This document discusses navigating economic turmoil through adopting smarter ways of doing things using IT service management. It recommends adopting automation-assisted approaches to manage the software development lifecycle and integrate it with service management systems. Continual executive sponsorship is needed for programs managing iterative projects as transformation initiatives impacting people, processes, tools, and partnerships. Collaborative relationships and data analysis capabilities are required to build an automation layer managing business services and processes. Effective governance is also needed from business, IT service management, and third-party provider executives.

1. Paradigm Shift
Framework
Sukumar Daniel
Managing Consultant,
Action Research Foundation
ICT Service Management Systems
Architecture Overview

2. BACK GROUND
Need for Stability in a Changing World
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3. ICT in times of Economic Turmoil
 Changing Market Needs
 World economy has gone through many crises and enterprises across
the globe are seeking to leverage Information and Communication
Technologies to support and enhance their ability to survive, compete
and grow in a depressed and uncertain environment.
 Many organizations are struggling with costly, fixed, ageing application
and infrastructure portfolios that limit or prevent them from responding
to changing and volatile business conditions.
 The challenge for the CIO is to navigate this turmoil today, while also
building a foundation for success tomorrow. Current economic realities
are driving changes to enterprise priorities, which in turn, are driving
changes to the CIO’s IT priorities.
 To survive and thrive in this uncertain economy, organizations are re-
prioritising their IT programs and projects and leveraging service
management best practices with an automation layer. This includes
evolving tools and data analysis capabilities that change ways of
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4. Navigating through Turmoil
 The critical enabler and the key to a dynamic, effective, business aligned
Enterprise CIO organisation, is the adoption of smarter ways of doing
things.
 Adopting automation assisted approaches to manage SDLC and its integration
with Service Management Systems across the end-to-end Supply Chain, using
Enterprise Architecture and SOA Principles for building the IT SMS.
 Continual Sponsorship from executive management for instantiating programs to
manage multiple, simultaneous, Iterative, projects; operated as “Transformation and
Change Initiatives” that impact all four dimensions of People, Processes, Tools and
Partnerships.
 Actively creating and promoting collaborative relationships for sharing
responsibilities between the personnel in service supply chains; operating Business
Process , the IT Service Delivery and the 3rd Party Service Providers.
 Organisational policy and personal performance target reviews which motivate
and encourage collaborative working between all groups operating the supply chain.
 Effective use of available and evolving technologies for Application, Infrastructure
and Data Warehousing which are required to build an automation layer that embeds
and manages all Business Services and the Service Management Processes.
 Capabilities to create, access, analyse and improve performance and quality
measures of IT enablement of Business Services by establishing a single source of
truth, Business Intelligence, data warehouse, to iteratively improve the Service
Management System’s capabilities
 Effective Governance by Business, IT Service Management and 3rd Party Managed
Service Provider Executives.
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5. HIGHLY DIFFERENTIATED
FROM TRADITIONAL ITIL
PROJECTS
FlexModeIP Next Generation, Custom Built IT Service Management
System Transformation Solutions Offering
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6. There is nothing in this world more practical than Sound Theory
- Albert Einstein
Enterprise IT Service
Management Systems,
Architecture Transformation,
Specialists
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7. IT Service Management System
Transformation
From Technology Management To IT Service Management
FlexModeIP
SOA
Framework
Before After
The FlexModeIP Paradigm Shift
7

8. Stability in a Changing World
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9. Methodology
Knowledge
Bases
Business
Objectives
Business
Objectives
Architecture Driven Service
Oriented Process Approach to
culture Change
Architecture Driven Service
Oriented Process Approach to
culture Change
International
Standards &
Knowledge Bases
Architecture Driven Service
Oriented Process Approach to
culture Change
International
Standards &
Knowledge Bases
International
Standards &
Knowledge Bases
Architecture and Process
embedded in ITSM Application
used to establish a
Baseline Foundation
Architecture and Process
embedded in ITSM Application
used to establish a
Baseline Foundation
Architecture and Process
embedded in ITSM Application
used to establish a
Baseline Foundation
FlexModeIP Method Framework
A world In turmoil of ChangeA world In turmoil of Change
ImprovingCapabilityMaturityImprovingCapabilityMaturity
Stability in
a Changing
World
Stability in
a Changing
World
Action Research to
Establish a Baseline and
Operate PDCA Cycle to
keep moving to the next
Baseline
Action Research to
Establish a Baseline and
Operate PDCA Cycle to
keep moving to the next
Baseline
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10. ACTION RESEARCH BASED
ITERATIVE CHANGE
PROGRAM
Next Generation IT Service Management System Solutions
Offering
Stability in a
Changing
World
Stability in a
Changing
World
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11. What is Action Research
 Action research can be described as a family of
research methodologies which pursue action (or
change) and research (or understanding) at the same
time.
 In most of its forms it does this by using a cyclic or
spiral process which alternates between action and
critical reflection and in the later cycles, continuously
refining methods, data and interpretation in the light
of the understanding developed in the earlier cycles.
Dick, Bob (1999) What is action research? Available on line at
http://www.scu.edu.au/schools/gcm/ar/whatisar.html
PDCA
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12. What is Action Research
 It is thus an emergent process which takes shape as
understanding increases; it is an iterative process
which converges towards a better understanding of
what happens.
 In most of its forms it is also participative (among
other reasons, change is usually easier to achieve
when those affected by the change are involved) and
qualitative.
Dick, Bob (1999) What is action research? Available on line at
http://www.scu.edu.au/schools/gcm/ar/whatisar.html
PDCA
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13. FlexModeIP Framework Methodology
Qualitative
Observations
Quantitative
Observations
Understand
& Refine
Critical
Reflection
Do Evo Step Collect Data
Track
StatusPlan Evo Steps
PeoplePeople
ProcessesProcesses
ToolsTools
Design Interventions
Drawing upon International
Models and Best Practices
Design Interventions
Drawing upon International
Models and Best Practices
Past Present
Future
The
Now
System Under Improvement
Customer Requirement Business Strategy
OperationsIT Service MgmtService Providers
PDCA
PartnershipsPartnerships
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14. FlexModeIP Knowledge Bases
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15. The FlexModeIP Transformation Process
Life Cycle Basis
 Establish a sense of urgency
 Create the guiding coalition
 Develop a Vision and Strategy
 Communicate the Change Vision
 Empower employees for broad-based
action
 Generate short-term wins
 Consolidate gains and produce more
change
 Anchor new approaches in the culture
Source: Kotter’s Framework
A
c
t
i
o
n
R
e
s
e
a
r
c
h
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16. Change is usually easier to achieve when
those affected by the change are involved
SOM Tools Group
Technical Support
Q Group
Technical Support
E Learning
Training Program
Development
Learning & Development
Training Program
Management (CDM)
Service Desks
SDM
EUS Support
Groups
SDM
Application
Support Groups
SDM
Infrastructure
Support Groups
SDM
Service Quality
Monitoring Group
Change is usually easier to achieve when those affected by the change are involvedChange is usually easier to achieve when those affected by the change are involved

17. SDLC
Processes
Service
Strategy
Service
Design
Service
Transition
Service
Operations
Continual Improvement
FlexModeIP: Integrated SDLC and IT Service Management
Integrated SDLC & IT SM Life Cycle
Stages
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18. Continual Improvement
FlexModeIP – Process Framework
embedded in the Automation Layer
Your Existing or New
Service Management
System and Apps
Enterprise
SOA Service
Modeler
Enterprise SOA
Analyser
Data Warehouse and
Miner
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19. CUSTOM BUILDING YOUR IT
SMS SOA FRAMEWORK
USING FLEXMODE
Architecture Makes the Difference
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20. Can you build this without using
Architectural principles?
20

21. Need Enterprise Architecture to Custom
Build your IT SMS
Business Enterprise Owned by Shareholders and
Operated by Business Executives and their Staff
CIO’s Office – Enterprise IT Service Provider
Enterprise Architecture / Architect
I
C
T
I
C
T
I
C
T
I
C
T
I
C
T
I
C
T
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22. Architectural Principles for constructing
your IT SMS SOA Framework
22
AbstractionLayers
Roles&Responsibilities

23. Knowledge bases need local
application
23
Successful Implementation depends on how you use
your common sense to create Policies, Processes
and Procedures and Manage them to meet the unique
requirement of your enterprise and not ISO or ITIL

24. EA – What, How, Where, Who,
When & Why
Strategists theorize about how executives can
own What the Architects Design and how
engineers will build the solutions that allow
technicians to implement it so workers can
participate in using the systems that all of them
thought about
Source: Home page in www.zackmaninternational.com
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25. FlexModeIP Transformation
Iterative Life-Cycle
IT SMS Transformation Techniques
Foundation Workshop
IT SMS Transformation Techniques
Practioner Workshop
Using FlexMode Framework to Architect an SOA
based ITSM Framework Foundation Data
Transcribe the SOA Foundation Data into
Service Management System Applications
Configure the BMC* Foundation Process to
implement Policies and Establishing Tracking
Collect and organize Data in a “Single Source of
Truth” Data Warehouse and present for Analysis
Identify Top 3 Improvement Opportunities and
Operate Service Improvement Program Process
Monitor Effectiveness of Improvement
and Plan Next Improvement
PDCA
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26. STEP 1 – VISUALIZING YOUR
ITSM SOA FRAMEWORK
Strategists theorize about how executives can own
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27. Strategists theorize about how
executives can own – Step 1
 Set up an Architectural Council and related
governance mechanism.
 Identify Core Group and Setup Virtual Team
 Conduct the Practical ITSMS Transformation
Techniques Workshops (1 & 2 )
 Establish Baseline of existing IT SMS Process
Layer artifacts and practices
 Establish Baseline of existing IT SMS Tool
Deployment and Usage culture
 Establish Baseline of Management Monitoring and
Continual Service Improvement practices
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VIsualIse

28. The Architecture Council
SOM Tools Group
Technical Support
Q Group
Technical Support
E Learning
Training Program
Development
Learning & Development
Training Program
Management (CDM)
Service Desks
SDM
EUS Support
Groups
SDM
Application
Support Groups
SDM
Infrastructure
Support Groups
SDM
Service Quality
Monitoring Group
Change is usually easier to achieve when those affected by the change are involvedChange is usually easier to achieve when those affected by the change are involved

29. Shared Network Infra
Shared DC Infrastructure
ITSM Service Delivery Model
Service Oriented Management Architecture
PurchasingMarketting FinanceDistribution
The Service Desk – Single Point of Contact for IT users
CustomerSideSupplySide
A
p
p
S
r
v
L3
L1
L2 D
e
s
k
T
o
p
E
M
a
I
L
Service Channel
End User Services MartsApplication Services Marts
A
p
p
S
r
v
A
p
p
S
r
v
App Supplier
Infra Supplier
Process support
App Supplier
Infra Supplier
Process support
L1
L2
L3
O
f
f
A
u
t
o
App Supplier
Infra Supplier
Process support
App Supplier
Infra Supplier
Process support
CIO’s Organisation/s – IT Service Provider/s to the Enterprise
Enterprise Business Organisation
Business
Area
Business
Area
Business
Area
LocationsLocations Locations Locations
Service Channel
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30. IT Service Marts in Real Life
30

31. STEP 2 – ARCHITECTING
YOUR ITSM SOA FRAMEWORK
What the Architects Design
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32. Architects Design how engineers
will build the solutions – Step 2
 Create the Business Services Enterprise SOA
illustrations
 Create the IT Service Management Organisation
SOA Illustrations
 Create IT Service Groupings and Map to Support
Organisation
 Create ITSM Process Flow Policies for Identified
Foundation Processes
 Identify required Functions, identify Process Role
and document staff RACI.
 Work with Core Group to finalise Templates
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DESIGN

33. Rapid Prototyping using
Pre-Fabricated Framework
33

34. Sample Prototype Illustration
Enterprise Business SOA
34

35. Aligning IT Business to using FlexModeIP IT
SM SOA Framework – Large Global Retailer
35

36. STEP 3 – TRANSFERRING
ARCHITECTURE TO TOOLS &
OPERATING THE SMS
how engineers will build the solutions that allow technicians to
implement
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37. Technicians Can implement how
workers can Participate – Step 3
 Fill & Transfer Foundation Data from template to
Service Management tools
 Test and Train all Users and Managers
 Release for Pilot Services and Train Users and
Managers
 Operate System, Validate Policy adoption, collect
and validate Data Quality
 Create Review Reports
 Create Warehouse and prepare Data Mining
Capability.
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IMPLEMENT

38. IT Service Management Organisation SOA
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39. Service Supply Chain – What, How, When, Who, Where & Why
Contact Center
Business Service
App Support
Service Owner
Network Services
DSS Application
Support
Outlook Client
& Local Mailbox
LAN
Network Support
Network Equipment
Providers
WAN Providers
WAN
Off Line SD
On Line SD
DSS Vendors
Email Service
End User
Server Support
Fire Wall
24 Hour Ops.
Server Clusters
Shared Storage
3rd Party Support
Asset Management
DC Infra Services
MS Server OS MS Outlook
Server
MS SQL
Server Anti Virus &
Mentoring
MS IIS
Server
Spam
Filter
Hardware Vendors
This image cannot currently be displayed.
Asset Manager
L1 Support L2 Support L3 Support
L3 Support
SLA OLA OLA AMC
UPC
L4 VendorsIntellectual Property of Action Research Foundation
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40. An Integrated framework for Incident
Classification and Resolution Categorisation
Incoming Call Classification
• Identifies the Source Business Organisation of the
Caller
• Identifies the Business Area within the Business
Organisation
• Identifies the IT Service Channel Owning the Service
pertaining to the call
• Identifies the Service Pertaining to the call
• Identifies the Symptom that the Caller is experiencing
Classification Captures User
Details and Symptom Experienced
or Service Request of the caller
(End User)
Incident Resolution Data Capture
Point of Failure
Resolution
Action
Component of
Point of Failure
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41. FlexModeIP Template – Globally
Converged Service Inventory – journey
through the abstraction layers
System Logic Row – Identified by
IT Organisation, Service Channel,
Service, Symptom, Logical CI, CI
Component, Resolution Action
Technology Physics – Identified
by the Symptoms Column along
with the Resolution Framework
41
Zachman’s Abstraction Layers
Scope Contexts Row –
Identified by the IT
organisation Column.
Business Concepts Row –
Identified by Service Channel
(Supply Chain) Column.

42. Updated in SMS Automation Layer as
Foundation Data – Component Assemblies
and Operations Classes
Component Assemblies –
Foundation Data
Configured in Remedy
Service Desk
Operations Classes –
Incident Management
and Problem
Management Modules
42
Zachman’s Abstraction Layers

43. Front Office – User Portal,
Back Office – Engineer Portal
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44. IM Lifecycle Milestones
Offline
Triage
L2
Offline Analyst L2
Contact Agent FTR L1
WT1
WT2
RT1
RT2
Group
Triage
L3
WT3
Group Engineer L3
RT3
Total Turn Around Time (TAT) <= SLA
WT4
Group
Triage
L3
Group Engineer L3
RT6
WT6
WT5
RT1 = Resolution time for FTR by Online Analyst L1
WT1 = Wait time before Assigning to Offline Triage L1
WT2 = Wait time before Offline Triage Assigns to Analyst L2
RT2 = Resolution time for Offline Analyst to Resolve L2
WT3= Wait time For Offline Analyst to Assign to 3rd Level L2
WT4= Wait time for 3rd Level Engineer to Reject or Re-Assign L3
RT3 = Resolution Time for 3rd level Engineer to Resolve L3
WT5 = Wait time First L3 Group Engineer to Re-Assign L3
WT6 = Next L3 Triage to Reject / Assign
RT6 = Resolution time for Next L3 Engineer to Resolve L3
Start
Resolve
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45. End to End Performance Transparency
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46. Identification of Top 3 Issues with a Service
for Improvement
0
20
40
60
80
100
Srv Chn 1 Srv Chn 2 Srv Chn 3
Incident Rank - Service Channel
INC Count SR Count
Select
Business /
Country
View
Service
Channel
0
20
40
60
80
Service 1 Service 2 Service 3
Incident Rank -IR for Services In
Channel
IR / SR Count
Select
Service
Channel View
Service IR
0
20
40
60
80
Symptom 1 Symptom 2 Symptom 3
Incident Rank - Symptoms in Service
IR / SR Count
Select
Service
View
Symptoms
Select Service or
Symptom View
Logical CI
0
20
40
60
80
Application App Srvr DB Srvr
Incident Rank - Logical CI from
Service
IR / SR Count
Select Logical
CI View
Component
0
20
40
60
80
Module 1 Module 2 Module 2
Incident Rank - Logical CI from
Service
IR / SR Count
Select
Component
View Actions
0
20
40
60
80
Application App Srvr DB Srvr
Incident Rank - Closing Action
Performed on Component
IR / SR Count
Extract
Sample
Data for
RCA
Classification Framework Resolution Framework
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47. STEP 4 – PRACTICING
CONTINUAL SERVICE
IMPROVEMENT
so workers can participate in using the systems that all of them
thought about
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48. Using the systems that all of them
thought about– Step 4
 Establish Continual Service Improvement Process
and commence with formal Service Improvement
Programs
 Establish Baseline; Identify Top 3 Issues in
Services, Identify Improvement Opportunities,
Perform Root Cause Analysis, Identify and
implement Improvement actions.
 Verify effectiveness of improvement actions,
Publish results for new Baseline and continue to
operate the CSI processes
 Scale up to implement other processes to support
the CSI findings.
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IMPROVEMENT

49. Continual Improvement
FlexModeIP Automation Layer
Your Existing or New
Service Management
System and Apps
Enterprise
SOA Service
Modeler
Enterprise SOA
Analyser
Data Warehouse and
Miner
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50. Traditional Management Silo Performance
Monitoring – Wintel Support Group
Wintel Services Support
Group Weekly Incident
Ticket Trend is Declining
The Kitchen

51. New Paradigm – Customer Outcome as
basis (Contacts at the Service Desk)
End User Services
Weekly Incident Trend
is growing at the
Service Desk
End User Services
Weekly Incident Trend
is growing at the
Service Desk

52. Customer Contact issues at Service Desk
for End User Services
End User
Services, Service
Channel Top 3
Issues

53. 1 in 3 end user has called in with a Desktop
Software Issue
MS Outlook and Citrix Services are
the biggest sources of Incidents
and impact the whole organisation
Veg & Meat Cutting

54. The Technology Silo (Support Group)
resolves an insignificant number of DS
Incidents
Resolved by L3 Wintel
Support Group
Resolved by L1
Service Desk
Who is Responsible for
reducing End User
Calls in the Citrix
Service?
Veg & Meat Cutting

55. IT Service Management System
Transformation
From Technology Management To IT Service Management
FlexModeIP
SOA Framework
Before After
The Required Paradigm Shift in Culture
Let's See What
Can Happen
When the
Paradigm Shifts

56. Unable to
launch
application
Idle Sessions
Disconnected Sessions
User Error
Increase in concurrent
Sessions
Specific Database Server
Client
Configuration
High Load on The System
(15%)
Application Not Responding
(53%)
Specific App Server
Citrix Server
Network Latency
Client Issues
(32%)
Time out values changed
from 3 hours to 30 min
CR# CM010043
CR# CM012084
CR# CM014181 raised to cover
remaining servers
Effectiveness of Boundary Less Behavior !
L1, L2 & L3 work together to operate the problem
management process, perform root cause analysis, create
a change and eliminate one of the underlying causes of
Incident Generation
Primary Root Cause -Time out Value
Parameter High leading the symptom
of unable to launch applicationACTION – reduce Time out
from 3 hours to 30 minutes.

57. Effectiveness verifiable in Citrix Service
Incident Trend
Declining Trend
Demonstrated,
(lowest levels in 6
months)
IncidentTicketCount

58. MARKET SPACES & SERVICE
OFFERING
Benefit from the Action Research Foundation’s FlexMode
Methodology today.
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59. Market Spaces
 In-House, Enterprise, CIO Organisations and External, 3rd
Party, Managed Service Providers and ITSMS Solution
Providers for
 Projects implementing Greenfield, Replacement, Upgrades, or
configuration changes to existing or new BMC or other tool sets; with
the strategic objective of improving Customer and Business outcomes.
 Competency / Training initiatives of HR or Operational Managers which
are designed to help individuals develop competencies in IT Service
Management Systems by demonstrating certification at various levels
of ITIL.
 Organisations with strategic ambitions for demonstrating Compliance
to International Standards and those who need to demonstrate
compliance to either corporate governance assessment or to meet
statutory obligations.
 Organisations wishing to implement formal Continual Improvement
Programs by implementing and managing an, Enterprise wide, Service
Improvement Program
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60.  FlexMode ITSM Transformation Framework Implementation Program
Management for Rapid, Scalable and Sustainable IT SMS Transformation.
 Transformation Techniques Competency Building – Action Research
Foundation Learning Center, Practical ITSM Transformation Techniques
Programs.
 Innovative Portal using Moodle Learning Management system using Lateral Learning techniques
in a blended delivery methodology and social learning networking capabilities.
 High Level of engagement using Case Study Approach for achieving Paradigm shift in
participants
 Mentored Post workshop projects to ensure capability to apply acquired skills and guarantee ROI
 Competency Building programs in Practical ITSM Transformations Techniques Foundation,
Practioner and Mentor Levels
 Discovery Assessment and AR Transformation Initiative Strategy
Planning
 The discovery phase is used to identify organisational culture and change imperatives
 Develop a Mission and Vision and Strategy for the Change Initiative
Service Offering
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61. Service Offering
 Design, Instantiate, Manage and Sustain Transformation Initiatives
 Use Action Research and Kotter’s OCD Framework to systematically identify and
mount Iterative projects using ‘Pilot and Scale’ techniques for rapid adoption across
the enterprise.
 Inclusive approach that ensures participation of the customer and Outsourcing
Partner staff in making Changes using a new paradigm to designed to improve
customer and business outcomes
 Establish a continually improving ‘Customer Outcome Focused’ Service
Management System; using an Automation layer that, includes Enterprise
Architecture and Service Oriented Architecture ITSM Frameworks to, transform
existing technology silos to an active collaboration mode.
 Deploy IT for IT to create End-to-End Transparency of the Service Supply Chain.
Improve effectiveness of existing and new Service management Tools
 Use automation to leverage Transactional and Transformational metrics to embed
Continual Improvement in the DNA of the Customer’s Service Management System
 Adopt guidance from ITIL to establish and demonstrate IT SMS compliance to
International Standards such as ISO 20000, ISO 27000, ISO 38500 and Statutory
Requirements such as SOX
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62. PROOF OF THE PUDDING IS IN
THE EATING
Case Studies
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63.  Played the Role of Head People
Stream of the Change Initiative
 Created the Integrated SDLC - ITSM
SOA Architecture for UK operations
and Scaled it to 18 Countries in 2
years
 Produced and Mapped 250 Services
on an end to end basis in the using
custom built SOA framework tailored
using FlexMode, Configured and
released, Incident, Change and
Problem on ICCM tool set.
 Created Transformational Metrics
reporting delivering complete
transparency of quality of service
across the enterprise and
 Embedded Continual Improvement in
the DNA of the Operating Model, by
impacting Management Review
Agenda and tracking methods.
“Sukumar has been a great to work with.
His passion to drive change at the
Organisation level was amazing. He was
able to cut thro' all layers of Management
and get the buy-in from the people. He was
able to get the organisation adopt a step-
change approach to ITSM initiative and
steer the organisation strategy to align to
the new paradigm of Continual
improvement and Problem Management”
August 28, 2011, Clement C Jayakumar,
Head Quality Tesco HSC.Intellectual Property of Action Research Foundation
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64.  Strategic Drivers
 Improve IT Service Delivery to Tesco IT Users.
 Replace multiple ITSM tools with a BPM driven process management tool and establish best practices (ITIL
and ISO 20000).
 Build a Tesco Operating Model that will first be adopted by the UK based Businesses and then scaled up to a
global model.
 Build the People – Process – Tool – Partnership relationships and IT Service management architectures
required for establishing a converged global model and for transitioning from multiple IT service provider
entities into a single entity; with most services, converged into and supported out of HSC Bangalore.
 Operational Drivers
 Transform Ways of working from managing technology to participating in a Service Supply Chain on an end to
end Basis.
 Change the focus on meeting Service level Agreements to a focus on providing effective resolutions within
agreed timelines.
 Embed the continual improvement cycle of PDCA in the DNA of the way staff provide and support IT services
to Tesco Customers
 Uniform operating model across all service support groups, building portability and flexibility for staff working in
Tesco
 Executive management Drivers
 Provide transparency into the quality of IT Services provided to multiple business groups across the Tesco
landscape
 Provide mechanisms to establish monitor and report on various performance criteria required for effective IT
service management.
 Provide mechanisms to identify and mount Service Improvement Programs to continually improve the
effectiveness and quality of services provided to Tesco IT users.
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65.  FlexMode Based Program to Establish
the IT Service Management System,
operated by the CIO in a fully
outsourced IT Service Delivery Regime.
 Used Enterprise Architecture Principles
to create and embed a Service Oriented
Architecture Framework using the BMC
Remedy Suite of Applications
 Achieved 1st Baseline of the SOA
transcription in 30 Calendar Days
 Established collaboration between 3rd
party Service Providers for Application
and Infrastructure Support across the
Service Supply Chain on an End to End
Basis.
 Achieved visible and measurable
improvement in capability to effectively
manage the outsourced Service
Providers while optimising costs in a
measurable and verifiable manner.
“I would like to recommend Sukumar
Daniel - the chief architect for our
ITSM/Remedy program. Apart from his
high calibre technical skills, he has
great drive and teamwork abilities. He
also has a very amiable personality
behind a juggernaut temperament on
project execution.”
Probir Mitra, CIO, Tata Motors Ltd.
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66.  Generated measurable real cost savings and demonstrated ROI by
 Created the Business and Technical service catalogues and integrated the same for
tracking and managing service levels provided by multiple service providers and
configured the same into Remedy.
 Established End User Self Help by publishing the Remedy Web console, managed the
development of Video based communication and personally authored all end user
communication, including Mail Responses, notifications, IVR Script, Release
Announcements, etc.
 Designed, configured and established Remedy based Incident Management process for
managing service restoration. Consolidated more than 20 help desks across the country
into a single Virtual Service Desk, applying ITIL concepts for a Single Point of Contact
for all IT services.
 Creating End to End Transparency of the IT Services for End User Services, SAP ERP
Application Services for Supply Chain Management and Other Applications across
multiple 3rd Party Service Providers with differing Underpinning Contract related Targets.
 Embedding SOX IT General Controls into the Incident and Change Management
Processes using out of the box BMC Features to track the Change from the generation
of a Change Request through to Post Release Validation.
 Achieved measurable reduction in effort and Time required by both Assessors and
Technical Staff to organise and preserve documentary evidence required to demonstrate
controls required by Statutory requirements of SOX
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67.  Established a Service Oriented Framework for IT Service Management
 Created a Data Mining Tool using 3rd Party Presentation and Analysis Tools which
were generated from a single source of Truth in the Remedy Data bases and used for
Supplier Management Process Activities
 Closely coordinated with CIO Service Level Managers to rationalize SLA and establish
Service Provider Underpinning contracts.
 Created capability for both Transactional and Transformational Metrics being available
on Demand.
 Automated all service reporting activities with Drill Down features for Improvement
Opportunity Identification and mounting Service Improvement Projects and Confirming
Effectiveness
 Created the Automation Layer for Billing of Managed Infrastructure
Services from IBM.
 Establishing a Baseline and tracking changes to Personal and DC Infrastructure Asset
Register using Discovery Based Automated using CCM and establishing the Golden
Database for use in Invoicing for Managed Services.
 Eliminated Cumbersome and difficult to achieve Manual Stock Ledger Assessment
across geographies while enhancing quality of data resulting in stress free billing and
invoice approvals for Pay By Use IT Infrastructure.
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68.  Designed the configuration management processes and Re-Engineered the End
User IT Asset Management. Designed and implemented a project to change the Host
Name, of more than 11000 computers, as per a standard Mask across 80 sites,
Automated the creation and maintenance of Asset Registers that provided details
required for managing Vendor Owned assets deployed for a monthly fee and
refreshed on a four year cycle. Established capability to provide cost centre based
costing.
 Designed the automated Infrastructure event Monitoring and management processes
and project managed the Tivoli-BMC interfacing and created base lines of Business
Service management Architecture in the CMDB using Automated Discovery.
 Designed the Metrics based Review processes and provided the Measurement
Methodologies, templates, graphical expressions for extracting the same from
Remedy.
 Instrumental role in establishing mechanisms to transform from reactive
management to proactive management of IT services.
 Architected the Transition of ITSM services from Ford Infrastructure to the Jaguar
Land Rover Infrastructure
“Sukumar is an expert in IT Service Management. He has helped us define what we
need to do to integrate people, processes, technology and partners into provide a
best in class IT Services function within an advanced engineering
company.” October 9, 2009, Andy Fleming, IT Process and Controls Manager,
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69.  Joint Chairman of the IT Change
Management Committee and Senior
Advisory to the ISO 20K Project for
establishing a Process oriented
organization.
 Transformed the CIO organisation to take
its rightful role in enabling ING
international to meet their business
objectives for India. October 2005 to June
2007
 Developed and Deployed the FlexMode
framework V1.0 for aligning IT with
business in a secure and managed
outsourced environment using BMC 7.0
for the first time in India.
 Provided a Service Oriented Architecture
for the CIOE Management Framework
and Project Managed BMC Remedy ITSM
Suite implementation using lean rapid
deployment methods.
“I worked with Sukumar to restructure the
IT processes by using the ISO 20000
framework and to improve the usage of
Remedy as a supporting tool. He has
been very instrumental in finding and
explaining the right standard for our
organisation and also due to his drive,
enthusiastic nature he managed to get
many people involved and to follow the
path he designed. The ISO 20000
programme was managed by him. Today
we are reaping the benefits of all these
efforts. I enjoyed working with him and
wish him all the best."
Johan De Wit, Head of IT Governance
and Project Portfolio Management, ING
Bank, Netherlands.
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70.  Establish a COE for IT Service Management which will oversee the establishment of
an IT Service Management System required for transforming current Corporate
Internal IT services organisation into a Shared Services Configuration compliant to the
requirement of ISO 20000 International Standard for Service Management.
 Establishing a Governance Structure for the effective implementation of an efficient
and effective IT Service Management System to meet strategic objectives of
Corporate IT
 Ensuring that process Automation layer effectively embeds processes and provides
Management Information required for establishing management control and
continually improving customer outcomes
 Ensures that Architectural Principles are Identified and deployed to put in place a
Service Oriented Architecture Framework for the ITSM to transform from Technology
Focus to a Service Oriented Focus.
 Creating policies to meet strategic needs when the ITSMS is scaled up to cover
multiple locations across the globe especially in the areas of Service Level
Management, Prioritisation, Tracking across Geographically and technically diverse
support groups and organisation.
 Establishing capabilities required for corporate IT to become an Independent Shared
Services Provider to the enterprise globally
 To do the above using the principles and methodology outlined in the FlexModeIP
paradigm shift framework for IT Service Management Systems
 Embedding Continual Improvement Culture in the DNA of the Custom Built IT SMS
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71. OPEN HOUSE
Question Time
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