MOF_software_plus_services_Beta1

1、25Microsoft® Operations Framework (MOF) 4.0Planning for Software-plus-Services: A MOF Companion GuidePublished: November 2008For the latest information, please see Copyright © 2008 Microsoft Corporation. This documentation is licensed to you under the Creative Commons Attribution License.&

2、#160; To view a copy of this license, visit /licenses/by/3.0/us/ or send a letter to Creative Commons, 543 Howard Street, 5th Floor, San Francisco, California, 94105, USA.  When using this documentation, provide the following attribution: The Microsoft Operations Framew

3、ork 4.0 is provided with permission from Microsoft Corporation.  This documentation is provided to you for informational purposes only, and is provided to you entirely "AS IS". Your use of the documentation cannot be understood as substituting for customized service and information th

4、at might be developed by Microsoft Corporation for a particular user based upon that users particular environment. To the extent permitted by law, MICROSOFT MAKES NO WARRANTY OF ANY KIND, DISCLAIMS ALL EXPRESS, IMPLIED AND STATUTORY WARRANTIES, AND ASSUMES NO LIABILITY TO YOU FOR ANY DAMAGES OF ANY

5、TYPE IN CONNECTION WITH THESE MATERIALS OR ANY INTELLECTUAL PROPERTY IN THEM. Microsoft may have patents, patent applications, trademarks, or other intellectual property rights covering subject matter within this documentation. Except as provided in a separate agreement from Microsoft, your use of t

6、his document does not give you any license to these patents, trademarks or other intellectual property.Information in this document, including URL and other Internet Web site references, is subject to change without notice. Unless otherwise noted, the example companies, organizations, products, doma

7、in names, e-mail addresses, logos, people, places and events depicted herein are fictitious.  Microsoft, Active Directory, and Windows Live are either registered trademarks or trademarks of Microsoft Corporation in the United States and/or other countries. The names of actual companies and prod

8、ucts mentioned herein may be the trademarks of their respective owners.You have no obligation to give Microsoft any suggestions, comments or other feedback ("Feedback") relating to the documentation. However, if you do provide any Feedback to Microsoft then you provide to Microsoft, withou

9、t charge, the right to use, share and commercialize your Feedback in any way and for any purpose. You also give to third parties, without charge, any patent rights needed for their products, technologies and services to use or interface with any specific parts of a Microsoft software or service that

10、 includes the Feedback. You will not give Feedback that is subject to a license that requires Microsoft to license its software or documentation to third parties because we include your Feedback in them.ContentsExecutive Summary4Intended Audience4About MOF 4.04About MOF Companion Guides4Softwar

11、e-plus-Services: an Overview4Where Software-plus-Services Fits Within MOF5Goals of the Software-plus-Services Companion Guide6Not in Scope7Key Roles7Key Terms10Before You Begin11Step 1: Select a Software-plus-Services Delivery Model11Business Drivers11Business and Technical Constraints12Benefits of

12、Software-plus-Services Delivery Approach14Financial Considerations14Policy and Reliability Considerations15Step 2: Select a Service Provider16Business Considerations16Technical Considerations17Step 3: Prepare for the New Service20Acknowledgments25Executive SummaryThis guide takes users through the p

13、rocess of researching and planning the implementation of a software-plus-services strategy. Its initial step focuses on identifying a delivery model that best suits the individual needs of the business; subsequent sections concentrate on finding a qualified service provider, then planning for the im

14、plementation itself. This guidance uses Microsoft® Operations Framework (MOF) 4.0 processes to identify the right services, the pertinent considerations, and the initial preparations for cost-effective implementation and operations.Intended AudienceThis guide is intended for use by business dec

15、ision makers and by the IT pros who will be directly involved in or affected by the implementation of a software-plus-services strategy. About MOF 4.0Microsoft Operations Framework (MOF) 4.0 is concise guidance that helps IT improve service quality while reducing costs, managing risks, and stre

16、ngthening compliance. MOF defines the core processes, activities, and accountabilities required to plan, deliver, operate, and manage IT services throughout their lifecycle. The MOF guidance encompasses all of the activities and processes involved in managing an IT service: its conception,

17、 development, operation, maintenance, andultimatelyits retirement. MOF organizes IT activities and processes into service management functions (SMFs), which provide detailed processes and outcomes related to a series of IT disciplines. Each SMF is anchored within a lifecycle phase and contains

18、a unique set of goals and outcomes supporting the objectives of that phase. For more information about SMFs, visit About MOF Companion GuidesMOF companion guides are intended to help business and technical decision makers and IT pros perform IT-related activities effectively and cost-efficientl

19、y. Each guide focuses on a specific activity and applies MOF 4.0 principles. Each companion guide topic is associated with a particular MOF phase and SMF; users are encouraged to familiarize themselves with the relevant core MOF material before using the companion guides.Software-plus-Services: an O

20、verviewOrganizations concerned with cost-effective and sustainable business solutions supporting expansion, collaboration, and increased global presence need to evaluate combinations of software and services that will help meet these goals. Available from both internal and external providers, softwa

21、re-plus-services delivery systems allow IT to work faster and more cost-efficiently. Software-plus-services combines delivery services that are based “in the cloud” (that is, hosted and provided to customers across the Internet) with services provided by software and hardware located within the orga

22、nizations firewall.As with any other major decision, when a business considers an IT infrastructure or application sourcing model, the first question it should ask is, “Does this move support our business strategy and objectives?” The answer depends on the service: for example, a business might choo

23、se to use a third-party provider for certain services in order to be cost-efficient. They transfer the cost and risk of delivery of an existing, mature application to another party in exchange for contracted payments. By contrast, a software service can meet a need not related to costsuch as the imp

24、roved customer relationships that result from the adoption of a customer relationship management (CRM) tool. From a business managers perspective, software-plus-services appears to be the best of both worlds: a business benefit is realized at a reasonable cost, with no additional or up-front capital

25、 investment in IT resources. However, the extent to which a business can exploit a software-plus-services delivery model is directly related to its ability to transfer and mitigate risks. To this end, business leaders and decision makers considering external software services need to weigh the known

26、 benefits of those services against business imperatives such as service level guarantees, ownership of data, security, privacy, governance, and compliance. Once management has made the decision to pursue this kind of strategy, exercising due diligence should be considered an important step before e

27、ntering into any agreement or transaction with the software-plus-services provider. Where Software-plus-Services Fits Within MOFThe core MOF 4.0 content (found at discusses the complete IT service lifecycle, and its guidance is practical and relevant for all IT activities. The purpose of the guidanc

28、e in this companion guide is to focus on how the adoption of software-plus-services relates to a specific component of the MOF IT service lifecycle: the Plan Phase.Plan PhaseThe goal of this phase is to aid the organization in continually planning for and optimizing its IT service strategy. Its deli

29、verable is a strategy that helps produce services that are valuable and compelling, predictable and reliable, compliant with policies and directives, and adaptable to the changing needs of the business. The SMFs included in the Plan Phase are listed in the following table.Table 1. SMFs in the Plan P

30、haseSMFPurposeBusiness/IT Alignment· Helps better align business and IT strategy to ensure that IT services provide business value. · Provides an understanding of the fundamental process steps involved and describes the context of aligning business and IT goals, developing an IT service st

31、rategy, identifying an IT portfolio of work, and establishing methods of keeping business and IT aligned.Reliability· Helps IT understand, set targets, and measure service reliability.Policy· Helps the IT organization determine the areas that require policy creation.· Provides a metho

32、d for policy creation, validation, publishing, enforcement, evaluation, review, and maintenance.· Helps the IT organization remain in compliance with directives. Financial Management· Provides an understanding of the fundamental processes and activities involved and describes the context o

33、f financial management in terms of risk management and value realization.· Addresses how to establish service requirements and plan budget; manage finances; and perform IT accounting and reporting. The graphic below depicts the interrelationship among the Plan Phase SMFs.Figure 1. The interrela

34、tionship of the Plan Phase SMFs.Goals of the Software-plus-Services Companion GuideThis companion guide helps answer the following questions:· Is a software-plus-services strategy right for my business?· What types of software-plus-services offerings make sense for our organizations needs?

35、· How do we go about selecting a service provider?· Once weve selected the plan and the provider, how do we prepare for implementation?The following table describes the outcomes and specific measures of this companion guide.Table 2. Outcomes and Measures of This Companion GuideOutcomesMeas

36、uresAn understanding of the potential opportunities, benefits, and risks for adopting the software-plus-services delivery model.Identification of key business drivers, objectives, constraints, and other considerations that can be input to the business case development. A decision to pursue evaluatio

37、n of an outsourced software-plus-services delivery solution versus maintaining the processes on-premises.Business case that outlines the potential benefits, service delivery costs, trade-offs, risks, and values that can be realized.Supporting rationale and financial justification that articulates th

38、e alignment/linkages between business stakeholders needs, ITs software delivery sourcing strategy, and assumptions factored into the business case.A clear set of vendor-evaluation criteria for selecting a software-plus-services provider.A list of key questions to asks potential vendors about their s

39、ervice model and capabilities for delivering software-plus-services to enterprise customers.Vendor-scoring sheets completed across all service delivery and support functions, business case analyses conducted, and vendor references from existing clients have been checked.Control matrices used to iden

40、tify and prioritize potential risks are supported by recommendations for mitigating those risks.Vendor contract preparations and negotiations.Due diligence activities should be completed before any contract execution. Financial linkages between vendor payments/penalties and the software-plus-service

41、s providers adherence to the SLA performance and contract requirements are built into the agreements. A well-defined governance model and vendor management process related to the outsourced software-plus-services delivery project is in place.Not in ScopeSeveral important topic areas are not in the s

42、cope of this companion guide. There are other guides available from Microsoft that provide additional, more detailed attention to the adoption of specific services. Notably, once the business decision maker targets a specific software-plus-services solution (for example, Hosted Exchange), the techni

43、cal decision maker can turn to a specific Infrastructure Planning and Design (IPD) guide for further assistance. Key RolesThe primary Team SMF accountability that applies to the Software-plus-Services Companion Guide is the Management Accountability. Roles within the Architecture and Service account

44、abilities are also involved. The role types within each accountability and their primary responsibilities and roles within this guide are displayed in the following tables. See the MOF Team SMF for more information about role types and accountabilities.Management AccountabilityTable 3 lists the role

45、 types associated with the Management Accountability, as well as the responsibilities and roles for each role type.Table 3. Management Accountability and Its Attendant Role TypesRole TypeResponsibilities in this GuideRole in this GuideIT Executive Officer· Sponsors IT software-plus-services ini

46、tiatives · Uses metrics and benchmarking to evaluate software-plus-services business impacts· Approves structures and overall externalization of IT processes· Owns board and executive relationships· Engages in decision making · Sponsorship · Owns external software deliv

47、ery process and IT decision making· Ensures clear ownership and accountability· Clear trends in software-plus-services performanceIT Manager· Identifies and engages appropriate Business and IT stakeholders in decision process· Manages risk and IT business value realization depend

48、encies· Owns business/IT relationship· Manages externalization of IT · Oversees business/IT alignment processes· Drives accurate forecasting of IT resources into the software-plus-services business caseIT Finance Manager· Manages the financial aspect of the software-plus-ser

49、vices business case development· Ensures IT budget and accounting are accurate and timely· Assess the software-plus-services vendors financial healthIT Policy Manager· Works with business, management, and legal resources to define policy requirements· Responsible for industry reg

50、ulatory knowledge· Sees that management decisions are informed by policy and that policy is effectively used across IT· Provides policy input to decision process to ensure that adoption of software-plus-services delivery model can deliver and enforce policies that address business, regulat

51、ory, and industry requirements· Input criteria required to maintain oversight and governance of vendor performanceBusiness Relationship Manager· Acts as communication interface between IT and the business and partners· Validates that IT understands business requirements · Conside

52、rs technology opportunities and constraints in business strategyArchitecture AccountabilityTable 4 lists the role types associated with the Architecture Accountability, as well as the responsibilities and roles for each role type.Table 4. Architecture Accountability and Its Attendant Role TypesRole

53、TypeResponsibilities in this GuideRole in This GuideArchitecture Manager· Accountable for ensuring creation and maintenance of architecture plan specific to external identity and access management, maintaining security and privacy compliance, and transfer/management of data integrations with ex

54、ternal software-plus-services providers· Uses GRC and Reliability requirements to provide input to software-plus-services vendor evaluation Architect· Looks at future directions and solutions that simplify identity, access, and data integration of future external software services · P

55、roduce an Infrastructure Integration Architecture that provides for integrations with external software-plus-services providers · Provides deep-level subject matter expertise specific to identity and access management, maintaining security and privacy compliance, and transfer/management of data

56、 integrationsService AccountabilityTable 5 lists the role types associated with the Service Accountability, as well as the responsibilities and roles for each role type.Table 5. Service Accountability and Its Attendant Role TypesRole TypeResponsibilities in this GuideRole in this GuideSupplier Manag

57、er· Tracks external vendors who provide supporting services and products · Ensures effective software-plus-services vendor relationships can be established according to policy Account Manager· Serves as a link between users or customers and the IT organization · Meets with the cu

58、stomer, discusses current issues, and makes sure that expectations are aligned· Ensures effective customer and user relationships · Drives relationship with the businessService Level Manager· Accountable for Business/IT Alignment · Acts as main interface between the business and

59、the IT service delivery and support organizations · Handles all issues and development in Service Level Management, including development and agreement of SLAs, OLAs, and UCs· Represents the business, but works with and within the IT organization· Ensures effective IT service delivery is specified within the software-plus-services providers SLAs Customer Service Manager· Accountable for the end-user sup