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  • Some of you may have taken this a couple of years ago in an earlier iteration. With the launch of the Project Office and the strong push towards Governance we are recommitted to implementing this methodology. As you will see it has also been refreshed to represent the service life cycle so that it better integrates with the progress that we have made toward ITIL.
  • We want people to understand this methodology that will help direct how we do projects, as well as how it relates to other initiatives that are currently proceeding in the department. This course is intended to be foundational to understanding the methodology for people that will perform in various roles. Depending on the role(s) that you are in, you will likely require additional training and experience on top of this foundational knowledge.
  • The associations I have identified are only approximately correct. For starters, the methodology itself is a mechanism of governance. Ie it helps us to structure work, to engage those who need to have input, and to support an effective decision-making process. Also, the Methodology itself covers all 3 aspects, but it could be argued that the primary value it adds is, by adding structure, ensuring that we do things effectively.
  • To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later.
  • We want people to understand this methodology that will help direct how we do projects, as well as how it relates to other initiatives that are currently proceeding in the department. This course is intended to be foundational to understanding the methodology for people that will perform in various roles. Depending on the role(s) that you are in, you will likely require additional training and experience on top of this foundational knowledge.
  • To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later.
  • To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later.
  • To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later.
  • This slide is to demonstrate a couple of the primary intents of the Method: To provide an effective filtering and routing method to assess and requests for service. Should point out that this slide represents the portfolio view – whereas the method looks at one initiative at a time. The key is to determine how we apply finite resources to (near)infinite demand. To help ensure that the correct work is being done to assess and direct the request without unduly spending resources and funds on initiatives before the appropriate analysis and approvals are completed. To ensure that work gets the appropriate treatment – maintenance, existing project To ensure that initiatives completed are ultimately aligned with the needs, priorities and funding capacity of the University. That there needs to be the ability to stop or hold a project if it doesn’t make sense to proceed.(for various reasons)
  • Historically – one of the largest challenges for IT is to get the business to focus on their requirements without getting preconceived notions of solution. Another key challenge of IT has always been to converse with the business without talking in technical terms. The Methodology (supported by the Project Office) helps to bridge that conversation by creating an approach and deliverables that allow the conversation to focus on what the business needs and then converting that into technical solutions to support the needs.
  • This shows that another intent of the methodology is to ensure that adequate documentation is created as an integral part of each initiative to document the analysis, management and technical decisions, solution design and as-builts, key project management materials, and Operational and user documentation for various stakeholder communities. It will also help to document those initiatives that were considered and either rejected or put on hold with the rationale documented for future reference and action as prescribed. It is important to note that the level of documentation will vary by initiative, but that as a result of the method the level of documentation will be driven by what is deemed appropriate given the nature of the initiative, rather than on the whim of those driving the project
  • To demonstrate the management activity that will occur at each gate. Need to describe that there are three types of gatekeepers – Technical, Financial and Business/Academic - and each gate may have one or more of each. The difference between the Financial and Business/Academic is that Financial focuses on the costs vs. benefits and affordability aspects of the initiative, while the Business/Academic focuses on whether the initiative supports key strategies. Something may have great Academic support (for example) and have a very poor business case. Not to say it would not proceed, as it may be mandatory or very strategic, but it would not be done with the expectation of a great pay off. Most IT resources primary role as gatekeepers will be for technical purposes. It Managers need to worry about the financial value and cost of things and will want to ensure that there is good alignment, but most staff will not play the role of gatekeeper on those types of issues.
  • To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later.
  • To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later.
  • To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later.

Page 1 Information Technologies Page 1 Page 1 Information Technologies Page 1 Presentation Transcript

    • IT Definition and Delivery
    • Method Introduction
    • Version 3.0
    • October, 2007
  • ITDDM Introduction Agenda
    • Course Objectives
    • Intent of the Methodology
    • Methodology Overview and Key Concepts
      • Phases
      • Gates
      • Work Focus by Phase
    • How will it work?
      • Introduction to Sharepoint Portfolio Management Tool (ITPM)
      • Project Office Website: http://wcm2.ucalgary.ca/pmo/
      • Project Office Email: deliver.it@ucalgary.ca
    • To provide context re: the need for a Method and how it fits within the overall IT Strategy
    • To provide an Introduction/Overview to the Methodology
      • How it works
      • How it relates to other IT processes
      • Identify the various job roles associated with the methodology
    • To provide a basis for further modules as required by your individual roles
    • To provide a quick view of the Sharepoint tool used to support the process
    Course Objectives
  • Six Technology Portfolios - 2006-07
    • Learning
    • - Learning Tools
    • - Classroom & Lab
    • C/M Sys Renewal
    • Student Spaces
    • Student Wireless
    • SIS Warehouse
    • Research
    • - WestGrid II
    • - Campus Grid
    • Sci. Visualization
    • Research Hosting
    • Research Reporting
    • Administration
    • Enterprise Reporting
    • eMerge – HR and SIS
    • IMAGinE
    • Legacy Sys Renewal
    • Shadow Systems
    • Community
    • MyUofC Portal
    • TFDL
    • Web Content Mgt
    • Air UC Extension
    • Downtown Campus
    • Process and Organization
            • - ITSM – Client Service to Backroom
            • Service Costing Model
            • Emerge Integration
            • Project Delivery and Governance
            • Infrastructure
            • - Identity Mgt
            • - Disaster Recovery
            • - Server Consolidation
            • - VoIP
            • Systems Hosting
    • Intent of the Methodology
  • An Example Worth Learning From * IT Investment Decision Board Senior Level Management with wide Divisional Representation. Chaired by CIO. Meets regularly to review, discuss and make decisions on proposed IT investments Division A * Example from Nova Corporation prior to merger with TCPL Division B Division C Division D Senior Divisional Leaders $ Funds Available for IT Investment Senior BA’s/Customer Representative/ Functional Area/Data Architect Value Management Office Group responsible to mentor various actors, preassess initiative proposals, coordinate the IDB Agenda, track the individual Decisions and perform overall Portfolio management activities. Pre-gated Presentations, Reporting Investment Policy & targets, Decisions Included: BA’s/Data Architects Technical Architects Financial Analysts Methodology Coaches Portfolio Management Admin Provided a Trusted Interface between IT & Business Units that understood the business Function and priorities as well as the needs for Appropriately architected and integrated solutions. … DMR Application Support & Delivery IBM Infrastructure Support & Delivery Coordinate And Integrate Business Requests To meet Functional Needs Requests to meet Infrastructure Needs Project Proposals Strategic Realm Tactical Realm
    • To help us focus on Doing the Right Things
      • To focus our work on initiatives that have the most value to the University
      • To focus on customer requirements before defining technical solution
      • To engage our customers in the decision-making process
      • To effectively capture and document the resulting decisions
    • To help us focus on Doing Things Right
      • To ensure that we apply the appropriate level of rigour to each initiative
      • To effectively sequence the focus of work from inception through delivery
      • To ensure that we create consistent project deliverables
      • To help reduce decision latency and move initiatives forward
      • To help manage the demand for IT and business resources
    • To help us effectively transition solutions into an operational state
      • To ensure users & support groups get needed documentation, skills and tools
      • To ensure that we understand and can meet the ongoing service needs
      • To ensure that solutions integrate well with related services
      • To ensure that we build solutions in an architecturally compliant manner
      • To ensure that we can sustain the delivered services over time
    Intent of the Methodology
    • To help us focus on Doing the Right Things
      • To focus our work on initiatives that have the most value to the University
      • To focus on customer requirements before defining technical solution
      • To engage our customers in the decision-making process
      • To effectively capture and document the resulting decisions
    • To help us focus on Doing Things Right
      • To ensure that we apply the appropriate level of rigour to each initiative
      • To effectively sequence the focus of work from inception through delivery
      • To ensure that we create consistent project deliverables
      • To help reduce decision latency and move initiatives forward
      • To help manage the demand for IT and business resources
    • To help us effectively transition solutions into an operational state
      • To ensure users & support groups get needed documentation, skills and tools
      • To ensure that we understand and can meet the ongoing service needs
      • To ensure that solutions integrate well with related services
      • To ensure that we build solutions in an architecturally compliant manner
      • To ensure that we can sustain the delivered services over time
    Intent of the Methodology Connection To Governance ITDDM and Other Methodologies Connection To ITSM/ITIL
  • IT Definition and Delivery Methodology Life Cycle Overview Initial Screening Gate Project Delivery Phase Solution Concept Phase Initial Assessment Phase Project Approval Gate Business Approval Gate Business Concept Phase Initial Operations & Support Operate, Support and Maintain IT Services Transition to Production Solution Definition/ Development Solution Assurance/ Testing Implement Solution Build Operate Design Continuous Service & Process Improvement & Sustainment Requests for New Services & Features From Units & Faculties Define and Deliver IT Project Initiatives Review Requirements Definition Deliver Plan Project Completion Gate
    • IT Governance is the process that defines and enables how IT decisions are made and communicated.
    • The primary goal of IT Governance is to ensure that the decision making process for allocating IT resources to addressing the needs of units and faculties is done effectively and efficiently.
    • To be effective it needs to recognize and define both who has input to certain types of decisions and who has ultimate responsibility to make those decisions.
    • To be efficient it needs to allow for delegation of decision making of various types of decision to the appropriate levels and areas of responsibility in the organization – this reducing latency, improving decision quality and optimizing the efforts of the various stakeholders.
    Governance Definition
    • Delivery Methodology
    • As it Relates to IT Services Management
    • (ITIL)
  • IT Definition and Delivery Methodology Life Cycle Overview Initial Screening Gate Project Delivery Phase Solution Concept Phase Initial Assessment Phase Project Approval Gate Business Approval Gate Business Concept Phase Initial Operations & Support Operate, Support and Maintain IT Services Transition to Production Solution Definition/ Development Solution Assurance/ Testing Implement Solution Build Operate Design Continuous Service & Process Improvement & Sustainment Requests for New Services & Features From Units & Faculties Define and Deliver IT Project Initiatives Review Requirements Definition Deliver Plan Project Completion Gate
  • The ITIL V3 Service Lifecycle
  • IT Definition and Delivery Methodology Life Cycle Overview Initial Screening Gate Project Delivery Phase Solution Concept Phase Initial Assessment Phase Project Approval Gate Business Approval Gate Business Concept Phase Initial Operations & Support Transition to Production Solution Definition/ Development Solution Assurance/ Testing Implement Solution Build Operate Design Continuous Service & Process Improvement & Sustainment Requests for New Services & Features From Units & Faculties Review Requirements Definition Deliver Plan Project Completion Gate IT Definition and Delivery Methodology IT Service Management Processes
  • IT Definition and Delivery Methodology Life Cycle Overview Initial Screening Gate Project Delivery Phase Solution Concept Phase Initial Assessment Phase Project Approval Gate Business Approval Gate Business Concept Phase Initial Operations & Support Transition to Production Solution Definition/ Development Solution Assurance/ Testing Implement Solution Build Operate Design Continuous Service & Process Improvement & Sustainment Requests for New Services & Features From Units & Faculties Review Requirements Definition Deliver Plan Project Completion Gate IT Definition and Delivery Methodology IT Service Management Processes Service Level Management Process Problem Management Process Service Desk Incident Management Process Capacity Management Process Availability Management Process Release/Change Management Processes
    • Understanding
    • The
    • Methodology
    • It needs to provide a filtering process to determine what and how work gets done
    • The methodology needs to support the conversion of customer needs into technical specifications to be delivered
    • Need to create various types of documentation to enable ongoing solution usage, support, and maintenance
    • The process needs to effectively engage various stakeholders to assess different criteria and make the necessary decisions
      • The focus will evolve as the initiative proceeds through life cycle
    • The method needs to define the work to proceed in a logical sequence
    Key Methodology Characteristics
  • Determine which requirements are important to address, what type of solution is most appropriate, how we should route and consolidate them for most effective delivery, and allocate funds to support the Required work. Define, Resource And Deliver Solutions To meet Priority Requirements Customer Requirements and Requests Fixes and Maintenance Existing Projects Change Orders Rejected Initiatives – With rationale (eg. Lack of Business Merit, Funding or Business Commitment, Technology Not Ready, Etc.) Value to the University – In support of Academic Plan, Business Plan, etc. Issues, Opportunities, Projects on Hold with Review Conditions Key Characteristic Filtering Customer Requests
    • The Filtering Process helps to
    • Determine:
    • What gets done
    • How it gets done:
    • - What level of rigour
    • - Technical Solution
    • Service Needs
      • Functional Capability
      • Service Level Requirements
    • Business Alignment / Priority
    • Value – Costs/Benefits
    • Investment Required
    • Impact on Business Processes
    • Business Resourcing Issues
    • Training Commitments
    • Business Risks
    Key Characteristic Bridging Technical and Customer Realms
    • Technical Capabilities
    • Technical Specifications
    • Technical Challenges/Risks
    • Technical Dependencies
    • Speeds and Feeds
    • Technical Futures
    • Support/Operation Needs
      • Skills Requirements
      • Environmental Needs
    Technical Staff Focus Customer Focus
    • A method bridges between the technical and customer realms by:
    • Converting information into management understandable terms,
    • Presented in consistent formats to allow focus on content,
    • Building certainty incrementally to support the decision-making process
    IT Delivery Management
    • Opportunity Assessment
    • Business Case
    • Solution Concept
    • Requirements Documentation
    • Technical Alignment
    • Technical Impact
    • IT Resourcing
    • Risk Management
  • IT Library Project Control Binder User and Operations Manual Rejected Initiatives On Hold Initiatives Approved Initiatives Completed and in Progress Unapproved Initiatives Key Characteristic Supports Creation of Necessary Documentation
    • Common set of templates defining standard project deliverables
    • Supported by Checklist to help determine which to use for each initiative
    • Allows progressive capture of level of detail in line with IT Governance Process
    • Allows effective transition of initiative to Operations
    • Appropriate documents can be used to populate project repository
    Requirements Document Architectural Documents Solution Concept Manual
    • Effective engagement of appropriate stakeholders at correct time and level of detail
      • Optimizes the effort of various stakeholders to get required input and decisions
      • Reduces latency in the process by getting timely decision making
    • Ensures various aspects of the initiative are considered
      • Business Needs –alignment with key drivers, scope, and prioritization
      • Financial Considerations – Business Case, investment required
      • Management considerations – effective analysis, resourcing considerations, risk management
      • User considerations – requirements understood, acceptance testing and user tool and process training
      • Technical – Architecture, leveraging common opportunities, dependencies with other initiatives
      • Operations – Ability to support and sustain on an ongoing basis
    • Improves overall buy-in, understanding and support for initiatives
    Key Characteristic Effective Stakeholder Engagement
    • Key Project Stakeholders and their Roles
    Review and approve work products in support of the decision-making process. Various types of gatekeepers (eg. business, financial, technical, operations) are required to review differing types of work products. Gate Keepers (Various types) Responsible to oversee individual staff and to ensure resources can commit effort to the projects. Functional Manager Will provide specific expertise to design, develop, build, test, deploy and support the solution. Technical Resources (various types) Provides funding, primary direction, prioritization, and support for specific requirements of the initiative. Communicates value of outcomes to various stakeholders. Sponsor Responsible to structure, staff and deliver project once it has been scoped and prioritized. In charge of project resources and communication of project status and issues. Project Manager Provide specific input into aspects of the current & future state environments to support analysis & solution design. Subject Matter Experts Responsible to define the technical solution and ensure it fits with the overall technical environment and related strategies. Technical Architect Primarily responsible to define the opportunity to be addressed, the desired outcomes and business case, and the requirements Business Analyst Provide input and resources to define specific requirements, test solutions, and receive solution and supporting materials Customers/Users Provide overall direction, prioritization, and timely decision making. Steering Committee Role (Defines the part an individual plays in the initiative and their associated responsibilities ) Stakeholder
  • IT Definition and Delivery Methodology Gate Activity Hold Stop Proceed Rework, Revise Review Appropriate Documents Evaluate and feedback findings Input and Decide Phase ‘ C’ Proceed w/ caveats Gate B Gate C Check on Caveats from previous gates Gate D Phase ‘ D’ When Initiative is approved to proceed will identify what work is to be done & what Gatekeepers are needed at next gate Range of Possible Outcomes at Gate C Gatekeeper Activity Various gatekeepers will be engaged to review and provide feedback and/or approval to deliverables produced during the phase. The specific gatekeepers will vary by initiative and phase. Deliverable review can be completed as work on deliverables progresses to improve buy-in and reduce latency. Gatekeeper types include customer, financial, technical, operations, project office, etc. At actual gate key gatekeepers meet to review the feedback of the various gatekeepers, and to make decisions re: the future of the initiative – go/no go, scope, resourcing, funding, priority, cancel, etc. Key decisions get recorded, tracked, communicated, and managed as part of and in support of overall portfolio management process. Phase ‘ B’
    • Initial Assessment Phase
    • A definition of the issue/opportunity, a high level assessment of the value of solving the business issue, and an initial sense of the type and complexity of the solution
    • Initial Screening Gate
    • Is there sufficient merit in the opportunity to warrant allocation of resources to the next level of definition? Based on expected size and existing uncertainties, what level of rigour should be applied going forward, and what should be the next steps? Focus on whether it is aligned with key unit/faculty objectives and that there is likely to be an affordable solution.
    • Key Gatekeeper(s)
    • Sponsor who is willing to resource the next phase.
    Phase/Gate Descriptions
    • Business Concept Phase
    • Documentation of business issues/opportunities and desired outcomes, preparation of business case for selected scope, business risk assessment, articulation of initial overall solution concept, and sponsorship identification.
    • Business Approval Gate
    • Confirm alignment with business priorities and that there is sufficient value in meeting proposed scope, is supporting analysis of sufficient quality to provide confidence, is initial solution concept reasonable and achievable, is there a clear resource plan for next phase, and does potential value of opportunity warrant resource allocation to next phase?
    • Key Gatekeeper(s)
    • Sponsor willing and able to resource next phase. Financial to ensure business case is acceptable. Initial architectural review of high level solution concept, as required.
    Phase/Gate Descriptions (cont.)
    • Solution Concept Phase
    • Further development of solution concept for targeted scope, technical risk assessment, revision of business case as required to reflect solution costs, confirmation of appropriate sponsorship and definition of expected approach to deliver solution.
    • Project Approval Gate
    • Will proposed solution meet the defined scope? Is the solution aligned with business strategy and IT architecture? Given the proposed solution does the business case still hold? Are risks understood and reasonable given the benefits and are mitigations available? Have we defined resources for the next phase, and can they be allocated to this initiative?
    • Key Gatekeeper(s)
    • Business and IT Architect to assess solution and ensure strategic consistency. Sponsor to confirm priority and funding availability. Financial to ensure business case is still valid. Project Office to confirm project is structured for success. Operations to assess supportability of solution after delivery.
    Phase/Gate Descriptions (cont.)
    • Project Delivery Phase
    • (will contain multiple gates depending on size/nature of initiative)
      • Kickoff - Engage PM, complete project plan, resource and kick off project
      • Requirements Definition - Complete detailed specification of requirements
      • Define/Develop Solution - Complete detailed solution design, and build solution
      • Solution Assurance Testing - Perform various solution functionality, usage, integration and rollout testing
      • Implement Solution - Rollout solution and associated training documentation and support tools
      • Initial Operations and Support - Perform initial solution support and operations through initial burn-in phase
      • Transition to Production - Transition required knowledge, tools, documentation, and staff (if required) into operational state
    Phase/Gate Descriptions (cont.)
    • Project Completion Gate
    • Assessment of whether all deliverables are complete, users and IT staff trained, service levels can be met by support organization, solution can be sustained over time, all steps taken to complete move into production mode, and project can be closed.
    • Key Gatekeeper(s)
    • Sponsor to ensure scope is complete, support organization to confirm supportability of solution, Project Office to support project closure
    Phase/Gate Descriptions (cont.)
    • Using the Methodology -
    • IT Portfolio Management Tool
  • IT Portfolio Management (ITPM)
    • ITPM is a list in the IT Portfolio Management Sharepoint Site
    • The PeopleSoft teams already use this list to track PS issues and projects, and also use it as a tool to discuss their work program with clients
    • The intent is to roll it out to all of the IT teams to support the IT project and governance processes
    • At a high level, the list provides details on:
      • What requests are in the queue
      • What work is underway in each IT area, and for which business units
      • What requests have been completed
  • ITPM…Continued
    • More significantly, it can be used to provide details on:
      • The system(s) it impacts
      • The business priority of the request
      • The impact of not actioning the request
      • Specific deadlines that the request must meet, if any
      • Risks, assumptions, constraints known at the time
      • The benefits that the request provides
      • The impact of not satisfying the request
      • Priority
      • Time/Cost estimates
      • Business Plan Drivers
      • Others
  • ITPM…Continued
      • Records in the list are progressively elaborated, and can be initiated by satisfying only the ‘required’ fields, if that is the level of detail available
      • As the request proceeds through the process, more information is uncovered and added to the record. As an example:
        • An Architect adds information on which solutions might be appropriate
        • A Project Manager defines scope and deliverables
        • A Business Analyst adds details on requirements
        • The Business or IT prime updates the initial information
    • The Opportunity Assessment and Slim Charter document can be created from the information captured in the record
        • The fields required for these documents are populated in the ITPM list
        • ACCESS is used to pull these details from the list into the document template
        • These documents are used to gain formal agreement on important details of the request
  • ITPM…Continued
    • The request/project process and governance model that this list supports are being developed and will be communicated once the initial release has been finalized
    • How the list can be used right now:
    • Individual project teams can use this list to manage work requests for their area
    • Send a request to [email_address] for assistance on getting started
    • “ In times of Change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists” – Eric Hoffer
    • “ We pride ourselves on starting every project humbly – and a little dumb. We don’t want to peek at the answers before we know the questions” – Tom Kelley , GM, Ideo
    • Q: “Do you have all of the answers?”
    • A: “ Actually, I find that the questions are more important.”
    • CSI Episode
    Getting in the Correct Frame of Mind Curiosity
    • Additional Slides
  • IT Definition and Delivery Methodology Phase Descriptions – Sequencing Work Initial Screening Gate Project Delivery Phase Solution Concept Phase Initial Assessment Phase Project Approval Gate Business Approval Gate Business Concept Phase Initial Operations & Support Operate, Support and Maintain IT Services Transition to Production Solution Definition/ Development Solution Assurance/ Testing Implement Solution Build Operate Plan Design Project Completion Gate Continuous Service and Process Improvement & Sustainment Requests for New Services & Features From Units & Faculties Define and Deliver IT Project Initiatives Deliver Review Requirements Definition A definition of the issue/opportunity, a high level assessment of the value of solving the business issue, and an initial sense of the type and complexity of the solution Documentation of business issues/opportunities and desired outcomes, preparation of business case for selected scope, business risk assessment, articulation of initial overall solution concept, and sponsorship identification. Further development of solution concept for targeted scope, technical risk assessment, revision of business case as required to reflect solution costs, confirmation of appropriate sponsorship and definition of expected approach to deliver solution. Perform various solution functionality, usage, integration and rollout testing. Rollout solution and associated training documentation and support tools. Perform initial solution support and operations through initial burn-in phase. Transition required knowledge, tools, documentation, and staff (if required) into operational state. Support, operate and maintain the operational state of the solution through our operational (ITIL-based) processes as per the service level requirements of the customers through an appropriate combination of centralized, distributed and external service groups. Identify opportunities and requirements for improvement through ongoing reviews of service delivery results, learnings from ongoing operations and support, changing expectations for capacity, performance and availability, and sustainment of infrastructure currency Complete detailed specification of requirements. Complete detailed solution design, and build solution. Engage PM, complete project plan, resource and kick off project.
  • IT Definition and Delivery Methodology Gate Descriptions Initial Screening Gate Project Delivery Phase Solution Concept Phase Initial Assessment Phase Project Approval Gate Business Approval Gate Business Concept Phase Initial Operations & Support Operate, Support and Maintain IT Services Transition to Production Solution Definition/ Development Solution Assurance/ Testing Implement Solution Build Operate Plan Design Continuous Service and Process Improvement & Sustainment Requests for New Services & Features From Units & Faculties Define and Deliver IT Project Initiatives Review Requirements Definition Assessment of whether all deliverables are complete, users and IT staff trained, service levels can be met by support organization, solution can be sustained over time, all steps taken to complete move into production mode, and project can be closed. Key Gatekeeper(s) Sponsor to ensure scope is complete, support organization to confirm supportability of solution, Project Office to support project closure Will proposed solution meet the defined scope? Is the solution aligned with business strategy and IT architecture? Given the proposed solution does the business case still hold? Are risks understood and reasonable given the benefits and are mitigations available? Have we defined resources for the next phase, and can they be allocated to this initiative? Key Gatekeeper(s) Business and IT Architect to assess solution and ensure strategic consistency. Sponsor to confirm priority and funding availability. Financial to ensure business case is still valid. Project Office to confirm project is structured for success. Operations to assess supportability of solution after delivery. Confirm alignment with business priorities and that there is sufficient value in meeting proposed scope, is supporting analysis of sufficient quality to provide confidence, is initial solution concept reasonable and achievable, is there a clear resource plan for next phase, and does potential value of opportunity warrant resource allocation to next phase? Key Gatekeeper(s) Sponsor willing and able to resource next phase. Financial to ensure business case is acceptable. Initial architectural review of high level solution concept, as required. Is there sufficient merit in the opportunity to warrant allocation of resources to the next level of definition. Focus on whether it is aligned with key unit/faculty objectives and that there is likely to be an affordable solution. Key Gatekeeper(s) Sponsor who is willing to resource the next phase . Deliver Project Completion Gate
  • IT Definition and Delivery Methodology Deliverables by Phase Initial Screening Gate Project Delivery Phase Solution Concept Phase Initial Assessment Phase Project Approval Gate Business Approval Gate Business Concept Phase Initial Operations & Support Operate, Support and Maintain IT Services Transition to Production Solution Definition/ Development Solution Assurance/ Testing Implement Solution Build Operate Plan Design Continuous Service and Process Improvement & Sustainment Requests for New Services & Features From Units & Faculties Define and Deliver IT Project Initiatives Review Requirements Definition Inputs: Academic Plan Unit Plans IT Strategy Operational Data Industry Research Manager Direction Service Request Problem/Known Error Info Capacity Plan Availability Plan Primary Work Focus: Analysis, Idea Generation Supporting Materials: Current/Future State Analysis, Outcome Planning Mandatory Document : Opportunity Assessment Primary Work Focus: Define Business Outcomes Initial Solution Concept Business Case Development, Supporting Materials : Outcome Planning High Level Requirements Solution Concept Risk Assessment Mandatory Document : Business Case Primary Work Focus: Solution Concept, Solution Risk Assessment Business Case Confirmation Supporting Materials : Architecture Documents Scope and Approach Operational Impact Assessment Mandatory Document : Solution Concept Primary Work Focus : Project Review Post Implementation Review Supporting Materials: Asset Decommissioning Project Recognition Project Staff Assessments Mandatory Document Project Completion Report Deliver Project Completion Gate Primary Work Focus: Project Plan and Processes Requirements Definition Detailed Solution Design Develop/Build Solution Training and Operations Turnover Plan Implementation Supporting Materials : Pilot Plan/Results Test Plan/Results Service Level Plans Project Change Orders Mandatory Documents Project Charter Requirements Document Turnover to Production