Resource Management: Ann Geyer Tunitas Group

CGEITEXAMPREP#7
ResourceManagement
CGEITExamPrep
May17,2011
ResourceManagement
AnnGeyer
Tunitas Group
CGEITDomains
JobPracticeAreasbyDomain
25%ITGovFrameworks
20%RiskMgmt
15%StrategicAlignment
15%ValueDelivery
13%ResourceMgmt
12%PerformanceMsmt
Source:ISACA
Copyright2011TunitasGroup. Allrightsreserved.Thispresentationmaterialmaybeusedsolelyby
participantsinSFISACAs2011CGEITPreparationClass. Nootheruseispermittedwithoutexpress
writtenauthorization.
CGEITEXAMPREP#7
ResourceManagement
ITResourceManagement
ISACAThumbnailDescription
Optimalinvestmentin,andthepropermanagementof,
criticalITresources applications,information,
infrastructureandpeople
PrimaryObjective
EnsurethatIThassufficient,competentandcapable
resourcestoexecutestrategicobjectivesandkeepupwith
businessdemandsbyoptimizingtheinvestment,useand
allocationofITresources
CGEITExamPerspective
Demonstrateyouunderstandandcanexecuteappropriate
resourcemanagementpractices
DefinitionsofITResources
ISACA
People,apps,information,&infrastructure
ITIL
People,products,processes,&partners
BSC
Human,information&organizationcapital
CGEITEXAMPREP#7
ResourceManagement
BenefitsofITResourceManagement
StrengthenITandbusinessunitworkingrelationships
Improveaccountabilityforresults
Reduceenterpriserisks
EnhanceITservicequalityandeffectiveness
EngendermoreefficientuseofITresources
FocusITspendingonbusinessdrivers,values,needs,and
priorities
Facilitateeffectiveprojectandcontractmanagement
ReduceITprojectcomplexity
FacilitatemoreeffectiveITplanning
CGEITDomainTaskStatements
EnsurethatIThassufficient,competent,andcapableresourcesto
executestrategicobjectives
Design&establishresourceplanning
KeyFunctions
programs
Assessbaseline
Train&developstaff
Analyzegaps
Analyzegaps
Gapremediation
Allocateagainstrequirements
Acquisition
Integrateresourcemanagementinto
Training&Maintenance
strategic&tacticalplanning
(identification,classification,
Support
allocation,periodicevaluation)
Performance
StandardizeITinfrastructure;
Monitoring
focusoneconomyofscaleprinciples;
interoperability
Manage&protectITassets
throughoutlifecycle
CGEITEXAMPREP#7
ResourceManagement
CGEITDomainKnowledgeStatements
Know
Corporate,business&ITresources
Resourceacquisitionprocesses
www.itgi.org
Requiredskillandtechnologymix
RESOURCE
HRmanagementprocesses
MANAGEMENT
Outsourceandoffshoreprocesses
Howtomaintainworkforcecompetency
Enterprisebusinessstrategies
Methodsformonitoring&reportingresource
performance
ResourceManagementRoles
Board
MonitorhowmanagementdetermineswhatITresourcesareneeded
toachievestrategicobjectives
EnsureacriticalreviewofresourceallocationsproperbalanceofIT
investmentsbetweensustainingandgrowthobjectives
ITStrategyCommittee
Highleveldirectionforsourcing&useofITresources
OverseeaggregateITfunding
CEO
Capitalizeonknowledge&information
Establishbusinesspriorities&allocateresourcesforITperformance
Organizefor&facilitateITstrategicimplementations
DefinetheCIOrole
CGEITEXAMPREP#7
ResourceManagement
ResourceManagementRoles
BusinessExecutives
AllocatebusinessresourcesforeffectiveITgovernance
CIO
ProvidetheITinfrastructuretofacilitateknowledge&information
creation/sharing
EnsureavailabilityofITresourcesforstrategicobjectives
DefinevaluecreationroleswithinIT
Standardizearchitecture&technology
ManagementCommittees
Balancesustain/growthproposals
Adviseoninfrastructureneeds
Architecturaldesign
Managecomplexprojects
Monitor&reportonresults
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TwoDistinctComponents
ResourcePlanning
EnsurefocusedresourcesarealignedwithstrategicIT
objectivesandinvestments
Determinewhatresourcesareneededtoensuresuccessto
thebusinessstrategy
Whatprocessesarerequiredtosupporttheresources
(acquisition,maintenance,automation,training,operations,etc)
Howtoensureresourcesarebeingusedefficientlyand
effectively
CoversbothITprojectandnonprojectresources
(operationsandsupportfunctions)
ProjectManagement
Focusonbestutilizationofavailableresources
Time,cost,spaceconcerns
CGEITEXAMPREP#7
ResourceManagement
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ITILResourceCategories
People
Processes
Skillsets
Certifications
Productivity
Morale
Products
Costs
Productivity
Availability(ARMSS)
Change&Configuration
Mgt
Partners/Suppliers
Knowledge&information
recustomers,markets,
processes
Infrastructure
Relationships
Diligence
Escrows
Secondsourcing
Equitypositions
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Kaplan&NortonResourceCategories
Human
Ensurerightskillsareavailableforthebusinessneeds
Organization
Buildthesupportingculture
Information
Deliverrelevant,highquality,andtimelyinformation
CGEITEXAMPREP#7
ResourceManagement
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ResourceManagementStartswithAlignment
StrategicObjective:OperationalExcellence
Minimizeproblems
Providerapidresponse
StrategicJobIdentification
Qualitymanagers
Sixsigma
Problemmanagement
Callcenteragents
Customerinteractionskills
Problemmanagement
Teambuilding
14
ResourcesAlignedtoStrategy
StrategicObjective:InnovativeMarketLeader
Understandcustomersegments
Developnewproducts
StrategicJobIdentification
Consumermarketmanagers
Marketresearch
Advertising
Crossbusinessprocesses
Jointventuremanagers
Relationshipmgt
Negotiationskills
Ecommerceknowledge
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HumanResourcePlanning
Coreactivities
Startwithstrategicobjectives
Identifystrategicjobfamilies
Definecompetencyprofile
(skills,experience,values,knowledge)
Assessstatus
Reportgaps
PlanforGapremediation
ExecuteGapPlan
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Values,Skills,Knowledge,Experience
Strategic
Objective
Achieveahighperformance serviceculture
Values
Anticipate customerneeds
Serviceseasytouse
Createeffectivesolutions
Expertiseinspirescustomerconfidence
Assurequalityfirsttime,everytime
Profile
Followthroughoncommitments
Holdselfaccountable
Concentrate onworkingproblems,notfaultfinding
Ensurehighestquality
CGEITEXAMPREP#7
ResourceManagement
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HumanResourcePlanning
HRoftenhasitsowngovernanceprogram
CascadingBalancedScoreCardopportunities
Alsoneedsalignmentwithbusinessstrategies
IThumanresourcessharedresponsibility
HRtakesontheinternalprocessaspects
ITtakesontheITskillsets,experience,certification,
location,motivation,careerdevelopment
18
ITHumanResourcePlanning
InterrelatedtootherITdecisions
Example MovetoCloudComputing
Personnelrequirementsmaychange
Lessneedforinternaloperations
Moreneedforsystemservicesmanagement
Morefocusonunderstandingbusinessvaluechain
Lessfocusondesigningandadministeringsystem
infrastructures
CGEITEXAMPREP#7
ResourceManagement
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Strategic
Objective
Values
Profile
Anticipate customerneeds
Serviceseasytouse
Createeffectivesolutions
Expertiseinspirescustomerconfidence
Assurequalityfirsttime,everytime
Followthroughoncommitments
Holdselfaccountable
Concentrate onworkingproblems,notfaultfinding
Ensurehighestquality
20
Strategic
Objective
Skills
Knowledge
Architectingdistributedcomputingnetworks
Managingdiverseremoteaccessmethods
Configuringlargescalevirtualstorage
Buildingandreinforcingvendorrelationships
Forecastingcapacity
Service orientedarchitecture
Ciscoproductlines
KerberosandPKI
.Net Programming
CGEITEXAMPREP#7
ResourceManagement
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InformationResourceCategories
TransactionProcessing
Systemsthatautomatebasicrepetitiveenterprisetransactions
Analytic
Systemsandnetworksthatpromoteanalysis,interpretation,
andshareofinformationorknowledge
Transformational
Systemsandnetworksthatchangetheprevailingbusiness
model
TechnologyInfrastructure
Sharedtechnologyandadministrationexpertiseforeffective
useanddeliveryoftheInformationresources
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InformationResourcePlanning
Strategic
Theme
OperationalExcellence
Innovation
Strategic
processes
Min Problems
RapidResponse
Understand
customer
Newproducts
Strategicjob
families
Qualitymgr
Callcenteragent
Financialmgt
Strategicmgt
Analytical
Service QA
Bestpractice
benchmarking
Customer
profitability
system
Marketresearch
Transaction
Incidenttracking
Workforce
scheduling
Customer
feedbacksystem
Project
management
Transform
ational
Infrastructure
Customerself
help
IVR,CTI,CRMstnds, webapps
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InformationResources
Informationportfolio
Systems,apps,infrastructureforeachstrategicjobfamily;
sortedbycategory
Levelofinvestmentinnewinformationprojects
Mixofinvestmentstoalignandmeetbusiness
requirements
Industrybenchmarksforcompetitivespending
comparisons
InputintoITportfoliomanagement(valuedelivery)
Strategyshouldimpactdecisions
24
Sourcing
Alongwiththeglobalizationofbusiness,thesourcingofstrategicresources
onaglobalbasishasproventobeasourceofcompetitiveadvantagebothin
termsofinnovationandincosteffectiveness.
Itisnotsufficienttomanageinternalresources;managingexternal
relationshipswithoutsourcingserviceprovidersisequallyimportant
Specialistjobsarelikelytocontinuetomigratefromcurrentemployers
towardcompaniesthatprovideoutsourcingservices
Outsourcingisnotjustacostreductionstrategy;butalsodrivesspeed,
flexibilityandlevelofinnovation
Multisourcingrisksarisewhenthebestofbreedbenefitsdonotmaterialize
orbecomeovershadowedbynegatives,issuesandoverheads
Thesenegativesynergieshavethreerootcauses:
PoorlyshapedclustersofITservices
Misalignedtechnologyandproviderstrategies
Brokenendtoendprocesses
CGEITEXAMPREP#7
ResourceManagement
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ISACAOutsourcingModel
26
ITILResourceManagement
Focusonresourceavailabilityandutilization
ThreeITILprocesses
Demandmanagement
Capacitymanagement
Availabilitymanagement
Capacityandavailabilitymanagementalsofeaturedinthe
ISO20000standardforservicemanagement,underthe
servicedeliveryprocessesgroup
CGEITEXAMPREP#7
ResourceManagement
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DemandManagement
Purpose
istounderstandandinfluencecustomerdemandfor
servicesandcapacityprovisioningtomeetcustomer
demand
Strategically
Atastrategiclevel,focusonanalysisofpatternsof
businessactivityanduserprofiles
Tactically
Atatacticallevel,focusonuseofdifferentialchargingto
encouragecustomerstouseITservicesatlessbusytimes.
28
BPAandUP
Businessprocessesaretheprimarysourceofdemandforservices.Patterns
ofbusinessactivity(PBAs)influencethedemandpatternsseenbyservice
providers
Analyzingandtrackingtheactivitypatternsofthebusinessprocessmakes
itpossibletopredictdemand
PBAsareidentified,codifiedandsharedacrossprocessesforclarityand
completenessofdetail
Userprofiles(UPs)arebasedonrolesandresponsibilitieswithinenterprises
forpeople,andfunctionsandoperationsforprocessesandapplications
ProcessesandapplicationscanhaveUPs
EachUPcanbeassociatedwithoneormorePBA
UPsareconstructedusingoneormorepredefinedPBA.
PatternmatchingusingPBAsandUPsensuresasystematicapproachto
understandingandmanagingdemandfromcustomers.
CGEITEXAMPREP#7
ResourceManagement
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CapacityManagement
Purpose
Provideapointoffocusandmanagementforallcapacityand
performancerelatedissues,relatingtobothservicesandresources,and
tomatchthecapacityofITtotheagreedonbusinessdemands
Capacitymanagement
EnsuresthatcapacityandperformanceoftheITservicesandsystems
matchtheevolvingagreedondemandsofthebusinessinthemostcost
effectiveandtimelymanner
Itincludesbusiness,serviceandcomponentcapacitymanagementacross
theITservicelifecycle
Akeysuccessfactorinmanagingcapacityisensuringthatitisconsidered
duringtheservicedesignstage
TheITservicelifecycleisbroadlycenteredaroundthebusinesscustomer
andstagingthroughservicestrategyservicedesignservicetransi on
serviceopera oncon nualserviceimprovement,andthenbacktothe
businesscustomer.
30
CapacityManagement
Businesscapacitymanagement
Translatesbusinessneedsandplansintorequirementsfor
serviceandITinfrastructure
Servicecapacitymanagement
Themanagement,controlandpredictionoftheendto
endperformanceandcapacityofthelive,operationalIT
servicesusageandworkloads
Componentcapacitymanagement
Themanagement,controlandpredictionofthe
performance,utilizationandcapacityofindividualIT
technologycomponents
CGEITEXAMPREP#7
ResourceManagement
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AvailabilityManagement
Purpose
Provideapointoffocusandmanagementforall
availabilityissues
Relatingtoservices,componentsandresources,
Ensureavailabilitytargetsinallareasaremeasuredand
achieved,andthattheymatchorexceedthecurrentand
futureagreedonneedsofthebusinessinacosteffective
manner
32
Availabilitymanagement
Therearetwokeyaspects:
Reactiveactivities
Monitoring,measuring,analysisandmanagementof
events,incidentsandproblemsinvolvingservice
unavailability
Proactiveactivities
Proactiveplanning,design,recommendationand
improvementofavailability
CGEITEXAMPREP#7
ResourceManagement
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ResourceManagement&Metrics
Performancemeasurementquestions
Howwellisthecapacityandresourceplanworking
Aremilestonesmet
Areutilizationmodelsholding
Whatstrending
AreSLAandOLAontarget
34
ResourceManagementSummary
Focusshift
Fromcostandavailability
Tostrategicalignment,withemphasisonthecritical
differentiatingprocesses
ITresources
Managedlikeotherenterpriseassets
Valuemeasuredtoindicatecontributiontostrategyandvalue
delivery
ResourcePlanning
FeedsintoITPortfoliomanagement
Businesscases
Alignmentsuccess
CGEITEXAMPREP#7
ResourceManagement
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KeyResourceManagementPoints
PartoftheITGovernanceprocess
PurposeistooptimizetheplanningandavailabilityofIT
resourcesneededforbusinessstrategies
Frameworks
ITILforservicemanagementenvironments
BCSlearningandgrowthapproachesstrategicalignment
Availability&Capacityfocusareas
ITProjectManagement
PartofgoodgovernancetohaveastandardPMmethodology
ButnotthesameasResourcePlanningandStrategicAlignment
DetailedknowledgeofPrince2andPMBOKnotneededfor
exam
36
ITPROJECTMANAGEMENT
CGEITEXAMPREP#7
ResourceManagement
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COBITProjectManagement
FocusonProjectManagement
PO10ManageProjects
PrioritizationandcoordinationofITprojects
Masterplan,resourceassignments,deliverables,
approvals,phaseddelivery,QA,testing,post
implementationreview
Reducetheriskofunexpectedcostsandproject
cancellation
Improvecommunicationbetweenbusinessunitsandusers
Ensurevaluedelivery
38
COBITPO10ManageProjects
StandardizethePMprocess
Haveamethodology
ProvideenterprisePMguidelines
Requireenterpriseprojectplanning
CriticalFactors
Commitment
Scoping
Integratedplanning
Resourceassignments
Riskassessmentandmanagement
Changecontrol
Performancemetricsandmonitoring
Formalprojectclosure
CGEITEXAMPREP#7
ResourceManagement
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COBITPO10ManageProjects
Inputs
Outputs
PO1
ITPortfolio
PerformanceReports
ME1
PO5
UpdatedITPortfolio
RiskManagementPlan
PO9
PO7
ITSkills Matrix
PMGuidelines
AI17
PO8
DevelopmentStnds
DetailedProjectPlans
PO8/AI 17
AI7
PostimplementationReview UpdatedITPortfolio
PO1/PO5
40
PMBOKandPrince2
Generalprojectmanagementframeworks(notjustforIT)
BothhavebeenmappedtoCOBIT
PO10ManageProjectscapturemostcomponents
PMBOK(ANSI/PMI990012004)
Focusonconsistentimplementationofaprovenframework
basedonbestPMpractices
Lifecycleapproachinitiation,planning,executing,controlling,
closing
Prince2(UKGovt)
Businesscasedriven
Focusontheprocessofprojectmanagement
Segmentsprojectsintomanageablestages

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