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Prepared by Jason Wright, Rowan Arndt
 

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    Prepared by Jason Wright, Rowan Arndt Prepared by Jason Wright, Rowan Arndt Document Transcript

    • Project Plan IT Service Management Support – Phase 2 Prepared by Jason Wright, Rowan Arndt Corporate Information Services Version number: 3.1 Date of current plan: 14th November 2006 PMF V4.1 CRICOS Institution Code 00213J
    • PROJECT PLAN IT SERVICE MANAGEMENT SUPPORT 1 P ROJECT P LAN D ISTRIBUTION L IST The recipients of the project plan Name Position Interest in Project ITSM Steering Oversight of project Committee Joe Dascoli Manager, CIS Service Owner Rowan Arndt Manager, Service Manager Corporate Projects, CIS Geoff Mitchell Manager Integrated Sponsor/Key Stakeholder Help Services Warren Fraser Project Portfolio Reporting & Compliance Office Tracy Dunncliff Client Relations Communication of the project and outcomes Manager to key stakeholder groups. 2 V ERSION C ONTROL Record changes to the project plan. Version Date Reason/Comments/Approvals Number 0.1 07-08-2006 Initial 0.2 09-08-2006 2.0 19-09-2006 Updated to reflect recommendations from Information Technology Advisory Committee and Priority Setting Subcommittee (18/09/2006) 3.0 14-11-2006 Final – reviewed and agreed by SC 3.1 23-11-2006 Final – changed from phase 1 to phase 2 and modified Management Summary as instructed by PPO prepared-by-jason-wright-rowan-arndt788.doc
    • PROJECT PLAN IT SERVICE MANAGEMENT SUPPORT 3 M ANAGEMENT S UMMARY The Aim of the IT Service Management Support project is to implement an IT Service Management system which will enable QUT to support its ITSM (ITIL) processes. This will enable IT Support staff in QUT to provide a level of support to students and staff, and a level of reporting to management, that is greater than that currently possible. The project will replace the current Quantum job tracking system. This project is the first of a two phased approach for the implementation of technology to support ITIL processes: Phase 2 • Leverage off the recent acquisition process of University of Queensland and its outcome to purchase the FrontRange ITSM application • Through a closed RFO process, engage with QUT’s IT support community to confirm the ability of the FrontRange ITSM offering to satisfy the ITSM support requirements of QUT. • Procure selected ITSM application • Implement the selected product in respect of incident and problem management Phase 3 • Implement additional modules of the selected product in respect of change, release and configuration management. Funding for Phase 2: $315,000 Timeline: The project will run from September 2006 to February 2007. Significant milestones: Evaluation and selection (statement of work and contract) – October 2006 Scoping exercises – October 2006 Design phase – November 2006 Development phase – November/December 2006 Go live decision date - 1 December 2006 Test phase – December 2006/January 2007 End user training – January 2007 Key benefits of the system include: • QUT students and staff will receive more prompt and more complete resolution of the IT issues affecting them, due to a tighter integration between the ITSM processes and the support technologies. • A saving in time and effort required in supporting the day to day running of the system, therefore allowing for more time spent on added functionality. • Fewer repeat calls for the same issue because of comprehensive tracking, monitoring and information in the system. • Improved productivity and reduced costs. prepared-by-jason-wright-rowan-arndt788.doc
    • PROJECT PLAN IT SERVICE MANAGEMENT SUPPORT • Efficient service support through high quality documentation and ease of use of the system. • Improved reporting providing much-needed feedback on the meeting of Service Levels. 3.1 Major Changes From Project Proposal Category Reason for Variance from Proposed Changes Project Proposal (From Project Proposal) Scope No change Time No change Cost No change Quality No change Risk No change Management Communications No change 3.2 Detailed Description and Justification for Project Changes No change prepared-by-jason-wright-rowan-arndt788.doc
    • PROJECT PLAN IT SERVICE MANAGEMENT SUPPORT Table Of Contents 1 PROJECT PLAN DISTRIBUTION LIST..................................................................................................II 2 VERSION CONTROL.......................................................................................................................II 3 MANAGEMENT SUMMARY...............................................................................................................III 3.1 Major Changes From Project Proposal.....................................................................iv 3.2 Detailed Description and Justification for Project Changes...................................iv 4 PROJECT INFORMATION.................................................................................................................1 5 INTRODUCTION AND BACKGROUND...................................................................................................1 6 OBJECTIVES...............................................................................................................................2 7 SCOPE, CONSTRAINTS, ASSUMPTIONS..............................................................................................3 8 INTERDEPENDENCIES WITH BUSINESS ACTIVITIES, SYSTEMS AND OTHER PROJECTS....................................4 9 BUSINESS CASE AND BENEFITS REALISATION....................................................................................4 10 WORK BREAKDOWN STRUCTURE (WBS).......................................................................................6 Key...........................................................................................................................6 Amount of task/activity currently completed............................................................6 11 RISK MANAGEMENT...................................................................................................................7 * Algorithm for Determining Prioritisation of Risk.......................................................17 ..............................................................................................................................................17 12 COSTS AND RESOURCES...........................................................................................................18 12.1 Costs and resources during the life of the project ..............................................18 12.2 Basis for estimated project costs...........................................................................20 12.3 Ongoing costs after project completes..................................................................21 12.4 Basis for estimated ongoing costs.........................................................................22 13 TIMELINES..............................................................................................................................22 14 QUALITY................................................................................................................................22 14.1 QUALITY PLANNING AND STANDARDS......................................................................................22 14.2 QUALITY ASSURANCE..........................................................................................................23 14.3 QUALITY CONTROL.............................................................................................................23 4.4 QUALITY PLAN RECORD........................................................................................................24 15 PROJECT MANAGEMENT STRUCTURE............................................................................................25 16 COMMUNICATION......................................................................................................................26 prepared-by-jason-wright-rowan-arndt788.doc
    • PROJECT PLAN IT SERVICE MANAGEMENT SUPPORT 4 P ROJECT I NFORMATION Project Number (if applicable): Project Name: IT Service Management Support Date: 14 November 2006 Project Ownership: Corporate Information Services, ITS Project Contacts: Name Position Phone Email Primary Rowan Arndt Manager, Corporate Ext 89404 r.arndt Projects, CIS Other Jason Wright Contact Management Ext 89548 jj.wright Other Project Approval: Information Technology Advisory Committee through the AMP (IT) budget 5 I NTRODUCTION AND B ACKGROUND QUT has adopted the ITIL best-practice framework for IT Service Management (ITSM). The University requires a flexible, robust corporate IT Service Management Support system that will support its strategic and operational requirements with respect to IT Service Management. Work has been conducted over the last two years with the aim of ensuring that the current job tracking system (Quantum) is able to provide this required IT Service Management Support. There were substantial issues in the ability of the vendor to move the product forward in a timeframe that is consistent with the progress of QUT’s business and process improvement in this area. During 2005, the Quantum Enhancements project attempted to provide increased support for ITSM by providing a Solution Database and a Change Management module. This would have brought the support technology up to date with QUT’s ITSM processes. By the end of 2005 the project was stopped because of the vendor’s inability to meet QUT’s requirements in a reasonable timeframe. The key recommendation from this work was to undertake a market scan for an ITIL-based solution replacement. The initial enquiry phase of this project has reviewed the market from the perspective of products which have satisfied Pink Elephant’s Pink Verify certification programme. Pink Elephant is recognised throughout the world as a de facto standard for ITIL certification for ITSM support systems. Site visits to both Griffith University and the University of Queensland were conducted. The University of Queensland has recently conducted a project to implement an IT Service Management support system. UQ followed a thorough process to select a system. They conducted an RFO process including Pink Elephant Verify’d vendors. As a result, they short-listed three vendors who were ‘significantly’ better than the others. These vendors were given a day each to demonstrate their product against nine categories based on requirements in the RFO. Upon evaluation, the FrontRange ITSM product was considered the standout product by a ‘significant’ margin. The UQ project team interviewed current customers of both FrontRange and the second-placed vendor. They received positive feedback and no significant concerns were raised. UQ installed the FrontRange ITSM product and after two weeks of functional and technical testing found no issues to prevent the acquisition of FrontRange ITSM. PMFPROJECTPLANV4.0 PREPARED-BY-JASON-WRIGHT-ROWAN-ARNDT788.DOC PAGE 1 CRICOS INSTITUTION CODE 00213J
    • PROJECT PLAN IT SERVICE MANAGEMENT SUPPORT In view of the timing and the alignment of the UQ RFO process with QUT’s current activities, it was agreed by key stakeholders of QUT’s IT Service Management Support project that a full and thorough RFO and selection process conducted by QUT would very likely result in the same short-listed products with the likely outcome being the selection of FrontRange ITSM. It was therefore identified that there is strong opportunity for QUT to leverage off the work done by UQ and therefore save QUT significant time and effort. During the enquiry phase of this project, the project team joined with the project team of the Student Enquiry Management System project to see if there was any overlap between the two projects and consequently to see whether one product could satisfy the requirements of both projects. It was found that no one product could adequately do this. However during this process, key stakeholders received a demonstration of the ITSM support capabilities of the FrontRange ITSM product and found that it appeared to confirm UQ’s findings. On this basis the following activities were undertaken: • A planned procurement statement was produced for approval and sign-off by key stakeholders and by the Deputy Vice Chancellor for TILS. • FrontRange was asked, through a closed RFO process, to assert their compliance with QUT’s requirements, and to clearly specify costs for products and services licensed. FrontRange ITSM must satisfy as least 80% of our requirements Recognising that the range of activities desired by QUT in terms of ITIL adoption are broad including, incident, problem, change, release and configuration management the project team has adopted a two phased approach to implementation. • Phase two deals with the product acquisition and the foundation aspects of incident and problem management; with • Phase three building on a successful outcome to include change, release and configuration management. 6 O BJECTIVES This project will implement the incident and problem management elements of the FrontRange ITSM system, to allow QUT to support its currently adopted ITIL ITSM processes. The objectives for this phase are: • Evaluate QUT demand for incident and problem management under ITIL • Conduct gap analysis between QUT requirements and current ITSM system capabilities • Develop a program of work to make necessary modifications • Conduct user testing to confirm suitability • Conduct training for both system administrators and end users • Implement the ITSM system for incident and problem management, including customer self service option • Review implementation and make necessary modifications • Set a statement of work for any additional phases of the broader project PMFPROJECTPLANV4.0 PREPARED-BY-JASON-WRIGHT-ROWAN-ARNDT788.DOC PAGE 2 CRICOS INSTITUTION CODE 00213J
    • 7 S COPE , C ONSTRAINTS , A SSUMPTIONS Scope Within Scope Issue Request for Offer (RFO) Procurement of a product with ITSM support capabilities Configure and implement system Implement a single defined process for Incidents (replacing up to 45 different skill group process models currently in operation) Implement a single defined process for Problems Implement ITSM Dashboard Implement Self Service Module (gives the ability for end users to access the self service portal, log and track their own jobs) Implement 5 of the highest demand reports Communications Administration billing and integration with Finance system Integrated with QUT Central Authentication and Short Message Service (SMS) Re-engineering of business processes to leverage the benefits of the system End user training Outside Scope Implementation of other ITSM processes which includes Change, Configuration, Release, Service Level Management, Availability and Knowledge Management. These additional processes will be investigated in subsequent phases. Other ITIL processes not listed above. Additional Reports beyond the 5 highest demand reports Integration with the Faculty of IT Self Service Job Tracking process Data migration from legacy support systems ITIL Training Constraints Availability of staff to participate in the evaluation and testing of the system. Assumptions
    • 8 I NTERDEPENDENCIES WITH B USINESS A CTIVITIES , S YSTEMS AND O THER P ROJECTS Interdependent Activity Possible Impact IT Service Management project The IT Service Management Support project exists to support the processes developed and promoted by the IT Service Management project. QUT Infrastructure Must be able to integrate with existing QUT infrastructure, such as: QUT Computer Accounts, email, QUT Virtual, QUT’s network infrastructure, QUT’s SMS messaging system, QUT’s student management system, QUT’s proposed Enquiry Management System. Billing for cost recovery of Must allow for billing for cost recovery by Communications Administration services. providing or allowing for integration with the finance system. Links to other IT Support systems. Must be able to link to other IT support systems, such as systems used by QUT’s suppliers and partners. BSI IT Support Review Review process may result in changes to the way first and second tier support for IT activities are undertaken across the University. Project outcomes will need to be flexile enough to respond to possible changes. 9 B USINESS C ASE AND B ENEFITS R EALISATION Benefits How to Measure Strategic alignment with QUT Blueprint & University Plans QUT students and staff will receive more Feedback from clients. prompt and more complete resolution of the IT issues affecting them, due to a tighter integration between the ITSM processes and the support technologies. Fewer repeat calls for the same issue Compare with current statistics for repeat because of comprehensive tracking, calls. monitoring and information in the system. Feedback from clients. Efficient service support through high quality Compare with time take for current use of the documentation and ease of use of the system. system. Feedback from clients. Comprehensive support for Incident and Compare with accepted standards of ITIL Problem Management processes. implementation at the ITIL assessments level and at the QUT-specific level for Incidents
    • Benefits How to Measure and Problems. Financial: quantitative, for example, saves money, increases revenue A saving in time and effort required in Compare time currently spent on day to day supporting the day to day running of the support with that required after the system, therefore allowing for more time implementation of the system. spent on added functionality. Feedback from clients. Improved productivity and reduced costs. Compare with productivity and cost data currently available. Feedback from clients. Other, for example, legislative compliance, infrastructure refresh, local benefit
    • 10W ORK B REAKDOWN S TRUCTURE (WBS) K ITSM Project ey A m Scoping Phase Design Phase Build Phase Testing Phase End User (functional, end to Training end and user acceptance)
    • 11R ISK M ANAGEMENT Risk Description Likelihood: Consequences: Priority of risk: Owner of Control Proposed Containment Contingency Plan? Almost Insignificant, Very High, the Risk Strategie Actions (Yes, No) certain, Minor, Moderate, High, s: Likely, Major or Significant, Mitigate Moderate, Catastrophic Moderate, Low or Unlikely or or Trivial Accept Rare * Use algorithm 1. Project Management Risks Availability of FrontRange expertise, Moderate Major High CIS Mitigate • Communicate to Yes expert Networking expertise, other projects and Seek additional staff/resources and key team members senior management funds; are not available for the the importance of the project. Staff may be project and gain Obtain external requested to work on commitment of technical other high profile expert resources consultancy; projects, in particular the from each area. Recruit additional new Student System. staff; • Organise technical Or training for team members in new Delay delivery of technologies. project to June 2007 • Obtain external technical consultants with FrontRange experience.
    • Risk Description Likelihood: Consequences: Priority of risk: Owner of Control Proposed Containment Contingency Plan? Almost Insignificant, Very High, the Risk Strategie Actions (Yes, No) certain, Minor, Moderate, High, s: Likely, Major or Significant, Mitigate Moderate, Catastrophic Moderate, Low or Unlikely or or Trivial Accept Rare * Use algorithm • Recruit and train additional staff at early stage if possible Key Corporate Project Moderate Major High CIS Mitigate • Communicate to Yes team members are not other projects and Seek additional available for the senior management funds projects. Staff may be the importance of requested to work on the project and gain Recruit additional other high profile commitment of staff projects, in particular the expert resources new Student System. from each area. This work would be as a • Recruit and train result of University additional staff at needing to re-prioritise early stage if as a result of strategic possible direction and outside influences. Unrealistic time Insufficient/inappropriate Likely Major High Project Mitigate • Allow adequate Yes frames time allocation allowed Manager analysis of project Extend project for project tasks due to tasks (breakdown timeline. issues that could not tasks as much as Re-prioritise project have been anticipate. possible) to help tasks to gain extra determine realistic
    • Risk Description Likelihood: Consequences: Priority of risk: Owner of Control Proposed Containment Contingency Plan? Almost Insignificant, Very High, the Risk Strategie Actions (Yes, No) certain, Minor, Moderate, High, s: Likely, Major or Significant, Mitigate Moderate, Catastrophic Moderate, Low or Unlikely or or Trivial Accept Rare * Use algorithm time frame for the time if possible. project tasks and Pull in extra communicate these resources if outwards to possible. stakeholders. • Involve project team members in time estimation and review of the time allocation. • Monitor performance against plan regularly. Identify factors, which impact on estimates and monitor accordingly. Project plan The project plan has not Unlikely Major Significant Project Mitigate • Get feedback from No deficient covered all aspects of Manager stakeholders, and the project due to issues team members that could not have • Review by Steering been anticipated. Committee
    • Risk Description Likelihood: Consequences: Priority of risk: Owner of Control Proposed Containment Contingency Plan? Almost Insignificant, Very High, the Risk Strategie Actions (Yes, No) certain, Minor, Moderate, High, s: Likely, Major or Significant, Mitigate Moderate, Catastrophic Moderate, Low or Unlikely or or Trivial Accept Rare * Use algorithm Scope creep The requirements for Unlikely Moderate Moderate Project Mitigate • Communicate clearly Yes the projects are Manager the project scope to Changes can be expanded beyond the all stakeholders and accepted only after agreed scope. the project team they have been • Additional project approved via a requirements must formal change be approved by process; Steering Committee. Push additional requirements into Phase 3 Lack of Lack of communication Unlikely Major Significant Project Mitigate • Preparation of No communication to the client base about Manager, communication plan significant events and Client in conjunction with issues that may affect Relations the project plan them. Manager • Work closely with the key stakeholders • Involve Client Relations Manager to assist with communication 2. Security Risks Breach of Sensitive data may be Rare Major Significant Project Accept • Existing strategies in No
    • Risk Description Likelihood: Consequences: Priority of risk: Owner of Control Proposed Containment Contingency Plan? Almost Insignificant, Very High, the Risk Strategie Actions (Yes, No) certain, Minor, Moderate, High, s: Likely, Major or Significant, Mitigate Moderate, Catastrophic Moderate, Low or Unlikely or or Trivial Accept Rare * Use algorithm privacy subject to unauthorised Manager place at QUT apply disclosure during the DBA (eg confidentiality (Rules to handle process of carrying out agreements). Staff inappropriate the upgrade. must be able to access of data access certain data apply) to be able to carry out there roles. 3. Resource Risks Staff turnover If project team members Likely Major High Mitigate • Ensure all work is Yes Project are unavailable for an documented Manager, $s? extended period of time • Arrange back up due to resignation or staff if possible, eg. Hire and train secondment to other Associate delay other additional staff projects or duties, the Director Corporate Project Or project schedule will be CIS, team work and free affected significantly. resources for this Delay delivery of project project to June 2007 Steering - Corporate Projects Committee • Communicate to team other projects and Where appropriate - DBA team senior management re-schedule projects - CSS team the importance of and related the project and resources as - Network Services team possible impact. appropriate - Expert staff in • Recruit and train business/client areas new staff at early
    • Risk Description Likelihood: Consequences: Priority of risk: Owner of Control Proposed Containment Contingency Plan? Almost Insignificant, Very High, the Risk Strategie Actions (Yes, No) certain, Minor, Moderate, High, s: Likely, Major or Significant, Mitigate Moderate, Catastrophic Moderate, Low or Unlikely or or Trivial Accept Rare * Use algorithm stage if possible Unclear roles Unclear boundaries and Unlikely Moderate Moderate Project Mitigate • Hold regular team Yes and definition of roles and Manager meetings to Monitor as part of responsibilities responsibilities hampers communicate regular project team workflow which could progress and issues meetings and result in some tasks not • Document progress respond as required complete. and issues, and circulate to all for comment and action • Clearly identify roles and responsibilities in terms of the project plan and communicate those to each team at the outset of the project Underestimatio The amount of time for Unlikely Moderate Moderate Project Mitigate Appropriate research Yes n of training gaining expertise in the Manager and training in regard to Source external requirements new technical the new architecture in a consultants with architecture is timely manner that appropriate significantly more than allows for review and experience anticipated. contingency i.e. further training etc. Obtain external technical consultants with
    • Risk Description Likelihood: Consequences: Priority of risk: Owner of Control Proposed Containment Contingency Plan? Almost Insignificant, Very High, the Risk Strategie Actions (Yes, No) certain, Minor, Moderate, High, s: Likely, Major or Significant, Mitigate Moderate, Catastrophic Moderate, Low or Unlikely or or Trivial Accept Rare * Use algorithm appropriate experience 4. Client Risks Inadequate Users are not Unlikely Minor Low Project Mitigate Provide end user Yes training of adequately trained Manager training sessions Increase the users number of planned Engage with the vendor end user training and Learning and sessions Development team in establishment of training and user documentation. Agreement on A single defined process Likely Major Significant Project Mitigate Work with skill groups Yes a single model for Incidents and Manager and stakeholders to Introduce payment Incident and Problems (replacing up define a single Incident option for additional Problem to 45 different skill group and Problem process Steering models where process model Incident process models model Committee selected template is currently in operation) is not suitable not obtained and agreed Deviations from a single upon Where appropriate process model must be re-schedule projects approved by Steering and related Committee. resources as appropriate
    • Risk Description Likelihood: Consequences: Priority of risk: Owner of Control Proposed Containment Contingency Plan? Almost Insignificant, Very High, the Risk Strategie Actions (Yes, No) certain, Minor, Moderate, High, s: Likely, Major or Significant, Mitigate Moderate, Catastrophic Moderate, Low or Unlikely or or Trivial Accept Rare * Use algorithm OR Delay delivery of project to June 2007 Dissatisfaction Clients are dissatisfied Unlikely Major Significant CIS Mitigate Develop the project in Yes with product in with an aspect of the accordance with the Extensive user new architecture eg business requirements, functional, system, acceptance performance follow the Quality Plan and load testing will tests and ensure sign off is be carried out. All given on the user tests to be carried acceptance test. out according to a pre-determined test plan including a comprehensive load test plan to ensure adequate performance levels are met. 5. Technical Risks Procurement New hardware not Moderate Major High Project Mitigate Arrange backup Yes issues available on time. Manager, hardware if possible Install backup CSS team hardware leader Virtual machines? Or
    • Risk Description Likelihood: Consequences: Priority of risk: Owner of Control Proposed Containment Contingency Plan? Almost Insignificant, Very High, the Risk Strategie Actions (Yes, No) certain, Minor, Moderate, High, s: Likely, Major or Significant, Mitigate Moderate, Catastrophic Moderate, Low or Unlikely or or Trivial Accept Rare * Use algorithm Delay delivery of project to June 2007 Hardware The new hardware does Moderate Major High DBA team Mitigate • Ensure sufficient Yes inadequate not have sufficient CSS team capacity analysis Re-organise capacity to provide the • Perform load testing timelines to allow service and perform to as soon as possible installation of required levels under to allow time for additional hardware the associated load additional hardware conditions. to be sourced if Virtual machines? required. Or Delay delivery of project to June 2007 Insufficient Insufficient licences to Moderate Major High Project Mitigate • Ensure sufficient Yes Licences handle user load Manager capacity analysis • Deviations from the Contract makes Steering total number of provision for fixed Committee licences or use of pricing for 12 connection timeouts months ending 31 must be approved October 2007 by Steering Committee. Purchase additional licences
    • Risk Description Likelihood: Consequences: Priority of risk: Owner of Control Proposed Containment Contingency Plan? Almost Insignificant, Very High, the Risk Strategie Actions (Yes, No) certain, Minor, Moderate, High, s: Likely, Major or Significant, Mitigate Moderate, Catastrophic Moderate, Low or Unlikely or or Trivial Accept Rare * Use algorithm Investigate the use of connection timeouts Technical Compatibility between Not Likely Major Significant DBA team Mitigate • Identify issues as Yes problems FrontRange and other soon as possible by Identify and adopt OS remaining informed alternative technical about compatibility solution if available issues. 6. Other Risks Interdependenc QUT authentication Unlikely Catastrophic High Project Mitigate • Regular meetings No ies with other must be operable on the Manager with other systems, etc new system. DBA team organisational groups Compatibility issues with responsible for other Network other systems may be systems Services identified Level of Sufficient and timely Moderate Moderate Significant Project Mitigate • QUT has a No FrontRange/ support from the Manager negotiated support Infinite support FrontRange support agreement with team is not provided to FrontRange/Infinite. QUT, when there are • Escalate to unresolved issues. FrontRange/Infinite.
    • * Algorithm for Determining Prioritisation of Risk Likelihood Consequences Insignificant Minor Moderate Major Catastrophic Almost certain Significant Significant High Very high Very high Likely Moderate Significant Significant High Very high Moderate Low Moderate Significant High High Unlikely Low Low Moderate Significant High Rare Trivial Trivial Moderate Significant Significant Refer to the QUT Risk Management System Operation Guide in the QUT Manual of Policy and Procedures for more detailed information.
    • 12C OSTS AND R ESOURCES 12.1Costs and resources during the life of the project # Category Details Length of Funding Amount Time Source (eg, Op Grant or (as AMP (IT)) applicable) Recommended Option 1 Salaries Project Manager, Provided by ITS-CIS 6 months @ AMP 40,000 HEWA 10 70% Process Change Provided by IHSS 4 months IHSS In kind Facilitator, HEWA 8 Call Centre Business Provided by IHSS 4 months IHSS In kind Specialist, HEWA 8 Project Support Provided by ITS-CIS 6 months AMP 36,600 (Technical), HEWA 7 Project Support Provided by ITS-CIS 6 months Operating 32,300 (Technical), (ongoing cost) Grant HEWA 6 Helpdesk Staff, Provided by IHSS 10 days IHSS In kind HEWA 5 Database Provided by ITS-CIS 1.5 months AMP 11,260 Administrator, HEWA 8 Systems Provided by ITS- 2 weeks AMP 2,978 Administrator, CSS HEWA 7 Data Provisioning / Provided by ITS-NS 1.5 months AMP 9,750 Authentication & ITS-CIS HEWA 7 Training/Doc, Provided by ITS- 2 months @ AMP 6,454 HEWA 7 CQS 50% Non-Capitalised Expenditure, including Hardware <$5K and Software <$100K Travel & Related Staff Development & Training ITSM Foundation Provided by vendor 5 Days AMP 10,000 Training I and II (Technical) Other, Including General Consumables, Printing and Stationery, Telecommunications, Consultancy and Contractors
    • # Category Details Length of Funding Amount Time Source (eg, Op Grant or (as AMP (IT)) applicable) ITSM Scoping Provided by vendor 1 Day AMP 4,244 Workshop Consultancy Provided by vendor 23 Days AMP 40,000 Capitalised Expenditure, including Hardware >$5K, Software >$100K FrontRange product Includes 100 AMP 126,000 licences (Price as per quote) 100 Base Licenses @ $900 per licence = $90,000 Self Service Module @ $15,000 1st year support and maintenance cost @ 20% of price = $21,000 Server and virtual Server for production AMP 20,000 machine space. and virtual machine for development. CSS has suggested and confirmed the use of a virtual machine for development/testing. Vendor has confirmed that the system will run on a virtual machine. Test and To be used by AMP 5,000 development PCs Corporate Projects Team Grand total (all costs + contingency $2714) 347,300 Total from Operating Grant 32,300 Total from other funding (eg, faculties, carry forwards) Total project funds requested, (eg, from AMP (IT)) 315,000 Year(s) to receive above requested AMP (IT) funding (eg If total requested = Year 1 – $100K, then, 2006: $40K, 2007: $60K) 2006: 225,522 Year 2 – 2007: 86,764
    • 12.2Basis for estimated project costs Salaries are based on experience and on advice from relevant service areas and are calculated using the HR Salary Scales for professional staff and the Project Costing Schedule. Server hardware is based on advice from CSS. Software costs are based on quote from vendor. Consultancy is based on an estimation of 23 days. Total in-kind value provided by IHSS $60,000. Expected activities by resource type Project Manager • Vendor negotiations • Complete Project Proposal/Project Plan • Coordinate vendor activities • Manage project and report project activities to the Steering Committee in accordance with the PPO • Actively lead project • Measure performance against Project Plan reporting performance outcomes to the Steering Committee • Coordinate project team activities • Manage risks • Raise project issues to the Steering Committee as required for resolution approval Process Change Facilitator • Scope and design Incident and Problem processes – meet with skill groups (45 distinct groups) to collect/interpret/design requirements • Scope and design Dashboard requirements • Scope and design Self Service requirements • Scope and design Reports requirements • Refine Incident/Problem/Dashboard/Self Service Module from outcomes of user acceptance testing Call Centre Business Specialist • Scope Incident and Problem processes – meet with skill groups (45 distinct groups) to collect/interpret/design requirements • Develop test plans for user acceptance testing - Incident/Problem/Dashboard/Self Service Module/Reports • Prepare training documentation • Run user acceptance testing - Incident/Problem/Dashboard/Self Service Module/Reports • Prepare for end user training • Coordinate end user training Project Support 1 (technical) • Setup development environment • ITSM Foundation Training (I & II) - developer training • Scope and design data integration specifications (technical) • Build Integration components (technical) • Setup production, testing and training hardware/software • Scope and design Self Service specifications (technical) • Build Self Service module (technical) • Production preparation • Scope and design Reports specifications (technical)
    • • Build Reports (technical) Project Support 1 (technical) • ITSM Foundation Training (I & II) - developer training • Build Incident and Problem (technical) • Scope and design Dashboard specifications (technical) • Build Dashboard (technical) • Apply changes to Incident/Problem/Dashboard/Self Service Module from outcomes of user acceptance testing • Scope and design load test specifications (technical) • Conduct Load test (technical) • Apply outcomes of load test 12.3Ongoing costs after project completes Ongoing Detail Funding Annual Name of Support & Source after Amount Delegate of Maintenance Project Ends Funding Source Who Agreed Salaries System Support, Support CIS, Operating $70,000 Joe Dascoli, Manager HEWA6 provided by CIS Grant CIS within ITS for both system and application management. Server Support Support CSS Operating $12000 Warren Goodman, provided by Grant Manager, CSS CSS in ITS Database Support CIS Operating $3100 Joe Dascoli, provided by CIS Grant Manager, CIS. Equipment Server Server covered AMP $5000 Warren Goodman, by host rollover CSS, ITS plan – replace every 4 years. Software FrontRange ITSM Maintenance AMP $21,000 Joe Dascoli, contract to be Manager, CIS. entered into. Other Annual Total $111,100
    • 12.4Basis for estimated ongoing costs The staffing costs are based on an estimation of how much time will be spent on maintenance of the system; the database and the server are based on previous support experience; the FrontRange ongoing maintenance costs as quoted. 13T IMELINES Time table will be dependant on outcomes of detailed scoping work to be undertaken as follows Activities, Milestones, Time Frame Kill/Milestone Deliverables Date Vendor/product evaluation and October 2006 acquisition (statement of work and contract) Establish Development October 2006 environments ITSM Foundation Training and- October 2006 Developer training Scoping Exercises October 2006 Design phase November 2006 Development phase November / December 2006 Go Live Decision Date 1st December 2006 Establish Production Environment December 2006 January 2007 Test phase December 2006 / January 2007 End user training January 2007 Go Live January 2007 February 2007 14Q UALITY 14.1 Q UALITY P LANNING AND S TANDARDS The management of and documentation relating to the ITSM Project will conform to the methodology described in the Project Management Framework. Development undertaken as part of the ITSM Project will conform to the following standards; • Requirements Specifications, • Technical Specifications, • Programming Standards, • Development Procedures, and • Testing procedures, templates and examples.
    • These standards are based on industry best practice and are adapted through a process of collaboration among Project team members. The standards are regularly reviewed. 14.2 Q UALITY A SSURANCE In order to ensure the quality of the project deliverables, the following processes will be followed: • In collaboration with the client, requirements will be gathered and documented. • A Technical Requirements and Technical Specification document will be developed. • Programming will commence once the Technical Specification is finalised, and will be coded in accordance with best practice programming standards. The developer will focus on maximising the efficiency, accuracy and standards compliance of the code, within the restraints of the various specifications. • Separate development, QA and production system environments will be maintained and managed. All programming activity, programming review, unit testing and optimisation will be undertaken in the development environment. • A system test plan will be developed and implemented, detailing actions to be tested and expected outcomes. The plan will include tests that ensure each individual requirement listed in the Requirements Specification is delivered as expected . 14.3 Q UALITY C ONTROL The following activities will be undertaken, to ensure the quality of the output from the processes outlined in Section 4 above. Activity Measure Possible Rectification Client review and sign Degree to which client Further investigation of off of Requirements requirements and expectations requirements and negotiation of Specification are met by Requirements client expectations Specification Peer review within • Consistency with Editing of Technical Specifications Project team of Requirements Specification Technical Specifications • Efficiency of technical solutions Code review by team • Compliance with Optimisation and editing of code to leader Programming Standards improve compliance, efficiency and • Consistency with accuracy Technical and Requirements Specifications • Efficiency and accuracy of code System testing by • Compliance with • Review Technical Specification development team and Requirements client / System sign off Specification • Review and correct code by client • System performance against test plan
    • 4.4 Q UALITY P LAN R ECORD Issue registers will be maintained for each function being developed within the scope of the ITSM Project. Project-wide quality activities, issues and resolutions will be recorded in the table below as they occur. Date Activity Issue Outcome
    • 15P ROJECT M ANAGEMENT S TRUCTURE Project Role Name QUT Position Interest in Project Sponsor Ian McDonald Administrative Key interest in IT Systems service delivery Coordinator, Registrar’s Office Project Manager Rowan Arndt Manager, Corporate Service Manager Projects Client Leader Geoff Mitchell Manager, Responsible for IT Integrated Help Helpdesk Services ITIL Incident Manager Steering Committee Joe Dascoli Manager, Corporate Service Owner member Information ITIL Release Manager Services, ITS Expert/Specialist Mark McCormack Project Manager, IT ITIL specialist Service Management Project Steering Committee Graham Keys Director, Key interest in IT member Infrastructure service delivery Services, FIT Steering Committee Alison Davis Acting Manager, Key interest in IT member Desktop service delivery Management & ITIL Problem Manager Integration (DMI) Steering Committee Wayne Forrest Leader, Team TILS Key interest in IT member service delivery Internal Audit Stephen Callaghan Senior Consultant, QUT Auditor representative IT Audit
    • 16C OMMUNICATION External Communication Strategy Training Strategy Stakeholder Group QUT Technical Email to All CSO group. Information sessions to be run for Community users on each campus prior to Project website. release. Presentations at meetings: Group, hands on training All CSO sessions to be organised on all campuses. Liaise with ITS ITCG learning and development. TechWatch Engage in product evaluations and testing Extended IT Email to qut.itsextldr@qut.edu.au Leaders Group Project website Federated IT Project website Managers IT Helpdesk Email to ithelpdesk@qut.edu.au Information sessions to be run for users on each campus prior to Project website release. Engage in product evaluations and Group, hands on training testing sessions to be run for helpdesk staff in consultation with Helpdesk Manager. Note: will need at least two sessions to allow for continued operation of helpdesk during training. Internal Communication Strategy Training Strategy Stakeholder Group ITS Presentations at section meetings Information sessions to be run for users on each campus prior to Email to qut.its@qut.edu.au release. Project website Engage in product evaluations and testing ITS Managers Email to: Information session if required qut.itsmangteam@qut.edu.au Project website Governance Communication Strategy Training Strategy Group Key Stakeholder Email Information session if required Group: Project website Ian McDonald Joe Dascoli Geoff Mitchell
    • Rowan Arndt Steering Regular meetings and status Information session if required Committee reports. Project website Working Party Email to Project website .