A week ago I gave a chat on Project Management sixth v Service Management at the IT Service Management Forum’s Conference here in Singapore. It wasn’t the best presentation I’ve done in recent years but the topic was a relevant one. IT Support
My most recent project, in the developing sector, lasted 1. 5 years and was not my most challenging from a project perspective. Even so it did highlight several areas that I come across on many assignments, more vividly, than most.
The interface between Job Management and Service Supervision as it relates to the IT world, is broken. Yes, I am aware, we all know it, we have all known it for years too. In most circumstances Project folk prefer to maintain their unique role as special function and not be viewed as art of a “service” organization.
Howdy, I was like this too many, many years before. It’s nice to be different from the public, have different responsibilities, and land on a high profile job, just like a major project. Well that’s all fine but it’s not good for the corporation investing in the job and it’s a very inefficient way to operate. And here’s why:
Task Management v Service Administration
Without a clear classification of the project giveaways that include the service management needs;
customers requirements might not exactly include support requirements causing the project providing companies services that will not meet service and support needs.
integration of change process involving the two organizations is susceptible to problems and risks if not operated as one. This may and often does lead to clashes and gaps as two organizations make an effort changes relating to common infrastructure and operations.
ideal business decisions that may influence the support model may well not be fed into the project solution.
task outcome may gratify the original requirements but be a nightmare for support services to deal with and therefore show a poor permanent investment and not deliver to the business strategy fully.
handover of the job into an operational environment will prove more of a challenge than it needs to be.
insufficient “synchronization” between project management and support management may cause delays and increased costs against the project.
Various process and procedures that the project organization need to work with or interface with are unproductive for project work or are created specifically for the project and no longer interface or leverage the operational procedures that they need to become part of.
If you look at the ITIL model, the approach to the Life span Cycle almost imitates the features of the Project lifecycle at dangerous, in Prince 2. This can be no accident. In business the strategies are discussed and presented. The design of a solution to offer that strategy is figured out and then the solution is made. Once the new solution is at place, well, someone has capital t support it, don’t they?
It’s no surprise that the service management business is key to the delivery of business strategies in addition to so doing includes a high degree of project management in the delivery f those strategies.
The link between job management and service management organizations is more like an intimate bond. Consequently why is it absent in action in so many organizations?
I may have the response here. I could speculate, based upon many years of job management and service management experience. But I will not likely, here, and now.
My own message is this;
Job scope and requirements must range from the service management or support organizations requirements as well as the business needs.
Management process and procedures that support a project should be aimed to operational procedures as much as possible. That means operational procedures need to be flexible and efficient in support task needs as well as operational needs. i. elizabeth. Procurement, Resource engagement, Economical reporting, Change Management and many others.
Project skills are not easily learned and are sufficiently not the same as a service management skill set which it pays to get experienced project managers on to major investment projects. Even so, never lose the possibility to develop good service personnel by attaching them to the project in helping roles.
Project Management is about people, so is Service Management. Have similar needs and common posts, both also require training and practice (experience) to become professional delivery real estate agents.