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Similar a Global IT Service Management Tool Implementation – A PRINCE2® project management methodology perspective - by Mr Krist Yong
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Global IT Service Management Tool Implementation – A PRINCE2® project management methodology perspective - by Mr Krist Yong
- 1. Global IT Service Management Tool Implementation – A PRINCE2® project management methodology perspective Krist Yong July 2013
- 2. Copyright Acknowledgements The following best-practice frameworks are/may be referenced during this presentation: ITIL®, PRINCE2®, MSP® ITIL® is a registered trademark of the Cabinet Office PRINCE2® is a registered trademark of the Cabinet Office MSP® is a registered trademark of the Cabinet Office The Swirl logo™ is a trade mark of the Cabinet Office
- 3. Agenda • Introduction • Prince2® • Tuning Prince2® for Global ITSM Tool Deployment • Case Studies • Conclusion
- 4. It’s more than just a TOOL! - People, Process, Partners PRINCE2® themes, principles and techniques in global tool deployment How do you eat an Elephant? Deploying a Global Tool …
- 5. Once upon a time…. • Global Corporation • Presence in 32 Countries • 6 Hubs • 49,000 Employees • ~2000 IT Staffs • Financial & Regulated Industry
- 6. Goal of Global ITSM Uplift Current State •Tool is old, unstable and unsupported •Problem Management is not in use (<1% of records) •Complex and cumbersome Change workflow •Overpopulated WR categories leading to poor use •Unmanaged and unstructured Reference Data •Local processes, unrepeatable and inconsistent •Technology focused classification of requests and incidents •Very limited self service channel for IT customers •Reporting is cumbersome and often delayed Goal of Uplift •Global single source of record •Stable and reliable platform •Streamlined Problem process capability •Streamlined Change process capability •4 key WR categories (and process for additional as required) •Reference Data Management process •Global processes •Service focused classifications enhancing business and operational reporting •Self service module •Real time, agile reporting in the hands of the staff who need it
- 7. “………the action of carrying out the co-ordinated organisation, direction and implementation of a dossier of projects and transformation activities to achieve outcomes and realise benefits that are of strategic importance to the business.” “Managing Successful Programmes” (OGC publication) gives detailed guidance Therefore are managed together with the same approach and standards © Crown Copyright 2008. Reproduced under License from OGC
- 8. Stream May June July August September 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 ITSM Implementation Programme Go Live Milestone Infrastructure Environments Training & Comms Training & Comms Strategy Training Needs Analysis Design & Build Training Logistics Deliver Training Deliver Communications Road show Road show Road show Update Policies & Procedures (I, P, C) Production Environments Non Production Environments DR Test Australia & Bangalore Processes Change Management System Test (I,P,C) System Test Event Mgmt SIT PVT & UAT NCP TSR Finalised Service Desk Improvement Security test Manage Transition & Change Records Mock Deployments Support Technical Design/Build and Release Technical Go Live Deployment Singapore KM/SS, SCDI Fiji Release Go Live Go Live Malaysia Philippines Dossier of Projects
- 9. Agenda • Introduction • PRINCE2® • Tuning Prince2® for Global ITSM Tool Deployment • Case Studies • Conclusion
- 11. Project Management with Prince2® © Crown copyright2009 Reproducedunder licence from OGC PRojects IN Controlled Environments • Introduction • Principles • Themes • Processes • Tailoring • Appendices • Glossary • Index
- 12. Project Steering and Stakeholders in a PRINCE2® Organisation Project Manager Team Manager/s Corporate or programme management Project Board Executive Senior SupplierSenior User Project Assurance Project Support Assurance responsibility Lines of guidance/advice Lines of authority © Crown Copyright 2005. Reproduced with permission from OGC Project Manager Team Manager/s Corporate or programme management Project Board Executive Senior SupplierSenior User Project Board Executive Senior SupplierSenior User Project Assurance Project Support Project Assurance Project Support Assurance responsibility Lines of guidance/advice Lines of authority © Crown Copyright 2005. Reproduced with permission from OGC
- 13. PRINCE2® 7 PROCESSES Starting up a Project (SU) Directing a Project (DP) Initiating a Project (IP) Controlling a Stage (CS) Managing Product Delivery (MP) Managing a Stage Boundary (SB) Closing a Project (CP) 7 THEMES Business Case Organisation Quality Plans Risk Change Progress 7 PRINCIPLES Continued business justification Learn from experience Defined roles and responsibilities Manage by stages Manage by exception Focus on products Tailor to suit the project environment © Crown copyright2009 Reproducedunder licence from OGC
- 14. The PRINCE2® Journey Pre- project Initiation stage Subsequent Delivery stage(s) Final Delivery stage DIRECTING MANAGING DELIVERING SU DIRECTING a PROJECT SB SB CP IP Controlling a Stage Controlling a Stage Managing Product Delivery Managing Product Delivery Mandate © Crown copyright2009 Reproducedunder licence from OGC
- 15. PRINCE2® Techniques • Product Based Planning • method of identifying all of the products (project deliverables) that make up or contribute to delivering the objectives of the project, and the associated work required to deliver them • Change Control • ensure that changes to a product or system are introduced in a controlled and coordinated manner • Quality Review • ensures a project's products meet defined quality criteria
- 17. Agenda • Introduction • PRINCE2® • Tuning Prince2® for Global ITSM Tool Deployment • Case Studies • Conclusion
- 18. Balancing method and people aspects • Project leaders • Tuning Prince2® • Clear responsibilities • Bring the recommendations and best practices to live • Communication • ‘What’s in it for me?’ • Motivation of all concerned • PMO • Tools
- 19. Tuning Considerations Several considerations, including : • Complexity • Size • Scope • Risks • Value and expected benefits (business case) of the project The key success factor for successful tuning : • Leadership by project manager
- 20. Possibilities for tuning the process model • Business Case: crucial, but its complexity can be aligned to the project and it can often be considerably simpler for smaller projects • Integrate several aspects of ‘Starting Up a Project’ and ‘Initiating a Project’ • Organisation: crucial, but its complexity can be aligned to the project • Remove several components of the possible PID contents and possibly the need for the initiation stage plan • Plans: limit the different forms of plans, but stick to the Product Based Planning technique • Combine ‘Controlling a Stage’ and ‘Managing Stage Boundaries’ (and even some aspects of Managing Product Delivery) • Integrate and limit the different forms of progress (eg end of stage report, check point reports, high light reports) and exception reports • Any project management product templates can be simplified Example
- 21. Agenda • Introduction • PRINCE2® • Tuning Prince2® for Global ITSM Tool Deployment • Case Studies • Conclusion
- 22. Stream May June July August September 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 ITSM Implementation Programme Go Live Milestone Infrastructure Environments Training & Comms Training & Comms Strategy Training Needs Analysis Design & Build Training Logistics Deliver Training Deliver Communications Road show Road show Road show Update Policies & Procedures (I, P, C) Production Environments Non Production Environments DR Test Australia & Bangalore Processes Change Management System Test (I,P,C) System Test Event Mgmt SIT PVT & UAT NCP TSR Finalised Service Desk Improvement Security test Manage Transition & Change Records Mock Deployments Support Technical Design/Build and Release Technical Go Live Deployment Singapore KM/SS, SCDI Fiji Release Go Live Go Live Malaysia Philippines Case 1 Case 3 Case 2
- 23. • Used Prince2® • Keep It (as) Simple (as possible) • Most components and templates heavily trimmed down (Presented in Microsoft Project Format) • Develop a Deployment Projects cookie cut, and use it as tool set for deployment to 32 countries • Deployment Managers to manage, engage, train and transition • Extra emphasis on communications and change management • PBS technique: People, Processes and Technology • Project governance by senior in country IT Managers • Efficient use of internal stakeholder time Case 1 - Deployment Projects
- 24. Case 1 - Deployment Projects Laos: • 73 x End Users • 3 x IT Staff • SDM deployed (13/02/2012) • SS deployed (27/03/2012) Vietnam: • 967 x End Users • 15 x IT Staff • SDM deployed (07/09/2011) • SS deployed (07/09/2011) Hong Kong: • 1,100 x End Users • 55 x IT Staff • SDM deployed (12/10/2011) • SS not deployed Japan: • 130 x End Users • 3 x IT Staff • SDM deployed (21/09/2012) • SS not deployed South Korea: • 70 x End Users • 2 x IT Staff • SDM deployed (21/09/2011) • SS not deployed Cambodia: • 548 x End Users • 15 x IT Staff • SDM deployed (07/09/2011) • SS PI deployed (Sch 1/7/2012 P2) Manila Hub: • 833 x End Users • 9 x IT Staff • SDM not deployed • SS not deployed Philippines Branch & Hub: • 85 x End Users • 4 x IT Staff • SDM deployed (05/10/2011) • SS deployed (1/3/2012) China: • 564 x End Users • 16 x IT Staff • SDM deployed (19/10/2011) • SS not deployed Asia Hub (Asia Support Teams): • 76 x End Users • SDM not completely deployed • SS not deployed Bangalore Global Resolver Groups • 328 x IT Staff • 50 x Tech Assist Service Desk • SDM completely deployed (but still using AHD) • SS not deployed Singapore: • 2,663 x End Users • 140 x IT Staff • SDM deployed (24/08/2011) • SS planned for deployment in June 2012 New Zealand: • 11678 x End Users • 487 x IT Staff • SDM deployed (28/03/2012) • SS & KM planned for deployment June 2012 Australia: • 20 x End Users • 100 x IT Staff (Ventana program) • SDM deployed (only to support NZ and APEA) • SS not deployed Projects Projects Projects Projects Projects Projects Projects Projects Projects Projects Projects Projects Projects Projects ITSM Uplift Program
- 25. Case 1 - Deployment Projects Fiji Deployment People Deliverables Process Deliverables Technology Deliverables Roles Responsibilities Procedure training sessions IM,PM, ChgM, RF etc Support Model of New Tool Training on new tool Automation Awareness & Comms Product Breakdown Structure
- 26. Case 1 - Deployment Projects Cookie Cut Approach for in country deployment Current State Assessment Data Loading User Acceptance Testing Education & Training GO LIVE Timeline
- 27. Case 1 - Deployment Projects Communications
- 28. Case 2 – Design and Build – Project: Service Desk Improvement • Starting Up and Initiating a Project not tuned • PID, Business Case and Quality Plan were elaborate • Elaborate use of Product Based Planning • Used the spirit of exception reporting and planning, but integrated in highlight reports • No end of stage reports • Combined ‘Controlling a Stage’ and ‘Managing Stage Boundaries’ • Active use of Managing Product Delivery principles as many different internal and external parties were participating in the project • Integrated the different forms of progress reports into one • Organisation, Business Case and Risk components used to great effect • Very limited use of Configuration Management, controls and quality management / quality review
- 29. Case 2 : Service Desk transition Prior to transition Support Team 1 Support Team 2 Support Team 3 Support Team 4 Application Dvlpmt Internal Service Desk Infrastructure Services Call Centre Outsourcer Maintenance, support and expertise Vendors Back Office Processes Infrastructure Services Application Dvlpmt Back office Processes Outsourcer 1st Tier SupportBusiness In Cambodia 2nd/3rd Tier Support Support Team 1 Support Team 2 Support Team 3 Support Team 4
- 30. Case 2 : Service Desk transition After transition Single IT Service DeskBusiness In Cambodia Maintenance, support and expertise Vendors Back Office Processes Infrastructure Services Application Dvlpmt Back Office Processes Outsourcer 2nd/3rd Tier Support Support Team 1 Support Team 2 Support Team 3 Support Team 4
- 31. • Used Prince2®, Same as Case 2: • PID and Business Case looked more like a slightly elaborate Project Brief • Solid (but trimmed down) use of the organisation component • Used Product Based Planning • Integrated the different forms of progress reports into one highlight report • Combined ‘Controlling a Stage’, ‘Managing Stage Boundaries’ and ‘Managing Product Delivery’ • Most components and templates heavily trimmed down • Project Org Structure: Involve the right team in workshops (i.e.: Process Owners and Process Managers) • With additional emphasis for Benefits Mapping and Business Review Plan used to great extent Case 3 – Design and Build – Project: Change Management Uplift
- 32. Case 3 – Design and Build – Project: Change Management Uplift Project Manager Team Manager/s Corporate or programme management Project Board Executive Senior SupplierSenior User Project Assurance Project Support Assurance responsibility Lines of guidance/advice Lines of authority © Crown Copyright 2005. Reproduced with permission from OGC Project Manager Team Manager/s Corporate or programme management Project Board Executive Senior SupplierSenior User Project Board Executive Senior SupplierSenior User Project Assurance Project Support Project Assurance Project Support Assurance responsibility Lines of guidance/advice Lines of authority © Crown Copyright 2005. Reproduced with permission from OGC Global Change Process Owner and Managers Head of Service Management
- 33. Mapping benefits – an example 33 Streamlined Change process capability Controlled and reduction of incidents related to change Single source of truth across all entities All entities to submit changes to same global tool New Tool Global Process Global Process Owner
- 34. Agenda • Introduction • PRINCE2® • Tuning Prince2® for Global ITSM Tool Deployment • Case Studies • Conclusion
- 35. Take away • PRINCE2® complements ITSM deployment • You have to do it “right”
- 36. Design & Build process Training & Awareness Tool alignment Planning Redesign & rebuild process Pilot & Process review Training & Awareness Monitoring & Coaching BAU Tool alignment Planning Faster, Better, Cheaper Design & Build process Training & Awareness Planning etc.... Improvement #1 Improvement #2 Improvement #3 Consolidated Process Design & Build Gradual Realignment Proper Process Design and Build Repercussion of Bad Implementation
- 37. Mood/Energy Time Gradual Realignment Denial Anger Negotiation Acceptance of the Inevitable Denial Anger Negotiation Acceptance of the Inevitable Acceptance of the Inevitable Denial Anger Negotiation Proper Realignment Time Denial Anger Negotiation Acceptance of the Inevitable Mood/Energy Realignment #2 Realignment #3 Exploration of possibilities Integration Repercussion of Bad Implementation
- 38. Take away • You have to do it “right” 1. Project Governance is a real word 2. Be Practical and Creative! 3. Start with an achievable vision, strategy and build a roadmap 4. A camel is a horse designed by a committee……assemble the right team to design/build your org. processes in your Project Org Structure 5. It’s an advantage to have REAL project managers with REAL ITIL experience on board 6. Manage across the program with consistent approach and standards 7. Don’t underestimate OCM factors to make a transformation a success
- 39. Thank you! For further info on related course/s, please see: http://www.iss.nus.edu.sg/ProfessionalCourses/CourseCatalogue.aspx