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ITIL Project Management

Updated: Mar 11


an image depicting project management

Integrating robust project management practices within the IT Infrastructure Library (ITIL) v4 framework is beneficial and essential. ITIL v4, the latest iteration of the globally recognised IT service management (ITSM) framework, emphasises a flexible, coordinated approach to the service lifecycle.

At the heart of this approach is recognising the importance of project management in ensuring IT services are aligned with business needs and delivered efficiently and effectively.

When viewed through the ITIL v4 lens, project management transcends traditional boundaries to become a pivotal practice that bridges gaps between IT operations, development, and service management.

The synergy between ITIL v4 and project management practices is crucial for delivering value-driven IT services.

Indicators of Maturity in ITIL Project Management


Maturity Level


Criteria for Maturity

Level 1: Initial

Processes are uncontrolled, and success depends on individual effort.

  • No formal PPM processes are in place

  • Ad hoc and chaotic project management

  • Success is unpredictable and not repeatable

Level 2: Repeatable

Processes are at a stage where some basic project management processes are established.

  • Basic project management processes are documented

  • Success can be repeated for similar projects

  • Project outcomes are somewhat predictable

Level 3: Defined

Processes are documented, standardised, and integrated across the organisation.

  • PPM processes are defined and standardised

  • Good project management practices are established

  • Focus on improving project management skills and capabilities

Level 4: Managed

Processes are managed and measured quantitatively. This level focuses on controlling and managing projects and services using KPIs.

  • Quantitative measures are used to manage projects

  • Focus on continuous improvement based on performance data

  • Advanced risk management and resource allocation practices

Level 5: Optimised

Processes are focused on continuous improvement and are optimised across the organisation.

  • Continuous process improvement is embedded in the culture

  • Best practices are optimised and shared organisation-wide

  • Innovation in project and portfolio management


The Role of Project Management in ITIL v4

Project management is a critical practice within the ITIL v4 framework, serving as a cornerstone for delivering and managing IT services that meet the evolving needs of businesses.

Within ITIL v4, project management is not just about executing projects within time and budget constraints; it's about ensuring that these projects contribute effectively to the overarching service value system (SVS) and align with the service value chain (SVC) activities.


Aligning with the ITIL v4 Service Value System

The ITIL v4 framework introduces the Service Value System. This model provides a holistic view of how an organisation's components and activities work together to facilitate value creation through IT services.

Project management practices are integral to this system, ensuring that projects are aligned with the organisation's strategic objectives and managed according to the principles of ITIL v4.

Project management in ITIL v4 focuses on the governance, integration, and coordination of projects to ensure they contribute to the value-creation journey. It involves planning, delegating, monitoring, and controlling all aspects of the project and the motivation of those involved to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits, and risks.


Supporting the Service Value Chain Activities

The Service Value Chain (SVC) is another critical component of ITIL v4, describing the activities required to respond to demand and facilitate value creation through IT services.

Project management plays a pivotal role in supporting these activities by:

  • Plan: Ensuring that IT projects are aligned with the organisation's overall strategy and management.

  • Improve: Continually seek ways to enhance efficiency and effectiveness within project management practices.

  • Engage: Bridging the gap between stakeholders and the project team, ensuring clear communication and understanding of needs.

  • Design & Transition: Managing the changes and risks of delivering new or changed IT services.

  • Obtain/Build: Ensuring resources are utilised effectively and efficiently during the project.

  • Deliver & Support: Overseeing the delivery of projects in a way that supports the organisation's ongoing service delivery requirements.


Through its alignment with the SVC, project management ensures that IT projects are completed successfully and contributes to the seamless delivery and improvement of IT services.

Integrating Project Management and ITIL v4

Integrating project management practices with the ITIL v4 framework is a strategic approach to enhance the efficiency and effectiveness of IT service management. This integration enables organisations to deliver IT projects that are not only successful in terms of meeting project objectives but also in delivering value to the business through effective service management.

Here are some strategies for integrating project management practices with ITIL v4:


1. Aligning Objectives and Principles

The first step in integrating project management with ITIL v4 is to ensure a clear understanding and alignment of objectives and principles between project management practices and ITIL v4. This means ensuring that IT projects are initiated, planned, executed, and closed in a manner that supports the ITIL service value system and contributes to the organisation's overall service management goals.


2. Leveraging ITIL Practices for Project Management

ITIL v4 introduces a set of 34 practices, providing a comprehensive guide for all aspects of IT service management, from demand to value. Several practices, such as change control, service level management, and risk management, are highly relevant to project management. By leveraging these ITIL practices within the context of project management, organisations can ensure a more consistent and integrated approach to managing IT projects and services.


3. Utilising ITIL Guidelines for Stakeholder Engagement

Effective stakeholder engagement is crucial for both IT projects and service management. ITIL v4 emphasises the importance of engaging and communicating with stakeholders throughout the service value chain. Integrating ITIL's guidelines for stakeholder engagement into project management practices can help ensure that stakeholders' expectations are effectively managed and that there is a clear understanding of the project's objectives, scope, and progress.


4. Adopting a Continuous Improvement Approach

Both ITIL v4 and project management recognise the importance of continual improvement. Organisations can regularly assess and enhance their project management practices by adopting a continuous improvement approach to integrating project management and ITIL v4. This includes learning from past projects, incorporating feedback, and applying best practices to improve project outcomes and service delivery.


Integrating project management practices with ITIL v4 is a strategic approach that enhances the delivery and management of IT services. Organisations can achieve more efficient and effective IT service management by aligning objectives, leveraging ITIL practices, engaging stakeholders, and adopting a continuous improvement approach.


Benefits of Project Management within ITIL v4

Incorporating project management into the ITIL v4 framework brings numerous benefits to organisations, enhancing the delivery of IT projects and the overall effectiveness and efficiency of IT service management.

Here are some key benefits:


1. Improved Service Delivery

When integrated with ITIL v4, project management practices ensure that IT projects are delivered with a strong focus on the end-to-end service lifecycle. This holistic approach helps deliver services that are not only aligned with business needs but also designed for high quality and reliability, leading to improved service delivery and customer satisfaction.


2. Enhanced Efficiency and Effectiveness

By adopting project management practices within the ITIL v4 framework, organisations can achieve greater efficiency in their IT service management processes. Project management provides the structure and discipline required to complete IT projects on time and within budget. At the same time, ITIL v4 ensures these projects are aligned with the broader goals of IT service management, reducing waste and optimising resource utilisation.


3. Better Alignment between IT Services and Business Objectives

One of the core benefits of integrating project management with ITIL v4 is the enhanced alignment between IT services and the business's strategic objectives. This alignment is achieved through the governance and strategy management aspects of ITIL v4, ensuring that every project undertaken contributes directly to the business's goals, thereby increasing the value delivered through IT services.


4. Increased Agility and Flexibility

Incorporating project management practices into the ITIL v4 framework allows organisations to be more agile and flexible in their approach to IT service management. Project management methodologies, particularly those incorporating Agile principles, enable teams to adapt quickly to changes in the business environment or project scope, ensuring that IT services remain relevant and responsive to business needs.


5. Risk Mitigation

Project management practices bring a structured approach to risk management, identifying, assessing, and mitigating risks throughout the project lifecycle. When integrated with ITIL v4's risk management practices, this approach ensures a comprehensive risk management strategy for IT services, minimising potential impacts on service delivery and project outcomes.


Challenges and Considerations

While integrating project management with ITIL v4 offers numerous benefits, organisations may encounter challenges aligning these practices.

Understanding these challenges and considering best practices for overcoming them is crucial for a successful integration.


1. Cultural Alignment

One of the primary challenges is achieving cultural alignment between project management teams and IT service management teams. Each group may have methodologies, terminologies, and perspectives on delivering value, leading to potential misalignments.

Promoting a culture of collaboration and mutual understanding is vital. Training sessions and workshops that explain the benefits of integration and how each practice contributes to the organisation's goals can help bridge this gap.


2. Process Integration

Integrating the processes of project management and ITIL v4 can be complex, given the distinct focus areas of each practice. There might be confusion about roles, responsibilities, and how to manage workflows effectively.

Clearly defining roles and responsibilities and establishing integrated workflows that leverage the strengths of both ITIL v4 and project management practices are essential. This might involve creating cross-functional teams or adopting tools that support integrated process management.


3. Change Management

Implementing a new integrated approach requires change, which can be resisted by project and IT service management teams.

Effective change management practices are critical. Communicating the benefits of integration, providing clear guidelines for transition, and offering support throughout the change process can mitigate resistance and ensure a smoother integration.

4. Maintaining Flexibility

There's a risk of becoming too rigid in applying processes and losing the flexibility needed to adapt to changing project or business needs.

While it's important to have structured processes, maintaining flexibility is crucial. Adopting Agile principles within project management and ITIL v4 practices can help organisations remain adaptable and responsive.


5. Measuring success

Determining the success of integrating project management with ITIL v4 can be challenging, as it involves measuring project outcomes and service management improvements.

Establishing clear metrics for success early in the integration process is essential. These metrics should cover project and IT service management goals, such as project delivery times, service quality improvements, and alignment with business objectives.


Understanding PRINCE2 and its Role in IT Project Management

PRINCE2 (Projects IN Controlled Environments) is a structured project management method and certification program for project management. It is renowned for its focus on dividing projects into manageable and controllable stages.

Here's how PRINCE2 can be pivotal in IT project management, especially when integrated with ITIL v4 practices.

Overview of PRINCE2 Methodology

PRINCE2 is built on seven principles, seven themes, and seven processes that guide the project management process from start to finish. Its approach is highly flexible and can be tailored to meet any project's specific needs and challenges, including those in the IT domain.

The methodology emphasises extensive planning, project organisation, and the explicit definition of project roles, making it highly effective for managing IT projects.

How PRINCE2 Complements ITIL v4 for IT Project Management

While ITIL v4 provides a comprehensive framework for IT service management, PRINCE2 offers a structured approach to project management.

The integration of PRINCE2 with ITIL v4 brings several advantages:

  • Enhanced Structure and Discipline: PRINCE2's structured approach adds discipline to the project management aspects of IT service management, ensuring that projects are completed on time, within budget, and to the required quality standards.

  • Clear Roles and Responsibilities: The clear definition of roles within PRINCE2 helps ensure that everyone involved in an IT project understands their responsibilities, facilitating better coordination and communication between project and service management teams.

  • Risk Management: PRINCE2 and ITIL v4 emphasise the importance of risk management. Integrating PRINCE2's risk management strategies with ITIL v4's practices can lead to more robust risk mitigation across IT projects and services.

  • Continuous Improvement: PRINCE2's focus on lessons learned and continuous improvement aligns well with ITIL v4's continual improvement practice, enabling organisations to enhance project outcomes and service delivery over time.


The Main Processes Within PRINCE2

PRINCE2 (Projects IN Controlled Environments) is a process-based approach to project management that provides an organised way to deliver projects with clarity, focus, and control.

PRINCE's framework is built around seven main processes that guide the project from initiation to closure, ensuring that each stage is systematically approached for effective management and delivery. These processes are integral to PRINCE2's structure and contribute significantly to its success as a project management methodology.

PRINCE2 Process Model
PRINCE2 Process Model

1. Starting Up a Project (SU)

This process is about ensuring that the prerequisites for initiating the project are in place. It involves appointing the project team, creating the initial project plan, and establishing the project's structure and management strategies. The aim is to assess the project's viability and decide whether proceeding to the initiation stage is worthwhile.


2. Directing a Project (DP)

Running from the initiation phase to project closure, this process gives the project board the authority to initiate the project, deliver the project's products, and close the project. It ensures a clear governance framework that defines roles, responsibilities, and decision-making authority throughout the project lifecycle.


3. Initiating a Project (IP)

This phase involves the development of a more detailed project plan, outlining the approach to be taken, refining the business case, and assessing risks. It results in the creation of the Project Initiation Documentation (PID), which acts as a reference point throughout the project.


4. Controlling a Stage (CS)

Controlling a Stage manages each stage of the project, focusing on assigning work, monitoring progress, managing issues and risks, and ensuring project objectives are met. It involves regular reporting to the project board and taking corrective actions to stay on track.


5. Managing Product Delivery (MP)

This process ensures the project's products are delivered to the required quality standards within the specified constraints. It focuses on the acceptance, execution, and delivery tasks, facilitating the handover of completed products from the project team to the customer or user.


6. Managing a Stage Boundary (SB)

The focus here is ensuring that the current stage is completed correctly and approved before moving on to the next stage. It involves updating the project plan and business case, reviewing stage achievements, and preparing for the next stage.


7. Closing a Project (CP)

In the final process, the project is formally closed. It involves ensuring that all project work is completed and the customer accepts the project's products. The project team evaluates what went well and what didn't, capturing lessons learned for future projects.


The Synergy Between PRINCE2 and ITIL v4

The synergy between PRINCE2 and ITIL v4 lies in their complementary strengths. PRINCE2 provides a project management framework that ensures projects are executed effectively, while ITIL v4 ensures that IT services are aligned with business needs and deliver value.

By adopting PRINCE2 for project management and ITIL v4 for service management, organisations can achieve a holistic approach to IT management that enhances overall efficiency, effectiveness, and alignment with business objectives.


Agile and PRINCE2 in IT Project Management

The Agile methodology, with its emphasis on flexibility, rapid delivery, and responsiveness to change, offers a complementary approach to the structured and controlled environment of PRINCE2.

When used together, Agile and PRINCE2 can provide a comprehensive framework for managing IT projects that cater to the dynamic nature of IT service delivery and development.


Introduction to Agile Methodology

Agile methodology focuses on iterative development, where requirements and solutions evolve through collaborative efforts of self-organising cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, and continual improvement, and it encourages rapid and flexible responses to change.

Agile methodologies, including Scrum, Kanban, and Lean, are widely adopted in software development and IT project management.


How Agile Can Be Used Alongside PRINCE2

A diagram integrating SCRUM and PRINCE2
Integrating Scrum & Prince2

Integrating Agile methodologies with PRINCE2 in IT project management involves leveraging the strengths of both approaches to achieve greater project efficiency and effectiveness:


  • Flexibility and Control: PRINCE2 provides the project governance and structure necessary for transparent decision-making and accountability. Agile offers the flexibility to adapt to changes and optimise project delivery based on real-time feedback.

  • Iterative Delivery: Combining PRINCE2's phase-based approach with Agile's iterative development allows for the early delivery of project components, enabling quicker realisation of benefits and the ability to refine project outputs based on stakeholder feedback.

  • Risk Management: The early and continuous delivery inherent in Agile methodologies helps to identify and address risks earlier in the project lifecycle. This can lead to more effective risk mitigation when combined with PRINCE2's formal risk management processes.

  • Stakeholder Engagement: Both methodologies emphasise the importance of stakeholder engagement. Using Agile practices within a PRINCE2 framework ensures that stakeholder needs are continuously met and that there is a higher level of collaboration throughout the project.


Benefits of Combining Agile with PRINCE2

The combination of Agile and PRINCE2 in IT project management brings several benefits:


  • Enhanced Adaptability: Projects can more readily adapt to changing requirements and priorities, ensuring that the final deliverables align more closely with stakeholder needs and business objectives.

  • Increased Project Visibility: The iterative nature of Agile provides stakeholders with visibility into the project's progress and outcomes at regular intervals, improving communication and trust.

  • Optimised Resource Utilisation: Agile's focus on value and eliminating waste, combined with PRINCE2's structured approach to project management, can lead to more efficient use of resources and time.

  • Improved Quality: The continuous feedback loops in Agile methodologies, integrated with PRINCE2's quality management processes, ensure that project outputs are high quality and meet stakeholder expectations.



The landscape of IT service management is increasingly complex and dynamic, necessitating a holistic and adaptable approach to project management. ITIL v4 offers a robust framework for managing IT services, focusing on creating value and aligning IT operations with business objectives. Within this framework, integrating structured project management practices, especially those outlined by PRINCE2, alongside the flexibility of Agile methodologies, presents a comprehensive strategy for managing IT projects effectively.

The synergy between ITIL v4, PRINCE2, and Agile methodologies enables organisations to navigate the challenges of IT service delivery and project management with greater efficiency and effectiveness. This integrated approach ensures that IT projects are completed successfully and contribute significantly to the overall service value proposition, enhancing the alignment between IT services and business needs.

Adopting ITIL v4 practices for project management, incorporating the structured approach of PRINCE2, and leveraging the adaptability of Agile methodologies are critical for organisations aiming to improve their IT service management capabilities. This holistic approach to IT project management supports continuous improvement, ensures effective risk management, and facilitates delivering high-quality IT services that meet the evolving demands of businesses and their customers.

As organisations look to the future, integrating these methodologies within the ITIL v4 framework will continue to play a vital role in the success of IT project management. The ability to adapt and respond to changes and a strong foundation in best practices for service management and project delivery will be critical factors in driving business value and achieving strategic objectives.


This article discusses concepts and practices from the ITIL framework, which is a registered trademark of AXELOS Limited. The information provided here is based on the ITIL version 4 guidelines and is intended for educational and informational purposes only. ITIL is a comprehensive framework for IT service management, and its methodologies and best practices are designed to facilitate the effective and efficient delivery of IT services. For those interested in exploring ITIL further, we recommend consulting the official ITIL publications and resources provided by AXELOS Limited.