Re-printed from Mike Tarrani's, "So you'd like to... Implement or learn more about the ITIL."
ROI and ITIL
What is the ROI that you can expect if you implement ITIL?
The answer varies by organization, and the process capabilities and maturity of IS/IT shops before ITIL is implemented. If you are working for a Fortune 1000 corporation or a consulting firm that has an ITIL practice, I strongly recommend visiting 'computereconomics.com/'.
The material available from that site (at a cost) is well worth the investment when it comes to determining the true cost of implementing ITIL and the ROI (in any).
>>Read More<<
Got an ITIL Product or Service to Sell ?
Why not advertise on Dr. ITIL ?
During April, Dr. ITIL is opening a limited number of advertising opportunities to companies and individuals who wish to promote their products or services.
Banners ads, promotional articles and links to feature sites will all be acceptable.
Please email ads@dritil.com for more details.
During April, Dr. ITIL is opening a limited number of advertising opportunities to companies and individuals who wish to promote their products or services.
Banners ads, promotional articles and links to feature sites will all be acceptable.
Please email ads@dritil.com for more details.
"VISIBLE OPS" - Kickstart Your ITIL Implementation (Recommended)
What is Visible Ops?
Visible Ops is a methodology designed to jumpstart implementation of controls and process improvement in IT organizations needing to increase service levels, security and auditability while managing costs. Visible Ops is comprised of four prescriptive and self-fueling steps that take an organization from any starting point to a continually improving process and was created by Gene Kim (www.tripwire.com)
What Benefit Does Visible Ops Provide?
The Visible Ops methodology was developed because there was not a satisfactory answer to the question: "I believe in the need for IT process improvement, but where do I start?" Although ITIL provides a wealth of best practices, it lacks prescriptive guidance - what do you implement first, and how do you do it? Moreover, the ITIL books remain relatively expensive to acquire.
Other information, publicly available from a variety of sources, is too general and vague to effectively aid organizations that need to start or enhance process improvement efforts. The Visible Ops book provides a prescriptive roadmap for organizations beginning or continuing their IT process improvement journey.
Link to Amazon.com to learn more...
Visible Ops is a methodology designed to jumpstart implementation of controls and process improvement in IT organizations needing to increase service levels, security and auditability while managing costs. Visible Ops is comprised of four prescriptive and self-fueling steps that take an organization from any starting point to a continually improving process and was created by Gene Kim (www.tripwire.com)
What Benefit Does Visible Ops Provide?
The Visible Ops methodology was developed because there was not a satisfactory answer to the question: "I believe in the need for IT process improvement, but where do I start?" Although ITIL provides a wealth of best practices, it lacks prescriptive guidance - what do you implement first, and how do you do it? Moreover, the ITIL books remain relatively expensive to acquire.
Other information, publicly available from a variety of sources, is too general and vague to effectively aid organizations that need to start or enhance process improvement efforts. The Visible Ops book provides a prescriptive roadmap for organizations beginning or continuing their IT process improvement journey.
Link to Amazon.com to learn more...
IT Service Management and ITIL - The INS Survey.
By Rick Blum, Senior Manager, Strategic Marketing, INS (www.ins.com)
Take a look at Rick's important survey results (Q404) at how ITIL is used within organizations and what drives ITIL adoption.
Rick's key highlights include, "Next to in-house best practices, ITIL is by far the most common framework for managing IT processes, currently being used by 39% of respondants."
>>>Read More<<<
Take a look at Rick's important survey results (Q404) at how ITIL is used within organizations and what drives ITIL adoption.
Rick's key highlights include, "Next to in-house best practices, ITIL is by far the most common framework for managing IT processes, currently being used by 39% of respondants."
>>>Read More<<<
Uncovering A Wealth Of ITIL Resources
Mike Tarrani's excellent, "So you'd like to... Implement or learn more about the ITIL" on Amazon is a rich source of links and best practice information.
Mike has recently added Dr. ITIL to his list of recommended sites.
When you pop over to take a look around - be sure to 'rate' Dr. ITIL - it's alongside the other ITIL portals further down the page!
>>Link to Mike's, "So you'd like to... Implement or learn more about the ITIL"<<
Have you got any ITIL sites to recommend?
Post a comment...
Mike has recently added Dr. ITIL to his list of recommended sites.
When you pop over to take a look around - be sure to 'rate' Dr. ITIL - it's alongside the other ITIL portals further down the page!
>>Link to Mike's, "So you'd like to... Implement or learn more about the ITIL"<<
Have you got any ITIL sites to recommend?
Post a comment...
What Is Best Practice?
Malcolm Fry (ITIL Expert) explains what your golf swing and ITIL Best Practice have in common.
Whilst you're over there at Malcolm's site - take a look at some of his other excellent features on ITIL too such as ITIL's relationship with Six Sigma and Sarbanes Oxley.
>>full article<<
Got any good links to share with other readers ?
Please Post them here...
Whilst you're over there at Malcolm's site - take a look at some of his other excellent features on ITIL too such as ITIL's relationship with Six Sigma and Sarbanes Oxley.
>>full article<<
Got any good links to share with other readers ?
Please Post them here...
Six Levels of Sophistication for Capacity Management
Presenting a conceptual framework for marketing and presenting a Capacity Management Programme, a specific ITIL process often overlooked on the Internet today.
The Computer Measurement Group Presents this white paper in conjunction with George I. Thompson of IBM Global Services (at 2000).
Although the paper is a few years old the levels of sophistication are still very relevant today.
>>Full Article<<
The Computer Measurement Group Presents this white paper in conjunction with George I. Thompson of IBM Global Services (at 2000).
Although the paper is a few years old the levels of sophistication are still very relevant today.
>>Full Article<<
Top Five Challenges For Enterprise IT Infrastructure Managers — And How To Resolve Them
Top Five Challenges For Enterprise IT Infrastructure Managers — And How To Resolve Them.
Look what's lurking at number 2:-
"Unplanned Infrastructure Changes Resulting In Incidents And Downtime Manual interference and the lack of consistent service management processes are still the No. 1 source of incidents resulting in end user downtime. Unplanned and untested infrastructure changes remain at the heart of the problem. According to Forrester, this cries out for automation and for companies to implement a rigorous change management process — using ITIL (IT Infrastructure Library) best practices — and dynamically link infrastructure to applications. "
>>Full Article<<
Look what's lurking at number 2:-
"Unplanned Infrastructure Changes Resulting In Incidents And Downtime Manual interference and the lack of consistent service management processes are still the No. 1 source of incidents resulting in end user downtime. Unplanned and untested infrastructure changes remain at the heart of the problem. According to Forrester, this cries out for automation and for companies to implement a rigorous change management process — using ITIL (IT Infrastructure Library) best practices — and dynamically link infrastructure to applications. "
>>Full Article<<
Managing Organizational Change - It's Vital for ITIL
Today, the Dr. ITIL team are pleased to highlight some practival advice about Organizational Change which is fundamental in any ITIL implementation projet. This article is taken from a U.K. Consultancy website and covers: 14 organizational change principles, how to manage this type of change and 11 quality organizational tips (reproduced below).
Organizational change tips:-
Use a team approach that involves many stakeholders in the change management process
recognise that organisational change can only be achieved through people, and therefore change management must address their emotional needs
Recognise that organisational change takes time and resources and results should not be expected too soon
Organisational change needs skills and business awareness training, under investment is a false economy
Organisational change plans are critical but they need to serve and not enslave, realise therefore that they will have to be adapted as needs and circumstances change
Be systematic when establishing and implementing organisational change
Educate organisational change sponsors and help them develop an "intellectual understanding" of new work practices
Remember that during change management performance often gets worse before improvement begins to appear, always reassure stakeholders that this is natural but that through their dedication improvement will be achieved
Share power and empower others to implement organisational change
Seek out people who are interested in making substantial changes in working practice to champion organisational change
Realise that in getting people ready for organisational change there is a risk that taking too long could appear to be indecisive and consequently people will lose interest and motivation.
>>Full Article<<
Organizational change tips:-
Use a team approach that involves many stakeholders in the change management process
recognise that organisational change can only be achieved through people, and therefore change management must address their emotional needs
Recognise that organisational change takes time and resources and results should not be expected too soon
Organisational change needs skills and business awareness training, under investment is a false economy
Organisational change plans are critical but they need to serve and not enslave, realise therefore that they will have to be adapted as needs and circumstances change
Be systematic when establishing and implementing organisational change
Educate organisational change sponsors and help them develop an "intellectual understanding" of new work practices
Remember that during change management performance often gets worse before improvement begins to appear, always reassure stakeholders that this is natural but that through their dedication improvement will be achieved
Share power and empower others to implement organisational change
Seek out people who are interested in making substantial changes in working practice to champion organisational change
Realise that in getting people ready for organisational change there is a risk that taking too long could appear to be indecisive and consequently people will lose interest and motivation.
>>Full Article<<
2005 Forecast for IT Service & Support Industry
The Sarbanes-Oxley Act has been a major issue and has caused many IT organizations to focus on process improvement, says the HDI.
Indicators of this are the increasing number of individuals and support organizations choosing to be certified and increasing interest in ITIL (IT Infrastructure Library) framework, COBIT, Six Sigma, and, in general, in adopting and documenting bestpractices for IT and IT support operations.
>>Read the 2005 forecast<<
Has Sarbanes-Oxley driven ITIL implementations ?
Post a comment...
Indicators of this are the increasing number of individuals and support organizations choosing to be certified and increasing interest in ITIL (IT Infrastructure Library) framework, COBIT, Six Sigma, and, in general, in adopting and documenting bestpractices for IT and IT support operations.
>>Read the 2005 forecast<<
Has Sarbanes-Oxley driven ITIL implementations ?
Post a comment...
Management of Infrastructure Change Through ITIL
Today Dr. ITIL is pleased to feature a complete Change Process Framework Document from the academic world. Bruce Callow of the Information & Communication Technology Services
Division of IS at The Griffith University, Australia, has produced an excellent document complete with a walk through of how ITIL Change Management operates.
Bruce states:-
"There is no doubt that the implementation of the Change Process Framework has
delivered benefits to Griffith University and will deliver more as it matures. Some of the
learnings include:
• The use of simplified change categories and priorities has proven to be successful as staff can concentrate on the quality of the planning, testing and implementation rather than becoming
confused as to what process to follow.
• The use of checklists at the RFC review points (approval and authorisation) allows for expectations to be set and thus direct improvement into selected aspects (i.e., testing, planning, etc) of the change implementation.
• The use of a short pilot of the process before live operation proved to be extremely helpful to finalise the design and the supporting tool.
• Upfront, the staff appeared to be very keen and “asked” for such a process to be implemented. However, as with all organisational process change, when the time came to work within the process, constant coaching was needed.
• Communication of the project, the process and ongoing coaching is important for success.
• The implementation and on-going operation does require dedicated resources. It is estimated that approximated .25 of an experienced resource is required to maintain the operation of the framework."
>>Read the Document<<
Any comments to add ? Please post them below...
Division of IS at The Griffith University, Australia, has produced an excellent document complete with a walk through of how ITIL Change Management operates.
Bruce states:-
"There is no doubt that the implementation of the Change Process Framework has
delivered benefits to Griffith University and will deliver more as it matures. Some of the
learnings include:
• The use of simplified change categories and priorities has proven to be successful as staff can concentrate on the quality of the planning, testing and implementation rather than becoming
confused as to what process to follow.
• The use of checklists at the RFC review points (approval and authorisation) allows for expectations to be set and thus direct improvement into selected aspects (i.e., testing, planning, etc) of the change implementation.
• The use of a short pilot of the process before live operation proved to be extremely helpful to finalise the design and the supporting tool.
• Upfront, the staff appeared to be very keen and “asked” for such a process to be implemented. However, as with all organisational process change, when the time came to work within the process, constant coaching was needed.
• Communication of the project, the process and ongoing coaching is important for success.
• The implementation and on-going operation does require dedicated resources. It is estimated that approximated .25 of an experienced resource is required to maintain the operation of the framework."
>>Read the Document<<
Any comments to add ? Please post them below...
Call for new and 'edgy' ITIL articles and papers
Would you like your ITIL article or white paper read by over 200 unique visitors a day from the U.S., Canada, Europe, Russia, South Africa, Australia, New Zealand and Japan ?
- Do you have detailed implementation experience that you wish to share with the world ?
- Do you have special tactical initiatives that you know would add value to other organizations ?
- Do you have a new product or service that visitors would like to read about ?
Why not send your contribution on any ITIL topic and the editorial team will consider it for publication on this site.
Please email your ITIL articles to:- submission@dritil.com
- Do you have detailed implementation experience that you wish to share with the world ?
- Do you have special tactical initiatives that you know would add value to other organizations ?
- Do you have a new product or service that visitors would like to read about ?
Why not send your contribution on any ITIL topic and the editorial team will consider it for publication on this site.
Please email your ITIL articles to:- submission@dritil.com
Spotlight On The itSMF Canadian Chapter
Take a look at how the Canadian itSMF Chapter is driving ITIL Best Practice forward today by visiting their excellent website. It's packed full of articles, information and news of their forthcoming 2005 events.
>>> Link to itSMF Canada <<<
>>> Link to itSMF Canada <<<
The Challenges of Implementing ITIL
As we all know, ITIL implementation can be challenging at the best of times - so the University of Perth (Australia) is carrying out detailed research into the difficulties that organizations experience when actually executing their ITIL implementations.
If you would like to offer a few moments of your time to complete this important survey - it can be reached at the link below.
Jason Gray, one of the Universities IT Managers, is conducting the survey and he would like all of your feedback - good or bad is welcome. The survey is completely anonymous.
The Dr. ITIL team completed the survey in less than 5 minutes and the actual questions raised made us realise just how far we had actually come in terms of ITIL best practice!
>>Survey<<
If you would like to offer a few moments of your time to complete this important survey - it can be reached at the link below.
Jason Gray, one of the Universities IT Managers, is conducting the survey and he would like all of your feedback - good or bad is welcome. The survey is completely anonymous.
The Dr. ITIL team completed the survey in less than 5 minutes and the actual questions raised made us realise just how far we had actually come in terms of ITIL best practice!
>>Survey<<
Need Help Establishing Your Service Level Agreements ?
Naomi Karten, author and successful speaker, has created these special resources that draw from more than a decade of her experience in consulting and presenting SLA seminars internationally.
The materials are designed to help you avoid the flaws and failures many organizations experience.
These items will help you understand:-
- What makes an SLA work well — or not so well
- The key elements of an SLA and their functions
- How to plan, develop and manage an SLA
- The types of wording to use and to avoid
- The pitfalls to guard against
- What to look for in critiquing an SLA
- How to be successful in establishing your SLAs
>>Read the article "Establishing SLA's"<<
>>Learn More About Naomi's Work<<
The materials are designed to help you avoid the flaws and failures many organizations experience.
These items will help you understand:-
- What makes an SLA work well — or not so well
- The key elements of an SLA and their functions
- How to plan, develop and manage an SLA
- The types of wording to use and to avoid
- The pitfalls to guard against
- What to look for in critiquing an SLA
- How to be successful in establishing your SLAs
>>Read the article "Establishing SLA's"<<
>>Learn More About Naomi's Work<<
Configuration Management Databases Could Be IT's Next Big Thing - ComputerWorld
BMC sees the configuration management database (CMDB) as the next big thing, even the current big thing, in managing today’s increasingly complex IT environment. And it’s giving it away – in a manner of speaking. BMC’s Atrium is available free of charge to users of the company’s service level management and incident management (helpdesk) tools, writes Stephen Bell for ComputerWorld.
>>Full Article<<
>>Full Article<<
Welcome To Our New Subscribers Today!
Dr. ITIL now has over 300 daily subscribers who benefit from all the latest ITIL news, articles and white papers from around the world. The site is maintained by a team of passionate ITIL practitioners who are 'fed-up' with the lack of best practice information available on the web today...so they did something about it!
On the 4th Febrauary, 2005, Dr. ITIL was launched to meet the demand for 'everything ITIL'.
New subscribers from the U.S., Canada, South Africa, Europe, Asia as well as Australia and New Zealand are joining us everyday as news of this site spreads.
Dr. ITIL is FREE and always will be. We also plan more updates and increased site functionality over the coming weeks so why not [subscribe] yourself or [recommend] a friend today.
If you would like to provide some feedback to Dr. ITIL and the team, please send your comments to feedback@dritil.com
Thank-You.
On the 4th Febrauary, 2005, Dr. ITIL was launched to meet the demand for 'everything ITIL'.
New subscribers from the U.S., Canada, South Africa, Europe, Asia as well as Australia and New Zealand are joining us everyday as news of this site spreads.
Dr. ITIL is FREE and always will be. We also plan more updates and increased site functionality over the coming weeks so why not [subscribe] yourself or [recommend] a friend today.
If you would like to provide some feedback to Dr. ITIL and the team, please send your comments to feedback@dritil.com
Thank-You.
No Room At The ITIL Breakfast Table
Corporate South Africa is hungry for vendor-neutral, insightful information on IT service management and ITIL and the role it plays in managing IT services and increasing the value IT organisations can add to the business.
Foster-Melliar will host a breakfast session with around 100 guests representing blue chip South African and multinational companies on Thursday, 10 March 2005. In little less than a week after the announcement was sent to guests, the event was fully subscribed.
So, why is ITIL now taking off in South Africa...
>>Full Article<<
Foster-Melliar will host a breakfast session with around 100 guests representing blue chip South African and multinational companies on Thursday, 10 March 2005. In little less than a week after the announcement was sent to guests, the event was fully subscribed.
So, why is ITIL now taking off in South Africa...
>>Full Article<<
Beware of Framework Overload
Confused by the different frameworks that are currently being implemented ? Don't know the difference between COBIT and ITIL ? Need to learn more about the Capability Maturity Model ?
Click to this new article highlighting the difference between ITIL, COBIT, CMM and ISO 17799.
There's also valuable insight on why frameworks are so important to your organization.
>>Full Article<<
Click to this new article highlighting the difference between ITIL, COBIT, CMM and ISO 17799.
There's also valuable insight on why frameworks are so important to your organization.
>>Full Article<<
2005 Helpdesk and IT Support Show - London.
Information for visitors - 26 - 28 April, Olympia, London.
As pressure on the helpdesk increases, so does the need for support professionals to gain access to more sophisticated products and services.This is why more than 4,000 support professionals visit Europe's premier event, the focal point of Helpdesk & IT Support Week.The Helpdesk & IT Support Show features...
Exhibition With more than 80 exhibitors demonstrating hundreds of new products and services
Technology Seminars & Case Studies A series of briefings and case studies examining the very latest technologies for managing your support operation
People & Process Seminars Leading experts sharing valuable tips on managing the people and processes that underpin your service provision
Interactive Workshops Hands-on practical sessions delivered by some of the worlds most respected practitioners
The Executive Breakfast Briefings Kick-start your day at these dynamic sessions, ideal for those with only a few hours to spare
The Help Desk Institute Industry Advice Centre Providing the visitor with help, advice and access to resources for the industry as a whole
NEW White Paper - "How well are organisations looking after their support staff? - The 2005 Survey" - Everyone who registers in advance can collect this valuable White Paper featuring the most comprehensive employment, salary and benefits survey to date Whether you are replacing or upgrading an existing system, implementing ITIL, looking to motivate your team, manage your assets more effectively, or simply want to learn new management skills, visiting the event could be one of your most productive business days of the year.
Click the link to register... http://www.helpdeskshow.com/info_vis.php
As pressure on the helpdesk increases, so does the need for support professionals to gain access to more sophisticated products and services.This is why more than 4,000 support professionals visit Europe's premier event, the focal point of Helpdesk & IT Support Week.The Helpdesk & IT Support Show features...
Exhibition With more than 80 exhibitors demonstrating hundreds of new products and services
Technology Seminars & Case Studies A series of briefings and case studies examining the very latest technologies for managing your support operation
People & Process Seminars Leading experts sharing valuable tips on managing the people and processes that underpin your service provision
Interactive Workshops Hands-on practical sessions delivered by some of the worlds most respected practitioners
The Executive Breakfast Briefings Kick-start your day at these dynamic sessions, ideal for those with only a few hours to spare
The Help Desk Institute Industry Advice Centre Providing the visitor with help, advice and access to resources for the industry as a whole
NEW White Paper - "How well are organisations looking after their support staff? - The 2005 Survey" - Everyone who registers in advance can collect this valuable White Paper featuring the most comprehensive employment, salary and benefits survey to date Whether you are replacing or upgrading an existing system, implementing ITIL, looking to motivate your team, manage your assets more effectively, or simply want to learn new management skills, visiting the event could be one of your most productive business days of the year.
Click the link to register... http://www.helpdeskshow.com/info_vis.php
Today's Focus is on Change Management
This weeks Tuesday Focus Topic is on the critical process of Change.
We have three new posts on Dr. ITIL for you with all the relevant links to highlight alternative areas to the traditional methods described in the usual ITIL sources.
They are all designed to get you thinking about how you run and manage change today!
The first post is a new kind of "Change Primer" designed to get you thinking about how you manage your change process internally.
The second post is an excellent example of an IT Change Manual for a massive commercial organisation. You can compare it's contents and depth of scope with your own organization's manual or processes.
The third post is a kind of starter audit template covering the type of areas that you need to be auditing to provide your organization with assurances that change is delivering what it's supposed to deliver.
We have three new posts on Dr. ITIL for you with all the relevant links to highlight alternative areas to the traditional methods described in the usual ITIL sources.
They are all designed to get you thinking about how you run and manage change today!
The first post is a new kind of "Change Primer" designed to get you thinking about how you manage your change process internally.
The second post is an excellent example of an IT Change Manual for a massive commercial organisation. You can compare it's contents and depth of scope with your own organization's manual or processes.
The third post is a kind of starter audit template covering the type of areas that you need to be auditing to provide your organization with assurances that change is delivering what it's supposed to deliver.
Problem Solving - You Can't Let Your Problems Be A Problem
"The Measure of Success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year." - John Foster Dulles.
According to John C. Maxwell, author of 24 books and a regular speaker on the topic of Leadership and Problem Management, leaders with good problem solving ability demonstrate five qualities:-
1. They anticipate problems
2. They accept the truth
3. They see the big picture
4. They handle one thing at a time
5. They don't give up a major goal when they're down
In "The 21 Indispensable Qualities of a Leader", Maxwell identifies the top leadership traits as character, charisma, commitment, communication, competence, courage, discernment, focus, generosity, initiative, listening, passion, positive attitude, problem-solving, relationships, responsibility, security, self-discipline, servanthood, teachability, and vision - and then defines them in ways that readers can absorb and utilize.
Let's see what arises if we quickly apply some ITIL best practice to Maxwell's five qualities ?
1. They anticipate problems - how can ITIL help with this ?
- Implement effective Help desk and Incident Management functions
- Allocate the right amount of resource to effectively deal with standard volume and where necessary peak volumes
- Know that things go wrong, ensure that the Problem Management function shares known errors with the Helpdesk and Incident management to avoid unnecessary repeat work
2. They accept the truth - how can ITIL help with this ?
- Deal with facts, not fiction
- Have meaningful management information produced from accurate tools
- Foster a 'no blame' culture, ensure that release management and change management processes are continuously improved
3. They see the big picture - how can ITIL help with this ?
- The radar is complete; configuration items, change requests, incident tickets, problems, new releases are all under control of ITIL processes
- Situation Assessments or Health Checks can be used to continually assess and then improve the wider operational effectiveness of the organization
4. They handle one thing at a time - how can ITIL help with this ?
- Incidents are prioritised effectively, based on service levels and business impact
- Root cause analysis and elimination within Problem Management enable the underlying cause of problems to be removed from the organization - so the next problem can then be dealt with
5. They don't give up on a major goal when they're down - how can ITIL help with this ?
- Risk based implementation planning
- Executive sponsorship of implementation activities aides continued support
- The results and benefits of previous ITIL activities have been 'sold' so well already that any current hiccup will be tolerated in the knowledge that this leader is driving the organization forward.
It seems that Maxwell's qualities of a leader are indeed complimentary to ITIL best practice, or at least ITIL best practice could support the type of leader who provides sponsorship to ITIL in their own organization. (a hint to all leaders).
>>Learn More At Amazon.com<<
According to John C. Maxwell, author of 24 books and a regular speaker on the topic of Leadership and Problem Management, leaders with good problem solving ability demonstrate five qualities:-
1. They anticipate problems
2. They accept the truth
3. They see the big picture
4. They handle one thing at a time
5. They don't give up a major goal when they're down
In "The 21 Indispensable Qualities of a Leader", Maxwell identifies the top leadership traits as character, charisma, commitment, communication, competence, courage, discernment, focus, generosity, initiative, listening, passion, positive attitude, problem-solving, relationships, responsibility, security, self-discipline, servanthood, teachability, and vision - and then defines them in ways that readers can absorb and utilize.
Let's see what arises if we quickly apply some ITIL best practice to Maxwell's five qualities ?
1. They anticipate problems - how can ITIL help with this ?
- Implement effective Help desk and Incident Management functions
- Allocate the right amount of resource to effectively deal with standard volume and where necessary peak volumes
- Know that things go wrong, ensure that the Problem Management function shares known errors with the Helpdesk and Incident management to avoid unnecessary repeat work
2. They accept the truth - how can ITIL help with this ?
- Deal with facts, not fiction
- Have meaningful management information produced from accurate tools
- Foster a 'no blame' culture, ensure that release management and change management processes are continuously improved
3. They see the big picture - how can ITIL help with this ?
- The radar is complete; configuration items, change requests, incident tickets, problems, new releases are all under control of ITIL processes
- Situation Assessments or Health Checks can be used to continually assess and then improve the wider operational effectiveness of the organization
4. They handle one thing at a time - how can ITIL help with this ?
- Incidents are prioritised effectively, based on service levels and business impact
- Root cause analysis and elimination within Problem Management enable the underlying cause of problems to be removed from the organization - so the next problem can then be dealt with
5. They don't give up on a major goal when they're down - how can ITIL help with this ?
- Risk based implementation planning
- Executive sponsorship of implementation activities aides continued support
- The results and benefits of previous ITIL activities have been 'sold' so well already that any current hiccup will be tolerated in the knowledge that this leader is driving the organization forward.
It seems that Maxwell's qualities of a leader are indeed complimentary to ITIL best practice, or at least ITIL best practice could support the type of leader who provides sponsorship to ITIL in their own organization. (a hint to all leaders).
>>Learn More At Amazon.com<<
How ITIL can revolutionize your Service Desk - FREE Whitepaper
This is an interesting nine page free whitepaper from US company iET solutions that outlines how to revolutionize your Service Desk using ITIL. The paper has some interesting real-life metrics about what exactly ITIL can do for your organization. Obviously the whitepaper also plugs iET's solutions but it mainly does this in the concluding paragraphs, so the paper reads well throughout.
>>Read Full Article<<
>>Read Full Article<<
ITIL Be A Cold Day
Bob Lewis seems frustrated with the lack of freely available ITIL information...he's not alone!
Bob, I've emailed you an invite to join the hundreds of other people who subscribe to Dr. ITIL for free each day...
>>full article<<
Bob, I've emailed you an invite to join the hundreds of other people who subscribe to Dr. ITIL for free each day...
>>full article<<
Phase One: The Visible Ops Methodology
* 2 minute registration is required to access this free research*
Overview: By creating a Change Management process using the Information Technology Process Institute (ITIL) framework, organizations will be able to:-
- Efficiently fulfill audit requirements Increase service levels
e.g. MTTR, MTBF, change success rates
- Decrease cost
e.g. % of unplanned, unscheduled work, server/system administrator ratios
*Click to register and read full document*
Overview: By creating a Change Management process using the Information Technology Process Institute (ITIL) framework, organizations will be able to:-
- Efficiently fulfill audit requirements Increase service levels
e.g. MTTR, MTBF, change success rates
- Decrease cost
e.g. % of unplanned, unscheduled work, server/system administrator ratios
*Click to register and read full document*
FrontRange Reports Sequential Increase in Revenues and Profits; Announces 5th Consecutive Quarter of Sequential Revenue and Profit Growth
Michael McCloskey, CEO of FrontRange, said: "The results of the quarter reflect the progress we have made in reshaping FrontRange into a leading provider of service management, CRM, and voice applications. During the quarter, we have grown license revenues by 29%, operating profit by more than 50% and total revenues by 13% over the prior year.
Our HEAT(R) and GoldMine(R) products continue to attract customers at a rapid clip, and our product and geographic expansions are providing future opportunities for growth." "I am very pleased with our 29% increase in license revenues over the prior year. License revenue growth is one of the most important measures of the health of a software company, and is a strong indication of the value we are delivering to our customers. Customers continue to be excited about our product roadmap enhancements, and the number of new products that we will be bringing to market during the next few quarters. Our commitment to the customer, combined with our stronger focus on going to market through our channel partners, has bolstered our ability to maintain and improve license sales,"
McCloskey stated. "Our business model performance continues to be strong, as evidenced by a 50% increase in operating income and a 65% increase in research and development. This increase in R&D is helping us to deliver new products and enhancements to market, as well as provide localized products for international markets," stated McCloskey.
He added: "We continue to make progress on our product delivery plans, as evidenced by our new HEAT 8.3 release, which offers significant new functionality as well as full integration to our new ITIL modules. This approach allows our customers to retain the investment they have made, while providing significant additional functionality based on best practices." "We're also pleased to announce our new platform and ITSM application," continued McCloskey. "This new product is based upon the ITIL framework, and is being well received by our customers. Although only recently released late in our quarter, we have already won significant contracts from both current and new customers."
>>Read Full Article<<
Our HEAT(R) and GoldMine(R) products continue to attract customers at a rapid clip, and our product and geographic expansions are providing future opportunities for growth." "I am very pleased with our 29% increase in license revenues over the prior year. License revenue growth is one of the most important measures of the health of a software company, and is a strong indication of the value we are delivering to our customers. Customers continue to be excited about our product roadmap enhancements, and the number of new products that we will be bringing to market during the next few quarters. Our commitment to the customer, combined with our stronger focus on going to market through our channel partners, has bolstered our ability to maintain and improve license sales,"
McCloskey stated. "Our business model performance continues to be strong, as evidenced by a 50% increase in operating income and a 65% increase in research and development. This increase in R&D is helping us to deliver new products and enhancements to market, as well as provide localized products for international markets," stated McCloskey.
He added: "We continue to make progress on our product delivery plans, as evidenced by our new HEAT 8.3 release, which offers significant new functionality as well as full integration to our new ITIL modules. This approach allows our customers to retain the investment they have made, while providing significant additional functionality based on best practices." "We're also pleased to announce our new platform and ITSM application," continued McCloskey. "This new product is based upon the ITIL framework, and is being well received by our customers. Although only recently released late in our quarter, we have already won significant contracts from both current and new customers."
>>Read Full Article<<
PlanView 'Maximizes the Business Value of IT' (New ITIL Service Portfolio Management Component)
PlanView, Inc., a provider of portfolio management solutions, today announced PlanView Enterprise TM, a comprehensive IT portfolio management solution that seeks to maximize the business value of IT. Accordint to the company, PlanView Enterprise empowers organizations to make critical decisions by balancing all IT resources – including people, funds, assets and processes – with overall business objectives.
The company provided the following additional details on each component of PlanView Enterprise:
Enterprise Portfolio Management – Gives decision makers real-time intelligence on IT resource capacity, including staff and financial investments. Enterprise portfolio management uses investment analysis to prioritize strategies and ensure that they are aligned with existing IT resources. Through high-level dashboard capabilities, executives gain visibility into the efforts that consume IT spending. The end result is improved decision-making – and greater returns – on future investments.
Project Portfolio Management – Gives project and resource managers unparalleled management and control capabilities, enhanced insight and drill-down views into project and resource portfolios enterprise-wide. Cross-project dependencies are clearly defined, and redundant work can be identified and eliminated. Project portfolio management provides project managers with tools to help them scope and estimate work, collaborate with resource managers, mitigate risks and link work with strategic lifecycles.
Service Portfolio Management – Gives IT and business staff tools for financial planning, service topology and asset inventory to facilitate service delivery to the business. PlanView uses the Information Technology Information Library (ITIL) standards as the foundation for IT service delivery. The result defines the total cost of the resources; labor, contracts and assets to deliver IT services to the business.
PRISMS – PRISMS is a set of adaptive IT management best practices that enable customers to achieve improved process maturity in seven key areas. The solution allows companies to define, measure, analyze, improve and control technology services. PRISMS offers four different delivery mechanisms; documentation, software, onsite services and an online expert community. PlanView's Process Delivery Center, a configurable infrastructure, further enables organizations to tailor PRISMS best practices to their requirements. It is an agile set of best practices reflective of the uniqueness of each organization.
>>Read Full Article<<
The company provided the following additional details on each component of PlanView Enterprise:
Enterprise Portfolio Management – Gives decision makers real-time intelligence on IT resource capacity, including staff and financial investments. Enterprise portfolio management uses investment analysis to prioritize strategies and ensure that they are aligned with existing IT resources. Through high-level dashboard capabilities, executives gain visibility into the efforts that consume IT spending. The end result is improved decision-making – and greater returns – on future investments.
Project Portfolio Management – Gives project and resource managers unparalleled management and control capabilities, enhanced insight and drill-down views into project and resource portfolios enterprise-wide. Cross-project dependencies are clearly defined, and redundant work can be identified and eliminated. Project portfolio management provides project managers with tools to help them scope and estimate work, collaborate with resource managers, mitigate risks and link work with strategic lifecycles.
Service Portfolio Management – Gives IT and business staff tools for financial planning, service topology and asset inventory to facilitate service delivery to the business. PlanView uses the Information Technology Information Library (ITIL) standards as the foundation for IT service delivery. The result defines the total cost of the resources; labor, contracts and assets to deliver IT services to the business.
PRISMS – PRISMS is a set of adaptive IT management best practices that enable customers to achieve improved process maturity in seven key areas. The solution allows companies to define, measure, analyze, improve and control technology services. PRISMS offers four different delivery mechanisms; documentation, software, onsite services and an online expert community. PlanView's Process Delivery Center, a configurable infrastructure, further enables organizations to tailor PRISMS best practices to their requirements. It is an agile set of best practices reflective of the uniqueness of each organization.
>>Read Full Article<<
The Two Worlds Of Availability Management
With Availability Management there are two main aspects to consider...two worlds if you like...(a) Pro-active and (b) Re-active.
Most organisations focus (in their production environments) on just (b) Re-active - which usually consists of constant firefighting or trying to minimise the time taken to restore normal service in production (say, after a major incident).
Good practices for (b) include:-
- SLA's for all IT functions to ensure that response and fix times meet business needs. Most don't.
- Empowering teams to "get service up" thereby protecting the level of availability
- "mopping up" after incidents by carrying out "post mortems" to look at:- what went wrong, why, underlying root cause, root cause elimination programme/initiative, tracking progress through to succesful conclusion.
- Establish a firm "post mortem" process that's inclusive and does not blame anyone or point the finger (people are put off and don't go again!)
- Make eliminating root cause(s) part of everyone's goals. Availability figures for uptime will soon increase!
- Publish weekly and monthly availability figures to everyone. Everyone in the IT function plays some part in preserving or improving the availability of systems and services.
As for (a) Pro-active Availability Management...well...if you can make the time through the effective use of the techniques outlined above, then you have more time to do (a)
*Remember "prevention is better than cure" and it's the same for availability*
Some ideas for (a)...
- Build availability in - from scratch - from the beginning of the project/new system inception or whatever it is you call it in your organisation.
- Gather true end-user requirements and vigorously protect them through-out the project lifecycle.
- Ensure that the user community know what it costs to provide such (typically) high levels of availability. Ensure that the sponsor in the project knows and is prepared to fund (and continue to fund) this level of expenditure.
- Design not just high systems availability - but high service availability. In many ways this is harder than systems availability! Anyone can buy "two of every box" and "fault resilient this and that" but have you ever bought a fault tolerant human?! We all are to some extent but seriously, to protect systems availability - you need highly available underpinning services. These can be services your business utilise every day, or perhaps internal IT services that support the production environment. Availability is a constant battle. It costs money to do properly. It takes time to see the results (so measure and report on them frequently!)
Final thought...How much does 0.01% loss of availability cost your business area? If you don't know - you should find out. Sometimes the business doesn't need 99.999% and they will be comfortable with 98.5% when they see the incremental costs involved in "5 nine's" Availability.
Feel like adding your thoughts to this post? Simply add your comment by clicking below...
Most organisations focus (in their production environments) on just (b) Re-active - which usually consists of constant firefighting or trying to minimise the time taken to restore normal service in production (say, after a major incident).
Good practices for (b) include:-
- SLA's for all IT functions to ensure that response and fix times meet business needs. Most don't.
- Empowering teams to "get service up" thereby protecting the level of availability
- "mopping up" after incidents by carrying out "post mortems" to look at:- what went wrong, why, underlying root cause, root cause elimination programme/initiative, tracking progress through to succesful conclusion.
- Establish a firm "post mortem" process that's inclusive and does not blame anyone or point the finger (people are put off and don't go again!)
- Make eliminating root cause(s) part of everyone's goals. Availability figures for uptime will soon increase!
- Publish weekly and monthly availability figures to everyone. Everyone in the IT function plays some part in preserving or improving the availability of systems and services.
As for (a) Pro-active Availability Management...well...if you can make the time through the effective use of the techniques outlined above, then you have more time to do (a)
*Remember "prevention is better than cure" and it's the same for availability*
Some ideas for (a)...
- Build availability in - from scratch - from the beginning of the project/new system inception or whatever it is you call it in your organisation.
- Gather true end-user requirements and vigorously protect them through-out the project lifecycle.
- Ensure that the user community know what it costs to provide such (typically) high levels of availability. Ensure that the sponsor in the project knows and is prepared to fund (and continue to fund) this level of expenditure.
- Design not just high systems availability - but high service availability. In many ways this is harder than systems availability! Anyone can buy "two of every box" and "fault resilient this and that" but have you ever bought a fault tolerant human?! We all are to some extent but seriously, to protect systems availability - you need highly available underpinning services. These can be services your business utilise every day, or perhaps internal IT services that support the production environment. Availability is a constant battle. It costs money to do properly. It takes time to see the results (so measure and report on them frequently!)
Final thought...How much does 0.01% loss of availability cost your business area? If you don't know - you should find out. Sometimes the business doesn't need 99.999% and they will be comfortable with 98.5% when they see the incremental costs involved in "5 nine's" Availability.
Feel like adding your thoughts to this post? Simply add your comment by clicking below...
Assess And Improve Your IT Service Capability
*Detailed Report*
The IT Service Capability Maturity Model is designed to help IT Service providers both assess and improve their service capability.
This article links to the full 224 page report that you can instantly download.
The report notes that, "ITIL is a framework of best practices, organised by different processes, whereas the IT Service Capability Model is an ordered set of key processes that provide an improvement path for IT Service providers"
This may be a valuable companion to your ITIL implementation or improvement initiative.
>>Download PDF... May take a couple of minutes<<
For more information please visit:- http://www.itservicecmm.org/index.html
The IT Service Capability Maturity Model is designed to help IT Service providers both assess and improve their service capability.
This article links to the full 224 page report that you can instantly download.
The report notes that, "ITIL is a framework of best practices, organised by different processes, whereas the IT Service Capability Model is an ordered set of key processes that provide an improvement path for IT Service providers"
This may be a valuable companion to your ITIL implementation or improvement initiative.
>>Download PDF... May take a couple of minutes<<
For more information please visit:- http://www.itservicecmm.org/index.html
itSMF Boosts The Professionalism Of IT Management
By David DeJean at www.systemsmanagementpipeline.com
"Why is ITIL such a hot topic? It's partially because the ITIL best-practices framework has provided a framework for communication, says McGinnis. "It's caught lots of people's attention because of needs like getting incident management people and problem management people together," he said. "And it's also a good way to network with other companies without infringing on corporate secrets."
As one attendee at the LIG meeting put it, "ITIL's timing is good because of Sarbanes-Oxley and similar compliance requirements. Right now IT needs to be proactive, to manage to standards, and just at the right time, ITIL provides those standards."
>>Full Article<<
"Why is ITIL such a hot topic? It's partially because the ITIL best-practices framework has provided a framework for communication, says McGinnis. "It's caught lots of people's attention because of needs like getting incident management people and problem management people together," he said. "And it's also a good way to network with other companies without infringing on corporate secrets."
As one attendee at the LIG meeting put it, "ITIL's timing is good because of Sarbanes-Oxley and similar compliance requirements. Right now IT needs to be proactive, to manage to standards, and just at the right time, ITIL provides those standards."
>>Full Article<<
Selling The Benefits of Change, Configuration and Release Management
By Shirley Lacy, ConnectSphere Ltd and Michael Kennedy
['Past Master' Presentation Pack from the UK's ITSMF Conference 2002]
"Change, Configuration and Release Management are essential building blocks in establishing controlled and stable live environments.
Understanding the configurations that make up your services is a pre-requisite to delivering good services to your customers.
How else can you manage the risks and impact of change on your business critical services? OK so far – but what happens when you ask for the investment and people to deliver configuration management?
Selling the benefits at all levels is crucial to ensure success. Shirley and Michael will present some practical examples and case studies on what has worked for organizations in different industries and different levels of capability."
>>View presentation. You need Powerpoint (or Viewer)<<
['Past Master' Presentation Pack from the UK's ITSMF Conference 2002]
"Change, Configuration and Release Management are essential building blocks in establishing controlled and stable live environments.
Understanding the configurations that make up your services is a pre-requisite to delivering good services to your customers.
How else can you manage the risks and impact of change on your business critical services? OK so far – but what happens when you ask for the investment and people to deliver configuration management?
Selling the benefits at all levels is crucial to ensure success. Shirley and Michael will present some practical examples and case studies on what has worked for organizations in different industries and different levels of capability."
>>View presentation. You need Powerpoint (or Viewer)<<
CA and BearingPoint Announce Alliance to Deliver ITIL-Based IT Service Management
ComputerAssociates International, Inc. and BearingPoint, Inc. today announced an alliance to help customers implement Information Technology Infrastructure Library (ITIL) best practices for IT service management andmaximize the business value from their growing IT investments.
The alliance combines CA's industry-leading Unicenter Service Managementsolutions and BearingPoint's methodologies and expertise in ITIL-based IT service management implementation - enabling customers to quickly andeffectively adopt and maintain best practices, enhancing their existing internal skill sets and/or resource levels.
>>Full Article<<
The alliance combines CA's industry-leading Unicenter Service Managementsolutions and BearingPoint's methodologies and expertise in ITIL-based IT service management implementation - enabling customers to quickly andeffectively adopt and maintain best practices, enhancing their existing internal skill sets and/or resource levels.
>>Full Article<<
NEW - IT Service Management (ITSM) Policy Template from Janco INC
Janco is a management consulting firm that focuses on Information Technology, and in particular on the strategic application of information technology to gain competitive business advantage.
Janco have just released a new document designed to assist IT managers with their ITIL implementation and planning.
From http://www.e-janco.com/index.htm
"The IT Service Management Policy Template is a 71 page document that contains policies, standards, procedures and metrics for Change Control, Help Desk and Service Request processing. ITSM template also contains the Business and IT Impact Questionnaire, a Change Control Request Form and an Internet Use Approval Form.
It conforms with ITIL.
The template can be purchased by itself or with supporting job descriptions. We do provide an update service for the template as it is modified. You can see a full table of contents and some sample pages by clicking on the link below."
>>Full Article<<
Janco have just released a new document designed to assist IT managers with their ITIL implementation and planning.
From http://www.e-janco.com/index.htm
"The IT Service Management Policy Template is a 71 page document that contains policies, standards, procedures and metrics for Change Control, Help Desk and Service Request processing. ITSM template also contains the Business and IT Impact Questionnaire, a Change Control Request Form and an Internet Use Approval Form.
It conforms with ITIL.
The template can be purchased by itself or with supporting job descriptions. We do provide an update service for the template as it is modified. You can see a full table of contents and some sample pages by clicking on the link below."
>>Full Article<<
The Focus Is On Problem Management Today!
Today Dr. ITIL takes a very special focus on ITIL Problem Management.
Featuring four specially selected, diverse and fascinating articles which help you to build up your knowledge of this vital process in real-life. Not just the theory.
Root Cause Analysis techniques and how to develop them are also a running feature throughout today's articles.
"The Lost World Of Problem Management" - Karen Ferris.
- Takes a critical look at how organisations manage the Problem Management Function, somtimes incorrectly confusing it with the Incident Management function. Good introduction.
"Root Cause Analysis For Beginners" - James R. Rooney and Lee N. Vanden Heuvel.
- Don't be fooled by the title! This white paper really takes you through your paces and leaves you much wiser than before you started with definitions, techniques and how to graphically present root cause analysis. An excellent tutorial.
"Prevention or Blame" - From Think Reliability.
- Examines the more cultural aspects of managing the Problem Management function with a particular emphasis on how organizations suffer when they adopt use 'blame' as a way of eliminating root cause. This one get's you thinking about the people aspects of ITIL service delivery.
"Why Can't You Get To Root Cause?" - Introducing the TapRoot toolset.
- There is a distinct lack of root cause analysis tools that can be generically applied across technology, service and business problems - well here's a brilliant one! Built after years of research into real-life problems - TapRoot is as simple or as complex as your problems are. Take a look and think through what tools your organisation is lacking in this area.
Featuring four specially selected, diverse and fascinating articles which help you to build up your knowledge of this vital process in real-life. Not just the theory.
Root Cause Analysis techniques and how to develop them are also a running feature throughout today's articles.
"The Lost World Of Problem Management" - Karen Ferris.
- Takes a critical look at how organisations manage the Problem Management Function, somtimes incorrectly confusing it with the Incident Management function. Good introduction.
"Root Cause Analysis For Beginners" - James R. Rooney and Lee N. Vanden Heuvel.
- Don't be fooled by the title! This white paper really takes you through your paces and leaves you much wiser than before you started with definitions, techniques and how to graphically present root cause analysis. An excellent tutorial.
"Prevention or Blame" - From Think Reliability.
- Examines the more cultural aspects of managing the Problem Management function with a particular emphasis on how organizations suffer when they adopt use 'blame' as a way of eliminating root cause. This one get's you thinking about the people aspects of ITIL service delivery.
"Why Can't You Get To Root Cause?" - Introducing the TapRoot toolset.
- There is a distinct lack of root cause analysis tools that can be generically applied across technology, service and business problems - well here's a brilliant one! Built after years of research into real-life problems - TapRoot is as simple or as complex as your problems are. Take a look and think through what tools your organisation is lacking in this area.
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Please note - An invitation to receive Dr. ITIL (free) will be emailed to the person you choose. They must accept the invitation to receive Dr. ITIL.
"ITIL adoption is growing like a weed" reports David L. Margulius, at InfoWorld.com
Extract from, "Taking a page from ITIL's best practices", by David L. Margulius.
www.infoworld.com
ITIL adoption is growing like a weed.
Four years ago, ITIL was already in high gear in Europe, but almost no one in the United States had heard of it.
Today a rapidly growing North American industry of consultants, conferences, and training resources is spreading the ITIL gospel and helping customers implement it. “We can’t keep up with the demand from organizations like the big airlines, government departments, and banks and insurance companies,” says David Ratcliffe, CEO of Pink Elephant, an ITIL consultancy based in Toronto.
“It’s spreading like wildfire across large U.S. companies,” says Kathryn Pizzo, a group program manager at Microsoft’s consulting division.
That growth raises some interesting big-picture questions about the future of IT: Could ITIL, with its concept of a CMDB (centralized configuration management database), be the catalyst for the widespread realization of utility computing? And will success with ITIL hinge more on automating processes, as vendors would like us to believe, or on getting human beings to work more efficiently?
>>Read the full article<<
www.infoworld.com
ITIL adoption is growing like a weed.
Four years ago, ITIL was already in high gear in Europe, but almost no one in the United States had heard of it.
Today a rapidly growing North American industry of consultants, conferences, and training resources is spreading the ITIL gospel and helping customers implement it. “We can’t keep up with the demand from organizations like the big airlines, government departments, and banks and insurance companies,” says David Ratcliffe, CEO of Pink Elephant, an ITIL consultancy based in Toronto.
“It’s spreading like wildfire across large U.S. companies,” says Kathryn Pizzo, a group program manager at Microsoft’s consulting division.
That growth raises some interesting big-picture questions about the future of IT: Could ITIL, with its concept of a CMDB (centralized configuration management database), be the catalyst for the widespread realization of utility computing? And will success with ITIL hinge more on automating processes, as vendors would like us to believe, or on getting human beings to work more efficiently?
>>Read the full article<<
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Don't forget to visit the Dr. ITIL Knowledge Pool today!
Packed full of the previous weeks articles, links, white papers, news and events - don't forget to visit the Dr. ITIL Knowledge Pool.
Check out the weekly links on the right now >>>
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Check out the weekly links on the right now >>>
Enjoy!
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