WIXLIB

Session 108Monday, October 21, 10:15 AM - 11:15 AMTrack: Industry InsightsITSM the DoD WayJason WertherProgram Manager, OnPoint Consultingjason.g.werther.ctr@mail.milTim SmithVice President, OnPOint Consultingtim.smith@onpointcorp.comSession DescriptionThe Defense Systems Information Agency (DISA) was tasked with improving the Department of Defense&;sITSM program using best practices drawn from ITIL, COBIT 5, Lean Six Sigma, and ISO 20000/27000. Tocoordinate the implementation of each of these frameworks and manage the DoD’s full array of processes,Jason Werther and Tim Smith developed the Defense Enterprise Service Management Framework (DESMF).Since then, we&;ve partnered with several other ITSM offices, including those of the US Air Force, the USNavy, and the US Army, and the DESMF has really become a joint effort. How is the government handling theongoing changes and the adoption of so many different methodologies? With a variety of methodologies, fromITIL to ISO and everything in between, how do you know which one is the right fit, and how do you implementit? In this session, learn how DISA and the DoD are answering these questions and more. (Advanced)Speaker BackgroundJason Werther has more than fifteen years of management and consulting experience. He’s currently aprogram manager for the ITSM Office at DISA, where he’s worked with senior leaders to improve IT processesacross the enterprise. A Lean Six Sigma Master Black Belt with experience in ITIL, ISO, and COBIT, Jasonhas successfully improved processes for many clients, including the US Army, the Office of the Secretary ofDefense, and the Offices of the Secretary of the Navy and the Secretary of the Army.Tim Smith has spent most of his career managing multimillion dollar business units and building a track recordof increased revenue, profitability, and utilization rates. Tim has that rare combination of strategic and tacticalexperience that enables him to drive organizational development, change management, businessdevelopment, business intelligence, capture management, and strategic planning as well as project planningand execution, scope management, risk management, and financial management.

ITSM the DoD WaySession 108

IntroductionsJason Werther – OnPoint Consulting,Consulting Inc.Inc Program Manager, Client Services 15 yyears management,g, consulting,g, processpimprovementp Master Black Belt - Lean Six Sigma Current Program at DISATim Smith– OnPoint Consulting, Inc. Vice President, Client Services 20 years organizational development, changemanagement, project planning and execution PMP, ITIL

DOD Characteristics & ITSM Efforts Multi Vendor EnvironmentsInformation Assurance / SecurityAAcquisitioni iti PoliciesP li i andd ProceduresPdCommand Culture vs “Service” ManagementSystems Engineering Orientation (not “Service”)Terminology like DODAF, DOTMPLF, Logistics, ISSSA/C2: Situational Awareness, Command & ControlDOD Regulations, Policies, Directives & Instructions

DoD CIO MemoFactsThere is no standard process orframework used throughout theDoD for managing IT Servicesand no standardized lexiconCurrently there are militarygalreadyyservices and agenciesadopting ITIL and ITSM withintheir organizations Navy currently has an effort toimplement ITIL within NGEN Marine Corps has already baselinedmany ITIL processes for use within theirorganization DISA has an effort to implement ITSMand ITIL within their organization andstood up an ITSM Office

Common DOD Situation Government Acquisition of IT Services, multiple suppliers,(multisourcing) with government responsibilities.Management control not sufficiently addressed by DOD acquisitionstandards, processes, practices, skillsDOD Acquisition:Ai itiProduct or SystemWhatt willWhill bebacquiredITSM Capability DevelopmentWhat Govt willhave to do!

IT Infrastructure Library (ITIL)ITIL is a popular bestpractices frameworkf IT ServicesforS iManagement that hasbeen adopted bymanyy typesyp oforganizations,including many withinUS DOD7

DefenseITInfrastructureLibraryMissionGoalsDefense ITIL will accelerate the ability of the DoDto deliver IT services in a more effective, efficientand secure manner by standardizing andcontinuously improving IT service managementprocesses Institutionalize a common language to captureand analyze information about IT processes andresources StandardizeStandardize service delivery processes acrossthe enterpriseCustomer ImpactDeliverables SynchronizesSh ididisparatet ITIL effortsff t anddstandardizes IT services and IT ServiceManagement (ITSM) across the Department Provides a common lexicon to describe andcategorizegIT infrastructure services andprocesses Establishes process business rules and commonprocesses to improve efficiency and effectiveness Ultimately makes the user experience moreconsistent throughout the DoD

Defense ITIL Process GuidanceDefense ITIL Process Guidance is leveraging other efforts throughout the DoD to developprocesses at the appropriate level starting with the A-levelA Best Practices (ITIL v3, COBIT 5, CMMI, Lean Six Sigma) DoD policy & guidanceBCD High-level process Detailed Processes Tactics, Techniques & Procedures (TTP) Quality Reports (forms/test plans, etcProcess Documentation LevelsService Operations Event Mgmt Incident Mgmt Request Fulfillment Problem Mgmt Access MgmtService Design Service CatalogMgmt Service LevelMgmt CapacityCapacit Mgmt Availability Mgmt IT ServiceContinuity Mgmt Info Security Mgmt Supplier MgmtService Transition Transition Planning& Support Service Asset andConfigurationMgmt Release &Deployment Mgmt Service Validation& Testing Evaluation Knowledge MgmtService Strategy Financial Mgmt ServicePortfolioMgmt Demand MgmtContinual ServiceImprovement 7-StepImprovementProcess Service Measuring ServiceSer ice Reporting

History Februaryy 2010, DISA established the IT Service ManagementgOffice (ITSMO), under the guidance of Branch Chief DrewJaehnig with the following charter: Coordinate/direct developmentpof enterprise-widepapproachppto ((ITSM))improvements Develop targets for ITSM performance throughout DISA Establish standards for ITSM policies and processes Coordinate the process transformations Monitor and report on DISA progress toward achieving the targetedgoals for service improvement Facilitate large scale change in DISA culture

HistoryLate 2011,, Rear Admiral David Simpson,p, Vice Director ofDISA, instructed the ITSMO to develop a framework andensure: All didirectoratest t hhave consistenti t t guidanceidandd ffocus iinsupporting DoD wide services DoD directives to cut costs are recognized andsupported through process efficiencyThe result of this effort is theDefense Enterprise Service ManagementFramework (DESMF)(DESMF).

DISA as an Enterpriseprovides portfolio of IT &non IT servicesnon-IT

How did DISA do it? Created the DISA EnterprisepService ManagementgFramework– Used it internal to show success– Worked with other Agency to gain acceptance– Continued to work as a champion with DoD CIO to use as a DoDdocument– DISA-wideSde eefforto t ((4 facilitatedac tated workshopso s ops foro eacheac dodomaina aandd 3 focusocusgroups on specific topics) These efforts also had the by-product of awareness, ownership and acceptance. Created Forums to market and ggrow the framework Recently the DISA Director signed Domain Owner letters

What is the DESMF A collection of best ppractices,, pprocesses,, and procedurespCommon language and nomenclatureDescriptive in natureA framework designed to be tailored for you goals,needs, budget, resources and organization.“While th“Whilthe ididea off iimprovisationi ti may seem att oddsdd withith ththatt off predeterminedd ti dstructure, most improvisers thrive on some level of structure. If one is asked toimprovise, and no guidelines are provided on what to play, many musicians havedifficulty focusing their ideas Similarly, if a musician is given some structure to followi hiinhis iimprovisation,i tiit usuallyll resultslt iin a more cohesiveh i performance.”f”‐Marc SabatellaJazz Musician and Educator

What the DESMF is not Rules,Rules policiespolicies, directives Prescriptive “The“Th AAnswer””

How might you use it? Organizations that are looking for a general set of guidelines fordesign and implement a service management approach through“tried and tested” processes, procedures and work instructions. DESMF Contents– Critical Success Factors– Guiding Principles– Functional Roles and Responsibilities– Metrics– MilestonesMil t– Functions

Forums for DESMF ESMF Consortium & Forum stoodup to aid in development and toprovide overarching governanceand collaboration;– Meets Bi-annually– Next Consortium is Nov 19-20, 2013 atFort Meade, DISA HQ– DESMF WG– Consortium Charter WG– Consortium & Forum Planning WG– CoP Working Group– Terms and Definitions Working Group– Leverage JIE community andgovernance structure

Domain OwnersDesignated June 2013 – Director LTG Hawkins signeddomain owner letters Assigns Leadership Champions acrossthe agency Gives authority to designate ProcessOwners

How was the success? DISA used the framework along with DEE– DISA used Defense Enterprise Email (DEE) as test tosee how the service matched with the framework– Areas of improvement we identified and addressed Now DISA is movingg towards JointInformation Environment (JIE)– DESMF provides the framework– Other agencies are able to work with a standardizedprocess

Network / TransportData CentersEnterprise Services Convergence to MPLS DISN Core and Network Controls Network Planes Internet Access Points Missioni i Partner Gateway Installation Campus Area Network WAN Optimization Enterprise Data Centers Data Replication andSynchronization Network EDC DMZs InstallationI t ll ti ProcessingPi NodeN d Joint Communications Node Identity and AccessManagement Active Directory/DirectoryServices Unified Capabilitiesp Data Tagging DNS/ERS/.mil Proxy Foundational ServicesChange Eval; Change Management; Knowledge Management; Service Validation & Test; Release andDeploy; Transition Planning; Supplier Management; Asset Management; Configuration ManagementCapacity Mgt.; Availability Mgt; Continuity Mgt.; Information Security Mgt; DesignCoordination; Service Level Management; Research and Development; EngineeringOperationsInfrastructure Out of Band ManagementNetwork COP (no paper) EOC Design (no paper) CND and NetOps Sensor DataCollection and StorageService DeskEvent ManagementAccess ManagementIncident managementProblem managementTechnical ManagementApplications ManagementIT Operations Management

IT InfrastructureDeliverable InteractionPACOMDoD DoctrineCENTCOMArmyEUCOMNavyCampaign Plan(Vision& ISAFrameworkFor AnalysesITI Optimization Reference kReference Design ForInstallation ITIBusiness Rules& CONOPSActive DirectoryOptimization Architecture

DoD CIO’s 10-Point Plan forIT ModernizationDESMFcanhelpphere

How Will the DESMF beManaged? Open Source Document that is managed by the ITSMO–––––Cross sectional Open Source Feedback model that encourages maximum participationCommunity of Practice support /Pages/Home.aspxhttps://community.apan.org/esmf consortium working groups/default.aspxCC/S/A Process and Domain Owners provide general feedback on the framework requirements Refreshed Annuallyy to incorporatepindustryy best ppractice developmentspESMF Consortium & Forum Refresh Cycle;–April – June ––––Comment Period and Suggestion SubmissionsDESMF Working Group reviews and adopted recommendationsJune DESMF WG Out Reporting Consortium VoteJune – Sept Open Source development of submissions being adoptedOctober-Nov Virtual Coordination and ratificationNov New DESMF version released