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Microsoft Operations Framework
Version 4.0
Plan Phase Overview
Published: April 2008For the latest information, please seemicrosoft.com/technet/solutionaccelerators
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Copyright 2008 Microsoft Corporation. This documentation is licensed to you under the Creative CommonsAttribution License. To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/us/ or senda letter to Creative Commons, 543 Howard Street, 5th Floor, San Francisco, California, 94105, USA. Whenusing this documentation, provide the following attribution: The Microsoft Operations Framework 4.0 is providedwith permission from Microsoft Corporation.
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ContentsIntroduction to MOF ............................................................ .............. 1
Overview of the Plan Phase ................................................ ................ 1
Goals of the Plan Phase ....................................................... ........ 2
Plan Phase Workflow ...................................................... ................... 3
Service Management Functions Withinthe Plan Phase .............................................................. ............ 3
Management Reviews for the Phase ............................ ................... 5
Service Alignment Management Review .................................... 5
Portfolio Management Review .................................. ................ 7
Integrating the Plan Phase with Manage Layer SMFs .............................. 8
Team SMF Focus ................................................ ......................... 9
Objectives, Risks, and Controls ........................................ ................. 13
Conclusion ...................................................................... ............... 15
Feedback ................................................... .............................. 15
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Introduction to MOFThe guidance in Microsoft Operations Framework (MOF) encompasses all of theactivities and processes involved in managing an IT service: its conception, development,operation, maintenance, andultimatelyits retirement. MOF organizes these activities
and processes into Service Management Functions (SMFs), which are grouped togetherin phases that mirror the IT service lifecycle. Each SMF is anchored within a lifecyclephase and contains a unique set of goals and outcomes supporting the objectives of thatphase. An IT services readiness to move from one phase to the next is confirmed bymanagement reviews, which ensure that goals are being achieved in an appropriatefashion and that ITs goals are aligned with the goals of the organization.
Overview of the Plan PhaseWhat does business want from IT? Services that are reliable, compliant, and cost-effective and that continuously adapt to the ever-changing needs of the business. ThePlan Phase is where business and IT work as partners to determine how IT will be
focused to deliver valuable services that enable the organization to succeed. Doing thatrequires:
Understanding the business strategy and requirements and how the current ITservices support the business.
Understanding what reliability means to this organization and how it will be measuredand improved by reviewing and taking action where needed.
Understanding what policy requirements exist and how they impact the IT strategy.
Providing the financial structure to support the IT work and drive the right decisions.
Creating an IT strategy to provide value to the business strategy and making theportfolio decisions that support that IT strategy.
The IT strategy is the plan that aligns the organizations objectives, policies, andprocedures into a cohesive approach to deliver the desired set of services that support
the business strategy. Quality, costs, and reliability need to be balanced in order toachieve the organizations desired outcomes. During the Plan Phase, IT professionalswork with the business to align business objectives and functions with ITs capabilitiesand constraints. The IT strategy is the result of this alignment and serves as a roadmapfor IT. The strategy continually evolves and improves as organizations improve theiroptimizing skills and ability to adapt to business changes.
The following figure illustrates the position of the Plan Phase within the IT servicelifecycle.
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Figure 1. The Plan Phase within the IT service lifecycle
Goals of the Plan PhaseThe primary goals of the Plan Phase are to provide guidance to IT groups on how tocontinually plan for and optimize the IT service strategy and to ensure that the deliveredservices are:
Valuable and compelling.
Predictable and reliable.
Compliant. Cost-effective.
Adaptable to the changing needs of the business.
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Plan Phase WorkflowThe following figure shows the relationship between the SMFs and management reviews(MRs) in the Plan Phase.
Figure 2. The Plan Phase workflow
Service Management Functions Withinthe Plan PhaseTo help IT professionals effectively plan and optimize an IT strategy, MOF providesservice management functions (SMFs) that define the processes, people, and activitiesrequired to align IT services to the requirements of the business. SMFs identify anddescribe the primary activities that IT professionals perform within the various phases of
the IT service lifecycle. Although each SMF can be thought of and used as a stand-aloneset of processes, it is when they are combined that they most effectively ensure thatservice delivery is complete and at the desired quality and risk levels. The servicemanagement functions are organized to achieve a specific purpose and outcome.
The following table identifies the SMFs that support the achievement of these objectiveswithin the Plan Phase.
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Table 1. Plan Phase SMFs
SMF Deliverable/Purpose Outcomes
Business/IT Alignment Deliverable: IT servicestrategy
Purpose:
Deliver the right set ofcompelling services asperceived by thebusiness
IT service portfolio thatis mapped to businessprocesses, functions,
and capabilities Compelling services that
support the businessneeds
Knowledge of servicedemand and usage
Customer satisfaction
Reliability Deliverable: IT standards
Purpose:
Ensure that servicecapacity, serviceavailability, service
continuity, and dataintegrity are aligned tothe business needs in acost-effective manner
Reliability plans
Reliability performancereports
Predictable services
Policy Deliverable: IT policies
Purpose:
Efficiently define andmanage IT policiesrequired for theimplementation ofbusiness policies and theeffectiveness of IT
Documented IT policiesthat are mapped tobusiness policies
IT policies required forthe effectivemanagement of IT
Policies documented forthe following areas:
Security
Privacy
Appropriate use
Partner and third-party management
Asset protection
Financial Management Deliverable: IT financial planand measurement
Purpose:
Accurately predict,account for, and optimizecosts of required
resources to deliver anend-to-end service toensure correctinvestments
Accurate accounting ofIT expenditures; costsmapped to IT services
Budget that supportsrequired IT investments
Model to determine IT
investment opportunitiesand predict lifecyclecosts
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The SMFs in this phase do not have to be performed in sequence but they do have anatural order:
Business/IT Alignment acts as the coordinating SMF, taking input from the otherSMFs in the phase to drive business value and the IT service strategy.
Reliability, financial Management, and policy are ongoing functions that support theplanning and optimization of the IT service strategy.
Each of these SMFs is documented in its own guide:
Business /IT Alignment Service Management Function
Reliability Service Management Function
Policy Service Management Function
Financ ial Management Service Management Function
Management Reviews for the PhaseThe management reviews (MRs) for the Plan Phasethe Service Alignment Review andthe Portfolio Reviewprovide a structure for reviewing and analyzing results and takingaction to improve performance.
Service Alignment Management ReviewThe Service Alignment MR provides an important view into the Plan Phase of the ITservice lifecycle. It is focused on understanding the state of supply and demand for ITservices and directing investments to make sure that the business value of IT is realized.The review should assess the customers experience of IT services compared to servicegoals as well as how IT is delivering that experience in terms of reliability, compliance,cost effectiveness, and value realization.
To deliver an effective review of Service Alignment, IT management must orchestrateseveral activities and then participate in the review itself. Participation is needed fromoperations, service managers, the business, key stakeholders in IT initiatives, as well asparties responsible for developing business cases and ensuring value realization from ITinvestments. The review serves a key governance function in terms of bringing togetherpeople who have decision-making authority and those with the information needed foranalysis. The result should be decisions to proceed with certain initiatives and changes,rejection of requests, or the determination that additional information is needed fordecision making.
It is important that these reviews are seen as a form of internal control. To this end,documentation of the review should include who the participants are, the goal of thereview, the decisions made, the proposed initiatives and changes that resulted, and theintended outcomes of initiatives and changes (how they will support managementobjectives).
Additionally the review presents the opportunity to identify barriers that decreasebusiness/IT alignment or inhibit innovation to the degree that business value is negativelyaffected.
The following table describes the type of information needed to conduct the review and
some of the analysis considerations for the review.
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Table 2. Components of the Service Alignment Management Review
Inputs Analyses Decisions Outputs
SLA metrics
New businessrequirements,
proposals,forecasts
New regulatoryrequirements
New policyrequirements
Customersatisfactionsurveys, other enduser feedback
Feedback from theOperational Health
review in theOperate Phase
Demandmanagementreport
Reliability report
Financialreconciliation andnew budgetrequirements
Audit reports,issues,
recommendationsSeniormanagementdirectives
Budgeted vs.actual spending
Value realizationdata
Security/privacyincidents?
Non-compliance
incidents?Satisfactoryperformance,consistently costeffective?
Satisfactoryfeatures,business-processfit?
Satisfaction withsupport?
New
requirements,features,processes,services?
Innovation value;prototyping,innovating, newtechnologies?
People,capabilitiesmatched toresponsibilities?
Value realization
in place andtracking?
Funding andspendingappropriate and fitportfolio?
Improvement goalsand potentialactivities identified
Impacts to services: Create?
Modify?
Decommission?
Risks identified andaddressed forchosen plan of action
Initiatives andproposals thatrequire furtherinvestigation
Funding reallocations
Proposed changes toservice portfolio:
Enhancements to
existing services New services
Decommissioned
services
Updates to services
Service healthassessment
Proposed budgetsand project spendingactivities
Areas for continuedinvestigation and
assignedaccountabilities
Summary report ofparticipants, decisionsmade, and intendedresults
This MR results in an understanding of the impact of the new services on IT strategy andofficially proposes new services, changes to existing services (such as serviceimprovements) that are larger than standard changes, and decommissioning of featuresand services.
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Plan Phase Overview
Portfolio Management ReviewThe Portfolio MR acts as a gateway in the Plan Phase of the IT service lifecycle. Itfocuses on understanding the concepts and requirements of proposed IT servicechanges, on deciding whether to invest further in the development of those concepts, andapproving a preliminary project vision and scope that will move a project forward into the
Envision SMF in the Deliver Phase of the lifecycle. The Portfolio MR results in businessand IT agreeing on expectations for value and impact of the proposed work. The reviewestablishes the basis for how changes to the portfolio and its value to the business will bemeasured and evaluated.
The intentions of this MR are to determine that IT is working on the right things topositively impact the business and clarifying what capabilities of the business will beenabled or improved by the proposed projects. The review also confirms stakeholderunderstanding and support by establishing expectations for scope, value realization, andthe intent of initiatives in terms of impact on the organization, customers, and the ITportfolio.
The alignment of business and IT is improved by:
Defining the context of the project.
Identifying and clarifying areas of ambiguity before proceeding. Judging the fit with the current portfolio.
Taking into account existing services and initiatives in the pipeline that will result inthe to-be IT environment.
Participation in this MR should involve an advisory board of those with the authority andknowledge required to make the relevant investment decisions. This board should includethe executive sponsor for the project, business stakeholders, project team members, andrepresentatives of enterprise architecture, finance, and the project management office, ifone exists.
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Table 3. Dimensions of the Portfolio Management Review
Inputs Analyses Decisions Outputs
Project conceptproposals and otherchange requests
Key improvements tobusiness capabilities
Key enablers forbusiness processes
Proposed valuerealization
High-level fundingestimates
IT portfolio
Status of in-flightprojects
Existing andupcoming ITarchitecture
Regulatory,standards-based, andindustry-specificrequirements
Process guidelinesand policies
Metrics and trends forthe Project ConceptMR itself
Discretionary ornon-discretionaryinitiative
Goodness-of-fitwith:
Strategy and
shared goals
Other initiatives
Budget
Architecture
Standards and
regulations
Capabilities
Timing
Portfolio risk
tolerance
Executivestakeholdersupport
Initiative scopeand complexity
Risk Management
Innovationapproach
Portfolio MRperformance
Projects:
Approved
Delayed or
returned forfurther analysis
Denied
Value realizationmetrics forapprovedinitiatives
Risk analysis andmanagementapproach areadequate
Improvements to
the Portfolio MRprocess
Project Charter -preliminary vision andscope approved
Initial project teamdetermined
Approved project(s) tobe published in the ITportfolio
Summarized expectedimprovement tobusiness by theseadditions to the ITportfolio
Documented decisionprocess
Record of deniedprojects kept for futurelearning
Approved approach tomanagingorganizational andworkflow changesresulting from solution
Awarenesscommunications forPortfolio MR results
The ultimate outcome of the Portfolio MR is the initial project charter. With the charter inhand, the team can begin the process of creating the project plan that will ultimatelyresult in building and delivering new or updated services.
Integrating the Plan Phase with ManageLayer SMFsThe Manage Layer is the foundation of the IT service lifecycle. It is not a separatesegment; rather, the activities of the Manage Layer are integrated with all the otherphases of the MOF IT lifecycle. The following Manage Layer SMFs support the primaryactivities of the Plan Phase:
Change and Configuration Governance, Risk, and Compliance (GRC)
Team
These Manage Layer SMFs are important elements in all of the other IT lifecycle phases.Most of the SMFs in the other phases discuss specific and distinctly different processes.However, the Change and Configuration and GRC SMFs have the goal of ensuringeffective, efficient, and compliant IT services. To that end, they contain guidance thataddresses the unique nature of each phases objectives.
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During the Plan Phase, GRC focuses on an understanding of the larger organizationsstrategy and the related strategy for IT. It also identifies the significant decision makerswho need to be brought together to determine the right mix of investment in the ITportfolio and appropriate risk management related to IT strategy. GRC also addressescompliance by identifying the relevant policy issues that should be addressed within IT,the Plan Phase being the time to determine regulatory impacts and make sure that policyreflects management objectives.
During the Plan Phase, change and configuration management ensures that changes arereviewed, approved, and tracked.
Table 4. Manage Layer SMF Focus
Team SMF FocusThe Team SMF is referenced in each SMF in the Plan Phase to show the primaryaccountability, role types, and responsibilities used in that SMF. More detailed informationregarding the definitions of accountabilities and role types and how they are definedthroughout the IT service lifecycle can be found in the Team SMF.
There are three accountabilities in the Plan Phase. They are Service Accountability,
which is important to the Business/IT Alignment SMF; Architecture Accountability, which isimportant to the Reliability SMF; and Management Accountability, which is important toseveral of the SMFs in the Plan Phase.
Following is an explanation of these three accountabilities.
Service Accountability
The Service Accountability includes the role types important to the Business/IT AlignmentSMF, which focuses on strengthening the alignment between IT departments and thelarger organizations within which they exist.
Table 5 lists the role types associated with the Service Accountability, the generalresponsibilities for each role type, and those specific to the Business/IT Alignment SMF.
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Objective Focus of GRC Focus of Change andConfiguration
Team Focus
Ensure thatservices offeredto the businessare valuable,predictable,reliable, and cost-
effective whileresponding toever-changingbusiness needs
Corporate strategytransfer to IT strategy
Governance structure,decision rights
High-level risks
General regulatoryenvironment
Policy defined
Investment determined
Managementobjectives defined
Leadership identifiedand participating inchange evaluation
Business processchange
Architectural change
Change evaluatedacross dimensions(such as, Financial,Application Portfolio,Security)
Principles foreffectivestrategicthinking
Principles forgovernance and
riskmanagement
Principles formanagingchangeeffectively
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Table 5. Service Accountability and Its Attendant Role Types
Role Type Responsibilities Role in This SMF
Supplier Manager Tracks external vendorswho provide supportingservices and products.
Ensures effectivevendor relationships
Portfolio Manager Keeps a set of serviceofferings up to date andaligned to the businessneeds
Maintains the overallservice catalog
Ensures availableservices are accuratelyreflected in the servicecatalog
Account Manager Link between users orcustomers and the ITorganization
Meets with customers,discusses currentissues, and makes sure
expectations arealigned
Ensures effectivecustomer and userrelationships
Service Level Manager Accountable forBusiness/IT Alignment
Main interface betweenthe business and the ITservice deliveryorganization
Handles all issues anddevelopment in ServiceLevel Management,including developmentand agreement of
SLAs, OLAs, and UCs Represents the
business, but workswith and within the ITorganization
Ensures effective ITservice delivery withinspecified SLAs
Architecture Accountability
The Architecture Accountability includes the role types important to the Reliability SMF,which focuses on ensuring the reliability, dependability, and trustworthiness of an ITservice or system.
Table 6 lists the role types associated with the Architecture Accountability, the generalresponsibilities for each role type, and those specific to the Reliability SMF.
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Table 6. Architecture Accountability and Its Attendant Role Types
Role Type Responsibilities Role in This SMF
Architecture Manager Ensures creation andmaintenance ofarchitecture plan
Provides roadmap forfuture use in supportingdesign process and
ensuring operabilityReliability Manager Uses input from SMC to
look at currentbottlenecks andpropose solutions
Ensures current state isreliable
Architect Looks at futuredirections and solutionsto propose acrossinfrastructure
Designs future state
Facilitates Business/ITalignment
Develops long-termpossible solutions andchoices
Describes futureconsequences and
possibilities
Management Accountability
The Management Accountability includes the role types that are important to three of theSMFs in the Plan Phase.
The three SMFs from the Plan Phase are Business/IT Alignment, Financial Management,and Policy. The Business/IT Alignment SMF focuses on strengthening the alignmentbetween IT departments and the larger organizations within which they exist. TheFinancial Management SMF focuses on providing IT-relevant activities andconsiderations that improve financial management practices. The Policy SMF focuses onensuring documented, up-to-date guidelines that address the desired actions andbehaviors of an organization.
Table 7 lists the role types associated with the Management Accountability, the general
responsibilities for each role type, and goals specific to each SMF.Table 7. Management Accountability and Its Attendant Role Types
Role Type Responsibilities Goals
IT Executive Officer Sponsors IT initiatives
Approves structuresand overall ITprocesses
Own metrics andbenchmarking
Owns board andexecutive relationships
Business is able torespond and drivechange as desired byboard and shareholders
IT portfolio and servicesdemonstrate businessvalue and havestrategic impact
Continually improving IT
performance with animprovement roadmapin place
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Role Type Responsibilities Goals
IT Manager Manages processes
Identifies and engagesappropriate participantsin decision process
Manages risk and ITbusiness valuerealizationdependencies
Owns business/ITrelationship
Effective managementdecisions thatdemonstrate combinedbusiness and ITrequirements
IT portfolio that reflectsstrategic goals and thatbalances risks withexpected benefits
Value of IT measured interms the businessunderstands and thatare traceable tocontributing initiativesand services
IT Risk and ComplianceManager
Manages overall riskmanagement andcompliance programs
Communicates GRCprocesses andrequirements toorganization
Well communicatedGRC processes andexpectations that areapplied appropriatelywhen establishing plansand initiatives
Assurance and Reporting Validates design andoperating effectivenessof IT organization,processes, and controlenvironment
Recommends changesfor improvement
Board and shareholdersinformed and areensuring thatmanagementsdecisions and resultingprocesses reflect theboards intent
Change Manager Manages the activities
of the changemanagement processfor the IT organization
Creates an environment
where changes can bemade with the leastamount of risk andimpact to theorganization
Configuration Administrator Tracks what ischanging and its impact
Tracks configurationitems (CIs)
Updates CMS
Have a known state atall times
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Objectives, Risks, and ControlsThe following table provides examples of how management objectives for this phase canbe related to risk and then to controls that help manage those risks. By clearly linkingobjectives, risks, and controls, an IT organization will be more effective and compliant. It
will also be more efficient in gathering and maintaining documented evidence of itscontrol environment and risk management. Management reviews (MRs) introduce theappropriate level of control to Plan Phase activities. Every company needs to evaluatelaws and regulations to determine its own policies and thus its own compliance controls.However, the management reviews still provide management controls so that compliancecan be evaluated at these points of the lifecycle.
Table 8. Plan Phase Objectives, Risks, and Controls
Objective Risk Control
Ensure that the desiredservices are delivered withthe desired quality at thedesired cost
Services do not meetbusiness needs
Cost of services is notpredictable
Service Alignment MR
Portfolio MR
Ensure that IT services arereliable and trustworthy
IT services wasteresources and are moreexpensive thannecessary
IT services are poorlydesigned and hard tosupport
Service deliveryimprovement isineffective
IT services fail, causingbusiness loss
Service Alignment MR
Portfolio MR
Important MR controlconsiderations:
Include thereconciliation ofplanned-to-actualspending
Service reviewsperformed at leastannually or semi-annually and whenthere are major servicebreaks
Ensure that IT services arecompelling to the business
IT services fail toprovide significant valueto the business
IT services are under-used or over-used,resulting in misallocationof resources
Service Alignment MR
Portfolio MR
Important MR controlconsiderations:
IT service planningbased on businessstrategy, withdocumentedrelationship betweenstrategy and service
Recurring servicereviews with businessstakeholders
Usage rates of servicecapacity tracked andincorporated intoservice planning
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Objective Risk Control
Ensure that IT services arepredictable and can adaptto new businessrequirements
Unpredictable serviceperformance
Unplanned changes toIT environment
The process of changingIT services iscumbersome andcontains unnecessarybureaucracy
IT has conflicting orinadequate workflow
Service Alignment MR
Portfolio MR
Important MR controlconsiderations:
Feedback from serviceperformance monitoringcontributes to servicedesign
Change controlprocedures are in placeand evidence of controloperation isdocumented
Appropriate businessstakeholders areavailable for changereviews when needed
Change methodologysupports different levelsof analysis andapproval that result inconsistentlydocumented results
Ensure that the ITorganization partners withthe business for theplanning and delivery ofservices
Business unable toefficiently understandavailable IT services
Service levels notappropriate for businessneeds
Business requirements
not well understood ortranslated into ITdesigns
Service Alignment MR
Portfolio MR
Important MR controlconsiderations:
Business and ITpartnership roles
defined with clearaccountabilities
IT understands howlevels of servicecriticality relate todifferent businessfunctions
Service requirementsare vetted with businessand demonstratedfunctionality is reviewed
Ensure that the ITorganization proactively
manages risk
IT services repeatedlynegatively affected by
unplanned events
Service Alignment MR
Portfolio MR
Important MR controlconsiderations:
Process of identifyingrisk starts at beginningof planning
Risk managementcontinues throughout anIT services lifecycle
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Plan Phase Overview
ConclusionThis document provides a broad overview of the MOF Plan Phase and its related SMFs,management reviews, and controls. The next step in putting MOF 4.0 into practice is toconsider your organizations needs, and then read and use the relevant SMFs. Theirstep-by-step guidance will be of value to IT organizations whose goal is reliable, efficient,
and compelling IT services.The Plan Phase SMFs are:
Business/IT Alignment
Reliability
Policy
Financial Management
FeedbackPlease direct questions and comments about this guide to [email protected].
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