Integrate 2010 - Uniting the World of IT

Architecture, Development, The Enterprise &

You - Bringing It All Together
Randy Steinberg
National Specialist
p Leader – ITIL/IT Service Management
g

1
What is the ROI of an IT solution that
cannot be deployed and operated at
acceptable cost and risk?

2
 The Problem

 6 out of 10 development efforts fail because of operational/deployment issues

 99.9% of IT organizations state that “most incidents occur when we are deploying
new solutions”

 “It takes too long to get solutions into production”

 Level of frustration between the business and IT is at an all time high

3
IT Solutions – 3 Legs Of The Stool…
Stool

Architecture Development

ITIL/IT Service Management

…Which one would you pull away?

4
So What Happens If You Pull Any Of Them Away?

Leave This Out

Out…. You Get This
This…
Architecture • Unstructured expensive solutions Structure
• Missing components (brings it all together)

• One-Time Throwaway Solutions

Development • Value not delivered to the business Utility
• Users can’t achieve their outcomes (does what it was built for)

Operations • Value not delivered to the business

• Chaotic deployments Warranty
• Expensive to operate (there when needed)

• Lots of downtime

Business Value
(Happy Customers)
Result: Solutions that cannot be deployed or that
operate at high levels of cost and risk

5
The Developer's View Of Operations IT Architects, Developers
and Operations:
Here You
Great! “We’re getting along just fine…”
Go!

Architecture As Viewed By
y
Development and Operations

Operations View Of The Developer Neither

N ith Of
You Truly
Out Of Understand
My Way! IT!
My
Service
Levels!

6
 IT Solutions – Development Point Of View

What they say about themselves

We are king – we own the CIO relationship
We are closest to the business and know what’s best for them
No functionalityy = No solution

What they say about Architecture

Important to us – for Data and Applications

Could care less about rest of enterprise – they should be using what we develop
Gets in the way and stifles our creativity
What they say about Operations
We’ll talk to them when we’re ready to go live (usually 1-2 weeks before cutover)
We’ve already built solutions for important things like backup, job scheduling and
monitoring
These guys present nothing but budget surprises 7
“They’ll get it done – they always do…”
 IT Solutions – Operations Point Of View

What they say about themselves

We’re always dumped on at the last minute
We are closest to how things work and know what’s best for everyone
We’re the ones that make it all work…

What they say about Architecture

Why bother? – Just put the tools in…
What the hell is an architecture anyway?
Best job in IT – all theory and don’t have to produce anything….

What they say about Development

They want to install what???
Why weren’t we told about this earlier?
These guys have no clue how to make things really work
“There’s no budget for this…” 8
 IT Solutions – Architecture Point Of View

What they say about themselves

No one in IT appreciates what we do
Most in IT don’t understand important concepts like layering, abstraction, normalization…

What they say about Development

Developers don’t listen to us…
They think we’re
we re just a tick mark on the QA checklist
Reuse is not in their vocabulary…

What they say about Operations

Never heard of us…
These guys are so tactical we can’t relate…

9
So How Should These All Work Together?
Solution Leg Definition Characteristics

Architecture The structure or structures of a • Provides the “frame” for how

system solution which comprise
software, hardware, data,
everything fits together ahead of
time
Structure
function and organizational
(brings it all
• Maximizes reuse of solutions to together)
components and the develop them faster and cheaper
relationships between them
• Identifies “what”
what needs to be put
into place
Development The act of working to • Typically focuses on meeting
produce/create IT solutions and FUNCTIONAL requirements
services to meet specific needs
of a specific client/business, or
• Develops and integrates software
f
and other IT components to meet
Utilit
Utility
a perceived need of some set of the needs of a specific solution
(does what it
potential users (commercial and was built for)
open source software)

Operations Superset of all processes and • Has a role to play in ensuring

services that are both NON-FUNCTIONAL requirements
provisioned by an IT staff to are adequately addressed
th i iinternal
their t l or external
t l clients
li t
Warranty
a a ty
• Can use ITIL/IT Service (there when needed)
Management lifecycle and
processes as key tools to ensure
IT solutions will provide value

10
 The Development Lifecycle – Breaks In The Food Chain

The job is done when the

Typical Developer/Architect Concerns... system is built

Architect

Design Install Test Convert

The job ain't done 'till we

can run this thing safely

...Typical Things They Wish To Avoid Until Later

Rollout Operate Support Monitor

11
 Checklist - Some Common Pitfalls That Cause Failure

 Lack Of A Proper Rollout/Distribution Strategy

 Failure To Realize Current Management Tools Are Platforms Not Solutions

 No
N CConsideration
id ti Of Deploy
D l A And
dOOperate
t Costs
C t In
I Application
A li ti B Budget
d t

 Operational Management Focus Is On Platforms Versus End Services

 Development Groups Implementing Operational Technologies To Be Employed

 Testing Done On Different Configurations/Platforms Than Production

 Dependence On Latest Vendor Version Of Product For Success

 Under-Estimating
g Capacity
p y Needed To Handle Business Volumes

12
 Another Checklist-
Typical Things Application Developers/Architects Sometimes Forget

 Scaleabilityy And Capacity

p y
 Message Events - Not enough or too many needless ones
 Volumes/Capacity Drivers
 Performance
 Manual Tasks
 Scheduling Timeframes/Windows
 Who Builds The Scheduling Scripts?
 Printing And Print Distribution Requirements
 Backup Requirements
 Availability Concerns (What if component x goes down? Mirroring?)
 Disaster/Recovery
 Security Management/Configuration
 Maintenance Tasks
 Server Startup/Shutdown Dependencies
 Physical Data Center Needs (Space, Electrical, Cooling, Fire/Security)
 Testing Requirements/Configuration Needs
 24x7 Availability Is A Lot Of 99.9%'s Multiplied Together
 Maintenance Supplies Requirements And Inventories

13
 Suggested Areas Of Focus
A hit t
Architecture D
Development
l t
 Provide Service
Requirements
Ensure reuse

 Include Infrastructure
 Ensure standards Development
p As Part Of
The Overall Solution
 Provide structure
 Recognize Design
 Ensure integration with
Impacts May Occur
rest of enterprise
Related To Operations
 Review solutions in
 Provide Operations With
design and transition
Overall Application
 Support development Architecture And
and operational practices Functional Information
Al
Along With KKey
Deadlines/Timeframes
IT Service
S i Management
M t
 Focus On Deployment
And Required Day-To-
Day Operational Support
 Focus On Needed
Services And Service
Requirements
Get Involved At Design

Time
Identify Impacts To

Proposed Design That
Are Operational Related
 Provide Input To Overall
Development Timeframe
Estimates
14
 A Suggested Service Development Model

Continual
Strategy Design Transition Operation Service
Improvement

Determine Service
Scope, Services, Design the Service Build and test the Review Service
Execute Service
Service Metrics, organization, process, Service and validate output metrics and
activities day-to-day
Service Level, technologies and that IT and business proactively identify
to support the IT and
Requirements, reporting requirements can be opportunities for
sourcing and delivery business solution
infrastructure met improvement
strategy

Processes

Technologies

Organizational Roles and Responsibilities

Architecture

Application Development

Project Management

15
 A Strong Recommendation For Production Certification

Project
Plan Startup

U
User
Client Functional Technical Build & System Stress
Acceptance
Verify Design Design Unit Test Test Test
Test

Ops P d ti
Production
Verify Acceptance

PAC & ADM PAC Gate Gate Focus PAC & ADM PAC Gate Gate Focus
Phase Phase
Buy/Build & Operational Review Deployment, operations Volume Testing
Stress Test Stress Test
Unit Test Breaking point
Impact of changes since Production acceptance, ability
Technical Review II Production
technical review Implementation to operate, performance,
Acceptance
p
completeness
l t
Operability, integration,
System Test System Test Review regression and performance
review.

Performance Test Performance under planned or PAC Gate Gate Focus

Performance Test
expected loads. Post Implementation Process improvement
p
User Acceptance Handover from 3rd Party
• Nothing gets into production until “certified” External security protection
Security Review
• Certification Board includes representatives (eg hacker prevention)

from architecture, development, operations,

management, users
• Solutions must pass “gates” to be certified 16
 Integrated Strategy Approach - Examples

Continual
Strategy Design Transition Operation Service
Improvement

Development Considerations Architecture Considerations ITSM Considerations

Solution Model Solution Architecture High Level Service

Business Volumes Overall Enterprise Fit Requirements (SLAs)
- Performance
S i li d S
Specialized Supportt N
Needs
d St d d T
Standards To Be
B Used
U d
- Availability
Implementation Timeframes Frameworks To Be Used - Problem Support
High Level Functional Opportunities For Reuse Support Capabilities Fit
R i
Requirementst
Hosting Partners
Development Organization
Delivery Strategy
Working Standards
Timeframes
Sourcing Partners
Costs:
- One Time
- Ongoing

17
Production Certification - Putting Operational Support In Place

Continual
Strategy Design Transition Operation Service
Improvement

 Support Strategy
 High Level Solution Architecture
 Service Requirements
 Service Demand Forecasts/Estimates
 Cost Estimates
bles

 Process Assessment
Deliverab

 Technology Assessment
 Organizational Assessment
 Training Strategy
 Working Standards
 S
Sourcing
i Partners
P t
 Strategic Tooling Architecture
 High Level Deployment Strategy 18
 High Level Project Plans
 Integrated Design Approach - Examples

Continual
Strategy Design Transition Operation Service
Improvement

Development Considerations Architecture Considerations ITSM Considerations

Application Designs Data Architecture Availability Designs

Software Package Functional Architecture Capacity Designs
Customizations Technical
T h i lA Architecture
hit t (i(i.e.)) S i C
Service Continuity
ti it D Designs
i
Testing Requirements - Application Security Designs
Component Configurations - Middleware/Messaging
Deployment Designs/Strategy
- Network
P
Procurement
t Requirements
R i t Process Designs
- Transaction
Operational Detailed - Database Support Roles/Responsibilities
Requirements (i.e.):
Operational Architecture Operational Control Tasks
- Required
R i d Al Alerts
t
Data Models/Data Design Facilities Designs
- Backup Requirements
Monitoring Designs
- Solution Configurations
Procurement Requirements

19
Production Certification - Putting Operational Support In Place

Continual
Strategy Design Transition Operation Service
Improvement

 Technical Architectures
 Data Architectures
 Service Descriptions/Catalogs
 Designed Processes
 Designed Operational Procedures
 Designed Tooling Infrastructure
 Designed Roles/Responsibilities
Delivverables

 Designed Measurements/Reports
 Designed Monitoring
 SLA/OLA Agreements
 Availability Designs
 Capacity Estimates
 Security Designs
 Physical Facility Designs
 Service Continuity Designs
 Supplier Integration
 Component Configurations
 Testing Requirements
 Detailed Transition Plans
 Detailed Training Plans

20
 Integrated Transition Approach - Examples

Continual
Strategy Design Transition Operation Service
Improvement

Development Considerations Architecture Considerations ITSM Considerations

Application Coding Validated Architecture Migrations/Releases

Package Implementation Ensured Integration With Rest Configurations
Mi ti /C d Libraries
Migration/Code Lib i Of Enterprise O
Operational
ti l T Testing
ti
Rollout Schedules/Volumes Updated Architecture Site Surveys/Preparation
Documentation
Maintenance Needs User/Support Training
Testing and Validation Process Implementation
User Acceptance Operational Integration:
Support Call Lists - Service Desk
- Technical
T h i lS Supportt
Early Life Support
- Operation Control
- Facilities Management
- Application
pp Management
g

21
Production Certification - Putting Operational Support In Place

Continual
Strategy Design Transition Operation Service
Improvement

 Detailed Transition Plans

 Operational Scripts
 Job Schedules
 Run Books
 Solution Documentation
 Configured Security
 Configured Components
 O
Operational
ti l T Testt R
Results
lt
 Trained Users
Delivverables

 Trained Support Staff

 Solution Known Errors
 Installed Monitoringg Agents
g
 Installed Processes
 Assigned Support Staff
 Installed Management Tools
 Site Surveys
 Facility Build Outs
 Installed Releases
 Early Life Support
 Installed Applications
 User Acceptance
p Results
 Post Implementation Reviews

22
 Integrated Operation Approach - Examples

Continual
Strategy Design Transition Operation Service
Improvement

Development Considerations Architecture Considerations ITSM Considerations

None – at this point None. Delivering Services

Application Management Ongoing Support
takes over for ongoing
g g
M it i /E t M
Monitoring/Event Managementt
application maintenance and
support Maintenance
- Applications
- IT Infrastructure
Execution of planned
operational control tasks
Incident,/Problem
Incident /Problem
Management
Request Fulfillment
Access Management
23
Production Certification - Putting Operational Support In Place

Continual
Strategy Design Transition Operation Service
Improvement

 Incident Logs
g
 Problem Logs
Delivverables

 Operational Results
 Fulfilled Requests
 Escalated Alerts
 Shift Turnover Reports
 Escalated Operational Issues
 Delivered Services
 Executed Operational Controls
 Workforce Management
g
 Service Issues Log

24
Integrated Continual Service Improvement Approach - Examples
Strategy Design
Development Considerations
None – At This Point
Application Management
Takes Over For Ongoing
g g
Application Improvement
Continual
Transition Operation Service
Improvement
Architecture Considerations ITSM Considerations
Review Of Service And Collecting Service
Operational Results To Identify Measurements
Further Architecture Service Quality Reporting
Improvement Opportunities
Review Of Service And
Maintain Architecture While Operational Results To Identify
Improvements Are Being Further Opportunities
pp For
Made Improvements
25
Production Certification - Putting Operational Support In Place

Continual
Strategy Design Transition Operation Service
Improvement

 Service Measurements
Deliverables

 Process Measurements
 Technology Measurements
 Service Quality Reports
 Service Dashboards
 Service Improvement Recommendations
 Service Improvement Plans
 Service Reviews

26
Example Service Catalog Of Back-End IT Services Needed To
Support
pp Almost Any
y Development
p Solution
 Security  Security
Infrastructure Monitoring &
Design Alerting
 IT Service  Lease and  Audit and  Cyber Security
Strategy Support License Mgt Infrastructure Support
 Enterprise C t l Support
Control S t
Service Strategy  Service Audit  Intrusion and Security  Extranet Support
Architecture Mgt and Reporting
and Research and Control Vulnerability Management  Intranet Support
 Process Mgt Testing Support  Trusted
 IT Financial Mgt Management  Risk Mgt and
 IT Project Mgt Audit Support  Physical Computer
 Change Control S
Security
it MMgtt Support
 Configuration  Access and  Secure Remote
and Asset Mgt Identity Mgt Access
Support  Content Filtering
Support

Service Service Service Service

Resource Operations Transition Design
Management Management Management Management
 Server Mgt  Service Desk  Release Planning and  Service Level Mgt
 Database Mgt  Service Monitoring Packaging  Supplier Mgt
 Application Mgt  Incident Response  Service Deployment  Operational Planning and
 Network Mgt  Problem Control and Decommission Consulting
 Storage Mgt  Request Fulfillment  Site Preparation  Solution Planning and
 Print Mgt  Backup/Restore Mgt Support Development
 Fax Mgt  Job Schedule Mgt  Service Validation and  Development Support
 Website Support  Clock Mgt Testing Support Operations
 Physical Facilities Mgt  Startup/Shutdown Mgt  Training Support  Capacity Mgt
 Telephony Mgt  File Transfer and  Organizational Change  Availability Mgt
 PC Device Mgt Control Mgt Support  IT Service Continuity Mgt
 Specialized Device Mgt  Archive
Archi e Mgt  Knowledge  Process Design Support
 Middleware Mgt  Data Entry Support Management
 Asset Mgt  Report Distribution  Test Lab Management 27
 IT Workforce Mgt
Examine Each Operational Service During Design Stage
And Determine How It Will Be Used To Support The
Application Solution…

Operations Impact

Reuse Work To Do Spend Money Outsource It Complexity

Design Leverage Existing Enhance Existing Purchase New Provide Support Support Service Cannot
Support Services Support Services Tools And Support Services Via An Be Addressed By Any
Decision
Solutions Outside Vendor Vendor or Tooling
Solution

Design Almost None - But

Must Ensure Mayy Have To Build Varies - Varies - But Mayy Mayy Require
q Design,
g ,
Impact
Standards Are Additional Scripts, Depending Need To Provide Build And Development
Being Adhered To Log Files And On Service Input For Service Efforts To Provide
Event Handlers To Solution Scope Requirements Needed Services
Better Leverageg
Existing
Infrastructure

...Integrate
I t t These
Th Plans
Pl With The
Th Overall
O ll
Development Work Plan 28
Developer and Architecture Impact
 One Example Of Working Together
Measuring End-To-End Response Time
Architecture Strategy Develop/Architect Impact
Invasive Utilize API calls to management
products and tools
Semi-Invasive None
Non-Invasive Create log files or other
external entities that can
be tested and viewed
independently of the application
Develop "heartbeat" transactions
that execute independently of the
application
Operations Impact
Stringent change management
must be in place as changes
in support products could
result in application errors
Must ensure that there will
not be any negative
performance impacts
Employ monitoring agents and
filters
Must develop appropriate
event adapters, filters and
scheduled events to read
log file information
29
 Solution Support – Support Organizational Model Options
Approach A Approach B
Decentralized Centralized
• Each business unit • Corporate unit dictates
operates its own ITIL entire program to be
solutions with no overall followed by all other
control business units
+ High
Hi h variation
i i + Tight
Ti h controll and
d oversight
i h + Corporate
over the operation given top standards
+ Each BU Can adapt
down direction setting
quickly
+ Speeds decision‐making
+ Will require
collaboration across Bus process
if needed + Clear accountability
– No overall control – Limits decision making and
– Fastest adoption inhibits service ownership
method
th d – Impedes
I d service
i delivery
d li
efficiency since decision‐
– Each BU ITIL approach
making is top down
is highly independent
– Stifles innovation and
entrepreneurship
= Solution Owner
Approach C Approach D Approach E
Corporate Direction Centralized Control with Local Collaborative
Variation
• Overall Corporate • Corporate direction and • Overall Corporate
Management but centralized processes Management but process
individual business units but business units can ownership and liaison is
operate own ITIL vary locally matrixed across business
solutions units that own team
members
C sets + Corporate
C dictates
di the
h + Focuses
F on strong
overall processes collaboration with
business units
+ Each BU implements in + Bus can vary these for
their own way local needs + Stronger liaison role to
ensure needs are met
– Corporate may have to – Provides a good balance – Potential for conflicts
balance competing needs between need for between process and
overall
o e a cocontrol
t o but a so ggroups
liaison oups
– Corporate
C t only
l intervenes
i t
for guidance and key leaving BUs to – Requires high levels of
implement what they
decision making teamwork and negotiation
need on their own
= Solution Manager = Team Member/Analyst = Liaison/Implementation Lead
30
ITSM Functional Architecture – All Key Functions For A Large IT Center
Capacity Modeling IT Continuity Process Modeling
Access Mgt System Event Mgt System
System Planning System (BPM) System

Job Scheduling
ACD System Change Mgt System HR Mgt System Procurement System
System

Labor/Time
Asset Mgt System CAD System Identity Mgt System Project Mgt System
Reporting System

Auto-Discovery Configuration Mgt

Incident Mgt
g System
y Media Mgt
g System
y Prototyping
yp g System
y
S t
System S t
System

Backup/Restore Reader Board

Console Mgt System IVR System Network Mgt System
System System

Intrusion Detection Performance Release and

Billi System
Billing S t CRM S
System
t
System Monitoring System Packaging System

Database Mgt Inventory Mgt Remote Support

Building Mgt System Portfolio Mgt System
System System System

Capacity Mgt Documentation Mgt IT Financial Mgt

Problem Mgt System Report Generator
System System System

Request Fulfillment Security Testing Service Catalog

Security Mgt System Storage Mgt System
System System System

Service Knowledge Service Level Mgt Software Software Staffing Forecast

Mgt System System Configuration System Distribution System System

Integrated Directory Test Data Generator

Surveillance System
y Test Mgt
g System
y UPS System
y
Mgt System System

31
ITSM Data Architecture – All Key Databases For A Large IT Center

Configuration Procurement
Asset DB Financial DB Test DB DB
DB DB

Architecture DB CRM DB HR DB Known Error DB Service Catalog

Drawings and Definitive Media

Incident DB Operations DB Service DB
Layouts Library

IT Service
Availability DB Facility DB Policy DB Project DB
Continuity DB

Capacity DB Event DB Request DB Problem DB Security DB

Service System
y
Change DB Training DB Knowledge DB
Portfolio DB Directory

Call Mgt DB OLA DB Release DB Supplier DB

32
Assessing ITSM Tools – Using Architecture To Create A Tools “Heat” Map
“Heat”
Heat map can provide at-a-glance view of the entire ITSM tooling situation

Functions Functions
VENDOR - PRODUCTS Service Desk IM PM CM RM Config SLM AM Cap ITSCM FM

3Com TippingPoint 1 1 1 1 1 1
AIR - Application Info. Repository 1 1 1 1 1
Alcatel Newbridge Mainstreet– newbridge channel banks 3 3 3 3 3 3 3
Altiris 2 2 2 2 2 2
ArcSite ( event correlation for IP Securityy ) 2 2 2 2 2 2
ASG - TMON 1 1 1 1 1 1
Badger 3 3 3 3
BigBrother 3 3 3 3 3 3 3
BMC - ControlM (mainframe) 2 2 2 2
BMC - Enterprise Manager (EM) (distributed) 2 2 2 2
BMC Patrol
CA Concord 3 3 3 3 3 3 3

= No Value = Some Value = Value

Columns with no colors may indicate missing gaps in the toolsets
Columns with lots of colors may indicate too many tools performing same function
33
 Architecture, Development and ITSM
Recap

 A solution that cannot be deployed/operated at

acceptable cost and risk is a failure and a
tremendous waste of money

 Architecture + Development + ITSM = True Solution

Business Value

 Production Certification is a strong path to ensuring

solutions are truly operable and ready for production
use

 Production Certification activities should start during

solution strategy and run parallel with development
activities throughout their lifecycle

 The ITIL Service Lifecycle

y should be leveraged
g
across architecture, development and operations
phases of a solution project

34
Questions
and Open
Discussion

35
36