IT Service Management Concepts for Project Managers
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The document discusses IT service management concepts tailored for project managers, emphasizing the importance of aligning deliverables with customer requirements and ensuring operational efficiency. It outlines the distinct roles and processes of IT project managers and IT service managers throughout the service lifecycle, from initiation to continuous improvement. Key components include service strategy, design, transition, operations, and the overarching goal of enhancing service delivery.
IT Service Management Concepts for Project Managers
- 1. IT Service Management Concepts for Project Managers Carolyn M. Hennings PMP®, IT Service Manager
- 2. 2 Basic knowledge of IT service management concepts Identify and plan for deliverables Assure successful hand-off © 2012 Carolyn M. Hennings
- 3. 3 What is ITIL®? Considerations during Project Planning Considerations during Execution and Control © 2012 Carolyn M. Hennings
- 4. 4 Core Concepts Guidance What’s in it for me? © 2012 Carolyn M. Hennings
- 5. 5 Core Concepts • IT Service • Meeting customer requirements • Efficiency and Effectiveness © 2012 Carolyn M. Hennings
- 6. 6 Guidance • Managing day-to-day operations • Identifying and resolving problems • Implementing changes • Ensuring availability © 2012 Carolyn M. Hennings
- 7. 7 What’s in it for me? © 2012 Carolyn M. Hennings
- 8. 8 Two Points of View IT Project Manager IT Service Manager • Project • Service • Temporary • Value to customers • Beginning and End • Facilitating results • Unique product • Reduced cost • Reduced risk • Parameters • Parameters • Time • Customer Satisfaction • Scope • Efficiency • Cost • Meeting service levels • Quality © 2012 Carolyn M. Hennings
- 9. 9 IT Project Manager Initiation Planning Execution and Control Closure © 2012 Carolyn M. Hennings
- 10. 10 IT Service Manager Service Strategy • Decide what services are needed Service Design • Develop the services Service Transition • Put the service into place Service Operations • Manage and monitor delivery of the service Continuous Service Improvement • Make service delivery better © 2012 Carolyn M. Hennings
- 11. 11 Comparing the Two Lifecycles Service Strategy Initiation • Decide what services are needed Planning Service Design • Develop the services Execution Service Transition and • Put the service into place Control Service Operations Closure • Manage and monitor delivery of the service Continuous Service Improvement • Make service delivery better © 2012 Carolyn M. Hennings
- 12. 12 Who? How? What? © 2012 Carolyn M. Hennings
- 13. 13 Who is going to manage it? Purchaser of Off-the- Internal Custom Shelf, Commo Operations System dity System Development © 2012 Carolyn M. Hennings
- 14. 14 How is it going to be managed? Purchaser of Off-the- Internal Custom System Shelf, Commodit Operations Development y System How will questions be handled? Where to go to resolve problems? © 2012 Carolyn M. Hennings
- 15. 15 What do they need? Purchaser of Off-the- Internal Custom System Shelf, Commodit Operations Development y System What procedures are needed? What ongoing maintenance will be required? © 2012 Carolyn M. Hennings
- 16. 16 Schedule Control Project Change Control Communication © 2012 Carolyn M. Hennings
- 17. 17 Schedule Control © 2012 Carolyn M. Hennings
- 18. 18 Project Change Control Mainframe Server Farm © 2012 Carolyn M. Hennings
- 19. 19 Communication © 2012 Carolyn M. Hennings
- 20. 20 Framework for IT operations Deliverables for ongoing management Running the project © 2012 Carolyn M. Hennings
- 21. 21 © 2012 Carolyn M. Hennings
- 22. IT Service Management Concepts for Project Managers Thank You
Editor's Notes
- #2: AbstractProject managers leading IT projects will benefit from a basic knowledge of IT service management concepts. The IT Infrastructure Library describes best practices for the ongoing operations of IT systems. This presentation Compares the IT service lifecycle with the project lifecycleExamines service management processes associated with the implementation of a new serviceProvides an overview of service management processes used for the ongoing management of the implemented serviceThis information assists the project manager to identify and plan for deliverables needed by the IT operations organization that will be managing the result of the IT project.
- #3: Beyond “on time, in scope, within budget,” part of our goal as project managers is to ensure that product or deliverable meets the needs and requirements of the customerWhen working on IT projects, the deliverable is a new or changed system What does that system do?It provides a service that helps an organization achieve its goals
- #4: Framework for IT operationsDeliverables for ongoing managementRunning the project
- #6: Definition “… “examples
- #8: As a project manager, the better you can prepare the operational environment for the technology deliverable, the greater success of the product you created.Relate experience of getting a new system to support to being handed the puzzle ball
- #9: Compare and contrastTemporary nature of project vs ongoing nature of a service
- #10: At what point are you done with an IT project?Sometime after the launch?
- #14: Internal … software/system developed ‘in house’ and internal organization will manage it once development is donePurchaser … you were contracted to design/develop/implement the software/system, it’s up to the org that bought it to figure out how to manage it into the futureOff-the-shelf … support models for commodity systems very different from custom built systems
- #16: Procedures level of detail varies
- #18: Launch date is set in stoneDelays happen in - software development- QADon’t forget about the operations implementation activities that need to be built into the schedule and managed accordingly.Go back to “When are you done with a project?” “When is IT operations done with a system/service?”
- #19: The operational considerations for a system delivered on different platforms are significant. The operations team should be informed of and involved with assessing the impact of such changes.
- #20: Communications around a launch may be high priority and highly visible. Work with the Service Desk part of the organization to coordinate and deliver the communications. Ensure that the support organizations are aware of and prepared to support and manage the system before the launch.
- #21: What is ITIL®?Considerations during Project PlanningConsiderations during Execution and Control
- #22: Why should I as a project manager be aware of IT service management best practes?Basic knowledge of IT service management conceptsIdentify and plan for deliverablesAssure successful hand-off
- #23: QuestionsHandout with qualification scheme