Architecture and Patterns for IT Service Management, Resource Planning, and Governance: Making Shoes for the Cobbler's Children (2nd Edition)

Charles T. Betz

Language: English

Pages: 787

ISBN: 2:00217784

Format: PDF / Kindle (mobi) / ePub


Information technology supports efficient operations, enterprise integration, and seamless value delivery, yet itself is too often inefficient, un-integrated, and of unclear value. This completely rewritten version of the bestselling Architecture and Patterns for IT Service Management, Resource Planning and Governance retains the original (and still unique) approach: apply the discipline of enterprise architecture to the business of large scale IT management itself. Author Charles Betz applies his deep practitioner experience to a critical reading of ITIL 2011, COBIT version 4, the CMMI suite, the IT portfolio management literature, and the Agile/Lean IT convergence, and derives a value stream analysis, IT semantic model, and enabling systems architecture (covering current topics such as CMDB/CMS, Service Catalog, and IT Portfolio Management). Using the concept of design patterns, the book then presents dozens of visual models documenting challenging problems in integrating IT management, showing how process, data, and IT management systems must work together to enable IT and its business partners. The edition retains the fundamental discipline of traceable process, data, and system analysis that has made the first edition a favored desk reference for IT process analysts around the world. This best seller is a must read for anyone charged with enterprise architecture, IT planning, or IT governance and management.

• Lean-oriented process analysis of IT management, carefully distinguished from an IT functional model
• Field-tested conceptual information model with definitions and usage scenarios, mapped to both the process and system architectures
• Integrated architecture for IT management systems
• Synthesizes Enterprise Architecture, IT Service Management, and IT Portfolio Management in a practical way

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Transactional production is not completely deterministic, and product development has components that are relatively repeatable and less risky. Also, because all this activity is ultimately to benefit the customer, there must be feedback from the transactional activity to the portfolio lifecycle. See the appendix “Production and Services” for a more nuanced view. It is the IT service portfolio lifecycle that serves as a basis for IT value chain analysis and its decomposition into IT value streams – an important tool for Lean analysis.

The Agile movement is the value-oriented response: “Working software is the primary measure of progress. ” v vAgile Alliance 2001 . Industrial experience suggests that such secondary processes can be integrated seamlessly into one common value stream. As Womack and Jones note: A host of narrowly skilled specialists are not needed because most marketing, engineering, purchasing, and production professionals actually have much broader skills than they have (1) ever realized, (2) ever admitted, or (3) ever been allowed to use.

The deployment system pulls it and associated configurations from the definitive software library and passes it to the data center automation tool (a special class of Business Process Management system optimized for interacting with element management systems). 5. The Data Center Automation tool raises events as appropriate as it feeds code and configuration files to element managers for application to production. 6. The Element Management systems notify the Configuration Management System of updated CIs and dependencies, as appropriate.

The trouble is in IT, everything overlaps even worse than in Finance or HR. ” He went on, “The other area that big application projects fail on is in just building agreement among the stakeholders! When you've decided to integrate multiple systems, there are all kinds of politics baked into seemingly simple issues like how you are going to roll up your reports. Seems like no one took ownership of this. ” The CIO agreed. “From what I can tell, no vendor emphasized the need for us all to agree on what the ‘things’ were in the environment we're trying to manage.

They can help us understand process effectiveness and the proportion of waste to value for the major concepts underpinning IT value delivery. The facts can be assessed for timing, for resource consumption, to understand availability, and many other aspects of IT management. The facts can be equated to Work in Process queues, as well. For example, the interaction of an Incident restoring a Service from a state of Outage back to Operational would be a fact in the IT environment. The association of a Project with a Release resulting in the first Operational date of a new Service would also be a fact.

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