#SureSkillsEvents
© SureSkills
Integrating Best Practices
SureSkills USA
7000 N. Mopac Expr.
Suite 200
Austin, Texas 78731...
Algonquin College
2
Our Mission
To transform hopes and dreams
into skills and knowledge, leading to
lifelong career succes...
3
• 40+ years of client satisfaction
• 500+ client organizations
• College certificate programs
• Credit recognition of in...
#SureSkillsEvents
© SureSkills
Corporate Overview
Strategic Solution Pillars
IT Solutions
& Consulting
Service,
Project &
...
#SureSkillsEvents
© SureSkills
Business Analysis
1. The Global view
2. The tools for success
#SureSkillsEvents
© SureSkills
O
P PT
The Rationale is that we provide a holistic
view by looking at the 4 view model:
The...
#SureSkillsEvents
© SureSkills
How People, Processes &
Systems interact
#SureSkillsEvents
© SureSkills
Different Versions of Reality
#SureSkillsEvents
© SureSkills
Goal Setting
#SureSkillsEvents
© SureSkills
High Performing Teams
High Performance Teams are a key step on journey to
success
“High Per...
#SureSkillsEvents
© SureSkills
‘The voice of the customer is extremely important in arriving at the correct solution,
ensu...
#SureSkillsEvents
© SureSkills
Common BA Techniques/Tools
Business
Analysis
PESTLE
MOST
SWOT
SCRSCATWOE
FIVE
WHYS
MoSCoW
#SureSkillsEvents
© SureSkills
Cost of Correcting Errors
Relative cost of
correcting error
Ref: Barry Boehm
The cost of co...
#SureSkillsEvents
© SureSkills
The key to understanding resistance is getting people to open up as to
what their REAL conc...
#SureSkillsEvents
© SureSkills
Applying Lean & Identifying the 7 Wastes –
TIMWOOD
Type of Waste
Transport
Inventory
Motion...
#SureSkillsEvents
© SureSkills
These five objectives interact with your
business internally & externally
Dependability
Cos...
#SureSkillsEvents
© SureSkills
Project & Service Management
1. Traditional Methods
2. Agile Perspective
#SureSkillsEvents
© SureSkills
Traditional Method Perspective
PMBOK
ITIL
PRINCE2
#SureSkillsEvents
© SureSkills
Lifecycle Stages
Strategy
•Relationships between Projects (Portfolio Management)
•Understan...
#SureSkillsEvents
© SureSkills
Project Planning
Activity by Process
Extract from White
paper from ThirdSky –
access to pap...
#SureSkillsEvents
© SureSkills
Project Planning
Requirements Gathering
Utility &
Warranty
5 Aspects
of Design
4 P’s of
Des...
#SureSkillsEvents
© SureSkills
Project Planning
Build & Test
•Creating &
Managing the Test
environment
•Creating Release
P...
#SureSkillsEvents
© SureSkills
Stakeholder Management
Identify
Stakeholders
Customers v
Users
Functions
Product
Managers
S...
#SureSkillsEvents
© SureSkills
Risk Management
• Service Provider Risks
• Contract Risks
• Design Risks
• Operational Risk...
#SureSkillsEvents
© SureSkills
Agile Perspective
DevOps
Streamlining
Development
into / &
Operations?
#SureSkillsEvents
© SureSkills
DevOps according to “Wikipedia”
DevOps (a portmanteau of development and operations) is a s...
#SureSkillsEvents
© SureSkills
Drivers
Use of agile and
other
development
processes and
methodologies
Demand for an
increa...
#SureSkillsEvents
© SureSkills
Depends Who You Listen To
Reduce friction & increase velocityTeams:
Automating release mana...
#SureSkillsEvents
© SureSkills
Our Perspective?
Tangible example of trying to address age old
problem
Agile going the extr...
#SureSkillsEvents
© SureSkills
A Concern
“The end of ITIL”
#SureSkillsEvents
© SureSkills
Great to See Progress But Same
Challenge
IT Management
#SureSkillsEvents
© SureSkills
A Practical Example
Integrated Methods
Managing Change
#SureSkillsEvents
© SureSkills
AGENDA
Getting the Job Done!
Example Delivery Ecosystem & Board
Risk Management
Continious ...
#SureSkillsEvents
© SureSkills
Getting the Job Done!
Project
Initiation
Phase
Project Planning Phase Project Execution Pha...
#SureSkillsEvents
© SureSkills
Example Delivery Ecosystem
CR
Management
Commitment
Define Scope CAB Risk Analysis
Business...
#SureSkillsEvents
© SureSkills
2014-02-27 2014-02-27
Description
Asset On-Boarding
Backlog Next
Solution
Planning (wip 2)
...
#SureSkillsEvents
© SureSkills
Risk Management
“Everyone has a plan until they get punched in the mouth.” KO
#SureSkillsEvents
© SureSkills
Risk Management
 Context
 Weighting
 Risk identification
 Risk Analysis
 Risk evaluati...
#SureSkillsEvents
© SureSkills
Continuous Improvement
#SureSkillsEvents
© SureSkills
Improvement
(t)
Control
Implementation
Risk
Treatment
Retrospectives
Continuous Improvement...
#SureSkillsEvents
© SureSkills
6 Sigma Improvements
JunMayAprMarFebJan
60
45
30
15
0
Month
KPILLT
14410872361
60
45
30
15
...
#SureSkillsEvents
© SureSkills
So in summary…
• PRINCE2/PMI for Project Management
• ITIL for Service Management
• Kanban ...
#SureSkillsEvents
© SureSkills
Thank you
#SureSkillsEvents
© SureSkills
Algonquin College Comment
• Programs
• Statistics
• Knowledge Transfer
#SureSkillsEvents
© SureSkills
Join The Debate on LinkedIn
SureSkills Service Management & Project Management Group
#SureSkillsEvents
© SureSkills
Ottawa:,1 Rideau St #700, Ottawa, ON K1N 8S7, Canada
Dublin: 14 Fitzwilliam Place, Dublin 2...
#SureSkillsEvents
© SureSkills
DevOps Reading
1. Pant, Rajiv (2009-03-17). "Organizing a Digital Technology Department of ...
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SureSkills & Algonquin SMPM Integration Presentation Ottawa 2014

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SureSkills & Algonquin SMPM Integration Presentation Ottawa 2014 presented by SureSkills Chief Operating Officier Ruaidhri McSharry

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SureSkills & Algonquin SMPM Integration Presentation Ottawa 2014

  1. 1. #SureSkillsEvents © SureSkills Integrating Best Practices SureSkills USA 7000 N. Mopac Expr. Suite 200 Austin, Texas 78731 +1 855 278 7555 SureSkills Ireland 14 Fitzwilliam Place Dublin 2, Ireland +353 1 240 2262 SureSkills UK Callender House 58-60 Upper Arthur St. Belfast, BT1 4GJ, UK +44 28 9093 5565 SureSkills Canada 1 Rideau St #700, Ottawa, ON K1N 8S7, Canada +1 855 278 7555 May 29th 2014 | Sheraton Hotel, Ottawa
  2. 2. Algonquin College 2 Our Mission To transform hopes and dreams into skills and knowledge, leading to lifelong career success. Our Vision To be a global leader in digitally- connected applied education and training.
  3. 3. 3 • 40+ years of client satisfaction • 500+ client organizations • College certificate programs • Credit recognition of industry training and experience • Consultative approach • Customized training solutions • Dynamic real-world learning • Multiple delivery methods Algonquin College Corporate Training
  4. 4. #SureSkillsEvents © SureSkills Corporate Overview Strategic Solution Pillars IT Solutions & Consulting Service, Project & Process Management Global Learning Services SureSkills is a rapidly growing multi-national services company offering a range of Technical IT, Business Skills, Service Management & IT Infrastructure Training & Consulting to some of the world's leading companies since 1993.
  5. 5. #SureSkillsEvents © SureSkills Business Analysis 1. The Global view 2. The tools for success
  6. 6. #SureSkillsEvents © SureSkills O P PT The Rationale is that we provide a holistic view by looking at the 4 view model: The 4 View Model Organisation Technology People Processes
  7. 7. #SureSkillsEvents © SureSkills How People, Processes & Systems interact
  8. 8. #SureSkillsEvents © SureSkills Different Versions of Reality
  9. 9. #SureSkillsEvents © SureSkills Goal Setting
  10. 10. #SureSkillsEvents © SureSkills High Performing Teams High Performance Teams are a key step on journey to success “High Performance Teams” • Know each other’s strengths & weaknesses • Clear roles within the team • Focused on team objectives • Work closely together • Trust each other • Support each other
  11. 11. #SureSkillsEvents © SureSkills ‘The voice of the customer is extremely important in arriving at the correct solution, ensure that you capture this correctly and that you and the customer are in total agreement Search for the clues of what your customer is looking for!
  12. 12. #SureSkillsEvents © SureSkills Common BA Techniques/Tools Business Analysis PESTLE MOST SWOT SCRSCATWOE FIVE WHYS MoSCoW
  13. 13. #SureSkillsEvents © SureSkills Cost of Correcting Errors Relative cost of correcting error Ref: Barry Boehm The cost of correcting analysis errors rises almost exponentially the longer they remain undetected.
  14. 14. #SureSkillsEvents © SureSkills The key to understanding resistance is getting people to open up as to what their REAL concerns are. EmotionalPolitical Rational Indirect Expressions of Concerns/Visible Resistance Real/Underlying Concerns The root causes of resistance are often hidden underneath the surface and require sensitivity to be discovered.
  15. 15. #SureSkillsEvents © SureSkills Applying Lean & Identifying the 7 Wastes – TIMWOOD Type of Waste Transport Inventory Motion Waiting Over Production Over Processing Defects
  16. 16. #SureSkillsEvents © SureSkills These five objectives interact with your business internally & externally Dependability Cost FlexibilityQuality Speed High total productivity Fast throughput Reliable Operation ‘ Error-free processes Ability to change Low price, high margin or both Short time delivery Dependable delivery On-specification products/services Frequent new products/services The 5 Performance Objectives
  17. 17. #SureSkillsEvents © SureSkills Project & Service Management 1. Traditional Methods 2. Agile Perspective
  18. 18. #SureSkillsEvents © SureSkills Traditional Method Perspective PMBOK ITIL PRINCE2
  19. 19. #SureSkillsEvents © SureSkills Lifecycle Stages Strategy •Relationships between Projects (Portfolio Management) •Understand TCO -> ROI (Portfolio Management) •Measureable Value as Project Success Design •Policies & Standards •Reusable Design & Architecture documentation •Service Quality (SLM) as a measure of Project Success (Quality)? •Utility & Warranty Requirements (more later) Transition •Planning & Coordination of resources (Transition Planning & Support) •Management & Quality of Test environments •Configuration Management – what works in test, work in production •Release Windows & release models Operations •Monitoring & Reporting Requirements •Request Types and procedures •Reporting Requirements
  20. 20. #SureSkillsEvents © SureSkills Project Planning Activity by Process Extract from White paper from ThirdSky – access to paper in portal after the event.
  21. 21. #SureSkillsEvents © SureSkills Project Planning Requirements Gathering Utility & Warranty 5 Aspects of Design 4 P’s of Design Service Acceptance Criteria
  22. 22. #SureSkillsEvents © SureSkills Project Planning Build & Test •Creating & Managing the Test environment •Creating Release Packages •Release Documentation Requirements Testing •User Testing (Functionality) •Service Level Tests (Warranty) •Service Operation Tests (Operational Management) •Service Management Test (monitored, measured, report) Deployment Planning •Release Windows •Knowledge Transfer •Known Errors and workarounds Early Life Support •Exit Criteria – Service Acceptance Criteria
  23. 23. #SureSkillsEvents © SureSkills Stakeholder Management Identify Stakeholders Customers v Users Functions Product Managers Service Managers Service Owners Business Relationship Managers Process Owners CSI Manager Identification Motivation Role / Interest in Lifecycle Stages
  24. 24. #SureSkillsEvents © SureSkills Risk Management • Service Provider Risks • Contract Risks • Design Risks • Operational Risks • Market Risks ITSM Risk Register help to identify Project Risks
  25. 25. #SureSkillsEvents © SureSkills Agile Perspective DevOps Streamlining Development into / & Operations?
  26. 26. #SureSkillsEvents © SureSkills DevOps according to “Wikipedia” DevOps (a portmanteau of development and operations) is a software development method that stresses communication, collaboration and integration between software developers and information technology (IT) professionals. DevOps is a response to the interdependence of software development and IT operations. It aims to help an organization rapidly produce software products and services Inserted from <http://dev2ops.org/2010/02/what-is-devops/>
  27. 27. #SureSkillsEvents © SureSkills Drivers Use of agile and other development processes and methodologies Demand for an increased rate of production releases from application and business unit stakeholders Wide availability of virtualized and cloud infrastructure from internal and external providers Increased usage of data center automation and configuration management tools
  28. 28. #SureSkillsEvents © SureSkills Depends Who You Listen To Reduce friction & increase velocityTeams: Automating release management to improve efficiencyTools: Developing operational monitoring systems for interventionTools: Agile going the extra mileMethods: Specialist Roles!!People:
  29. 29. #SureSkillsEvents © SureSkills Our Perspective? Tangible example of trying to address age old problem Agile going the extra mile A logical extension A service, not team perspective
  30. 30. #SureSkillsEvents © SureSkills A Concern “The end of ITIL”
  31. 31. #SureSkillsEvents © SureSkills Great to See Progress But Same Challenge IT Management
  32. 32. #SureSkillsEvents © SureSkills A Practical Example Integrated Methods Managing Change
  33. 33. #SureSkillsEvents © SureSkills AGENDA Getting the Job Done! Example Delivery Ecosystem & Board Risk Management Continious Improvement Improvement Techniques
  34. 34. #SureSkillsEvents © SureSkills Getting the Job Done! Project Initiation Phase Project Planning Phase Project Execution Phase Establishment Hand-overRealization Project Conclusion Phase Monitoring & Controlling PMAgileKanban Delivery Methodology
  35. 35. #SureSkillsEvents © SureSkills Example Delivery Ecosystem CR Management Commitment Define Scope CAB Risk Analysis Business Case Solution Scope SOA Defined Requirements AM Kanban Deployment Kanban Release & Deployment Management Service Asset & Configuration Management CMS Change Management Business Continuity PMO Methodology DCIM Demand Management (PBA to WIP) Improve RCA, etc. InfoSec
  36. 36. #SureSkillsEvents © SureSkills 2014-02-27 2014-02-27 Description Asset On-Boarding Backlog Next Solution Planning (wip 2) Delivery (wip 4) 2014-02-27 2014-02-27 Description ongoing ongoing ongoing done :)done :)done :) Done Visualize. Agree how to work & when a story is done per state… Definition of Done • Requirements gathered • Requirements agreed • … Definition of Done • Demand Org’ • Investment Board • Investment Tool • LOI • CAB (inc’ RM) •… Policy: •daily standup •retrospectives •WIP •investments •ReConf’ •….. Definition of Done • PO Approved • HW Ordered • HW Delivered •… 2014-02-27 2014-02-27 Description 2014-02-27 2014-02-27 Description 2014-02-27 2014-02-27 Description 2014-02-27 2014-02-27 Description 2014-02-27 2014-02-27 Description 2014-02-27 2014-02-27 Description 2014-02-27 2014-02-27 Description 2014-02-27 2014-02-27 Description 2014-02-27 2014-02-27 Description 2014-02-27 2014-02-27 Description2014-02-27 2014-02-27 Description2014-02-27 2014-02-27 Description 2014-02-27 2014-02-27 Description 2014-02-27 2014-02-27 Description 2014-02-27 2014-02-27 Description 2014-02-27 2014-02-27 Description2014-02-27 2014-02-27 Description2014-02-27 2014-02-27 Description Approvals (wip 6)
  37. 37. #SureSkillsEvents © SureSkills Risk Management “Everyone has a plan until they get punched in the mouth.” KO
  38. 38. #SureSkillsEvents © SureSkills Risk Management  Context  Weighting  Risk identification  Risk Analysis  Risk evaluation  Risk treatment  Change Management  Project Management
  39. 39. #SureSkillsEvents © SureSkills Continuous Improvement
  40. 40. #SureSkillsEvents © SureSkills Improvement (t) Control Implementation Risk Treatment Retrospectives Continuous Improvement Six Sigma RCA
  41. 41. #SureSkillsEvents © SureSkills 6 Sigma Improvements JunMayAprMarFebJan 60 45 30 15 0 Month KPILLT 14410872361 60 45 30 15 0 Index KPILLT MAPE 101.782 MAD 8.607 MSD 141.495 Accuracy Measures Actual Fits Variable 60483624120 Median Mean 420 1st Quartile 0.0000 Median 0.0000 3rd Quartile 5.0000 Maximum 26.0000 1.1583 4.9499 0.0000 1.0000 4.6239 7.3859 A-Squared 5.62 P-Value < 0.005 Mean 3.0541 StDev 5.6860 Variance 32.3303 Skewness 2.39791 Kurtosis 6.56235 N 37 Minimum 0.0000 Anderson-Darling Normality Test 95% Confidence Interval for Mean 95% Confidence Interval for Median 95% Confidence Interval for StDev 0.05). The mean of KPI LLT is significantly less than the target (p < > 0.50.10.050 NoYes P = 0.000 6050403020100 38.4 results. the target. Look for unusual data before interpreting the test -- Distribution of Data: Compare the location of the data to the true mean is between 5.5198 and 8.7852. the mean from sample data. You can be 90% confident that -- CI: Quantifies the uncertainty associated with estimating the 0.05 level of significance. -- Test: You can conclude that the mean is less than 38.4 at Sample size 177 Mean 7.1525 90% CI (5.5198, 8.7852) Standard deviation 13.136 Target 38.4 Statistics Individual Value Plot June LLT <=3 Days Excluded Trend Analysis Plot for KPI LLT Linear Trend Model Yt = 16.66 - 0.106287*t 95% Confidence Intervals Summary for KPI LLT Month = Jun Is the mean less than 38.4? Distribution of Data Where are the data relative to the target? Comments 1-Sample t Test for the Mean of KPI LLT Summary Report
  42. 42. #SureSkillsEvents © SureSkills So in summary… • PRINCE2/PMI for Project Management • ITIL for Service Management • Kanban for Work Management • ISO31000:2009 for Risk Management • Business Case, Risk Management, Retrospective, Six Sigma, RCA, 6 Sigma for continuous improvement
  43. 43. #SureSkillsEvents © SureSkills Thank you
  44. 44. #SureSkillsEvents © SureSkills Algonquin College Comment • Programs • Statistics • Knowledge Transfer
  45. 45. #SureSkillsEvents © SureSkills Join The Debate on LinkedIn SureSkills Service Management & Project Management Group
  46. 46. #SureSkillsEvents © SureSkills Ottawa:,1 Rideau St #700, Ottawa, ON K1N 8S7, Canada Dublin: 14 Fitzwilliam Place, Dublin 2, Ireland Belfast: Callender House, 58-60 Upper Arthur Street, Belfast BT1 4GJ, Northern Ireland Austin: 7000 N. Mopac Expressway, Suite 200, Austin, TX 78731, USA www.sureskills.com Phone: +353-1-240-2222 Email: info@sureskills.com
  47. 47. #SureSkillsEvents © SureSkills DevOps Reading 1. Pant, Rajiv (2009-03-17). "Organizing a Digital Technology Department of Medium Size in a Media Company". 2. Jump up ^ Samovskiy, Dmitriy (2010-03-02). "The Rise of DevOps". Fubaredness Is Contagious. 3. Jump up ^ Edwards, Damon. "What is DevOps?". 4. Jump up ^ Vambenepe, William. "Steve Ballmer gets Cloud". 5. ^ Jump up to: a b Lyman, Jay. "DevOps mixing dev, ops, agile, cloud, open source and business". 451 CAOS Theory. 6. Jump up ^ Debois, Patrick. "Devops: A Software Revolution in the Making?". Cutter IT Journal. 7. Jump up ^ "10+ Deploys Per Day: Dev and Ops Cooperation at Flickr". 8. Jump up ^ "SAM SIG: Applied Lean Startup Ideas: Continuous Deployment at kaChing". SVForum. 9. Jump up ^ Humble, Jez. "Why Enterprises Must Adopt Devops to Enable Continuous Delivery". Cutter IT Journal. 10. Jump up ^ "Applied Lean Startup Ideas: Continuous Deployment at kaChing". 11. Jump up ^ "DevOps Days 2009 Conference". 12. Jump up ^ Edwards, Damon. "DevOps Meetup Recap". 13. Jump up ^ Nasrat, Paul. "Agile Infrastructure". InfoQ. Retrieved 31 March 2011. 14. Jump up ^ Debois, Patrick (2009). "DevOps Days Ghent". DevopsDays. Retrieved 31 March 2011. 15. Jump up ^ Debois, Patrick. "DevOps Days". DevOps Days. Retrieved 31 March 2011. 16. Jump up ^ Turnbull, James (Feb 2010). "What DevOps means to me...". Kartar. 17. Jump up ^ "Virtual Infrastructure products: features comparison". Welcome to IT 2.0: Next Generation IT infrastructures. 18. Jump up ^ Ellard, Jennifer. "Bringing Order to Chaos through Data Center Automation". Information Management. SourceMedia.

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