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DESCRIPTION
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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
Refer to Syllabus for Description
Grading
Refer to Syllabus for Description
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
Line of business strategy
Line of business 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
IT Org technology enabled business
strategy
IT Org technology enabled business
strategy
IT Org technology enabled business
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
Overview of Service Management
ITIL Service Support Configuration Management Problem Management Incident Management Change Management Service/Help Desk Release Management
Overview of Service 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
Solutions Delivery Defined PMO
Week 1 Overview of Continuous Improvement
Solutions Delivery Defined PMO
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 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 8 – Release Management, Requirements 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 ? –Supplier 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 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 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 5 – Overview of Project Management Methodologies (Waterfall,)
Week 6 – Overview of Project Management Methodologies (Agile)
{
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
Ch10: Agile Project Management
Ch10: Agile Project Management
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
Ch10: Agile Project Management
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
Ch10: Agile Project Management
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
Ch10: Agile Project Management
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.
Ch10: Agile Project Management
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.
Ch10: Agile Project Management
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
Ch10: Agile Project Management
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
Ch10: Agile Project Management
LinearLinearIterative
Iterative PMLC Model
Launch PhaseMonitor & Control Phase Close Phase
Ch10: Agile Project Management
LinearLinearIterative
Iterative PMLC Model
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
Ch10: Agile Project Management
LinearLinearIterative
Iterative PMLC Model
Strengths Client reviews current partial solution for
improvements Can process scope changes between iterations Adaptable to changing business conditions
Ch10: Agile Project Management
LinearLinearIterative
Iterative PMLC Model
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
Ch10: Agile Project Management
LinearLinearIterative
Iterative PMLC Model
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.
Ch10: Agile Project Management
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
Ch10: Agile Project Management
LinearLinearAdaptive
Adaptive PMLC Model
Monitor & Control Phase
Close Phase
Ch10: Agile Project Management
Adaptive PMLC Model
Figure10-03
LinearLinearAdaptive
Characteristics Iterative structure Just-in-time planning Critical mission projects Thrives on change through learning and discovery
Ch10: Agile Project Management
Adaptive PMLC Model
LinearLinearAdaptive
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
Ch10: Agile Project Management
Adaptive PMLC Model
LinearLinearAdaptive
Weaknesses Must have meaningful client
involvement Cannot identify exactly what will be
delivered at the end of the project
Ch10: Agile Project Management
Adaptive PMLC Model
LinearLinearAdaptive
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?
Ch10: Agile Project Management
Adaptive PMLC Model
LinearLinearAdaptive
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
Ch10: Agile Project Management
Adaptive PMLC Model
LinearLinearAdaptive
Adapting & Integrating the Toolkits for Maximum Effectiveness
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
Ch10: Agile Project Management
Adaptive PMLC Model
LinearLinearAdaptive
Adapting & Integrating the Toolkits for Maximum Effectiveness
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
Ch10: Agile Project Management
Adaptive PMLC Model
LinearLinearAdaptive
Adapting & Integrating the Toolkits for Maximum Effectiveness
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
Ch10: Agile Project Management
Adaptive PMLC Model
LinearLinearAdaptive
Adapting & Integrating the Toolkits for Maximum Effectiveness
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
Ch10: Agile Project Management
Adaptive PMLC Model
LinearLinearAdaptive
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
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