Integration between ITSM III and the Project Office Simon Sharpe ITSM III

ITSM Phase III Project Service Desk Strategy Generation Demand Management Service Portfolio Management Transition Planning & Support Service Catalogue Mgmt Supplier Management Information Security Mgmt Knowledge (Document/ Management Evaluation Service Validation & Testing Event Management IT Operations Management Application Management Technical Management Request Fulfillment Financial Management IT Service Continuity Mgmt Availability Management Capacity Management CMDB Incident Management Change Management Release & Deployment Mgmt Service Level Management Access (Identity) Management Problem Management Red areas extended by ITSM III

ITSM III 1.ITSM III is defining what it means to be “In Production” through Release Management 2.ITSM III is itself a project and is being managed using the templates, approaches, and advice of the Project Office 3.ITSM III presents some unique challenges, but still requires the normal project disciplines

When Does Release Management Apply to Project Management? Release defines what it takes to get a new or changed service or application into production If your project delivers a service or application into production, you need to do Release Management

What does “In Production” mean? Defined roles for ongoing operation Defined Service Levels Backup and recovery SARP, where appropriate ITSC ready to support the application OPC ready to run the application Project Team enabled to move on Etc., etc.

The Checklists Go through Release Transition from SharePoint Go through Sample ITSC from SharePoint Show Phases ITDDM diagram from SharePoint Relate to RM-Project Phases

Managing the ITSM Project what is Unique We are not delivering a new service or application We are delivering an organization that thinks and works differently –Sure Simon. Good luck measuring that Documented processes and agreements Defined Outcomes (e.g. 90% of outages logged as incidents, SLAs for 15 services, etc.) Many unknowns, like where to start with SLM –We don’t know what Service Level we are delivering –We don’t have a target Service Level Large number of integration points with other IT process initiatives Deep engagement with staff required for success

Managing the ITSM Project what is like every other project Who has a stake in the outcomes? What do they require? Agreement on what we are delivering, why, and how much time and resources it will take How do we unambiguously measure success? We need a plan –Scope –Schedule –Tasks and relationships –Resources We need ongoing communications with our stakeholders –Talking and listening We need frank assessments of risks and progress