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Project Management and ITProcess Lecture
November 2011
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Today I plan to cover two areas ...
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Area Why Take Aways1. ProjectManagementLessons
There are lots of publicationson project management and Idont want to repeat the
same information. These arepractical tips from myexperience in running
Outcomes not just a plan Feeling your way One page view for people to follow Human nature changes the plan Pick your team wisely Barometers to tell the pressure Accountabilities clearly managed Staged progress not all at the end Branding the Project War rooms and daily prayers Stakeholder management Good communications Warning signs Building flexibility into the plan
Be a great leader
2. ITInfrastructureLibrary (ITIL)
This is a good way to look atthe process make up of an ITorganisation
Web address:Official OCGITIL site:
http://www.itil-officialsite.com/home/home.aspx
http://www.itil-officialsite.com/home/home.aspxhttp://www.itil-officialsite.com/home/home.aspxhttp://www.itil-officialsite.com/home/home.aspxhttp://www.itil-officialsite.com/home/home.aspx -
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I have some experience in projectmanagement and process design
3Copyright 2011 Accenture All Rights Reserved.
87-95
96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11
SystemDevelopmentJan 1996Dec 1996
RiskManagementJan 1997Sep 1997
Year 2000Conversion(Australia)Sep 1997Sep 1998
IT OperationalMetricsSep 1998Mar 1999
BalancedScorecardDevelopment(USA)Mar 1999Jul 1999
IT CapabilityAssessmentAug 1999 Jan2000
IT CapabilityAssessmentFeb 2000Mar 2000
BTO & ServiceDeliveryJul 2000Aug 2001
RaptorObservationTower (CostaRica)Sep 2001Jan 2002
Service DeskInsourcingFeb 2002Apr 2002
IT OpportunityAssessmentApr 2002Jul 2002
GovernanceRestructuring(Netherlands)Aug 2002Oct 2002
Store ITReviewApr 2002Jul 2002
KnowledgeCapture andReuse (France)Dec 2002Sep 2003
IT InfrastructurePoVDec 2002
GlobalInfrastructureOutsourcingJan 2003
SupportOrganisationDesign(Hong Kong).Feb 2003
IT OrganisationDevelopmentMar 2003
IT InfrastructureOutsourcing(Netherlands)Apr 2003
Strategic Reviewof IT SpendApr 2003May 2003
IT Effectiveness& GovernanceMay 2003
IT OpportunityAssessment(Japan)May 2003Jun 2003
New BusinessUnit CreationJul 2003
Sep 2003
TransformationalOutsourcingSep 2003Jan 2004
Global ProcessChangeJul 2003Sep 2003
IT TransformationDeveloped andJun 2004Dec 2006
ServiceManagementJan 2007Mar 2008
GlobalServicesStrategy.Oct 2008Feb 2009
MultipleProgrammesApr 2008Oct 2008
Technology GroupTransformationMay 2009April 2010
Service DeliveryTransformationNov 2008Jul 2009
UKIInfrastructureConsultingLeadSep 2008Sep 2010
InfrastructureOutsourcingNov 2008Jul 2009
StrategyDevelopmentMay 2010Aug 2010
KoreaTechnologyLeadSep 2010Current
RaleighInternational,BorneoJan 1997Sep 1997
Heckler andKoch, GermanyApr 1993Sep 1993
RocketMotorsDivisionApr 1994Sep 1994
SpecialEngineeringProgramme
(SEP)1991-1995
Craft &TechnicianApprenticeship1987-1991
http://www.comet.co.uk/cometbrowse -
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1. Outcomes not just a plan
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People feel safe with a plan,but this is a false sense ofsafety
All projects are developed todeliver an outcome or manyoutcomes
Dont lose sight of the fact that
the plan is just the mechanismto get you to the outcomes
Plans Change ...
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1. Another view of outcomes
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2. Feeling your way
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Stick to the plan ... But realisewhen it needs to change ...
Things change your plan will
change too
Listening to the stakeholdersand the team is key inproactively changing the plan
Need to balance the changesthat are really needed withthose that are desired
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3. One page view for people to follow
Plans can be very large andvery complex you may becomfortable with it as youspent weeks developing it ...
... but others will not
Adjust the level detail you needto engage the different
stakeholders and presentdifferent views of the plan
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4. Human nature changes the plan
Your delivery team ismade up of people frommany backgrounds andthe personality of the
project is dependent onthe make up of the team
Need to read the moodand morale of the team
...
Example of the team whowere unhappy becausethey had too little to do ...
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Pick your team wisely
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Time invested in finding the rightteam members is paid back 100fold
In big programmes, you will not be
able to see everything so youneed to trust your team
The team represent you and needto have your sense of direction
and core values
In a big team structure pick out theroles that need the right people
Change team quickly, if needed
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5. Barometers to tell the pressure
Projects are delivered bypeople and therefore youneed to sense the mood of theteam
There are people you will trustto give you early warning ofissues that are coming
I call these the barometers,
and if enough of them aredelivering a consistentmessage the listen
are you happy? yes, but
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6. Accountabilities clearly managed
Most large programmes noware delivered by many parties,which requires an improvedlevel of accountability mgmt
Clearly identify who isresponsible for what andmanage to outcomes
Set out your plan with theseaccountabilities so it is clear ifsomething slips then you knowwho to point to in order toaddress
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7. Staged progress not all at the end
I refer to the outcomes/valueas Birthday Presents ...
In a long programme of work
you do not want to leave thedelivery of value to the veryend as ...
Stakeholders lose interest ... or change
You might not be deliveringthe right things and be ableto course correct
You might need to ask formore support
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8. Branding the Project
Giving the project a clear nameor brand allows the intent to becommunicated simply
Make it simple and relevantto the project
Ensure that the values you aretrying to deliver are
synonymous with the brandyou develop
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9. War rooms and daily prayers
Often projects fail because ofthe poor coordination acrossthe workstreams or becausethe team is disparately spread
out
Works best when you have theteam physically together
If you cannot then suggestdaily status calls to help theteam feel like a team
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10. Stakeholder management
Often there are manystakeholders and need totrack & managed theseeffectively for project success
Dont get surprised by
stakeholders at the end of theproject: end-users, legal,compliance, marketing,
finance, risk, etc
Manage upwards as well asdownwards
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11. Good communications
Communications is more thansteering committees and status
Communications shouldgenerate expectation andexcitement
Build a comms plan and put agood communicator on point
Team events should be stagedthrough the project
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12. Warning signs
It is better to anticipate theproblems rather than wait fortheir consequences
Listen to the team
Listen to the stakeholders
Listen to the leads
Listen to your gut
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13. Building flexibility into the plan
Most people are moreoptimistic than realistic
First thing to go iscontingency
Look out for planning to abudget rather than planningto the scope
You dont know what youdont know
Show the consequences ofimpacts to timelines
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14. Be a great leader
You need to wear many hats inthe project, and many peopleare looking at you all the time
The true test is when thingsare going wrong on the project
no project goes perfectly
Inspire
Challenge
Coach
Discipline
Lead
Teach
Reward
ProtectGovern
Partner
TrustDecide
Motivate
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ITILService Management Framework
The Information Technology InfrastructureLibrary (ITIL) is a set of concepts andpractices for managing InformationTechnology (IT) services (ITSM), ITdevelopment and IT operations.
Accenture authored the core volume: ITIL Service Strategy
ITIL v3 Lifecycle What is ITIL?
These are globally vetted best-practicesdesigned to improve quality, lessenoperational risks and control costs.
ITIL is the lever for improving your service-oriented operations.
It is the cornerstone for bridging the gapbetween an organizations existing ITcapabilities and its vision for highperformance.
Why is it important?
ITIL
Continual ServiceImprovement
ServiceStrategy
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Copyright 2011 Accenture All Rights Reserved.
ITIL offers a cohesive set of best practices,processes and roles spanning the IT enterprise.
Service CatalogueManagement
Service LevelManagement
Capacity
Management Availability
Management
IT Service ContinuityManagement
Information SecurityManagement
SupplierManagement
Transition Planningand Support
Change Management
Service Asset andConfiguration
Management Release and
DeploymentManagement
Service Validationand Testing
Evaluation
KnowledgeManagement
Event Management
Incident Management
ProblemManagement
Request Fulfilment
Access Management
The 7-StepImprovement Process
Service Reporting
Service Measurement
Service Level
Management
Strategy Generation
BusinessRelationshipManagement
Financial
Management Service Portfolio
Management
DemandManagement
Product Manager
Sourcing Roles
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Provide a concise overviewof the five ITILV3 ServiceManagement volumes
Call out key concepts andsteps with dedicated onepage overviews of eachprocess.
Explain each volume in briefwithin the context of the ITILService Lifecycle
ITIL V3 At a Glance
This overview provides a hierarchical breakdown of the ITIL v3volumes
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ITIL Benefits
Typical benefits include:
Improved resource utilisation through stronger processes
A more competitive organisation
Decreased rework
Elimination of redundant work
Improved project deliverables and timescales
Improved availability, reliability and security of mission critical systems
Justification of the cost of a quality service
Provision of services that meet business, customer and user demands
Integration of central processes
Documentation and communication of roles and responsibilities in service provision
Capturing lessons learnt from previous experience
Provision of performance indicators Increased level of knowledge provided to first level support through Problem Management increases
rate of fixes at first point of contact and reduces second tier support which is acknowledged to befour to six times as expensive
Reduction of elapsed incident handling times by agreeing improvements between resolving tiers
Faster root cause analysis and improved impact/risk analysis
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Lifecycle Components - Service StrategyCustomer focused approach to valuing, planning, and offering IT Services,including sourcing options
Financial Management: Financial Management is thefunction and processes responsible for managing an ITService Providers budgeting, accounting and charging
requirements. Financial Management provides thebusiness and IT with the quantification, in financial terms,of the value of IT Services.
Service Portfolio Management: Service PortfolioManagement is the process responsible for managing theService Portfolio. The Service Portfolio describes theproviders services in terms of business value and
articulated business needs and the providers response to
those needs.
Demand Management: Demand Management involvesthe activities that understand and influence customerdemand for services and the provision of capacity to meetthese demands. At a strategic level Demand Managementcan involve analysis of patterns of business activity anduser profiles. At a tactical level it can involve the use ofdifferential charging to encourage customers to use ITServices at less busy times.
Service Sourcing: Service Sourcing is the strategy andapproach for deciding whether to provide a serviceinternally or to outsource it to an external service provider.Service Sourcing also includes the execution of thisstrategy.
ITIL Service Lifecycle
ITIL
Continual ServiceImprovement
ServiceStrategy
Service Strategy Topics:
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Lifecycle Components - Service DesignHolistic approach to the design of new or changed services for a controlledintroduction into the live environment
Service Level Management: Service Level Management (SLM)is responsible for ensuring that all IT Service Management
Processes, Operational Level Agreements, and Underpinning
Contracts, are appropriate for the agreed Service Level Targets.
SLM Monitors and reports on Service Levels, and holds regular
Customer reviews.
Capacity Management: Capacity Management comprises threesub-processes: business capacity management, service
capacity management, and component capacity management.
The purpose of Capacity Management is to provide a point of
focus and management for all capacity and performance issuesrelating to both services and resources.
Availability Management: Availability Management is theprocess responsible for defining, analyzing, planning, measuring
and improving all aspects of the availability of IT services.
Availability Management is responsible for ensuring that all ITinfrastructure, Processes, Tools, Roles, etc. are appropriate for
the agreed Service Level Targets for Availability.
IT Service Continuity Management: IT Service Continuity
Management is the process responsible for managing risks thatcould seriously impact IT services. ITSCM ensures that the IT
Service Provider can always provide minimum agreed Service
Levels, by reducing the risk to an acceptable level and planning
for recovery of IT Services.
Information Security Management: Information SecurityManagement (ISM) is the process that ensures confidentiality,
integrity, and protection of an organizations assets, information,
data and IT services. ISM usually forms part of an organizations
approach to security management that has a wider scope than
the IT Service Provider.
ITIL Service Lifecycle
ITIL
Continual ServiceImprovement
ServiceStrategy
Service Design Topics:
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Lifecycle Components Service Transition
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Change Management: Change Management is responsible for
controlling the lifecycle of all changes. The primary objective ofChange Management is to enable beneficial changes to be
made, with minimum disruption to IT Services
Service Asset and Configuration Management: AssetManagement is the process responsible for tracking and
reporting the value and ownership of financial assets throughout
their lifecycle. Configuration Management is the process
responsible for maintaining information about Configuration Items
(CIs) required to deliver an IT Service, including their
relationships
Release and Deployment Management: Release Managementis the Process responsible for planning, scheduling and
controlling the movement of releases to test and live
environments. The primary objective of Release Management is
to ensure that the integrity of the live environment is protected
and that the correct components are released
Service Validation and Testing: The Process responsible forvalidation of a new or changed IT Service. Service Validation
and Testing ensures that the IT Service matches its DesignSpecification and will meet the needs of the Business
Evaluation: Evaluation is the process that considers whether theperformance of something is acceptable and whether it should be
continued, inclusive of the risks associated with stopping or
continuing
Knowledge Management: Knowledge Management is theprocess responsible for gathering, analyzing, storing and sharing
knowledge and information within an Organization. The primary
purpose of Knowledge Management is to improve efficiency by
reducing the need to rediscover knowledge.
ITIL Service Lifecycle
ITIL
Continual ServiceImprovement
ServiceStrategy
Service Transition Topics:
Lifecycle Components - Service TransitionCoordinate the processes, systems and functions to deploy a release intoproduction and establish the service specified in the customer andstakeholder requirements
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Event Management: An event is a change of state that hassignificance for the management of a Configuration Item orIT Service. Event Management is the process responsible formanaging events throughout their lifecycle.
Incident Management: An incident is an unplannedinterruption to an IT Service or reduction in the quality of anIT Service. Incident Management is the process responsiblefor managing the lifecycle of all Incidents. The primary
objective of Incident Management is to return the IT Serviceto customers as quickly as possible.
Request Fulfillment: A Service Request is a request from aUser for information, or advice, or for a Standard Change orfor Access to an IT Service. Request Fulfillment is theprocess responsible for managing the lifecycle of all ServiceRequests.
Problem Management: A problem is the cause of one ormore Incidents. Problem Management is the process
responsible for managing the lifecycle of all problems. Theprimary objectives of Problem Management are to preventIncidents from happening, and to minimize the Impact ofIncidents that cannot be prevented.
Access Management: Access Management is the processresponsible for allowing users to make use of IT Services,data, or other assets. Access Management helps to protectthe confidentiality, integrity and availability of assets byensuring that only authorized users are able to access ormodify the assets.
ITIL Service Lifecycle
ITIL
Continual ServiceImprovement
ServiceStrategy
Service Operations Topics:
Lifecycle Components - Service OperationsCoordinate and carry out the activities and processes required to deliver andmanage services at agreed levels to business users and customers
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ITIL Service Lifecycle
Measurement Goals
ServicePortfolio
Direct
Justify Intervene
DefinePossibleMeasures
CollectMeasures
ProcessMeasures
AnalyzeResults
ImplementCorrectiveActions
ReportResults
AlignBusiness andIT Goals
Raw
Measures
KPIs
+
AnalysisControl
Service LevelManagement
MeasurementReportingFrameworks
BalancedScorecard
SWOTAnalysis
Other
Goal / Vision Strategic Tactical OperationalTypes
DefineRequiredMeasures
Continual Service Improvement
ITIL
Continual ServiceImprovement
ServiceStrategy
Goals
CSI plays a role in several ITIL processes in different capacities.CSI is the ongoing activity of enabling IT departments to remainaligned to strategic visions and provides an introspective viewinto improving service management for customers and providers
Lifecycle Components - Continual Service ImprovementContinually align and re-align IT Services to changing Business needs andoperational improvements
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ITIL Strengths
Strengths
Good definitions of IT terminology, comprehensive for the processes covered common language Well written and easy to understand and navigate, excellent introduction for those new to these subjects
Thorough, in terms of providing all the considerations associated with a process
Provides high level view on costs and benefits of implementing associated processes
Identifies linkages between processes
References industry standard models and tools
Why adopt ITIL?
Because it means improved support to the business in delivering better services to customers tailored totheir needs. By offering services, based upon effective and appropriate underlying principles, designed anddeveloped in sympathy with the customer's requirements, the customer's business practices and goals canbe more readily matched. IT can then become an enabler of the business rather than merely a supportfunction.
Reduced costs to the organisation
Through adopting appropriate, quality driven, efficient practices, targeting scarce resources where they willbe most cost-effective and matching budget cycles more consistently, higher quality services can bedelivered for the same or less money.
More professional staff
By encouraging staff to see IT Service Management as a recognised professional skill, especially throughthe qualifications and training available, competence sets can be readily defined and staff will focus on the
right tasks & be more effective in their work performance leading to increased staff motivation & productivityCopyright 2011 Accenture All Rights Reserved.
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ITIL Weaknesses
Seen as a panacea to all IT ills and is usually implemented as a broad quick fix rather than investigatingand resolving the specific issues of the IT organisation
Few detailed examples of process flows. Limited level 3, level 4 process breakdowns i.e. only someprocesses are broken down into sub-processes
Limited in organisational considerations and impacts for process implementation
No specific tools or technology examples, only references to the use of tools for certain processes
No implementation metrics effort, duration, detailed approach
Can be viewed as disjointed, as has been produced by many authors
The decision to implement ITIL is usually followed by the realisation that ITIL skills development is required,which incurs significant cost from third party providers
ITIL is often seen as a good idea by staff in an organisation, but when you scratch beneath the surface, you
find most people do not have a good understanding of what ITIL really is Often enforced by new senior management, who have previously used ITIL and want to get a handle on
their new organisation
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Service Management Key Processes
CMDB
Incidents
UpdateRecords
DSL
Operations AcceptanceUser Acceptance
Planning AssistanceImplementation Assistance
Old Problems ClosedNew Problems Known
Costs of services
Incidents
Changes
Releases
ResolutionsWork-Arounds
Configuration DetailsImpact on IT and Business
Incidents
Resolution
Request for Changes (RFC)
Resolutions
AuthorizedChanges
Advise
TrainingCommunications
Location and Condition ChangesUse by Business Units
Verification of Receipt, Install, and Function
RFC
Impact on Service QualityCumulative Impact
RFCImpact on Cap. and Perf.
Cumulative impact
RFCImpact on Continuity Plans
Cumulative impact
Notifications, Communications
UpdateRecords
UpdateReleases
ProblemsKnown Errors
Problems
Project Management
ReleaseManagement
ProblemManagement
ConfigurationManagement
ChangeManagement
Config. ItemsRelationshipsChanges
ProblemsKnown Errors
Incidents
UpdateChanges
UpdateProblems
UpdateIncidents
IncidentManagement
Service Deskand Self-HelpUpdates
Comms.
Metrics
Metrics
CapacityManagement
FinancialManagementfor ITServices
IT ServiceContinuityManagement
Availability
Management
BusinessCustomerUsers
ReportsReviews
Communications
Releases
SoftwareDesktop Build
Application Management
- Requirements - Deployment- Design - Operate- Build - Optimise
ICT Infrastructure Management
- Design/Plan - Deployment- Tech. Support - Operations
Security Management
- Plan - Evaluate- Implement - Control- Maintenance - Report
BusinessRequirements
Applications
ProblemsKnown Errors
Releases
Business Case
Cost/Benefits
Authorisation
Planning
Service LevelManagement