Has anyone ever developed a methodology to run projects with the expressed purpose of satisfying both ITIL as well as Zachman?
If so, what challenges did you face?
Thanks Saving Changes...
George JucanManaging Partner| Organizational Perfomance Enablers NetworkWoodbridge, Ontario, Canada
Hi Harold,
To start with, ITIL applies to operations, not projects, so I guess you are thinking at PRINCE2. In fact, one can probably say that the “new kid on the block”, Applications Management, has the characteristics of an SDLC – but even so it has nothing to do with project management.
On the other hand, in its original form Zachman’s Enterprise Framework is just a way of organizing architectural artifacts, and – other than the normal progression contextual/conceptual/logical/physical – has no preference as to the order of creating these artifacts, nor it provides any further methodological considerations to create them.
Taking it a step further, I managed several software development projects where the artifacts were organized using Zachman’s Framework and the outcome of the project was prepared for a handout in an ITIL oriented support environment. The Government of Ontario (Canada), for which I had several consulting engagements, is such an environment: they have a solid architecture practice, based on a formal Enterprise Architecture Process & Methods Handbook (EAPM) and domain-specific architecture guidebooks (business, application, information, technology, security), and the operations / production support is one of the most formal ITIL implementations I saw on this side of the Atlantic.
From a Project Management perspective I saw no challenges in these engagements – all impact is really reduced to align project deliverables to artifacts listed in the architectural framework, and to create all inputs required by ITIL processes (e.g. inventory of application components for Configuration Management). However, if you’re facing specific problems please post details to better understand your issues.
