1. Managing an ITIL SaaS
Implementation IT program
A Case Study
CAS03
Gottfried Rudorfer
CA Technologies
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2. Key facts of the ITIL SaaS
Implementation Program
Software Product Key Technologies Delivery approach
•CA Service Desk •Multi Tenancy to •CA Services
Manager 12.5 support a service •Deep Domain
•Incident and provider structure Experience
Problem •Enterprise scalable •Time and Material
Management architecture •Incremental
•Business •CMDB deployment
Intelligence Configuration Item
•Reporting visualization
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3. General information about the program
Program
T&M: Predefined budget and days
based on a project pipeline per resource role
Project Setup Project Execution Project Closure
▸ Formal request ▸ Weekly update of ▸ each month
▸ Qualified response ▸ %complete of tasks deliver benefits
▸ CR register to the business
▸ Statement of work
▸ Timesheets
▸ Detailed WBS ▸ Weekly calculation ▸ each month
▸ Project plan ▸ Estimate to complete on-board a tenant
▸ Task details as work effort (MD) extend an ITIL process
▸ Estimate to complete
▸ Resource availability
as monetary value ($)
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4. Situation, what are the facts, what is
causing the problem?
A. Multiyear engagement
B. Huge number of items to deliver
C. Big human resources team
D. Many stakeholders and influencers
E. Overloaded program and project managers
F. Project management techniques are insufficient for
program management
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5. Negative Consequences and what
happens if there is no corrective action
A. Budget overruns in projects
B. Project schedules are not met
C. Schedule for projects within program is not met
D. Program budget is consumed without getting the
program benefits
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6. Objective: Do you agree that the most
important thing is to implement
feedback-loops to manage the
dynamic complexity of IT programs?
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7. Proposal: I propose the following:
Pre-define feedback loops within the
program and its projects
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8. This can be met by the following steps:
A. Define the process how projects can be efficiently and
repeatable be generated out of the program
B. Define the process to manage shared resources
C. Define process and tools to manage each project within
the program
D. Program performance and progress metrics
E. Use tools and templates which support management
with aggregated of data
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9. Repeatable generation of projects within program
Project Request
Vision, Benefits, …
PROGRAM
• Roadmap
Projects
• Goals
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10. Shared resources rolling plan
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11. Estimate to complete feedback loops
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12. Program level
Project level Program Level Feedback Loops
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13. Bird’s eye view on program level
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14. At a glance traffic light view of projects
and Program pipeline view
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15. Reporting categories for traffic light status
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16. Positive results when this proposal is
implemented:
A. Projects run in scope and time
B. Executed sequence, size and duration of projects
matches mainly planned program script
C. Business sees frequently successes in short period of
time
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17. Next steps
A. Make sample templates are available from the author
B. Open for volunteers to share and expand the toolset
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18. Closing
A. Review key points
B. Provide references
C. Questions and contact information
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19. Contact Information
Gottfried.Rudorfer@gmx.at
http://rudorfer.homedns.org/
+43 664 540 8784
Gottfried.Rudorfer@ca.com
http://www.linkedin.com/profile/view?id=8308541
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.