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Implementing ITIL® using the PMBOK® Guide in Four Repeatable Steps - Introduction

April 7, 2008 | Author: admin | Filed under: ITIL, PMBOK

Implementing ITIL® using the PMBOK® Guide in Four Repeatable Steps - Introduction (#1 in the series Implementing ITIL® using the PMBOK® Guide in Four Repeatable Steps)
By Lawrence Cooper, PMP, CPM, ITIL Service Manager

PMP® Exam Quality Primer: Quality Concepts - Total Quality Management (TQM) (#8 in the series PMP® Exam Quality Primer)
By Samuel T. Brown, III, PMP, Global Knowledge Course Director and Instructor

`Begin at the beginning,’ the King said gravely, `and go on till you come to the end: then stop.’ –Alice in Wonderland, Lewis Carroll

So exactly where is the beginning and where is the end of an IT Service Management (ITSM) project? There may be many beginnings and many ends in implementing ITSM—depending on your approach. Implementing ITSM in any organization can be a daunting task at first glance. But once you understand that it can be done as a series of projects rather than just one big one, and when you combine the application of sound project management techniques, as defined in A Guide Project Management Body of Knowledge (PMBOK® Guide) from the Project Management Institute (PMI), with the power of the best practices for the key process areas and functions within the IT Infrastructure Library™ (ITIL), it will seem far less daunting.

This white paper starts by providing the reader with an overview of the PMBOK® Guide as well as the key process areas and functions within the IT Infrastructure Library.We then compare and contrast the two bodies of knowledge. Once we have set the foundation for discussion, we look at why many IT projects fail (not just ITSM ones), followed by delivery risk management. Using that construct, we provide the reader with a project roadmap to implementing IT Service Management based on ITIL.We conclude with what is required to support ITSM once implemented, including how project management has not only a role in continued ITSM success but is a necessary ingredient—when used in the right situations.

This white paper does not attempt to teach you either project management or ITIL, but rather to describe by example how implementing the ITIL framework can best be accomplished when done under the control of good project management practice.

About the Author

Samuel Brown, PMP, is a course developer and instructor for Global Knowledge with 25 years experience teaching. In addition, he has provided project management consulting services for a variety of clients including GE, Glaxo Smith-Klein, Bristol-Myers Squibb, Michelin Tire, and IBM.

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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