Home Source: http://www.zdnet.com.tw/news/software/0,2000085678,20121784,00.htm
After the ITIL version 3 has been published at the middle of 2007, ITIL becomes a hot topic which has been discussed between the manufacturer and enterprise. IBM believed that ITIL become a hot topic, it is no doubt to be helpful to the market introduction. Enterprise must complete the consummation the IT service management, no just only ITIL, another standard as CMMI, COBIT, also enters the consideration.
Michael Shallcross, IBM construction service and the IT strategy Executive Consultant to indicate this enterprise should evaluate the present IT service management which parts needs to be improve, and then chooses the suitable standard to follow. Which standard should be use to improve the IT service management, the decision should consider the requirement from the user side.
Michael expand, If enterprise IT services focus on the business operational, that is suitable play attention on ITIL. But if the enterprise’s IT department focuses on the development, they should pick CMMI (Capability Maturity Model- Integrated) framework. If enterprise focuses on the government or planning, they should pick COBIT (Control Objectives for Information and related Technology) standard.
IBM global IT service department Consultant Manager Junchang, Chen said. “ITIL is parts of ITSM, enterprise may take many standards to match their development situation and demand.
IDC enterprise applied research Manager Yonghui,Cao indicate that ITIL is one of achievement on ITSM ways, but it is not for all. He also believed that although ITIL is the Best Practice which provides the criterion to enterprise face on ITSM, but no more than two enterprises have the same way to fulfill the ITSM. If enterprise just follow the single standard, they might take the ITIL framework as the foundation, develops their own IT service management flow.
Other entrepreneurs approve this ITIL is not the only one, but it is a very good reference to carry on the ITSM. CA senior technical adviser Zhenyi-Jiang indicated that achieve all the requirement base on ITSM, ITIL is not the only way certainly. Regarding to the enterprise did not have the resources develop their self management flow; it is quite easy to create the management flow base on the existing standard.
According to the professional’s opinion, that has been published early. I can see this strategy. The goal on IT service quality improvement, everybody is consistent. But the experiences, the time and the procedures could be different because of enterprise's nature are different. Meets enterprise's needs first then faces to the global standard later. This strategy is the best way to reach the coveted benefits.
Saturday, May 31, 2008
Friday, May 30, 2008
ITIL or not ITIL? That is not the question
Home Source:
http://www.zdnet.com.tw/enterprise/technology/0,2000085680,20123187-2,00.htm
Brian Johnson emphasis this is not necessary each enterprise needs ITIL, but which ITIL version should enterprise chooses, it depend on enterprise’s business demand. The final answer on which edition should be taken to use? That must clear understanding is ITIL suit to be used in the organization. ITIL framework covers the area broad and depth, the implementation cost is huge money which is oversized. Whether needs to induct the ITIL framework in the enterprise or organization, making the decision after the appraisement voluntarily.
Johnson also pointed out clearly that ITIL is one kind of directive, is not the law. ITIL even requests the enterprise have to confirm their demand before starting, while the enterprise knows which part should be improved, then can discover the suitable products and solution, also consider which ITIL version should be chosen to implement if it should be is required.
If enterprise knew clearly what they needs, perhaps they don’t need ITIL. As ASE CIO Mincheng,Sheng reported, ASE has not obtained the ITIL authentication, also did not want to facing the ISO authentication, he believed that so long as all the processes can guarantee the practical execution by the internal management, ASE does not need the certification.
Whether Enterprise general manager or CIO, the main point is: taking ITIL for improving IT service, But not for ITIL. IDC Research Manager Yonghui, Cao has a similar idea, he indicate whatever is ITIL perhaps COBIT, or BS7799, these are the external models, it may not suits the enterprise completely, the external consultant also may not necessarily can tell enterprises are they suit it. All must return to the physical demand. “The most understands the demand and the work, is the internal IT department.” he said.
In summary, what I can see is the change is eternal, ITIL is not exceptional. The main point on ITIL framework is "provides the information service management framework which the enterprise needs", but the enterprise does not need to follow all the material. There are different requirement along the industrial characteristic, enterprise culture and the market strategy, different enterprise pays attention on the information service also difference. Which way can let business running smoothly, that way is we need.
http://www.zdnet.com.tw/enterprise/technology/0,2000085680,20123187-2,00.htm
Brian Johnson emphasis this is not necessary each enterprise needs ITIL, but which ITIL version should enterprise chooses, it depend on enterprise’s business demand. The final answer on which edition should be taken to use? That must clear understanding is ITIL suit to be used in the organization. ITIL framework covers the area broad and depth, the implementation cost is huge money which is oversized. Whether needs to induct the ITIL framework in the enterprise or organization, making the decision after the appraisement voluntarily.
Johnson also pointed out clearly that ITIL is one kind of directive, is not the law. ITIL even requests the enterprise have to confirm their demand before starting, while the enterprise knows which part should be improved, then can discover the suitable products and solution, also consider which ITIL version should be chosen to implement if it should be is required.
If enterprise knew clearly what they needs, perhaps they don’t need ITIL. As ASE CIO Mincheng,Sheng reported, ASE has not obtained the ITIL authentication, also did not want to facing the ISO authentication, he believed that so long as all the processes can guarantee the practical execution by the internal management, ASE does not need the certification.
Whether Enterprise general manager or CIO, the main point is: taking ITIL for improving IT service, But not for ITIL. IDC Research Manager Yonghui, Cao has a similar idea, he indicate whatever is ITIL perhaps COBIT, or BS7799, these are the external models, it may not suits the enterprise completely, the external consultant also may not necessarily can tell enterprises are they suit it. All must return to the physical demand. “The most understands the demand and the work, is the internal IT department.” he said.
In summary, what I can see is the change is eternal, ITIL is not exceptional. The main point on ITIL framework is "provides the information service management framework which the enterprise needs", but the enterprise does not need to follow all the material. There are different requirement along the industrial characteristic, enterprise culture and the market strategy, different enterprise pays attention on the information service also difference. Which way can let business running smoothly, that way is we need.
Thursday, May 29, 2008
ASL ITIL for Enhanced Application Management
Home Source:
http://ezinearticles.com/?ASL-ITIL-for-Enhanced-Application-Management&id=168396
Patrick Moore is an independent consultant and technology writer residing in Los Angeles, CA, USA. The following information comes from his writing.
The Applications Services Library (ASL) was developed specifically for the application management domain. ASL is increasingly being used for application management improvement to complement ITIL.
In ASL domain it serves to ensure the prudent management of application software, databases and the relevant documentation throughout the useful life of the relevant business processes that are supported by the application. ASL describes the implementation of service management processes in the application management domain. ASL also includes best practices for the implementation of the various processes. It devotes significantly more attention than ITIL to the strategic processes as part of the future of an ICT portfolio; which supports a business process. The processes concerning enhancement and renovation of applications are considered as an enrichment of ITIL. The ASL processes complement those of ITIL.
ASL is based on the processes and service concepts of ITIL framework. The two frameworks differ in their approach to controlling and supporting the technical infrastructure. In effect, ASL more explicitly outlines the process interdependencies between the infrastructure, applications and the business. ASL stresses different functional competencies and introduces additional processes that support the Application Management framework, in addition to providing more detail surrounding the ongoing management and support of business systems and services. ASL also adds some practical guidance for management of the lifecycle through its recognition of a paradigm shift in focus from application development to software maintenance.
From the ASL perspective, roughly 80% of Application Management efforts may lie in the maintenance of systems. While ASL does not replace the ITIL Application Management framework, it compliments the service manager through its broader perspective into the dependencies associated with the functional and technical aspects of optimized service provision. That being said, the evolution of ITIL and ASL as a partnership should continue, but the framework documentation itself could more collaborative, reduce redundancy and more clearly articulate Application Management best practices to the ITIL community.
In my view, in spite of ITIL is the best practice, cover a wide area on IT service improvement. Each area may have the specific standard or public domain framework involve deeply. ITIL is a collector collects all the area it needs then become a good one. That mean, holding the ITIL certification should easily to get the others. As certification of ISO-20000, ASL and such. Those certifications are to be related as closely on high quality services improvement.
http://ezinearticles.com/?ASL-ITIL-for-Enhanced-Application-Management&id=168396
Patrick Moore is an independent consultant and technology writer residing in Los Angeles, CA, USA. The following information comes from his writing.
The Applications Services Library (ASL) was developed specifically for the application management domain. ASL is increasingly being used for application management improvement to complement ITIL.
In ASL domain it serves to ensure the prudent management of application software, databases and the relevant documentation throughout the useful life of the relevant business processes that are supported by the application. ASL describes the implementation of service management processes in the application management domain. ASL also includes best practices for the implementation of the various processes. It devotes significantly more attention than ITIL to the strategic processes as part of the future of an ICT portfolio; which supports a business process. The processes concerning enhancement and renovation of applications are considered as an enrichment of ITIL. The ASL processes complement those of ITIL.
ASL is based on the processes and service concepts of ITIL framework. The two frameworks differ in their approach to controlling and supporting the technical infrastructure. In effect, ASL more explicitly outlines the process interdependencies between the infrastructure, applications and the business. ASL stresses different functional competencies and introduces additional processes that support the Application Management framework, in addition to providing more detail surrounding the ongoing management and support of business systems and services. ASL also adds some practical guidance for management of the lifecycle through its recognition of a paradigm shift in focus from application development to software maintenance.
From the ASL perspective, roughly 80% of Application Management efforts may lie in the maintenance of systems. While ASL does not replace the ITIL Application Management framework, it compliments the service manager through its broader perspective into the dependencies associated with the functional and technical aspects of optimized service provision. That being said, the evolution of ITIL and ASL as a partnership should continue, but the framework documentation itself could more collaborative, reduce redundancy and more clearly articulate Application Management best practices to the ITIL community.
In my view, in spite of ITIL is the best practice, cover a wide area on IT service improvement. Each area may have the specific standard or public domain framework involve deeply. ITIL is a collector collects all the area it needs then become a good one. That mean, holding the ITIL certification should easily to get the others. As certification of ISO-20000, ASL and such. Those certifications are to be related as closely on high quality services improvement.
Security emerging as ITIL adoption incentive
Home Source:
Http://computerworld.co.nz/news.nsf/mgmt/FA3EBCDB14ADC8E8CC2573D400029683
Here listed some figures that come from a survey reported By Denise Dubie Framingham.
A survey analysts and enterprise ITIL adopters discussed how process improvements are now providing security benefits. The result conducted by IDC in November 2007 of more than 300 companies revealed that security had surpassed improved availability and lowered costs as a main driver for adopting the best practices laid out in ITIL. ITIL best-practices framework not just reducing operating costs, it also helps mitigate enterprise risk. The ITIL adopters said.
Specifically, 56% of survey respondents indicated security as a motivation for ITIL, while close to 50% said they wanted to lower costs and about 47% thought ITIL would help improve availability at their organizations. More than 45% said problem-solving was a driver for rolling out process improvements, and nearly 45% indicated that reducing errors was a top driver for ITIL adoption. The survey response might indicate a growing need among organizations to better secure corporate data and information, considering processes around security information management have been incorporated into ITIL Version 3.
ITIL may not provide the external protections of a firewall, but it can go a long way towards securing internal resources and preventing data breaches. "Security can be the motivation for doing some of these processes, such as patch and change management, for instance, because improving processes will make security work better in situations such as access controls," said Tim Grieser, programme vice president of enterprise system management for IDC.
According to companies using ITIL, security and risk management could be an easier argument to make when trying to get executive buy-in for adopting ITIL. The ROI for process improvements can be ambiguous and not realised for quite some time, so putting an executive's mind at ease with talk of reduced risk may be the better way to go. Oryst Kunka the vice president of process design and architecture at The Bank of New York Mellon, said, "This change will result in a reduction of risk, and it will get management's attention. Sometimes it's hard to point out dollars with process improvements, but companies understand risk. At The Bank of New York, ITIL has become a business advantage.”
In conclusion, according to the survey’s result representing, I can see the security of the information within an organization is a very big issue in present technical day, security policies should been considered in the control, planning, implementation, and evaluation. More then 50% ITIL adopter also indicated solving security issues also a motivation for ITIL methodology become more and more popular.
Http://computerworld.co.nz/news.nsf/mgmt/FA3EBCDB14ADC8E8CC2573D400029683
Here listed some figures that come from a survey reported By Denise Dubie Framingham.
A survey analysts and enterprise ITIL adopters discussed how process improvements are now providing security benefits. The result conducted by IDC in November 2007 of more than 300 companies revealed that security had surpassed improved availability and lowered costs as a main driver for adopting the best practices laid out in ITIL. ITIL best-practices framework not just reducing operating costs, it also helps mitigate enterprise risk. The ITIL adopters said.
Specifically, 56% of survey respondents indicated security as a motivation for ITIL, while close to 50% said they wanted to lower costs and about 47% thought ITIL would help improve availability at their organizations. More than 45% said problem-solving was a driver for rolling out process improvements, and nearly 45% indicated that reducing errors was a top driver for ITIL adoption. The survey response might indicate a growing need among organizations to better secure corporate data and information, considering processes around security information management have been incorporated into ITIL Version 3.
ITIL may not provide the external protections of a firewall, but it can go a long way towards securing internal resources and preventing data breaches. "Security can be the motivation for doing some of these processes, such as patch and change management, for instance, because improving processes will make security work better in situations such as access controls," said Tim Grieser, programme vice president of enterprise system management for IDC.
According to companies using ITIL, security and risk management could be an easier argument to make when trying to get executive buy-in for adopting ITIL. The ROI for process improvements can be ambiguous and not realised for quite some time, so putting an executive's mind at ease with talk of reduced risk may be the better way to go. Oryst Kunka the vice president of process design and architecture at The Bank of New York Mellon, said, "This change will result in a reduction of risk, and it will get management's attention. Sometimes it's hard to point out dollars with process improvements, but companies understand risk. At The Bank of New York, ITIL has become a business advantage.”
In conclusion, according to the survey’s result representing, I can see the security of the information within an organization is a very big issue in present technical day, security policies should been considered in the control, planning, implementation, and evaluation. More then 50% ITIL adopter also indicated solving security issues also a motivation for ITIL methodology become more and more popular.
How ITIL Can Improve Information Security
Home Source: http://www.securityfocus.com/infocus/1815
The author Steven Weil is senior security consultant with Seitel Leeds & Associates. Steven Weil provided the overview of the information security issues based on ITIL implementation. The coming section represented his idea.
ITIL stresses service quality and focuses on how IT services can be efficiently and cost-effectively provided and supported. ITIL defines the objectives, activities, inputs, and outputs of many of the processes found in an IT organization. It primarily focuses on what processes are needed to ensure high quality IT services; however, ITIL does not provide specific, detailed descriptions about how the processes should be implemented, as they will be different in each organization. In other words, ITIL tells an organization what to do, not how to do it.
ITIL seeks to ensure that effective information security measures are taken at strategic, tactical, and operational levels. Information security is considered an iterative process that must be controlled, planned, implemented, evaluated, and maintained.
ITIL breaks information security down into:
The author Steven Weil is senior security consultant with Seitel Leeds & Associates. Steven Weil provided the overview of the information security issues based on ITIL implementation. The coming section represented his idea.
ITIL stresses service quality and focuses on how IT services can be efficiently and cost-effectively provided and supported. ITIL defines the objectives, activities, inputs, and outputs of many of the processes found in an IT organization. It primarily focuses on what processes are needed to ensure high quality IT services; however, ITIL does not provide specific, detailed descriptions about how the processes should be implemented, as they will be different in each organization. In other words, ITIL tells an organization what to do, not how to do it.
ITIL seeks to ensure that effective information security measures are taken at strategic, tactical, and operational levels. Information security is considered an iterative process that must be controlled, planned, implemented, evaluated, and maintained.
ITIL breaks information security down into:
- Policies - overall objectives an organization is attempting to achieve
- Processes - what has to happen to achieve the objectives
Procedures - who does what and when to achieve the objectives - Work instructions - instructions for taking specific actions
- It defines information security as a complete cyclical process with continuous review and improvement
ITIL's Information Security Process can be described as a seven step process:
- Using risk analysis, IT customers identify their security requirements.
- The IT department determines the feasibility of the requirements and compares them to the organization's minimum information security baseline.
- The customer and IT organization negotiate and define a service level agreement (SLA) that includes definition of the information security requirements in measurable terms and specifies how they will be verifiably achieved.
- Operational level agreements (OLAs), which provide detailed descriptions of how information security services will be provided, are negotiated and defined within the IT organization.
- The SLA and OLAs are implemented and monitored.
- Customers receive regular reports about the effectiveness and status of provided information security services.
- The SLA and OLAs are modified as necessary.
Ten ways ITIL can improve information security. There are a number of important ways that ITIL can improve how organizations implement and manage information security.
1. ITIL keeps information security business and service focused. Too often, information security is perceived as a "cost center" or "hindrance" to business functions. With ITIL, business process owners and IT negotiate information security services; this ensures that the services are aligned with the business' needs.
2. ITIL can enable organizations to develop and implement information security in a structured, clear way based on best practices. Information security staff can move from "fire fighting" mode to a more structured and planned approach.
3. With its requirement for continuous review, ITIL can help ensure that information security measures maintain their effectiveness as requirements, environments, and threats change.
4. ITIL establishes documented processes and standards (such as SLAs and OLAs) that can be audited and monitored. This can help an organization understand the effectiveness of its information security program and comply with regulatory requirements (for example, HIPAA or Sarbanes Oxley).
5. ITIL provides a foundation upon which information security can build. It requires a number of best practices - such as Change Management, Configuration Management, and Incident Management - that can significantly improve information security. For example, a considerable number of information security issues are caused by inadequate change management, such as misconfigured servers.
6. ITIL enables information security staff to discuss information security in terms other groups can understand and appreciate. Many managers can't "relate" to low-level details about encryption or firewall rules, but they are likely to understand and appreciate ITIL concepts such as incorporating information security into defined processes for handling problems, improving service, and maintaining SLAs. ITIL can help managers understand that information security is a key part of having a successful, well-run organization.
7. The organized ITIL framework prevents the rushed, disorganized implementation of information security measures. ITIL requires designing and building consistent, measurable information security measures into IT services rather than after-the-fact or after an incident. This ultimately saves time, money, and effort.
8. The reporting required by ITIL keeps an organization's management well informed about the effectiveness of their organization's information security measures. The reporting also allows management to make informed decisions about the risks their organization has.
9. ITIL defines roles and responsibilities for information security. During an incident, it's clear who will respond and how they will do so. ITIL establishes a common language for discussing information security. This can allow information security staff to communicate more effectively with internal and external business partners, such as an organization's outsourced security services.
The Conclusion for Steven Weil's idea, Information security measures are steadily increasing in scope, complexity, and importance. It is risky, expensive, and inefficient for organizations to have their information security depend on cobbled-together, homegrown processes. ITIL can enable these processes to be replaced with standardized, integrated processes based on best practices. Though some time and effort are required, ITIL can improve how organizations implement and manage information security.
In my view, majority of ITIL articles is talking about the implementation theory. Also the content just represented the benefits when audience jumps in the ITIL pool. No more authors or papers mention the information security issues in article, including the direction or processes. Fortunately, I found Steven Weil’s article. I understand more about the information security issues improvement based on ITIL framework form his article. Even that information I can’t practice, but least I know which area should be focus on the practical.
ITIL: the benefit difficultly to measure on introduction
Home Source: http://www.zdnet.com.tw/news/software/0,2000085678,20112824,00.htm
The following information come form the Reporter Cui Ling, Zhong.
ITIL induction cannot be equal to the traditional IT technical project induction. it also not to be possible similar with other IT system induction which can be deliver equally, or it can be measure the ROI obviously. If the senior management wants to see the benefit immediately, their expectation is to be disappointed.
The objective of ITIL methodology is the improvement on person and the related technical flow, the goal focus on IT capacity optimization. ITIL methodology view enterprise IT services as Service Company or user's department. ITIL framework provides a set of process to illustrate the better way of IT business operation in the enterprise.
After ITIL methodology inducts in the business, it has been integrated in the enterprise's daily business operation. ITIL implementation is not to be possible equal to other IT system induction, the implementing duration not just a half year or one year then can finish, obviously to get the ROI. ITIL project considered IT services is one kind of property investment or IT portfolio management; with it achieve the goal of business adaptively.
In other words, enterprise needs to understand what they want to be? Then clear to know which is their goal, otherwise very difficult to see any effect dependence on product induction or consultant involving. Although it is not getting the result immediately, also it does not unable to estimate. Enterprise should identify the approximate KPI, such as the system response time and the network disconnect time or the IT work load dropping because of automated and so on. Because ITIL processes are closely linked in the business operation flow, the enterprise should take a long time to feel the benefit from the change.
In my opinion, the changing can be seeing during the ITIL induction, and the conflicts could be found easily than the benefits. According to another case as Shell Oil, P&G, HSBC, they can get the obvious benefits after the ITIL induction four to 5 years probably. Enterprise must be patient on their business process improvement until feeling the benefits.
The following information come form the Reporter Cui Ling, Zhong.
ITIL induction cannot be equal to the traditional IT technical project induction. it also not to be possible similar with other IT system induction which can be deliver equally, or it can be measure the ROI obviously. If the senior management wants to see the benefit immediately, their expectation is to be disappointed.
The objective of ITIL methodology is the improvement on person and the related technical flow, the goal focus on IT capacity optimization. ITIL methodology view enterprise IT services as Service Company or user's department. ITIL framework provides a set of process to illustrate the better way of IT business operation in the enterprise.
After ITIL methodology inducts in the business, it has been integrated in the enterprise's daily business operation. ITIL implementation is not to be possible equal to other IT system induction, the implementing duration not just a half year or one year then can finish, obviously to get the ROI. ITIL project considered IT services is one kind of property investment or IT portfolio management; with it achieve the goal of business adaptively.
In other words, enterprise needs to understand what they want to be? Then clear to know which is their goal, otherwise very difficult to see any effect dependence on product induction or consultant involving. Although it is not getting the result immediately, also it does not unable to estimate. Enterprise should identify the approximate KPI, such as the system response time and the network disconnect time or the IT work load dropping because of automated and so on. Because ITIL processes are closely linked in the business operation flow, the enterprise should take a long time to feel the benefit from the change.
In my opinion, the changing can be seeing during the ITIL induction, and the conflicts could be found easily than the benefits. According to another case as Shell Oil, P&G, HSBC, they can get the obvious benefits after the ITIL induction four to 5 years probably. Enterprise must be patient on their business process improvement until feeling the benefits.
Wednesday, May 28, 2008
ITIL v3: Bridging the Gap Between IT and Business
Home Source: http://www.cioupdate.com/reports/article.php/11050_3737921_3
Augusto Perazzo and Glen Willis is the consultant of PA Consulting Group. They illustrate the information about ITIL v3 builds on v2; greatly expanding its usefulness and helping CIOs make the leap to business strategist. Majority of audiences take the ITIL framework to maintaining existing services at a satisfactory level of quality and on increasing operational efficiencies. Oh the other hand, operational focuses are struggling to introduce new services in order to keep up with changing business needs.
How the organizations established ITIL programs with an operational focus facilitate of new services creation and ensure greater integration among project based IT functions, IT operations and the ever changing business demands? ITIL version 3 (v3) comes to the rescue by incorporating a more strategic, innovation focused and integrated view of service management, better aligning the IT service portfolio to the business strategy and providing project teams with an honest and realistic view into the operational realities of an organization's enterprise.
The following section raises the idea on business’s creation, aligning the IT service and Bridging the Gap between Development and Operations within the v3.
From Business as Usual to Innovation
There are many success stories on how ITIL guidance has helped organizations reduce spending on IT operations and become more effective at it. Nonetheless, businesses are increasingly demanding for IT to be an enabler of innovation and to focus on more strategic concerns such as creating competitive advantage through the development of new products and services.
ITIL version 3 builds up on the operational excellence concepts of v2 and extends service management towards a more holistic approach. With the life cycle mindset embedded in v3, IT organizations are better equipped to understand the business needs, to have a closer dialogue regarding business strategy and to best support it through the creation, design and implementation of relevant IT services that are in sync with business requirements. Service Strategy phase in the v3 life cycle provides such guidance. It encourages IT organizations to understand why a service is needed from a business perspective and how to best align to and pursue IT capabilities that are in par with business needs. It places IT as a core strategic asset, participating and often leading the business towards the innovation path. Following the v3 philosophy, you would first catalogue all existing services, understand your customer and make sure that the services you provide are in line with their needs. ITIL v3 would encourage you to continue to monitor the relevance of your services amidst shifts in consumer tastes.
Aligning the IT Service Portfolio to the Business Strategy
The Service Deign phase in ITIL v3 provides guidance on how to build a portfolio of services that are aligned with the business strategy. Whereas the Service Strategy phase is concerned with understanding the why and elaborating on what is needed, Service Design is concerned with how to make it happen. Service Design goes beyond the infrastructure requirements and takes a holistic view of how processes, people and platforms, managed internally and comes together to best support the overall business strategy. Service Design to ensure that all IT services are created with the ultimate end goal in mind: to enable business strategy and innovation at the most cost effective manner.
Bridging the Gap Between Development and Operations
ITIL v3 provides a greater opportunity to address this unproductive behavior. By incorporating the mindset of a service life cycle, v3 brings service management and operations much closer to the way application development groups have been working for years.
ITIL v3 provides guidance on how operational concerns such as availability, capacity and incident management can be taken into consideration when new services are being designed. Through the Service Transition phase, v3 recognizes that a much more structured approach is needed in order to transition a service, its related applications and subsequent modifications from the development group into the live environment. This phase brings the two groups even closer together to ensure a smoother transition. By promoting a service life cycle as opposed to a software development life cycle, ITIL v3 can provide insights to the application development group about service management. Application development groups must create applications inside the greater context of a service.
Augusto Perazzo and Glen Willis is the consultant of PA Consulting Group. They illustrate the information about ITIL v3 builds on v2; greatly expanding its usefulness and helping CIOs make the leap to business strategist. Majority of audiences take the ITIL framework to maintaining existing services at a satisfactory level of quality and on increasing operational efficiencies. Oh the other hand, operational focuses are struggling to introduce new services in order to keep up with changing business needs.
How the organizations established ITIL programs with an operational focus facilitate of new services creation and ensure greater integration among project based IT functions, IT operations and the ever changing business demands? ITIL version 3 (v3) comes to the rescue by incorporating a more strategic, innovation focused and integrated view of service management, better aligning the IT service portfolio to the business strategy and providing project teams with an honest and realistic view into the operational realities of an organization's enterprise.
The following section raises the idea on business’s creation, aligning the IT service and Bridging the Gap between Development and Operations within the v3.
From Business as Usual to Innovation
There are many success stories on how ITIL guidance has helped organizations reduce spending on IT operations and become more effective at it. Nonetheless, businesses are increasingly demanding for IT to be an enabler of innovation and to focus on more strategic concerns such as creating competitive advantage through the development of new products and services.
ITIL version 3 builds up on the operational excellence concepts of v2 and extends service management towards a more holistic approach. With the life cycle mindset embedded in v3, IT organizations are better equipped to understand the business needs, to have a closer dialogue regarding business strategy and to best support it through the creation, design and implementation of relevant IT services that are in sync with business requirements. Service Strategy phase in the v3 life cycle provides such guidance. It encourages IT organizations to understand why a service is needed from a business perspective and how to best align to and pursue IT capabilities that are in par with business needs. It places IT as a core strategic asset, participating and often leading the business towards the innovation path. Following the v3 philosophy, you would first catalogue all existing services, understand your customer and make sure that the services you provide are in line with their needs. ITIL v3 would encourage you to continue to monitor the relevance of your services amidst shifts in consumer tastes.
Aligning the IT Service Portfolio to the Business Strategy
The Service Deign phase in ITIL v3 provides guidance on how to build a portfolio of services that are aligned with the business strategy. Whereas the Service Strategy phase is concerned with understanding the why and elaborating on what is needed, Service Design is concerned with how to make it happen. Service Design goes beyond the infrastructure requirements and takes a holistic view of how processes, people and platforms, managed internally and comes together to best support the overall business strategy. Service Design to ensure that all IT services are created with the ultimate end goal in mind: to enable business strategy and innovation at the most cost effective manner.
Bridging the Gap Between Development and Operations
ITIL v3 provides a greater opportunity to address this unproductive behavior. By incorporating the mindset of a service life cycle, v3 brings service management and operations much closer to the way application development groups have been working for years.
ITIL v3 provides guidance on how operational concerns such as availability, capacity and incident management can be taken into consideration when new services are being designed. Through the Service Transition phase, v3 recognizes that a much more structured approach is needed in order to transition a service, its related applications and subsequent modifications from the development group into the live environment. This phase brings the two groups even closer together to ensure a smoother transition. By promoting a service life cycle as opposed to a software development life cycle, ITIL v3 can provide insights to the application development group about service management. Application development groups must create applications inside the greater context of a service.
Those questions that ITIL v3 with the support of the operations group can help elucidate.
- How efficient and effective will this application be in enabling day-to-day business processes once it goes live?
- How can it be changed in the less disruptive way in order to adapt it to new business needs without introducing unwanted risks?
- How to best support users without key technical resources being stripped away from critical new developments?
In my view, I get more details on ITIL v3 Service Design and Transition that changes the application development people’s thinking, as Augusto and Glen’s reported the change to work closer with the business, it is better understand that new business strategies require new services realized by new applications that will eventually transition to the live environment and be supported by operations.
Ten Tips for Successfully Implementing ITIL
Home Source: http://www.cioupdate.com/article.php/3554001
Isabel Wells is a consultant represented some tips on ITIL implementation successfully; which tips come form the PA Consulting Group. As majority audiences know, the benefits of implementing globally consistent, ITIL-based processes include:
For the organization area, the tips as coming:
Isabel Wells is a consultant represented some tips on ITIL implementation successfully; which tips come form the PA Consulting Group. As majority audiences know, the benefits of implementing globally consistent, ITIL-based processes include:
- Improved availability, reliability and security of IT services.
- Increased IT project delivery efficiencies.
- Reduced TCO of IT infrastructure assets and IT applications.
- Improved resource utilization including decreased levels of rework and elimination of redundant activities.
- Provisioning of services that meet business, customer and user demands, with justifiable costs of service quality.
- More effective and better third-party relationships and contracts.
For the organization area, the tips as coming:
- Approach ITIL implementation as part of the IT-wide strategy, and use it to guide all other strategic initiatives.
- Consider the post-ITIL organization before completing the process design.
- Engage, engage, engage. Continuous communication is required at all levels of the organization.
- Set realistic expectations about benefits realization and establish a baseline from which to monitor improvements.
- Engage existing suppliers early.
- Identify and deliver the quick wins.
- Maximum benefit can only be achieved if the impact each process has on another is understood.
- Prioritize process selection based on current maturity; don’t bite off more than you can chew!
- Use success as a springboard for further improvement.
Executiom on Technology, trip is next:
- Combine process and tool activities from day one as part of a single solution approach.
Playing on the technology, the tip is “Combine process and tool activities from day one as part of a single solution approach.”
Excluding the previous ten tips, Isabel Wells also mention, implementing ITIL is not just about evaluating and revising processes, it is about change: changing the way people work and are rewarded; changing technology platforms; and changing behaviors across an entire organization.
Regarding to this article, I can see the ITIL induction impacts widely, the current service management structure, people, services quality, organization culture every things. Those impacts on business and IT are significant and not isolated, closes as a family and interactive together.
Tuesday, May 27, 2008
First Bank integrate information management flow by ITIL
Home source: http://www.ithome.com.tw/itadm/article.php?c=46695
The following information reported by First Bank the vice-president of Information center. According to the First Bank's medium and long-term strategy plan, the information center has two important development phases, one carries out ITIL at 2008, other establishes the information cost model. After carries on the ISO 20000 authentications in 2009. In fact, First Bank had inducted ITIL to the business operation several years ago, because of some risk event's reason. First Bank decided that makes the information security aspect first on ISO 27001. According to the ISO 27001 Induction experiences, First Bank discovered that ISO 27001 have many methods with ITIL framework is interlinked. Moreover, if First Bank gets the certification on ISO 27001, that mean can also match to the information security requirement on ITIL framework. Although First Bank enters ISO 27001 first, actually it was also equal to has made part of ITIL.
ITIL covers domain bigger than ISO 20000, such as information service's valuation model which doesn’t cover in ISO 20000. for the future, First Bank wish the information department change to the service orientated model, the cost valuation model must been done, therefore, the First Bank expected that carry out ITIL truly, though ITIL framework link all the information management flow together.
Focus on the auditing, financial industry has frequently the internal and external auditing since long, the control point had already in the work flow and the management flow, but looking from the ITIL angle, First Bank still had the improvement. An example as First Bank has a unification foreign information service desk, also have the version control and release management, but these two works have not established contacts in the same place, therefore, troubles still occurrence. For example: a new edition system already online, but service desk has not informed. Until receiving the telephone which the user carries, delay solving the question time immediately.
Because the connection between each flow's is completes depending on the manpower, not system automatically. Therefore sometimes unavoidably loses in control. With ITIL framework, these change management and Release Management, Service Desk, Problem Management and such will integrate together and automation. In First Bank has many information management flow originally, and these information management flow probably already covered ITIL requirement, just missing the connection on automation integration. That integration, processes improvement and carry on the ITIL implementation are the First Bank's mission in 2008.
In this case, I can see banking is more easier inducts ITIL framework in their business operation and lets the processes become automation. Because they already has many information management flow, which probably already covered ITIL expectation. Compare to other industry, banking should get the ITIL certification shortly.
The following information reported by First Bank the vice-president of Information center. According to the First Bank's medium and long-term strategy plan, the information center has two important development phases, one carries out ITIL at 2008, other establishes the information cost model. After carries on the ISO 20000 authentications in 2009. In fact, First Bank had inducted ITIL to the business operation several years ago, because of some risk event's reason. First Bank decided that makes the information security aspect first on ISO 27001. According to the ISO 27001 Induction experiences, First Bank discovered that ISO 27001 have many methods with ITIL framework is interlinked. Moreover, if First Bank gets the certification on ISO 27001, that mean can also match to the information security requirement on ITIL framework. Although First Bank enters ISO 27001 first, actually it was also equal to has made part of ITIL.
ITIL covers domain bigger than ISO 20000, such as information service's valuation model which doesn’t cover in ISO 20000. for the future, First Bank wish the information department change to the service orientated model, the cost valuation model must been done, therefore, the First Bank expected that carry out ITIL truly, though ITIL framework link all the information management flow together.
Focus on the auditing, financial industry has frequently the internal and external auditing since long, the control point had already in the work flow and the management flow, but looking from the ITIL angle, First Bank still had the improvement. An example as First Bank has a unification foreign information service desk, also have the version control and release management, but these two works have not established contacts in the same place, therefore, troubles still occurrence. For example: a new edition system already online, but service desk has not informed. Until receiving the telephone which the user carries, delay solving the question time immediately.
Because the connection between each flow's is completes depending on the manpower, not system automatically. Therefore sometimes unavoidably loses in control. With ITIL framework, these change management and Release Management, Service Desk, Problem Management and such will integrate together and automation. In First Bank has many information management flow originally, and these information management flow probably already covered ITIL requirement, just missing the connection on automation integration. That integration, processes improvement and carry on the ITIL implementation are the First Bank's mission in 2008.
In this case, I can see banking is more easier inducts ITIL framework in their business operation and lets the processes become automation. Because they already has many information management flow, which probably already covered ITIL expectation. Compare to other industry, banking should get the ITIL certification shortly.
Understanding ITIL Key Process Relationships
Home Source: http://www.computereconomics.com/article.cfm?id=1074
Robert Boyd a Contributing Research Analyst for Computer Economics. He explains the processes relationship on Incident, Problem and Change. ITIL is divided into three major areas: Service Support, Service Delivery, and Security Management. Understanding the differences between those area and the relationships among, these processes is an important first step in implementing ITIL. He takes an example to explain the process relationship on Incident Management and Problem Management. The objective of Incident Management in Service Support category is to restore service as quickly as possible. Therefore, an incident is active until service is verified as restored. The objective of Problem Management in Service Support category is to minimize the economic impact of service disruption by diagnosing the root causes of incidents, gathering information on known errors and by providing work-arounds, temporary fixes, and permanent fixes.
While an incident is active only until service is restored, a problem continues to be active until appropriate fixing solution are published and implemented. This means that incidents and problems are not synonymous. Neither do incidents become problems. Rather incidents, problems, and changes each have a many-to-many relationship with the other two. It is also important to note that not all problem requests are created because of an incident. Some problem requests are initiated by proactive problem control discovering a likely cause of future incidents.
In case, an instance of a problem may have no related instance of an incident. The problem may initiate a change request to implement a permanent fix. In another case, the incident control activity of the Problem Management process may discover that multiple incidents have the same root cause and link all these incidents to a single instance of a problem. Another incident may implement a temporary-fix created previously by the problem control activity of Problem Management.
These relationships can become quite intricate. During the training phase it is easily getting confusion about the relationships between incidents, problems, and changes. Support personnel do not have to know every possible permutation of these relationships, but they should understand that incidents, problems, and changes are not synonymous and can have quite complex interactions.
In my opinion, I strongly agree Robert Boyd's explanation on the relationship between Incident Management, Problem Management and Change Management is important during ITIL implementation. These complex relationships are not easily to the detriment and clearly define instances of incidents and problems. If audiences confuse on those processes, the ITIL implementation will have more pressures.
Robert Boyd a Contributing Research Analyst for Computer Economics. He explains the processes relationship on Incident, Problem and Change. ITIL is divided into three major areas: Service Support, Service Delivery, and Security Management. Understanding the differences between those area and the relationships among, these processes is an important first step in implementing ITIL. He takes an example to explain the process relationship on Incident Management and Problem Management. The objective of Incident Management in Service Support category is to restore service as quickly as possible. Therefore, an incident is active until service is verified as restored. The objective of Problem Management in Service Support category is to minimize the economic impact of service disruption by diagnosing the root causes of incidents, gathering information on known errors and by providing work-arounds, temporary fixes, and permanent fixes.
While an incident is active only until service is restored, a problem continues to be active until appropriate fixing solution are published and implemented. This means that incidents and problems are not synonymous. Neither do incidents become problems. Rather incidents, problems, and changes each have a many-to-many relationship with the other two. It is also important to note that not all problem requests are created because of an incident. Some problem requests are initiated by proactive problem control discovering a likely cause of future incidents.
In case, an instance of a problem may have no related instance of an incident. The problem may initiate a change request to implement a permanent fix. In another case, the incident control activity of the Problem Management process may discover that multiple incidents have the same root cause and link all these incidents to a single instance of a problem. Another incident may implement a temporary-fix created previously by the problem control activity of Problem Management.
These relationships can become quite intricate. During the training phase it is easily getting confusion about the relationships between incidents, problems, and changes. Support personnel do not have to know every possible permutation of these relationships, but they should understand that incidents, problems, and changes are not synonymous and can have quite complex interactions.
In my opinion, I strongly agree Robert Boyd's explanation on the relationship between Incident Management, Problem Management and Change Management is important during ITIL implementation. These complex relationships are not easily to the detriment and clearly define instances of incidents and problems. If audiences confuse on those processes, the ITIL implementation will have more pressures.
Does ITIL still matter?
Home Source:
http://www.misweb.com/magarticle.asp?doc_id=26167&rgid=5&listed_months=0
John Lui reported a CEO's opinion on ITIL is important to any organization, but not always, just for IT services management. ITIL may not cover all the area or industry. Don Page the CEO of the Marval Group, he has more than 20 years of experience in IT service management.
Don Page strongly argues that ITIL is beneficial to organizations of any size. Whether is in the private or public sector. But it has a bit different in term of the organization size. Smaller organizations are at greater risk simply because of their size and dependency on key staff. They need to position themselves where key services are not dependent on individuals. Based on this, having well-defined policies, processes and procedures could be the difference between success and failure. Small and medium-sized organizations should seriously consider ISO 20000 as their IT service framework.
If the organization want to improving the IT services, but no the wholes one; just for the critical part as processing or governance aspect. Don Page advice is, if you are an IT service department, all you need is ITIL and ISO 20000. ITIL provides the underpinning process framework and ISO 20000 the IT governance controls and evidence. There are complementary best practices and standards, in different area take different standard. He would use on a service improvement project. For example; PRINCE 2 for project management and ISO 17799 for security. Many frameworks are specifically designed to meet the demands and regulatory requirements of a specific industry sector. (For example, ETOMS for the telecoms industry, Six Sigma for manufacturing, COBIT for auditors). ISO 20000 is a standard, whereas ITIL is a best practice. The area is covered on different requirement.
From an IT service management framework perspective, there is only ITIL. ITIL will continue to thrive and evolve for two main reasons: 1) because it underpins and aligns with ISO/IEC 20000, the new worldwide auditable standard for IT service management. 2) ITIL's development is driven by the IT Service Management Forum, which has the largest group of practicing IT service management experts and professionals in the world today.
Don Page mention another idea, ISO 20000 gives ITIL the teeth it needs. To maintain a competitive advantage, many businesses need to have the confidence to measure and benchmark their IT organization to maintain business confidence and demonstrate to stakeholders how they measure up against a recognized industry standard or their competition. That mean practice on ISO 20000 is easier than ITIL standard.
In my view, if the organization's IT services management is not at the mature stage, may be take the ISO 20000 first, when all the processes and working flow are running well then consider face to more high level on ITIL framework again.
http://www.misweb.com/magarticle.asp?doc_id=26167&rgid=5&listed_months=0
John Lui reported a CEO's opinion on ITIL is important to any organization, but not always, just for IT services management. ITIL may not cover all the area or industry. Don Page the CEO of the Marval Group, he has more than 20 years of experience in IT service management.
Don Page strongly argues that ITIL is beneficial to organizations of any size. Whether is in the private or public sector. But it has a bit different in term of the organization size. Smaller organizations are at greater risk simply because of their size and dependency on key staff. They need to position themselves where key services are not dependent on individuals. Based on this, having well-defined policies, processes and procedures could be the difference between success and failure. Small and medium-sized organizations should seriously consider ISO 20000 as their IT service framework.
If the organization want to improving the IT services, but no the wholes one; just for the critical part as processing or governance aspect. Don Page advice is, if you are an IT service department, all you need is ITIL and ISO 20000. ITIL provides the underpinning process framework and ISO 20000 the IT governance controls and evidence. There are complementary best practices and standards, in different area take different standard. He would use on a service improvement project. For example; PRINCE 2 for project management and ISO 17799 for security. Many frameworks are specifically designed to meet the demands and regulatory requirements of a specific industry sector. (For example, ETOMS for the telecoms industry, Six Sigma for manufacturing, COBIT for auditors). ISO 20000 is a standard, whereas ITIL is a best practice. The area is covered on different requirement.
From an IT service management framework perspective, there is only ITIL. ITIL will continue to thrive and evolve for two main reasons: 1) because it underpins and aligns with ISO/IEC 20000, the new worldwide auditable standard for IT service management. 2) ITIL's development is driven by the IT Service Management Forum, which has the largest group of practicing IT service management experts and professionals in the world today.
Don Page mention another idea, ISO 20000 gives ITIL the teeth it needs. To maintain a competitive advantage, many businesses need to have the confidence to measure and benchmark their IT organization to maintain business confidence and demonstrate to stakeholders how they measure up against a recognized industry standard or their competition. That mean practice on ISO 20000 is easier than ITIL standard.
In my view, if the organization's IT services management is not at the mature stage, may be take the ISO 20000 first, when all the processes and working flow are running well then consider face to more high level on ITIL framework again.
Monday, May 26, 2008
ITIL standard has mass appeal
Home source: http://management.silicon.com/itpro/0,39024675,39170242,00.htm?r=1
Tim Ferguson provides some information for ITIL framework which has be used in IT services improvement in the world wide. As he reported “Two-thirds (66 per cent) of companies around the globe are using IT infrastructure library (Itil) - the IT service delivery framework - to help manage their IT infrastructure.” Information about the performance, this information comes from the Dimension Data which is a managed services company. ITIL scored an average of three out of five - higher than any other framework - in a survey of more than 370 CIOs in 14 countries.
In term of the survey on taking ITIL framework in organization’s size, they found the size of organization has an impact on ITIL adoption with companies of less than 100 employees rarely using ITIL compared with 87 per cent of companies of more than 10,000 employees using it in some form.
In Tim’s report, he also mentions have another best practice drop off the ITIL implementation in organization. The Engagement best practices as Prince 2, ISO, CMMi, ASL, CoBIT and TQM.
Regarding to Tim’s report, ITIL framework has a good reputation round the world. Even the engagement best practices are coming up, but I believe ITIL framework will continues being used on IT services improvement.
Tim Ferguson provides some information for ITIL framework which has be used in IT services improvement in the world wide. As he reported “Two-thirds (66 per cent) of companies around the globe are using IT infrastructure library (Itil) - the IT service delivery framework - to help manage their IT infrastructure.” Information about the performance, this information comes from the Dimension Data which is a managed services company. ITIL scored an average of three out of five - higher than any other framework - in a survey of more than 370 CIOs in 14 countries.
In term of the survey on taking ITIL framework in organization’s size, they found the size of organization has an impact on ITIL adoption with companies of less than 100 employees rarely using ITIL compared with 87 per cent of companies of more than 10,000 employees using it in some form.
In Tim’s report, he also mentions have another best practice drop off the ITIL implementation in organization. The Engagement best practices as Prince 2, ISO, CMMi, ASL, CoBIT and TQM.
Regarding to Tim’s report, ITIL framework has a good reputation round the world. Even the engagement best practices are coming up, but I believe ITIL framework will continues being used on IT services improvement.
Introduction to ITIL: Early US Adopters Show Business Value
Home source: http://enterpriseleadership.org/content.php?cid=1445
Elizabeth Ferrarini is an IT consultant and freelance writer from Boston, Massachuetts. There have three examples this information about the ROI from the ITIL implementation. In Elizabeth’s report, he mention a news how ITIL support audiences getting benefits from Grater group. The news as following:
“Gartner Group describes ITIL as a roadmap for carrying out repeatable steps for managing technology. It sets out major procedures, goals, and directions for each of 10 different disciplines -- everything from incident management to service-level management -- that can turn IT into a service delivery system rather than an infrastructure made up of discrete processes. ITIL addresses those activities that an organization should do in order to keep processes in control. It can also help determine if a process is cost effective or not, and whether job descriptions should be changed.”
Also Elizabeth takes three successful examples to justify how ITIL framework improves the audience business. Three examples include Procter & Gamble, Caterpillar and Ontario Justice Enterprise. The information as next:
Procter & Gamble
Procter & Gamble, the Cincinnati, Ohio-based consumer products giant, embarked on ITIL in 1999 with a worldwide effort to streamline the number of applications help desks have to support. In just the past four years, Procter & Gamble has reportedly saved about $500 million. A study of savings within Procter & Gamble's finance and accounting IT departments showed a six percent to eight percent cut in operating costs and a 15 percent to 20 percent reduction in technology personnel. Procter & Gamble's most recent ITIL endeavor involved root-cause analysis of trends in help-desk requests. This initiative resulted in a 10 percent reduction in help desk calls.
Caterpillar
In 2000, Caterpillar, the Fortune 100 construction equipment and engine manufacturer based in Peoria, Illinois, used ITIL methods to address incident management for Web-related services. The ITIL team found that internal service providers couldn't meet the target response time of 30 minutes between 60 percent and 70 percent of the time. Now service providers surpass the 90 percent mark.
Ontario Justice Enterprise
Ontario Justice Enterprise, an agency that handles the Canadian government's court system, adopted ITIL in 1999 to help manage growth and to improve service to its internal customers. With 1,000 locations across Ontario serving 25,000 individuals, the agency was under intense pressure to provide more efficient services. The ITIL initiative spawned a virtual service desk that helped slash support costs by 40 percent. The service desk improved service-level monitoring and service request processing, ensuring that everyone worked together as a service-delivery chain. As a result of this agency's experience, other Ontario federal government agencies have adopted ITIL principles.
To sum up, even though the previous examples no more details to talk about the ITIL five basic elements, business perspective, application management, service delivery, service support and infrastructure management, but those examples represent the values from induction the ITIL framework to the business is quite shine. I got more senses from Elizabeth’s report, but the feeling is rough and not enough.
Elizabeth Ferrarini is an IT consultant and freelance writer from Boston, Massachuetts. There have three examples this information about the ROI from the ITIL implementation. In Elizabeth’s report, he mention a news how ITIL support audiences getting benefits from Grater group. The news as following:
“Gartner Group describes ITIL as a roadmap for carrying out repeatable steps for managing technology. It sets out major procedures, goals, and directions for each of 10 different disciplines -- everything from incident management to service-level management -- that can turn IT into a service delivery system rather than an infrastructure made up of discrete processes. ITIL addresses those activities that an organization should do in order to keep processes in control. It can also help determine if a process is cost effective or not, and whether job descriptions should be changed.”
Also Elizabeth takes three successful examples to justify how ITIL framework improves the audience business. Three examples include Procter & Gamble, Caterpillar and Ontario Justice Enterprise. The information as next:
Procter & Gamble
Procter & Gamble, the Cincinnati, Ohio-based consumer products giant, embarked on ITIL in 1999 with a worldwide effort to streamline the number of applications help desks have to support. In just the past four years, Procter & Gamble has reportedly saved about $500 million. A study of savings within Procter & Gamble's finance and accounting IT departments showed a six percent to eight percent cut in operating costs and a 15 percent to 20 percent reduction in technology personnel. Procter & Gamble's most recent ITIL endeavor involved root-cause analysis of trends in help-desk requests. This initiative resulted in a 10 percent reduction in help desk calls.
Caterpillar
In 2000, Caterpillar, the Fortune 100 construction equipment and engine manufacturer based in Peoria, Illinois, used ITIL methods to address incident management for Web-related services. The ITIL team found that internal service providers couldn't meet the target response time of 30 minutes between 60 percent and 70 percent of the time. Now service providers surpass the 90 percent mark.
Ontario Justice Enterprise
Ontario Justice Enterprise, an agency that handles the Canadian government's court system, adopted ITIL in 1999 to help manage growth and to improve service to its internal customers. With 1,000 locations across Ontario serving 25,000 individuals, the agency was under intense pressure to provide more efficient services. The ITIL initiative spawned a virtual service desk that helped slash support costs by 40 percent. The service desk improved service-level monitoring and service request processing, ensuring that everyone worked together as a service-delivery chain. As a result of this agency's experience, other Ontario federal government agencies have adopted ITIL principles.
To sum up, even though the previous examples no more details to talk about the ITIL five basic elements, business perspective, application management, service delivery, service support and infrastructure management, but those examples represent the values from induction the ITIL framework to the business is quite shine. I got more senses from Elizabeth’s report, but the feeling is rough and not enough.
Bank of America and ITIL
Home Sources:
http://www.fisc.com.tw/FISCWeb/FISCBimonthly/Article.aspx?Volume=42&TNo=31
https://www.itsmf.com/upload/conference2002/Bank%20of%20Ameriica.pdf
BOA (Bank of America) the world headquarters in Charlotte, N.C. (North Carolina), the Global Corporate and Investment Banking group has offices in 35 countries serving clients in more than 150 countries, with associates in major business centers in the Americas, Europe and Asia.
The consumer and commercial banking operations serve more than one in four households in the United States, transacting with more than 150 customers per second. In order to support its service operation, its IT system and organization complex it can be imagined.
Cause of BOA wants to be best in the world. They take the ITIL methodology to support them Overcome Organizational and Culture Differences with a unify operation. Out Perform the Competition in both Quality and Cost. Allow for continuous process improvement to reach and ultimately exceed the industry benchmark and such. They started the ITIL project at 2003 with Global Consultancy Company. Begins in inducts ITIL components as IT Service Management, Problem Management, Change Management, Configuration management and Asset Management. These processes are critical to improving production quality assurance.
During the cooperation with Global Consultancy Company, in term of the different phases of management marital identifying, current state assessment, planning the process, design and deployment, this experience discovered that during inducts ITIL processes, the items as:
http://www.fisc.com.tw/FISCWeb/FISCBimonthly/Article.aspx?Volume=42&TNo=31
https://www.itsmf.com/upload/conference2002/Bank%20of%20Ameriica.pdf
BOA (Bank of America) the world headquarters in Charlotte, N.C. (North Carolina), the Global Corporate and Investment Banking group has offices in 35 countries serving clients in more than 150 countries, with associates in major business centers in the Americas, Europe and Asia.
The consumer and commercial banking operations serve more than one in four households in the United States, transacting with more than 150 customers per second. In order to support its service operation, its IT system and organization complex it can be imagined.
Cause of BOA wants to be best in the world. They take the ITIL methodology to support them Overcome Organizational and Culture Differences with a unify operation. Out Perform the Competition in both Quality and Cost. Allow for continuous process improvement to reach and ultimately exceed the industry benchmark and such. They started the ITIL project at 2003 with Global Consultancy Company. Begins in inducts ITIL components as IT Service Management, Problem Management, Change Management, Configuration management and Asset Management. These processes are critical to improving production quality assurance.
During the cooperation with Global Consultancy Company, in term of the different phases of management marital identifying, current state assessment, planning the process, design and deployment, this experience discovered that during inducts ITIL processes, the items as:
- INVENTORY MANAGEMENT: Provide detailed real-time information defining what, when, where, and how much for all components.
- ASSET MANAGEMENT: Manage and optimize the cost, retention, and ultimate disposal (the lifecycle) of IT assets which includes Hardware, Software, Communications and Staff.
- CONFIGURATION MANAGEMENT: Provide enterprise wide, real-time component information (hardware, software, et al.) and incorporate new resources as required, such as provide historical information and provide relationship information.
Those to achieve the effect which initially established, its partner's consultant ability, carries out ability, the execution to deliver and uses the tool is decided that inducts the result is an important attribute. With the ITIL project, that will enable BOA’s IT organization capable to provide and the design the processes on IT management with Business Views, then adds more value to their business operation, this will realize ITIL to achieve it.
In conclusion, by the BOA example, I can see this is understandable on ITIL inducts will be take a longer time and performs each process step by step. If ITIL induction outsourcing with other company, this components for that company’s consultant ability, carries out ability, the execution to deliver and uses the tool is decided will affect the results on ITIL induction successful or failure.
Sunday, May 25, 2008
ITIL run at Taipei City Hospital
Home source: http://www-07.ibm.com/tw/blueview/200609/p19_25.html
Taipei City Hospital (TCH) actually is a Union Hospital, this hospital includes ten hospitals is dispersed in Taipei different regional, for this hospital management to be more effective on the service, the teaching and the research quality are better, by the concept of centralized management and decentralized processing, makes the resources most effective. The hospital is one of the possibility place to have each kind of sudden outbreak, moreover it is affect a human life, if the information system cannot respond promptly, creates the risk is nobody may come to undertake. The hospital decided that establishes a set of IT management construction, lets each person's potency enhance largely, establishes a central information centre (more than 30 middle size server and main frame), first is centralized the equipment and personnel, and then reconstruct the entire IT infrastructure.
After central information centre establishment, faces to IT management aspect. Just one question could very possible involve to others simultaneously (more than 4,000 computers in various area). According to the ITIL concept, needs to define the clear the personnel's role, which matter should be done by a person. This idea is the reason of TCH inducts ITIL precisely. This also becomes the key point on TCH information management system rallying. Simultaneously lets the front end and back end person know that which matters each one can handle, how to illustrate their function to deal with the issue, however the confliction can be reduced.
TCH must have a good methodology to handle the 10 hospital's front end service management. This is the reason why TCH inducts ITIL framework, because ITIL includes the Incident Management, Problem Management, Configuration Management and other modules unify the information in CMDB. That may the advantage on discovers the real problem in case. Moreover ITIL concepts can also help people classify and solving the work, person, organization and equipment's matter. Actually some 80% events, the real issues possibly only occupied about 20%. In other words, so long as fixes about 20% real problems, which may solve about 80% problems. If TCH does not have ITIL implementation, it is unable to know that, which the issues do TCH have, where the issues come from? Whichever come from equipment or people?
After inducting ITIL framework, TCH know many matters from the IT management. It comes from the basic service quantity, equipment quantity, equipment's service condition, or personnel administrative condition. Is the operation working smooth or the service quality to be good, those have the objective data to be possible to consider. In term of the front end people, ITIL the most attraction for them, the work flow itself has not changed actually, but lies in the lifting efficiency at the same time.
The goal on Inducts ITIL framework, not only establishes the service desk, the most important things is let the IT department have more value, it represent on the quality, to be possible the quantification, to be possible to manage and working flow standardization. That is helpful to reduce people’s doubts and the complaint regarding to the IT department, and refine the IT department's value as well.
TCH induct ITIL start at June, 2006, establishes the service desk and the Incident management estimated that six months must complete, that is shorter compare to overseas possibly require two year, but the ITIL ten flows are the plan must complete completely in two years. After inducting ITIL, may let the development personnel concentrate on system innovation, develops the new system or provides the new software service, which can affect the medical service quality naturally. For example, after inducts PACS system's in hospital, patient take a testing on X-ray, possibly must wait for 15 minutes doctor to be able to obtain the result, and then continues the diagnosis. Now, the PACS can provide the result to the doctor when the patients possibly return to the consulting room.
ITIL may assist the IT personnel to solve the basic problem, but is not soling on event only. Change the situation from waiting to do not use to waiting, from passive way pass to initiative side that is one kind of significant improvement.
In summary, I know that in the majority cases, it is the intangible efficiency which ITIL framework brings. That represents in work sharing, on time consuming and money. As the last paragraph said that, if we can change the situation at event handling on waiting to do not use to waiting, from passive way to the initiative side on the processing flow, it is a significant improvement. Even it is intangible on the changing. But we can feel it is effective.
Taipei City Hospital (TCH) actually is a Union Hospital, this hospital includes ten hospitals is dispersed in Taipei different regional, for this hospital management to be more effective on the service, the teaching and the research quality are better, by the concept of centralized management and decentralized processing, makes the resources most effective. The hospital is one of the possibility place to have each kind of sudden outbreak, moreover it is affect a human life, if the information system cannot respond promptly, creates the risk is nobody may come to undertake. The hospital decided that establishes a set of IT management construction, lets each person's potency enhance largely, establishes a central information centre (more than 30 middle size server and main frame), first is centralized the equipment and personnel, and then reconstruct the entire IT infrastructure.
After central information centre establishment, faces to IT management aspect. Just one question could very possible involve to others simultaneously (more than 4,000 computers in various area). According to the ITIL concept, needs to define the clear the personnel's role, which matter should be done by a person. This idea is the reason of TCH inducts ITIL precisely. This also becomes the key point on TCH information management system rallying. Simultaneously lets the front end and back end person know that which matters each one can handle, how to illustrate their function to deal with the issue, however the confliction can be reduced.
TCH must have a good methodology to handle the 10 hospital's front end service management. This is the reason why TCH inducts ITIL framework, because ITIL includes the Incident Management, Problem Management, Configuration Management and other modules unify the information in CMDB. That may the advantage on discovers the real problem in case. Moreover ITIL concepts can also help people classify and solving the work, person, organization and equipment's matter. Actually some 80% events, the real issues possibly only occupied about 20%. In other words, so long as fixes about 20% real problems, which may solve about 80% problems. If TCH does not have ITIL implementation, it is unable to know that, which the issues do TCH have, where the issues come from? Whichever come from equipment or people?
After inducting ITIL framework, TCH know many matters from the IT management. It comes from the basic service quantity, equipment quantity, equipment's service condition, or personnel administrative condition. Is the operation working smooth or the service quality to be good, those have the objective data to be possible to consider. In term of the front end people, ITIL the most attraction for them, the work flow itself has not changed actually, but lies in the lifting efficiency at the same time.
The goal on Inducts ITIL framework, not only establishes the service desk, the most important things is let the IT department have more value, it represent on the quality, to be possible the quantification, to be possible to manage and working flow standardization. That is helpful to reduce people’s doubts and the complaint regarding to the IT department, and refine the IT department's value as well.
TCH induct ITIL start at June, 2006, establishes the service desk and the Incident management estimated that six months must complete, that is shorter compare to overseas possibly require two year, but the ITIL ten flows are the plan must complete completely in two years. After inducting ITIL, may let the development personnel concentrate on system innovation, develops the new system or provides the new software service, which can affect the medical service quality naturally. For example, after inducts PACS system's in hospital, patient take a testing on X-ray, possibly must wait for 15 minutes doctor to be able to obtain the result, and then continues the diagnosis. Now, the PACS can provide the result to the doctor when the patients possibly return to the consulting room.
ITIL may assist the IT personnel to solve the basic problem, but is not soling on event only. Change the situation from waiting to do not use to waiting, from passive way pass to initiative side that is one kind of significant improvement.
In summary, I know that in the majority cases, it is the intangible efficiency which ITIL framework brings. That represents in work sharing, on time consuming and money. As the last paragraph said that, if we can change the situation at event handling on waiting to do not use to waiting, from passive way to the initiative side on the processing flow, it is a significant improvement. Even it is intangible on the changing. But we can feel it is effective.
Saturday, May 24, 2008
Uses the ITIL 2nd edition to build the foundation first and then upgrade again.
Home Source: http://www.ithome.com.tw/itadm/article.php?c=45166
Brian Johnson one of the ITIL founders is also the IT service management forum (itSMF) originator, present serves in CA’s ITIL to practice manager. He provided some idea to enterprise what is the ITIL 3rd edition key value? And who should face to the ITIL 3rd edition? Understand the core spirit before implementation. He aims at the detailed explanation how to select a correct ITIL framework version base on enterprise self requirement. As well as the key propose on ITIL Version 3 induction.
The ITIL 3rd edition has been published since May 2007, the service construction and life cycle's vision that has made the person a shine for it, but people get the puzzlement later on.
Johnson explain the different ITIL version between 1 and 3. What's the biggest difference on ITIL 3rd edition compared to version.1 and version.2? Each edition emphasis key point is dissimilar, for example version.1 and version.2 talked about IT service many are may choose (optional), or provided you a direction (guidance), but the 3rd edition, these things will be must (you should) probably working on. In the 3rd edition will advise (recommend) the enterprise to go to do, this will be 3 edition most main differences.
ITIL Version.3 is not uses for version.2 replacement. When the version.2 implementation is completed then can consider induction version.3 again at further. There has an assumption on version.3. it suppose the enterprise already to use ITIL v.2 to be very long, therefore enterprise expect their business more better, then upgrade to ITIL version.3. In other words, if enterprise inducts ISO 20000 very for a long time, wants to look for some better method, may also consider ITIL version.3. Enterprise selects the ITIL edition must according to their needs to decide that which edition can induct. Version.3 may not suitable for every enterprise.
If enterprise already achieves on ISO 20000 authorization, base on that foundation then can inducts ITIL version.3. Is necessary to upgrade to ITIL version.3? That depends on enterprise's commercial demand. What the enterprise needs to appraise is necessary take more investment improve to these standards? It is not for the ISO standard or ITIL certification and then works on the ITIL version.3.
If enterprise wants to take the ITIL version.3, they have to understand version.3 must the whole induction, it cannot be promote partially. It doesn’t like version.2 is service transmission, has more option. But version.3 is necessary whole induction.
When the enterprise inducts ITIL version 3 and provide the real services, how the enterprise can choose which part should play attention first? They can take the idea from Service Operation, as well as Service Transition books. According to the suggestion inside the book, think about what service is the enterprise wants to provide, whether all necessary flows did have, if does not have to probably make up these flows first and keep going.
If enterprise's IT management has not achieved on mature situation, but they want have better control on their working flow, which suits taking the ITIL version.2 methodology. If the enterprise many IT operations had been already mature, wants to advance manage on IT service life cycle, uses ITIL version.3 further.
In my view, ITIL framework establishment not one day and one night may become, it takes time and money, because the processes involve many subjects during the implementation. The category already depth also is broad. If take a wrong way, waste money and time. I strong agree as Brian Johnson mention, if enterprise faces to ITIL framework, they should divides the processes into short, middle and long term goal and then implement ITIL framework gradually. If enterprise doesn’t clear understand their IT management is it standing on the mature situation, find a consultant to do an assessment first. According to the assessment result, make up the weaknesses area and then take the ITIL Version.2 for the entrance. The achievements can obtain easily.
Brian Johnson one of the ITIL founders is also the IT service management forum (itSMF) originator, present serves in CA’s ITIL to practice manager. He provided some idea to enterprise what is the ITIL 3rd edition key value? And who should face to the ITIL 3rd edition? Understand the core spirit before implementation. He aims at the detailed explanation how to select a correct ITIL framework version base on enterprise self requirement. As well as the key propose on ITIL Version 3 induction.
The ITIL 3rd edition has been published since May 2007, the service construction and life cycle's vision that has made the person a shine for it, but people get the puzzlement later on.
Johnson explain the different ITIL version between 1 and 3. What's the biggest difference on ITIL 3rd edition compared to version.1 and version.2? Each edition emphasis key point is dissimilar, for example version.1 and version.2 talked about IT service many are may choose (optional), or provided you a direction (guidance), but the 3rd edition, these things will be must (you should) probably working on. In the 3rd edition will advise (recommend) the enterprise to go to do, this will be 3 edition most main differences.
ITIL Version.3 is not uses for version.2 replacement. When the version.2 implementation is completed then can consider induction version.3 again at further. There has an assumption on version.3. it suppose the enterprise already to use ITIL v.2 to be very long, therefore enterprise expect their business more better, then upgrade to ITIL version.3. In other words, if enterprise inducts ISO 20000 very for a long time, wants to look for some better method, may also consider ITIL version.3. Enterprise selects the ITIL edition must according to their needs to decide that which edition can induct. Version.3 may not suitable for every enterprise.
If enterprise already achieves on ISO 20000 authorization, base on that foundation then can inducts ITIL version.3. Is necessary to upgrade to ITIL version.3? That depends on enterprise's commercial demand. What the enterprise needs to appraise is necessary take more investment improve to these standards? It is not for the ISO standard or ITIL certification and then works on the ITIL version.3.
If enterprise wants to take the ITIL version.3, they have to understand version.3 must the whole induction, it cannot be promote partially. It doesn’t like version.2 is service transmission, has more option. But version.3 is necessary whole induction.
When the enterprise inducts ITIL version 3 and provide the real services, how the enterprise can choose which part should play attention first? They can take the idea from Service Operation, as well as Service Transition books. According to the suggestion inside the book, think about what service is the enterprise wants to provide, whether all necessary flows did have, if does not have to probably make up these flows first and keep going.
If enterprise's IT management has not achieved on mature situation, but they want have better control on their working flow, which suits taking the ITIL version.2 methodology. If the enterprise many IT operations had been already mature, wants to advance manage on IT service life cycle, uses ITIL version.3 further.
In my view, ITIL framework establishment not one day and one night may become, it takes time and money, because the processes involve many subjects during the implementation. The category already depth also is broad. If take a wrong way, waste money and time. I strong agree as Brian Johnson mention, if enterprise faces to ITIL framework, they should divides the processes into short, middle and long term goal and then implement ITIL framework gradually. If enterprise doesn’t clear understand their IT management is it standing on the mature situation, find a consultant to do an assessment first. According to the assessment result, make up the weaknesses area and then take the ITIL Version.2 for the entrance. The achievements can obtain easily.
Top 10 things IT managers should know about implementing ITIL
Home Source: http://searchcio.techtarget.com/news/article/0,289142,sid182_gci1243739,00.html
Pink Elephant firm represent 10 important points which we should consider on ITIL implementation. What’s the idea for those important points? It has been listed as the following:
Pink Elephant firm represent 10 important points which we should consider on ITIL implementation. What’s the idea for those important points? It has been listed as the following:
- ITIL implementations need to be managed as formal projects.
- It takes resources, including time and money.
- It will require education and training.
- More than ITIL processes will change.
- A strong communication plan will need to be executed.
- It takes management commitment and participation.
- The organizational culture will need to change.
- There will be resistance.
- It takes everyone's involvement.
- Every manager should know about implementing ITIL is: It's worth doing!
To be successful, we should have an overall vision and strategy. After that, we must have a project manager to manage all the activities which include consultants, communication, identify requirement, organizing funding, people, resources and such before starting the project. During ITIL implementation, we should provide the education or training to related member, because everyone should speak the same language on project interaction.
Focus on the ITIL implementation, the level of attention should from the very top on down, involves all IT staffs to develop and implement of the processes. In term of Technology has to support new processes and other existing business processes migration. That means new roles have to be created during the implementation. The company cultural issues would be change by the new policies and procedures.
For that culture conflicts, senior management plays a key role to communicate with the stakeholders and show visible commitment often. During the company culture conflicts, some people could leave their position; Leaders must be prepared to manage this aspect of change effectively in order to help the organization move quickly from resistance and denial to acceptance. Because of this affection is predictable. Avoiding that issue, don’t focus on just one group or department; get everyone's input. All stakeholders can make a valuable contribution.
Getting many people involved as possible creates a sense on ITIL implementation for improve business service delivery with effectiveness and efficiency IT processes. Move the company from a reactive to a proactive business operation.
In my view, those idea not only use in the ITIL framework implementation. It is also important in every project implementation. Each project can not missing the elements as Time, Money, Resources, communication and Management. Well-planning and strong communication can reduce the confliction during the business integration.
Friday, May 23, 2008
Acer eDC got the ITIL certification on ISO20000
Home Sources:
http://www.fisc.com.tw/FISCWEB/FISCBimonthly/Article.aspx?Volume=42&TNo=3
http://www.zdnet.com.tw/news/software/0,2000085678,20121502,00.htm
Acer eDC is Taiwan fourth organization obtains the ISO 20000 authentication, after inducting ITIL; the eDC system raises the availability to 99% above. Also indirect response in eDC business growth though standardized IT service.
The biggest reason on Acer eDC inducts the ITIL framework is they want to improve the system availability. Before inducting the ITIL standardized flow, the firewall equipment's configuration or setup changing are depending on engineer's individual experience, and has not requested to leave the change record. Cause of the configuration depend on the engineer’s experience, firewall's availability was respectively once lowered to only then 60%. This lets us realize profoundly, it is necessary to induct a set of management methodology to improve the IT service quality. Decides to use ITIL, because ITIL has developed many years, already has the education, training, consultant and management tool, compares to self develops the flow to be more effective voluntarily, therefore has chosen the ITIL standard.
As the firewall's usability problem, after inducting the Change Management to solve that problem, firewall equipment's system availability has achieved above 99%. Except the improvement system availability matter, Acer eDC also penetrates ITIL to improve staff's cost benefit concept. Enterprise implements ITIL to be helpful to let IT service cost transparence.
Introduce ITIL for solving the IT problems, not for to obtain the authentication to authenticate, starting at the most urgently problem needs to be improved. Step by step to increases each kind of flow base on the ITIL standard, Solves the first question, after treating ITIL inducts maturely, then carries on the authentication. The advantage start on the simple way and step by step, the achievements is easily to obtain. Moreover this way is quite easily to be winner.
Take Acer eDC as the example, focus on the business standardized working processes, they delegate a 7-8 members team take the responsibility to set up those things about four years. The cost on visible manpower approximately (does not count education and training) between 25 – 30 million new Taiwan dollars. The second main investment is focus on the platform tool's purchasing. As Acer eDC experience the tools cost approximately between 5 – 7 million new Taiwan dollars.
Read though this article, I can see Acre made a good example for every one interested on the ITIL best practice. Acer takes the ITIL framework to improve their business, identify the goals with their business strategy, practices their plan carefully and analyze the requirement correctly, also strive the working flow perfection unceasingly. Today, the advantages of ITIL framework implementation, Acer not only just have the authorization and lead the industry. After the ITIL implementation, their revenues also increased significantly, the figures represent more than ten times form the year 2002 to 2007. They did a very good job.
http://www.fisc.com.tw/FISCWEB/FISCBimonthly/Article.aspx?Volume=42&TNo=3
http://www.zdnet.com.tw/news/software/0,2000085678,20121502,00.htm
Acer eDC is Taiwan fourth organization obtains the ISO 20000 authentication, after inducting ITIL; the eDC system raises the availability to 99% above. Also indirect response in eDC business growth though standardized IT service.
The biggest reason on Acer eDC inducts the ITIL framework is they want to improve the system availability. Before inducting the ITIL standardized flow, the firewall equipment's configuration or setup changing are depending on engineer's individual experience, and has not requested to leave the change record. Cause of the configuration depend on the engineer’s experience, firewall's availability was respectively once lowered to only then 60%. This lets us realize profoundly, it is necessary to induct a set of management methodology to improve the IT service quality. Decides to use ITIL, because ITIL has developed many years, already has the education, training, consultant and management tool, compares to self develops the flow to be more effective voluntarily, therefore has chosen the ITIL standard.
As the firewall's usability problem, after inducting the Change Management to solve that problem, firewall equipment's system availability has achieved above 99%. Except the improvement system availability matter, Acer eDC also penetrates ITIL to improve staff's cost benefit concept. Enterprise implements ITIL to be helpful to let IT service cost transparence.
Introduce ITIL for solving the IT problems, not for to obtain the authentication to authenticate, starting at the most urgently problem needs to be improved. Step by step to increases each kind of flow base on the ITIL standard, Solves the first question, after treating ITIL inducts maturely, then carries on the authentication. The advantage start on the simple way and step by step, the achievements is easily to obtain. Moreover this way is quite easily to be winner.
Take Acer eDC as the example, focus on the business standardized working processes, they delegate a 7-8 members team take the responsibility to set up those things about four years. The cost on visible manpower approximately (does not count education and training) between 25 – 30 million new Taiwan dollars. The second main investment is focus on the platform tool's purchasing. As Acer eDC experience the tools cost approximately between 5 – 7 million new Taiwan dollars.
Read though this article, I can see Acre made a good example for every one interested on the ITIL best practice. Acer takes the ITIL framework to improve their business, identify the goals with their business strategy, practices their plan carefully and analyze the requirement correctly, also strive the working flow perfection unceasingly. Today, the advantages of ITIL framework implementation, Acer not only just have the authorization and lead the industry. After the ITIL implementation, their revenues also increased significantly, the figures represent more than ten times form the year 2002 to 2007. They did a very good job.
Thursday, May 22, 2008
Expert: ITIL is not an efficacious remedy
Home Source: http://www.zdnet.com.tw/news/software/0,2000085678,20122422,00.htm
ITIL is a heat topic at current years, but the expert has actually made the different sound. Referring to ITIL framework, it is not to be able to solve all problems and not to be suitable for all organization. As CA ITIL practices manager concurrently honor Vice-president Brian Johnson indicate that ITIL framework is a reference for the enterprise IT working flow design only, also it is not a standard which can apply to any mechanically in any organization and industry. The goals for using the ITIL framework to improve enterprise’s IT service quality and efficiency, as well as decreases the cost of IT operation and the accident has the possibility, and then reflected that in business service quality and efficiency.
The ITIL true core lies in enterprise's demand. Johnson indicated that ITIL itself is a set of methods and procedures; uses for to assist the enterprise to make the IT flows working well, causes IT services can combine within enterprise's service goal. If enterprise already has a good operated flow itself, it is not necessarily to change to ITIL framework. Enterprise must realize which processes have to change in the existing working flow first then appraises the following step. The key point is the business change to be better with ITIL framework, but not focus on ITIL implementation.
In term of practice aspect, ITIL really has possibly enhances enterprise's IT services, but if enterprise's culture is not suitable on ITIL framework, the result possibly will be actually a disaster on ITIL implementation mandatory. Here has a bad example on American company inducts 6 Sigma solution in their business operation, this company already has very much on innovation ability. After inducting 6 Sigma solution, actually instead was inferior to the past. When the enterprise must introduce any standard, framework or methodology in the business operation, needs to be confirm that really suitable in their own personnel, organization characteristic and the culture, otherwise possibly could not receive the expectation effect, also could have the negative influence in the business processing.
Johnson also reminds this if enterprise intends to have ITIL or any new working flow, the essential establishment has the substantive authority (e.g. sufficient share attains the CIO authorization) IT service design team to take responsibility on the sole execution, on one side they must have ability communicates the demand with operating unit, on the other hand, can also coordinate and integrate IT department's resources, this can impel and realize the new working flow truly.
Thus this article, I can understand the ITIL framework is an assistance tool to support the business operation based on the business strategy. It can achieve the business processing flow automation and may help everybody feel better on their hard working. But tool is tool; it can help us to formulate the strategy we needs. It is a human’s work, impossible to be substituted.
ITIL is a heat topic at current years, but the expert has actually made the different sound. Referring to ITIL framework, it is not to be able to solve all problems and not to be suitable for all organization. As CA ITIL practices manager concurrently honor Vice-president Brian Johnson indicate that ITIL framework is a reference for the enterprise IT working flow design only, also it is not a standard which can apply to any mechanically in any organization and industry. The goals for using the ITIL framework to improve enterprise’s IT service quality and efficiency, as well as decreases the cost of IT operation and the accident has the possibility, and then reflected that in business service quality and efficiency.
The ITIL true core lies in enterprise's demand. Johnson indicated that ITIL itself is a set of methods and procedures; uses for to assist the enterprise to make the IT flows working well, causes IT services can combine within enterprise's service goal. If enterprise already has a good operated flow itself, it is not necessarily to change to ITIL framework. Enterprise must realize which processes have to change in the existing working flow first then appraises the following step. The key point is the business change to be better with ITIL framework, but not focus on ITIL implementation.
In term of practice aspect, ITIL really has possibly enhances enterprise's IT services, but if enterprise's culture is not suitable on ITIL framework, the result possibly will be actually a disaster on ITIL implementation mandatory. Here has a bad example on American company inducts 6 Sigma solution in their business operation, this company already has very much on innovation ability. After inducting 6 Sigma solution, actually instead was inferior to the past. When the enterprise must introduce any standard, framework or methodology in the business operation, needs to be confirm that really suitable in their own personnel, organization characteristic and the culture, otherwise possibly could not receive the expectation effect, also could have the negative influence in the business processing.
Johnson also reminds this if enterprise intends to have ITIL or any new working flow, the essential establishment has the substantive authority (e.g. sufficient share attains the CIO authorization) IT service design team to take responsibility on the sole execution, on one side they must have ability communicates the demand with operating unit, on the other hand, can also coordinate and integrate IT department's resources, this can impel and realize the new working flow truly.
Thus this article, I can understand the ITIL framework is an assistance tool to support the business operation based on the business strategy. It can achieve the business processing flow automation and may help everybody feel better on their hard working. But tool is tool; it can help us to formulate the strategy we needs. It is a human’s work, impossible to be substituted.
CA CIO：Adopting ITIL from the beginning of urgent question
Home Source: http://www.zdnet.com.tw/news/software/0,2000085678,20120564,00.htm
Phil Stunt the Vice president of CA global Information Technology Department, he believed that before the enterprise adapting to the ITIL framework, the most difficult things is find out their own demand, And then decided should start from where. Discovers what problems are the company has? And define which items should be achieved on the first priority base on the ITIL implementation? This key point will affect the successful or failure on ITIL process implementation.
In case, there have the different order of priority in different enterprise and different stage of management. The enterprise has understood the currently demand which will be easier to define the actual effect of ITIL. Also could clearly to find the suitable starting point. Regarding to the general enterprise, they are unwilling to introduce ITIL framework to their company, because it is hardly to appraise the benefit on ITIL implementation.
Due to CA have numerous Branch office in the world, therefore IT government becomes the first priority to concentrate. This company has 1,800,000 above infrastructure events every time (for example network not steadily and so on), finally must involve the IT personnel actually just 1500, because they already uses the CMDB and Service Desk related solution many years.
CA also spends a lot of many in personnel's education and training in practicing ITIL framework. Stunt indicated that they have more than 600 people in IT department; the arrangements on education and training cost not to be low, average each personnel invest possibly surpass 1000 US dollars.
I agree with the CA CIO idea, using the ITIL framework on fixing the urgent question for the business. Although ITIL concept involving is quite broad, inducts partially first from the core business, thus reduces services operation cost, in accordance with the situation expands again the scope, transforms to be helpful on the promotion of profit’s service tool, that will be easier to feel the effect bring from ITIL standard.
Phil Stunt the Vice president of CA global Information Technology Department, he believed that before the enterprise adapting to the ITIL framework, the most difficult things is find out their own demand, And then decided should start from where. Discovers what problems are the company has? And define which items should be achieved on the first priority base on the ITIL implementation? This key point will affect the successful or failure on ITIL process implementation.
In case, there have the different order of priority in different enterprise and different stage of management. The enterprise has understood the currently demand which will be easier to define the actual effect of ITIL. Also could clearly to find the suitable starting point. Regarding to the general enterprise, they are unwilling to introduce ITIL framework to their company, because it is hardly to appraise the benefit on ITIL implementation.
Due to CA have numerous Branch office in the world, therefore IT government becomes the first priority to concentrate. This company has 1,800,000 above infrastructure events every time (for example network not steadily and so on), finally must involve the IT personnel actually just 1500, because they already uses the CMDB and Service Desk related solution many years.
CA also spends a lot of many in personnel's education and training in practicing ITIL framework. Stunt indicated that they have more than 600 people in IT department; the arrangements on education and training cost not to be low, average each personnel invest possibly surpass 1000 US dollars.
I agree with the CA CIO idea, using the ITIL framework on fixing the urgent question for the business. Although ITIL concept involving is quite broad, inducts partially first from the core business, thus reduces services operation cost, in accordance with the situation expands again the scope, transforms to be helpful on the promotion of profit’s service tool, that will be easier to feel the effect bring from ITIL standard.
Subscribe to:
Posts (Atom)