Resource Library

Many I&O leaders and customers see little value from investments in ITIL. Not getting the Return on Investment (ROI) you expect normally comes from using ITIL incorrectly. You, your staff, and your customers must share the same goals and understand exactly what to expect from your ITIL investments. The goal of ITIL is not “business and IT alignment” or “competitive advantage from IT investments.” Instead, its first goal is to stabilize service operation. This builds a base for the second goal: increasing value through service optimization. You must have clear-cut, documented, and managed expectations for each activity, and order is vital. Success requires that you stabilize service delivery before trying to optimize. Focusing on the correct goal and linking each ITIL task to that goal is the correct use of ITIL.

With the growth of bring your own device (BYOD) and mobility, users are increasingly asking for computing anywhere from any device at any time. Users now expect productivity on the go with a desktop that can be freely accessed and secure. We're no longer a society that sits at a desk to be productive. The VMware Horizon Suite allows the datacenter administrators to satisfy the accelerated mobility needs of the workforce while still maintaining an IT solution that is easily managed and secure.

ITIL is generally not prescriptive. In reality, the CSI Register at any given organization might look significantly different than the example given in the CSI book. The fields given in this example are important. 

Resource Pools are often misunderstood, disliked, and untrusted by vSphere Administrators. However, resource pools can be very useful tools for administrators who want to configure resource management without having to individually configure each VM. This leads to the administrator’s desire to explore the proper usage of resource pools.

Once an organization has categorized suppliers, one of the benefits that is quickly realized is an understanding of how supplier changes affect the buying organization and vice-versa. Changes are the modification, addition, or removal of something from the environment. The scope and scale of each change can be different. Change management covers everything from regular, low-risk, operational modifications all the way to significant organizational strategic shifts.

This white paper has three main goals. The first is to generate a better understanding of the cloud in both the business and IT communities. The second is to describe the major components of vCloud and the virtual datacenters they provide. The third is help businesses visualize and understand how vClouds could be beneficial in addressing their specific IT needs.

Organizations that plan for and conduct supplier management according to defined processes and boundaries are more likely to receive predictable, high-quality goods and services from their suppliers in a timely manner.

This vSphere Essentials white paper will give you a basic understanding of some of the concerns or planning points to consider as you get ready to deploy vSphere in your organization. This is a glimpse into some of the essential things to consider for implementing vSphere. This will focus on some of the basics that vSphere administrators run into when installing the latest features and not realizing they still have some older versions implemented.

Lessons learned is a theory, or conclusion, based on evidence at a given time and describes what went wrong (as well as what went right) throughout the lifecycle of a project. Although it’s completed during the project closeout process, it should occur during the entire project lifecycle to ensure all information is captured and documented. Consequences of not having a project review of lessons learned are the increased likelihood of repeating actions that might have caused:

Previously I discussed service providers and their risks in the example of my involvement with a landscaping company. ITIL clearly states that services, “…deliver value to customers by facilitating outcomes customers want to achieve…” However, sometimes organizations and people focus on outputs as opposed to outcomes, which sacrifices some of the value of the service. This leads to a question, what is the difference between an outcome and an output?