sureskills & algonquin smpm integration presentation ottawa 2014
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Integrating Best Practices
SureSkills USA 7000 N. Mopac Expr. Suite 200 Austin, Texas 78731 +1 855 278 7555
SureSkills Ireland 14 Fitzwilliam Place Dublin 2, Ireland +353 1 240 2262
SureSkills UK Callender House 58-60 Upper Arthur St. Belfast, BT1 4GJ, UK +44 28 9093 5565
SureSkills Canada 1 Rideau St #700, Ottawa, ON K1N 8S7, Canada +1 855 278 7555
May 29th 2014 | Sheraton Hotel, Ottawa
Algonquin College
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Our Mission To transform hopes and dreams into skills and knowledge, leading to lifelong career success.
Our Vision To be a global leader in digitally-connected applied education and training.
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• 40+ years of client satisfaction
• 500+ client organizations
• College certificate programs
• Credit recognition of industry training and experience
• Consultative approach
• Customized training solutions
• Dynamic real-world learning
• Multiple delivery methods
Algonquin College
Corporate Training
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Corporate Overview Strategic Solution Pillars
IT Solutions & Consulting
Service, Project & Process
Management
Global Learning Services
SureSkills is a rapidly growing multi-national services company offering a range of Technical IT, Business Skills, Service Management & IT Infrastructure Training & Consulting to some of the world's leading companies since 1993.
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Business Analysis 1. The Global view
2. The tools for success
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O
P P T The Rationale is that we provide a holistic view by looking at the 4 view model:
The 4 View Model
Organisation Technology People Processes
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How People, Processes & Systems interact
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Different Versions of Reality
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Goal Setting
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High Performing Teams
High Performance Teams are a key step on journey to success
“High Performance Teams”
• Know each other’s strengths &
weaknesses
• Clear roles within the team
• Focused on team objectives
• Work closely together
• Trust each other
• Support each other
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‘The voice of the customer is extremely important in arriving at the correct solution, ensure that you capture this correctly
and that you and the customer are in total agreement
Search for the clues of what your customer is looking for!
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Common BA Techniques/Tools
Business Analysis
PESTLE
MOST
SWOT
SCRS CATWOE
FIVE WHYS
MoSCoW
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Cost of Correcting Errors
Relative cost of
correcting error
Ref: Barry Boehm
The cost of correcting analysis errors rises almost exponentially
the longer they remain undetected.
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The key to understanding resistance is getting people to open up as to what their REAL concerns are.
Emotional Political
Rational
Indirect Expressions of Concerns/Visible Resistance
Real/Underlying Concerns
The root causes of resistance are often hidden underneath the surface and require sensitivity to be discovered.
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Applying Lean & Identifying the 7 Wastes – TIMWOOD
Type of Waste
Transport
Inventory
Motion
Waiting
Over Production
Over Processing
Defects
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These five objectives interact with your business internally & externally
Dependability
Cost
Flexibility Quality
Speed
High total productivity
Fast throughput Reliable Operation ‘
Error-free processes
Ability to change
Low price, high margin or both
Short time delivery
Dependable delivery
On-specification products/services
Frequent new products/services
The 5 Performance Objectives
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Project & Service Management 1. Traditional Methods
2. Agile Perspective
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Traditional Method Perspective
PMBOK
ITIL
PRINCE2
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Lifecycle Stages
Strategy
•Relationships between Projects (Portfolio Management)
•Understand TCO -> ROI (Portfolio Management)
•Measureable Value as Project Success
Design
•Policies & Standards
•Reusable Design & Architecture documentation
•Service Quality (SLM) as a measure of Project Success (Quality)?
•Utility & Warranty Requirements (more later)
Transition
•Planning & Coordination of resources (Transition Planning & Support)
•Management & Quality of Test environments
•Configuration Management – what works in test, work in production
•Release Windows & release models
Operations
•Monitoring & Reporting Requirements
•Request Types and procedures
•Reporting Requirements
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Project Planning Activity by Process
Extract from White paper from ThirdSky –
access to paper in portal after the event.
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Project Planning
Requirements Gathering
Utility & Warranty
5 Aspects of Design
4 P’s of Design
Service Acceptance
Criteria
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Project Planning
Build & Test
•Creating & Managing the Test environment
•Creating Release Packages
•Release Documentation Requirements
Testing
•User Testing (Functionality)
•Service Level Tests (Warranty)
•Service Operation Tests (Operational Management)
•Service Management Test (monitored, measured, report)
Deployment Planning
•Release Windows
•Knowledge Transfer
•Known Errors and workarounds
Early Life Support
•Exit Criteria – Service Acceptance Criteria
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Stakeholder Management
Identify Stakeholders
Customers v Users
Functions
Product Managers
Service Managers
Service Owners
Business Relationship
Managers
Process Owners
CSI Manager
Identification
Motivation
Role / Interest in Lifecycle Stages
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Risk Management
• Service Provider Risks
• Contract Risks
• Design Risks
• Operational Risks
• Market Risks
ITSM Risk Register help to identify Project Risks
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Agile Perspective
DevOps
Streamlining Development
into / & Operations?
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DevOps according to “Wikipedia”
DevOps (a portmanteau of development and operations) is a software development method that stresses communication, collaboration and integration between software developers and information technology (IT) professionals. DevOps is a response to the interdependence of software development and IT operations. It aims to help an organization rapidly produce software products and services
Inserted from <http://dev2ops.org/2010/02/what-is-devops/>
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Drivers
Use of agile and other
development processes and methodologies
Demand for an increased rate of
production releases from
application and business unit stakeholders
Wide availability of virtualized and
cloud infrastructure
from internal and external providers
Increased usage of data center
automation and configuration
management tools
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Depends Who You Listen To
Reduce friction & increase velocity Teams:
Automating release management to improve efficiency Tools:
Developing operational monitoring systems for intervention Tools:
Agile going the extra mile Methods:
Specialist Roles!! People:
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Our Perspective?
Tangible example of trying to address age old problem
Agile going the extra mile
A logical extension
A service, not team perspective
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A Concern
“The end of ITIL”
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Great to See Progress But Same Challenge
IT Management
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A Practical Example
Integrated Methods
Managing Change
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AGENDA
Getting the Job Done!
Example Delivery Ecosystem & Board
Risk Management
Continious Improvement
Improvement Techniques
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Getting the Job Done!
Project Initiation Phase
Project Planning Phase Project Execution Phase
Establishment Hand-over Realization
Project Conclusion Phase
Monitoring & Controlling
PM Agile Kanban
Delivery Methodology
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Example Delivery Ecosystem
CR Management Commitment
Define Scope CAB Risk Analysis
Business Case
Solution Scope
SOA
Defined Requirements
AM Kanban
Deployment Kanban
Release & Deployment Management
Service Asset & Configuration Management
CMS
Change Management Business
Continuity
PMO
Methodology DCIM
Demand Management (PBA to WIP)
Improve RCA, etc.
InfoSec
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2014-02-27 2014-02-27
Description
Asset On-Boarding
Backlog Next
Solution Planning (wip 2)
Delivery (wip 4)
2014-02-27 2014-02-27
Description
ongoing ongoing ongoing done :) done :) done :)
Done
Visualize. Agree how to work & when a story
is done per state…
Definition of Done • Requirements gathered • Requirements agreed • …
Definition of Done • Demand Org’ • Investment Board • Investment Tool • LOI • CAB (inc’ RM) •…
Policy: •daily standup •retrospectives •WIP •investments •ReConf’ •…..
Definition of Done • PO Approved • HW Ordered • HW Delivered •…
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Approvals (wip 6)
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Risk Management “Everyone has a plan until they get punched in the mouth.” KO
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Risk Management
Context
Weighting
Risk identification
Risk Analysis
Risk evaluation
Risk treatment
Change Management Project Management
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Continuous Improvement
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Improvement
(t)
Control Implementation
Risk Treatment
Retrospectives
Continuous Improvement
Six Sigma
RCA
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6 Sigma Improvements
Jun May Apr Mar Feb Jan
60
45
30
15
0
Month
K P
I L
L T
144 108 72 36 1
60
45
30
15
0
Index
K P
I L
L T
MAPE 101.782
MAD 8.607
MSD 141.495
Accuracy Measures
Actual
Fits
Variable
60 48 36 24 12 0
Median
Mean
4 2 0
1st Quartile 0.0000
Median 0.0000
3rd Quartile 5.0000
Maximum 26.0000
1.1583 4.9499
0.0000 1.0000
4.6239 7.3859
A-Squared 5.62
P-Value < 0.005
Mean 3.0541
StDev 5.6860
Variance 32.3303
Skewness 2.39791
Kurtosis 6.56235
N 37
Minimum 0.0000
Anderson-Darling Normality Test
95% Confidence Interval for Mean
95% Confidence Interval for Median
95% Confidence Interval for StDev
0.05).
The mean of KPI LLT is significantly less than the target (p <
> 0.5 0.1 0.05 0
No Yes
P = 0.000
60 50 40 30 20 10 0
38.4
results.
the target. Look for unusual data before interpreting the test
-- Distribution of Data: Compare the location of the data to
the true mean is between 5.5198 and 8.7852.
the mean from sample data. You can be 90% confident that
-- CI: Quantifies the uncertainty associated with estimating
the 0.05 level of significance.
-- Test: You can conclude that the mean is less than 38.4 at
Sample size 177
Mean 7.1525
90% CI (5.5198, 8.7852)
Standard deviation 13.136
Target 38.4
Statistics
Individual Value Plot June LLT <=3 Days Excluded Trend Analysis Plot for KPI LLT Linear Trend Model
Yt = 16.66 - 0.106287*t
95% Confidence Intervals
Summary for KPI LLT Month = Jun
Is the mean less than 38.4?
Distribution of Data
Where are the data relative to the target?
Comments
1-Sample t Test for the Mean of KPI LLT
Summary Report
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So in summary…
• PRINCE2/PMI for Project Management
• ITIL for Service Management
• Kanban for Work Management
• ISO31000:2009 for Risk Management
• Business Case, Risk Management, Retrospective, Six Sigma, RCA, 6 Sigma for continuous improvement
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Thank you
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Algonquin College Comment
• Programs
• Statistics
• Knowledge Transfer
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Join The Debate on LinkedIn
SureSkills Service Management & Project Management Group
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Ottawa:,1 Rideau St #700, Ottawa, ON K1N 8S7, Canada Dublin: 14 Fitzwilliam Place, Dublin 2, Ireland
Belfast: Callender House, 58-60 Upper Arthur Street, Belfast BT1 4GJ, Northern Ireland Austin: 7000 N. Mopac Expressway, Suite 200, Austin, TX 78731, USA
www.sureskills.com Phone: +353-1-240-2222 Email: info@sureskills.com
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DevOps Reading 1. Pant, Rajiv (2009-03-17). "Organizing a Digital Technology Department of Medium Size in a Media Company".
2. Jump up ^ Samovskiy, Dmitriy (2010-03-02). "The Rise of DevOps". Fubaredness Is Contagious.
3. Jump up ^ Edwards, Damon. "What is DevOps?".
4. Jump up ^ Vambenepe, William. "Steve Ballmer gets Cloud".
5. ^ Jump up to: a b Lyman, Jay. "DevOps mixing dev, ops, agile, cloud, open source and business". 451 CAOS Theory.
6. Jump up ^ Debois, Patrick. "Devops: A Software Revolution in the Making?". Cutter IT Journal.
7. Jump up ^ "10+ Deploys Per Day: Dev and Ops Cooperation at Flickr".
8. Jump up ^ "SAM SIG: Applied Lean Startup Ideas: Continuous Deployment at kaChing". SVForum.
9. Jump up ^ Humble, Jez. "Why Enterprises Must Adopt Devops to Enable Continuous Delivery". Cutter IT Journal.
10. Jump up ^ "Applied Lean Startup Ideas: Continuous Deployment at kaChing".
11. Jump up ^ "DevOps Days 2009 Conference".
12. Jump up ^ Edwards, Damon. "DevOps Meetup Recap".
13. Jump up ^ Nasrat, Paul. "Agile Infrastructure". InfoQ. Retrieved 31 March 2011.
14. Jump up ^ Debois, Patrick (2009). "DevOps Days Ghent". DevopsDays. Retrieved 31 March 2011.
15. Jump up ^ Debois, Patrick. "DevOps Days". DevOps Days. Retrieved 31 March 2011.
16. Jump up ^ Turnbull, James (Feb 2010). "What DevOps means to me...". Kartar.
17. Jump up ^ "Virtual Infrastructure products: features comparison". Welcome to IT 2.0: Next Generation IT infrastructures.
18. Jump up ^ Ellard, Jennifer. "Bringing Order to Chaos through Data Center Automation". Information Management. SourceMedia.
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