managing an itil saas implementation it program
TRANSCRIPT
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Managing an ITIL SaaS Implementation IT program
A Case Study CAS03
Gottfried RudorferCA Technologies
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Key facts of the ITIL SaaS Implementation Program
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Key Technologies
•Multi Tenancy to support a service provider structure•Enterprise scalable architecture•CMDB Configuration Item visualization
Software Product
•CA Service Desk Manager 12.5•Incident and Problem Management•Business Intelligence•Reporting
Delivery approach
•CA Services•Deep Domain Experience•Time and Material•Incremental deployment
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General information about the program
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Project Setup Project Execution Project Closure
Program
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Situation, what are the 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
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Negative Consequences and what 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
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Objective: Do you agree that the most important thing is to implement feedback-loops to manage the
dynamic complexity of IT programs?
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Proposal: I propose the following:Pre-define feedback loops within the
program and its projects
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This can be met 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
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• PR
OJE
CT
Repeatable generation of projects within program
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P R O G R A M Vis
io
n,
Be
nef
its
, …
Pro
ject
s•
Ro
adm
ap•
Go
als
Request
• Initiated by customer• States key requirements
Qualified response
• Supplier responds• Did we understand?
SOW
• Defined by supplier• Project in- and exclusionsP
roje
ct R
eque
st
•PROJECT
Qualified response•OPPORTUNITY
SOW
Proje
ct O
PP.
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Shared resources rolling plan
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Estimate to complete feedback loops
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Program Level Feedback Loops
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Pro
ject
lev
el
Source data
Pro
gra
m l
evel
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Bird’s eye view on program level
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At a glance traffic light view of projects
and Program pipeline view
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Reporting categories for traffic light status
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Dimension Project - Green Project - Amber Project - Red
ScheduleNext Milestone and overall plans on track.
Issues achieving next Milestone and/or overall timeline.
Next milestone and/or overall timeline will not be met.
BudgetCurrently within budget and forecast to remain within budget.
Currently not in budget and/or overall budget will be exceeded by <5%.
Currently not in budget and/or overall budget will be exceeded by >5%.
Scope
Scope and objectives are agreed with all stakeholders and can be met.
Different understanding within stakeholder and/or objectives are in danger.
Scope/Objectives cannot be met currently.
Resources Staffi ng is appropriate Issues with staffi ng.Cannot be executed with current staffi ng.
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Positive results when this 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
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Next steps
A. Make sample templates are available from the author
B. Open for volunteers to share and expand the toolset
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Closing
A. Review key points
B. Provide references
C. Questions and contact information
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Contact Information
http://rudorfer.homedns.org/
+43 664 540 8784
http://www.linkedin.com/profile/view?id=8308541