itSMF Fusion 2010 slides on DISA\'s ITSM efforts

1. Department of Defense Defense Information Systems Agency Drew Jaehnig DISA ITSM Office itSMF USA Fusion Conference September 2010

2. Supporting The Department’s Mission Provision ships Provide command and control Manage parts and replenish supplies Provide medical care Pay the Warfighters Manage transportation and maintenance

3. An IT Powerhouse Created 1960 1965 2000 1990 1985 1975 1995 1970 1980 Different Cultures Different funding DIFFERENT PROCESSES DIFFERENT LEGISLATION National Military Command System Minimum Essential Emergency Communications Network Defense Switched Network Joint Spectrum Center Joint Tactical Command, Control and Communications Agency Anti-Drug Network World Wide Command and Control System NMCS ADP Support Defense Data Network Defense Mega-centers created Defense Communications System Combined Military Satellite Communications System Office 122 Networks Converged – Defense Information Systems Network Born Sat Comms Defense Communications Agency 3

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5. “The Pentagon is functioning...in the face of these terrible attacks against our country. It will be open for business tomorrow.” - Former Secretary of Defense Rumsfeld 5

7. Critical Infrastructure

8. Enterprise Services

9. Global CapacitySetting the Conditions for the Next Engagement Dynamic, Asymmetric Challenges 6

10. DISA’s Strategic Vision Network Operations and Global Service Delivery Services Policy-Based Enterprise Management NetOps Visibility and Reporting Design Processes Policies Technology Next Generation Operations Support System Enterprise Computing DECC Defense in Depth Network Extensions Stratified Organization Converged Organization

11. DISA’s Strategic Vision Network Operations and Global Service Delivery “Seams among strategic decision making, the sustaining base, and the edge where the user operates are disappearing. The objective, then, is a true Defense enterprise.” -2010 DISA Campaign Plan The Defense Business Board estimates that $37 Billion of waste is in badly managed IT Services Policy-Based Enterprise Management NetOps Visibility and Reporting Design Processes Policies Technology Next Generation Operations Support System Enterprise Computing DECC Defense in Depth Network Extensions Stratified Organization Converged Organization

12. Commercial Military SATCOM Commercial Deployed Forces Fixed Locations Fiber Wireless SEAMLESS INTEGRATION Convergence Challenges Spectrum Management across multiple continents with different frequency allocations and policies Seamless Satellite-Terrestrial-Sea communications Cross classified & non-classified information domains Global telecommunications path diversity Constant threat of cyber attack 9

13. “Innovation will be squashed” “People will die” “We’re special !” “Can’t be done here” “I’ll just wait this out” “You don’t understand our business” “Just another fad of the day” “I’m too busy for more work” Cultural Challenges

14. Unique Challenges: The Perfect Storm Extremely high availability & performance requirements Constant threat of attacks impact national security Services & SLAs not always established with customers Funding allocations fosters power silos Highly regulated and laden with bureaucracy impedes progress Military, Civilian, and Contractor cultural differences

15. 12,000+ military & civilian members Presence in 40 countries 29 field offices worldwide 8 million+ users 5000+ Gbps capacity 6,100 servers 1.7 petabytes of storage 2,800 applications 215 software vendors Relocation to Ft. Meade in 2011 12 DISA Today

17. Govern improvement efforts

18. Convergence across agency

19. Unified communications

20. Obtain resources

21. Monitor and reportingDISA CIO DISA ITSMO Process Spiral Development Compliance & Inspection Strategy And Policy Quality Management Strategic Communications DISA’s ITSM Office

22. The Agency’s Process Improvement Offices DISA ITSMO Directorate PIO Directorate Process Improvement Officer Integration, compliance, and performance monitoring Process design and continual improvement Directorate Process Owners Directorate Process Managers Day-to-day operations and local procedures Dashed line – Functional Process Relationship Solid Line – Command Relationship

23. ITSM Governance EXEC Board ITSM Office CIO Service Management Process Working Group Agency Level Process Change Advisory Board CFE CAB (PIO) NS CAB (PIO) GO CAB (PIO) GE CAB (PIO) CSD CAB (PIO) Directorate Level Process Change Advisory Boards

24. Scope of Services Cyber Space Global Information Grid (GIG) DISA’s CORE Offerings DISA’s Internal Services “The categories of warfare are blurring and no longer fit into neat, tidy boxes.” - Robert M. Gates, Secretary of Defense

25. ISO 20K audit compliance ITSMO sets standards and governs process reform ITIL V3 is the ITSM primary Process Framework, also using e-TOM, CobiT, FEA, TOGAF, and others Single and accountable process ownership with enterprise scope Spiral Development Approach Lean Six Sigma as ongoing improvement methodology Process Reform Policies

26. DISA’s Spiral Approach Maturity Level 1, 2 and / or Silo’ed Process or Non-existent process Spiral Three Target, Baseline, Gap Analysis Sustainment, Monitoring, and CSI Phase I Spiral Two Maturity Level 2, 3 and / or Limited agency Penetration Phase V Spiral One Phase II Maturity Level 3, 4 and / or Enterprise View PhaseIII Phase IV Process Design & Planning Implementation

27. Assess As-Is 1 month DesignTo-Be 3 months Briefings & Approvals 1 month Deployment 12-18 months Form Core Team 1 month Process Design 4 months Review 1 month Deployment 12-18 months Initiation 1 month Process Spiral Cycle Time: 1 ½ - 2 Years Spiral Development Timeline

28. Separation of Process and Policy Current Future POLICY Based on ISO 20000 and CobiT (Executives & Process Owners) DoD Directives DFAR DISA PAC Instructions Speeds Staffing of Changes PROCESS Based on ITIL V3 (Process Owners & Managers) DISA Circulars MOAs DoD Instructions PROCEDURES Become CONOPs & SOPs (Process Managers & Workers) DISA EUR Instructions DISA Instructions WORK INSTRUCTIONS Tool-specific content (Workers & Vendor Documentation) CJCSIs DISA CONUS Instructions

29. Accomplishments to Date Mar 2008: Formed Service Management Process Working Group (SMPWG) to coordinate process improvements Jun 2008: DISN Strategic Vision and targeted initiatives approved Dec 2008: Formed the Executive ITSM Governance Board (EIGB) May 2009: Began separation of policy, process, and procedural documentation to streamline approvals and updates Jun 2009: First performance based, firm-fixed price contract July 2009: Began ITIL V3 training globally Aug 2009: Formalized structured Change Management Mar 2010: Formed ITSMO under Office of CIO April 2010: Designated Six Enterprise Process Owners and began spiral development under governance of ITSMO July 2010: Established new IT Governance structure

31. Dedicated ITSMO Director and PIO Chiefs

32. Single Process Ownership, empowered with enterprise-wide authority

33. Resource Commitments: People, Time and Monies

34. Standardized and integrated process workflow systems

35. Enterprise-wide acceptance and utilization of Governance

36. Planned and unified communications

37. Continuous Improvement instilled in culture2010: 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

38. Adamantly refuse to provide an ROI during process design but insist on one for all process improvements. It is not always necessary to grab hearts and minds first – the results will do that on their own. Seize any opportunity to realize a quick win with passion. Assume no one communicates – take charge of all communications. It’s a waste of resources to conduct detailed As-Is baselines – maintain razor-sharp focus on the target. It’s sometimes less painful to modify processes to accommodate out-of-the-box toolset capabilities. ITIL Training is not for everyone. Leave Process design and terminology to the experts. ITIL in Stealth Mode has merits. "In war, only the simple succeeds.” - Field Marshal Paul Von Hindenburg Lessons From the Trenches