Resource Library

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. 

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.

SOA is all about architecture-after all, it's right there in the acronym-yet most organizations think it is about turning existing software components into web services. When you adopt SOA, remember that it is all about design and governing that design. It's about how you design your service interfaces, your services, your data model, and your business processes. It's about how you keep track of your services, how you control the design, definition, deployment, and distribution of your services and their artifacts, how you define a service contract and service level agreement for your service consumers, how to secure your services, and how to react when things go wrong with them.

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. 

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.

Learning how to program and develop for the Hadoop platform can lead to lucrative new career opportunities in Big Data. But like the problems it solves, the Hadoop framework can be quite complex and challenging. Join Global Knowledge instructor and Technology Consultant Rich Morrow as he leads you through some of the hurdles and pitfalls students encounter on the Hadoop learning path. Building a strong foundation, leveraging online resources, and focusing on the basics with professional training can help neophytes across the Hadoop finish line.

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?

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.

IT departments have multiple opportunities and challenges as a result of the Bring Your Own Device (BYOD) invasion. The most common opportunity is to reinforce enterprise network security from both the inside and the outside. Supporting BYOD also offers more monitoring and tracking of activities that provide a more detailed view of network traffic flow. Alternatively, it will be a challenge for some IT departments to give up control over which devices may access their enterprise network. Another challenge will be to have the users doing configurations for network access, which adds human error to a crucial part of the process. The opportunities and challenges BYOD represents are real. Enterprises must make their network infrastructure BYOD ready to meet the onslaught.

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".