FERMILAB-SLIDES-18-045-CD Driving Strategic Alliance — with Best Practices Tammy Whited NLIT 2018 24 May 2018 FERMILAB-SLIDES-18-045-CD This manuscript has been authored by Fermi Research Alliance, LLC under Contract No. DE-AC02-07CH11359 with the U.S. Department of Energy, Office of Science, Office of High Energy Physics.
Driving Strategic Alignment With Best Practices Tammy Whited, Head of Service Management, OCIO, Fermi National Accelerator Laboratory (Fermilab) Do you have a strategic and trusted relationship with your business partners? Does your leadership team have the right capabilities, competencies and skills to deliver on what the business needs? Discover how Fermilab uses best practice frameworks and standards such as ITSM, Enterprise Architecture and ISO to enable a strategic approach to IT management. Find out details on Fermilab's Service Strategy and Service Design roadmap and how they achieved success in their strategic alignment with the business of science. 2 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
About Fermilab Fermilab is America's particle physics and accelerator laboratory. Our vision is to solve the mysteries of matter, energy, space and time for the benefit of all We build enormous particle accelerators We use these machines to search for and gigantic the smallest things we can find in particle nature, and learn more about them. detectors. The goal is to find out more about how the universe works. Long Baseline Neutrino Facility / DUNE 3 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
Agenda Strategy & Alignment Design & Transition Operations 4 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
Fermilab’s Service Management Journey Why ITSM? 5 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
Fermilab’s ITSM Journey 2008 2009 2010 2011 2012 2015 2016 2018 • Consolidation Strategy • Established • Common • Information Terminology Systems Portfolio • Building • Functioning IT • Scientific Portfolio Processes • Obtained ISO20K Management System • Getting buy-in Established • Service Design, Certification for 16 • Service Service Transition processes and 19 Management and Service service areas Office Operations • • CSIP Business • ISO20K Recertified Relationship • Org Change Mgmt Management Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018 6
North Star Start with End in Mind Science ~ Business ~ IT 7 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
Progression Analogy 1. Consistency 1. Operations 2. Control 2. Transition 3. Depth 3. Design 4. Spin 4. Strategy 5. Power 5. Continuous Improvement Service Management Tennis Stroke 8 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
Fundamental Building Blocks ISO20K PMiBok TOGAF Policy NIST ITIL Cobit Agi Data le EA SM Cyber PMO Organization Change Management 9 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
Developing the Fundamentals We work hard to ensure that our computing workforce are aware of the fundamentals and we have a few requirements that help us to ensure this. - Investment in staff training is key - ITIL v3 ½ day training for service owners/providers - ITIL v3 foundation certification for process owners and service owners if they are interested - Monthly service owner training - Regular check points with computing management to ensure we are aligned with the fundamentals - Integrate fundamentals in how we do business, with strong management support 10 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
Strategy Mechanics • Development and maintenance of a Strategic Plan • Computing Operating Model • Development of Financial Cost Model to understand the true cost of providing Computing services • Expanded use our Demand Management and Portfolio Management processes and tools to capture, evaluate and prioritize all demands or requests • Strategic partners through our Business Relationship Management process • Manage Organization Change for all IT projects • Implementation and management of Enterprise Architecture • Robust Cyber Security program 11 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
Vi si o n ~ G ui d a n c e ~ Ali g n m e nt c oll a b or ati o n wit h o ur s ci e ntifi c A T ec h n ol o g y Visi o n F or 2 0 2 0 F Y 2 0 1 6 – F Y 2 0 2 0 Str at e gic Pl a n n g F er mil a b C o m p u 1 2 T a m m y W hit e d | Dri vi n g Str at e gi c Alli a n c e wit h B e st Pr a cti c e s 5/ 1 6/ 2 0 1 8 Str at e gi c Pl a n c o m m u nit y a n y pl a c e, o n a n y d e vi c e, i n f ull C o m p uti n g Mi s si o n i nf or m ati o n a n d s er vi c e s, a n y ti m e, Pr o vi d e s e c ur e a n d r eli a bl e a c c e s s t o • C o m p uti n g Vi si o n pr o vi d e s a m o d er n u s er e x p eri e n c e. b u si n e s s of t h e l a b or at or y a n d mi s si o n; effi ci e ntl y e x e c ut e t h e F er mil a b t o a c hi e v e it s s ci e ntifi c s ol uti o n s a n d s er vi c e s t h at e n a bl e D eli v er ti m el y, i n n o v ati v e c o m p uti n g • St
Financial Management - Service Costing – Maturity model Understand the value of computing services Costs are Enable value capture and creation portrayed in total for Service All Internal and Ensure enhanced decision making Offerings, and pooled costs are unit prices or distributed and Service Areas are rates are amortized to just broken down into extracted from the right services detailed Service the same data. and accuracy is Offerings and specific customer- improved. Service Areas driven purchase overall are decisions–for the subdivided by purpose of service customer, improvement and Costs are linked to documenting portfolio high-level services utilization in some management. or shared cost form as a basis for pools and are allocations. based on Not all costs can consistent. Where we are be aligned with services. today 0 I II III IV V Traditional Transparency Fair Demand Accuracy Rates Budgeting allocations management 13 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
Customer Alignment Business Relationship Management identifies the needs of customers and ensures that appropriate services are developed to meet those needs. Demand Management seeks to understand, anticipate and influence customer demand for services. Portfolio Management ensures that service providers have the right mix of services to meet required business outcomes at an appropriate level of investment. Business Relationship Management Portfolio Demand Management Management 14 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
Business Relationship Management Active and effective liaisons are key to success • Business liaisons have IT management experience as well as business area knowledge and expertise • Scientific liaisons are scientists that reside in Computing and are embedded within experiments and projects Lab Organization Advise and assist customers through day-to-day interactions with Computing Divisions • Advocate for divisions, experiments, and/or projects Sections • Communicate about existing, new and changed services and programs • Pay attention to ensure issues are addressed in a timely manner Business Service Liaisons Enterprise Architecture Lab Science Experiments PMO Scientific Service Liaisons Service Providers Projects (Core & Scientific Computing) Computing IT Security Management Computing Sector 15 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
Demand and Portfolio Management Implementing Demand Management • Processes and tools to capture, evaluate and prioritize all demands or requests • Business Relationship/Portfolio Manager – Provide the primary and strategic engagement with customers – Identify, categorize and shape (i.e., “flesh out”) all demand – Route demand requests to the right portfolio or IT fulfillment team Revitalized Portfolio Management • Expanded definition of “portfolio” to include projects, releases and operations • Expanding scope of IT Executive Council to be directly accountable for portfolio decisions (rather than simply consulted) • Expanding monetary scope of Information Systems portfolio • Integrated Portfolio Management review and approval processes with Enterprise Architecture and Information Security 16 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
Pulling it All Together - Funnel and Pipe Model This has been a very effective tool in Figure 4. excerpt from MANAGING & ORGANIZING THE ITSM OPERATING MODEL “Funnel Through The Pipe Into The Power Plant” by Jack Probst, Principal communicating how this will work Consultant, Pink Elephant 17 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
Finance Roadmap FY18-CY23 18 Tammy Whited | Driving Strategic Alliance with Best Practices 5/16/2018
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