Managing the Information Technology Resource Jerry N. Luftman Chapter 5 IT Processes Managing the Information Technology Resource Jerry N. Luftman © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 1

Chapter Outline Number of processes in IT Strategic, Tactical, and Operational layers of IT processes Importance of planning Most important processes Ownership of each process container Amount of resource applied to each process Effectiveness of processes Priority on improving processes © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 2

Feeney’s 9 Core IT Processes Business systems thinking Contract facilitation Vendor development Contract monitoring Making technology work Informed buying Architecture planning Relationship building Leadership © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 3

© 2004 Managing the Information Technology Resource, Jerry N. Luftman © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 4

CobiT Business objectives IT Governance Information Monitoring Planning and organization Acquisition and implementation Delivery and support Monitoring IT Resources © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 5

38 IT Management Processes Strategic Level Processes Long Term Tactical Level Processes Short Term Operational Level Processes Day-to-Day © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 6

Strategic Level Process Strategic Planning and Control Business strategic planning Architecture planning IT strategic planning and control © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 7

Business Strategic Planning Enabled/driven by IT Defines enterprise demands on IT function through strategic plan period Opportunity occurs through meeting enterprise demands © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 8

Architecture Scanning and Definition Defining data, information, and knowledge architecture for the enterprise Defining the application architecture for the enterprise Defining IT technology architecture for the enterprise Integrating architectures © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 9

Information Technology Strategic Planning and Control Based on goals of firm and IT Defines general direction regarding how to attain goals through IT strategic plan © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 10

Tactical Level Processes Management Planning Management System monitoring and planning Development Planning Application planning Data planning Network planning System planning Project planning © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 11

Tactical Level Processes Resource Planning Capacity planning and management Skills planning and management Budget planning and value management Vendor planning and management Service Planning Service level planning and management Recovery planning and management Security planning and management Audit planning and management © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 12

Development Planning Processes Application planning Portfolio and schedule of applications to be built or modified in certain time period Data planning Reviews application plan Determines data needs Network planning Network connectivity demands System planning Translate strategic goals into scheduled update of hardware, software, network, and facilities Project planning Defines technically feasible and manageable projects © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 13

Service Planning Processes Service level planning and management Negotiates service level agreements Recovery planning and management Ensures continuation of operations in event of disaster Security planning and management Builds plan to ensure agreed levels of security for systems are met Audit planning and management Builds plan to ensure agreed levels of audit and compliance © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 14

Resource Planning Processes Capacity planning and management Defines how system resources support demand Skills planning and management Defines manpower needs to compete Budget planning and value management Converts plans into financial terms Identifies funding and allocation Vendor planning and management Outsourcing IT services and coordination © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 15

Management Systems Planning Uses strategic processes and assessment of IT plan Defines new prioritized portfolio of projects and plans Improves management system Project management approach is used © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 16

Operational Level Processes Project Management Project assignment Project scheduling Project controlling Project requirements control Project evaluating Resource Control Change control Asset management © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 17

Operational Level Processes Service Control Production and distribution scheduling Problem control Service evaluating Development and Maintenance Software development and upgrade Software procurement and upgrade Hardware procurement and upgrade Systems maintenance Tuning and system balancing © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 18

Operational Level Processes Administration Services Financial performance Staff performance Education/training Recruiting, hiring, retention Information Services Production Service marketing © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 19

Project Management Processes Project assignment Defines scope, leadership, and business partner involvement Ensures successful project completion Selects project leader Defines IT and business involvement Obtains management commitment Project scheduling Define deliverables Define tasks Estimate project time and costs Schedule resources Finalize a detailed project plan © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 20

Project Management Processes Project Controlling Track progress against plan Report status Conduct project reviews Resolve development problems Review make/buy decisions Submission of change requests © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 21

Project Management Processes Project Requirements Control Receipt of requests for requirement changes from users/other sources Analysis of specifications of new requests Acceptance or rejection of requests Revision of project plan © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 22

Project Management Processes Project Evaluating Documentation of final status of project/deliverables Comparison of project achievement with project plans Identification and reporting reasons for variances Obtaining approval to terminate project and report completions © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 23

Resource Control Change control Asset management Record change requests Prioritize and group changes Schedule, defer, reject changes Monitor testing Monitor installation Report and control status of changes Asset management Identification of systems, applications, data, personnel, supplies, and financial resources Update inventory Maintenance of security or resources Administer access to resources Report and control on inventories © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 24

Service Control Processes Production and Distribution Scheduling Plan production and distribution service workload Develop maintenance and measurement schedule Develop work schedule Negotiate deviations from service agreements Publish work, maintenance, and measurement schedules Monitor and modify schedules © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 25

Service Control Processes Problem Control Recognize problems Report/log problems Determine nature, impact, and extent of problem Select predefined bypass and recovery procedures Initiate action to resolve problems Report and control status of all problems on hand © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 26

Service Control Processes Service Evaluating Translate operational data into service-level terms Assess user rating of the service Evaluate compliance to service agreements Identify and report reasons for variance Report service status and new service requests © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 27

Development and Maintenance Processes Software Development and Upgrade Define detailed requirements Design externals and internals of application Structure data Negotiate design compromises with users Develop and test programs Integrate and test applications Install software © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 28

Development and Maintenance Processes Software Procurement and Upgrade Define detailed requirements Review integrity and performance Negotiate compromises with vendors and users Confirm or amend buy decisions Define system recovery for operating environment Generate system and execute provided tests Publish instructions for integration Install, integrate, and test application/software © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 29

Development and Maintenance Processes Hardware Procurement and Upgrade Define detailed requirements Select hardware/network/facility Lay out physical planning Define hardware, network, and facility recovery Test new units Test complete systems Install hardware, network, facility © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 30

Development and Maintenance Processes Systems Maintenance Revalidate cause of problem Understand environment of suspect component Diagnose suspect component Determine fix for failing components Test fixes Change management review Install fixes © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 31

Development and Maintenance Processes Tuning and System Balancing Define detailed requirements Develop solutions Execute testing of new or modified units Test complete systems Change management review Install new systems © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 32

Administrative Services Processes Financial Performance Calculate charges due for services Administer vendor and other contracts Execute cost accounting procedures Purchase equipment, supplies, services Report accounting and financial status Track vendor performance © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 33

Administrative Services Processes Staff performance Collect data on absences, accidents, attendance Collect data on job performance Compare and report productivity Education and training Perform training and education for information systems services Develop and maintain educational documentation Maintain education and training profile for IT staff © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 34

Administrative Services Processes Recruiting, Hiring, and Retention Recruitment and promotion Training and qualification requirements Cross-training and job rotation Hiring and firing Measuring performance Respond to technical and market changes Balance internal and external demands Succession plan for key staff © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 35

Information Services Processes Production Receive jobs, transactions, and input data from distribution Set up, initiate, and run jobs and transactions Make jobs, transactions, and output data available for distribution Monitor progress of production work against schedules Execute predefined or emergency production procedures Record and report information on status, incidents, actions taken, and results © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 36

Information Services Processes Service Marketing Select service offerings to fit client needs Market offerings appropriately Report user needs for new services Initiate actions to provide services Execute public relations activities on behalf of I/S organization Provide interface among IT and business © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 37

Ownership of Processing Consider: Financial conditions Services Relationships Reliability Outsourcing © 2004 Managing the Information Technology Resource, Jerry N. Luftman Chapter 5 - Slide 38