Project Management with EPLC and ITIL

1. Project Management with EPLC and ITIL John Castilia & John Janke Service Management Office CIT

2. Presentation Goals Provide a suggested approach for managing projects in alignment with EPLC and ITIL Offer a brief Refresher on EPLC and ITIL Resolve confusion about the role of EPLC and ITIL in project management Examine why that confusion exists

3. The Project Management Challenge • Meet requirements and targets for: • Quality • Time • Budget • Scope • Manage project scope • Handle the numerous approaches which exist to aid in successful project completion

4. In the Imperfect World of Project Management • Frameworks such as PMBOK, PRINCE2, EPLC, CPIC, and CMMI promote success • Based on industry good practice • Typically customized to meet specific constraints • May introduce additional work • Can increase time and cost, but not necessarily perceived value to the customer, project managers, and organizational management

5. Benefits of Frameworks Improve consistency of performance Increase competitive advantage Raise effectiveness and efficiency Enhance organizational capabilities Lower costs and risks Improve collaboration across projects

6. The Balancing Act • Incorporate the benefits of frameworks to: • improve project excellence • enhance organizational project management • comply with regulations, mandates, etc. • While simultaneously protecting against: • expensive, procedural “overhead” • non-applicable framework elements • overly rigid adherence to standards • erosion of value perceived by the customer

7. Confusion about EPLC and ITIL • EPLC and ITIL seem to: • compete with one another • have the same purpose • create similar deliverables • add little value • complicate “getting it done”

8. Clearing the Confusion • Learn enough about EPLC and ITIL in order to benefit: • the project management effort • the customer • the organization • Introduce a suggested EPLC/ITIL approach that complies with the rules and adds value during the life cycle

9. Purpose of EPLC “A key to successful IT management is a solid project management methodology that incorporates best government and commercial practices through a consistent and repeatable process, and provides a standard structure for planning, managing and overseeing IT projects over their entire life cycle. The HHS Enterprise Performance Life Cycle (EPLC) framework provides that methodology for HHS.” Office of the CIO, Office of the Assistant Secretary for Resources and Technology, Health and Human Services, Enterprise Performance Life Cycle Framework Overview Document, (Washington, DC: January 18, 2010), 3.

10. Enterprise Performance Life Cycle

11. Purpose of ITIL “ITIL is used by organizations worldwide to establish and improve capabilities in service management.” Office of Government Commerce (UK), ITIL: Service Strategy, (Norwich, UK: The Stationery Office, 2007), 7. “Service Management is a set of organizational capabilities for providing value to customers in the form of services.” Office of Government Commerce (UK), ITIL: Service Strategy, (Norwich, UK: The Stationery Office, 2007), 250.

13. What’s Common: EPLC and ITIL • Lifecycle-based • Parallel (but not identical) terms • Matching activities • Comparable goals • Process Driven • Allow tailoring • Non-prescriptive

14. EPLC and ITIL Differences EPLC ITIL Often an organizational requirement “Mesh” Approach – No Stage Gates Is designed from research done in many industries around the world Focus on value created and delivered to customer Service-based • Is mandated • Stage Gates are governance check-ins • Is designed specifically for HHS OPDIVs • Focus on projectcontrol and accountability • Project-based

15. The Most Significant Distinctions • Mandated vs. Non-Mandated • Assume EPLC must be done • Allow for Project Management and Service Management differences • Comprehending Projects vs. Services is the fulcrum with which to leverage framework benefits • Necessary Definitions: IT System, IT Service, IT Project

16. What is an IT System? An integrated composite of one or more of the processes, hardware, software, facilities, formal documentation, people, and configuration items that provides capability to satisfy a stated need or objective. A collection of configuration items (hardware, software, and documentation) that are necessary to deliver an IT Service.

17. What is an IT Service? • Service • Delivers Value • Facilitates Outcomes • Enhances Performance • Reduces Constraints • Owns costs and risks • Increases the probability of desired outcomes

18. What is an IT Project? “A project is a temporary planned endeavor funded by an approved information technology investment; thus achieving a specific goal and creating a unique product, service, or result. A project has a defined start and end point with specific objectives that, when attained, signify completion.” Office of the CIO, Office of the Assistant Secretary for Resources and Technology, Health and Human Services, Enterprise Performance Life Cycle Framework Overview Document, (Washington, DC: January 18, 2010), 10.

19. Hierarchy of Definitions

20. Project and Service Management Projects Services Service management does not typically develop solutions Service Management run operations Services are rarely built to be handed off to another party Services are ongoing Assume costs and risks on behalf of customer • Projects should be used to build services and systems • Projects have defined deliverables • Projects end or have signifiers of completion • Transfer of “ownership” from development organization to customer organization

21. Management Domains Activity Roles Business Value Business Service IT Service IT System(s) IT Component(s) Research Laboratory Management Facilities Access FACNet Access Card Reader Business Management Business Managers ITSM (ITIL) IT Leadership/ Service Owners Project Management (EPLC) Project Managers Technical Managers EPLC and ITIL blur when development and operations overlap

22. Suggested Decision Table: Project or Service • Services assume the ownership their systems • *Systems and other solutions developed in support of services should, therefore, be built with the EPLC • Both the EPLC and ITIL should be tailored to satisfy requirements

23. Example 1: A Database This cannot be a service, should follow the EPLC, and be tailored to meet requirements

24. Example 2: Remote Access System This is system that will support a service and better run with the ITIL framework, but the system itself should be built with the EPLC

25. Deliverables and Outputs Question: Doesn’t that mean two sets of deliverables? One for ITIL and one for EPLC? Answer: No! EPLC has deliverables and these can be used to satisfy ITIL outputs. • There are no mandated or required ITIL outputs. • ITIL strongly suggests that there are outputs. • EPLC is more structured as deliverables are required for Stage Gate reviews.

26. The Confusion Allayed? • Service Management uses Project Management to build its systems (. . . EPLC enhances ITIL) • Project Management uses Service Management to run what it builds (. . . ITIL enhances EPLC) • Guidance from one can help accomplish the other, i.e., • Use ITIL guidance for EPLC release documentation • Could use EPLC documents as part of ITIL process.

27. Final Thoughts • EPLC strengthens project management rigor and accountability through a mandated process. • ITIL provides a service management framework. The ITIL processes within that framework exist for the primary purpose of planning, delivering and supporting IT services. • Together EPLC & ITIL enhance our organizational capability to deliver value to our customers.

28. Questions ? Service Management Office Contacts John “Jack” Castilia, PMP Project Manager John Janke, ITIL Service Manager Process Engineer