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

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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. 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
• 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

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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.

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Business Analysis
1. The Global view
2. The tools for success

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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

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How People, Processes &
Systems interact

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Different Versions of Reality

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Goal Setting

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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

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‘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!

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Common BA Techniques/Tools
Business
Analysis
PESTLE
MOST
SWOT
SCRSCATWOE
FIVE
WHYS
MoSCoW

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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.

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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.

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Applying Lean & Identifying the 7 Wastes –
TIMWOOD
Type of Waste
Transport
Inventory
Motion
Waiting
Over Production
Over Processing
Defects

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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

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Project & Service Management
1. Traditional Methods
2. Agile Perspective

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Traditional Method Perspective
PMBOK
ITIL
PRINCE2

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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

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Project Planning
Activity by Process
Extract from White
paper from ThirdSky –
access to paper in portal
after the event.

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Project Planning
Requirements Gathering
Utility &
Warranty
5 Aspects
of Design
4 P’s of
Design
Service
Acceptance
Criteria

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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

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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

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Risk Management
• Service Provider Risks
• Contract Risks
• Design Risks
• Operational Risks
• Market Risks
ITSM Risk
Register
help to
identify
Project
Risks

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Agile Perspective
DevOps
Streamlining
Development
into / &
Operations?

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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/>

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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

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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:

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Our Perspective?
Tangible example of trying to address age old
problem
Agile going the extra mile
A logical extension
A service, not team perspective

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A Concern
“The end of ITIL”

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Great to See Progress But Same
Challenge
IT Management

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A Practical Example
Integrated Methods
Managing Change

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AGENDA
Getting the Job Done!
Example Delivery Ecosystem & Board
Risk Management
Continious Improvement
Improvement Techniques

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Getting the Job Done!
Project
Initiation
Phase
Project Planning Phase Project Execution Phase
Establishment Hand-overRealization
Project
Conclusion
Phase
Monitoring & Controlling
PMAgileKanban
Delivery Methodology

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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

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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
•…
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Description
Approvals
(wip 6)

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Risk Management
“Everyone has a plan until they get punched in the mouth.” KO

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Risk Management
 Context
 Weighting
 Risk identification
 Risk Analysis
 Risk evaluation
 Risk treatment
 Change Management
 Project Management

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Continuous Improvement

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Improvement
(t)
Control
Implementation
Risk
Treatment
Retrospectives
Continuous Improvement
Six
Sigma
RCA

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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

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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

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Thank you

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Algonquin College Comment
• Programs
• Statistics
• Knowledge Transfer

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Join The Debate on LinkedIn
SureSkills Service Management & Project Management Group

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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

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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.