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.]

O levantamento do Yankee Group mostra que a redução do custos operacionais de rede tende a aumentar já no segundo ano de implementação da extranet compartilhada.
Redação da Computerworld Publicada em 24 de novembro de 2009 às 11h53

Uma redução de até 52% do custo total de propriedade (TCO). Esta é uma das promessas para as instituições financeiras que optam pela adoção dos serviços gerenciados de TI com extranet compartilhada – em lugar das infraestruturas próprias de rede -, de acordo com um estudo divulgado pela consultoria The Yankee Group.

Para Agatha Poon, analista sênior do Yankee Group, quando os CIOs se dão conta dos altos custos relacionados à rápida depreciação de equipamentos e sistemas, chegou a hora de avaliar outro modelo de utilização da tecnologia. Os gestores devem optar por soluções compatíveis com o crescimento da empresa e que proporcionem agilidade e melhor desempenho aos negócios, com economia de custos.

O estudo utiliza como exemplo uma hipotética empresa da área de finanças com sede em Nova York (EUA) e conexões de aplicações entre o “front office” e o “back office”. Pela simulação, em um período de três anos, o TCO anual de uma rede relativamente pequena pode baixar de mais 1 milhão de dólares para 500 mil dólares com a utilização do modelo de serviços gerenciados com extranet compartilhada.

O modelo de TCO desenvolvido pelo Yankee Group para esse estudo inclui todos os custos com gerenciamento, equipamentos, manutenção, conectividade e outros gastos relacionados à rede, como acordos de níveis de serviços (SLAs) e relatórios.

Well, after a long time deliberating… It looks like we are moving down the ITIL v3 route for the new support desk.

Lot of bedtime reading for me I think….

Vocês viram na aula do Prof. Kleber, correto ? Então tah tudo certo !!!

\o

Well, it has been certainly a long time since I had the time to write something here, mostly due to lack of time, but also due to no exciting things to share in this space. Now I do have some good news, namely that I got a new position and with that a new challenge, and that is building the Service Portfolio Management practice.
As a first step, I went to the source: ITILv3, which is the latest version and it has a book about Service Strategy, so I´m starting to read that. I also had a chat with Gartner on this topic and I got several research papers to read now.

They recomended the following list:

• Designing Customer-Focused Service Portfolios
• Know the Difference Between Service Portfolios and Service Catalogs
• Toolkit: Best Practices in Developing an Infrastructure Service Portfolio
• Know Your Services; Know Your Customers
• Document the IT Service Portfolio Before Creating the IT Service Catalog
• Mature Your IT Service Portfolio
• Toolkit Decision Framework: Top 10 Evaluation Criteria for IT Service Portfolio Management Products and Vendors

If you know how Gartner works, then you know that I can´t share these papers with you.

So, there is plenty of stuff to read and hopefully I can share some of my findings with you.

Nas duas partes anteriores deste artigo foi abordada a utilização da Process Maturity Framework para avaliar a maturidade dos processos nas cinco dimensões, segundo níveis definidos.

A título exemplificativo, apresentamos, para cada uma das dimensões referidas, o enquadramento correspondente ao nível de maturidade 3 (Definido):

Visão e Condução

• Objectivos formalmente acordados e documentados.
• Planeamento formalmente comunicado, acompanhado e revisto.
• Recursos adequados e devidamente orçamentados.
• Relatórios e revisões planeados e produzidos regularmente.

Processos

• Processos e procedimentos bem definidos e divulgados.
• Actividades regulares e planeadas.
• Documentação de (com) qualidade.
• Ocasionalmente acontecem processos proactivos.

Pessoas

• Papéis e responsabilidades claramente acordados e definidos.
• Objectivos formalizados.
• Planeamento formal da formação.

Tecnologia

• Recolha contínua de dados com definição de patamares de monitorização e alarmística.
• Armazenamento de dados consolidados para planeamento, análise de tendências e previsão.

Cultura

• Abordagem formalizada à orientação ao Cliente e ao Serviço.

Pensamos ser razoavelmente consensuais se dissemos que tudo o que respeita à Gestão de Serviço é relativamente simples (puro bom senso, dirão), o que não quer dizer que seja fácil. Julgo que este sentimento traduz a dificuldade inerente à operacionalização de novas práticas.

Contrariando aquele obstáculo, o modelo Process Maturity Framework permite endereçar e operacionalizar, na prática, a tarefa de estabelecer um baseline inicial de uma Organização, etapa fundamental no contexto de um programa de ITSM.

This is a one year contract.

Position Summary:

This position is responsible for overall coordination, status reporting and stability of complex, cross-functional work efforts for projects of all risk levels. This individual must possess extensive knowledge and expertise in the use of project management methodologies and tools, and will manage a particular program or portfolio of projects, developing the program strategy, supporting business case and various enterprise-wide high-level project plans. He/she oversees the total program plan, cost estimation and budgeting to include all aspects of the program scope. He/she is responsible for delivering all projects contained in the program portfolio on time, within budget and meeting strategic and business requirements.

Responsibilities:

• Leading multiple projects, or highest risk projects,  functioning as a liaison and maintaining communications with the Account Executives, customer, Program Director and other impacted parties,
• Providing leadership and motivation to project team members throughout the project life cycle
• Communicating, utilizing and enforcing adherence to Company and customer expectations, standards and methodologies, including standards and procedures for project reporting, Company internal processes and procedures and Project Management methodologies
• Maintaining accessibility, trust and the confidentiality of potentially sensitive information
• Remaining proactive and responsive in fulfilling agreed-upon outcomes
• Promoting a cooperative environment and working to build group cohesiveness
• Building and maintaining positive working relationship with vendors and external/internal customers
• Keeping current on internal and external professional development / trends within functional area and relating them to area of responsibility
• Exemplifying leadership values through personal professional conduct
• Advocating project management discipline throughout the company
• Completion of all duties which would otherwise have been assigned to lower-level positions when those lower-level roles have not been assigned to the project or team
• Ensures integration of projects and adjusts project scope, timing and budgets as needed, based on the needs of the business.
• Partners with senior leadership of the business community to identify and prioritize opportunities for using information technology to achieve the goals of the enterprise, and communicates with management and consultants as to program strategy, direction and changes
• Review of project proposals to determine goals, time frame, funding limitations, procedures for accomplishment of the project(s), staffing requirements and allocation of resources
• Responsible for tracking and reviewing key project milestones and recommending adjustments to Project Managers
• Developing project plans to specify goals, strategy, staffing, scheduling, identification of risks, contingency plans and allocation of available resources
• Identifying and scheduling project deliverables, milestones and required tasks
• Preparation of project status reports, keeping management, clients and others informed of project status and related issues
• Coordination of and response to requests for changes from the original specifications
• Managing systems/application development projects from inception to successful implementation;
  • Defining project objectives, scope and level of effort
  • Developing project strategies and plans and identifying methods and tools required for the project
  • Getting projects started, keeping them on track and on budget and resolving issues with clients
  • Monitoring progress against the plan
• Allying with other internal functional areas to remain apprised of project status and inform customer management and Account Manager of progress, and conversely keeping company’s Technology and Service and Delivery Managers aware of client issues and potential issues, resolving conflicts
• Coordinating recruitment or assignment of project personnel, assigning duties, responsibilities and scope of authority
• Directing and coordinating activities of project personnel to ensure project progresses on schedule and within budget
• Establishing standards and procedures for project reporting and documentation

Required skills/knowledge:

• Superior project management skills; expert in organizing, planning and executing large-scale projects from vision through implementation and involving internal personnel, contractors and vendors; ability to analyze project needs and determine resources needed to meet objectives
• Strong understanding of current Disaster Recovery technologies
• Strong customer focus and ability to manage client expectations
• Leadership skills that can energize multidiscipline work teams
• Excellent oral and written communication skills, as well as the ability to present and explain technical information in a way that establishes rapport, persuades others and gains understanding
• Strong teamwork and interpersonal skills at all management levels
• Ability to operate under dual reporting relationship (internal and client)

Experience/education:

• Ten years of progressive broad-based information technology and business experience
• Demonstrated high competence in project management
• Worked with customers to develop solutions to complex business problems
• External project management certification such as PMP from PMI or other project management certification is required
• Completion of our company certification within 90 days of assuming the position is required.
• Ten years of demonstrated management/supervisory experience systems development, during which one or more of the following occurred:
  • Demonstrated strong abilities in relationship management
  • Demonstrated leadership of multidiscipline, high-performance work teams/groups
  • Successfully developed and implemented new technology
  • Demonstrated competency in project management and the execution of multiple or large projects
  • Developed efficient and effective solutions to diverse and complex business problems
• Experience in implementing packages and working with vendors
• A Bachelor’s degree in Computer Science, Business Administration, Engineering or related discipline with an information technology focus (Master’s degree highly desirable)

Additional Responsibilities:

• This position will be responsible for the role of “Infrastructure Manager” for the Delivery Platform Programme under the Gas & Power Portfolio in North America
• The program will consist of multiple phases of the move and will deal with various Client customers.
• Experience working with a Major oil and gas company will be highly regarded.
• Global coordination will be required with direct reporting into the US and Germany.
• The Program Manager need to work from a Downtown Houston Texas Location.

Contact me if you are interested. Questions can be posed as a comment below or directly to me.

Can be defined as doing the same thing, the same way every time, and expecting the results to change. (try W. Edwards Demings’ red bead experiment!)

Building a process oriented business is not a set it and forget it operation. It is defining and monitoring the desired outcomes. And identifying that if a desired outcome does not happen, that you have an opportunity for improvement.

In other words, if the desired outcome fails, what can we do to reduce the risk that it will fail next time?

In talking about process, you need to look specifically at what breaks. You need to look at the why, and the how of what went wrong. Is it a people problem? A process problem? or a system problem?

(within the context of ITIL I give some samples starting in this post titled; ITIL And The SMB Part 3; Incident Management)

Although please note that you do not need to go the ITIL route to become more process oriented.

It can be easy to overlook;

When something fails, there is an associated cost. That cost could be rework, lost time, maybe even lost business. Costs can be soft as well, for example, reduced customer satisfaction.

As an example of improving process efficiency, the large package delivery companies load their trucks in a first-in, last-out manner based on the drivers delivery route. This simple step reduces the amount of time finding the correct packages for offload at each stop, and reduces the risk of missing something. And of course missing packages can negatively affect customer satisfaction.

The More Things Stay The Same

When you start building a process oriented business (not just as an IT function) there are two critical pieces to start with;

1) Define the optimum outcomes. A process is nothing without a business outcome. This defined business outcome is also the measure that you can use to improve and monitor your processes.

2) Continually monitor and improve your processes. There are always opportunities for improvement. There is an old saying in music, that the spaces between the notes are just as important as the notes themselves.

The SMB Takeaway

Like the spaces between the notes, process optimization often comes hidden in the areas as work migrates from one individual or group to another.

Improving them, or identifying why something did not work, you need to understand – you need to look at the what the why and the how of what you are trying to perform.

Was it a person error? a process error? a system error?

You can get updates to this blog by clicking the RSS icon on the Home Page!

In April of 2008, we released our advanced SharePoint workshop that describes how to offer “SharePoint as a service” by applying ITIL v3 to SharePoint.  Alas, it’s taken a while to start publishing this methodology in document form, but I just submitted the first paper on this subject.  It’s called “ITIL for SharePoint: Defining SharePoint as a Service using ITIL Service Strategy” and is due out in January.

Writing this document forced me to dig deeper into ITIL’s best practices.  Many of them transfer directly to SharePoint (like much of the operations and service desk parts), so I didn’t want to waste time just restating them with the word “SharePoint” in front.  And some don’t really apply at all, since SharePoint isn’t the type of service that ITIL was originally created for.  But by picking carefully through the best practices (and sometimes reshaping them to fit) a few real gems emerge.  Those are the ones I concentrate on in the paper and workshop.

In the process of writing my paper, several points became clear that go against the countervailing wisdom I’ve seen among SharePoint implementers. 

Trying to squeeze the most from your SharePoint investment is probably not good for the company

What could possibly be wrong about trying to get the most return from your investment in SharePoint?  What matters is the ROI of the company, not the ROI of a product.  Just because SharePoint can do something doesn’t mean it’s the best tool the organization has to accomplish that task. As a parallel, the ROI on my $40 cordless screwdriver would increase if I used it for drilling all the drywall holes for my basement remodeling since it’s squeezing more benefit for the same investment.  But that’s still silly if I have a corded electric drill nearby that’s much more efficient.  When organizations get too excited about SharePoint, they risk cannibalizing value from other systems to the detriment of the overall collaboration portfolio.

Value is different than ROI

Conventional wisdom has convinced many SharePoint implementers that no metric can prove its worth better than the return on investment (ROI).  After all, it’s actual dollars made compared to dollars spent – how much more real can it get?  However, ITIL’s approach reframes the value equation quite elegantly by avoiding common SharePoint ROI problems (like the difficulty of proving the numbers and the distortion that perception introduces).  What ITIL reveals is that SharePoint service providers need to focus on the portfolio’s combination of utility (what it provides) and warranty (that it is available to provide it) to ensure that value is achieved.

Management is different than governance

Governance is very important.  I’ve dedicated significant portion of the last 6 years instructing everyone from Microsoft to government institutions to large corporations on how to apply governance to SharePoint.  But management represents a separate pillar that is just as important.  Executed properly, governance will provide the organizational and procedural structure that management requires to succeed.  While practitioners conventionally blend management guidance into governance docs and use the terms interchangeably, there is a clear line separating them and two distinct efforts are required.

Offering SharePoint as a business service is fundamentally different than offering it as a set of technological capabilities

SharePoint demos like an app and it is tempting to treat it like an app, but more organizations are finding it’s really infrastructure.  Steve Ballmer at the SharePoint conference finally used the “P” word: platform. So SharePoint is collaboration and content infrastructure.   But users use applications. A service delivery methodology bridges that gap by packaging technical services into business services.

Users of SharePoint shouldn’t know what SharePoint is

Why does a business user need to know what SharePoint is?  Conventional wisdom pushes the importance of “lunch and learns”, training plans, and rollouts.  These are all fine as long as they are not for SharePoint.   Proper service delivery will yield business services carefully crafted for particular uses.  Those services are what the users need to understand.  If an end user is asked if their company uses SharePoint in my ideal service delivery organization, they would answer “I don’t know.  Never heard of it.  But we do have a great Lab Research Tracking tool …” (where the tracking tool is a customized SharePoint list and template).  Even though end users should be able to help themselves with SharePoint, that can mean end users initiate their own instance of the Lab Research Tracking workspace, not that they create it from scratch. And the service delivery methodology can stretch to include local service delivery points so that business services can be provided without having to contact IT or wait in their queue.

“Driving adoption” is a band aid for poor demand management

Conventional wisdom touts the importance of driving adoption before, during, and after rollout of SharePoint.  “If you don’t drive adoption, you’ll fail to achieve the full potential of SharePoint”.  Nonsense.  A study of ITIL’s demand management process forced me to rethink this wisdom and realize that it is all backwards.  If you took the time upfront to understand what the business needs and deliver it, you wouldn’t have to convince, cajole, or lure them to use your system.  And the education required would be less as well since it would be targeted to business services rather than general purpose usage. End user self help can work once you attract users with specific business templates, after which adoption comes naturally rather than require “driving”.

Internally, SharePoint always has competition; users always have a choice

ITIL demand management recommends evaluating competition as a best practice.  While it is written to apply to other external service providers, reframing it as internal competition yields important insight.  E-mail will remain a substitute good for much of what SharePoint does.  Competing – but disconnected – SharePoint installations can occur.  And SaaS options abound. 

The process of applying a service methodology has value for the organization beyond just the end result

Conventional project plans have governance and management as “something that needs to be done”, when actually they are “something that needs to be learned”.  The process of implementing ITIL has many side benefits including better communication with the business, higher value, and knowledge that can help with other domains.

A gestão por processos pressupõe o conhecimento dos mesmos e a melhoria contínua requer frequentemente a modificação desses mesmos processos.

Para além de ser uma tarefa complexa, a implementação de processos redesenhados tem por vezes resultados inesperados e disruptivos, pois o que julgávamos ser feito afinal é apenas parte do “filme”.

Segundo o ITIL, um processo é um conjunto estruturado de actividades concebido para alcançar um objectivo específico, transformando um ou mais entradas definidas em saídas definidas.

Ainda segundo a mesma fonte, os processos são mensuráveis, proporcionam resultados específicos, têm clientes/intervenientes e respondem a eventos específicos.

…Mas em lado algum a definição diz que têm de estar no papel antes de serem realizados.

Dito isto, em terra com tradição de exploradores, há que reconhecer que a descoberta de processos é uma abordagem com enorme potencial.

A descoberta de processos consiste em mapear o tratamento dado às tais “entradas definidas” (um pedido de suporte, por exemplo) até que elas se transformem numa das saídas definidas (a colocação do registo do pedido no estado fechado, por exemplo).

Esta abordagem é particularmente interessante se for suportada por uma plataforma colaborativa, ao estilo Web 2.0, em que quem executa a tarefas indica o que faz, para quem envia o assunto em seguida e o que lhe solicita (autorizar, tratar, conhecer, etc.) Uma vez terminada a execução do processo, voilà! O processo está mapeado.

…Ou quase.

Para mapear o processo será necessário que o mesmo seja executado nas suas múltiplas variações, para se descobrir os diferentes percursos alternativos de tratamento. No entanto, se Pareto nos ensinou alguma coisa é que com 20% do esforço alcançaremos provavelmente 80% do resultado.

Fazer o levantamento do processo é a primeira parte.

Para “ITILizar” uma organização é necessário reformular os processos para introduzir boas práticas e melhorias continuadamente, o que será muito mais fácil se tivermos como ponto de partida a realidade, em vez de um conto bem contado.

Se você é da área de TI, sendo operacional (Técnicos em geral), tático (Gerentes) ou estratégico ( Diretores), com certeza já ouviu falar de ITIL e seus processos e “boas práticas”, mas nós vamos tentar dar uma esclarecida e uma breve explicada sobre o assunto.

Nós conhecemos o Itil atráves da aula do professor Kleber na FATEC Rio Preto e daí em diante resolvemos nos aprofundar um pouco nesse assunto que foi escolhido para tema desse blog.

Vamos começar diferente, dizendo o que ITIL não é para entendermos bem o que é, ITIL não é:

- Metodologia

- Um objetivo e sim um ponto de partida

- Não é uma norma, ISO ou BS

- Não é Estático e pode ser adaptado

- Não é teoria, mas sim baseado em práticas e daí vem o “melhores práticas”

- Não é estratégicoPortanto ITIL não dita normas e nem metodologias para Gestão de TI e nem deve ser base para o planejamento Estratégico da Empresa.

ITIL se preocupa com o Operacional, isto é, com os Serviços entregados ao Cliente e para isso subdivide a Gestão da TI em 10 processos e uma função.Tem como algumas características:

–> 1 Função Operacional; 5 Processos Operacionais; 5 Processos Táticos

–> Alinhamento entre TI e Negócio

–> Ganho nos Níveis de Serviço (SLA)

–> Se Preocupa c/ os Serviços de TI

–> Baseado em Processos

–> Mantido pela OGC

–> Atualizado pelo ITSMF

–> Suportado por ISO, BSC, GQT, EFQM

–> Se preocupa com o Operacional e Tático

–> Conteudo documentado em 7 Livros

–> Melhores Prática–> Gestão dos Serviços de TI

Resumindo: ITIL é um grande aparato das “Melhores Práticas” utilizadas pelos grandes Gestores de TI documentadas em 7 livros, subdividida em 10 processos e uma função e que tem objetivo fazer com que a TI foque no Negócio da Empresa e para que entregue os seus Serviços aos seus clientes da melhor maneira possivel e a um custo justificável.

Os seus processos são subdivididos em 2 grandes grupos + uma Função:

1) SERVICE SUPPORT

** Gestão de Incidentes (Incidents)

** Gestão de Problemas (Problem)

** Gestão de Mudanças (Change)

** Gestão de Liberações (Release)

** Gestão de Configuração (Configuration)

2) SERVICE DELIVERY

** Gestão de Nivel de Serviço (SLA)

** Gestão de Capacidade (Capacity)

** Gestão de Disponibilidade (Availability)

** Gestão Financeira (Financial)

** Gestão da Continuidade (Continuity)

FUNCÃO:Service Desk

Onde entende-se que Processo é um modo sistemático de fazer as coisas e um processo efetivo é um processo que pode ser repetido mensurado e gerenciado.

Mas onde isto se encaixa nas empresas e nos profissionais de TI?

Nas empresas é mais que óbvio que ter processos bem ajustados, organizados na área de TI e voltados para o seu Negócio seja necessário e até mesmo essencial para se manter competitiva. Além de que a TI torna-se a base de sustentação e provedora de Serviços confiáveis e estaveis para os demais Setores da empresa.Para um profissional de TI ter conhecimento destas práticas é ainda um diferencial, mas tende a ser imprescindível uma vez que o interesse das empresas é cada vez maior, sendo assim a exigência por profissionais conhecedores do ITIL é cada vez maior.

Portanto conhecimento sobre ITIL não é somente para o Gerente de TI, mas para todos os Analistas e demais profissionais de TI que passam a executar seu trabalho sempre focado no que é melhor para a empresa e não mais no que é melhor para o Setor de TI.O ITIL tende a se tornar um “Padrão de Fato” dentro da Gestão de TI, se já não é.

ITIL significa: IT Infraestructure Library (7 Livros). Não confunda ITIL com Governança ou com COBIT, pois estes dois últimos são voltados para a área estratégica da empresa (Diretoria e etc), enquanto ITIL é voltado para á área Operacional e Tática.

Aqui na página você encontra bastante material para estudo e preparatório para a prova de Certificação, inclusive com simulados de provas para testar seu conhecimento. Espero ter ajudado e caso tenha mais interesse indico que faça um curso mesmo que não tenha interesse na Certificação.

São três os níveis de certificação:

- Foundations (conhecimento genérico sobre ITIL)

- Pratictioner (conhecimento específico de um conjunto de processos/função do ITIL divido em 4 grupos de processos)

- Manager (conhecimento específido de todo o conjunto de processos/função do ITIL) 

It is all time the same. Nobody know why, but the myth of “we must have bcm” is in everyone’s ear within IT department. First enthusiasts start reading what BCM (Business Continuity Management) should look like and immediately the first failure begins:

• BCM is a Business topic
• IT should be invited to join business wide BCM and not vice versa
• BCM is a process driven topic, not infrastructure

So BCM is much more a company wide umbrella and as IT Service Continuity Management in ITIL v2 already claims, the mission of the IT is to support the Business Continuity, not to run, drive it.

What we often see ist that there is often seen a direct link between resilience, high availability and BCM. Yes, at the end, all those kinds of providing a more robust service will likely be part of the mitigation plan of the BCM initiative but keep in mind that BCM for IT is:

• Define business critical processes
• Define technical services supporting those
• Assess and analyse risks assiociated to those services
• Define action plan for those risks (accept, mitigate ,delegate, solve)
• Define operations handbook and declare how desaster process is invoked by ops stuff
• ….

Reading those lines shows that only the mitigation/solve in the risk plan is a real “technology” part.

Definitely it is always a good idea to think about risks and how to mitigate, solve or whatever. BCM is much more a method to drive your thoughts/ideas to the mission critical services, nearly nobody will need a resilient lab in terms of a desaster (except you are a research organization). So focus on your value supporting technology and do your best and stop thinking in a tech-way only, it is the business which should be supported, not the nice blinking light in your Rack ^^

O modelo PMF (Process Maturity Framework – descrito na publicação ITIL Service Design) permite identificar o estado actual das práticas de Gestão de Serviço de Sistemas e Tecnologias de Informação, avaliando a maturidade dos processos segundo cinco dimensões:

• Visão e Condução
• Processos
• Pessoas
• Tecnologia
• Cultura

O estado de maturidade dos processos da Organização deverá ser classificado em cada uma destas cinco dimensões, de acordo com a seguinte escala:

1. Inicial
2. Reproduzível
3. Definido
4. Gerido
5. Optimizado

Notar que, desta forma, não só se estabelece um baseline, como se torna possível a realização de benchmark entre Organizações e a obtenção de, por exemplo, valores médios para empresas de determinado sector de Indústria.

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Sampai suatu hari ketika pulang kerja menunggu taxi sebuah mobil cherokee mendekatiku ternyata isinya adalah pak Yudhi, menawarkan apakah aku mau kalau dia antar pulang. Benar-benar kesempatan untuk mendekatinya karena kutahu dia belum ada yang memiliki. Singkat kata dalam perjalanan ternyata pak Yudhi ini memiliki selera humor yang tinggi aku sampai terpingkal-pingkal mendengarnya. Di perjalanan Yudhi (demikian ia ingin dipanggil) mengajak untuk makan malam dahulu aku iyakan saja tapi karena capai aku mohon diantar pulang dulu untuk mandi.

Sampai dirumah kos kupersilahkan Yudhi untuk duduk di ruang depan (rumah kosku mirip apartemen) selagi aku mandi alangkah kagetnya ternyata aku lupa membawa handuk yang ku jemur diteras depan, sedangkan pakaianku sudah kurendam di ember. Dengan terpaksa aku memanggil Yudhi untuk minta tolong mengambilkan handuk didepan. Dengan tangan gemetar kusambut handuk yang diberikannya, namun aku tak sanggup untuk menutup pintu kamar mandi demi melihat pandangan matanya yang begitu mempesona, tanpa sadar aku telah berdiri telanjang didepannya. Agaknya yudhi ini tipe lelaki berpengalaman yang tahu cara memanfaatkan situasi, ditariknya tanganku dan dipeluknya tubuh telanjangku yang masih basah, diciumnya bibirku hingga lumat.

“Akkhh…”aku mengelinjang kegelian, karena nikmatnya aku sudah tidak sadar dalam keadaan telanjang. Diremas-remasnya payudaraku walaupun tidak terlalu besar namun menimbulkan kegelian dan kenikmatan tersendiri bagiku. Dengan cepat Yudhi membuka pakaiannya dan dengan wajah memerah aku pandang kontolnya yang besar dan panjang itu. terus terang aku bukan pertama ini melihat punyanya lelaki, tapi milik yudhi beda benar dengan milik Yayak pacarku di kota lain. Tidak tahan aku remas-remas batang kontol dan bijinya, kulihat Yudhi memejamkan mata sambil berdesis “aahhh…teruskan nissa.. terus”, desah Yudhi sambil tangannya turun mempermainkan memekku yang sudah mulai terasa basah. ”

Kita dikamar saja yu biar lebih enak” ajakku. Aku diangkat kedalam kamar tidurku dan dibaringkannya aku di dipan. yudhi mulai menjilati seluruh tubuhku sambil memuji tubuhku yang putih bersih. Betapa menyenangkan dan nikmatnya. Yudhi nasabah idolaku kini sedang sibuk menjilati seluruh tubuh telanjangku “….ohh teruskan yud..teruskan”.

Tiba-tiba dia menghentikan jilatannya dan berdiri menyodorkan kontolnya, “ayo nissa kamu isap dong kita 69 sekarang”. Mulanya agak kagok juga aku isap kontol yang besar itu, tapi lama-lama enak juga,sementara aku merasakan kegelian yang amat sangat dari bagian memekku yang sibuk dijilati oleh Yudhi. Setelah sekian lama Yudhi membalikkan tubuhku, dia mulai mengarakan kontolnya ke memekku, sambil berbisik dia meminta ijinku “nis aku masukkan yach”, aku yang sudah tak tahan lagi dengan jilatannya hanya bisa menggangguk, bless kontol yang besar itu masuk ke memekku, “akhhh yud pelan.. sakit”, karena lama sekali aku tidak pernah berhubungan dengan pacarku rasanya sakit sekali. Namun dengan tanpa belas kasihan si yudhi malah memasukkan seluruh kontolnya hingga amblas, “akhhh….” aku merasakan sakit yang luar biasa namun kenikmatan yang ada mengalahkan rasa sakitku, apalagi aku mulai merasa memekku terasa basah sehingga melicinkan jalan kontolnya Yudhi.

“Terusin yud..akhhh..uuhhhhh..” desisku berulang ulang. Dengan bengis si wajah dingin ini mengentot memekku..Tiba-tiba aku merasa ingin kencing rupanya aku sudah hampir mencapai puncak aku cakar punggung si Yudhi sambil melenguh keras “yuuuuuudddddddd…akhhhhhh” banjir terasa di memekku… Si Yudhi meminta aku menungging dengan gaya doggy style aku dientotnya lagi dari belakang sampai aku mengalami orgasme yang kedua kalinya ternyata si Yudhi masih kuat dan belum menampakkan akan berhenti, terus terang aku sudah capek namun karena kenikmatan yang aku rasakan si Yudhi ini mencoba dengan berbagai cara, setelah hampir selama satu jam dia mengentot memekku barulah dia berbisik ayo kita keluarkan bersama “akhh..uhhhh”, yudhi mulai mempercepat genjotannya akupun dengan tanpa sadar ikut bergoyang dengan cepat mengikuti iramanya..kulihat Yudhi memelukku dengan erat dan menciumu lobang telingaku dan mempermainkan lidahnya ohhhh geli dan nikmat rasanya Yudhi semakin mempererat pelukannya “ahhhh nissss….”

“yudddhh……” kurasakan di memekku mengalir cairan hangat ternyata yudhi sudah mencapai puncaknya dan saat bersamaan kurasakan sesuatu yang tidak dapat kutahan lagi dari memekku kucoba untuk kutahan namun tak bisa aku ikut muncrat dan mengeluarkan bunyi seperti orang kentut..ehhh si Yudhi malah nambah terus goyangannya “akhhhhhhhh…” kami berpelukan dan rebah bersama.

Akhirnya kami sampai lupa makan malam itu sampai pagi kami melakukannya sampai lima kali dan aku mengalami orgasme berkali-kali. Esok paginya dengan wajah lesu aku pergi kekantor dan telepon berdering “hallo bisa tanya saldo rekening mbak ?”, “Rekening perusahaan apa ?” kutanyakan, dijawab “rekening saldo semalam” ternyata diseberang sana si yudhi menelepon. demikian akhirnya hampir setiap ada kesempatan pasti kami lalui dengan ngeseks di kamar mandi kantor-ku bekerja, di mobil, di pantai, dll.

Sekian dulu kisahku

abg, anus, birahi, bugil, cerita hot, cerita panas, cium, dada, erangan, itil, jilat, kemaluan, klitoris, kontol, mani, memek, mendesah, montok, mulus, nikmat, orgasme, paha, payudara, penis, perawan, Perkosaan, pondok, pondokputri, putri, sex, sexy, sperma, susu, telanjang, toked, vagina

TAMAT

Quantas empresas e pessoas já não pensaram como implantar ITIL? Como devo começar? Quais os problemas mais comuns? Pretendo comentar essas e outras dúvidas aqui…
http://blogs.technet.com/ronaldosjr/archive/2009/11/14/quais-as-dificuldade-de-implanta-o-de-itil.aspx

Abraços,

Ronaldo Smith Jr.

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