Pink Elephant EMEA LTD: Think Differently. Think Pink

Pink Elephant EMEA Ltd
Think Differently. Think Pink
Service Introduction: Bridging the gap between

Development & Support
…let’s all just get along!
Presented by: Peter Hubbard, Principal ITSM Consultant,

Pink Elephant EMEA
Pink Elephant – Translating Knowledge into Results
Introduction – Peter Hubbard
 PrincipaITSM Consultant
 Worked in ITSM for over 15 years
City of London
 Regular speaker at industry events
 Worked in all sorts of organisations, large and small.
 Finds his job quite fun.
Service Introduction: Bridging the gap between Development & Support © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
The situation in the wild
“Change? Service Introduction? What's the difference?.”
Common Characteristics:
 Its not clear what the difference is between a Change and the introduction
of a new service
 The Change Management tasked to perform as service introduction as
well as their own role.
 Project Office and IT do not speak to each other.
 Continual issues between Project and Operational Management on the
hand over of new Services
 Projects being delayed at the last minute by Change Management
withholding authorisation
 Services introduced to the users without operational support knowing that
they exist
 Project office regards IT as an obstacle to be worked around
 Project Managers not even aware of when, and why, they need to talk to
IT
Service Introductions are S.E.P.s
 Things I wish someone had told the project manager…
 Telling Change Management on Friday that a new service is
being rolled out on Monday is not helpful.
 If there are errors in the software that are known to the

developers at go live please tell us about them. Not all
surprises are pleasant ones.
 Simply assuming that operational staff know how to look after

your custom developed application is carrying optimism too
far.
 Your workload may be reduced when you release the new

service, but operations workload has just gotten larger. Help
please!
Service Introductions are S.E.Ps
 Things I wish someone had told the Change

manager…
 We have been working towards this for over a year. Its too late
to throw your toys out of the pram the day before!
 The business is expecting this service and will notice if its not
delivered on time.
 The project office is not a new innovation, you knew where we
were, why wait to the last minute to object?!
 I don't have time to produce dozens of documents at this late
stage!
 Stop making my job harder. I just want to do what I am
employed to do!
The hole that we dug for ourselves
 There is near universal confusion at the ‘sharp end’

about WHAT the difference is between Change and
Service Introduction! Project office don't know who
they should engage with at what times.
 Change Management  Service Introduction
 To respond to the  Deploy services into
customer’s changing production and establish
business requirements effective use of the
while maximising value service in order to deliver
and reducing incidents, value to the customer and
disruption and re-work be able to handover to
service operations
The solution
 Arrange a meeting between Project Office and IT
Operations department.
 Discuss the current situation, what works and what
does not.
 Agree high level principles and policies that should be
in place.
 Agree touch points to ensure smooth communication
and formalise them
 Draw up an integrated way of working between the
two areas. Tie both areas together.
 Provide documented templates to reduce rework and
red tape
 Work out full process, then work out fast track.
Two ways of working with one end in mind
Service Introduction on one page
Service Introduction: Bridging the gap between Development & Support © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 109
Tips from the trenches
 One global organisation

1st Tip found out that over 70%
of their projects were
Go and introduce being run by a first time
project manager
yourself to the PPO
 Make sure you can PROVE

you made it better or PPO will
 The trigger of service
work about you.
introduction is back at the
design phase! Not just
before go live!  Take baseline snapshot
before you start.
Service Design Package (SDP)
Business Case
Business Requirements Functional Requirements
Quality Targets Service Level Requirements
Test Plans Service Contacts
Training Plan SDP Operational Documentation
Communication Plan Support Documentation
Skills Matrix Process(es)
Readiness Assessment Procedures
Service Acceptance Criteria Measurement Matrix
… and more …
SDP - Templates
 Starting point for one

2nd Tip organisation was 114
documents to be
Don't go overboard completed before a
service could be
with the templates! introduced!
 The object is risk

mitigation.
NOT risk avoidance.
The SAC. Your checklist
Service Introduction Policy: making S.E.P into O.P!
1. A Release must be raised at least 4 months before the
final go live date.
2. All Known Errors must be formally accepted by

Problem Management no later than 2 weeks before go
live
3. Training must be provided to designated operational

support staff no later than 2 weeks before go live
4. A period of Early Life Support is mandatory for all

Projects. This period will be not less than 4 weeks
after go live and is part of the project lifespan
Service Introduction in full
Business Business Business Business
requirements requirements requirements requirements Live
Pilot or warranty
© Crown copyright 2007 Reproduced under license from OGC. SD Figure 3.5
period operation
Design and development
Project (Project Team)
SAC SAC SAC SAC SAC SAC
Document & Design Develop Build Test

agree business service service service solution service solution
requirements solution solution (Transition) (Transition)
(Strategy & Design) (Design) (Design)
Strategy
SDP
Design Improvement
Transition
Transition & Operation involvement Operation
SLR SLR SLR SLR SLR SLA SLA

pilot SLM Live
Build, Test, Release and Deployment Management

Change Management:
RFC Approved for Approved for Approved Approved for Review &
Approved for test
released design development for warranty live release closure
Strategy & Planning
Business requirements Business requirements
Design and development

Project (Project Team)
SAC SAC
Document & agree Business Design service

requirements (Strategy & Design) solution (Design)
Strategy
Design
Transition & Operation involvement
SLR SLR
Change management: Approved

RFC released for design
 Avoid the ‘stunned

3rd Tip bunny syndrome’
Involve Transition
and Operation staff
early in the process!
 Involve the support staff in

the testing and design
activities.
 Ensure that relevant
support quality targets are
agreed by them as part of
the process
Analysis & Design
DESIGN AND DEVELOPMENT

PROJECT (PROJECT TEAM)
SAC SAC
STRATEGY Design service Design service

solution (Design) solution (Design)
DESIGN
SDP
TRANSITION & OPERATION INVOLVEMENT
SLR SLR
Build, Test, Release…
Approved Approved x Approved
for design for development for build
Build, Test & Implement
SAC
SAC
SDP Design service Design service
solution (Design) solution (Design)

TRANSITION
TRANSITION & OPERATION INVOLVEMENT
SLR SLR
Approved Approved Approved
for build for test for warranty
Operation
Business requirements Pilot or warranty period
SAC
SAC SAC
Design service
 
solution (Design)
TRANSITION
TRANSITION & OPERATION INVOLVEMENT OPERATION
SLM
SLR SLA PILOT
Approved Approved Approved
for test for warranty live release
Continual Service Improvement
Pilot or warranty period Live operation
SAC
SAC
Design service SAC
 solution (Design)
CONTINUAL SERVICE
IMPROVEMENT
OPERATION
SLA PILOT SLM SLA LIVE

Approved x Approved Review &

for warranty for live release closure
 This process is in place
to protect the
4th Tip organisation.
 They are the shields
Plan for the process  Who is only person
to be broken! allowed to drop the
shields?
 If the process cannot

be broken, it will be
shattered.
So what does success look like?
 How do you know what good Change and Service

Introduction looks like?
 Change Management  Service Introduction

If Project Management and
If you reach the end of the day
Operational Support are still
and nothing is on fire, no
talking to each other, the
services crash and the building is Service went live on time and
still standing YOU WIN! did what it was supposed to do
Congratulations…tomorrow is a without breaking anything
whole new game else…YOU WIN!
The results – Going back after a year
And going back after 2 years?
Questions?
info@pinkelephant.co.uk
www.pinkelephant.co.uk
Please rate our webinar.

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Pink Elephant EMEA Ltd

Think Differently. Think Pink

Service Introduction: Bridging the gap between

…let’s all just get along!

Presented by: Peter Hubbard, Principal ITSM Consultant,

 Finds his job quite fun.

 If there are errors in the software that are known to the

 Simply assuming that operational staff know how to look after

 Your workload may be reduced when you release the new

 Things I wish someone had told the Change

 There is near universal confusion at the ‘sharp end’

 One global organisation

 Make sure you can PROVE

Quality Targets Service Level Requirements

Test Plans Service Contacts

Training Plan SDP Operational Documentation

Communication Plan Support Documentation

Skills Matrix Process(es)

Readiness Assessment Procedures

Service Acceptance Criteria Measurement Matrix

 Starting point for one

 The object is risk

2. All Known Errors must be formally accepted by

3. Training must be provided to designated operational

4. A period of Early Life Support is mandatory for all

Design and development

Project (Project Team)

SAC SAC SAC SAC SAC SAC

Document & Design Develop Build Test

Transition & Operation involvement Operation

SLR SLR SLR SLR SLR SLA SLA

Build, Test, Release and Deployment Management

Design and development

Document & agree Business Design service

Transition & Operation involvement

Change management: Approved

 Avoid the ‘stunned

 Involve the support staff in

DESIGN AND DEVELOPMENT

STRATEGY Design service Design service

TRANSITION & OPERATION INVOLVEMENT

PROJECT (PROJECT TEAM)

TRANSITION & OPERATION INVOLVEMENT

PROJECT (PROJECT TEAM)

TRANSITION & OPERATION INVOLVEMENT OPERATION

SLA PILOT SLM SLA LIVE

Approved x Approved Review &

 If the process cannot

 How do you know what good Change and Service

 Change Management  Service Introduction

Please rate our webinar.

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