about opsasto


A Project does not generate value until it has delivered something that can be used. With an agile delivery approach, this point comes quicker than with a waterfall approach. Still, all projects end and thus have a limited horizon. It is difficult for a project to look past its own shadow and prepare for the period after the project is finished.


An organization that does not prepare for this operational phase, can be found struggling with issues long after the introduction and risk diminished returns on their investment.


The cost for resolving an issue is generally significantly higher when the service is in full use. That is why Opsasto aims to do it right the first time and ensure operational readiness before GoLive. A capable and ready organization will enable a business or the customer to use the IT service to its full potential.

OPSASTO BRINGS A LIFECYCLE AWARENESS TO A PROJECT.Opsasto is a structured, risk-based and scalable approach for assuring the quality of an IT Service and its operation.The methodology enhances “Operational Readiness” at the point of Go Live by looking at eight assurance areas and gives the operational IT aspects a stronger voice in the project. The longer term operational horizon will balance out the project’s shorter-term focus.

The Opsasto Eight

OPSASTO prevents technical and organisational debt and saves organisations from losing value caused by issues or wasting time in managing debt. We take a holistic approach in enabling people to deliver what is needed. The ability to deliver meaningful outcomes evolves groups of people into powerful, agile and engaged communities. Common sense prevails in OPSASTO.It are people that experience value and not a processes or a tool. We prefer maximizing the human potential over maximizing the shareholder profit.



Ensure the end-to end operational costs are clear and that it is known how these costs will be (re)covered.

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Support Model

Design and implement an end-to-end support model with the needed functions, the selected providers that are involved in delivering the support for the service according to the Service Level Objectives.

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Ensure that SLA’s, OLA’s,3rd party support contracts, SOW’s, and any other contracts needed to deliver the end to end operational service are in place.

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Information Risk Management

Verify that required IT controls are in place and are working as expected (Design Effectiveness tested

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Verify that the service can deliver on the functional and quality requirements through test, simulation and production verification.

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Knowledge Capturing & Transfer

Ensure documentation required by the support teams is in place. That it can be easy found and accessed. Ensure training of the users and support teams has taken place.

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Tooling and Processes

Design and Implement relevant support tools and processes.

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Cutover plan

a plan that describes how after GoLive the support is transitioned from the project mode into the operations mode and what the operational acceptance criteria are.

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For a waterfall approach, include Opsasto deliverables in each project phase. When using an agile delivery approach, Opsasto deliverables can be included in the project backlog or the definition of done.


  • An organisation can focus on harvesting the business value and maturing the service stead of fixing operational issues
  • More secure & reliable operation of the service
  • More reliable estimates of operational costs
  • Improved Retrun on Investment
  • Inspired and happy people.


  • Opsasto is a risk-based, Fit for purpose approach. It uses risk analysis to determine initial Opsasto scope
  • It is Scalable with project and organisation needs.
  • It is flexible. Can be run as an independent work stream in waterfall projects or included as product backlog items and definition of done requirements in agile projects


The OPSASTO approach is a write-up of good practices from Dimitri Geelen’s seven years at Shell as a Supportability and Transition Management Lead (S&TM Lead). S&TM started in Shell around 2008 after the formation of the Global IT Services & Application Management Group. S&TM was the response to the troublesome operation of a number of new global applications. Our aim was to get ahead of the game and engage early in the project/program to ensure in operational readiness. You could say that Supportability & Transition Management is a holistic blend of the combined ITIL Service Design, Transition and Operation ideas.

S&TM has now become a Shell enterprise-wide approach and has taken a prominent role in Shell’s Project Delivery Framework. The tooling that I developed in the early years has been the basis for the development of the enterprise-wide toolset. Please feel encouraged to contact me for questions, suggestions and observations.