An Analysis of Content Distribution Within ITIL v3 Core
In September 2007, not long after the release of ITIL v3, I wrote a number of blog entries to provide some context for those considering moving from ITIL v2 to ITIL v3.
My intent was to make it easier for those who were already fluent in v2 to understand what had changed, where the content was in the new volumes and where someone needed to go to find the guidance they needed.
In a certain sense, this is a bit of a historical document, as much has been written and discussed since then. As such, I’ve attempted to merely summarize those initial, individual blog entries. I’ll leave it to the reader to make their own estimates of what impact ITIL v3 has had on IT Service Management.
Can ITIL be a basis for applying Lean?
As the economic perfect storm continues through 2010 you can expect to hear an increasing drumbeat from vendors and consultants for ‘Lean’. The very word conjures up mystical benefits for some managers. It seems the perfect word – implying no fat, and a just enough approach to getting the job done. Given the need to re-prioritize projects so that those which truly benefit the bottom line are favored, Lean is likely to become the latest abused buzzword. Read more »
The Decipher the ITIL Code Program
The Decipher the ITIL Code program and service provides a unique insight into the message of ITIL, its strengths and weaknesses, and a comprehensive analysis of the information gaps, suspect guidance and clarification of unclear or vague statements.
Its primary purpose is to help both those considering an investment in ITIL, and those already invested, in protecting that investment.
Read more »
ITIL Service Manager – Honorary member of the “red shirt society
For some reason comments made by my professional peers on industry blogs made me think of the Star Trek Red Shirt Society. Given the fact the economy is taking a bungee jump of a very high place with a very, very long chord, analysts are already making smoke signals that IT management should re prioritize their projects – now. For those in the ITIL funny farm that includes you, and all service management initiatives merrily plodding along replacing processes or maturing their capability. If you are not delivering some tangible bottom line benefit within 90 days – watch out for a red shirt under the Xmas tree.
ITIL Doesn’t Matter Results Do…
Three years ago I used this title when presenting at the annual itSMF USA conference. It drew a crowd of 400-500 that seemed to include every name you might drop within OGC, TSO, APMG, and Castle ITIL. I can only presume there was an element of fear in some I would say something negative and damaging to ITIL given the coincidental release of a book entitled, “I THink Somethings Missing from ITIL…?”
I had previously crossed emails with Nicholas Carr for pointers on how to get bums on seats and then out of their seats (he being the innovator of the technique and eyecatcher title!).
Will SPACL solve the catalog dilemma?
Whats your take on the SPACL initiative? I’ve a few questions and I plan to engage at the site. Do we really want vendors to specify the requirements of a service portfolio and service catalog solution? I’m open on this but do worry that requirements live in the realm of a customer – not a provider…. I am also intrigued as to how others can become members of the ‘consortium’.
New Year Resolution…. A Renewed Focus on Service Management?
I would like to contribute to the Xmas spirit here by adding my support that ITIL works – to an extent. For too long I feel that vendors, instructors and consultants alike may have occasionally misrepresented, miss-hoped, or whatever the word might be, the true intent and scope of ITIL. It does provide a sound framework for discussing many of the basic elements of a service management system. It works as designed. It does not offer, nor provide a sole source for a solution.
Remember – its starts as a problem…
Pre-ITIL, IBM was one of the outfits to get this right – documenting a problem-change cycle as part of the redbook series (if anyone has a copy of this sky blue 60 page gem please let me know – I lost mine to a hurricane!).
When to create a problem record?
When and what procedure to follow regarding the creation of problem records is all about impact. Its the right of problem management to generate a problem hypothesis (I suspect or think something is going on…), or a problem record, at any point, regardless of whether its at the beginning or end of an incident. The degree of impact upon either a customer or provider community should be documented as a policy and preferably linked to organizational objectives and results.
The glue between incident, problem, continuity – the situation
As I said in contributing to a blog at the IT Skeptic site, to be found here… when joining a discussion about what constitutes a ‘major incident’…
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