ITDDM Introductory November 25

IT Definition and Delivery
Method Introduction
Version 3.0
October, 2007
ITDDM Version 2.0 Information Technologies Page 1

ITDDM Introduction Agenda
• Course Objectives
• Intent of the Methodology
• Methodology Overview and Key Concepts
• Phases
• Gates
• Work Focus by Phase
• How will it work?
• Introduction to Sharepoint Portfolio Management Tool (ITPM)
Project Office Website: http://wcm2.ucalgary.ca/pmo/

Project Office Email: deliver.it@ucalgary.ca

Course Objectives
• To provide context re: the need for a Method and how it fits within the overall
IT Strategy
• To provide an Introduction/Overview to the Methodology

– How it works
– How it relates to other IT processes
– Identify the various job roles associated with the methodology
• To provide a basis for further modules as required by your individual roles
• To provide a quick view of the Sharepoint tool used to support the process

Six Technology Portfolios - 2006-07
Process and Organization

- ITSM – Client Service to Backroom
- Service Costing Model
- Emerge Integration
- Project Delivery and Governance
Learning Research Administration Community

- Learning Tools - WestGrid II - Enterprise Reporting - MyUofC Portal
- Classroom & Lab - Campus Grid - eMerge – HR and SIS - TFDL
- C/M Sys Renewal - Sci. Visualization - IMAGinE - Web Content Mgt
- Student Spaces - Research Hosting - Legacy Sys Renewal - Air UC Extension
- Student Wireless - Research Reporting - Shadow Systems - Downtown
Campus
- SIS Warehouse
Infrastructure
- Identity Mgt
- Disaster Recovery
- Server Consolidation
- VoIP
-Systems Hosting

Intent of the Methodology

An Example Worth Learning From *
IT Investment Decision Board
Senior Level Management with wide
Senior Divisional Leaders Divisional Representation.
Chaired by CIO.
Meets regularly to review, discuss and
$ Funds Available for
IT Investment
make decisions on proposed IT investments
Division A
Division B
Division C
Division D
Investment Policy
Pre-gated
& targets,
… Presentations,
Decisions
Reporting
Value Management Office Included:

Group responsible to mentor various actors, BA’s/Data Architects
preassess initiative proposals, coordinate Technical Architects
Senior BA’s/Customer Representative/ the IDB Agenda, track the individual Financial Analysts
Functional Area/Data Architect Decisions and perform overall Methodology Coaches
Portfolio management activities.
Portfolio Management Admin
Provided a Trusted Interface between IT &

Business Units that understood the business Project
Function and priorities as well as the needs for Proposals
Appropriately architected and integrated solutions. Strategic Realm
Tactical Realm
DMR IBM
Business Requests Coordinate
Application Infrastructure
To meet Functional And Integrate Requests to meet
Support & Delivery Support & Delivery
Needs Infrastructure Needs
* Example from Nova Corporation prior to merger with TCPL

1. To help us focus on Doing the Right Things

• To focus our work on initiatives that have the most value to the University
• To focus on customer requirements before defining technical solution
• To engage our customers in the decision-making process
• To effectively capture and document the resulting decisions
2. To help us focus on Doing Things Right

• To ensure that we apply the appropriate level of rigour to each initiative
• To effectively sequence the focus of work from inception through delivery
• To ensure that we create consistent project deliverables
• To help reduce decision latency and move initiatives forward
• To help manage the demand for IT and business resources
3. To help us effectively transition solutions into an operational state

• To ensure users & support groups get needed documentation, skills and tools
• To ensure that we understand and can meet the ongoing service needs
• To ensure that solutions integrate well with related services
• To ensure that we build solutions in an architecturally compliant manner
• To ensure that we can sustain the delivered services over time

1. To help us focus on Doing the Right Things

• To focus our work on initiatives that have the most value to the University Connection
• To focus on customer requirements before defining technical solution To
• To engage our customers in the decision-making process
Governance
• To effectively capture and document the resulting decisions
2. To help us focus on Doing Things Right

• To ensure that we apply the appropriate level of rigour to each initiative ITDDM and
• To effectively sequence the focus of work from inception through delivery
• To ensure that we create consistent project deliverables Other
• To help reduce decision latency and move initiatives forward Methodologies
• To help manage the demand for IT and business resources
3. To help us effectively transition solutions into an operational state

• To ensure users & support groups get needed documentation, skills and tools Connection
• To ensure that we understand and can meet the ongoing service needs
• To ensure that solutions integrate well with related services
To
• To ensure that we build solutions in an architecturally compliant manner ITSM/ITIL
• To ensure that we can sustain the delivered services over time

IT Definition and Delivery Methodology
Life Cycle Overview
Design
Project Delivery
Requests for
New Services
Define and Deliver Phase
Requirements
& Features IT Project Initiatives Definition
From Units
Solution
& Faculties
Definition/
Initial Business Business Solution Project
Screening Approval Development
Concept Concept Approval
Initial Gate Phase Gate Phase Gate Solution
Assessment Assurance/
Phase Testing
Build
Implement
Solution
Continuous
Operate, Support
Service & Initial
Process Operations &
Improvement
& Sustainment and Maintain IT Services Support
Transition to
Production
Project
Operate Completion
Gate

Governance Definition
IT Governance is the process that defines and enables how IT decisions

are made and communicated.
The primary goal of IT Governance is to ensure that the decision

making process for allocating IT resources to addressing the needs of
units and faculties is done effectively and efficiently.
• To be effective it needs to recognize and define both who has input to certain types
of decisions and who has ultimate responsibility to make those decisions.
• To be efficient it needs to allow for delegation of decision making of various types of

decision to the appropriate levels and areas of responsibility in the organization –
this reducing latency, improving decision quality and optimizing the efforts of the
various stakeholders.

Delivery Methodology
As it Relates to IT
Services Management
(ITIL)

Life Cycle Overview
Design
Project Delivery
Requests for
New Services
Define and Deliver Phase
Requirements
& Features IT Project Initiatives Definition
From Units
Solution
& Faculties
Definition/
Phase Testing
Build
Implement
Solution
Continuous
Operate, Support
Service & Initial
Improvement
& Sustainment and Maintain IT Services Support
Transition to
Production
Project
Operate Completion
Gate

The ITIL V3
Service
Lifecycle
Life Cycle Overview
Design
IT Definition and
Project Delivery
Requests for Phase
New Services
& Features
Delivery Methodology Requirements
Definition
From Units
Solution
& Faculties
Definition/
Phase Testing
Build
Implement
Solution
Continuous
Service &
Process
IT Service Initial
Operations &
Improvement Management Processes Support
& Sustainment
Transition to
Production
Project
Operate Completion
Gate

Life Cycle Overview
Design
IT Definition and
Project Delivery
Requests for Phase
New Services
& Features
Delivery Methodology Requirements
Definition
From Units
Solution
& Faculties
Definition/
Phase Testing
Build
Implement
Problem Capacity Availability Service Level Solution
Management
Continuous Management Management Management
Process&
Service Process Process Process Initial
Operations &
IT Service
Process
Improvement Support
Incident Release/Change
& Sustainment
Management Management Processes Management Transition to
Process Service Desk Processes Production
Project
Operate Completion
Gate

Understanding
The
Methodology

Key Methodology Characteristics
1. It needs to provide a filtering process to determine what and how work

gets done
2. The methodology needs to support the conversion of customer needs
into technical specifications to be delivered
3. Need to create various types of documentation to enable ongoing
solution usage, support, and maintenance
4. The process needs to effectively engage various stakeholders to assess
different criteria and make the necessary decisions
• The focus will evolve as the initiative proceeds through life cycle
5. The method needs to define the work to proceed in a logical sequence

Key Characteristic
Filtering Customer Requests
Customer Requirements and Requests
Rejected Fixes and

Initiatives – Determine which requirements Maintenance
With rationale are important to address,
(eg. Lack of what type of solution is most
Business appropriate, how we should
Merit, Funding route and consolidate
them for most Existing
or Business
effective delivery, Projects
Commitment,
Technology and allocate funds
Not Ready, to support the
Etc.) Required work.
The Filtering Process helps to
Determine:
Issues,
Opportunities,
Define, Resource • What gets done
And Deliver Solutions
Projects on
To meet Priority • How it gets done:
Hold with
Review
Requirements - What level of rigour
Conditions - Technical Solution
Value to the University – In support of Academic Plan, Business Plan, etc.

Key Characteristic
Bridging Technical and Customer Realms
Technical Staff Focus Customer Focus

• Service Needs
• Technical Capabilities – Functional Capability
• Technical Specifications IT Delivery Management – Service Level Requirements
• Technical Challenges/Risks • Business Alignment / Priority

• Opportunity Assessment • Value – Costs/Benefits
• Technical Dependencies • Business Case • Investment Required
• Speeds and Feeds • Solution Concept • Impact on Business
• Technical Futures • Requirements Documentation Processes
• Support/Operation Needs • Technical Alignment • Business Resourcing Issues
– Skills Requirements • Technical Impact • Training Commitments
– Environmental Needs • IT Resourcing • Business Risks
• Risk Management
A method bridges between the technical and customer realms by:

• Converting information into management understandable terms,
• Presented in consistent formats to allow focus on content,
• Building certainty incrementally to support the decision-making process

Key Characteristic
Supports Creation of Necessary Documentation
User and Operations Manual

Solution Concept Manual
Requirements Document
IT Library
Rejected Initiatives
On Hold Initiatives
Project Control Binder

 Common set of templates defining
standard project deliverables
 Supported by Checklist to help
determine which to use for each
initiative
 Allows progressive capture of
level of detail in line with IT
Governance Process
 Allows effective transition of
initiative to Operations
Unapproved  Appropriate documents can be Approved Initiatives
used to populate project repository Completed and in Progress
Initiatives

Key Characteristic
Effective Stakeholder Engagement
1. Effective engagement of appropriate stakeholders at correct time and level

of detail
• Optimizes the effort of various stakeholders to get required input and decisions
• Reduces latency in the process by getting timely decision making
2. Ensures various aspects of the initiative are considered
• Business Needs –alignment with key drivers, scope, and prioritization
• Financial Considerations – Business Case, investment required
• Management considerations – effective analysis, resourcing considerations, risk
management
• User considerations – requirements understood, acceptance testing and user
tool and process training
• Technical – Architecture, leveraging common opportunities, dependencies with
other initiatives
• Operations – Ability to support and sustain on an ongoing basis
3. Improves overall buy-in, understanding and support for initiatives

Key Project Stakeholders and their Roles
Stakeholder Role (Defines the part an individual plays in the initiative and their associated responsibilities)
Steering Committee Provide overall direction, prioritization, and timely decision making.
Sponsor Provides funding, primary direction, prioritization, and support for specific requirements of the initiative.
Communicates value of outcomes to various stakeholders.
Customers/Users Provide input and resources to define specific requirements, test solutions, and receive solution and
supporting materials
Business Analyst Primarily responsible to define the opportunity to be addressed, the desired outcomes and business
case, and the requirements
Technical Architect Responsible to define the technical solution and ensure it fits with the overall technical environment
and related strategies.
Subject Matter Provide specific input into aspects of the current & future state environments to support analysis &
Experts solution design.
Project Manager Responsible to structure, staff and deliver project once it has been scoped and prioritized. In charge of
project resources and communication of project status and issues.
Technical Resources Will provide specific expertise to design, develop, build, test, deploy and support the solution.
(various types)
Functional Manager Responsible to oversee individual staff and to ensure resources can commit effort to the projects.
Gate Keepers Review and approve work products in support of the decision-making process. Various types of
(Various types) gatekeepers (eg. business, financial, technical, operations) are required to review differing types of
work products.

Gate Activity
Various gatekeepers will be engaged to review and
provide feedback and/or approval to deliverables
Evaluate and produced during the phase. The specific gatekeepers
feedback will vary by initiative and phase. Deliverable review
findings can be completed as work on deliverables progresses
to improve buy-in and reduce latency.
Review Appropriate Gatekeeper types include customer, financial,
Gatekeeper
Documents technical, operations, project office, etc.
Activity
Input and At actual gate key gatekeepers meet to review the

Decide feedback of the various gatekeepers, and to make
decisions re: the future of the initiative – go/no go,
scope, resourcing, funding, priority, cancel, etc.
Phase Proceed Gate D

Gate B Phase
‘B’ Gate C
‘C’ Phase
‘D’
Proceed
w/ caveats
When Initiative is Rework, Check
approved to proceed Revise on Caveats
will identify what work Hold from previous
is to be done & what Stop gates
Gatekeepers are
needed at next gate Key decisions get recorded, tracked,
communicated, and managed as part
of and in support of overall portfolio
Range of Possible Outcomes at Gate C
management process.

Phase/Gate Descriptions
• Initial Assessment Phase

A definition of the issue/opportunity, a high level assessment
of the value of solving the business issue, and an initial
sense of the type and complexity of the solution
• Initial Screening Gate
Is there sufficient merit in the opportunity to warrant
allocation of resources to the next level of definition? Based
on expected size and existing uncertainties, what level of
rigour should be applied going forward, and what should be
the next steps? Focus on whether it is aligned with key
unit/faculty objectives and that there is likely to be an
affordable solution.
• Key Gatekeeper(s)
Sponsor who is willing to resource the next phase.

Phase/Gate Descriptions (cont.)
• Business Concept Phase
Documentation of business issues/opportunities and desired
outcomes, preparation of business case for selected scope,
business risk assessment, articulation of initial overall
solution concept, and sponsorship identification.
• Business Approval Gate
Confirm alignment with business priorities and that there is
sufficient value in meeting proposed scope, is supporting
analysis of sufficient quality to provide confidence, is initial
solution concept reasonable and achievable, is there a clear
resource plan for next phase, and does potential value of
opportunity warrant resource allocation to next phase?
Sponsor willing and able to resource next phase. Financial
to ensure business case is acceptable. Initial architectural
review of high level solution concept, as required.

• Solution Concept Phase
Further development of solution concept for targeted scope,
technical risk assessment, revision of business case as required to
reflect solution costs, confirmation of appropriate sponsorship and
definition of expected approach to deliver solution.
• Project Approval Gate
Will proposed solution meet the defined scope? Is the solution
aligned with business strategy and IT architecture? Given the
proposed solution does the business case still hold? Are risks
understood and reasonable given the benefits and are mitigations
available? Have we defined resources for the next phase, and can
they be allocated to this initiative?
Business and IT Architect to assess solution and ensure strategic
consistency. Sponsor to confirm priority and funding availability.
Financial to ensure business case is still valid. Project Office to
confirm project is structured for success. Operations to assess
supportability of solution after delivery.

• Project Delivery Phase
(will contain multiple gates depending on size/nature of initiative)
– Kickoff - Engage PM, complete project plan, resource and kick
off project
– Requirements Definition - Complete detailed specification of
requirements
– Define/Develop Solution - Complete detailed solution design,
and build solution
– Solution Assurance Testing - Perform various solution
functionality, usage, integration and rollout testing
– Implement Solution - Rollout solution and associated training
documentation and support tools
– Initial Operations and Support - Perform initial solution
support and operations through initial burn-in phase
– Transition to Production - Transition required knowledge,
tools, documentation, and staff (if required) into operational
state

• Project Completion Gate
Assessment of whether all deliverables are
complete, users and IT staff trained, service levels
can be met by support organization, solution can
be sustained over time, all steps taken to
complete move into production mode, and project
can be closed.
Sponsor to ensure scope is complete, support
organization to confirm supportability of solution,
Project Office to support project closure

Using the Methodology -
IT Portfolio Management Tool

IT Portfolio Management (ITPM)
• ITPM is a list in the IT Portfolio Management Sharepoint Site
• The PeopleSoft teams already use this list to track PS issues and
projects, and also use it as a tool to discuss their work program
with clients
• The intent is to roll it out to all of the IT teams to support the IT
project and governance processes
• At a high level, the list provides details on:
– What requests are in the queue
– What work is underway in each IT area, and for which business
units
– What requests have been completed

ITPM…Continued
• More significantly, it can be used to provide details on:

– The system(s) it impacts
– The business priority of the request
– The impact of not actioning the request
– Specific deadlines that the request must meet, if any
– Risks, assumptions, constraints known at the time
– The benefits that the request provides
– The impact of not satisfying the request
– Priority
– Time/Cost estimates
– Business Plan Drivers
– Others

ITPM…Continued
• Records in the list are progressively elaborated, and can be initiated
by satisfying only the ‘required’ fields, if that is the level of detail
available
• As the request proceeds through the process, more information is
uncovered and added to the record. As an example:
• An Architect adds information on which solutions might be
appropriate
• A Project Manager defines scope and deliverables
• A Business Analyst adds details on requirements
• The Business or IT prime updates the initial information
• The Opportunity Assessment and Slim Charter document can be
created from the information captured in the record
• The fields required for these documents are populated in the
ITPM list
• ACCESS is used to pull these details from the list into the
document template
• These documents are used to gain formal agreement on
important details of the request

ITPM…Continued
• The request/project process and governance model that this list
supports are being developed and will be communicated once the
initial release has been finalized
How the list can be used right now:
• Individual project teams can use this list to manage work requests
for their area
• Send a request to Deliver.IT@ucalgary.ca for assistance on getting

started

Getting in the Correct Frame of Mind
Curiosity
“In times of Change, learners inherit the earth, while the learned find
themselves beautifully equipped to deal with a world that no longer
exists” – Eric Hoffer
“We pride ourselves on starting every project humbly – and a little dumb.
We don’t want to peek at the answers before we know the questions” –
Tom Kelley , GM, Ideo
Q: “Do you have all of the answers?”

A: “ Actually, I find that the questions are more important.”
CSI Episode

Additional Slides

Phase Descriptions – Sequencing Work
A definition of the Documentation of business Further development of solution
issue/opportunity, a high level issues/opportunities and concept for targeted scope,
assessment of the value of
solving the business issue, and
desired outcomes, preparation
of business case for selected
Design
technical risk assessment,
revision of business case as
Engage PM,
complete project
plan, resource and
an initial sense of the type and scope, business risk required to reflect solution Project Delivery kick off project.
Define and Deliver
complexity of the solution assessment, articulation of costs, confirmation of Phase
Requests for initial overall solution concept, Complete detailed
appropriate sponsorship and
New Services Requirements specification of
IT Project Initiatives
and sponsorship definition of expected approach
& Features Definition requirements.
identification. to deliver solution.
From Units Complete detailed
Solution solution design, and
& Faculties
Definition/ build solution.
Concept Concept Approval Perform various
Initial Gate Phase Gate Phase Gate Solution solution
Assessment Assurance/ functionality, usage,
Phase integration and
Testing
Build
rollout testing.
Implement Rollout solution and
Solution associated training
Continuous documentation and
Operate, Support
Service and Initial support tools.
Improvement
& Sustainment and Maintain IT Services Support Perform initial
solution support and
Transition to operations through
Identify opportunities and
Support, operate and maintain Production initial burn-in phase.
requirements for improvement
the operational state of the
through ongoing reviews of
solution through our operational
service delivery results, learnings
(ITIL-based) processes as per Transition required
from ongoing operations and
the service level requirements of Project knowledge, tools,
support, changing expectations for
capacity, performance and Operate the customers through an
appropriate combination of
Completion
Gate
documentation, and
staff (if required) into
availability, and sustainment of
centralized, distributed and operational state.
infrastructure currency
external service groups.

Gate Descriptions
Is there sufficient merit in Will proposed solution meet the defined scope? Is the solution aligned with
the opportunity to warrant business strategy and IT architecture? Given the proposed solution does the
allocation of resources to
the next level of definition. Design
business case still hold? Are risks understood and reasonable given the benefits
and are mitigations available? Have we defined resources for the next phase, and
can they be allocated to this initiative?
Focus on whether it is
aligned with key unit/faculty Key Gatekeeper(s) Project Delivery
objectives and
likely to beNew
that there is
Requests
an affordable
Services
for Define and Deliver Business and IT Architect to assess solution and ensure strategicPhaseconsistency.
Sponsor to confirm priority and funding availability. Financial to ensure business
Requirements
solution.
& Features
Key Gatekeeper(s) IT Project Initiatives case is still valid. Project Office to confirm project is structured for success.
Operations to assess supportability of solution after Definition
delivery.
Sponsor who From Units
is willing to Solution
resource the&next Faculties
phase.
Definition/
Phase Testing
Assessment of whether all deliverables are
Build
Confirm alignment with business priorities and that complete, users and IT staff trained, service
there is sufficient value in meeting proposed Implement
levels can be met by support organization,
scope, is supporting analysis of sufficient quality to solution can be sustained over time,Solution
all steps
Continuous provide confidence, is initial solution concept taken to complete move into production
reasonable and achievable, is there a clear
Operate, Support
Service and mode, and project can be closed. Initial
resource plan for next phase, and does potential Key Gatekeeper(s) Operations &
Process value of opportunity warrant resource allocation to
and Maintain IT Services
Sponsor to ensure scope is complete,
Support
Improvement next phase? support organization to confirm supportability
& Sustainment Key Gatekeeper(s) of solution, Project Office to support project to
Sponsor willing and able to resource next phase. Transition
closure
Financial to ensure business case is acceptable. Production
Initial architectural review of high level solution
concept, as required.
Project
Operate Completion
Gate

Deliverables by Phase
Primary Work Focus: Primary Work Focus: Primary Work Focus:
Analysis, Idea Generation Define Business Outcomes Solution Concept,
Supporting Materials:
Current/Future State
Initial Solution Concept
Business Case Development,
Design
Solution Risk Assessment
Business Case Confirmation
Analysis, Supporting Materials: Supporting Materials: Project Delivery
Outcome Planning Outcome Planning Architecture Documents
Requests
Mandatory
Opportunity
New Services
for
Document:
Assessment
Define and Deliver
High Level Requirements
Solution Concept
Scope and Approach
Operational Impact
Phase
Requirements
& Features IT Project Initiatives
Risk Assessment
Mandatory Document:
Assessment
Mandatory Document:
Definition
From Units Primary Work Focus:
Business Case Solution Concept Solution
Project Plan and Processes
& Faculties
Definition/
Requirements Definition
Inputs: Initial Business Business Solution Project
Academic Plan Screening Approval Development
Detailed Solution Design
Concept Concept Approval Develop/Build Solution
Unit Plans Gate Gate
Initial Phase Phase Gate Solution
Training and Operations Turnover
IT Strategy
Operational Data Assessment Plan Assurance/
Industry Research Phase Implementation
Testing
Build
Manager Direction Supporting Materials:
Service Request Pilot Implement
Plan/Results
Problem/Known Test Plan/Results
Solution
Error Info Continuous Service Level Plans
Operate, Support
Capacity Plan Service and Initial Orders
Project Change
Availability Plan Process Primary Work Focus: Mandatory Documents
Operations &
Project Charter
and Maintain ITPostServices
Improvement Project Review Support
Implementation Review Requirements Document
& Sustainment Turnover to Production
Supporting Materials: Transition to
Asset Decommissioning Production
Project Recognition
Project Staff Assessments
Mandatory Document
Project Completion Report Project
Operate Completion
Gate

ITDDM Introductory November 25

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IT Definition and Delivery

ITDDM Version 2.0 Information Technologies Page 1

Project Office Website: http://wcm2.ucalgary.ca/pmo/

ITDDM Version 2.0 Information Technologies Page 2

• To provide an Introduction/Overview to the Methodology

• To provide a basis for further modules as required by your individual roles

ITDDM Version 2.0 Information Technologies Page 3

Process and Organization

Learning Research Administration Community

ITDDM Version 2.0 Information Technologies Page 4

ITDDM Version 2.0 Information Technologies Page 5

Value Management Office Included:

Provided a Trusted Interface between IT &

ITDDM Version 2.0 Information Technologies Page 6

1. To help us focus on Doing the Right Things

2. To help us focus on Doing Things Right

3. To help us effectively transition solutions into an operational state

ITDDM Version 2.0 Information Technologies Page 7

1. To help us focus on Doing the Right Things

2. To help us focus on Doing Things Right

3. To help us effectively transition solutions into an operational state

ITDDM Version 2.0 Information Technologies Page 8

ITDDM Version 2.0 Information Technologies Page 9

IT Governance is the process that defines and enables how IT decisions

The primary goal of IT Governance is to ensure that the decision

• To be efficient it needs to allow for delegation of decision making of various types of

ITDDM Version 2.0 Information Technologies Page 10

ITDDM Version 2.0 Information Technologies Page 11

ITDDM Version 2.0 Information Technologies Page 12

ITDDM Version 2.0 Information Technologies Page 14

ITDDM Version 2.0 Information Technologies Page 15

ITDDM Version 2.0 Information Technologies Page 16

1. It needs to provide a filtering process to determine what and how work

ITDDM Version 2.0 Information Technologies Page 17

Rejected Fixes and

Value to the University – In support of Academic Plan, Business Plan, etc.

ITDDM Version 2.0 Information Technologies Page 18

Technical Staff Focus Customer Focus

• Technical Challenges/Risks • Business Alignment / Priority

A method bridges between the technical and customer realms by:

ITDDM Version 2.0 Information Technologies Page 19

User and Operations Manual

Project Control Binder

ITDDM Version 2.0 Information Technologies Page 20

1. Effective engagement of appropriate stakeholders at correct time and level

ITDDM Version 2.0 Information Technologies Page 21

ITDDM Version 2.0 Information Technologies Page 22

Input and At actual gate key gatekeepers meet to review the

Phase Proceed Gate D

ITDDM Version 2.0 Information Technologies Page 23

• Initial Assessment Phase

ITDDM Version 2.0 Information Technologies Page 24

ITDDM Version 2.0 Information Technologies Page 25

ITDDM Version 2.0 Information Technologies Page 26

ITDDM Version 2.0 Information Technologies Page 27

ITDDM Version 2.0 Information Technologies Page 28

ITDDM Version 2.0 Information Technologies Page 29

ITDDM Version 2.0 Information Technologies Page 30

• More significantly, it can be used to provide details on:

ITDDM Version 2.0 Information Technologies Page 31

ITDDM Version 2.0 Information Technologies Page 32

• Send a request to Deliver.IT@ucalgary.ca for assistance on getting

ITDDM Version 2.0 Information Technologies Page 33

Q: “Do you have all of the answers?”