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Abstract - This research paper presents an attempt to

reviewing different frameworks being deployed and implemented in industry i.e. PMBOK, CMMI, ITIL, in order to realize their application for specific market segments and scenarios. Comparative study between PMBOK & CMMI frameworks was conducted and grey areas and areas where they can complement each other were identified. Also, an effort has been made to investigate possibilities to integrate ITIL with existing frameworks of PMBOK & CMMI in order to customize these technology neutral / platform neutral frameworks for addressing specific needs of IT industry. Abbreviations and Acronyms CMMI Capability Maturity Model Integrated COBIT Control Objectives for Information and related technologies KKA Key Knowledge Areas KPA Key Process Areas IPPD Integrated Process & Product Development IT Information Technology ITIL Information Technology Infrastructure

Library PMBOK Project Management Body of Knowledge PMI Project Management Institute SE System Engineering SW Software Engineering SS Supplier Sourcing TL9000 QMS Telecom 9000 Quality Management System I. INTRODUCTION

• Efforts to conduct high level comparative study between PMBOK & CMMI frameworks and identify their grey areas (if any)

• Efforts to identify how PMBOK can supplement CMMI and vice versa.

• Efforts to utilize ITIL best practices regarding IT industry by identifying possibilities to integrate them with PMBOK & CMMI (i.e., customizing IT service industry needs)

II. HYPOTHESIS Aim is to realize high level gray areas in PMBOK & CMMI frameworks and realize how they can complement each other in different domains. With technology neutral / platform neutral architecture of PMBOK & CMMI, ITIL best practices were discussed to be integrated with them

in order to discover possibilities to deliver IT service industry based customized solution with mix and match of PMBOK, CMMI and ITIL. III. METHODOLOGY Research is conducted based on literature reviews, brainstorming sessions, cross-referencing different organizations adopting different frameworks and professional exposure. Only KKA and KPA have been discussed while conducting high level comparative analysis and identifying gray areas with respect to PMBOK & CMMI. III. SCOPE OF RESEARCH Considering high level of complexity involved in in-depth study of PMBOK, CMMI, and ITIL being end to end frameworks & best practices in their specific domains. Efforts are converged to present high level comparative study of PMBOK & CMMI and discovering possibilities to integrate ITIL (IT related best practices) in order to deliver customized and hybrid solution addressing IT service industry needs. Future studies conducted on these bases can be much refined and would be able to present much deeper analysis. IV. LITERATURE REVIEW As there are several project management methodologies, most vastly used project management methodology is the PMBOK Guide from the Project Management Institute. Project management, in a general sense, is the discipline of defining and achieving targets while managing and optimizing the use of resources (time, money, people, materials, energy, space, etc). The PMBOK Guide defines project management as “the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations.” Key emphasis is on projects as a “temporary endeavor undertaken to create a unique product or service.” In PMBOK Guide there are 9 knowledge areas and 44 processes. The knowledge areas provide a set of industry and project neutral best practices in managing Projects. [1]

Comparative Study for PMBOK & CMMI frameworks and identifying possibilities for integrating ITIL for addressing needs of IT service industry

Dr. N. Ehsan1, O. A. Malik2, F. Shabbir3, E. Mirza4, M. Wasim Bhatti5

Department of Engineering Management, Center for Advanced Studies in Engineering, Islamabad, Pakistan

[email protected], [email protected], [email protected], [email protected], [email protected]

113978-1-4244-6567-5/10/$26.00 ©2010 IEEE

Model can be considered as simplified representation of the world. Capability Maturity Models (CMMs) include major elements of effective processes for one or more bodies of knowledge. These elements are based on the concepts developed by Crosby, Deming, Juran, and Humphrey [Crosby 1979, Juran 1988, Deming 1986, Humphrey 1989]. As in case of other CMMs, Capability Maturity Model Integration (CMMI) provide guidelines for making processes. CMMI models are not process/processes definitions. Real processes used in an organization depend on many factors, including application domain(s), culture, organization structure and size. In particular, the process areas of a CMMI model typically need not be mapped with the processes used in any organization.[2] The Information Technology Infrastructure Library (ITIL) is a framework of best practices for IT Service Management; IT Service Management can be defined as the delivery and support of IT services to cater the business needs of an organization. These procedures are vendor-independent and apply to all aspects of IT infrastructure. ITIL is a collection of books that describe the different aspects and best practices of IT Service Management. The Service Support and Service Delivery manuals are core of ITIL, which is built on a process-model view of controlling and managing operations. [3] V. COMPARATIVE STUDY OF CMMI & PMBOK

How PMBOK can supplements CMMI

• Project Charter

o Issued by sponsor external to project organization o Provides reasons for selecting a project o Formally authorize existence of project o Identify and give authority to Project Manager

• More guidance & details on Planning

o Additional planning documents (Scope Management Plan, Schedule Management Plan, Cost Management Plan, Staffing Management Plan, Communication Management Plan, Procurement Management Plan)

o Project Time Management (Activity definition, activity sequencing, activity resource estimations, activity duration estimations, schedule development, and several other support tools)

• More guidance on management & control

o Performance measurement analysis & forecasting using EVM

o Integrated Change Control details

• More guidance on HRM o HR planning o Acquiring project team o Developing project team o Managing project team

• More guidance & control on Quality Assurance

o Quality Planning (Cost of Quality, Design of Experiment, Cost / Benefit Analysis, Benchmarking)

o Quality Control (Cause & effect diagram, control charts, flow charts, histogram, pareto diagram, run chart, scatter diagram, statistical sampling)

• More guidance & control on Risk Management

o Risk planning & budgeting o Risk parameters o Qualitative & Quantitative Risk Analysis o Risk response planning

• More guidance & control on Contract & Procurement

Management o Consider buyer and seller o Solicitation o Considerations for evaluations o Include contract closure and payments

• Close project + Accepted deliverables

o Part of project management plan o Administrative closure procedures o Contract closure procedures o Formal acceptance of product

How CMMI can supplements PMBOK • Engineering Best Practice

TABLE I

S.No

Comparative Analysis of CMMI & PMBOK

CMMI PMBOK

1 Addressed Project Management of engineering endeavors. Addresses larger organizations composed of engineering projects.

Address Project Management without addressing the type of project or directly addressing the larger organizations

2 CMMI supports organizational process improvement for achievement of maturity / capability models.

PMBOK supports training Project Managers for PMP certifications

3 Requirement Management / Scope Control

Requirement Management / Scope Control

4 Project Planning Project Planning 5 Managing &

Controlling project execution

Managing & Controlling project execution

6 Quality Assurance Quality Assurance

7 Supplier Management Supplier Management

8 Risk Management Risk Management

9 Measurement Measurement

10 Grey areas in CMMI • Human Resource

Management

Grey areas in PMBOK • Configuration

Management • Casual Analysis • Generic Practices

a Capital letters

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Proceedings of the 2010 IEEE ICMIT

o Requirements elicitations o Requirements decompositions and design o Requirement Traceability o Manage interfaces o Verifications and validations o Product Integration

• Organization process management

o Process needs o Process Asset library o Process training o Process performance o Process innovation and deployment

• Data Management

o Planning for Data Management o Monitoring Data Management

• Decision Analysis

o Formal decision analysis and resolution VI. FINDINGS Integrate ITIL with CMMI

CMMI and ITIL are noticeably different but these maturity models are not mutually exclusive. The major difference between the two is that CMMI focuses on continuous improvement and software process maturity whereas ITIL helps us to identify and develop infrastructure for all the areas contained in it. Both ITIL and CMMI have very similar characteristics built in for continuous improvement. ITIL is not the regulatory and the process maturity framework that ITIL follows is very similar to CMMI’s model. From a structure viewpoint; both ITIL and CMMI follow a similar structured approach. In the scenario; One can have ITIL as a framework targeting any of management areas and focusing on the elements that it does so well such as Capacity, Service level Management and All the others areas including Release Management, where CMMI role comes into play. Under ITIL; Release management is the process which focuses on the release of software into the live environment. Underneath Release Management CMMI can be placed as it focuses on software development in an organization. CMMI is targeted at the lower level as it does not address Hardware aspects. ITIL addresses the hardware lifecycle with in an organization under the Release Management segment in its version 2. Version 1 had this deficiency; which was correct off in later version. There are compatibility maturity models for other areas like integrated product development, software acquisition, people, Systems Engineering but its real strength lies in Software development. Organizations which found these models useful found one more consideration that they struggled with the problems & issues caused by the inconsistencies, integration, overlap and Conflicting demands. These conflicts can be found between ISO 9001 audits or any other process improvement programs.

Integrate ITIL with PMBOK ITIL = IT Service, PMBOK = Project Management Project Management • “The application of knowledge, skills, tools, and techniques

to project activities in order to meet or exceed stakeholder needs and expectations”

• Focus is projects: “temporary endeavor undertaken to create a unique product or service”-PMBOK guide 2000 IT Service Management

• Ensuring live IT services are, “matched to user and business needs as they evolve”

• Focus is operations: ongoing and repetitive Both provide, for their domain:

• Body of Knowledge and code of best practice • Common framework for management practices • Common view of how management processes interact Compare ITIL and PMBOK Techniques • ITIL and the PMBOK share tools and techniques, each feature tool is useful in the other’s domain • Both espouse tools and techniques created elsewhere Certification • Both have introductory and advanced certifications (CAPM/Foundations, PMP/Managers) • ITIL includes intermediate (Practitioners) as well • PMI certifications have strong education/experience requirements, unlike ITIL certifications ITIL and PMBOK – Similarities Publication and revision • Both created and revised by international practitioners • Both had first elements published in late 80’s Objectives • Both aim at professionalizing their field • Both aim at addressing a pain point in organizations “We don’t need the overhead/haven’t budgeted for project/service management; just do the work…” • Both provide reference guidance, common language • Both are descriptive versus prescriptive or normative • Both generally accepted as Best Practice • Both have grown to global acceptance, standards • Both cover an emerging profession • Both feature education and certification • Both recognize the key role of people and culture • Both include many of the same elements, applied to

different domains • Both are properly construed as hygienic disciplines • Both are scalable and adaptable • Both emphasize knowing context, value of integration • Both espouse the utility of a framework to organize • Both focus on process, descriptive process specification • Both have a user group

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Differences in ITIL and PMBOK • ITIL focus is IT, PMBOK applicable to any domain

o PM addresses any management domain that requires management of temporary endeavor

• The PMBOK emphasizes the individual professional, ITIL does not • The PMBOK has explicit Code of Ethics where as ITIL does not

o ITIL’s normative guidance is implied, embedded, not explicitly codified as such, although the spirit is there ITIL emphasizes capability maturity, PMBOK does not

Intersect Points of ITIL and PMBOK • ITIL implementation (Continuous Service Improvement

Projects) • Plans/project elements within each process Capacity,

Change, Configuration, Availability Management, etc. Project selection Change Management o Project versus operational change control o CCB (Change Control Board) like Change Advisory

Board (CAB) Configuration Management o Project vs. operational configuration items

Release Management o Production Acceptance

Projects are conducted in Operations o Baseline projects (within the work of the organization)

Care and feeding of the infrastructure For example, project to address backups going

outside of allocated window, project to address the way disk space is cut on servers

Support for strategic projects coming from development o Infrastructure capability o Applications o Now, services

VII. CONCLUSION

There are many overlapping areas between the two. Some differences remain as mentioned in our comparative analysis section. CMMI is process oriented while PMBOK emphasizes on the project management activities.

Possibilities are also identified for the Integration of ITIL with CMMI and PMBOK section, which shows that CMMI and PMBOK can be integrated with ITIL according to the need of the IT service industry.

REFERENCES [1] Jan Van Bon, Mike Pieper, Annelies Van der Veen, “Foundations

of IT Service Management Based on ITIL”, June 2006, Van Haren Publishing, Scotland.

[2] Eileen C. Forrester, Brandon L. Buteau, Sandy Shrum, “CMMI for

Services: Guidelines for Superior Service”, October, 2009, Addison-Wesley Professional. U.S.A.

[3] Trained resources and quality professionals CMMI, Available:

http://www.training-classes.com/learn/_k/c/m/m/cmmi_nj/. [4] A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) , Third Edition, 2004, Project Management Institute Publications, U.S.A.

[5] CMMI – SE/SW/IPPD/SS – V.1.1, Available:

http://www.sei.cmu.edu/library/abstracts/reports/02tr011.cfm. [6] Excel Networks is a provider of Infrastructure, Security and IT

Service Management Solutions and Managed Services, Available: http://www.excel-networks.co.uk/excel.

[7] Malan, A. Pretorius, L. Pretorius, J.H.C., “A Framework for

Increasing Project Maturity and Capability in Southern Africa Malan”, Portland International Center for Management of Engineering and Technology, 5-9 Aug. 2007, PP: 2212 – 2224.

[8] ITIL Survival, Available: http://www.itilsurvival.com/ITILCMMI.html

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