ZZP-er & KPN

Succesvoller in een veranderende markt door

leidende standaarden

Hans de Neijs-Gouw

©2013 KPN Consulting

Leidende standaarden

Op het gebied van project- en programmanagement:

• PRINCE2

• Agile PM

• MSP

• MoP

• P3O

• M_o_R

• M_o_V

• Managing Benefits

• IPMA

• PMBoK

Leidende standaarden

Op het gebied van service en IT Management:

• ASL

• ISO 20000

• ITIL

• BiSL

Leidende standaarden

Op het gebied van People en Change Management:

• Lean Six Sigma

• Facilitation

• Change Management

Hoe werken die

standaarden samen?

What is PRINCE2?

Diagram

©Crown

Copyright 2009

Reproduced

under license

from OGC

Controlling a Stage

Managing Product Delivery

Controlling a Stage

Managing

Product Delivery

Directing a Project

SB CPSB

IP

SUDirecting

Managing

Delivering

Pre-projectInitiation

stage

Subsequent

delivery stage(s)

Final delivery

stage

Key

SU = Starting up a Project

IP = Initiating a Project

SB = Managing a Stage Boundary

CP = Closing a Project

... Brings a robust, mature framework for business -focused project control

AGILE

DSDM Atern (aka Agile PM)

Agile Unified Process (AUP)

DevOps

What is Agile?

Scrum

Lean

Extreme Programming (XP)

A LG I E

Lightweight Approaches Fuller Approaches (but still agile)

8

Feasibility

Feasibility

The DSDM Atern Lifecycle

... Brings a robust, mature Agile framework for on-time, on budgetbusiness focused delivery

Features

Cost Time

Quality?

Cost Time

Quality

Features

Fixed

Variable

Traditional Approaches DSDM Atern

Variable

Fixed

M

S

CWM

On time, on budget with DSDM Atern

SERVICE OPERATION

Service

Desk

SERVICE

DESIGN

SERVICE

TRANSITION

CUSTOMER

SERVICE STRATEGY

CONTINUAL SERVICE IMPROVEMENT

Service Request

or Incident

Operations

Management

Applications

Management

Technical

Management

Metrics and

feedbackMetrics and

feedback

Design for

new / changed

service

Built, tested, deployed

new / changed service

New

Services

& SLAs

Authorized

changes

Change Advisory

Board

RFCs

Know-

ledge

Existing

Services

& SLAs

SUPPLIER

contract

SLAs

Service

Knowledge

Management

System

(SKMS)

Strategy Requirements

ITIL for IT Service Management

Mind the

Gap!!

... Brings a robust, mature Service management framework

Why Change?

Organisations must succeed in 2 areas:

• Running current operations (“business as

usual”)

• Changing current operations to survive or

compete

Projects are the means of introducing change.

Prince2 Manual 2009

So what’s the problem, introducing Change?

Not what the

customer

wanted

Takes too

long

Not on time

and budget

Disrupts BAU

Not expected

Not tested

I hate change!

Not

supportable

So what’s the problem, introducing Change?

LIFECYCLE PHASE

SERVICE

STRATEGY

Service Catalogue Management

Strategy Generation

Service Level Management

Capacity Management

Availability Management

Service Continuity Management

Release & Deployment Management

Evaluation

Financial Management

Demand Management

Information Security Management

Supplier Management

Change Management

Service Asset & Configuration Management

Knowledge Management

Transition Planning & Support

ITIL Processes and The Project Lifecycle

SERVICE

DESIGN

SERVICE

TRANSITION

SERVICE

OPERATION

Event Management

Request Fulfilment

Access Management

Incident Management

Problem Management

CONTINUAL

SERVICE

IMPROVEMENT

Service Measurement

Service Reporting

Service Improvement

SERVICE STRATEGY SERVICE DESIGN SERVICE TRANSITION SERVICE OPERATION

Service Portfolio Mgt

Service Validation & Testing

THE

PROJECT

DESIGN,

BUILD,

TEST,

DELIVER

Service Design Package

(including functional and

non-functional requirements)

Continual Service Improvement

Service

Strategy

Business

Requirements

Service

Design

Service Transition Package

(Release)

Service

OperationService

Transition

So what’s the solution?

BUSINESS STRATEGY

CUSTOMERS

SERVICE OPERATION

SERVICE DESIGN

The Project

Stakeholders in a Project

Project Board

Business, User

and Supplier

Project Assurance

Project

Manager

Team

Manager

Corporate or programme management

Senior Supplier(s)ExecutiveSenior User(s)

Change

Authority

Project

Support

Project Management Team Roles

User Groups Supplier Groups

DSDM Atern Team Structure

DSDM Atern Project Level Roles

Project Board

Business, User

and Supplier

Project Assurance

Project

Manager

Team

Manager

Corporate or programme management

Senior Supplier(s)ExecutiveSenior User(s)

Change

Authority

Project

Support

Project Management Team Roles

User Groups Supplier Groups

ITIL SUPPLIER

Input from:

Service Level

Change

SA & Configuration

Capacity

Availability

Service Continuity

Security

Release

ITIL USER

Input from:

Business

Relationship

Operation

Service Desk

Problem Mgt

DSDM Atern Team Structure

Solution Development Team Roles

The Solution Development Team

Service Design

(Business

Analyst)

Operations

Co-ordinator

(Service Desk)

Systems Integrator

(Release Manager)

(Service Transition)

Solution Tester

(Service Transition)

+ Specialists: Capacity, Availability, Security, IT Service Continuity

PRINCE2

Team Manager

Service Desk

are also

customers

Service Operation has developers ...

Feasibility

Post-

Project

Pre-

Project

Pilot or

Warranty

Period 2

A PRINCE2, DSDM Atern and ITIL Road Map

Pilot or

Warranty

Period 1

Pilot or

Warranty

Period 3

ProjectMandate

Release 1

SERVICE OPERATION

CONTINUAL SERVICE IMPROVEMENT

SERVICE TRANSITION / EARLY LIFE

SUPPORT

HIGH LEVEL

DESIGN DETAILED SERVICE DESIGN

SERVICE

STRATEGY

SERVICE

TRANSITION

Release Planning

SERVICE TRANSITION / EARLY LIFE

SUPPORT SERVICE TRANSITION / EARLY LIFE

SUPPORT

IPSU

P.I.D.

CONTROLLING A STAGE & MANAGING

PRODUCT DELIVERY

CP

SB

Benefits

Review

High

Level

Reqts

Project

Brief and

Approach

Release 2 Release 3 Full Live Working

SBSB SBSB

DSDM Atern Agile ... incremental ...

SERVICE TRANSITION / EARLY LIFE

SUPPORT

Detailed Requirements

So What’s the Result?

If you use PRINCE2, DSDM Atern and ITIL together ...

Your plan will look different

Your roles will look different

However:

The project delivers when expected

Service Management know about it, they’ve shaped it

The customers like it – they’ve shaped it too

No shocks, no surprises!

So:

your project will work better

your end result will be better

and you won’t get Service management saying

“...and you want to go live with THAT?”

DSDM Atern

V2

Service DesignRequirements

Engineering

Application

Mgmt

Capacity

Mgmt

Availability

Mgmt

Information

Security

Mgmt

Financial

Mgmt

Demand

Mgmt

Service Portfolio

/ Catalogue Mgmt

Service

Strategy

Service Level

Mgmt

Risk

Mgmt

Service

Transition

Service

Operation

Continual

Service

Improvement

Business

Relationship

Mgmt

ITSCM

Supplier

Mgmt

Change

Mgmt

Configuration

Mgmt

Business

Case

Roles &

Responsibilities

Quality

Mgmt

Progress

Control

Focus on

Business

need

Tailoring

Deliver

On Time

Team working

and

collaboration

Rich Communication

Techniques

Formalised

Reporting

Build Incrementally

from firm foundations

Learn from

Experience

Manage

by

exception

Quality

Review

Clear

Process

Framework

Team

Empowerment

Estimating

Metrics

Retrospectives

Future-spectives

MoSCoW

Prioritization

Timeboxing

Visible Plans

Problem

Mgmt Incident

Mgmt

Prototyping

Manage

by

Stages

Directing

a Project

Communication

Plan

Testing

Embrace

Change

Clear Products

Business

Involvement

PRINCE2

(2009)

ITIL V3

Service Desk

Release

Mgmt

Benefits

Realisation

Issue

Handling

Modelling

Project

Assurance

Product

Breakdown

Structure

Functional Roles

Analysis (RACI)

Process Maturity

Assessment

The Elements of

PRINCE2, DSDM Atern

and ITIL

Evaluation

Application

Lifecycle

Facilitated

Workshops

Product-

based

planning

Project

Board

Closing

a Project

Factors of Success Points

1. Executive management support 20

2. User involvement 15

3. Optimization 15

4. Skilled resources 13

5. Project management expertise 12

6. Agile process 10

7. Clear business objectives 6

8. Emotional maturity 5

9. Execution 3

10.Tools and infrastructure 1

Bron: Chaos Manifesto 2013

50%75%

Succesfactoren volgens de Standish Group

Einde

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