1 ITIL Service Lifecycles And The Project Manager

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1ITIL Service Lifecycles and theProject ManagerThe intersection of ITService and ProjectDeliveryPresented to: KansasCity Mid-America PMIChapterMark Thomas1January 17, 2011

2AgendaIntroductionWhat’s Out There?IT Infrastructure Library (ITIL)Project ManagementPutting Them TogetherClosing and Questions2

Introduction3SynopsisITIL and PM: Two points of view with one goal. There is oftenmuch confusion today regarding how and when ProjectManagement principles align with the various Service Lifecycles ofthe ITIL Framework. The answer is not always easy. ITIL focuses onproviding IT services with respect to customer expectations, whilePM drives and delivers projects that delivers a product or servicefor that customer. Often times, the failure to use these differencesto our advantage results in overall service failure. Although thesetwo disciplines have their differences, with closer inspection, theyhave many more inputs, outputs and dependencies that meets theeye. In this one hour presentation, we will explore the essentials ofhow these two often separately managed frameworks can leverageeach other to produce the results asked for by theircustomers. Two points of view with one goal.3

Introduction4Learning ObjectivesThe intent of this presentation is to discover the many synergiesand intersections of the ITIL Service Lifecycle Phases and ProjectManagement. Our learning objectives include:Understand the basic elements of the IT Infrastructure Library(ITIL) and the service lifecycle phases.Review foundational aspects ofProject Management based on theProject Management Body ofKnowledge (PMBOK).Understand the similarities,differences, and intersections ofthese two disciplines and how theyboth lead towards the same goal.4

5AgendaIntroductionWhat’s Out There?IT Infrastructure Library (ITIL)Project ManagementPutting Them TogetherClosing and Questions5

What’s out there?6Models, Frameworks, Standards, and Best PracticesThere are multiple models, frameworks, standards, and bestpractices to chose from when considering governance initiatives.A short list of these include:Service Management: IT Infrastructure Library (ITIL), MicrosoftOperations Framework (MOF)International Standards Organization (ISO): 20000, 27000, 38500IT Controls and Alignment: Control Objectives for Information andRelated Technology (COBIT), VAL ITProject Management: Project Management Body of Knowledge(PMBOK), Projects in Controlled Environments (PRINCE2), AgileOthers: Business Analysis Body of Knowledge (BABOK), BusinessProcess Management Common Body of Knowledge (BPM CBOK),Software Engineering Body of Knowledge (SWEBOK), The Open GroupArchitecture Framework (TOGAF), Six Sigma, etc.6

7AgendaIntroductionWhat’s Out There?IT Infrastructure Library (ITIL)Project ManagementPutting Them TogetherClosing and Questions7

IT Infrastructure Library (ITIL)8What is ITIL?ITIL is the most widely accepted approach to IT servicemanagement in the world. Providing a cohesive set of bestpractice guidance drawn from the public and private sectorsacross the world.ITIL is guidance developed by the United Kingdom’s Officeof Government Commerce (OGC) and has become a worldwide de facto standard in Service Management.The Guidance, documented in a set of five books, describesan integrated, process based, best practice framework formanaging IT services.Currently these books are the only comprehensive, nonproprietary, publicly available guidance for IT ServiceManagement.8

IT Infrastructure Library (ITIL)9Services, Processes, Roles, and FunctionsThe ITIL Framework focuses on the following key areas to assist inproper management of the Service Lifecycle:Reference: ITIL V39

IT Infrastructure Library (ITIL)10IT ServicesService management is a set of specialized organizationalcapabilities for providing value to customers in the form ofservices.A service is a means of delivering value to customers byfacilitating outcomes customers want to achieve without theownership of specific costs and risks.From a customer’s perspective, value consists of two primaryelements: utility (fit for purpose), and warranty (fit for use).Services are part of the IT Service Portfolio, and arecommunicated to customers via the Service Catalog.Reference: ITIL V3 Service Strategy Publication10

IT Infrastructure Library (ITIL)11Lifecycle PhasesThe ITIL framework is focused on the lifecycle of an IT Service.There are five phases of this itionServiceOperationAs a point oforigin for thephases, ServiceStrategy providesguidance onclarifying andprioritizinginvestments inservices.Provides guidanceon the design ofIT Services,processes andother aspects ofthe effort byaddressing how aplanned servicesolution interactswith the businessand technicalenvironments.Describes thedelivery ofservices requiredby a business intolive oroperational use,and oftenencompassesmany projectdelivery aspects.This is whereservices areactually deliveredand supported inthe in thebusinessenvironmentbased onpreviouslydesigned servicelevels.Reference: ITIL V3ContinualServiceImprovementAligning andrealigning ITServices tochanging businessneeds byidentifying andimplementingserviceimprovementsthat supportbusinessprocesses.11

IT Infrastructure Library (ITIL)12ProcessesEach phase of the lifecycle has processes defined that support eachphase. Below is a sample of these processes:Reference: ITIL V312

13AgendaIntroductionWhat’s Out There?IT Infrastructure Library (ITIL)Project ManagementPutting Them TogetherClosing and Questions13

Project Management14DefinitionsA Guide to the Project Management Body of Knowledge (PMBOK)is a recognized standard for the project management professionthat has evolved from the recognized good practices of projectmanagement practitioners who contributed to the standard.A project is a temporary endeavorundertaken to create a uniqueproduct, service, or result.Project management is theapplication of knowledge, skills,tools, and techniques to projectactivities to meet the projectrequirements.Reference: A Guide to the Project Management Body of Knowledge, Fourth Edition14

Project Management15Knowledge AreasProject IntegrationManagementDevelop Project CharterDevelop Project Management PlanDirect and Manage Project ExecutionMonitor and Control Project WorkPerform Integrated Change ControlClose Project or PhaseProject ScopeManagementCollect RequirementsDefine ScopeCreate WBSVerify ScopeControl ScopeProject CostManagementEstimate CostsDetermine BudgetControl CostsProject QualityManagementPlan QualityPerform Quality AssurancePerform Quality ControlProject CommunicationsManagementIdentify StakeholdersPlan CommunicationsDistribute InformationManage Stakeholder ExpectationsReport PerformanceProject RiskManagementPlan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk ResponsesMonitor and Control RisksReference: A Guide to the Project Management Body of Knowledge, Fourth EditionProject TimeManagementDefine ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop ScheduleControl ScheduleProject Human ResourceManagementDevelop Human Resource PlanAcquire Project TeamDevelop Project TeamManage Project TeamProject ProcurementManagementPlan ProcurementsConduct ProcurementsAdminister ProcurementsClose Procurements15

Project Management16Process GroupsProject management processes are grouped in to five categoriesknown as Project Management Process Groups. These processgroups are not phasesProcessesperformed todefine a newproject or a newphase oaf anexisting project byobtainingauthorization tostart the project orphase.Processes requiredto establish thescope of theproject, refine theobjectives, anddefine the courseof action requiredto attain theobjectives thatthe4 project wasundertaken toachieve.Processesperformed tocomplete the workdefined in theprojectmanagement planto satisfy theprojectspecifications.Reference: A Guide to the Project Management Body of Knowledge, Fourth EditionProcesses requiredto track, review,and regulate theprogress andperformance ofthe project;identify any areasin which changesto the plan arerequired; andinitiate thecorrespondingchanges.Processesperformed tofinalize allactivities across allProcess Groups toformally close theproject or phase.16

17AgendaIntroductionWhat’s Out There?IT Infrastructure Library (ITIL)Project ManagementPutting Them TogetherClosing and Questions17

Putting them Together18ITIL and PMBOK SimilaritiesServices are all of the things we do to deliver value to ourcustomers. In effect services are a type of product. Projects aretemporary endeavors to accomplish specific outputs. So we canlook at projects as one mechanism or vehicle for establishing anddelivering services and products.Both aim to provide reference guidance, common language, anddescriptive vs. prescriptive solutions: ITIL focuses on thelifecycle of services, PMBOK focuses on the lifecycle of projects.Both are managed through international practitioners, withinitial publications in the 1980’s and cover emerging professionswith education and certifications.Both are scalable, adaptable, and leverage the utility of aframework to organize knowledge and processes.Both have user groups (PMI, ITSMF).18

Putting them Together19ITIL and PMBOK DifferencesThe differences are inconsequential when considering the value ofcombining the two. With all of the similarities mentioned, thereare still differences that need to be understood:ITIL focuses on IT Services and the processes that supportthem, PMBOK focuses on effective execution of projectsand is applicable to multiple domains.ITIL evaluates what is needed, PMBOK turns this into aproject.PMBOK has explicit Code of Ethics; ITIL does not.19

Putting them Together20Service Related ProjectsITIL V3 and PMBOK are very complementary and fit well into theoverall Service Management approach. The demand for a new orchanged service drives the need for a project.Initiating a “Service” project will be aresult of ITIL Service Strategy andService Design.The project team may then usePMBOK guidance for accomplishingthe objectives.Therefore, competency in ProjectManagement is vital to realizingintended outcomes of the new orchanged service.20

Putting them Together21Key PhasesOf the five phases, Service Design, Service Transition, andContinual Service Improvement have strong focus on managingchanges that maximize business outcomes while minimizingrisk.Many changes are implemented (design-build-test-releasedeploy) as projects.Conceptually this generally aligns Project Management to ITILService Transition activities (with some overlap to ServiceDesign and Service Operation).Service Transition includes processes such as ChangeManagement, Service Asset and Configuration Management,Knowledge Management, and Release and DeploymentManagement which dovetails closely with Project Managementactivities.21

Putting them Together22Integrating ITIL and PMAlthough there is no direct mapping between the ITIL V3 LifecyclePhases and the PMBOK Process Groups, they generally alignaround the following table:ITIL V3 PhasesPMBOK Process GroupsService StrategyInitializing and PlanningService DesignService TransitionService OperationsExecutingContinual Service ImprovementControlling*(Service Retirement)Closing*ITIL V3 does not have a phase that directly maps to the PMBOK’s Closing phase. ITIL isfocused on services and the processes that are monitored, measured, and improved. Thenearest ITIL gets to this phase would be the retirement of a service.22

Putting them Together23Integrating ITIL, PM, and Development LifecyclesAlthough aligning frameworks does not provide a perfect map ofhow phases and process groups correspond to each other, thisillustration shows a general map of their relationships.Continual Service ImprovementITILLifecyclePhasesService StrategyService DesignService ializingPlanningPMBOKProcessGroupsExecutingMonitor & ControlClosing23

Putting them Together24Tips for Project ManagersIt is important to remember that the ITIL Lifecycle Phases andProject Management do not always map perfectly, it is largelydependent of the type of project and organizational frameworks.In any case, here are a few tips for Project Managers:Become familiar with your organization’s perspective on ITService Management and how it’s used to deliver services.Know who has accountability and responsibility for variousareas of Service Management (Service Level Management,Change Management, etc.).Align Project deliverables with Lifecycleactivities where possible.Know the ITIL definitions.Recognize that both frameworks strive tomanage quality, risk and accountability.24

25AgendaIntroductionWhat’s Out There?IT Infrastructure Library (ITIL)Project ManagementPutting Them TogetherClosing and Questions25

26Closing and Questions26

Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project Management. Definitions. 14. A Guide to the Project Management Body of Knowledge (PMBOK) is a recognized standard for the project management profession

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