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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.
Get a look at how your numbers compare to your peers and neighbors with our comprehensive lists below. A Note About Our Certification List For the condensed list of certifications in our 2013 IT Skills & Salary Report, we included only certifications that received enough responses to be statistically relevant. The list below is more inclusive. Certification data is for informational purposes only, as the values of some of the more exclusive certifications are based on few responses and, therefore, are less reliable.
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.
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.
The results are in from the fifth annual IT Skills and Salary Survey by Global Knowledge and TechRepublic, and there are finally reasons for optimism. The average salary of this year's respondents was up 6.2% from last year's and, in fact, is the highest in the history of the survey. While salary is a key component of the study, we also examined other factors such as job satisfaction, impact of acquiring new skills and certifications, and trends in pay, including base pay, bonuses, benefits, and geographic impact.
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".