Global IT Service Management Tool Implementation – A PRINCE2® project management methodology...

Global IT Service Management Tool Implementation – A PRINCE2® project management methodology perspective

Krist Yong

July 2013

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

Agenda

• Introduction

• Prince2®

• Tuning Prince2® for Global ITSM Tool Deployment

• Case Studies

• Conclusion

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 …

Once upon a time….

• Global Corporation

• Presence in 32 Countries

• 6 Hubs

• 49,000 Employees

• ~2000 IT Staffs

• Financial & Regulated Industry

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

“………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

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

Agenda

• Introduction

• PRINCE2®


• Case Studies

• Conclusion

Project Lifecycle

Business

Project Assignment

Lay Foundation

Close Project

Handover

Specialist Work

Project Management with Prince2®

© Crown copyright 2009 Reproduced under licence from OGC

PRojects IN Controlled

Environments

• Introduction

• Principles

• Themes

• Processes

• Tailoring

• Appendices

• Glossary

• Index

Project Steering and Stakeholders

in a PRINCE2® Organisation

Project Manager

Team Manager/s

Corporate or programme management

Project Board

Executive Senior SupplierSenior User

Project

AssuranceProject

Support

Assurance responsibility Lines of guidance/adviceLines of authority

© Crown Copyright 2005. Reproduced with permission from OGC

Project Manager

Team Manager/s


Project Board


Project Board


Project

AssuranceProject

Support

Project

AssuranceProject

Support



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


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


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

Qualifications

PRINCE2 Foundation

PRINCE2 Practitioner

Approved Trainer

Certified Consultant

Agenda

• Introduction

• PRINCE2®


• Case Studies

• Conclusion

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

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

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

Agenda

• Introduction

• PRINCE2®


• Case Studies

• Conclusion

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

• 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


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


• SS not deployed

Japan:

• 130 x End Users

• 3 x IT Staff


• SS not deployed

South Korea:

• 70 x End Users

• 2 x IT Staff


• 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


• SS deployed (1/3/2012)

China:

• 564 x End Users

• 16 x IT Staff


• 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


• SS planned for deployment in June 2012

New Zealand:

• 11678 x End Users

• 487 x IT Staff


• 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


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


Cookie Cut Approach for in country deployment

Current State

Assessment

Data Loading

User Acceptance

Testing

Education & Training

GO LIVE

Timeline


Communications

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

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


Application Dvlpmt

Back office

Processes

Outsourcer

1st Tier Support Business

In Cambodia

2nd/3rd Tier Support

Support

Team 1

Support

Team 2

Support

Team 3

Support

Team 4

Case 2 : Service Desk transition

After transition Single IT Service Desk Business

In Cambodia

Maintenance, support

and expertise

Vendors

Back Office

Processes


Application Dvlpmt

Back Office

Processes

Outsourcer

2nd/3rd Tier Support

Support

Team 1

Support

Team 2

Support

Team 3

Support

Team 4

• 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


Project: Change Management Uplift


Project: Change Management Uplift

Project Manager

Team Manager/s


Project Board


Project

AssuranceProject

Support



Project Manager

Team Manager/s


Project Board


Project Board


Project

AssuranceProject

Support

Project

AssuranceProject

Support



Global Change Process Owner and Managers

Head of Service Management

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

Agenda

• Introduction

• PRINCE2®


• Case Studies

• Conclusion

Take away

• PRINCE2® complements ITSM deployment

• You have to do it “right”

Design & Build

process

Training & Awareness

Tool alignment

Planning

Redesign & rebuild process

Pilot & Process review


Monitoring & Coaching

BAU

Tool alignment

Planning

Faster, Better, Cheaper

Design & Build

process


Planning etc....

Improvement #1 Improvement #2 Improvement #3

Consolidated Process Design & Build

Gradual Realignment

Proper Process Design and Build

Repercussion of Bad Implementation

Mo

od

/ E

ner

gy

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

Mo

od

/ E

ner

gy

Realignment #2 Realignment #3

Exploration of possibilities

Integration

Repercussion of Bad Implementation

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

Thank you!

For further info on related course/s, please see:

http://www.iss.nus.edu.sg/ProfessionalCourses/CourseCatalogue.aspx

http://www.iss.nus.edu.sg/ProfessionalCourses/CourseCatalogue.aspx

Global IT Service Management Tool Implementation – A PRINCE2® project management methodology...

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