SureSkills Belfast Breakfast Briefing on 'Integrating Project Management with Service Management Best Practices Event, April 3rd 2014'. The event aimed to show that the points of integration between Project Management and Service Management. Given the minimal industry discourse on integrating Project Management and Service Management, we used the event as an open discussion with industry professionals and local industry case studies combined with a very interactive Q&A session. Guest Speakers on the day included: - Bill Heffernan, Principal Service Management Consultant at SureSkills / CEO SP3 Services - Domingos Ferreira, Director at Quantum Outsource - Ruaidhri McSharry, Chief Operating Officer & Director Service of Service Management at SureSkills Date of event: Thursday, 3rd of April 2014 Venue: Europa Hotel Belfast If you require any additional details about this event email Marketing@SureSkills.Com or contact your SureSkills Belfast account manager on 028 9093 55 55.

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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
3rd April 2014 | Europa Hotel, Belfast
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Corporate Overview
Strategic Solution Pillars
IT Solutions
and
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 and IT
Infrastructure Training and
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
Domingos Ferreira| SureSkills

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O
P PT
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 ― summary
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
SCRSCATWOE
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.
EmotionalPolitical
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 and 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 and externally.
Dependability
Cost
FlexibilityQuality
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
Bill Heffernan | SureSkills

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Traditional Method Perspective

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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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Other Considerations
Service Evaluation 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 and increase velocityTeams:
Automating release management to improve
efficiencyTools:
Developing operational monitoring systems for
interventionTools:
Agile going the extra mileMethods:
Specialist Roles!!People:

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My Perspective?
Tangible example of trying to address age old
problem
Agile going the extra mile
A logical extension
A services, not team perspective

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My Concern
“The end of ITIL”

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Great to See Progress But Same Challenge
IT Management

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AGENDA
Getting the job done!
Example delivery ecosystem & board
Risk Management
Continious Improvement
Improvement techniques

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Risk Management
“Everyone has a plan until they get punched in the mouth.” KO

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SureSkills Comment
• Gemma Morgan
• Statistics
• Knowledge Transfer

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Thank you

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Join The Debate on LinkedIn
SureSkills Service Management & Project Management Group

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Dublin: 14 Fitzwilliam Place, Dublin 2, Ireland
Belfast: Callender House, 58-60 Upper Arthur Street, Belfast BT1 4GJ, Northern Ireland
Ottawa:,1 Rideau St #700, Ottawa, ON K1N 8S7, Canada
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.