OPS ITSM Planning Workshop Summary of Outcomes December 15 & 16, 2003

1. OPS ITSM Planning Workshop Summary of Outcomes December 15 & 16, 2003 DRAFT – Work in progress (OCCTO)

2. Workshop Participants – Day 1 • Office of the Corporate Chief Strategist • Consumer and Business Services • Secretariat, Public Sector CIO Council • Transportation Cluster • Technology Strategy & Controllership, Justice Cluster • Performance Management & Evaluation, Justice Cluster • IT Strategic Planning, Justice Cluster • Service Implementation, Justice Cluster • ITSM Strategies and Change Management, Office of the Corporate Chief Technology Officer DRAFT – Work in progress (OCCTO)

3. Why are we here? All of us have a stake in an effective OPS ITSM strategy and implementation roadmap. • Confirm commitment to an enterprise/federated model for ITSM. • What are the priority needs regarding ITSM? • What are the critical areas where we need to be aligned? • What specific initiatives or areas offer opportunities to make progress? • How do we make this happen? What is required? DRAFT – Work in progress (OCCTO)

4. The OPS ITSM framework based on the HP model Business-IT Alignment Operations Bridge Service Planning IT Strategy & Arch Planning Customer Management IT Business Assessment Incident Management Operations Management Problem Management Service Delivery Assurance Service Level Management Change Management Configuration Management Service Planning Security Management Availability Management Capacity Management Cost Management Release to Production Build & Test Service Design & Management Service Deployment & Development DRAFT – Work in progress (OCCTO)

5. ITSM Workshop Results DRAFT – Work in progress (OCCTO)

6. Effective Enterprise-Wide Business Driven Planning Processes at Strategic, Tactical & Operational Levels Effective Governance & Known Repeatable Process to Manage Complex Service Environment We Achieve & Can Demonstrate Customer Outcomes Effective, Accessible Common Tools Automate Planning & ITSM A Skilled Workforce That Appreciates ITSM And Is Responsible to Effect It • Business benefits of investments are routinely identified, monitored & realized • We have customer-valued end-to-end service measures even with multiple service providers • IT service desks will be linked to public customer service contact centers • Ontario government is a leader in innovative service delivery initiatives within & across jurisdictions as a result of SM excellence • Business planning is not a separate exercise from IT planning • Investment/disinvestment in IT is made from a service planning/value perspective • ITSM/ITIL is an essential required component of government business cases • Business & IT have a common value proposition for ITSM • ITSM deliverables are in business plans not just performance Contracts • ITSM reflected in DM performance plans • Sustainable funding model • ITSM mandated, required, funded, in place, understood, aligned & seen as fundamental to value proposition • ITSM processes are customer driven • Stable production environment, reduced support cost/effort • Enhanced support capacity w/o extra cost through “in-context” embedded application support • Actionable information available to business • Benefits of disciplined ITSM practices recognized & resourced • Customer experience in interacting with government is seamless & positive • Stable, sustainable, supportable IT environment & solutions • ITSM is “federated”; common approaches & practices across jurisdictions & across channels • There is a common way to describe & measure ITSM across clusters/OPS to support planning & strategy development • Majority of change is planned/managed change, few surprises • We have standard service metrics across gov’t • Frequency of change is reduced ie. quarterly releases & annual infrastructure builds • All contracts with external service providers have ITSM components • Continuous improvement program in place across gov’t • Business “IT decision making” supported through effective governance structures • A multi-jurisdictional CAB is formed & meets quarterly • Change management check-points are part of all project plans • New IT services align with existing mature ITSM processes • Exceptions to the defined ITSM processes are discouraged OPS ITSM VISION ELEMENTS • We have standards for ITSM tool-sets & a migration strategy • ITSM is fully integrated with IT operations & infrastructure • Tools are available for all ITSM processes (ie. CMDB, BI/reporting, Chg Mgmt....etc.) • OPS-wide asset mgmt plan, asset cataloguing tools provide current accurate view of infrastructure • Have ability to push fixes to the desktop • OPS-wide change calendar accessible for business planning purposes 6.ITSM Program Office to Work with HRSE to Develop an ITSM Communication Plan (4) 5.Define Procedural & Reporting Standards That Allow End-to-End Cross-Jurisdictional Management (6) 4.Translate the ITSM Roadmap into Technology Roadmap requirements Driven by Information Needs (6) • Business case information provided to clusters (mandate, corporate project tie-in, ROI) • No need for ITSM because all is automatic and self-serve • ITSM/ITIL is a core competency for IT Staff in the OPS • Competency profiles reflect ITSM • Business managers understand ITSM Too 3.Establish an ITSM Advisory Council (6) 2.Broaden & Define the Scope of CCAB Within the Enterprise Change Management Process (7) 1.Establish a Set of Priority ITSM Processes & Define Standard Portable Elements for All ITSM Processes (12) SUPPORTS CHALLENGES Six Bold Steps • See Success Factors under GamePlan slide •See Challenges under Game Plan slide DRAFT – Work in progress (OCCTO) January 12, 2004 page 6

7. Early & Successful Creation of Collaborative Council Translation of DMCOT & ITSM Program Support into Transformation & Cluster Initiatives Early Adoption by Corporate Common Service Providers (iSERV, SSB, CAC, ITSD…etc. Resources to Support 1x & Ongoing (Development & Delivery) Buy-In from DMCOT of ITSM Program as Key Enabler Ownership SUCCESS FACTORS CHALLENGES OPS ITSM Game Plan PRIMARY OBJECTIVES Mid-Term 3–9 months Long-Term 9–12 months Short-Term 0- 3 months 1.Establish a Set of Priority ITSM Processes & Define Standard Portable Elements for All ITSM Processes TEAM/ RESOURCES • Identify ITSM roadmap key messages • Define governance of lifecycle of change • Define remediation & reporting aspects • Agree on scope for change management • Identify key touch points & integration points • Revisit CCAB membership (ensure representation & role clarity) • Create a service focused information model that maps to the defined processes • Draft OPS “SM” stakeholder engagement & communication plan • Engage HRSE to refine/action communication plan • Research service quality program for linkages and/or opportunities • Establish an OPS collaborative council to share accountability for definition, evolution & activation of ITSM • Create formal terms of reference & identify membership • Secure ITELC approval & buy-in of council 2.Broaden & Define the Scope of CCAB Within the Enterprise Change Management Process • Program Owner Patti Kishimoto • Identify a value based information model to support strategic decision making • Identify key info exchanges across ministries, clusters, levels of government (provider-chain) • Identify high-level technology requirements to support info-models (service, value, exchanges) 3.Establish an ITSM Advisory Council 4.Translate the ITSM Roadmap into Technology Roadmap requirements Driven by Information Needs • Leverage CCAB as demonstration showcase to gain support of, & awareness to, the ITSM approach • Establish scorecard & progress monitoring and activate a repeatable agreed method to gauge maturity progress • Develop definition approach (how to define process full suite?) • Prioritize processes for further definition & adoption • Create an OPS agreed & recognized work reference model • Ensure portable elements are clearly defined • Perform stakeholder analysis & develop mgmt plan • Develop adoption strategy (scope, alignment with other frameworks & standards: EA, PMM, Serv Def • Establish process governance • Capitalize on business requirements (business driving evolution) • Identify areas requiring standards • ITSM Advisory Council, Once Formed • Develop standards • Drive-out procedural/top-level data-model through reporting • & procedural standards 5.Define Procedural & Reporting Standards That Allow End-to-End Cross-Jurisdictional Management • Leverage CCAB & federated change process to define procedural & reporting standards (include multi-jurisdictional aspects as well • Perform impact analysis & develop implementation approach 6.ITSM Program Office to Work with HRSE to Develop an ITSM Communication Plan • Alignment with Cross-Jurisdictional Initiatives • Need to Survive First 3 Months • Enterprise Initiatives Require This Fast • Churn & Distraction • Turning This into Action DRAFT – Work in progress (OCCTO) January 12, 2004 page 7