Click here for a detailed case study by Noel Scott, discussing co-existence of Prince2 and ITIL Frameworks to achieve business requirements
A good read on ITSMwatch by columnist David Mainville of Consulting Portal, talking about some simple rules for designing a Process.
- Find out where the gaps are
- Don’t start from scratch
- Don’t try this on your own
- Don’t be a technophobe
- Don’t forget to validate
- Don’t forget to educate
- Don’t forget governance
Read more here.
Glenn O’Donell writes in his blog on ComputerWorldUK. Please click here to read more…
Taken from Pink Elephant’s blog…
Service Strategy – 4 processes
1. Strategy Generation
2. Financial management
3. Demand management
4. Service Portfolio management
Service Design – 7 processes
1. Service Catalog Management
2. Service Level Management
3. Availability Management
4. Capacity Management
5. It service Continuity Management
6. Information Security Management
7. Supplier Management
Service Transition – 7 processes
1. Transition Planning and Support
2. Change Management
3. Service Asset and Configuration Management
4. Release and Deployment Management
5. Service Validation and Testing
7. Knowledge Management
Service Operation – 5 processes
1. Event Management
2. Incident Management
3. Request Fulfillment
4. Problem Management
5. Access Management
Continual service improvement – 3 processes
1. The 7 improvement process
2. Service Measurement
3. Service Reporting
According to Mark Schouls, the three processes that IT Service Management starts with are Change Management, Configuration Management and Release Management.
Release Management – Proper release management, which defines the process of building and releasing software, results in a greater success rate in the provisioning of software and hardware to the business, and perhaps more importantly, results in a perceived improvement in the quality of service. Bringing consistency and documented processes to software and hardware releases minimizes downtime, reduces support costs, improves resource utilization and increases confidence across all levels of management.
Configuration Management – Enacting configuration management processes gives organizations a single view of all corporate assets, including their dependencies and interrelationships. Having one federated repository as a point of reference ensures accuracy and eliminates time-consuming duplication of efforts.
Change Management – Codifying change management practices helps organizations better align IT services to business requirements. With rigid processes in place, they eliminate rogue changes, thereby reducing risk and improving user productivity. To undertake change management initiatives, businesses must first accurately assess risk, understand the impact due to any change, analyze resource requirements and make adjustments to align resources as required. At that point they can enact a formal method for approving changes.
Read more of this article on ITSMwatch here.
I would also put Incident Management in this list. IT has to exist in the organization in some form or the other right from the start. Incident Management is one of the key bridges between the IT and its users. It gives a first hand information about the issues which are being faced by the users and would be a key driver for a lot of changes that would be done to restore services.
Hank Marquis in this edition of the DITY newsletter writes about some points to follow while planning to sell ITIL to the top management of an organization. Here are the points
- Identify your unique business or mission drivers
- Determine ownership
- Identify audit and control requirements
- Identify stakeholder relationships
- Create a stakeholder map
For more read the online version of the newsletter here, or download it here.
Article on impact of Cloud computing on ITIL by Pam Baker.
Few would argue the merits of Cloud computing, not the least of which is the cost-savings to be had in Software-as-a-Service (SaaS) models. Indeed, rapid migration to the Cloud is expected to continue undeterred for the foreseeable future.
“While the present model is the use of internal services with a few forays into the Cloud, in the future it will certainly be the opposite,” said Ed Lyons, chief engineer, Application Development and Management at Keane. “Methodologies like ITIL will be forced to acknowledge this emerging reality.”
Given this switch-in-the-making, the Cloud is set to rain on ITIL―whether that will encourage growth or wilt the framework is yet to be seen.
Continue reading the article on ITSMWatch here…