i&o organizational vision, strategy and implementation

THE SILVESTRI GROUP | Thomas Silvestri, Managing Partner | 3600 N Lake Shore Drive #2608, Chicago, IL. 60613 | [email protected] | www.thomassilvestri.com

THE SILVESTRI GROUP

I&O ORGANIZATIONAL VISION, STRATEGY AND IMPLEMENTATION

Key Challenges of IT I&O Management

Thomas Silvestri

4/11/2016


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I&O ORGANIZATIONAL VISION, STRATEGY AND

IMPLEMENTATION

Key Challenges of IT I&O Management

Summary Within the total corporate enterprise assets (CEA) that provides relevant IT business value must evolve side by side with the business organization. IT I&O teams with agile functionality are more responsive to work towards a common infrastructure to support the business. Enterprise-approved technologies and I&O sources whenever possible, and better yet they work to the to be vision for your infrastructure. If your organization uses a disciplined architecture-centric approach to building enterprise I&O of cloud service-based components to reuse and improve upon for the benefit of all current and future solutions. This is important for the long-term financial factoring of IT TCO and IRR. To co-partner with business and I&O teams this requires dedicated resources to formulate collaborative frameworks with enterprise professionals throughout the lifecycle and particularly during inception during first-time envisioning efforts. Key Challenges Effective IT governance strategies should enhance that which is being governed. An appropriate approach to governing I&O projects for CEA is first a cost and benefit investment priority, and second based on motivating and then enabling IT managers to do what is right for your organization. CEA’s common project COP’s and guidelines to increase consistency, and working towards a shared vision for your organization. Appropriate I&O governance is based on trust and collaboration, enhancement ability of I&O teams to rapid deliver business value to their stakeholders in a cost effective and timely manner. Unfortunately many existing I&O governance strategies are based on a command-and-control, bureaucratic approach which often proves ineffective. I&O impact of traditional governance strategies, and how to adopt an appropriate governance strategy in detail requires a rigorous viability co-created by IT and business service management to achieve provides greater insight for future infrastructure support, readiness within a responsive agile IT governance model.


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I&O Organization Four Phases

Key Challenges

The I&O phase in: Awareness, Proactive, Service-alignment, Business Partner levels are the architectural framework for IT vision and implementation to achieve TCO and EAM management of the entire I&O enterprise. Business managers look to the IT I&O as 100% reliable partnership for accountability and responsible production attributes and committed service alignments. The key attributes of failure resides in level 2 called effective process management in which the processes are neither effective nor effectively managed for a proactive insights of organizational partnerships and long-term ROI. I&O predictability and operational footprint will require all phases to work in alignment with the existing (brownfield) and the new (greenfield) hybrid cloud, mobile and high availability applications functionalities. The final level 4 “valued strategic partner” is the optimization of IT service delivery in metrics, reporting, monitoring and benchmarking for a continuous process and architectural I&O improvements.


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I&O Organization Chart

Key Challenges

Traditional CEA Organization KPI's and IT benchmarking approaches are based on trust, and therefore smart governance strategies are based on a “trust but verify and then guide” mindset. An important aspect of appropriate CEA and I&O governance is the monitoring of IT infrastructure and application support project teams through various IT project tools. One strategy is for anyone interested in the current status of an I&O team to attend their weekly / monthly I&O coordination meeting and listen to the details of the updates and corrective actions, a strategy promoted by the greater IT community. Although it’s a great strategy we highly recommend, it unfortunately doesn’t scale very well because the IT senior managers responsible for I&O to CEA asset management and governance are often busy people with many efforts to govern the complex systems from plan, build, transition and run. Hence the need for more sophisticated strategies such as operational intelligence approach supported via automated I&O dashboards for decision support systems to IT management for a holistic, agile, and dynamic real-time 24/7 operations.


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I&O Organization Structure with Detail Mapping

Key Challenges

Adopt an IT Business Trusted-Partner Culture. I&O project teams and related work groups will work with operations and support staff throughout the lifecycle, particularly the closer you get to releasing a new application into production. IT applications and DevOps culture are baked right into I&O. Critical management decisions for CEA resource allocation on real-time projects release dates create a budget spike for new IT networking for security and service support of the application for users and new task requests. Often the unmitigated client support, incident, problem resolution, and uptime availability can slow down operational run-time due to re-allocated IT resources to support high volume of daily activities for business services and IT service delivery. To balance the requirements a program management maturity model above level 2 to coordinate and manage the optimized delivery of I&O communications plan and risk control through resolution for the corporate enterprise assets.


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I&O Organization with Functional Relationships

Collaborative IT Best Practices. Disciplined I&O teams are learning oriented and focused on 24x7 operational capability and delivery. One way to learn is to hear about the experiences of others within the complex IT matrix of business partners and IT peer to peer networking forums. The implication is that I&O teams must also be prepared to share their own learnings with other teams. To do this function, all organizations must choose to support agile and flexible dynamic I&O work groups for quarterly discussion forums, informal presentations, training sessions delivered by senior team members, and internal conferences. The cross collaborative functional roles, responsibilities, and organizational demands should be rationalized, integrated and operationally cost effective to provide risk control IT planning and governance of the total I&O infrastructure.

Function Typical Responsibilities Organizational Relationships

I&O Business Management

Development and management of the I&O vision, strategy and business plans

Vendor management

Management of I&O audit items

Financial management

IT service management governance

Metrics and reporting

Analytics/decision making

IT and enterprise finance teams

Sourcing and procurement teams

Legal, audit and compliance/risk

management teams

IT planning and governance teams

I&O Tools

Management

Installation and support of key I&O

software tools

Tool inventory and rationalization

Tool customization and integration

Automation and orchestration

Service desks and

operations centers

I&O process managers

Infrastructure operations teams

Engineering teams

Application teams

Environment Management

Scheduling of the preproduction environments

Configuration of environments based on

Testing/quality assurance teams

Project teams


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application-testing needs

Resolution of preproduction environment issues

Application teams

Infrastructure operations domains

Release management teams

Application Support

Incident response for key applications

Application performance tuning

Application change performance testing

Application/infrastructure production

documentation

Application change coordination

Application development teams

Infrastructure domains

Business user

communities

Infrastructure engineering teams

Project teams

Testing/quality assurance teams

Release management teams

Operations centers

Operations Center

Infrastructure and application monitoring

Event management and correlation

Follow-up of predictive issues (before they cause an incident)

Development and execution of automation routines

Job scheduling

Backups

Diagnosis and resolution of incidents

Change validation

Routine changes

Incident team support

Service desks

Incident management teams

Application support teams

Infrastructure operations domains

I&O tools management teams


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