What Is IT4IT? – An Introduction To A New Standard The IT industry has long lacked a complete end-to-end management standard, one that includes architecture, project, portfolio, service, and operations management. It’s a challenge, one that the IT4IT standard has been designed to address. IT4IT is the first end-to-end, vendor-neutral reference model for IT management and its systems. This session will give you a comprehensive overview on the history, positioning, and content of IT4IT and show you how to make it a reality for your organisation. Advanced traditional IT departments, with silos organised around deep disciplines, policies, and processes, won’t work for tomorrow’s world. Most IT departments with specialist groups that speak their own dialect, struggle to agree on shared goals and values. Because of this, it’s hard to deliver optimal business outcomes. This session will help you break down the barriers and harness the power of IT4IT, a high-level standard for managing the whole of IT with an enterprise service-centric architecture.

1. Pink Elephant – Knowledge Translated Into Results
What is IT4IT?
Introduction to A New Standard
Suresh GP, Managing Director
TaUB Solutions Pte Ltd
Twitter @sureshgp

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2
Why are we here today?

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What is the current situation?

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"Here is Edward Bear,
coming downstairs now,
bump, bump, bump, on the
back of his head, behind
Christopher Robin. It is, as
far as he knows, the only
way of coming downstairs,
but sometimes he feels
that there really is another
way, if only he could stop
bumping for a moment and
think of it."
— A.A. Milne (Winnie the
Pooh and the House At
Pooh Corner)

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IT Transformation – Value Creator

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How does IT deliver Value?

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IT Value Chain

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IT Service Model

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About Client Profile
§ Telecom Provider in South East Asia
§ SMB segment
§ Operational Excellence
§ Needed Improvement across value chain
§ Single Unified Architecture/Methodology to get
everyone on same page

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Selling point for IT4IT
Val Sribar, Group Vice President
Gartner Enterprise Software Research Group

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Organizational Driver
Common
Understand
ing
End-End
value
Chain
Holistic
view of
Business
Leveraging
Best
Practices
across
Learn,
Equip &
Excel

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Client Org Structure

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IT4IT Content
Value
Stream
Context
Overview
Why it
matters
Deeper
dive
KPIs
High
level flow
Component
s
Reference
Architectur
e Context
Detailed
Architectur
e

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How did they adopt IT4IT
As-Is vs To
be
Mapping
with IT4IT
VS & SS
Practical
CSI & Value
Delivery

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Approach to IT4IT
Challenges with CMO Department IT4IT Value Stream/
Supporting Services
Increased Time with
releasing PO`s Procurement
Request to Fulfillment
Payment to Vendors not
done on time
Finance Detect to Correct
Hiring cycle and
Security Clearance
Process
HR
Requirements to Deploy
Management of Multi
Supplier Contracts,
Performance and
Deliverables
Vendor Management Governance & Request
to Fulfillment
Business Agility and
Competitive Advantage
IT Strategy to Portfolio

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Procurement
Vendor
Selection
Req &
Compliance
Approval
Chain
Linkage to
SAP system
Generation
of PO
a.Spooling of Pos
b.Downtime of Systems
c.Reset of Counter

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Use Request to Fulfill chain to quantify the value of self-service
Proving the value of KPIs
POs per period per
serviceDeliver
% self-service
requestsCosts
% of Pos delivered on
time with automationSpeed
% of subscriptions
active or expiringBroker
% of successful
vendor deploymentsUsage
% of subscriptions
requiring an incidentSatisfaction

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Human Resources
Security
Clearance took
about 2 weeks
Reassess
Vendor/Change
Cycle

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Revised Business Process Cycle
Business
Forecast &
Sourcing
Screening
Initial
Interview
Final
Interview
Feedback
Shortlisting
& Offer
Joining
Formalities
&
Verification
- Strengthening IJP
- Encouraging Contractors
- Global Pool

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Using Requirement to Deploy to measure investment effectiveness
Proving the value of KPIs
% of requirements –
Business, DepartmentsRequirements
% of resources ready for
deployment to projectOn time
% of automated build,
tests, deployAutomation
% of detected vs closed
at releaseDefects
% of successful resource
deployments
[Performance]
Deploy
% of emergency changesChange

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Finance Challenges
§ PO`S not released on time
§ Physical Invoices as supposed to Digital Invoices
§ Backlog of Payments
§ Compliance Check additional
§ Finance ( Internal) vs Finance (External)

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Business vs IT
Source – BRMBOK from BRMI

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Leveraging the power of best practices
Common
Interface?
ITIL
Agile
Lean
DevOps

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The Grab@Pizza team
Business Managers
IT Management
Game Leader
CEO
Business Manager
Logistics
Supplier

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Business Team
HR
IT management
FinanceIT Support IT Operations
Change MngtAppl development
CEO
Supplier
Game Layout – Business Simula9on

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Steps in each Month
Process Calls Accept, and solve calls using SD en IM processes
Analyze closed calls (PM), identify Known Errors
Analyze
Business
Demands
Check the Business Demands and Technology Opportunities
Analyze
Performance Check the Performance and Capacity of the Infrastructure
Plan
Development Plan changes (RFC’s) and Development. Prepare them
and plan them for Implementation (Change Calendar)
IT Financial
Report
Report your IT costs to the Business
Analyze
Grab@Pizza
Organize Roles
NEW INFO
Reports
Game Leader will prepare new situation
- Calls/workload on infrastructure
- Financials for Grab@Pizza
Check all available materials, improve process and
organize IT roles
Plan Changes

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Incident/Calls Process
MADE
SD
SOLVE
D
IM
OPEN
PM
Report
Made 9
Not taken by SD
3
Solved by SD
1
Solved by IM4
Open 1
KE
Game Board
2,3
4
7
5
9, 10
6
8

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Plan Changes
RF
C
PRE
P 2
PREP 1
IM 1
IM 2
Change Preparation
Change Calendar
Application
Development
DEV
2
DEV 1
5
6
7
8 &9
1, 2
3,4

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Dashboard

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Result of Business Simulation
§ People more focused on current scope of work and
deliverables
§ Complete absence of end-end value chain
§ IT to come up with Strategic, Tactical and operational
initiatives to address business goals

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Value Chain: Strategy to Portfolio (STP)
Proving value KPIs
% of new investment vs
maintenanceInnovation
% planned vs actualCosts
% CapEx vs OpExSP/TP/OP
Business Forecast,
Pipeline
Market Trends &
Competitive Intelligence
Demand
% satisfied customers,
users and businessUsage
Deficiencies in security
policies and standardsCompliance

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Challenges

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OCM – Big Cheetah

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Perception Stereotypes
DOI USA

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Internalization and Communication
Credit – www.scoop.it

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Lessons Learnt

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Top 7 Mistakes of Org Change
u Neglect - People Dimension of Change
u Not Managing Expectations - Trough of Despair
u Persisting with Old World Measures vs New world
outcomes
u Over Reliance on Centralized CHM to Usher Change
u Push Change instead of Pull
u Losing Focus while Undergoing Transformation
u Not Pausing for Celebration and Reflection

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Resources

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Next Steps

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Coordinates
gps@taubsolutions.com
@sureshgp
https://www.linkedin.com/in/sureshgp
www.taubsolutions.com

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gps@taubsolutions.com
www.taubsolutions.com
www.twitter.com/sureshgp
Questions?