Integrating It Frameworks, Methodologies And Best Practices Into It Delivery And Operation

Integrating IT Frameworks, Methodologies and Best Practices Into IT Delivery and Operation

Alan McSweeney

March 23, 2010 2

Objectives

• Contains notes on the integration of available frameworks and methodologies into a possible integrated approach to providing information technology services

March 23, 2010 3

Information Technology and Related Frameworks and Methodologies

• Bewildering array of overlapping frameworks and methodologies across lifecycle of IT systems delivery and management

• Frameworks and methodologies have benefits− Provide a short-cut to determining the optimum approach to address a

business need− Contain collective learning and experience− Supported and enhanced− Useful but are a means to and end and not an end in themselves

• But there are many (too many) competing individual frameworks and methodologies representing specific potential solutions to specific needs− Focussing on individual aspects of IT

• Need for a higher view above the individual frameworks

• A view that represents how an IT function needs to operate holistically

March 23, 2010 4

Suggested Integrated IT Solution and Operations Management Approach

Integrated Solution and Operations

Management Approach

Architecture and

Realisation

Management and

Processes

Vision and Strategy

Architecture

Development, Customisation

and Configuration

Enterprise Management

Programme and Portfolio

Management

Project Management

Service Management

Architecture Management

Implementation and

Deployment

Operation and Control

March 23, 2010 5

Integrated IT Solution and Operations Management Approach

• Every IT function has two pillars

− Doing

• Strategy

• Design

• Development

• Implementation

− Managing the doing

• Business change

• Programmes

• Projects

• Operations

• Generalised approach that can integrate specific delivery frameworks as required

• Provide an overarching approach on which any function can be built

March 23, 2010 6

Direction and Focus of IT Solution and Operations Management Approach – Three Layers


Management Approach

Architecture and

Realisation

Management and

Processes

Vision and Strategy

Architecture


and Configuration



Management

Project Management

Service Management


Implementation and

Deployment



Management Approach

Architecture and

Realisation

Management and

Processes

Vision and Strategy

Architecture


and Configuration



Management

Project Management

Service Management


Implementation and

Deployment


General

Direction of

Solution

Lifecycle

From

Design to

Operation

Fundamental

Processes and

Competencies

Implementation

of New Projects

and Services

Operation of

Existing Services

March 23, 2010 7

Arrangement of Integrated IT Solution and Operations Management Approach Within Operational Context

Focus on architecture and design aspects of existing services

Focus on architecture, design, selection, development and

delivery aspects of new projects and services

Focus on management processes associated with the operation and

delivery of existing services

Focus on management processes associated with the architecture, design, selection, development

and delivery aspects of new projects and services

Management and Processes

Existing

Programmes,

Projects and

Services

New

Programmes,

Projects and

Services

Architecture and Realisation

Focus on the prerequisites and foundations for strategy,

architecture and design across IT function and solution lifecycle

Focus on the prerequisite and foundation management

processes across IT function and solution lifecycle

Fundamental

Organisational

Requirements

DO

ING

MA

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GIN

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HE

DO

ING

March 23, 2010 8

Integrated IT Solution and Operations Management Approach

• An practical and integrated solution and operations management approach consisting of two pillars:−Architecture and Realisation (“Doing”)

• Concerned with enterprise vision, strategy, architecture, implementation, delivery and subsequent operation

−Management and Processes (“Managing the Doing”)• Addresses the management of large-scale business and information

technology initiatives and associated programmes and projects

• Phases and processes within the two pillars can be integrated across a programme of work or the services can be delivered independently, depending on the requirements of the organisation

• Generalised framework that can be applied across multiple environments

March 23, 2010 9

Expanded Integrated IT Solution and Operations Management Approach - Architecture and Realisation Pillar


Vision and Strategy

Architecture


and Configuration

Implementation and

Deployment


Enterprise Transition and

Transformation

Information Technology

Strategy

System ArchitectureBusiness Application

Architecture

Information Technology

Architecture

Accelerated Application

Prototyping and Development

Package Selection,

Customisation and

Implementation

Iterative Development

Readiness Assessment Pilot Deployment Preparation

System Operations and Service

Management

System Support and

Administration

Business Area Architecture

Deployment

Application Re-engineering

March 23, 2010 10

Expanded Integrated IT Solution and Operations Management Approach - Management and Processes Pillar




Management

Project Management

Service Management

Architecture

Management

Business Change GovernanceArchitecture and Systems

Management

Programme ManagementPortfolio Project

Management

PMO Implementation

and OperationManagement of Projects

Business Architecture

Management

Information Architecture

Management

Technology Architecture

Management

Service DeliveryService Request

Management

Service Improvement

Programme

Management Support

Framework

Application Architecture

Management

IT Management

March 23, 2010 11

Integrated IT Solution and Operations Management Approach Within Operational Context


Existing

Programmes,

Projects and

Services

New

Programmes,

Projects and

Services


Fundamental

Organisational

Requirements

Vision and Strategy

Architecture

Implementation and Deployment


and Configuration



Programme and Portfolio Management

Project Management

Service Management


March 23, 2010 12

Architecture and Realisation Pillar

• Vision and Strategy− Creates the business vision defines the direction for subsequent information technology initiatives− Internal and external requirements and processes are analysed− Allows prioritisation of the business and information system areas that will addressed in subsequent stages− Ensures that all further work is aligned with the vision and strategy

• Architecture− Designed to translate the Vision and Strategy into an implementable, operable and supportable structure− Architecture can encompass both enterprise and specific solution areas− Scope, requirements and functionality of the business processes and the associated information systems are

specified− Architecture is concerned with both business and information technology in parallel− Constituent projects and changes to deliver the architecture are identified

• Development, Customisation and Configuration− Selects, designs, builds, customises and tests the elements of the solution− Includes some or all of customised development, package customisation and system enhancement. − Development activities related to business change and technical infrastructure are addressed

• Implementation and Deployment− Takes the solution components and creates a fully operable system, complete with data and business process

changes− Includes integration testing, pilot, data conversion documented procedures, training, and operational readiness

and acceptance

• Operation and Control− Creates and implements practices for ensuring defined service levels for the operation, maintenance, and

support of the new or modified systems

March 23, 2010 13

Management and Processes Pillar

• Enterprise Management− Involves establishing business objectives, monitoring achievement against targets and making necessary

corrections

• Programme and Portfolio Management− Directs and manages programmes and portfolios of initiatives and undertakings offerings to balance benefits,

costs, resources and risks in a strategic context and ensuring benefits realisation− Establish the competency within an organisation to provide this service internally or manage its provision by

external agents

• Project Management− Concentrates on the effective and efficient processes required to identify, coordinate, and continuously focus

people and resources on achieving project objectives and commitment within time, cost, resource and quality controls

− Enables organisations to deliver both the simple and complex initiatives and to perform projects capably

• Service Management− Controls and manages the operational services phases of the overall initiative life cycle− Service request management handles requests from users− Manages their fulfilment and includes logging, performing initial analysis, monitoring, prioritising, measuring,

and closing− Service delivery management directs and manages services to ensure that the end-user receives the agreed

service

• Architecture Management− Concerned with the business, technical, and operational procedures and processes needed to ensure and

maintain integrated enterprise and solution architecture during the implementation of the solution and its subsequent operation

March 23, 2010 14

Groups of Information Technology and Related Frameworks, Methodologies and Toolsets

• Multiple existing IT frameworks can be divided into groups− Service and Application Management, Provisioning and Sourcing− Program and Project Management− Enterprise Architecture − Software Lifecycle Management− Value and Investment Management − Data Management− Quality Management− Governance, Security and Risk Management− Business Management and Support− Business Analysis

• Not an exhaustive list of frameworks or groups

• Each exists as a point solution to a specific requirement

• Frameworks need to be placed in context to allow most relevant and appropriate be selected

March 23, 2010 15

Groups of Information Technology and Related Frameworks, Methodologies and Toolsets

Information Technology and Related Frameworks, Methodologies and Toolsets

Service and Application Management, Provisioning and Sourcing

Quality Management

Program and Project ManagementGovernance, Security and Risk

Management

Software Lifecycle Management Business Management and Support

Value and Investment Management Business Analysis

Data Management Enterprise Architecture

March 23, 2010 16

Framework Groups Within Integrated Solution and Operations Management Approach


Existing

Programmes,

Projects and

Services

New

Programmes,

Projects and

Services


Fundamental

Organisational

Requirements

Service and Application

Management, Provisioning and Sourcing

Enterprise Architecture

Program and Project

Management

Value and Investment

Management

Data Management

Quality Management

Business Analysis

Governance, Security and

Risk Management

Business Management and Support Software

Lifecycle Management

March 23, 2010 17

Organisations Need to Maintain Sets of Core Competencies That Cross All Functions

• Core competencies that organisations need and which cross functional areas− Performance and Quality Management− Resource Management− Funding, Financial, Investment and Budget Management and Total Cost of

Ownership− Human Capital and Resource Management− Organisation Design, Planning and Management− Usability and User Experience Design− Sourcing and Selection Management− Vendor and Supplier Management− Business Process Management− Benefits Assessment and Realisation− Capacity Planning, Forecasting and Demand and Supply Management

• These are common sets of skills needed for both pillars and across solution and service lifecycles

• Not specific to one area within integrated approach

March 23, 2010 18

Core Competencies That Cross All Functions


Management Approach

Architecture and

Realisation

Management and

Processes

Vision and Strategy

Architecture


and Configuration



Management

Project Management

Service Management


Implementation and

Deployment


Performance and Quality Management

Resource Management

Funding, Financial, Investment and Budget Management and Total Cost of Ownership

Human Capital and Resource Management

Organisation Design, Planning and Management

Usability and User Experience Design

Sourcing and Selection Management

Vendor and Supplier Management

Business Process Management

Benefits Assessment and Realisation

Capacity Planning, Forecasting and Demand and Supply Management

March 23, 2010 19

Core Competencies

• Frameworks can assist in quickly implementing some core competencies

Capacity Planning, Forecasting and Demand and Supply Management

MSP, IT Balanced Scorecard, ITIM, Val ITBenefits Assessment and Realisation

Business Process Management

eSCM, ISPLVendor and Supplier Management

eSCM, ISPLSourcing and Selection Management

Usability and User Experience Design

Organisation Design, Planning and Management

People CMMHuman Capital and Resource Management

ITIM, Val ITFunding, Financial, Investment and Budget Management and Total Cost of Ownership

Resource Management

ISO 9000, TickIT, TQM, Six SigmaPerformance and Quality Management

March 23, 2010 20

Frameworks and Integrated Solution and Operations Management Approach - Architecture and Realisation

ITIL, ISO 20000, IT Service CMM, ISPL, eSCM, ASL, USMBOK

System Support and Administration


System Operations and Service ManagementOperation and Control

Deployment

Deployment Preparation

Pilot

Readiness AssessmentImplementation and Deployment

Application Re-engineering

DSDM, RUPIterative Development

ITIM, Val ITPackage Selection, Customisation and Implementation

DSDM, RUP Accelerated Application Prototyping and Development

Development, Customisation and Configuration

TOGAF, DODAF, MODAF, NASCIO EAMMBusiness Area Architecture

TOGAF, DODAF, MODAF, NASCIO EAMMInformation Technology Architecture

TOGAF, DODAF, MODAF, NASCIO EAMMBusiness Application Architecture

TOGAF, DODAF, MODAF, NASCIO EAMM System ArchitectureArchitecture

TOGAF, DODAF, MODAF, NASCIO EAMM Information Technology Strategy

Enterprise Transition and TransformationVision and Strategy

Possible Methodology/Framework Toolset

Components of FunctionHigh Level Function

March 23, 2010 21

Frameworks and Integrated Solution and Operations Management Approach - Management and Processes

TOGAF, DODAF, MODAF, NASCIO EAMMApplication Architecture Management

TOGAF, DODAF, MODAF, NASCIO EAMMTechnology Architecture Management

TOGAF, DODAF, MODAF, NASCIO EAMMInformation Architecture Management

TOGAF, DODAF, MODAF, NASCIO EAMMBusiness Architecture ManagementArchitecture Management


Service Improvement Programme


Service Request Management


Service DeliveryService Management

PRINCE2, PMBOK, MSPManagement of Projects

PRINCE2, PMBOK, MSP PMO Implementation and OperationProject Management

PRINCE2, PMBOK, MSPPortfolio Project Management

PRINCE2, PMBOK, MSPProgramme ManagementProgramme and Portfolio Management

IT Management

MOF, BISL, ITIL, ISO 20000, IT Service CMM, ISPL, eSCM, ASL, USMBOK

Management Support Framework

Architecture and Systems Management

COBIT, ISO 38500, OCEGGovernance

Business ChangeEnterprise Management

Possible Methodology/Framework Toolset

Components of FunctionHigh Level Function

March 23, 2010 22

Service and Application Management, Provisioning and Sourcing Frameworks

Information Technology and Related Frameworks

Service and Application

Management, Provisioning and Sourcing

ITIL (Information Technology

Infrastructure Library)

ISO 20000 (ITSM

Standard)

IT Service CMM

(Capability Maturity Model)

ISPL (Information

Services Procurement

Library)

eSCM (eSourcing Capability Maturity Model)

ASL (Application

Services Library)

USMBOK (Universal

Service Management

Body of Knowledge)

March 23, 2010 23

ITIL (Information Technology Infrastructure Library)

• Aims to improve the overall quality of service to the business within imposed constraints while improving the overall effectiveness and efficiency of IT

• Consists of a series of books giving guidance on the provision of quality IT services, and on the accommodation and environmental facilities needed to support IT

• Provides a framework of best practice guidance for IT service management that has become the most widely used and accepted approach to IT service management in the world

• Developed in recognition of organisations' growing dependency on IT

• Core of ITIL provides best practice guidance for service delivery, service support, IT infrastructure management, planning to implement service management, application management, the business perspective, and security management

• Whole ITIL philosophy has grown up around the guidance contained within the ITIL books and the supporting professional qualification scheme

March 23, 2010 24

ISO 20000 (IT Service Management Standard)

• Formal standard for IT service management

• Management standard, addressing the establishment and maintenance of processes and the mechanism to ensure their relevance and improvement

• Consists of service delivery processes, resolution processes, relationship processes, control processes, and the release process

• Requires service providers to implement the PDCA( Plan-Do-Check-Act) cycle for service management processes

• Achieve formal certification and thus demonstrate compliance to accepted best practices but ISO 20000 is primarily a measure ofprocess conformance to be achieved rather than setting out a means of achieving this process conformance

• Covers only core elements of the service management process and thus cannot describe the full set of processes for any specific service provider

March 23, 2010 25

IT Service CMM (Capability Maturity Model)

• Maturity model for organisations that provide IT services such as management of hardware and software, operations, and software maintenance

• Used to assess current IT organisation's maturity and to improve IT processes

• Focus on process improvement but does not include specifications on how a specific maturity level should be reached

• Does not distinguish between internal and external IT service providers

March 23, 2010 26

ISPL (Information Services Procurement Library)

• Best practice library for the management of IT related acquisition processes

• Focus on the relationship between the customer and supplier organisation and on the procurement of information services

• Designed to professionalise customer-supplier relationships during an outsourcing initiative

• Designed to help understand services to be acquired and delivered and structure their acquisition and delivery

March 23, 2010 27

eSCM (eSourcing Capability Maturity Model)

• Two versions:− Sourcing partners (eSCM-SP)

− Client companies availing of outsourcing function (eSCM-CL)

• Sourcing partners−Defines sourcing capabilities that organisations should develop

and improve in order to be viewed by their current and prospective customers as capable and reliable partners

• Client companies availing of outsourcing function−Defines capabilities that organisations should develop and

improve in order to select and manage outsourcing relationship

• Covers the lifecycle of service provision from initiation to completion of a relationship

March 23, 2010 28

ASL (Application Services Library)

• Describes a standard for processes for management, maintenance and enhancement/renovation of (business) applications

• Aimed at managers and professionals loooking to improve maturity of the processes for delivering application management services

• Can be used to improve a broad spectrum of aspects of application management, varying from cost control and quality of service to staff motivation and strategic alignment

• Based on ITIL concepts

March 23, 2010 29

USMBOK (Universal Service Management Body of Knowledge)

• New major and comprehensive service management framework

• Driven by a single individual

• Designed as an open body of knowledge on successful service management

March 23, 2010 30

Program and Project Management Frameworks


Program and Project

Management

PRINCE2 (Projects in Controlled

Environments)

PMBOK (Project

Management Body of

Knowledge)

MSP (Managing Successful

Programmes)

IT Balanced Scorecard

March 23, 2010 31

PRINCE2 (Projects in Controlled Environments )

• Best practice project management standard in the UK and widely used elsewhere

• Process-based method for project management - sets of processes that provide a controlled project start, controlled project, andcontrolled close

• Covers management, control and organisation of a project and canbe used for any project type and size

• Concentrates on the work of project and team managers and management involved in decision-making within the project

• Covered aspects of projects are business case, organisation, plans, controls, management of risks, quality in a project environment,configuration management and change control

March 23, 2010 32

PMBOK (Project Management Body of Knowledge)

• Very widely used process-based project management guide and an internationally recognised standard that provides the fundamentals of project management as they apply to a wide range of projects

• Recognised throughout the world as a standard for managing projects

• Covers project knowledge areas: integration management, HR management, scope management, communications management, time management, risk management, cost management, procurement management and quality management

March 23, 2010 33

MSP (Managing Successful Programmes)

• Best practice guide on programme management

• Generic approach which can be used in all types of programmes

• Contains a set of principles and a set of processes for use when managing a programme

• Tool to manage strategic change in parts of an organisation

• Can be used together with PRINCE2

March 23, 2010 34

IT Balanced Scorecard

• Planning and management tool used to align business activities to the vision and strategy of the organisation, improve internal and external communications and monitor organisation performance against strategic goals

• Can be used to measure and manage IT performance and to enable alignment between business and IT

• Covers four perspectives: perspective, internal business process, learning and growth and customer

March 23, 2010 35

Software Lifecycle Management Frameworks

Information Technology and

Related Frameworks

Software Lifecycle

Management

CMMI (Capability

Maturity Model Integration)

ISO/IEC 12207 Systems And

Software Engineering –Software Life

Cycle Processes)

DSDM (Dynamic Systems

Development Method)

RUP (Rational Unified Process)

March 23, 2010 36

CMMI (Capability Maturity Model Integration

• Process improvement approach that provides with the essential elements of effective processes

• Currently addresses three areas

− Product and service development - CMMI for Development

− Service establishment, management, and delivery - CMMI for Services

− Product and service acquisition - CMMI for Acquisition

March 23, 2010 37

ISO/IEC 12207 Systems And Software Engineering –Software Life Cycle Processes)

• Defines a common framework for software life cycle processes, with well-defined terminology that can be referenced by the software industry

• Applies to the acquisition of systems and software products and services, to the supply, development, operation, maintenance, and disposal of software products and the software portion of a system, whether performed internally or externally to an organisation

• Provides a process that can be employed for defining, controlling, and improving software life cycle processes

March 23, 2010 38

DSDM (Dynamic Systems Development Method)

• Software development methodology originally based on and extends Rapid Application Development methodology

• Iterative and incremental approach that emphasisescontinuous user involvement

• Aims to deliver software systems on time and on budget while adjusting for changing requirements along the development process

March 23, 2010 39

RUP (Rational Unified Process)

• Iterative software development process framework created by the Rational Software Corporation (IBM)

• Can be tailored by the development organisations and software project teams who select the parts of the process that are appropriate

• Consists of project lifecycle phases and engineering and supporting disciplines

• Variants and extensions−Unified Process

−Open Unified Process

−Agile Unified Process

− Enterprise Unified Process

March 23, 2010 40

Value and Investment Management Frameworks


Value and Investment

Management

ITIM (Information Technology Investment

Management)

Val ITGartner Total

Cost of Ownership

March 23, 2010 41

ITIM (Information Technology Investment Management)

• Produced by the United States General Accounting Office (GAO)

• Identifies and organises thirteen processes that are critical for successful investment into a framework of increasingly mature stages

• Tool for internal and external evaluations of investment management process

March 23, 2010 42

Val IT

• Framework for the governance of IT investments to get business value from IT investments

• Provides guidance on different types of value (tangible and intangible) that can be considered and how to compare the tangible with intangibles benefits

• Tightly integrated with and extends and complements COBIT with management processes required to get good value from IT investments

March 23, 2010 43

Gartner Total Cost of Ownership

• Aims to be an industry standard TCO methodology

• TCO models are available for contact centre, data network, distributed computing, enterprise operations centre, enterprise storage management, help desk, and voice telecom

March 23, 2010 44

Data Management Frameworks


Data Management

DMBOK (Data Management

Body of Knowledge)

March 23, 2010 45

DMBOK (Data Management Body of Knowledge)

• Generalised and comprehensive framework for managing data across the entire lifecycle

• rovides a detailed framework to assist development and implementation of data management processes and procedures and ensures all requirements are addressed

• Enables effective and appropriate data management across the organisation

• Provides awareness and visibility of data management issues and requirements

March 23, 2010 46

Quality Management Frameworks


Related Frameworks

Quality Management

ISO 9000 TickIT/TickITplusTQM (Total

Quality Management)

Six Sigma

March 23, 2010 47

ISO 9000

• ISO 9000 is a family of standards for quality management systems

• Developed to address the quality management systems within an organisation to demonstrate its capability to meet its customer's requirements

• Certifies that an organisation has carried out the correct processes but does not provide a quality guarantee of the end product

• Only standard that can be used for the certification of a quality management system

March 23, 2010 48

TickIT/TickITplus

• Quality management certification for software

• Mainly UK based

• Aims to improve the quality of software and its application

• Includes practical guidance for software development and services

• TickITplus adds industry best practice with international IT standards with ISO 9001 accredited certification

March 23, 2010 49

TQM (Total Quality Management)

• TQM is a management approach that seeks to integrate all organisational functions to focus on meeting customer needs and organisational objectives

• All personnel become involved in the continuous improvement of the production of goods and services

• Concerned with continuous improvement in all work from high level strategic planning and decision making to detailed execution of work elements

• Many methodologies and techniques to implement TQM approach

March 23, 2010 50

Six Sigma

• Data-driven approach and methodology for eliminating defects in any process

• Originated in manufacturing but now widely used

• Practical goal to increase profits by eliminating variability, defects, and waste that undermine customer loyalty

• Two Six Sigma components

− DMAIC - define, measure, analyse, improve and control for existing processes

− DMADV define, measure, analyse, design and verify for new processes

• Uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organisation who are experts in these methods

March 23, 2010 51

Governance, Security and Risk Management Frameworks


Governance, Security and

Risk Management

COBIT (Control Objectives for Information and Related Technology)

ISO 38500 (Corporate

Governance of Information Technology)

ISO 27000 / (Information

Security Management

System)

OCEG (Open Compliance and Ethics

Group)

IT Baseline Protection Catalogs

March 23, 2010 52

COBIT (Control Objectives for Information and Related Technology

• Framework for IT management created by the Information Systems Audit and Control Association (ISACA) and the IT Governance Institute (ITGI)

• Enables clear policy development and good practice for IT control

• Emphasises regulatory compliance, helps organisations to increase the value attained from IT

March 23, 2010 53

ISO 38500 (Corporate Governance of Information Technology)

• Framework for governance of IT to assist senior management to understand and fulfill their legal, regulatory and ethical obligations in relation to the organisation’s use of IT

• Based on Austrailian standard AS 8015 for corporate governance of information and communication technology

• Encompasses establish responsibilities, plan to best support the organisation, acquire validly, ensure performance when required, ensure conformance with rules and ensure respect for human factors

March 23, 2010 54

ISO 27000 / (Information Security Management System)

• Family of 27000 standards for information security

• ISO 27001 specifies a management system to bring information security under management control

• Examine information security risks, taking account of the threats, vulnerabilities and impacts

• Design and implement information security controls to address those risks that are deemed unacceptable

• Implement management process to ensure that the controls continue to meet information security requirements

March 23, 2010 55

Open Compliance and Ethics Group

• OCEG Framework contains the GRC Capability Model –specified in the OCEG Red Book

• Provides comprehensive and detailed practices for an integrated GRC system

−Achieve business objectives

− Enhance organisational culture

− Increase stakeholder confidence

− Prepare and protect the organisation

− Prevent, detect and reduce adversity

−Motivate and inspire desired conduct

− Improve responsiveness and efficiency

−Optimise economic and social value

March 23, 2010 56

IT Baseline Protection Catalogs

• Collection of documents from the German Federal Office for Security in Information Technology

• Includes standard security measures for typical IT systems with normal protection needs

• Component catalog defines overall aspects of IT, infrastructure, IT systems, networks and IT applications

• Threat catalog details potential threats to IT systems

• measures catalog define measures necessary to achieve baseline protection

March 23, 2010 57

Business Management and Support Frameworks


Related Frameworks

Business Management and Support

MOF (Microsoft Operations Framework)

BISL (Business Information

Service Library)

March 23, 2010 58

MOF (Microsoft Operations Framework)

• Contains practices, principles, and activities that provide guidelines for achieving reliability for IT solutions and services

• Provides question-based guidance that allows you to determine what is needed now as well as activities that will keep the IT organisation running efficiently and effectively in the future

• Creates an environment where business and IT can work together toward operational maturity using a proactive model that definesprocesses and standard procedures to gain efficiency and effectiveness

• Covers activities and processes involved in managing IT services: definition, development, operation, maintenance and retirement

March 23, 2010 59

BISL (Business Information Service Library)

• Public domain standard for functional and and information management

• Describes processes within business information management at the strategy, management, and operations level

• Establishes a bridge between IT and business processes and between business information administrators and information managers

• Identifies processes at three levels: operations, management, and strategic

• Covers operations management, functionality management, change management and transition, planning and control, financial management, demand management, contract management, develop information strategy, develop information organisation strategy and information coordination

March 23, 2010 60

Business Analysis Frameworks


Business Analysis

Business Analysis Body of Knowledge

(BABOK)

Structured Systems

Analysis and Design

Method (SSADM)

March 23, 2010 61

Business Analysis Body of Knowledge (BABOK)

• Developed by the IIBA (International Institute of Business Analysis)

• BABOK is the collection of knowledge within the profession of Business Analysis and reflects generally accepted practice

• Describes business analysis areas of knowledge, their associatedactivities and tasks and the skills necessary to be effective in their execution

• Identifies currently accepted practices

• Recognises business analysis is not the same as software requirements

• Defined and enhanced by the professionals who apply it

• Captures the knowledge required for the practice of business analysis as a profession

March 23, 2010 62

Structured Systems Analysis and Design Method (SSADM)

• Systems approach to the analysis and design of information systems

• Waterfall approach incorporates document-led approach to system design

• Includes

− Logical Data Modelling

−Data Flow Modelling

− Entity Behaviour Modelling

March 23, 2010 63

Enterprise Architecture Frameworks



TOGAF (The Open Group Architecture Framework)

Department of Defense

Architecture Framework

(DoDAF)

Ministry of Defence

Architectural Framework (MODAF)

Zachman

Federal Enterprise

Architecture (FEA)

NASCIO EAMM (NASCIO


Maturity Model)

March 23, 2010 64

TOGAF (The Open Group Architecture Framework)

• TOGAF is a framework - a detailed method and a set of supporting tools — for developing an enterprise architecture− TOGAF is not itself an architecture

• Architecture design is a technically complex process and the design of mixed, multivendor architectures is particularly complex

• TOGAF plays an important role in helping to demystify and reduce the risk in the architecture development process

• TOGAF provides a platform for adding value and enables users to build genuinely open systems-based solutions to address their business issues and needs

• Because TOGAF has a detailed implementation framework, the project to implement it and the associated time and cost can be defined more exactly

• Framework can be customised to suit the requirements of the organisation

• TOGAF has a broad coverage and a business focus and seeks to ensure that IT delivers what the business needs

• TOGAF focuses on both the “what” and the “how”

March 23, 2010 65

Department of Defense Architecture Framework (DoDAF)

• Framework for developing and representing architecture descriptions that ensure a common denominator for understanding, comparing, and integrating architectures

• Establishes data element definitions, rules, and relationships and a baseline set of products for consistent development of systems, integrated or federated architectures

March 23, 2010 66

Ministry of Defence Architectural Framework (MODAF)

• Framework defining a standardised way of creating enterprise architecture

• Defines architectural views covering the strategic goals of the enterprise and the people, processes and systems that deliver those goals

March 23, 2010 67

Zachman

• Zachman Framework for Enterprise Architecture defines a collection of perspectives involved in enterprise architecture

• Provides a logical structure for classifying and organisingthe descriptive representations of an enterprise

• High level framework

March 23, 2010 68

Federal Enterprise Architecture (FEA)

• Methodology for information technology acquisition, use and disposal

• Contains a set of reference models

− Performance Reference Model

− Business Reference Model

− Service Component Reference Model

−Data Reference Model

− Technical Reference Model

March 23, 2010 69

NASCIO EAMM (NASCIO Enterprise Architecture Maturity Model)

• Developed by National Association of State Chief Information Officers (NASCIO)

• Provides a path for architecture and procedural improvements within an organisation

• Framework combines business and environment processes and representations to allow planning and development of an architecture blueprint

• Designed to improve information sharing across government boundaries, as well as to position government enterprises for the digital government age and the advantages and opportunities that technology presents

March 23, 2010 70

Summary

• Large number of potentially very useful frameworks and methodologies existing as point solutions

• Need to select the most appropriate framework to suit your needs

• Need to integrate frameworks into IT operations and delivery structure

March 23, 2010 71

More Information

Alan McSweeney

[email protected]