9 KU Project MGT (Guest Speaker) 111461

Project Management and IT Process Lecture
Nick.J.S.Taylor@accenture.com November 2011
Today I plan to cover two areas ...

Area
1. Project Management Lessons
Why
There are lots of publications on project management and I dont want to repeat the same information. These are practical tips from my experience in running
Take Aways
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. IT Infrastructure Library (ITIL)
This is a good way to look at the process make up of an IT organisation
Web address: Official OCG ITIL site:
http://www.itil-officialsite.com/home/home.aspx
Copyright 2011 Accenture All Rights Reserved. 2
I have some experience in project management and process design

8795 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11
Craft & Technician Apprentice ship 1987-1991 Special Engineering Programme (SEP) 1991-1995 Risk Management Jan 1997 Sep 1997 Raleigh International, Borneo Jan 1997 Sep 1997
System Development Jan 1996 Dec 1996
Balanced Scorecard Development (USA) Mar 1999 Jul 1999
Raptor Observation Tower (Costa Rica) Sep 2001 Jan 2002
Governance Restructuring (Netherlands) Aug 2002 Oct 2002
Support Organisation Design (Hong Kong). Feb 2003
IT Effectiveness & Governance May 2003
Global Process Change Jul 2003 Sep 2003
Global Services Strategy. Oct 2008 Feb 2009
Technology Group Transformation May 2009 April 2010
IT Capability Assessment Aug 1999 Jan 2000
Service Desk Insourcing Feb 2002 Apr 2002
Knowledge Capture and Reuse (France) Dec 2002 Sep 2003
IT Organisation Development Mar 2003
IT Opportunity Assessment (Japan) May 2003 Jun 2003
IT Transformation Developed and Jun 2004 Dec 2006
Service Delivery Transformation Nov 2008 Jul 2009
Strategy Development May 2010 Aug 2010
IT Operational Metrics Sep 1998 Mar 1999
IT Capability Assessment Feb 2000 Mar 2000
IT Opportunity Assessment Apr 2002 Jul 2002
IT Infrastructure PoV Dec 2002
IT Infrastructure Outsourcing (Netherlands) Apr 2003
New Business Unit Creation Jul 2003 Sep 2003
Service Management Jan 2007 Mar 2008
Infrastructure Outsourcing Nov 2008 Jul 2009
Korea Technology Lead Sep 2010 Current
Heckler and Koch, Germany Apr 1993 Sep 1993 Year 2000 Conversion (Australia) Sep 1997 Sep 1998 BTO & Service Delivery Jul 2000 Aug 2001 Store IT Review Apr 2002 Jul 2002 Global Infrastructure Outsourcing Jan 2003 Strategic Review of IT Spend Apr 2003 May 2003 Transformational Outsourcing Sep 2003 Jan 2004 Multiple Programmes Apr 2008 Oct 2008 UKI Infrastructure Consulting Lead Sep 2008 Sep 2010
Rocket Motors Division Apr 1994 Sep 1994
Copyright 2011 Accenture All Rights Reserved.
1. Outcomes not just a plan

People feel safe with a plan, but this is a false sense of safety All projects are developed to deliver an outcome or many outcomes Dont lose sight of the fact that the plan is just the mechanism to get you to the outcomes
Plans Change ...
1. Another view of outcomes
2. Feeling your way

Stick to the plan ... But realise when it needs to change ...
Things change your plan will change too

Listening to the stakeholders and the team is key in proactively changing the plan Need to balance the changes that are really needed with those that are desired
3. One page view for people to follow

Plans can be very large and very complex you may be comfortable with it as you spent weeks developing it ... ... but others will not Adjust the level detail you need to engage the different stakeholders and present different views of the plan
4. Human nature changes the plan

Your delivery team is made up of people from many backgrounds and the personality of the project is dependent on the make up of the team Need to read the mood and morale of the team ... Example of the team who were unhappy because they had too little to do ...
Pick your team wisely

Time invested in finding the right team members is paid back 100 fold In big programmes, you will not be able to see everything so you need to trust your team The team represent you and need to have your sense of direction and core values In a big team structure pick out the roles that need the right people Change team quickly, if needed
5. Barometers to tell the pressure

Projects are delivered by people and therefore you need to sense the mood of the team There are people you will trust to give you early warning of issues that are coming I call these the barometers, and if enough of them are delivering a consistent message the listen are you happy? yes, but
6. Accountabilities clearly managed

Most large programmes now are delivered by many parties, which requires an improved level of accountability mgmt Clearly identify who is responsible for what and manage to outcomes Set out your plan with these accountabilities so it is clear if something slips then you know who to point to in order to address
7. Staged progress not all at the end

I refer to the outcomes/value as Birthday Presents ...
In a long programme of work you do not want to leave the delivery of value to the very end as ... Stakeholders lose interest ... or change You might not be delivering the right things and be able to course correct You might need to ask for more support
8. Branding the Project

Giving the project a clear name or brand allows the intent to be communicated simply Make it simple and relevant to the project Ensure that the values you are trying to deliver are synonymous with the brand you develop
13
9. War rooms and daily prayers

Often projects fail because of the poor coordination across the workstreams or because the team is disparately spread out Works best when you have the team physically together If you cannot then suggest daily status calls to help the team feel like a team
14
10. Stakeholder management

Often there are many stakeholders and need to track & managed these effectively for project success Dont get surprised by stakeholders at the end of the project: end-users, legal, compliance, marketing, finance, risk, etc Manage upwards as well as downwards
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11. Good communications

Communications is more than steering committees and status Communications should generate expectation and excitement Build a comms plan and put a good communicator on point Team events should be staged through the project
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12. Warning signs

It is better to anticipate the problems rather than wait for their 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 more optimistic than realistic
First thing to go is contingency

Look out for planning to a budget rather than planning to the scope You dont know what you dont know Show the consequences of impacts to timelines
14. Be a great leader

You need to wear many hats in the project, and many people are looking at you all the time
Govern
Coach Inspire Protect Trust

Lead
Decide
Challenge Motivate Teach Partner
Reward
Discipline
The true test is when things are going wrong on the project no project goes perfectly
ITIL Service Management Framework

ITIL v3 Lifecycle What is ITIL?
The Information Technology Infrastructure Library (ITIL) is a set of concepts and practices for managing Information Technology (IT) services (ITSM), IT development and IT operations.
Continual Service Improvement
Service Strategy
Why is it important?
These are globally vetted best-practices designed to improve quality, lessen operational risks and control costs. ITIL is the lever for improving your serviceoriented operations. It is the cornerstone for bridging the gap between an organizations existing IT capabilities and its vision for high performance.
ITIL
Accenture authored the core volume: ITIL Service Strategy

ITIL offers a cohesive set of best practices, processes and roles spanning the IT enterprise.
Strategy Generation Business Relationship Management Financial Management Service Portfolio Management Demand Management Product Manager Sourcing Roles
Service Catalogue Management Service Level Management Capacity Management Availability Management IT Service Continuity Management Information Security Management Supplier Management
Transition Planning and Support Change Management
Service Asset and Configuration Management Release and Deployment Management Service Validation and Testing Evaluation Knowledge Management
Event Management Incident Management Problem Management Request Fulfilment Access Management
The 7-Step Improvement Process Service Reporting
Service Measurement Service Level Management
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ITIL V3 At a Glance
This overview provides a hierarchical breakdown of the ITIL v3 volumes
Provide a concise overview of the five ITIL V3 Service Management volumes
Explain each volume in brief within the context of the ITIL Service Lifecycle
Call out key concepts and steps with dedicated one page overviews of each process.
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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 be four 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
23
Lifecycle Components - Service Strategy

Customer focused approach to valuing, planning, and offering IT Services, including sourcing options
Service Strategy Topics:
ITIL Service Lifecycle
Financial Management: Financial Management is the function and processes responsible for managing an IT Service Providers budgeting, accounting and charging requirements. Financial Management provides the business and IT with the quantification, in financial terms, of the value of IT Services. Service Portfolio Management: Service Portfolio Management is the process responsible for managing the Service Portfolio. The Service Portfolio describes the providers services in terms of business value and articulated business needs and the providers response to those needs. Demand Management: Demand Management involves the activities that understand and influence customer demand for services and the provision of capacity to meet these demands. At a strategic level Demand Management can involve analysis of patterns of business activity and user profiles. At a tactical level it can involve the use of differential charging to encourage customers to use IT Services at less busy times. Service Sourcing: Service Sourcing is the strategy and approach for deciding whether to provide a service internally or to outsource it to an external service provider. Service Sourcing also includes the execution of this strategy.
Service Strategy
ITIL
24
Lifecycle Components - Service Design

Holistic approach to the design of new or changed services for a controlled introduction into the live environment
Service Design Topics:
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 three sub-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 issues relating to both services and resources. Availability Management: Availability Management is the process responsible for defining, analyzing, planning, measuring and improving all aspects of the availability of IT services. Availability Management is responsible for ensuring that all IT infrastructure, 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 that could 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 Security Management (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.
Service Strategy
ITIL
25
Lifecycle Components - Service Transition

Coordinate the processes, systems and functions to deploy a release into production and establish the service specified in the customer and stakeholder requirements
Service Transition Topics:
Change Management: Change Management is responsible for controlling the lifecycle of all changes. The primary objective of Change Management is to enable beneficial changes to be made, with minimum disruption to IT Services Service Asset and Configuration Management: Asset Management 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 Management is 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 for validation of a new or changed IT Service. Service Validation and Testing ensures that the IT Service matches its Design Specification and will meet the needs of the Business Evaluation: Evaluation is the process that considers whether the performance of something is acceptable and whether it should be continued, inclusive of the risks associated with stopping or continuing Knowledge Management: Knowledge Management is the process 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.
Service Strategy
ITIL
26
Lifecycle Components - Service Operations

Coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers
Service Operations Topics:
Event Management: An event is a change of state that has significance for the management of a Configuration Item or IT Service. Event Management is the process responsible for managing events throughout their lifecycle. Incident Management: An incident is an unplanned interruption to an IT Service or reduction in the quality of an IT Service. Incident Management is the process responsible for managing the lifecycle of all Incidents. The primary objective of Incident Management is to return the IT Service to customers as quickly as possible. Request Fulfillment: A Service Request is a request from a User for information, or advice, or for a Standard Change or for Access to an IT Service. Request Fulfillment is the process responsible for managing the lifecycle of all Service Requests.
Service Strategy
ITIL
Problem Management: A problem is the cause of one or more Incidents. Problem Management is the process responsible for managing the lifecycle of all problems. The primary objectives of Problem Management are to prevent Incidents from happening, and to minimize the Impact of Incidents that cannot be prevented.
Access Management: Access Management is the process responsible for allowing users to make use of IT Services, data, or other assets. Access Management helps to protect the confidentiality, integrity and availability of assets by ensuring that only authorized users are able to access or modify the assets.
Lifecycle Components - Continual Service Improvement

Continually align and re-align IT Services to changing Business needs and operational improvements
Continual Service Improvement ITIL Service Lifecycle

CSI plays a role in several ITIL processes in different capacities. CSI is the ongoing activity of enabling IT departments to remain aligned to strategic visions and provides an introspective view into improving service management for customers and providers
Goal / Vision Strategic Tactical Operational Types
Measurement Goals
Service Portfolio Direct
Service Strategy
Align Business and IT Goals
Define Required Measures
Justify
Intervene
ITIL
Reporting Frameworks
Balanced Scorecard
Implement Corrective Actions
Define
Service Level Management Measurement Possible
Measures
Goals Report Results Control
Analysis
Collect Measures
SWOT Analysis Other
Analyze Results
Process Measures
Raw Measures
< > + < >
KPIs
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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 to their needs. By offering services, based upon effective and appropriate underlying principles, designed and developed in sympathy with the customer's requirements, the customer's business practices and goals can be more readily matched. IT can then become an enabler of the business rather than merely a support function. Reduced costs to the organisation Through adopting appropriate, quality driven, efficient practices, targeting scarce resources where they will be most cost-effective and matching budget cycles more consistently, higher quality services can be delivered for the same or less money.
More professional staff

By encouraging staff to see IT Service Management as a recognised professional skill, especially through the 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 & productivity
ITIL Weaknesses
Seen as a panacea to all IT ills and is usually implemented as a broad quick fix rather than investigating and resolving the specific issues of the IT organisation Few detailed examples of process flows. Limited level 3, level 4 process breakdowns i.e. only some processes 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

Project Management
Authorisation
Planning Assistance Implementation Assistance

Releases Planning
Operations Acceptance User Acceptance Training Communications
Business Case Cost/Benefits
Business Customer Users
Changes Incidents Notifications, Communications
Advise
Authorized Changes Releases
Updates Comms.
Service Desk and Self-Help
Incidents
Request for Changes (RFC)
Release Management
Update Records
Resolutions Work-Arounds
Incident Management
Incidents Problems Resolution Update Problems Problems Known Errors
Resolutions
Change Management
Configuration Management
Update Records
Update Incidents
Problem Management
Update Changes
Problems Known Errors Old Problems Closed New Problems Known
Update Releases
Configuration Details Impact on IT and Business
CMDB
Application Management
Applications
- Requirements - Design - Build
- Deployment - Operate - Optimise
Incidents
Problems Known Errors

RFC Impact on Service Quality Cumulative Impact Metrics RFC Impact on Cap. and Perf. Cumulative impact
Changes
Releases
Config. Items Relationships
ICT Infrastructure Management - Design/Plan - Tech. Support - Deployment - Operations
Availability Management
Metrics
DSL
Software Desktop Build
Location and Condition Changes Use by Business Units Verification of Receipt, Install, and Function
Service Level Management
Capacity Management
Security Management - Plan - Implement - Maintenance - Evaluate - Control - Report
Business Requirements
IT Service Continuity Management
RFC Impact on Continuity Plans Cumulative impact
Costs of services
Reports Reviews Communications
Financial Management for IT Services
31

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Project Management and IT Process Lecture

Nick.J.S.Taylor@accenture.com November 2011

Today I plan to cover two areas ...

2. IT Infrastructure Library (ITIL)

This is a good way to look at the process make up of an IT organisation

Web address: Official OCG ITIL site:

I have some experience in project management and process design

System Development Jan 1996 Dec 1996

Balanced Scorecard Development (USA) Mar 1999 Jul 1999

Raptor Observation Tower (Costa Rica) Sep 2001 Jan 2002

Governance Restructuring (Netherlands) Aug 2002 Oct 2002

Support Organisation Design (Hong Kong). Feb 2003

IT Effectiveness & Governance May 2003

Global Process Change Jul 2003 Sep 2003

Global Services Strategy. Oct 2008 Feb 2009

Technology Group Transformation May 2009 April 2010

IT Capability Assessment Aug 1999 Jan 2000

Service Desk Insourcing Feb 2002 Apr 2002

Knowledge Capture and Reuse (France) Dec 2002 Sep 2003

IT Organisation Development Mar 2003

IT Opportunity Assessment (Japan) May 2003 Jun 2003

IT Transformation Developed and Jun 2004 Dec 2006

Service Delivery Transformation Nov 2008 Jul 2009

Strategy Development May 2010 Aug 2010

IT Operational Metrics Sep 1998 Mar 1999

IT Capability Assessment Feb 2000 Mar 2000

IT Opportunity Assessment Apr 2002 Jul 2002

IT Infrastructure PoV Dec 2002

IT Infrastructure Outsourcing (Netherlands) Apr 2003

New Business Unit Creation Jul 2003 Sep 2003

Service Management Jan 2007 Mar 2008

Infrastructure Outsourcing Nov 2008 Jul 2009

Korea Technology Lead Sep 2010 Current

Rocket Motors Division Apr 1994 Sep 1994

Copyright 2011 Accenture All Rights Reserved.

1. Outcomes not just a plan

Plans Change ...

Copyright 2011 Accenture All Rights Reserved.

1. Another view of outcomes

Copyright 2011 Accenture All Rights Reserved.

2. Feeling your way

Things change your plan will change too

Copyright 2011 Accenture All Rights Reserved.

3. One page view for people to follow

Copyright 2011 Accenture All Rights Reserved.

4. Human nature changes the plan

Pick your team wisely

5. Barometers to tell the pressure

6. Accountabilities clearly managed

7. Staged progress not all at the end

8. Branding the Project

Copyright 2011 Accenture All Rights Reserved.

9. War rooms and daily prayers

Copyright 2011 Accenture All Rights Reserved.

10. Stakeholder management

Copyright 2011 Accenture All Rights Reserved.

11. Good communications

Copyright 2011 Accenture All Rights Reserved.

12. Warning signs

Copyright 2011 Accenture All Rights Reserved.

13. Building flexibility into the plan

First thing to go is contingency