The Integrated Project-to-Service Model supports large-scale enterprise IT projects by aligning ITIL Service Transition with project management to enhance collaboration and ensure service continuity. This section describes practices to implement the model effectively, tailored to complex initiatives such as multi-system integrations, while confirming that established project and service management disciplines remain unchanged.

Integration Practices of the Model

The model supports integration between project execution and service transition. The following are example practices that teams may adopt to achieve seamless delivery:

• Establish joint governance: Conduct regular coordination meetings that involve project managers and service owners. These meetings reflect stakeholder engagement in the ITIL Service Transition stage.
• Integrate management tools: Link project and service management platforms to share data. This includes connecting project schedules to service change records and supports monitoring processes in the Project Lifecycle.
• Coordinate transition planning: Build a unified roadmap that maps project deliverables to service transition processes. This planning aligns with Service Transition guidance in the Project Activities section of the ITIL Service Lifecycle phases.
• Enable shared feedback: Set up feedback loops that connect project and service teams during testing and deployment. These loops reflect feedback mechanisms defined in ITIL and Project Phase Interactions.
• Centralise knowledge management: Maintain a shared repository that holds project and service lessons. All teams can access this resource, as specified in the Knowledge Management process in the Integrated Project-to-Service Model. 

These practices strengthen coordination without modifying existing tasks or responsibilities.

Maintaining Discipline Alignment

The model ensures that project and service management disciplines continue their standard practices as defined by established frameworks:

• Project management: Maintain tasks, roles, and responsibilities, including planning, execution, and risk management, as defined in the Project Lifecycle.
• Service management: Apply ITIL processes, such as Change Control, Release Management, and Incident Management, as outlined in the ITIL Service Transition stage.
• Broader ITIL phases: Execute activities in Service Strategy, Service Design, Service Operation, and Continual Service Improvement, as described in Project Activities within ITIL Service Lifecycle phases.
• Interaction processes: Manage inputs, handovers, and feedback mechanisms, including Service Portfolio Management and Hypercare, as detailed in ITIL and Project Phase Interactions. 

By applying these integration practices alongside standard project and service management disciplines, enterprise IT projects achieve seamless collaboration and service continuity. The following case study demonstrates how these principles deliver measurable improvements in a complex IT initiative.

Background

Healthcare Network, a major provider of integrated healthcare services, faces operational disruptions because of an outdated IT infrastructure. Frequent system outages and slow patient record access delay care delivery. Alex Joiner, the project manager for OpsLink, leads an initiative to modernise the IT infrastructure and align service management with project delivery. He applies the Integrated Project-to-Service Model to improve service reliability, streamline operations, and enhance patient care.

Objectives

The project aims to:

• Upgrade the IT infrastructure to achieve 99.9% system availability and reduce unplanned downtime to fewer than eight hours per year.
• Improve access to patient records by reducing average retrieval time from 45 seconds to fewer than ten seconds per request.
• Achieve full compliance with change management processes, such as ensuring 100% of infrastructure changes are tracked and approved to minimise service disruptions.
• Establish a shared knowledge base to resolve at least 80% of recurring incidents using documented solutions within the first six months. 

Implementation Strategy

Alex applies the Integrated Project-to-Service Model to guide Project OpsLink. He aligns ITIL service lifecycle phases with project phases for a large-scale electronic health record (EHR) deployment. He uses processes for change control, structured execution, lifecycle integration, coordinated handovers, and team collaboration to ensure consistent work between project and service teams.

Service Strategy and Project Initiation

Alex collaborates with the service owner to assess a set of infrastructure issues that affect live operations:

• Limitations: Legacy systems cause frequent outages that disrupt appointment scheduling. Siloed databases slow record retrieval and delay consultations.
• Opportunities: A cloud-based EHR has the potential to stabilise service delivery. Integrated data platforms and telemedicine solutions can extend access to care.
• Goals: Introduce a reliable EHR, improve patient record access, and support remote consultations through telemedicine. 

He organises a joint session with the service owner and clinical leads to define the project mandate. He secures executive approval and sets a 12-month delivery timeline for the integrated solution.

Service Design and Project Planning

Alex leads the planning process to align design inputs with delivery outcomes. He confirms the following elements with technical leads and service managers:

• A cloud-based EHR design that centralises patient data and meets high-availability targets.
• Change management procedures that maintain service stability during and after deployment.
• Performance indicators, including shorter system recovery times and high service desk resolution rates. 

He organises cross-team workshops to align the project management software with service management platforms. These connections ensure that project schedules reflect service timelines and configuration milestones. After four months, the team produces a deployment roadmap across multiple hospital sites.

Service Transition and Project Execution

Alex manages the execution of project activities and works with service teams to prepare for transition. He ensures the following actions support service continuity:

• Migration of legacy systems is coordinated with IT to prevent interruptions to patient care.
• Testing is scheduled and tracked, with outcomes reviewed by the service owner to confirm reliability.
• A change advisory board is established to approve updates and reduce the risk of disruption.
• Test results are recorded in a shared repository accessible to both project and service teams. 

He leads weekly meetings with service managers to monitor progress and adjust timelines. Dry runs are planned with user feedback incorporated to improve usability before go-live.

Service Operation and Project Monitoring

Service Operation integrates the EHR into live environments:

• Dashboards track system availability and user satisfaction to confirm expected performance.
• Incident resolution is managed through service desk teams to maintain care delivery.
• A 30-day hypercare period is set up so project and service teams can jointly resolve priority issues.
• Configuration changes are reviewed in fortnightly meetings with clinical and service teams, ensuring the EHR remains aligned with operational needs. 

He confirms the EHR is stable under live conditions before handing over operational ownership to the service team.

Continual Service Improvement

Alex continues to lead system refinement and long-term support improvements:

• Incident trends are reviewed, and specific fixes are introduced to reduce reoccurrences.
• Resolution records are added to the knowledge base, improving support consistency across teams.
• Regular performance reviews confirm that system outcomes stay aligned with patient needs. 

He uses monthly workshops with service managers to support shared learning and process improvements, including updates to escalation rules that strengthen future deployments.

Outcomes

Project OpsLink delivers measurable improvements, demonstrating the effectiveness of the integrated project-to-service approach:

• Service availability reaches 99.92%, reducing unplanned downtime to under 7 hours annually and ensuring reliable access to core clinical systems. 
• Electronic health record access time improves from 45 seconds to 8 seconds on average, significantly reducing consultation delays. 
• Change management compliance reaches 100%, with all infrastructure changes logged, reviewed, and approved, preventing service disruption. 
•  Patient satisfaction scores rise by 18% over six months, attributed to faster service delivery and system reliability. 
•  Knowledge base usage increases efficiency, with 82% of recurring incidents resolved through documented solutions within the first six months.

These results support the Healthcare Network’s aim of sustained service improvement and more timely patient care, reinforcing the value of aligned project and service management practices.