It is always good for professionals to combine the right sets of expertise. For someone involved with IT infrastructure projects, ITIL is a great complementary certification. What I find is that often the specialty knowledge drives the PRODUCT of efforts, but the project management skills drives the PROJECT that produces the PRODUCT. On solid technical teams, that second mindset is often missing.

Background
When you get any level experience in the workplace, you realize that the world is a collection of operations and projects. We are always seeking to systematize where possible, to streamline operations, and to improve results. We are always trying to create a “business as usual”, “runs by itself” environment, although in reality the full achievement of this is elusive. We are always cognizant of change in external conditions, and of the need to be proactive in changing our operations when necessary. This intersection of operations and project management, is, I believe, where ITIL and project management come together.

The IT Infrastructure Library® (ITIL®) describes a set of best practices processes for stable, high quality IT services. Project management, as a discipline, provides the capability to implement a defined change in a controlled way, so that cost, schedule, and quality of deliverable are as expected. It would seem that awareness of ITIL in an environment where it is embedded would be an input to project management. Likewise, project management is a great skill to use in implementing and continuously improving the best practices provided by ITIL.

PRINCE2 and ITIL
PRINCE2 and ITIL originate from a single source, the OGC (The Office of Government Commerce) in the UK. While I do not have hard core statistics, ITIL seems to be more strongly on the radar screen in the United States than PRINCE2, probably in part because the PMI PMBOK is more heavily established. But the practice of ITIL does seem to draw on PRINCE2 to an extent due to its common origins, despite the fact that a project management framework such as PMBOK can, in my opinion, be just as effective.

Both ITIL and Prince2 have a mechanism for evaluating the change or project. The Post Project Review in Prince2 is the same as the ITIL Post Implementation Review. A successful review can therefore lead to the end of the project.

Where ITIL and Project Management Meet
IT Infrastructure Library (ITIL) is all about providing service within the operations of IT in an organization. This includes management of the Service Lifecycle, Service Strategy,
Service Design, Service Transition, and Service Operation. It also means continual improvement of the whole set of services that are in place. Management challenges within this realm include Service Desk and Incident Management, Configuration and Release Management, Service Level and Capacity Management, Problem and Change Management, Continuity and Availability Management, and Financial and Security Management.

ITIL itself, as a discipline, addresses the operations within the defined services realm. However, any changes to that services realm can and should be handled by applying a good project management discipline. The difference is that the ongoing operations will be concerned with maintaining and improving services as an in-place, as-is process. The project management discipline will be concerned with defining the beginning of an initiative, delivering the product of that initiative, and turning over the results of that effort to be incorporated into the operation before finally closing out the project.

The two disciplines have significant differences, and using the wrong one can result in lower effectiveness. In the case of ITIL and Project Management, both disciplines will provide inputs the other. For example, ITIL will provide the current situation to a project. It also provides certain procedures, like configuration management, that must be followed within the confines of the project. The results, or “product of the project”, will become the key input to changes or improvements to be implemented within the ITIL implementation framework in the organization. The professional that understands both sides in depth will be quite valuable to the organization and will have a leg up in knowledge and credibility.

A Little about ITIL (ITIL certification, that is)
ITIL certification has 3 levels: the Foundation Certificate, the Practitioner Certificate, and the Manager’s Certificate. Project Management Training Online offers ITIL training in preparation for the Foundation Certificate.

In a nutshell, here is what these 3 levels are about:

The Foundation Certificate: There are no entry requirements, and the foundation test consists of a one hour long multiple choice examination testing a candidate’s basic understanding of the principles and terminology of the IT Infrastructure Library. It is designed to provide familiarity with the IT Infrastructure Library (ITIL) best practices for IT Service Management.

The Practitioner Certificates: This is aimed at those who are responsible within their organization for designing specific processes within the IT Service Management discipline, and performing the activities that belong to those processes. The Practitioner’s Certificates focus on the depth of understanding and application of those subjects, treating each subject as a specialty. Prerequisites include the Foundation certificate and mandatory attendance at an accredited training course.

The Manager’s Certificate: Aimed at managers and consultants, 2 – 3 hour examinations test the practical application of the theory of ITIL, and the exam is typically preceded by a 10-day training event other assessments may also be required. Candidates must hold the Foundation certificate and mandatory attendance at an accredited training course is required.

Project Management has developed in order to plan, co-ordinate and control the complex and diverse activities of modern industrial and commercial projects. All projects share one common characteristic – the projection of ideas and activities into new endeavours.

The purpose of project management is to foresee or predict as many dangers and problems as possible; and to plan, organise and control activities so that the project is completed as successfully as possible in spite of all the risks. The ever-present element of risk and uncertainty means that events and tasks leading to completion can never be foretold with absolute accuracy. For some complex or advanced projects, even the possibility of successful completion might be of serious doubt.

Project management can involve the following activities: planning – deciding what is to be done; organising – making arrangements; staffing – selecting the right people for the job; directing – giving instructions; monitoring – checking on progress; controlling – taking action to remedy hold ups; innovation – coming up with new solutions; representing – liaising with users.

Setting Objectives

Effective objectives in project management are specific. A specific objective increases the chances of leading to a specific outcome. Therefore objectives shouldn’t be vague, such as ‘to improve customer relations,’ because they are not measurable. Objectives should show how successful a project has been, for example ‘to reduce customer complaints by 50%’ would be a good objective. The measure can be, in some cases, a simple yes or no answer, for example, ‘did we reduce the number of customer complaints by 50%?’

While there may be one major project objective, in pursuing it there may be interim project objectives. In lots of instances, project teams are tasked with achieving a series of objectives in pursuit of the final objective. In many cases, teams can only proceed in a stair step fashion to achieve the desired outcome. If they were to proceed in any other manner, they may not be able to develop the skills or insights along the way that will enable them to progress in a productive manner.

Objectives can often be set under three headings:

Performance and Quality

The end result of a project must fit the purpose for which it was intended. At one time, quality was seen as the responsibility of the quality control department. In more recent years the concept of total quality management has come to the fore, with the responsibility for quality shared by all staff from top management downwards.

Budget

The project must be completed without exceeding the authorized expenditure. Financial sources are not always inexhaustible and a project might be abandoned altogether if funds run out before completion. If that was to happen, the money and effort invested in the project would be forfeited and written off. In extreme cases the project contractor could face ruin. There are many projects where there is no direct profit motive, however it is still important to pay proper attention to the cost budgets, and financial management remains essential.

Time to Completion

Actual progress has to match or beat planned progress. All significant stages of the project must take place no later than their specified dates, to result in total completion on or before the planned finish date. The timescale objective is extremely important because late completion of a project is not very likely to please the project purchaser or the sponsor.

Conclusion

Project management has developed over the years, and involves various activities before a project is completed. Objectives should be specific so they are measureable, and although there may be one major project objective, there may be minor objectives throughout the project.

In order to have success with project management, there are several things you will have to focus on. Unfortunately, it does not come easy for everyone. You have to work at it to make sure you properly handle everything that needs to be taken care of. Here are seven tips to having success with project management.

1. The three dimensions

When seeking out to have success as the project manager, there are three dimensions you will want to focus on. The first of the three is time, which you must take seriously. It is up to you to make sure the project is completed in a timely manner. The second dimension is budget because as you know, nothing comes for free. Make sure you look at everything closely and stay within the budget. Lastly, quality determines how much of a success the project had.

2. Planning

In order to make sure that you can accomplish all three dimensions, it is essential you plan extensively. The plan could very well change over time, but it is vital you plan everything out before starting anything. Planning is one of the single most important responsibilities of the project manager. You want to have a detailed, systematic, and team-oriented plan that will lead to a successful project.

3. Urgency

As the team manager, it is up to you to show a sense of urgency to the rest of the team. Nothing will get completed unless you are on top of the ball. Projects have certain time limits, money limits and other issues to be cautious of. Because of this, it is essential that you stay on everyone involved to make sure the project moves in the right track. Regular status checks, meetings and reminders are essential.

4. Get it right the first time

It is understandable to make mistakes from time to time, especially when you are on a time constraint. But it is vital you do everything you can to complete the project efficiently the first time. You do not want to say you wish you could have done it better. Make sure you have enough time to complete the project correctly without having to change anything after.

5. Hire the best

Just as with any profession, it is up to you to hire the best people to get the job done efficiently. Take the time to look at all of your options so you have the best to complete the project. You want to acquire the most skilled, most experienced, and best qualified people for the job. In addition to hiring the people that are most qualified, you will also have to handle the unpleasant task of letting some people go. There are going to be times when people are not working up to par, and it is up to you to put people in their place.

6. Set priorities

It is not uncommon in project management to have to take on several different responsibilities and teams at once. At times, it can become frustrating trying to handle several projects all at once. Therefore, it is up to you to set your priorities straight and figure out what responsibilities and projects mean the most. You want to look at which projects have the most impact and which can be put on the side-burner momentarily.

When attempting to have success with project management, there are several things you will have to do. It is up to you to make sure the most qualified people are working, they are working with urgency, and you are prepared to lead them to a successful project. Take the tips listed in this article into consideration so you can have success as a project manager.

If you are new to project management, or want to improve your project management skills, PRINCE2 Training Courses is for you. PRINCE2 is a project management method that covers the organization and management of projects.

This article will define project management; briefly discuss the history of PRINCE2, what is involved in PRINCE2 Training courses, and how it will benefit both you and your company.

Project management is the process of planning, organizing, staffing, giving direction, and controlling the production of a system using knowledge, skills, tools, and techniques. A structured project management method is the written description of a logical and organized approach, and PRINCE2 is a structured project management method that can be tailored for use on any type or size of project.

PRINCE (Projects IN Controlled Environments) was established in 1989 by CCTA (Central Computer and Telecommunications Agency), now renamed the OGC (Office of Government Commerce). Prince was later developed into PRINCE2 by a group of project management specialists. Over 150 public and private sector organisations were involved in reviewing the quality of the method as it was produced, and it was released in October 1996. PRINCE2 is seen as the generic, best practice approach to meet the needs of business. It is widely used in the public and private sector and is the ‘de-facto’ standard for project management within the UK and internationally. With such an impressive history, it is no wonder that PRINCE2 training courses are in demand.

PRINCE2 training explains the series of processes that cover all the activities needed for a project from the beginning to the end. The training focuses on business justification and demonstrates how its flexibility is applied to any project. It gives a defined organization structure for the project management team, and shows how a structured management project should operate with an organized and controlled start, middle and end.

If you haven’t had any PRINCE2 training there are two options – first option is the PRINCE2 Foundation training course. Second option is the PRINCE2 Foundation training course in conjunction with PRINCE2 Practitioner training course that allows you to become a fully qualified PRINCE2 Practitioner. The PRINCE2 Foundation training course aims to provide you with a comprehensive introduction to PRINCE2 and to prepare you for the PRINCE2 Foundation Certificate examination. The course objectives include:

- To recognize the factors that enable successful projects to be delivered on time, within budget and according to expectations.

- Describe the PRINCE2 components, processes, and techniques.

- Recognize and use the main PRINCE2 terminology.

- Prepare for and take the PRINCE2 Foundation Certificate Examination.

The benefits of undertaking PRINCE2 Foundation training is being able to understand a structured approach to project management; enhance your CV and increase your career prospects.

The PRINCE2 Practitioner training course enables you to become a qualified PRINCE2 Practitioner. The PRINCE2 Practitioner course covers the processes, components, and techniques included in the PRINCE2 Project Management Method. The course prepares you for the APM Group examinations, and includes instructor led tuition, individual exercises, and case studies. The course objectives include:

- How to tailor the PRINCE2 method to different projects.
- Identify the terminology used in PRINCE2.
- Apply PRINCE2 to a given scenario.
- Prepare for and sit the PRINCE2 Practitioner examination.

The benefits of undertaking PRINCE2 Practitioner course will boost your confidence in managing or participating in projects, gain experience of the main PRINCE2 techniques, and become a PRINCE2 Registered Practitioner, which in turn will boost your career prospects.

In conclusion, PRINCE2 is excellent for people who are involved with project management, and individuals who have taken a PRINCE2 training course have said how valuable the training has been for themselves and their organization.

Many Project Managers believe that to enjoy total project management success, you need to manage projects using a formal project management methodology. They say it helps give you direction, it saves you time and it improves the quality of your deliverables. But does it?

Most good managers use a methodology of sorts, whether it be written on post-it notes stuck to their screen, documented in a stack of procedures on their desk, or included in software that they have bought. Regardless of the type of methodology used, there is one common theme – that it typically helps them to manage projects and therefore improve their project success.

What is a Methodology? A methodology is “a set of methods, processes and practices that are repeatedly carried out to deliver projects”. The key concept is that you repeat the same steps for every project you undertake, and by doing that, you will gain efficiencies in your approach.

What is a Standard? So what is the difference between a methodology and a standard? A standard is “a collection of knowledge areas that are generally accepted as best practice in the industry”.

Standards give you industry guidance, whereas methodologies give you practical processes for managing projects. Standards are not methodologies, and vice versa. The two most popular standards are PMBOK and Prince2.

What should be included?

When you buy a project methodology, it should give you:

• A core set of processes to follow for delivering projects;
• A set of templates to help you build deliverables quickly;
• A suite of case studies to help you learn from past projects;
• An option for customizing the methodology provided;
• The ability to import your existing processes into it.

MPMM is one of the few methodologies that provides all of these features

What will it not do?

A Methodology is not a silver bullet. It will not fix projects by itself or guarantee success. It is fair to say that no methodology “out-of-the-box” will be 100% applicable to every type of project. So you will need to customise any methodology you purchase to ensure that it perfectly fits your project management environment.

Why use a Methodology?

While a methodology is not a silver bullet for projects, it should help you by giving you a clear process for managing projects. After you have customised it to perfectly fit your environment, your methodology should tell your team what has to be completed to deliver your project, how it should be done, in which order and by when.

Using a methodology you can:

• Create a project roadmap;
• Monitor time, cost and quality;
• Control change and scope;
• Minimise risks and issues;
• Manage staff and suppliers.

Of course, you will need to use the elements of the methodology that are most suitable to each project you undertake. For instance, when managing smaller projects, you will only want to apply lightweight processes to your project. When managing large projects, you should apply the heavyweight processes to monitor and control every element of your project in depth.

But if you can manage every project you undertake in the same way, then you will gain efficiencies with your approach, work smarter and reduce your stress. You will also give your team a clear understanding of what you expect from them and boost your chances of success.

If you want a methodology to help improve the way you manage projects, you are likely to want:

• A core set of processes to follow for delivering projects;
• A set of templates to help you build deliverables quickly;
• A suite of case studies to help you learn from past projects;
• An option for customising the methodology provided;
• The ability to import your existing processes into it.

You can discover more about project management methodologies at www.llewellyn-group.com

Good project management is a fundamental element of the successful implementation of any project, and the PRINCE2 project management method provides an excellent framework for delivering a project. PRINCE2 (PRojects IN Controlled Environments) is process-based, providing tailoring and scalable changes towards effective management of projects, and the project plans are focused on delivering results.

A core part of the PRINCE2 project management method is the Project Management Board (PMB). The PMB was designed to provide the management of the physical and technical aspects of the project, as well as to manage the time schedule of the whole project. It is headed by the Project Manager, who is assisted by a deputy or an executive manager, and a number of program officers, and employees. The important decision making level of the project is by the PMB and they are the highest-level authority within the project. Responsibility for providing direction to the project and the project’s success lies with the Project Management Board. They are charged with driving the monitoring system review project forward, while working on the principles of project management. And the PMB is also in charge of all policies, top-level management matters, and for resolving disputes between participants.

The Executive Director on the PMB is responsible for, among other things; acting as the intermediary between the consortium and the committee; overseeing the execution of the project as approved by the PMB; and receives and distributes all payments.

The Project Management Office and the Project Secretary support the PMB in their day-to-day activities. They receive reports through its chair on the progress within each working group and tier centre, and they meet 2-3 times a year, which is led by the Project Manager.

The PRINCE2 project management method focuses on organization, management and control, and teaches users: how to form a PMB; how to upscale or downscale the Board according to the project; how the Board interacts with the Project Manager and Programme Management; and clarifies the Board’s responsibilities.

An example of the Board’s responsibilities could be:

Within one month after signing a project, the project management agency will decide to set up the PMB, which will control the project’s operation.

On the 15th of the last month of each quarter and the 30th of November every year, the PMB will send quarterly and annual reports to whom it concerns.

Within 3 months after establishment, the PMB will complete the preparation of the project operation plan, plan on the use of consultants and a proposal on consultant selection; submit them to whom it concerns.

Two months before the completion of a project, the PMB and project management agency will organise the appraisal of the project’s results, make reports, and send them to whom it concerns.

On completion of the project, the PMB will have to make the final account settlement, and hand over the project results to whom it concerns.

The Project Management Board is an essential part of project management. The overall structure, direction of the project, technical and administration co-ordination, policies and top-level management matters are all controlled by the PMB. An effective PMB can make the difference between a successful project and a disaster. To ensure all members of the Board are prepared for the tasks and responsibilities, they need training. Training in PRINCE2 Project Management explains, among other issues: the issues of Project Management, the eight PRINCE2 processes, the three basic PRINCE2 techniques, how to form the PMB, and the Board’s responsibilities.