Integrating PM SM.pdf

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IntegratingProjectManagementandServiceManagement

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Copyright2010ThirdSky,Inc. Page1

Integrating Project Management and

Service ManagementByRegLowithcontributionsfromMichaelRobinson.

1 IntroductionProjectManagementhasbecomeawellrecognizedmanagementdisciplinewithinIT. Service

ManagementisalsobecomingawellrecognizedmanagementdisciplinewithinIT. However,notmuch

hasbeenwrittenabouthowProjectManagementandServiceManagementshouldworktogether. This

articlebegins

to

address

this

gap

by

discussing

how

Project

Management

and

Service

Management

shouldintegrateusingPMBOKGuide14thEditionandITIL2v3asframeworksforthediscussion.PMBOK(theProjectManagementBodyofKnowledge)isastandardforprojectmanagement

publishedbytheProjectManagementInstitute(PMII). ITIL(theITInfrastructureLibrary)isapopular

frameworkforServiceManagementpublishedbytheOfficeofGovernmentCommerce.

1.1 OverviewofProjectManagement&ServiceManagementAprojectisanendeavor,withadefinitivebeginningandend,undertakentocreateauniqueproduct,

serviceorresulti. ProjectManagementistheapplicationofknowledge,skills,tools,andtechniquesto

projectactivitiestomeetprojectrequirementsi. PMBOK4thEditioncategorizestheprocesseswithin

projectmanagement

into

five

groups:

InitiatingProcessGroup:processestodeveloptheprojectcharterandseekapproval. PlanningProcessGroup:processestodefinethescope,collectrequirements,developthe

projectplan,andanalyzeandmanagerisk.

ExecutingProcessGroup:processestomanageprojectexecution,theprojectteam,andstakeholderexpectations.

MonitoringandControllingProcessGroup:processestocontrolscope,costs,schedule,quality,changestoprojects,andrisks.

ClosingProcessGroup:processesforwrappinguptheproject.

1PMBOKandPMIareregisteredmarksofProjectManagementInstitute,Inc.2ITILisaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandother

countries.


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Figure1:ProjectManagementProcessGroupsi

Aserviceisameansofdeliveringvaluetocustomersbyfacilitatingoutcomescustomerswantto

achievewithouttheownershipofspecificcostsandrisksii. ServiceManagementisasetofspecialized

organizationalcapabilitiesforprovidingvaluetocustomersintheformofservicesii. ITILv3identifies

fivephasestotheServiceLifecycle:

ServiceStrategy:establishesanoverallstrategyforITServicesandServiceManagementbysettingobjectivesandexpectationsandbyidentifying,selectingandprioritizingopportunities.

ServiceDesign:designsallaspectsoftheneworchangedservicesincludinghowitwillsatisfybusinessrequirements,thetechnicalarchitecture,theprocessestodeliverandsupportthe

service,theservicemanagementsystemsandtoolsthatwillmanagetheservice,andthe

measurementmethodsandmetricsfortheservice.

ServiceTransition:implementsthedesigninacontrolledmanner,accordingtoplan.Implementationactivitiesinclude,butarenotlimitedtobuild/buy/configure,differenttypesof

testing,knowledgetransfer,deploymentandearlylifesupport.

ServiceOperations:coordinatesandperformstheactivitiesandprocessesrequiredtodeliverand

support

the

service.

ContinualServiceImprovement:identifiesandimplementsimprovementstocontinuallyalignITservicestothebusiness.

Initiating

Processes

Closing

Processes

ExitPhase/EndProjectEnterPhase/StartProject

Executing

Processes

Monitoring&ControllingProcesses

Planning

Processes


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Figure2:PhasesintheServiceLifecycleiiEachServiceLifecyclephaseidentifiesprocessesthatareconsideredgoodpractices.

1.2 UsingProjectstoadoptServiceManagementWithinthecontextofServiceManagement,Projectsmaybeusedto

ManageaneworchangedservicethroughServiceStrategy,ServiceDesignand/orServiceTransitionphases. Forexample,anorganizationmaycharteraprojectto

o Buildabusinesscaseforaneworchangedservice(ServiceStrategy)o Designandimplementaneworchangedservice(ServiceDesign+ServiceTransition)

Define,standardizeandadoptITILprocessesthataredescribedwithintheServiceLifecyclephases.

ImplementanimprovementinitiativeaspartofContinualServiceImprovement.Section2andsubsequentsectionsofthisarticlefocusonprojectsforcreatinganewserviceorchanging

anexisting

service.

1.3 ProjectPortfolioManagementandServicePortfolioManagementProjectPortfolioManagementinvolvesidentifying,prioritizing,authorizing,managing,andcontrolling

projects,programs,andotherrelatedwork,toachievespecificstrategicbusinessobjectivesi.

ServicePortfolioManagementgovernstheinvestmentsinservicesbasedonthebusinessvaluethatthe

servicesprovideii.

ServiceStrategy

ContinualService

Improvement

ServiceDesign

ServiceTransition

ServiceOperation


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BothProjectandServicePortfolioManagementaresimilarastheyseektomaximizereturnon

investment(ROI)throughprioritizationandgoverningtheinvestment. However,thethingbeing

managedisobviouslydifferent,i.e.projectsversusservices.

BothPortfolioManagementprocessesareimportanttoanorganization. Forexample,basedonan

analysisoftheProjectPortfolio,oneprojectmayhaveahigherROIcomparedtoanotherproject. This

project,therefore,receivesahigherpriority. However,whencomparinghowthesetwoprojectsrelate

totheServicePortfolio,wefindthattheprojectwiththehigherROIisassociatedwithaservicethatis

lessstrategictothebusinesswhereastheotherprojectisassociatedwithservicethatiscoretothe

businesssstrategy. Thismayresultinareprioritizationofprojects,especiallyiftheROIdifferencewas

small.

Infact,toavoidtheabovesituation,itisadvisabletofirstassessinitiativesfromaServicePortfolio

perspective;

then,

charter

initiatives

as

projects

and

prioritize

them

using

the

Project

Portfolio.

ThefollowingsectionswilldescribehoweachoftheProjectManagementprocessgroupscanleverage

theITILgoodpracticesforServiceManagementtoimprovethequalityoftheprojectdelivery.

2 ProjectInitiation&ServiceManagement2.1 ProjectCharterDevelopingtheprojectcharterisakeyprocesswithintheProjectInitiationProcessGroup. One

componentofdevelopingtheprojectcharteriscalculatingtheROI. TocalculatetheROI,onemust

understandhow

to

calculate

the

Total

Cost

of

Ownership

(TCO),

i.e.

the

full

investment

that

is

required

toimplement,operateandretiretheservice(orproduct). ServicePortfolioManagementprovidesa

modelforcategorizingtheinvestmentsinordertoensureallaspectsofTCOareconsidered:

RuntheBusiness Investmentstomaintaintheserviceoperation,e.g.labortosupporttheservice,coststomaintaintheinfrastructure,supplierwarrantycosts,etc.

GrowtheBusiness Investmentsthatimprovetheabilityofthebusinesstofulfillitsexistingbusinesspurpose,e.g.serviceenhancements,greatercapacity,etc.

TransformtheBusiness Investmentsthatenablethebusinesstoenternewmarketspaces.A

mistake

that

some

organizations

make

when

developing

their

Project

Charter

is

that

they

only

focus

ontheBuildtheBusinessandTransformtheBusinessinvestmentsandignoretheRunthe

Businesscosts. Theseorganizationstendtolaunchmoreandmorenewservicesbuttheiroperating

budgetremainsconstant(orevendecreasesduetobusinesspressures)resultingintheirresources

becomingoverwhelmedandunabletoprovideanadequatelevelofservice(bothinthedeliveryandthe

supportoftheservice). ThisultimatelyreducestheROIthatwasforecastedintheProjectCharter.


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Justifyingadditionaloperatingexpenditureisalwaysdifficult. So,thelessonhereistoincludethe

businesscaseforincreasingtheinvestmentinRuntheBusinessaspartoftheProjectCharter.

2.2 IdentifytheStakeholdersTheotherprocessintheProjectInitiationProcessGroupisIdentifytheStakeholders. Toooften,project

teamsfocusonthecustomerorthebusinessastheirstakeholderandignoreotherstakeholderswhose

inputiscriticaltothesuccessoftheproject. ServiceManagementprovidesseveraldifferent

perspectivesthatcanhelpidentifyallthestakeholders.

CustomersversusUsers. TheCustomeristhebusinessorganizationthatispayingfortheproject. TheUsersaretheindividualsthatwillusetheserviceonadailybasis. Customersand

usersmayhavedifferentagendasandrequirements. ItisimportantfortheProjectTeamto

understandbothperspectives.

Functions. ITILidentifiesfourspecificorganizationalfunctionsthatarelistedinthesubbulletsbelow. TheProjectTeamshoulddeterminewhetherthesefunctionsarestakeholdersinthe

project. Forexample:

o ApplicationManagement:theymighthaverequirementstomakeintroducingnewchangesorupgradestotheserviceeasier.

o TechnicalManagement:theymighthaverequirementsinordertoarchitectresilientinfrastructure,e.g.theapplicationmayneedtohandlestateinaspecialway.

o ServiceDesk:theymayhaverequirementstomakesupportingtheserviceeasier,e.g.whenanerroroccurs,thelastfewuserinteractionsandtheapplicationstateare

logged.

o ITOperationsManagements:theymayhavespecificmonitoringrequirements. Roles. ITILidentifiesmanydifferenttypesofroles. Someofthekeyrolesarelistedinthesub

bulletsbelow. TheProjectTeamshoulddeterminewhethertheserolesarestakeholdersinthe

project.

o ProductManagerso ServiceManagerso ServiceOwnerso BusinessRelationshipManagerso ProcessOwnerso CSIManager


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3 ProjectPlanning&ServiceManagement3.1 CollectRequirementsAsmentionedabove,someProjectTeamstendtofocusonthebusinessastheironlystakeholderand

ignoreotherstakeholders. WhentheseProjectTeamscollectrequirements,theyonlyfocusonthe

businessrequirementsandignoreothertypesofrequirements.

ByconsideringalltheServiceManagementstakeholdersidentifiedabove,aprojectteamismorelikely

tobecomprehensiveinrequirementsgathering. ITILalsoprovidesadditionalperspectivestoensure

completeness.

3.1.1 UtilityandWarrantyITILdescribesthevaluedeliveredbyaServiceintermsofitsUtilityandWarranty. Utilityistheabilityof

aservice

to

fit

its

intended

purpose.

Utility

is

what

the

service

does

and

it

reflects

the

business

requirements.

Warrantyiswhethertheserviceisfitforuse. Warrantydescribeshowtheserviceisdelivered,i.e.isit

availableenough,isthereenoughcapacity,isitsecureenough,andisitcontinuousenough.

Projectteamsshouldbecarefultocaptureboththeutilityrequirementsandthewarranty

requirements.

3.1.2 5AspectsofServiceDesignTheprojectteamshouldusethe5AspectsofServiceDesigniiifromITILtoensuretheyaresystematically

identifyingall

requirements.

These

requirements

include:

1. Businessrequirementsfortheneworchangesservices2. Technicalrequirementsforthetechnicalarchitecture3. Processrequirementsfordeliveringandsupportingtheservice4. RequirementsfortheServiceManagementsystemsandtoolsusedtomonitorandsupportthe

service

5. Requirementsformeasuringthequalityoftheserviceandidentifyingwheretoimprove3.1.3 4PsofDesignThe4PsofDesigniiifromITILalsoprovidesasystematicmechanismforidentifyingrequirements. These

requirementsinclude:

1. People. Whataretherequirementsforroledefinition,training,knowledgetransfer,etc?2. Process. Whatproceduresarerequiredtodeliverandsupporttheservice?3. Products/Technology.Whatarethebusinessrequirementsandtechnicalrequirementsofthe

product?


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4. Partners/Suppliers.Dovendorsthatneeddeliverandsupporttheservicealsohaverequirements? E.g.abilitytoprovideremoteadministration,etc.

Figure3:4P'sofDesigniii3.1.4 ProcesseswithintheServiceLifecyclePhasesAnothersystematicapproachtoensurethatallrequirementsarecollectedistoconsidereachService

LifecyclePhaseandtheprocesseswithineachphase. Forexample:

WhatcanwelearnfromIncidentManagementandturnthemintorequirementsforthisproject? E.g.loggingrequirements,requirementtomakeerrorreportingunderstandableto

humans,etc.

WhatcanwelearnfromChangeManagement?E.g.requirementstomakedeployingnewchanges

easy,

requirements

to

make

backing

out

achange

easy,

etc.

3.2 Define&SequenceActivitiesConsideringeachITILprocesswithintheServiceLifecyclePhasescanbehelpfulwhencarryingoutthe

DefineActivitiesandSequenceActivitiesprocesses(twoprocesseswithintheProjectPlanning

ProcessGroup). MatureorganizationsincludespecificactivitiesforeachITILprocesswithintheir

templateProjectPlan. Examplesoftheseactivitiesarelistedbelow,byITILprocess(asopposedto

sequentially):

ITILProcess ActivitiestoconsiderinProjectPlanServicePortfolioManagement

Create/updatetheservicedefinition

FinancialManagement Determinecostallocation/chargebackmethodologyDemandManagement DeterminebusinessdemandServiceCatalog Create/updatetheservicedefinition

ITILProcess ActivitiestoconsiderinProjectPlanServiceLevelManagement CollectServiceLevelRequirements Create/updateSLA

Create/updateOLAs Designservicelevelreportsandreporting

methods

Buildservicelevelreportsandreportingmethods

Testservicelevelreportsandreportingmethods

People

Process Products/Technologies

Partners/Suppliers


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ITILProcess ActivitiestoconsiderinProjectPlanAvailabilityManagement Businessimpactanalysis&riskassessment CreateAvailabilityManagementPlanfor

service

Testproactiveavailabilitymeasures,i.e.redundancyandfailoverworkasexpected

CapacityManagement Determinecapacityandperformancerequirements

CreateCapacityManagementPlan Testabilitytomeasureutilization

ITServiceContinuityManagement

Businessimpactanalysis&riskassessment DetermineRestoreTimeObject/Restore

PointObjective(RPO)

CreateITServiceContinuityPlan TestITServiceContinuityPlan

InformationSecurityManagement

Authenticationrequirements&design Accessandpermissionrequirements&

design

Accessandtransactionauditrequirements&

design

Dataatrestencryptionrequirements&design

Datainmotionencryptionrequirements&design

Test/validatesecuritymechanismsSupplierManagement CreateRFP Assessresponses&selectsupplier

Negotiatecontract Registersupplier&contractin

supplier/contractdatabase

TestsupplierengagementmodelduringServiceOperationalReadinessTesting

(SORT)

ChangeManagement

DefineChangeAdvisoryBoard(CAB)forservice

(both

for

initial

implementation

and

forfuturechanges)

SubmitRequestforChange(RFC)forproductiondeployment

ITILProcess ActivitiestoconsiderinProjectPlanConfigurationManagement AddConfigurationItems(Cis)totheConfigurationManagementSystem(CMS)

MaprelationshipsbetweenCIsandbetween

the

CI

and

the

service

Release&DeploymentManagement

Definereleasescheduleandreleasepackagingpolicy

Defineversioncontrolpolicies&procedures

Definebuildpolicies&procedures Definetestenvironmentcontrols&

procedures

Definedeploymentpolicies&proceduresKnowledgeManagement Developuserdocumentationandjobaids Developsupportdocumentationandjob

aids

Documentoperationalactivities,i.e.runbook

EventManagement

Collectmonitoringrequirements Configuremonitoring TestmonitoringduringServiceOperational

ReadinessTesting(SORT)

IncidentManagement Review/updateIncidentcategorizationsforservice

Define/updateescalationprocedures ServiceDesk/2ndLevelSupporttraining

RequestFulfillment Defineservicerequestsforms Definerequestapprovalprocedure

DefinerequestfulfillmentprocedureProblemManagement Updatedrelatedworkarounds(andknownerrors)AccessManagement Defineauthoritymatrix Defineaccessrequestprocedure

Defineaccesstermination&auditprocedures

3.3 RiskManagement,Analysis&ResponseTheProjectPlanningProcessGroupcontainsaseriesofRiskManagementprocesses. TheITILService

StrategybookprovidesadditionalguidancewhichcomplimentstheseRiskManagementprocessesby

presentingagenericframeworkforRiskManagement,discussinghowriskistransferredbetweenthe

customerandserviceprovider,andbyidentifyingdifferentcategoriesofrisks. Theprojectteamcanuse

theserisk

categories

to

systematically

identify

the

project

risks:

ServiceProviderRisks:theserisksmayoriginatefromuncertaintyinthecustomersbusinesstotheuncertaintyoftheserviceproviderabilitytodeliver,e.g.financialrisks,regulatory

compliancerisks,technicalrisk,informationsecurityrisks,etc.

ContractRisks:theserisksareassociatedwiththeserviceprovidersabilityandthesuppliersabilitytomeetitslegalobligations.


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Documentingthebuildprocedure Documentingtheprocesstocreatethereleasepackage Creatingandmanagingthetestenvironment Creatingreleasedocumentationsuchas

o Usermanualso Communicationandtrainingmaterialso Supportandoperationsmanualso Updatedservicecatalogo BusinessandITServiceContinuityplans

4.3 ServiceTestingandPilotsTraditionally,projectstendedtotestthesystembutnottheendtoendservice. Theendtoendservice

includesnotonlyallthetechnicalcomponents,butalsotheoperationsandsupportprocessesand

procedures,the

service

management

tools

used

to

manage

the

service,

and

the

measurement

methods

andmetrics. Totesttheendtoendservice,considerthesetypesofServiceOperationalReadiness

Tests:

Servicemanagementtestvalidatethattheservicecanbemonitored,measuredandreportedon.

Serviceoperationstestvalidatethattheoperationsteamscanmanageandusetheservicemanagementtools

Serviceleveltestvalidatethattheservicecansatisfywarrantyrequirements,i.e.rightavailability,rightcapacity,rightcontinuityandtherightlevelofsecurity.

UsertestgobeyondUserAcceptanceTestingtoincludevalidatingthatuserscanrequesttheservice(andtherequestcanbefulfilled),thatuserscanrequestsupportfortheservice(and

supportcanbeprovided),etc.

OneapproachforperformingthesetestsistoconductaServiceRehearsal. AServiceRehearsalislikea

dressrehearsalthatsimulatesasmuchoftheserviceaspossible. ServiceRehearsalstendtobe

complex,timeconsuming,andrelativelyexpensivetoprepare,executeandanalyze,sothecostsand

benefitsofthisriskmitigationapproachneedtobecarefullybalanced.iv

Anotherapproachtomitigatingriskistoconductapilot. Thekeytoasuccessfulpilotistomanagethe

scope

of

the

pilot

while

ensuring

that

the

areas

of

risk

are

exercised,

have

clear

objectives

and

exit

criteriaforthepilot,andsetclearexpectationsonhowfeedbackfromthepilotwillbeincorporated

(theremaybelimitationsonwhetherallfeedbackfromthepilotcanbeaddressed).

4.4 PlanandPrepareforDeploymentPlanningandpreparingfordeploymentshouldincludeconductingareadinessassessmentaswellas

selectingadeploymentstrategy,e.g.bigbang,phased,etc.


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4.5 Transfer,DeployandRetireActivitiestoconsiderinclude:

Managetheorganizationalchange Deployprocessesandmaterials DeployServiceManagementcapabilities DeploytheserviceandtransfertheresponsibilityoftheservicetoOperations Decommissionretiringservicesandinfrastructure Removeredundantassets

4.6 VerifyDeploymentTheprojectteamshouldnotassumethatthesuccessfulexecutionofthedeploymentplanresultedina

successfuldeployment. Theyshouldverifythedeployment,i.e.performthecheckandactphasesof

thePlan

Do

Check

Act

cycle

(also

known

as

the

Deming

cycle).

This

is

an

opportunity

to

conduct

satisfactionsurveys,observetheuseoftheserviceandhowITismanagingtheservice,andgather

feedbacktoidentifyanyissuesandtotakeremedialactionifnecessary.

4.7 EarlyLifeSupportEarlyLifeSupportprovidesatransitionperiodbeforefullresponsibilitiesaregiventoService

Operations. Forexample,duringEarlyLifeSupport,theapplicationdevelopersmightworkcloselywith

thesupportorganizationuntiltheserviceisstabilized. Ifearlylifesupportisplanned,theexitcriteriafor

earlylifesupportmustbeclearlydefined.

4.8 ReviewandCloseDeploymentThereviewandclosureofdeployment,andtheoverallServiceTransitionphase,shouldincludeaprojectreview. Theprojectreviewshouldconsiderbothlessonslearnedfromtheeffortofachievingthe

projectsobjectivesaswellaslessonslearnedtoimprovetheprocessofprojectmanagementandservice

transition.

5 MonitoringandControl&ServiceManagementThefollowingServiceManagementconceptsareimportanttounderstandinrelationtotheProject

ManagementMonitoringandControlProcessgroup.

ThedifferencebetweenProjectChangeControlandtheChangeManagementprocessdescribedinServiceManagement.

HowtheServiceTransitionPlanningandSupportprocessintegrateswithProjectManagementMonitoringandControl.

HowtheEvaluationProcessfromServiceTransitionfacilitatesMonitoringandControllingRiskwithinProjectManagement.


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5.1 ProjectChangeControlversusServiceManagementChangeManagementProjectChangeControlistheprocessofreviewingallchangerequests,approvingchanges,and

managingchangestothedeliverables,organizationalprocessassets,projectdocumentsandtheproject

managementplani. OneofthegoalsofProjectChangeControlisensurethebusinessjustification

withintheProjectCharterisstillsound.

ChangeManagement,withinthecontextofServiceManagement,istheprocessforrecordingandthen

evaluating,authorizing,prioritizing,planning,implementing,documentingandreviewingchangestothe

productionenvironmentinacontrolledmanneriv. ThegoalofChangeManagementistoprotectthe

productionenvironment,i.e.ensurethatchangesintroducedintotheproductionenvironmentdonot

causeIncidentsordisruptions.

ItisimportanttonotethatProjectChangeControlandServiceChangeManagementaredifferentand

bothare

required

for

asuccessful

outcome.

A

project

may

have

zero

or

more

Project

Change

Requests

andshouldhaveoneormoreServiceChangeRequests. Considerthefollowingexample:

Figure5:ProjectandServiceChangeRequestsDuringtherequirementsphaseoftheproject,theprojectteamdiscoversthattherequirementsare

morecomplexthanexpected,sotheysubmitaProjectChangeRequesttotheProjectSponsoraskingfor

moretime. TheProjectSponsorconfirmsthatevenwiththeextratime,thebusinesscaseforthe

projectstillmakessenseandapprovestheProjectChangeRequest.

Astheprojectteamcontinuestoprogressthroughtheproject,theyfindthatduringthedesignphase

morethirdpartytechnologyneedstobepurchasedinordertosatisfythecomplexrequirements.

Again,theprojectteamsubmitsaProjectChangeRequesttotheProjectSponsor,thistimeaskingfora

biggerbudget. TheProjectSponsorconfirmsthatevenwiththeextracost,thebusinesscaseforthe

projectstillmakessenseandapprovestheProjectChangeRequest.

Project

Management

Service

Managem

ent

ProjectTimeline

ProjectChangeRequestToextendtimeline ProjectChangeRequestForgreaterbudget

ServiceChange

Request

Toinstallhardware ServiceChangeRequestTodeployapplication

ProtecttheProjectCharter

ProtectProduction

Environment


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Whentheprojectteamgetsreadyforthetestingphase,theydecidethatthetechnologyinfrastructure

mightaswellbeinstalledinboththetestenvironmentandtheproductionenvironment. Atthispoint,

theysubmitaServiceChangeRequesttotheServiceManagementChangeManagementprocess. The

requestto

install

the

hardware

is

reviewed

by

the

Change

Advisory

Board

(CAB)

to

ensure

the

change

willnothaveanegativeimpactonproduction. TheCABtypicallyconsistsofITstakeholdersfrom

variousdisciplineswithinIT,customeranduserrepresentatives,andpossiblyvendorrepresentatives. In

thisexample,theCABapprovestheServiceChangeRequestandtheinfrastructureisinstalled.

Finally,whentheprojectteamisreadytogolive,theysubmitanotherServiceManagementChange

Requesttogetapprovalforinstallingtheapplicationontheproductioninfrastructure. AgaintheCAB

reviewstheServiceChangeRequests,evaluateswhetherthechangeposesarisktoproduction,andin

thiscase,ultimatelyapprovestherequest. Theapplicationisthendeployedintoproduction.

In

this

example,

this

one

project

resulted

in

multiple

Project

Change

Requests

and

multiple

Service

ChangeRequests.

5.2 ServiceTransitionPlanningandSupportTransitionPlanningandSupportisaServiceManagementprocessforplanningandcoordinating

resourcestosupportchangesandreleases. Forexample,theremaybeonlyonestagingenvironment

andtheTransitionPlanningandSupportprocesswillberesponsibleforcoordinatingtheuseofthat

environment. Therefore,itisimportantforProjectManagerstocoordinatetheirplanswiththeplansof

TransitionPlanningandSupport.

5.3 ServiceTransitionEvaluationProcessTheEvaluationprocessintheServiceTransitionphaseprovidesguidancethatisusefulformonitoring

andcontrollingrisks. TheEvaluationprocessseekstounderstand

Whethertheactualperformancefromaservicechangeisalignedwiththepredictedperformance;and,ifnot,howtomanagethedeviations.

Boththeintendedandunintendedeffectsofaservicechange. Riskprofileoftheservicechange,i.e.theresidualriskafterthechangehasbeenimplemented

andaftercountermeasureshavebeenappliediv.

6 ProjectClosing&ServiceManagementAsaprojectcloses,theserviceneedstobetransitionedtotheServiceOperationsPhase. Activitiesthat

facilitateasmoothtransitioninclude:

Knowledgetransfertooperationsandsupportteams Validatingthatmonitoring,operationalactivities,supportactivitiesandservicelevelreporting

activitiesareoccurringcorrectlyinproduction


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Completingdocumentationandregisteringitintheknowledgebase,e.g.o DocumentsthateducatethecustomeronhowtoengagewithITtorequesttheservice,

requestsupport,andsetexpectationsabouttheservice. Thisdocumentshouldalsobe

sharedwith

the

customer.

o Troubleshootingandsupportprocedureso Documentsthatdescribethefinalsystemconfiguration

Submitting,toProblemManagement,knownerrorsandworkaroundsthatwereidentifiedduringtheproject

Submittinganyopportunitiesforimprovement,thatwereidentifiedduringtheproject,toContinualServiceImprovement

7 ConclusionThisarticlediscussedthekeyintegrationpointsbetweenProjectManagementandService

Management. ITILprovidesguidanceforeachoftheProcessGroupswithinthePMBOKGuide. Thetwoframeworkscomplementoneanother.

Withouttheappropriateeducation,projectteamsmaynotrealizethedepthofintegrationbetween

thesetwomanagementdisciplines. Theymaymistakenlythinkthattheonlyintegrationpointiswhen

ProjectManagementhandsofftheservicetotheoperationteamswithinServiceManagement. This

articlehasshownthatthepointsofintegrationbetweenProjectManagementandServiceManagement

aremuchdeeperandmorecomplex.

GiventheminimalindustrydiscourseonintegratingProjectManagementandServiceManagement,

moreshouldbewrittenonthistopic. Inparticular,ServiceManagementsrelationshipwithother

ProjectManagementframeworks,suchasPRINCE2fromtheOfficeofGovernmentCommerce,should

beanalyzed.


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8 AboutRegLoandThirdSkyRegLoisacertifiedITILv3ExpertandVicePresidentforThirdSky. Reghashelpedoverahundredorganizations

learn

about

ITIL,

adopt

the

framework,

and

select

and

implement

tools

that

support

IT

ServiceManagementgoodpractices. HehasfacilitatedworkshopsatitSMFFusion2008and2009,the

leadingnationalconferenceonServiceManagement,andwillbedeliveringaworkshoponAligningIT

withtheBusinessin2010. HeisareviewerfortheITILv3Updateproject. Regisafrequentspeakerat

itSMFandHDIlocalinterestgroups,andhasbeeninvitedtospeakattheHarvardExtensionSchooland

BabsonCollege.HehasalsocontributedmanyarticlestoTheForum theofficialnewsletterofitSMFUSA,andtoadvice.cio.com.

ThirdSky,Inc.,isaconsultingcompanydedicatedtoprovidingServiceManagementsolutionsintheRealWorld.WecombineadeepknowledgeofITSMbestpracticeswiththeconcreteexperienceof

successfullyapplying

those

practices

in

the

real

world.

In

this

way,

we

have

helped

hundreds

of

companiestransformtheirITorganizationsintostrategic,businessalignedserviceproviders delivering

thehighestlevelsofserviceandsupportwhileloweringtheirtotalcostofownership. ThirdSky

addressesallaspectsofthepeopleprocesstechnologytrianglethrough:

ITILEducation ProcessConsulting TechnologySolutions

IfyouwouldliketolearnmoreaboutThirdSkysIntegratingProjectManagementandService

Managementcourseorneedassistanceinintegratingthesebestpracticesinyourorganization,please

[email protected].

iAGuidetotheProjectManagementBodyofKnowledge(PMBOKGuide)FourthEdition,Copyright2008Project

ManagementInstitute,Inc.iiITILServiceStrategy,Copyright2007OfficeofGovernmentCommerce.iiiITILServiceDesign,Copyright2007OfficeofGovernmentCommerce.

ivITILServiceTransition,Copyright2007OfficeofGovernmentCommerce.