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
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Why is Project and service interaction important?
Development
Operations
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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
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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
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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
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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
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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
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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
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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
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SERVICE MANAGEMENT
ENGAGEMENT THROUGH A
TYPICAL DEVELOPMENT
PROJECT LIFECYCLE
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Project start-up and initiation
Project start-up
and initiation
and closure
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Project start-up and initiation
Financial
Management
Business
Relationship
Management
Demand
Management
Capacity and
Availability
Management
Service Level
Management
Change
Management
Security
Management
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Continuity
Management
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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
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Customer
agreement
portfolio
Copyright © Axelos Limited
2011 Reproduced under
licence from Axelos
© Somerset CC 2015
Requirements
Requirements
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Requirements
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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
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Continual
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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
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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
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Design
Design
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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
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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
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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
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Build and test
Build/test
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Build and Test
 Service validation and testing
 Release and deployment management
 Change and configuration management
 Service continuity management
 Capacity and availability management
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Deploy
Deploy
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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
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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
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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
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End
© Somerset CC 2015
Operate and Optimise
Optimise
Operate
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Operate and optimise
 Move from ELS to BAU as soon as possible
 With all ITSM processes now involved
 Importantly also looking for continual improvement
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Review and closure
Project review
and closure
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© 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