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Service Management in an as-a-service world – Part 2

August 6th, 2015 No comments
Reading Time: 3 minutes

This is part 2 of a guest blog I was asked to create for the Service Management Conference. you can find the original here and where it was published completely in the July issue of the itSMF Bulletin.

Why business mapping is critical to effective Service Management and how to get started.

In Part 1 we looked at why the cloud can give IT service management team more control – not less. Now let’s look at how to use business mapping to provide control and visability in a world where applications are offered as subscription services, from a multitude of vendors.

Use Business Mapping To Ensure IT Truly Supports the Business

A map looks at the context of complex systems. We’re familiar with technology roadmaps that match short-term and long-term goals with specific technology solutions to help meet those goals, often presented in a diagram. They are designed to help customers (including internal customers) understand the technology, current and future, that is at work in their business. But the technology view is only one part of the puzzle.

In addition to addressing the business’ immediate and projected needs you need to have a larger view of the product/capability that your organisation provides and the market forces that may impact it. The external forces range from market segment growth, competitive situation and your distribution channels through to political, economic and environmental factors – and more. There are also internal forces including the company, customers, suppliers and other constituents. This view is known as a market audit.

A business map takes this to the next level. It starts with identifying the need that the organisation is addressing with its product or service, the evolution of that product/service from an idea through to a marketable product and eventually a commodity.

Business maps arm the technologist, and business professional, with information that can be used to understand the overall business’ direction and what factors influence the various capabilities that underpin the central need of the value chain. This holistic view of the business gives context for recommendations and decisions. Hint: Get it right and there will be less instances of Shadow IT, as you will be able to understand the emerging needs of the business as it relates to its strategy

Here are six questions to help you start the mapping process:

  1. Where are we now with the business capabilities, supporting processes and technologies?
  2. What is the visibility and value placed on each of these
  3. Where do we want or need to go with these? Ultimately the drive is to head toward commodity, however, that isn’t always the right answer as there are sometimes constraints
  4. How do we get to where we want or need to be?
  5. As the organisation moves from new and novel to commodity, what are your options for sourcing and delivering?
  6. How will we know that we are on track?

If you’d like to know more about business mapping read my blog or go see Simon Wardley’s blog

Transparency across multiple vendors

IDC predicts more than 65 percent of enterprise IT organisations globally will commit to hybrid cloud technologies before 2016. This hybrid environment encompasses everything from applications, to platforms to business services, providing the services the business needs dynamically.

So once you’ve mapped your organisation and selected your solutions how do you track and manage service delivery across multiple delivery modes and suppliers? How do you let the business know what is available to it? And how do you encourage the innovation through the adoption of new services?

Integrating the disparate IT and business systems and providing a clear view of what services are available to the business based on Persona allows everyone to know what is available. Most importantly this provides a way of tracking and measuring the services, both individually and holistically as they underpin key business capabilities.

So there’s no need to fear the cloud. Recognise it for what it is – a different way of delivering services that can actually give you more control, not less, provided you take the effort to jump into the driver’s seat and use your map.

NOTE: Original post included corporate product links, I’ve removed them from here and made specific reference to Simon’s blog (which was found through my blog link in the original)

Leveraging IoT

March 31st, 2015 Comments off
Reading Time: 5 minutes

IoTLast week I was fortunate enough to attend the AIIA Government conference on “Navigating the Internet of Things”. This is the 4th year that they’ve run a Government specific conference for sharing experiences and educating people on what is happening in the industry, locally and globally in Government with Technology.

The conference was opened by the Honourable Malcolm Turnbull MP (Minister for Communications), who gave a great summary of the state of affairs with regards to the adoption of Internet technologies and how industry, on the back of initial Government stimulation, is thriving, constantly reinventing itself and driving innovation.

The major themes of the conference was transformation, transformation of cities and how we do things more efficiently, be it resource use, transportation or healthcare. It also reiterated that the emerging IoT world is very much a Digitally driven economic world.

 

Resource Use

One example used by Minister Turnbull was Water. Water Utilities loose 25-50% of water  due to leaks and due to the reactive nature repairs, are extremely costly to  repair – NICTA have created analytics on predicting what pipe is is most likely to fail and when, allowing for proactive maintenance, reducing the cost of the service. David Gambrel of NICTA explained how this approach was already being used on the Harbour Bridge reducing the cost of maintenance 10 fold.

Energy use and smart lighting that make up approximately 25-50% of government energy budgets, was the another area explored. The move to transforming lighting to smarter, LED based technologies has the ability to significantly reduce the cost and use of energy. One idea posed was the ability to equip smart lamp posts with ability to be charging stations, also creating an opportunity for governments and councils to offer charging to electric cars and create a new source of revenue.

 

Transportation

Another example of resource use is roads. In Australian cities, congestion on roads account for 4.26B working hours wasted, said Minister Turnbull. Connected vehicles for traffic management could solve some of this. One of the biggest hurdles to date is the getting real life data and not driver opinions. As the cost of sensors and integrated chips continues to drop, live monitoring of services becomes more feasible, especially when we include feeds from the likes of Google Traffic. Understanding how roads (as a resource are used)

Steve Leonard, Executive Deputy Chairman, Infocomm Development Authority of Singapore (IDA) presented the challenges of the Singaporean government and their approach to Transportation – how to use infrastructure more efficiently, In summary support adoption of smart cars to essentially allow them to be packed closer on roads, potentially doubling the capacity of the existing roads. This was supported by Susan Harris, CEO of Intelligent Transport Systems Australia who’s research suggested that up to 40% more cars could be put on roads if we had automated cars with smart telemetry capability.

Lutz Heuser, CTO for the Urban Institute presented his Institute’s Reference architecture for future cities (see below). This was part of a wider view that to be successful in  to create a new Government service Infrastructure of data streams and analytics – new utility provided by governments. Cloud based open and realtime.

Smart city Ref Arch

Smart Cities Reference Architecture – Lutz Heuser, Urban Institute, 2015

Finally UBER’s Melbourne General Manager explained how IoT and the marketplace they created using that technology allowed them to extend and supplement the public transport system.

The real future of the connected city or “Smarter” city will have smart and autonomous vehicles, providing better use of existing transport systems, allowing for denser and more efficient use of vehicles on the already crowded routes. All enabled by sensors that feed large inter-connected systems that make sense of the data.

 

Healthcare

Again Steve Leonard, (IDA) explained the problem they have in Singapore. Urban density of approximately 8000 people per square kilometre, means that they are not only far more dense than Australia or the U.S. but that they need to make sense of the projected needs of the population with the real estate available. Singapore, like most have an ageing population- they are all living longer and birthrate is slowing – This change in demographic has caused them to look at the statistics of hospital stays. If you are over 65 you are likely to stay 30% longer in hospital – this has a huge impact on hospitals and the projected number of future hospitals needed to support the population. Given geographic and economic constraints Singapore cannot build hospitals as much as they need; nor could they staff them. Additionally their studies have shown that 20% of patients contributed to 80% of re-admissions. So how can they offload chronic care, focus on triage and emergency care? They’ve looked to technology. leveraging their fibre network reach (1GB to each home) and eHealth technologies with in-home care to offload.

Dr James Freeman, CEO of GP2U.com.au a Telehealth business delivering services in Australia via video-conference so patients don’t have to physically see a Dr. and can have scripts filled and ready for pickup from local pharmacy. With the proliferation of sensors and cameras in consumer devices, they are able to deliver some consultation services remotely, never having to physically see a patient. Dr. Freeman pointed out that that the adoption is slow to date and this is a combination of no financial incentive to take up these services and legislation being slow to catch up to technology. The financial incentive model is absolutely necessary as there is little chance people will use these services off their own back. I’ve recently seen with my father-in-law, being issued a blood pressure monitor from his health insurer. Each measurement is logged and set directly to the provider for them to track his health. He rarely does it as there is yet no incentive to do so, no lowering of his premium or rebate for his troubles.

 

Government as a Service – The new Utility

What all of these presentations and discussions showed was that the future for Government is providing data as a service. Today the DTO is working at improving the way government delivers services, with the end goal of speaking to customers as one public sector. Delivering services on common platforms. Data.gov.au will continue to be developed and invested in.

This view was echoed by Ros Harvey, Chief Strategist and Advisor for KEI and Sirca, Government as a platform is the future, getting the community to innovate on top of the services and data that government supplies. This was reiterated by Pia Waugh, department of finance, who has been working for years working towards the goal of “Government as an API” and creating the mashable government- making what Gov does more available regardless of agency or jurisdiction.

If the Australian Government can continue with the work that they’ve started it will be well on its way to making Australia the worlds leading digital economy, an aspiration of Minister Turnbull.

 

How to make IoT successful.

The resounding themes were integrity and security will be important as IoT proliferates. Security must be the foundation of any platform (Brian McCarson, Intel) and approached from an epidemiological standpoint (Turnbull). Using high level pattern analysis and large mass data analytics to see trends and changes in the system.

 

fundemental IoT

Fundamental Tenants of IoT, Intel, 2015

 

Conclusion

IoT is breaking through the novelty and into the mainstream with the backing and support of Government. As more and more sensors find their way into roads, waterways, infrastructure components and government systems, this data, raw and refined, will become the new economy that governments will not only collect revenue from, but use to manage and shape the policies of the future. Using this knowledge and mapping the ILC cycle will help businesses (and government) understand how to leverage the innovation and properly commodities the services needed.

 

Value of Enterprise-wide Risk Management: argument against maintaining the status quo

January 26th, 2015 Comments off
Reading Time: 5 minutes

B0IuYcJCUAAox9MToday is a based off several things colliding at the same time for me – discussions with friends, colleagues and some twitter banter.

Everywhere I’ve been, risk management is broken into discreet units and managed individually ostensibly due to it’s complexity, working on the assumption that what they have is enough. Even Enterprise Architecture Frameworks skip over how Risk Management is to be engaged and offer little to no support in understanding the holistic picture.

Despite the argument of organisations that they don’t believe enterprise risk management (ERM) is necessary or that the existing static, compliance based tools or technique employed are sufficient, there is a place for ERM. By assuming that the nature of the business will stay the same, as-good-as-it-gets is an arrogant disregard for the fact that environments change. There will always be a requirement to navigate risk in business, as to avoid risk is to avoid success.

  • How do you navigate risk in your business?
  • Do you use a spreadsheet compiled from compliance questions?
  • How about a pre-canned register provided by a consulting company?
  • Is risk management handled at a project or programme level without higher level visibility within the organisation?
  • Is there a single, unified view of risk management?

To disregard risks that may destroy value, you risk destroying the business; this is what static, disaggregated risk management techniques can cause. ERM, that is looking holistically at the organisation, provides a structured and disciplined process that aligns strategy, process, people and technology in order to maximise the desired outcomes and minimise the undesirable.

A holistic ERM approach allows the identification of various types of risks, providing the necessary visibility to the business. This visibility can provide the business with the ability to apply a measured and complete approach to the remediation or mitigation of risks, through tools and techniques, as well as identifying emergent risks to the organisation. As an example, a change in one area of the business’ policy due to legislative change, may have further implications though if handled in isolation, wouldn’t allow the business to be proactive.

Focusing on a single component of risk, such as looking to insure as a loss reduction technique for operational and financial risk, neglects the other risk types (of Technical, operational, financial, commercial or project-based/time based) and has the same affect as a business silo risk management model.

Read more…

Chief Enterprise Architect as Transformational and Transactional Leader

January 17th, 2015 Comments off
Reading Time: 1 minutes

medium_3488998147I recently read the article from Dr Gerald Gray (@SmartGridJer) on “Chief Enterprise Architect as Transformational and Transactional Leader“.

What I enjoyed most is that Dr. Gray succinctly captured the duality of the the day to day of the Chief Architect. The biggest challenge I face on a day-to-day is working at the transformational level with the CxO executives then jumping into the transactional aspects of a programme deployment and dealing with both the people vs. outcome focus which is overlaid with the situational leadership model that is presented.

Some day’s I’m successful in juggling these multiple, competing goals…. others not so much.

photo credit: wallyg via photopin cc

How to build a roadmap in 7 steps

January 2nd, 2015 Comments off
Reading Time: 5 minutes

RoadMapMoving Information Technology (IT) into the sphere of “the business” is still a challenge in a lot of organisations. How to move up requires that the IT/ICT teams demonstrate value (showing how you can support the business achieve its goals) to more senior executives within the business, where to start is always a hard question. Whilst there are many ways to approach this, the roadmap is one of the simplest ways of getting started.

 

Over the years I’ve noticed that there is little consistency in the generation and development of roadmaps; Infrastructure, Application or even Business structure. This can be for various reasons including:

 

  • There isn’t visibility of the full picture, but you have to show some degree of thought
  • Enterprise Architects are now really Technology Architects so the views are skewed towards a technology, conversely there are consultants posing as Enterprise Architects who have nothing more than an MBA and no experience or exposure
  • Businesses don’t truly understand what they are doing with ICT or why they need to be planned and not reactive
  • It’s a contract deliverable and come hell or high-water you’ll deliver something.
  • Newly minted TOGAF, SABSA or other practitioners attack this discipline with too much vigour that they get quickly shutdown by the business.

 

Regardless of the reason, it is important to be able to show those needing to invest in ICT services, what they are going to invest in and why they are going to invest. I’ve found that providing clear traceability between business objectives, ICT strategies (where available) and the roadmap help you as the architect understand WHY better which helps when presenting up higher the the organisation; communicating in the business’ terms and not techno-speak.

It can also help the CIO/Director of ICT/etc. understand how their organisation is supporting the wider business and its initiatives.

Remember a roadmap is generally for inside an ICT organisation. it requires distilling into bite-sized chunks for management to absorb

So let’s get to it. Building a roadmap can be broken into 7 stages

  1. Confirm the business’ priorities
  2. Current State
  3. Define End state
  4. Identify the measures
  5. Gap analysis!
  6. Sequence the events
  7. Publish the end goal

Read more…