Operations Management Solution – Driving Safety and Profitability One Shift a...Yokogawa1
In order to succeed in tomorrow's business climate, organizations must optimize all aspects of their operations including human resources. Unfortunately, traditional tools are not equipped to leverage real-time information and provide a holistic view of operations. This perhaps is most critical during shift handovers.
Yokogawa’s Operations Management (OM) digitalization solution enables efficiency gains and improved safety by creating an operational knowledge base to enhance human collaboration. OM creates structure for previously underutilized information and consolidates real-time performance data into key reports and KPIs to improve decision making on a daily basis. Leverage existing applications from Yokogawa and third parties to optimize the overall return on investment.
Presentation delivered by Greg Lamberson, Vice President, Planning, Frontier Energy Services, LLC at the marcus evans Energy Pipeline Summit 2019 held in New Orleans LA
How to build a credible performance measurement baseline (v5)Glen Alleman
Having the EV numbers all lined up is a necessary but not sufficient condition for program success. Elements of the Performance Measurement Baseline must be Credible to increase the Probability of Program Success.
Operations Management Solution – Driving Safety and Profitability One Shift a...Yokogawa1
In order to succeed in tomorrow's business climate, organizations must optimize all aspects of their operations including human resources. Unfortunately, traditional tools are not equipped to leverage real-time information and provide a holistic view of operations. This perhaps is most critical during shift handovers.
Yokogawa’s Operations Management (OM) digitalization solution enables efficiency gains and improved safety by creating an operational knowledge base to enhance human collaboration. OM creates structure for previously underutilized information and consolidates real-time performance data into key reports and KPIs to improve decision making on a daily basis. Leverage existing applications from Yokogawa and third parties to optimize the overall return on investment.
Presentation delivered by Greg Lamberson, Vice President, Planning, Frontier Energy Services, LLC at the marcus evans Energy Pipeline Summit 2019 held in New Orleans LA
How to build a credible performance measurement baseline (v5)Glen Alleman
Having the EV numbers all lined up is a necessary but not sufficient condition for program success. Elements of the Performance Measurement Baseline must be Credible to increase the Probability of Program Success.
05 Project Monitoring & Cost Controlakashpadole
The presentation has prepared as per the syllabus of Mumbai University.
Go through the presentation, if you like it then share it with your friends and classmates.
Thank you :)
Pmicos 2011 Review And Analysis Of Mitigation SchedulesChris Carson
This paper describes strategies to request, review and analyze mitigation plans, including discussion of real project experiences in mitigation through cost-based analysis looking at progress, compression, and fast track, ultimately recognizing the differences between the Contractors’ best case and the Owner’s best case.
Promo_Epc project rule of credit and progress measurement ignitetribes
Project progress monitoring and control is one of the most important tasks of construction project management. Many times planner or project manager not able.The hardest part of project controls is accurate performance measurement of work accomplished.
Taking time out to establish repeatable rules of credit can literally remove 75% of the performance measurement "guessing game" out of the equation.
In this book we don't just explain on what is rule of credit but we also provide tonnes of examples on how to establish the weighted milestone. It's a ready to be plug and plan in your project control measurement.
Log in to ignitetribes.com to purchase the book.
Triage and Network monitoring services for our Telecommunications Clients. They have been modeled specifically to create for OPEX reduction and the solution is carrier grade.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
Can A Subcontractor Have CP Delay When The Gc Does NotChris Carson
To prove entitlement to delay damages, it has been reasonably established (by best practices as well as case law) that a Contractor must show a critical path delay to Project completion. But, what happens when an Owner-impact extends the time a Subcontractor must remain on the job, but doesn’t extend the Project completion date?
How To Structure A Successful MediationChris Carson
This session provides background on the purpose of mediation, how to present as an expert, and how an experienced mediator facilitates dispute resolution.
05 Project Monitoring & Cost Controlakashpadole
The presentation has prepared as per the syllabus of Mumbai University.
Go through the presentation, if you like it then share it with your friends and classmates.
Thank you :)
Pmicos 2011 Review And Analysis Of Mitigation SchedulesChris Carson
This paper describes strategies to request, review and analyze mitigation plans, including discussion of real project experiences in mitigation through cost-based analysis looking at progress, compression, and fast track, ultimately recognizing the differences between the Contractors’ best case and the Owner’s best case.
Promo_Epc project rule of credit and progress measurement ignitetribes
Project progress monitoring and control is one of the most important tasks of construction project management. Many times planner or project manager not able.The hardest part of project controls is accurate performance measurement of work accomplished.
Taking time out to establish repeatable rules of credit can literally remove 75% of the performance measurement "guessing game" out of the equation.
In this book we don't just explain on what is rule of credit but we also provide tonnes of examples on how to establish the weighted milestone. It's a ready to be plug and plan in your project control measurement.
Log in to ignitetribes.com to purchase the book.
Triage and Network monitoring services for our Telecommunications Clients. They have been modeled specifically to create for OPEX reduction and the solution is carrier grade.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
Can A Subcontractor Have CP Delay When The Gc Does NotChris Carson
To prove entitlement to delay damages, it has been reasonably established (by best practices as well as case law) that a Contractor must show a critical path delay to Project completion. But, what happens when an Owner-impact extends the time a Subcontractor must remain on the job, but doesn’t extend the Project completion date?
How To Structure A Successful MediationChris Carson
This session provides background on the purpose of mediation, how to present as an expert, and how an experienced mediator facilitates dispute resolution.
Many organizations deliver significant change through formal
projects, and the failure to ensure that projects address the full Service
Management and operational requirements as well as the functional requirements can be a costly, and risky for an organization.
Service Transition ensures that the transition processes are streamlined,effective and efficient so that the risk of delay is minimized.
Where there is major change there will be complexity and risk. There are usually many interdependencies to manage and conflicting priorities to resolve, particularly as new and changed services transition and go live.
Service Transition takes into consideration aspects such as organizational change and adaptation of the wider environment in which they operate that would influence an organization’s use of the services and the associated risks (ITILv3 Service Transition, p.3).
How Implementing an effective Change Control process can have a positive impact on a project. This presentation will bring you through a step by step guide to accomplish this goal.
Introduction to itil v3/ITSM Processes and FunctionsPrasad Deshpande
IT service Management ITIL v3 Processes and Functions ranging from ITIL Life cycle, Incident, Problem and Change Management, Service Desk, Application Management
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
AI for Every Business: Unlocking Your Product's Universal Potential by VP of ...
Change management infra basic - quick guideline v1.1 tj
1. Q U I C K G U I D E L I N E
IT CHANGE MANAGEMENT - INFRA
Tijs van Velthoven
2014-2015
2. ContentsContentsContentsContents
• Introduction to Change Management
• What is Change Management
• Why Change Management
• Who are Change Management
• The Process…
• Making Change Requests
• Risk Levels
• CAB Infra
• Emergency Changes
• (Remedy) Process Flow
• Project-Related Process(es)
• Appendices:
• A: How to Request a Change in Remedy
• B: Useful Links & Resources
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
4. WHAT IS CHANGE (MANAGEMENT)?
The process responsible for controlling the lifecycle of all
Changes
The primary objective:
to enable beneficial Changes to be made
with minimum disruption to IT Services
A Change is:A Change is:A Change is:A Change is:
an upgrade, modification or addition to services or components
made to improve the day-to-day operations of the business
the impact of improperly managed change can be significant and tends
to be very visible
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
5. WHY CHANGE MANAGEMENT?
Change Management Helps with:Change Management Helps with:Change Management Helps with:Change Management Helps with:
• Guaranteeing desirability & feasibility of change requests
Maintaining QualityMaintaining QualityMaintaining QualityMaintaining Quality
By using proofed/tested implementation steps & resources
By limiting impact through risk mitigation steps
Enforce standards by limiting work-arounds
Maintaining EfficiencyMaintaining EfficiencyMaintaining EfficiencyMaintaining Efficiency
Enhanced budget-control (better use of resources)
Time line management (faster delivery)
Reduction of ‘waste’ (failed actions/redundant activities)
Roles & responsibilities clear
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
6. Who are Change Infra?Who are Change Infra?Who are Change Infra?Who are Change Infra? ––––pt.1pt.1pt.1pt.1
• Change Management Infrastructure:
– Part of IT Service Delivery
– Global and Regional presence
Change Manager Infra – Tijs van Velthoven
Global Change Coordinators –
ISM Process Manager Change –
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
8. Who are Change Infra?Who are Change Infra?Who are Change Infra?Who are Change Infra? ––––pt.3pt.3pt.3pt.3
• Division of Roles & Responsibilities:
– Global Change Coordination Team
• General coordination & distribution, escalations
– change coordination of ‘local unit changes’
– distribution & reporting various network changes
• Organizing / hosting CAB
– Incl. maintenance CAB Administration (Sharepoint)
– Regional Change Coordination Team
• Detailed change coordination
• Alignment/planning with all involved parties in a Change
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
10. Changes requested via:Changes requested via:Changes requested via:Changes requested via:
Service Delivery System (i.e. BMC Remedy)
User Portal
CRQ requested by:CRQ requested by:CRQ requested by:CRQ requested by:
Business ‘Key’ users
ICT Coordinators
Information Managers
Business Information Managers
Project Teams
IT Service Delivery Staff
MAKING CHANGE REQUESTS (CRQ)
WHERE & WHO
Business Users
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
11. • Summary
– a one line-explanation of the Change on high level
• Notes-Field
– following WHAT, WHY, WHEN, HOW, WHO format
• Select Change Type
– ‘Non-Standard Change’ – assign to xxx-dept.
– ‘Project’ for Umbrella Changes – assign to xxx-dept.
• Production Categorization
– Tier 1 mandatory
– Tier 2 very valuable!
• Relate Incident or Problem #, or Project Umbrella ticket if
relevant, and relate CI-numbers
Making Change RequestsMaking Change RequestsMaking Change RequestsMaking Change Requests
Change ContentChange ContentChange ContentChange Content
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
12. RISK LEVELS -PT.1
• Risk Levels determine how a request is processed
• RL1 – CRQ with known- or small impact
• RL2 – Currently not used
• RL3 – CRQ with unknown- or large impact
• RL4 – Significant Change (goes to Service Manager)
• RL5 – Currently not used
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
13. RISK LEVELS -PT.2
• Assessed by Change Coordinator, using Risk Level Matrix
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
14. CAB INFRASTRUCTURE –PT.1
• CAB Infra: Change Advisory Board Infrastructure
• Who: representatives from various teams within IT Service
Delivery
• When: weekly meeting
• Deadline submission RL3 CRQ’s/IA’s for CAB Review: Midnight (CET) Thursday !!
Remedy-status CRQ must be ‘RFC’ or ‘SFR’
ChangeChangeChangeChange Manager InfraManager InfraManager InfraManager Infra
ChangeChangeChangeChange CoordinatorsCoordinatorsCoordinatorsCoordinators
Server OwnersServer OwnersServer OwnersServer Owners
ServiceServiceServiceService Desk (1Desk (1Desk (1Desk (1stststst LineLineLineLine
Support)Support)Support)Support)
Project ManagementProject ManagementProject ManagementProject Management
OfficeOfficeOfficeOffice
ProblemProblemProblemProblem ManagerManagerManagerManager
Change ManagerChange ManagerChange ManagerChange Manager
ApplicationsApplicationsApplicationsApplications
Service OwnersService OwnersService OwnersService Owners
ValidationValidationValidationValidation CoordinatorCoordinatorCoordinatorCoordinator
Service ArchitectService ArchitectService ArchitectService Architect
3333rdrdrdrd Line EngineeringLine EngineeringLine EngineeringLine Engineering
IT SecurityIT SecurityIT SecurityIT Security
Regional SupportRegional SupportRegional SupportRegional Support Domain ArchitectDomain ArchitectDomain ArchitectDomain Architect
CorporateCorporateCorporateCorporate
CommunicationsCommunicationsCommunicationsCommunications
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
15. CAB INFRASTRUCTURE –PT.2
• Why: to review and decide on RL3 CRQs in xxx domain
– Remedy-status ‘RFC’ for in-take acceptance go for IA
– Remedy-status ‘SFR’ for acceptance IA go for implementation
• Others:
– CAB Intake Meeting within Change Team on Friday
– CAB Content uploaded to CAB Sharepoint (xxx-location)
– CAB decisions logged into CRQ Work Info, and to CAB Meeting
Minutes as available on CAB Sharepoint
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
16. Emergency ChangesEmergency ChangesEmergency ChangesEmergency Changes pt.1pt.1pt.1pt.1
• What is an Emergency Change?
• Non-Standard Change (low risk 1-2 & high risk 3-4-5)
• Priority “Critical”
• Examples of Emergency Changes
• Restoring a service after a Critical Incident
• Preventing a Critical Incident (i.e. a security patch)
• Following an urgent pressing business or legal need
Final decision on following Emergency Change Process taken by Change
Manager
• Who can request Emergency Change?
• Service Restoration Manager
• All Service Owners
• Appointed representatives of Business
• IT Service Delivery Management Team
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
17. • How to request Emergency Change?
• Risk Level 1-2
• Change Coordinator/Manager calls Support Group Coordinator/Service
Owner for priority resource allocation
• Risk Level 3-4-5
• Change Coordinator (on behalf of requestor) requests E-CAB with Change Mgr.
• Change Mgr. may request priority IA to be created first
• Change Mgr. organizes E-CAB with relevant stakeholders (subset of CAB)
• Change Mgr. may be Change Coordinator for Emergency Changes
• If Change Mgr. is not convinced of necessity to apply Emergency Change
procedure, GMT-approval may be requested
Emergency ChangesEmergency ChangesEmergency ChangesEmergency Changes pt.2pt.2pt.2pt.2
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
18. Initiate
Review &
Authorize
Plan &
Schedule
Implement Close
Initiate
Review &
Authorize
Plan &
Schedule Implement Close
• Status ‘Draft’ Change Request (CRQ) is created in Remedy
• Requestor is responsible for ticket; Change Team not involved yet
• Status ‘Request for Authorization’ Change Coordinator confirms CRQ is
‘up to standard’
• Status ‘Request for Change’ Risk Level 3 CRQ; CAB decides on next
step(s) – Risk Level 1 CRQ proceeds to next Status
BMC REMEDY PROCESS FLOW - BASIC
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
19. Initiate
Review &
Authorize
Plan &
Schedule
Implement Close
• Status ‘Planning in Progress’ Impact Analysis (IA) is created
• Status ‘Scheduled for Review’ CAB reviews RL3 IA, RL1 proceeds to
‘Implement’
• Status ‘Scheduled for Approval’ CAB approves RL3, possibly with
restrictions to be fulfilled
• Status ‘Scheduled’ Change Coordinator builds implementation Tasks
into Remedy
BMC REMEDY PROCESS FLOW - BASIC
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
20. Initiate
Review &
Authorize
Plan &
Schedule Implement Close
Initiate
Review &
Authorize
Plan &
Schedule
Implement Close
• Status ‘Implementation in Progress’ Tasks are implemented
• Status ‘Completed’ Requestor receives confirmation finalization CRQ
• Status ‘Closed’ Requestor has accepted final product, case closed
BMC REMEDY PROCESS FLOW - BASIC
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
21. BMC REMEDY PROCESS FLOW - EXTENDED
Change PhaseChange PhaseChange PhaseChange Phase Change StatusChange StatusChange StatusChange Status Task Phases activeTask Phases activeTask Phases activeTask Phases active
InitiateInitiateInitiateInitiate DraftDraftDraftDraft Requester write up and submitRequester write up and submitRequester write up and submitRequester write up and submit
Request For AuthorizationRequest For AuthorizationRequest For AuthorizationRequest For Authorization Change Coordinator review, assessChange Coordinator review, assessChange Coordinator review, assessChange Coordinator review, assess
and approve (incl. Risk Level!)and approve (incl. Risk Level!)and approve (incl. Risk Level!)and approve (incl. Risk Level!)
Review & AuthorizeReview & AuthorizeReview & AuthorizeReview & Authorize Request For ChangeRequest For ChangeRequest For ChangeRequest For Change RL3RL3RL3RL3 –––– CAB review and approveCAB review and approveCAB review and approveCAB review and approve
RL1RL1RL1RL1 ---- ProceedProceedProceedProceed
Plan & SchedulePlan & SchedulePlan & SchedulePlan & Schedule Planning In ProgressPlanning In ProgressPlanning In ProgressPlanning In Progress Create Impact Analysis / DeliverCreate Impact Analysis / DeliverCreate Impact Analysis / DeliverCreate Impact Analysis / Deliver
Project Brief and AssessmentsProject Brief and AssessmentsProject Brief and AssessmentsProject Brief and Assessments
Scheduled for ReviewScheduled for ReviewScheduled for ReviewScheduled for Review RL3RL3RL3RL3 –––– CAB review and approveCAB review and approveCAB review and approveCAB review and approve
RL1 ProceedRL1 ProceedRL1 ProceedRL1 Proceed
Scheduled for ApprovalScheduled for ApprovalScheduled for ApprovalScheduled for Approval RL3RL3RL3RL3 –––– CAB approval with restrictionsCAB approval with restrictionsCAB approval with restrictionsCAB approval with restrictions
to be fulfilledto be fulfilledto be fulfilledto be fulfilled
ScheduledScheduledScheduledScheduled Create implementation tasksCreate implementation tasksCreate implementation tasksCreate implementation tasks
ImplementImplementImplementImplement Implementation In ProgressImplementation In ProgressImplementation In ProgressImplementation In Progress Implement tasksImplement tasksImplement tasksImplement tasks
CompletedCompletedCompletedCompleted Requester reviewRequester reviewRequester reviewRequester review
ClosedClosedClosedClosed ClosedClosedClosedClosed B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
23. PROJECT-SPECIFIC CHANGE MGT. RULES
Umbrella CRQ
Can be created per end PMP Phase 2 (signed Project Brief required)
All Child CRQ’s must be related to Umbrella CRQ
Must be updated per each phase transition to reflect the current phase of project
High Level Design
Created in PMP Phase 3
Required for implementation of all RL3 Child CR’s on QA Environment
Implementation of Child CRQ’s
RL1 Child CR’s can be done per PMP Phase 3
Need to be rolled back in case project stops
RL3 Child CR’s on QA allowed per PMP Phase 4 (Prerequisites: HLD, 4 Assessments, updated PB)
RL3 Child CR’s on PROD only allowed in PMP Phase 5
Testing:
If QA environment can’t be used for UAT, Child CR’s should be implemented on PROD for UAT
Approval of Manager Service Delivery is needed
If UAT fails roll back coordinated by project
Pilots in PROD are done in PMP Phase 4, supported by Project Team
Approval of Manager Service Delivery is needed
Exceptions: If a Project Director wants to by-pass the above alignment rules, he/she is to provide related memo, signed off
by Project-Owner & 1 additional MT Member to Change Mgt.
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
24. PROJECT-SPECIFIC CHANGE MGT. RULES
Ticket Coordination
Project-Tickets are to be requested by xxx
When Business requests ‘Project-CRQs’, escalate to PMO for confirmation that Business Project is
known and follows guidelines (4 Assessments, etc)
XXX assigns Ticket to Change Coordinators
For Intake, Risk-Level Assessment, and Approval
RL3-IA Creation for Project-Tickets done by Project Team
Reviewed by ‘MO’ (i.e. by Engineering, Service Owner, Service Desk)
Further CRQ-coordination in one of two ways:
By Change Coordinators
In case CRQ would otherwise be considered an ‘MO Change’
In case implementation plan is crystal clear
In case no ‘special priority/urgency’ is required
By Project Team
In case CRQ requires ‘special’ alignment with resource-owners
In case CRQ is very complicated / requires coordination with multiple other CRQ’s (dependencies)
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
25. ArchitectureArchitectureArchitectureArchitecture //// ChangeChangeChangeChange mgtmgtmgtmgt in relation to projectsin relation to projectsin relation to projectsin relation to projects
Risk assessmentRisk assessmentRisk assessmentRisk assessment
- ArchitectureArchitectureArchitectureArchitecture
assessmentassessmentassessmentassessment
(PSA)(PSA)(PSA)(PSA)
- SecuritySecuritySecuritySecurity
assessmentassessmentassessmentassessment
- ValidationValidationValidationValidation
assessmentassessmentassessmentassessment
(1 or separate(1 or separate(1 or separate(1 or separate
assessments,assessments,assessments,assessments,
depending on the typedepending on the typedepending on the typedepending on the type
of project)of project)of project)of project)
RequirementsRequirementsRequirementsRequirements
- Functional
- Non functional /
SaaS
requirements
- Signed ProjectSigned ProjectSigned ProjectSigned Project----
briefbriefbriefbrief
- Umbrella ChangeUmbrella ChangeUmbrella ChangeUmbrella Change
High Level (Service)High Level (Service)High Level (Service)High Level (Service)
DesignDesignDesignDesign
- ContextContextContextContext
- Integration withIntegration withIntegration withIntegration with
other servicesother servicesother servicesother services
and solutionsand solutionsand solutionsand solutions
- DesignDesignDesignDesign
(conceptual /(conceptual /(conceptual /(conceptual /
logical /logical /logical /logical /
physical)*physical)*physical)*physical)*
- Governance /Governance /Governance /Governance /
Service MgtService MgtService MgtService Mgt
Detailed DesignDetailed DesignDetailed DesignDetailed Design
- InterfacesInterfacesInterfacesInterfaces
- ConfigurationConfigurationConfigurationConfiguration
design*design*design*design*
- InfrastructureInfrastructureInfrastructureInfrastructure
design*design*design*design*
- 4 Signed4 Signed4 Signed4 Signed
AssessmentsAssessmentsAssessmentsAssessments
(Sec/Arch/QA/(Sec/Arch/QA/(Sec/Arch/QA/(Sec/Arch/QA/MOMOMOMO))))
- Signed updateSigned updateSigned updateSigned update
ProjectProjectProjectProject----briefbriefbriefbrief
---- Child CRs for BuildChild CRs for BuildChild CRs for BuildChild CRs for Build
on QA Environ.on QA Environ.on QA Environ.on QA Environ.
Design review report /Design review report /Design review report /Design review report /
BRS;BRS;BRS;BRS; RemarkRemarkRemarkRemark BRS canBRS canBRS canBRS can
also be in PMP3 based onalso be in PMP3 based onalso be in PMP3 based onalso be in PMP3 based on
HLDHLDHLDHLD
- Unit testing & UserUnit testing & UserUnit testing & UserUnit testing & User
acceptance testingacceptance testingacceptance testingacceptance testing
(Service Validation)(Service Validation)(Service Validation)(Service Validation)
stronglystronglystronglystrongly
recommended on QArecommended on QArecommended on QArecommended on QA
EnvironmentEnvironmentEnvironmentEnvironment
- Signed off final MOSigned off final MOSigned off final MOSigned off final MO
AssessmentAssessmentAssessmentAssessment
- Impact & prepareImpact & prepareImpact & prepareImpact & prepare
Child CR’s for PROD.Child CR’s for PROD.Child CR’s for PROD.Child CR’s for PROD.
End PMP2End PMP2End PMP2End PMP2
Feasibility PhaseFeasibility PhaseFeasibility PhaseFeasibility Phase
End PMP3End PMP3End PMP3End PMP3
Develop PhaseDevelop PhaseDevelop PhaseDevelop Phase
End PMP4End PMP4End PMP4End PMP4
Accept. PhaseAccept. PhaseAccept. PhaseAccept. Phase
• In case of cloud: provided by vendorIn case of cloud: provided by vendorIn case of cloud: provided by vendorIn case of cloud: provided by vendor
• AB= Architect BoardAB= Architect BoardAB= Architect BoardAB= Architect Board
• Green = Architect requirements. Blue = ISM Change requirementsGreen = Architect requirements. Blue = ISM Change requirementsGreen = Architect requirements. Blue = ISM Change requirementsGreen = Architect requirements. Blue = ISM Change requirements
Sign
off AB
Sign
off AB
(A) Project Director
(R) Service Architect
(A) Project Manager
(R) Service Architect
(C) Domain Architect
(A) Project Director
(R) Domain Architect
(C) Service Architect
(A) Project Director
(R) Project PSO-er
(S) Service Validation
Officer
(S) Service Delivery
Manager
(A) Project Director
(R) Security Officer
(R) Service Architect
(A) Project Director
(R) Project PSO-er
(S) Service Validation
Officer
(S) Service Delivery
Manager
(A) Project Director
(R) Business
(R) Service Architect
(A) Project Director
(R) Project PSO-er
PMP5PMP5PMP5PMP5
ImplementImplementImplementImplement
PhasePhasePhasePhase
---- Implement ChildImplement ChildImplement ChildImplement Child
CR’sCR’sCR’sCR’s on Productionon Productionon Productionon Production
preferable viapreferable viapreferable viapreferable via
ReleaseReleaseReleaseRelease
ManagementManagementManagementManagement
(A) Project Director
(R) Project PSO-er
(S) Release Manager
Sign
CISO/E
A
Sign
off EA
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y
26. QUESTIONS?
B Y T I J S V A N V E L T H O V E N - I N T E R N A L U S E O N L Y