lectura1 pmp itil
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PMP and ITIL: Framework Methodologies with Valuable Synergy
For a long time, IT professionals were apt to believe that ITIL and project management
certification (PMP) were conflicting frameworks, and you were either certified in one or the
other, but rarely both. The ITIL framework and project management framework both serve
different purposes to be sure, but when combined within an organization, they ultimately creategreat synergy. The ITIL framework, a lifecycle that addresses the way an IT organization
operates, is first and foremost business driven and answers the question "Are we doing the right
things?" The project management framework addresses the implementation of projects
throughout the organization, requiring that companies ask "Are we doing things the right way?"
The UK Office of Government Commerce (OGC) is responsible for the management and
distribution of materials on the ITIL framework. The OGC also controls another framework
called PRINCE2, a project management framework used primarily in the Europe. Both the ITIL
framework and the PRINCE2 project management framework follow a lifecycle approach to
their respective subjects.
In the US, the Project Management Institute manages the PMP certification which does have
overlap with the PRINCE2 project management framework. The PMP certification is based on
content contained in the Project Management Body of Knowledge (PMBOK), a book published
by the PMI. The PMBOK is organized around nine knowledge areas that are utilized throughout
a project's existence.
If you're in the "ITIL and PMP both say too much of the same thing, so why learn both?" school
of thought, think again. Combining the ITIL framework and the project management framework
allows you the ability to execute projects with a higher level of quality, as they both provide adetailed set of instructions on how IT organizations should operate. Despite minor structural
differences, the combination of both the ITIL framework and the project management framework
can be highly beneficial for any IT organization, and there is a genuine hope that IT
professionals will begin to understand why they need to be certified in both ITIL and Project
Management.
ITIL and PMP Framework Similarities
While ITIL addresses how IT organizations as a whole should operate, PMP addresses how
individual projects within the organization should be executed. PMP applies to projects
throughout the entire organization not just IT. Both frameworks rely heavily on process and the
use of tools to enable consistent execution of processes. The ITIL framework and the project
management framework support each other in a way that propels services and operations to a
greater level of proficiency.
Furthermore, both frameworks address the need to manage quality, risk, and accountability. Most
importantly, however, both ITIL and PMP consistently help improve efficiency and usefulness
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within the organization. ITIL describes the ideal end state that an organization would like to
achieve. There are those who believe that if the ITIL framework behaves according to the ideal
model, all will go according to plan. Unfortunately, this utopian IT end result is not realistic in
the business world – and an organization must implement a framework that allows for individual
projects to be completed over months' time in order to get to the desired end result.
Differences between ITIL and PMP
The differences between the ITIL framework and the project management framework are
inconsequential when compared to the overall effectiveness of combining the two. Similarities
aside, project management is not specific to IT. The PMP framework, focusing on effective
execution of projects, can be applied to any area of any organization. Unlike ITIL, the project
management framework does not operate on a lifecycle approach, but is organized into nine key
knowledge areas: project integration, scope, time, cost, quality, human resources,
communications, risk, and procurement management.
As previously mentioned, rather than analyzing the breakdown of each project, the ITIL
framework examines the whole picture – a key difference. By taking a larger view of services in
the organization as a whole via a lifecycle approach, ITIL sets out to examine service strategy,
service design, service transition, service operation, and continual service improvement. Take,
for example, an organization that is building and deploying an email service – on one level, ITIL
will evaluate what is needed; PMP will then take this information and further break it down into
easier-to-manage increments.
Project Management Approach to Implementing ITIL
How can ITIL be effectively implemented using the principles found in the PMBOK? I have
considered this question several times in my experiences as a PMP and an ITIL Service
Manager. Working with organizations to determine the most effective way to implement the
ITIL Service Management framework, I have learned that a series of projects that are executed
through a Program Management Office is the most effective way. The challenge is to identify
projects that bring measurable, incremental improvements that will help drive organizational
change.
The Continual Service Improvement Model of ITIL provides the structure for developing a
roadmap for ITIL implementation projects. The roadmap will then allow you to navigate the
complex interactions between the processes. Several books have been published on the subject of
effective ITIL implementations. Most of these materials are consistent in their approach: start by
creating a stable environment where you can control the impact of changes and shorten the
duration of outages.
An example of a first step project might be as follows:
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Project Definition: "Develop and implement an Incident Management Process Project."
Project Scope Statement: Interruptions and diminished quality of services have a negative impact
on business productivity. Service Management application tools will allow us to manage outages
more effectively and capture metrics that measure the impact of outages. Package
implementations of this type require extensive process development prior to deploying software.To this end, we are developing an incident management process in line with the ITIL framework
to enable the internal service desk to improve its ability to restore normal service in the event of
an outage.
The project management framework will then be used to complete this ITIL-driven project.
Effects on IT Businesses
If you want your organization to be truly effective, certification in both the ITIL framework and
the project management framework will help your company prosper. Implementing various
levels of checkpoints along the way ensures that you keep your services up-to-date and
performing satisfactorily to meet customer need and demand. Ignoring one framework can make
projects harder to carry out, thus wasting much needed time, money, and skills.
ITIL and PMP can have a strongly positive impact on how IT departments support the business –
organizationally-speaking and otherwise. At this point, however, many IT organizations are still
slow to understand the power that both the ITIL framework and project management framework
(when combined) have on ensuring that projects are finished and implemented in a timely
manner. When you choose to integrate two highly efficient measures of accountability and risk
management, you choose to have an organization that not only runs smoothly but is ahead of the
competition at every turn in the road.
About the Author
Paul T. Rice, the Director of Training Services at Fruition Partners, is an IT consultant and
professional instructor with over 18 years experience managing large IT projects, developing
effective teams, and providing Strategic Consulting and Education services to many Fortune 500
IT leaders globally. He is an ITIL Implementation consultant for Fruition Partners, and among
the businesses he works with, WestLake Training and Development, an information technology
training company, has benefited from his knowledge as an accredited IT instructor, an ITIL
Service Manager, and a subject matter expert in Applications Management.