IT Definition and Delivery

IT Definition and Delivery
Method Introduction Version 3.0 October, 2007 Some of you may have taken this a couple of years ago in an earlier iteration. With the launch of the Project Office and the strong push towards Governance we are recommitted to implementing this methodology. As you will see it has also been refreshed to represent the service life cycle so that it better integrates with the progress that we have made toward ITIL. ITDDM Version 2.0

ITDDM Introduction Agenda
Course Objectives Intent of the Methodology Methodology Overview and Key Concepts Phases Gates Work Focus by Phase How will it work? Introduction to Sharepoint Portfolio Management Tool (ITPM) Project Office Website: Project Office ITDDM Version 2.0

Course Objectives To provide context re: the need for a Method and how it fits within the overall IT Strategy To provide an Introduction/Overview to the Methodology How it works How it relates to other IT processes Identify the various job roles associated with the methodology To provide a basis for further modules as required by your individual roles To provide a quick view of the Sharepoint tool used to support the process We want people to understand this methodology that will help direct how we do projects, as well as how it relates to other initiatives that are currently proceeding in the department. This course is intended to be foundational to understanding the methodology for people that will perform in various roles. Depending on the role(s) that you are in, you will likely require additional training and experience on top of this foundational knowledge. ITDDM Version 2.0

Six Technology Portfolios - 2006-07
Process and Organization - ITSM – Client Service to Backroom Service Costing Model Emerge Integration Project Delivery and Governance Learning - Learning Tools - Classroom & Lab C/M Sys Renewal Student Spaces Student Wireless SIS Warehouse Research - WestGrid II - Campus Grid Sci. Visualization Research Hosting Research Reporting Administration Enterprise Reporting eMerge – HR and SIS IMAGinE Legacy Sys Renewal Shadow Systems Community MyUofC Portal TFDL Web Content Mgt Air UC Extension Downtown Campus Infrastructure - Identity Mgt - Disaster Recovery - Server Consolidation - VoIP Systems Hosting ITDDM Version 2.0

Intent of the Methodology
ITDDM Version 2.0

An Example Worth Learning From *
IT Investment Decision Board Senior Level Management with wide Divisional Representation. Chaired by CIO. Meets regularly to review, discuss and make decisions on proposed IT investments Senior Divisional Leaders $ Funds Available for IT Investment Pre-gated Presentations, Reporting Investment Policy & targets, Decisions Division A Division B Division C Division D … Value Management Office Group responsible to mentor various actors, preassess initiative proposals, coordinate the IDB Agenda, track the individual Decisions and perform overall Portfolio management activities. Included: BA’s/Data Architects Technical Architects Financial Analysts Methodology Coaches Portfolio Management Admin Senior BA’s/Customer Representative/ Functional Area/Data Architect Provided a Trusted Interface between IT & Business Units that understood the business Function and priorities as well as the needs for Appropriately architected and integrated solutions. Project Proposals Strategic Realm Coordinate And Integrate DMR Application Support & Delivery IBM Infrastructure Support & Delivery Tactical Realm Business Requests To meet Functional Needs Requests to meet Infrastructure Needs * Example from Nova Corporation prior to merger with TCPL ITDDM Version 2.0

To help us focus on Doing the Right Things To focus our work on initiatives that have the most value to the University To focus on customer requirements before defining technical solution To engage our customers in the decision-making process To effectively capture and document the resulting decisions To help us focus on Doing Things Right To ensure that we apply the appropriate level of rigour to each initiative To effectively sequence the focus of work from inception through delivery To ensure that we create consistent project deliverables To help reduce decision latency and move initiatives forward To help manage the demand for IT and business resources To help us effectively transition solutions into an operational state To ensure users & support groups get needed documentation, skills and tools To ensure that we understand and can meet the ongoing service needs To ensure that solutions integrate well with related services To ensure that we build solutions in an architecturally compliant manner To ensure that we can sustain the delivered services over time ITDDM Version 2.0

To help us focus on Doing the Right Things To focus our work on initiatives that have the most value to the University To focus on customer requirements before defining technical solution To engage our customers in the decision-making process To effectively capture and document the resulting decisions To help us focus on Doing Things Right To ensure that we apply the appropriate level of rigour to each initiative To effectively sequence the focus of work from inception through delivery To ensure that we create consistent project deliverables To help reduce decision latency and move initiatives forward To help manage the demand for IT and business resources To help us effectively transition solutions into an operational state To ensure users & support groups get needed documentation, skills and tools To ensure that we understand and can meet the ongoing service needs To ensure that solutions integrate well with related services To ensure that we build solutions in an architecturally compliant manner To ensure that we can sustain the delivered services over time Connection To Governance ITDDM and Other Methodologies The associations I have identified are only approximately correct. For starters, the methodology itself is a mechanism of governance. Ie it helps us to structure work, to engage those who need to have input, and to support an effective decision-making process. Also, the Methodology itself covers all 3 aspects, but it could be argued that the primary value it adds is, by adding structure, ensuring that we do things effectively. Connection To ITSM/ITIL ITDDM Version 2.0

IT Definition and Delivery Methodology Life Cycle Overview
Initial Screening Gate Project Delivery Phase Solution Concept Assessment Phase Project Approval Business Operations & Support Operate, Support and Maintain IT Services Transition to Production Definition/ Development Assurance/ Testing Implement Build Operate Design Continuous Service & Process Improvement & Sustainment Requests for New Services & Features From Units & Faculties Define and Deliver IT Project Initiatives Review Requirements Definition Deliver Plan Completion To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later. ITDDM Version 2.0

Governance Definition
IT Governance is the process that defines and enables how IT decisions are made and communicated. The primary goal of IT Governance is to ensure that the decision making process for allocating IT resources to addressing the needs of units and faculties is done effectively and efficiently. To be effective it needs to recognize and define both who has input to certain types of decisions and who has ultimate responsibility to make those decisions. To be efficient it needs to allow for delegation of decision making of various types of decision to the appropriate levels and areas of responsibility in the organization – this reducing latency, improving decision quality and optimizing the efforts of the various stakeholders. We want people to understand this methodology that will help direct how we do projects, as well as how it relates to other initiatives that are currently proceeding in the department. This course is intended to be foundational to understanding the methodology for people that will perform in various roles. Depending on the role(s) that you are in, you will likely require additional training and experience on top of this foundational knowledge. ITDDM Version 2.0

As it Relates to IT Services Management
Delivery Methodology As it Relates to IT Services Management (ITIL) ITDDM Version 2.0

Initial Screening Gate Project Delivery Phase Solution Concept Assessment Phase Project Approval Business Operations & Support Operate, Support and Maintain IT Services Transition to Production Definition/ Development Assurance/ Testing Implement Build Operate Design Continuous Service & Process Improvement & Sustainment Requests for New Services & Features From Units & Faculties Define and Deliver IT Project Initiatives Review Requirements Definition Deliver Plan Completion To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later. ITDDM Version 2.0

The ITIL V3 Service Lifecycle

Initial Screening Gate Project Delivery Phase Solution Concept Assessment Phase Project Approval Business Operations & Support Transition to Production Definition/ Development Assurance/ Testing Implement Build Operate Design Continuous Service & Process Improvement & Sustainment Requests for New Services & Features From Units & Faculties Review Requirements Definition Deliver Plan Completion IT Definition and Delivery Methodology IT Service Management Processes To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later. ITDDM Version 2.0

Initial Screening Gate Project Delivery Phase Solution Concept Assessment Phase Project Approval Business Operations & Support Transition to Production Definition/ Development Assurance/ Testing Implement Build Operate Design Continuous Service & Process Improvement & Sustainment Requests for New Services & Features From Units & Faculties Review Requirements Definition Deliver Plan Completion IT Definition and Delivery Methodology IT Service Management Processes Service Level Management Problem Service Desk Incident Capacity Availability Release/Change Processes To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later. ITDDM Version 2.0

Understanding The Methodology
ITDDM Version 2.0

Key Methodology Characteristics
It needs to provide a filtering process to determine what and how work gets done The methodology needs to support the conversion of customer needs into technical specifications to be delivered Need to create various types of documentation to enable ongoing solution usage, support, and maintenance The process needs to effectively engage various stakeholders to assess different criteria and make the necessary decisions The focus will evolve as the initiative proceeds through life cycle The method needs to define the work to proceed in a logical sequence ITDDM Version 2.0

Key Characteristic Filtering Customer Requests
Customer Requirements and Requests Rejected Initiatives – With rationale (eg. Lack of Business Merit, Funding or Business Commitment, Technology Not Ready, Etc.) Determine which requirements are important to address, what type of solution is most appropriate, how we should route and consolidate them for most effective delivery, and allocate funds to support the Required work. Fixes and Maintenance Change Orders Existing Projects This slide is to demonstrate a couple of the primary intents of the Method: To provide an effective filtering and routing method to assess and requests for service. Should point out that this slide represents the portfolio view – whereas the method looks at one initiative at a time. The key is to determine how we apply finite resources to (near)infinite demand. To help ensure that the correct work is being done to assess and direct the request without unduly spending resources and funds on initiatives before the appropriate analysis and approvals are completed. To ensure that work gets the appropriate treatment – maintenance, existing project To ensure that initiatives completed are ultimately aligned with the needs, priorities and funding capacity of the University. That there needs to be the ability to stop or hold a project if it doesn’t make sense to proceed.(for various reasons) The Filtering Process helps to Determine: What gets done How it gets done: - What level of rigour - Technical Solution Define, Resource And Deliver Solutions To meet Priority Requirements Issues, Opportunities, Projects on Hold with Review Conditions Value to the University – In support of Academic Plan, Business Plan, etc. ITDDM Version 2.0

Key Characteristic Bridging Technical and Customer Realms
Technical Staff Focus Customer Focus Technical Capabilities Technical Specifications Technical Challenges/Risks Technical Dependencies Speeds and Feeds Technical Futures Support/Operation Needs Skills Requirements Environmental Needs Service Needs Functional Capability Service Level Requirements Business Alignment / Priority Value – Costs/Benefits Investment Required Impact on Business Processes Business Resourcing Issues Training Commitments Business Risks IT Delivery Management Opportunity Assessment Business Case Solution Concept Requirements Documentation Technical Alignment Technical Impact IT Resourcing Risk Management Historically – one of the largest challenges for IT is to get the business to focus on their requirements without getting preconceived notions of solution. Another key challenge of IT has always been to converse with the business without talking in technical terms. The Methodology (supported by the Project Office) helps to bridge that conversation by creating an approach and deliverables that allow the conversation to focus on what the business needs and then converting that into technical solutions to support the needs. A method bridges between the technical and customer realms by: Converting information into management understandable terms, Presented in consistent formats to allow focus on content, Building certainty incrementally to support the decision-making process ITDDM Version 2.0

Key Characteristic Supports Creation of Necessary Documentation
Requirements Document Solution Concept Manual Architectural Documents IT Library This shows that another intent of the methodology is to ensure that adequate documentation is created as an integral part of each initiative to document the analysis, management and technical decisions, solution design and as-builts, key project management materials, and Operational and user documentation for various stakeholder communities. It will also help to document those initiatives that were considered and either rejected or put on hold with the rationale documented for future reference and action as prescribed. It is important to note that the level of documentation will vary by initiative, but that as a result of the method the level of documentation will be driven by what is deemed appropriate given the nature of the initiative, rather than on the whim of those driving the project Common set of templates defining standard project deliverables Supported by Checklist to help determine which to use for each initiative Allows progressive capture of level of detail in line with IT Governance Process Allows effective transition of initiative to Operations Appropriate documents can be used to populate project repository Rejected Initiatives On Hold Initiatives User and Operations Manual Project Control Binder Unapproved Initiatives Approved Initiatives Completed and in Progress ITDDM Version 2.0

Key Characteristic Effective Stakeholder Engagement
Effective engagement of appropriate stakeholders at correct time and level of detail Optimizes the effort of various stakeholders to get required input and decisions Reduces latency in the process by getting timely decision making Ensures various aspects of the initiative are considered Business Needs –alignment with key drivers, scope, and prioritization Financial Considerations – Business Case, investment required Management considerations – effective analysis, resourcing considerations, risk management User considerations – requirements understood, acceptance testing and user tool and process training Technical – Architecture, leveraging common opportunities, dependencies with other initiatives Operations – Ability to support and sustain on an ongoing basis Improves overall buy-in, understanding and support for initiatives ITDDM Version 2.0

Key Project Stakeholders and their Roles
Role (Defines the part an individual plays in the initiative and their associated responsibilities) Steering Committee Provide overall direction, prioritization, and timely decision making. Sponsor Provides funding, primary direction, prioritization, and support for specific requirements of the initiative. Communicates value of outcomes to various stakeholders. Customers/Users Provide input and resources to define specific requirements, test solutions, and receive solution and supporting materials Business Analyst Primarily responsible to define the opportunity to be addressed, the desired outcomes and business case, and the requirements Technical Architect Responsible to define the technical solution and ensure it fits with the overall technical environment and related strategies. Subject Matter Experts Provide specific input into aspects of the current & future state environments to support analysis & solution design. Project Manager Responsible to structure, staff and deliver project once it has been scoped and prioritized. In charge of project resources and communication of project status and issues. Technical Resources (various types) Will provide specific expertise to design, develop, build, test, deploy and support the solution. Functional Manager Responsible to oversee individual staff and to ensure resources can commit effort to the projects. Gate Keepers (Various types) Review and approve work products in support of the decision-making process. Various types of gatekeepers (eg. business, financial, technical, operations) are required to review differing types of work products. ITDDM Version 2.0

IT Definition and Delivery Methodology Gate Activity
Various gatekeepers will be engaged to review and provide feedback and/or approval to deliverables produced during the phase. The specific gatekeepers will vary by initiative and phase. Deliverable review can be completed as work on deliverables progresses to improve buy-in and reduce latency. Gatekeeper types include customer, financial, technical, operations, project office, etc. Evaluate and feedback findings Review Appropriate Documents Gatekeeper Activity Input and Decide At actual gate key gatekeepers meet to review the feedback of the various gatekeepers, and to make decisions re: the future of the initiative – go/no go, scope, resourcing, funding, priority, cancel, etc. To demonstrate the management activity that will occur at each gate. Need to describe that there are three types of gatekeepers – Technical, Financial and Business/Academic - and each gate may have one or more of each. The difference between the Financial and Business/Academic is that Financial focuses on the costs vs. benefits and affordability aspects of the initiative, while the Business/Academic focuses on whether the initiative supports key strategies. Something may have great Academic support (for example) and have a very poor business case. Not to say it would not proceed, as it may be mandatory or very strategic, but it would not be done with the expectation of a great pay off. Most IT resources primary role as gatekeepers will be for technical purposes. It Managers need to worry about the financial value and cost of things and will want to ensure that there is good alignment, but most staff will not play the role of gatekeeper on those types of issues. Phase ‘B’ Gate D Gate B Gate C Phase ‘C’ Proceed Phase ‘D’ Proceed w/ caveats When Initiative is approved to proceed will identify what work is to be done & what Gatekeepers are needed at next gate Rework, Revise Hold Check on Caveats from previous gates Stop Key decisions get recorded, tracked, communicated, and managed as part of and in support of overall portfolio management process. Range of Possible Outcomes at Gate C ITDDM Version 2.0

Phase/Gate Descriptions
Initial Assessment Phase A definition of the issue/opportunity, a high level assessment of the value of solving the business issue, and an initial sense of the type and complexity of the solution Initial Screening Gate Is there sufficient merit in the opportunity to warrant allocation of resources to the next level of definition? Based on expected size and existing uncertainties, what level of rigour should be applied going forward, and what should be the next steps? Focus on whether it is aligned with key unit/faculty objectives and that there is likely to be an affordable solution. Key Gatekeeper(s) Sponsor who is willing to resource the next phase. ITDDM Version 2.0

Phase/Gate Descriptions (cont.)
Business Concept Phase Documentation of business issues/opportunities and desired outcomes, preparation of business case for selected scope, business risk assessment, articulation of initial overall solution concept, and sponsorship identification. Business Approval Gate Confirm alignment with business priorities and that there is sufficient value in meeting proposed scope, is supporting analysis of sufficient quality to provide confidence, is initial solution concept reasonable and achievable, is there a clear resource plan for next phase, and does potential value of opportunity warrant resource allocation to next phase? Key Gatekeeper(s) Sponsor willing and able to resource next phase. Financial to ensure business case is acceptable. Initial architectural review of high level solution concept, as required. ITDDM Version 2.0

Solution Concept Phase Further development of solution concept for targeted scope, technical risk assessment, revision of business case as required to reflect solution costs, confirmation of appropriate sponsorship and definition of expected approach to deliver solution. Project Approval Gate Will proposed solution meet the defined scope? Is the solution aligned with business strategy and IT architecture? Given the proposed solution does the business case still hold? Are risks understood and reasonable given the benefits and are mitigations available? Have we defined resources for the next phase, and can they be allocated to this initiative? Key Gatekeeper(s) Business and IT Architect to assess solution and ensure strategic consistency. Sponsor to confirm priority and funding availability. Financial to ensure business case is still valid. Project Office to confirm project is structured for success. Operations to assess supportability of solution after delivery. ITDDM Version 2.0

Project Delivery Phase (will contain multiple gates depending on size/nature of initiative) Kickoff - Engage PM, complete project plan, resource and kick off project Requirements Definition - Complete detailed specification of requirements Define/Develop Solution - Complete detailed solution design, and build solution Solution Assurance Testing - Perform various solution functionality, usage, integration and rollout testing Implement Solution - Rollout solution and associated training documentation and support tools Initial Operations and Support - Perform initial solution support and operations through initial burn-in phase Transition to Production - Transition required knowledge, tools, documentation, and staff (if required) into operational state ITDDM Version 2.0

Project Completion Gate Assessment of whether all deliverables are complete, users and IT staff trained, service levels can be met by support organization, solution can be sustained over time, all steps taken to complete move into production mode, and project can be closed. Key Gatekeeper(s) Sponsor to ensure scope is complete, support organization to confirm supportability of solution, Project Office to support project closure ITDDM Version 2.0

Using the Methodology - IT Portfolio Management Tool
ITDDM Version 2.0

IT Portfolio Management (ITPM)
ITPM is a list in the IT Portfolio Management Sharepoint Site The PeopleSoft teams already use this list to track PS issues and projects, and also use it as a tool to discuss their work program with clients The intent is to roll it out to all of the IT teams to support the IT project and governance processes At a high level, the list provides details on: What requests are in the queue What work is underway in each IT area, and for which business units What requests have been completed ITDDM Version 2.0

ITPM…Continued More significantly, it can be used to provide details on: The system(s) it impacts The business priority of the request The impact of not actioning the request Specific deadlines that the request must meet, if any Risks, assumptions, constraints known at the time The benefits that the request provides The impact of not satisfying the request Priority Time/Cost estimates Business Plan Drivers Others ITDDM Version 2.0

ITPM…Continued Records in the list are progressively elaborated, and can be initiated by satisfying only the ‘required’ fields, if that is the level of detail available As the request proceeds through the process, more information is uncovered and added to the record. As an example: An Architect adds information on which solutions might be appropriate A Project Manager defines scope and deliverables A Business Analyst adds details on requirements The Business or IT prime updates the initial information The Opportunity Assessment and Slim Charter document can be created from the information captured in the record The fields required for these documents are populated in the ITPM list ACCESS is used to pull these details from the list into the document template These documents are used to gain formal agreement on important details of the request ITDDM Version 2.0

ITPM…Continued The request/project process and governance model that this list supports are being developed and will be communicated once the initial release has been finalized How the list can be used right now: Individual project teams can use this list to manage work requests for their area Send a request to for assistance on getting started ITDDM Version 2.0

Getting in the Correct Frame of Mind Curiosity
“In times of Change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists” – Eric Hoffer “We pride ourselves on starting every project humbly – and a little dumb. We don’t want to peek at the answers before we know the questions” – Tom Kelley , GM, Ideo Q: “Do you have all of the answers?” A: “ Actually, I find that the questions are more important.” CSI Episode ITDDM Version 2.0

Additional Slides ITDDM Version 2.0

IT Definition and Delivery Methodology Phase Descriptions – Sequencing Work
A definition of the issue/opportunity, a high level assessment of the value of solving the business issue, and an initial sense of the type and complexity of the solution Documentation of business issues/opportunities and desired outcomes, preparation of business case for selected scope, business risk assessment, articulation of initial overall solution concept, and sponsorship identification. Further development of solution concept for targeted scope, technical risk assessment, revision of business case as required to reflect solution costs, confirmation of appropriate sponsorship and definition of expected approach to deliver solution. Design Engage PM, complete project plan, resource and kick off project. Plan Project Delivery Phase Define and Deliver IT Project Initiatives Requests for New Services & Features From Units & Faculties Complete detailed specification of requirements. Requirements Definition Complete detailed solution design, and build solution. Solution Definition/ Development Business Concept Phase Solution Concept Phase Initial Screening Gate Business Approval Gate Project Approval Gate Perform various solution functionality, usage, integration and rollout testing. Initial Assessment Phase Solution Assurance/ Testing To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later. Implement Solution Rollout solution and associated training documentation and support tools. Build Continuous Service and Process Improvement & Sustainment Operate, Support and Maintain IT Services Initial Operations & Support Perform initial solution support and operations through initial burn-in phase. Identify opportunities and requirements for improvement through ongoing reviews of service delivery results, learnings from ongoing operations and support, changing expectations for capacity, performance and availability, and sustainment of infrastructure currency Transition to Production Support, operate and maintain the operational state of the solution through our operational (ITIL-based) processes as per the service level requirements of the customers through an appropriate combination of centralized, distributed and external service groups. Deliver Transition required knowledge, tools, documentation, and staff (if required) into operational state. Review Operate Project Completion Gate ITDDM Version 2.0

IT Definition and Delivery Methodology Gate Descriptions
Is there sufficient merit in the opportunity to warrant allocation of resources to the next level of definition. Focus on whether it is aligned with key unit/faculty objectives and that there is likely to be an affordable solution. Key Gatekeeper(s) Sponsor who is willing to resource the next phase. Will proposed solution meet the defined scope? Is the solution aligned with business strategy and IT architecture? Given the proposed solution does the business case still hold? Are risks understood and reasonable given the benefits and are mitigations available? Have we defined resources for the next phase, and can they be allocated to this initiative? Key Gatekeeper(s) Business and IT Architect to assess solution and ensure strategic consistency. Sponsor to confirm priority and funding availability. Financial to ensure business case is still valid. Project Office to confirm project is structured for success. Operations to assess supportability of solution after delivery. Design Plan Project Delivery Phase Define and Deliver IT Project Initiatives Requests for New Services & Features From Units & Faculties Requirements Definition Solution Definition/ Development Business Concept Phase Solution Concept Phase Initial Screening Gate Business Approval Gate Project Approval Gate Initial Assessment Phase Solution Assurance/ Testing To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later. Assessment of whether all deliverables are complete, users and IT staff trained, service levels can be met by support organization, solution can be sustained over time, all steps taken to complete move into production mode, and project can be closed. Key Gatekeeper(s) Sponsor to ensure scope is complete, support organization to confirm supportability of solution, Project Office to support project closure Confirm alignment with business priorities and that there is sufficient value in meeting proposed scope, is supporting analysis of sufficient quality to provide confidence, is initial solution concept reasonable and achievable, is there a clear resource plan for next phase, and does potential value of opportunity warrant resource allocation to next phase? Key Gatekeeper(s) Sponsor willing and able to resource next phase. Financial to ensure business case is acceptable. Initial architectural review of high level solution concept, as required. Implement Solution Build Continuous Service and Process Improvement & Sustainment Operate, Support and Maintain IT Services Initial Operations & Support Transition to Production Deliver Review Operate Project Completion Gate ITDDM Version 2.0

IT Definition and Delivery Methodology Deliverables by Phase
Primary Work Focus: Analysis, Idea Generation Supporting Materials: Current/Future State Analysis, Outcome Planning Mandatory Document: Opportunity Assessment Primary Work Focus: Define Business Outcomes Initial Solution Concept Business Case Development, Supporting Materials: Outcome Planning High Level Requirements Solution Concept Risk Assessment Mandatory Document: Business Case Primary Work Focus: Solution Concept, Solution Risk Assessment Business Case Confirmation Supporting Materials: Architecture Documents Scope and Approach Operational Impact Assessment Mandatory Document: Solution Concept Design Plan Project Delivery Phase Define and Deliver IT Project Initiatives Requests for New Services & Features From Units & Faculties Requirements Definition Primary Work Focus: Project Plan and Processes Requirements Definition Detailed Solution Design Develop/Build Solution Training and Operations Turnover Plan Implementation Supporting Materials: Pilot Plan/Results Test Plan/Results Service Level Plans Project Change Orders Mandatory Documents Project Charter Requirements Document Turnover to Production Solution Definition/ Development Business Concept Phase Inputs: Academic Plan Unit Plans IT Strategy Operational Data Industry Research Manager Direction Service Request Problem/Known Error Info Capacity Plan Availability Plan Solution Concept Phase Initial Screening Gate Business Approval Gate Project Approval Gate Initial Assessment Phase Solution Assurance/ Testing To provide the summary level of view of the method. Need to point out that the method is scalable from Fast Track to very large initiatives. What is shown here will meet the majority of requirements that will be experience by UCIT. However, something like the ASR project would most certainly require more rigour than this. Make note of the Change Order to existing projects. Talk briefly to the Gates, but note that will be covered in more detail later. Implement Solution Build Continuous Service and Process Improvement & Sustainment Operate, Support and Maintain IT Services Initial Operations & Support Primary Work Focus: Project Review Post Implementation Review Supporting Materials: Asset Decommissioning Project Recognition Project Staff Assessments Mandatory Document Project Completion Report Transition to Production Deliver Review Operate Project Completion Gate ITDDM Version 2.0

IT Definition and Delivery

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