Robust Processes are becoming the cornerstone of repeatable, reliable and cost effective delivery of IT Services to Business Lines.
The 12 key characteristics of Robust Processes are listed in this excellent article from www.informit.com which also highlights the four characteristics of effective metrics for measuring the Process.
Read More About Developing Robust Processes
The Role of ITIL Change Management in Control
ITIL Change Management is a fundamental starting place for effective Infrastructure Control, but building on ITIL is the Visible Ops Methodology which aims to help the organization not just 'put fires out' but prevent them from occurring in the first instance.
Learn more about the role of ITIL Change Management and Visible Ops...
Link To Article NOW
Did you enjoy this article? There are many more on the Visible Ops Methodology within the Archives of Dr. ITIL. Use the Google Search Facility to find more.
Learn more about the role of ITIL Change Management and Visible Ops...
Link To Article NOW
Did you enjoy this article? There are many more on the Visible Ops Methodology within the Archives of Dr. ITIL. Use the Google Search Facility to find more.
Change Management Process Guide - FREE access with Dr. ITIL Today
Continuing today with Change Management, Dr. ITIL presents another link to a credible and principle based Process Guide complete with role descriptions, process flows, scoping information and in-depth process walkthroughs.
Link To FREE 44 Page Change Management Process Guide NOW
Did You Enjoy This Guide? Why not use the Google Search facility at the top of this page to search for other FREE guides. [Hint... tap in the words 'FREE' and 'guide']
Link To FREE 44 Page Change Management Process Guide NOW
Did You Enjoy This Guide? Why not use the Google Search facility at the top of this page to search for other FREE guides. [Hint... tap in the words 'FREE' and 'guide']
A Warm Welcome To Dr. ITIL
Welcome to Dr. ITIL - you can catch up on the last few day's posts including brilliant articles on Configuration Manangement, Service Capability Models and other key ITIL guides and information by scrolling down this page now...
Dr. ITIL - We're totally FREE so see You Tomorrow!
Dr. ITIL - We're totally FREE so see You Tomorrow!
How To Develop A Robust Configuration Management Process
Are you interested in learning how to develop a robust configuration management process? Well Jeff Rohloff has the answers.
The following are five lessons we learned during the initial phases of implementing a configuration process.
1. Assemble cross-functional team – One of the best approaches we used was to assemble a cross-functional team of key representatives of all of the infrastructure groups. This provided valuable input from a variety of viewpoints and critically needed buy-in across the infrastructure.
2. Agree on a definition of configuration – I found that by identifying several definitions of configuration management from reputable sources led us to a definition that all parties agreed with and understood. It emphasized a proactive approach and resulted in strong buy-in and support from executives and team leads alike.
3. Research what others have done similar to your environment – I sought out other IT environments similar to my own such as Clark County and the Los Angeles Police Department to learn of their experiences with configuration management. This saved us time and effort in learning which products and procedures worked best. For example, trying to find a single product that would address all of our needs was not realistic as others found out. Instead, we scaled our project down in scope and used multiple products linked together.
4. Conduct a SWOT session at the outset – We participated in a professionally-facilitated brainstorming session to identify and prioritize our strengths, weaknesses, opportunities and threats (SWOT) concerning configuration management. This helped us to exploit the strengths we already had such as in-house tools and to mitigate weaknesses such as lack of integration with other processes.
5. Bring in outside professional help when appropriate – We hired a professional consultant who led us through a brainstorming session to assess where we were and the best method to use to get to where we wanted to be. This enabled us to focus on only the parts of our environment most critical to our needs.
Want to learn more and read Jeff's other articles? Click through the link below...
*Read the Full Article*
The following are five lessons we learned during the initial phases of implementing a configuration process.
1. Assemble cross-functional team – One of the best approaches we used was to assemble a cross-functional team of key representatives of all of the infrastructure groups. This provided valuable input from a variety of viewpoints and critically needed buy-in across the infrastructure.
2. Agree on a definition of configuration – I found that by identifying several definitions of configuration management from reputable sources led us to a definition that all parties agreed with and understood. It emphasized a proactive approach and resulted in strong buy-in and support from executives and team leads alike.
3. Research what others have done similar to your environment – I sought out other IT environments similar to my own such as Clark County and the Los Angeles Police Department to learn of their experiences with configuration management. This saved us time and effort in learning which products and procedures worked best. For example, trying to find a single product that would address all of our needs was not realistic as others found out. Instead, we scaled our project down in scope and used multiple products linked together.
4. Conduct a SWOT session at the outset – We participated in a professionally-facilitated brainstorming session to identify and prioritize our strengths, weaknesses, opportunities and threats (SWOT) concerning configuration management. This helped us to exploit the strengths we already had such as in-house tools and to mitigate weaknesses such as lack of integration with other processes.
5. Bring in outside professional help when appropriate – We hired a professional consultant who led us through a brainstorming session to assess where we were and the best method to use to get to where we wanted to be. This enabled us to focus on only the parts of our environment most critical to our needs.
Want to learn more and read Jeff's other articles? Click through the link below...
*Read the Full Article*
Introducing An Important New Model To Help You Improve The Quality Of Your Service Delivery Today
The IT Service Capability Maturity Model (IT Service CMM®) is a maturity growth model aimed at providers of IT services, such as management of hardware and software, operations, and software maintenance.
The structure of the model is equal to that of the Software CMM, the contents of the IT Service CMM, however, are key process areas needed for mature IT service provision.
What is the IT Service CMM?
The objective of the IT Service CMM is twofold:-
1. To enable IT service providers to assess their capabilities with respect to the delivery of IT services.
2. To provide IT service providers with directions and steps for further improvement of their service capability.
The IT Service CMM aims to fulfill these goals by measuring the capability of the IT service processes of organizations on a five level ordinal scale. Each level prescribes certain key processes that have to be in place before an organization resides on that level.
Key processes implement a set of related activities that, when performed collectively, achieve a set of goals considered important for enhancing service process capability. Hence, organizations can improve their service capability by implementing these key processes.
We measure the service process maturity of organizations on a five level ordinal scale.
i) The first "initial" level has no associated key process areas. This is the level where all IT service organizations reside that have not implemented the level two key process areas.
ii) Level two is the repeatable level. Organizations that have reached level two will be able to repeat earlier successes in similar circumstances. Thus the emphasis of level two is on getting the IT services right for one customer.
iii) On level three, the defined level, the service organization has defined its processes and is using tailored versions of these standard processes to deliver the services. By using common organization-wide standard processes, the process capability to deliver services consistently is improved.
iv) At level four, the managed level, organizations gain quantitative insight into their service processes and service quality. By using measurements and an organization-wide measurement database organizations are able to set and achieve quantitative quality goals.
v) Finally, at level five, the optimizing level, the entire organization is focused on continuous process and service improvement. Using the quantitative measurements the organization prevents problems from recurring by changing the processes. The organization is able to introduce new technologies and services into the organization in an orderly manner.
How can the IT Service CMM be used?
As the IT Service CMM has two main goals, there are two main ways in which the model can be applied: as a guide for the implementation of IT service processes and as a means to assess the current state of the IT service organization. In the latter case, a process assessment is done to investigate the current state of affairs and to generate improvement actions.
The A2I: Assess to Improve assessment approach can be used to perform a self-assessment against the IT Service CMM. The A2I approach consists of three phases:
- Preparation: during the preparation phase a sponsor is appointed, budgets are set, the assessment team is established and the assessment participants are determined.
- Execution: during the execution phase the following activities are performed:
~ kick-off meeting with all employees present
~ assessment participants fill in questionnaires
~ questionnaires are analysed by the assessment team
~ assessment participants are interviewed by the assessment team based on the questionnaires and interviews, a preliminary list of strong and weak points of the organization is made during several key process area discussions, the strong and weak points are discussed, (directions for) solutions are determined and action items are defined
~ this phase is ended with a feedback meeting, again with all employees present, to report on the results of the assessment This phase takes one to two weeks, depending on the size of the organization.
- Aftercare: after the assessment a written report is delivered to the sponsor, and the assessment team is debriefed. The sponsor is responsible for monitoring the implementation of the improvement actions.
To learn more about the IT Service Capability Maturiy Model please click the links below:-
Introducing the ITSCMM
Download the ITSCMM
The structure of the model is equal to that of the Software CMM, the contents of the IT Service CMM, however, are key process areas needed for mature IT service provision.
What is the IT Service CMM?
The objective of the IT Service CMM is twofold:-
1. To enable IT service providers to assess their capabilities with respect to the delivery of IT services.
2. To provide IT service providers with directions and steps for further improvement of their service capability.
The IT Service CMM aims to fulfill these goals by measuring the capability of the IT service processes of organizations on a five level ordinal scale. Each level prescribes certain key processes that have to be in place before an organization resides on that level.
Key processes implement a set of related activities that, when performed collectively, achieve a set of goals considered important for enhancing service process capability. Hence, organizations can improve their service capability by implementing these key processes.
We measure the service process maturity of organizations on a five level ordinal scale.
i) The first "initial" level has no associated key process areas. This is the level where all IT service organizations reside that have not implemented the level two key process areas.
ii) Level two is the repeatable level. Organizations that have reached level two will be able to repeat earlier successes in similar circumstances. Thus the emphasis of level two is on getting the IT services right for one customer.
iii) On level three, the defined level, the service organization has defined its processes and is using tailored versions of these standard processes to deliver the services. By using common organization-wide standard processes, the process capability to deliver services consistently is improved.
iv) At level four, the managed level, organizations gain quantitative insight into their service processes and service quality. By using measurements and an organization-wide measurement database organizations are able to set and achieve quantitative quality goals.
v) Finally, at level five, the optimizing level, the entire organization is focused on continuous process and service improvement. Using the quantitative measurements the organization prevents problems from recurring by changing the processes. The organization is able to introduce new technologies and services into the organization in an orderly manner.
How can the IT Service CMM be used?
As the IT Service CMM has two main goals, there are two main ways in which the model can be applied: as a guide for the implementation of IT service processes and as a means to assess the current state of the IT service organization. In the latter case, a process assessment is done to investigate the current state of affairs and to generate improvement actions.
The A2I: Assess to Improve assessment approach can be used to perform a self-assessment against the IT Service CMM. The A2I approach consists of three phases:
- Preparation: during the preparation phase a sponsor is appointed, budgets are set, the assessment team is established and the assessment participants are determined.
- Execution: during the execution phase the following activities are performed:
~ kick-off meeting with all employees present
~ assessment participants fill in questionnaires
~ questionnaires are analysed by the assessment team
~ assessment participants are interviewed by the assessment team based on the questionnaires and interviews, a preliminary list of strong and weak points of the organization is made during several key process area discussions, the strong and weak points are discussed, (directions for) solutions are determined and action items are defined
~ this phase is ended with a feedback meeting, again with all employees present, to report on the results of the assessment This phase takes one to two weeks, depending on the size of the organization.
- Aftercare: after the assessment a written report is delivered to the sponsor, and the assessment team is debriefed. The sponsor is responsible for monitoring the implementation of the improvement actions.
To learn more about the IT Service Capability Maturiy Model please click the links below:-
Introducing the ITSCMM
Download the ITSCMM
Recommend a Colleague or Friend to the Webs Largest Collection of FREE ITIL Guides, Links and Articles
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You can recommend your Boss, people in your team, new starters who are perhaps just getting into ITIL - even your colleagues in Development ;>
It's takes less than 30 seconds to do...
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We currently have 600+ people who receive email updates about what's new on www.dritil.com.
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Thanks for Your Support and Happy Recommending!
Managing the IT Configuration - Top Priority
A new independant survey [commissioned by Managed Objects and conducted by Enterprise Management Associates] shows that enterprise IT leaders have made monitoring and managing the IT configuration a top IT priority, with 86% reporting an immediate or long-term need to manage it more accurately.
From the report, we learn, "Other key findings are:
* Configuration management database projects are under way or will begin shortly - 46% of respondents say they have implemented a configuration management database (CMDB) and another 36% are planning an implementation.
* Existing CMDBs are updated infrequently - 48% of respondents said they update the CMDB monthly or even less frequently; only 21% reported updating their information either daily or in real-time.
* Mapping IT relationships and dependencies is a manually intensive process - only 33% reported using software to map relationships between elements in the IT infrastructure."
Read The Full Article Here
From the report, we learn, "Other key findings are:
* Configuration management database projects are under way or will begin shortly - 46% of respondents say they have implemented a configuration management database (CMDB) and another 36% are planning an implementation.
* Existing CMDBs are updated infrequently - 48% of respondents said they update the CMDB monthly or even less frequently; only 21% reported updating their information either daily or in real-time.
* Mapping IT relationships and dependencies is a manually intensive process - only 33% reported using software to map relationships between elements in the IT infrastructure."
Read The Full Article Here
ITIL - A Tale Of Two Continents
Ever wondered what the difference in ITIL take-on is between the US and the UK ? Why does earlier adoption in the UK and Europe not bother the US giants of industry?
Malcolm Fry, reporting on www.nextslm.org answers these questions and puts some important context around the great service culture debate.
Malcolm reports, "I have often wondered whether the difference lies in the culture of the two continents or is it because ITIL was developed in the UK and has had longer to establish in Europe. Everybody knows that the US and European cultures are different and I am sure that we all have examples so I will let you supply your own example. However the main cultural difference that intrigues me is the attitude towards service".
Access the Full Article Here
Malcolm Fry, reporting on www.nextslm.org answers these questions and puts some important context around the great service culture debate.
Malcolm reports, "I have often wondered whether the difference lies in the culture of the two continents or is it because ITIL was developed in the UK and has had longer to establish in Europe. Everybody knows that the US and European cultures are different and I am sure that we all have examples so I will let you supply your own example. However the main cultural difference that intrigues me is the attitude towards service".
Access the Full Article Here
ITIL for the CIO: Answers to Frequently Asked Questions
What is ITIL? What are the benefits of implementing ITIL? What are other Organizations doing with ITIL? These are some of the questions answered by David Pultorak in his recent article for Tech Republic Online (www.techrepublic.com)
Pultorak lists the main benefits derived from an ITIL implementation include increased:
- Competitive advantage through cost reduction and by enabling growth and agility by the flexibility and scalability inherent in standardized processes and service organization
- Business efficiency through streamlining of IT processes and better alignment between vital business functions and IT services
- IT value through business and IT operational and goal alignment
- Improved internal customer and user satisfaction
- Speed and completeness of compliance with regulatory authorities, through a defensible standard model on which control objectives can be built
We would add the following to his list too:-
- Increased Service agility and 'speed to respond' to changes in service demand, due to the correct inferfaces and touchpoints in place between IT and the business lines, providing advance warning of changes in demand
- Improved visibility of cost to deliver service and a deeper understanding of resource efficiency and effectiveness through adoption of granular metrics, KPI's and reporting
- Increased senior/executive perception of IT being 'value for money' and adds real value to the business lines
Read the Full Article Here
Do you have any more benefits to add to our lists? Have you specifically realised additional benefits that you did not originially set out to achieve? Why not share them (even anonymously) by posting a quick piece of your thinking...
There are more articles on the benefits and value of ITIL. Try searching using the Google Search Box at the top of this page using keywords 'benefit' and 'value'.
Pultorak lists the main benefits derived from an ITIL implementation include increased:
- Competitive advantage through cost reduction and by enabling growth and agility by the flexibility and scalability inherent in standardized processes and service organization
- Business efficiency through streamlining of IT processes and better alignment between vital business functions and IT services
- IT value through business and IT operational and goal alignment
- Improved internal customer and user satisfaction
- Speed and completeness of compliance with regulatory authorities, through a defensible standard model on which control objectives can be built
We would add the following to his list too:-
- Increased Service agility and 'speed to respond' to changes in service demand, due to the correct inferfaces and touchpoints in place between IT and the business lines, providing advance warning of changes in demand
- Improved visibility of cost to deliver service and a deeper understanding of resource efficiency and effectiveness through adoption of granular metrics, KPI's and reporting
- Increased senior/executive perception of IT being 'value for money' and adds real value to the business lines
Read the Full Article Here
Do you have any more benefits to add to our lists? Have you specifically realised additional benefits that you did not originially set out to achieve? Why not share them (even anonymously) by posting a quick piece of your thinking...
There are more articles on the benefits and value of ITIL. Try searching using the Google Search Box at the top of this page using keywords 'benefit' and 'value'.
ITIL for the CIO: Answers to Frequently Asked Questions
What is ITIL? What are the benefits of implementing ITIL? What are other Organizations doing with ITIL? These are some of the questions answered by David Pultorak in his recent article for Tech Republic Online (www.techrepublic.com)
Pultorak lists the main benefits derived from an ITIL implementation include increased:
- Competitive advantage through cost reduction and by enabling growth and agility by the flexibility and scalability inherent in standardized processes and service organization
- Business efficiency through streamlining of IT processes and better alignment between vital business functions and IT services
- IT value through business and IT operational and goal alignment
- Improved internal customer and user satisfaction
- Speed and completeness of compliance with regulatory authorities, through a defensible standard model on which control objectives can be built
We would add the following to his list too:-
- Increased Service agility and 'speed to respond' to changes in service demand, due to the correct inferfaces and touchpoints in place between IT and the business lines, providing advance warning of changes in demand
- Improved visibility of cost to deliver service and a deeper understanding of resource efficiency and effectiveness through adoption of granular metrics, KPI's and reporting
- Increased senior/executive perception of IT being 'value for money' and adds real value to the business lines
Read the Full Article Here
Do you have any more benefits to add to our lists? Have you specifically realised additional benefits that you did not originially set out to achieve? Why not share them (even anonymously) by posting a quick piece of your thinking...
There are more articles on the benefits and value of ITIL. Try searching using the Google Search Box at the top of this page using keywords 'benefit' and 'value'.
Pultorak lists the main benefits derived from an ITIL implementation include increased:
- Competitive advantage through cost reduction and by enabling growth and agility by the flexibility and scalability inherent in standardized processes and service organization
- Business efficiency through streamlining of IT processes and better alignment between vital business functions and IT services
- IT value through business and IT operational and goal alignment
- Improved internal customer and user satisfaction
- Speed and completeness of compliance with regulatory authorities, through a defensible standard model on which control objectives can be built
We would add the following to his list too:-
- Increased Service agility and 'speed to respond' to changes in service demand, due to the correct inferfaces and touchpoints in place between IT and the business lines, providing advance warning of changes in demand
- Improved visibility of cost to deliver service and a deeper understanding of resource efficiency and effectiveness through adoption of granular metrics, KPI's and reporting
- Increased senior/executive perception of IT being 'value for money' and adds real value to the business lines
Read the Full Article Here
Do you have any more benefits to add to our lists? Have you specifically realised additional benefits that you did not originially set out to achieve? Why not share them (even anonymously) by posting a quick piece of your thinking...
There are more articles on the benefits and value of ITIL. Try searching using the Google Search Box at the top of this page using keywords 'benefit' and 'value'.
Yeah! We've got Google Search Now!!
By popular demand we've installed the Google Search Toolbar at the top of all Dr. ITIL Pages. Now you can easily search the Dr. ITIL archives for all your articles and white papers on all ITIL disciplines.
The key things you've been searching for so far include:-
- CMDB
- Problem Management
- Change Management Process
- Benefits of ITIL
- How to Implement ITIL
- Pitfalls + ITIL
Why not have a go yourself today?
Know anyone who regularly has the need for ITIL information? Hit the "Tell a Friend" button and recommend Dr. ITIL to someone who needs it!
Remember - Dr. ITIL is FREE - so see you tomorrow!
The key things you've been searching for so far include:-
- CMDB
- Problem Management
- Change Management Process
- Benefits of ITIL
- How to Implement ITIL
- Pitfalls + ITIL
Why not have a go yourself today?
Know anyone who regularly has the need for ITIL information? Hit the "Tell a Friend" button and recommend Dr. ITIL to someone who needs it!
Remember - Dr. ITIL is FREE - so see you tomorrow!
What's the Difference Between a Traditional Service Desk and an ITIL one?
What are the main points of difference between the traditional IT Help Desk, and the IT Service Desk operating on ITIL (IT Infrastructure Library) best practice principles? And what is the role of "help desk software" in making the transition?
These are the key questions raised (and answered) in this excellent article by Infra (www.infra.com.au)
Learn more about the characteristics of the traditional Service Desk and then compare against the characterisitics of an ITIL one. How does your Organization compare?
Then, take a moment to ponder how Service Desk Software could help you make the transition to an ITIL based desk.
Access the FULL Article Here
These are the key questions raised (and answered) in this excellent article by Infra (www.infra.com.au)
Learn more about the characteristics of the traditional Service Desk and then compare against the characterisitics of an ITIL one. How does your Organization compare?
Then, take a moment to ponder how Service Desk Software could help you make the transition to an ITIL based desk.
Access the FULL Article Here
Planning For Value With ITIL, Cobit and the Capability Maturity Model
Learn more about the Butler Groups approach to Strategic IT Planning, including IT Service Management, Cobit and the Capability Maturity Model. [Written by Tim Jennings]
This link (to a Butler Group White Paper) addresses the central issue that Project Investments are often made on the basis of resource and asset availability rather than the taking into account the demands and requirements of the business. This excellent paper examines the issues of Strategic Planning and offers some advice and guidance, including a suggested tool set for helping you overcome these issues.
The toolset recommended provides IT Financial Management capability within ITIL projects and addresses all aspects of IT Financial Management including planning investments, defining the IT budget, optimising the allocation of resources, and reporting on the progress of new initiatives and maintenance activities.
To learn more please click on the link below.
Access the Full Article Here
For details on the Butler Group please visit… http://www.butlergroup.com/
Did you enjoy this article? Why not visit the Dr. ITIL archives today. There are hundreds of links to articles, news as well as information on how to optimize your ITIL project delivery. Try the Google Search Tool at the top of this page.
This link (to a Butler Group White Paper) addresses the central issue that Project Investments are often made on the basis of resource and asset availability rather than the taking into account the demands and requirements of the business. This excellent paper examines the issues of Strategic Planning and offers some advice and guidance, including a suggested tool set for helping you overcome these issues.
The toolset recommended provides IT Financial Management capability within ITIL projects and addresses all aspects of IT Financial Management including planning investments, defining the IT budget, optimising the allocation of resources, and reporting on the progress of new initiatives and maintenance activities.
To learn more please click on the link below.
Access the Full Article Here
For details on the Butler Group please visit… http://www.butlergroup.com/
Did you enjoy this article? Why not visit the Dr. ITIL archives today. There are hundreds of links to articles, news as well as information on how to optimize your ITIL project delivery. Try the Google Search Tool at the top of this page.
FREE 41 Page Guide To Incident Management
Today, Dr. ITIL is pleased to present a link to a FREE 41 page guide to Incident Management containing process flows, step-by-step process walkthrough, governance advice, the 8 principles of I.M. and much more!
This invaluable guide offers a detailed look at the interfaces between I.M. and other key disciplines as well as explaining the roles and responsibilities involved in I.M.
Key contents also include a breakdown of the key data requirements during the Incident Lifecycle, including:-
o Component Category
o Service Category
o Type
o Impact
o Urgency
o Priority
o Closure Code (Reason Category)
• Date and time recorded
• Name, employee ID of the person and / or group recording the Incident
• Name department phone location of Users calling
• Call-back method (telephone, mail etc)
• Description of symptoms
• Incident status
• Related CI
• Support group or person to which the Incident is assigned
• Resolution and closure date, time, and by whom
Access the FREE 41 Page Guide Here
This invaluable guide offers a detailed look at the interfaces between I.M. and other key disciplines as well as explaining the roles and responsibilities involved in I.M.
Key contents also include a breakdown of the key data requirements during the Incident Lifecycle, including:-
o Component Category
o Service Category
o Type
o Impact
o Urgency
o Priority
o Closure Code (Reason Category)
• Date and time recorded
• Name, employee ID of the person and / or group recording the Incident
• Name department phone location of Users calling
• Call-back method (telephone, mail etc)
• Description of symptoms
• Incident status
• Related CI
• Support group or person to which the Incident is assigned
• Resolution and closure date, time, and by whom
Access the FREE 41 Page Guide Here
Fast Access to FREE Dr. ITIL Archives with the Power of Google Search
Hurray!! You can now access the articles you want to read faster and more directly using the Google search at the top of this page.
It's simple:-
- Type in your keywords ( hint try... Problem Management )
- Click the little Dr ITIL radio button
- Click "Search"
A new window will open listing all of the relevant pages from the Dr. ITIL Archives.
There are hundreds of links to articles, news items, white papers, FREE guides and lots more.
Get Googling Today!
It's simple:-
- Type in your keywords ( hint try... Problem Management )
- Click the little Dr ITIL radio button
- Click "Search"
A new window will open listing all of the relevant pages from the Dr. ITIL Archives.
There are hundreds of links to articles, news items, white papers, FREE guides and lots more.
Get Googling Today!
Need Inspiration for Your Service Catalog? Look no Further...
Looking for some new inspiration for your IT Service Catalog – but don’t know where to find it? Well, how about Australia!
The University of New South Wales’ IT Service Team have put together a great online Catalog for you to get a feel for the style, layout and types of things a credible online Catalog should contain.
Interestingly, as you click through the different sections, you also get to read more about each of the services:- scope, problems addressed, signs indicating the need for that service, deliverables, outcomes and benefits.
It would make a good starting point when looking for inspiration about what the end Catalog should contain and look like.
Access The Online Catalog Here
The University of New South Wales’ IT Service Team have put together a great online Catalog for you to get a feel for the style, layout and types of things a credible online Catalog should contain.
Interestingly, as you click through the different sections, you also get to read more about each of the services:- scope, problems addressed, signs indicating the need for that service, deliverables, outcomes and benefits.
It would make a good starting point when looking for inspiration about what the end Catalog should contain and look like.
Access The Online Catalog Here
Implementing or Improving Problem Management? How About a FREE 39 Page Guide to Help You?
Access a FREE 39 page Problem Management Guide covering Problem Management principles, process flows, roles and responsibilities, governance and ownership and lots more.
This well produced Guide from the Ontario Government contains lots of new ideas for how to set-up and run your Problem Management function.
- Learn about the 5 key principles of Problem Management, the rationale behind these principles and the implications of each.
- Read about the roles and responsibilities of the Process Owner, the Problem Manager, the Problem Analyst and the Service Providers.
- Compare the Problem Management Process Metrics measured with those of your own organization
- Checkout the three page Service Terminology Glossary at the end of the guide
Access the Full 39 Page Guide Here
This well produced Guide from the Ontario Government contains lots of new ideas for how to set-up and run your Problem Management function.
- Learn about the 5 key principles of Problem Management, the rationale behind these principles and the implications of each.
- Read about the roles and responsibilities of the Process Owner, the Problem Manager, the Problem Analyst and the Service Providers.
- Compare the Problem Management Process Metrics measured with those of your own organization
- Checkout the three page Service Terminology Glossary at the end of the guide
Access the Full 39 Page Guide Here
Quality Frameworks Boost Business Efficiency
Bob Violino has written an excellent article for www.optimizemag.com on how Quality Framework adoption (such as Six Sigma, ITIL, CMM and Balanced Scorecards) is helping companies all over the world reduce their operational costs and increase Customer Satisfaction.
Bob highlights several “How to Succeed” Factors in his article including some very revealing stats and charts on the challenges that organizations need to fight to deliver benefits from their framework adoption programmes.
Access the Full Article Here
Bob highlights several “How to Succeed” Factors in his article including some very revealing stats and charts on the challenges that organizations need to fight to deliver benefits from their framework adoption programmes.
Access the Full Article Here
What are the Top ITIL Myths Out There?
Many IT organizations attempting to increase service levels, decrease costs and improve security look to the ITIL framework for guidance.
ITIL is now widely accepted as the world's leading compilation of IT best practices. A large and increasing number of organizations rely on ITIL.
In the U.S., organizations such as Procter & Gamble, Caterpillar, State Farm and Boeing have shared how they have incorporated aspects of ITIL and IT Service Management into their IT management strategies.
However, many misconceptions still exist about ITIL, which sometimes confound even long-time IT practitioners.
Here are some of the top ITIL myths and misconceptions, as well as their corresponding realities...
Link to full article...
ITIL is now widely accepted as the world's leading compilation of IT best practices. A large and increasing number of organizations rely on ITIL.
In the U.S., organizations such as Procter & Gamble, Caterpillar, State Farm and Boeing have shared how they have incorporated aspects of ITIL and IT Service Management into their IT management strategies.
However, many misconceptions still exist about ITIL, which sometimes confound even long-time IT practitioners.
Here are some of the top ITIL myths and misconceptions, as well as their corresponding realities...
Link to full article...
Get The Answers You Really Need From Worldwide Experts...
Two online ITIL forums provide important communication channels for ITIL practitioners worldwide to share information, knowledge and raise new questions with one another.
www.itilpeople.com and www.itilcommunity.com share a similar look and feel but each has it's own unique style and content preferences.
In addition, each appears to have it's own preferred and regular guest visiting experts that post some excellent in-depth answers to some of the most difficult ITIL questions around.
To make best use of the features available on these forums you will need to register and provide your email address to confirm it is a valid email - a small time penalty when you think that you can raise questions and get sensible answers from over 500 people worldwide who regularly check out these forums.
Click on the links above to access now.
www.itilpeople.com and www.itilcommunity.com share a similar look and feel but each has it's own unique style and content preferences.
In addition, each appears to have it's own preferred and regular guest visiting experts that post some excellent in-depth answers to some of the most difficult ITIL questions around.
To make best use of the features available on these forums you will need to register and provide your email address to confirm it is a valid email - a small time penalty when you think that you can raise questions and get sensible answers from over 500 people worldwide who regularly check out these forums.
Click on the links above to access now.
Welcome to the Webs largest ITIL archive!
A very warm welcome to Dr. ITIL - the Webs largest ITIL based Blog and Archive containing hundreds of links, articles, posts and comments from ITIL specialists around the world.
See *SITE FEATURES* over on the right for some top tips to help you enjoy Dr. ITIL even more:-
- Receive FREE regular email updates direct to your inbox everytime something new arrives.
- Join over 570 worldwide ITIL professionals who receive their updates already. Simply type your email address in the box and click - we'll do the rest!
- Recommend www.dritil.com to a colleague or friend today - it's simple - and the best way to help grow the number of visitors to this site. The more visitors - the more time we can invest in posting articles each day - and the more FREE information you get access too. Just click the "Tell a Friend" Box.
- Search the Archives for excellent articles and links to hundreds of ITIL topics: Change Management Processes, Problem Management Guides, How to set-up a CMDB, Pitfalls to avoid when implementing ITIL and lots lots more.
- Use Babel Fish to translate this site into six other languages - handy if English is your second, or third, language!
- Tell us what you think! Tell us what you want to see on this site!! Send your comments to feedback@dritil.com
Dr. ITIL - We're FREE - So See You Again Tomorrow!
See *SITE FEATURES* over on the right for some top tips to help you enjoy Dr. ITIL even more:-
- Receive FREE regular email updates direct to your inbox everytime something new arrives.
- Join over 570 worldwide ITIL professionals who receive their updates already. Simply type your email address in the box and click - we'll do the rest!
- Recommend www.dritil.com to a colleague or friend today - it's simple - and the best way to help grow the number of visitors to this site. The more visitors - the more time we can invest in posting articles each day - and the more FREE information you get access too. Just click the "Tell a Friend" Box.
- Search the Archives for excellent articles and links to hundreds of ITIL topics: Change Management Processes, Problem Management Guides, How to set-up a CMDB, Pitfalls to avoid when implementing ITIL and lots lots more.
- Use Babel Fish to translate this site into six other languages - handy if English is your second, or third, language!
- Tell us what you think! Tell us what you want to see on this site!! Send your comments to feedback@dritil.com
Dr. ITIL - We're FREE - So See You Again Tomorrow!
New Survey Finds Enterprises are Turning to ITIL & CMDBs
New Survey Finds Enterprises are Turning to ITIL & CMDBs
Managed Objects, the Business Service Management Company, today released the results of an independent survey commissioned by Managed Objects and conducted by Enterprise Management Associates (EMA) exploring ways to minimize outages associated with planned and unplanned changes in today's complex IT enterprises.
EMA Research Director Lisa Erickson-Harris will highlight best practice recommendations for better management of IT infrastructure change based on the findings from a new survey conducted with over 200 IT professionals in a Web seminar on June 2, 2005 at 12 p.m. Eastern Standard Time.
Among many other key findings, the survey results include:
- Configuration management database projects are underway or will begin shortly - 46 percent of respondents say they have implemented a configuration management database (CMDB) and another 36 percent are planning an implementation.
- Existing CMDBs are updated infrequently - 48 percent of respondents said they update the CMDB monthly or even less frequently; only 21 percent reported updating their information either daily or in real-time.
- Mapping IT relationships and dependencies is a manually-intensive process - only 33 percent reported using software to map relationships between elements in the IT infrastructure.
Related Links:
Managed Objects Web site:
http://www.managedobjects.com/news/individualpressreleases.jsp?id=213
HDI/ITIM:
http://thinkservice.com/ITIM/articles/article7.htm
Computer Business Review
http://www.cbronline.com/article_news.asp?guid=A2564114-1C62-4CB6-8124-018788499B6E
Managed Objects, the Business Service Management Company, today released the results of an independent survey commissioned by Managed Objects and conducted by Enterprise Management Associates (EMA) exploring ways to minimize outages associated with planned and unplanned changes in today's complex IT enterprises.
EMA Research Director Lisa Erickson-Harris will highlight best practice recommendations for better management of IT infrastructure change based on the findings from a new survey conducted with over 200 IT professionals in a Web seminar on June 2, 2005 at 12 p.m. Eastern Standard Time.
Among many other key findings, the survey results include:
- Configuration management database projects are underway or will begin shortly - 46 percent of respondents say they have implemented a configuration management database (CMDB) and another 36 percent are planning an implementation.
- Existing CMDBs are updated infrequently - 48 percent of respondents said they update the CMDB monthly or even less frequently; only 21 percent reported updating their information either daily or in real-time.
- Mapping IT relationships and dependencies is a manually-intensive process - only 33 percent reported using software to map relationships between elements in the IT infrastructure.
Related Links:
Managed Objects Web site:
http://www.managedobjects.com/news/individualpressreleases.jsp?id=213
HDI/ITIM:
http://thinkservice.com/ITIM/articles/article7.htm
Computer Business Review
http://www.cbronline.com/article_news.asp?guid=A2564114-1C62-4CB6-8124-018788499B6E
Avoid ITIL Implementation Project 'Slow Down'
Corporations undertaking ambitious efforts to implement ITIL in order to gain IT Service Management benefits typically are looking at multi-year projects where the benefits appear to be on the far-off, long-term horizon.
But in his presentation at the his ITSMF ( www.itsmf.com ) USA 2004 conference in Long Beach, Calif., keynote speaker Randy Steinberg said if they approach ITIL projects the right way, organizations should be able to implement all 10 ITIL processes concurrently and see results within a year.
Steinberg, a senior consultant with technology integration services provider Covestic, said the "primary mission" of ITSM is to "protect corporate investments in IT solutions and infrastructure by ensuring that they will be deployable and operable on a day-to-day basis."
In his keynote address, Steinberg outlined nine common implementation errors that can slow down or derail ITIL projects:
1. Running the implementation as an IT project instead of an organization change project. Most IT organizations have evolved into stovepipes, he said, each following their own Change and Problem Management processes and each seeing their world based on their individual experience.
2. Improper balance between strategic efforts and short-term wins. As you plan your ITSM strategy, make sure you balance short-term wins while you are building your process foundation.
3. Sole focus on one or several ITIL processes instead of all service support and delivery processes. You need an overall view of where you want to be, Steinberg said, while planning and implementing processes and activities to ensure successful operations and relationships.
4. Over-designing the ITIL process solutions. Spending too much time detailing the solution could make the relationship of a process obsolete as you mature in your implementation.
5. Scoping the implementation to one processing location. Build a "Local Center" coalition team and include representatives from your different sites at the manager, supervisor and ITSM staff levels.
6. Lack of implementation governance. Review new ideas, determine if they are useful, research and add them in and then let everyone know about it, Steinberg advised.
7. Too much emphasis on process maturity as a goal or end state. Continually measure your progress and monitor your performance throughout the implementation, Steinberg told attendees.
8. Treating the implementation as a one-time project. Implementing IT Service Management is a continuous improvement program - you begin, you measure, you refine and you continuously improve.
9. Staffing the implementation effort with people in the wrong positions. Ensure you choose staffers whose skill and passion match their roles.
Steinberg, who spoke to more than 1,000 attendees, concluded by recommending a combination of both strategic and tactical approaches to achieve real business benefits.
But in his presentation at the his ITSMF ( www.itsmf.com ) USA 2004 conference in Long Beach, Calif., keynote speaker Randy Steinberg said if they approach ITIL projects the right way, organizations should be able to implement all 10 ITIL processes concurrently and see results within a year.
Steinberg, a senior consultant with technology integration services provider Covestic, said the "primary mission" of ITSM is to "protect corporate investments in IT solutions and infrastructure by ensuring that they will be deployable and operable on a day-to-day basis."
In his keynote address, Steinberg outlined nine common implementation errors that can slow down or derail ITIL projects:
1. Running the implementation as an IT project instead of an organization change project. Most IT organizations have evolved into stovepipes, he said, each following their own Change and Problem Management processes and each seeing their world based on their individual experience.
2. Improper balance between strategic efforts and short-term wins. As you plan your ITSM strategy, make sure you balance short-term wins while you are building your process foundation.
3. Sole focus on one or several ITIL processes instead of all service support and delivery processes. You need an overall view of where you want to be, Steinberg said, while planning and implementing processes and activities to ensure successful operations and relationships.
4. Over-designing the ITIL process solutions. Spending too much time detailing the solution could make the relationship of a process obsolete as you mature in your implementation.
5. Scoping the implementation to one processing location. Build a "Local Center" coalition team and include representatives from your different sites at the manager, supervisor and ITSM staff levels.
6. Lack of implementation governance. Review new ideas, determine if they are useful, research and add them in and then let everyone know about it, Steinberg advised.
7. Too much emphasis on process maturity as a goal or end state. Continually measure your progress and monitor your performance throughout the implementation, Steinberg told attendees.
8. Treating the implementation as a one-time project. Implementing IT Service Management is a continuous improvement program - you begin, you measure, you refine and you continuously improve.
9. Staffing the implementation effort with people in the wrong positions. Ensure you choose staffers whose skill and passion match their roles.
Steinberg, who spoke to more than 1,000 attendees, concluded by recommending a combination of both strategic and tactical approaches to achieve real business benefits.
Australia Lagging On ITIL
According to Gartner research on the US environment, 41 per cent of IT professionals in 2004 said they had used ITIL, up from 31 per cent in 2003, writes Kelly Mills for Australian IT.
However, almost a quarter of participants in Gartner's 2004 Data Centre Conference said they had never heard of ITIL.
Another 36 per cent said they only had a vague awareness of it.
In Europe, adoption is much higher.
Read more about ITIL adoption in Australia...
*Read The Full Article*
However, almost a quarter of participants in Gartner's 2004 Data Centre Conference said they had never heard of ITIL.
Another 36 per cent said they only had a vague awareness of it.
In Europe, adoption is much higher.
Read more about ITIL adoption in Australia...
*Read The Full Article*
Four of the Best Articles - So Far!
Today, we highlight four of the most viewed articles that we have listed on www.dritil.com since going live in February this year. They include the excellent "Top ITIL Myths" article that caused quite a few email exchanges between interested consultants!
Feel free to tell us what you want to see more of from the ITIL world by emailing us at:- info@dritil.com
Featured Methodology: "Visible Ops"
*Link Back*
More CIOs Checking Out ITIL
*Link Back*
Top ITIL Myths...
*Link Back*
Selling the benefits of Change, Config And Release...
* Link Back *
Feel free to tell us what you want to see more of from the ITIL world by emailing us at:- info@dritil.com
Featured Methodology: "Visible Ops"
*Link Back*
More CIOs Checking Out ITIL
*Link Back*
Top ITIL Myths...
*Link Back*
Selling the benefits of Change, Config And Release...
* Link Back *
KickStart Your ITIL Implementation With "Visible Ops"
Advice by Kevin Behr, Gene Kim and George Spafford (COMPUTERWORLD)
"Practitioners in information technology face pressures on many fronts. In addition to the demands to become more efficient, IT must now address challenges to maintain a secure state and comply with regulatory requirements.
For example, the Sarbanes-Oxley Act of 2002 is forcing publicly held U.S. corporations to attest to the fact that internal controls are both in place and effective. IT operational best practices, such as the Information Technology Infrastructure Library (ITIL) provide a framework to start defining repeatable and verifiable IT processes.
However, as organizations attempt to use ITIL to begin their journey toward process improvement, they face a very difficult question: How and where do you start? "
Behr, Kim and Spafford have developed a methodology known as "Visible Ops." Since 2000, they have met with hundreds of IT organizations and identified eight high-performing IT groups with the highest service levels, best security and best efficiencies.
What they found most amazing about them was that they shared the following attributes:-
- a culture of change management
- a culture of causality
- and a culture that fundamentally valued effective and auditable controls, promoting fact-based management.
Visible Ops reflects the lessons learned about how these organizations work and describes a control-based entry point into the world of ITIL that others can leverage to springboard their own process improvement efforts.
>>Read feature article<<
"Practitioners in information technology face pressures on many fronts. In addition to the demands to become more efficient, IT must now address challenges to maintain a secure state and comply with regulatory requirements.
For example, the Sarbanes-Oxley Act of 2002 is forcing publicly held U.S. corporations to attest to the fact that internal controls are both in place and effective. IT operational best practices, such as the Information Technology Infrastructure Library (ITIL) provide a framework to start defining repeatable and verifiable IT processes.
However, as organizations attempt to use ITIL to begin their journey toward process improvement, they face a very difficult question: How and where do you start? "
Behr, Kim and Spafford have developed a methodology known as "Visible Ops." Since 2000, they have met with hundreds of IT organizations and identified eight high-performing IT groups with the highest service levels, best security and best efficiencies.
What they found most amazing about them was that they shared the following attributes:-
- a culture of change management
- a culture of causality
- and a culture that fundamentally valued effective and auditable controls, promoting fact-based management.
Visible Ops reflects the lessons learned about how these organizations work and describes a control-based entry point into the world of ITIL that others can leverage to springboard their own process improvement efforts.
>>Read feature article<<
How to Map Your Security Framework into ITIL
From the far reaches of the world wide web, we found this obscure link to a 24 page presentation that helps you understand how to map your security framework into ITIL service management processes.
The presentation is credited to Dr. Paul Overbeek of KPMG and seems to relate to a conference that was held last year.
Dr. Overbeek, if you're reading, please would you write a post on any more background about the conference.
www.dritil.com readers have always been frustrated by the lack of information available on Security and ITIL Service Management Processes - so we would like to read more!
* Download the presentation now *
The presentation is credited to Dr. Paul Overbeek of KPMG and seems to relate to a conference that was held last year.
Dr. Overbeek, if you're reading, please would you write a post on any more background about the conference.
www.dritil.com readers have always been frustrated by the lack of information available on Security and ITIL Service Management Processes - so we would like to read more!
* Download the presentation now *
IBM Shift Gear Towards ITIL Domination
Two recent posts, both concerning IBM, make for interesting reading about IBM's gear change towards ITIL domination. With more and more contracts now insisting on ITIL and/or BS15000 compliance, it makes sense in the Service Management world to dominate this marketspace.
Most new outsourcing contracts will insist on ITIL standard processes and some will pinpoint a date for BS15000 future compliance - just to make sure the service provider 'gets there'.
Take a quick look at how Tivoli is shaping up to be the new ITIL based "suite of choice"...
*Read Article*
Now, take a look at James Governor's MonkChips Blog where he also identifies IBM's ambition...
*Link to Article*
Got something to add? Post your comments below...
Most new outsourcing contracts will insist on ITIL standard processes and some will pinpoint a date for BS15000 future compliance - just to make sure the service provider 'gets there'.
Take a quick look at how Tivoli is shaping up to be the new ITIL based "suite of choice"...
*Read Article*
Now, take a look at James Governor's MonkChips Blog where he also identifies IBM's ambition...
*Link to Article*
Got something to add? Post your comments below...
Let yourself go today - visit a new ITIL blog!
Today, Dr. ITIL is proud to promote a relatively new ITIL site. For an honest and pragmatic visit to learn more about ITIL implementation, visit the site below...
* Visit a new ITIL Blog today *
* Visit a new ITIL Blog today *
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