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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
IT SERVICE MANAGEMENT SUPPORT
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
IT SERVICE MANAGEMENT SUPPORT
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
IT SERVICE MANAGEMENT SUPPORT
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
IT SERVICE MANAGEMENT SUPPORT
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
IT SERVICE MANAGEMENT SUPPORT
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.
Feedback from clients.
Efficient service support through high quality documentation and ease of use of the system.
Compare with time take for current use of the system.
Feedback from clients.
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.
Feedback from clients.
Improved productivity and reduced costs. Compare with productivity and cost data currently available.
Feedback from clients.
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
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)
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.
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)
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
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)
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
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)
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
Delay delivery of project to June 2007
Where appropriate re-schedule projects and related resources as appropriate
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)
Unclear roles and responsibilities
Unclear boundaries and definition of roles and responsibilities hampers workflow which could result in some tasks not complete.
Unlikely Moderate Moderate Project Manager
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.
Unlikely Moderate Moderate Project Manager
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
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)
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
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)
OR
Delay delivery of project to June 2007
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?
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)
Or
Delay delivery of project to June 2007
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
Delay delivery of project to June 2007
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
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)
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
Steering Committee member
Graham Keys Director, Infrastructure Services, FIT
Key interest in IT service delivery
Steering Committee member
Alison Davis Acting Manager, Desktop Management & Integration (DMI)
Key interest in IT service delivery
ITIL Problem Manager
Steering Committee member
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
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 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
Communication Strategy Training Strategy
ITS Presentations at section meetings
Email to [email protected]
Project website
Engage in product evaluations and testing
Information sessions to be run for users on each campus prior to release.
ITS Managers Email to: [email protected]
Project website
Information session if required
Governance Group
Communication Strategy Training Strategy
Key Stakeholder Group:
Ian McDonaldJoe DascoliGeoff Mitchell
Project website
Information session if required
Rowan ArndtSteering Committee
Regular meetings and status reports.
Project website
Information session if required
Working Party Email to
Project website
.