/04 Using PRINCE2 ® to Manage Your ITIL ® Implementation Mark Sherry Partner Marval North America 1

/04 SOMOS Consulting Group 2 Management Consulting Supply Chain Management CRM Dynamics ITSMATIP Consulting PPM Energy Management IT Consulting Events Management IT ConsultingEngineering Marketing & Communications 1 st ACO/ATO for P3M3 Marketing & Communications Promotional Items TS level IT Consulting

/04 Copyright Notice The contents of this presentation are Copyright © 2014 by Marval North America All other use, storage, retrieval, distribution, or reproduction must be authorized by Marval North America in advance, in writing. PMI, PMP, PgMP, CAPM, and PMBOK are registered trademarks of Project Management Institute, Inc. MoP®, PRINCE2®, ITIL®, MSP®, M_o_R®, P3O®, MoV® and P3M3® are registered trademarks of AXELOS Limited. Some illustrations (as indicated) are © Crown Copyright 2011, reproduced under license from the Cabinet Office. 3

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The Statistics on Project Failure Gartner studies suggest that 75% of all US IT projects are considered to be failures by those responsible for initiating them and half of the projects exceeded budget by 200%! A Standish Group study, again in the US IT industry, found that 31% of projects were cancelled outright before completion and that 53% of the all projects cost was over the original estimates. 1in 4 CEO’s said they were unable to pursue a market opportunity or cancel/delay strategic initiative due to talent. * 1 in 3 concerned skill shortages impacted their ability to innovate effectively. * * PWC – 2012 “Insight and Trends: Current Portfolio, Programme and Project Management Practices” 5

/04 PRojects IN Controlled Environments Often cited as the world’s most largely used project management method! 6

/04 Where is PRINCE2 ® being used? PROMPT created 1979 PROMPT UK Govt Standard 1989 PRINCE created for IT 1996 PRINCE2 created - generic PRINCE2 Refreshed 7

/04 Who’s Using PRINCE2 ® ? Slide 8 8

/04 PRINCE2 ® Structure Slide 9 9

/04 PRINCE2 ® Structure: Principles TAILOR TO SUIT PROJECT ENVIRONMENT LEARN FROM EXPERIENCE CONTINUED BUSINESS JUSTIFICATION DEFINED ROLES AND RESPONSIBILITIES FOCUS ON PRODUCTS MANAGE BY STAGES MANAGE BY EXCEPTION PRINCE2 PRINCIPLES © Crown Copyright Reproduced under Licence from AXELOS Limited. 10

/04 PRINCE2 ® Themes RISK PROGRESS BUSINESS CASEORGANIZATION CHANGE PLANS QUALITY PRINCE2 THEMES PRINCE2 PRINCIPLES © Crown Copyright Reproduced under Licence from AXELOS Limited. 11

/04 PRINCE2 ® Processes Directing Managing Delivering Pre- Project Subsequent Delivery Stage(s) Final Delivery Stage Initial Stage Start Up Directing a Project SB Initiating SB CP Controlling a Stage Managing Product Delivery Managing Prod Del © Crown Copyright Reproduced under Licence from AXELOS Limited. Key SU = Starting up a Project IP = Initiating a Project SB = Managing a Stage Boundary CP = Closing a Project 12

/04 Project Management Team Structure Fig 5.3 – PRINCE2, 2009 Edition © Crown Copyright Reproduced under Licence from AXELOS Limited. 13

/04 Where does PMBOK fit in all of this? 14

/04 Methodology vs. Framework Methodology is the “what you do” Framework is the “how you do it” PMBOK is a framework o PMBOK 5 th Edition, Page 2, Section 1.1 o “This Standard is a guide rather than a specific methodology. One can use different methodologies and tools (e.g…..PRINCE2) to implement the project management framework.” 15

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/04 FeaturePRINCE2PMBOK History  Origin - United Kingdom  Origin - United States Owner  AXELOS and the UK Cabinet Office  Project Management Institute (PMI) Usage  Global  Foundation:730,555 Exams to date (July 2013)  Practitioner:388,085 Exams to date (July 2013)  Global  583,806 active PMP certified (Oct 2013) Structure  7 Principles, 7 Themes, 7 Processes (2009 Edition)  A process based project management methodology  A series of management processes defining what must be done, when and how it must be done and by whom over the life of a project  Prescriptive, but tailorable  Defines the roles of everyone involved in a project  47 Processes (5 th Edition)  5 Process Groups  10 Knowledge Areas  A knowledge based approach to project management  Describes core practices and a wider range of techniques that can be applied to manage a project  Non-prescriptive  Focuses on the project manager's role Training Practice  PRINCE2 Training Organizations must be Accredited and hold a licence to train in PRINCE2.  Trainers must pass an independent competency assessment and be accredited  PMP training organizations must comply with the PMI training syllabus.  Trainer's competency to deliver training is not assessed. Certifications PRINCE2 Practitioner (P2RP)  5 day course  3 hour exam  Re-certify every 5 years with 1 hour exam Project Management Professional (PMP)  4500/7500 hours prerequisite  35 hours of formal PM education  3 hour exam  Re-certify every 3 years with 60 PDU’s PMBOK and the PRINCE2 ® 17

/04 Adopting PRINCE2 ® How can I make the methodology work in our organization? Developing PRINCE2 capabilities “Embedding” PRINCE2 “Tailoring” PRINCE2 Organizational Change 18

/04 PRINCE2 ® Training and Certification Foundation Level – 3 Days Understand all roles, principles, themes, processes and techniques Foundation Exam (45 minutes) Practitioner Level – 2 days Measure the ability to apply PRINCE2 to managing a non-complex project in an environment supporting PRINCE2 Practitioner Exam (3 hours) Slide 19

/04 PRINCE2 ® and Related Best Practices Slide 20 ITIL ®, PRINCE2 ®, MSP ®, MoP ®, P3O ®, and P3M3 ® are Registered Trade Marks of AXELOS Limited. Based on Fig 1.3 © Crown Copyright Reproduced under Licence from AXELOS Limited Portfolio, Programme and Project Management Maturity Model (P3M3™) PRINCE2 ® (Projects In Controlled Environments) Managing Successful Programmes (MSP ®) PRINCE2™ Maturity Model (P2MM) Consultancy Practice Training Practice Management of Portfolios (MoP ® ) Portfolio, Programme and Project Office (P3O®) M_o_R® ITIL®

/04 Using PRINCE2 ® Principles in ITIL ® Projects 7 Common Sense Principles 1.Continued business justification 2.Learn from experience 3.Defined roles and responsibilities 4.Manage by stages 5.Manage by exception 6.Focus on products 7.Tailor to suit the project environment The seven principles fit in well with any ITIL project. Straight forward easy to follow. 21

/04 PRINCE2 ® Themes (7) – ITIL ® Business Case Organization Quality Plans Risk Change Progress Why? Who? What? How, How much, When? What if? What’s the impact? Where are we now? Where are we going? Should we carry on? 22

/04 Organization Theme Project Board o Business (Executive) o User (Senior User) o Supplier (Senior Supplier) Note Project Board may delegate some authority e.g. Change Authority Project Manager Team Manager(s) This structure is very useful when trying to implement ITIL ® projects or any IT projects. 23

/04 PRINCE2 ® Processes (7) – ITIL ® Starting up a Project – project brief and initiation stage plan. Directing a Project – work done by Project Board. Initiating a Project – Activities required to launch project assuming project is approved. Controlling a Stage – deals with issues and risks, reporting and reviewing, and driving work performed by team managers. Managing Product Delivery – work performed by Team Managers. Managing a Stage Boundary – managing what occurs within a stage. Closing a Project - completed of premature – wrap up. 24

/04 PRINCE2 ® Processes Directing Managing Delivering Pre- Project Subsequent Delivery Stage(s) Final Delivery Stage Initial Stage Start Up Directing a Project SB Initiating SB CP Controlling a Stage Managing Product Delivery Managing Prod Del © Crown Copyright Reproduced under Licence from AXELOS Limited. Key SU = Starting up a Project IP = Initiating a Project SB = Managing a Stage Boundary CP = Closing a Project 25

/04 Managing a Stage Boundary Traditional ITIL implementation approach is a phased approach, e.g. Phase 1 - Incident and Problem Management. Creating Stages allows for the capability to break down a project into many stages. Therefore with a Stage called Incident and Problem Management, many Stages can occur, e.g. Classification Stage, Workflow Stage, etc. 26

/04 Directing a Project Clear lines of responsibility Removes the decision making from the PM Senior executive, user and supplier are at the table. Clear decision points, e.g. Decision to proceed to the next stage. 27

/04 PRINCE2 ® Four Levels of Management Clear Line of Management responsibility (internal and external) 28 Fig 5.2 – PRINCE2, 2009 Edition © Crown Copyright Reproduced under Licence from AXELOS Limited.

/04 PRINCE2 ® Performance Measures Cost Timescale Quality Scope Risk Benefits 29

/04 Why PRINCE2 ® ? Easy to understand Prescriptive Granular Clear lines of responsibility Methodology Scalable to meet any project needs Certifiable 30

/04 Summary… PRINCE2 ® Is a foundation for “doing projects right” Standardized approach to project management, proven over a period of 20 years Internationally accepted as the de facto project management methodology Is built on a family of ‘Best Management Practices’; addressing all levels of organizational needs Works well with ITIL ® Is prescriptive 31

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/04 Questions 33

/04 Thank You! Marval North America Mark Sherry 1 (705) x