1. leveraging cloud computing
to build a lean change
management process
session # VC107SN
change, configuration, and release management

2. abstract
– Cloud computing is one of the newest approaches for IT to deliver value to
business. Using architectural models like Software as a Service, Platform as
a Service, and Infrastructure as a Service, the IT organization is much more
capable of supporting an agile approach to building services and accelerate
the ability for a company to meet market requirements while managing
costs. To take advantage of Cloud computing, however, requires the IT
organization to migrate services. The process of migration provides the
opportunity to streamline the Change process and leverage Lean principles
to better align the technology, economic, and financial models of delivering
services. This presentation will identify an approach to change
management
• Focuses on Lean principals and Continuous Improvement
• Migrates services from standard Data Center to Cloud
• Audit and Verification of delivered services
2 May 13, 2015 [Enter presentation title in footer] Copyright © 2007 CA

3. Agenda
– Thinking Lean
‐ Meeting the Business Challenge
– Change Management
‐ Meeting the Process Challenge
– Cloud Computing
‐ Meeting the Delivery Challenge
– CA’s Cloud Computing
Enterprise
– Conclusions
3
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4. thinking lean
- meeting the business challenge

5. introduction
thinking lean – thinking change
– moving IT closer to business
‐ business orientation
‐ IT as a strategic weapon
‐ managing IT as investments
– collaborative-self managed teams
‐ development of Partnerships
‐ politics & Organizations (flattened, federated)
– architecture as a competitive platform
‐ advanced technologies, new delivery types
‐ timing and adoption as critical as channel

6. introduction
thinking cloud
– Supporting business agility
‐ Elasticity and the ability to scale
‐ Application programming interfaces
‐ Security and risk management
– Reducing capital expenditures
‐ Self-service (automated) provisioning
‐ Performance monitoring and measuring
‐ Pay as you go
Cloud Computing is a business and
economic model
6
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7. deliver incremental value
– Deliver value every 3 to 6 months
– Prove iterative approach works
– Small changes build big ones
– Processes don’t get results – people do
– Alignment as a Process
‐ Realizing value – effective deployment of capital
‐ Serving the business – focused funding and execution on marketplace
‐ Running efficiently – focus on innovation, not operations
‐ Securing the future – focus on enterprise needs, not building apps

8. key competencies
- & sobering statistics
– Financial Mgmt
‐ Project & Program Mgmt
– Service Level Mgmt
‐ Incident & Problem Mgmt
‐ Change & Configuration Mgmt
‐ Event Mgmt
– Architectural Mgmt
‐ Performance Mgmt
‐ Security Mgmt
– Organizational Mgmt
– Only 5 to 10 percent of companies
hold their business leaders
accountable for realizing value
– More than 45% of business leaders
admit that they want it all right
now regardless of ROI
– About 61 percent of companies
operate on a mishmash of
technology that is difficult to
understand and change and
expensive to operate

9. change management
- meeting the process challenge

10. relationships – aligning meaning and execution
– Planning -- working to define and facilitate
IT governance
‐ Key governance boards demand mgmt,
architecture, project mgmt, service mgmt, risk
mgmt)
– Building – develops new applications and
maintains the existing application portfolio
‐ Project sequence, resourcing, and delivery
– Running – engineers and operates the
infrastructure technology
‐ Meet quality goals and change management
requirements

11. strategic positioning through architecture
– Collaborate strategic tactical planning
‐ Expand strategic impact and expand options
‐ Demonstrate linkage between projects and strategy
‐ Identify contribution to value, agility, cost, and growth
– Architecture support for end-to-end processes,
information, data, application, and technologies
‐ Focus on “clean as you go” lead by the “to-be”
architecture and align to operating model
‐ Reduce the amount of variations and simplify

12. IT = TI (Technology Investment)
– Demand Management
‐ Strategic Planning: provides the prioritization context
‐ Portfolio Management: translates strategy into targets
‐ Decision Rights: ensure responsible IT decision making
‐ Financial Planning: determines funding available
‐ Prioritization: funding decisions (rights and criteria)
‐ Value Management: realization of tangible value
– Tactical Objectives
‐ Manage initiative risk
‐ Delivery value
‐ Scope small projects
‐ Support current operations
‐ Progress towards strategic goals

13. deliver IT quickly and with quality
– Creativity and innovation are difficult to do (not easy to
forecast)
– Projects that fail are generally characterized by overly
aggressive, unclear, and changing aspiration, and lengthy
timelines
– If the relationship with IT is out of balance, IT tends to create
short-term standalone solutions
– Define clear business objectives and secure sufficient
involvement by business subject matter experts
– Mgmt underestimates how difficult it is to define and adopt
new ways of working
– Translate purpose into success metrics, including operational
process measures and system adoption

14. deliver IT quickly and with quality (cont)
– Companies with highly digitized and standardized business
processes and platforms have higher levels of agility
– Project success declines dramatically as project size
increases
– Fast projects are more successful than slow projects
– Use time as an input rather than an output
– Simplifying the process of defining requirements – deliver
near-term value
– Bring the future forward by getting tools into hands of
people as quickly as possible
– Use value metrics throughout the project to maintain focus
on the endgame

15. leverage cost-efficient approaches
– Technology as the “change” management process
‐ Testing is performed by the project team
‐ Compliance is built into technology during development
‐ Service levels are a measure of the performance
– Reducing Lights-On costs
‐ Retiring, consolidating, and modernizing technology
‐ Reducing consumption
‐ Increasing utilization
‐ Delaying purchases
‐ Streamlining processes
‐ Automating manual activities

16. navigating the IT bureaucracy
– IT needs to focus on
‐ Existing IT complexity
‐ Promote enterprise interests
‐ Lack of resources
– IT Costs and services are not likely to improve
significantly until business people change their habits
– Focus relentlessly on defining the company’s target
operating model and ensure that the necessary
capabilities are encoded within a digitized platform
– Give up the fantasy that IT will innovate for you
– Run experiments, not projects
– Invest a business case that is deterministic, not
probabilistic, in terms of outcomes

17. from good to great
- democratizing innovation
– Think “Capacity” to innovate
‐ Lightweight governance
‐ Digitized platform
‐ Enterprise coherence
‐ Managed introduction to change
– Key features of democratizing innovation
‐ From direct to indirect control
‐ From servicing to coaching
‐ From providing point solutions to providing enabling tools
‐ From managing fixed assets to managing variable on demand services

18. thinking lean – an IT journey
– Adopt “tight but loose”
– Encourage “connect and collaborate”
– Make IT self-sufficiency a goal
– Support continuous innovation
– Don’t Let “Lights-On” be the bottleneck
– Feedback is useless unless you understand it, own it, and act on it
– REMEMBER
‐ By design or by default – companies have the IT capability they’ve paid for
‐ The IT Organization as a whole, reflects an organization’s understanding and
aspirations for IT
18 May 16-20, 2010 Copyright © 2010 CA. All rights reserved.

19. cloud computing
- meeting the delivery challenge

20. strategic focus
– Risk Assessment
– Interdepartmental Communication
– Coordinated Operational Planning
– Coordinated Strategic Planning
– Managed Portfolio

21. tactical focus
Benefit Management
– Cost Reduction
– Network Management
– Innovation and Agility
– Expandability (Capacity)
– Change Adoption
Risk Management
– Cost Management
– Security Management
– Policy Controls
– Open Architecture
– Compliance Management
– Service Level Management

22. operational focus
– Platform Mgmt
– Image Mgmt
– Job/Workload Mgmt
– Performance Mgmt
– Integrated Monitoring
– Continuity Mgmt
– Session Mgmt
– Security Mgmt
– Billing Mgmt
– Infrastructure Mgmt
– Asset Mgmt
– Risk Mgmt
– Process Orchestration
– Exception Management
– Persistence Mgmt

23. build a lean change process
Competencies
– Financial Mgmt
– Service Level Management
– Architecture Mgmt
– Project & Portfolio Mgmt
– Change & Release Mgmt
– Infrastructure Mgmt
– Job Management
– Security Mgmt
– Incident & Problem Mgmt
Core (Non-Cloud) Technologies
– Service Desk Manager
– Service Catalog / Service Accounting
– IT Asset Manager
– Clarity Project & Portfolio Mgr
– Spectrum Service Assurance
– Spectrum Infrastructure Mgr
– Virtual Performance Mgr
– IT Process Automation Manager / Catalyst
– Job Management
– Site Minder
23 May 16-20, 2010 Copyright © 2010 CA. All rights reserved.

24. cloud connected enterprise (CCE)
smart business optimization (SBO) suite

25. lean IT – a cloud perspective
- driven by “business” through “change”
The Need
 CEOs need IT to enable competitive
advantage through rapid innovation.
 Cloud computing raises expectations
among the CIO’s business partners in
terms of well defined business outcomes
(clear), total cost (low) and quality (high).
 CIOs must drive increased capabilities in
innovation, operational excellence and
velocity by orchestrating the best of both
internal and external cloud computing
services.
 CIOs need to have visibility into what may
be possible and to what they don’t know
The Requirements
 Visibility & understanding of services
(with defined capabilities) in business
terms (Security, Quality, Cost, Agility, Risk)
with ability to transparently compare and
contrast.
 Ability for IT delivery to respond quickly
to business decisions using internal,
external and hybrid services.
 The IT services supply chain must become
agile, dynamic and adaptive.
 The ability to leverage company &
industry/community market intelligence
and best practice to continuously optimize
IT’s delivery of business services.
 A way to lead this transformation,
blending internal core competencies with
external services…
CIO

26. cloud connected enterprise: what is it?
– Enterprises require “end to end” services which are:
‐ Accounted/paid as consumed
‐ Rapidly deployed with minimal effort
‐ Provisioned as needed following actual consumption
 “the cloud”
– End to End Service Delivery & cloud computing
‐ Location: datacenter, internal cloud, external cloud, hybrid
‐ Source: private cloud / public cloud
‐ Model: IaaS, PaaS, SaaS, BaaS
 A cloud based service delivery requires new concepts to govern,
manage and secure the evolving cloud connected IT enterprise

27. CA’s cloud solutions
Insight
Drive optimal service portfolio
sourcing decisions
Enable
Migrate and maintain applications in
new delivery mechanisms, e.g. cloud, hybrid cloud
Optimize
Dynamically align application workload
and compute resources in optimal fashion
Virtualization
Products
Security
Mgmt
Assurance
Suite
Manage and
secure
virtualized
resources
Cloud Commons
Store
Market Data
Benchmarks
Community
Virtual
Automation
Virtual
Assurance
Virtual
Configuration
Virtual
Recovery
Virtual
Security
The
“SBO”
Suite
Spec Auto
Manager
Supply Chain
style Cloud
Management
Tools
Orchestrate
Process, integration and workflow

28. service measurement index (SIM) characteristics

29. conclusions

30. new management models
- leveraging the cloud
– Distributed co-creation
– Using consumers as innovators
– Tapping into a world of talent
– Extracting more value from interactions
– Expanding the frontiers of automation
– Putting more science into management
– Unbundling production from delivery
– Making business from information

31. new architecture models
- leveraging the cloud
– Business Process Management
‐ Process analysis, strategy, design, deployment, execution, operations,
analysis, and optimization
– Services-oriented architecture (SOA)
– Composite application development
– Master data management
– Unified communications
– Virtual IT infrastructure

32. q&a

33. please complete a session evaluation form
– The number for this session is VC107SN
– After completing your session evaluation form, place it in the
basket at the back of the room
33 May 16-20, 2010 Copyright © 2010 CA. All rights reserved.

34. thank you

35. terms of this presentation
This presentation was based on current information and resource allocations as of May 14, 2010 and is subject to change or
withdrawal by CA at any time without notice. Notwithstanding anything in this presentation to the contrary, this presentation shall
not serve to (i) affect the rights and/or obligations of CA or its licensees under any existing or future written license agreement or
services agreement relating to any CA software product; or (ii) amend any product documentation or specifications for any CA
software product. The development, release and timing of any features or functionality described in this presentation remain at
CA’s sole discretion. Notwithstanding anything in this presentation to the contrary, upon the general availability of any future CA
product release referenced in this presentation, CA will make such release available (i) for sale to new licensees of such product;
and (ii) to existing licensees of such product on a when and if-available basis as part of CA maintenance and support, and in the
form of a regularly scheduled major product release. Such releases may be made available to current licensees of such product
who are current subscribers to CA maintenance and support on a when and if-available basis. In the event of a conflict between
the terms of this paragraph and any other information contained in this presentation, the terms of this paragraph shall govern.
35 May 16-20, 2010 Copyright © 2010 CA. All rights reserved.

36. for information purposes only
Certain information in this presentation may outline CA’s general product direction. All information in this presentation is for your
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