The document discusses how to effectively transition a project from development to operations to avoid changes being "thrown over the fence" without support. It outlines that the project manager and service manager have different priorities, with the project manager focused on time, scope and budget, and the service manager on service level agreements and customer satisfaction. The document also describes some of the conflicts that can arise between increasing stability for operations versus enabling change for projects. It provides principles for involvement, such as ensuring any involvement is relevant and adds value.

1. A VIEW FROM THE PROJECT MANAGER
How to avoid getting
changes thrown over the
fence – Duncan Watkins

2. INTRODUCTION
“Ensure that skills and
knowledge are transferred to
operations and support staff
to enable them to effectively
and efficiently deliver,
support and maintain the
service according to required
warranties and service levels”

4. RUNNING ORDER
Drivers – What’s important to SM; what’s important to PM?
Conflict & Complexity – What’s the landscape?
Effective Transition and Release – How to manage difficulties
Principles – How to approach a common ground
Project Deliverables – Where to get involved

5. DRIVERS
SLA
Incidents
Service Credits
Customer
Satisfaction
Time
Scope
Budget

6. SM v PMCustomer

7. CONFLICT AND COMPLEXITY
Reduce Change
Reduce Incidents
Increase Stability
Service
Increase Change
Incident Neutral
Stability Neutral
Project

8. CONFLICT AND COMPLEXITY

9. EFFECTIVE TRANSITION AND RELEASE
Documentation Processes Automation

10. PRINCIPLES
Is it relevant?
Does it add value?
Can it be broken down?

11. PROJECT DELIVERABLES
Contract
Changes
Handover
Lessons
Learnt
Project
Closure

12. CONCLUSION

13. Making Complexity Simple
Service
Management
Project
Management
@duncanwatkins