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
9
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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.”
13
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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
18
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
24
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
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Putting it Together
3 Plans &
Execution
1 Goal
Statement
2 Triple
Constraints
X X
X
Start Over !
29
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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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