1. Improving Mission Effectiveness By Exploiting [name the Command]’s Implementation of the DoD Enterprise Services Management Framework (DESMF) By Mukesh Barot DESMF WG Chair December __, 2017
DRAFT

2. Purpose This briefing advocates DESMF adoption because DESMF:
Contributes to mission effectiveness
Provides efficiencies (cost savings)
Is mandated by DoD
This briefing overviews DESMF, highlights its potential benefits, and validates this initiative through examples of successful adoption 2

3. Establishment of ITSM Governance
DoDI 8440I Signed 24 Dec 2015 by Mr. Halvorsen
Initial foundational policy establishing authorities and future intentions
Establishes DESMF as the single IT Service Management (ITSM) framework for the DoD
SLIDE INFORMATION********
Method Employed: Transition
Supporting TLO/ELOs ID:
ELO Define Business Process Reengineering (BPR)
Reference(s): NA
********
SVG Slide# 4
IVG# 5
Total Lesson Time: 90 minutes
Lesson Instructor-facilitated Discussion: 60 minutes
Classroom Exercises: 20 minutes
Slide Time Required: 1 min
Lesson time is 50 minutes; Pace yourself to allow about 20 minutes for the exercise
Major Takeaways (MT):
1. Business Process Reengineering is a fundamental rethinking and radical redesign of business processes and must be conducted prior to automating a business process.
Learning Points (LP):
Note to Instructors (Q&As; Guidance for Slide):
SVG slide 4 serves as an outline of the lesson (IVG slide 5) 3

4. Policy Statements DoD will:
Promote effective use of standards for IT services
Articulate DoD ITSM standards via DESMF
Measure quality and management capabilities based on those standards
Define, categorize, publish and measure IT services based on DESMF
Use DESMF to describe manner of ITSM for Joint Information Enterprise (JIE)
Consider DESMF conformance in all portfolio management decisions IAW DoDI
SLIDE INFORMATION********
Method Employed: Transition
Supporting TLO/ELOs ID:
ELO Define Business Process Reengineering (BPR)
Reference(s): NA
********
SVG Slide# 4
IVG# 5
Total Lesson Time: 90 minutes
Lesson Instructor-facilitated Discussion: 60 minutes
Classroom Exercises: 20 minutes
Slide Time Required: 1 min
Lesson time is 50 minutes; Pace yourself to allow about 20 minutes for the exercise
Major Takeaways (MT):
1. Business Process Reengineering is a fundamental rethinking and radical redesign of business processes and must be conducted prior to automating a business process.
Learning Points (LP):
Note to Instructors (Q&As; Guidance for Slide):
SVG slide 4 serves as an outline of the lesson (IVG slide 5) 4

5. DESMF Composition Updated annually by DoD-wide group
Quality Model
Service descriptions
Service categorizations
Service quality
Process Reference Model
Standard descriptions
Support implementations and organizational learning
Support audit and assessments
Process Assessment Model
Assessable levels of integrated service management capabilities
Provide Additional Guidance
DoD Components for adopting ITSM practices
Acquiring and contracting for ITSM efforts and capabilities based on industry best practices
Updated annually by DoD-wide group
DoD CIO will provide further requirements for inclusion in DESMF
DESMF baseline controlled under DoD CIO EASB using ESDP adjudication
DoD-wide group collaboration site DoD ITSM CoP:
EASB = Enterprise Architecture and Services Board
ESDP = Enterprise Services and Data Panel (subordinate board to the EASB)
SLIDE INFORMATION********
Method Employed: Transition
Supporting TLO/ELOs ID:
ELO Define Business Process Reengineering (BPR)
Reference(s): NA
********
SVG Slide# 4
IVG# 5
Total Lesson Time: 90 minutes
Lesson Instructor-facilitated Discussion: 60 minutes
Classroom Exercises: 20 minutes
Slide Time Required: 1 min
Lesson time is 50 minutes; Pace yourself to allow about 20 minutes for the exercise
Major Takeaways (MT):
1. Business Process Reengineering is a fundamental rethinking and radical redesign of business processes and must be conducted prior to automating a business process.
Learning Points (LP):
Note to Instructors (Q&As; Guidance for Slide):
SVG slide 4 serves as an outline of the lesson (IVG slide 5) 5

6. DESMF Benefits
Provides a DoD-wide standard ITSM framework for implementing and managing high-quality mission-aligned IT services
Promotes and enables mission effectiveness
DESMF implementation can address Command IT challenges
Consumers of IT services within the JIE are assured that common ITSM best practices are adopted and underpin delivery of IT services 6

7. Stakeholders’ Responsibilities
DoD CIO
Manage DESMF
Establish DoD Service Catalog
Guide DoD
Prescribe conformance levels
Monitor conformance
Evaluate ITSM capabilities and quality across DoD
Evaluate DESMF effectiveness
USD (AT&L)
Synchronize acquisition systems and policies IAW DoDI
Provide guidance to PMs and PEOs to evaluate and approve implementations of ITSM practices
DoD Components
Resource management
Collaborate on DESMF refinements
Execute conformance plan per DoD CIO prescribed level
Minimally annual measurements
Register component services with enterprise
DISA Director
DESMF liaison
Provide technical assistance for DoD ITSM 7

8. Command Challenges
Increasing missions requiring agility of thought and action (“Do More!”)
Reduced or fluctuating resources (“With Less!”)
Increasing demands for Cybersecurity/resilience that impact mission accomplishment
IT support lives in the back room with little visibility
Lack of knowledge of what we have
Inability to address service delays and resource demands 8

9. Command Challenges - Continued
Leaders question alignment of technology investment with mission outcomes
Lack of standardization in how organizations command and control IT across the enterprise 9

10. DESMF Promotes Mission Effectiveness
1st Principle of DESMF ITSM—100% IT Service Alignment with Commanders’ Mission (Vision)
Customers’ priority outcomes drive Service Strategy and Design
Zero investment in technology for its own sake
Results:
Improved efficiency/productivity/security
New services delivered faster with fewer bugs 10

11. DESMF Promotes Mission Effectiveness
2nd Principle of DESMF ITSM—Measurement of Service Quality supporting Commanders’ Mission Availability
Standardization of processes and services across Command
High visibility of measurements against Command agreed metrics
Example – 50% reduction in user outage time for incidents 11

12. DESMF Promotes Mission Effectiveness
3rd Principle of DESMF ITSM—Value through Knowledge
100% asset accountability promotes infrastructure security and mission agility
Example - Minimize technical re-work, <30% resource savings, drives reinvestment potential 12

13. DESMF Promotes Mission Effectiveness
CASE STUDY 1 – US Army NETCOM
1st Principle of DESMF ITSM—100% IT Services Alignment with Commanders’ Vision
Mission Scope Supported by DESMF practices:
Operate critical high-availability NIPR/SIPRnet services for 400+ CONUS Theater Army locations
Sustain operations office productivity services for over 500,000 users; including mail.mil in CONUS
Characteristics/Benefits:
Mission priorities drive Service Strategy, Design & Operation
Technology investments aligned with mission objectives
Results:
New services (software) delivered faster, more frequently, with fewer bugs
Improved security, efficiency, and productivity (5 fold increase in incidents managed)
Evidence:
100+% mission expansion at CONUS Regional Control Center with no increase in contractor resources - Dozens of Mission Orders accomplished, including absorption of CONUS JRSS O&M
22 times as many priority software releases per year compared to years prior to inception of ITSM 13

14. DESMF Promotes Mission Effectiveness
CASE STUDY 2 – US Navy ITSMO - NGEN
2nd Principle of DESMF —Measurement of Service Quality Supports Command’s Mission
Mission Scope Supported by DESMF practices:
A (SME input) B
Characteristics/Benefits:
Annual assessments conducted to determine capability of each process (PCA)
Analyses used by process owners to facilitate improvement actions
Results:
Process owners have greater situational awareness of process capabilities and effectiveness
Commanders provided with greater insight and improved SA on operational status
Process Design and Implementation
Evidence:
Two rounds of PCAs conducted to date on 13 processes plus the service desk; dozens of CSI opportunities identified and process improvements implemented as a result
Among other improvements, long-overdue documentation updates were performed; several processes are increasing their PCA scores on a yearly basis 14

15. DESMF Promotes Mission Effectiveness
CASE STUDY 3 – US Navy ITSMO - NGEN
3rd Principle of DESMF ITSM—Value through Knowledge
Mission Scope Supported by DESMF practices:
A (SME Input) B
Characteristics/Benefits:
Processes designed based on best principles drawn from multiple sources – ITIL, COBIT, etc.
Best practices balanced against process owners’ and managers’ knowledge of Navy environment and constraints to design processes fit for purpose
Results: Right performance, lower risk, KEY metrics, 100% asset >> SECURE
Operational processes defined & implemented that are fit for purpose and based on best practices
Specifications for processes for NGEN recompete being defined jointly with process owners
Process Capability Assessments
Evidence: Higher performance, cost control
Process frameworks in place and processes assessed for PMW-205 and NetOps
Process guides and other foundational documents created for processes included in NGEN recompete 15

16. CALL TO ACTION
Adoption of DESMF practices should be promulgated through the relevant commands
Will necessitate active sponsorship by commanders 16