ITIL

BiTA Service Management
Stockholm
Gamla Brogatan 11, 111 20, Stockholm, Sverige
Kursens inneh�ll Introduktion till ITIL s Service Management processer ochbegrepp Applikation Management livscykel ochbegrepp F�rutom dessa introduktioner �r kursenuppbyggd kring ett scenario som beskriver ettmedelstort f�retag med en intern IT enhet Scenariot m�lar upp livscykelns alla faseroch olika situationer som kan intr�ffa n�r enny utg�va av en aff�rskritisk applikationskall definieras utvecklas releasas ochhanteras i drift Under scenariogenomg�ngenvarvas presentationer diskussioner i helagruppen och arbete i sm� grupper ITIL Applikation Management ger en rad tipsp� bra metoder och hj�lpmedel som �ranv�ndbare vid hantering och utveckling avapplikationer Dessa har integrerats iscenariofl�det dvs de presenteras i r�ttsammanhang i applikationens livscykel Exempel p� metoder och verktyg Vikten av vision m�l och m�tning Sambandet mellan aff�rsverksamheten ochIT Fokusera p� aff�rsnytta V�rdet av en applikationsportf�lj Att genomf�ra en mognadsutv�rdering V�rdering av trade offs M�jligheterna med quot Knowledge Management quot Att kunna hantera f�r�ndring Vinster och fallgropar more…

itil

MATERNA Information & Communications AB
Sollentuna
Kung Hans V�g 3, Box 745, 191 27, Sollentuna, Sverige
Designed for BMC customers Alliance Partnerconsultants and BMC consultants this 3 daycourse develops and measures studentcompetency in BMC Atrium ConfigurationManagement Database CMDB administration Through lecture lab exercises and aproficiency exercise candidates areintroduced to the BMC Atrium CMDB environmentand its components more…

itil

MATERNA Information & Communications AB
Sollentuna
Kung Hans V�g 3, Box 745, 191 27, Sollentuna, Sverige
Designed for BMC customers Alliance Partnerconsultants and BMC consultants this 2 daycourse outlines ITIL guidelines for theConfiguration Management process and explainshow the BMC Atrium CMDB supports theseguidelines Through a combination of lectureand lab students also learn best practicesfor implementing a CMDB project and bestpractices for performing technical tasks suchas populating the CMDB using BMC s EnterpriseIntegration Engine EIE more…

itil

BiTA Service Management
Stockholm
Gamla Brogatan 11, 111 20, Stockholm, Sverige
Certifiering efter kursen ITIL servicemanager service delivery Certifieringenutf�rs i samarbete med EXIN och �r tre timmarl�ng Fr�gorna �r i beskrivande form Inf�rcertifieringen rekommenderas 2 veckorssj�lvstudier efter genomf�rd kurs more…

itil

BiTA Service Management
Stockholm
Gamla Brogatan 11, 111 20, Stockholm, Sverige
Certifiering efter kursen ITIL ServiceManager Service Support Certifieringenutf�rs i samarbete med EXIN och �r tre timmarl�ng Fr�gorna �r i beskrivande form Inf�rcertifieringen rekommenderas 2 veckorssj�lvstudier efter genomf�rd kurs more…

itil

Hewlett-Packard Sverige AB
Stockholm
Fr�sunda, Sverige more…

itil

Hewlett-Packard Sverige AB
Stockholm
Education services, Gustav den III:s boulevard 36, 169 85, Stockholm, Sverige more…

itil

Pulsen Education
Johanneshov
Lindetorpsv�gen 17, 121 63, Johanneshov, Sverige
This course provides guidance on what theadministrators of IBM Tivoli Storage Managerhave to take care of regarding ITSMperformance components which impact orimprove tuning and troubleshooting more…

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Informator
Stockholm
Karlav�gen 108, 115 26, Stockholm, Sverige more…

itil

Informator
Stockholm
Karlav�gen 108, 115 26, Stockholm, Sverige more…

itil

Cornerstone Sweden AB
Danderyd
G�teborg, Sverige
Efter kursen kan du �versikt av ITIL Service Management Skaparen �vergripande f�rst�else �ver f�rdelarnamed ITIL och hur det kan p�verkaverksamheten Vi g�r �ven igenom �vergripandeterminologi och omfattning �mnesomr�den INTRODUCTION TO SERVICE MANAGEMENT Making the case for ITIL ITInfrastructure Library The structure and content of ITIL IMPLEMENTING SERVICE MANAGEMENT The benefits of an approach based on ITIL Costs and possible problems Timing and culture THE SERVICE SUPPORT PROCESSES The role of the Service Desk Incident amp Problem Management Managing Changes to the Configuration THE SERVICE DELIVERY PROCESSES The Service Level Agreement Measuring Monitoring Reporting ServiceQuality Service Availability and ContingencyPlanning Budgeting Costing Accounting andCharging more…

itil

Hewlett-Packard Sverige AB
Stockholm
Fr�sunda, Sverige more…

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Precipio Kunskapscenter AB
Stockholm
�rsta�ngsv�gen 21 B, 117 71, Stockholm, Sverige
Kursen g�r dig redo att b�rja anv�nda ITIL Du f�r en detaljerad f�rst�else f�r vad deolika ITIL processerna �r samt n�r var ochhur de b�r implementeras i din organisation Kursen ger dig ocks� tillr�ckliga kunskaperf�r att certifiera dig och klara av ett quot ITILFoundation Certificate quot som kan utf�ras av enPrometric representant Undervisningen bedrivs utifr�n b�de exempeloch teori tillsammans med kompletterandediskussioner fallstudier �vningar ocherfarenhetsutbyte mellan deltagarna Ikursmaterialet ing�r mallar och exempel p�ifyllda mallar more…

itil

BiTA Service Management
Stockholm
Gamla Brogatan 11, 111 20, Stockholm, Sverige
Control IT Best Practice f�r att f�rst�Service Management konceptet Med �ver 2500 lyckade spel�vningar v�rlden�ver Nu �ven i sin helhet p� svenska Control IT har designats f�r att �kadeltagarnas vilja att agera med v�xelvisfokusering p� problem utifr�n en rad av olikaperspektiv I b�rjan av den simuleradespel�vningen blir resultatet generelltmediokert men allt efter som spelet fortg�rblir resultaten fr�n �vningsuppgifternab�ttre Det blir ocks� klart attITIL principerna ensamma inte �r tillr�ckligaf�r att f�rb�ttra genomf�randet kommunikativa och kundfokuserade kunskaper �rocks� viktiga ingredienser Under speletsg�ng f�r deltagarna en god inblick iITIL processernas inb�rdes f�rh�llande genomatt uppleva processerna i olika perspektiv more…

itil

BiTA Service Management
Stockholm
Gamla Brogatan 11, 111 20, Stockholm, Sverige
Kursens inneh�ll Bland annat s� kommer kursen omfattaf�ljande delar ITIL s bakgrund Samspelet mellan IT och Aff�ren Service Desk en kundfokuserad Helpdesk Nyckelprocesser inom ITIL och desssamspel Service Support Incident Mangement Problem Management Change Mangement Configuration Management Release Management Service Delivery Availability Management Capacatiy Management IT Service Continuity Management Financial Management for IT Service Service Level Management Terminologi Relationsbyggande kund ochleverant�rsv�rd F�rberedelse inf�r certifiering more…

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Dataf�reningen Kompetens AB
Stockholm
Drottninggatan 89, Box 45153, 104 30, Stockholm, Sverige
Hur de olika processerna kan bidratill att g�ra IT organisationen styrbar Anv�nda teori i praktiken Vilka processer som �r n�dv�ndiga f�ratt implementera ITIL F�rst� nyckelkoncepten av ITIL ochkunna relatera dem till processen Kursen kan kompletteras med ISEB ExinFoundation certifiering more…

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J�nsson & Lepp AB
Stockholm
Olof Palmes Gata 31, 111 22, Stockholm, Sverige
KURSINNEH�LL Introduktion till Service Management Service Desk Service Level Management Incident Management Problem Management Configuration Management Change Management Release Management Availability Management and ITContinuity Plan Financial Management for IT Services Capacity Management Praktiska tips och tricks Kursdeltagarnas fr�gor more…

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Precipio Kunskapscenter AB
Stockholm
�rsta�ngsv�gen 21 B, 117 71, Stockholm, Sverige
En tredagars utbildning som ger en praktiskf�rst�else f�r IT Service Management samtITILs ramverk f�r detta de taktiska ochoperativa processerna samt hur de kaninf�ras Kursen f�rbereder f�rcertifieringstestet i ISEB EXIN ServiceManagement Foundation more…

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Global Knowledge
Sundbyberg
Franstorpsv�gen 25, Box 1519, 172 29, Sundbyberg, Sverige
The participants learn to handle ITIL sprocess model allowing them to generate addedvalue for their companies Based on our trainers professionalexperiences the Best Practice Approach ofITIL and know how transfer will beadditionally supported After attending thiscourse the participants will be able todecide which of the mentioned methods may beof use for their enterprises In addition theattendees will be provided with informationfor subsequent investigation related to ITservice management processes and tools The official exam according to EXIN willtake place directly after the secondcourse day After successfully passing theexam you may obtain the ITIL FoundationCertificate more…

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J�nsson & Lepp AB
Stockholm
Olof Palmes Gata 31, 111 22, Stockholm, Sverige
ITIL Introduktion more…

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MATERNA Information & Communications AB
Sollentuna
Stockholm, Sverige
ITIL Manager Examination more…

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MATERNA Information & Communications AB
Sollentuna
Kung Hans V�g 3, Box 745, 191 27, Sollentuna, Sverige
This training programme is intended forService Management professionals withmanagement responsibilities for the Supportand or Delivery of IT Services It comprisestwo intensive 5 day courses Service Support amp Service Delivery with an optional 1 dayReview event This programme prepares delegates for theISEB examinations leading to the ServiceManager s Certificate in IT InfrastructureManagement Note Candidates wishing to sitthe exam should have at least five yearsexperience working in an IT environment andmust hold the Foundation Certificate in ITService Management This course is presentedon behalf of Materna by Aim Academy who is anISEB Accredited Training Provider more…

itil

MATERNA Information & Communications AB
Sollentuna
Kung Hans V�g 3, Box 745, 191 27, Sollentuna, Sverige
This training programme is intended forService Management professionals withmanagement responsibilities for the Supportand or Delivery of IT Services It comprisestwo intensive 5 day courses Service Support amp Service Delivery with an optional 1 dayReview event This programme prepares delegates for theISEB examinations leading to the ServiceManager s Certificate in IT InfrastructureManagement Note Candidates wishing to sitthe exam should have at least five yearsexperience working in an IT environment andmust hold the Foundation Certificate in ITService Management This course is presentedon behalf of Materna by Aim Academy who is anISEB Accredited Training Provider more…

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Hewlett-Packard Sverige AB
Stockholm
Fr�sunda, Sverige more…

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Precipio Kunskapscenter AB
Stockholm
�rsta�ngsv�gen 21 B, 117 71, Stockholm, Sverige
Utbildningen omfattar tv� 5 dagars kurser ochen separat f�rberedelsedag inf�rcertifieringsproven Kursen f�rbereder f�rcertifieringstestet i ISEB EXIN Manager s Certificate in IT ServiceManagement more…

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Hewlett-Packard Sverige AB
Stockholm
Fr�sunda, Sverige more…

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Hewlett-Packard Sverige AB
Stockholm
Education services, Gustav den III:s boulevard 36, 169 85, Stockholm, Sverige more…

itil

Hewlett-Packard Sverige AB
Stockholm
Education services, Gustav den III:s boulevard 36, 169 85, Stockholm, Sverige more…

itil

Hewlett-Packard Sverige AB
Stockholm
Fr�sunda, Sverige more…

itil

Hewlett-Packard Sverige AB
Stockholm
Education services, Gustav den III:s boulevard 36, 169 85, Stockholm, Sverige more…

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BiTA Service Management
Stockholm
Gamla Brogatan 11, 111 20, Stockholm, Sverige
Kursen ger dig f�rst�else f�r hur manorganiserar en effektiv Service Desk somsyftar till att v�rda kundrelationer ochhantera incidenter Dessutom kommer Du attl�ra dig att en v�l fungerande Incidentmanagement process �r avg�rande f�r att f�n�jda slutanv�ndare more…

itil

Hewlett-Packard Sverige AB
Stockholm
Education services, Gustav den III:s boulevard 36, 169 85, Stockholm, Sverige more…

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J�nsson & Lepp AB
Stockholm
Olof Palmes Gata 31, 111 22, Stockholm, Sverige
ITIL Practitioner Change Configuration andRelease Management more…

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J�nsson & Lepp AB
Stockholm
Olof Palmes Gata 31, 111 22, Stockholm, Sverige
ITIL Practitioner Service Desk Incident andProblem Management more…

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Precipio Kunskapscenter AB
Stockholm
�rsta�ngsv�gen 21 B, 117 71, Stockholm, Sverige
En tredagars utbildning som ger en p�byggnadtill den �vergripande beskrivning som gavs iITIL Foundation kursen Kursentillhandah�ller praktisk v�gledning iutformning inf�rande och integration avChange Management processen i organisationensService Management baserade ramverk Kursen �r uppgiftsbaserad med starkbetoning p� praktiskt kursarbete Den �rbaserad p� OGC s IT Infrastructure Libraryb�cker om Service Delivery och ServiceSupport more…

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Precipio Kunskapscenter AB
Stockholm
�rsta�ngsv�gen 21 B, 117 71, Stockholm, Sverige
En tredagars utbildning som ger en p�byggnadtill den �vergripande beskrivning som gavs iITIL Foundation kursen Kursentillhandah�ller praktisk v�gledning iutformning inf�rande och integration avConfiguration Management processen iorganisationens Service Management baseraderamverk Kursen �r uppgiftsbaserad med starkbetoning p� praktiskt kursarbete Den �rbaserad p� OGC s IT Infrastructure Libraryb�cker om Service Delivery och ServiceSupport Speciell vikt �r lagd vid attutveckla en underliggande servicekultur inomIT organisationen Det ing�r tid f�rdiskussion och utbyte av erfarenheter mellandeltagarna more…

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Precipio Kunskapscenter AB
Stockholm
�rsta�ngsv�gen 21 B, 117 71, Stockholm, Sverige
En tredagars utbildning som ger en p�byggnadtill den �vergripande beskrivning som gavs iITIL Foundation kursen Kursentillhandah�ller praktisk v�gledning iutformning inf�rande och integration avProblem Management processen iorganisationens Service Management baseraderamverk Kursen �r uppgiftsbaserad med starkbetoning p� praktiskt kursarbete Den �rbaserad p� OGC s IT Infrastructure Libraryb�cker om Service Delivery och ServiceSupport Speciell vikt �r lagd vid att utveckla enunderliggande servicekultur inomIT organisationen Det ing�r tid f�rdiskussion och utbyte av erfarenheter mellandeltagarna more…

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Precipio Kunskapscenter AB
Stockholm
�rsta�ngsv�gen 21 B, 117 71, Stockholm, Sverige
En tredagars utbildning som ger en p�byggnadtill den �vergripande beskrivning som gavs iITIL Foundation kursen Kursentillhandah�ller praktisk v�gledning iutformning inf�rande och integration avService Desk och IncidentManagement processen i organisationensService Management baserade ramverk Kursen �r uppgiftsbaserad med starkbetoning p� praktiskt kursarbete Den �rbaserad p� OGC s IT Infrastructure Libraryb�cker om Service Delivery och ServiceSupport Speciell vikt �r lagd vid attutveckla en underliggande servicekultur inomIT organisationen Det ing�r tid f�rdiskussion och utbyte av erfarenheter mellandeltagarna more…

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MATERNA Information & Communications AB
Sollentuna
Kung Hans V�g 3, Box 745, 191 27, Sollentuna, Sverige
Content IT Service Management Review Day The objective of the Review Day is toprepare delegates to sit the IT ServiceManagement examinations This course ispresented on behalf of Materna by Aim Academywho is an ISEB Accredited Training Provider It will involve a review of the all 11 disciplines looking at the key process models roles andresponsibilities benefits andinterdependencies a review of past exam questions an analysis of the examination casestudy a session on examination techniques an open Q amp A session more…

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Kunskapsresan AB
Stockholm
Gamla Brogatan 11, 111 20, Stockholm, Sverige
Syfte Service Support �r en av huvuddelarna inITIL och handlar om hur man l�pande ger hj�lpoch st�d f�r existerande system ITIL �rinriktat p� processer och den h�r resanbeskriver och f�rklarar de viktigasteprocesserna inom Service Delivery M�lgrupp Kunskapsresan �r till f�r alla som p� n�gots�tt kommer i kontakt med ITIL och dessbegrepp T ex kvalitetsansvariga verksamhetsanalytiker projektledare chefer gruppansvariga best�llare leverant�r anv�ndare och driftspersonal Inneh�ll Kunskapsresan best�r av f�ljande etapper ITIL en introduktion ITIL Service Delivery Availability Management IT Service Continuity Management more…

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Hewlett-Packard Sverige AB
Stockholm
Education services, Gustav den III:s boulevard 36, 169 85, Stockholm, Sverige more…

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MATERNA Information & Communications AB
Sollentuna
G�teborg, Sverige
This 3 day course is for IT professionalsinvolved in the delivery of business focusedIT services who require a sound understandingof best practice Service Management processesand procedures It also provides delegateswith an opportunity to gain a recognisedentry level professional qualification in ITService Management This course is presentedon behalf of Materna by Aim Academy who is anISEB Accredited Training Provider more…

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MATERNA Information & Communications AB
Sollentuna
G�teborg, Sverige
This one day event gives an overview of theITIL Service Management disciplines thebenefits and justification It provides an introduction to the subjectmaterial for those requiring a broadawareness of the business case for ITIL thekey terminology and major areas of activity more…

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Kunskapsresan AB
Stockholm
Gamla Brogatan 11, 111 20, Stockholm, Sverige
Syfte Service Support �r en av huvuddelarna inITIL och handlar om hur man l�pande ger hj�lpoch st�d f�r existerande system ITIL �rinriktat p� processer och den h�r resanbeskriver och f�rklarar de viktigasteprocesserna inom Service Support M�lgrupp Kunskapsresan �r till f�r alla som p� n�gots�tt kommer i kontakt med ITIL och dessbegrepp T ex kvalitetsansvariga verksamhetsanalytiker projektledare chefer gruppansvariga best�llare leverant�r anv�ndare och driftspersonal Inneh�ll Kunskapsresan best�r av f�ljande etapper ITIL en introduktion ITIL Service Support Incident amp Problem Management Change amp Configuration Management Release Management Service Desk more…

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Kunskapsresan AB
Stockholm
Gamla Brogatan 11, 111 20, Stockholm, Sverige
Denna kunskapsetapp handlar om IT ServiceManagement enligt ITIL Etappen g�r�versiktligt igenom de viktigaste processernaoch du l�r dig ITIL s begrepp Tonviktenligger p� de tv� k�rnmodulerna ServiceSupport och Service Delivery Service Management �r ett syns�tt sominneb�r att leverera tj�nster och inte quot system quot ITIL �r de processer somIT avdelningen ska organisera kring Attinf�ra ITSM �r ett s�tt att f�rb�ttraIT verksamheten more…

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Hewlett-Packard Sverige AB
Stockholm
Education services, Gustav den III:s boulevard 36, 169 85, Stockholm, Sverige more…

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Astrakan Strategisk Utbildning AB
Stockholm
Warfvinges v�g 29, 112 51, Stockholm, Sverige more…

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Astrakan Strategisk Utbildning AB
Stockholm
Warfvinges v�g 29, 112 51, Stockholm, Sverige more…

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Cornerstone Sweden AB
Danderyd
Sv�rdv�gen 3A, Box 44, 182 11, Danderyd, Sverige
This training programme is intended forService Management professionals withmanagement responsibilities for the Supportand or Delivery of IT Services It comprisestwo intensive 5 day courses Service Support amp Service Delivery with an optional 1 dayReview event This programme prepares delegates for theISEB examinations leading to the ServiceManager s Certificate in IT InfrastructureManagement Note Candidates wishing to sitthe exam should have at least five yearsexperience working in an IT environment andmust hold the Foundation Certificate in ITService Management more…

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Cornerstone Sweden AB
Danderyd
Sv�rdv�gen 3A, Box 44, 182 11, Danderyd, Sverige
This training programme is intended forService Management professionals withmanagement responsibilities for the Supportand or Delivery of IT Services It comprisestwo intensive 5 day courses Service Support amp Service Delivery with an optional 1 dayReview event This programme prepares delegates for theISEB examinations leading to the ServiceManager s Certificate in IT InfrastructureManagement Note Candidates wishing to sitthe exam should have at least five yearsexperience working in an IT environment andmust hold the Foundation Certificate in ITService Management more…

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Learning Tree International AB
Stockholm
London, England
du f�r l�ra dig att F�rbereda dig f�r och genomf�raprovet f�r grundl�ggande ITIL certifiering Utv�rdera quot Best Practices quot f�rhantering av IT tj�nster baserat p� ITILsramverk Bed�ma aktiviteterna och rollerna ivarje ITIL process Utforska de olika delarna avtj�nstesupportoch leveransprocesser K�nna igen viktig terminologi inomIT tj�nsthantering Hitta s�kerhetsproblem iITIL processern more…

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Hewlett-Packard Sverige AB
Stockholm
Education services, Gustav den III:s boulevard 36, 169 85, Stockholm, Sverige more…

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Informator
Stockholm
Karlav�gen 108, 115 26, Stockholm, Sverige more…

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Precipio Kunskapscenter AB
Stockholm
�rsta�ngsv�gen 21 B, 117 71, Stockholm, Sverige
INNEH�LL Grundl�ggande koncept och en�versikt om vad ITIL �r och vad det kantillf�ra verksamheten Vi g�r igenom f�ljandeprocesser Ledning och leverans av IT tj�nster Service Delivery Serviceniv�er amp avtal SLA Finansiell styrning Kapacitetsplanering Kontinuitetsplanering Tillg�nglighetsplanering St�d av IT tj�nster Service Support �rendemottagning �rendehantering Problemhantering Konfigurationshantering �ndringshantering Releasehantering more…

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BiTA Service Management
Stockholm
Gamla Brogatan 11, 111 20, Stockholm, Sverige
Kursens inneh�ll Kursen introducerar deltagaren i f�ljande ITIL s bakgrund Koppling mellan IT och aff�r ITSM IT Sevice Management Service Support Incident Management Service Desk Problem Management Change Management Configuration Management Release Management Service Delivery Availability Management Capacatiy Management IT Service Continuity Management Financial Management for IT Service Service Level Management more…

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J�nsson & Lepp AB
Stockholm
Olof Palmes Gata 31, 111 22, Stockholm, Sverige
KURSINNEH�LL Introduction to MOF Challenges facing IT Operations Overview of MOF Building on ITIL Overview of ITIL How MOF Builds on ITIL MOF Process Model Introduction to the MOF processmodel Changing Quadrant Operating Quadrant Supporting Quadrant Optimizing Quadrant MOF Team Model Introduction to the MOF team model MOF team role clusters MOF Risk Model Why MOF embeds Risk Management MOF Risk Management process more…

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ITligence AB
V�rmd�
�kersberga, Sverige
Praktiskt till�mpning av ITIL more…

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BiTA Service Management
Stockholm
Gamla Brogatan 11, 111 20, Stockholm, Sverige
Kursens inneh�ll Inneh�llet i ett SLA vad b�r finnas medoch inte enligt ITIL Best Practice Vad kan ett SLA omfatta Hur beskrivs tj�nster Vilka m�tetal kan vara l�mpliga och hurtar jag fram dessa Hur SLA leder till l�gre kostnader och enn�jd kund Vilka krav st�ller SLA p� �vrigaprocesser Hur genomf�r jag ett SLA projekt Vad programvaror kan g�ra kring SLA more…

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Precipio Kunskapscenter AB
Stockholm
�rsta�ngsv�gen 21 B, 117 71, Stockholm, Sverige
Service Management in Action �r enheldagsaktivitet som sker i form av ettinteraktivt rollspel kring enaff�rsverksamhet som alla k�nner till enhamn Efter en inledning tilldelas deltagarnaroller i en organisation som �r satt attdriva hamnen M�let i spelet �r att tj�na s�mycket pengar som m�jligt det g�rs genom attmaximera tillg�ngligheten och minimeradriftst�rningarnas p�verkan Forskning visar att detta s�tt att l�ra inkan vara vida �verl�gset den vanligaseminarieformen Vi anv�nder en tydligstruktur som ger tillf�lle att uppleva reflektera analysera och planeraf�rb�ttringar Under dagen presenteras ITILs processer ochs�tts i det sammanhang med upplevelsernaunder spelets g�ng more…

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ITligence AB
V�rmd�
Torsby sj�v�g 11, plan 2, 139 22, V�rmd�, Sverige
Syftet med denna kurs �r att visa hur ITILpraktiskt kan till�mpas isystemf�rvaltningsarbetet Vi vill visa hur ITIL kan �vers�ttas och anpassas till densystemf�rvaltning som man som regel redan harhaft i flera �r Eller om man vill g�ra detomv�nda anpassa systemf�rvaltningen tillITIL more…

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Leylock IT AB
S�vedalen
G�teborgsv�gen 84, 433 63, S�vedalen, Sverige
This 5 day instructor led course provideshands on practice in implementing a datamanagement strategy with IBM Tivoli StorageManager 5 2 The course begins withinstalling the IBM Tivoli Storage Manager 5 2Server backup archive clients andadministrative clients Once the basicinstallation is complete students gainpractice with using the commands needed toinstall and configure a tape library locallyattached to an ITSM server and to preparemedia for use in a device library Afterdevices are configured students createsimple storage pools and subsequently learnto configure hierarchies of storage pools tomanage the flow of data from disk to tapemedia Next storage pools are mapped to thedata send by client nodes through IBM TivoliStorage Manager policies that provide therules to implement data management servicelevel agreements Students define new policydomains policy sets management classes backup copy groups and archive copy groups To authorize administrators to performspecific storage tasks students registeradministrators and grant the privilegesrequired to support specifiedresponsibilities Students backup and restoreclient data as well as manage long term andoffsite data management through archiving andretrieving of client data After learning tobackup restore and archive retrieve data students practice automating clientoperations by creating new IBM Tivoli StorageManager schedules To monitor clientoperations students subsequently learn toconfigure and manage storage events Finally students will learn how to protect their IBMTivoli Storage Manager server by automatingthe backup and restore of the IBM TivoliStorage manager databases and storage poolsfrom offsite data storage pools more…

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Pulsen Education
Johanneshov
Lindetorpsv�gen 17, 121 63, Johanneshov, Sverige
This 5 day instructor led course provideshands on practice in implementing a datamanagement strategy with IBM Tivoli StorageManager 5 2 The course begins with installing the IBMTivoli Storage Manager 5 2 Server backup archive clients and administrativeclients Once the basic installation iscomplete students gain practice with usingthe commands needed to install and configurea tape library locally attached to an ITSMserver and to prepare media for use in adevice library After devices are configured students create simple storage pools andsubsequently learn to configure hierarchiesof storage pools to manage the flow of datafrom disk to tape media Next storage poolsare mapped to the data send by client nodesthrough IBM Tivoli Storage Manager policiesthat provide the rules to implement datamanagement service level agreements Studentsdefine new policy domains policy sets management classes backup copy groups andarchive copy groups To authorizeadministrators to perform specific storagetasks students register administrators andgrant the privileges required to supportspecified responsibilities Students backupand restore client data as well as managelong term and offsite data management througharchiving and retrieving of client data After learning to backup restore andarchive retrieve data students practiceautomating client operations by creating newIBM Tivoli Storage Manager schedules Tomonitor client operations studentssubsequently learn to configure and managestorage events Finally students will learnhow to protect their IBM Tivoli StorageManager server by automating the backup andrestore of the IBM Tivoli Storage managerdatabases and storage pools from offsite datastorage pools more…

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Need sound operational and technical assistance to setup a production emulated development and test environment?  Need this environment to support change and release management? If the answers are yes, then I highly recommend you examine the WSSRA (Windows Server System Reference Architecture) Virtual Environments for Development and Test solution or WSSRA-VE for short.  This is part of the overall WSSRA which outlines a standardized infrastructure architecture.  The goal of WSSRA is to establish a foundation upon which organizations can design and implement solutions on the Microsoft architecture with more speed and less risk and cost.

The purpose of the WSSRA-VE is to show how to design and build an accurate emulation of a corporate enterprise data center such as the one designed and documented in WSSRA, but altered to be used by development and test teams.

So, how does this fit into MOF and process initiatives?  There is extensive guidance in the Operations document as part of this solution (contained in the download from the link above) which ties this solution into the operating quadrant, virtual team, and various SMFs in the Optimizing quadrant.  Roles and responsibilities are documented and skills required to setup and operate in this environment.

This is extensive guidance.  Don’t download expecting some light reading.  This is very detailed and meant to be distilled within a project team to implement this solution.

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Evergreen Systems, a consulting firm based in Sterling, VA, recently reported its findings from an ITIL benchmark study.  They surveyed 167 people representing 108 companies and organizations at the 5th Annual IT Service Management Forum annual conference.

Some results that jumped out at me from this study…

• 57% of those surveyed have a budgeted and approved ITIL project underway in the next 6 months.
• Top 3 business drivers for using ITIL are Service Quality, IT to Business alignment, and Process Efficiency
• 75% plan to create, fully integrate, and maintain an active CMDB while only 24% have reached IT-wide consensus on a common model for configuration items (CIs).

Read a news article summarizing the results here on Business Wire.

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Are you very familiar with ITIL concepts and wonder why implement MOF?  A new white paper on MOF: An Actionable and Prescriptive Approach to ITIL has been published to the Microsoft Download Center.  This white paper explains how MOF builds on and extends (or adopts and adapts if you like those words better) ITIL, to provide improved and actionable guidance for IT operations.

The paper goes into the contrast of ITIL being more descriptive and MOF being more prescriptive with process driven tools and best practices.  A great comparison table shows specific topics, how ITIL defines them, and how MOF expands on what ITIL covers.  For example:

Topic Area –

• Business Perspective

ITIL Definition –

• Business continuity management, partnerships and outsourcing, surviving change, and transformation of business practices through radical change.
• Looks at IT in business terms as a means of improving services and reducing costs.
• Includes cross-organizational integration with IT services and decision-making governance.

How MOF Expands on ITIL –

• Continuous Improvement Roadmap (CIR) applies business perspectives to IT as a strategic asset.
• Helps companies assess current service management and form a Service Improvement Program (SIP) based on business value.
• Changing Quadrant highlights best practices for planning and managing change.
• MOF Team Model defines roles and responsibilities for a transparent decision-making process.

There is a valuable section that highlights the solution accelerators which help automate key service management scenarios.  Solutions like:

• Exchange Service Management
• Business Desktop Deployment
• Patch Management
• Service Monitoring

This is a quick and easy to read document.  If you require further reading, links to additional detail are provided within it. 

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From the Desired Configuration Monitoring user guide…

“Desired Configuration Monitoring (DCM) enables you to author desired configuration manifests, and to monitor and report on compliance of your computers against a desired configuration. DCM thereby strengthens the Microsoft systems management platform by checking for undesired configuration changes across multiple configuration sources.
DCM uses the Microsoft Exchange Server Best Practices Analyzer (ExBPA) as the underlying compliance-checking engine, Systems Management Server (SMS) 2003 for the targeting, deployment, and scheduling mechanism, and Microsoft SQL Server™ Reporting Services as the reporting infrastructure. In addition, Microsoft Operations Manager (MOM) 2005 can be used as the alerting infrastructure.”

When we look at Configuration Management from a MOF / ITIL perspective, the goal of configuration management is to ensure that only authorized components, referred to as configuration items (CIs), are used in the IT environment and that all changes to CIs are recorded and tracked throughout the component’s life cycle. To achieve this goal, the configuration management process includes the following objectives:

• To identify configuration items and their relationships and add them to the configuration management database (CMDB).
• To enable access to the CMDB and CIs by other SMFs.
• To update and change CIs following changes to IT components during the release management process.
• To establish a review process that ensures that the CMDB accurately reflects the production IT environment.

If you already have SMS 2003 SP1 and MOM 2005 already in place, this tool can help support your configuration mgmt process by automating some of the review process to ensure that CMDB matches production configuration and also ensure that unauthorized changes to production don’t go unnoticed.

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I saw an email recommending ITpreneurs.com as an excellent source for training classes.  They offer traditional classroom delivered, e-learning (self paced, virtual instructor led), and Virtual Classroom style training.

They have courses on:

• MOF
• ITIL
• COBIT
• HDI
• BS15000

Here is a link to their online catalog of classes.

FYI, I made a dangerous move and started messing around with CSS to give my blog a different look.  If you have any issues viewing it on the web, please let me know.

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Keith Combs presented a great webcast on a “more secure and well-managed infrastructure” by outlining effective implementation and optimization of MOF principles.  Keith posted about this in a recent blog entry which outlines details from the webcast.  If you haven’t viewed it yet, I encourage you to do so.  Register here.

He delves into how MOF fits into the Windows Server System Reference Architecture (WSSRA), MOF relating to ITIL, solution accelerators, and operations guides.  He mentioned that there might have been an issue with the webcast recording, but I was able to register and download for offline viewing and see the whole thing, as far as I can tell.  Check it out.

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In a recent article in ict*World, Russell Steyn wrote about the “love triangle in ITIL – configuration management, change management, and release management.”  Interesting that this image arises as within the MOF training curriculum, there is a graphic similar to the following one which depicts a triangle between these three service management functions. 

 To flow through this triangle…

1. Change Mgmt receives a request for change (RFC).
2. Configuration Mgmt performs a baseline assessment of the environment which is used by Change mgmt to evaluate the impacts of the RFC.
3. The CAB authorizes, if approved, release mgmt to plan and implement the release.  Change mgmt monitors the release process.
4. Release and configuration mgmt work cohesively to ensure that applications move out of and into the definitive software library (DSL) in a controlled fashion.  Configuration mgmt assists release mgmt to identify the affected CIs and the impact of that affect.
5. Release mgmt executes the implementation and provides CI updates to configuration mgmt.
6. Throughout, change mgmt monitors the release, development, testing, and implementation to resolve issues and ensure planned schedules are adhered to.

Viewed another way, the following graphic depicts the release management process overlapping the change and configuration management processes. 

To summarize, it is impossible to focus on one of these SMFs without a focus on the others.  This is also true of the MOF process model in general.  While quadrants can be examined for gaps and needs for maturity, a holistic approach should always be taken when examining these processes within your organization.

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To continue discussion from previous post on risk management tied to IT decision making…

First the “why”.  There are many reasons listed in the MOF Risk Management Discipline white paper for why risk management is important to an organization.  One of the more important ones to me is that there is less time between failure of a service and impact to a business than ever before.  The failures are generally more visible as IT supplies many business critical systems that directly interact with customers.  As stated in my previous post, it would be impossible to remove risk completely, but sound risk management techniques can drive risk to an acceptable (and more predictable) level.

MOF defines the risk managment process in the following 6 steps:

• Identify. Risk identification allows individuals to identify risks so that the operations staff becomes aware of potential problems. Not only should risk identification be undertaken as early as possible, but it also should be repeated frequently.’
• Analyze and prioritize. Risk analysis transforms the estimates or data about specific risks that developed during risk identification into a consistent form that can be used to make decisions around prioritization. Risk prioritization enables operations to commit resources to manage the most important risks.
• Plan and schedule. Risk planning takes the information obtained from risk analysis and uses it to formulate strategies, plans, change requests, and actions. Risk scheduling ensures that these plans are approved and then incorporated into the standard day-to-day processes and infrastructure.
• Track and report. Risk tracking monitors the status of specific risks and the progress in their respective action plans. Risk tracking also includes monitoring the probability, impact, exposure, and other measures of risk for changes that could alter priority or risk plans and ultimately the availability of the service. Risk reporting ensures that the operations staff, service manager, and other stakeholders are aware of the status of top risks and the plans to manage them.
• Control. Risk control is the process of executing risk action plans and their associated status reporting. Risk control also includes initiating change control requests when changes in risk status or risk plans could affect the availability of the service or SLA.
• Learn. Risk learning formalizes the lessons learned and uses tools to capture, categorize, and index that knowledge in a reusable form that can be shared with others.

So based on this need for risk management and the process that defines it, how do we begin to apply it?  MOF recommends that “operations integrate risk management into decision-making in the same way it has already integrated such critical factors as time, money, and labor:

• Risk management should be integrated into operations decision-making in every job function and role.
• Risk management should be taken seriously and given an appropriate amount of effort and formality.
• Management at all levels should encourage the view that identifying risks is a positive activity that is crucial to an effective risk-management process.
• Risk management should be performed continuously to ensure that operations deals with the risks that are relevant today, not just the ones that were relevant last quarter.

Fortunately, formalizing risk management practices is an achievable goal. Organizations can enhance the achievement of this goal by fostering a risk management culture.”

Also, built into the downloadable version of the Risk Management Discipline white paper, at the bottom of Appendix B, is a Contoso Master Risk List Worksheet object that is embedded into the document.  Open this Excel spreadsheet and you will have a formatted sample risk worksheet that you can begin utilizing within your company.

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If you organization is like most, Risk Management is a discipline that is not given a lot of attention.  Quite often companies take a very basic approach and place risk management into a cloud of high, medium, and low without further definition.  Other companies take a very negative approach to risk from upper management that discourages risk identification, mitigations, and contingencies from even being looked at.  Once clear guidance is adopted and the benefits of true risk management are realized, your company can begin to look at risk in a whole new way.

As is outlined in the MOF Risk Management Discipline for Operations white paper, risk is neither good nor bad, it just is.  Whether you maintain the status quo or embark on leading edge projects within IT, there is always risk associated with it.  Once this is “really” understood, then the logical step to take is to identify ways to reduce risk, identify when risks are being realized, and plan on ways of dealing with them should they become reality.  This is what MOF risk management is all about.

For any changes that IT may implement, risk should always be managed.  The level of detail associated with risk management should be tied to the complexity of the change.  Significant and major changes should always have more in-depth risk analysis than would the standard and minor changes.  The goal is not to eliminate the risk, as we stated before it will always exist, but to reduce it to an acceptable level.  The following diagram illustrates how MOF risk management fits in to IT decision making.

So how do you define a risk?  MOF describes it this way…  “Risk is broadly defined as any event or condition that can have an impact on the outcome of an activity. Within the context of IT operations, risk is the probability, not the certainty, of suffering a loss and the likelihood that the threat will occur. The loss could be anything from diminished quality of a service to increased cost, missed deadlines, or complete service failure.
Risks arise from uncertainty surrounding operational decisions and outcomes. Most individuals associate the concept of risk with the potential for loss in value, control, functionality, quality, or timeliness of completion of an activity. However, outcomes may also result in failure to maximize gain in an opportunity; the uncertainties in decision making leading up to this outcome can also be said to involve elements of risk.”

I will outline more detail on the “how” when applying this risk discipline in my next post.

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See the full article here.  Moira Stepchuk, of Fox IT, was my ITIL Essentials trainer several years ago now.  She was a great trainer and very knowledgeable with ITIL and MOF.  Fox IT has many quality offerings for ITIL and MOF services.  Be sure to check them out. more…

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I have recently been dealing with an issue surrounding a lead time notification requirement to the CAB for changes at a significant level.  There was much discussion on lead time for authorization of the change vs. lead time for release readiness review.  It is true that these lead time notifications, if at all, are unique to the size and scope of the company you are implementing in, but I am curious as to what your experiences have been with setting this.  Please leave a comment or email me directly from the links above.

We resolved to setup a minimum of two review cycles by the CAB for release readiness to reach a “go/no go” decision.  It is the duty of the change manager to ensure that if the nature of the RFC is such that multiple review meetings might be necessary, to notify the CAB accordingly and allow the proper time for information gathering, review, and adjustment to any of the plans.  Without the lead time in place, too many “the vendor is already scheduled to come in and I can’t change the date even if release readiness is a no-go” issues were arising.  We have also built into the authorization phase detail more strict requirements on production scheduling to allow proper review.

As a reminder, typical components of the Release Readiness Review include:

• Testing Plan
• Training Plan
• Communications Plan
• Risk Assessment
• Rollout Plan
• Rollback Plan

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Boris Pevzner has a good blog going on IT Service Mgmt and ITIL topics, entitled “The Boris Files - Secrets of Successful CIOs“.  You should check it out. 

A post he made back in July on best practices for Service Management is well worth the time.  And he likes to use graphics also, a man after my own heart. 

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In a recent post on Scott’s ITIL Blog, a question was asked, “How can you develop and advertise a Service Catalog if you can’t guarantee delivery or cost?”  This question came from a company considering ITIL adoption.  I agree with Scott that one of first steps in implementing a service management improvement project is to get your arms around what services you have in your organization that you need to improve, hence the service catalog.

One idea I frequently recommend to customers that are not currently utilizing some sort of budget charge back to business areas for IT services, is to act like you are.  Create and maintain a service catalog with some measure of SLA/OLA and keep visibility limited to IT for the time being.  (Yes, SLA formulation should include customers in business areas but at this point it is more of a test).  Embark on your service improvement project and start to capture the costs to provide the level of service as identified in the agreements.  A common sense approach is to identify what service levels you are providing currently with existing personnel, processes, and systems.  This gives you a baseline with which to improve upon and it may take some time to capture the relevant information depending on your environment. 

Once existing levels are “baselined”, you can compare reality to the desired SLA/OLA you generated when service catalog was created.  The results may be surprising (either good or bad), but will give IT a view of where they stand.

Now that a baseline is established and IT has a grasp on what services levels they can provide, they can begin to work with their customers in the business areas to formulate the desired service levels the customers can expect.  This would combine the cost of IT to support it and the benefit to the company to have it up and running.

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• Change is always constant, be prepared to deal with it
• Change mgmt should have various processes to deal with different types of change
• Emergency changes should also follow a change process
• Change Advisory Boards (CABs) should have the right personnel

• The affect on service availability
• The risk exposure incurred by implementing (or not implementing) the change
• The number of services affected by the change
• The number of personnel or support teams required to implement
• The criticality of the service that would be impacted by the change

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I came across an interesting article on MOF / ITIL in Computerworld by Stevie Sacks, titled “Reducing IT Costs, Step 6: Design a Service Catalog.”  Stevie mentions having two catalogs.  One catalog being high level and public facing used for better customer service and supporting their decisions and the other catalog for internal IT use would contain the information needed to support service level mgmt, configuration mgmt, etc.  He mentions that “standards organizations like the Information Technology Infrastructure Library (ITIL) and Microsoft Operations Framework go so far as to designate the software, hardware and personnel needed to perform the provisioning of the service. The services catalog will also contain additional service definitions that aren’t available for subscription, such as decommissioning of hardware”. 

It’s a good article you should take the time to read.  Whether you implement single or multiple catalogs, requirements should be defined ahead of time and solutions developed to meet those requirements.  Do not stumble through creating a service catalog without first determining what you are trying to accomplish.

Side Note:  Sorry it has been some time since I have posted.  I have been on vacation in the Rocky Mountains in Colorado and didn’t have access to anything up there.  So there is good and bad to being back home.

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Welcome to 2006 and another edition of Real World ITIL! It’s good to be back after a long holiday break because there’s a lot of ITIL work to do this year and it’s time to get busy. As we noted in our last blog entry, we’ve got some implementation deadlines looming within the next few months and there’s plenty to do before then.
Our current project involves implementing six ITIL process areas at a “version 1.0” level to act as a sort of ITIL “jump start” for the company-in-question. Of course, what the team is really designing is a single, integrated system of workflows that serves six different infrastructure delivery needs.
One of these needs is to ensure that proper standards, methods, controls and reporting have been established concerning the accessibility of the company’s production systems. ITIL’s Availability Management (AM) process is intended to meet this need and thus it is our subject for this week.
In the present case, we have some real world constraints on timelines and also on how quickly the organization can absorb change. We have therefore divided the implementation of AM into a few distinct phases in order to keep our scope tight (and therefore achievable). These phases are (subject to change, of course …
Phase 1 (4-6 months): Basic Availability Management

Define a “Version 1.0” Availability Plan at a component level (without use of a CMDB , which is under construction)
Define and implement standard “availability windows” in the production environment for changes and maintenance activities driven by the infrastructure group (making sure to synchronize these windows with the Change Management system)
Design and implement basic, non-automated workflows for: measuring and reporting of Availability metrics for management purposes, improving availability following the occurrence of Incidents and Problems (reactive mode only) and maintenance of the Availability Plan document
Develop requirements for tool sets to automate AM and review available tools
Establish clear working relationships with Service Level Management (SLM) and Change Management (CM) at a fundamental level
Make recommendations for Availability specifications in the company’s new Service Catalog
Designate and implement a minimal dedicated staffing model to operate the workflows
Plan Phase 2 with focus on continuous improvement of the existing model

Phase 2 (4-6 months): Intermediate

Evolve the Availability Plan to express a product and service perspective (beyond just components)
Define and implement standard “availability windows” in the production environment for changes and maintenance activities driven by the applications group
Evolve the workflows developed in Phase 1 to become more integrated with the other ITIL areas (especially the Configuration Management team, which is currently building a CMDB )
Adjust the Availability specifications in the nascent Service Catalog using real world operational experience
Strengthen interrelationship with SLM and CM by implementing appropriate Operating Level Agreements. Begin providing routine, periodic AM reports to SLM using manual methods.
Build relationships with other ITIL areas as appropriate
Continue operating AM with minimal staff commitment and implement two virtual “Boards” – an Availability Architecture Board and an Availability Management Board for policy and oversight
Select and acquire an automation tool to support AM
Plan Phase 3 with focus on continuous improvement of existing model

Phase 3 (future): Advanced

Develop full partnership with an evolved SLM function, including participating in the design of future Service Level Agreements and the Service Catalog
Implement full reliance on the Configuration Management Database (CMDB )
Implement methods and processes for proactive governance of factors affecting the availability of production systems
Make the AM staff as “virtual” as possible (because AM has become part of the organizational consciousness) but maintain the two virtual Boards
Fully automate AM processes, analyses and measurement systems to the greatest extent possible
Plan future evolution and continuous improvements

This list, of course, is only a general framework for implementing AM (there may be some essential items missing). There certainly are many other ways of implementing AM in an effective manner. However, we think this phased approach will get the company where it needs to be within the given constraints. We intend to succeed through taking manageable steps, achieving quick wins where possible, and by stressing early end-user adoption of the ITIL concepts and processes.
In our next article, we’ll discuss certain of these line items in greater detail. Until then, thanks for reading Real World ITIL! We’ll see you back here next time.
Regards,
Scott (your moderator)
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Welcome back! I suppose that one normally expects that business activity tends to slow down toward year’s end as people focus on preparing for their holiday activities. Not so at Real World ITIL, however. The team here has had a very busy couple of weeks since our last entry.
Our current project involves helping a major international financial services firm implement Service Level, Configuration, Incident, Change, Capacity and Availability Management for a portion of their global IT organization. Over time, we expect that this project will serve as a springboard for the eventual introduction of ITIL-based processes into the rest of their IT.
Much has been written about how lengthy ITIL implementation projects can be – sometimes running into years. While this can certainly be true in some cases, sometimes our business drivers demand better performance than that. What’s making this project especially interesting is that we only have about a 6-month timeline to get the essential elements of these six processes in place. This naturally begs the question “what do we consider the essential elements of ITIL?”
In this author’s view, the most essential elements are the lines between the boxes on the widely-published diagram of ITIL’s 10 core processes. While it’s certainly helpful that ITIL defines what the 10 processes are supposed to do, it’s really the integration of the workflows that make IT Service Delivery run better. To this extent, it may benefit larger organizations who are approaching ITIL for the first time to seriously consider implementing more than one process in a sensible way and get the interrelationships right than to first do only one process (usually either Incident or Configuration is chosen) in greater detail.
Though ITIL’s documentation presents this concept by describing the counterparts of each core process, it could really say a lot more about the whats and whys of the interactions between the core elements. (Do you agree? Click on the Comment link below to share your thoughts.) Perhaps the next version of ITIL will do better in this regard than the current version does. I believe that more detail could safely be provided without sacrificing the (understandable and valuable) generic nature of the standard.
For example, there should be a very close operating relationship between Capacity and Financial Management: Capacity provides forward-looking capacity plans to Finance, who then uses the information to establish forward-looking budgets. Finance in turn feeds actual historical spend data back to Capacity, who uses the data to, as ITIL states, “manage cost vs. capacity”. Then, Capacity ( using additional input from the CMDB ) sends “cost per unit capacity” data back to Finance, which uses the data to generate accurate chargeback statements to IT’s clients.
It’s in documenting this back-and-forth motion of specific kinds of information and the reasons for the data flows that the Library falls short in terms of detail. Yet, getting these interfaces running is where, over the long run, the greatest overall efficiency improvements are likely to happen.
In the present case, our short timeline has caused us to reflect on the essential truth that we’re not really building six different things (though of course we have to develop at least six detailed workflows) but rather a single, integrated workflow for operating six necessary IT functions. On a schedule this aggressive, there’s no avoiding the fact that we’ll only be able to deliver a “Version 1.0” process structure toward the end of the second quarter, then have to spend the next year or so adding detail & smoothing over rough spots.
We therefore must focus on getting the overall ITIL architecture right the first time, then fill in most of the details later. This means that we’ll spend more time in process integration workshops between the six process teams than in detailed design workshops within the teams.
Of course, we haven’t forgotten that “the devil is in the details” when it comes to successfully getting real life workers to follow unfamiliar workflows. Implementing processes that are too vague can certainly lead to the failure of the whole ITIL initiative. Nonetheless, we believe that, when required to implement multiple processes simultaneously on a tight deadline, an appropriate balance can successfully be struck between the level of detail and the usefulness of the process designs.
An iterative approach to process implementation can work well – especially if the overall process architecture is correct from the start and also that workers and their managers have had their expectations set appropriately. Our main burden instead will be to employ effective organizational change leadership methods to ensure process adoption. We must also invest sufficient effort into facilitating appropriate political agreements between essential IT functional areas to ensure smooth handoffs of operational inputs and outputs.
Next time, we’ll do a “deep dive” article on one of the least written-about processes: Availability Management.
Until then, we wish you and yours a happy and relaxing holiday season. Thanks to all of our readers for sharing our adventures through 2005 – we appreciate you following along.
Real World ITIL will be on vacation next week, so see you back here in 2006 for more adventures in IT process improvement – when we hope to hear from you!
Regards,
Scott (your moderator)
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In Azriel Winnett’s blog, Effective Communications, the latest article is on motivating employees, and the dangers of managers who destroy motivated employees. You can go to the article by clicking on this link: http://hodu.com/blog/2005/05/motivating-employees-what-do-they.html more…

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New agency for Medicaid, State seeks improvement in program Newszap Delaware, DE - May 23, 2005 health care program that assists low-income and disabled people. "It will be transparent to the public," he said. "It will help us improve management of the Keynote Address by Gen. Barry McCaffrey Yahoo News (press release) - Jun 6, 2005 She is responsible for the Program Management Office that oversees the $5.3 billion Congestion-Relief Plan, and she is the general engineering consultant of The Compliance Imperative: Managing Record Retention in a Rapidly DMReview.com, NY - Jun 1, 2005 Today, whether or not companies take a strategic approach to records retention program management is an issue that can have a material impact on competitive more…

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Matthew at Ganthead just released their second part of the article Ingredients for a Successful Project (part2 ) which urges me to comment some of the statements in the article (you need a free registration to read them…)Split Scope Developing a new application may cause the need for new infrastructure, hardware, software, etc. If possible (and I highly recommend doing so), split a project into two separate projects. While the new infrastructure is being decided upon, installed and tested, separate projects can handle the development of the application, which also has its own set of design, coding and testing.No TPM should have the burden of managing these as one project–especially when it’s never been proven in the organization. However, it’s probably smart to have the same TPM manage both projects, although it is not necessary.Well - as long as both projects do not relate to each other, or the application development can happen much later, I am fine with this. Don’!
t get this wrong and start developing the customer’s needs on an application framework that is old or just crap.If you need new infrastructure in your project, you need to build that new infrastructure - and wait for it to complete You would have a hard time explaining your clients that the application is 90% done, while you just have to migrate everything to the cool new infrastructure you just built "by-the-way" .. don’t you think? Also for your team it would be mega-frustrating to adapt their code to the new infrastructure… and don’t get me wrong: this has nothing to do with "refactoring" … refactoring refers to improving YOUR own code (hence a mental code cleanup as well…) - moving to a new infrastructure is the opposite - changing your code to RUN ANYHOW again with those new libs that the lab spit out after a few months of "creating a perfect world"Continued reading Key Elements of a Successful Project… al-pm.com/a/project-methods-models/key-elements-of-a-successful-projec
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