Service management in the project lifecycle
Service management in the project lifecycle Vernon Lloyd itSMF Ottawa May 2015 itSMF Ottawa 2015 © Somerset CC 2015 Session coverage Required involvement of service management in the project lifecycle The processes and activities required and how ITIL best practice can be applied to the project environment Brief exploration of DevOps Brief look at Agile and ITIL . ITIL® is a registered trade mark of Axelos Limited itSMF Ottawa 2015 © Somerset CC 2015 Why is Project and service interaction important? Development Operations itSMF Ottawa 2015 © Somerset CC 2015 Importance Identify touch points • Between the project lifecycle and the service management framework Requirements • Failure to identify operational requirements early enough can cause implementation delays, incorrect functionality and over spending Plan for transition • From the project environment to business as usual to ensure that a ‘successful’ project doesn’t become a failing operational service itSMF Ottawa 2015 © Somerset CC 2015 DevOps - Definition DevOps is the practice of operations and development participating together in the entire service lifecycle, from design through the development process to production support Understanding of the value of collaboration between development and operations staff throughout all stages of the development lifecycle when creating and operating a service itSMF Ottawa 2015 © Somerset CC 2015 Agile Traditional projects are often split into teams such as developers, testers, release managers and sysadmins all working in separate silos It can lead to a 'lob it over the wall' methodology problems are passed between business analysts, developers, QA specialists, sysadmins and ultimately operations Agile project management is an iterative and incremental method of managing the design and build activities in a highly flexible and interactive manner It requires capable individuals with supplier and customer input – the right resources - remember 9 people can’t make a baby in a month Even if you are on the right track, you will get run over if you just sit there.” — Will Rogers itSMF Ottawa 2015 © Somerset CC 2015 Waterfall and Agile Generally • On Software projects customers are expected to finalize requirements before they can test-drive the prototypes Agile project management • Embraces change, even late in the development stage and delivers the features with the greatest business value first • Needs real-time information to tightly manage cost, time and scope • Developed in small chunks of work or iterations Waterfall • Defines full requirements and design from the outset often resulting in long time periods before anything is achieved itSMF Ottawa 2015 © Somerset CC 2015 The eternal project square Scope Quality "If an IT project works the first time, it was in your nightly dreams. Time to wake up and get to work." Cornelius Fitchner Time Cost itSMF Ottawa 2015 © Somerset CC 2015 Project management/ service management integration basics Project Management is essential to implement new services or major changes to existing services Service Management is essential to support and operate the service in the live environment The project/application development teams and the service management teams need to engage with each other throughout the project life-cycle Project team needs to ensure that the technical environment is capable of supporting the project and it’s deliverables before and after implementation Service management teams should be identified, sized, resourced and trained to support the project in development and after implementation “Begin at the beginning,’ the King said gravely, ‘and go on till you come to the end; then stop.” Lewis Carroll itSMF Ottawa 2015 © Somerset CC 2015 Risks Can affect timescale, cost, quality or benefits Risk management begins when the project begins A fact of life on all projects A factor throughout the lifecycle itSMF Ottawa 2015 © Somerset CC 2015 SERVICE MANAGEMENT ENGAGEMENT THROUGH A TYPICAL DEVELOPMENT PROJECT LIFECYCLE itSMF Ottawa 2015 © Somerset CC 2015 Project start-up and initiation Project start-up and initiation and closure itSMF Ottawa 2015 © Somerset CC 2015 Project start-up and initiation Financial Management Business Relationship Management Demand Management Capacity and Availability Management Service Level Management Change Management Security Management itSMF Ottawa 2015 Continuity Management © Somerset CC 2015 Project start-up and initiation The service portfolio Service pipeline Service catalogue Retired services Configuration management system Customer portfolio CMDB Application portfolio Project portfolio Supplier and contract management information system itSMF Ottawa 2015 Customer agreement portfolio Copyright © Axelos Limited 2011 Reproduced under licence from Axelos © Somerset CC 2015 Requirements Requirements itSMF Ottawa 2015 © Somerset CC 2015 Requirements itSMF Ottawa 2015 © Somerset CC 2015 Requirements Good 2-way communications is key “the greatest problem in communication is the illusion that it has been accomplished” (George Bernhard Shaw) The appropriate method for the audience itSMF Ottawa 2015 Continual © Somerset CC 2015 Requirements - business relationship management New requirements Requirements & opportunities Service provider and process owners Service capabilities Business relationship management Requests/suggestions Service expectations Customer Many other processes also involved in ascertaining and defining requirements itSMF Ottawa 2015 © Somerset CC 2015 Problems with gathering requirements Ambiguities Duplicating or conflicting requirements Requirements that are based on a solution rather than a business need Uncertainty amongst users about what they need from the service Omitted requirements Lack of willingness of users or IT staff to challenge requirements Capturing tacit (as opposed to explicit) knowledge itSMF Ottawa 2015 © Somerset CC 2015 Design Design itSMF Ottawa 2015 © Somerset CC 2015 SDP, SAC and the service lifecycle Business requirements Early life support period Live operation Design and development Project (project team) SAC Document & agree business requirements (strategy & design) SAC Design service solution (design) SAC SAC Build service solution (transition) Test service solution (transition) SAC Develop service solution (design) SAC SAC Deploy service solution (transition) Strategy SDP Design Improvement Transition Operation Transition and operation involvement SLR RFC Authorized released for design Change management SLR SLR SLR Authorized for build and test Authorized for development SLR Authorized for deployment SLR Pilot SLA Live SLA Authorized for Authorized for SLA pilot acceptance Deploy and verify Plan and prepare Build and test release (including ELS) release release Release and deployment management SLM Review and close Review and close Copyright © Axelos Limited 2011 Reproduced under licence from Axelos itSMF Ottawa 2015 © Somerset CC 2015 Business impact analysis Business impact analysis (BIA) answers the following questions: – How much could the organization lose by a service disruption or disaster? – How quickly would the losses mount up? – How long before the business was unable to operate? – When and how should services be recovered (based on a cost/benefit analysis)? Should be undertaken early in the project lifecycle – too late after go live date itSMF Ottawa 2015 © Somerset CC 2015 Design Supplier Management Supplier evaluation and selection begins no later than the design stage to ensure that the appropriate options are selected and the necessary underpinning agreement are in place when the service is finally deployed Service level management Availability management Capacity management Service continuity management And several others involved itSMF Ottawa 2015 © Somerset CC 2015 Cost of poor design 60 50 40 30 20 10 Cost of error discovered during design Cost of error discovered during transition Cost of error discovered during live operation 0 itSMF Ottawa 2015 © Somerset CC 2015 Build and test Build/test itSMF Ottawa 2015 © Somerset CC 2015 Build and Test Service validation and testing Release and deployment management Change and configuration management Service continuity management Capacity and availability management itSMF Ottawa 2015 © Somerset CC 2015 Deploy Deploy itSMF Ottawa 2015 © Somerset CC 2015 Deploy Knowledge management – Good control over and access to required information is essential "The project manager must be able to develop a fully integrated information and control system to plan, instruct, monitor and control large amounts of data, quickly and accurately to facilitate the problem-solving and decision- making process." –- Rory Burke itSMF Ottawa 2015 © Somerset CC 2015 Deploy – other processes Release & Deployment management – the key process Service catalogue management • New service added Service Level management • Start measuring live performance Service Desk • Be prepared Access management/Security management Request fulfilment itSMF Ottawa 2015 © Somerset CC 2015 Deploy – Early Life Support Start Release and Deployment Entry and exit criteria for ELS decided in service design stage of the project Set customer and user expectations regarding handover to service operation Retain key personnel from the project team to assist with resolution of incidents and problems Incident and problem management Operate service Change and configuration management Collect service performance data Plan and manage improvements/risk mitigation/change Report service performance achieved Service level management Compare progress against ELS plan SKMS/CMS Verify service stability Exit criteria met? Yes No Identify quick wins/ improvements/risk mitigation/changes Axelos limited Copyright 2011 Reproduced under licence from Axelos itSMF Ottawa 2015 End © Somerset CC 2015 Operate and Optimise Optimise Operate itSMF Ottawa 2015 © Somerset CC 2015 Operate and optimise Move from ELS to BAU as soon as possible With all ITSM processes now involved Importantly also looking for continual improvement itSMF Ottawa 2015 © Somerset CC 2015 Review and closure Project review and closure itSMF Ottawa 2015 © Somerset CC 2015 Summary Benefits of development projects not realised until the service is delivered to the customer over a period of time Service management must engage with project development life-cycle to ensure maintainability is built into the application to minimise business disruption and increase quality of the product For Agile and Waterfall - Less rework – lower costs – better quality AND, Happy customers! itSMF Ottawa 2015 © Somerset CC 2015
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