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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".
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.
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.
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.
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.
For a project manager (PM) who has served as a military officer on a battalion or higher staff, the parallels between the military decision-making process (MDMP), the orders production process, and project management doctrine prescribed by the Project Management Institute (PMI) are difficult to ignore. Both the MDMP and the processes outlined in A Guide to the Project Management Body of Knowledge—Fifth Edition (PMBOK® Guide) are iterative in nature, allow for the introduction of changes to the original plan, assign tasks and responsibilities, and involve the concept of managing the scope of the operation or project.
Traditionally, ITIL and TOGAF professionals have been part of different teams within an organization. Due to the ongoing alignment of business and IT, these professionals now often find themselves on the same team. Because of this crossover, there is a growing trend towards organization of work based on multiple best practice models.