Author: Dot Tudor
Date: 2007-02-01
Date: 2007-02-01
DownloadManaging the IT Estate
Delivering IT Services Using PRINCE2®, DSDM and ITIL®
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'thrown over the wall' to the service management teams for them to manage. At best, service management would have been invited into the project
at a very late stage, to negotiate the hand-over of the application into live running and to enable training of service support staff. If you do
not recognise this scenario - if your organisation actively includes service management disciplines into projects from the early stages of every
project - then please skip to the end of the article.
Many of you still seem to be with me, so let's continue!
It can be seen from figure 2 that the service management disciplines are already in place, supporting existing applications, as indicated by the green bars. The ideal level of involvement in this project is shown in grey.
From figure 2 you can also see that involvement is recommended throughout the project, particularly for service delivery.
Many of you still seem to be with me, so let's continue!
It can be seen from figure 2 that the service management disciplines are already in place, supporting existing applications, as indicated by the green bars. The ideal level of involvement in this project is shown in grey.
From figure 2 you can also see that involvement is recommended throughout the project, particularly for service delivery.
A project is initiated to create an application - let us assume this is a new Management Information System (MIS) system. The project is to be run
under PRINCE2, supported by DSDM, and so a project mandate is raised, budget is allocated and an executive (budget holder) is nominated. The project
objective and approach are established, a business case and plans are compiled and the appropriate team (users, suppliers, management) is brought
together as a temporary organisation to exist while the project is in progress.
In most organisations, other IT applications will already exist. Let us assume that this is the case and that ITIL is in place to manage the delivery and support of service for these applications. The ITIL service management disciplines can be seen in figure 2.
The practice in many organisations is that the project would run in its own carefullycreated environment, virtually oblivious of the service management function carrying out its daily activities elsewhere in the organisation. When completed, the project deliverable (the completed MIS application) would be
In most organisations, other IT applications will already exist. Let us assume that this is the case and that ITIL is in place to manage the delivery and support of service for these applications. The ITIL service management disciplines can be seen in figure 2.
The practice in many organisations is that the project would run in its own carefullycreated environment, virtually oblivious of the service management function carrying out its daily activities elsewhere in the organisation. When completed, the project deliverable (the completed MIS application) would be
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