ITIL Project Management for Project Managers

Transcription

1 ITIL Project Management for Project Managers David Pultorak Chief Executive Pultorak & Associates, Ltd. Webinar for Southern New England Chapter of PMI December 7, :00 PM - 1:00 PM ET

2 What we will cover Introduction to ITIL ITIL Project Management Getting started 2004 Pultorak & Associates, Ltd.. All rights reserved.

3 Polling Question 1: Where are you with ITIL? We ve just now heard of it We ve adopted the PMBOK, and are considering ITIL We ve read the core ITIL books We ve taken the self-assessment/read the pocket guide We ve taken some ITIL courses We re implementing ITIL 2004 Pultorak & Associates, Ltd.. All rights reserved.

4 ITIL is a Set of Books: the IT Infrastructure Library T he Planning to Implement Service Management T he B us i n e ss The Business Perspective Service Delivery Service Support Applications Management ICT Infrastructure Management Security Management T ec h n o l o g y Created by UK Office of Government Commerce (OGC) Published by The Stationery Office (TSO) Gives guidance on the provision of quality IT services Embodies best practice for IT service quality Encourages organizations to adapt and adopt ITIL 2004 Pultorak & Associates, Ltd.. All rights reserved.

5 ITIL is a Set of Books: the IT Infrastructure Library (continued) The IT Infrastructure Library Service Support Service Delivery Infrastructure Management Application Management Planning to Implement The Business Perspective Other publications itsmf ITIL Pocket Guide ITIL Service Support and Delivery in capsule form Introduction to ITIL Core ITIL publications in capsule form ITIL Security Management Other ITIL publications refer to but do not include its guidance Module 1

6 ITIL is a Set of Books: the IT Infrastructure Library (continued) ITIL Service Support and Service Delivery Service Desk, Incident, Problem, Change, Configuration, Release, Service Level, Availability, Capacity, Financial, and Service Continuity Management itsmf ITIL Pocket Guide Service Support and Delivery in capsule form Introduction to ITIL Core ITIL books in capsule form Security Management Necessary supplement, as Service Delivery refers to but does not include this content Module 1

7 ITIL is a Set of Books: the IT Infrastructure Library (continued) The Business Perspective Covers Business Continuity Management, Partnerships and Outsourcing, Surviving Change and Business Transformation ICT Infrastructure Management Covers Network Service, Operations, Systems, and Local Processor Management, and Computer Installation and Acceptance Applications Management Covers the Software Development Lifecycle Planning to Implement Service Management Covers ITIL benefits and how to achieve them Module 1

8 The ITIL Service Support and Delivery Books Service Desk function Incident Management Problem Management Change Management Release Management Configuration Management Capacity Management Availability Management Service Level Management Financial Management for IT Services IT Service Continuity Management 2004 Pultorak & Associates, Ltd.. All rights reserved.

9 ITIL training and certification levels Awareness Essentials Practitioner Managers High-level understanding of ITIL concepts, terminology, and resources Basic understanding of the ten ITIL Service Delivery and Service Support processes and the Service Desk function; optional Foundations exam Deep understanding of one or a cluster of related ITIL processes. Foundation certification is prerequisite Deeper understanding of all ten ITIL processes and the Service Desk Function. Foundation certificate is a prerequisite; also known as Masters 1 half-day noncertification oriented course 2-3 day training, 1 hour multiple choice exam 3-5 day training, 2 hour essay style exam 2 week training, 2x3-hour essay style exams *for Project Managers, also ITIL Planning to Implement Service Management Module 1

10 What we will cover Introduction to ITIL ITIL Project Management Getting started 2004 Pultorak & Associates, Ltd.. All rights reserved.

11 Project Manager s ITIL Learning objectives 1. Know the steps of planning to implement service management 2. Grasp key concepts for putting service management into practice 3. Obtain practical guidance on implementation planning 4. Learn how to avoid common implementation mistakes 5. Gain hands-on experience with implementation and techniques 2002 Pultorak & Associates. All rights reserved.

12 A CSIP is an organization-level ITIL initiative Continuous Service Improvement Program (CSIP) An ongoing formal program undertaken within an organization to identify and introduce measurable improvements within a specified work area or work process Differs from a Service Improvement Program (SIP) as it s Proactive Ongoing Source: Planning to Implement Service Management

13 CSIP objectives Implementing, managing, supporting, and continuously improving service management processes Aligning people, process, and technology within a governance framework People Culture, Attitude Beliefs and skills Governance Strategy Steering Direction Integration Service Support & Service Delivery Processes Infrastructure (including tools) Technology

14 Steps to planning to implement ITIL 1. What is the Vision? High Level Business Objectives 2. Where are we now? Assessments 6. How do we keep the momentum going? 3. Where do we want to be? 4. How do we get where we want to be? Measurable Targets Process Improvement 5. How do we check our milestones have been reached? Measurements and Metrics

15 What is the vision? Review high level business objectives Define the vision for the project Involve the right people in the project Gain senior management commitment Include people, processes, technology, governance

16 Where are we now? Focus on cost-justifiable quality improvement Assess current service and processes Compare against ITIL best practices Talk to customers and IT staff Perform Customer Satisfaction Surveys (CSS) Identify maturity, potential for improvement

17 Where are we now? What to check Existence of a strategic business plan How the business plan supports IT planning Alignment of IT, business plans Extent to which IT supports business needs Activities for each service management process Organization of tasks and responsibilities Communication lines between processes Overall control of Service Management Existence of an IT Infrastructure description Control over changes to the IT infrastructure Level of customer satisfaction with IT services

18 Where do we want to be? Some organizations may require major change The assessment will: identify maturity of the organization identify business needs identify priorities Look at short-, medium- and long-term improvement strategies Identify possible quick wins

19 How do we get there? Implement 'quick wins' Start simple, adopting a phased approach Involve customers Communicate to all concerned Manage the changes, and explaining what is being done (and why) to everyone involved or affected

20 How do we get there? Key considerations Resources at your disposal, including staff Level and maturity of staff and processes Impact of IT on the business Culture of the organization Organization structure and size Communications and action plan

21 How do we know when we get there? Define objectives with measurable targets Set goals for later comparison of achievement Set and agree Critical Success Factors (CSFs) Set Key Performance Indicators (KPIs) Conduct Customer Satisfaction Surveys (CSS)

22 How do we keep the momentum going? Mark phases by taking stock and celebrating success Introduce more change, not less, fueled by quick wins Focus on maintaining clarity of purpose Make it how we do things around here Discuss and validate the new practices Choose well on succession and promotion Plan next phase of CSIP

23 Sample CSIP in six phases Phase 1 Baseline with an assessment to determine priorities Phase 2 Survey the services/system(s) currently used by the organization for providing day-to-day user support Review the support tools used Identify strengths to be retained, and weaknesses to be eliminated Identify and review the agreements in place between service providers and customers

24 Sample CSIP in six phases (continued) Phase 3 Determine and document service level requirements Plan and implement the service desk using tools designed for this function that support Incident, Problem, Configuration and Change Management Implement at least the inventory elements of Configuration Management that are required for Incident and Change Management

25 Sample CSIP in six phases (continued) Phase 4 Negotiate and set up SLAs Phase 5 Develop the management reporting system Phase 6 Implement the balance of reactive Problem Management and full Configuration Management Realize the proactive parts of Problem Management as staff are released from reactive duties by gradually improving service quality Establish the Release Management process

26 Where practical guidance is needed Leading and Managing Organizational Change Program and project management Managing through goals and metrics Capability determination and improvement planning Performance support

27 Implementation concepts and techniques Program and Project Management Cost-Benefit Analysis PRINCE2 Risk Management Performance Support Training Tools Knowledge Management Leading and Managing Organizational Change Kotter s Eight Steps to Transforming Your Organization Stakeholder Mapping Organizational design ARCI - Accountability, Responsibility, Consulted, Informed

28 Implementation concepts and techniques Governance SMART - Specific, Measurable, Achievable, Realistic, Time-related GQM - Goals, Questions, Metrics Benchmarking Balanced Scorecard, The CSFs and KPIs SWOT - Strengths, Weaknesses, Opportunities, Threats Capability Determination and Improvement Planning CMM - Capability Maturity Model CoBit Control Objectives for Information and Related Technology - ISO Quality approaches: TQM, ISO 9000, EFQM, MBNQA, Six Sigma

29 Common implementation mistakes Lack of appreciation for, or ability in, the area of organizational change leadership and management Lack of a clear vision and goals that map to business need Mistakes in the area of organizational structure Ineffective program and project management Ineffective use of training, tools, and knowledge management

30 Critical Success Factors (CSFs) Agreement on core processes and the need to manage them are a must Projects must be tied to business objectives Application of techniques without regard to business justification mutes value Organizational change leadership is paramount Operational definitions are critical Just getting terminology right creates efficiencies Training is only one lever for lasting results 2003 Pultorak & Associates, Ltd. All rights reserved

31 What we will cover Introduction to ITIL ITIL Project Management Getting started 2004 Pultorak & Associates, Ltd.. All rights reserved.

32 Getting Started With ITIL Download free introductory resources Acquire ITIL publications Pocket guide, Intro, Service Support / Delivery, Planning to Implement books recommended Take ITIL training ITIL Essentials, Planning to Implement Service Management recommended Learn about ITIL tools at Check out the ITIL user group at Pultorak & Associates, Ltd.. All rights reserved.

33 Getting Started With ITIL Begin applying ITIL processes to projects Service Desk function Incident Management Problem Management Change Management Release Management Configuration Management Capacity Management Availability Management Service Level Management Financial Management for IT Services IT Service Continuity Management 2004 Pultorak & Associates, Ltd.. All rights reserved.

34 Getting Started With ITIL Make your projects operations and service aware The target of projects in IT has changed to include not just applications and infrastructure, but services Applications and Infrastructure capability development projects must be operationally aware as they must eventually live in operations IT projects have (or should have) a fundamentally different content in all phases when the target of project effort is a service rather than application or infrastructure ITIL can help you understand and design awareness into your project process to help you ensure you ll have operations and service aware deliverables 2004 Pultorak & Associates, Ltd.. All rights reserved.

35 Getting Started With ITIL Consider using techniques cited in ITIL in your projects 1. Active Listening 2. ARCI Matrices 3. Balanced Scorecard 4. Brainstorming 5. Case-based Reasoning 6. CFIA 7. CRAMM 8. CSFs 9. Flowcharts 10. FTA 11. GQM 12. Ishikawa 13. ITAMM 14. Kepner & Tregoe Analysis 15. Kotter 8 Steps 16. KPIs 17. Plan Do Check Act (Deming) 18. Process Maps - Assortment 19. SLAM Charts 20. SMART 21. SOA 22. SWOT 23. Theory of Constraints 24. TOP 2004 Pultorak & Associates, Ltd.. All rights reserved.

36 Getting Started With ITIL Develop a plan to implement Develop a business case for ITIL Learn/use ITIL processes, language, techniques Assess ITIL maturity Implement process design and improvement as a program and a set of projects with clear ROI Include robust organizational change/communication Expect and effect change at the individual, team, organizational levels 2004 Pultorak & Associates, Ltd.. All rights reserved.

37 Polling Question 2: Now that you know about implement ITIL, what will you do? Nothing this doesn t apply to me or my organization Nothing while this is applicable, I have other fish to fry Check it out look at the online resources, etc. Go to a ITIL Essentials class, or send someone else Personally jump in with both feet I need this stuff Consider training, adoption for my organization 2004 Pultorak & Associates, Ltd.. All rights reserved.

38 Session Summary Introduction to ITIL ITIL Project Management Getting started 2004 Pultorak & Associates, Ltd.. All rights reserved.

39 Call to Action Study and apply ITIL Service Management principles Determine you capabilities and invest in professional development along each phase of the services lifecycle Apply essential ITIL concepts in your everyday work Visit to learn more about ITIL and to access resources and updates, including: Introductory and implementation presentations Whitepapers, articles, annotated bibliographies, Consulting and education services overview Links to key resources To consider implementing ITIL in your organization, contact Pultorak at (206) or 2004 Pultorak & Associates, Ltd.. All rights reserved.

40 Questions and Answers David Pultorak Chief Executive Pultorak & Associates, Ltd NE 65 th Street, #301 Seattle, WA (206) Pultorak & Associates, Ltd.. All rights reserved.