What’s Different about Agile?

Agile is advancing rapidly up project management and systems development agendas worldwide.  Specific approaches such as Scrum are becoming mainstream.  It’s not new. DSDM has origins in the 1990s.  The Agile Manifesto was written by advocates of iterative and incremental development methods in 2001.

The table below is derived from the 2005 book “Challenges of Migrating to Agile Methodologies” by Sridhar P Nerur (et al).

The vital issue for those attracted to the concept of Agile is, for any given situation, to balance the benefits of a responsive and flexible approach with one that imposes more rigour and discipline.

>> Agile Training Courses
>> ScrumMaster Courses
>> DSDM Atern Courses
>> The Agile Manifesto

Blogalot - June 2010

A PRINCE2, DSDM Atern and ITIL Roadmap

One of the more thought provoking presentaions at the recent Project Challenge Show in Birmingham was by Dot Tudor of TCC.  She firmly believes that there is too often a disconnect between IT project managers and IT service managers. 

The following diagram emphasises the degree of overlap and inter-relationship between PRINCE2, DSDM and ITIL. Her presentation (follow link below) works towards an integrated roadmap.

By the way, this subject matter is being picked up by OGC so keep an eye open for the official book in due course!

>> View Dot Tudor’s presentation
>> Find ITIL training courses
>> Find PRINCE2 courses 

>> Find DSDM Atern courses

Blogalot - May 2010

IT Service Desk – 10 Killer Metrics

At the IT Service Desk Show in London Howard Kendal of SDI hosted a seminar with over 100 participants to identify “10 Killer Metrics”.

It was unscripted and quick – but the list is a pretty safe bet if you are looking to pick the 5, 6 or 7 which you want to highlight for your organisation.

1.      Keep the Customers Happy
- customer satisfaction is the ultimate goal
- it will mean different things to different people/organisations
- there may be both “technical” and “psychological” measures

2.      Who, What, Where?   [Address and Kill Top Issues]
- Understand where the problems are coming from
- can education of users help to avoid repeat requests
- identify regular issues, address root cause, avoid fire-fighting

3.      Staff Satisfaction
- a team enjoying their work will deliver better service

4.      Utilisation/Efficiency
- less agreement on this one – and tricky to measure

5.      Cost of Delivery
- yes, if you look at total cost of the service
- no, if you waste time over analysing every cost and benefit

6.      Impact of System Changes
- keep track of how calls are driven by changes to systems
- these changes are within IT’s control so there can be important lessons

7.      First Time Fix
- a more contentious suggestion – as quality must enter the equation as well as speed

8.      Measure Against SLAs
- important but remember that SLAs define a “tolerance” and the goal will be higher

9.      Calls Waiting/Abandoned Calls/Call Duration
- again, there are some trade-offs so one measure in isolation may be unhelpful

10.  Calls Prevented
- prevention is better than cure but how do you measure
- the ideal scenario is no call as there are no issues

>> Find ITIL Training Courses
>> Find SDI Service Desk Courses

Blogalot May 2010

Problem Management – The Number One ITIL Priority?

There were two excellent presentations at the April Service Desk & IT Support show which concentrated on Problem Management. Ken Goff made a compelling case for making it the number one ITIL priority.  Don Page told us how to go about it.

Why make it your number one priority?

Ken brings years of experience – and a case study where a major organisation slashed the number of major incidents per month from over 50 to about 5.  This was through a relentless focus on root cause problem analysis. The mix of Incident Management to Problem management personnel switched from 9:1 to 1:9.

His case study organisation was excellent at Incident Management.  They acted fast and got systems up and running quickly.  However, it was only when attention was turned to the underlying issues that service outages began to fall – and business financial performance improved.

It required a major change in mind set with drive from the most senior management levels. Delivery was by hundreds of people within the IT support team. The role of the Problem Management specialists was to facilitate rather than to do all the work.  A key observation was that many people simply do not know HOW to analyse problems.

Practical Problem Solving

Don emphasises the importance of people and process (rather than technology or system).

Problem solving is not a natural talent. A survey showed that only 1% have any formal training. The most common mistakes are:
- quick assumptions
- failure to collect facts
- inaccurate or incomplete information
- failure to evaluate or reproduce the condition
- undue pressure for an immediate answer

The best starting points to avoid problems are:
- implement change control
- train customers
- train support personnel
- identify current business priorities
- record and document all service requests

When driving to the fix:
- define the problem first
- specify the solved state
- ensure the right people are on the team
- choose from corrective actions in a logical manner
- reconcile restraints and constraints
- prepare and implement plan
- review and adjust as necessary

Problem Management used to be highlighted as one of the fundamental ITIL processes. In terms of training and certification under version 3 it is grouped within Operational Support & Analysis.

>> Find TIL Operational Support & Analysis Courses
>> Ken Goff - KGM
>> Don Page – Marval

Blogalot - May 2010

Data Protection and the Information Commissioner’s Office

They deny there will be scapegoats, but there is speculation that the Information Commissioner’s Office will make use of new powers acquired on 6th April to reinforce its message on data protection. Organisations must be mindful of both heavy fines and highly negative publicity which may arise from breach of statutory requirements.

There is some useful advice on the ICO’s website - and it’s in a surprisingly digestible format.  The FAQs below are based on one introductory section.

The Data Protection Act 1998 establishes a framework of rights and duties which are designed to safeguard personal data. This framework balances the legitimate needs of organisations to collect and use personal data for business and other purposes against the right of individuals to respect for the privacy of their personal details. The legislation itself is complex and, in places, hard to understand. However, it’s underpinned by a set of eight straightforward, common-sense principles. If you make sure you handle personal data in line with the spirit of those principles, then you will go a long way towards ensuring that you comply with the letter of the law.

Does the Data Protection Act apply to me?
Only if you “process personal data”. if so, you must handle the personal data in accordance with the data protection principles. Broadly, if you collect or hold information about an identifiable living individual, or if you use, disclose, retain or destroy that information, you are likely to be processing personal data.

Do I need to notify the Information Commissioner?
If you are processing personal data you usually have to notify the Information Commissioner about this. Failure to notify is a criminal offence. The main purpose of notification and the public register is transparency and openness.

Are there any exceptions?
The Act provides an exemption from notification for some organisations that process personal data only for:
- staff administration (including payroll);
- advertising, marketing and public relations in connection with your own business
- accounts and records

Do I have to reply to a subject access request?
Yes, unless an exemption applies. One of the main rights which the Act gives to individuals is the right of access to their personal data. An individual may send you a “subject access request” requiring you to tell them whether you are processing their personal data and, if so, to provide certain information.

What does “fair processing” mean?
The first data protection principle requires you to process personal data fairly and lawfully. Ensuring fairness in everything you do with people’s personal details is central to complying with your duties under the Data Protection Act. In practice, it means that you must:
•have legitimate reasons for collecting and using the personal data
•not use the data in ways that have unjustified adverse effects on the individuals concerned
•be open and honest about how you intend to use the data
•give individuals appropriate privacy notices when collecting their personal data
•handle people’s personal data only in ways they would reasonably expect
•make sure you do not do anything unlawful with the data.

What is a privacy notice?
One of the requirements of the Act’s fair processing provisions is that certain information is given to the individuals concerned. The oral or written statement that individuals are given when information about them is collected is often called a “privacy notice” or a “fair processing notice”.

Can I use personal data for a new purpose or disclose it to a third party?
It depends. You should keep within the spirit of the intended use advised when the data is collected - and you should explain your modified intentions and, at the very least, give your existing customers an easy way to opt out.

Can I send personal data overseas?
You may transfer personal data to countries within the European Economic Area on the same basis as you may transfer it within the UK.  However, you may only send it to a country or territory outside the European Economic Area if that country or territory ensures an adequate level of protection for the rights and freedoms of individuals in relation to processing personal data.

Excellent ITIL Elevator Pitch

Have you ever tried to explain what ITIL could do for your business?

There’s an excellent video which has been produced by a US ITSM company, CompuCom.

It certainly ticks all my boxes:
- No jargon
- Light hearted
- Professional
- Under 4 minutes
- FREE!

ITIL in the restaurant

It will be appreciated as much by those embarking on ITIL training, as by senior executives considering ITIL investment.

>> Watch the Video “ITIL - A Simple Explanation”

If you need more information about Training & Certification:

>> Download ITIL Qualifications Explained 

Blogalot - March 2010

Prince2 and ITIL Training Courses in Dublin

If you are looking to combine a professional qualification with a good music, good drink and friendly people, Focus can now offer regular Prince2 and ITIL training courses in the fine city of Dublin

We have teamed up with a local accredited training provider to provide courses in

• Prince2 Foundation Certificate
• Prince2 Practitioner Certificate
• ITIL V3 Foundation Certificate
• ITIL V2 Manager’s Courses

Contact Focus at enquiries@focus-on-training.co.uk, or visit our website www.focus-on-training.co.uk for more information

Update on ITIL V2 Qualifications

If you want to take the ITIL Manager route to ITIL certification you need to act now!

The OGC has announced the phasing out of the version 2 ITIL qualifications during 2010.  The timing was decided after consultation with itSMF International.

Withdrawal is phased by product:
- V2 Foundation to cease 30 June 2010
- V2 Manager to cease 31 August 2010
- V2 Practitioner to cease 31 Dec 2010
- Foundation Bridge to cease 31 Dec 2010

All of the above will be available for re-sits until 30 June 2011.

This basically means that to achieve ITIL Red Badge you need to be preparing for the final rounds of exams in April or July.  Remember it requires just two courses (beyond Foundation) and you can then use the ITIL Manager’s Bridge to upgrade to the Version 3 ITIL Expert qualification at a later date. 

>> ITIL Manager Training Courses
>> Download Guide “ITIL Qualifications Explained”
>> Buy the latest ITIL manuals

Blogalot - December 2010

The SRO Role in Major Government Programmes

The role of Senior Responsible Owner was first proposed for IT enabled projects in the McCartney Report in 2000.  A recent “Lessons Learned” bulletin from the OGC highlights ways in which to make the SRO role more effective.
1. Better understanding of the role
2. Selection of the right people to act as SROs
3. Giving SROs real accountability
4. Giving SROs business authority to resolve issues
5. Ensuring SROs have relevant delivery skills & experience
6. Ensuring adequate commercial awareness
7. SROs dedicate sufficient time to the role
8. Improved continuity through the project lifecycle
9. Improved tools, guidance & development opportunities
10. Adequate supporting resources

Lessons Learned:
1: Incorporate performance in the SRO role in individual performance targets
2: Involve PPM Board Champions and CIOs in the selection of SROs�
3: Appoint SROs for a minimum period and link any changes to project milestones
4: Encourage inexperienced SROs to undertake a appropriate training
5: Encourage SROs to gain assurance experience by taking part in Gateway Reviews
6: Use mentors external to the project to provide advice and support
7: Support SROs in attending networking events for the wider SRO community

It all feels a bit like motherhood and apple pie - but we shouldn’t knock the concept of SRO.  Recognition of the importance of accountability has been a major step forward for the public sector over the past decade, even if there is still a significant way to go.  The growing breed of professional PPM and Service Management professionals with best practice qualifications such as MSP and ITIL should improve the pool of SROs available during the next decade.

>> OGC Lessons Learned Bulletin
>> SRO Purpose, Role and Characteristics
>> MSP Training
>> ITIL Training

Blogalot - December 2009

ISEB Changes the Business Analysis Diploma

The profile of Business Analysis as a professional discipline has grown rapidly. If you’re based in the UK then the business analysis certification you’re looking for will be the ISEB Diploma in Business Analysis. This requires completion of a mix of knowledge based and more practical training modules - followed by an oral exam.

The ISEB is the professional examination arm of BCS (the British Computer Society). They are just relaunching the Diploma and have made a few changes which both iron out inconsistencies and make it more relevant internationally.  These include the “relegation” of the Organisational Context course to non compulsory status, and the inclusion of an exemption scheme for holders of the CBAP qualification from the International Institute of Business Analysis (IIBA).

>> Download free Business Analysis Fact Sheet
>> Find Business Analysis Training Courses from Focus
>> Visit the BCS/ISEB Business Analysis Site
>> Visit the International Institute of Business Analysis website

Blogalot - December 2009