Resource Library

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.

Network security is everyone's concern, and this applies to computer security as well. Many security breaches occur due to user ignorance of basic security principles, not malicious intent. Network and computer security are like an onion - there are multiple layers. Good security begins with understanding what you can do to keep your systems safe and implementing a layered approach. If you depend on one program or feature to secure your computer, then when (not if, but when) that dependency is breached, you may have personal information stolen or even have your computer taken over.

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?

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.

Chief Technical Architect Craig Brown discusses the Windows 7 certification and skills tracks available to Global Knowledge students.

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.

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. 

Co-authors Michael Scarborough and Ryan Ballmer discuss some key differences in the new Global Knowledge ITIL courseware.