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PID for Service Improvement Programme

Company

SIP - Project Initiation Document (PID)

Project Title: Service Improvement Project (SIP)

Project Sponsor:

Project Manager:

Customer:

Document name: Project Initiation Document

Document Owner: SIP Project Board

Project Reference: TBA

Project Web Site: N/A

Date Editor: Distribution List Version Number:

Document Control

document.docLast saved: 03/11/2010 12:47 AM

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1. BACKGROUND......................................................................................5

2. MISSION STATEMENT.......................................................................6

3. OBJECTIVES..........................................................................................7

4. SCOPE.....................................................................................................8

5. DELIVERABLES....................................................................................9

6. APPROACH..........................................................................................10

Progress Reviews..........................................................................................................................10

Progress Reports..........................................................................................................................10

Project Management File.........................................................................................................10

Change Control...............................................................................................................................10

Issue Management.......................................................................................................................10

6.1. Project Stakeholders....................................................................................................11

6.2 Project Organisational Diagram............................................................................12

6.3 PROJECT ORGANISATION: ROLES AND RESPONSIBILITIES 13

6.4 Issues........................................................................................................................................14

6.5 Risks.......................................................................................................................................14

6.6 Assumptions......................................................................................................................15

6.7 Constraints.........................................................................................................................15

7 OUTLINE PLAN – TBC.......................................................................167.1 NEXT ACTIONS.....................................................................................................................16

8 WORK STREAMS/PACKAGES (STAGE 1: DURATIONS TO BE RATIFIED).17

8.1 Route Map (Draft)..........................................................................................................19

9 INTERNAL COMMUNICATIONS.....................................................20

9.1 Key Messages – TBC......................................................................................................20


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Appendix A – Milestones and Deliverables............................................21


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SERVICE IMPROVEMENT PROJECT (SIP)

Signatory Page

In signing this document, it has been agreed by the signatories that the Project Initiation Document, as specified is sufficient to move the project forward to the project execution stage.

Level: Business Context Authorisation Executive SponsorProject Sponsor/BoardProject Sponsor/Board

Level: Project DirectionProject ManagerProject BoardProject BoardProject BoardProject Team

Barclay Rae External Consultant


Print Name Project Role Sign Date

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PURPOSE OF THE PROJECT INITIATION DOCUMENT (PID)

This document has been produced to capture and record the basic information needed to correctly direct and manage the project. The PID addresses the following fundamental aspects:

How the project aims to improve the overall quality of service customers receive from IT Services

The organisation associated with this project will be structured as follows: xx

Project execution will commence with immediate effect after approved sign-offs of this document have been undertaken.

When approved by the Project Board this PID will provide the “Baseline” for the project but sections of it will become “frozen”. The sections of the PID that are dynamic and could potentially change over the life of the project normally tend to be the business case, project plan (milestones) and the ACRID log. Any changes should be subject to change control.The PID will be referred to whenever a major decision is taken about the project and used at the conclusion of the project to measure whether the project was managed successfully and delivered an acceptable outcome for the sponsor/user/customer.

The Business Case:This has been prepared by the Sponsors and has been agreed with senior management at the time of the creation of this document.Reference to Business Case: SIP Business Case V1

Change Management:Any changes to this document must be carried out using a Change Management process and agreed by the Change Advisory Board (consisting of a Sponsor, representative(s) from the Project Board and the Project Manager).

A potential change management approach and task owners could be as follows:

Raise request for change documents and inform the PM of all changes

(Customer, PM)

Assess change (Major: Affecting scope, timescale, cost, quality Minor: Anything else)

(Project Sponsor, PM)

Present and get decision on major changes

(PBD)

Implement decision (PM)Update documentation (Project

Coordinator)


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1. Background

COMPANY IT are reviewing the quality of its Service Desk and IT support services to customers.

This document provides a definition framework for a major change programme for COMPANY IT.

This will be a formally managed project with an agreed budget, including agreement on internal and external resource allocation.


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2. Mission Statement

To improve the services customers receive by including all IT staff in delivering professional, economic, effective and efficient customer centric services to Company by re-engineering the organisation:

To make IT Services capable of achieving ISO/IEC20000 by 200X

By implementing key IT processes and changes by Q1 2006 (Stage 1):People, Structure and TrainingService Desk and IncidentSLAs and Service CatalogueProblemNew system implementation (SYSTEM)

By ensuring IT Services is capable of measuring the level of alignment of service provision the unit with a maturity model (AXIOS site certification standards) during 2006

3. Objectives

To deliver seamless Service (end to end operations across IT Services)

To be able to effectively monitor and measure targets

To have clear roles and responsibilities

For the service Desk to become the central point of contact for IT service calls

Have clear, negotiated SLAs with customers and OLAs within IT

Create more visibility of the services IT provides for its customers

To be able to set a baseline for evaluation of benefit realisation per stage

To be able to demonstrate continuous improvement in service delivery


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4. Scope

IN Scope

COMPANY IT support to all Service Departments within COMPANY All groups in IT Services (management, staff) and customers ITSM Software Development and Implementation (including the

early setup of a test system) Support Processes and procedures Service Reporting in areas like the production of Organisational

Key Performance Indicators (KPIs) and Local KPIs

ITIL Approach (Best practice for IT Service Support) – key processes marked as follows *

Service Desk (Service Desk) * Incident Management * Problem Management * Configuration Management * Service Catalogue * Service Level Agreements (SLAs) * Operational Level Agreements (OLAs)

Departmental re-structure Service Desk and other service related roles, Job descriptions Communications plan – project communications Culture Change to align working practices with the ITIL

framework ITIL Service Delivery framework (Management processes:

Capacity, Business Continuity, Financial, Availability) Introduction of Call Centre (call monitoring) software

OUT of Scope Internal processes of other departments or units that may have

a use for this type of solution Development of business systems not directly required for the

effective operation of the service management system. e.g. Finance

Technical Infrastructure Development (Not deemed necessary for the smooth implementation of the service management software

Quality standard ISO/IEC20000

Dependencies Interdependencies (links) across ITIL processes Identify appropriate process touch points with the Service

Management software Organisational development: Integrating staff, managers and

customers into new/changed working practices Change to organisational structures Resource availability and allocation


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5. Deliverables (For Stage 1)

The following (High-Level) deliverables will each require acceptance and sign-off by the Project Board and Programme Sponsor(s).

Project Management Deliverables

Business Case & Budget Project Implementation plan – tasks, resources, timescales, effort,

deliverables, benefit realisation Stakeholder map Project Communications plan Project Logs: major issues and risks identified, recorded and

regularly monitored Project Implementation Review (Benefits realisation) Project Monitoring and Reporting

Business Deliverables

Re-structured Support Organisation Re-launched Service Desk:

o Service Desk staffing in place.o Job Descriptionso Training and development plans (to be administered by central

HR)o Skills Matrix

SLAs in place:o Pilot run to completion o Generic SLA definedo Begin rollout of SLAs to Individual departmentso Service Catalogue implemented

Service Reporting in place Key ITIL processes (Incident, Problem, Request) in place Asset Management in place (basic implementation moving to

advanced levels of configuration management later in the project, possibly during stage 2)

OLAs should be defined and implemented Defined approach to raising incidents/requests/changes via the

Service Desk Delivery of an integrated approach to implementing the Contact

Centre software. Improved Service Desk performance (Using AXIOS recommended

metrics to set a baseline and provide an ongoing benchmark)

Note: Deliverables for Stages 2 and 3 will be outlined during the planning activity related to each stage.


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6. Approach

The project will be run, using standard COMPANY IT Project Methodology as appropriate which is PRINCE2.

The project will aim to be inclusive by using a workshop approach. Documents will be drafted and discussed at workshops with a fast track approach to sign off.

The project will require a strong ongoing focus on internal and external communications – this is particularly key due to the sensitivities identified with this project. This will be a formal part of the project with key responsibilities and deliverables outlined on the communications plan.

The project will use Change Management to ensure that any changes to the scope, deliverables, timescales etc must be agreed through the Project Board and reflected in an iteration of this document.

Risk Management will be via an ACRID log based on the Assumptions, Constraints, Risks, Issues and Deliverables. As above any changes must be processed via the Change Management process outlined on page 4.

Progress Reviews The Project Implementation Team will meet weekly throughout the

duration of the project to discuss project progress and communications and to agree any changes or developments to the requirements.

The Project Board (PBD) will meet bi-monthly/monthly or as required to review progress at a high level and make any strategic decisions required.

Progress Reports The Project Manager will produce & distribute or issue

minutes/briefings from Project Implementation Team meetings to the Project Sponsor and Project Board.

The AXIOS Consultant will meet with the Project Manager as required. The consultant will produce a monthly progress report.

Project Management File The Project Manager will maintain a Project folder on the network so

that it is readily available to team members. All documents, reports, plans, etc. will be kept in this folder.

Change Control Any changes to time, cost or scope of the project will be subject to

the process outlined on page 4 under heading “Change Management”. All major changes must be communicated to and discussed with the full Project Board at scheduled meetings.

Issue Management An Issues Log (in ACRID log) has been set up within the Project


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folder. All issues must be logged and assigned an owner and target resolution date – these will be included in the progress report. Any significant issues identified will be immediately escalated to the Project Manager and Sponsor/PBD.


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6.1. Project Stakeholders

Executive Sponsor

Project Sponsor/Representatives

Project Board (PBD) Sponsor Representatives Project Board members Project Manager External Consultant (AXIOS)

Project Manager

Stream Managers:Organisational DevelopmentService Desk & IncidentSLA & Service CatalogueProblemRequestITSMS Implementation

Project QA & Communications Project QA: Project Board

Communications: Project Coordinator,Departmental IT Contacts

Project Consultants

Project Office / Admin This function will be carried out by the Project Manager and Project Coordinator

Project Implementation Team Members (TBA)

Customers IT Services

Notes: The above will require further discussion and agreement


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6.2 Project Organisational Diagram


Project Sponsor

Project Board (PBD)

Project Manager (PM)

AXIOS Consulting

Process: People:Technology:

Service Desk, IncidentOwner:

SLAs, Service CatOwner:

Problem MgmtOwner:

Request MgmtOwner:

Org Devt and Structure(Roles, Responsibilities,

Training)

Owner:

Communications

Project Coordinator

Executive Sponsor

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6.3 Project Organisation: Roles and Responsibilities

Executive Sponsor Executive representation for the project Project Sponsors Management direction and approval for the project IT and Council-wide communications as required Approval of any major changesProject Board (PBD) Overall direction and guidance for the project Focus on business deliverables Project Board meetings and reviews Prioritisation of Project Issues Approval of any Major change Project Assurance Project input and review from a user viewpointProject Manager (PM) Overall project delivery Planning monitoring and control Management and drive for all work-streams and owners Progress reporting to the project board and sponsors Highlighting and reporting of major risks and any changes required

to project board and sponsors Project Communications – ensure that all relevant stakeholders are

kept accurately and appropriately up to date on progress Run weekly/fortnightly team and progress meetingsProject Coordinator/Communications officer Support the project manager at the project office and administrative

level Produce minutes and project progress reports Organise meetings, workshops and events Organise filing, version control and publication of reports and

documents Liaise with COMPANY and 3rd parties for smooth and timely

exchange of information Highlight potential logistics issues to the project manager Support work stream owners at an administrative level as needed

(via PM) Deliver project communications as directed

Project Package Owners Ownership and delivery of specified packages:

o Service Desk & Incident Managemento SLAso Problem Managemento Structure, roles and responsibilitieso ITSM Software and Call Centre Software

Liaison with project manager, COMPANY staff and 3rd parties to ensure timely and successful completion of deliverables

Highlight and report potential issues and risks to the project manager


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Produce weekly/fortnightly progress reports as required


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NOTE: The project issues, risks, assumptions and constraints outlined below are snapshots and are further defined in the ACRID Log. The ACRID log is a dynamic document and takes precedence over these entries during project execution. Location: SIP ACRID Log V1

6.4 IssuesIssue Prob-

abilityImpact Mitigation

Resource Availability HIGH HIGH Good resource planning Budget agreement Management Support

Budget and Finance agreement

HIGH HIGH Pending agreement Management Support

Cultural Acceptance (Buy-in) and resistance to change

HIGH HIGH Communications planning Management Support Employee Participation

Maintaining project momentum

HIGH MEDIUM Communications planning Project planning Management Support

Service Improvement activities occurring outside the remit of this project

HIGH MEDIUM Regular Communications Regular meetings Employee Participation Work in accordance with ITIL

processes in all new areas

6.5 RisksRisk Prob-

abilityImpact Mitigation

Organisational Support HIGH HIGH Communications planning Management Support

Impact on Business as usual HIGH MEDIUM Communications planning Management Support Rigorous project planning

Other Projects taking priority MEDIUM HIGH Project reviews and reporting Management Support

Changing priorities MEDIUM HIGH Project reviews and reporting Management Support

Inappropriately defined and managed benefits

MEDIUM HIGH Managing benefits realisation Communication Managing Quality Assurance

Obtaining the correct skills LOW HIGH Use of Skills matrix Management support for the

timely release of relevant resources

Potential union resistanceLOW HIGH

Communication Employee Participation


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6.6 Assumptions

Availability of key COMPANY (IT & Customer) resources as required

Formal project status for the project

Support, sponsorship and communications from senior Managers

The key processes and changes will deliver quality benefits

Re-structure and staff changes will happen as required

Budget will be available as required

Suitable Office space will be available

Structural transition can be achieved equably for all concerned

Staff will attain new skills as required – within short timescales

Staff can be recruited in the timescales as required

6.7 Constraints

Project targeted to end:


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7 Outline Plan – TBC

7.1 NEXT ACTIONS

Initiating Stage 1: Planning (May 2005). Organise and run Strategy Development Workshop (29/04/05) Organise and run Project Definition Workshop (06/05/05) Complete and Deliver PID (11/05/05) Get budget agreed (13/05/05) Agree and sign off PID (20/05/05) Create Implementation Plan, Milestones, Control documents including

Communication Plan (30/05/05) Issue Implementation Plan (31/05/2005)

Executing Stage 1: (Ending: March 2006). Detailed Planning Setup test system and relevant training for implementation team members Organisational Development (Roles, Responsibilities & Training) Implement Service Desk and Incident Management Configure and release LIVE Service Management system Implement SLAs and Service Catalogue Implement Problem Management (limited scope) Implement Request and Configuration Management (scope of CfM limited to

‘static’ assets – setup minimal relationships between assets) End of stage review

Initiating and Executing Stage 2: (Ending: March 2007). Detailed Planning Full Change Management (hardware and software) and Configuration

Management (dynamic assets – full relationships) Introduce Interfaces to supporting systems (Assets, People, etc) Implement Release Management Implement Service Delivery processes (Availability, Capacity, Finance,

Contingency, Account) End of stage review

Initiating and Executing Stage 3: (Ending: March 2008). Detailed Planning TBA – Product delivery to be identified (possible focus: refine, streamline and

solidify processes implemented) Plan and execute organisational rollout Post Implementation Review


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8 Work Streams/Packages

Stream 1: Duration May 05 – April 06Key tasks: People and StructureDescription: Review of the current structure within IT to ensure it adequately

supports the SIP processesObjectives: - to identify the best structure to support ITIL within COMPANY - to implement new structure, documenting job descriptions for new roles

identified - to implement accommodation changes as necessary

Stream 2: Duration July 05 – March 06Key tasks: Service Desk and IncidentDescription: Implementation (as part of the SIP) of the Service Desk and

Incident Management module of ITSM software and associated processes.

Objectives: - to improve reporting on performance measurements - to automate where possible - to provide consistent, single point of contact for service management

process.

Stream 3: Duration April 05 – April 06Key tasks: SLAs and Service CatalogueDescription: Negotiation and implementation of SLAs between IT and its

customersObjectives: - to improve IT service quality - to align IT customer service with customer expectations

Stream 4: Duration September 05 – April 06Key tasks: ProblemDescription: Implementation (as part of the SIP) of the Problem Management module of ITSM software and associated processes.Objectives: - to reduce number of service incidents - to provide proactive management of underlying problems - to provide trend analysis and management information

Stream 5: Duration September 05 – October 05Key tasks: RequestDescription: To initially carry out analysis and evaluation of requirements.Objectives: - TBA

Stream 6 Duration June 05 – April 06Key tasks: Technology - Implement ITSM Solution (ITSM SYSTEM)


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Description: Implementation of ITSM software to support SIP projectObjectives: to


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8.1Route Map (Draft)

This is a high-level route map of the main project stages and associated streams.


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9 Internal Communications

As there may be some sensitivity around the project it is thus vital that the project has a formal communications approach and plan. The main objectives of any Project Communications Plan are:

o To aid the smooth implementation of the Project across the business

o To manage communications in a structured and proactive manner

o To communicate consistently, clearly and openly how changes will happen

o To publish successes and regularly report on progress against targets

o To establish a positive communications channel with all stakeholders

o To minimise rumour and mis-information and to positively aid staff motivation through a difficult period of change.

o To communicate the opportunity and issues in the Project and its implementation to COMPANY staff

Location of Communications Plan: SIP Comms Plan

Some key messages are shown below

9.1 Key Messages – TBC

High Level MessagesInforming Management and Employees of progressCommunicating outcomes of process workshopsCommunicating product delivery (product integration)Informing departments of progress ImpactTo develop rapport and commitment for the project within Resources deptIncrease employees willingness to take on new working practicesEnsure those affected are involved in the integrationsTo develop rapport and commitment for the project across COMPANYPotential BenefitsTo ease the integration of new ways of working and ensure the associated new technology is more readily accepted


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END OF DOCUMENT


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Appendix A – Milestones and DeliverablesBased on work packages for stage 1. Stages 2 and 3 to be defined. Location of Quality Log: SIP Quality Log V1

Milestone Deliverable Measurement

Produced By

Due Date

Signed-off By

Input from

Organisational Development:Implement New Structure

New structure agreed.New job descriptions.People in place.

See quality log

28/04/06


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Produced By

Due Date

Signed-off By

Input from

SD and Incident: ProcessService Desk Service :

- Call logging.- Service

catalogue.- Reporting

scheduleSelf Service:

- Customer web logging.

- Customer e-mail logging.

PeopleTrained systems administrators.Trained IT system users.SystemITSM System ITSM software.

See quality log

28/04/06

SLA and Service Cat:Launch SLA with Pilot Customer Group

A working pilot service level agreement for Social Services Department.A Service Level Management process.

28/04/06


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Produced By

Due Date

Signed-off By

Input from

Problem:Implement Problem Management

Problem Management Process.Major Incident process.Reporting schedule.System.Trained IT system users.

See quality log

17/01/06

Request:TBA

Scoping document and recommendations

See quality log

AXIOS Consultants

29/09/05

Technology:Go Live – Service Desk & Incident.Go Live – Problem Management.

System.System Documentation.

See quality log

17/01/06

Milestones to be defined for stage 2

To be defined during stage 2 planning phase

Milestones to be defined for stage 3

To be defined during stage 3 planning phase


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