why good itil implementations go bad · why good itil implementations go bad presented by mike...

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Why Good ITIL Implementations Go Bad Presented by Mike Hoevenaars, ITIL Consultant.

Based upon white paper "Why good Projects go Bad" by Michael Addario

and Lloyd Weber, Noveld Business Systems.

Key Learnings Attendees Will Be Walking Away With Today:

1. Understanding of the Rules of Engagement, which dominates the

dynamics of a Project?

2. Understanding of Organizational layers, motivational drivers and

communication gaps, which makes up the dynamics of an organization

3. What Problem could result as these two forces interact?

Mike

Hoevenaars ITIL Consultant

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The Problem:

3 Plans &

Execution

1 Goal

Statement

2 Triple

Constraints

2

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Key Learning's

3

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The Project: A Temporary Entity

Project Sponsor

Project Manager

Team Lead 1

Team Lead 2

3 Plans &

Execution

1 Goal

Statement

2 Triple

Constraints

4

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The Organization: A Permanent Entity

Exec Team

Business Manager

Business Leads & Teams

IT Manager

IT Leads & Teams

Executive Layer

Operational Layer

Technical Layer

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Interactive Forces: Project vs Organization

Project Sponsor

Project Manager

Team Lead 1

Team Lead 2

Exec Team

Business Manager

Business Leads & Teams

IT Manager

IT Leads & Teams

Executive Layer

Operational Layer

Technical Layer

6

Conflict

3 Plans &

Execution

1 Goal

Statement

2 Triple

Constraints

7

Project Dynamics: Managing the Triple constraints

Schedule Budget

Scope

8

Triple Constraints

Schedule Budget

Scope

3 Plans &

Execution

1 Goal

Statement

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Triple Constraints

The Rules of Engagement

Performance

Cost

Schedule

Max

imiz

e

Co

nstr

ain

Acc

ep

t

X

X X

X

X X

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Triple Constraints

X

X X

X

X X

X

X X

Performance

Cost

Schedule

Ma

xim

ize

Co

ns

tra

in

Ac

ce

pt

The Rules of Engagement

11

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Linking Goals to the Triple Constraints

3 Plans &

Execution

1 Goal

Statement

2 Triple

Constraints

12

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Schedule: “...before this decade is out…”

Linking Goals to the Triple Constraints

Case Study: NASA

Cost: “…commit itself…” (implied)

“I believe that this nation should

commit itself, to achieving the goal,

before this decade is out, of landing a

man on the Moon and returning him

safely to the Earth.”

May 25, 1961 John F. Kennedy

Performance: “...returning him safely to the Earth.”

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Linking Goals to the Triple Constraints

NASA The Rules of Engagement

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Performance

Cost

Schedule

Max

imiz

e

Co

nstr

ain

Ac

cep

t

X

X X

X

X X

Apollo 11 returning him safely

to the Earth

commit itself

before this decade

is out

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Linking Goals to the Triple Constraints

NASA The Rules of Engagement

15

Performance

Cost

Schedule

Ma

xim

ize

Co

nstr

ain

Ac

cep

t

X X

X X X

X X

X X

Challenger

January 28, 1986

on schedule

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Linking Goals to the Triple Constraints

16 16

The Space Shuttle Program goal is to

establish a national space transportation

capability that will substantially reduce

the cost of space operations and support

a wide range of scientific, defense, and

commercial uses.

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Linking Goals to the Triple Constraints

The Rules of Engagement

Performance

Cost

Schedule

Maxim

ize

Co

nstr

ain

Acce

pt

X X X

Executive Layer

Operational Layer

Technical Layer

Schedule

Cost

Performance

17

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Linking Goals to the Triple Constraints

The Rules of Engagement

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On time

delivery

On time

delivery

Performance

Cost

Schedule

Maxim

ize

Co

nstr

ain

Acce

pt

X X X

Schedule

Cost

Performance

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NASA

Operational Layer

HydraPak Inc.

MIR Inc. Project

“Transition Transition”

CASE STUDY

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Background:

MIR Inc. has been experiencing significant sales declines

Declines in customer satisfaction, resulting from unexciting product implementations that included numerous Bugs and Delays!

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Project “Transition Transition”:

Executive Mandate:

– We MUST ensure our next release of the RedCherry Phone WOWs our customers with a flawless deployment!

21

Performance

Cost

Schedule

Ma

xim

ize

Co

nstr

ain

Ac

ce

pt

X

X X

X

X X

RedCherry Phone

WOWs our customers

with a flawless deployment!

We MUST ensure

our next product release

in Q4 2013

Linking the Goal to Triple Constraints

22

Performance

Cost

Schedule

Ma

xim

ize

Co

nstr

ain

Ac

ce

pt

X

X X

X

X X

Process that our small

teams can handle.

Automation is key!

shrinking budgets and a strain on our

available resources!

our next product release

in Q4 2013

Operational Influences on Triple Constraints

23

Performance

Cost

Schedule

Ma

xim

ize

Co

nstr

ain

Ac

ce

pt

X

X X

X

X X

Release Mgmt tool

with links into CMDB

and Inc. Mgmt system

Go to RFP to get best price.

All key personnel assigned to this

Tool Impl. July, train & test

Aug., Build release Sept

Technical Influences on Triple Constraints

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PM’s Planning based on Understanding of Project Drivers:

25

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Then the inevitable happens… Project CRISIS!

Major competitor announces launch of a new y-phone in September!

Executives decide to move up OUR product launch to August!

PM’s direction from Sponsor… – Move up project “Transition Transition” date to July 1

so we can use new process & tools for this launch.

WHAT HAPPEN’S NEXT???

26

PM’S Response

Performance

Cost

Schedule

Ma

xim

ize

Co

nstr

ain

Ac

cep

t

X X

X X X

X X

X X Add People, constraining costs

Reduce testing and shorten Product build to save time

Schedule now on Product Implementation’s Critical Path

27

THE RULES OF ENGAGEMENT HAVE CHANGED!

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Putting it Together

Performance

28

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Putting it Together

3 Plans &

Execution

1 Goal

Statement

2 Triple

Constraints

X X

X

Start Over !

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Putting it Together

Revisiting the Goal Statement: We MUST ensure our next release of the RedCherry

Phone WOWs our customers with a flawless

deployment!

30

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Putting it Together

31

Performance

We MUST ensure our next release of the RedCherry

Phone WOWs our customers with a flawless

deployment!

COST

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Putting it Together

Performance

Kick-off Project

Establish Requirements

Acquire Software

Develop Customization

Test, Test, Test

Implement Software

Train

Build Product Release Plan

Implement Product

Close Project

COST

32

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Putting it Together

3 Plans &

Execution

1 Goal

Statement

2 Triple

Constraints

X X

X

33

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Putting it Together

34

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Putting it Together

Performance On

35

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