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How Can ITIL and Agile Project Management Coexist?

An Adaptation of the ITIL V.3 Life Cycle in Order to Integrate SCRUM

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Exploring Services Science (IESS 2016)

Part of the book series: Lecture Notes in Business Information Processing ((LNBIP,volume 247))

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Abstract

A significant proportion of organizations delivering it services follows and combines some it management frameworks. At the organizational level, they often act in accordance with itil, the most used it service management (itsm) framework. At the project management level, a growing part of them are willing to work with agile methods. However, itil favours the Waterfall life cycle, such as in prince2 or pmbok, to the detriment of agile methods. Nevertheless, it is also assumed that itsm best practices have to be adapted to, e.g., the environment, the kind of it services and the culture of it organizations. So there is a legitimate issue to raise: How can itil v.3 and agile project management coexist in an it organization?

In this paper, we positively answer to this question by describing how to adapt itil v.3 when it is associated with scrum, the most popular agile method. First, we detail the current itil structure when a software implementation project is carried out. Then, we identify and explain which are the itil elements to modify in comparison with Waterfall-based project management methodologies. Lastly, we describe and illustrate eight interfaces between itil v.3 and scrum.

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Notes

  1. 1.

    The third version of itil was released in 2007 and revised in 2011. In this paper, each time we mention itil v.3, we refer to its last version.

  2. 2.

    The notion of service in the pmbok is different from the notion of service in itil v.3, but this discussion is out of the scope of the paper.

  3. 3.

    rad is not always considered as fully agile, but this discussion is out of the scope of the paper.

  4. 4.

    For more details about scrum, the reader can refer to [5, 22].

  5. 5.

    In the scope of this paper, we consider that the development team includes the scrum master.

  6. 6.

    If other types of configuration items than software, activities or processes have to be modified, and thus specified in a Service design package, a parallel project should be carried out or it could be included in the agile project. This possibility is left for future work (see Sect. 5).

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Authors and Affiliations

  1. PReCISE Research Center, Department of Business Administration, University of Namur, Rempart de la Vierge 8, 5000, Namur, Belgium

    Bertrand Verlaine, Ivan Jureta & Stéphane Faulkner

Authors
  1. Bertrand Verlaine
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  2. Ivan Jureta
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  3. Stéphane Faulkner
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Correspondence to Bertrand Verlaine .

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Editors and Affiliations

  1. Faculty of Automatic Control & Computers, University Politehnica of Bucharest, Bucharest, Romania

    Theodor Borangiu

  2. Faculty of Automatic Control & Computers, University Politehnica of Bucharest, Bucharest, Romania

    Monica Dragoicea

  3. Faculty of Engineering - FEUP, University of Porto, Porto, Portugal

    Henriqueta Nóvoa

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Verlaine, B., Jureta, I., Faulkner, S. (2016). How Can ITIL and Agile Project Management Coexist?. In: Borangiu, T., Dragoicea, M., Nóvoa, H. (eds) Exploring Services Science. IESS 2016. Lecture Notes in Business Information Processing, vol 247. Springer, Cham. https://doi.org/10.1007/978-3-319-32689-4_25

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  • DOI: https://doi.org/10.1007/978-3-319-32689-4_25

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