Department of Defense Defense Information Systems Agency DISA ITSM Office Customer Conference Brief August 2011

Guiding Principles DoD and Mission Partners DoD and Mission Partners Full Spectrum of Operations Full Spectrum of Operations Global Mission Contested Battlespace Contested Battlespace Begin at The Edge Begin at The Edge End-to-End Service Always On

The Enterprise - Guiding Principles Defense in Depth NetOps Visibility and Reporting Policy-Based Enterprise Management Next Generation Operations Support System Extensions DECC DoD & Mission Partners Full Spectrum of Operations Global Mission Contested Battlespace Begin at The Edge End to End Service Always On

The Enterprise InfrastructureNetworks EnterpriseServices Computing MissionAssurance

What Does it Mean to Me? Alignment of our collective efforts and resources toward –Lines of operation –Joint enablers With measurable –Priorities –Actions –Tasks Within our existing management processes it will: –Guide what we do over the next several years –Define what we will change and how we will do business –Allocate and prioritize our resources Execution is everyone’s responsibility 5

Allocating Resources Planning and Programming Matching resources against requirements “Dealing with change in an orderly manner.” – Resources – Schedules – Capabilities – Interdependencies Answer the questions: – Deliver what? – By when? – What breaks? Follow strategic guidance Many Requirements Limited Resources

Internal Process Prior Year Funding Levels Internal Realignments Issues for Pentagon level Evolving Concepts for Future Cycles and Lessons Learned Pentagon Guidance Telecomm Guidance Director’s Guidance Working Groups Internal Data Bases and Knowledge Repositories Models and Analytical Tools Existing Studies What’s Changed? Programming Model Overview

8 ITSM Strategy

Process or Bureaucracy When processes become bureaucracies, we need to fix them or get rid of them! How to keep a process from feeling like a bureaucracy: Make it simple Make it intuitive Target the customer NOT the process owner

Top down: Quadrennial Defense Review Strategic Planning Guidance Joint Planning Guidance I don’t have enough money to do “x”! Defer Pentagon Issues Bottom up: High priority Unfunded Requirements These things must be done! Fund Internally Process is Time-sensitive

11 Mission Statement: Govern the enterprise-wide approach to service management improvements (e.g. Agency wide process improvement for Business and IT management processes) and service performance measurements. –Streamline Processes –Drive out waste –Converge to the cloud –Enable transparency to the customer base throughout ITSMO Vision and Strategy

DISA ITSMO Policy Process Spiral Development Compliance & Inspection Quality Management ITSM Strategy & Synchronization DISA CIO 4 Key Tenets 1.Convergence 2.Transparency 3.Single, Accountable Process Owners 4.ISO/IEC 20K Compliance Establish and enforce standards and policies Govern improvement efforts Unified communications Obtain resources Monitor and reporting DISA’s ITSM Office

Overarching framework is ITIL v.3 – Defines language and overarching approach Takes the best of; – COBIT (Control Objectives for Information and related Technology) – eTOM (Enhances Telecommunications Operations Map) – BEA (Business Enterprise Architecture) Will use ISO – For certification and ratification of our processes Uses Lean Six Sigma – For gap Analysis – Continual Service Improvement – Quality Assessment Scorecarding – Alignment of activities to Strategy, Mission and Objectives Alignment with DoD ITIL and MILDEP efforts 13 DISA’s Approach to ITSM

DoD Portfolio Managment Warfighter Requirements DISA standard suite of services Non-standard change approvals Request Fulfillment Not currently a standard service Service Delivery Should it become part of the standard offerings Decision Share Information at All Levels Measures of Success Is the bulk of Warfighter capabilities needed, standard items? Are unique requirements processed quickly? Are portfolio and catalog decisions transparent? Were cost models standardized & understood? Measures of Success Is the bulk of Warfighter capabilities needed, standard items? Are unique requirements processed quickly? Are portfolio and catalog decisions transparent? Were cost models standardized & understood? Governance Change Management Request Fulfillment

“The categories of warfare are blurring and no longer fit into neat, tidy boxes.” - Robert M. Gates, Secretary of Defense CYBER SPACE GLOBAL INFORMATION GRID (GIG) DISA’S CORE OFFERINGS DISA’S INTERNAL SERVICES Scope of Services

Process Design 4 months Review 1 month Deployment 6 – 12 months Process Spiral Cycle Time: 1 – 1 ½ Years Initiation 1 month Spiral Development Timeline

PROCEDURES Become CONOPs & SOPs (Process Managers & Workers) WORK INSTRUCTIONS Tool-specific content (Workers & Vendor Documentation) PROCESS Based on ITIL V3 (Process Owners & Managers) POLICY Based on ISO and CobiT (Executives & Process Owners) DoD Directives DISA Circulars DoD Instructions CJCSIs DISA Instructions MOAs DISA EUR Instructions DISA PAC Instructions DISA CONUS Instructions DFAR Speeds Staffing of Changes Separation of Process and Policy

Accomplishments to Date

Process Schedule 19

2010: Initial process workflow automation Improved IT Asset Management audit compliance Enterprise Knowledge Management strategy 2011: Strengthened IT Governance Centralized Service Desk Consolidated Service Catalog $5B performance-based contracts 2012: Improved Fiscal transparency Rapid Agile Provisioning Business Intelligence Competency Center Cloud Computing The Journey Continues Critical Success Factors PRIORITY :  Strong leadership advocacy and oversight  Dedicated ITSMO Director and PIO Chiefs  Single Process Ownership, empowered with enterprise-wide authority  Resource Commitments: People, Time and Monies  Standardized and integrated process workflow systems  Enterprise-wide acceptance and utilization of Governance  Planned and unified communications  Continuous Improvement instilled in culture