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George Papoulias CGEIT. ITIL Expert, PRINCE2 Prac;;oner, CRISC, CISA
Senior Project Manager Na;onal Bank Group
Integrating the Project Portfolio Management and Service Portfolio Management: The Governance of
Enterprise IT Perspective
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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CONTENTS
TYPES of GOVERANCE
GOVERNANCE IN COBIT5
COBIT5 & MANAGEMENT PROCESSES
STRATEGIC COMPONENTS OF A LOGICAL ORGANISATION STRUCTURE FOR AN IT SERVICE PROVIDER
THE SERVICE PORTFOLIO MANAGEMENT PROCESS
BUSINESS CHANGE GOVERNANCE
THE PROJECT PORTFOLIO MANAGEMENT PROCESS
INTEGRATING THE PROJECT MANAGEMENT & SERVICE MANAGEMENT
CONCLUSION
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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TYPES OF GOVERNANCE
Corporate Governance
Project/Program PorRolio
Governance
Service Governance
Governance of Enterprise Informa;on Technology Economic and
Financial Governance
Environmental Governance
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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THE COBIT 5 FRAMEWORK
COBIT 5 provides a comprehensive framework that assists enterprises to achieve their goals and deliver value through effective governance and management of enterprise IT.
Governance of Enterprise Informa;on Technology
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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ENABLERS
RESOURCES
COBIT 5 PRINCIPLES & ENABLERS
Source: COBIT® 5, figure 2. © 2012 ISACA® All rights reserved.
COBIT5 PRINCIPLES
Mee;ng Stakeholder
Needs
Covering the Enterprise End-‐to-‐end
Applying a Single
Integrated Framework
Enabling a Holis;c Approach
Separa;ng Governance
from Management
1. Principles, Policies and Frameworks
2. Processes 3.
Organiza;onal Structures
4. Culture, Ethics and Behavior
5. Informa;on 6.Services,
Infrastructures and Applica;ons
7. People, Skills and
Competencies
PRINCIPLES
Source: COBIT® 5, figure 12. © 2012 ISACA® All rights reserved.
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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MANAGMENT
GOVERNANCE (AND MANAGEMENT) in COBIT5
PLAN BUILD RUN MONITOR
GOVERNANCE EVALUATE
DIRECT MONITOR
Business Needs
Source: COBIT® 5, figure 15. © 2012 ISACA® All rights reserved.
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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GOVERNANCE in COBIT5
Source: COBIT® 16, figure 16. © 2012 ISACA® All rights reserved.
The COBIT 5 process reference model subdivides the IT-related practices and activities of the enterprise into two main areas—governance and management—with management further divided into domains of processes
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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COBIT5 & IT SERVICE MANAGEMENT
Source: COBIT® 16, figure 16. © 2012 ISACA® All rights reserved.
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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COBIT5 & PORTFOLIO/PROGRAMME/PROJECT MANAGEMENT
Source: COBIT® 16, figure 16. © 2012 ISACA® All rights reserved.
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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STRATEGIC COMPONENTS OF A LOGICALORGANISATION STRUCTURE FOR AN IT SERVICE PROVIDER
IT Steering Group
Project Management Office (PMO)
Business Rela;onship Management
Service Management Office (SMO)
Process, Role or Function
Advocate of the customer (External/Internal)
Source: Figure 6.12, Service Strategy, ITIL v3 ® All rights reserved.
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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PROCESSES & FUNCTIONS COORDINATED BY THE SERVICE MANAGEMENT OFFICE (SMO)
SERVICE MANAGEMENT OFFICE (SMO)
Service Strategy Processes
Service Design
Processes
Service Transi;on Processes
Service Opera;on Processes
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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PROCESSES & FUNCTIONS COORDINATED BY THE SERVICE MANAGEMENT OFFICE (SMO)
SERVICE MANAGEMENT OFFICE (SMO)
Service Strategy Processes
Strategy Management for IT services
Service PorRolio
Management
Financial Management for IT Services
Demand Management
Business Rela;onship Management
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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PROCESSES & FUNCTIONS COORDINATED BY THE SERVICE MANAGEMENT OFFICE (SMO)
SERVICE MANAGEMENT OFFICE (SMO)
Service Design
Processes
Design Coordina;on
Service Catalogue
Management
Service Level Management
Availability Management
Capacity Management
IT service Con;nuity
Management
Informa;on Security
Management
Supplier Management
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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PROCESSES & FUNCTIONS COORDINATED BY THE SERVICE MANAGEMENT OFFICE (SMO)
SERVICE MANAGEMENT OFFICE (SMO)
Service Transi;on Processes
Transi;on Planning and Support
Change Management
Service Asset and
Configura;on Management
Release and Deployment Management
Service Valida;on and Tes;ng
Change Evalua;on
Knowledge Management
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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PROCESSES & FUNCTIONS COORDINATED BY THE SERVICE MANAGEMENT OFFICE (SMO)
SERVICE MANAGEMENT OFFICE (SMO)
Service Opera;on Processes
Event Management
Incident Management
Request Fulfillment
Problem Management
Access Management
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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SERVICE PORTFOLIO
THE SERVICE PORTFOLIO
Service Pipeline
Service Catalogue
Re;red Services
Configura;on Management System
Project PorRolio
Applica;on PorRolio
Customer PorRolio
Customer Agreement PorRolio
Supplier & Contract
Mgmnt Inf. Sys.
CMDB
Source: Figure 4.14, Service Strategy, ITIL v3 ® All rights reserved.
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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SERVICE LIFECYCLE CATEGORIES
Source: Figure 2.6, Service Strategy, ITIL v3 ® All rights reserved.
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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SERVICE PORTFOLIO MANAGEMENT PHASES
Define
Analyze
Approve
Charter
Other Service Management Processes
Con;nual Service
Improvement
Business Rela;onship Management
Strategy Management
Process IniEaEon • Services
• Business Cases
• Value Proposition
• Prioritization
• Change Proposal
• Authorization
• Communication
• Resource Allocation
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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SERVICE PORTFOLIO MANAGEMENT PROCESS
Source: Figure 4.19, Service Strategy, ITIL v3 ® All rights reserved.
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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DEFINE PROCESS
Existing Service
Define Impact on Service Model
Define Impact on Service Portfolio
Define Service Model
Define Service, Customer, Business
Outcome
Service Model
Service, Project Contract, Customer,
and Application Portfolio
Yes No
Strategic Initiative
Request from Business
Service Improvement
Service Suggestion
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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Define Process
Approve Process
ANALYZE PROCESS
Articulate Value Proposition
Analyze Investments, Value, and Priorities
Service Portfolio (service
Architecture Board)
Business Case
Service Model
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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Analyze Process
Business Case
Charter Process
APPROVE PROCESS
Service Feasible of
Service to be Retired
Notify Stakeholders and Update Service
Portfolio
Yes
No
Change Management
Change Proposal
Change Proposal
Authorized
No
Yes Service Charter
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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Approve Process
Analyze Process
CHARTER PROCESS
Communicate with
Stakeholders
Service Design and Transition
Service Successful?
Service Charter
Project PorRolio
Track Progress and Update
Service Portfolio
Analyze Investments, Value, and Priorities
No
END Yes
Approve Process
Notify Stakeholders and Update
Service Portfolio
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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RUN THE BUSINESS, CHANGE THE BUSINESS
Figure 1,1, P3O® is a Registered Trade Mark of the Cabinet Office. © Crown Copyright 2008 Reproduced under license from the Cabinet Office
RUN THE BUSINESS
• Business as Usual
CHANGE THE BUSINESS
• PorRolio Management
STRATEGIC OBJECTIVES
Managing Benefits
Managed Programmes & Projects
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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BUSINESS CHANGE GOVERNANCE
• Are we getting things done well
• Are we doing things the right way
• Are we getting the business benefits
• Are we doing the right things
Business Change Strategy
Business Change Value
Business Change Delivery
Business Change Design
Doing the right programmes and projects
Doing the programmes and projects right
Validation
Verification
Figure 2,1 P3O® is a Registered Trade Mark of the Cabinet Office. © Crown Copyright 2008 Reproduced under license from the Cabinet Office
Project Management Office (PMO)
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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PROJECT PORTFOLIO MANAGEMENT GROUPS
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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CORE PPM PROCESS OVERVIEW
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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PROJECT PORTFOLIO MANAGEMENT PROCESS
Vision, Mission, Strategic Plan
Strategic Planning
Opera;ons PorRolio Management
Project/ProgrammeManage
ment
PorNolio Performance Review
IdenEficaEon, CategorizaEon, EvaluaEon, SelecEon, PrioriEzaEon, And authorizaEon of PorNolio Components
Project/ Programme Performance Review
Delivering Completed Project/Program me to OperaEons
Project/ Programme Requests
Project/Programme Management Processes
Source: PMI Portfolio Standard, PMI, 2006 pp16, All rights reserved.
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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2 Gate 1-‐Approve project
proposal?
1 Create Project
Proposal
5 Develop Business
Case
10 Review Project
9 Implement & Manage Project
11 Realize Benefits
12 Close Project
Project/Programme Portfolio Management Process who Input Output
Gate 1 Gate 2 Project Reviews Gate3
4 End/Suspend or Replan PP/BC
6 Gate2-‐
Authorize Implementa;on?
7 Analyze PorRolio & Recommend
Project Priori;es
8 Priori;ze Project PorRolio
Portfolio/ Program/ Project
Management Office (PMO)
Decision Board
Business Leaders, Sponsors
Finance
Processing
Budgeting Process
Project Idea, Project
Guidelines, Project Status,
Budgets, Financial
Assumptions, Risks,
Resources, Results,
Benchmark Results, Polices,
Procedures, Standards
Project Decision Criteria, Project
Guidelines, Strategic
Plans, Budgets, Mergers,
Acquisitions & Divestitures
Market, Industry Trends,
Process Tools, Templates &
Guides
Yes
Yes
No No Yes
3 Incorporate into Budge;ng Process
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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INTEGRATING PROJECT & SERVICE MANAGEMENT
Source: Figure 3.8, Service Design, ITIL v3 ® All rights reserved.
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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CONCLUSION
It is to the best interest of Organizations, in order to obtain better results and achieve superior quality of services to better integrate service management objectives and culture with those of traditional project/programme management.
6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group
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Q & A
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