Why is Project Management almost invisible in ITIL V3?
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Why is Project Management all but invisible in ITIL V3?
PM is the engine that moves much stuff (hopefully just about everything) from Development to Production, which is pretty important now that ITIL has muscled into Application Management. PM should interlock with Change Management and Testing. PM should provide most of the Early Life Support. Release and Deployment shouldn't move without PM: if it is big enough to be a release it should be a project. And so on.
So why is it no-one tells you how ITIL aligns with the Project Management bodies of knowledge PMBOK or PRINCE2.
Service Operation gives Project Management two paragraphs (p165), and not as part of Application Management.
Service Transition gives Project Management passing mention on pages 40 and 62 and 200, and page 180 of Service Transition that explains how important it is NOT to ignore it!! To be fair, it also explains how PM is something done by those people over there, not IT Services (and hence out of scope). Service Transition also duplicates all of PMs functions in the Service Transition plan (p40).
Service Design spends time on it (p31-32) but only vague directions to keep the project honest, not details of how the interface might work between Service Design and Project Management, and never once mentioning PMBOK or PRINCE2. The diagram on p31 is just wrong. It shows the project team's job is done at the start of the pilot or warranty period. This is "dead cat syndrome" which must be avoided at all costs. A project team should retain ownership through the warranty period until acceptance has been signed off.
The Official Introduction gives a cursory nod to assorted BOKs in the Complementary Guidance section.
What happened to Project Management when ITIL V3 was put together? Did someone get bitten by a project manager? Have the PRINCE2 people got all the good carparks at OGC and everyone hates them?