Presentatie van Hans de Neijs de Gouw tijdens het "Werk aan je Toekomst" evenement van Myler en KPN Consulting.

2. ZZP-er & KPN
Succesvoller in een veranderende markt door
leidende standaarden
Hans de Neijs-Gouw
©2013 KPN Consulting

3. Leidende standaarden
Op het gebied van project- en programmanagement:
•
•
•
•
•
•
•
•
PRINCE2
Agile PM
MSP
MoP
P3O
M_o_R
M_o_V
Managing Benefits
• IPMA
• PMBoK

4. Leidende standaarden
Op het gebied van service en IT Management:
•
•
•
•
ASL
ISO 20000
ITIL
BiSL

5. Leidende standaarden
Op het gebied van People en Change Management:
• Lean Six Sigma
• Facilitation
• Change Management

6. Hoe werken die
standaarden samen?

7. What is PRINCE2?
Initiation
stage
Pre-project
Subsequent
delivery stage(s)
Final delivery
stage
Directing a Project
Directing
SU
SB
Managing
CP
Delivering
Key
SU
IP
SB
CP
Controlling a Stage
Controlling a Stage
Managing Product Delivery
IP
Diagram
©Crown
Copyright 2009
Reproduced
under license
from OGC
SB
Managing
Product Delivery
= Starting up a Project
= Initiating a Project
= Managing a Stage Boundary
= Closing a Project
... Brings a robust, mature framework
for business -focused project control

8. What is Agile?
A G I
Scrum
Lean
Extreme Programming (XP)
Lightweight Approaches
8
AGILE
L
E
DSDM Atern (aka Agile PM)
Agile Unified Process (AUP)
DevOps
Fuller Approaches (but still agile)

9. The DSDM Atern Lifecycle
Feasibility
Feasibility
... Brings a robust, mature
Agile framework
for on-time, on budget
business focused delivery

10. On time, on budget with DSDM Atern
Traditional Approaches
Fixed
DSDM Atern
Fixed
Time
Cost
Features
Quality
Quality?
M
Cost
Time
Variable
Features
Variable
C
S
M
W

11. ITIL for IT Service Management
CUSTOMER
SUPPLIER
SERVICE STRATEGY
Strategy
Requirements
Service Request
or Incident
SLAs
SERVICE OPERATION
Service
Desk
Authorized
changes
RFCs
Operations
Management
Change Advisory
Board
Existing
Services
& SLAs
Applications
Management
Technical
Management
Metrics and
feedback
Knowledge
Service
Knowledge
Management
System
(SKMS)
SERVICE
DESIGN
Mind the
Gap!!
Design for
New
Services
& SLAs
new / changed
service
SERVICE
TRANSITION
... Built, tested, deployed
Brings a robust, mature Metrics and
new / changed service
feedback
Service management framework
CONTINUAL SERVICE IMPROVEMENT
contract

12. Why Change?
Organisations must succeed in 2 areas:
•
Running current operations (“business as
usual”)
•
Changing current operations to survive or
compete
Projects are the means of introducing change.
Prince2 Manual 2009

13. So what’s the problem, introducing Change?
Not what the
customer
wanted
Takes too
long
Not tested
Disrupts BAU
I hate change!
Not on time
and budget
Not expected
Not
supportable

14. So what’s the problem, introducing Change?

15. ITIL Processes and The Project Lifecycle
LIFECYCLE PHASE
SERVICE STRATEGY
SERVICE DESIGN
SERVICE TRANSITION
SERVICE OPERATION
Strategy Generation
SERVICE
STRATEGY
Financial Management
Service Portfolio Mgt
Demand Management
Service Catalogue Management
Service Level Management
Capacity Management
SERVICE
DESIGN
Availability Management
Service Continuity Management
Information Security Management
Supplier Management
Transition Planning & Support
Change Management
Service Asset & Configuration Management
SERVICE
TRANSITION
Release & Deployment Management
Service Validation & Testing
Evaluation
Knowledge Management
Event Management
Incident Management
SERVICE
OPERATION
Request Fulfilment
Problem Management
Access Management
CONTINUAL
SERVICE
IMPROVEMENT
Service Measurement
Service Reporting
Service Improvement

16. Service Design Package
(including functional and
non-functional requirements)
Business
Requirements
Service
Strategy
Service
Design
Service
DESIGN,
Transition
BUILD,
TEST,
DELIVER
Service Transition Package
(Release)
Service
Operation
THE
PROJECT
Continual Service
Improvement

17. So what’s the solution?

18. Stakeholders in a Project
BUSINESS
STRATEGY
SERVICE
DESIGN
The
Project
SERVICE
OPERATION
CUSTOMERS

19. Project Management Team Roles
Corporate or programme management
User Groups
Project Board
Senior User(s)
Executive
Business, User
and Supplier
Project Assurance
Senior Supplier(s)
Change
Authority
Project
Manager
Project
Support
Team
Manager
Supplier Groups

20. DSDM Atern Team Structure

21. DSDM Atern Project Level Roles

22. Project Management Team Roles
Corporate or programme management
User Groups
ITIL USER
Input from:
 Business
Relationship
 Operation
 Service Desk
 Problem Mgt
Project Board
Senior User(s)
Executive
Business, User
and Supplier
Project Assurance
Project
Manager
Team
Manager
Senior Supplier(s)
Change
Authority
Supplier Groups
ITIL SUPPLIER
Input from:
 Service Level
 Change
 SA & Configuration
 Capacity
 Availability
Project Service Continuity

Support
 Security
 Release

23. DSDM Atern Team Structure

24. Solution Development Team Roles

25. The Solution Development Team
PRINCE2
Team Manager
Systems Integrator
(Release Manager)
(Service Transition)
Service Design
(Business
Analyst)
Operations
Co-ordinator
(Service Desk)
Solution Tester
(Service Transition)
Service Desk
are also
customers
Service Operation has developers ...
+ Specialists: Capacity, Availability, Security, IT Service Continuity

26. Project
Mandate
A PRINCE2, DSDM Atern and ITIL Road Map
SU
IP
SERVICE
STRATEGY
CONTROLLING A STAGE & MANAGING
PRODUCT DELIVERY
SB
SB
HIGH LEVEL
DESIGN
PreProject
SB
SB
SB
Benefits
Review
CP
DETAILED SERVICE DESIGN
DSDM Atern Agile ... incremental ...
Feasibility
SERVICE
TRANSITION
Release Planning
PostProject
SERVICE TRANSITION / EARLY LIFE
SUPPORT TRANSITION / EARLY LIFE
SERVICE
SUPPORT TRANSITION / EARLY LIFE
SERVICE
SUPPORT
SERVICE TRANSITION / EARLY LIF
SUPPORT
SERVICE OPERATION
CONTINUAL SERVICE IMPROVEMENT
Project
Brief and
Approach
P.I.D.
High
Level
Reqts
Pilot or
Warranty
Period 1
Pilot or
Warranty
Period 2
Pilot or
Warranty
Period 3
Release 1 Release 2 Release 3 Full Live Working
Detailed Requirements

27. So What’s the Result?
If you use PRINCE2, DSDM Atern and ITIL together ...
Your plan will look different
Your roles will look different
However:
The project delivers when expected
 Service Management know about it, they’ve shaped it
 The customers like it – they’ve shaped it too
 No shocks, no surprises!
So:
 your project will work better
 your end result will be better
and you won’t get Service management saying
“...and you want to go live with THAT?”

28. The Elements of
Embrace
PRINCE2, DSDM Atern
Change
and ITIL
Deliver
Build Incrementally
from firm foundations
Retrospectives Timeboxing
Future-spectives
Estimating
On Time Team
Empowerment
Visible Plans
Team working
Rich Communication
DSDM Atern
and
Techniques
V2
collaboration
Facilitated
MoSCoW
Workshops
Prototyping
Progress
Prioritization
Control
Evaluation
Modelling
Business
Benefits
Configuration
Involvement
Application
Realisation
Mgmt
Lifecycle
Testing
ProductCapacity
Directing
Focus on
Change
based
Mgmt
a Project
Business
Mgmt
planning
Requirements
need
Service Design
Engineering
Clear
Project
Project
Clear Products
Tailoring
Process Maturity
Process
Assurance Board
Risk
Business
Assessment
Business
Framework
Mgmt
Metrics
Relationship Case
Availability
Product
Service
Mgmt
Mgmt
Quality
Breakdown
Learn from
Application Strategy
Mgmt
Structure
Experience
Roles &
Mgmt
Service Portfolio
Communication
Quality
Responsibilities
/ Catalogue Mgmt
Plan
Review
Demand
Release
Functional Roles
Formalised
Mgmt
Service Level
Mgmt
Manage
Manage
Analysis (RACI)
Reporting
Mgmt
by
Financial
Information
by
exception
Mgmt
Continual
ITSCM
Security
Stages
Service
Mgmt
Service
PRINCE2
ITIL V3
Improvement
Transition
(2009)
Service Desk
Supplier
Closing
Issue
Problem
Service Mgmt
a Project
Handling
Mgmt Incident Operation
Mgmt

29. Succesfactoren volgens de Standish Group
Factors of Success
Points
1. Executive management support
2. User involvement
3. Optimization
4. Skilled resources
5. Project management expertise
6. Agile process
7. Clear business objectives
8. Emotional maturity
9. Execution
10. Tools and infrastructure
20
15
15
13
12
10
6
5
3
1
Bron: Chaos Manifesto 2013
50%
75%

30. Einde
Bedankt voor Uw aandacht