Managing an ITIL SaaS implementation IT program

1,370 views

Published on

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,370
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
28
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Managing an ITIL SaaS implementation IT program

  1. 1. Managing an ITIL SaaS Implementation IT program A Case Study CAS03Gottfried RudorferCA Technologies “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  2. 2. Key facts of the ITIL SaaS Implementation ProgramSoftware Product Key Technologies Delivery approach•CA Service Desk •Multi Tenancy to •CA Services Manager 12.5 support a service •Deep Domain•Incident and provider structure Experience Problem •Enterprise scalable •Time and Material Management architecture •Incremental•Business •CMDB deployment Intelligence Configuration Item•Reporting visualization “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 2
  3. 3. General information about the program Program T&M: Predefined budget and days based on a project pipeline per resource role Project Setup Project Execution Project Closure ▸ Formal request ▸ Weekly update of ▸ each month ▸ Qualified response ▸ %complete of tasks deliver benefits ▸ CR register to the business ▸ Statement of work ▸ Timesheets ▸ Detailed WBS ▸ Weekly calculation ▸ each month ▸ Project plan ▸ Estimate to complete on-board a tenant ▸ Task details as work effort (MD) extend an ITIL process ▸ Estimate to complete▸ Resource availability as monetary value ($) “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 3
  4. 4. Situation, what are the facts, what is causing the problem?A. Multiyear engagementB. Huge number of items to deliverC. Big human resources teamD. Many stakeholders and influencersE. Overloaded program and project managersF. Project management techniques are insufficient for program management “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 4
  5. 5. Negative Consequences and whathappens if there is no corrective actionA. Budget overruns in projectsB. Project schedules are not metC. Schedule for projects within program is not metD. Program budget is consumed without getting the program benefits “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 5
  6. 6. Objective: Do you agree that the most important thing is to implement feedback-loops to manage thedynamic complexity of IT programs? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 6
  7. 7. Proposal: I propose the following:Pre-define feedback loops within the program and its projects “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 7
  8. 8. This can be met by the following steps:A. Define the process how projects can be efficiently and repeatable be generated out of the programB. Define the process to manage shared resourcesC. Define process and tools to manage each project within the programD. Program performance and progress metricsE. Use tools and templates which support management with aggregated of data “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 8
  9. 9. Repeatable generation of projects within program Project Request Vision, Benefits, …PROGRAM • Roadmap Projects • Goals “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 9
  10. 10. Shared resources rolling plan “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 10
  11. 11. Estimate to complete feedback loops “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  12. 12. Program levelProject level Program Level Feedback Loops “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 12
  13. 13. Bird’s eye view on program level “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 13
  14. 14. At a glance traffic light view of projects and Program pipeline view “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 14
  15. 15. Reporting categories for traffic light status “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 15
  16. 16. Positive results when this proposal is implemented:A. Projects run in scope and timeB. Executed sequence, size and duration of projects matches mainly planned program scriptC. Business sees frequently successes in short period of time “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 16
  17. 17. Next stepsA. Make sample templates are available from the authorB. Open for volunteers to share and expand the toolset “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 17
  18. 18. ClosingA. Review key pointsB. Provide referencesC. Questions and contact information “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 18
  19. 19. Contact InformationGottfried.Rudorfer@gmx.athttp://rudorfer.homedns.org/+43 664 540 8784Gottfried.Rudorfer@ca.comhttp://www.linkedin.com/profile/view?id=8308541 “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

×