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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
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
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
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
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
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
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
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
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:
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