service introduction: bridging the gap between development and support

Pink Elephant – Translating Knowledge into Results

Service Introduction: Bridging the gap between

Development & Support

…let’s all just get along!

Presented by: Peter Hubbard, Principal ITSM Consultant,

Pink Elephant EMEA

Pink Elephant EMEA Ltd

Think Differently. Think Pink

Service Introduction: Bridging the gap between Development & Support © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.

Introduction – Peter Hubbard

PrincipaITSM Consultant

Worked in ITSM for over 15 years

Regular speaker at industry events

Worked in all sorts of organisations, large and small.

Finds his job quite fun.

City of London

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The situation in the wild

“Change? Service Introduction? What's the difference?.”

Common Characteristics:

Its not clear what the difference is between a Change and the introduction

of a new service

The Change Management tasked to perform as service introduction as

well as their own role.

Project Office and IT do not speak to each other.

Continual issues between Project and Operational Management on the

hand over of new Services

Projects being delayed at the last minute by Change Management

withholding authorisation

Services introduced to the users without operational support knowing that

they exist

Project office regards IT as an obstacle to be worked around

Project Managers not even aware of when, and why, they need to talk to

IT


Service Introductions are S.E.P.s

Things I wish someone had told the project manager…

Telling Change Management on Friday that a new service is

being rolled out on Monday is not helpful.

If there are errors in the software that are known to the

developers at go live please tell us about them. Not all

surprises are pleasant ones.

Simply assuming that operational staff know how to look after

your custom developed application is carrying optimism too

far.

Your workload may be reduced when you release the new

service, but operations workload has just gotten larger. Help

please!


Service Introductions are S.E.Ps

Things I wish someone had told the Change

manager…

We have been working towards this for over a year. Its too late

to throw your toys out of the pram the day before!

The business is expecting this service and will notice if its not

delivered on time.

The project office is not a new innovation, you knew where we

were, why wait to the last minute to object?!

I don't have time to produce dozens of documents at this late

stage!

Stop making my job harder. I just want to do what I am

employed to do!


There is near universal confusion at the ‘sharp end’

about WHAT the difference is between Change and

Service Introduction! Project office don't know who

they should engage with at what times.

Change Management

To respond to the

customer’s changing

business requirements

while maximising value

and reducing incidents,

disruption and re-work

Service Introduction

Deploy services into

production and establish

effective use of the

service in order to deliver

value to the customer and

be able to handover to

service operations

The hole that we dug for ourselves


Arrange a meeting between Project Office and IT

Operations department.

Discuss the current situation, what works and what

does not.

Agree high level principles and policies that should be

in place.

Agree touch points to ensure smooth communication

and formalise them

Draw up an integrated way of working between the

two areas. Tie both areas together.

Provide documented templates to reduce rework and

red tape

Work out full process, then work out fast track.

The solution


Two ways of working with one end in mind


Service Introduction on one page

109


The trigger of service

introduction is back at the

design phase! Not just

before go live!

Tips from the trenches

1st Tip

Go and introduce

yourself to the PPO

One global organisation

found out that over 70%

of their projects were

being run by a first time

project manager

Make sure you can PROVE

you made it better or PPO will

work about you.

Take baseline snapshot

before you start.


Service Design Package (SDP)

SDP

Business Case

… and more …

Training Plan Operational Documentation

Service Level RequirementsQuality Targets

Business Requirements Functional Requirements

Test Plans Service Contacts

Skills Matrix

Communication Plan

Readiness Assessment

Service Acceptance Criteria

Procedures

Support Documentation

Process(es)

Measurement Matrix


SDP - Templates


The object is risk

mitigation.

NOT risk avoidance.


2nd Tip

Don't go overboard

with the templates!

Starting point for one

organisation was 114

documents to be

completed before a

service could be

introduced!


The SAC. Your checklist

114


Service Introduction Policy: making S.E.P into O.P!

1. A Release must be raised at least 4 months before the

final go live date.

2. All Known Errors must be formally accepted by

Problem Management no later than 2 weeks before go

live

3. Training must be provided to designated operational

support staff no later than 2 weeks before go live

4. A period of Early Life Support is mandatory for all

Projects. This period will be not less than 4 weeks

after go live and is part of the project lifespan


Service Introduction in full

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SLR SLA

pilot

SLRSLRSLRSLR SLA

LiveSLM

SDP

Pilot or warranty

period

Live

operation

Design and development

Project (Project Team)

SAC SAC SAC SAC SAC SAC

Document &

agree business

requirements

(Strategy & Design)

Design

service

solution

(Design)

Develop

service

solution

(Design)

Build

service solution

(Transition)

Test

service solution

(Transition)

Strategy

Design

Transition

Transition & Operation involvement

Change Management:

RFC

released

Approved for

designApproved for test

Approved for

development

Approved

for warranty

Approved for

live release

Review &

closure

Build, Test, Release and Deployment Management

Operation

Improvement

Business

requirements

Business

requirements

Business

requirements

Business

requirements


Strategy & Planning

Design and development

SAC SAC

Strategy

Business requirements Business requirements

Document & agree Business

requirements (Strategy & Design)

Design service

solution (Design)

Design

Transition & Operation involvement

Project (Project Team)

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Change management: Approved

RFC released for design


Involve the support staff in

the testing and design

activities.

Ensure that relevant

support quality targets are

agreed by them as part of

the process


3rd Tip

Involve Transition

and Operation staff

early in the process!

Avoid the ‘stunned

bunny syndrome’


Analysis & Design

DESIGN AND DEVELOPMENT

Business requirements

TRANSITION & OPERATION INVOLVEMENT

SAC

Design service

solution (Design)

SAC

Design service

solution (Design)


SDPDESIGN

Approved Approved x Approved

for design for development for build

STRATEGY

PROJECT (PROJECT TEAM)

Build, Test, Release…

SLRSLR


Build, Test & Implement


Design service

solution (Design)

SAC

Design service

solution (Design)


SDP

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TRANSITION


Approved Approved Approved

for build for test for warranty

SLRSLR


SAC


Operation


SAC

Design service

solution (Design)

Approved Approved Approved

for test for warranty live release

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SAC


SAC

SLA PILOTSLR


Pilot or warranty period

OPERATION

TRANSITION

SLM


Continual Service Improvement

SAC

Design service

solution (Design)

SACSAC

SLA LIVE

OPERATION

Pilot or warranty period Live operation

SLMSLA PILOT


Approved x Approved Review &

for warranty for live release closure

CONTINUAL SERVICE

IMPROVEMENT


If the process cannot

be broken, it will be

shattered.


4th Tip

Plan for the process

to be broken!

This process is in place

to protect the

organisation.

They are the shields

Who is only person

allowed to drop the

shields?


How do you know what good Change and Service

Introduction looks like?

Change Management

If you reach the end of the day

and nothing is on fire, no

services crash and the building is

still standing YOU WIN!

Congratulations…tomorrow is a

whole new game

Service IntroductionIf Project Management and

Operational Support are still

talking to each other, the

Service went live on time and

did what it was supposed to do

without breaking anything

else…YOU WIN!

So what does success look like?


The results – Going back after a year


And going back after 2 years?

126


Questions?

[email protected]

www.pinkelephant.co.uk

Please rate our webinar.What are we doing well? How can we make it better?

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