Presentatie Hans de Neijs de Gouw "Werk aan je Toekomst" evenement

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Presentatie van Hans de Neijs de Gouw tijdens het "Werk aan je Toekomst" evenement van Myler en KPN Consulting.

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Presentatie Hans de Neijs de Gouw "Werk aan je Toekomst" evenement

  1. 1. ZZP-er & KPN Succesvoller in een veranderende markt door leidende standaarden Hans de Neijs-Gouw ©2013 KPN Consulting
  2. 2. Leidende standaarden Op het gebied van project- en programmanagement: • • • • • • • • PRINCE2 Agile PM MSP MoP P3O M_o_R M_o_V Managing Benefits • IPMA • PMBoK
  3. 3. Leidende standaarden Op het gebied van service en IT Management: • • • • ASL ISO 20000 ITIL BiSL
  4. 4. Leidende standaarden Op het gebied van People en Change Management: • Lean Six Sigma • Facilitation • Change Management
  5. 5. Hoe werken die standaarden samen?
  6. 6. What is PRINCE2? Initiation stage Pre-project Subsequent delivery stage(s) Final delivery stage Directing a Project Directing SU SB Managing CP Delivering Key SU IP SB CP Controlling a Stage Controlling a Stage Managing Product Delivery IP Diagram ©Crown Copyright 2009 Reproduced under license from OGC SB Managing Product Delivery = Starting up a Project = Initiating a Project = Managing a Stage Boundary = Closing a Project ... Brings a robust, mature framework for business -focused project control
  7. 7. What is Agile? A G I Scrum Lean Extreme Programming (XP) Lightweight Approaches 8 AGILE L E DSDM Atern (aka Agile PM) Agile Unified Process (AUP) DevOps Fuller Approaches (but still agile)
  8. 8. The DSDM Atern Lifecycle Feasibility Feasibility ... Brings a robust, mature Agile framework for on-time, on budget business focused delivery
  9. 9. On time, on budget with DSDM Atern Traditional Approaches Fixed DSDM Atern Fixed Time Cost Features Quality Quality? M Cost Time Variable Features Variable C S M W
  10. 10. ITIL for IT Service Management CUSTOMER SUPPLIER SERVICE STRATEGY Strategy Requirements Service Request or Incident SLAs SERVICE OPERATION Service Desk Authorized changes RFCs Operations Management Change Advisory Board Existing Services & SLAs Applications Management Technical Management Metrics and feedback Knowledge Service Knowledge Management System (SKMS) SERVICE DESIGN Mind the Gap!! Design for New Services & SLAs new / changed service SERVICE TRANSITION ... Built, tested, deployed Brings a robust, mature Metrics and new / changed service feedback Service management framework CONTINUAL SERVICE IMPROVEMENT contract
  11. 11. Why Change? Organisations must succeed in 2 areas: • Running current operations (“business as usual”) • Changing current operations to survive or compete Projects are the means of introducing change. Prince2 Manual 2009
  12. 12. So what’s the problem, introducing Change? Not what the customer wanted Takes too long Not tested Disrupts BAU I hate change! Not on time and budget Not expected Not supportable
  13. 13. So what’s the problem, introducing Change?
  14. 14. ITIL Processes and The Project Lifecycle LIFECYCLE PHASE SERVICE STRATEGY SERVICE DESIGN SERVICE TRANSITION SERVICE OPERATION Strategy Generation SERVICE STRATEGY Financial Management Service Portfolio Mgt Demand Management Service Catalogue Management Service Level Management Capacity Management SERVICE DESIGN Availability Management Service Continuity Management Information Security Management Supplier Management Transition Planning & Support Change Management Service Asset & Configuration Management SERVICE TRANSITION Release & Deployment Management Service Validation & Testing Evaluation Knowledge Management Event Management Incident Management SERVICE OPERATION Request Fulfilment Problem Management Access Management CONTINUAL SERVICE IMPROVEMENT Service Measurement Service Reporting Service Improvement
  15. 15. Service Design Package (including functional and non-functional requirements) Business Requirements Service Strategy Service Design Service DESIGN, Transition BUILD, TEST, DELIVER Service Transition Package (Release) Service Operation THE PROJECT Continual Service Improvement
  16. 16. So what’s the solution?
  17. 17. Stakeholders in a Project BUSINESS STRATEGY SERVICE DESIGN The Project SERVICE OPERATION CUSTOMERS
  18. 18. Project Management Team Roles Corporate or programme management User Groups Project Board Senior User(s) Executive Business, User and Supplier Project Assurance Senior Supplier(s) Change Authority Project Manager Project Support Team Manager Supplier Groups
  19. 19. DSDM Atern Team Structure
  20. 20. DSDM Atern Project Level Roles
  21. 21. Project Management Team Roles Corporate or programme management User Groups ITIL USER Input from:  Business Relationship  Operation  Service Desk  Problem Mgt Project Board Senior User(s) Executive Business, User and Supplier Project Assurance Project Manager Team Manager Senior Supplier(s) Change Authority Supplier Groups ITIL SUPPLIER Input from:  Service Level  Change  SA & Configuration  Capacity  Availability Project Service Continuity  Support  Security  Release
  22. 22. DSDM Atern Team Structure
  23. 23. Solution Development Team Roles
  24. 24. The Solution Development Team PRINCE2 Team Manager Systems Integrator (Release Manager) (Service Transition) Service Design (Business Analyst) Operations Co-ordinator (Service Desk) Solution Tester (Service Transition) Service Desk are also customers Service Operation has developers ... + Specialists: Capacity, Availability, Security, IT Service Continuity
  25. 25. Project Mandate A PRINCE2, DSDM Atern and ITIL Road Map SU IP SERVICE STRATEGY CONTROLLING A STAGE & MANAGING PRODUCT DELIVERY SB SB HIGH LEVEL DESIGN PreProject SB SB SB Benefits Review CP DETAILED SERVICE DESIGN DSDM Atern Agile ... incremental ... Feasibility SERVICE TRANSITION Release Planning PostProject SERVICE TRANSITION / EARLY LIFE SUPPORT TRANSITION / EARLY LIFE SERVICE SUPPORT TRANSITION / EARLY LIFE SERVICE SUPPORT SERVICE TRANSITION / EARLY LIF SUPPORT SERVICE OPERATION CONTINUAL SERVICE IMPROVEMENT Project Brief and Approach P.I.D. High Level Reqts Pilot or Warranty Period 1 Pilot or Warranty Period 2 Pilot or Warranty Period 3 Release 1 Release 2 Release 3 Full Live Working Detailed Requirements
  26. 26. So What’s the Result? If you use PRINCE2, DSDM Atern and ITIL together ... Your plan will look different Your roles will look different However: The project delivers when expected  Service Management know about it, they’ve shaped it  The customers like it – they’ve shaped it too  No shocks, no surprises! So:  your project will work better  your end result will be better and you won’t get Service management saying “...and you want to go live with THAT?”
  27. 27. The Elements of Embrace PRINCE2, DSDM Atern Change and ITIL Deliver Build Incrementally from firm foundations Retrospectives Timeboxing Future-spectives Estimating On Time Team Empowerment Visible Plans Team working Rich Communication DSDM Atern and Techniques V2 collaboration Facilitated MoSCoW Workshops Prototyping Progress Prioritization Control Evaluation Modelling Business Benefits Configuration Involvement Application Realisation Mgmt Lifecycle Testing ProductCapacity Directing Focus on Change based Mgmt a Project Business Mgmt planning Requirements need Service Design Engineering Clear Project Project Clear Products Tailoring Process Maturity Process Assurance Board Risk Business Assessment Business Framework Mgmt Metrics Relationship Case Availability Product Service Mgmt Mgmt Quality Breakdown Learn from Application Strategy Mgmt Structure Experience Roles & Mgmt Service Portfolio Communication Quality Responsibilities / Catalogue Mgmt Plan Review Demand Release Functional Roles Formalised Mgmt Service Level Mgmt Manage Manage Analysis (RACI) Reporting Mgmt by Financial Information by exception Mgmt Continual ITSCM Security Stages Service Mgmt Service PRINCE2 ITIL V3 Improvement Transition (2009) Service Desk Supplier Closing Issue Problem Service Mgmt a Project Handling Mgmt Incident Operation Mgmt
  28. 28. Succesfactoren volgens de Standish Group Factors of Success Points 1. Executive management support 2. User involvement 3. Optimization 4. Skilled resources 5. Project management expertise 6. Agile process 7. Clear business objectives 8. Emotional maturity 9. Execution 10. Tools and infrastructure 20 15 15 13 12 10 6 5 3 1 Bron: Chaos Manifesto 2013 50% 75%
  29. 29. Einde Bedankt voor Uw aandacht

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