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Global Knowledge Course Director and Lab Topology Architect Joey DeWiele, a specialist in Unified Communications, explains the difference between our Cisco Unified Communications courses - ACUCW1 & ACUCW2.
As long as I've been involved in service management, one of the perennial debates that's really never been resolved focuses around how many discrete processes ITIL describes. No such single list exists in the ITIL core books. However, section 4.1 of each of the ITIL 2011 core books shows the processes described within that specific book. When we deliver accredited ITIL training, if it is describe in section 4.1 of any of the ITIL core books, then it is considered a "process".
Global Knowledge Course Director and Lab Topology Architect Joey DeWiele, a specialist in Unified Communications, explains QoS.
What's the correct sequence of activities for handling an incident? Find out why categorization occurs before initial diagnosis in the ITIL incident management process flow so you can answer this common ITIL Foundation exam question.
Global Knowledge Course Director and Lab Topology Architect Joey DeWiele, a specialist in Unified Communications, explains the difference between Cisco's Call Manager Express & Call Manager.
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?
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:
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.
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.
A video covering our Cisco Unified Communications courses - ACUCW1 & ACUCW2 - by Global Knowledge Course Director and Lab Topology Architect Joey DeWiele, a specialist in Unified Communications.