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Program Management
Program Charter
Document Review
Document Approval
This document has been developed based on the best practices of the Information
Technology Infrastructure Library (ITIL) as part of the Operational Excellence Program
(OEP) in the Office of Information Technology Services. It is approved for
implementation as of this date.
Document History
Document Distribution
Title Name
Program Sponsor Billy Willis, Dep SCIO
Steering Committee Ross Yannayon, Director CS
Wendy Kuhn, Director CPRM
Steve Stoneman, Director TS
Gary Alexander, Director ES
Program Director Joe Lithgo, ITS COO
Executive Consultant Gary Case, Pink Elephant
Process Owner Ross Yannayon, Director CS
Process Owner Wendy Kuhn, Director CRM
Program Manager John O’Shaughnessy, PM
Program Analyst Susan Chan, Analyst
Process Coordinator John Gouldie, Change Coord.
Process Coordinator Julia Wilkins, SLM Coord.
Process Coordinator Wayne Perry, Incident Coord.
Process Coordinator Tina Certo, Problem Coord.
PDT Members ALL
Pink Elephant Consultant Laurie Dolan/Charles Miles
OEP Library
Table of Contents
1 Program Sponsors
List the sponsors of the ITS Operational Excellence Program along with who they represent and
their contact information.
2 Program Definition
The ITS Operational Excellence Program seeks to establish the Office of Information
Technology Services as the State’s center of excellence for IT Service Management. This
program’s purpose is to shift ITS’ organizational focus from technology to customers.
The goal for improving and measuring process maturity is to achieve an ITIL process maturity
level of three for all ten IT Service Management processes at ITS. This will be carried out
through Certification training as well as through process redesign and implementation. The
process redesign and implementation projects will be implemented in separate phases or releases.
Distinct processes will be targeted within each phase based on the priorities of ITS management
as well as on the results of ITS’ initial process maturity assessment.
Within the scope of this program Outside of the scope of this program
ITS Agency Operational Service Delivery Other State Agencies
ITIL policies, procedures, processes Schools, Universities, Municipalities and
County Government
ITS system tools supporting IT Service
Management
Within the scope of this phase Outside of the scope of this phase
ITS Agency Operational Service Delivery Other State Agencies
ITIL policies, procedures, processes Schools, Universities, Municipalities and
County Government
ITS system tools supporting IT Service
Management
Defined below are those functional groups, services, applications or systems that relate to the
organizational scope of the program:
Within the scope of this program Outside of the scope of this program
ITS Non-State Government agencies
State Government Agencies
Within the scope of this phase Outside of the scope of this phase
Computing Services Statewide Procurement
Telecommunications Services Statewide Security
CPRM
Enterprise Solutions
ITS Personnel (as needed)
ITS Fiscal Services (as needed)
ITS Enterprise Technology Strategies (as
needed)
ITS Security Office
IT Service Management tools
The Operational Excellence Program will implement targeted ITIL processes in phases, in
accordance with industry best practices. At the same time, these processes are interrelated; ITS
will leverage these relationships for more immediate business benefits as appropriate to the
needs and requirements of the implementation objectives. It is not uncommon for some
processes outside the scope of a given phase to benefit from improvement in a targeted process.
For example, implementation of change management will benefit release and configuration
management due to process interrelationships between these three processes.
The following represents ITIL processes and activities of the processes that are in scope and out
of scope for the program overall and the current phase:
Within the scope of this program Outside of the scope of this program
Configuration Management Non ITIL processes
Release Management Service Desk Function
Change Management
Incident Management
Problem Management
Service Level Management
Availability Management
Capacity Management
Financial Management for IT Services
IT Service Continuity Management
Within the scope of this phase Outside of the scope of this phase
Change Management Configuration Management
Incident Management Release Management
Problem Management Availability Management
Service Level Management Capacity Management
Financial Management for IT Services
IT Service Continuity Management
Within the scope of this phase of program Outside of the scope of this phase
Identification of Service Requests currently All other service requests
handled outside of CSC, and determine
which need to be brought into scope of
Existing Service Requests
Tool requirements should address incident Any tool that duplicates the IT Service
and service request options Management tool functions
Identify Service Desk Function activities and
tasks that are separate from Incident
Management
Apply a “review for implementation” clause
during design to apply relevant work flows to
pre-live process
Separate out current incident and problem
management activities into their respective
management processes
Define criteria for shared Priority and
Categorization models for Change, Incident
and Problem Management processes
Within the scope of this phase of program Outside of the scope of this phase
Infrastructure network, platform, operating Agency-owned ITS-hosted applications
systems and ITS-owned core enterprise and Agency-owned externally-hosted
systems applications
Define criteria for shared Priority and Defined Service Requests not under
Categorization models for Change, Incident Change Management
and Problem Management processes
Defined scope for Request for Change
Current Service Requests which should be
defined under Change Management
Within the scope of this phase of program Outside of the scope of this phase
Plan for Root Cause training
Identify knowledge management
requirements
Apply a “review for implementation” clause
during design to apply relevant work flows to
pre-live process
Separate out current incident and problem
management activities into their respective
management processes
Define criteria for shared Priority and
Categorization models for Change, Incident
and Problem Management processes
Within the scope of this phase of program Outside of the scope of this phase
Underpinning Contracts (third party service Writing Underpinning Contracts
contracts) with ITS
Review and understanding of levels of Re-negotiating Underpinning Contracts
service
Within the scope of this program Outside of the scope of this program
Related Service Management tools
Problem Management tools
Change Management tools
Service Level Management tools
Configuration Management tools
Release Management tools
Availability Management tools
Capacity Management tools
Fiscal Management tools
Within the scope of this phase Outside of the scope of this phase
Related Service Support tools Configuration Management tools
Problem Management tools Release Management tools
Change Management tools Availability Management tools
Service Level Management tools Capacity Management tools
Fiscal Management tools
2. Provide Transparency to create clear measures of commitment to the customer and closer
alignment of business and IT through:
2.6 Objectives
• Develop and implement a single and repeatable IT Service Management best practice
processes
• Clearly define the roles and responsibilities required to execute the activities of IT
Service Management processes
• Identify the key policies that support the IT Service Management processes
• Identify the Critical Success Factors, Key Performance Indicators and Activity Metrics
for IT Service Management
• Enable more effective and efficient service delivery through improved planning for
Change, Incident, Problem and Service Level Management processes
• Adapt ITIL processes to make transparent the alignment of Business and IT goals and
objectives
• Improve operations service, systems and application support by applying Change,
Incident, Problem and Service Level Management
3 Program Approach
Implementing ITIL processes will be accomplished in a phased manner. Prior to selecting the
processes to be the initial focus, an ITIL processes maturity assessment has been conducted by
Pink Elephant. This assessment will provide the direction for initial and subsequent phases. In
order to facilitate the transition to a focus on Service Delivery, ITS staff engaged in IT Service
Management activities have been foundation certified in ITIL.
Based upon the assessment provided by Pink Elephant, ITS management have selected Change,
Incident, Problem and Service Level Management processes for the first phase of
implementation.
The development of each process will be led by a Process Coordinator as head of a design team
assembled with an eye towards cross representation of IT functional groups within ITS. This
will ensure that the skills needed are available and that process implementation will have an
overall and end-to-end perspective.
A Program Director has been designated to act as the program’s Strategic Advisor and overall
subject matter expert for ITIL and program guidance. The Program Director will be assisted in
oversight of the effort through establishment of an ITS Steering Committee made up of the
affected Directors within ITS. This Steering Committee will act as the review authority for all
aspects of the program. In addition, a Technology Planning Group comprising key Agency CIOs
will provide input and guidance on the process and review the program outputs throughout the
implementation process.
A Process Consultant, Pink Elephant, will be used to help ITS and its teams in their development
activities. Consultants will provide expertise in planning, document development,
implementation issues and post-implementation assessment.
A designated project manager will work closely with sponsors, the Program Director,
Consultants and the teams to ensure the program planning is detailed, appropriate milestones are
identified, resources are tracked and costs maintained with budget, and that tasks are completed
on time. In addition, the project manager will develop and implement program wide procedures
to account for program risk, effect continuous and accurate communications and identify and
address any issues that may develop during the course of the project.
Impact
Program Constraints (high, medium, low)
Team Resources are limited High
Costs are finite and have a hard ceiling Low
Time is limited to complete all four processes Medium
Operational imperatives must take precedence High
Probability of Level of
Occurrence Impact if
(High, Occurs Priority for Approach for
Medium, or (High, Attention/Action Mitigation of
Description Low) Medium, or (High, Medium, Risk
of Risk Low) or Low)
Competing High High High Steering
Priorities for Committee
Staff Resources consists of
Operations
Directors, able
to prioritize
most issues.
Transition
internal staff
into more
essential
process roles
over time as
required.
Loss of Low High Low This risk is part
Momentum of the rationale
for assigning
Senior
leadership as
Program
Director, a
widespread best
practice for
ITIL
implementation.
Unrealistic Low Medium Low Phased
implementation implementation;
timetable; utilize
Trying to do experienced
everything at implementation
once. assistance.
Modify
schedule as
Page 14 of 19 Approved on: 12/22/2005
Program Charter
Operational Excellent Program
Document No.: OEP-110-10
required if
Operational
priorities
dictate.
Difficulty High High High Continual
instilling senior
cultural change management
focus and
communication.
Clearly define
roles,
responsibilities
and
expectations
throughout
workgroup and
process design
activities.
Provide
extensive
training.
People not High High Low Significant
skilled to commitment to
support the formal training
processes program.
Tools are Medium Medium Low Expected to
unable to some degree;
support the program will
processes expose
requirements
for upgrades in
some areas.
Will address as
with any other
technical
upgrade
requirements.
Lack of High High Medium Clearly
accountability establish roles,
or ownership responsibilities
and
expectations;
ensure
participation
across all
functional areas.
Over-focus on Low Low Low Frame program
tactical, as a strategic
isolated initiative; do not
solutions rather focus on tools
than a strategic yet; sustain
approach communication
& coordination
among
workgroups.
Lack of High High Medium Obtain
appreciation for experienced
discipline guidance for
required to process
implement redesign; assign
processes full-time Senior
leadership as
Program
Director;
implement
formal training
program.
Lack of High Medium Low Will remain a
integration risk during
across active process
processes redesign;
closely
coordinate
efforts by
adopting best
practice process
governance
models and
utilizing
experienced
implementation
support.
4 Program Resources
ITS Operational Excellence Program Management Resources
• Fully trained and certified staff at foundation, practitioner and service management levels
6 Program Assumptions
• Senior Management will legitimize the program through active and vocal support
• Executive sponsors and Steering Committee will ensure the required people resources are
available
• Time will be provided to develop and implement the planned process improvements
• Executive sponsors and Steering Committee will provide funding for internal and
external tool requirements
7 Time Scope
Define the high level time scope for this program
Expected Expected
Program Phases Major deliverables start date end date
Program Initiation Program RFP Complete 2/2005 7/2005
Project Planning Program Plan, Training Begins 8/2005 8/2005
Project Development Completed Assessment 9/2005 10/2005
Project Build Detailed Process
Implementation Plans 11/2005 11/2005
Project Completed Incident 10/2006
Implementation – Management Process 12/2005
Incident Management Implementation
Project Completed Process 10/2006
Implementation – Implementations 12/2005
Change Management
Project Completed Process 10/2006
Implementation – Implementations 12/2005
Service Level
Management
Project Completed Process 11/2006
Implementation – Implementations 4/2005
Problem Management
Program evaluation Metrics Implemented TBD TBD
Program closing ITIL Processes @ Level 3 TBD TBD