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8/13/2019 Chg in PM Report 07162009 FINAL Scrubbed
http://slidepdf.com/reader/full/chg-in-pm-report-07162009-final-scrubbed 1/93
Change, Incident and Problem Management
Assessment Report - DRAFT
Confidential IBM & Client
July 2, 2009
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2 ChgM, IM, PM Assessment Report | July 2009 |
Global Technology Services
Confidential IBM
Version Control Statement
Changes to the IBM Change, Incident, and Problem Management assessment report for
Client will be documented in the document revision history section below. The purpose
of the revision history is to document the progress and enhancements to the IBM
Change, Incident, and Problem Management Assessment report.
Document Revision History
Version Control
Revision # Date Revision Author Description of Change
DRAFT 07/02009 Stanley Rozdeba Initial Report presented to Client
Final 1.0 07/10/2009 Stanley Rozdeba Updated report for feedback received during 7/2 presentation and corrected
formatting errors
Final 1.1 07/16/2009 Stanley Rozdeba Added revision page
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Global Technology Services
Confidential IBM
Contents
Summary – Current / Future
– FFIEC GAP Closure
Looking forward
Approach
Current state overview
Vision
Detailed Assessment
Gaps & recommendations
Initiatives
Global migration considerations
Roadmap
Appendices
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Global Technology Services
Confidential IBM
Change Management drives FFIEC Compliance
FFIEC Gaps that will be solved by and/or IT Asset Management but will break on“Day-2” without Change Management:
– Number 9 – “SDP provides minimal coverage for requirements, testing,
development and conversion; Does not integrate effectively with supporting
processes, and capability not known for in sourced”
– Number 33 - “No central repository or inventory of enterprise assets. Assets are
tracked internally using multiple lists/databases and in some cases by performingsuppliers”
FFIEC Gaps will be impacted by or impact and/or Asset Mgmt efforts would also
fail without an improved Change Management solution
– Number 8 – “No documented enterprise IT architecture that addresses business
process, application, and system interdependencies”
– Number 14 “Footprint of unmanaged applications is not known”
Additional FFIEC failures would occur wherever processes are dependent on the
CMDB like Business Continuity Planning , Information Security or IT Governance.
Summary
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Global Technology Services
Confidential IBM
Contents
Summary
Looking forward
– Sustainability
– Recommendations
– Solution Method
Approach Current state overview
Vision
Detailed Assessment
Gaps & recommendations
Initiatives
Global migration considerations
Roadmap
Appendices
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Global Technology Services
Confidential IBM
Looking Forward
– Recommendations
Our top priority recommendations are:
Consolidate the multiple Change and Incident Management processes into single
global processes
Reduce multiple Change and Incident Management tools present in the
environment to a single tool for each process
Tightly integrate Change Management and Configuration Management to
preserve the CMDB data integrity in order to:
– Close the identified FFIEC gaps
– Ensure the value of the Configuration and Asset Management data integrity is maintained
Tightly integrate Incident Management, Change Management and theConfiguration Management processes to:
– Reduce the number of incidents that result from the introduction of changes
– Reduce durations of service disruptions to minimize revenue loss
– Improve incident reporting to include all severity 1 and lower severity incidents
– Improve service availability
Looking Forward
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Confidential IBM
Looking Forward
- Solution method
Change management and Incident management initiatives can be implementedwithout impacting the current ITSM project timelines by leveraging:
– , IT Asset Management and Capacity Management to reduce the effort required to
implement ChgM and IM
− Discovery for Chg and IM has been completed as part of the assessment effort
− Managed elements have already been defined
− Existing project management and governance is in place
− Requirements for integration will be defined in the and IT Asset Management projects
– Known process foundation to compress process design efforts
The Financial Services Change and Incident Management processes
ITIL (Information Technology Infrastructure Library ) best practices as Derive tool
Information requirements from Financial Services Change Management process and ITIL best practices
– -ITSM proof of concept (POC) efforts to reduce the effort in the Change Management POC
Looking Forward
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Global Technology Services
Confidential IBM
Contents
Summary Looking forward
Approach
Current state overview
Vision
Detailed Assessment
Gaps & recommendations
Initiatives
Global migration considerations
Roadmap
Appendices
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Global Technology Services
Confidential IBM
This assessment examined the Change, Incident and Problem
Management processes across several organizations
Approach
ResCap
Corporate
IO
NAO
MIC
Aba Seguros
Commercial Finance (CF)Process
GMO
Provident
CCP (DP&S)
ResCap BCG & IBG
The assessment was limited to a duration of 5 weeks.
Furthermore, the scope of the assessment was limited to
the information provided by the Client organization
Financial Services
B u s i
n e s s U n i t s
Change Management
Incident Management
Problem Management P r o c e s s D o m a i n s
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Global Technology Services
Confidential IBM
The approach of this assessment was to review Client’s
Change, Incident and Problem Management processes
Approach
Conduct an assessment of processes across the multiple Clientorganizations for the:
− Change Management Process
− Incident Management Process
− Problem Management Process
Analyze gaps and develop recommendations into a solution in a final
assessment report
Create a solution roadmap that will:
− Maximize the value of the CMDB to achieve greater operational efficiency
− Help Client implement global Change, Incident and Problem Managementprocesses across all business units
− Help standardize the tools required to support service management processes
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Global Technology Services
Confidential IBM
IBM completed its assessment of the in-scope processes by
analyzing documentation and interviewing Client personnel
Documentation for the purpose of understanding current maturity ofChange, Incident and Problem Management (if available) in the form of:
− Process Guides
− Service Management Architecture / Tool Guides
− Service Level / Operational Level Agreements
− Any existing service management strategy guide / roadmaps
Workshops, individual interviews and questionnaires to understand
current functionality and execution of the processes
Approach
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Global Technology Services
Confidential IBM
Data was also requested and obtained from several
business units within Client
Approach
In-sourced and Outsourced
In-sourced
Outsourced
FS
ResCap
CorporateIO NAO MIC
Aba Seguros
Commercial
Finance
GMO
Provident CCP (DP&S)
BCG IBG
All requested data was provided
Requested data was partially
provided
No requested data was provided
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Global Technology Services
Confidential IBM
IBM interviewed several key representatives from various
organizations within Client
Name Organization Role
Kim Herbert FS & ResCapIncident and Problem Management
Lead
Kevin Gialloreti FS & ResCap Change Management Lead
Craig Viney FS & ResCap Overall ITSM Lead
Roger Laing IOGlobal Incident and Problem
Management Lead
Ed Christiansen Commercial Finance Change Management Lead
Felipe Mora Valdez Aba SegurosChange, Incident and Problem
Management Lead
Connie Busz Global Incident and Problem Global Service Desk Lead
Leo Givental FS & ResCap Change Management Analyst
Michelle Richards ResCap Change Management Analyst
Christopher Kuffner Application Development DeveloperJim Geoffrey Application Development Developer
Graeme Martin IT Director for ResCap international IT Director
Phil Stead CCP CCP Change Management Lead
Yetin Prezan Commercial FinanceIncident and Problem Management
Lead
John Albor Global Incident and Problem Global Service Desk Owner
Approach
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Global Technology Services
Confidential IBM
Contents
Summary Looking forward
Approach
Current state overview
Vision
Detailed Assessment
Gaps & recommendations
Initiatives
Global migration considerations
Roadmap
Appendices
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Global Technology Services
Confidential IBM
Currently, Client uses a disparate set of tools and
processes across business units
CCP Change and Incident Management
Unique Change and Incident Management Processes
FS IO MIC GMO Corp NAO
Provident
CF
ResCap
Aba
Seguros
(CM)
ResCap
BCG
ResCap
IBG
Change Management
System
Remedy OpenView PCRW WebWerks
CA
ServiceDesk
ITSM Front
Range
LandDesk
Peregrine
ServiceCenter
Remedy
ServiceCenter
Lotus Notes Application
Unknown
ServiceDesk+
Change Management
System
Sostenuto
Change Management Tool
Incident Management Tool
Remedy
Footprints
CA
ServiceDesk
Current State
OpenSerECM Managed Now PCR.DM PCR.DM
ServiceCenter
CCP
Currently migrating to Financial Services Process
Aba
Seguros
(IM)
Financial Services
Global Change and Incident Management
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Global Technology Services
Confidential IBM
The in-scope processes were rated utilizing a best
practices maturity model
Level 1 – UNFOCUSED
Process is documented
and controlled
Level 2 – AWARE
Weakness are identified
TECHNOLOGY
There are few stable processes in evidence, and
performance can be predicted only by individual
rather than organizational capability - "Hero-based
success."
PRODUCT / SERVICE
The weaknesses of the process have beenidentified and the basics of quality management
for the process are being worked on
Level 3 – CAPABLE
Process meet requirements
CUSTOMER SATISFACTION FOCUS
The process is producing the desired results and is
meeting customer requirements
Level 4 – MATURE
Process is competitive
BUSINESS FOCUS
The process is both effective and efficient.
The process is adaptable to business
direction changes
Level 5 – WORLD CLASS
Process has become
ingraine and adaptable
VALUE CHAIN FOCUSThe process is defect-free with no significant
operational inefficiencies and is continuously
improved
Level 1.5
Level 2.5
Level 3.5
Level 4.5
I n f l u e n c e
o n
t h e
b u s i n e
s s
L o w
H i g h Level 5
Current State
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Global Technology Services
Confidential IBM
The average maturity of Client’s Change Management
process was found to be below a Capable maturity level
Assessment
Focus areas
Unfocused
(1)
Aware
(2)
Capable
(3)
Mature
(4)
World Class
(5)
Process
Foundation
No mission defined.
No agreement or
understanding of
objectives
General awareness
of mission and
performance criteria
Mission and
objectives defined
and understood
by most
Mission and
objectives defined
and understood
by all
Mission promoted
by all and created
together with users,
objectives promoted
by all
Process
Execution
Not done or
occasionally in a
reactive mode
Some activities
done only during
major events
Some activities
planned on a
regular basis
Many activities
done, some
measurement and
reporting
All activities done
with involvement
of all key players
Process
Integration
No linkages Occasional
interfaces as
necessary
Usually considered,
some definition
Generally defined
and followed
All interfaces well
defined and well
established
Organizational
ClarityNo owner no role
definitions few skills
Multiple owners,
no agreed to
roles, skills limited
Assigned Process Owner
and roles,
skills cover some
technologies
Single owner,
roles documented,
and authority
understood, solid
skill sets
Owner does
continuous
improvement,
roles kept current
Tools NoneGeneral tools, low
usage, little
automation
Effective use ofsome tools, some
tool integration
Effective use ofmost tools with
some automation
and integration
Effective use ofa wide range of
tools and technology
basis
Measurement
& ControlNone
Focus on quantity,
not quality
Emphasis on
components routine
processes have
been optimized
Emphasis on end-
to-end, most
processes are
optimized
In line with business
objectives, all processes
optimized
FS ResCap CF CCP & Provident Aba Seguros ResCap IBG ResCap BCG
2.6 2.5 2.3 3.2 2.5 2.6 NA
Current State
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G S
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Global Technology Services
Confidential IBM
Contents
Summary Looking forward
Approach
Current state overview
Vision
Detailed Assessment
Gaps & recommendations
Initiatives
Global migration considerations
Roadmap
Appendices
Gl b l T h l S iVi i
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Global Technology Services
Confidential IBM
Client's vision shows its desire to move towards global
processes and a consolidated toolset
Vision
Global Change, Incident and Problem Management Processes
FS IO MIC
GMO Corp NAO CCP Provident
ResCap ResCap
BCG
ResCap
IBG
Global Change Management System
Global Incident Management System
Global Problem Management System
Gl b l T h l S iVi i
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Global Technology Services
Confidential IBM
Client's strategic vision represents the end-state of the
Change, Incident and Problem Management processes
A capable Change, Incident and Problem Management processes will be rolled out to thefollowing Client subsidiaries:
− Financial Services
− ResCap
− Commercial Finance
− ResCap IBG & BCG
− MIC
− IO
Client's current set of tools will be standardized to support the newly designed processes for
Change, Incident and Problem Management and integrate with the CMDB and Asset
Management toolsets
− Change Management will use CMDB data to enhance decision making and improve risk calculation for changes
− Change histories will be tracked and maintained in a centralized repository
− The status of a Configuration Item (CI) within the CMDB will be updated when a change is executed
− Incident Management will leverage information from the CMDB to identify failing components and reduce time to
recovery from incidents
− Problem Management will leverage information from the CMDB to perform effective RCA’s
− Change, Incident, Problem and Configuration Management processes will be tightly integrated and information
will be easily shareable amongst the processes
− GMO
− NAO
− Provident
− CCP
− Aba Seguros
− Corporate
Vision
Gl b l T h l S i
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Contents
Summary Looking forward
Approach
Current state overview
Vision
Detailed Assessment
Gaps & recommendations
Initiatives
Global migration considerations
Roadmap
Appendices
Global Technolog Ser icesAssessment
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Global Technology Services
Confidential IBM
Multiple business units within Client use similar processes
Financial Services and its subsidiaries follow a common process forChange, Problem and Incident Management. The subsidiaries are:
− Corporate
− NAO
− GMO
Car Care Plan (CCP) and Provident both follow a separate Change and
Incident Management processes
The following business units each follow a distinct Change and Incident
Management process:
− ResCap
− ResCap BCG & IBG
Assessment
− MIC
− IO
− Aba Seguros (Incident Management)
− Aba Seguros (Change Management)
− Commercial Finance
Global Technology ServicesAssessment
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Global Technology Services
Confidential IBM
Several key common gaps across all of Client business units
None of the business units examined formally execute a Problem Management processprimarily due to limited availability of resources to carry out the process
Lack of a common toolset impedes the ability to drive towards a singular global process with
common terminology in the areas of ChgM/IM
There is a lack of communication and visibility across Client business units for ChgM/IM
With the exception of the ResCap IBG, Provident and CCP business units who use a CMDB,
most business units assess risk for changes based on experience rather than concrete data
Lack of lack of automation impedes the ability of Client to enforce control and efficiently
execute ChgM/IM
In general, Change related Incidents are only tracked and identified for Severity 1 incidents.This practice is a gap, as several incidents with lower severity levels can be symptoms of a
larger impending incident
Lack of monitoring and correlation of alerts to spawn incidents and intelligent routing does
not allow Client to evolve out of a reactive fire fighting operational model
Assessment
Global Technology ServicesAssessment
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Global Technology Services
Confidential IBM
IBM examined multiple functional aspects of each process
and represented their maturity rating utilizing a radar chart
The Process Framework – Mission - Is it clear what the process is supposed to
accomplish?
– Goals - Have goals been established? Are they
measurable?
Carrying out the Process Activities
– Effectiveness - How effective is the process?
– Communication - Is the process documented and
understood?
– Efficiency - Is the process efficient? – Adaptability - Is the process adaptable to the changing
needs of its customers?
– Reports - Are reports provided indicating the goals and
results?
Carrying Out the Process
– Interfaces - How effective are the interfaces with other
processes?
Organizational Clarity and Capability
– Ownership - Who is responsible for the overall effectiveness
of the process?
– Responsibilities - Does everyone know their roles and
responsibilities?
– Skills - Are all those involved equipped with the skills to
perform their roles?
Tools – Scope - How much of the process is addressed by the tools
used?
– Openness - Are the tools adaptable to multi-vendor
technologies? to future technology change?
– Integration - Are the tools able to share user interfaces?
data? function?
– Automation - Do the tools simply provide information for the
user, or automate tasks on behalf of the user?
– Usability - Are the tools easy to use, thereby helping ensure
productivity?
Measurement and Control
– Measurements - How are process effectiveness and
efficiency measured and reported?
– Successfulness - How successful is the process according
to these measurements?
– Alignment - What do the customers or users of the process
think about its usefulness or value?
– Continuous Improvement - Are incremental improvements
being undertaken to make a more-effective process?
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
The Process Framework
Tools
Carrying out the Process
Organizational Clarity and Capability
Measurement and Control
Note: See Appendix D for detailed definitions
Assessment
Global Technology ServicesAssessment
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Global Technology Services
Confidential IBM
Each process maturity level has a set of characteristics
associated with it
Assessment
Focus
General Maturity Concepts
GeneralCharacteristics Unfocused (1)
The capability is in its ini-tial stages.
The capability is not acurrent consideration.
There is not much evi-dence that it exists in anylogical, designed orplanned fashion.
There is really no organi-zational capability.
Success is dependant onindividual “heroic” efforts.
If this is an enterprise as-sessment, success isdependant on which or-ganizational unit is ex-ecuting the process, butthere is really no enter-prise capability.
There may be a focus oneducation, but not muchhas been implemented.
Basic tools are used aspoint solutions and arenot inytegrated
Aware (2)
There is a basic capabili-ty present but it is not yetreliable.
Some efforts have oc-curred but it is not yet ef-fective.
All of the elements typi-cally required for qualityare not present.
The process does not
consistently meeting re-quirements.
Some efforts have oc-curred in the past to im-plement or improve theprocess; however, manyessential elements of thecapability are still notfunctioning.
The focus is on devel-opment and implementa-tion of best practices.
Tools assist with storing
and maintaining informa-tion. There is little auto-mation and integration
Capable (3)
There is an effective ca-pability.
The process is reliableand achieves intendedand planned results.
The execution is not high-ly automated and is moreexpensive than is desiredbut it does perform its in-tended primary objective.
There is a defined andplanned capability that ITcan rely on.
There is a regular ex-change with all otherprocesses
The focus is on deliveringrequired organizational orprocess performance.
There is a strong focuson process metrics andprocess improvement.Many ITIL or COBIT
practices would be in-cluded at this level
Tools assist with informa-tion storage, sharing withother processes, basicanalysis, and assists inmost process functions.Key management toolsare integrated and pro-vide information for plan-ning, forecasting andtrending
Mature (4)
There is an efficient capability.
The process is regularly re-viewed and does use the mosteffective means of execution todeliver intended performance.
There have been actions tak-en, and are other improve-ments are currently planned toproactively enhance the valuedelivered from this process.
The process is highly auto-mated and the most efficientmeans are used to deliver theintended process based capa-bility.
This environment has routinelyapplied TCO like concepts toreduce the costs involved inprocess execution.
Typically this involves a highdegree of automation, but notautomation beyond a justifiedbusiness justification.
There is significant automationin all FTE heavy process activi-ties or activities where humanerror can add significant costs.
Tools effectively support allareas of the process appro-priately and are fully inte-grated. There is an effectiveand broad integration of man-agement information availablefor reporting.
World Class (5)
The capability is optimized andoptimizing. It is optimal giventhe current business strategyand environment. The ratingmight change if there was achange to the business for in-stance a merger or acquisition.
There are continuous efforts tooptimize the capability and thevalue delivered to the business.
This and all related or interfaced
processes are optimized andoptimizing (continually reviewedand updated as a whole in away that ensures continual con-tribution to the maximum valueto the business).
This level of maturity sustainsbusiness focused service andoperational excellence.
The focus is on a holistic ap-proach to provide maximumbusiness value.
Tool automation assists in all
phases of the process includingthe tracking of actions to resolveissues, integration with all sup-ported processes and links withsuppliers and vendors is re-quired. Integration of manage-ment information across mul-tiple departments and discip-lines is linked to a balancedscorecard. Well documentedoverall tool architecture withcomplete integration in allareas; people, process, andtechnology.
Assessment
Global Technology ServicesAssessment
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Global Technology Services
Confidential IBM
Client Current State Client Desired State
The current volume of changes is
1,200 changes per month
Currently support approximately
11,000 users
Financial Services, Corporate, NAO,
GMO, MIC and IO follow a common
Change Management process
Financial Services and its subsidiaries
are primarily outsourced to 4 main
vendors, EDS, IBM, Wipro and AT&T
and must use their tools for Change
Management
Overview
Change Management: Financial Services; Corporate; NAO;
GMO; MIC; IO
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Define the Mission
Establish the Objectives
Accept & classify changes
Review changes via change advisory board/Emergency
comittee
Authorize & Schedule changes
Manage & coordinate change implementation
Monitor & report
Review & close RFCs
Interface-Release Management
Interface-Configuration Management
Interface-Service DeskOwnership
Defined Roles and Re sponsibilities
Skills
Tools or M ethodology-Scope
Tools or Methodology-Usability
Tools or Methodology-Automation
Tools or M ethodology-Integration
Measurement and Control-Measurement
Measurement and Control-Understanding Customer
Satisfaction
Measurement and Control-Improving the Process
CM1-CM11, CM13, CM14, CM15, CM17,
CM18, CM19, CM20, CM21, CM24,
CM25, CM26, CM27, CM28, CM29,
CM30, CM32, CM33, CM34, CM35,
CM36, CM37
Supporting Findings
Assessment
Global Technology ServicesAssessment
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Global Technology Services
Confidential IBM
Client Desired State
The current volume of changes is 550
changes per month
Currently support approximately 4300
users
Several operational tasks within
ResCap for Change Management
overlap with those of Financial
Services
ResCap accounts for approximately50% of Client’s IT environment
The ResCap process parallels the FS
process. FS has instituted several
controls and policy changes in within
the ResCap environment to ensure the
process is better controlled
The ResCap environment is completely
in-sourced and uses Service Center 6
to support its Change Management
process
Overview
Change Management: ResCap
Client Current State
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Define the Mission
Establish the Objectives
Accept & classify changes
Review changes via change a dvisory board/Emergency
comittee
Authorize & Schedule changes
Manage & coordinate change implementation
Monitor & report
Review & close RFCs
Interface-Release Management
Interface-Configuration Manageme nt
Interface-Service DeskOwnership
Defined Roles and Responsibilities
Skills
Tools or Methodology-Scope
Tools or Methodology-Usability
Tools or Methodology-Automation
Tools or Methodology-Integration
Measurment and Control-Measurement
Measurment and Control-Understanding Customer Satisfaction
Measurment and Control-Improving the Process
CM1-CM11, CM13, CM14, CM15, CM17,
CM18, CM19, CM20, CM21, CM24,
CM25, CM26, CM28, CM29, CM30,
CM32, CM33, CM34, CM35, CM36,
CM37
Supporting Findings
Assessment
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Global Technology Services
Confidential IBM
Change Management: CCP, Provident
Client Desired State
The current volume of changes does
not exceed 60 changes per month
Approximately 700 users are supported
24.5 staff members are in charge of
organizations
CCP and provident are in the midst of
merging and functioning as a single
business unit
The two groups follow a common
Change Management process,however the tools used to support are
separate. CCP uses ServiceDesk+
while Provident uses Change
Management System (home grown) to
support its Change Management
process
Both groups are currently in the
process of outsourcing a portion of
their environment to EDC under
ESC32. This will involve the
outsourcing of print servers, exchangeservers and some support functions
Overview
Client Current State
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Define the Mission
Establish the Objectives
Accept & classify changes
Review changes v ia change advisory board/Emergency
comittee
Authorize & Schedule changes
Manage & coordinate change implementation
Monitor & report
Review & close RFCs
Interface-Release Management
Interface-Configuration Management
Interface-Service DeskOwnership
Defined Roles and Re sponsibilities
Skills
Tools or M ethodology-Scope
Tools or Methodology-Usability
Tools or Methodology-Automation
Tools or M ethodology-Integration
Measurment and Control-Measurement
Measurment and Control-Understanding Customer Satisfaction
Measurment and Control-Improving the Process
CM25, CM26, CM28, CM29, CM30
Supporting Findings
Assessment
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Global Technology Services
Confidential IBM
Change Management – Aba Seguros
Client Desired State
Aba Seguros processes approximately
30 changes per month
Approximately 40 users are supported
This business unit (BU) has network
management services with TELMEX &
Alestra and Servers & Desktops
Hardware Support with HP & DELL
The tool utilized by this group is a
homegrown tool called ChangeManagement System
Staff has familiarity with ITIL and some
staff is certified in ITIL v3
Currently they have an interface for a
CMDB, however they do not use it as it
is out of date and inaccurate. This
CMDB is in a spreadsheet and it is no
longer consulted for calculating change
risk
Overview
Client Current State
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Define the Mission
Establish the Objectives
Accept & classify changes
Review changes v ia change advisory board/Emergency
comittee
Authorize & Schedule changes
Manage & coordinate change implementation
Monitor & report
Review & close RFCs
Interface-Release Management
Interface-Configuration Management
Interface-Service DeskOwnership
Defined Roles and Re sponsibilities
Skills
Tools or Me thodology-Scope
Tools or Methodology-Usability
Tools or Methodology-Automation
Tools or M ethodology-Integration
Measurment and Control-Measurement
Measurment and Control-Understanding Customer Satisfaction
Measurment and Control-Improving the Process
CM1, CM4, CM22, CM25, CM26, CM28,
CM29, CM30
Supporting Findings
Assessment
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Global Technology Services
Confidential IBM
Change Management: Commercial Finance (CF)
Client Desired State
Processes approximately 20 changes
every month
Approximately 450 users are supported
Approximately 8 resources support the
core Change Management process
Currently a portion of their environment
is outsourced AT&T
This group uses a home grown lotus
notes workflow tool to support the
Change Management process
Overview
Client Current State
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Define the Mission
Establish the Objectives
Accept & classify changes
Review changes via change advisory board/Emergency
comittee
Authorize & Schedule changes
Manage & coordinate change implementation
Monitor & report
Review & close RFCs
Interface-Release Management
Interface-Configuration Management
Interface-Service DeskOwnership
Defined Roles and Responsibilities
Skills
Tools or Methodology-Scope
Tools or Methodology-Usability
Tools or Methodology-Automation
Tools or M ethodology-Integration
Measurment and Control-Measurement
Measurment and Control-Understanding Customer Satisfaction
Measurment and Control-Improving the Process
CM1, CM4, CM6, CM16, CM22, CM23,
CM25, CM26, CM28, CM29, CM30,
CM36, CM38, CM39, CM40
Supporting Findings
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G oba ec o ogy Se ces
Confidential IBM
Client Desired State
Process approximately 13,000
incidents every month
Supports approximately 15,000-17,000
users
Incident and Problem Management are
performed as one process and no
Problem Management formally exists
Metrics for severity 1 and severity 2
incidents are rolled up into a report for
ResCap, Financial Services;
Corporate, NAO, GMO, MIC, IO
Accounts for approximately 50% of
Client's environment
ResCap follows a separate but similar
process to Financial Services.
However since ResCap is in-sourced,
and follows a staff augmentation model
Incident and Problem Management: ResCap
Overview
Client Current State
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Define the Mission
Establish the Objectives
Incident detection & recording
Classification & initial support
Investigation and Diagnosis
Resolution and recovery
Incident closure
Ownership, monitoring, tracking and communication
Interface-Change Management
Interface-Problem Management
Interface-Configuraton Management
Ownership
Defined Roles and Re sponsibilities
Organizational Clarity and Capability-Skills
Tools or Methodology-Scope
Tools or Methodology-Usability
Tools or Methodology-Automation
Tools or Methodology-Integration
Measurment and Control-Measurement
Measurment and Control-Control
Measurment and Control-Understanding Customer Satisfaction
Measurment and Control-Improving the Process
IMP1, IMP2, IMP4, IMP11, IMP13
Supporting Findings
Global Technology Services Assessment
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Confidential IBM
Incident and Problem Management: ResCap IBG
Client Desired State
Overview
Client Current State
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Define the Mission
Establish the Objectives
Incident detection & recording
Classification & initial support
Investigation and Diagnosis
Resolution and recovery
Incident closure
Ownership, monitoring, tracking and communication
Interface-Change Management
Interface-Problem Management
Interface-Configuraton Management
Ownership
Defined Roles and Re sponsibilities
Organizational Clarity and Capability-Skills
Tools or Methodology-Scope
Tools or Methodology-Usability
Tools or Methodology-Automation
Tools or Methodology-Integration
Measurment and Control-Measurement
Measurment and Control-Control
Measurment and C ontrol-Understanding Customer Satisfaction
Measurment and Control-Improving the Process
IBG-UK currently process
approximately < 30 incidents per
month. No data available for IBG-CE
Currently support approximately 582
users
Incident and Problem Management are
performed as one process
There are no dedicated support teams
permanently assigned to the incident
and problem processes
IBG-UK and CE supports all RESCAP-
IBG users in those locations
IMP1, IMP13, IMP19
Supporting Findings
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Confidential IBM
Incident and Problem Management: CCP, Provident
Client Desired State
CCP and Provident currently process
approximately 1,800 incidents per
month
CCP and Provident support
approximately 800 users
Incident and Problem Management are
performed as one process
Approximately 24.5 resources support
this process
CCP and Provident operate as a
singular business unit and share
resources
Both groups are currently in the
process of outsourcing a portion of
their environment to EDC under
ESC32. This will involve theoutsourcing of print servers, exchange
servers and some support functions
Overview
Client Current State
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Define the Mission
Establish the Objectives
Incident detection & recording
Classification & initial support
Investigation and Diagnosis
Resolution and recovery
Incident closure
Ownership, monitoring, tracking and communication
Interface-Change Management
Interface-Problem Management
Interface-Configuraton Management
Ownership
Defined Roles and Re sponsibilities
Organizational Clarity and Capability-Skills
Tools or Methodology-Scope
Tools or Methodology-Usability
Tools or Methodology-Automation
Tools or Methodology-Integration
Measurment and Control-Measurement
Measurment and Control-Control
Measurment and C ontrol-Understanding Customer Satisfaction
Measurment and Control-Improving the Process
IMP1, IMP13
Supporting Findings
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Confidential IBM
Incident and Problem Management: Commercial Finance
Client Desired State
Processes approximately 500 incidents
per month
Approximately 450 users are supported
Incident and Problem Management are
performed as one process
Approximately 14 resources support
the Incident and Problem Management
process
Currently a portion of their environment
is outsourced AT&T (network) and IBM
(hardware / servers)
Overview
Client Current State
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Define the Mission
Establish the Objectives
Incident detection & recording
Classification & initial support
Investigation and Diagnosis
Resolution and recovery
Incident closure
Ownership, monitoring, tracking and communication
Interface-Change Management
Interface-Problem Management
Interface-Configuraton ManagementOwnership
Defined Roles and Re sponsibilities
Organizational Clarity and Capability-Skills
Tools or Methodology-Scope
Tools or Methodology-Usability
Tools or Methodology-Automation
Tools or Methodology-Integration
Measurment and Control-Measurement
Measurment and Control-Understanding Customer Satisfaction
Measurment and Control-Improving the Process
IMP1, IMP6, IMP7, IMP9, IMP11, IMP12,
IMP12, IMP13, IMP15, IMP16, IMP17,
IMP17, IMP20
Supporting Findings
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Contents
Summary
Looking forward
Approach
Current state overview
Vision
Detailed Assessment
Gaps & recommendations
Initiatives
Global migration considerations
Roadmap
Appendices
Global Technology ServicesGaps &
Recommendations
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Gaps, implications and recommendations were organized
at three levels
IT process− Change Management
Business Unit
− Financial Services
− ResCap
− Commercial Finance
− ResCap IBG
− MIC
− IO
Gap type− Organizational: O
− Process: P
Recommendations
Gaps, implications and recommendations were identified
and developed considering Client's vision and IT
operational best practices
− Incident and Problem Management
− GMO
− NAO− Provident
− CCP
− Aba Seguros
− Corporate
− Technology: T
− Information: I
Global Technology ServicesGaps &
Recommendations
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Poor visibility into the IT environment impedes the ability of
IT to communicate the impacts of changes to effected BUs
C h an g eM an a g e
m en t
Gaps Implications Recommendations Business Unit
Communication of changes to
the business units and effected
users is inconsistent
Finding: CM1
Type: P
Users may not aware when their services are being
impacted
Incidents may be erroneously reported during a
change window due to lack of awareness
Changes should be communicated to
key business units and stakeholders
Attributes stored in the CMDB should
indicate the appropriate stakeholders
and affected users to enable better
communication
ResCap;
Financial
Services;
Corporate; NAO;
GMO; MIC; IO;
CF; Aba Seguros
Recommendations
Global Technology ServicesGaps &
Recommendations
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Reduced change visibility and varying enforcement of change
policies impacts Client’s ability to control the IT environment
C h an g eM an a g em en t
Gaps Implications Recommendations Business Unit
The change process is
circumvented for some changes
through false emergency break fix
requests
Finding: CM2
Type: P
Risks and impacts of ad-hoc changes are not assessed,
allowing for the potential of unexpected user impact
The CMDB may not reflect accurate information if changesare made outside of the process
Reporting should be utilized to help identify
out-of-compliance changes. Furthermore,
policies should clearly state the penalties for
violating change policies and these penaltiesshould be enforced
When LUNAR is implemented, ensure all
business units that have information in
LUNAR have tightly integrated their change
processes and tools with LUNAR.
Furthermore, amend the change policy to
provide strict language around theprocedures and penalties for not updating
required CI records
ResCap; Financial
Services;
Corporate; NAO;
GMO; MIC; IO
Penalties for circumventing the
Change Management process are
ambiguous
Finding: CM3
Type: P
There are not any consistent repercussions for non-
compliance to the Change process, which may encourage
inconsistent process execution
Penalties should be implemented,
communicated and enforced to encourage
Change Management process compliance
ResCap; Financial
Services;
Corporate; NAO;
GMO; MIC; IO
Not all required reviewers are
included in Change Advisory Board
(CAB) meetings . Currently CAB
meetings are attendedinconsistently and not all required
reviewers are thoroughly aware of
upcoming changes that may effect
their environment
Finding: CM4
Type: P
Not including all required reviewers in the Change Advisory
Board meeting may result in changes that are approved
which may impact the unrepresented parties
Formally document and maintain a
stakeholder, application owner and area of
responsibility lists identify required personnel
and implement a notification mechanism(manual or automated) to inform potential
reviewers their participation is required at
CAB meetings
ResCap; Financial
Services;
Corporate; NAO;
GMO; MIC; IO;CF; ResCap-IBG;
Aba Seguros
Recommendations
Global Technology ServicesGaps &
Recommendations
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The lack of flexibility in IT operating models limits process
improvement opportunities for Change Management
C h an g eM
an a g em en t
Gaps Implications Recommendations Business Unit
Process improvement
opportunities with suppliers are
limited due to contractual
obligations
Finding: CM5
Type: O
Process improvements may not be realized to support
new or changed priorities until contract negotiations
can take place
Supplier discussions should be
ongoing, and opportunities for
continuous improvement for both
internal and external organizations
should be considered in contract
negotiations when applicable
ResCap; Financial
Services;
Corporate; NAO;
GMO; MIC; IO
Funding is impacting the level of
process improvement activities
Finding: CM6
Type: O
Without additional funding, continuous improvement
opportunities may be somewhat limited.
Seek opportunities to streamline the
process and make improvements thatdo not require as much funding.
Additionally, with visible improvements
underway, it may help build the case
for additional resources.
This group should actively explore
opportunities to integrate with global
processes and global toolsets to
minimize cost burden and improve
operational effectiveness
CF
Recommendations
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Poor or manual integration amongst change tools and processes
sometimes results in miscommunication or information loss
C h an g eM an a g em en t
Gaps Implications RecommendationsBusiness
Unit
Lack of integration between Change
and Incident Management results in
Changes that are not always tied
back to incidents they cause
Finding: CM13
Type: P
Without mature integration between Incident and Change Management, it
is difficult to identify changes that either cause or resolve incidents
Requirements should be gathered for to implement
enterprise wide Change and Incident Management
systems. Once implemented, Change Management and
Incident Management processes and toolsets should be
integrated to increase data sharing and improve process
efficiency and effectives
ResCap;
Financial
Services;
Corporate;
NAO;
GMO; MIC;
IO
Lack of integration between Change
Management and Configuration
Management does not provide level
of information required to properly
assess risk for Change Management
Finding: CM14
Type: T
Without Configuration and Change Management integration, Change
Management does not have visibility into necessary information that
should be reviewed when assessing the risk and approving a planned
change
If Configuration and Change Management are not appropriately
integrated, the CMDB will not contain accurate data as changes to the
environment are implemented
Change Management and Configuration Management
processes and toolsets should be integrated to increase
data sharing and improve process efficiency and
effectives. The implementation of an enterprise wide
Change Management system should closely be tied tothe LUNAR Configuration Management deployment
timeline to ensure that LUNAR provide the intended
value to GMAC
ResCap;
Financial
Services;
Corporate;
NAO;GMO; MIC;
IO
Currently change information is
stored across multiple uninterested
tools for a single change
Finding: CM15
Type: T
Lack of integration between change toolsets may result in information
loss or miscommunication due to access restrictions when implementing
changes
Implement an enterprise wide Change Management
toolset which is transparent and incorporates the
requirements from all organizations
ResCap;
Financial
Services;
Corporate;
NAO;
GMO; MIC;
IO
No CMDB exists within the business
unit
Finding: CM16
Type: T
Without a CMDB, it is difficult to adequately support Change
Management. A CMDB can share information about a device, such thecustomer/user of the device, the critical hours of operation and approved
maintenance windows, and those that support the device. It is also
important to have Change and Configuration Management integration to
ensure that the CMDB is maintained and updated as the technology
environment is changed.
Implement an enterprise-wide CMDB, and ensure it is
integrated with the key IT Service Managementprocesses. Gather requirements from CF for
components they manage. Ensure the future global
processes and toolsets for Change Management
incorporate CF’s unique requirements
CF
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Minimal automation and workflow capabilities impede the ability
of Client to efficiently execute Change Management (cont)
C h an g eM an a g em en t
Gaps Implications Recommendations Business Unit
Tools are only for record keeping purposesand lack functionality to enforce control
over the change process
Finding: CM20
Type: T
There may be inconsistencies in ChangeManagement process execution if the tool
does not help enforce its execution.
A centralized Change Management tool should be used both forstoring key change information and for facilitating the Change
Management process execution through customized workflows to
support the process
ResCap; FinancialServices; Corporate;
NAO; GMO; MIC; IO
The Forward Schedule of Changes (FSC)
is manually recorded in a document and
loaded into a scheduler application, making
it difficult to populate and maintain.
Finding: CM21
Type: T
Populating the FSC is a very manual, labor-
intensive process, which is less efficient and
increases the change of scheduling errors
and conflicts
A standard, enterprise-wide Change Management tool should be
utilized to record and schedule all changes. This tool should have
the capability to track and schedule changes via a calendar tool to
facilitate the identification of potential conflicts
ResCap; Financial
Services; Corporate;
NAO; GMO; MIC; IO;
ResCap – IBG; CF;
CF; Aba Seguros
No formal FSC is maintained. Currently
changes are scheduled using
spreadsheets
Finding: CM22
Type: P
Global Technology ServicesGaps &
Recommendations
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Lack of enterprise-wide reporting for Change Management
prohibits Client from understanding the health of the process
C h an g eM an a g em en
t
Gaps Implications Recommendations Business Unit
Change metrics are sometimes
skewed because of inaccurate
closure statuses
Finding: CM24
Type: I
Inaccurate information in a change record leads to
inaccurate reporting. This makes it difficult to
assess and measure the process to identify any
necessary improvements
Change Management information
should be reviewed in a change
record, particularly upon closure to
ensure the information accurately
displays the change activity
ResCap; Financial
Services; Corporate;
NAO; GMO; MIC; IO
Currently there are no
enterprise-wide roll up reports
for Change Management
Finding: CM25
Type: I
Change reporting is limited because data exists in
multiple toolsets. This makes it difficult to display
an enterprise-wide view of Change Managementactivity
The Change Management toolsets
should be consolidated into a single
tool to enable increased informationsharing and enterprise-wide reporting
All business units
Change statistics do not always
include the metrics from all the
business units, skewing the
ability to know the true
performance of the Change
Management process
Finding: CM26
Type: I
Incomplete data and reporting does not allow for an
enterprise-wide view into the Change Management
process, which may lead to missed process
improvement opportunities
Standard, enterprise-wide reports
should be developed, and each
business unit should present the same
information to better evaluate the
overall Change Management process
All business units
The true status of a RFC is
unknown at times because
multiple Change Management
tools may hold different statuses
Finding: CM27
Type: I
With separate Change Management tools, multiple
statuses (and conflicting definitions of those
statuses) may exist. This may create confusion
when trying to understand the status of a change
Consolidate Change Management
tools with consistent statuses and
definitions
Financial Services;
Corporate; NAO;
GMO; MIC; IO
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Recommendations
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Non-standardized processes and technology for Change
Management result in an overly complex operational model
C h an g eM an a g em en t
Gaps Implications Recommendations Business Unit
No standardization of tools or tool
architecture currently exists
Finding: CM28
Type: T
Lack of standardized tools create inconsistencies in
process execution and in reporting. This makes it
difficult to streamline the process and seek continuous
improvement opportunities for enterprise-wide Change
Management
Socialize the future vision of a global
Change Management process with GMAC
BUs and gather business unit specific
requirements to serve as input to select
and implement a Change Managementtoolset that will support an enterprise wide
Change Management Process
All business units
No visibility or common process
across the multiple business lines
of GMAC creates inefficiencies(e.g. each BU has a different
process, miscommunication
between business units, etc.)
Finding: CM29Type: P
Inconsistent processes and procedures create confusion
and may prohibit more efficient Change Management
process execution
Gather business unit specific requirements
to serve as input to select and design and
implement a global Change Managementprocess which has the flexibility required to
support all GMAC BUs
All business units
Process and procedure differences
across varying business units
creates confusion (e.g. terminology
differences, requirements for
change classification, etc)
Finding: CM30
Type: P
Allowing the tool to drive the process may limit the
flexibility of the process and inhibit its ability to align with
best practices
Global Technology ServicesGaps &
Recommendations
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The current Change Management toolset makes it onerous
to track, document and audit changes
C h
an g eM an a g em en t
Gaps Implications Recommendations Business Unit
Not all Change Management tools arecapable of storing required documentation to
process an RFC (e.g. backout
documentation, test plans, etc.)
Finding: CM32
Type: T
If the tool does not store all relevant changeinformation, it makes it difficult to ensure all the
data is provided to adequately evaluate and
approve a change prior to implementation.
Change implementers may not have visibility
into documentation for previous changes that
may help them more effectively plan their
change
GMAC should move towards a single, centralized toolset. Theability to store or link to required documentation should be included
in the requirements of the new/adopted tool, so that all information
relevant to the change can be visible in or accessed from the record
ResCap;Financial
Services;
Corporate;
NAO; GMO;
MIC; IO
Approvals and signoffs for changes are not
captured centrally
Finding: CM33
Type: T
It is important to understand who has authorized
a change, as well as those who have not yet
provided their feedback. Without recording this
in a central place (i.e. the Change Management
tool), it makes it difficult to determine if any
approvals are outstanding
Required stakeholder approvals should be captured in a central
location, such as an enterprise-wide Change Management toolset.
This can help ensure that status of approvals is understood, and
further automation (such as reminders and/or escalation for
stakeholders that do not make an approval decision) should be
leveraged in the future if necessary.
Implement a single, enterprise-wide Change Management tool, with
integration to Configuration Management, which will allow for
increased understanding of key stakeholders and tracking of their
approvals. Integration between an enterprise-wide Configuration
and Change Management system should allow for stakeholders to
be associated with a CI. Approvals and signoffs should automatically
identify and notify stakeholders and track change approvals
ResCap;
Financial
Services;
Corporate;
NAO; GMO;
MIC; IO
Change plans in the tool are not always
updated in the Change Management toolsets
to reflect CAB feedback
Finding: CM34
Type: P
Not formally capturing the updates to changes
as a result of the CAB meeting in the Change
Management tool makes it difficult to holdparties accountable for changes
Review changes during CAB meetings and document updates and
agreements for changes in a centralized system that all members in
Change Management can access. Formal approvals should begranted in the tool once agreed terms from the CAB meetings have
been met
ResCap;
Financial
Services;Corporate;
NAO; GMO;
MIC; IO
Auditing of changes is difficult (highly manual
and time consuming) because of the lack of
a centralized change repository that stores
all required change information
Finding: CM35
Type: T
Without effective auditing, it is difficult to
understand process compliance and identify
opportunities for improvement. Furthermore
there is a risk of failing to meet FFIEC
guidelines in the event audit requirements can
not be satisfied
Implement a single, enterprise-wide Change Management tool,
which will enable more efficient process review and auditing as
necessary
ResCap;
Financial
Services;
Corporate;
NAO; GMO;
MIC; IO
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Scattered knowledge of Change Management best practices in
vendor and Client organizations results in policy violations
C h an g eM an a g em en
t
Gaps Implications Recommendations Business Unit
Knowledge of best practices for
Change Management is limited
Finding: CM36
Type: P
Without Change Management training, users and
stakeholders may not understand the importance of
Change Management and give it the appropriate
level of consideration. Increased understanding
and awareness encourages consistent process
compliance
Implement an enterprise wide IT
initiative to educate staff and ensure
they understand the importance of IT
best practices
ResCap; Financial
Services; Corporate;
NAO; GMO; MIC; IO
No standard onboarding
process currently exists for the
new users of the ChangeManagement Process
Finding: CM37
Type: P
When new users of the Change Management
process are not adequately trained, they may not
take advantage of the eff iciencies realized throughChange Management processes, and the
possibility for implementing non-compliant changes
increases
All current and any new users of the
Change Management process should
be required to take ChangeManagement training to understand
industry best practices and how they
are applied at GMAC
GMAC should request verification that
suppliers are also trained on the ITIL
framework and grant access to
supplier consultants only when they
have completed training
ResCap; Financial
Services; Corporate;
NAO; GMO; MIC; IO
ITIL best practices are not beingleveraged within the business
unit
Finding: CM38
Type: P
The Change Management process may not be aseffective if it is not based on industry best practices
such as the ITIL framework
Improve the IT Service Managementprocesses (e.g. Change, Incident and
Problem Management) by aligning
them more closely with industry best
practices (such as ITIL) to increase
process effectiveness
CF
Global Technology ServicesGaps &
Recommendations
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Some business units do not formally define Change
Management roles, resulting in informal process execution
C h an g eM an a g em en t
Gaps Implications Recommendations Business Unit
There are no dedicated
resources assigned to the
Change Management process
Finding: CM40
Type: O
Dedicated change resources help maintain a focus
on Change Management, as they do not get
conflicting or competing priorities if they are
dedicated
Develop roles and responsibilities for
Change Management, and then ensure
dedicated resources are aligned where
appropriate to support those roles.
ResCap IBG
There is a gap in the process of
who is closing / marking
changes complete / successful
Finding: CM41
Type: P
Without clearly defined roles and responsibilities,
accountability and expectations are not clearly
understood
Ensure roles and responsibilities are
clearly defined in support of Change
Management
CF
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Scattered knowledge of best practices and limited resources
impede Client’s ability formally execute support processes
I n c i d en t & P r o
b l em M an a g em en t
Gaps Implications Recommendations Business Unit
Business units do not engage in
a formal Problem Management
process
Finding: IMP1
Type: P
A lack of a formal Problem Management process
can result in rework to solve problems and future
service disruptions with similar causes
A global Problem Management
process should be developed.
Requirements from all GMAC business
units must be gathered in order to
ensure the process is flexible and can
accommodate these BU's.
Furthermore, this process definition
should drive a standardized tool design
to facilitate problem resolution
activities and knowledge capture andreuse
All business units
Most of the staff is familiar with
ITIL, however, further training is
necessary
Finding: IMP2
Type: O
Without training on industry frameworks such as
ITIL, it is diff icult to convey the importance and
obtain buy-in for processes that will help improve
the efficiency and effectiveness of IT Service
Management.
A training initiative should be
established to ensure that GMAC IT
employees are trained on ITIL best
practices.
GMAC should request verification that
suppliers are also trained on the ITIL
framework and grant access to
supplier consultants only when theyhave completed training
ResCap; Financial
Services; Corporate;
NAO; GMO; MIC; IO;
Aba Seguros;
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Not tracking, reviewing and prioritizing all incidents
sometimes degrades service quality
I n c i d en
t & P r o b l em M an a g e
m en t
Gaps Implications Recommendations Business Unit
Only severity 1 and severity 2
incidents are tracked and
reviewed
Finding: IMP4
Type: P
If all incidents are not tracked, it is difficult to
have a complete picture of the environment.
Often times, trends are identified through
lower severity incidents
All incidents should be tracked and reviewed
to some degree. Higher severity incidents
should have a more thorough and
comprehensive review, but the lower
severity incidents should not be overlooked
ResCap, Financial
Services; Corporate;
NAO; GMO; MIC; IO
Efficiency measurements are
tracked, and improvement
opportunities are sometimes
identified, however, due to pre-existing contracts with service
providers, it is difficult to drive
to a more efficient process
Finding: IMP5
Type: P
Process improvements may not be realized to
support new or changed priorities until
contract negotiations can take place
Supplier discussions should be ongoing, and
opportunities for continuous improvement for
both internal and external organizations
should be considered in contractnegotiations when applicable
Financial Services;
Corporate; NAO;
GMO; MIC; IO
Repeat incidents are not tracked
formally in an effort to minimize
rework by leveraging past
knowledge
Finding: IMP6
Type: P
Without tracking incidents and understanding
past recovery efforts, it may take more time to
find a recovery solution, which may
unnecessarily extend impact duration
Repeat incidents should be reviewed
regularly by the Problem Management
process, and recovery solutions should be
published and/or permanent fixes should beimplemented to remove risks and shorten or
eliminate impact duration
Integration between Configuration and
Incident Management should be leveraged
to ensure that the CI displays all incidents
recorded against it. This will allow past
incidents to be reviewed, and similar
solutions can possibly be applied
CF
Global Technology ServicesGaps &Recommendations
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Not tracking, reviewing and prioritizing all incidents
sometimes degrades service quality (cont)
I n c i d en t & P r o b
l em M an a g em en t
Gaps Implications Recommendations Business Unit
Incident tickets are not monitored to
ensure they are appropriately
escalated
Finding: IMP7
Type: P
Without proper monitoring and escalation,
incidents may not receive the appropriate level of
attention and support, which may cause increased
impact durations
A common escalation process by severity level
should be defined. Consider also leveraging a
standard Incident Management toolset that can
automate escalations as appropriate
CF
Lewisville DC does not have aservice desk tool. Currently theyuse email and 30 ticket queues to
manage incidents
Finding: IMP9
Type: P
With multiple queues or ticket repositories, it isdifficult to manage incidents, and there is a higherlikelihood of tickets being overlooked.
It takes more people to adequately monitor 30
ticket queues. If the queues were consolidated
into a central repository, resources could be more
appropriately aligned to addressing the incidents.
An enterprise-wide Incident ticketing systemshould be implemented at GMAC. This wouldincrease information sharing, as well as process
efficiency and effectiveness, particularly if the
incident system is integrated with other
processes as well.
CF
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Lack of integration between processes makes it difficult to
share information and fully leverage it across the enterprise
I n c i d en t
& P r o b l em M an a g em en t
Gaps Implications Recommendations Business Unit
Currently the Incident and Problem
Management processes are
performed as one process
Finding: IMP13
Type: P
If Incident and Problem Management are not implemented as
separate processes, they will not yield separate results. The goal
of Incident Management is to recover incidents as quickly as
possible. The goal of Problem Management is to determine rootcause and develop workarounds or permanent fixes. While the
processes need to be integrated, they are in fact two very different
processes and need to be treated as such
Define and document the Incident
Management and the Problem
Management processes
All business units
Limited process integration exists
with other IT processes. e.g.
Change Management,
Configuration Management, etc.
Finding: IMP14
Type: P
Integration between all the ITIL-aligned processes is key to
realizing the true benefit of each individual process. Without the
process touch points and information sharing, each process can
only reach (but not exceed) a capable maturity level
IT Service Management processes
and tools need to be integrated with
one another to ensure process
efficiency
ResCap, Financial
Services; Corporate;
NAO; GMO; MIC;
IO; CF
This business unit can not leverage
a CMDB to improve the
effectiveness of the Incident and
Problem Management Process
Finding: IMP15
Type: P
Without a CMDB, it is difficult to adequately support Incident
Management. A CMDB can share critical information about a
device and how it is supported, to include escalation information
and key recovery steps. It can also display information on users
that are impacted by the device failure, which helps understand the
severity of the incident. Additionally, incident history may also be
recorded in a CMDB, which may be leveraged to improve recovery
time of future recurrences
Implement an enterprise-wide
CMDB, and ensure it is integrated
with the key IT Service
Management processes
This group should actively explore
opportunities to integrate with
global processes and global
toolsets to improve operational
efficiency
CF
There is a lack of event correlation
and intelligent ticket creation in and
routing
Finding: IMP20
Type: T
Minimal monitoring and event correlation capabilities results in
excessive overhead to identify potential incidents. Furthermore,
potential incidents will go unnoticed and GMAC will continue
operating reactively
Review current environment
monitors and their effectiveness.
Furthermore, conduct a study to
identify an event management
strategy. Execute event
management strategy to foster a
proactive IT operating culture
All business units
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Some BUs within Client do not leverage a best practices
framework to execute Incident and Problem Management
I n c i d en t
& P r o b l em M an a g em en t
Gaps Implications Recommendations Business Unit
The Incident Management
process is home grown and not
modeled after any industry
framework
Finding: IMP16
Type: P
Incident Management may not be as
efficient/effective and integrated to other processes
CF should adopt separate but
integrated Incident Management and
Problem Management processes to
enable consistency and increase
process efficiency and effectiveness.
Furthermore, CF should explore
opportunities to integrate with global
processes and global toolsets to
improve operational efficiency
CF
The value of migrating to acommon process is not
understood. Furthermore, there
are no initiatives underway to
standardize
Finding: IMP17
Type: O
Inconsistent or incomplete processes andprocedures create confusion and may prohibit
more efficient Incident and Problem Management
process execution
CF
There are no formal roles
defined for IncidentManagement or Problem
Management
Finding: IMP19
Type: O
Without appropriate role definition and clearly
assigned accountability, key Incident and ProblemManagement activities may be overlooked
Ensure that process documentation
includes formal roles andresponsibilities that clearly outline key
activities required to support Incident
and Problem Management
ResCap IBG
Global Technology Services
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Contents
Summary Looking forward
Approach
Current state overview
Vision
Detailed Assessment Gaps & recommendations
Initiatives
Global migration considerations
Roadmap
Appendices
Global Technology Services
Initiatives
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Initiative 1 (I1): Create Global Process Framework for Change
ManagementDescriptionCreate a global Change Management process framework that leverages
the best of breed practices from FS, ResCap and ITIL. This framework will
be used to integrate all Client business units (BU) under a common ChangeManagement process
Time & Effort –
BenefitsEnables BUs not familiar with ITIL and best practices to leverage best
practices for Change Management
Reduces efforts expended for audits as there is a single master set ofdocuments to follow
Ensures all business units are leveraging to reduce risk of service
disruptions
Ensures value of is preserved by controlling updates to the CIs stored
with in the CMDB
Ensures all business units are able to interface with and other global
processes such as Incident and Problem Management
Resources –
High Level TasksReview Change Management process frameworks to select optimal
framework for Client
Select a Change Management process foundation
Gather Change Management process requirements from each BUGather measurement and reporting requirements for Change Management
Enhance the Change Management foundational process by incorporating
BU specific requirements
Solution risks Resistance to agree to adopt a global process
Ability to reach an agreement on a single process
Lack of participation from BUs
Skill Sets
1 Process Architect, 1 Process Consultant, 13 Engagement Managers (one
from each BU), 1 Process Owner
Priority: High
Dependency
None
Gaps Closed CM1, CM2, CM3, CM4, CM7, CM8, CM9, CM10, CM11, CM13, CM17,
CM18, CM24, CM25, CM26, CM29, CM30, CM38, CM40, CM41
Global Technology Services
Initiatives
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Initiative 2 (I2): Create Global Process Framework for Incident
ManagementDescriptionCreate a global Incident Management process framework that leverages
the best of breed practices from FS, ResCap and ITIL. This framework will
be used to integrate all Client business units (BU) under a common IncidentManagement process
Time & Effort –
BenefitsEnables BUs not familiar with ITIL and best practices to leverage best
practices for Incident Management
Ensures all business units are able to interface with and other globalprocesses such as Change and Problem Management Ensures business
units fully leverage the capabilities of to improve operational efficiency
and effectiveness
Resources –
High Level TasksReview Incident Management process frameworks to select optimal
framework for Client
Select a Incident Management process foundation
Gather Incident Management process requirements from each BUGather measurement and reporting requirements for Incident Management
Enhance the Incident Management foundational process by incorporating
BU specific requirements
Solution risks Resistance to agree to adopt a global process
Ability to reach an agreement on a single process
Lack of participation from BUs
Skill Sets
1 Process Architect, 1 Process Consultant, 13 Client Engagement
Managers (one from each BU), 1 Process Owner
Priority: Medium Dependency None
Gaps Closed IMP4, IMP7, IMP13, IMP14, IMP16, IMP17, IMP19
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Global Technology Services
Initiatives
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Initiative 4 (I4): Design and Implement Global Change
Management SystemDescriptionThe purpose of this initiative is to gather requirements for a global Change
Management System and implement. This Change Management System
will be used by all Client BUs. The system will be capable of integratingwith the chosen tool architecture. Furthermore, it will also integrate with the
CMDB and Asset Management systems
Time & Effort –
BenefitsProvides a mechanism for controlling the Change Management process
Increases the efficiency of the Change Management process by
automating manual tasksImproves visibility of changes throughout the organization
Minimize impact of unplanned service disruptions by identifying bad
changes through leveraging through change tracking capabilities
Helps ensure that Client is compliant with SOX requirements through
workflow tools capable of archiving change histories
Resources –
High Level TasksGather Change Management tool requirements from all BUs
Gather Change Management tool requirements for interfacing with
CMDB, Asset Management and any other critical software
Gather requirements derived from the Global Change ManagementProcess
Conduct Pilot of Change Management System to select optimal Change
Management tool
Select Change Management System
Customize Change Management System
Integrate Change Management System with , Asset Management and
existing toolsets that support IT processes
Test Change Management System
Solution risks Ability to reach an agreement on a single technology
Lack of participation from BUs
Skill Sets
1 Process Consultant, 13 Client Change Owners, 2 Tool Specialists, 1 Tool
Architect, 1 Project Manager
Priority: High
Dependency A service management technology architecture must be in place
Global Change Management process must be defined (Initiative 1)
Gaps Closed CM14, CM15, CM16, CM19, CM20, CM21, CM22, CM27, CM28,
CM32, CM33, CM34, CM35
Global Technology Services
Initiatives
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Initiative 5 (I5): Design and Implement Global Incident
Management toolsDescriptionThe purpose of this initiative is to gather requirements for a global Incident
Management tools. This consolidated Incident Management tools will be
used by all Client BUs. The tools will be capable of integrating with thechosen tool architecture. Furthermore, it will also integrate with the CMDB
and Asset Management systems and the Incident Management tools
Time & Effort –
Benefits Reduce duration of incidents through efficient and automated workflow
of Incident Management tools
Efficiently diagnose, document, and resolve, as well as prevent futureincidents
Tool and process integration with monitoring and event management
Increase first call resolution rates by leveraging searchable resolution
databases
Decrease call Service Desk volumes through improved self service
capabilities
Resources –
High Level TasksDefine detailed Incident Management tool requirements from all BUs
Gather Incident Management tool requirements for interfacing with
CMDB, Asset Management and any other critical software
Gather requirements derived from the Global Incident ManagementProcess
Conduct Pilot of Incident Management tools to select optimal Incident
Management tools
Select Incident Management tools
Customize Incident Management tools
Integrate Incident Management System with , Asset Management and
existing toolsets that support IT processes
Test Incident Management tools
Solution risks Ability to reach an agreement on a single technology
Lack of participation from BUs
project may not be at a state to be able to integrate
Skill Sets
1 Process Consultant, 13 Client Incident Management Owners, 2 Tool
Specialists, 1 Tool Architect, 1 Project Manager
Priority: Medium
Dependency A service management technology architecture must be in place
Global Incident Management process must be defined (Initiative 2)
Gaps Closed IMP9, IMP15, IMP20
Global Technology Services
( ) G
Initiatives
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Initiative 6 (I6): Design and Implement Global Problem
Management toolsDescriptionThe purpose of this initiative is to gather requirements for a global Problem
Management tools. This consolidated Problem Management tools will be
used by all Client BUs. The tools will be capable of integrating with thechosen tool architecture. Furthermore, it will also integrate with the CMDB
and Asset Management systems and the Problem Management tools
Time & Effort –
Benefits Tool and process integration with monitoring and event management
Reduce incident reoccurrences through effective root cause
identification and remediation via structured methodology andmonitoring tools
Increase first call resolution rates by leveraging searchable resolution
databases
Resources –
High Level TasksDefine detailed Problem Management tool requirements from all BUs
Gather Problem Management tool requirements for interfacing with
CMDB, Asset Management and any other critical software
Gather requirements derived from the Global Problem ManagementProcess
Conduct Pilot of Problem Management tools to select optimal Problem
Management tools
Select Problem Management tools
Customize Problem Management tools
Integrate Problem Management System with , Asset Management and
existing toolsets that support IT processes
Test Problem Management tools
Solution risks Ability to reach an agreement on a single technology
Lack of participation from BUs
project may not be at a state to be able to integrate
Skill Sets
1 Process Consultant, 13 Client Problem Management Owners, 2 Tool
Specialists, 1 Tool Architect, 1 Project Manager
Priority: Low
Dependency A service management technology architecture must be in place
Global Problem Management process must be defined (Initiative 3)
Gaps Closed IMP9, IMP15, IMP20
Global Technology Services
I iti ti 7 (I7) T iti Ch M t
Initiatives
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Initiative 7 (I7): Transition Change Management
DescriptionThe purpose of this initiative is to roll out the Global Change Management
Process and System to the BUs within Client and facilitate the adoption of
the Global Change Management process and tools
Time & Effort –
BenefitsEnsures global Change Management process is deployed to all Client
business units in an orderly manner
Facilitates the adoption of the Change Management process within eachbusiness unit
Ensures users of the new Change Management process are executing it
properly and as intended
Resources –
High Level Tasks Create Training curriculum
Create and socialize transition plan (e.g. big bang, phased)
Train users of Change Management system on the new tool and
process
Execute transition plan
Solution risksParticipation of business units
Predecessor activities may take longer than expected and delay the
adoption of this initiative so it does not coincide with
Possible fixes / additional customization requests by users during roll out
may not be fully operational and limit the value that can be provided by
the global Change Management process and toolsets
Skill Sets
2 Training Consultants, 13 Client Change Owners (one from each BU), 1
Tool Specialist, 1 Project Manager, 1 Organizational Change Consultant
Priority: High Dependency Change Management System (Initiative 4) must be complete
Gaps Closed CM1, CM2, CM3, CM4, CM7, CM8, CM9, CM10, CM11, CM13, CM17,
CM18, CM24, CM25, CM26, CM29, CM30, CM38, CM40, CM41,
CM14, CM15, CM16, CM19, CM20, CM21, CM22, CM27, CM28,
CM32, CM33, CM34, CM35
Global Technology Services
I iti ti 8 (I8) T iti I id t M t
Initiatives
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Initiative 8 (I8): Transition Incident Management
DescriptionThe purpose of this initiative is to roll out the Global Incident Management
Process and tools to the BUs within Client and facilitate the adoption of the
Global Incident Management process and tools
Time & Effort –
BenefitsEnsures global Incident Management process is deployed to all Client
business units in an orderly manner
Facilitates the adoption of the Incident Management process within eachbusiness unit
Ensures users of the new Incident Management process are executing it
properly and as intended
Resources –
High Level Tasks Create Training curriculum
Create and socialize transition plan (e.g. big bang, phased)
Train users of Incident Management tools on the new tool and process
Execute transition plan
Solution risksParticipation of business units
Possible fixes / additional customization requests by users during roll out
may not be fully operational and limit the value that can be provided by
the global Incident Management process and toolset
Skill Sets
2 Training Consultants, 13 Client Incident Owners (one from each BU), 1
Tool Specialist, 1 Project Manager, 1 Organizational Change Consultant
Priority: Medium Dependency Incident Management tools (Initiative 5) must be complete
Gaps Closed IMP4, IMP7, IMP13, IMP14, IMP16, IMP17, IMP19, IMP1, IMP6,
IMP13, IMP14, IMP17, IMP19, IMP9, IMP15, IMP20
Global Technology Services
I iti ti 9 (I9) T iti P bl M t
Initiatives
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Initiative 9 (I9): Transition Problem Management
DescriptionThe purpose of this initiative is to roll out the Global Problem Management
Process and tools to the BUs within Client and facilitate the adoption of the
Global Problem Management process and tools
Time & Effort –
BenefitsEnsures global Problem Management process is deployed to all Client
business units in an orderly manner
Facilitates the adoption of the Problem Management process within eachbusiness unit
Ensures users of the new Problem Management process are executing it
properly and as intended
Resources –
High Level Tasks Create Training curriculum
Create and socialize transition plan (e.g. big bang, phased)
Train users of Problem Management tools on the new tool and process
Execute transition plan
Solution risksParticipation of business units
Possible fixes / additional customization requests by users during roll out
may not be fully operational and limit the value that can be provided by
the global Problem Management process and toolset
Skill Sets
2 Training Consultants, 13 Client Problem Owners (one from each BU), 1
Tool Specialist, 1 Project Manager, 1 Organizational Change Consultant
Priority: Low Dependency Problem Management tools (Initiative 6) must be complete
Gaps Closed IMP4, IMP7, IMP13, IMP14, IMP16, IMP17, IMP19, IMP1, IMP6,
IMP13, IMP14, IMP17, IMP19, IMP9, IMP15, IMP20
Global Technology Services
I iti ti 10 (I10) T i i
Initiatives
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Initiative 10 (I10): Training
DescriptionThe purpose of this initiative is to facilitate adoption of best practices within
the Client organization. Furthermore, this initiative is intended to foster a
best practices operational environment
Time & Effort –
Benefits Ensures all members using the IT environment are following best
practices
Minimize potential audit violations stemming from users circumventingthe Change Management Process
Provides IT staff with an understanding of best practices they can apply
to improve operations
Provides IT staff with a common model and language that will facilitate
communication
Resources –
High Level Tasks Select training approach (train the trainer, training consultants, etc.)
Create training curriculum
Establish education tracking system
Train staff
Assess skills and train as necessary
Update training curriculum as appropriate
Validate supplier training in ITIL
Solution risksIt may be difficult to agree on a best practices framework, as some Client
business units do not have not adopted a methodology or follow other
methodologies such as MOF
Vendors not willing to participate in certification process
Suppliers providing sufficient evidence their employees have had training
Skill Sets
2 Training Consultants, 1 Training Coordinator
Priority: Medium
Dependency Best practices framework selection / standardization
Gaps Closed CM26, CM37, IMP2
Global Technology Services
I iti ti 11 (I11) O ti i ti
Initiatives
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Initiative 11 (I11): Optimization
DescriptionThe purpose of this initiative is to optimize IT processes and operations on
an ongoing basis to ensure IT operations are running effectively and
efficiently
Time & Effort –
Benefits Helps identify and correct potential gaps and deficiencies in processes
Ensures processes are being maintained and are evolving with
changing business needs Ensures processes continue to mature and maintain tight integration
Resources –
High Level Tasks Review process metrics and reports for IT processes
Identify opportunities for improvement
Create initiatives / projects to execute improvement activities
Solution risks No support or focus to continually improve processes
May lose priority over time
Skill Sets
13 Client Process Managers, 3 Client Process Lead
Priority: Medium Dependency None
Gaps Closed CM5, CM6, IMP5, IMP11, IMP12
Global Technology Services
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Contents
Summary Looking forward
Approach
Current state overview
Vision
Detailed Assessment Gaps & recommendations
Initiatives
Global migration considerations
Roadmap
Appendices
Global Technology ServicesGlobal Migration
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Several considerations may need to be made to determine the
readiness of each business unit to migrate to global processes
The global process should recognize and preserve the level of service that
business users supported by smaller business units require
Training for the new process and tool must be provided in order for the solution
to be successful
During the pilot phase of the new process implementation, smaller organizations
with limited resources may need supplemental staffing to maintain currentoperating levels
− Two processes running in parallel prior to cutting over to a new process in order to maintain
process integrity (e.g. losing track of a Change requests or Incident tickets)
− Migrating from homegrown (e.g. Lotus System Change Management) to enterprise wide system
tool
Existing Release Management tools may need to integrate with the new globalChange Management system, or that functionality will need to be provided in the
new system
Some business units do not have all required roles to support role based process
execution
Global Technology ServicesGlobal Migration
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Global migration considerations: ResCap, Financial
Services (Corporate, NAO, GMO, MIC, IO)Considerations Workarounds Process Area
There are currently numerous integrations with 3rd
party vendors in the FS and ResCap environment
which could pose an issues during the integration
phase
If 3rd
party vendors are not willing to integrate with
the new Change Management tool or leverage the
process until after contract negotiations in 2011,
the value in the invest may not be realized until
then
The large size of FS and ResCap may result in in a
slower adoption of the new process and tools forChange and Incident Management
Due to the large volume of changes processed
through the current process and tools (1,200) there
is a potential issue for data loss when migrating to
the new process
Legacy data may be lost or hard to access after
switching to the new tool
Ensure the maintenance of the legacy
Change Management system in read
only mode once full cutover has
occurred
Change Management
There may be issues in reconciling and agreeing to
terminology used in the FS process and ITIL. E.g.Model change (FS & ResCap) and Pre-approved
(ITIL)
Conduct guiding principles workshop to
determine how decisions and changesto the process will make (e.g. we will
use ITIL terminology in all areas) to
minimize descent for this area
Change and Incident
Management
Start integration discussions with
vendors early. Include vendor in
discussions of tool and process
changes as early as possible to provide
them with the ability to either integrate
with the new process and tool or
migrate to the tool
Change Management
Establish a communication plan to
communicate changes to the newprocess and tools to users.
Furthermore, operate the two systems
in parallel for a short duration (1 month)
to ensure no information is lost prior to
full cutover
Change Management
and Incident
Management
Global Technology ServicesGlobal Migration
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Global migration considerations: ResCap IBG
Considerations Workarounds Process Area
There are multiple languages used in Central
Europe, a geography which is covered under
ResCap IBG. This may pose some languageissues and may hinder the rollout and adoption of
the process and toolsets
Ensure training material is developed in
multiple languages. Furthermore,
ensure the tool used to implement andsupport these processes are capable of
supporting multiple languages
Change Management
and Incident
Management
As there are no formal Change or Incident
Management resources, it may be difficult to
identify the target audience for the training for
Change and Incident Management
As part of rolling the Change and
Incident Management processes out to
this group, launch an education
program to ensure the group is clear on
the roles of Change and Incident
Management personnel and can
identify core supporters of the Change
and Incident Management process
Change Management
and Incident
Management
A centralized IT processes for Change and Incident
Management may be too onerous for anorganization their size
Ensure the tool provides flexibility and
sufficient automation to support smallerorganizations without impacting their
efficiency
Change and Incident
Management
The tight integration between change and release
management and the overlapping tasks may need
to be considered when delineating the Change
Management process from the Release
Management process and defining the tool
requirements
Ensure requirements are thoroughly
gathered for this group. Furthermore,
ensure the group understand the
differences between Change and
Release management prior to roll out of
the process and tools. Ensure the tool
can integrate with their existing tool
which is used for both Change and
Release Management
Change Management
The existing Change / Release Management toolmay not be able to be retired because of the
release activities supported through the tool and a
heavier overhead may result in trying to maintain
the two
Seamless integration and automationwith Release Management tools should
be part of the tool and process
requirements for this group for
designing the new process and toolsets
Change Management
Incident Management is supported through email in
some regions. Larger education efforts may be
required to migrate users from emailing to tool
based Incident Management system
Ensure the value and benefits of a
structured process and formal tool are
articulated to supported users prior to
rollout
Incident Management
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Global Technology Services
Gl b l i ti id ti Ab S
Global Migration
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Global migration considerations: Aba Seguros
Considerations Workarounds Process Area
Aba Seguros is primarily Spanishspeaking. This may pose some language
issues when may hinder the rollout and
adoption of the process and toolsets
Ensure training material is developed in multiplelanguages. Furthermore, ensure the tool used to
implement these processes are capable of supporting
multiple languages
Change Management
and IncidentManagement
Current difficulty in communicating the
importance of Change Management may
also impact future adoption of the new
global process and toolsets
Start an early awareness campaign of the corporate
direction to consolidate processes and tools.
Furthermore, articulate value proposition of Change
Management combined with a global process and
toolset
Change Management
Aba Seguros is currently well positioned to
migrate to a global Change and Incident
Management toolset as they leverage ITIL
best practices across their current
operational model
N/A Change and Incident
Management
Global Technology Services
Gl b l i ti id ti C i l Fi
Global Migration
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Global migration considerations: Commercial Finance
Considerations Workarounds Process Area
This group currently has a level of service
expectation from the business. Moving to a
new process could potentially degrade the
level of service
Understand current SLAs / OLAs
and ensure the processes forChange and Incident Management
are streamlined and automated
enough to support these SLAs. If
no formal SLAs are in place with
certain supported customers,
establish them
Change and Incident
Management
The group believes they have very demanding
SLAs and unique customer requirements
which may impede the adoption of global
processes and tools for Change and IncidentManagement
Include CF in all requirements
gathering workshops and design
efforts to ensure their requirementsare accounted for
Change and Incident
Management
The staff required to support a global process
may not be available in this group
Define roles and responsibilities
required to support the new
process. Ensure sufficient
automation is in place to improve
the efficiency of the processes
Change and Incident
Management
Buy-in by senior management within CF is
required in order to move forward with the
vision of global processes and toolsets
Currently the corporate direction to migrate toa singular process is not fully communicated to
the group. Users not understanding this vision
will impede GMAC’s ability to effectively roll
out the global processes to this business unit
Change and Incident
Management
Initiate an awareness campaign of
the corporate direction that also
articulates the value proposition for
moving to a global Change andIncident Management process (e.g.
will improve service quality, etc.)
Global Technology Services
C t t
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Contents
Summary
Looking forward
Approach
Current state overview
Vision
Detailed Assessment
Gaps & recommendations
Initiatives
Global migration considerations
Roadmap
Appendices
Global Technology Services
R d
Roadmap
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Roadmap
7/13/2009 12/31/2010
10/13/2009 1/13/2010 4/13/2010 7/13/2010 10/13/2010
7/13/2009 10/30/2009
10/13/2009
Incident Management7/13/2009 10/30/2009
10/13/2009
Change Management
7/13/2009 10/30/2009
10/13/2009
Problem Management
8/3/2009 5/31/2010
10/1/2009 1/1/2010 4/1/2010
8/3/2009 5/31/2010
10/1/2009 1/1/2010 4/1/2010
8/3/2009 5/31/2010
10/1/2009 1/1/2010 4/1/2010
1/4/2010 12/31/2010
1/13/2010 4/13/2010 7/13/2010 10/13/2010
4/1/2010 12/31/2010
4/13/2010 7/13/2010 10/13/2010
8/2/2010 11/30/2010
10/13/2010
8/2/2010 11/30/2010
10/13/2010
8/2/2010 11/30/2010
10/13/2010
Global Change Management System
Global Incident Management System
Global Problem Management System
Transition ChgM
Transition IM
Transition PM
Training
Process Optimization
8/11/2009 10/4/2009
Vendor SelectionLUNAR
10/16/2009
POC
12/1/2009 1/15/2010
Tool Acquisition & Delivery
4/1/2010 4/30/2010
Prep for Data Load
4/30/2010
Tool Integration Begins
6/17/2010 8/16/2010
Limited Pilot
10/14/2010 12/31/2010
Post Go-Live Activities
10/13/2010
GO LIVE
Level of Importance
Medium
High
Low* Dates are tentative outlook dates
12/31/2010
All Systems Operational
Global Technology Services
C t t
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Contents
Summary
Looking forward
Approach
Current state overview
Vision
Detailed Assessment
Gaps & recommendations
Initiatives
Global migration considerations
Roadmap
Appendices
Global Technology Services Appendix A
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Appendix A
Global Technology Services
Glossary of Terms
Appendix A
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Glossary of Terms
Terms Definition
CDM Common Data Model
CF Coupling Factor
CMDB Configuration Management Database
CoE Center of Excellence
CSC Computer Sciences Corporation
Connect Direct File exchange protocol
ESM Enterprise Systems Management
IM Incident Management
OAT Operational Acceptance Test
OLA Operational Level Agreement
PD Problem Determination
PLA Performance level agreement (this includes SLAs, UCs, OLAs)
PM Problem Management
QA Quality Assurance
RCA Root Cause Analysis
SIT Systems Integration Test
SLA Service Level Agreements
SPoF Single Point of Failure
UAT User Acceptance Test
UC Underpinning Contract
WAS WebSphere Application Server
Global Technology Services
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Appendix B
Global Technology Services
Client uses a variety of tools across multiple business units
Appendix B
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Client uses a variety of tools across multiple business units
to execute Incident and Problem ManagementApplication Name Vendor Business Unit Tool Type Purpose of Tool
BMC Patrol® BMC N/AIncident/Problem
Management
General purpose monitoring
CA Unicenter® TNG CA N/AIncident/Problem
ManagementSAP monitoring
Computer Center Management System (CCMS) SAP N/AIncident/Problem
ManagementStandard Application Package (SAP) component monitoring
EDS Enterprise Knowledge Management System (EKMS) N/AIncident/Problem
ManagementKnowledge management system
EDS Enterprise Oncall Notification (part of VCC –
automation core)N/A
Incident/Problem
ManagementIncident paging and notification
EDS SAP Basis SAP N/AIncident/Problem
ManagementProprietary SAP monitoring and management tooling
Hardware Platform Monitoring N/AIncident/Problem
Management
Platform-specific monitoring capability embedded within
hardware
NetQoS SuperAgent® N/AIncident/Problem
Management
End-to-end application transaction availability and response-
time monitoring (passive)
Oracle Oracle N/AIncident/Problem
ManagementSAP monitoring
Remedy BMC ResCapIncident/Problem
ManagementHelpdesk ticketing, work requests
Remedy BMC CorpIncident/Problem
ManagementHelpdesk ticketing, work requests
Syslog solution (based on Network Intelligence) N/AIncident/Problem
Management
Part of GDT/Renaissance deployments, log file analysis,
alerting, and reporting
Unicenter Service Desk (USD) ResCap
Incident/Problem
Management Helpdesk ticketing, work requests
VCC (Netcool® – part of automation core) N/AIncident/Problem
Management
Event correlation/consolidation/ notification and ticket work
flow integration
VERITAS Precise N/AIncident/Problem
ManagementSAP performance monitoring
Peregrine ServiceCenter (part of Global Workflow) HP N/AIncident/Problem
ManagementService desk/ticketing/workflow management
Sostenuto Sunrise ProvidentIncident/Problem
ManagementService desk / ticketing / workflow management
Total Tools: 17*Tools were listed multiple times to indicate unique implementations / instances
Global Technology Services
Additionally Client uses a variety of tools across its
Appendix B
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Additionally, Client uses a variety of tools across its
organization to execute Chang Management
Application Name Vendor Business Unit Tool Type Purpose of Tool
Change Management In house MIC-ABA Seguros Chg Mgmt Change Management, ticket process.
FootPrints Numara IBG Chg Mgmt Change Management, ticket process. Tool has CMDB module but nodiscovery tool.
IBM Rational for Applications IBM Commercial Finance Chg Mgmt Change Management
IBM Storage Management
SoftwareIBM Commercial Finance Chg Mgmt Monitors the SAN environment/Change Management
Microsoft Operations Manager
2005Microsoft Commercial Finance Chg Mgmt
Windows 2003, 2008 environments
Uses Microsoft & 3rd party management pack solutions to monitor
servers/Change Management/Configuration management
Peregrine ServiceCenter HP ResCap Chg Mgmt Change Management
Provident - in house written
change systemProvident MIC-Provident Chg Mgmt In house system
ServiceDesk+ AdventNet MIC-CCP Chg Mgmt Total management of assets, changes, incidents
Webwerks FS, Corporate, NAO, GMO, MIC, IO Chg Mgmt Internal Change Management tool used by EDS outsourcers
PCR-D.M FS, Corporate, NAO, GMO, MIC, IO Chg Mgmt Internal Change Management tool used by EDS outsourcers
ECM FS, Corporate, NAO, GMO, MIC, IO Chg Mgmt Internal Change Management tool used by EDS outsourcers
PCR-W FS, Corporate, NAO, GMO, MIC, IO Chg Mgmt Internal Change Management tool used by HP and IBM outsourcers
Managed Now IBM FS, Corporate, NAO, GMO, MIC, IO Chg Mgmt Internal Change Management tool used by IBM outsourcer
Remedy IBM FS, Corporate, NAO, GMO, MIC, IO Chg Mgmt Internal Change Management tool used by IBM outsourcer
IBM IIM/OM Remedy FS, Corporate, NAO, GMO, MIC, IO Chg MgmtCentral Change Management tool shared with GM. Source of record for
Change tickets. All vendors integrate with this tool
Remedy AT&T FS, Corporate, NAO, GMO, MIC, IO Chg Mgmt AT&T internal Change Management tool
Service Center ResCap ResCap Chg Mgmt Internal Change Management tool used by ResCap
OpenView Wipro FS, Corporate, NAO, GMO, MIC, IO Chg Mgmt Internal Change Management tool used by Wipro
OpenView HP FS, Corporate, NAO, GMO, MIC, IO Chg Mgmt Internal Change Management tool used by HP
ServiceDesk+ CCPCCP Chg Mgmt
Internal change, incident, problem and configuration management tool used
at CCP
ITSM Frontrange ResCap IBG-UK Chg Mgmt Change Management tool used by ResCap IBG UK
Peregrine CE-US ResCap IBG-US,CE Chg Mgmt Change Management tool used by ResCap IBG US,CE
ServiceDesk+ CE-US ResCap IBG-US,CE Chg Mgmt Change Management tool used by ResCap IBG US,CE
Change Management System Aba Seguros Chg Mgmt Home grown Change Management tool used by Aba Seguros
LandDesk Provident Chg Mgmt Chg Mgmt tool used by Provident
Total Tools: 24
*Tools were listed multiple times to indicate unique implementations / instances
Global Technology Services
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Appendix C
Global Technology Services
IBM recommends roles and responsibilities to consider
Appendix C
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IBM recommends roles and responsibilities to consider
when designing and implementing ITIL-based processes
IBM Tivoli Unified Process (ITUP) Tool
– https://www14.software.ibm.com/webapp/iwm/web/preLogin.do?source=trc80&S_
PKG=dl3
– Site registration (free of charge) is required
Global Technology Services
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Appendix D
Global Technology Services
IBM examined multiple functional aspects of each process
Appendix D
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IBM examined multiple functional aspects of each process
and represented their maturity rating utilizing a radar chart
Change Management
The Process Framework
Define the Mission
– The mission is primarily concerned with IT issues
Establish the Objectives
– Process objectives are defined and understood
Carrying out the Process Activities
Accept & classify changes
– Good enforcement of required information.
– Some RFC's are rejected early on if data is missing, or there are
obvious conflicts.
Review changes via change advisory board/Emergency committee
– Evaluation regularly includes standard risk and impact assessment.
Authorize & Schedule changes
– Most changes formally approved by the appropriate Change Authority
Manage & coordinate change implementation
– Change activities and prerequisites are fully defined
Monitor & report
– Change process is monitored and is effective for major changes
Review & close RFCs
– Standard procedures require results for change implementation to be
documented
Interface-Release Management
– Regular information ex-change between Change Management andRelease Management
Carrying out the Process Activities
Interface-Configuration Management
– Regular information ex-change between Configuration Management
and Change Management
Interface-Service Desk
– Regular information exchange between the two processes.
Organizational Clarity and Capability
Ownership Defined
– Single owner identified as focal point of the process.
Roles and Responsibilities
– Roles and responsibilities have been agreed to and documented
Organizational Clarity and Capability-Skills
– IT Strategy skills very good and cover most aspects of the solution.
Tools
Tools
Tools or Methodology-Scope
– Rigorous approach de-fined with methods and tools to understand
process execution.
Tools or Methodology-Usability
– Basic functions of most methods and tools easy to use,
Tools or Methodology-Automation
– Many of the process steps are automated, along with integrated
interfaces to other processes
Tools or Methodology-Integration
– Key management tools are integrated
Measurement and Control
Measurement and Control-Measurement
– Measured regularly, and measures are linked to process mission andobjectives
Measurement and Control-Control
– Most controls have been defined, documented established, and
compliance is regularly checked.
Measurement and Control-Understanding Customer Satisfaction
– Measured regularly, typically meets expected levels of satisfaction and
cost
Measurement and Control-Improving the Process
– Most parts of the process are regularly re-viewed and improved
Global Technology Services
IBM examined multiple functional aspects of each process
Appendix D
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p p p
and represented their maturity rating utilizing a radar chart
Incident Management
The Process Framework Define the Mission
– The mission is primarily concerned with IT issues
Establish the Objectives
– Process objectives are defined and understood
Carrying out the Process Activities
Incident detection & recording
– Major incidents are recorded and/or passed to the Service Desk, which
stores them in a common incident database
Classification & initial support
– Incidents are classified and prioritization is based upon IT andsometimes business considerations through SLAs.
Investigation and Diagnosis
– Incidents are investigated and analyzed; workarounds usually advised
and/or found to minimize user impact
Resolution and recovery
– Incident is resolved as soon as possible by appropriate staff and
passed on for closure. Resolution actions are documented.
Incident closure
– IT personnel and users usually get notified of incident closure, and
status is changed to “closed” in the system
Ownership, monitoring, tracking and communication
– Service Desk oversees resolution for most incidents, prioritizes high-impact ones, and performs a degree of monitoring and communication
with the affected users
Interface-Change Management
– Incident and Change Management data exchange happens
consistently
Interface-Problem Management
– Problem Management and Incident Management exchange hap-pens
Organizational Clarity and Capability
Ownership Defined
– Single owner identified as focal point of the process.
Roles and Responsibilities
– Roles and responsibilities have been agreed to and documented
Organizational Clarity and Capability-Skills
– IT Strategy skills very good and cover most aspects of the solution.
Tools
Tools or Methodology-Scope
– Rigorous approach de-fined with methods and tools to understandprocess execution.
Tools or Methodology-Usability
– Basic functions of most methods and tools easy to use,
Tools or Methodology-Automation
– Many of the process steps are automated, along with integrated
interfaces to other processes
Tools or Methodology-Integration
– Key management tools are integrated
Measurement and Control
Measurement and Control-Measurement
– Measured regularly, and measures are linked to process mission and
objectives
Measurement and Control-Control
– Most controls have been defined, documented established, and compliance is
regularly checked.
Measurement and Control-Understanding Customer Satisfaction
– Measured regularly, typically meets expected levels of satisfaction and
cost