Date post: | 16-Apr-2017 |
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Education |
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Wrestling a tech project towards a reliable service
The Service manager as the transition guru in a large institution
Workshop overview
Part 1: Transition from a project to a servicefrom the project/service manager’s viewfrom the technical manager’s view
Group work
Part 2: My Service Manager
Group work
Introductions and Icebreaker
Who are we?
Bergita Shannon eLearning Technology Support Manager – QUT
Nick Kays eLearning Technology Services Manager – QUT
Who are you?
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app.gosoapbox.com
ANZTLC15
GO to
Access Code:
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Part 1 - Transition
• The project/service manager view (Bergita)
• The technical manager view (Nick)
• Group Discussion (all)
• Let’s share some ideas in GoSoapBox
Transition – the project/service manager viewProject Service
to
• Innovative• Ground breaking (software/system)• Funded within timeframe• Start End Date• Requirement: Uptake by all • Customisable to needs• Individual training/support• Helpdesk – little training, information• Documentation – relevant to project• Max support during project time• Etc.
• Day-to-day work• Upgradable (software/system)• Limited funding through OP budget• Infinite operation• Requirement: efficiency, reliability • Limited customisation• Usable for everyone - minimal training• Helpdesk – knowledge base• Documentation – defined QUT procedures• Supportable in future• Etc.
Hand-over
Projects
• Projects have high uncertainty!– New technologies– Unknown configuration/setup – Lots of learning and technical knowledge growth
• Projects run for a finite amount of time– DEADLINES!!! There is an end point!
• Change is easy and constant
Transition – the technical manager view (1)
Transition – the technical manager view (2)
Services
• Services are ongoing
• Services are mature and have large user bases
• Experienced technical staff at the helm
• Known processes and best practice
• Lessons learnt from past experience
• Change resistant.– “If it’s not broke, don’t fix it”
Transition – the technical manager view (3)
Projects vs Services
• Services have mature processes– Version control– Change management – Support ticket queue
• Projects are often experimental– Adhoc procedures on changes– Trial by fire / trial and error– Changes are not tracked– Limited communication to clients
Transition – the technical manager view (4)
Advice when transitioning to service
• Start good practice from the beginning– Version control– Release management – Organizational procedures– Communications!
• Keep the same team!– Promote ownership of the service– Keep the knowledge in the team
Transition – the technical manager view (5)
Discussion – Question Guide
• Questions?– Can I keep the same technical and support team? – Do I need technical staff to performing patching?
• If yes, do I have the budget for this? • Cloud hosted? Do I still need technical staff?
– Do I need to develop service enhancements?– How often will patching and upgrades occur? – Do I need to have users report issues to IT Helpdesk?– Do I need 24/7 support? Do I need high availability?
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Part 2 – My Service Manager
• Presenting ‘My Service Manager’ (Bergita)
• And this is your ‘Service Manager’ (all)
• Let’s share some ideas in GoSoapBox
Discussion – Question Guide
• Questions?– What is different at your institution?– What did I miss?– What area is more prominent in your institution?
My Service Manager
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Right handQUT: e.g.IT ServicesL &T unitStudent Bus ServiceseLearning Services
Left handUniversity/educational institution• Processes• Procedures• Policy• MOPP
Left LegT & LAcademicsStudents• Undergrad• Postgrad• Continuing Professional Education• New Developments, e.g. MOOCs
Right legTechnology• Software• Vendor• Customisations• Third party products
HeadMouth = communicationEars = listening to my institutionEyes = Trends & Dev in HEd
Business AnalystProject ManagerMarketing & Communication
CollaboratorMediatorTeacher & trainerPolice
Support Team
The role of the head