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How to build enterprise IT operation management system
1 Understanding of the mission of enterprise IT management
On the basis of fully understanding and integrating enterprise business management strategy, the use of advanced management ideas and information technology, to promote enterprise reform and development; the establishment of first-class IT infrastructure to meet the needs of the enterprise, to rapidly enhance the enterprise IT capabilities and application level, to meet the needs of the enterprise's future development strategy. To this end, the establishment of an efficient IT operations management system is the first task. Generally speaking, the basic definition of IT operations management should include the following:
-Basic principles of IT operations management: should be used as a basic guide to the IT operations management system of the enterprise group;
-IT operations management strategy: used to determine the relationship between the various IT activities of the enterprise group of the basic principles and starting point;
-IT operations management organization: a clear group of enterprise group of the authorization and responsibility for various IT activities;
-IT operations management organization: clear group of
-IT operation management process: to clarify the procedures of IT activities to ensure efficient operation;
-IT operation resource and skill management: to provide the skill resources required for enterprise IT management operation;
-IT operation system operation and maintenance: to ensure the cost efficiency of enterprise IT operation system services and operation.
2 Basic Principles of IT Operation Management
The basic principles of IT operation management refer to the basic guidelines and guiding principles proposed to strengthen the strategic execution capability of enterprises in information technology. According to the characteristics of the development of information technology combined with the development needs of the enterprise information technology, the basic principles of the framework should be composed of seven parts:
General policy
Strategic integration: information technology factors need to penetrate into the formulation of corporate strategy;
Business partnership: the enterprise's IT will be working with the business users to establish a working partnership, in order to understand and reach the enterprise's business realization goals;
IT projects should be viewed as an investment: IT projects should be viewed as an investment, which should be based on supporting the business needs;
Customer centricity: IT management should be based on service levels, and the focus should be on meeting the needs of the business units;
IT component configurations: IT architecture and IT standards should be followed;
IT resource ****enjoyment: IT resources should be regarded as an asset of the enterprise, and every enterprise employee has the responsibility and obligation to use and protect these assets correctly;
Communication of IT strategy and planning: IT's strategy and planning should be effectively communicated and communicated within the enterprise group.
Information organization and processes
Skilled and professional workforce: Maintaining a skilled and professional workforce to manage the entire architecture to ensure that business objectives are met, and that business units are organizationally involved in the management of the information department;
Management of strategy and planning: In order to keep pace with changes in the business and in technology, it is necessary to periodically review and review the effectiveness of strategy, planning, management, and the attainment of the information service objectives. Cyclical review and improvement of the effectiveness of strategy, planning, management, and the achievement of information service goals;
Processes and responsibilities: Processes and assignments of responsibilities are clearly defined.
Technology management
Use of technological innovation: Proactive technological innovation to enhance the core competitiveness of the organization;
Use of industry standards: Appropriate industry standards should be adopted when they exist and meet the business needs involved;
Role of Internet technology: The delivery of future applications and services is to be considered in terms of the use of Internet/Intranet/LAN technologies.
IT operations service management
Future enterprises will become more and more centralized in the application of information technology hardware and software, i.e., what is commonly referred to as physical centralization and business logic centralization. The definition of information center functions in this highly centralized model has changed accordingly. From the organizational level, the information management organization transforms the IT department of the enterprise from a cost center to a service center; from the level of specific IT operations, it is not the traditional function-centered IT management, but process-centered management of complex IT management activities, such as incident management, problem management, and configuration management, to standardize and normalize these processes, and clearly define the objectives and scope, costs and scope of each processes, clearly defining the goals and scope of each process, costs and benefits, operational steps, critical success factors and performance indicators, the responsibilities and rights of the people involved, and the relationship between the processes. Its fundamental goals are:
(1) to provide business-centric information services;
(2) to provide high-quality, low-cost services; and
(3) to provide services that can be accurately billed, if needed.
Data
Data access: each data will be accessed only once, at the time and place of its first appearance in the enterprise, and thereafter enjoyed throughout the enterprise;
Data distribution: data distribution should comply with the needs of the integrity and application, data capacity, data requirements **** enjoyment, network capacity, and data security also need to be considered;
Data Dictionary: There should be a company-wide definition of data that can be accessed and adhered to by all applications in the organization;
Data ****ownership: Applications should ****own the data they already have, except where they must adhere to special security and integrity requirements;
Data ownership: Each unit of information needs to be assigned to an owner who is responsible for defining rules for the use and protection of the data;
Data quality: all data is available within a generalized frequency, and the length of retention should be time dependent, and should also be verified by a standard validation process to ensure the accuracy and integrity of the data.
Application Systems
User Requirements: The adoption or design of all application systems must be in accordance with the user's business needs, and to be recognized by the business sponsor;
Public **** evaluation criteria: All application systems (including software packages) within the enterprise will be evaluated using a set of public **** evaluation criteria;
Introduction and Management: The use of standard software packages. For the introduction of new application system suppliers need to establish corresponding control strategies and systems, it is recommended to focus on the consideration of international leading standard software packages.
Network
External connectivity: the network must make it easier to connect externally;
Industry standards: industry standards will be used for internal and external communication;
Single logical network: there will be only a single logical, functioning network to provide access to applications and data for the various interconnections;
Internet technology: the enterprise's network supports Internet technology. network supports Internet technology.
System management
Service level management: resources will be selected, configured, and managed to meet the service level objectives of the business;
Performance and capacity management: the solution should be designed to facilitate performance and capacity management;
Security and ease of use management: security measures should be comprehensive, but should not impede the user from completing his or her job;
Availability management: users should be able to get the resources they need, when and where they need them, as agreed upon in advance service levels;
Disaster recovery plan: the ability to recover business-critical functions from a disaster, which are ranked in order of importance.
3 IT Operations Management Strategy
When considering the future IT management system of an organization, the first thing we need to clarify is the future IT management strategy of the enterprise.IT management strategy is to provide some basic principles for the management functions and business, resources, within and outside the company, as well as between the various levels of management and business units rationally allocated and combined to ensure that the Enterprise IT mission to achieve and fully optimize the cost and efficiency goals.
The IT Management Operating Model
When analyzing an organization's IT management strategy, we base our analysis on the IT management operating model shown in the figure below. This model has been applied in many large international companies with mature IT applications and has achieved good results.
Enterprise IT management operation model is based on this, combined with the actual situation of the enterprise itself, the enterprise IT mission, positioning and strategic choices, and the future development model, will be the various management functions and business, resources, in the group and the various subsidiaries of the company as well as external affiliates of the group and the reasonable distribution and combination of units.
Selection of internal/external distribution strategies
Business outsourcing has become an important trend in the operation of outstanding enterprises worldwide, especially in the outsourcing of IT business. By utilizing external resources, companies can reduce costs and risks in their IT operations and focus more on their core competencies. We need to think more specifically in terms of IT management strategies to ensure the success of this strategy.
The principle of considering internal and external allocation is based on the distinction between the IT management function and the strategic value of the business to the organization. Management functions and business that can have a significant impact on the strategic interests of the enterprise, including basic principles, strategies, standards, planning, architecture, user needs, etc., should be regarded as the key competencies of the enterprise to maintain internally, and can be introduced into the external resources to provide relevant consulting services to support. On the other hand, management functions and businesses that have less to do with the company's core competencies, including program implementation, provision of operational services, IT services and solutions support, IT asset and infrastructure management, etc., can be considered to be managed internally or outsourced based on a comparison of internal and external advantages in terms of efficiency, cost and resources.
Centralized/Decentralized Control Strategy Options
There are two main aspects:
- Planning, control, and standards
-Resources, including human resources, technical resources, and software and hardware resources
Based on different considerations for centralized or decentralized control of the above two aspects, they can constitute the four alternative strategies shown in the following figure
Through the previous analysis, we see that most of the current enterprise IT management is a "decentralized resources, decentralized control" approach. This is a key factor causing many problems in the company's current information system, which can no longer adapt to the needs of the future development of the enterprise. Enterprises need to make new choices based on their actual situation, combined with today's best practices in information management.
By balancing the need to achieve economies of scale with the need to ensure rapid and effective support for business users, it is possible to appropriately increase centralized management control of IT resources. That is, a shift in IT management strategy as shown below:
Recommendations for Information Management Strategy
- Enterprises need to centralize management control of IT systems, standards, and infrastructure to ensure the realization of corporate requirements for future information systems in terms of cost-efficiency, interoperability, and the ability to support key business processes;
- Involvement of the main business processes and public **** of the enterprise group. business processes and public **** application systems and related infrastructures including data centers, public **** networks, etc., are centrally constructed and managed and controlled by the Group;
-Independent application systems that meet the special business needs of specific business units, and personal office software, etc., running on PCs, as well as information system terminal equipment such as PCs, printers, etc., and local networks, are centrally constructed and managed and controlled by the information centers of the affiliated companies Operate under the unified standards and specifications of the enterprise group;
-Considering the scale efficiency and management effectiveness, it is recommended to appropriately increase the degree of concentration under the current model, and when the enterprise unified information management platform is implemented and completed, the enterprise group information center is established to complete the corresponding various management and maintenance functions.
4 IT operation and management mode and organizational structure
Management organizational structure
Based on the mission and positioning of enterprise IT, the status of the future information management organization should be improved, so that it can become:
-Adequate mastery of the company's strategy, goals, decision-making, operation and other necessary information;
-Have sufficient authority to exercise its functions.
-The ability to communicate and collaborate adequately with other functions and business units to enable IT to support business objectives;
-Processes and IT: closely integrate the construction of information systems with the sorting out and optimization of business processes, so as to transform the construction of the system from a technology-driven to a business-driven process.
-Development and implementation of IT architecture standards and specifications, so that the enterprise group (including subsidiaries) can operate on an efficient IT platform;
-Separation of project implementation and information system operation support, so that the information management department can better play the role of checking and balancing.
In conjunction with the previous analysis of the enterprise information organization management strategy and operation model, the future enterprise information management organization set up as shown in the following chart:
Information Technology Committee
As the enterprise IT business sponsors, by the group president under the leadership of the head of each functional department, the head of the subsidiary companies composed of non-permanent agencies, to undertake the following functions:
-approval of the group IT construction and business operations, and the approval of the Group's business operations.
-Approve the Group's IT construction and business process optimization strategy and planning;
-Approve information system construction and business process optimization plans, set priorities for business process optimization and information system construction projects, and provide the required funds and business resources;
-Reviewed and evaluated the benefits and risks of the information system construction;
-Risks on the enterprise's IT construction and benefits do monitoring, and coordinate and make decisions on major issues.
Information director
It is recommended that the person who has the enterprise strategic development thinking, can coordinate and give enough decision-making power. A person at the level of vice president, who is also the deputy director of the Information Technology Committee, as the executive and manager of the enterprise group's information strategy, should assume the following functions:
- Ensure that the operation of the information system is closely aligned with the company's strategic objectives;
- Manage the business value of the information system. Examine the operation status of each business process and information system support of the Group (including the affiliated companies), promote the communication and collaboration between the information department and the business departments/units, and guarantee that the value of the information system is recognized by the enterprise's business departments/units;
-Determine the company's information system management norms, propose the information strategy and direction of technological application to the Informatization Committee, and guarantee that the information system will provide business services and support;
-Manage the company's information technology infrastructure and resources, approve the company's information technology policies, systems, processes and standards, information organization restructuring and important external cooperation, etc.;
-Promote and monitor the implementation of the Group's (including its subsidiaries') information system and business process projects, and specifically monitor the level of the enterprise group's information system operation, and report to the Informatization Committee and the Group President.
Group Information Center
As the core department of information management, it implements the construction and application of information systems under the leadership of the information director and ensures that the information system is integrated with the strategy, supports the business objectives, and improves the competitiveness of the enterprise through the optimization of processes. Functions can be divided into planning and control, process management, project management, operation and supervision of the four parts, according to the specific circumstances of the enterprise, each part can be set up as a project team responsible for the project team members can be related to the head of the department or the business backbone, such as the Department of Strategic Development can be involved in planning and control of the project team, the Department of Human Resources can be involved in the process management project team, and so on, the specific responsibilities of each part are as follows:
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1, planning and control
-confirm business needs with business departments/units *** with the development of enterprise information systems planning and planning, and the priority of the relevant information systems construction and business process management projects to put forward proposals, reported to the Chief Information Officer and the Information Technology Committee;
-tracking the development of information technology and related management practices, to ensure that the enterprise group
-Develop and timely update information system and business process management related rules and regulations, standards and processes, report to the Chief Information Officer and the Informatization Committee for issuance, and supervise the implementation of these rules and regulations;
-Manage the information system structure of the enterprise to ensure that the information system has the best performance in terms of cost-efficiency, interoperability, and ability to support key business processes;
-Manage the information system structure of the enterprise to ensure that the information system has the best performance in terms of cost-efficiency, interoperability, and ability to support key business processes. business processes;
-Reviewing the Group-wide (including subsidiaries) information system construction plans and procurement, providing the basis for the decision-making of the Informatization Committee, and ensuring the fulfillment of the relevant architecture standards and regulations;
-Managing the accreditation and evaluation of external IT vendors, and ensuring the implementation of the relevant architecture standards, regulations and rules by external information system vendors;
Managing the certification and evaluation of external IT vendors, and ensuring the implementation of the relevant architecture standards, regulations and rules by external information system vendors;
-Monitoring the status of IT skills and resources across the Group to ensure the realization of the company's IT mission and goals, and making recommendations to the Informatization Committee on the development and introduction of relevant skills and resources.
2. Process Management
-Participate in the company's information system planning and scheduling, and be responsible for the planning and scheduling feasibility of business process optimization projects as well as the resource requirements in the planning and scheduling;
-Track the development of business process-related technologies and management practices, and promote the effective dissemination of related knowledge and skills across the group;
- Participate in the group-wide (including its subsidiaries) IT skills and resource situation to ensure the achievement of the company's IT mission and goals, and make recommendations to the IT Committee on the development and introduction of related skills and resources. Participate in the formulation of regulations, standards and processes related to business process management of the Group (including its subsidiaries);
-Participate in monitoring and controlling the optimization of business processes.
3. Project Management
-Participate in the company's information system planning and scheduling, and be responsible for the programs, plan feasibility and resource requirements of information system construction projects in the planning and scheduling;
-Manage or organize and coordinate the enterprise information system construction projects, and be responsible for the project's objectives, schedule, cost and quality. Supervise the information technology construction projects of the authorized companies;
-Responsible for external procurement of all approved group-level information system construction projects. As well as software and hardware selection and project implementation management.
4. Operation Supervision
-Consulting with business departments and internal and external operation service providing units to determine service levels and standards;
-Participating in the Group's information system planning and planning, and being responsible for the operation service levels and standard requirements of information system construction projects in the planning and planning;
-Based on the pre-established standards, it is responsible for the information system construction projects that have completed construction and guarantee the long-term security of the Group's IT operation services;
- Ensure that the services provided by the information systems meet the specific needs of the business units under the mechanism of service management.
Information Center of Authorized Companies
The Information Center of Authorized Companies, as the IT management and support service department of the business unit, accepts the management and guidance of the Group Information Center in terms of business, while it may continue to be under the responsibility of each authorized company in terms of administration.
-Implement the Group's relevant IT management system and standards, and provide IT management and support services to the business units within the scope of this business unit;
-Participate in the Group's information system construction and business process optimization projects, coordinate the relevant work involving this business unit, and be responsible for the business requirements involved in this business unit;
-Manage and maintain this business unit's Manage and maintain the IT assets of the business unit such as local area network, PCs and other information terminals to ensure the normal operation of the information system involved in the business unit;
-Responsible for the introduction and development of independent application systems for meeting the unique business needs of the business unit and responsible for the corresponding maintenance and technical support.
External IT consulting services company:
Positioned in the enterprise's strategic independent external IT public **** services and the corresponding external capacity resources. Because the enterprise has clearly IT consulting services company is responsible for the management and operation of information systems of strategic value to the enterprise key infrastructure and the provision of appropriate services, so here also considered as part of the enterprise's future IT. The business relationship between the enterprise internal IT and IT consulting services company, by the enterprise information director CIO is responsible for the management of the information center and the subordinate companies of the information department specific division of labor to implement. IT consulting services company as an independent part of the enterprise IT to assume the following responsibilities:
-as the designated unit responsible for the provision of key application systems to the enterprise public **** services, and in accordance with fair market principles to collect service fees;
-According to fair market principles to undertake enterprise IT planning, process optimization, IT management system standards and other aspects of consulting;
-According to fair market principles to undertake enterprise information systems program design, implementation and development, and third-party project supervision and other services.
Transitional Considerations for IT Management Organization
-The Information Technology Committee is proposed to be transformed from the information technology application leading group of the enterprise group;
-From the perspective of the information management of the enterprise group, in the near future, the information center can still be under the management of the strategic development department, and consideration can be given to strengthening the functions of the strategic development department, and to strengthening/establishing its authority in IT planning control, process management, IT construction and operation management;
-To undertake the design, implementation, and development of enterprise information system solutions and third-party project supervision services in accordance with fair market principles.
-The enterprise group can consider integrating the existing IT management talent resources (including subordinate companies) on the one hand, and gradually cultivate or introduce them on the other, so that the information center can gradually and independently take up the mission of managing the enterprise's IT;
-In terms of the group's upcoming construction of the application of a unified information system platform, it is recommended to make use of the group's management of investment direction to promote the application of the platform in each of the subordinate companies. The right to promote the application of the subordinate companies, in accordance with the "overall planning, step-by-step implementation" principle, starting from the Group's financial management information management, selecting the pilot appropriate units for implementation, with the facts to make the superiority of information technology management platform has been fully embodied for the full range of promotional applications to lay a solid foundation.
5 IT operations management key processes
In order to manage the enterprise IT operations management, need to establish and implement a series of processes. The details are as follows:
-Group IT planning process
-Authorized company IT planning review process
-Group IT bidding management process
-Group IT procurement management process
-Authorized company IT procurement management process
-Information management specification formulation and maintenance process
The management and operation of enterprise IT in the face of the mission of the future depends on the people who work in the related work to have the right skills. Some of the most pressing skills that need to be strengthened in enterprise IT today are the following:
-IT management: Learning how the IT organization can generate business value in the enterprise or other mission-critical industries;
-Business analytics: Gathering IT customer requirements and successfully translating business needs into IT requirements is a skill that helps IT become more customer-centric;
- Project management: Ensuring that solutions are implemented in a manner that is consistent with the mission of the organization. Project Management: Ensure that the solution is implemented to deliver the promised value on time and within budget;
-Package Introduction and Implementation: Identify appropriate software packages and recommend appropriate business process changes;
-Business Process Analysis and Optimization: Identify existing business process issues and drive process change;
-Systems Management: Establish the principles of systems management and utilize the appropriate solutions to streamline the day-to-day business process;
-Systems Management: Establish the principles of systems management and utilize the appropriate solutions to streamline the day-to-day business process. and utilize appropriate solutions to streamline day-to-day operations.
Enterprises should consider the following options for acquiring resources to build the skills needed for future IT:
-Internal resource integration: utilizing the IT and human resources already available in the group (including its subsidiaries);
-Internal training: acquiring skills gradually;
-Recruitment: acquiring skills quickly;
-Outsourcing: using external skills resources.
7 Operation and Maintenance of IT Operation System
The information center of the future enterprise will undertake the operation and maintenance of the physical system and business logic of the whole group. As an information service center, stable, efficient and timely information collection, processing and sending will be directly related to the daily business operations of the entire group. Therefore, a reasonable and effective information service management mode is the foundation for realizing IT information service level. Aiming at the enterprise's future business management model and the characteristics of information system software and hardware, the IT information service management model is as follows:
The whole service architecture is composed of five parts, namely, business management (business perspective), service management, IT infrastructure management, application management, and security management, which are defined as follows:
1. Business management (business perspective): from the business sector rather than the IT service provider (technical) perspective to understand IT service requirements, that is, when providing IT services, we should first consider the business requirements. Business management of this module is used to help business managers how to use business thinking to analyze IT issues, in-depth understanding of the ability of IT infrastructure to support business processes and IT service management in the provision of end-to-end IT services in the process of the role, as well as to assist them to better deal with the relationship between the business sector and the information sector, in order to achieve business benefits;
2, service management: service management module is the core of the entire service architecture, it is a series of typical processes in a way that most of the IT management content is reasonably divided and managed. The service management module consists of two sub-modules: service support and service provision. Service delivery consists of service level management, IT service financial management, IT service continuity management, availability management and capacity management, while service support consists of incident management, problem management, configuration management, change management and release management. Service management depends on the implemented system and the business requirements of the business sector characteristics;
3, IT infrastructure management. the essence of IT service management is also the management of IT infrastructure, except that it takes a different approach from the usual management methods, that is, the standardization and modularization of the tasks of the management of IT, and then packaged into a service on-demand to the customer. IT infrastructure management. The Management module covers all aspects of IT infrastructure management, from identifying business requirements, implementation, deployment, and supporting and maintaining the infrastructure. Its goal is to ensure the provision of a stable and reliable IT infrastructure to support business operations;
4. Application Management: IT service management includes the support, maintenance, and operation of application systems, which are developed by business units or information centers or by third parties.The function of IT service management should be reasonably extended to intervene in the development, testing, and deployment of application systems. Application management module addresses how to coordinate the two, so that they are consistent for the service of the business sector;
5, security management: its goal is to protect the IT infrastructure, so that it avoids unauthorized use. The Security Management module provides comprehensive guidance on how to identify security requirements, develop security policies and strategies, and handle security incidents.
Application of service management mode
It can be imagined that the future data and information center will be a huge and complex, so highly centralized physical systems and business logic systems to the information management department puts forward a very high operation and maintenance requirements, the proposed service management mode for the information center to ensure the quality of information services, improve the satisfaction of the service gives a structural management structure.
In the future enterprise system, under the premise of confirming that the system meets the business requirements, it is also necessary to establish such a service management control system with the idea of "service management mode" proposed here, and integrate it with the organizational structure of the information center, so that the information service of the whole information center can be monitored and managed, thereby Improve the application level of business systems while reducing the intensity of system maintenance.
"Service management mode" is necessary for information center in the future, but it is not the focus of the current enterprise information construction from the point of view of risk reduction and resource demand. Generally, in the business sector business operations have basically used information systems to carry out, the service management model only began to start.
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