Project Initiation Document

Information & Communication Services

PROJECT INITIATION DOCUMENT

Based on PRINCE2

IT Service Management System – Phase 1

Release: FinalDate: 15 January 2007

Author: Susan HallOwner: Tom MortimerClient: I.C.S.

Document Number:

ITSMSP1/PID/0611/01/V14.0

Document History

Document Location - The source of this document is on the University network in location:

Revision History

Revision date

Previous revision date

Summary of Changes Changes marked

First issue

Distribution - This document has been distributed to:

Name Title Date of Issue

Version

ICS-Management Team 5th January 2007

5

ITIL Process Owners 5th January 2007

5

Service Development Programme Board 15th January 2007

11

/tt/file_convert/546e787db4af9fc8268b46ad/document.doc Printed 08/04/2023

Project Initiation Document IT Service Management System – Phase 1

Approvals - This document requires the following approvals (signed approval forms are filed in the Management section of the project file):

Name Signature Title Date of Issue

Version

1. Project Initiation Document.......................................................................................................41.1. Purpose of Document.........................................................................................................41.2. Background.........................................................................................................................4

1.2.1. Service Development Programme..............................................................................41.2.2. ITIL Roadmap............................................................................................................4

1.3. Introduction to Service Desk and Incident Management – Where do we want to be?......5Service Desk...........................................................................................................................5Ist line Support.......................................................................................................................6Standard Incident Management Process.................................................................................6Service Requests.....................................................................................................................6Service Level Management....................................................................................................7Software tools.........................................................................................................................7

1.4. Current Status – Where are we now?.................................................................................81.4.1. Service Desk...............................................................................................................81.4.2. Ist Line Support..........................................................................................................81.4.3. Standard Incident Management Process.....................................................................81.4.4. Service Requests.........................................................................................................91.4.5. Service Level Management........................................................................................91.4.6. Software tools.............................................................................................................9

1.5. Project deliverables..........................................................................................................101.5.1. Service Desk.............................................................................................................101.5.2. Ist Line Support........................................................................................................101.5.3. Standard Incident Management Process...................................................................101.5.4. Service Requests.......................................................................................................101.5.5. Service Level Management......................................................................................101.5.6. Software tools...........................................................................................................10

1.6. Project Definition.............................................................................................................121.6.1. Project Objectives.....................................................................................................121.6.2. Project Scope............................................................................................................121.6.3. Method of Approach.................................................................................................121.6.4. Project Deliverables and/or Desired Outcomes........................................................131.6.5. Exclusions.................................................................................................................131.6.6. Constraints................................................................................................................141.6.7. Interfaces..................................................................................................................141.6.8. Assumptions.............................................................................................................14

1.7. Project Organisation Structure.........................................................................................141.8. Communications Plan.......................................................................................................141.9. Project Quality Plan..........................................................................................................151.10. Initial Project Plan........................................................................................................16

1.10.1. Financial Budget.......................................................................................................171.10.2. Staff resource requirements......................................................................................171.10.3. Tolerance..................................................................................................................19

1.11. Project Controls............................................................................................................19


1.11.1. Reporting and monitoring mechanisms....................................................................191.11.2. Exception process.....................................................................................................19

1.12. Initial Risk Log.............................................................................................................201.13. Contingency Plans........................................................................................................201.14. Project Filing Structure.................................................................................................21

Attachments..........................................................................................................................212. Appendix A..............................................................................................................................22

2.1. Presentation – What is Service Desk and Incident Management.....................................222.2. Stakeholders in the IT Service Management System project...........................................222.3. What would each stakeholder group like to see delivered by the first phase of the project? What are the benefits of delivering these products?.......................................................232.4. Major Incident Review – Example of response to a major incident: <insert title of incident>.......................................................................................................................................27


1. Project Initiation Document

1.1. Purpose of Document

The purpose of this document is to define the project, to form the basis for its management and the assessment of overall success.

1.2.Background

1.2.1. Service Development Programme

The University of Dundee is one of the UK’s leading universities, internationally recognised for its expertise across a range of disciplines including science, medicine, engineering and art. In 2007, the University will celebrate 40 years since it became an independent university after a 70 year relationship with the University of St. Andrews. The University has seen some major changes in that time. The past decade has been a particularly exciting time of progression and change - since 1994 the University has more than doubled in size. Information and Communication Services (ICS) aims to provide a range of information and communication technology (ICT) services that support students and staff at the University. Current internal processes and technology are not enabling ICT to provide support for these services in the most effective and efficient way. The Service Development Programme aims to provide a process oriented solution, which will provide the foundation for a more integrated approach to IT Service Management using the IT Infrastructure Library (ITIL).

1.2.2. ITIL Roadmap

Software tools are fundamental to the management of IT Services and a suite of tools, Touchpaper IT Business Management, has been purchased to support the adoption of ITIL. Touchpaper will act as the central software tool, linking with all the other tools for managing infrastructure and applications. The order of the ITIL process implementation will be closely aligned to the associated dependencies of the Touchpaper software modules.

Touchpaper will lead the transition to ITIL Best Practice starting with the implementation of the core modules, Service Desk and Incident Management.

In any transition programme there are a number of standard questions to answer and this will be referred to as the process improvement model.


Figure 1: Process Improvement Model

1.3.Introduction to Service Desk and Incident Management – Where do we want to be?

A workshop was held with the ICS Management team on 11th December 2006 to set the scope for the Service Desk and Incident Management project and to determine the areas for improvement1. Five key areas were identified:

Service Desk 1st Line Support Standard Incident Management process Service Requests Service Level Management Software tools – including initial CMDB

This section will describe the main features that are outlined within ITIL for each aspect, which will provide the ‘Vision’ for the project.

Service Desk

The goal of the Service Desk in ITIL Best Practice terms, is to act as a central point of contact between the User and IT Service Management. The Service Desk is a function that should handle all Incidents and requests and provide an interface for other activities such as Change, Problem, Configuration, Release, Service Level and IT Service Continuity Management. By having a Service desk, an organisation can realise the following benefits:1. Consistent interface for users to contact IT; consistency of service enables quality2. 2-way communications including information to users on status3. Assurance that all queries are captured and recorded in the correct manner by trained staff

1 Notes from this workshop can be found in Appendix A.


4. Fair and appropriate prioritisation by eliminating the ‘By the back door’ route5. The service provider and the user know what to expect by having consistent procedures6. A software tool can be used to manage the relationship between Users and the IT department

which can enhance the service by adding Self-Service for logging and tracking Incidents and Service Requests.

Ist line Support

ITIL Best Practice recommends that an organisation should decide on the level of technical expertise delivered by 1st line support. A technical/expert level Service Desk can add value to the organisation by giving the following benefits: 7. Solve a high proportion of Incidents at first line thereby reducing impact of Incident on User

and increasing User perceptions of support8. Reduce pressure on 2nd line support and provide high quality information into the Incident

Management process9. Provide information to other Service Management Processes by managing a feedback

mechanism10. Lead the operation and ongoing development of the Incident Management Process 11. Providing accurate and up-to-date knowledge by managing the knowledge process

Standard Incident Management Process

The Incident Management Process aims to restore normal service operation as quickly as possible with minimum disruption to the business, thus ensuring that the best achievable levels of availability and service are maintained. A standard process for managing incidents is essential and delivers: 12. Clear expectations on what support offers and agreement between the User and the IT

department13. Clarity and transparency of the support mechanism, giving confidence to the User14. Opportunity to train staff in the standard procedures15. A common language to allow better communication and understanding16. A controlled process can be measured, this enables reporting17. A documented and standard process can be changed, so if there are improvements to be made

to the process this can be done easily18. User approves call closure

Service Requests

A Service Request is a type of Request For Change, usually both common and straightforward, to be made for a Service. A Service Request is characterised by the fact that the Change can be made under strict, well-defined procedural control and is therefore (virtually) risk free. Providing access to Services for a new member of staff and relocating PCs are two typical examples. A Service Request does not normally result in a change to the definition of the Service. Other Requests for Change can mean a change in the definition of the service, therefore require development and approval under the Change Management Process. By defining Service Requests value is added to the organisation in the following ways:19. Stakeholders are able to agree changes in advance which improves clarity and efficiency20. Service Requests are predefined and linked to User recognised services which makes the

services more accessible to users21. Standard procedures for making changes means that operational tasks can be shared easily thus

reducing risk associated with single point of failure22. Controlled procedures can be reported on, helping IT to develop an clear picture of which

services are used most and when


Service Level Management

Service Level Management ensures that service targets are documented and agreed in Service Level Objectives (SLOs) and monitors and reviews the actual service levels achieved against their SLA targets. SLAs are underpinned by Operational Level Agreements. SLM gives the following benefits:23. Users know what to expect and support staff know what they are trying to deliver by having

defined levels of service. This can reduce pressure on support staff to achieve unrealistic targets, and allow performance to be measured so that realistic targets can be set.

24. Initial response times can be set, giving Users more information about when they will hear from support

25. Support tools can be configured to automatically track the progress of Incidents so that they don’t get forgotten about

26. The support department can demonstrate the value it adds to Users by reporting on the performances of services and support

27. There is an established interface with customer representatives which acts as a communication channel.

Software tools

The Service Desk, supported by a software tool, produces reports on Service Support and Service Delivery. The information can be used for management (i.e. for planning and operating services through the ITIL processes) and for reporting on the performance of the services to Users and Customers. By using a database, information can be linked to show complex relationships which can be used by all ITIL processes. By producing reports the Service Desk can add value in the following ways:28. Enhancing the interface between Users and the IT department by providing a web Self-Service

mechanism for logging and tracking Incidents and Service Requests.29. Providing the basis for a Configuration Management Database (CMDB) 30. Provide automated escalation for Incidents 31. Make meaningful information available to all stakeholders for example to allow reviews of

service support and delivery to support continuous improvement32. Promoting targeted organisational learning (User and Analyst) and extending the User learning

experience by providing Knowledge linked to common Incidents and Service Requests33. Allow evidence based management decisions using information that is timely and give

confidence to decision making by having accurate data


1.4.Current Status – Where are we now?

The maturity of each aspect of Service Desk and Incident Management was assessed during the workshop with the ICS Management team, this section describes how ICS is performing at the moment for each area.

1.4.1. Service Desk

At the present time the Service Desk function is carried out by the Helpdesk in addition to other individuals and groups within ICS – the Service Desk is not a Single Point of Contact (SPOC). It is difficult to manage the function to deliver the benefits offered by a Best Practice Service Desk.1. The interface for users to contact IT is distributed (central Helpdesk, IT Suite Helpdesks

staffed by postgraduate students, other ICS staff); it is therefore difficult to deliver consistency of service and to ensure quality

2. Service Desk is mainly reactive, with some communications going out to user community via Communications Office

3. Some queries are not captured and recorded in the correct manner by trained staff4. Prioritisation of Incidents is unclear and undocumented5. Procedures are not consistent so Users don’t know what to expect6. The software tool does not offer Self-Service for logging and tracking Incidents and Service

Requests.

1.4.2. Ist Line Support

1st Level knowledge and problem solving skills are good and many Incidents are solved at 1st level, however there is room for improvement. 7. In the IT Suites many Incidents are solved at first contact, however the Helpdesk operates as a

call logging function for many other support calls.8. The correct information is not always collected from the User at first point of contact. This

could be due to lack of knowledge or lack of time.9. The Service Desk does not have a published feedback mechanism10. Incident Management is handled in a disparate way, with different Units / teams / individuals

adhering to different procedures11. Reference solutions are updated regularly, although this is solely for use within the Helpdesk

and is updated by the Helpdesk without guaranteed input by Analysts

1.4.3. Standard Incident Management Process

There is no standard Incident Management process for ICS. 12. Support analysts and users are unclear about what is expected from the support process. There

is no published statement to describe support13. Users are not sure what to expect from support i.e. how long they should wait before following

up on a call14. All staff involved in the Incident Management process are not trained in how to use it15. A common language is emerging through the uptake of ITIL16. There is some measurement of Incident Management processes (e.g. S3 service)17. It is difficult to make changes to the distributed procedures and this can be confusing for the

Helpdesk as there are so many different procedures in operation for different Units / teams / individuals

18. Users don’t always know when work has been carried out on their request for help


1.4.4. Service Requests

There is no formal management of all Service Requests within ICS.19. Some of the standard changes have one or more of the characteristics of a Service Request

(defined request mechanism (online form), standard workflow and closure/approval with the user), however this is a small proportion of those on offer. It is possible to request some Service Requests via a printed or online form available from ICS Reception / Helpdesk or Website. The interface for these is not consistent and does not currently link with services.

20. There is no formal change management procedure for Service Requests including consultation with all stakeholders

21. No formal workflow exists however some procedures are standardised.22. There is currently no reporting on Service Requests.

1.4.5. Service Level Management

The Service Level Management function has been established. The Service Level Manager has setup a mechanism for communicating with Customers through ICS Liaison. 23. Levels of service are not currently defined for the User or Support Analysts 24. Stakeholders are unclear about the response times required and how to prioritise. 25. Current Support tools do not offer automated escalation according to defined Service Levels26. There is currently no reporting to stakeholders on performance of services.27. ICS liaison acts as a channel for communications.

1.4.6. Software tools

The current support tools (Helpline and others) do not offer a full range of features to support ITSM. Several tools are in use and these do not offer integration between different components of the infrastructure and ITSM processes. The support tools are not used by all Support Analysts to manage all support calls.28. Helpline does not offer functionality for Users to manage their own Incidents via the web.29. There is no CMDB 30. Helpline does not offer automated escalation 31. There is limited reporting functionality within Helpline.32. There is no Knowledge Base within Helpline33. Not all Incidents are recorded in Helpline therefore the tool cannot be used to provide accurate

reports.


1.5.Project deliverables

In broad terms the project vision is to improve the Service Desk function and Incident Management process within the University. Section 1.3 described this in detail with reference to ITIL, and Section 1.4 illustrated how well IT Service Delivery and Support are performing at the current time. This section lists the deliverables required from the project.

1.5.1. Service Desk

1. Single Point of Contact for all IT queries2. Communications to be sent out by the Service Desk on status of IT services3. Service Desk Staff trained in all procedures for Incident Management 4. Clear guidance on prioritising Incidents, documented and published to the User community5. Consistent and audited procedures, owned by the Incident Manager6. Self-Service Portal

1.5.2. Ist Line Support

7. Increased level of technical awareness for Incident Management Analysts (procedures manual, training etc)

8. Templates and scripts for standard requests9. Feedback mechanism available via the Service Desk10. Centrally managed procedures for all Incident handling11. Knowledge management

1.5.3. Standard Incident Management Process

12. Service / Support Charter describing the aims of the support processes13. Defined response times (target times initially)14. Procedures manual and training15. Commitment to ITIL terminology16. Regular reports based on stakeholder requirements17. Clear ownership of the Incident Management process and mechanism for requesting changes18. Two stage closure with User

1.5.4. Service Requests

19. Service Requests managed and owned by the Service Desk and all Service Requests should be made available to Users in the same way.

20. Standard template and approval mechanism for all Service Requests21. Workflow and standard procedures for all Service Requests.22. Regular reporting on Service Requests

1.5.5. Service Level Management

23. Defined Service Objectives24. Defined response times 25. Automated escalation for Incidents and Service Requests26. Service Level Management reporting.27. The ICS Liaison Interface will be supported by the Service Management tool

1.5.6. Software tools

28. Web Portal


29. Basic CMDB database as defined by Configuration Manager30. Automatic escalation 31. Standard set of reports available on a regular basis according to requirements.32. Knowledge Base33. All Incidents recorded in the Service desk tool.


1.6.Project Definition

1.6.1. Project Objectives

O1. Develop and implement a Service Desk and Incident Management solution for ICS based on the ITIL frameworkO2. Establish metrics by which the Service Desk function can be measured and evaluatedO3. Publicise the solution within the University user communityO4. Improve overall user satisfaction with support as measured by user perception surveys or other appropriate methods

1.6.2. Project Scope

University of Dundee, Information & Communication Services Service Management - ITIL processes for Service Desk and Incident Management

1.6.3. Method of Approach

A standard improvement model will be used to develop each key deliverable to ensure quality. The model will incorporate the current state and ITIL Best Practice into the solution design. In doing so this will make best use of current good practice within ICS. The design process will include consultation of stakeholders using a variety of mechanisms where appropriate e.g. workshops and circulation of documents for comment.

Final approval will be made by the ICS Management Team.

Improvement model


A template will be used to direct each improvement exercise for ease and consistency and this will incorporate the following headings:

Heading ContentDefine What we want to get out of the component (guided by ITIL

Best Practice) e.g. Service Desk to be a single point of contact.

Scope and stakeholders KPIs – key performance indicators – how do we measure how

well this component is performing?Measure Decide what measurements should be used to illustrate

performance Carry out the measurements Present the measurements

Analyse Assess the process capability Determine potential influence factors – propose hypotheses Test hypotheses Design improvements Produce business case Implement improvements

Improve Test the effect of implementing changes Optimise improvements (review results of testing) Produce report describing the business case (including cost

benefit analysis) Implement changes using an operations checklist

o Policieso Procedureso Roleso Responsibilitieso Trainingo Technology (checklist of Touchpaper components that

have configuration requirements)o Documentation

Control Establish continuous improvement mechanismsReport Establish method of reporting

1.6.4. Project Deliverables and/or Desired Outcomes

See project deliverables Section 1.5

1.6.5. Exclusions

Dependencies under the management of ITIL disciplines which are yet to be established within ICS. Any issues that arise will be passed on to the Service Development Coordinator and the relevant ITIL Process owner so that a decision can be made on the appropriate action to take.


1.6.6. Constraints

This project will require staff resources from each Unit in ICS, particularly in the Service Desk area. The quantity and quality of commitment could limit what the project will be able to achieve in the time allowed.

1.6.7. Interfaces

The project interfaces are described in the Project Organisation Structure and Communication plan sections of this document.

1.6.8. Assumptions

Resources will be available when required through prior negotiation with line managers.

1.7.Project Organisation Structure

The organisation structure describes how staff working on the project will relate to each other.

1.8.Communications Plan


The communication plan defines the mechanism and frequency for all project communications.

Interested parties Communication mechanism and frequencyIncident Manager Project team meeting

Incident team (comprising support staff – to be established)

via Incident Manager regular meetings email workshops

Problem manager Project team meeting

Problem team (comprising support staff – to be established)

via Problem Manager regular meetings email

Department support staff

via Incident Manager regular meetings email workshops

User community via Service Desk (guidance on mechanism to be advised by the Project Board)

Other Service Management initiatives – e.g. ITSCM project

Via Service Development Programme meetings

1.9.Project Quality Plan

The quality of the project should be assessed according to the following criteria: Develop an efficient implementation schedule to put the right processes in place at the

appropriate times recognising any dependencies between processes. Produce a high quality implementation that covers all of the deliverables set out in the PID

to the required quality standard. Ensure that all stakeholders (especially ICS staff and Users) are aware of the changes and

how they will impact them. Communicate the benefits to stakeholders to ensure that they are on-board with the implementation.

Use resources effectively by providing the correct information and training to people involved in the project to enable them to give input.

Manage risks to the project as efficiently as possible.

1.10. Initial Project Plan

The initial project plan will incorporate the approach outlined above. At the start of each stage each Work Package will have a more detailed plan of activities which will be worked out between the Project Manager and Work Package leader. The Work Packages will be:


Service Desk 1st Line Support Standard Incident Management process Service Requests Service Level Management Software tools – including initial CMDB

In the case of ‘Software tools’ this work package may be split into further components to align with project plans produced by Touchpaper for the installation and configuration of the system.

Key dates:Switch over from Helpline to Touchpaper Service Desk and Incident Management: May 2007Launch of Service Desk: June 2007Launch of Service Portal (to User community): July 2007

A more detailed breakdown of tasks and milestones will be made available during the project.

Tasks:

1.10.1. Financial Budget

Item Cost Date requiredTraining


Core Touchpaper trainingAdditional Modules

Additional staff resources

Possible additional cost – to be identified as required

Possible additional cost – to be identified as required

1.10.2. Staff resource requirements

This project will be a short term project and it is not feasible to identify resource requirements for each stage, so an indication of average resource requirement has been made over the whole project.

Staff skills Person identified FTE required for duration of project

Notes

Leadership and direction:IT Service Management leadership

Tom Mortimer 0.2

Process:

ITIL Incident Management (Manager level)

ITIL Incident Management (Line Manager level)

Problem Manager

ITIL Incident Management (Analyst level)

General ITIL

Service Level Management

Emily Patterson

Unit Heads

Damien Mcguiness

Specialists

Susan Hall

Dave Murie

0.3

0.4

0.2

0.3

0.3

0.2

Leading work packages and writing documentation

Approx 2 hours every 2 weeks for every UH to be involved in project meetings

Interface between incident management and problem management

Approx 1 hour a week for a representative from each unit to be involved in the project.

Leading Service Level management component of SD&IM


Configuration Management

Service Desk:ITIL Service Desk

Service Desk staff

Communications

Chris Reid

Emily Patterson

To be allocated

Julie Christie

0.2

0.1

0.2

0.2

Leading Configuration Management component of SD&IM

Leading Service Desk component

Documentation e.g operations manuals, templates etc.

Advising on project communications as well as products with communications element e.g. Service Desk

Database:Administration 1

Adminstration 2

Data Input (workflow)Service Portal and Client design

Emily Patterson

To be allocated

Brian YeomansBrian Yeomans

0.2

0.2

0.30.3

Shoadowing of Touchpaper consultant during setup and configuration of the system

Data Input / design / reports etc.

Business analysis/project management:

PRINCE2 and MS ProjectData analysis and statistics

Process mapping and analysisWorkshop facilitation

Susan HallSusan Hall / Ann Muir “ “

0.20.05

0.20.4

Technical integration and support:Window ServerSolaris Oracle Database eDirectory Email Network (including Security)

Tobi WoodBrian RussellStephen JonesKevin ShrimptonMary ShrimptonSimon Bennet

0.10.10.10.10.10.05


Windows Workstation Mark Stephenson 0.1

1.10.3. Tolerance

The project leader can make adjustments to the project plan as long as the project stays within the tolerances defined below:

o Timescale – if the projected timescale varies by more than two weeks, the programme board must approve the exception.

o Cost – if the projected costs vary by more than £1000, the programme board must approve the exception.

o Resources – if the resource required varies by more than 0.5 FTE, the programme board must approve the exception.

o Business Case – the business case must not be changed without approval by the programme board.

1.11. Project Controls

The project will be managed using PRINCE2, specifically: Project Manager to submit monthly highlight reports to the programme board Project Manager to maintain Risk log Project Manager to maintain Issues log Project Manager to maintain Lessons learned log Project Manager to submit End of project report to the programme board

1.11.1. Reporting and monitoring mechanisms

Project reports will be made to the ICS Service Development Programme Board and Network improvement Programme Board. Reporting will be done using the standard written report template.

NIPB reporting SDPB reporting19 Jan 16 Jan16 Feb 13 Feb16 Mar 13 Mar13 Apr 10 Apr18 May 15 May15 June 12 June13 July 10 July

1.11.2. Exception process

Exceptions to be approved by Service Development Programme Board / NIPB

1.12. Initial Risk Log

Item Risk category Probability Impact(Time, quality,

benefit, resources)

Owner


Internal resources Organisational / management / human

High High – T, Q, B, R ICS Management

teamExternal resources – server hardware

Technology Med High – T, R ICS Management

External resources – Touchpaper consultant availability

Partner Low High – T, B, R Project management

Lack of integration with other processes – implementation in isolation

Organisational / management / human

Med High – Q, B ICS Executive

Possible lack of visible management or staff commitment


Med High – T, Q, B ICS mgmt

Software tools unsuitable for solution

Technical / operational / infrastructure

Low Med – T, Q, B, R ICS Executive

Poorly defined service objectives or goals


Med High – T, Q, B ICS mgmt

Lack of clarity about business needs


Med High – T, Q, B ICS Executive

Lack of representative user commitment to define requirements


Med High – T, Q, B, R Senior User

Resistance to change Organisational / management / human

Med High – T, Q, B, R ICS mgmt

1.13. Contingency Plans

Plan based on risks outlined in risk log

Item Probability Contingency plan Cost

Internal resources – quality and quantity

High Monitor resource usage and performance against estimates on a weekly basis to avoid suprises.

External resources – server hardware

Med Careful planning

External resources – Touchpaper consultant availability

Low Training for internal staff

Lack of integration with other processes – implementation in isolation

Med Ensure that all relevant process owners are involved


Possible lack of visible management or staff commitment

Med Regular and frequent communications

Software tools unsuitable for solution

Low Touchpaper consultancy can help reduce chance of this happening by helping with decision making on design and responding to enhancement requests

Poorly defined service objectives or goals

Med Involve ICS management team in planning, design and decision making

Lack of clarity about business needs

Med Involve ICS management team in planning, design and decision making

Lack of representative user commitment to define requirements

Med Employ all available mechanisms to communicate with users. Where necessary use existing mechanisms e.g. ICS Liaison

Resistance to change Med Who Moved My CheeseExplain benefits to stakeholders

1.14. Project Filing Structure

Project documentation will be stored under: S:\ICS Projects\.....

Attachments

Initial Business Case – described in Background sectionInitial Project Plan – described in Approach


2. Appendix A

IT Service Management System project – phase 1Workshop 11th December - Notes

2.1.Presentation – What is Service Desk and Incident Management

Service Desk

SPOC ConsistentCapture allNo back doorConsistent procedures

Ist line support KnowledgeFast responseLess pressure on 2nd line supportValueFeedbackOwnership of Incident Management

Standard process for incidents AgreementClarityTrainingTerminologyMeasuresChanges

Service requests Agree pre-approved changedPredefined

Service Objectives/Operational Level Agreements

Defined levels of serviceInitial responseTracking

Management info MeanigfulTimelyAccurateReview

Incident Management

<diagram to be inserted>

2.2.Stakeholders in the IT Service Management System project

Group Abbrev. Examples Mechanism of representation

End-users U Students


Members of staff

Other

LISC

Customer C University Vice Principal/Deans

Suppliers S – I

S – E

Internal – e.g. Estates & Buildings, Purchasing Office

External

?

?

ICS – Central IT Provider

ICS-LM

ITSM

ICS-A

Line Managers

IT Service Management – process owners

Operational staff (support and development analysts)

All staff

?

?

?

Other IT Providers

Other-A Analysts based in University departments

?

2.3.What would each stakeholder group like to see delivered by the first phase of the project? What are the benefits of delivering these products?

Ref Goal Deliverable Group Benefit1 Tracking

mechanismS

ITSM

We expect suppliers to be able to give us an update on progress of products they are providing to us. Once these products are delivered they should be traceable within our system so that we can let suppliers know that they have arrived or for ongoing maintenance and support provide more detailed relationship information.

There is value in being able to trace items throughout their lifecycle for Incident and Problem Management, asset management (Financial management) and account


management (Service Level Management).

2 Tracking and transparency of incidents

Other A To fulfil their service objectives

3 Prioritisation to agreed service levels

Other A Timely incident resolutionRealistic Expectations

4 Communications including proactive updates of status of Incidents

Other A Updates allows planning.Makes other analysts feel part of the overall service provision for the University rather than being out on a limb.

5 Automatic logging of alerts from infrastructure monitoring

Other A

ITSM

Knowledge of what is happening so that they can be pre-warned of possible breaches to service.Awareness of issues will allow Other A to offer assistance where they have expertise.

6 Efficient, accessible routes to logging incidents.

Other A Should be convenient and have multiple routes e.g. phone, web etcAll relevant information can be recorded efficiently without repetition.Makes other analysts feel part of the overall service provision for the University.

7 Incidents are resolved – fast, effectively and closed.

Other A Value for money.Reduce pressure on IT support staff.

8 Participation e.g. in closing calls

Other A Calls only closed when agreed = claritySometimes the ICS analyst has misunderstood the call so closer communication with the user would be better.Sometimes users don’t know that the call has been closed.

9 Department IT Support staff have a similar role as analysts.

Other A

10 Service catalogue Other A Visibility of Services and


what they deliver11 FAQs Other A

ITSM

U

Better understanding – better serviceSharing of knowledge, contributing to organisational learningImproving quality of service

12 Documentation Other AITSM

U

Better understanding – better serviceSharing of knowledge, contributing to organisational learningImproving quality of services

12 Effective web access (PC mobile and others)

S – E Ease of interface, accessibility

14 Service Catalogue – Focus on External but develop for ICS

S – E Clarity about servicesSimple start then develop

15 Communications plan

ICS and S-E

Clarity of purposeApproach that will be usedChanges/impact

16 Clear program to switch from Helpline to Touchpaper – risks, how and knowledgebase

ICS-AICS-LM

Key for ICSThis will help staff to plan for the changes with respect to:Training in using TouchpaperTraining in using the new procedures for IMUnderstanding the new SPOC interfaceRoles and responsibilitiesMaximum benefit from the new Touchpaper PortalTransparency will maximize the value of using the Touchpaper system for ICS staff. A balance will need to be struck between involving staff enough to make sure they have the information and understanding they need to enable and empower them to do their job and to make efficient use of staff time. There is an appreciation that this implementation should involve all staff and the commitment to making key


resources across the department available is a critical success factor.

17 Training (Timely and properly focused)

ICS – LMICS – A

Good training will allow staff to pick up the new system very quickly and reduce the overhead of learning the new system while still trying to run operations as normal.How do we handle externals?

18 Quick Hit processes / workflow(Service Requests)Early visibility for ICS and Users

ICS – ITSM

ICS – A

U

Will allow standardisation, of procedures offering repeatability and consistency. Management information can also be produced.With automatic closure this will help to ensure quality of IT service delivery/customer care.Documentation / knowledge available for better team working (resilience, reducing single points of failure). Better reporting and visibility of the amount of work done by analysts.Automatic assignment of Service Requests therefore allowing more time for second level analysts to deal with the request.Requests dealt with more quickly, better perceived service.

19 Define Management Info and Reporting needs

ITSM

ICS – AU

Management information will be used for planning (ITIL service Delivery as well as support processes) and reporting on service performance.Show the value of the services to staff, morale.Show the value of the services to users and how they are performing against published targets. Providing feedback to users increases perception of Customer Care.


20 Define Initial CMDB

ICS - ITSM

Support all of the ITSM processes.

21 Clear methods for reporting incidents

U To enable quick reporting of faults or requesting access to services

22 Ability to track reported incidents / requests online

U Know that something is being done

23 Consistency of response to incidents reported

U Know what to expect

24 Confirmation of resolution and agree closure

U Know that incidents have been dealt with

25 Information if incident is difficult to resolve – if escalated to problem

U Indication that incidents cannot be resolved immediately and requires further work – user can review workaround

26 Feedback – opportunity to feedback to users on service

U Users feel engaged – service – continuous improvement – input

27 Service portfolio U Know what services IT offer28 Better information

and analysis to support decision-making

C Value for money – directing resources

29 Visibility of services provided

C Understanding value added by IT and to assist decision-making for spending.

2.4.Major Incident Review – Example of response to a major incident: <insert title of incident>

Summary: Mostly ITIL Service Support disciplines that were involved in responding to the major

incident The response was managed well and served as a good learning opportunity A full review would inform the Service Development Programme Feedback on the management of the Major Incident and underlying Problem should be

made to ICS staff in ITIL terms to demonstrate the extent to which we are already using ITIL

Incident Management Users initiated incidentReport from infrastructure monitoring to


IT Service Management team that a major incident was about to occurInterface with users – logging new instances and reporting updates

Service Level Management Interface with customer groups (department heads etc) to communicate progressNo workaround availableIdentify service breaches?

Problem management Problem team set up with technical teamNo root cause identified – focus of group was to identify root cause

Change management Elimination of potential root cause variables dealt with by Change Management function

Configuration Management Useful for Root Cause Analysis (identifying relationships between infrastructure components)

Change Management Processing RFC that would potentially fix the problemsForward schedule of changes – would the problem impact on any other planned changes

Capacity Management Problem may be related to Capacity issue – Capacity Management should use the information produced by the teams to help with longer term planning.

Financial Management The RFC involved a Financial commitment therefore Financial Management was involved.

Policies A policy on Email would have helped.

Project Initiation Document

Technology

Transcript of Project Initiation Document