Who Can Benefit from This Handbook

CHAPTER 1

Differentiating Enterprise IT Projects

This chapter defines enterprise IT projects and contrasts them with smaller-scale initiatives, including enhancements, production support, and business-led projects. It identifies key challenges in delivery and clarifies the specialist skills and resource structures required for success. It outlines how an organisation’s strategic direction and operational context must inform the design and selection of technology solutions. It also explains the distinct roles process specialists play depending on whether the project is led from an IT or a process perspective.

Chapter 2

The Human Element in IT Projects

This chapter examines how individual capability affects enterprise IT project delivery. It distinguishes between pure science, applied science, and artistic approaches, explaining their influence on project outcomes. The chapter discusses the risks of rigidly following standards without contextual understanding, the importance of matching specialist skills to project needs, and the consequences when underqualified participants rely on improvisation rather than structured delivery and accepted practices.

Chapter 3

IT Service Management and Project Delivery

This chapter examines the integration of ITIL service management with project management to improve the delivery and sustainability of enterprise IT solutions. It defines the processes within ITIL Service Transition and explains their role in enabling the controlled deployment of services into the live environment. The chapter also presents a structured project management approach, covering phases from initiation to closure.

A model introduced in this chapter integrates ITIL Service Transition processes with project execution, supporting coordinated activities such as testing, deployment, and knowledge transfer. The model also demonstrates how project activities align with all phases of the ITIL service lifecycle, including inputs from service strategy and outputs handed over to service operation. It supports continuity, traceability, and operational readiness throughout the delivery process.

Chapter 4

Project Delivery Models

This chapter examines the Waterfall, Scrum, Scaled Agile Framework (SAFe), and Hybrid delivery models, outlining their application across project lifecycle phases: Initiation, Planning, Execution, Monitoring and Controlling, and Closing. It presents a comparative analysis of these models, detailing their structural differences and alignment with project requirements, such as regulatory compliance and integration complexity. The analysis highlights the necessity of selecting a delivery model that aligns with project size, complexity, and stakeholder expectations to optimise delivery outcomes.

Chapter 5

Project Disciplines and Roles

This chapter examines the essential roles and skills needed for enterprise IT project delivery across various methodologies, including Waterfall, Scrum, Scaled Agile Framework, and Hybrid. It highlights the importance of collaborative specialist roles, which consistently demand the same core competencies despite variations in titles and team structures across different delivery models.

The chapter also introduces the Project Skills Matrix, a tool used to identify the skills required for a project and match them with individuals who closely align with these needs. While participants may be recruited based on their perceived qualifications, this tool also evaluates their performance, ensuring that the knowledge and skills demonstrated on paper and in interviews effectively translate into meaningful contributions to the project.

Chapter 6

Project Deliverables

This chapter examines formal deliverables across Waterfall, Scrum, SAFe, and Hybrid delivery models in enterprise IT projects. Formal deliverables, which are planned, tangible outputs subject to stakeholder review, clarify responsibilities and accountability for project execution.

The chapter also presents tools for managing deliverables, including the formal deliverables inventory and the formal deliverables roadmap. These tools enable teams to track progress, dependencies, and timely delivery in order to maintain visibility and control throughout project delivery.

Chapter 7

Project Participants

This chapter outlines the roles and responsibilities of project participants in enterprise IT projects, emphasising how clearly defined roles promote accountability and lead to smoother collaboration within teams. It presents tools for assessing participant traits by engagement type based on general observation to help project leaders effectively plan for sourcing participants.

Additionally, the chapter calls for raising standards by defining entry criteria for participation in enterprise IT projects, including the need for relevant professional certifications and extensive experience in smaller-scale IT projects as foundational prerequisites.

Chapter 8

Project Assurance

This chapter examines common issues in enterprise IT projects, including fragmented oversight and inconsistent quality management. These issues affect delivery performance and highlight the need for structured assurance to maintain alignment with project objectives and quality standards. It critiques the current approach in which quality responsibilities are shared between the Project Management Office and the Project Manager. In practice, this arrangement reduces oversight effectiveness, as delivery and quality priorities often conflict.

The chapter introduces the role of the Project Assurance Manager as a dedicated function that provides independent oversight and supports quality delivery across the project lifecycle. It defines the role, required qualifications, and scope of responsibility. It also explains how project assurance can be practically integrated across each phase of the project lifecycle, from initiation through to closing for continuous quality management.

Checklists are a supplementary resource that enhances the principles found in Enterprise IT Projects: Messing Up Optional. These actionable, step-by-step guides empower you to confidently navigate the complexities inherent in large and multifaceted IT projects. Each checklist targets common challenges, simplifies processes, and drives successful outcomes

New checklists will be added, so check back for updates.

Quick Takes on Enterprise IT Projects

Snippets is a collection of articles and blogs written over the past ten years, covering various aspects of enterprise IT projects. These concise insights, practical advice, and thought-provoking reflections are designed to help business leaders and IT professionals navigate the complexities of project delivery. Explore these bite-sized pieces to gain valuable perspectives on enterprise IT project delivery.