Leveraging Process Design: True Results, True Value Andrew Wilson, Director, Program Management Office, U.S. Navy Bureau of Medicine and Surgery Learn about the IT Service Management Process Improvement journey at NAVMISSA, led by their Project Management Office.

1. Welcome!
Leveraging CPDE: True Results, True Value
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2. About ITSM Academy
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Welcome!

3. Disclaimers and Credits
 The views expressed in this webinar are those of the author and
do not necessarily reflect the official policy or position of the
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Department of the Navy, Department of Defense, nor the U.S.
Government.
 Certified Process Design Engineer(CPDE) – Loyalist Certification
Services (LCS)
 The ITSM Process Design Guide – Donna Knapp, CPDE, ITIL
Expert
 ITSM Academy Team – Michael Cardinal
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4. Introduction
 NAVMISSA
 Program Management Office
 Why this webinar
 Search for the answer
 Pivotal maturity step
 From the trenches
 Results driven – process development
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5. History
 New organization
 NAVMISSA PMO initially focused on developing project management
processes
 Lack of a standardized development process resulted in process
development that was
was:
 Resource intensive: 3,344 man-hours
 Time consuming: 3-4 month development window
 Costly: $250,847
 Lacking customer requirements: PMO driven processes
 Deeply rooted culture
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6. Problems
 Processes that were not adopted by the organization
 Inability to meet organizational demand
 Lack of confidence in PMO’s ability to meet the needs of the
organization
 Poor quality processes
 Lack of organizational:
 Id tit
Identity
 Purpose
 Function
 Value
 Inability to mature: “Initial” level of maturity
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7. Implementing CPDE – An Eye Opening
 CPDE – A process development methodology
 Agnostic - Meant for IT Service Management fundamentally for process
Management,
 Holistic – Encompasses the life of a process
 Outcomes based
 4 phase,10 step methodology, specific deliverables
 Provided the skeleton
Continual Requirements
Process Definition
Improvement
Process Design
and Process Analysis
y
Implementation
Four phases of ITSM Process Design
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8. Implementing CPDE - The PDP
 Giving the skeleton a soul – The Process to Develop Process (PDP)
 Methodology into practice
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 Organization specific
 Used The ITSM Process Design Guide
 The Process to Develop Process
 7 Phase, 31 Activity Process
 Standardized all process development
documents
Continual
Process
Improvement
Requirements
Definition  Standardized all communications
 Established PITs
Process Design
 Established common language
and Process Analysis
Implementation  Established roles
 Established metrics
 Outcomes based/requirements driven
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9. Implementing PDP - Requirements Definition
 Establishes the process project and its scope while identifying the
stakeholders, process definition and customer requirements
 Output: Requirements Definition Document (RDD)
Initiate Plan Define
• ID • RASCI • Define
Stakeholders • PIT Process
• Charter • POAM • Gather
Requirements
Charter signed= POAM signed=
Management commitment and Project plan
resources
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10. Implementing PDP – Process Analysis
 A series of PIT Team meetings that document current state,
identify problems/pain points, best practices, regulatory
points practices
requirements, benchmarking, etc.
 Led by Process Developer (Facilitator)
y p ( )
What works best
for us!
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11. Implementing PDP – Design
 Design the required process and tools to achieve the desired
outcomes using design workshops
 Facilitation is an art
Design Process Develop PDD Requirements
Verification
• Process • Process • PIT and
Design Developer Management
Workshops Authors
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12. Implementing PDP - Pilot
 Pilot the designed process with draft PDD and associated
process tools
Pilot Resources Conduct Pilot Determine Pilot
Success
• From the • Variety of • Document
trenches methods pilot findings
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13. Implementing PDP - Release
 Final updates are made to the PDD and then routed for
approval by the PIT and then management before released
released.
Update PDD Approve PDD Release
• Updates from • PIT Approve • Release Prep
pilot • Management • Storage
Approve • Communicate
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14. The PDP
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15. Process Development Process Pilot
 12 Project management processes
 Cost, Schedule, Scope
 Conducted 2 developer lessons learned sessions
 Measured cycle times and assessed quality at each
phase
 Held PIT lessons learned sessions
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16. CPDE/PDP in Place – Real Results
Development Time - Days
p y Man Hours
Development
Man-Hours
Time - Days
Pre CPDE 162 Pre CPDE 3344
Post CPDE
P t 65 Post
P CPDE 259
0 100 200 0 2000 4000
 Results
 59 9% reduction in development time
59.9% d d l
 92.3% reduction in man-hours
 Cost avoidance per process $231,323
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17. CPDE/PDP in Place – Real Value
 Organizational maturity and acceptance
 St d d for ALL processes
Standard f
 12 Project Management Processes
 3 Service Management Processes
 Incident, Change and Service Level
 5 Business Processes
 Employee Hiring, Employee Check-In, COOP, LSS Project and Governance
 3 process developers trained
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18. Lessons Learned
 Policy
 E
Executive support
ti t
 Takes time to change culture
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19. Visible OPS
Certified Process
Design Engineer (CPDE) ITIL SOA
ITIL at the Service Desk
ITIL PPO
Defining Your
Service Catalog ITIL RCV
ITIL Service Strategy ITIL Managing Across ITIL OSA
the Lifecycle (MALC)
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Service Strategy
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ITIL Service Operation Service Transition
Overview
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Service Improvement Service Operation
Overview
ITIL
ITSM Roles
Foundation
and Responsibilities
ISO/IEC 20000
Foundation
ISO/IEC 20000
Apollo 13 Simulation Foundation Bridge
MOF
Foundation
Customer Service
ITIL Executive Overview
Excellence
ITIL Overview
Building Blocks of
Process Design ISO/IEC 20000 Overview
Solid colored boxes represent accredited certification courses.
Grey boxes represent non-certification courses including workshops and simulations.

20. Questions?
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