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Archive for October, 2009

Call for Authors – ITIL V3 Refresh

October 29, 2009 1 comment

OGC had recently released a document around planned updates for ITIL V3 books, and has now requested for authors to bid for the refresh. Read the detailed pdf here.

I would have written a summary myself, however I think this summarizes the document well!

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Categories: ITIL, News Tags: ,

Analysis and Analytics

In continuation with some definitions of Data Analytics and Analysis here, the following graphic came up after a small discussion of how and when the Analysis and Analytics components play a role.

analysis-analytics

Will write more about various methodologies and tools as I learn more!

Fish-bone aka Cause-and-effect aka Ishikawa

I had first heard of Ishikava diagram in the Analyse phase of a Six Sigma project, and wondered about its usage in IT because at time I had learnt only about the manufacturing side of the usage. Over time, I used this diagram very effectively in technical support and service desk process improvements. The key benefit of using this diagram was to be able to identify all impacting factors and then eleminate the not so important ones to reach the vital few. (It of course required more than the Ishikawa, but it sure was the starting point). A very practical usage of this diagram/technique is visible while doing RCAs in the Problem Management Process. I am also going to use this to develop a CoD model in near future!

Click here to read through some simply written instructions of Ishikawa usage in ITIL space by Hank Marquis or click here to download the pdf.

Another good link to read through would be this from isixsigma which has an overview of the Ishikawa

Creating a Service Catalogue

Click here for a high level overview of the steps required to create a Service Catalogue, from the art of service. The steps mentioned in the pdf are :

  1. Definition of Service Families
  2. Definition of Services within Service Families
  3. Mapping Services to existing customers
  4. Mapping expectations and dependencies to services
  5. Establish Operational Level Agreements
  6. Establish Service Level Agreements
  7. Establishment of Cost of Services
  8. Steady Stage

By the looks of it, these sound very logical steps, however in my opinion these are very very high level steps and tell you what to do, but honestly not in its complete entirety…

I like the fact that ITIL V3 differentiates between a Technical Services Catalogue and a Business Service Catalogue, however what I do not like is that it uses IT Services in both the definitions. In my opinion, Business Services Catalogue would be for only business services, things which do not have  IT Users in its audiences, and IT Services Catalogue would purely focus on those services which are used by IT Users (including Business Users)

BSC could have services related to business applications or similar, services that lead to generation of money for the company

TSC could have services related to IT applications or similar, services that facilitate the use of IT in the organization.

More on this sometime later…

When is it an incident?

Rob England in a recent post brought up the topic of distinction between a Call and Incident in the ITIL V3 Books! I then went to the book and started reading through the IM Process and did not really find a classification there, which Rob also confirmed in his update on the post here.

Now if I look at it closely, ITIL V3 book in a way achnowledges that the source of an Incident can be more than one places, e.g. Event Management, Web Interface, User Phone Call, Email technical staff, but really does not talk about where a call or an event would become an Incident (Fig 4.2 in the Service Operations book)

In my experience with two IM Processes here is how it worked

1. The User Interfacing process was Call Management (based off IBM EOPs) and it determined where the call should go and be tracked. In case of an Incident, it would trigger an incident management process for service restoration and incident resolution, for the rest, it would either end at the Service Desk as a question which was answered or a first contact resolution or would trigger a request fulfillment process. This was based on IBM EOPs, which I felt were much more comprehensive and implementable than ITIL recommended processes.

call classification

2. Everything that comes to the Service Desk is a Service Management ticket, and becomes an incident ticket only when its determined that it is an interruption to service and has an SLA impact

SMtoIM FlowIn both the cases, there was a many to one relationship between the calls/SM tickets to Incidents… multiple calls could be logged or multiple SM tickets could be logged for the same issue if there were multiple users calling or logging tickets themselves using a web interface, however these tickets would be associated with one single master incident which would then be published and pursued  for resolution and service restoration.

From an ITIL V3 perspective, I think one would have to leverage on the Event Management process to be able to log events and then classify them into Incidents, however leaves the How-To questions, and Service Requests aside, and does not tell how to deal with them.

ZL Technologies vs. Gartner Magic Quadrant

October 21, 2009 1 comment

San Jose based IT company ZL Technologies, recently filed a case against Gartner challenging the very popular Gartner “Magic Quadrant”.

As per ZL Technologies website,

ZL Technologies, a San Jose-based IT company specializing in cutting-edge enterprise software solutions for e-mail and file archiving, is challenging Gartner Group and the legitimacy of Gartner’s “Magic Quadrant.” In a complaint filed on May 29, 2009, ZL claims that Gartner’s use of their proprietary “Magic Quadrant” is misleading and favors large vendors with large sales and marketing budgets over smaller innovators such as ZL that have developed higher performing products. The complaint alleges: defamation; trade libel; false advertising; unfair competition; and negligent interference with prospective economic advantage.

Read more here.

Read some detailed points of view and analysis of this situation here on the ZDnet blog.

Categories: News

Whitepaper – Integrating 6 Sigma and ITIL for CSI

Whitepaper from Jack Probst and Gary Case from Pink Elephant about integration of Six Sigma and ITIL.

6Sigma-ITIL

Click here to download the pdf.