Improving Mission Effectiveness By Exploiting [name the Command]’s Implementation of the DoD Enterprise Services Management Framework (DESMF) By Mukesh Barot DESMF WG Chair January __, 2018 DRAFT

Purpose This briefing advocates DESMF adoption because DESMF: Contributes to mission effectiveness Provides efficiencies (cost savings) Is mandated by DoD This briefing overviews DESMF, highlights its potential benefits, and validates this initiative through examples of successful adoption 2

Establishment of ITSM Governance DoDI 8440I Signed 24 Dec 2015 by DoD CIO Initial foundational policy establishing authorities and future intentions Establishes DESMF as the single IT Service Management (ITSM) framework for the DoD 3

Policy Statements DoD will: Promote effective use of standards for IT services Articulate DoD ITSM standards via DESMF Measure quality and management capabilities based on those standards Define, categorize, publish and measure IT services based on DESMF Use DESMF to describe manner of ITSM for Joint Information Enterprise (JIE) Consider DESMF conformance in all portfolio management decisions IAW DoDI 8115.02 4

DESMF Composition Updated annually by DoD-wide group Quality Model Service descriptions Service categorizations Service quality Process Reference Model Standard descriptions Support implementations and organizational learning Support audit and assessments Process Assessment Model Assessable levels of integrated service management capabilities Provide Additional Guidance DoD Components for adopting ITSM practices Acquiring and contracting for ITSM efforts and capabilities based on industry best practices Updated annually by DoD-wide group DoD CIO will provide further requirements for inclusion in DESMF DESMF baseline controlled under DoD CIO Enterprise Architecture and Services Board (EASB) using adjudication by Enterprise Services and Data Panel (ESDP), a subordinate board to the EASB DoD-wide group collaboration site DoD ITSM CoP: https://www.milsuite.mil/book/groups/doditsmcop EASB = Enterprise Architecture and Services Board ESDP = Enterprise Services and Data Panel (subordinate board to the EASB) SLIDE INFORMATION******** Method Employed: Transition Supporting TLO/ELOs ID: ELO 12.201.1.3 Define Business Process Reengineering (BPR) Reference(s): NA ******** SVG Slide# 4 IVG# 5 Total Lesson Time: 90 minutes Lesson Instructor-facilitated Discussion: 60 minutes Classroom Exercises: 20 minutes Slide Time Required: 1 min Lesson time is 50 minutes; Pace yourself to allow about 20 minutes for the exercise Major Takeaways (MT): 1. Business Process Reengineering is a fundamental rethinking and radical redesign of business processes and must be conducted prior to automating a business process. Learning Points (LP): Note to Instructors (Q&As; Guidance for Slide): SVG slide 4 serves as an outline of the lesson (IVG slide 5) 5

DESMF Benefits Provides a DoD-wide standard ITSM framework for implementing and managing high-quality mission-aligned IT services Promotes and enables mission effectiveness DESMF implementation can address Command IT challenges Consumers of IT services within the JIE are assured that common ITSM best practices are adopted and underpin delivery of IT services 6

Stakeholders’ Responsibilities DoD CIO Manage DESMF Establish DoD Service Catalog Guide DoD Prescribe conformance levels Monitor conformance Evaluate ITSM capabilities and quality across DoD Evaluate DESMF effectiveness USD (AT&L) Synchronize acquisition systems and policies IAW DoDI 8440-01 Provide guidance to PMs and PEOs to evaluate and approve implementations of ITSM practices DoD Components Resource management Collaborate on DESMF refinements Execute conformance plan per DoD CIO prescribed level Minimally annual measurements Register component services with enterprise DISA Director DESMF liaison Provide technical assistance for DoD ITSM 7

Command Challenges Increasing missions requiring agility of thought and action (“Do More!”) Reduced or fluctuating resources (“With Less!”) Increasing demands for Cybersecurity/resilience that impact mission accomplishment IT support lives in the back room with little visibility Lack of knowledge of what we have Inability to address service delays and resource demands 8

Command Challenges - Continued Leaders question alignment of technology investment with mission outcomes Lack of standardization in how organizations command and control IT across the enterprise 9

DESMF Promotes Mission Effectiveness 1st Principle of DESMF ITSM—100% IT Service Alignment with Commanders’ Mission (Vision) Customers’ priority outcomes drive Service Strategy and Service Design Zero investment in technology for its own sake Results: Improved efficiency/effectiveness/security New and improved services delivered faster with fewer bugs Improved visibility into the current IT enterprise 10

DESMF Promotes Mission Effectiveness 2nd Principle of DESMF ITSM—Measurement of Service Quality supporting Commanders’ Mission Achievement Standardization and synchronization of ITSM processes and IT services across Command High visibility of measurements against Command agreed metrics Example – 50% reduction in user outage time for incidents 11

DESMF Promotes Mission Effectiveness 3rd Principle of DESMF ITSM—Value through Knowledge 100% asset accountability promotes infrastructure security and mission agility Example - Minimize technical re-work, <30% resource savings, drives reinvestment potential 12

DESMF Promotes Mission Effectiveness CASE STUDY 1 – US Army NETCOM 1st Principle of DESMF ITSM—100% IT Services Alignment with Commanders’ Vision Characteristics/Benefits: Mission priorities drive Service Strategy and Design Technology investments aligned with mission objectives Results: New and improved services (software) delivered faster, more frequently, with fewer bugs Improved security, efficiency, and effectiveness Evidence: 100+% mission expansion at CONUS Regional Control Center with no increase in CTR resources - Dozens of Mission Orders accomplished, including CONUS JRSS 22 times as many priority software releases per year compared to years prior to inception of ITSM 13

DESMF Promotes Mission Effectiveness CASE STUDY 2 – US Navy ITSMO - NGEN 2nd Principle of DESMF ITSM—Measurement of Service Quality Supporting Commands’ Mission Characteristics/Benefits: Annual assessments conducted to determine capability of each process (PCA) Analyses used by process owners to facilitate improvement actions Results: Process owners provided with greater situational awareness of process capabilities and effectiveness Commanders provided with greater insight and improved SA on operational status Process Design and Implementation Evidence: Two rounds of PCAs conducted to date on 13 processes plus the service desk; dozens of CSI opportunities identified and process improvements implemented as a result Among other improvements, long-overdue documentation updates were performed; several processes are increasing their PCA scores on a yearly basis 14

DESMF Promotes Mission Effectiveness CASE STUDY 3 – US Navy ITSMO - NGEN 3rd Principle of DESMF ITSM—Value through Knowledge Characteristics/Benefits: Processes designed based on best principles drawn from multiple sources – ITIL, COBIT, etc. Best practices balanced against process owners’ and managers’ knowledge of Navy environment and constraints to design processes fit for purpose Results: Right performance, lower risk, KEY metrics, 100% asset >> SECURE Operational processes defined and implemented that are fit for purpose and based on best practices Specifications for processes for NGEN recompete being defined jointly with process owners Process Capability Assessments Evidence: Higher performance, cost control Process frameworks in place and processes assessed for PMW-205 and NetOps Process guides and other foundational documents created for processes included in NGEN recompete 15

CALL TO ACTION Adoption of DESMF practices should be promulgated through the relevant commands Will necessitate active sponsorship by commanders 16