Download - Integrating PM SM.pdf
-
7/27/2019 Integrating PM SM.pdf
1/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
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.
-
7/27/2019 Integrating PM SM.pdf
2/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
Copyright2010ThirdSky,Inc. Page2
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
-
7/27/2019 Integrating PM SM.pdf
3/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
Copyright2010ThirdSky,Inc. Page3
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
-
7/27/2019 Integrating PM SM.pdf
4/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
Copyright2010ThirdSky,Inc. Page4
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.
-
7/27/2019 Integrating PM SM.pdf
5/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
Copyright2010ThirdSky,Inc. Page5
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
-
7/27/2019 Integrating PM SM.pdf
6/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
Copyright2010ThirdSky,Inc. Page6
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?
-
7/27/2019 Integrating PM SM.pdf
7/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
Copyright2010ThirdSky,Inc. Page7
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
-
7/27/2019 Integrating PM SM.pdf
8/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
Copyright2010ThirdSky,Inc. Page8
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.
-
7/27/2019 Integrating PM SM.pdf
9/15
-
7/27/2019 Integrating PM SM.pdf
10/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
Copyright2010ThirdSky,Inc. Page10
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.
-
7/27/2019 Integrating PM SM.pdf
11/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
Copyright2010ThirdSky,Inc. Page11
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.
-
7/27/2019 Integrating PM SM.pdf
12/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
Copyright2010ThirdSky,Inc. Page12
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
-
7/27/2019 Integrating PM SM.pdf
13/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
Copyright2010ThirdSky,Inc. Page13
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
-
7/27/2019 Integrating PM SM.pdf
14/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
Copyright2010ThirdSky,Inc. Page14
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.
-
7/27/2019 Integrating PM SM.pdf
15/15
IntegratingProjectManagementandServiceManagement
AThirdSkyWhitepaper
www.thirdsky.com
Copyright2010ThirdSky,Inc. Page15
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
iAGuidetotheProjectManagementBodyofKnowledge(PMBOKGuide)FourthEdition,Copyright2008Project
ManagementInstitute,Inc.iiITILServiceStrategy,Copyright2007OfficeofGovernmentCommerce.iiiITILServiceDesign,Copyright2007OfficeofGovernmentCommerce.
ivITILServiceTransition,Copyright2007OfficeofGovernmentCommerce.