Ponte Vecchio - Crowd, by Tom Stardust at Flickr - some rights reserved

According to Hornbill’s study report written by Mauricio Marrone (published September of 2009), the main barriers to ITIL adoption are (barrier with most responses at the top): 

1. Lack of resources ([people] time or people)
2. Cultural resistance to organizational change
3. Maintaining momentum/progress stagnates

These barriers depend on that fundamental little element on organizations: People. Whence, IT management and IT Governance must align execution and responsibility with envolved people to make sure producing relevant outcomes on time does happen.

From the same source, we known that for 70% of organizations under the survey, IT is represented on executive board. On the reverse side of the coin,  at 50% of the very same organizations, IT and business meet quarterly or less frequently, making it hard the forementioned alignment and envolvement.

And would the interviewed people for this study do differently had they another go for ITIL? Communication and education is key:

• Help business understand ITIL
• Get top management on board
• Educate key people as early as possible

[Bonus: Grab the report at Mauricio's page here.]

While ITIL V2 served its purpose of making IT organizations aware that IT service management could be done better, ITIL V3 provides the detail on how to make it better. With the OGC’s plan to retire ITIL V2 in 2010, I thought this would be a good time to write a DITY about what I consider to be the top five questions IT professionals have about version 3 of the IT Infrastructure Library (ITIL).

http://www.itsmsolutions.com/newsletters/DITYvol5iss45.htm

Though it is expected that most people know about this already, however ITSM in my opinion is about revisiting the importants, refreshing the memory and keepings things in radar. Here is a good summarization of  the certifications related to ITIL v3 and what roles do they fit in, written by Rick Lemieux on DITY!

Click here to download the pdf.

The “MoSCoW Analysis” sounds as though it is straight out of a James Bond or Jason Bourne spy movie. However, it is actually a very clever mnemonic that aids in prioritizing requirements for user services and Service Management tools in the Service Design phase of the IT Service Management (ITSM) Lifecycle.

http://www.itsmsolutions.com/newsletters/DITYvol5iss44.htm

Mark Storer joined TCS in January, 2008, bringing with him more than 25 years of IT Leadership in the areas of IT Process Development, Project Management, IT Management, Audit, and Systems Development.

 You have to RSVP! http://itsmfny.com/upcomingevents.html

Time:              
5:00pm – 8:00pm
                 
Place:   
          
IBM – 590 Madison
(Corner of 57th St) Conference Room 12-1219  New York, NY

Agenda:           
5:00pm – 5:30pm……Networking
5:30pm – 5:45pm……Welcome & Announcements
5:45pm – 7:30pm……Presentation & Roundtable Q & A
7:30pm – 8:00pm……Wrap-Up & Networking

Beverage service and light snack will be available
This Presentation is intended to be interactive, so bring your ideas, dilemmas and concerns in these areas and hear what others may be facing. It will introduce some guidelines around determining that right investment, taking into consideration Current Process Maturity, Organizational Change Management, Process Maturity Roadmap, The End State (if there is one), The Business Case and Leadership Support.

Most IT organizations wave the banner of Continuous Process Improvement.  Whether still deeply entrenched in ITIL V2 or struggling to make the transformation to ITIL V3, organizations struggle to determine the right amount of funding to allocate toward Continuous Process Improvement.

2009 tavaszán az ITSMf Magyarországi tagszervezetének támogatásával (egyetemi sapkában) végeztünk egy kutatást, mely mintegy gyorsjelentés jelleggel vizsgálta a hazai, informatikát intenzíven és tudatosan használó szervezetek informatikai menedzsment gyakorlatát. A kutatás során vizsgáltuk az informatika megítélését, innovatív jellegét, IT stratégia meglétét, az alkalmazásportfolió összetételét, az alkalmazott ITSM folyamatokat, illetve külön érdekességnek bizonyult az informatikai költségvetés alakulása, valamint az aktuális válságra adott reakciók.

Mindezen eredményekből egy kivonatot (illetve két kivonatot) a CONFENIS 2009 konferencián adtam elő, és a folytatásban mindkettő megtekinthető (sajnos csak angolul, a magyar változat még 1-2 hétig várat magára).

1. Általános áttekintés a kutatásról, költségvetés, IT stratégia, IT szerepe és megítélése, alkalmazásportfolió, ITSM folyamatok

2. A válság hatása a szervezetek informatikai tevékenységére, költségvetés alakulása, rövid és hosszú távú válaszreakciók

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

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

Ilene Jones, Process Architect at The Boeing Company

“We contracted with Rick and itSM Solutions to provide online ITIL Foundations training for over 1K IT employees. We saved over $1M compared to our ITIL V2 foundations training approach. The online training works well for busy employees who find it hard to give up entire days. The content is very well done and all of our employees are getting consistent training that doesn’t vary from instructor to instructor.”

“Rick and his Company were a pleasure to work with. They patiently worked with us answering questions and adapting their offering to meet our needs. I really cannot say enough about how good the experience has been.”

LinkedIn: Ilene Jones

Dale Edmiston, Director, Data Center Operations, Delhaize Group, U.S. at Food Lion

“I have worked with ITSM Solutions for several years and have had great results with the ITIL/ITSM training we have received from both a classroom and web-based training perspective. Dave Nichols has been instrumental in serving as an educator and leader offering a wide breadth of experience and depth of knowledge in process best practices. I have continuously leaned into Dave for practical advice for ITSM implementations and feel he has been instrumental in helping us succeed in our ITSM endeavors.”

LinkedIn: Dale Edmiston

Jeff Annechini, VP Corporate IT at SunGard

“I just completed the ITIL V3 Foundation Online Training Course and found it to be outstanding. The presenter and supporting material were excellent.”

LinkedIn: Jeff Annechini

David Marr, ITSM Senior Program Analyst at Jacobs Technology

“I recently completed the ITSM Solutions Online ITIL V2 / V3 Service Manager’s Bridge course. I found it to be an excellent resource for learning the subject matter and preparing for the exam. The content was well delivered and very effective in conveying the essential information. Additionally, the supporting review materials were on target for passing the exam.”

“I would highly recommend this course.”

LinkedIn: David Marr

Eddie Brady, Service Manager at Accenture, The Netherlands

“In order to effectively be able to combine work with study I was looking for a quality online ITIL programme that would help me gain the ITIL Intermediate qualification. I initially decided to follow the Service Strategy offering as provided by one of ITSM Solutions’ International online competitors. I was, however, very disappointed with the quality of their eLearning environment and its overall quality. I contacted ITSM and they were able to set me up with a trial of their eLearning programme. I was very surprised by the quality they had to offer. It was easy and enjoyable to follow and I was easily convinced to follow the remaining modules with them.”

LinkedIn: Eddie Brady

Marybeth Kochis, Sr. Consultant, Service Excellence, Global Solutions Development at Kepner-Tregoe, Inc

“I found itSM Solution’s on-line teaching approach, with visual aids and content organization to be far above other on-line programs. The work aids, and interactive quizzes were exceptional in preparing me for my exam. I passed on the first attempt! Additionally, itSM Solution’s support staff helped me in all the ‘rough spots’ in a most efficient & professional manner. I was well supported! I will highly recommend this course approach to my colleagues and customers!”

LinkedIn: Marybeth Kochis

ITIL training and certification has become a virtual requirement for IT professionals looking differentiate their skill sets to hang on to their jobs or compete for a new one. The days of leveraging a technology certification as your ticket to employment are over. Technology professionals are now required to be certified in ITSM best practices in order to compete for jobs focused on implementing process controls designed to better align IT with the business and to deliver services that are optimized cost, quality and compliance.

http://www.itsmsolutions.com/newsletters/DITYvol5iss26.htm

The FREE evaluation kit includes a fully licensed copy of the ITIL V3 Service Lifecycle Operation and Capability Operational Support & Analysis (OSA) classes. The goal of the evaluation is to provide the IT practitioner an opportunity to experience the complete program (registration, instructor video’s, student courseware and mentoring support) without having to purchase the product first. “It’s a true 100% online Try Before You Buy program” stated Rick Lemieux, Managing Partner at itSM Solutions

http://www.free-press-release.com/news-itsm-solutions-announces-a-free-trial-kit-for-its-itil-v3-intermediate-self-paced-online-training-programs-1255949863.html

ITIL “purists” will say, “Well, you can’t always do it that way because ‘it depends.’”

Yes it does, but one major shortcoming of ITIL has always been that “depends” is the answer to most questions of adoption, with little consistent guidance as to what good decisions depend on and the application of that rationale.

Almost two years ago, ITIL’s much awaited and ballyhooed version 3 refresh was rolled out. Public reaction reflected confusion about what was new, and the trade press, pundits and vendors engaged in a frenzied barrage of articles, blogs and marketing press releases that amounted to a well intentioned, but meaningless discussions of differences, similarities, changes in location, changes in attitude . . .

I cringed when the ITIL’s Chief Architect, Sharon Taylor, pronounced that there were no plans for an “ITIL version 4.” Fast forward two years and stakeholders are starting to voice the need for a new version of ITIL or at least a major point release.

http://www.itsmsolutions.com/newsletters/DITYvol5iss31.htm

One of the greatest challenges that training and organization development professionals face is the demand on the part of their organizations for a minimization of employees’ time off job. Our own research shows that while there is a higher focus on the time and attention spent on developing capabilities across all levels of operation, that time and attention is not in the classroom.

The reliance on in-classroom training by many organizations is dying a rapid death, not out of any ill will; primarily it is out of economic necessity. Business-impacting results are rare in a classroom setting. Newly formed skills learned and immediately applied; to produce operational results are the order of the day and the future of organization transformation. We all feel it. The rate of organizational transformation is becoming faster, daily.

http://www.itsmsolutions.com/newsletters/DITYvol5iss40.htm

¿Está considerando implantar ITIL en su empresa?

¿Necesita formar a sus trabajadores con este modelo de gestión de servicios TI?

¿Le gustaría poder realizar esta formación de manera subvencionada?

¿Querría disminuir costes de forma substancial mediante el programa de ayudas FORCEM del Ministerio de Trabajo?

New Horizons Barcelona imparte formación del curso en Fundamentos ITIL v. 3
en su propia empresa en Valladolid.

Solicite información sobre el plan formativo y el programa de ayudas Forcem:

Formulario de solicitud online
Teléfono: 93 602 55 00
New Horizons Barcelona

El curso se realiza en las dependencias de su empresa para sus propios empleados.

Este curso le permitirá certificar a sus trabajadores mediante la realización del examen en sus mismas instalaciones.

 
ITIL en su empresa
En un momento en el que cualquier empresa del sector TI, con independencia de su tamaño, debe empezar a plantearse la integración de un plan de Buenas Prácticas dentro de su actividad de negocio, no sólo como medida de mejora continua, sino como aspecto diferenciador con respecto a sus competidores, la implantación de buenas prácticas metodológicas es el único camino que hace viable la fiabilidad del servicio dentro de un entorno de mejora permanente.

¿A quién va dirigido?

El curso esta diseñado para todo el personal involucrado con las disciplinas de Gestión de Servicios TI y proporciona un conocimiento profundo de las técnicas utilizadas en el rango de los procesos de Soporte y Prestación de Servicios TI. Después de completar el curso los alumnos habrán conseguido aprender los procesos ITIL esenciales para dar Soporte y Prestar Servicios de calidad, y habrán adquirido la comprensión de cómo los procesos se relacionan unos con otros, y con el negocio y las demás instancias de TI.
Objetivos
El objetivo de este curso es proporcionar a los asistentes los conocimientos suficientes para:

-Evaluar la situación de los procesos de TI y cómo se interrelacionan

-Identificar tecnologías que facilitan cada proceso

-Identificar oportunidades de sourcing

-Aprender las definiciones de ITIL

-Incorporar el lenguaje preciso y estandarizado de ITIL

Temario del curso

[ EL CICLO DE VIDA DE SERVICIOS ITIL ]
Introducción al Ciclo de Vida de Servicios ITIL
Introducción a ITIL

IT Governance

Madurez Organizativa

Beneficios y Riesgos de los frameworks ITSM
El Ciclo de Vida de Servicios ITIL. Procesos
Estrategia de Servicios

Diseño de Servicios

Transición de Servicios

Operación de Servicios

Mejora Continua de Servicios
[ FUNCIONES Y PROCESOS ]
Introducción a las Funciones y Procesos
Gestión de los Procesos

Equipos, Roles y Cargos en ITSM

Herramientas Utilizadas en ITSM

La Comunicación en las Organizaciones de Servicios TI

Cultura

Procesos, Proyectos, Programas y Cartera de Servicios

Funciones y Procesos en las Fases del Ciclo de Vida
Funciones y Procesos en la Estrategia de Servicios
Gestión Financiera

Gestión de la Cartera de Servicios

Gestión de la Demanda
Funciones y Procesos en el Diseño de Servicios
Gestión del Catálogo de Servicios

Gestión del Nivel de Servicios

Gestión de la Capacidad

Gestión de la Disponibilidad

Gestión de la Continuidad del Servicio

Gestión de los Proveedores
Funciones y Procesos en la Transición de Servicios
Planificación y Soporte de la Transición

Gestión del Cambio

Gestión de los Servicios de Activos Configuración

Gestión de Versiones y Despliegue

Validación y Comprobación del Servicio

Evaluación

Gestión del Conocimiento
Funciones y Procesos en la Operación de Servicios
Gestión de Eventos

Gestión de Incidentes

Cumplimiento de Solicitudes

Gestión del Problema

Gestión del Acceso

Supervisión y Control

Operaciones TI

Centro de Soporte al Usuario (Service Desk)
Funciones y Procesos en la Mejora Continua de Servicios
Procesos de Mejora Continua de Servicios

Informes de Servicios

En empresas de hasta 100 trabajadores, sólo el 8% se está beneficiando de las ayudas que ofrece el Estado.

Hasta un 90% de las pymes españolas desconocen que disponen de fondos públicos para ofrecer formación a sus empleados.

¿Es este el caso de tu empresa?

¿Vas a continuar desaprovechando esta oportunidad?

¿Cuánto dinero has dejado de invertir en formación los últimos 10 años? ¿Diez mil euros? ¿Veinte mil euros?

¿Has realizado formación en el pasado sin haberte reducido el coste mediante el programa de ayudas?

¿Quieres evitar que esto te suceda de nuevo?

¿Cuánta formación hubieses impartido de haber sabido gestionar este tipo de ayudas?

FORCEM 2009: Créditos formativos para empresas

FORMACIÓN A COSTE CERO

Gestionamos TODOS los trámites y documentación para FORCEM

Abierto plazo de inscripción FORCEM 2009

De acuerdo con el nuevo sistema de financiación de formación continua para trabajadores, su empresa tiene asignada una bonificación que puede llegar a oscilar entre el 42,5% y el 90% de la cuantía ingresada en el año anterior en concepto de Formación Profesional.

Una vez nos pongamos en contacto con usted, también le informaremos del importe exacto que corresponde a su empresa.

Más información:
Formulario de solicitud online
Teléfono: 93 602 55 00
New Horizons Barcelona

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

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

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

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

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

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

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