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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

2

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.