ITIL: Dangers of Treating “Everything” as an Incident
By Bob Faerman
Whether or not formalized processes are in place, most IT groups do recognize that there are distinct differences between activities that ITIL would formally classify as incidents, fulfillments, problems, and the projects that are undertaken to improve an architecture or add new functionality. The user community, including senior management, also realizes that the restoring service (incidents) is different than a request for something new (fulfillments), though some grey area may exist between problem management and projects. So why do IT groups attempt to track them all in the same queue, as incidents?
Perhaps the reason is as much financial as anything else, mixed with a misunderstanding of some of the risks of mixing different activities into dissimilar groupings. Most popular software tools license an individual module for each ITIL process, thus to implement service management properly for incident management, request fulfillment and problem management would require the purchase of at least three modules with integration between them. Read the Complete Article
Defining an IT Service Portfolio
By David Blumhorst
Back in my CIO days I received a call from the VP of Sales who was travelling in Helsinki at the time. That I had a 24×7 global support team was not relevant – he was a VP and felt entitled to call me at 2 AM in California with his urgent problem – to wit: “Dave – email is down and I’m working on a critical RFP! Do something!”. Of course my next call went to my support team, which promptly informed me that no, the Exchange server was up and running. After a few moments of groggy contemplation, I shot back:
“Bob in Helsinki doesn’t care if the problem is the Exchange server, the router, his Internet connection, the Outlook client, or any other piece of the puzzle – all he wants is his email – and it’s your job to figure out why he’s not getting it”. Read the Complete Article
ITIL-igence For Project Managers
By Tom L. Barnett
Pssst! Do you manage your projects with ITIL? Here’s some insight on how project management and ITIL can best work together in an IT organization and what that means for PMs. Hint: It may not be what you think.
I constantly hear project managers talking about how they implementing ‘ITIL,’ about how they are ITIL-Foundations certified, and how they use ITIL processes in their project delivery.
Okay – maybe they do or maybe they don’t.
It may be a case of ‘talking past each other’. The Information Technology Infrastructure Library (ITIL) is a set of best practices and processes for delivering and supporting a sustainable IT service. It is a core framework for consistently delivering an IT service to your clients. Especially with the most recent release of ITIL Version 3, the framework continues to evolve and grow in the direction of encompassing more of the complete processes needed to run IT business. Read the Complete Article
ITIL Implementation Tips
By Rex Gibson
In just 20 years ITIL has come to guide the IT service management practices which underpin the performance of successful organisations worldwide. Not surprisingly those organisations which have not adopted ITIL are looking to do so – and those that have are looking to extend or enhance their ITIL processes. This article looks at what determines whether an ITIL project succeeds or fails.
The experiences of more than 10 organisations were presented at the 2008 itSMF Conference in Birmingham. The projects ranged from application of specific ITIL tools such as Service Catalogue through to trans European ITIL adoption by a major financial institution with the goal of achieving ISO/IEC 20000.
1. Start Right
First and foremost understand where you are now and develop a vision of where you want to be. Use customer surveys and ITIL maturity assessments to objectively define gaps. Develop a vision which is meaningful for your organisation and which can be clearly articulated and communicated. Read the Complete Article
Agile and ITIL: A Powerful Combination
By Joe Pearson
I’ll admit I don’t think that agile methods can address all ITSM needs. For example, a high-volume Service Desk probably should not be run as a self-organising team that values individuals and interactions over processes and tools. Large parts of day-to-day service management are repeatable activities that need process standardisation – and the ITSM profession has been struggling to promote process control for decades. And there should be enough commonality in request handling and configuration management needs that in-house tool development is not the right option for most companies.
But everyone requires process development. You can’t just take the processes from the ITIL books and use them. And most commercial toolsets require substantial amounts of customisation for an effective implementation. In these areas, practices like frequent iterations and focused teams including users and specialists can surely have value.
There’s something worth investigating here, and I propose to examine principles and practices, see where they can be applicable, and what kind of coherent approach we can build. Read the Complete Article
PMP and ITIL: Effects on IT Businesses (#5 in the series PMP and ITIL – Framework Methodologies With Valuable Synergy)
By Paul T Rice
If you want your organization to be truly effective, certification in both the ITIL framework and the project management framework will help your company prosper. Implementing various levels of checkpoints along the way ensures that you keep your services up-to-date and performing satisfactorily to meet customer need and demand. Ignoring one framework can make projects harder to carry out, thus wasting much needed time, money, and skills.
ITIL and PMP can have a strongly positive impact on how IT departments support the business – organizationally-speaking and otherwise. At this point, however, many IT organizations are still slow to understand the power that both the ITIL framework and project management framework (when combined) have on ensuring that projects are finished and implemented in a timely manner. When you choose to integrate two highly efficient measures of accountability and risk management, you choose to have an organization that not only runs smoothly but is ahead of the competition at every turn in the road. Read the Complete Article
Project Management Approach to Implementing ITIL (#4 in the series PMP and ITIL – Framework Methodologies With Valuable Synergy)
By Paul T Rice
How can ITIL be effectively implemented using the principles found in the PMBOK? I have considered this question several times in my experiences as a PMP and an ITIL Service Manager. Working with organizations to determine the most effective way to implement the ITIL Service Management framework, I have learned that a series of projects that are executed through a Program Management Office is the most effective way. The challenge is to identify projects that bring measurable, incremental improvements that will help drive organizational change.
The Continual Service Improvement Model of ITIL provides the structure for developing a roadmap for ITIL implementation projects. The roadmap will then allow you to navigate the complex interactions between the processes. Several books have been published on the subject of effective ITIL implementations. Read the Complete Article
Differences between ITIL and PMP (#3 in the series PMP and ITIL – Framework Methodologies With Valuable Synergy)
By Paul T Rice
The differences between the ITIL framework and the project management framework are inconsequential when compared to the overall effectiveness of combining the two. Similarities aside, project management is not specific to IT. The PMP framework, focusing on effective execution of projects, can be applied to any area of any organization. Unlike ITIL, the project management framework does not operate on a lifecycle approach, but is organized into nine key knowledge areas: project integration, scope, time, cost, quality, human resources, communications, risk, and procurement management.
As previously mentioned, rather than analyzing the breakdown of each project, the ITIL framework examines the whole picture – a key difference. By taking a larger view of services in the organization as a whole via a lifecycle approach, ITIL sets out to examine service strategy, service design, service transition, service operation, and continual service improvement. Read the Complete Article
ITIL and PMP Framework Similarities (#2 in the series PMP and ITIL – Framework Methodologies With Valuable Synergy)
By Paul T Rice
While ITIL addresses how IT organizations as a whole should operate, PMP addresses how individual projects within the organization should be executed. PMP applies to projects throughout the entire organization not just IT. Both frameworks rely heavily on process and the use of tools to enable consistent execution of processes. The ITIL framework and the project management framework support each other in a way that propels services and operations to a greater level of proficiency.
Furthermore, both frameworks address the need to manage quality, risk, and accountability. Most importantly, however, both ITIL and PMP consistently help improve efficiency and usefulness within the organization. ITIL describes the ideal end state that an organization would like to achieve. There are those who believe that if the ITIL framework behaves according to the ideal model, all will go according to plan. Read the Complete Article
PMP and ITIL – Framework Methodologies With Valuable Synergy – Introduction (#1 in the series PMP and ITIL – Framework Methodologies With Valuable Synergy)
By Paul T Rice
For a long time, IT professionals were apt to believe that ITIL and project management certification (PMP) were conflicting frameworks, and you were either certified in one or the other, but rarely both. The ITIL framework and project management framework both serve different purposes to be sure, but when combined within an organization, they ultimately create great synergy. The ITIL framework, a lifecycle that addresses the way an IT organization operates, is first and foremost business driven and answers the question “Are we doing the right things?” The project management framework addresses the implementation of projects throughout the organization, requiring that companies ask “Are we doing things the right way?”
The UK Office of Government Commerce (OGC) is responsible for the management and distribution of materials on the ITIL framework. Read the Complete Article