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Managing an ITIL SaaS implementation IT program
This document discusses managing an ITIL SaaS implementation program through defining feedback loops. It proposes pre-defining feedback loops within the program and projects to efficiently manage resources, generate repeatable projects, and provide performance metrics. Implementing this proposal would result in projects running on schedule and scope and the business seeing frequent successes.
Managing an ITIL SaaS implementation IT program
- 1. Managing an ITILSaaS Implementation IT program A Case Study CAS03 Gottfried Rudorfer CA 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. Key facts ofthe ITIL SaaS Implementation Program Software 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. General information aboutthe 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. Situation, what arethe facts, what is causing the problem? A. Multiyear engagement B. Huge number of items to deliver C. Big human resources team D. Many stakeholders and influencers E. Overloaded program and project managers F. 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. Negative Consequences andwhat happens if there is no corrective action A. Budget overruns in projects B. Project schedules are not met C. Schedule for projects within program is not met D. 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. Objective: Do youagree that the most important thing is to implement feedback-loops to manage the dynamic 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. Proposal: I proposethe 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. This can bemet by the following steps: A. Define the process how projects can be efficiently and repeatable be generated out of the program B. Define the process to manage shared resources C. Define process and tools to manage each project within the program D. Program performance and progress metrics E. 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. Repeatable generation ofprojects 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. Shared resources rollingplan “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. Estimate to completefeedback 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. Program level Project 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. Bird’s eye viewon 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. At a glancetraffic 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. Reporting categories fortraffic 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. Positive results whenthis proposal is implemented: A. Projects run in scope and time B. Executed sequence, size and duration of projects matches mainly planned program script C. 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. Next steps A. Makesample templates are available from the author B. 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. Closing A. Review keypoints B. Provide references C. 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. Contact Information Gottfried.Rudorfer@gmx.at http://rudorfer.homedns.org/ +43 664540 8784 Gottfried.Rudorfer@ca.com http://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.