9 KU Project Mgt (Guest Speaker) 111461

8/3/2019 9 KU Project Mgt (Guest Speaker) 111461

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Project Management and ITProcess Lecture

[email protected]

November 2011


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Today I plan to cover two areas ...

Copyright 2011 Accenture All Rights Reserved. 2

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

Copyright 2011 Accenture All Rights Reserved. 4

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


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


7/317Copyright 2011 Accenture All Rights Reserved.

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



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


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



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



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



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


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


ServiceStrategy

Service Design Topics:


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


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


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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Measurement Goals

ServicePortfolio

Direct

Justify Intervene

DefinePossibleMeasures

CollectMeasures

ProcessMeasures

AnalyzeResults

ImplementCorrectiveActions

ReportResults

AlignBusiness andIT Goals

Raw

Measures

KPIs

+

AnalysisControl


MeasurementReportingFrameworks

BalancedScorecard

SWOTAnalysis

Other

Goal / Vision Strategic Tactical OperationalTypes

DefineRequiredMeasures

Continual Service Improvement

ITIL


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


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


Releases

Business Case

Cost/Benefits

Authorisation

Planning


9 KU Project Mgt (Guest Speaker) 111461

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