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New training curriculum course 1


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  • - we may need to assess whether logging who has taken the training is of value
  • Administraoter = govern the portfolio (governs what data goes in and out)
  • Transcript

    • 1. Demand Clearing - Training Curriculum
      Demand Clearing Team
      Course 1
    • 2. Course 1: Module 1
      Course Definitions
      Course 1 – A high level introduction and overview of the various facets of the Demand Clearing process
      • Audience: Directors/Managers, PMO, and anyone new to DC
      Course 2 – A detailed understanding of the operational aspects of Demand Clearing
      • Audience: PMs/SMEs, Technical Leads and Architects
      Course 3 – Further details on other subsidiary processes
      • Audience: PMs/SMEs, Technical Leads, and Architects
    • Course 1: Module 1
      Training Curriculum
      • Introduction to Demand Clearing
      • 3. Demand Clearing Process Overview
      • 4. Dependent Processes – How do they tie to DC?
      • 5. Roadmap Planning
      • 6. Infrastructure Allocation
      • 7. Funding
      • 8. Demand Capture Phase
      • 9. Provisioning Spec
      • 10. Standard vs Non Standard Services
      • 11. Estimation Phase
      • 12. Cost Breakdown of a Bundle
      • 13. Commit Phase
      • 14. Post Commit Phase
      • 15. Evolution of a bundle
      • 16. Workflow Approvals
      • 17. Escalation Process
      • 18. Change Request Process
      • 19. PROPEL Training
      • 20. CREI Process
      • 21. Net Zero Process
      • 22. NDCS Service Costing Model for Client Funding
      • 23. Standard Technologies
      Course 3
      Course 2
      Course 1
      Infrastructure Allocation/Funding
    • 24. Course 1: Module 1
      Introduction to Demand Clearing
      • Process that matches supply of, and demand for, constrained IT Shared Infrastructure
      • 25. Drives increased predictability and visibility of IT requests
      • 26. Shared Resources include people (skills) and material resources (physical and logical things)
      • 27. Shared Resources assigned across multiple IT organizations
    • Course 1: Module 1
      What problem is Demand Clearing tryingto manage?
      Connecting Demand and Supply
      Demand is greater than Supply
      No clear accountability
      Limited to nopredictability
      Limited to no visibility
    • 28. Course 1: Module 1
      Project / Program matures and evolves
      Business Changes
      Timeline Changes
      Trade-off Between Initiatives and Operations
      What problem is Demand Clearing
      trying to manage?
      Shared Resources
      Raw Demand
      Quarterly Releases
      Strategic Programs
      Communication Gap
      Bug Fixes
      Fleet Refresh
      Shared Resources Demandis constantly changing.
      Demand Teams utilize different processes and do not speak the same language as Shared Resources.
    • 29. Course 1: Module 1
      Why Do We Have Demand Clearing
      • Reduce time delays
      • 30. Single point of contact
      • 31. Fewer iterations
      • 32. Track accountability among teams
      Fix this slide
    • 33. Course 1: Module 2
      Demand Clearing – Current Process
      Demand Clearing Scope
      Handled directly between GBP and Infra teams
      Commit Notification
      Resource Names,
      Delivery Dates
      DC Prov Spec
      Execution Work Plan, CtB/RtB Cost
      Post Commit
      Demand Capture
      SRM Commit
      • Clarify requirements as needed
      • 34. Share Self Fund Cost Information with DE team.
      • 35. Push bundles for commit.
      • 36. Create and submit estimates (WP, SP, PDB)
      • 37. Approve estimates.
      • 38. Confirm Funding Info.
      • 39. Approve commit dates.
      • 40. Attend Re-Commit mtgs.
      • 41. Secure Infra Commits
      • 42. Share Infra Commit Info.
      • 43. Setup Commit Review and Re-Commit mtgs
      • 44. Share commit Info. (Resource name, delivery date)
      • 45. Share revised commit info.
      • 46. Attend Commit Review mtgs.
      • 47. Submit demand via DC spec.
      • 48. Submit Updates to Spec.
      • 49. Attend Discovery / Triage mtgs.
      • 50. Validate spec.
      • 51. Create bundles.
      • 52. Schedule Discovery /Triage mtgs.
      • 53. Submit bundles to estimation.
      • 54. Review spec.
      • 55. Attend Discovery / Triage mtgs.
      • 56. Coordinate with Infra on Execution.
      • 57. No Action
      (Demand Clearing engagement officially ends at Post Commit Hand-off)
      • Coordinate with DE team on Execution
      • 58. Delivery of Infra.
      • 59. Execution Planning.
      • 60. Share Formal Commit Notification. (Resource name, delivery date, work plan and BOM)
      • 61. End DC engagement, move to Execution
      • 62. Execution Planning.
      • 63. Secure the Transfer of Funds from DE Team.
      Project Team
      DC Team
      Supply Team
    • 64. Course 1: Module 3
      Engaging Demand Clearing
      • ASAP
      • 65. Capacity planning
      • 66. Avoid “demand collisions”
      • 67. Engage individual teams
      • 68. Account for supply team cost
      • 69. Specify your requirements
      • 70. Architecture Process
      • 71. Be responsive
      Stephen Estes (sestes)
    • 72. Course 1: Module 3
      Service Level Agreements (SLAs)
      • Fast Track Services –Readily understood services in terms of end deliverables, resource requirements, cost, and SLAs; usually basic in nature (simple database schemas, basic storage, JVMs, etc.)
      • 73. Non Fast Track Services – Services for which resource requirements and costs are not clear upfront
    • Course 1: Module 3
      Associated Programs, Processes, & Tools
    • Course 1: Module 3
      Demand Clearing Pre-Reqs
      • A valid PROPEL project record
      • 81. Completed Demand Clearing Provisioning Spec OR Standard Services Questionnaire
      • 82. Engagement with your platform’s Partner Architecture Team – Enterprise Architecture Representative (PAT EAR)
    • Course 1: Module 4
      Roadmap Planning
      • Importance of Roadmap Planning: Why Do You Need To Forecast?
      • 83. To provide Supply Entities with adequate lead time for approval
      • 84. GBP clients should verify Non-Core needs with ERMO
      • 85. Engage with DC as early in release cycle as possible
      • 86. DC Exception/Escalation procedure
    • Benefits of Prepaid Funding
      Faster passage through Demand Clearing process
      Budget stability and predictability
      Includes CtB and RtB* costs – no budget surprises later
      No on-boarding cost of resources
      Improves resource availability and commit time
      Demand and Supply collaborate to plan prepaid funding
      Ability to reallocate and serve urgent requests
      Improved visibility into CtB/RtB* cost and utilization of resources
      Retain ‘Cisco trained’ human resources, increasing productivity and quality
      * RtB costs are currently under discussion
      Course 1: Module 5
    • 87. Quarterly Prepaid Process
      Course 1: Module 5
      Annual Prepaid
      Historical Costs (CtB/RtB)
      Projected Pipeline
      Current Pipeline from Propel
      GBP PMOs, PMs,
      Starts at least 4 weeks before
      Start of next quarter
      U[dated Infra Costing Calculator
      Prepaid Reconciliation Report
    • 88. Annual Funding Process
      Course 1: Module 5
      Pass 2, 3
      Pass 1
      Planning Guidance from Finance
      FY Review
      Pass 1
      FY Review
      Pass 2,3
      CoS Planning Team
      Determine data & level of detail
      Consolidate, generate reports
      Consolidate, generate reports
      Cost elements into Apptio
      IT Planning Mgrs, PMOs, PMs
      PMOs/PMs document FY priorities
      Refine priorities & update costs
      Infra Costing Calculator
      Summarize Infra Costs
      DC summarize infra Costs
    • 89. Quarterly Prepaid Activities Timeline
      Course 1: Module 5
      Week 6
      Weeks 7-8
      Weeks 9-10
      Weeks 11-13
      Mid Quarter Reconciliation
      GBP and SE FAs complete funding transactions
      GBPs prepare for next Quarterly Portfolio Review
      Data Sources:
      • Planned Projects
      • 90. Propel data
      • 91. Reconciliation Report
      • 92. Infra Costing Calculator
      • 93. Outcome: Estimated prepay
      Portfolio Reviews for coming quarter
      Data Sources:
      • Planned Projects
      • 94. Propel data
      • 95. Reconciliation Report
      • 96. Infra Costing Calculator
      • 97. Outcome: Prepaid Agreements
    • Course 1: Module 5
      Prepaid Demand Clearing Process
      Demand Clearing Process
      Supply Commit
      Demand Capture
      Delivery Commit
      Supply provides CtB/RtB
      Supply confirms Prepaid funds avail
      All projects enter as prepaid
      Supply Debits
      Client Requirements
      • Defer project
      • 98. Revise scope
      • 99. Reprioritize pipeline
      • 100. Adjust prepaid funding
      GBP agrees to Pay-as-you –go
      Delivery Commit
      Note: This represents a non Fast Track Request. Funding for Fast Track will be confirm at the time of entry into Demand Clearing.
    • 101. Reconciliation Report
      Provides Quarterly View for each Functional Organization
      What was funded
      How much has been spent to date
      Break out by CtB,RtB and Supply (ATS/NDCS/ITAS)
      Used operationally to manage prepaid project commit
      Used by Demand Clearing Governance and OC to manage Prepaid adoption
      Project/Bundle level reporting near future
      On Demand Availability near future
      Course 1: Module 5
    • 102. Primarily provide human resources
      Pay by PR only
      Pay prior to start of quarter
      Additional payments, whether prepaid or pay-as-you-go, are not accepted after week 8 of quarter
      Primarily cost recovery for staff in place
      Pay by cross-charge
      Pay in Month 1 of quarter
      Cost recovery on a service level
      Capital and human resources
      Pay by cross-charge
      Pay at end of quarter
      ATS Prepaid
      ITAS Prepaid
      NDCS Prepaid
      Course 1: Module 5
      This represents the current state as reviewed in the cross-functional team discussions. Work is in progress to standardize this process across Supply and Demand entities.