Swe

IT Process Management
Instructor: Joe Garger

Date/Time:
Location:
Week 1 IT Process Management
Introductions
Walk through the Syllabus
Contact information
Course Descriptions/Expectations
Student Competencies
Topics covered and Expected Outcomes
Course Material (books and other reference material)
Pre-reqs, Technical Knowledge
Course Policies
Grading
Project Assignment and Timeline
Introduction to IT Processes, Governance, and Process Management
Q&A/Discussions
Introductions
Instructor Background
Class Introductions
Notecards
Name
Grad/Understand
Work in IT: Yes/No
Industry
Your Role
Goals and expectation of class
Contact Info
Instructor:
Joe Garger
E-mail:
Joseph.Garger@temple.edu
Office:
SERC 349 (target 9/8) Wachman - 1015B
Office
Hours:
Class
Meeting
Times
30 minutes before class at the classroom (will

adjust as needed)
Office appointments available upon request.
Available via e-mail.
Wednesday 5:30-8:00 Location: Tuttleman

Learning Center 0401B
Course Descriptions
Refer to Syllabus for Description
Class 1 Student Competencies and expected

outcomes
Major Topics to be covered

Project concept to commitment
Project Management
Service Management
Continuous Improvement
IT Governance
We will not spend a lot of time on project management but
will introduce various project management methodologies
more as an overview to different approaches to managing
projects. Rather that a detailed project management course.
Student Competencies and expected outcomes

(2)
The goal is to learn how to take a project from conception

to servicing.
An understanding of artifacts and deliverables tro support
and guide the IT organization and business decision
makers through the project and processes.
An understanding of the regulatory and governance
considerations that influence IT processes.
Hands on experience in creating professional level
artifacts.
The course will require a project, divided into a mid term and
final presentation. You will receive a grade for the
documentation submitted and presentation.
Student Competencies and expected outcomes

(3)
First course. I want to make this a meaningful/positive

experience for all in attendance.
I want your feedback
If I dont know something I will research and bring to next
class.
Learn from each other.
Share your experiences and stories
Provide feedback to each other
Books and Other Reference

Material
Effective Project Management: Traditional, Agile,

Extreme, 7th Edition; Robert K. Wysocki ; ISBN: 978-1118-72916-8; December 2013, 2014 978-1-118-72916-8
Executive Guide to IT Governance: Improving Systems
Processes with Service Management, COBIT, and ITIL;
by Robert R. Moeller; February 2013, ISBN: 978-1-11813861-8 416 pages
Books and Other Reference

Material
Additional References will be provided
with class material
Date Topics Covered
Course
Schedule
27-Aug Introductions; Course Overview; Overview of class project; Intro to IT Processes,

Governance, and Process Management;
3-Sep Concept to commitment Organization and Inputs (Project Management 15&17)
10-Sep Concept to commitment Artifacts and Tools
17-Sep Project Management; Traditional Project Management (Project Management Part
I)
24-Sep Agile and Extreme Project Management (Project Management Part II)
1-Oct
Intro to ITIL and ITSM; ITSM Process Design
8-Oct
Mid Semester Presentations and Project Documentation
15-Oct IT Service Management (ITIL/ITSM) Service Support (IT Governance Chapters

6,14,17)
22-Oct IT Service Management (ITIL/ITSM) Service Delivery (IT Governance Chapters
6,14,17)
29-Oct Continuous Process Improvement (Project Management Chapter 15)
5-Nov Regulatory consideration in IT (SOx;HIPPA; SEC; FINRA) (IT Governance - Chapter 2
& 11); IT Governance Concepts (IT Governance - Chapter 1&2)
12-Nov IT Process Frameworks (COSO, COBIT, ITIL/ITSM, ISO) (IT Governance Chapters
4,5,6,7)
19-Nov IT Process Frameworks (COSO, COBIT, ITIL/ITSM, ISO) (IT Governance Chapters
4,5,6,7) cont
26-Nov Fall Break
3-Dec Final Presentation and Project Documentation
Final
Final Paper Due
Assignments Overview
Summary
Class Project Assignment handout. Class will be
divided into teams (number?). There will be mid
term and final presentation and paper.
Project governance Feedback.
Will be 5 homework assignments. Each will
correspond to the major topics that we cover.
You will have 2 weeks to complete and return.
Final paper - written response to 5 questions.
Assignment Timeline
Grading
Any outstanding syllabus

topics
MS Project
Disability disclosure statement
Student and faculty academic rights and
responsibilities policy
Course Intro and

Overview
IT Process Management Defined

Why is IT Process Important
What are we going to cover
Course Intro and Overview Process

Management
Background on class
For the purposes of this class we will use the
following definition:
The processes that an IT organization put into place to
manage the alignment and servicing of their application
portfolio and environment to best meet the needs of the
business.
Why is it important? People, Process, and ________
Week 1 - Course Overview
Major Grouping of Topics

PMO
Project Management traditional vs agile
Service Management
IT regulatory environment and
governance
Overview or IT Processes
Process/Continuous Improvement
IT Governance Board
Release Management
Road Map
MTP
Strategic
Planning
Intake
Process
Staffing
and
Sourcing
Project Management
Estimating
Planning
Organizing
Agile
Waterfall
Project Phases
Tools
QA/Testing
IT Service Delivery and Support

Managing Software Maint
Overview of Project Concept

through Commitment
Strategy and Roadmaps

CBA
Corporate Planning Process
PMO
Project Intake
Project Governance
Portfolio Management
Concept Paper/Project Overview Statement (POS)
Strategic and Tactical Prioritization
Introduction to IT Processes,
Governance, and Process Management Strategy
Enterprise strategy
strategy
Enterprise
Strategy begins at the top

Business strategies are defined in
support of the overall strategy.
al
n
Compliant and Secure
tioSystems
a
Deepen Customer
z Engagement
es
i
v
i
n
OptimizeaDistribution
/ Sales
ct Delivery
gand Effective
e
r
j
Efficient
O OtobDrive Growth
Innovation
Lineof
ofbusiness
business
Line
strategy
strategy
Line of
ofbusiness
business
Line
strategy
strategy
Lineof
of business
business
Line
strategy
strategy
Line of
ofbusiness
business
Line
strategy
strategy
Business Value
Value Chain
Chain
Business
Operational Effectiveness and Simplification

Available and Stable Environment
Business Function
Function
Business
Needse.g.
e.g.
Needs
ProductManagement
Management
Product
BusinessFunction
Function
Business
Needse.g.,
e.g.,
Needs
Marketing, Sales,
Sales, &&
Marketing,
Distribution
Distribution
BusinessFunction
Function
Business
Needs
Needs
CustomerService
Service
Customer
BusinessFunction
Function
Business
Needs,
Needs,
HumanResources
Resources
Human
Right People, Right Positions

Optimize Spend and Maximize Value
Data and
andReporting
Reporting
Data
Looking from an enterprise

perspective across businesses can
identify synergy opportunities that
can be optimized to drive value.
and can be enabled

through technology
Security
Enterprise Support, Infrastructure, Network, Data Centers
ITOrg
Orgtechnology
technology
IT
enabled business
business
enabled
strategy
strategy
ITOrg
Orgtechnology
technology
IT
enabled business
business
enabled
strategy
strategy
ITOrg
Orgtechnology
technology
IT
enabledbusiness
business
enabled
strategy
strategy
ITOrg
Orgtechnology
technology
IT
enabled business
business
enabled
strategy
strategy
Strategic Planning and Road Maps
Project Management Topics
Traditional
Agile
Selection criteria
Week 1 Overview of Project Management

Waterfall
Requirements
Rather than doing all of one

thing at a time...
Agile
Design
Code
Test
...Agile teams do a little of everything
all the time following a structured

approach.
Things to note:
Requirements start early but finish late in the project
Testing finishes last but starts nearly the same as the rest of the roles
Testers have the most difficult role (their line rises the highest)
The first half of an Agile project is the most difficult
Agile Discussion: Waterfall to Pilot Cognizant 2012
Overview of Service
Management
Service Management
ITIL/ITSM
Service Delivery
Service Support
ITIL Process Definition/Service Design
Overview of Service
Management
ITIL Service Delivery
Service Level Management

Capacity Management
Contengency Management
Availability Management
IT Financial Management efficient cost
Overview of Service
Management
ITIL Service Support
Configuration Management
Problem Management
Incident Management
Change Management
Service/Help Desk
Release Management
Overview of Continuous
Improvement
Six Sigma
Continous improvement
Sprint Retrospective
Week 1 Overview of
Regulatory and Governance
SOx
HIPPA
COBit
COSO
Other Topics May be

Discussed
Risk review and management
For next class

Read
Effective Project Management Chapter 15
Establishing and Maturing a Project Support
Office
Effective Project Management Chapter 17
Establishing a Project Portfolio Management
Process
Q&A
Week 1 Overview of Service Management
Solutions Delivery Defined

PMO
Week 1 Overview of

PMO
Week 1 Overview of IT Governance

PMO
Week 2 Project Concept through

Commitment
Week ? Budget and CBA
Week 4 Toll Gate Process, Demand

Management, and Staffing

Methodologies (Extreme) Project Tools
Week 8 Release Management, Requirements

Management
Week 9 Supplier Management, Service
Management
Week 10 PMO
Week 11 Process Improvement (Six Sigma, CI,
TQM)
TQM)
Week 13 Regulatory considerations in IT
Week 14 - Test driven development
Week 8 Release Management,

Requirements Management

Management
Week 10 PMO
TQM)
TQM)
Week ? Supplier Management
Week 10 PMO
TQM)
TQM)
Week 9 Service Management

Management
Week 10 PMO
TQM)
TQM)
Week 10 PMO

TQM)
TQM)

Methodologies (Waterfall,)

Methodologies (Agile)
Methodologies (Extreme) Project Tools
Week 8 Release Management, Requirements
Management
Week 9 Supplier Management, Service Management
Week 10 PMO
Week 11 Process Improvement (Six Sigma, CI, TQM)
Week 12 Process Improvement (Six Sigma, CI, TQM)

Methodologies (Agile)
Effective Project Management:

Traditional, Agile, Extreme
Managing Complexity in
the Face of Uncertainty
Ch10: Agile Project Management

Presented by
(facilitator name)

Summary of Chapter 10
What is Agile Project Management?

What is Lean Agile Project Management?
Iterative Project Management Life Cycle
Adaptive Project Management Life Cycle
Adapting and integrating the APM toolkit

What Is Agile Project Management?
Agile Project Management is a set of tools, templates,

and processes for managing projects whose goal is
clearly known but whose solution ranges from
partially unknown to almost totally unknown.
NOTE: There are two types of Agile PMLC models:

Iterative used when most of the solution is known
Adaptive used when little of the solution is known

The Agile Manifesto
We are uncovering better ways of developing [products]

by doing it and helping others do it. Through this work we
have come to value:
Individuals and interactions over processes and tools
Working [products] over comprehensive documentation
Customer collaboration over contract negotiations
Responding to change over following a plan
That is, while there is value in the items on the right, we
value the items on the left more.
Martin Fowler & Jim Highsmith, The Agile Manifesto. Software
Development Vol. 9, No. 8 (August 2001) pgs 28-32

Implementing Agile Projects
Agile Release Strategies:

Fully supported production versions of partial
solutions are released to the end user
quarterly or semi-annually
Intermediate versions are released to a focus
group every 2-4 weeks

What is Lean Agile Project Management?
Lean Agile Project Management implies that any step

in the process that does not contribute business value
is to be eliminated.

What Is Lean Agile Project Management?
Seven Lean Principles
Eliminate waste
Amplify learning
Decide as late as possible
Deliver as fast as possible
Empower the team
Build integrity in
See the whole

Iterative Project Management Life Cycle Model
Definition
Iterative
Linear
Linear
model consists
An Iterative Project Management Life Cycle (PMLC)

of a number of phases that are repeated
in groups with a feedback
loop after each group is completed. At the discretion of the client, the
last phase in a group may release a partial solution.
Figure
10-01

When to Use an Iterative PMLC Model
Iterative
Linear
Linear
Most of the solution is clearly known

You have a strong suspicion that there are likely
to be a number of Scope Change Requests
Concern about Lack of Client Involvement

Iterative PMLC Model
Scope Phase
Iterative
Linear
Linear
Implementation of intermediate solutions can

be
problematic
Final solution cannot be defined at the start of the project
Plan Phase
The complete plan for building the known solution

The partial plan for the high-priority functions

Launch Phase
Monitor & Control Phase
Close Phase
Characteristics
TPM project team
Iterative
Linear
Linear
APM project team
Size
Could be very large
Usually less than 15
Skill Level
All levels
Most skilled
Location
Co-located or
distributed
Junior to senior
Co-located
Requires supervision
Unsupervised
Experience level
Position
responsibility
Senior
Table
10-01

Iterative
Linear
Linear
Characteristics
The solution is known but not to the expected

depth
(i.e., features are not complete)
Often uses iconic or simulated prototypes to discover the
complete solution

Iterative
Linear
Linear
Strengths
Client reviews current partial solution for improvements

Can process scope changes between iterations
Adaptable to changing business conditions

Weaknesses
Iterative
Linear
Linear
Requires a more actively involved client than

TPM
projects
Requires co-located teams
Difficult to implement intermediate solutions
Final solution cannot be defined at the start of the project

Adaptive Project Management Life Cycle Model
Definition
Adaptive
Linear
Linear
Adaptive PMLC models are those that proceed

from
cycle to cycle based on very limited specification of
the
solution. Each cycle learns from the proceeding ones and redirects
the next cycle in an attempt to converge on an acceptable solution.
At the discretion of the client a cycle may release a partial solution.
NOTE: The iterative and Adaptive PMLC models look

the same but the interpretations are very different.
Figure
10-02

Adaptive PMLC Model
Scope Phase
for the
Adaptive
Linear
Linear
Plan Phase
Sets the boundaries and high-level parameters

project
Specify number of cycles and cycle length
Tentatively map out cycle objectives
Uses the Planning Process Group tools, templates, and

processes for the coming cycle functionality
Launch Phase
Same as Iterative PMLC Model

Establish sub-teams to work on concurrent swim lanes

Adaptive PMLC Model
Monitor & Control Phase
Adaptive
Linear
Linear
Close Phase
Figure
10-03

Adaptive PMLC Model
Characteristics
Iterative structure
Just-in-time planning
Critical mission projects
Thrives on change through learning and discovery
Adaptive
Linear
Linear

Adaptive PMLC Model
Strengths
Does not waste time on non-value-added work

Avoids all management issues processing scope
change requests
Does not waste time planning uncertainty
Provides maximum business value within the
given time and cost constraints
Adaptive
Linear
Linear

Adaptive PMLC Model
Weaknesses
Must have meaningful client involvement

Cannot identify exactly what will be
delivered at the end of the project
Adaptive
Linear
Linear

Adaptive PMLC Model
When to Use an Adaptive PMLC Model
Adaptive
Linear
Linear
Have you or a trusted colleague had

successful
adaptive project experience with
this client before?
If this is the first adaptive experience for this client, have
you assured yourself that they will be meaningfully
involved throughout the entire project?
Has the client appointed a qualified and respected coproject manager for this project?

Adaptive PMLC Model
Adapting & Integrating the Toolkits for

Effectiveness
Adaptive
Linear
Linear
Maximum
Scope the Next Iteration/Cycle
Elicit the true needs of the client

Documenting the clients needs
Negotiating with the client how those needs will be met
Writing a one-page description of the project
Gaining senior management approval to plan the project

Adaptive PMLC Model

Effectiveness
Planning the Next Iteration/Cycle
Maximum
Adaptive
Linear
Linear
Defining all of the work of the next iteration/cycle

Estimating how long it will take to complete the work
Estimating the resources required to complete the work
Estimating the total cost of the work
Sequencing the work
Building the initial iteration/cycle schedule
Analyzing and adjusting the iteration/cycle schedule
Writing the risk management plan
Documenting the iteration/cycle plan
Gaining senior management approval to launch the iteration/cycle

Adaptive PMLC Model

Effectiveness
Launching the Next Iteration/Cycle
Linear
Linear
Adaptive
Maximum
Recruiting the project manager

Recruiting the project team
Writing the Project Description Document
Establishing team operating rules
Establishing the scope change management process
Managing team communications
Writing work packages

Adaptive PMLC Model

Effectiveness
Monitoring & controlling the next iteration/cycle
Linear
Linear
Adaptive
Maximum
Establishing the iteration/cycle performance and

reporting system
Monitoring the iteration/cycle performance
Monitoring risk
Reporting project status
Processing scope change requests
Discovering and solving problems

Adaptive PMLC Model

Effectiveness
Close the Next Iteration/Cycle
Linear
Linear
Adaptive
Maximum
Gaining client approval of having met iteration/cycle requirements

Planning and installing deliverables
Writing the final iteration/cycle report
Conducting the post-iteration/cycle audit
An APM project ends when
The time and budget are expended

An acceptable solution with the expected business value is found
The project is abandoned
Service Management
Standards and Certification
MOF: It is practical guidance for everyday IT practices and

activities, helping users establish and implement reliable,
cost-effective IT services.
ITIL: A framework of best practice techniques to facilitate

the delivery of high-quality information technology
services. ITIL outlines an exhaustive set of management
procedures to support organizations in achieving both
value and quality in IT operations.
ITSM: It is an approach that combines proven methods

such as process management and known in-dustry best
practices, in the area of IT Service Management, to enable
any organization to de-liver quality IT services that satisfy
customer business needs and achieve performance targets
specified within service level agreements
Service Management
MOF Microsoft Operations Framework

Well, I think that MOF is the Microsoft approach about ITIL and
both are methods to implement and use ITSM. In my opinion
you have to use MOF and ITIL to achieve the ITSM.
YES, the MOF 3.0 has certification and the MOF 4.0 will be an
exam soon, take mor info here:
http://forums.technet.microsoft.com/en-US/MOF4/thread/94b
8b078-d763-4923-8947-99cf467e73d9
And if you have questions about MOF 4.0 see this

http://forums.technet.microsoft.com/en-US/MOF4/thread/158
fa944-9ded-496a-9285-bdd34bb57a5f
, if you want more detailed information about MOF 3 & 4 look
this
http://forums.technet.microsoft.com/en-US/MOF4/thread/ab4
cdac9-7cb4-4786-8159-4871f3f425f5
Week 14 IT Service Management Service Support
IT Service Support
Configuration Management - physical and logical perspective of the IT

infrastructure and the IT services being provided
Change Management - standard methods and procedures for effective
managing of all changes
Release Management - testing, verification, and release of changes to the IT
environment
Incident Management - the day-to-day process that restores normal
acceptable service with a minimal impact on business
Problem Management - the diagnosis of the root causes of incidents in an
effort to proactively eliminate and manage them
Service Desk (Function) - a function not a process, this provides a central
point of contact between users and IT
Week 14 IT Service Management Service Delivery
IT Service Delivery
Availability Management - optimize IT infrastructure capabilities, services,

and support to minimize service outages and provide sustained levels of
service to meet business requirements
IT Service Continuity - managing an organization's capability to provide
the necessary level of service following an interruption of service
Capacity Management - enables an organization to tactically manage
resources and strategically plan for future resource requirements
Service Level Management - maintain and improve the level of service to
the organization
Financial Management for IT Services - managing the costs associated with
providing the organization with the resources needed to meet
requirements
Week 11 & 12 Process Improvement (Six Sigma, CI, TQM)
Six Sigma
CI
TQM
CMM
Week 11 & 12 Process Improvement (Six Sigma, CI, TQM)

1
Visual boards
Performance metrics
Huddles and performance dialogues
Performance targets
Standard work
Process confirmations
Day/Week In the Life Of (DILO/WILO)
Coaching sessions
Root Cause Problem Solving
10
Skills matrix
These 10 tools work together

in an interdependent way to
help the business execute on
delivering for customers,
developing people, and
raising and solving problems
SOX
Audits
Security
Compliance
Industry specific examples
SEC
FINRA
DoD
FDA
FitNess
Automated Build
Solutions Delivery

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IT Process Management

Instructor: Joe Garger

Week 1 IT Process Management

SERC 349 (target 9/8) Wachman - 1015B

30 minutes before class at the classroom (will

Wednesday 5:30-8:00 Location: Tuttleman

Refer to Syllabus for Description

Class 1 Student Competencies and expected

Major Topics to be covered

Student Competencies and expected outcomes

The goal is to learn how to take a project from conception

Student Competencies and expected outcomes

First course. I want to make this a meaningful/positive

Books and Other Reference

Effective Project Management: Traditional, Agile,

Books and Other Reference

Date Topics Covered

27-Aug Introductions; Course Overview; Overview of class project; Intro to IT Processes,

Intro to ITIL and ITSM; ITSM Process Design

Mid Semester Presentations and Project Documentation

15-Oct IT Service Management (ITIL/ITSM) Service Support (IT Governance Chapters

Final Paper Due

Refer to Syllabus for Description

Refer to Syllabus for Description

Any outstanding syllabus

Course Intro and

IT Process Management Defined

Course Intro and Overview Process

Why is it important? People, Process, and ________

Week 1 - Course Overview

Major Grouping of Topics

IT Service Delivery and Support

Overview of Project Concept

Strategy and Roadmaps

Strategy begins at the top

Operational Effectiveness and Simplification

Right People, Right Positions

Looking from an enterprise

and can be enabled

Strategic Planning and Road Maps

Project Management Topics

Week 1 Overview of Project Management

Rather than doing all of one

...Agile teams do a little of everything

all the time following a structured

Requirements start early but finish late in the project

The first half of an Agile project is the most difficult

Agile Discussion: Waterfall to Pilot Cognizant 2012

ITIL Service Delivery

Service Level Management

ITIL Service Support

Other Topics May be

Risk review and management

For next class

Week 1 Overview of Service Management

Solutions Delivery Defined

Solutions Delivery Defined

Week 1 Overview of IT Governance

Solutions Delivery Defined

Week 2 Project Concept through

Week ? Budget and CBA

Week 4 Toll Gate Process, Demand

Week 7 Overview of Project Management