I Forum GSTI - Microsoft
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Modelo de Governança de TI na Prática: Caso Microsoft Marcos Rodrigues - Gerente de TI da Microsoft Brasil
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I Forum GSTI - Microsoft
- 3. Centro de Custo Não coordenada, infra-estrutura manual Centro de Custo mais eficiente Infra-estrutura gerenciada com pouca automatização Infra-estruturade TI gerenciada e consolidada com o máximo nível de automação Gerenciamento totalmente automatizado, uso de recursos dinâmicos, SLAs vinculados aos negócios Viabilizando Negócios Ativo Estratégico * Based on the Gartner IT Maturity Model Básico Padronizado Racionalizado Dinâmico
- 7. QBR/MYR Scorecards Plano de Comunicação Treinamentos Board de Mudanças Plano de Registros
- 8. Nós entregamos Soluções de TI e serviços que disponibilizam Inovação e VALOR para as Unidade de negócio 2. Fortalecer Parcerias de Negócios 3. Simplificação da Estratégia de Plataforma 4. Liderar com Inovação 1. Modelo Organizacional
- 13. Adcionadas 2,459 - 621 +487 2,325 - 622 1,641 - 350 Redução 25% Redução 27% 3000 1000 Removidas +116 FY07 2006/2007 FY08 2007/2008 FY09 2008/2009 - 178 Aplicações não relacionadas as Áreas de Negócios FY10 2009/2010 Redução15% - 140 1, 285 +74 Redução 21% Objetivo Removidas Adcionadas Removidas Adcionadas
- 17. How Microsoft IT Uses the IT Lifecycle Framework https : //msevents . microsoft . com/CUI/WebCastEventDetails . aspx ? culture=en-US&EventID=1032373035&CountryCode=US Microsoft IT Showcase: How Microsoft Does IT http:// technet . microsoft . com/en-us/library/bb687780 . aspx Microsoft Operations Framework 4.0 http:// technet . microsoft . com/en-us/library/cc506049 . aspx Solution Accelerators http:// technet . microsoft . com/en-us/library/cc936627 . aspx
Notas del editor
- 06/29/10 © 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION. Navy Marine Corps Symposium 2010
- Maturity Levels of the IO Model The IO Model is a continuum of four levels or phases of progressively higher technological maturity: Basic, Standardized, Rationalized, and Dynamic. The Basic phase is the least mature having an unpredictable cost center and an uncoordinated, manual infrastructure. The Standardized phase enjoys more efficiency with a managed IT infrastructure, some automation and a slightly more predictable cost center. In the Rationalized phase, a managed and consolidated IT infrastructure is viewed as helping the business, primarily through automated processes. Finally, in the Dynamic phase, the IT infrastructure includes fully automated management, dynamic resource usage, business-linked Service Level Agreements (SLAs) and can be a company’s market differentiator. It should be noted that constant attention and maintenance is necessary to prevent declining back to a previous phase.
- IO Model for Security When applied to security, the IO model has Total Cost of Ownership (TCO) on one end and Return on Security Investment (ROSI) at the other. The three primary facets applying to security are People, Process, and Technology. “People” evolve from having unclear accountability to Business owners making risk decisions for their digital assets along with Security professionals to a seat at the table with the Business. “Process” evolves from ad hoc processes to metrics-based operations, to continuous improvement. “Technology” evolves from uncertainty about the status of controls and compliance to automation, to self provisioning. Basic Phase Examples IT staff taxed by operational challenges Users come up with their own IT solutions IT processes undefined Complexity due to localized processes and decentralization Patch status of desktops is unknown No unified directory for access management Standardized Phase Examples IT Staff trained in best practices such as Microsoft Operations Framework (MOF) and the Information Technology Infrastructure Library (ITIL) Users expect basic services from IT Central Administration and configuration of security Standard desktop images defined but not adopted by all Multiple directories for authentication Limited automated software distribution Rationalized Phase Examples IT managed environment Users have the right tools, availability, and access to information SLAs are linked to business objectives Clearly defined and enforced images, security and best practices Automated identity and access management systems and processes Automated system management Dynamic Phase Examples IT is viewed as a strategic asset IT is a valued partner and enables new business initiatives Self-assessing and continuous improvement Easy, secure access to information from anywhere, anytime Self provisioning and quarantine capable systems ensure compliance and high availability More information about the model is available at http://www.microsoft.com/technet/itshowcase/content/iotsb.mspx#EOC
- ITLC – Plan, Deliver & Operate Scorecard - the business (we will do a demo in just a moment) - CIO Scorecard – Top 11, MITC Funded SMD Projects, VI Programs, understanding customer satisfaction (net satisfaction, measuring regularly and often) Measure success with our plan of record, QBR/MYR & with Customer Partnership And communicate out – to our shareholders, customers, and our business.
- Pivotal evolution in IT management at any company – including Microsoft – is to determine what’s strategic for you. For your company. For your strategic vision and goals. That’s where you concentrate your development expertise. That’s where you deliver solutions and services unique or differentiating to your business. But it’s the ability to manage a diverse set of suppliers outside that development core that makes it possible to deliver IT more effectively and efficiently for your end users. With this kind of targeted focus you can encourage a strong dev team to innovate and be proactive with the business. You can better see what’s truly innovative…breakthrough, moves the needle - versus what’s just a tweak on the old. We are looking for quantum leaps and to quantify them. Microsoft IT Organization Model: Microsoft IT impacts the business both internally and externally. Internally, we have Account Managers. “Feet in the Field”. They represent Microsoft IT within the regions. Account Managers work with business to determine technology needs (software & hardware), site expansions and moves, and most importantly dogfooding. Dogfooding is both deploying products to the businesses and providing feedback from the business to the product team. Our Solutions Managers build the solutions for the business. If there is a need an application in our field locations or for a part of Microsoft, e.g., licensing, the Solution Manager works with the business to develop requirements. Solution Manager partners with IT Engineering, QBE for standards & process improvement, and IT Operations to support the solution.
- MSFT Investor Relation 06/29/10 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only