Transcript
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IT Definition and DeliveryMethod Introduction

Version 3.0October, 2007

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ITDDM Introduction Agenda

• Course Objectives

• Intent of the Methodology

• Methodology Overview and Key Concepts

• Phases

• Gates

• Work Focus by Phase

• How will it work?

• Introduction to Sharepoint Portfolio Management Tool (ITPM)

Project Office Website: http://wcm2.ucalgary.ca/pmo/

Project Office Email: [email protected]

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• To provide context re: the need for a Method and how it fits within the overall IT Strategy

• To provide an Introduction/Overview to the Methodology

– How it works

– How it relates to other IT processes

– Identify the various job roles associated with the methodology

• To provide a basis for further modules as required by your individual roles

• To provide a quick view of the Sharepoint tool used to support the process

Course Objectives

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Six Technology Portfolios - 2006-07

Learning- Learning Tools

- Classroom & Lab

- C/M Sys Renewal

- Student Spaces

- Student Wireless

- SIS Warehouse

Research- WestGrid II

- Campus Grid

- Sci. Visualization

- Research Hosting

- Research Reporting

Administration- Enterprise Reporting

- eMerge – HR and SIS

- IMAGinE

- Legacy Sys Renewal

- Shadow Systems

Community- MyUofC Portal

- TFDL

- Web Content Mgt

- Air UC Extension

- Downtown Campus

Process and Organization- ITSM – Client Service to Backroom- Service Costing Model- Emerge Integration- Project Delivery and Governance

Infrastructure- Identity Mgt- Disaster Recovery- Server Consolidation- VoIP -Systems Hosting

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Intent of the Methodology

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An Example Worth Learning From *IT Investment Decision BoardSenior Level Management with wide

Divisional Representation. Chaired by CIO.

Meets regularly to review, discuss and make decisions on proposed IT investments

Div

isio

n A

* Example from Nova Corporation prior to merger with TCPL

Div

isio

n B

Div

isio

n C

Div

isio

n D

Senior Divisional Leaders $ Funds Available for IT Investment

Senior BA’s/Customer Representative/Functional Area/Data Architect

Value Management OfficeGroup responsible to mentor various actors,preassess initiative proposals, coordinate

the IDB Agenda, track the individual Decisions and perform overall

Portfolio management activities.

Pre-gated Presentations,

Reporting

Investment Policy & targets, Decisions

Included:BA’s/Data ArchitectsTechnical ArchitectsFinancial AnalystsMethodology CoachesPortfolio Management Admin

Provided a Trusted Interface between IT &Business Units that understood the businessFunction and priorities as well as the needs for Appropriately architected and integrated solutions.

DMRApplication

Support & Delivery

IBMInfrastructure

Support & Delivery

CoordinateAnd Integrate

Business RequestsTo meet Functional Needs

Requests to meetInfrastructure Needs

ProjectProposals

Strategic Realm

Tactical Realm

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1. To help us focus on Doing the Right Things• To focus our work on initiatives that have the most value to the University• To focus on customer requirements before defining technical solution • To engage our customers in the decision-making process• To effectively capture and document the resulting decisions

2. To help us focus on Doing Things Right• To ensure that we apply the appropriate level of rigour to each initiative• To effectively sequence the focus of work from inception through delivery• To ensure that we create consistent project deliverables • To help reduce decision latency and move initiatives forward• To help manage the demand for IT and business resources

3. To help us effectively transition solutions into an operational state• To ensure users & support groups get needed documentation, skills and tools• To ensure that we understand and can meet the ongoing service needs • To ensure that solutions integrate well with related services• To ensure that we build solutions in an architecturally compliant manner• To ensure that we can sustain the delivered services over time

Intent of the Methodology

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1. To help us focus on Doing the Right Things• To focus our work on initiatives that have the most value to the University• To focus on customer requirements before defining technical solution • To engage our customers in the decision-making process• To effectively capture and document the resulting decisions

2. To help us focus on Doing Things Right• To ensure that we apply the appropriate level of rigour to each initiative• To effectively sequence the focus of work from inception through delivery• To ensure that we create consistent project deliverables • To help reduce decision latency and move initiatives forward• To help manage the demand for IT and business resources

3. To help us effectively transition solutions into an operational state• To ensure users & support groups get needed documentation, skills and tools• To ensure that we understand and can meet the ongoing service needs • To ensure that solutions integrate well with related services• To ensure that we build solutions in an architecturally compliant manner• To ensure that we can sustain the delivered services over time

Intent of the Methodology

Connection To

Governance

ITDDM and Other

Methodologies

Connection To

ITSM/ITIL

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IT Definition and Delivery Methodology Life Cycle Overview

InitialScreening

Gate

Project Delivery Phase

SolutionConcept PhaseInitial

AssessmentPhase

ProjectApproval

Gate

BusinessApproval

Gate

BusinessConceptPhase

Initial Operations &

Support Operate, Support

and Maintain IT ServicesTransition toProduction

Solution Definition/

Development

Solution Assurance/

Testing

Implement Solution

Bu

ild

Operate

Design

ContinuousService &Process

Improvement& Sustainment

Requests forNew Services

& FeaturesFrom Units& Faculties

Define and Deliver IT Project Initiatives

Review

RequirementsDefinition

Deliver

Plan

ProjectCompletion

Gate

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IT Governance is the process that defines and enables how IT decisions are made and communicated.

The primary goal of IT Governance is to ensure that the decision making process for allocating IT resources to addressing the

needs of units and faculties is done effectively and efficiently.

• To be effective it needs to recognize and define both who has input to certain types of decisions and who has ultimate responsibility to make those decisions.

• To be efficient it needs to allow for delegation of decision making of various types of decision to the appropriate levels and areas of responsibility in the organization – this reducing latency, improving decision quality and optimizing the efforts of the various stakeholders.

Governance Definition

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Delivery Methodology

As it Relates to IT Services

Management(ITIL)

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IT Definition and Delivery Methodology Life Cycle Overview

InitialScreening

Gate

Project Delivery Phase

SolutionConcept PhaseInitial

AssessmentPhase

ProjectApproval

Gate

BusinessApproval

Gate

BusinessConceptPhase

Initial Operations &

Support Operate, Support

and Maintain IT ServicesTransition toProduction

Solution Definition/

Development

Solution Assurance/

Testing

Implement Solution

Bu

ild

Operate

Design

ContinuousService &Process

Improvement& Sustainment

Requests forNew Services

& FeaturesFrom Units& Faculties

Define and Deliver IT Project Initiatives

Review

RequirementsDefinition

Deliver

Plan

ProjectCompletion

Gate

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The ITIL V3 Service Lifecycle

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IT Definition and Delivery Methodology Life Cycle Overview

InitialScreening

Gate

Project Delivery Phase

SolutionConcept PhaseInitial

AssessmentPhase

ProjectApproval

Gate

BusinessApproval

Gate

BusinessConceptPhase

Initial Operations &

Support

Transition toProduction

Solution Definition/

Development

Solution Assurance/

Testing

Implement Solution

Bu

ild

Operate

Design

ContinuousService &Process

Improvement& Sustainment

Requests forNew Services

& FeaturesFrom Units& Faculties

Review

RequirementsDefinition

Deliver

Plan

ProjectCompletion

Gate

IT Definition and Delivery Methodology

IT Service Management Processes

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IT Definition and Delivery Methodology Life Cycle Overview

InitialScreening

Gate

Project Delivery Phase

SolutionConcept PhaseInitial

AssessmentPhase

ProjectApproval

Gate

BusinessApproval

Gate

BusinessConceptPhase

Initial Operations &

Support

Transition toProduction

Solution Definition/

Development

Solution Assurance/

Testing

Implement Solution

Bu

ild

Operate

Design

ContinuousService &Process

Improvement& Sustainment

Requests forNew Services

& FeaturesFrom Units& Faculties

Review

RequirementsDefinition

Deliver

Plan

ProjectCompletion

Gate

IT Definition and Delivery Methodology

IT Service Management Processes

Service LevelManagement

Process

ProblemManagement

Process

Service Desk

IncidentManagement

Process

CapacityManagement

Process

AvailabilityManagement

Process

Release/ChangeManagement

Processes

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Understanding The

Methodology

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1. It needs to provide a filtering process to determine what and how work gets done

2. The methodology needs to support the conversion of customer needs into technical specifications to be delivered

3. Need to create various types of documentation to enable ongoing solution usage, support, and maintenance

4. The process needs to effectively engage various stakeholders to assess different criteria and make the necessary decisions

• The focus will evolve as the initiative proceeds through life cycle

5. The method needs to define the work to proceed in a logical sequence

Key Methodology Characteristics

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Determine which requirementsare important to address,

what type of solution is most appropriate, how we should

route and consolidatethem for most

effective delivery, and allocate funds

to support the Required work.

Define, Resource And Deliver Solutions

To meet Priority Requirements

Customer Requirements and Requests

Fixes and Maintenance

Existing Projects

Change Orders

RejectedInitiatives –With rationale (eg. Lack of Business Merit, Funding or Business Commitment,TechnologyNot Ready, Etc.)

Value to the University – In support of Academic Plan, Business Plan, etc.

Issues,Opportunities,

Projects onHold withReview

Conditions

Key CharacteristicFiltering Customer Requests

The Filtering Process helps toDetermine:• What gets done • How it gets done:

- What level of rigour - Technical Solution

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• Service Needs– Functional Capability– Service Level Requirements

• Business Alignment / Priority• Value – Costs/Benefits• Investment Required• Impact on Business

Processes • Business Resourcing Issues• Training Commitments• Business Risks

Key Characteristic Bridging Technical and Customer Realms

• Technical Capabilities

• Technical Specifications

• Technical Challenges/Risks

• Technical Dependencies

• Speeds and Feeds

• Technical Futures

• Support/Operation Needs– Skills Requirements – Environmental Needs

Technical Staff Focus Customer Focus

A method bridges between the technical and customer realms by:• Converting information into management understandable terms,• Presented in consistent formats to allow focus on content, • Building certainty incrementally to support the decision-making process

IT Delivery Management• Opportunity Assessment• Business Case• Solution Concept• Requirements Documentation • Technical Alignment• Technical Impact• IT Resourcing • Risk Management

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IT Library

Req

uir

emen

ts D

ocu

men

t

Pro

ject

Co

ntr

ol B

ind

er

Use

r an

d O

per

atio

ns

Man

ual

Re

jec

ted

In

itia

tiv

es

On

Ho

ld I

nit

iati

ve

s

Arc

hit

e ctu

ral D

oc u

men

ts

Approved Initiatives Completed and in Progress

Unapproved Initiatives

Key Characteristic Supports Creation of Necessary Documentation

Common set of templates defining standard project deliverables

Supported by Checklist to help determine which to use for each initiative

Allows progressive capture of level of detail in line with IT Governance Process

Allows effective transition of initiative to Operations

Appropriate documents can be used to populate project repository

So

luti

on

Co

nce

pt

Man

ual

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1. Effective engagement of appropriate stakeholders at correct time and level of detail

• Optimizes the effort of various stakeholders to get required input and decisions• Reduces latency in the process by getting timely decision making

2. Ensures various aspects of the initiative are considered• Business Needs –alignment with key drivers, scope, and prioritization • Financial Considerations – Business Case, investment required• Management considerations – effective analysis, resourcing considerations, risk

management• User considerations – requirements understood, acceptance testing and user

tool and process training• Technical – Architecture, leveraging common opportunities, dependencies with

other initiatives• Operations – Ability to support and sustain on an ongoing basis

3. Improves overall buy-in, understanding and support for initiatives

Key CharacteristicEffective Stakeholder Engagement

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Key Project Stakeholders and their Roles

Stakeholder Role (Defines the part an individual plays in the initiative and their associated responsibilities)

Steering Committee

Provide overall direction, prioritization, and timely decision making.

Sponsor Provides funding, primary direction, prioritization, and support for specific requirements of the initiative. Communicates value of outcomes to various stakeholders.

Customers/Users Provide input and resources to define specific requirements, test solutions, and receive solution and supporting materials

Business Analyst Primarily responsible to define the opportunity to be addressed, the desired outcomes and business case, and the requirements

Technical Architect

Responsible to define the technical solution and ensure it fits with the overall technical environment and related strategies.

Subject Matter Experts

Provide specific input into aspects of the current & future state environments to support analysis & solution design.

Project Manager Responsible to structure, staff and deliver project once it has been scoped and prioritized. In charge of project resources and communication of project status and issues.

Technical Resources(various types)

Will provide specific expertise to design, develop, build, test, deploy and support the solution.

Functional Manager

Responsible to oversee individual staff and to ensure resources can commit effort to the projects.

Gate Keepers(Various types)

Review and approve work products in support of the decision-making process. Various types of gatekeepers (eg. business, financial, technical, operations) are required to review differing types of work products.

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IT Definition and Delivery Methodology Gate Activity

HoldStop

Proceed

Rework, Revise

Review AppropriateDocuments

Evaluate andfeedback findings

Input andDecide

Phase ‘C’

Proceedw/ caveats

Gate B Gate C

Check on Caveats

from previous gates

Gate D

Phase ‘D’

Phase‘B’

When Initiative is approved to proceedwill identify what work is to be done & what Gatekeepers are needed at next gate

Range of Possible Outcomes at Gate C

GatekeeperActivity

Various gatekeepers will be engaged to review and provide feedback and/or approval to deliverables produced during the phase. The specific gatekeepers will vary by initiative and phase. Deliverable review can be completed as work on deliverables progresses to improve buy-in and reduce latency.Gatekeeper types include customer, financial, technical, operations, project office, etc.

At actual gate key gatekeepers meet to review thefeedback of the various gatekeepers, and to make decisions re: the future of the initiative – go/no go, scope, resourcing, funding, priority, cancel, etc.

Key decisions get recorded, tracked, communicated, and managed as part of and in support of overall portfolio management process.

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Phase/Gate Descriptions

• Initial Assessment PhaseA definition of the issue/opportunity, a high level assessment of the value of solving the business issue, and an initial sense of the type and complexity of the solution

• Initial Screening GateIs there sufficient merit in the opportunity to warrant allocation of resources to the next level of definition? Based on expected size and existing uncertainties, what level of rigour should be applied going forward, and what should be the next steps? Focus on whether it is aligned with key unit/faculty objectives and that there is likely to be an affordable solution.

• Key Gatekeeper(s) Sponsor who is willing to resource the next phase.

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Phase/Gate Descriptions (cont.)

• Business Concept PhaseDocumentation of business issues/opportunities and desired outcomes, preparation of business case for selected scope, business risk assessment, articulation of initial overall solution concept, and sponsorship identification.

• Business Approval GateConfirm alignment with business priorities and that there is sufficient value in meeting proposed scope, is supporting analysis of sufficient quality to provide confidence, is initial solution concept reasonable and achievable, is there a clear resource plan for next phase, and does potential value of opportunity warrant resource allocation to next phase?

• Key Gatekeeper(s)Sponsor willing and able to resource next phase. Financial to ensure business case is acceptable. Initial architectural review of high level solution concept, as required.

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Phase/Gate Descriptions (cont.)

• Solution Concept PhaseFurther development of solution concept for targeted scope, technical risk assessment, revision of business case as required to reflect solution costs, confirmation of appropriate sponsorship and definition of expected approach to deliver solution.

• Project Approval GateWill proposed solution meet the defined scope? Is the solution aligned with business strategy and IT architecture? Given the proposed solution does the business case still hold? Are risks understood and reasonable given the benefits and are mitigations available? Have we defined resources for the next phase, and can they be allocated to this initiative?

• Key Gatekeeper(s)Business and IT Architect to assess solution and ensure strategic consistency. Sponsor to confirm priority and funding availability. Financial to ensure business case is still valid. Project Office to confirm project is structured for success. Operations to assess supportability of solution after delivery.

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Phase/Gate Descriptions (cont.)

• Project Delivery Phase (will contain multiple gates depending on size/nature of

initiative)– Kickoff - Engage PM, complete project plan, resource and

kick off project– Requirements Definition - Complete detailed

specification of requirements– Define/Develop Solution - Complete detailed solution

design, and build solution– Solution Assurance Testing - Perform various solution

functionality, usage, integration and rollout testing– Implement Solution - Rollout solution and associated

training documentation and support tools– Initial Operations and Support - Perform initial

solution support and operations through initial burn-in phase

– Transition to Production - Transition required knowledge, tools, documentation, and staff (if required) into operational state

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Phase/Gate Descriptions (cont.)

• Project Completion Gate Assessment of whether all deliverables are complete, users and IT staff trained, service levels can be met by support organization, solution can be sustained over time, all steps taken to complete move into production mode, and project can be closed.

• Key Gatekeeper(s)Sponsor to ensure scope is complete, support organization to confirm supportability of solution, Project Office to support project closure

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Using the Methodology -IT Portfolio Management Tool

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IT Portfolio Management (ITPM)

• ITPM is a list in the IT Portfolio Management Sharepoint Site

• The PeopleSoft teams already use this list to track PS issues and projects, and also use it as a tool to discuss their work program with clients

• The intent is to roll it out to all of the IT teams to support the IT project and governance processes

• At a high level, the list provides details on: – What requests are in the queue – What work is underway in each IT area, and for which

business units – What requests have been completed

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ITPM…Continued

• More significantly, it can be used to provide details on:– The system(s) it impacts– The business priority of the request– The impact of not actioning the request– Specific deadlines that the request must meet, if any– Risks, assumptions, constraints known at the time– The benefits that the request provides– The impact of not satisfying the request– Priority– Time/Cost estimates– Business Plan Drivers– Others

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ITPM…Continued

• Records in the list are progressively elaborated, and can be initiated by satisfying only the ‘required’ fields, if that is the level of detail available

• As the request proceeds through the process, more information is uncovered and added to the record. As an example: • An Architect adds information on which solutions might

be appropriate • A Project Manager defines scope and deliverables• A Business Analyst adds details on requirements• The Business or IT prime updates the initial information

• The Opportunity Assessment and Slim Charter document can be created from the information captured in the record• The fields required for these documents are populated in

the ITPM list• ACCESS is used to pull these details from the list into the

document template• These documents are used to gain formal agreement on

important details of the request

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ITPM…Continued

• The request/project process and governance model that this list supports are being developed and will be communicated once the initial release has been finalized

How the list can be used right now:• Individual project teams can use this list to manage work

requests for their area

• Send a request to [email protected] for assistance on getting started

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“In times of Change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer

exists” – Eric Hoffer

“We pride ourselves on starting every project humbly – and a little dumb. We don’t want to peek at the answers before we know the questions” –

Tom Kelley , GM, Ideo

Q: “Do you have all of the answers?”A: “ Actually, I find that the questions are more important.”

CSI Episode

Getting in the Correct Frame of Mind Curiosity

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Additional Slides

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IT Definition and Delivery Methodology Phase Descriptions – Sequencing Work

InitialScreening

Gate

Project Delivery Phase

SolutionConcept PhaseInitial

AssessmentPhase

ProjectApproval

Gate

BusinessApproval

Gate

BusinessConceptPhase

Initial Operations &

Support Operate, Support

and Maintain IT ServicesTransition toProduction

Solution Definition/

Development

Solution Assurance/

Testing

Implement Solution

Bu

ild

Operate

Plan Design

ProjectCompletion

Gate

ContinuousService and

ProcessImprovement

& Sustainment

Requests forNew Services

& FeaturesFrom Units& Faculties

Define and Deliver IT Project Initiatives

DeliverReview

RequirementsDefinition

A definition of the issue/opportunity, a high level

assessment of the value of solving the business issue, and an initial sense of the type and

complexity of the solution

Documentation of business issues/opportunities and

desired outcomes, preparation of business case for selected scope, business risk assessment, articulation

of initial overall solution concept, and sponsorship

identification.

Further development of solution concept for targeted scope, technical risk assessment,

revision of business case as required to reflect solution

costs, confirmation of appropriate sponsorship and

definition of expected approach to deliver solution.

Perform various solution

functionality, usage, integration and rollout testing.

Rollout solution and associated training documentation and

support tools.

Perform initial solution support and operations

through initial burn-in phase.

Transition required knowledge, tools,

documentation, and staff (if required) into

operational state.

Support, operate and maintain the operational state of the

solution through our operational (ITIL-based) processes as per

the service level requirements of the customers through an appropriate combination of centralized, distributed and

external service groups.

Identify opportunities and requirements for improvement

through ongoing reviews of service delivery results, learnings

from ongoing operations and support, changing expectations for capacity, performance and availability, and sustainment of

infrastructure currency

Complete detailed specification of requirements.

Complete detailed solution design,

and build solution.

Engage PM, complete project

plan, resource and kick off project.

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IT Definition and Delivery Methodology Gate Descriptions

InitialScreening

Gate

Project Delivery Phase

SolutionConcept PhaseInitial

AssessmentPhase

ProjectApproval

Gate

BusinessApproval

Gate

BusinessConceptPhase

Initial Operations &

Support Operate, Support

and Maintain IT ServicesTransition toProduction

Solution Definition/

Development

Solution Assurance/

Testing

Implement Solution

Bu

ild

Operate

Plan Design

ContinuousService and

ProcessImprovement

& Sustainment

Requests forNew Services

& FeaturesFrom Units& Faculties

Define and Deliver IT Project Initiatives

Review

RequirementsDefinition

Assessment of whether all deliverables are complete, users and IT staff trained, service levels can be met by support organization,

solution can be sustained over time, all steps taken to complete move into

production mode, and project can be closed. Key Gatekeeper(s)

Sponsor to ensure scope is complete, support organization to confirm

supportability of solution, Project Office to support project closure

Will proposed solution meet the defined scope? Is the solution aligned with business strategy and IT architecture? Given the proposed solution does the

business case still hold? Are risks understood and reasonable given the benefits and are mitigations available? Have we defined resources for the next

phase, and can they be allocated to this initiative?Key Gatekeeper(s)

Business and IT Architect to assess solution and ensure strategic consistency. Sponsor to confirm priority and funding availability. Financial to ensure

business case is still valid. Project Office to confirm project is structured for success. Operations to assess supportability of solution after delivery.

Confirm alignment with business priorities and that there is sufficient value in meeting proposed scope, is supporting analysis of sufficient quality to provide confidence, is initial solution concept

reasonable and achievable, is there a clear resource plan for next phase, and does potential

value of opportunity warrant resource allocation to next phase?

Key Gatekeeper(s)Sponsor willing and able to resource next phase. Financial to ensure business case is acceptable.

Initial architectural review of high level solution concept, as required.

Is there sufficient merit in the opportunity to warrant

allocation of resources to the next level of definition. Focus on whether it is

aligned with key unit/faculty objectives and that there is likely to be an affordable

solution.Key Gatekeeper(s)

Sponsor who is willing to resource the next phase.

Deliver

ProjectCompletion

Gate

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IT Definition and Delivery Methodology Deliverables by Phase

InitialScreening

Gate

Project Delivery Phase

SolutionConcept PhaseInitial

AssessmentPhase

ProjectApproval

Gate

BusinessApproval

Gate

BusinessConceptPhase

Initial Operations &

Support Operate, Support

and Maintain IT ServicesTransition toProduction

Solution Definition/

Development

Solution Assurance/

Testing

Implement Solution

Bu

ild

Operate

Plan Design

ContinuousService and

ProcessImprovement

& Sustainment

Requests forNew Services

& FeaturesFrom Units& Faculties

Define and Deliver IT Project Initiatives

Review

RequirementsDefinition

Inputs:Academic PlanUnit PlansIT StrategyOperational DataIndustry ResearchManager DirectionService RequestProblem/Known Error InfoCapacity PlanAvailability Plan

Primary Work Focus:Analysis, Idea GenerationSupporting Materials:Current/Future State Analysis, Outcome PlanningMandatory Document:Opportunity Assessment

Primary Work Focus:Define Business OutcomesInitial Solution Concept Business Case Development,Supporting Materials:Outcome PlanningHigh Level RequirementsSolution ConceptRisk AssessmentMandatory Document: Business Case

Primary Work Focus:Solution Concept, Solution Risk AssessmentBusiness Case ConfirmationSupporting Materials:Architecture DocumentsScope and Approach Operational Impact AssessmentMandatory Document: Solution Concept

Primary Work Focus:Project ReviewPost Implementation ReviewSupporting Materials:Asset DecommissioningProject RecognitionProject Staff AssessmentsMandatory DocumentProject Completion Report

Deliver

ProjectCompletion

Gate

Primary Work Focus:Project Plan and ProcessesRequirements DefinitionDetailed Solution DesignDevelop/Build SolutionTraining and Operations Turnover PlanImplementationSupporting Materials:Pilot Plan/ResultsTest Plan/ResultsService Level PlansProject Change OrdersMandatory DocumentsProject CharterRequirements DocumentTurnover to Production


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