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IT Process Management

Instructor: Joe GargerDate/Time:Location:

Introductions Walk through the Syllabus Contact information Course Descriptions/Expectations Student Competencies Topics covered and Expected Outcomes Course Material (books and other reference material) Pre-reqs, Technical Knowledge Course Policies Grading Project Assignment and Timeline Introduction to IT Processes, Governance, and Process

Management Q&A/Discussions

Week 1 – IT Process Management

Instructor Background Class Introductions Notecards –

Name Grad/Understand Work in IT: Yes/No Industry Your Role Goals and expectation of class

Introductions

Contact Info Instructor:

Joe Garger

E-mail: [email protected]

Office: SERC – 349 (target 9/8) Wachman - 1015B

Office Hours:

30 minutes before class at the classroom (will adjust as needed)Office appointments available upon request.Available via e-mail.

Class Meeting Times

Wednesday 5:30-8:00 Location: Tuttleman Learning Center 0401B

Refer to Syllabus for Description

Course Descriptions

Major Topics to be covered Project concept to commitment Project Management Service Management Continuous Improvement IT Governance

We will not spend a lot of time on project management but will introduce various project management methodologies – more as an overview to different approaches to managing projects. Rather that a detailed project management course.

Class 1 –Student Competencies and expected outcomes

Student Competencies and expected outcomes (2)

The goal is to learn how to take a project from conception to servicing.

An understanding of artifacts and deliverables tro support and guide the IT organization and business decision makers through the project and processes.

An understanding of the regulatory and governance considerations that influence IT processes.

Hands on experience in creating professional level artifacts.

The course will require a project, divided into a mid term and final presentation. You will receive a grade for the documentation submitted and presentation.

First course. I want to make this a meaningful/positive experience for all in attendance.

I want your feedback If I don’t know something – I will research and bring

to next class. Learn from each other.

Share your experiences and stories Provide feedback to each other

Student Competencies and expected outcomes (3)

Effective Project Management: Traditional, Agile, Extreme, 7th Edition; Robert K. Wysocki ; ISBN: 978-1-118-72916-8; December 2013, ©2014 978-1-118-72916-8

Executive Guide to IT Governance: Improving Systems Processes with Service Management, COBIT, and ITIL; by Robert R. Moeller; February 2013, ISBN: 978-1-118-13861-8 416 pages

Books and Other Reference Material

Additional References will be provided with class material

Books and Other Reference Material

Course ScheduleDate Topics Covered

27-Aug Introductions; Course Overview; Overview of class project; Intro to IT Processes, Governance, and Process Management;

3-Sep Concept to commitment Organization and Inputs (Project Management 15&17)

10-Sep Concept to commitment Artifacts and Tools

17-Sep Project Management; Traditional Project Management (Project Management – Part I)

24-Sep Agile and Extreme Project Management (Project Management – Part II)

1-Oct Intro to ITIL and ITSM; ITSM Process Design

8-Oct Mid Semester Presentations and Project Documentation

15-Oct IT Service Management (ITIL/ITSM) – Service Support (IT Governance Chapters 6,14,17)

22-Oct IT Service Management (ITIL/ITSM)– Service Delivery (IT Governance Chapters 6,14,17)

29-Oct Continuous Process Improvement (Project Management – Chapter 15)

5-Nov Regulatory consideration in IT (SOx;HIPPA; SEC; FINRA) (IT Governance - Chapter 2 & 11); IT Governance Concepts (IT Governance - Chapter 1&2)

12-Nov IT Process Frameworks (COSO, COBIT, ITIL/ITSM, ISO) (IT Governance Chapter’s 4,5,6,7)

19-Nov IT Process Frameworks (COSO, COBIT, ITIL/ITSM, ISO) (IT Governance Chapter’s 4,5,6,7) cont…

26-Nov Fall Break

3-Dec Final Presentation and Project Documentation

Final Final Paper Due

Summary Class Project Assignment handout. Class

will be divided into teams (number?). There will be mid term and final presentation and paper.

Project governance Feedback. Will be 5 homework assignments. Each

will correspond to the major topics that we cover. You will have 2 weeks to complete and return.

Final paper - written response to 5 questions.

Assignments Overview

Assignment Timeline


Grading


Any outstanding syllabus topics

• MS Project• Disability disclosure statement• Student and faculty academic rights

and responsibilities policy

IT Process Management Defined

Why is IT Process Important What are we going to cover

Course Intro and Overview

Background on class For the purposes of this class we will use the

following definition:The processes that an IT organization put into place to manage the alignment and servicing of their application portfolio and environment to best meet the needs of the business.

Why is it important? People, Process, and ________

Course Intro and Overview – Process Management

Major Grouping of Topics PMO Project Management – traditional vs agile

Service Management Continuous Improvement IT regulatory environment and governance

Week 1 - Course Overview

Overview or IT Processes

Process/Continuous Improvement

IT Governance Board

Strategic

Planning

MTP

Road Map

Project ManagementEstimatingPlanning

OrganizingAgile

WaterfallProject Phases

ToolsQA/Testing

Staffing and

Sourcing

IT Service Delivery and Support

Managing Software MaintIntake

Process

Release Management

Strategy and Roadmaps CBA Corporate Planning Process PMO Project Intake Project Governance Portfolio Management Concept Paper/Project Overview Statement

(POS) Strategic and Tactical Prioritization

Overview of Project Concept through Commitment

Enterprise strategy

Line of business strategy




Security

Enterprise Support, Infrastructure, Network, Data Centers

Business Value Chain

Business Function Needs

Customer Service

Business Function Needs e.g.,

Marketing, Sales, & Distribution

Business Function Needs e.g.

Product Management

Business Function Needs,

Human Resources

Data and Reporting

Strategy begins at the top …

Business strategies are defined in support of the overall strategy.

Looking from an enterprise perspective across businesses can identify synergy opportunities that

can be optimized to drive value.

IT Org technology enabled business

strategy


strategy


strategy


strategy

… and can be enabled through technology

Operational Effectiveness and Simplification

Deepen Customer Engagement

Optimize Distribution / Sales

Innovation to Drive Growth

Compliant and Secure Systems

Available and Stable Environment

Efficient and Effective Delivery

Optimize Spend and Maximize Value

Right People, Right Positions

Introduction to IT Processes, Governance, and Process Management - Strategy

Organiza

tiona

l Objecti

ves

Strategic Planning and Road Maps

Project Management Topics

Traditional Agile Selection criteria

Week 1 Overview of Project Management

Rather than doing all of onething at a time...

...Agile teams do a little of everythingall the time following a structured approach.

Requirements Design Code TestWaterfall

Agile

Things to note:• Requirements start early but finish late in the project• Testing finishes last but starts nearly the same as the rest of the roles• Testers have the most difficult role (their line rises the highest)• The first half of an Agile project is the most difficult

Agile Discussion: Waterfall to Pilot Cognizant 2012

Service Management ITIL/ITSM

Service Delivery Service Support

ITIL Process Definition/Service Design

Overview of Service Management

ITIL Service Delivery Service Level Management Capacity Management Contengency Management Availability Management IT Financial Management – efficient cost


ITIL Service Support Configuration Management Problem Management Incident Management Change Management Service/Help Desk Release Management


Six Sigma Continous improvement Sprint Retrospective

Overview of Continuous Improvement

SOx HIPPA COBit COSO

Week 1 Overview of Regulatory and Governance

Risk review and management

Other Topics May be Discussed

For next class…

Read –

• Effective Project Management Chapter 15 – Establishing and Maturing a Project Support Office

• Effective Project Management Chapter 17 – Establishing a Project Portfolio Management Process

?

Q & A

Solutions Delivery Defined PMO

Week 1 Overview of Service Management


Week 1 Overview of Continuous Improvement


Week 1 Overview of IT Governance

Week 2 – Project Concept through Commitment

Week ? – Budget and CBA

Week 4 – Toll Gate Process, Demand Management, and Staffing

Week 8 – Release Management, Requirements Management

Week 9 –Supplier Management, Service Management

Week 10 – PMO Week 11 – Process Improvement (Six Sigma,

CI, TQM) Week 12 – Process Improvement (Six Sigma,

CI, TQM) Week 13 – Regulatory considerations in IT Week 14 - Test driven development

Week 7 – Overview of Project Management Methodologies (Extreme) Project Tools


Week 10 – PMO Week 11 – Process Improvement (Six

Sigma, CI, TQM) Week 12 – Process Improvement (Six

Sigma, CI, TQM) Week 13 – Regulatory considerations in

IT Week 14 - Test driven development






Week ? –Supplier Management






Week 9 –Service Management

Week 11 – Process Improvement (Six Sigma, CI, TQM)

Week 12 – Process Improvement (Six Sigma, CI, TQM)

Week 13 – Regulatory considerations in IT

Week 14 - Test driven development

Week 10 – PMO

Week 6 – Overview of Project Management Methodologies (Agile)

Week 7 – Overview of Project Management Methodologies (Extreme) Project Tools


Week 9 –Supplier Management, Service Management Week 10 – PMO Week 11 – Process Improvement (Six Sigma, CI, TQM) Week 12 – Process Improvement (Six Sigma, CI, TQM) Week 13 – Regulatory considerations in IT Week 14 - Test driven development

Week 5 – Overview of Project Management Methodologies (Waterfall,)

Week 6 – Overview of Project Management Methodologies (Agile)

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Effective Project Management: Traditional, Agile, Extreme

Presented by(facilitator name)

Managing Complexity in the Face of Uncertainty

Ch10: Agile Project Management

What is Agile Project Management? What is Lean Agile Project Management? Iterative Project Management Life Cycle Adaptive Project Management Life Cycle Adapting and integrating the APM toolkit

Summary of Chapter 10



What Is Agile Project Management?

Agile Project Management is a set of tools, templates, and processes for managing projects whose goal is clearly known but whose solution ranges from partially unknown to almost totally unknown.

NOTE: There are two types of Agile PMLC models: Iterative – used when most of the solution is known Adaptive – used when little of the solution is known


The Agile Manifesto

“We are uncovering better ways of developing [products] by doing it and helping others do it. Through this work we

have come to value:

Individuals and interactions over processes and tools Working [products] over comprehensive documentation

Customer collaboration over contract negotiations Responding to change over following a plan

That is, while there is value in the items on the right, wevalue the items on the left more.”

Martin Fowler & Jim Highsmith, “The Agile Manifesto.” Software Development Vol. 9, No. 8 (August 2001) pgs 28-32


Implementing Agile Projects

Agile Release Strategies:

Fully supported production versions of partial solutions are released to the end user quarterly or semi-annually

Intermediate versions are released to a focus group every 2-4 weeks


What is Lean Agile Project Management?

Lean Agile Project Management implies that any step in the process that does not contribute business value is to be eliminated.


What Is Lean Agile Project Management?

Seven Lean Principles

Eliminate waste Amplify learning Decide as late as possible Deliver as fast as possible Empower the team Build integrity in See the whole

LinearLinearIterativeDefinitionAn Iterative Project Management Life Cycle (PMLC) model consists of a number of phases that are repeated in groups with a feedback loop after each group is completed. At the discretion of the client, the last phase in a group may release a partial solution.


Iterative Project Management Life Cycle Model

Figure10-01

Most of the solution is clearly known You have a strong suspicion that there are

likely to be a number of Scope Change Requests

Concern about Lack of Client Involvement


LinearLinearIterative

When to Use an Iterative PMLC Model

Scope Phase Implementation of intermediate solutions can

be problematic Final solution cannot be defined at the start of the

project Plan Phase

The complete plan for building the known solution The partial plan for the high-priority functions



Iterative PMLC Model

Launch PhaseMonitor & Control Phase Close Phase




Table10-01

Characteristics TPM project team APM project team

Size Could be very large

Usually less than 15

Skill Level All levels Most skilled

Location Co-located or distributed

Co-located

Experience level Junior to senior Senior

Position responsibility

Requires supervision

Unsupervised

Characteristics The solution is known but not to the expected

depth (i.e., features are not complete) Often uses iconic or simulated prototypes to discover

the complete solution




Strengths Client reviews current partial solution for

improvements Can process scope changes between iterations Adaptable to changing business conditions




Weaknesses Requires a more actively involved client than

TPM projects Requires co-located teams Difficult to implement intermediate solutions Final solution cannot be defined at the start of the

project




DefinitionAdaptive PMLC models are those that proceed from cycle to cycle based on very limited specification of the solution. Each cycle learns from the proceeding ones and redirects the next cycle in an attempt to converge on an acceptable solution. At the discretion of the client a cycle may release a partial solution.


Adaptive Project Management Life Cycle Model

LinearLinearAdaptive

Figure10-02

NOTE: The iterative and Adaptive PMLC models look the same but the interpretations are very different.

Scope Phase Sets the boundaries and high-level parameters

for the project Specify number of cycles and cycle length Tentatively map out cycle objectives

Plan Phase Uses the Planning Process Group tools, templates,

and processes for the coming cycle functionality Launch Phase

Same as Iterative PMLC Model Establish sub-teams to work on concurrent swim

lanes



Adaptive PMLC Model

Monitor & Control Phase

Close Phase


Adaptive PMLC Model

Figure10-03


Characteristics Iterative structure Just-in-time planning Critical mission projects Thrives on change through learning and discovery


Adaptive PMLC Model


Strengths Does not waste time on non-value-added

work Avoids all management issues processing

scope change requests Does not waste time planning uncertainty Provides maximum business value within

the given time and cost constraints


Adaptive PMLC Model


Weaknesses Must have meaningful client

involvement Cannot identify exactly what will be

delivered at the end of the project


Adaptive PMLC Model


When to Use an Adaptive PMLC Model Have you or a trusted colleague had

successful adaptive project experience with this client before?

If this is the first adaptive experience for this client, have you assured yourself that they will be meaningfully involved throughout the entire project?

Has the client appointed a qualified and respected co-project manager for this project?


Adaptive PMLC Model


Adapting & Integrating the Toolkits for Maximum Effectiveness

Scope the Next Iteration/Cycle Elicit the true needs of the client Documenting the client’s needs Negotiating with the client how those needs will be met Writing a one-page description of the project Gaining senior management approval to plan the project


Adaptive PMLC Model



Planning the Next Iteration/Cycle Defining all of the work of the next iteration/cycle Estimating how long it will take to complete the work Estimating the resources required to complete the work Estimating the total cost of the work Sequencing the work Building the initial iteration/cycle schedule Analyzing and adjusting the iteration/cycle schedule Writing the risk management plan Documenting the iteration/cycle plan Gaining senior management approval to launch the

iteration/cycle


Adaptive PMLC Model



Launching the Next Iteration/Cycle Recruiting the project manager Recruiting the project team Writing the Project Description Document Establishing team operating rules Establishing the scope change management process Managing team communications Writing work packages


Adaptive PMLC Model



Monitoring & controlling the next iteration/cycle Establishing the iteration/cycle performance and reporting system Monitoring the iteration/cycle performance Monitoring risk Reporting project status Processing scope change requests Discovering and solving problems


Adaptive PMLC Model



Close the Next Iteration/Cycle Gaining client approval of having met iteration/cycle

requirements Planning and installing deliverables Writing the final iteration/cycle report Conducting the post-iteration/cycle audit

An APM project ends when The time and budget are expended An acceptable solution with the expected business value is

found The project is abandoned


Adaptive PMLC Model


Standards and Certification MOF: It is practical guidance for everyday IT

practices and activities, helping users establish and implement reliable, cost-effective IT services.

ITIL: A framework of best practice techniques to

facilitate the delivery of high-quality information technology services. ITIL outlines an exhaustive set of management procedures to support organizations in achieving both value and quality in IT operations.

ITSM: It is an approach that combines proven

methods such as process management and known in-dustry best practices, in the area of IT Service Management, to enable any organization to de-liver quality IT services that satisfy customer business needs and achieve performance targets specified within service level agreements

Service Management

MOF – Microsoft Operations Framework Well, I think that MOF is the Microsoft approach

about ITIL and both are methods to implement and use ITSM. In my opinion you have to use MOF and ITIL to achieve the ITSM.

YES, the MOF 3.0 has certification and the MOF 4.0

will be an exam soon, take mor info here: http://forums.technet.microsoft.com/en-US/MOF4/thread/94b8b078-d763-4923-8947-99cf467e73d9

And if you have questions about MOF 4.0 see this

http://forums.technet.microsoft.com/en-US/MOF4/thread/158fa944-9ded-496a-9285-bdd34bb57a5f , if you want more detailed information about MOF 3 & 4 look this http://forums.technet.microsoft.com/en-US/MOF4/thread/ab4cdac9-7cb4-4786-8159-4871f3f425f5

Service Management

http://forums.technet.microsoft.com/en-US/MOF4/thread/94b8b078-d763-4923-8947-99cf467e73d9

http://forums.technet.microsoft.com/en-US/MOF4/thread/94b8b078-d763-4923-8947-99cf467e73d9

http://forums.technet.microsoft.com/en-US/MOF4/thread/158fa944-9ded-496a-9285-bdd34bb57a5f

http://forums.technet.microsoft.com/en-US/MOF4/thread/158fa944-9ded-496a-9285-bdd34bb57a5f

http://forums.technet.microsoft.com/en-US/MOF4/thread/ab4cdac9-7cb4-4786-8159-4871f3f425f5

http://forums.technet.microsoft.com/en-US/MOF4/thread/ab4cdac9-7cb4-4786-8159-4871f3f425f5

IT Service Support Configuration Management - physical and logical perspective of

the IT infrastructure and the IT services being provided Change Management - standard methods and procedures for

effective managing of all changes Release Management - testing, verification, and release of

changes to the IT environment Incident Management - the day-to-day process that restores

normal acceptable service with a minimal impact on business Problem Management - the diagnosis of the root causes of

incidents in an effort to proactively eliminate and manage them Service Desk (Function) - a function not a process, this provides

a central point of contact between users and IT

Week 14 – IT Service Management – Service Support

IT Service Delivery Availability Management - optimize IT infrastructure capabilities,

services, and support to minimize service outages and provide sustained levels of service to meet business requirements

IT Service Continuity - managing an organization's capability to provide the necessary level of service following an interruption of service

Capacity Management - enables an organization to tactically manage resources and strategically plan for future resource requirements

Service Level Management - maintain and improve the level of service to the organization

Financial Management for IT Services - managing the costs associated with providing the organization with the resources needed to meet requirements

Week 14 – IT Service Management – Service Delivery

Six Sigma CI TQM CMM

Week 11 & 12– Process Improvement (Six Sigma, CI, TQM)

Week 11 & 12– Process Improvement (Six Sigma, CI, TQM)

Performance metrics2

Skills matrix10

Visual boards1

Standard work5

4 Performance targets

Huddles and performance dialogues3

Day/Week In the Life Of (DILO/WILO) 7

Process confirmations6

Coaching sessions8

Root Cause Problem Solving9

These 10 tools work together in an interdependent way to help the business execute on delivering for customers, developing people, and raising and solving problems

SOXAuditsSecurityComplianceIndustry specific examples SEC FINRA DoD FDA

Week 13 – Regulatory considerations in IT

FitNess Automated Build

Week 14 - Test driven development

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Solutions Delivery

Documents

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