Wrestling a tech project towards a reliable service

The Service manager as the transition guru in a large institution

Workshop overview

Part 1: Transition from a project to a servicefrom the project/service manager’s viewfrom the technical manager’s view

Group work

Part 2: My Service Manager

Group work

Introductions and Icebreaker

Who are we?

Bergita Shannon eLearning Technology Support Manager – QUT

Nick Kays eLearning Technology Services Manager – QUT

Who are you?

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app.gosoapbox.com

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Access Code:

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Part 1 - Transition

• The project/service manager view (Bergita)

• The technical manager view (Nick)

• Group Discussion (all)

• Let’s share some ideas in GoSoapBox

Transition – the project/service manager viewProject Service

to

• Innovative• Ground breaking (software/system)• Funded within timeframe• Start End Date• Requirement: Uptake by all • Customisable to needs• Individual training/support• Helpdesk – little training, information• Documentation – relevant to project• Max support during project time• Etc.

• Day-to-day work• Upgradable (software/system)• Limited funding through OP budget• Infinite operation• Requirement: efficiency, reliability • Limited customisation• Usable for everyone - minimal training• Helpdesk – knowledge base• Documentation – defined QUT procedures• Supportable in future• Etc.

Hand-over

Projects

• Projects have high uncertainty!– New technologies– Unknown configuration/setup – Lots of learning and technical knowledge growth

• Projects run for a finite amount of time– DEADLINES!!! There is an end point!

• Change is easy and constant

Transition – the technical manager view (1)

Transition – the technical manager view (2)

Services

• Services are ongoing

• Services are mature and have large user bases

• Experienced technical staff at the helm

• Known processes and best practice

• Lessons learnt from past experience

• Change resistant.– “If it’s not broke, don’t fix it”

Transition – the technical manager view (3)

Projects vs Services

• Services have mature processes– Version control– Change management – Support ticket queue

• Projects are often experimental– Adhoc procedures on changes– Trial by fire / trial and error– Changes are not tracked– Limited communication to clients

Transition – the technical manager view (4)

Advice when transitioning to service

• Start good practice from the beginning– Version control– Release management – Organizational procedures– Communications!

• Keep the same team!– Promote ownership of the service– Keep the knowledge in the team

Transition – the technical manager view (5)

Discussion – Question Guide

• Questions?– Can I keep the same technical and support team? – Do I need technical staff to performing patching?

• If yes, do I have the budget for this? • Cloud hosted? Do I still need technical staff?

– Do I need to develop service enhancements?– How often will patching and upgrades occur? – Do I need to have users report issues to IT Helpdesk?– Do I need 24/7 support? Do I need high availability?

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Part 2 – My Service Manager

• Presenting ‘My Service Manager’ (Bergita)

• And this is your ‘Service Manager’ (all)

• Let’s share some ideas in GoSoapBox

Discussion – Question Guide

• Questions?– What is different at your institution?– What did I miss?– What area is more prominent in your institution?

My Service Manager

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Right handQUT: e.g.IT ServicesL &T unitStudent Bus ServiceseLearning Services

Left handUniversity/educational institution• Processes• Procedures• Policy• MOPP

Left LegT & LAcademicsStudents• Undergrad• Postgrad• Continuing Professional Education• New Developments, e.g. MOOCs

Right legTechnology• Software• Vendor• Customisations• Third party products

HeadMouth = communicationEars = listening to my institutionEyes = Trends & Dev in HEd

Business AnalystProject ManagerMarketing & Communication

CollaboratorMediatorTeacher & trainerPolice

Support Team

The role of the head