prepared by jason wright, rowan arndt

Project Plan

IT Service Management Support – Phase 2

Prepared by Jason Wright, Rowan ArndtCorporate Information Services

Version number: 3.1

Date of current plan: 14th November 2006

PMF V4.1CRICOS Institution Code 00213J

PROJECT PLAN

IT SERVICE MANAGEMENT SUPPORT

1 PROJECT PLAN DISTRIBUTION LIST

The recipients of the project plan

Name Position Interest in ProjectITSM Steering Committee

Oversight of project

Joe Dascoli Manager, CIS Service Owner

Rowan Arndt Manager, Corporate Projects, CIS

Service Manager

Geoff Mitchell Manager Integrated Help Services

Sponsor/Key Stakeholder

Warren Fraser Project Portfolio Office

Reporting & Compliance

Tracy Dunncliff Client Relations Manager

Communication of the project and outcomes to key stakeholder groups.

2 VERSION CONTROL

Record changes to the project plan.

Version Number

Date Reason/Comments/Approvals

0.1 07-08-2006 Initial

0.2 09-08-2006

2.0 19-09-2006 Updated to reflect recommendations from Information Technology Advisory Committee and Priority Setting Subcommittee (18/09/2006)

3.0 14-11-2006 Final – reviewed and agreed by SC

3.1 23-11-2006 Final – changed from phase 1 to phase 2 and modified Management Summary as instructed by PPO

document.doc

PROJECT PLAN


3 MANAGEMENT SUMMARY

The Aim of the IT Service Management Support project is to implement an IT Service Management system which will enable QUT to support its ITSM (ITIL) processes. This will enable IT Support staff in QUT to provide a level of support to students and staff, and a level of reporting to management, that is greater than that currently possible. The project will replace the current Quantum job tracking system.

This project is the first of a two phased approach for the implementation of technology to support ITIL processes:

Phase 2

Leverage off the recent acquisition process of University of Queensland and its outcome to purchase the FrontRange ITSM application

Through a closed RFO process, engage with QUT’s IT support community to confirm the ability of the FrontRange ITSM offering to satisfy the ITSM support requirements of QUT.

Procure selected ITSM application

Implement the selected product in respect of incident and problem management

Phase 3

Implement additional modules of the selected product in respect of change, release and configuration management.

Funding for Phase 2: $315,000

Timeline: The project will run from September 2006 to February 2007.

Significant milestones:

Evaluation and selection (statement of work and contract) – October 2006

Scoping exercises – October 2006

Design phase – November 2006

Development phase – November/December 2006

Go live decision date - 1 December 2006

Test phase – December 2006/January 2007

End user training – January 2007

Key benefits of the system include:

QUT students and staff will receive more prompt and more complete resolution of the IT issues affecting them, due to a tighter integration between the ITSM processes and the support technologies.

A saving in time and effort required in supporting the day to day running of the system, therefore allowing for more time spent on added functionality.

Fewer repeat calls for the same issue because of comprehensive tracking, monitoring and information in the system.

Improved productivity and reduced costs.

document.doc

PROJECT PLAN


Efficient service support through high quality documentation and ease of use of the system.

Improved reporting providing much-needed feedback on the meeting of Service Levels.

3.1 Major Changes From Project Proposal

Category Reason for Variance from Project Proposal

Proposed Changes

(From Project Proposal)

Scope No change

Time No change

Cost No change

Quality No change

Risk Management

No change

Communications No change

3.2 Detailed Description and Justification for Project Changes

No change

document.doc

PROJECT PLAN


Table Of Contents

1 Project Plan Distribution List....................................................................................... ii

2 VERSION CONTROL........................................................................................................... II

3 MANAGEMENT SUMMARY.................................................................................................. III

3.1 Major Changes From Project Proposal.................................................................iii

3.2 Detailed Description and Justification for Project Changes...............................iii

4 PROJECT INFORMATION....................................................................................................3

5 INTRODUCTION AND BACKGROUND....................................................................................3

6 OBJECTIVES.....................................................................................................................3

7 SCOPE, CONSTRAINTS, ASSUMPTIONS...............................................................................3

8 INTERDEPENDENCIES WITH BUSINESS ACTIVITIES, SYSTEMS AND OTHER PROJECTS...........3

9 BUSINESS CASE AND BENEFITS REALISATION...................................................................3

10 WORK BREAKDOWN STRUCTURE (WBS)..........................................................................3

11 RISK MANAGEMENT..........................................................................................................3

12 COSTS AND RESOURCES..................................................................................................3

12.1 Costs and resources during the life of the project............................................3

12.2 Basis for estimated project costs........................................................................3

12.3 Ongoing costs after project completes...............................................................3

12.4 Basis for estimated ongoing costs......................................................................3

13 TIMELINES........................................................................................................................ 3

14 QUALITY........................................................................................................................... 3

15 PROJECT MANAGEMENT STRUCTURE................................................................................3

16 Communication.............................................................................................................3

document.doc

PROJECT PLAN


4 PROJECT INFORMATION

Project Number (if applicable):

Project Name: IT Service Management Support

Date: 14 November 2006

Project Ownership: Corporate Information Services, ITS

Project Contacts:

Name Position Phone Email

Primary Rowan Arndt Manager, Corporate Projects, CIS

Ext 89404 r.arndt

Other Jason Wright Contact Management Ext 89548 jj.wright

Other

Project Approval: Information Technology Advisory Committee through the AMP (IT) budget

5 INTRODUCTION AND BACKGROUND

QUT has adopted the ITIL best-practice framework for IT Service Management (ITSM). The University requires a flexible, robust corporate IT Service Management Support system that will support its strategic and operational requirements with respect to IT Service Management.

Work has been conducted over the last two years with the aim of ensuring that the current job tracking system (Quantum) is able to provide this required IT Service Management Support. There were substantial issues in the ability of the vendor to move the product forward in a timeframe that is consistent with the progress of QUT’s business and process improvement in this area.

During 2005, the Quantum Enhancements project attempted to provide increased support for ITSM by providing a Solution Database and a Change Management module. This would have brought the support technology up to date with QUT’s ITSM processes. By the end of 2005 the project was stopped because of the vendor’s inability to meet QUT’s requirements in a reasonable timeframe. The key recommendation from this work was to undertake a market scan for an ITIL-based solution replacement.

The initial enquiry phase of this project has reviewed the market from the perspective of products which have satisfied Pink Elephant’s Pink Verify certification programme. Pink Elephant is recognised throughout the world as a de facto standard for ITIL certification for ITSM support systems. Site visits to both Griffith University and the University of Queensland were conducted.

The University of Queensland has recently conducted a project to implement an IT Service Management support system. UQ followed a thorough process to select a system. They conducted an RFO process including Pink Elephant Verify’d vendors. As a result, they short-listed three vendors who were ‘significantly’ better than the others. These vendors were given a day each to demonstrate their product against nine categories based on requirements in the RFO. Upon evaluation, the FrontRange ITSM product was considered the standout product by a ‘significant’ margin. The UQ project team interviewed current customers of both FrontRange and the second-placed vendor. They received positive feedback and no significant concerns were raised. UQ installed the FrontRange ITSM product and after two weeks of functional and technical testing found no issues to prevent the acquisition of FrontRange ITSM.

PMFPROJECTPLANV4.0DOCUMENT.DOC PAGE 1CRICOS INSTITUTION CODE 00213J

PROJECT PLAN


In view of the timing and the alignment of the UQ RFO process with QUT’s current activities, it was agreed by key stakeholders of QUT’s IT Service Management Support project that a full and thorough RFO and selection process conducted by QUT would very likely result in the same short-listed products with the likely outcome being the selection of FrontRange ITSM. It was therefore identified that there is strong opportunity for QUT to leverage off the work done by UQ and therefore save QUT significant time and effort.

During the enquiry phase of this project, the project team joined with the project team of the Student Enquiry Management System project to see if there was any overlap between the two projects and consequently to see whether one product could satisfy the requirements of both projects. It was found that no one product could adequately do this. However during this process, key stakeholders received a demonstration of the ITSM support capabilities of the FrontRange ITSM product and found that it appeared to confirm UQ’s findings.

On this basis the following activities were undertaken: A planned procurement statement was produced for approval and sign-off by

key stakeholders and by the Deputy Vice Chancellor for TILS. FrontRange was asked, through a closed RFO process, to assert their

compliance with QUT’s requirements, and to clearly specify costs for products and services licensed. FrontRange ITSM must satisfy as least 80% of our requirements

Recognising that the range of activities desired by QUT in terms of ITIL adoption are broad including, incident, problem, change, release and configuration management the project team has adopted a two phased approach to implementation.

Phase two deals with the product acquisition and the foundation aspects of incident and problem management; with

Phase three building on a successful outcome to include change, release and configuration management.

6 OBJECTIVES

This project will implement the incident and problem management elements of the FrontRange ITSM system, to allow QUT to support its currently adopted ITIL ITSM processes. The objectives for this phase are:

Evaluate QUT demand for incident and problem management under ITIL Conduct gap analysis between QUT requirements and current ITSM system

capabilities Develop a program of work to make necessary modifications Conduct user testing to confirm suitability Conduct training for both system administrators and end users Implement the ITSM system for incident and problem management, including

customer self service option Review implementation and make necessary modifications Set a statement of work for any additional phases of the broader project

PMFPROJECTPLANV4.0DOCUMENT.DOC PAGE 2CRICOS INSTITUTION CODE 00213J

7 SCOPE, CONSTRAINTS, ASSUMPTIONS

Scope

Within Scope

Issue Request for Offer (RFO)

Procurement of a product with ITSM support capabilities

Configure and implement system

Implement a single defined process for Incidents (replacing up to 45 different skill group process models currently in operation)

Implement a single defined process for Problems

Implement ITSM Dashboard

Implement Self Service Module (gives the ability for end users to access the self service portal, log and track their own jobs)

Implement 5 of the highest demand reports

Communications Administration billing and integration with Finance system

Integrated with QUT Central Authentication and Short Message Service (SMS)

Re-engineering of business processes to leverage the benefits of the system

End user training

Outside Scope

Implementation of other ITSM processes which includes Change, Configuration, Release, Service Level Management, Availability and Knowledge Management. These additional processes will be investigated in subsequent phases.

Other ITIL processes not listed above.

Additional Reports beyond the 5 highest demand reports

Integration with the Faculty of IT Self Service Job Tracking process

Data migration from legacy support systems

ITIL Training

Constraints

Availability of staff to participate in the evaluation and testing of the system.

Assumptions

8 INTERDEPENDENCIES WITH BUSINESS ACTIVITIES, SYSTEMS AND OTHER PROJECTS

Interdependent Activity Possible Impact

IT Service Management project The IT Service Management Support project exists to support the processes developed and promoted by the IT Service Management project.

QUT Infrastructure Must be able to integrate with existing QUT infrastructure, such as: QUT Computer Accounts, email, QUT Virtual, QUT’s network infrastructure, QUT’s SMS messaging system, QUT’s student management system, QUT’s proposed Enquiry Management System.

Billing for cost recovery of Communications Administration services.

Must allow for billing for cost recovery by providing or allowing for integration with the finance system.

Links to other IT Support systems. Must be able to link to other IT support systems, such as systems used by QUT’s suppliers and partners.

BSI IT Support Review Review process may result in changes to the way first and second tier support for IT activities are undertaken across the University. Project outcomes will need to be flexile enough to respond to possible changes.

9 BUSINESS CASE AND BENEFITS REALISATION

Benefits How to Measure

Strategic alignment with QUT Blueprint & University Plans

QUT students and staff will receive more prompt and more complete resolution of the IT issues affecting them, due to a tighter integration between the ITSM processes and the support technologies.

Feedback from clients.

Fewer repeat calls for the same issue because of comprehensive tracking, monitoring and information in the system.

Compare with current statistics for repeat calls.


Efficient service support through high quality documentation and ease of use of the system.

Compare with time take for current use of the system.


Comprehensive support for Incident and Problem Management processes.

Compare with accepted standards of ITIL implementation at the ITIL assessments level and at the QUT-specific level for Incidents

Benefits How to Measure

and Problems.

Financial: quantitative, for example, saves money, increases revenue

A saving in time and effort required in supporting the day to day running of the system, therefore allowing for more time spent on added functionality.

Compare time currently spent on day to day support with that required after the implementation of the system.


Improved productivity and reduced costs. Compare with productivity and cost data currently available.


Other, for example, legislative compliance, infrastructure refresh, local benefit

Key

Amount of task/activity currently completed.

10 WORK BREAKDOWN STRUCTURE (WBS)

ITSM Project

Scoping Phase Design Phase Build Phase Testing Phase (functional, end to

end and user acceptance)

End User Training

11 RISK MANAGEMENT

Risk Description Likelihood: Almost certain, Likely, Moderate, Unlikely or Rare

Consequences: Insignificant, Minor, Moderate, Major or Catastrophic

Priority of risk: Very High, High, Significant,Moderate, Low or Trivial * Use algorithm

Owner of the Risk

Control Strategies:Mitigate or Accept

Proposed Containment Actions

Contingency Plan?(Yes, No)

1. Project Management Risks

Availability of expert staff/resources

FrontRange expertise,

Networking expertise, and key team members are not available for the project. Staff may be requested to work on other high profile projects, in particular the new Student System.

Moderate Major High CIS Mitigate Communicate to other projects and senior management the importance of the project and gain commitment of expert resources from each area.

Organise technical training for team members in new technologies.

Obtain external technical consultants with FrontRange experience.

Yes

Seek additional funds;

Obtain external technical consultancy;

Recruit additional staff;

Or

Delay delivery of project to June 2007




Owner of the Risk




Recruit and train additional staff at early stage if possible

Key Corporate Project team members are not available for the projects. Staff may be requested to work on other high profile projects, in particular the new Student System. This work would be as a result of University needing to re-prioritise as a result of strategic direction and outside influences.

Moderate Major High CIS Mitigate Communicate to other projects and senior management the importance of the project and gain commitment of expert resources from each area.

Recruit and train additional staff at early stage if possible

Yes

Seek additional funds

Recruit additional staff

Unrealistic time frames

Insufficient/inappropriate time allocation allowed for project tasks due to issues that could not have been anticipate.

Likely Major High Project Manager

Mitigate Allow adequate analysis of project tasks (breakdown tasks as much as possible) to help determine realistic time frame for the project tasks and

YesExtend project timeline.

Re-prioritise project tasks to gain extra time if possible.




Owner of the Risk




communicate these outwards to stakeholders.

Involve project team members in time estimation and review of the time allocation.

Monitor performance against plan regularly. Identify factors, which impact on estimates and monitor accordingly.

Pull in extra resources if possible.

Project plan deficient

The project plan has not covered all aspects of the project due to issues that could not have been anticipated.

Unlikely Major Significant Project Manager

Mitigate Get feedback from stakeholders, and team members

Review by Steering Committee

No




Owner of the Risk




Scope creep The requirements for the projects are expanded beyond the agreed scope.

Unlikely Moderate Moderate Project Manager

Mitigate Communicate clearly the project scope to all stakeholders and the project team

Additional project requirements must be approved by Steering Committee.

Yes

Changes can be accepted only after they have been approved via a formal change process;

Push additional requirements into Phase 3

Lack of communication

Lack of communication to the client base about significant events and issues that may affect them.

Unlikely Major Significant Project Manager, Client Relations Manager

Mitigate Preparation of communication plan in conjunction with the project plan

Work closely with the key stakeholders

Involve Client Relations Manager to assist with communication

No

2. Security Risks

Breach of privacy

Sensitive data may be subject to unauthorised disclosure during the

Rare Major Significant Project Manager

DBA

Accept Existing strategies in place at QUT apply (eg

No

(Rules to handle inappropriate




Owner of the Risk




process of carrying out the upgrade.

confidentiality agreements). Staff must be able to access certain data to be able to carry out there roles.

access of data apply)

3. Resource Risks

Staff turnover If project team members are unavailable for an extended period of time due to resignation or secondment to other projects or duties, the project schedule will be affected significantly.

- Corporate Projects team

- DBA team

- CSS team

- Network Services team

- Expert staff in business/client areas

Likely Major HighProject Manager,

Associate Director CIS,

Steering Committee

Mitigate Ensure all work is documented

Arrange back up staff if possible, eg. delay other Corporate Project team work and free resources for this project

Communicate to other projects and senior management the importance of the project and possible impact.

Recruit and train new staff at early stage if possible

Yes

$s?

Hire and train additional staff

Or


Where appropriate re-schedule projects and related resources as appropriate




Owner of the Risk




Unclear roles and responsibilities

Unclear boundaries and definition of roles and responsibilities hampers workflow which could result in some tasks not complete.


Mitigate Hold regular team meetings to communicate progress and issues

Document progress and issues, and circulate to all for comment and action

Clearly identify roles and responsibilities in terms of the project plan and communicate those to each team at the outset of the project

Yes

Monitor as part of regular project team meetings and respond as required

Underestimation of training requirements

The amount of time for gaining expertise in the new technical architecture is significantly more than anticipated.


Mitigate Appropriate research and training in regard to the new architecture in a timely manner that allows for review and contingency i.e. further training etc.

Obtain external technical consultants with

Yes

Source external consultants with appropriate experience




Owner of the Risk




appropriate experience

4. Client Risks

Inadequate training of users

Users are not adequately trained

Unlikely Minor Low Project Manager

Mitigate Provide end user training sessions

Engage with the vendor and Learning and Development team in establishment of training and user documentation.

Yes

Increase the number of planned end user training sessions

Agreement on a single Incident and Problem process model

A single defined process model for Incidents and Problems (replacing up to 45 different skill group Incident process models currently in operation) is not obtained and agreed upon

Likely Major Significant Project Manager

Steering Committee

Mitigate Work with skill groups and stakeholders to define a single Incident and Problem process model

Deviations from a single process model must be approved by Steering Committee.

Yes

Introduce payment option for additional models where selected template is not suitable

Where appropriate re-schedule projects and related resources as appropriate




Owner of the Risk




OR


Dissatisfaction with product in user acceptance tests

Clients are dissatisfied with an aspect of the new architecture eg performance

Unlikely Major Significant CIS Mitigate Develop the project in accordance with the business requirements, follow the Quality Plan and ensure sign off is given on the user acceptance test.

Yes

Extensive functional, system, and load testing will be carried out. All tests to be carried out according to a pre-determined test plan including a comprehensive load test plan to ensure adequate performance levels are met.

5. Technical Risks

Procurement issues

New hardware not available on time.

Moderate Major High Project Manager,

CSS team leader

Mitigate Arrange backup hardware if possible

Yes

Install backup hardware

Virtual machines?




Owner of the Risk




Or


Hardware inadequate

The new hardware does not have sufficient capacity to provide the service and perform to required levels under the associated load conditions.

Moderate Major High DBA team

CSS team

Mitigate Ensure sufficient capacity analysis

Perform load testing as soon as possible to allow time for additional hardware to be sourced if required.

Yes

Re-organise timelines to allow installation of additional hardware

Virtual machines?

Or


Insufficient Licences

Insufficient licences to handle user load

Moderate Major High Project Manager

Steering Committee

Mitigate Ensure sufficient capacity analysis

Deviations from the total number of licences or use of connection timeouts must be approved by Steering Committee.

Yes

Contract makes provision for fixed pricing for 12 months ending 31 October 2007

Purchase additional




Owner of the Risk




licences

Investigate the use of connection timeouts

Technical problems

Compatibility between FrontRange and other OS

Not Likely Major Significant DBA team Mitigate Identify issues as soon as possible by remaining informed about compatibility issues.

Yes

Identify and adopt alternative technical solution if available

6. Other Risks

Interdependencies with other systems, etc

QUT authentication must be operable on the new system.

Compatibility issues with other systems may be identified

Unlikely Catastrophic High Project Manager

DBA team

Network Services

Mitigate Regular meetings with other organisational groups responsible for other systems

No

Level of FrontRange/ Infinite support

Sufficient and timely support from the FrontRange support team is not provided to QUT, when there are unresolved issues.

Moderate Moderate Significant Project Manager

Mitigate QUT has a negotiated support agreement with FrontRange/Infinite.

Escalate to FrontRange/Infinite.

No

* Algorithm for Determining Prioritisation of Risk

Likelihood ConsequencesInsignificant Minor Moderate Major Catastrophic

Almost certain Significant Significant High Very high Very high

Likely Moderate Significant Significant High Very high

Moderate Low Moderate Significant High High

Unlikely Low Low Moderate Significant High

Rare Trivial Trivial Moderate Significant Significant

Refer to the QUT Risk Management System Operation Guide in the QUT Manual of Policy and Procedures for more detailed information.

12 COSTS AND RESOURCES

12.1Costs and resources during the life of the project

# Category Details Length of Time

(as applicable)

Funding Source (eg, Op Grant or

AMP (IT))

Amount

Recommended Option 1

Salaries

Project Manager, HEWA 10

Provided by ITS-CIS 6 months @ 70%

AMP 40,000

Process Change Facilitator, HEWA 8

Provided by IHSS 4 months IHSS In kind

Call Centre Business Specialist, HEWA 8

Provided by IHSS 4 months IHSS In kind

Project Support (Technical),HEWA 7

Provided by ITS-CIS 6 months AMP 36,600

Project Support (Technical),HEWA 6

Provided by ITS-CIS (ongoing cost)

6 months Operating Grant

32,300

Helpdesk Staff, HEWA 5

Provided by IHSS 10 days IHSS In kind

Database Administrator, HEWA 8

Provided by ITS-CIS 1.5 months AMP 11,260

Systems Administrator,HEWA 7

Provided by ITS-CSS

2 weeks AMP 2,978

Data Provisioning / Authentication HEWA 7

Provided by ITS-NS & ITS-CIS

1.5 months AMP 9,750

Training/Doc, HEWA 7

Provided by ITS-CQS

2 months @ 50%

AMP 6,454

Non-Capitalised Expenditure, including Hardware <$5K and Software <$100K

Travel & Related Staff Development & Training

ITSM Foundation Training I and II (Technical)

Provided by vendor 5 Days AMP 10,000

Other, Including General Consumables, Printing and Stationery, Telecommunications, Consultancy and Contractors

# Category Details Length of Time

(as applicable)

Funding Source (eg, Op Grant or

AMP (IT))

Amount

ITSM Scoping Workshop

Provided by vendor 1 Day AMP 4,244

Consultancy Provided by vendor 23 Days AMP 40,000

Capitalised Expenditure, including Hardware >$5K, Software >$100K

FrontRange product Includes 100 licences (Price as per quote)

100 Base Licenses @ $900 per licence = $90,000

Self Service Module @ $15,000

1st year support and maintenance cost @ 20% of price = $21,000

AMP 126,000

Server and virtual machine space.

Server for production and virtual machine for development. CSS has suggested and confirmed the use of a virtual machine for development/testing. Vendor has confirmed that the system will run on a virtual machine.

AMP 20,000

Test and development PCs

To be used by Corporate Projects Team

AMP 5,000

Grand total (all costs + contingency $2714) 347,300

Total from Operating Grant 32,300

Total from other funding (eg, faculties, carry forwards)

Total project funds requested, (eg, from AMP (IT)) 315,000

Year(s) to receive above requested AMP (IT) funding (eg If total requested = $100K, then, 2006: $40K, 2007: $60K)

Year 1 –

2006: 225,522

Year 2 –

2007: 86,764

12.2Basis for estimated project costs

Salaries are based on experience and on advice from relevant service areas and are calculated using the HR Salary Scales for professional staff and the Project Costing Schedule. Server hardware is based on advice from CSS. Software costs are based on quote from vendor. Consultancy is based on an estimation of 23 days. Total in-kind value provided by IHSS $60,000.

Expected activities by resource type

Project Manager Vendor negotiations Complete Project Proposal/Project Plan Coordinate vendor activities Manage project and report project activities to the Steering Committee in

accordance with the PPO Actively lead project Measure performance against Project Plan reporting performance

outcomes to the Steering Committee Coordinate project team activities Manage risks Raise project issues to the Steering Committee as required for resolution

approval

Process Change Facilitator Scope and design Incident and Problem processes – meet with skill

groups (45 distinct groups) to collect/interpret/design requirements Scope and design Dashboard requirements Scope and design Self Service requirements Scope and design Reports requirements Refine Incident/Problem/Dashboard/Self Service Module from outcomes

of user acceptance testing

Call Centre Business Specialist Scope Incident and Problem processes – meet with skill groups (45

distinct groups) to collect/interpret/design requirements Develop test plans for user acceptance testing -

Incident/Problem/Dashboard/Self Service Module/Reports Prepare training documentation Run user acceptance testing - Incident/Problem/Dashboard/Self Service

Module/Reports Prepare for end user training Coordinate end user training

Project Support 1 (technical) Setup development environment ITSM Foundation Training (I & II) - developer training Scope and design data integration specifications (technical) Build Integration components (technical) Setup production, testing and training hardware/software Scope and design Self Service specifications (technical) Build Self Service module (technical) Production preparation Scope and design Reports specifications (technical) Build Reports (technical)

Project Support 1 (technical) ITSM Foundation Training (I & II) - developer training Build Incident and Problem (technical) Scope and design Dashboard specifications (technical) Build Dashboard (technical) Apply changes to Incident/Problem/Dashboard/Self Service Module from

outcomes of user acceptance testing Scope and design load test specifications (technical) Conduct Load test (technical) Apply outcomes of load test

12.3Ongoing costs after project completes

Ongoing Support &

Maintenance

Detail Funding Source after Project Ends

Annual Amount

Name of Delegate of

Funding Source Who Agreed

Salaries

System Support, HEWA6

Support provided by CIS within ITS for both system and application management.

CIS, Operating Grant

$70,000 Joe Dascoli, Manager CIS

Server Support Support provided by CSS in ITS

CSS Operating Grant

$12000 Warren Goodman, Manager, CSS

Database Support provided by CIS

CIS Operating Grant

$3100 Joe Dascoli, Manager, CIS.

Equipment

Server Server covered by host rollover plan – replace every 4 years.

AMP $5000 Warren Goodman, CSS, ITS

Software

FrontRange ITSM Maintenance contract to be entered into.

AMP $21,000 Joe Dascoli, Manager, CIS.

Other

Annual Total $111,100

12.4Basis for estimated ongoing costs

The staffing costs are based on an estimation of how much time will be spent on maintenance of the system; the database and the server are based on previous support experience; the FrontRange ongoing maintenance costs as quoted.

13 TIMELINES

Time table will be dependant on outcomes of detailed scoping work to be undertaken as follows

Activities, Milestones, Deliverables

Time Frame Kill/Milestone Date

Vendor/product evaluation and acquisition (statement of work and contract)

October 2006

Establish Development environments

October 2006

ITSM Foundation Training and- Developer training

October 2006

Scoping Exercises October 2006

Design phase November 2006

Development phase November / December 2006

Go Live Decision Date 1st December 2006

Establish Production Environment December 2006 January 2007

Test phase December 2006 / January 2007

End user training January 2007

Go Live January 2007 February 2007

14 QUALITY

14.1 QUALITY PLANNING AND STANDARDS

The management of and documentation relating to the ITSM Project will conform to the methodology described in the Project Management Framework.

Development undertaken as part of the ITSM Project will conform to the following standards;

Requirements Specifications,

Technical Specifications,

Programming Standards,

Development Procedures, and

Testing procedures, templates and examples.

These standards are based on industry best practice and are adapted through a process of collaboration among Project team members. The standards are regularly reviewed.

14.2 QUALITY ASSURANCE

In order to ensure the quality of the project deliverables, the following processes will be followed:

In collaboration with the client, requirements will be gathered and documented.

A Technical Requirements and Technical Specification document will be developed.

Programming will commence once the Technical Specification is finalised, and will be coded in accordance with best practice programming standards. The developer will focus on maximising the efficiency, accuracy and standards compliance of the code, within the restraints of the various specifications.

Separate development, QA and production system environments will be maintained and managed. All programming activity, programming review, unit testing and optimisation will be undertaken in the development environment.

A system test plan will be developed and implemented, detailing actions to be tested and expected outcomes. The plan will include tests that ensure each individual requirement listed in the Requirements Specification is delivered as expected

.

14.3 QUALITY CONTROL

The following activities will be undertaken, to ensure the quality of the output from the processes outlined in Section 4 above.

Activity Measure Possible Rectification

Client review and sign off of Requirements Specification

Degree to which client requirements and expectations are met by Requirements Specification

Further investigation of requirements and negotiation of client expectations

Peer review within Project team of Technical Specifications

Consistency with Requirements Specification

Efficiency of technical solutions

Editing of Technical Specifications

Code review by team leader

Compliance with Programming Standards

Consistency with Technical and Requirements Specifications

Efficiency and accuracy of code

Optimisation and editing of code to improve compliance, efficiency and accuracy

System testing by development team and client / System sign off by client

Compliance with Requirements Specification

System performance against test plan

Review Technical Specification

Review and correct code

4.4 QUALITY PLAN RECORD

Issue registers will be maintained for each function being developed within the scope of the ITSM Project. Project-wide quality activities, issues and resolutions will be recorded in the table below as they occur.

Date Activity Issue Outcome

15 PROJECT MANAGEMENT STRUCTURE

Project Role Name QUT Position Interest in Project

Sponsor Ian McDonald Administrative Systems Coordinator, Registrar’s Office

Key interest in IT service delivery

Project Manager Rowan Arndt Manager, Corporate Projects

Service Manager

Client Leader Geoff Mitchell Manager, Integrated Help Services

Responsible for IT Helpdesk

ITIL Incident Manager

Steering Committee member

Joe Dascoli Manager, Corporate Information Services, ITS

Service Owner

ITIL Release Manager

Expert/Specialist Mark McCormack Project Manager, IT Service Management Project

ITIL specialist


Graham Keys Director, Infrastructure Services, FIT



Alison Davis Acting Manager, Desktop Management & Integration (DMI)


ITIL Problem Manager


Wayne Forrest Leader, Team TILS Key interest in IT service delivery

Internal Audit representative

Stephen Callaghan Senior Consultant, IT Audit

QUT Auditor

16 COMMUNICATION

External Stakeholder

Group

Communication Strategy Training Strategy

QUT Technical Community

Email to All CSO group.

Project website.

Presentations at meetings:

All CSO

ITCG

TechWatch

Engage in product evaluations and testing

Information sessions to be run for users on each campus prior to release.

Group, hands on training sessions to be organised on all campuses. Liaise with ITS learning and development.

Extended IT Leaders Group

Email to [email protected]

Project website

Federated IT Managers

Project website

IT Helpdesk Email to [email protected]

Project website



Group, hands on training sessions to be run for helpdesk staff in consultation with Helpdesk Manager. Note: will need at least two sessions to allow for continued operation of helpdesk during training.

Internal Stakeholder

Group


ITS Presentations at section meetings

Email to [email protected]

Project website



ITS Managers Email to: [email protected]

Project website

Information session if required

Governance Group


Key Stakeholder Group:

Ian McDonaldJoe DascoliGeoff Mitchell

Email

Project website


mailto:[email protected]




Rowan ArndtSteering Committee

Regular meetings and status reports.

Project website


Working Party Email to

Project website

.

prepared by jason wright, rowan arndt

Business

groupcommunication

seek additional

ihss4 monthsihssin

fewer repeat

single defined

process change

user acceptance

itsm support