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An IT Service Management Implementation Project - Part II
May 1, 2008 | Author: admin | Filed under: Project Management Best Practices, ITIL
An IT Service Management Implementation Project - Part II (#8 in the series Implementing ITIL® using the PMBOK® Guide in Four Repeatable Steps)
By Lawrence Cooper, PMP, CPM, ITIL Service Manager
Iterate Until Done
Once the Project Team has delivered on the first process grouping in its ITSM implementation, it continues the iterative project implementation approach. The Project Team assembles for implementing the next process grouping—and repeats steps 2-4 above. These steps are then iterated for each of the remaining process groupings until done. Each time through the steps, it is advisable to revisit the project schedule and update it prior to starting the latest iteration.
Ongoing Operations of IT Service Management
The use of project management practices can apply not only to the implementation project for IT Service Management, but also in the context of its ongoing operation. For example, following an impact analysis for a Request for Change (RFC), it may be discovered that the complexity, reach, and cost of the implementing the change is so great that a project needs to be created to manage it properly. Likewise, as upgrades to the tools that are used in support of IT Service Management go through upgrades, the use of proper project management can also help mitigate risks associated with software upgrades within the supporting infrastructure.
Knowing when not to use project management in ongoing IT Service Management operations is just as important as knowing when to use it. Blindly decreeing that every RFC must be handled as a formal project would likely introduce considerable overhead into everyday IT operations and drive up IT costs rather contain them.
For large RFCs, applying project management practices is a way to mitigate risks and contain costs. For smaller RFCs, it will likely increase costs due to unnecessary process steps.
Similarly, treating the continual improvement that must accompany any process implementation—and IT Service Management is all about process—as a project rather than realizing you need to apply a quality management system such as Deming’s Plan-Do-Check-Act instead, may also not lead to the desired results.
Correct application of any new technique or method by itself is hard enough, but applying it in the context of other methods and techniques introduces some twists that need to be managed. Application of project management best practices on an IT Service Management project will not guarantee project success any more than it does for any other IT project (see why projects fail, noted earlier), but it will certainly tip the odds significantly in your favor if you take a measured approach.
About the Author
Samuel Brown, PMP, is a course developer and instructor for Global Knowledge
This article was originally published in Global Knowledge’s Business Brief e-newsletter. Global Knowledge delivers comprehensive hands-on project management, business process, and professional skills training. Visit our online Knowledge Center at www.globalknowledge.com/business for free white papers, webinars, and more.
© Copyright 2008, Global Knowledge. All rights reserved.
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