Workshop Training

IT Strategy Workshop Training
deeper
Copyright IBM Corporation 2008
Dynamic Infrastructure
Agenda
IT Strategy Workshop Overview and Kit IT Strategy Workshop Discussion Guide IT Strategy Workshop Process Flow and Facilitators Guide Pre-Workshop Call and Data Collection Conducting the Workshop Sample Deliverable
2008 IBM Corporation
The IT Strategy Workshop will help create a prioritized action plan for the client Description
Workshop Goals
-
Overview
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Understand clients Infrastructure needs Understand the proper IT provider relationship for this client Understand the Dynamic Infrastructure vision and its applicability to the clients organization Identify current state of the client towards building a Dynamic Infrastructure Develop a high-level vision to begin the journey towards a Dynamic Infrastructure. Build a prioritized action plan towards implementing that vision A one day planning workshop Joint high level review of the clients business plans, IT plans, IT infrastructure and services Develop a prioritized list of short and longer term activities for further analysis or implementation that will drive evolution into a Dynamic Infrastructure.
Facilitated by 2 executive consultants Pre-workshop discussion to review scope, roles and responsibilities May include Dynamic Infrastructure education
Client Deliverables
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.pdf file containing analysis and includes roadmaps for closing key gaps .pdf file containing project descriptions
Workshop Scope
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Feedback should be available to the client within 7-10 business days of the workshop
Workshop Kit
Facilitators Guide Workshop Discussion Guide Pre-workshop Call Presentation Template Data Collection Template Workshop Presentation Template IT Provider Relationship Scoring Worksheet Workshop Sample Deliverable
IT Strategy Workshop Discussion Guide
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Building a dynamic infrastructure
.requires an integrated, holistic approach aligned with business strategies, initiatives and objectives.
6 2008 IBM Corporation
Building a Dynamic Infrastructure is a journey
these interrelated initiatives can provide the DNA needed to thrive in a smarter planet.
Three Phases of Building a Dynamic Infrastructure

Business Initiatives
Service Management
Asset Management
Virtualization and Consolidation
Information Infrastructure
Energy Efficiency
Security
Business Resilience
Strategy
Recognize Interdependencies
Tie to Business Strategy
Define or Refine an IT Strategy aligned with Business Strategies and Initiatives by
Architecture and Design

Standards and Governance
Examining Current & Desired Architectures, Standards and Governance
Implementation and Maintenance
Implementing and Maintaining Processes
IT Strategy Workshop 1. How does the business view IT? 2. Do IT initiatives align with the business strategy? 3. Where are you in each area and where are you headed? 4. Sanity check. Is this where you need to be? 5. Adjust desired future states to align business and IT. 6. Identify and prioritize gaps. 7. Build roadmaps and plans.
IBMs own smart transformation has delivered results
1997
Today 1 7 5 1 4,700
IBM IT Transformation
IBMs IT transformation continues: our own IT investments over the past 5 years have delivered a cumulative benefit yield of $4.1B
CIOs Host data centers Web hosting centers Network Applications
128 155 80 31 15,000
Data Center Efficiencies Achieved
Consolidation and virtualization - thousands of servers onto approximately 30 IBM System z mainframes Additional virtualization leveraging System p, System x and storage across enterprise Substantial savings being achieved in multiple dimensions: energy, software and system management and support costs The virtualized environment will use 80% less energy and 85% less floor space 2X existing capacity, no increase in consumption or impact by 2010 Self-service for 3,000 IBM researchers across 8 countries Real time integration of information and business services
Project Big Green
Cloud-enabled on demand IT delivery solution
10
What is the IT Strategy Workshop?

CIO and direct reports IT architects and analysts
Who attends?
How long?
1 day workshop plus some data gathering and final presentation
What are objectives?
Define or refine IT strategy to ensure alignment with business strategies and initiatives Identify and prioritize IT infrastructure gaps Create roadmaps to close high priority gaps Analysis on strategic alignment between IT and the business Roadmaps towards closing high priority infrastructure gaps
What are the outputs?
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The IT Strategy Workshop

Uses a Defined Methodology to Identify Strategic Business Alignment, Strategic Gaps, and Develop a Roadmap
X86-based Servers
[A40102DP03, C40402DP02, A40103PE01]
S40202DP01: Develop Server Platform Selection Criteria and Patterns
S40202DP02: Update the Systems Development Lifecycle to incorporate the platform selection process
4. Roadmaps Create Roadmaps Identify initiatives for each gap 3. PrioritizationS40202PE01: Consolidate x86based application Prioritize gaps instances across Select gaps for building the enterprise roadmaps S40202DP08:
Pilot x86-based server virtualization technologies across two or more LOBs/ application areas S40202PE02: Expand the use of blade server technologies S40202DP10: Pilot the use of grid technologies across x86-based platforms to reduce the time to results for selected applications across the enterprise [C40702DP03 C40702DP02 C40702DP01] S40202PE04: Expand the use of x86 virtualization technology across the enterprise
S40202DP03: Inventory server assets and assess for consolidation opportunities
S40202DP05: Consolidate x86-based application instances across two or more LOBs/ application areas
S40202DP04: Determine best fit workload platform using the server selection process
1. Strategic Alignment Analysis [S40504DP04, Select Business S40504DP01, C40701DP02, Initiatives S40505DP02, C40701DP06] Determine IT Provider Relationship with the Business
2. Current vs Target Gap Analysis for 14 IT [C40701DP06, Characteristics S40505DP02, C40701DP02] Where are you now? Where do you need to S40202DP06: Consolidate standbe? alone servers into blade servers Conduct Gap Analysis S40201DP09:
Review and assess for grid computing readiness
S40202DP07: Conduct a x86based server virtualization Proof of Concept (POC)
[S40504PE01: S40505PE02: S40504PE03]
S40202PE03: Pilot workload management with dynamic virtualization
S40202PE05: Expand the use of grid computing across the enterprise
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The First Step in IT Transformation

Understanding the Needs of the Business, and Aligning IT Actions to that Strategy
High
Provider Relationship Model

Enabler
Provider researches, recommends and implements technology to enable quantum leap in business capability
Partner
Provider works with others to develop a service and provide resources/skills necessary to support the service
Utility
Provider of a quality service at a cost equal to or lower than the competition
Benefit
as IT Value Driver
Commodity
Provider of an adequate service at a cost lower than the competition
Cost
as IT Value Driver
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High
IT Strategy Workshop Evaluates 14 IT Characteristics

Finance Financial Management
Service Support Solution Deployment Service Delivery Service Automation Security & Compliance Management
Process
Domains of Capability
Environment Site and Facilities
Network IT Network Resources

Storage
IT Storage Resources Information Lifecycle Management (ILM) IT Host Resources Unix Servers X86-based Servers Midrange Servers
Compute
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Sample Agenda
For IT Strategy Workshop Discuss Clients Current IT Environment and Future Directions Dynamic Infrastructure Strategy Overview Introduction to Dynamic Infrastructure Strategic Planning Assessment
Evaluate Strategic Alignment

Evaluate Current and Desired Technical Capabilities Prioritize Gaps to Address Plan Next Steps and Wrap-up
IT Strategy Workshop Process Flow

1
Client provides IBM Business Partner team with pre-workshop background materials
IBM, IBM Business Partner and Explore Client participants
IBM Business Partner develops report
IBM Business Partner presents report with discussion
1 - 2 Weeks elapsed time
Assessment
Post workshop Assessment Readout (2 hours)
1 2 weeks
2 4 hours
Workshop prep
Workshop session and assessment review
Detailed roadmap development
Client roadmap presentation
Next Steps
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Excerpts from Deliverable
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Core workshop deliverables include the strategic alignment assessment results, customized roadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business Partner experts, includes:
Strategic Alignment Assessment: How

does the business view IT? Do IT initiatives align with what the business needs from IT?
Summary Assessment : Current vs.

desired future state assessment of IT capabilities.
High

Provider researches, recommends and implements technology to enable quantum leap in business capability Provider works with others to develop a service and provide resources/skills necessary to support the service Provider of a quality service at a cost equal to or lower than the competition Provider of an adequate service at a cost lower than the competition
Priorities selected Projects Selected
4 Enabler
as IT Value Driver
Key observations and recommendations for each domain
3 Partner
Respondents Desired stat
on client priority, showing projects by initiative and interdependencies.
Benefit
Customized selected roadmaps: Based
2 Utility
List of candidate project descriptions:

For entries in the roadmap that will incrementally advance IT capabilities towards the desired future state.
1 Commodity
Cost
High
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Sample Deliverable: Current State of Dynamic Infrastructure

Information Infrastructure Strategy
Provide failover redundancy and support data access Incomplete strategy to optimally handle growth.
Virtualization and Optimization
Facilities and Data Center
Business Resilience and Security
Service Management and Asset Management
Strategy document suggests ITs intent to align with xClients objectives.

Recognized need for virtualization and optimization strategy. Strategy in early stages of development; not yet documented. Tactical reactive approaches substituted for strategy. Undocumented, best-effort backup and recovery capabilities. ___________________________ Security strategy to balance risk versus expense. React to exposures as identified by audit processes. No overall documented service management or asset management strategy.
Some documented standards but often ignored. Multiple vendors, multiple SANs. Early stages of defining data classes and retention/archival policies towards implementing limited ILM requirement. Under consideration and development pending creation of strategy. Early stages of some consolidation using blades. Tactical approach to supplement xClients facilities with rented DC space. Incomplete research for factbased architecture and design alternatives. Multiple sites, self designed and implemented failover for storage. ___________________________ Varied security architecture largely driven by individual vendor products security standards. Some documented processes. Some staff ITIL education. Early stages defining services catalog.
3 sites with 2-way failover by application. High information growth rates and indefinite retention demands contribute to facilities issues.
Some storage virtualization. All other areas awaiting completion of strategy, architecture and design.
Power, space and cooling issues severely compromise DC stability and effectiveness. Impede ability to deploy and/or grow strategic applications.
Critical server failover exposure. ______________________________ 3 sites with 2-way storage failover by application. Dependent servers lack failover or off-site failover capabilities. Minimal process related security incidences.
Non-integrated tools do not cover many service management areas. Opportunity to further exploit installed tools. Resource challenges for failover & stress testing. Usage statistics not collected. Multiple manual Asset DBs.
Many infrastructure pillars are in early stages of formalizing strategy and architecture. Statistics-gathering processes and tools that support fact-based decision-making need improvement. Space, power and cooling constraints severely limit ability to grow or support new strategic applications.
Minimal to no progress
Moderate or in-progress
Significant progress to completion
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Strategic Alignment Assessment:

How does the business view IT? Do IT initiatives align with what the business needs from IT?

Finance Process Environment Network Storage Compute Discrete
xClient Business/IT Goals & Initiatives
Key observations and recommendations for each domain Customized selected roadmaps:
Based on client priority, showing projects by initiative and interdependencies.
Partial Integration
Enterprise Integration
Defined Value Net
Open Value Net
List of candidate project descriptions: For entries in the roadmap

that will incrementally advance IT capabilities towards the desired future state.
Scope of services
Assess current state Determine future state Identify required capabilities and initiatives Develop roadmaps
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Core workshop deliverables include the assessment results, customized roadmaps and project details.

Observation Compute Storage Resources
-Standardization
Recommendations Storage Resources

Determine storage migrations relative importance in light of other IT projects and allocate additional resources as necessary. Investigate the use of storage virtualization as an optimizing enabler for enterprise shared storage model - Implement a tiered storage architecture across the enterprise using appropriately defined technologies at each tier, i.e., SAN, NAS, Virtual Tape, etc. - Implement an Information Lifecycle Management architecture to optimize existing storage usage and decrease storage costs.
-
Summary Assessment : Current vs. desired

future state assessment of IT capabilities.
on xVendor storage is resulting in a large storage migration project. This project is proceeding slowly due to resource constraints. -No storage virtualization in use

Customized selected roadmaps: Based on
client priority, showing projects by initiative and interdependencies.
ILM
-xClient
IT provides and supports ILM only for selected customers and otherwise has no overall ILM strategy . -Rather than customers selecting data tiers from a standard set of definitions with minimal customization, each ILM contract customer defines data tiers unique for their organization. -Current work underway to examine like groups of contract terms for defining common cross-organization data tiers.
ILM
Leverage techniques and skills gained from individual accounts ILM implementations across all of xClient. Continue data tiering analysis. - Investigate appropriate tools and architectures to support ILM standards, policies and processes across all of xClient. - Establish governance processes to ensure adherence to ILM standards policies and processes.
-
Networking
-Project
underway to migrate xClient network infrastructure to existing xClient's Internal IT network
Networking
-

Complete migration to xClient's Internal IT network Assess xClient's Internal IT network security architecture and implementations to ensure xClient customers network security requirements can be met.
21


Key observations and recommendations for each domain Customized selected roadmaps: Based

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IT Strategy Facilitators Guide Excerpts
Louise Hemond-Wilson
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Steps in the Workshop Facilitators Guide
1. COORDINATION OF THE DELIVERY TEAM: The delivery resources need to contact each other to determine who carries the lead/ownership for which portion of preparing and conducting the workshop. This is a needed step to ensure equitable division of labor. Major task areas needing ownership are:
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Arranging the call with the IBM or IBM Business Partner sponsor. Preparing the pre-workshop .ppt file, distributing to the client, ensuring the call gets scheduled by the account team. Leading the pre-workshop call discussion with the client. Interacting with the client for logistical details and obtaining pre-workshop materials. Preparing the workshop tool, the workshop .ppt file and the CUPE .xls spreadsheet. Scheduling the immediate pre-workshop meeting for the delivery team and the account team. Leading different portions of the workshop. Owning the creation of the .ppt Final deliverable, the creation of roadmaps and the creation of the project document. Scheduling the final presentation walkthrough with the account team. Scheduling the final presentation with the client. Sending materials to the account team and the client. Posting the deliverable in the team room.
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Steps in the Workshop Facilitators Guide continued
2. CALL WITH THE IBM OR IBM BUSINESS PARTNER SPONSOR: Upon the customer committing to an IT Strategy Workshop and being assigned as a deliver resource team, schedule a quick 15-30 minute call with the IBM or IBM Business Partner sponsor. This discussion does not have a set of .ppt slides. During this call the delivery team will review with the IBM or IBM Business Partner Sponsor:
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General workshop process. The sales teams role to attend but primarily listen at the workshop. Explain the importance of the workshop delivery team helping the sales team most by distancing themselves from the direct selling efforts as that would undermine credibility of the workshop delivery team and weaken the respect afforded to their recommendations. Explain the sales teams role in the follow-up process and the documents they should expect to receive from you following the workshop (.PDF of the project and final reports). Set expectations for any pre-workshop meeting with the account team and workshop delivery team either the evening before the workshop or the morning of the workshop. Probe the sponsor for additional background information regarding the client. Answer any questions the sponsor may have about the workshop. Ask the IBM or IBM Business Partner sponsor to arrange a 30-60 minute pre-workshop conference call with the client sponsoring executive. The IBM or IBM Business Partner sponsor should participate in the call as well.
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3.
PRE-WORKSHOP CALL WITH THE CLIENT: This call has a .ppt file. The template for this call is contained in the workshop kit. After modifying the .ppt for the specific client, generate a .pdf file and send to the client sponsoring executive and IBM or IBM Business Partner sponsor prior to the call. During this call you will:
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Review the workshop flow. Discuss logistics. Discuss key participants and their roles including informing the client of the account teams role to primarily listen. Discuss the supplied parameters and pre-workshop data collection document that the client needs to provide to the delivery team at least 1 week prior to the workshop.
4.
-
PREPARE THE WORKSHOP MATERIALS:

After receiving the pre-workshop information from the client customize the workshop .ppt and preload the workshop tool with their information and initiative selections. Setup the CUPE file.
5.
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PRE-WORKSHOP TEAM MEETING: Typically the workshop delivery team and the account team meet either the night before the workshop or the morning before the workshop. This meeting allows the following:
Another review for the account team of the workshop day agenda and expected flow. Reminder to the account team of their role to attend but primarily listen as well as to follow up. The delivery team ensures that multiple people have copies of the workshop materials (workshop tool with client information, workshop .ppt and CUPE .xls) and determines who will lead which part of the workshop, who will complete the CUPE, who takes notes, etc
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6. WORKSHOP: At the conclusion of the workshop query the client for potential dates for the final presentation. Schedule that now if possible or as soon after the workshop as possible. 7. IMMEDIATELY POST-WORKSHOP: Immediately following the workshop or the next day, the workshop delivery team assembles in-person to complete key parts of the analysis and observations. Typically this is the scorecard, the CUPE graph, the Observations and Recommendations at a minimum. Someone should be assigned as owning creating the following parts of the deliverable:
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The Final presentation .ppt The roadmaps (to be incorporated into the Final .ppt) The project descriptions .ppt. This is typically delivered to the client as a separate document since it is often quite large.
8. POST-WORKSHOP: Typically the delivery team uses Sametime Screen Sharing or NetMeeting to work collaboratively on creating the Final .ppt. The team member who owns creation of the Final presentation should schedule time for the team to work together. This is best done as quickly as possible after a workshop. However, due to calendar coordination for the client, presentation of the final deliverable might not occur for weeks or even a month.
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Steps in the Workshop Facilitators Guide
9. PRE-FINAL REVIEW WITH THE ACCOUNT TEAM: Prior to conducting the final review with the customer, schedule time with the account team to review the deliverable. The purpose of this call is to:
-
Make the account team aware of what will be said. Listen to their perspective on how the message will be received or learn of any matters to take into consideration in the analysis. Translate the generic next step and project descriptions into viable IBM or IBM Business Partner services or products that the account team might use in their discussions with the client.
10. FINAL PRESENTATION WITH THE CLIENT: Conduct the final presentation with the client. Capture appropriate client and account team feedback. Send the client .PDF versions of the FINAL and PROJECT files prior to the conference call.
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IT Strategy pre-Workshop Call

Louise Hemond-Wilson: hemond@us.ibm.com
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Agenda
IT Strategy Workshop Technique overview Workshop Delivery Approach, Agenda, and Deliverables Confirm Workshop Objective, Parameters, Scope, and Participants Next Steps
33

Service Management
Asset Management
Energy Efficiency
Security
Business Resilience
Strategy

34

X86-based Servers
[A40102DP03, C40402DP02, A40103PE01]
[S40504PE01: S40505PE02: S40504PE03]
35
The first step in IT transformation must be understanding the needs of the business , and aligning IT actions to that strategy
High

Enabler
Partner
Utility
Benefit
as IT Value Driver
Commodity
Cost
as IT Value Driver
36
High

Process

Storage
Compute
37
The IT Strategy Workshop Adoption Model

..The Scope of Services
Finance Process Environment Network Storage Compute
Dedicated to: LOB or Application Siloed or Geographic Location Oriented
Connected (linked) but not Integrated across the Entire Enterprise.
Horizontal and Vertical Integration

Optimization across the Entire Enterprise
Sharing and Integration with Value Net Partners Based on Preestablished Agreements
Sharing and Integration with Value Net Partners Based on Dynamically and Automatically Established Agreements
Discrete
Partial Integration
Defined Value Net
Open Value Net
Scope of Services
During the workshop the team assesses each of the characteristic sets based on their knowledge of current and desired target state.
39
IT Strategy Workshop creates client-specific IT roadmaps

A IT Strategy Workshop is used to identify current states and desired target states of xClients IT infrastructure capabilities, based on their enterprise business and IT goals and initiatives.
xClients Business/IT Goals & Initiatives
Finance
Process Environment Network Storage Compute Discrete Partial Integration Enterprise Integration Defined Value Net Open Value Net
Scope of services
Assess current state 40
Determine future state
Identify required capabilities and initiatives
Develop roadmaps 2008 IBM Corporation
Agenda
IT Strategy Workshop Technique overview Workshop Delivery Approach, Agenda, and Deliverables Confirm IT Strategy Workshop Objective, Parameters, Scope, and
Participants
Next Steps
41
IT Strategy Workshop Process Flow

1
Client provides IBM Business Partner team with pre-workshop background materials
IBM, IBM Business Partner and Explore Client participants
IBM Business Partner develops report
IBM Business Partner presents report with discussion
1 - 2 Weeks elapsed time
Assessment
Post workshop Assessment Readout (2 hours)
1 2 weeks
2 4 hours
Workshop prep
Workshop session and assessment review
Detailed roadmap development
Client roadmap presentation
Next Steps
42
Agenda for IT Strategy Workshop

Workshop Topic
Welcome, Introductions, Objectives, Agenda

xClient presentation on current IT environment and future directions Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives Lunch Evaluate current and desired technical capabilities Prioritize initiatives Plan next steps and wrap-up
43


High

Provider researches, recommends and implements technology to enable quantum leap in business capability Provider works with others to develop a service and provide resources/skills necessary to support the service Provider of a quality service at a cost equal to or lower than the competition Provider of an adequate service at a cost lower than the competition
Priorities selected Projects Selected
4 Enabler
as IT Value Driver
3 Partner
Respondents Desired stat
Benefit
Customized selected roadmaps: Based
2 Utility

1 Commodity
Cost
High
44
Strategic Alignment Assessment:

How does the business view IT? Do IT initiatives align with what the business needs from IT?
xClient Business/IT Goals & Initiatives

Finance Process Environment Network Storage Compute Discrete Partial Integration Enterprise Integration Defined Value Net Open Value Net
Key observations and recommendations for each domain Customized selected roadmaps:
Based on client priority, showing projects by initiative and interdependencies.
Scope of services
Assess current state Determine future state Identify required capabilities and initiatives Develop roadmaps
List of candidate project descriptions: For entries in the roadmap

that will incrementally advance IT capabilities towards the desired future state.
45

Observation Compute Storage Resources Recommendations Storage Resources
Determine storage migrations relative importance in light of other IT projects and allocate additional resources as necessary. - Investigate the use of storage virtualization as an optimizing enabler for enterprise shared storage model - Implement a tiered storage architecture across the enterprise using appropriately defined technologies at each tier, i.e., SAN, NAS, Virtual Tape, etc. - Implement an Information Lifecycle Management architecture to optimize existing storage usage and decrease storage costs.
-

-Standardization
on xVendor storage is resulting in a large storage migration project. This project is proceeding slowly due to resource constraints. -No storage virtualization in use
Key observations and recommendations for each domain Customized selected roadmaps: Based on
ILM
-xClient
IT provides and supports ILM only for selected customers and otherwise has no overall ILM strategy . -Rather than customers selecting data tiers from a standard set of definitions with minimal customization, each ILM contract customer defines data tiers unique for their organization. -Current work underway to examine like groups of contract terms for defining common cross-organization data tiers.
ILM
Leverage techniques and skills gained from individual accounts ILM implementations across all of xClient. - Continue data tiering analysis. - Investigate appropriate tools and architectures to support ILM standards, policies and processes across all of xClient. - Establish governance processes to ensure adherence to ILM standards policies and processes.
-
Networking
-Project
underway to migrate xClient network infrastructure to existing xClient's Internal IT network
Networking
-

Complete migration to xClient's Internal IT network Assess xClient's Internal IT network security architecture and implementations to ensure xClient customers network security requirements can be met.
46



List of candidate project descriptions: For

entries in the roadmap that will incrementally advance IT capabilities towards the desired future state.
47




48
Agenda
IT Strategy Workshop Technique overview Workshop Delivery Approach, Agenda, and Deliverables Confirm IT Strategy Workshop Objective, Parameters, Scope, and
Participants
Next Steps
49
Workshop objectives:
xClients Objectives:
50
Workshop Parameters: Timeframe, Scope, Partners, Priority and Effort Definitions.
Define the timeframe for the assessment
example: A 3, 4 or 5 year time span or adoption timeline
Define the scope:
The workshop scope was focused on the following areas of the business/IT:
Partners were defined as:
51
The following enterprise business and IT initiatives were established:
xClients Business and IT Initiatives
Simplify to reduce costs Reduce IT Acquisition Cost Improve efficiency to reduce IT costs React to data center facility constraints Improve IT Reliability Improve quality of service Increase Customer Loyalty
Establish a pro-active energy efficiency strategy Increase IT Flexibility Measure IT value to the business Ensure regulatory compliance Develop New Services Support Emerging Markets Improve Market Responsiveness
52
Ensuring success is largely dependant on strong participation.

Recommended xClient Team

IBM Business Partner Team Members
Executive Sponsor Workshop Facilitator IT Management Leaders and Architects Workshop Scribe(s) Business Unit IT Leaders Key Account Team Members (Client Exec, Client IT Architect, Software, etc) Project Managers Subject Matter Experts (where needed) IT Providers/Outsourcer (where applicable) Prior to the workshop, please complete the two-paged pre-workshop data collection questionnaire in the appendix to help us gain a current viewpoint of your environment. The document requests information on:
Prioritized business / IT goals and initiatives - Count of servers, networks and Data Centers - Key Applications - Key DBs - Key systems management tools - SLAs - Current IT Optimization techniques and products - Major Data Center projects Are there any other materials that would benefit the workshop team for review prior to the workshop?
-
53
Agenda
IT Strategy Workshop Technique overview Workshop Delivery Approach, Agenda, and Deliverables
Confirm IT Strategy Workshop Objective, Parameters, Scope, and

Participants Next Steps
54
Review open items for todays meeting

Item
Confirm that sponsor will be prepared to "kick off" the workshop with a 60 minute discussion on their current environment, issues/pains, goals for transformation, and why his/her team is engaged in this workshop. Verify logistics (dates, locations, draft agenda, communication, catering, equipment, room setup, etc) Set target date for completing data collection questionnaire Verify participants
Owner
Complete d
55
To proceed, the following activities are suggested:
Next Steps
1 2 Verify Workshop Participant Availability Verify Workshop Location Logistics
-
3
4
Room Arrangement Workshop Date Projector
Perform the IT Strategy Workshop Together!

Execute next steps with xClient
56
Appendix: Data Collection Questionnaire
To be completed and returned to your IBM Business Partner one week prior to the workshop.
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Dynamic Infrastructure Pre-Workshop Data Gathering

Please complete the following: Client Background Client Sponsorship
Client Name: CIO Name Workshop Sponsor Name Workshop Sponsor Title Sponsor reporting chain to CIO Sponsor reporting chain to CEO Provide executive IT organization chart if available IT Total employees (all of IT) IT Locations (total) Central (Data center) Locations Describe significant outsourcing or out-tasking relationships Primary Intel Suppliers / count of servers Primary Unix Suppliers / count of servers Primary MF Suppliers / MIPS / count of servers Storage Suppliers / Usable capacity in TB Current Optimization Techniques, e.g., virtualization IT Optimization products, e.g., VMWare Number of discrete networks What techniques do you use to manage networks? What network optimization techniques do you use? e.g., compression, TCP termination, caching Key DBs installed Key System Management products Key applications Packaged, Custom, combination When do you want to conduct this workshop? Within how many years do you want to see changes?
Client IT
Client Hardware Infrastructure
Client Network Infrastructure
Client Software Infrastructure Client Applications Schedule Projected Timeframe
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Dynamic Infrastructure Pre-Workshop Data Gathering continued

Please complete the following:
Please select 5 initiatives from the list below that most represent your top Business / IT Goals and Initiatives _____ Simplify to reduce costs _____ Reduce IT Acquisition Cost _____ Improve efficiency to reduce IT costs _____ React to data center facility constraints _____ Improve IT Reliability _____ Improve quality of service _____ Increase Customer Loyalty _____ Establish a pro-active energy efficiency strategy _____ Increase IT Flexibility _____ Measure IT value to the business _____ Ensure regulatory compliance _____ Develop New Services _____ Support Emerging Markets _____ Improve Market Responsiveness
Prioritized Business / IT Goals and Initiatives
SLAs and Service Management
What types of SLAs are in place? Are you meeting your SLAs in all areas? Please describe any problem area SLAs? Has the client implemented or considered a shared services model? Are you planning any major data center consolidation, construction or renovation projects? Do you have space, power, cooling or airflow constraints?
Data Center Strategy
Workshop Participants and Titles 59 2008 IBM Corporation
IT Strategy Workshop
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Workshop Topic

Break
61
Workshop Participants
xClient
Project Leader Project Leader Executive Sponsor
IBM Business Partner

Jane Doe, John Doe, Exec. IT Consultant Sr. Consultant
62
Introductions
Name and title Job responsibility and area Organization or Line of Business Length of experience and/or depth of knowledge within the organization What you would like to get out of this workshop 1 minute maximum!
63
Ground Rules for the Workshop
Stay with the session and stay focused please

-
NO: e-mail, chat/IM, cell phones, blackberrys, pagers Set phones & pagers on vibrate and step out for emergency calls Please no laptop connectivity - between breaks only
Ask questions. Make sure the material is clear to you All points of view are valued All questions are valid Do not reject any idea until it is time for evaluation and selection Philosophical discussions are for lunch and breaks Parking lot for items of discussion that consume time One conversation at a time Try and have some fun
Participate and make your views heard

-
64
From prior interviews, the following workshop objectives were established for xClient:
65

Workshop Topic

Break
66
Discussion on xClient Current IT environment and future directions
What are the key objectives for the IT department at xClient over the next few years? What are the drivers behind those objectives? What major IT projects are planned? Discussion about the data provided before the workshop.
67

Workshop Topic

Break
68

Service Management
Asset Management
Energy Efficiency
Security
Business Resilience
Strategy

71

X86-based Servers
[A40102DP03, C40402DP02, A40103PE01]
[S40504PE01: S40505PE02: S40504PE03]
72
The first step in IT transformation must be understanding the needs of the business , and aligning IT actions to that strategy
High

Enabler
Partner
Utility
Benefit
as IT Value Driver
Commodity
Cost
as IT Value Driver
73
High

Process

Storage
Compute
74


Discrete
Partial Integration
Defined Value Net
Open Value Net
Scope of Services
Dynamic Infrastructure During the workshop the team assesses each of the characteristic sets based on the customers input of current and desired target state.
76

Workshop Topic

Break
77
Discussion about the business / IT relationship at xClient
How would you describe the relationship between the business units and IT? How does the business request services from IT? How important is the cost of a project vs the need to develop a solution that provides leading capability in your industry?
78
The first step in any IT transformation must be understanding the needs of the business , and aligning IT actions to that strategy
High

Enabler
Partner
Utility
Benefit
as IT Value Driver
Commodity
Cost
as IT Value Driver
79
High
Conducting the CUPE Survey
CUPE is assessed via 10 multiple-choice questions Each question will be answered individually by each of the workshop participants. Each participant should write their answers on a blank sheet of paper next to the question number e.g.:
-
Q1 B Q2 C Q3 A
etc.
Answer sheets will be collected at the end of the survey, and the answers averaged for each question, to obtain a collective score for each question
80
Q1 Customer satisfaction measurement is:
a) Less important than achieving cost targets b) Focused on automating activities with increased productivity and/or decrease in product cycle time c) Measured by the customer satisfaction of the business products or services d) Measured by the ability of IT to provide a strategic competitive advantage in the overall goals and initiatives of the business
81
Q2 The corporate view of IT is:
a) A provider of technical services b) A facilitator for organizational efficiency c) A strategic alignment with the business goals and objectives of the enterprise d) A critical enabler of the corporate vision
82
Q3 The enterprise approach toward the IT organization is:
a) As an expense center b) As a service center c) As a profit contributor d) As a variable cost, on demand value center
83
Q4 IT services and solutions are provided to the business at the lowest feasible cost:
a) With minimal consideration for value add b) With equal consideration for quality of service c) With significant value add services d) With the ability to enable business strategies on demand at variable cost
84
Q5 The IT organizations approach to new technologies is:
a) Extremely cautious, rarely implements leading edge technology b) Very cautious, must conform to a confirmed industry best practice c) Cautious, but willing to consider new technologies with a high probably of success d) Aggressive, willing to experiment with new technologies which can potentially provide a competitive advantage
85
Q6 The projects within the IT plan are:
a) Focused primarily on business automation (cost reduction) initiatives, with some projects addressing service quality b) Balanced between automation and service quality improvements, with some resources directed towards enhanced capability
c) Focused on service quality improvement, enhanced capabilities, with some projects focused on automation
d) Focused primarily on enhanced capabilities and service quality improvements, with significant resources directed towards a few big plays exploring advanced technologies
86
Q7 The IT organizations attitude toward risk is:
a) Extremely risk averse b) Risk averse c) Willing to accept some risk if the potential return is large enough d) Embraces risk as a means to gain competitive advantage
87
Q8 The IT Services are:
a) Primarily focused on applications to improve productivity of administrative functions, and are reactive, with the business demanding services from IT b) Primarily focused on productivity enhancements, but IT has a moderate understanding of customer requirements. There is an awareness of customer satisfaction. c) A balance of business driven projects that are enabled by IT and are visible to customers of the enterprise, with internal productivity services d) A mixture of externally-visible services, services for gaining significant competitive advantage and internal productivity initiatives.
88
Q9 The IT Services that are provided to the business:
a) Are standard, basic IT services that will keep the lights on, with nothing unique b) Enable the IT services expected by most organizations within the same industry c) Will provide standardized IT processes and architectures that are relevant to the industry, with a few initiatives which are there to provide competitive advantage
d) Are directly aimed at enabling the organization to provide competitive advantage based on the usage of IT
89
Q10 This enterprise is:
a) Not aware of how their competitors use technology b) Is aware of their competitors use technology, but does not react based on that knowledge c) Watches closely their competitors uses technology, and responds when necessary d) Attempts to anticipate their competitors will use technology, and develops alternative strategies
90
Participant votes will be scored by this simple template to determine an organizations CUPE score The score indicates the nature of the business / IT relationship, and the importance of cost vs business benefit in the IT purchasing process The score will be shared with xClient after it has been calculated.
91
The Purpose of the IT / Customer Relationship Profile
Indicates overall attitude towards the IT function within an organization Illustrates general characteristics of IT within a company No profile is Right or Wrong Profile provides a view against which to consider alignment of IT activities. For example:
-
A Commodity profile IT provider is unlikely to consider solutions that are considered leading edge, or require an enterprise wide investment and standardization A Partner or Enabler profile IT provider will be looking for solutions that provide the business with flexible, innovative IT solutions, and is more likely to consider leading edge technologies
IT architectural recommendations should be made in the light of this view
92
Commodity Profile
Focused primarily on using IT to automate administrative functions at the lowest possible cost Primary characteristics (These objectives are pursued even at the expense of customer
satisfaction, functionality, and performance)
-
Cost control Achieving economies of scale wherever possible
Leader normally does not report to the President or Chief Executive Officer of the enterprise Technical innovation will be almost non-existent, because of the risk / cost involved.
93
Utility Profile
Cost is still a major factor, but:

-
Recognition of, and concern for customer satisfaction More of a customer focus, especially in key areas such as Help Desk Consideration of customer requirements in the selection of IT projects Cost remains a large issue
Business is beginning to relate IT services to business value. If IT organization does not respond adequately, the business units could develop IT services on their own causing unofficial IT islands Might have generalized customer satisfaction surveys Head of IT will probably report to a higher level within the business structure
94
Partner Profile
Business retains some control through participation in setting corporate technical standards and policies. Enterprise wide IT organization focused on effective and efficient use of technology but with a clear vision / mission to support the business units in achieving business objectives. Cost is still a consideration
-
Focus is not on the cost Focus is on business benefit derived from an investment in IT.
Assign advocates to each major business unit. Each business unit has a liaison to IT. Business unit executives participate in key IT decisions and strategies IT participates in business strategy and planning Customer satisfaction is a critical IT measurements IT receives greater recognition within the enterprise. IT leader will be at a peer level with other business unit leaders.
95
Enabler Profile
Cost, remains a consideration IT initiatives are included as part of an overall business initiative. IT costs are tracked, but for the purpose of evaluating the success of the overall business initiative. IT initiatives are critical elements of the business strategy, and are looked at as key differentiators supplying a competitive advantage. The CIO is a senior executive within the enterprise, wielding significant influence and control. The President and/or CEO is quite often a technologist, as well. Control is achieved through the use of standardized processes.
-
Understand the significance to the enterprise of adhering to IT processes IT understand their role and authority to deviate from process as business situations warrant.
96
The following enterprise business and IT initiatives were established:
xClients Business and IT Initiatives
97
Mapping of template business initiatives to CUPE
Simplify to reduce costs Reduce IT Acquisition Cost Improve efficiency to reduce IT costs React to data center facility constraints Improve IT Reliability Improve quality of service Increase Customer Loyalty Establish a pro-active energy efficiency strategy Increase IT Flexibility Measure IT value to the business Ensure regulatory compliance Develop New Services Support Emerging Markets Improve Market Responsiveness
C C C U U U P P P P P E E
Average = Calculate average
98

Workshop Topic

Break
99

Workshop Topic

Break
100
Workshop Parameters: Timeframe, Scope, Partners, Priority and Effort Definitions.

Define the timeframe for the assessment
-
1 year?? The workshop scope was focused on the following areas of the business/IT: xClient 2 main data center locations
Define the scope:

-
101
Questions Discussions What happens next? Thank-you!
102
IT Strategy Workshop xClient Report

deeper
Agenda
Dynamic Infrastructure Overview Objective, Scope and Parameters Assessment Results

-
CUPE Assessment Roadmap Tool
Observations & Recommendations Selected Roadmaps Conclusion and Next Steps Appendices
-
Detailed Assessment Results Project Details
104

Service Management
Asset Management
Energy Efficiency
Security
Business Resilience
Strategy

107

X86-based Servers
[A40102DP03, C40402DP02, A40103PE01]
[S40504PE01: S40505PE02: S40504PE03]
108

Process

Storage
Compute
109


Discrete
Partial Integration
Defined Value Net
Open Value Net
Scope of Services
Dynamic Infrastructure During the workshop the team assesses each of the characteristic sets based on the customers input of current and desired target state.
111
IT Strategy Workshop
Clarify IT goals based upon business and IT strategy Facilitates long-term planning for infrastructure transformation Links IT transformation to Business Requirements Allows you to capitalize on IBMs expertise
The outcome: a roadmap

A roadmap helps you understand where you are and where you need to go
It provides an IT transformation
blueprint fully customized to your

business needs
Agenda

-
-
113
The IT Strategy Workshop team consisted of xClient and IBM Business Partner participants. The IT Strategy Workshop was conducted on MM-DD-YY in <location>. The participants were as follows:
xClient Participants: IBM Business Partner Client Team Participants:
IT Strategy Workshop Facilitators:
114
IT Initiatives were selected by xClient as objectives for the next 2 years

xClient IT Initiatives
Simplify to reduce costs Improve quality of service Increase IT Flexibility
Measure IT value to the business Improve IT Reliability and Availability
The scope of the assessment was the enterprise-wide IT environment, but focused on the Data Centers at xClient and DC2. The period of planning was 2 years
115
xClient provided information about their current environment prior to the workshop
DRAWING REMOVED
116
Agenda

-
-
117
CUPE Survey Results

The CUPE Survey indicates the clients IT organizations impression of the relationship the business needs with IT This clients score of 2.7 indicates the current state IT provider relationship approaching Partner. Therefore there would be certain behaviors expected.
Person 1 d c b c b b c c d d 0 3 4 3 10 3.0 Person 2 b d c b d c c b c c 0 3 5 2 10 2.9 Person 3 d b b b d b c c c a 1 4 3 2 10 2.6 Person 4 b b b b c b c b b c 0 7 3 0 10 2.3 Total Total Total Total Total Av. A B C D Ans Score 0 2 0 2 4 3.0 0 2 1 1 4 2.8 0 3 1 0 4 2.3 0 3 1 0 4 2.3 0 1 1 2 4 3.3 0 3 1 0 4 2.3 0 0 4 0 4 3.0 0 2 2 0 4 2.5 0 1 2 1 4 3.0 1 0 2 1 4 2.8 CUPE Score 2.7
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Total A Total B Total C Total D Total Ans. Av. Score

118
The Business needs IT to be in a Partner relationship

High

4 Enabler
Participants impression of current IT state: 2.7
3 Partner 2 Utility
Benefit
as IT Value Driver
1 Commodity
Cost
as IT Value Driver
119
High
The CUPE responses for Person 1 & 2 were very consistent, but the responses for Person 3 & 4 (the 2 most senior people in the workshop) showed significant Total Responses variation)
Total Responses
18% 3% Total A Responses (Commodity) Total B Responses (Utility) Total C Responses (Partner) Total D Responses (Enabler) 37%
Person 2 Responses
Person 3s responses indicate a wide spread across the 4 profiles, but Person 4s responses are primarily in the Utility profile.
Person 1 Responses
42%
Person 1
0% 30% 30% Total A Responses (Commodity) Total B Responses (Utility) Total C Responses (Partner) 40%Person 3 Responses Total D Responses (Enabler)
50%
Person 2
Total A Responses (Commodity) Total B Responses (Utility) Total C Responses (Partner) Total D Responses (Enabler)
Person 4 Responses
20%
0% 30%
Person 3
20% 10% Total A Responses (Commodity) Total B Responses (Utility)
0% 30%
Person 4
Total A Responses (Commodity)
40% 30%
Total C Responses (Partner)

70%
Total B Responses (Utility) Total C Responses (Partner) Total D Responses (Enabler)
Total D Responses (Enabler)
120
CUPE Analysis of Selected IT Initiatives
The CUPE analysis of selected IT Initiatives indicates this IT organization is working towards a Utility relationship This indicates misalignment between the Partner IT provider relationship the business desires and the direction the IT organization is heading
Simplify to reduce costs Reduce IT Acquisition Cost Improve efficiency to reduce IT costs
C C C
React to data center facility constraints

Improve IT Reliability Improve quality of service Increase Customer Loyalty Establish a pro-active energy efficiency strategy Increase IT Flexibility Measure IT value to the business Ensure regulatory compliance Develop New Services
U
U U P P P P P E E E
IT Initiative CUPE Score: 2.0

121
Support Emerging Markets Improve Market Responsiveness
The Business Desired Partner Relationship with IT

Is Not Supported By ITs Top Initiatives. IT is Focused on Delivering at a Utility Level
High

4 Enabler
Participants impression of current IT state: 2.7 Selected initiatives: 2.0
3 Partner 2 Utility
Benefit
as IT Value Driver
1 Commodity
Cost
as IT Value Driver
122
High
Summary Infrastructure Gap Analysis
Finance
Process
Environment
Network
Storage
Compute
Discrete
Partial Integration
Partner Collaboration
Dynamic Partner Collaboration
Scope of services
Assess current state 123
Determine future state
Identify required capabilities and initiatives
Develop roadmaps 2008 IBM Corporation
The chart of Current & Target states for each Characteristic shows that there is a recognized need for improvement in most areas, except IT Finance and Information Lifecycle Management
04. Financial Management

3
02. IT Distributed Resources "03. Midrange Servers"
01. Service Support

2.5
02. IT Distributed Resources "02. x86-based Servers"
1.5
02. Solution Deployment
0.5
06. Information Lifecycle Management (ILM)
03. Service Delivery
03. IT Storage Resources
05. Security & Compliance Management
04. IT Network Resources 05. Site and Facilities
07. Service Automation
Target
Current
124
Closing IT Infrastructure Gaps

Impact Analysis on IT Initiatives
During the workshop, the client relates closing each gap to selected IT initiatives Based upon CUPE analysis, we would expect to see Partner oriented initiatives well -covered by closing identified gaps In this case, the client had weak coverage of initiatives supporting the desired behavior
Characteristics
Mainframe Servers x86 Servers Storage Resources ILM Network Site and Facilities Service Support Solution Deploy. Service Delivery Finance Security & Comp. Service Auto.
125
1.Simplify to reduce 2. React to DC Facility costs Constraints (Commodity) (Utility)
3. Improve IT Reliability (Utility)
4. Improve Quality of Service (Utility)
5. Increase IT Flexibility (Partner)
xClient - Impact on IT Initiatives for Selected Characteristics
The selected gaps which the client desired Roadmaps towards closing heavily supported Utility-oriented initiatives Two of the gaps support the one Partner initiative with a somewhat weak connection
1.Simplify to reduce 2. React to DC Facility costs Constraints (Commodity) (Utility) 3. Improve IT Reliability (Utility) 4. Improve Quality of Service (Utility) 5. Increase IT Flexibility (Partner)
Characteristics
Mainframe Servers x86 Servers Storage Resources Sites and Facilities
Selected Roadmap CUPE Score: 2.0
126
Selected Roadmaps for Closing Gaps and Selected Initiatives Strongly Indicate Utility Behavior from IT
High
4 Enabler
Participants impression of current IT state: 2.7 Selected initiatives: 2.0
3 Partner 2 Utility
Benefit
as IT Value Driver
Selected Roadmaps: 2.0
1 Commodity
Cost
as IT Value Driver
127
High

Service Management
Asset Management
Energy Efficiency
Security
Business Resilience
Strategy

128
Based on the Assessment from the Organization

It is likely that Service Management is out of balance and should receive additional attention. Service Management ties very closely to Partner behavior.
Information Infrastructure Strategy Virtualization and Optimization Facilities and Data Center Business Resilience and Security Service Management and Asset Management
Dynamic Infrastructure (Comprehensive Strategy tied to Business Initiatives) React to pains and new market opportunities primarily driven by current market conditions No strategy Strong Attention Strong Attention Moderate Attention Very Weak Attention
Execution Phases
<key application> as Finance / Supply Chain Corporate Standard Some network standardization Weak security, mail, file serving, etc standards SAN, direct attached and internal storage Focus is on iSeries, Intel and Storage. However there are inadequate documented standards and architectures 2 main data centers. Program in progress to upgrade DC2 Known risk of proximity of HA/DR site to Production site Security standards are set but are platform specific and not consistent between platforms. No plans for DR other than iSeries. No system management or system services standards
Clarion and internal
Focus is primarily on iSeries. There is limited knowledge of Intel platform, and plans are limited to physical consolidation
Single point of failure exposures with current environment
Platform specific and inconsistent by platform.
No plans to implement beyond <key application> platform support
Minimal to no progress
Moderate or in-progress
Significant progress to completion
xClient IT objectives are to be nimble and quick to respond; Heavy reliance on tribal knowledge is an exposure; due to size and current business conditions the ramifications of weak strategy and architecture have not yet surfaced.
Agenda

-
-
130
Overall observations and recommendations

Observation
Business/IT Alignment CUPE indicators of strategy do not align with prioritized projects <key application> as top initiative is primarily focused on automating internal administrative functions which indicates a Commodity profile. Selected projects are very hardware focused. Selected focus characteristics did not include some of the projects which had higher priority than effort. Towards becoming an Dynamic Infrastructure, some pillars of IT infrastructure and Data Center services were ignored or weakly addressed.
Intel Servers While there are plans to do physical consolidation and virtualization for the Intel servers and storage, it is not clear what plans exist to optimize the platform through application or image consolidation, or data management There are no DR plans for the Intel platform applications
(1 of 4)
Recommendations
Decide whether to adjust projects to align with strategy (ie include projects focused on measuring IT value) or re-set IT initiatives to align with projects. The roadmaps developed by the IT Strategy Workshop are focused on the Infrastructure areas that are related to the IT projects that are currently being planned. xClient should review the planned projects to ensure that they are sufficiently holistic, and embrace all areas of the IT environment.
Undertake an IT Optimization study for Intel servers and storage to identify opportunities of data and application consolidation Review the Intel platform applications to determine what DR plans maybe required
Mid-range (iSeries) Servers xClient have identified areas where a plan is required for the iSeries servers, including workload balancing between the proposed DCs, and sizing for the DR requirements. However, these requirements have not been translated into a plan, or sized, or documented.
Architectural plans are required for the workload balancing on iSeries across the 2 DCs. Sizing and architecture for DR is also required, as xClient stated that they wanted to run an Active/Active configuration with restore for DR and a 100% capability in the event of a disaster, and a recovery target of 1 day.
131

Observation
Storage There is a recognition of the benefits of storage virtualization, but there is no plan or architecture of the scope (which servers/applications) and sizing across the DCs. The implications of DR on storage have not yet been explored. There is an open question as to whether the SAN could/should be used for the iSeries servers.
(2 of 4)
Recommendations
Obtain education on the various storage technologies including SAN and NAS, and iSeries storage. Develop a strategy and plan for storage virtualization, considering: - Whether to use NAS or SAN for different applications, such as file serving, <key application>, other business applications, etc - DR for both iSeries and Intel Obtain ILM education In support of the priority placed on the IT Storage project, we highly recommend that xClient develop an ILM plan. It will be difficult to move to Enterprise level storage management without an ILM plan. Continue with the VPN implementation If there is no redundancy in the last mile connection, consider developing a strategy In order to support high availability of the business applications (including <key application>), develop a strategy for Network Management tools and processes Implement a second line from the VPN cloud to DC2
Information Lifecycle Management There is a basic ILM plan related to <key application>, based on the need to retain financial records, but this is not documented. There does not appear to be a consistent standard for ILM on the Intel servers, other than a capped mail file size for the domino servers IT Network Resources There are several initiatives in place to replace the V-Sat connections with a VPN cloud, with 2 providers It is unclear whether there is redundancy in the last mile connection, and how the Network management is handled (tools and processes) There is no redundancy in the VPN connection for DC2. This will become important in the case that DC2 site is activated for DR.
132

Observation
Site & Facilities The DC facilities are being upgraded to meet the forecast space, cooling and power requirements However, the DCs are approx 20 km apart, in a region that has had many recent natural disasters, including flooding, earthquakes and a tsunami. One of the DCs is at a sea-port. Service Management There is little understanding of IT service management and its capabilities. Initiatives related to improving service management and the IT service relationship (moving towards achieving a Partner provider level) were prioritized low and then de-selected during the workshop. There are Service Desk, Change and Release Management, and Service Level objectives for <key application>. However, there is no Service Desk, or other formalized Service Management processes for non-<key application> IT services. There is no interface or relationship between event management and the Service Desk or Incident management. Development of a Service Management framework is essential for achieving a Partner provider relationship Service Automation While there is a desire to move to virtualization and service automation in servers and storage for both iSeries and Intel, there is insufficient knowledge of the capabilities of the relevant technologies, and how these technologies can be exploited.
(3 of 4)
Recommendations
In support of the goal to become a Partner profile, xClient should undertake an impact analysis to determine how a natural disaster affecting both DCS would affect xClient business. A strategy should be created for the DCs based on the impact analysis Become educated on IT Service Management frameworks to understand where they may be applicable in xClient environment. Establish a program to implement a Service Management framework
Obtain education on the virtualization technologies for iSeries and Intel servers and storage, including VMWare, VMotion, PowerVM and SAN technologies, and develop an appropriate strategy.
133
(4 of 4)
Observation
Security & Compliance Management xClient is a significant enterprise in <country>, and therefore may become the target of security attacks, either from external parties, or past or present employees. There are multiple security policies for different platforms. There are multiple signons, but there is a plan to use <key application> portal for single signon. There is no centralized recording or management of security incidents. It is unclear whether there are standard processes for adding an employee to the required systems when they join, or removing an employee when they leave. This is an essential factor in ensuring productivity of new employees, and removing security exposures when an employee leaves.
Recommendations
Responsibility for overall IT security should be centralized, with responsibilities for enterprise IT security policies, intrusion detection and reporting, and IT security incident management. The IT security team should operate in collaboration with the physical security team. Processes and tools for single signon should continue to be implemented. However, standardized processes related to employees joining or changing roles, and employees leaving the enterprise must also be developed.
134
Agenda

-
-
135
The following key strategic roadmaps have been provided for xClient to use to enhance its current IT environment in support of its strategic transformation activities.
Midrange Servers Site and Facilities x86-based Servers IT Storage Resources
Roadmaps for other Characteristics can be provided if xClient believes that it is worthwhile undertaking improvement programs in those areas.
136
Roadmap Example
Facility Cooling, Energy Management and Reporting, and Physical Security Facility Cooling
EV0104DP02: Evaluate and pilot the use of spot cooling technologies for hot spots in a selected facility
Energy Management & Reporting

EV0101DP02
EV0104DP03: Implement spot cooling technology for hot spots in selected facilities
EV0105DP01: Develop an energy inventory of a selected facility's power usage, related CO2 emissions and BTU generation
EV0105DP02: Extend IT systems management infrastructure to monitor the power usage for servers in a selected facility
Facility Physical Security

EV0101DP03 EV0101DP01
EV0106DP01: Define facility physical security policies that comply with standards such as ISO 27002, NIST or OSHA
137
EV0106DP02: Conduct physical security compliance audits for selected facilities
EV0106DP03: Implement physical security policy compliant upgrades to selected facilities

Agenda

-
-
138
Conclusion
xClient aspires to have a Partner IT provider relationship with the business. xClient has done many things toward achieving this but the initiatives are primarily hardware focused at this time
-
In order to move towards a Partner IT provider relationship, it is critical that initiatives are undertaken to measure the quality of IT services to the business, and apply best practice IT process frameworks. Therefore we strongly recommend that xClient undertake a program to implement IT service Management and the ITIL framework.
In the IT Strategy Workshop, a high-level, comprehensive assessment of the data center environment was undertaken. It is recommended that a more detailed strategy, plan and architecture must be developed in the following areas:
-
IT Continuity, including a strategy to address known issues with the current 2 Data Center locations, and the lack of Disaster Recovery for the non-<key application> applications. Security: There is a need to develop a consistent, enterprise standard for security that is managed by a centralized function, and is automated and enforced Mid-Range Servers: The strategy and architecture for workload sharing and DR on the iSeries must be formalized Intel Servers: While there is a plan to do physical consolidation of servers & storage in the 2 DCs (50 servers), there are no plans to address the servers & storage in the non-DC locations (due to limitations in the network) and no plans for Disaster Recovery. Storage: There is no clear plan for storage virtualization covering both Intel and iSeries, and inclusive of DR requirements
139
Recommended Next Steps
Action
Develop a comprehensive IT strategy that is inclusive of Virtualization, Business Resilience and Security, DC Facilities and Service Management
Architect the <key application> environment to define workload sharing across the locations and DR. Undertake sizing for the required <key application> environments Undertake a virtualization and optimization analysis for Intel, Storage and iSeries with the goal of establishing the architecture for each of these platforms. This study should be undertaken in an integrated manner as there are inter-dependencies across these platforms
Owner
Date
Undertake a study that identifies the risk and impact of either or both of the data centers experiencing an extended period of non-availability
Undertake some education in IT Service Management and ITIL with the view to establishing an IT Service Management framework
140
Agenda

-
-
Detailed Assessment Results CUPE IT Provider Profiles
141
Agenda

-
-
Detailed Assessment Results CUPE IT Provider Profiles
142
The Purpose of the IT / Customer Relationship Profile
The profile survey indicates the overall attitude towards the IT function within an organization. It is meant to illustrate general characteristics of IT within a company. No profile is Right or Wrong it is simply a view of how IT is perceived within the organization. The profile provides a useful view of the decision framework for IT architectural decisions within the organization. For example:
-
A Commodity profile IT provider is unlikely to consider solutions that are considered leading edge, or require an enterprise wide investment and standardization A Partner or Enabler profile IT provider will be looking for solutions that provide the business with flexible, innovative IT solutions, and is more likely to consider leading edge technologies
Therefore, any IT architectural recommendations should be made in the light of this organizational view of IT. However, a company will rarely display of the characteristics across all of the IT services. When reviewing a larger enterprise, care must be taken to define the scope of the review. For example, if the scope of the engagement is a single department, its profile could well be that of a Commodity'. However, the profile of the entire enterprise could be Partner or even Enabler.
Commodity Profile
An enterprise which views IT services as a Commodity is focused primarily on using IT to automate administrative functions and wishes to accomplish these functions at the lowest possible cost The prime characteristics of the organization within this profile are CONTROL of cost and achieving ECONOMIES OF SCALE wherever possible. These objectives are pursued even at the expense of customer satisfaction, functionality, and performance. IT services within such an enterprise are prime candidates for outsourcing, as typically an outsourcer can provide standard services at a lower cost based upon economies of scale. The leader of the IT organization will normally not report to the President or Chief Executive Officer of the enterprise. The IT organization will probably be found as a sub-function within the enterprise's finance organization, again reflecting a focus on controlling costs. Technical innovation will be almost non-existent, because of the risk / cost involved.
Utility Profile
Within an enterprise viewing IT as a utility, cost is still a major factor, but there is a recognition of, and concern for customer satisfaction. There will be more of a customer focus, especially in key areas such as Help Desk, and there will be consideration of customer requirements in the selection of IT projects, but cost remains a larger issue. In this enterprise the business units are beginning to see the value of IT services. If the IT organization has not responded adequately, the business units could begin to develop IT services on their own. This would is not desirable, but could naturally evolve as a response to the tension between cost control and end user satisfaction. Therefore, such an enterprise could have pockets of IT that may or may not be recognized as 'official' IT service providers. Within the Utility there maybe generalized customer satisfaction surveys, which may or may not be customized by end user groups. The head of IT will probably have an elevated position and importance within the organization compared to a Commodity organization.
145
Partner Profile
In the Partner Profile, IT receives greater recognition within the enterprise. The leader of IT will be at a peer level with the business units, although he / she may not have the same political stature. There will often be discrete IT organizations within the business units, each one focused on development and support of IT solutions specific to the business unit. This is done to get them closer to the customers, their requirements, and priorities. The price for this, however, is less direct control and lower economies of scale. In order to be effective, the enterprise wide IT organization must retain some control, and does so through technical standards provided within the IT architecture, as well as standards and policies. The focus of the enterprise wide IT organization is the effective and efficient use of technology throughout the enterprise, but with a clear vision / mission to support the business units in achieving business objectives. Cost is still a consideration, but the focus is not on the cost, but the business benefit derived from an investment in IT. There will not normally be tension between the enterprise wide IT organizations and the business unit IT organization. Each understands its roles and responsibilities, and acts accordingly. There maybe many 'IT Councils' comprised of enterprise wide IT and business unit IT members making key decisions. Business unit executives also participate in key IT decisions and strategies, each bringing the perspective of their organizations to the table. Customer satisfaction is a critical component of IT measurements, but IT surveys may be incorporated into overall customer satisfaction surveys, rather than IT dedicated.
146
Enabler Profile
IT has been elevated from a participant to a leader within the enterprise. IT initiatives are critical elements of the business strategy, and are looked at as key differentiators supplying a competitive advantage. IT has equal prominence with other units in contributing to achieving the business objectives. The CIO is a senior executive within the enterprise, wielding significant influence and control. The President and/or CEO is quite often a technologist, as well. Power is less about how many people one manages, but more about the influence one has on the business strategy, and the contribution one makes to achieving that strategy. The actual people involved in the delivery of IT services may be scattered throughout the enterprise - in this organization, reporting structure is almost irrelevant. Because IT is central to the business strategy, the use of IT must be controlled in order to reduce risk. However, control is achieved through the use of standardized processes. Those who work on a process understand the significance to the enterprise of effectively adhering to the processes, as well as understanding their role and authority in deviating from that process should the business situation warrant. Cost, remains a consideration, but here IT initiatives are included as part of an overall business initiative. The question is not whether to invest in IT, but rather to invest in a particular business opportunity - the IT component is incorporated into that decision. IT costs are tracked, but for the purpose of evaluating the success of the overall business initiative.
147
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IT Strategy Workshop Training

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2008 IBM Corporation

2008 IBM Corporation

2008 IBM Corporation

IT Strategy Workshop Discussion Guide

Copyright IBM Corporation 2008

Building a dynamic infrastructure

Building a Dynamic Infrastructure is a journey

Three Phases of Building a Dynamic Infrastructure

Virtualization and Consolidation

Tie to Business Strategy

Define or Refine an IT Strategy aligned with Business Strategies and Initiatives by

Architecture and Design

Examining Current & Desired Architectures, Standards and Governance

Implementation and Maintenance

Implementing and Maintaining Processes

2008 IBM Corporation

2008 IBM Corporation

IBMs own smart transformation has delivered results

CIOs Host data centers Web hosting centers Network Applications

128 155 80 31 15,000

Data Center Efficiencies Achieved

Project Big Green

Cloud-enabled on demand IT delivery solution

2008 IBM Corporation

What is the IT Strategy Workshop?

1 day workshop plus some data gathering and final presentation

What are objectives?

What are the outputs?

The IT Strategy Workshop

[A40102DP03, C40402DP02, A40103PE01]

S40202DP01: Develop Server Platform Selection Criteria and Patterns

S40202DP03: Inventory server assets and assess for consolidation opportunities

S40202DP07: Conduct a x86based server virtualization Proof of Concept (POC)

[S40504PE01: S40505PE02: S40504PE03]

S40202PE03: Pilot workload management with dynamic virtualization

S40202PE05: Expand the use of grid computing across the enterprise

2008 IBM Corporation

The First Step in IT Transformation

Provider Relationship Model

Provider of a quality service at a cost equal to or lower than the competition

Provider of an adequate service at a cost lower than the competition

2008 IBM Corporation

IT Strategy Workshop Evaluates 14 IT Characteristics

Environment Site and Facilities

Network IT Network Resources

Evaluate Strategic Alignment

IT Strategy Workshop Process Flow

IBM, IBM Business Partner and Explore Client participants

IBM Business Partner develops report

IBM Business Partner presents report with discussion

1 - 2 Weeks elapsed time

Post workshop Assessment Readout (2 hours)

Workshop session and assessment review

Detailed roadmap development

Client roadmap presentation

2008 IBM Corporation

Excerpts from Deliverable

2008 IBM Corporation

Strategic Alignment Assessment: How

Summary Assessment : Current vs.

Provider Relationship Model

Priorities selected Projects Selected