ITIL® Weblog for Healthcheck-online.com » ITIL v3

Where to find ITIL v2 Processes in ITIL v3

Rene — Tue, 15 Dec 2009 22:14:02 +0000

Today, in a discussion at my work, I received a question from a manager wondering where the good old ITIL v2 Service Delivery processes were placed in the ITIL v3 process model. He was asking for the Service Delivery processes and where to find them. I thought I could share the answer with you all:

Service Level Management moved to Service Design in ITILv3.
Availability Management moved to Service Design in ITILv3.
Capacity Management moved to Service Design in ITILv3.
Financial Management for IT Services moved to Service Strategy in ITILv3.
IT Business Continuity Management moved to Service Design in ITILv3.

Any more questions??

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What is ITIL v3?

Rene — Tue, 17 Nov 2009 23:24:32 +0000

Author: BestPracticeHelp

What is ITIL v3?

ITIL® stands for the IT Infrastructure Library. It emerged during the 1980’s in the UK as a set of high level processes for providing consistent, low risk IT service and IT service management to an organisation. The copyright is owned by the Office of Government Commerce [OGC (formerly known as CCTA)] and is covered in several publications from the British Standards Institution (BSI).

ITIL v2 was completely updated and released as ITIL v3 during May/June, 2007. Based on ITIL v2 Service Support and Service Delivery publications, ITIL v3 now comprises the following 5 publications:

ITIL v3 Service Strategy
ITIL v3 Service Design
ITIL v3 Service Transition
ITIL v3 Service Operation
ITIL v3 Continual Service Improvement

All the above publications are available as a set of books and on CD. The latter may be purchased for stand alone or networked use. To purchase these books or CD sets, go to our bookshop and use the Amazon search box found in the right hand side; use the search criteria “books” and “ITIL Lifecycle”.

Additionally, you can view our free ITIL v3 YouTube video or test your ITIL v3 knowledge by trying your hand at our free ITIL v3 Quiz – just click the website link below.

ITIL v3 is designed around the concept of the Service Lifecycle – 5 phases – from Service Strategy through to Service Design, Transition and Operations with Continual Service Improvement ‘plugging into’ each of the main phases. All the original ITIL v2 processes remain within ITIL v3, however there are some minor changes. For example, Incident Management is now responsible for Major Incidents instead of Problem Management.

Naturally, new certification schemes have arisen to allow individuals to take examinations in ITIL v3. One may qualify at Foundation, Practitioner or Service Diploma levels. Those already qualified as ITIL v2 Service Managers (“Red Badge”) may take the ITIL Managers Bridging examination to become ITIL v3 Diploma certified.

ITIL v3 Take Up

At the time of writing – late 2008 – very few organisations are making to leap to implement or upgrade to ITIL v3. There are many reasons for this:

The current economic crisis (lack of finances available)
Lack of appetite
Lack of current process maturity (ITIL v2)
Internal politics (culture)
Lack of ability/expertise in the market.

Visit http://www.bestpracticehelp.com for totally free ITIL forum, articles, jobs, market rates, online quizzes, downloads, video presentations and more about ITIL v2, ITIL v3, COBIT, TOGAF, PRINCE2, MSP, Six Sigma, MOF and much more. No sign up or registration required.

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Article Source: ArticlesBase.com – What is Itil V3

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“Handboek ITIL implementeren, de menselijke methode”

Rene — Wed, 07 Oct 2009 21:32:04 +0000

Vandaag heb ik het boek “Handboek ITIL implementeren, de menselijke methode” toegevoegd aan de bibliotheek van The ITIL Weblog. De reden dat ik dit boek heb toegevoegd aan de bibliotheek is toegankelijke schrijfwijze in dit boek. Ook geeft het boek op een heldere wijze weer hoe een ITIL implementatie doorgevoerd kan worden in organisaties.

Het boek is uniek, alleen al door de wijze waarop het tot stand is gekomen. Een veelvoud van auteurs heeft zich over het boek gebogen.

Kijk rustig op de website van Bol.com in het inkijk exemplaar en zie hoe de klanten het boek beoordelen. Ik ben nieuwsgierig wat je van het boek vindt. Laar gerust een reactie achter op deze site.

Handboek ITIL implementeren
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Reacties over dit boek:

Zeer interessant en bruikbaar boek over veranderingen in een grote organisatie. Zéér makkelijk leesbaar en toepasbaar. Herkenbare en complexe problematiek teruggebracht tot de kern, en handvatten biedend voor een mogelijke oplossingsrichting. Een aanrader voor een ieder die worstelt met het doorvoeren van wijzigingen, te maken heeft met collega’s die niet “mee” kunnen of willen veranderen, management dat zich niet verbonden voelt met dergelijke trajecten… Theorie wordt op een prettige manier afgewisseld met Praktijkjournaals en persoonlijke anekdotes en visies op gebeurtenissen, waardoor je je als lezer verbonden voelt met het team, de methodiek en het resultaat.

Eindelijk een praktijkboek! Leest heel makkelijk en eindelijk een boek dat niet alleen een goede methode beschrijft maar ook de praktijkervaringen die daar bij horen! Een echte aanrader. Ik ga er zeker mee aan de slag in ons bedrijf.

ITIL gaat dus over mensen!De schrijvers van dit boek laten zien waar wij hier al jaren tegen aan lopen: Je moet gewoon luisteren naar de mensen op de vloer en zorgen dat zij betrokken zijn en blijven.

Beschrijving van het boek:

ITIL is de marktstandaard voor de inrichting van een ICT-Servicemanagement organisatie. Het is een set van modellen, concepten en processen die samen een krachtig referentiekader bieden voor het inrichten en verbeteren van ICT-processen in elke organisatie. Ondanks deze brede toepasbaarheid kent ITIL één groot probleem; het bevat zelf geen implementatiemethode. Veel ITIL-implementaties lopen dan ook vast in langdurige en kostbare projecten, waarin managers en medewerkers de greep op de doelen en resultaten kwijtraken.

Dit is het eerste handboek dat zich volledig richt op het implementeren van ITIL. De implementatie is gebaseerd op de I-CUBED-methode. Met I-CUBED worden stapsgewijs krachtige principes uit het vakgebied van verandermanagement toegepast bij het implementeren van ITIL. Hierdoor worden ITIL-procesmodellen daadwerkelijk tot uitvoering gebracht tot op het diepste organisatorische niveau; in de operationele teams. De I-CUBED-methode bestaat uit een drietal fases.

Allereerst wordt de meest effectieve implementatiestrategie gebouwd, gebaseerd op inzicht in een aantal fundamentele ITIL implementatiedilemma’s. Vervolgens wordt de inrichting van de aanpak bepaald die de uitvoering van de implementatie mogelijk maakt. Ten slotte wordt in acht stappen de uitvoering van de implementatie beschreven.

Naast de beschrijving van de methode laat dit handboek ook de kracht en effectiviteit van de methode zien in de praktijk. Daarvoor is een uitgebreide beschrijving opgenomen waarin dit handboek is toegepast in het hart van een toonaangevende ICT-dienstverlener: Getronics PinkRoccade. Aan elk hoofdstuk is een levendig praktijkjournaal toegevoegd, waarin de hoofdrolspelers zelf aan het woord komen. Dit geeft niet alleen een heldere vertaling van de methode naar de praktijk, maar vooral ook een beeld van het effect dat een implementatieproces op de mensen in de organisatie heeft. Zij zijn het immers die het veranderproces moeten vormgeven, uitvoeren, én tegelijkertijd de veranderingen moeten ondergaan. Dit maakt dit handboek tot een onmisbaar hulpmiddel voor iedereen die betrokken is bij ICT-Servicemanagement, of de implementatie en resultaten van ITIL in de eigen organisatie.

Het Handboek ITIL implementeren is geschreven door een schrijverscollectief waarin deskundigen met een ruime ervaring op het gebied van organisatieverandering, ITIL en ICT-Servicemanagement intensief hebben samengewerkt.

René Verweijmeren (MCM) is zelfstandig organisatieadviseur gespecialiseerd in organisatieverandering.
Marc Hendriks (Dr.) is als GZ-psycholoog werkzaam in de gezondheidszorg en is daarnaast universitair docent neuro- en revalidatiepsychologie aan de Radboud Universiteit van Nijmegen.
Jeroen Jacobs (Ba. ICT) (ITIL v3 expert degree) is procesmanager en service management consultant bij Getronics.
Luc Timmers, voormalig directeur en is momenteel zelfstandige. Luc vervult regelmatig intrim directie functies.
Mathijs Valk is proces manager bij Getronics.
Hans van Eldijk manager van een proces afdeling bij Getronics.
Caspar Looijaard (Drs.) is zelfstandig organisatieadviseur en interim manager in met name de financiële sector.

Handboek ITIL implementeren
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Top Reasons to Do the ITIL Expert Capability Course

Rene — Sun, 30 Aug 2009 20:57:40 +0000

On LinkedIn.com I read a post about a contest for winning a ITIL course (in the group: ITIL v2 / v3 Service Management (ITSM) and ISO 20000 (10000+)) . People who want to win a FREE ITIL course had to explain why they want to win the course. I used these comments to make this article about: Top reasons to do the ITIL Expert Capability Course.

…my company is thinking about re-organizing its IT around ITIL methodology, my ITIL Foundation certification, combined with ITIL Expert Capability training course, would help me in being part of the team leading this change within my company.
… it will underpin my years of expertise as a service management practitioner.
…it will help me bridging the gap between the 2 versions, and being able to use this new knowledge inside my company.

Have you done this course? Let us know and explain why you did this course! You help others making a decision for the right course….

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Top Reasons to Do the ITIL Expert Lifecycle Course

Rene — Sun, 30 Aug 2009 20:55:56 +0000

…I will use this training to provide better solutions based on the ITIL Framework and display the benefits of the ITIL lifecycle when designing, building and supporting business and technical services for the organization.I believe this training will take me to the next step in implementing best practices.
…formal training will help me ‘join the dots’ so that my designs and implementations are consistently stronger in terms of compliance and flexibility.

Have you done this course? Let us know and explain why you did this course! You help others making a decision for the right course….

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Top Reasons to Do the ITIL Lifecycle Intermediate Course

Rene — Sun, 30 Aug 2009 20:54:21 +0000

…it would help me gaining specialized knowledge that would be beneficial in my daily work when managing the IT services and infrastructure;
…I have found it to be very valuable in defining responsibilities and roles, which then apply in improving processes by shortening service times and increasing quality. This would hopefully increase my efficiency in this area!
…My quest in ITIL is quite new (so far), but I see there potential that should be used in many fields.
I work in a government environment that is working to implement ITIL practices. This knowledge would allow me to provide guidance and help them achieve greater benefits and cost savings sooner through the implementation of ITIL. Thanks
…this will improve my career & organization Service mgt process capabilities.
…wishing to branch into more specialised IT Project / Programme management and wish to investigate as a source standard for my new company to take into business.

Have you done this course? Let us know and explain why you did this course! You help others making a decision for the right course….

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Top Reasons to Do the ITIL Capability Intermediate Course

Rene — Sun, 30 Aug 2009 20:52:07 +0000

…it will help me in my role as Process Designer for the Incident and Problem Management processes and future integration of these process with other ITIL processes;
…it will benefit me and my organization as we continue to adopt the ITIL framework and move forward to achieve the goal of reaching greater maturity in our processes. This course will give me greater understanding with how to partner with the business to achieve usable SLA’s and define what our key indicators are to know measure our service delivery.
…I need a further understanding of the benefits it can bring, and understand the whole life-cycle and implications.
…my company is implementing ITIL and I’m the project leader for the Helpdesk Group. I think that, combined with my previous experience with ITIL Foundations, I can help the organization in implementation.

Have you done this course? Let us know and explain why you did this course! You help others making a decision for the right course….

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Lessons Learned Top 10 of implementing IT Service Management Tools.

Rene — Mon, 25 May 2009 12:56:55 +0000

Looking around on social networks and using my own experience I have composed a Top 10 for those that want to select or implement a IT Service Management Tool. For some organisations it can be usefull to be aware that improving the efficiency of an IT organisation is not just being done by selecting a tool.

IT Service Management is mostly based upon processes that help you to deliver your products or services as a IT department. A characteristic of processes is that they consist of a collection of related and structured activities. Another one is that they produce a predefined output (based upon a predefined input….?).

Looking at the simple description above it seems quiet simple to lower cost and work more efficient: automate most of the activities and focus on your products and services. Why do many organisations purchase a Service Management Tool/Suite and why are they faced with less efficiency and more costs than expected? Let’s see the Top 10 of lessons Learned of implementing IS Service Management Tools.

Implementing a Service Management Tool is more then buying a software tool ‘of the shelf’ and installing it on a server. Before buying a ‘recommended’ tool from a supplier you have to be aware of the following:
- what processes/activities do I want to automate/make more efficient, and WHY do I want to do this?
- looking at the processes/activities, which other information system/tool is involved with these processes? Do you want to integrate them in the new solution or does the new tool have to have some kind of (automated/manual) interface?
- what processes do I want to stay manual, because only a person can do it the best?
- how much money/effort is involved with the problem area’s how much efficiency do you expect to gain with introducing a new tool?
- what other criteria do you have for a new tool?
Implementing a Service Management Tool requires a full understanding of how your organisation operates. Before starting an implementation or even a selection project get together the people that know, understand and have documented the process and activities that are required in your organisation. Together you can detail the inputs, activities and outputs needed for achieving business objectives and outcomes. This makes the business case for your selection and implementation project!
Don’t think that IT Service Management according to ITIL is an ‘out of the box’ solution for your business problems. Before doing ITIL you have to understand and think ITIL. ITIL is not an “implementation” that you can do once and then it works. ITIL is a complete change in the organisations culture and thinking. It is a commitment to the Continual Service Improvement of your products and services. Having the books only means that you have taken the first step.
Don’t make ITIL a thing of only the process managers. ITIL requires participation of everyone in your organization. If your organisation is strongly divided and the different teams do not seem to cooperate (and they have no intention to do so) then you first need to pay attention to that. No tool will solve internal conflicts if the conflicts are not recognized and the tool is an agreed way to solve the recognized problem. Implementing ITIL requires a strong vision and ambition on management level.
Keep the focus on getting the involved processes right. Any implementation of a tool should contribute to the desired process model, in order to deliver your products and services.
If the implementation of a IT Service Management Tool/Suite goes wrong then don’t blame it on the Toolset. Implementing an IT Service Management Tool requires in depth definitions of important ITSM toolset. If you have no clue of, for example, how you want to have your Service Knowledge Management System, or, as part of it, what you want to register in your Configuration Management System, then it is difficult to make a right implementation. Not because the tools doesn’t support it, but because you have no clue what you expected in the first way. So make first a business analysis and define the services, products and processes you want to improve. THEN select a tool and implement it.
Changing your organisation and implementing ITIL in a organisation requires more skills than just ITIL knowledge. Since it is a cultural change that touches every group and individual in your organisation you need a strong vision, lots of communication and strong leadership. Find or create the right Business Change Managers and divide the project in multiple projects in order to contain problems.
Start with quick wins where you can show the benefits of the introduction (or improvement) of the New Way of Working (or something like that). Make people aware that the real improvement is, for example, collaboration and communication.
The real change then might come out of your people, the organisation, as they start to believe that they can meet your objectives and see the benefits for them.
Implementing ITIL is not a project. Making the organisation ITIL aware is a project. By saying this I want to stress that ITIL is not a one thing issue. Implementing ITIL means that you introduce a way of working that always will have focus on Service Improvement and adopting processes to the environment. Implementing ITIL is never finished as you will always adopt your processes to new situations, the big benefit is that you do it on a controlled way, and not on a ad-hoc basis.
Don’t believe vendors that promise you an ‘out of the box’ solution. Most of the times vendors over promise the benefit their tools will have to your business. They simple forget to stress the limitations or the adoptions that have to be made to the tool or your organisation. If someone offers you a solution that sounds too good to be true……it probably is too good to be true.
Don’t align your business process with your service management tool. Your business is leading and is your vision on how to be of use for your clients. A service management tool just has to fit in your organisation and provide the information that is needed to manage and control your business. Don’t forget to put the business alignment in your specs too!

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Skills/Knowledge Improvement Programme of 7C Alliance

Rene — Sat, 25 Apr 2009 21:27:04 +0000

As part of it’s latest Skills/Knowledge Improvement Programme (SKIP) for its members, 7C Alliance (“7C”) is running an ITIL Study project that is independently researching the UK market to work out the best options for its members to get ITIL V3 Service Foundation certification using training that is fully accredited and accepted in the market, is conveniently timed to fit in with their contract work as well as priced fairly based on members being able to leverage their own and collective experience through a mix of group study, self-study and classroom training. 7C Alliance members are all independent IT professionals who work on contract in the United Kingdom, Europe or the Middle East.

As part of its research, 7C Alliance is seeking interest from new and existing members in receiving such training as well as discussing needs and market for it. Given the economic climate, 7C is also happy for this training to be available to any time poor, ITSM professionals who have limited free cash and no access to funding or sponsorship for training from an employer or professional institution.

To openly and freely discuss and compare yours with others’ need for this training as well as what is involved with it and who provides the training or who provides work based on it, then join the 7C Alliance Discussion Group on LinkedIn. Otherwise, to register interest in receiving this training and become an Associate Member of 7C Alliance, then visit the 7C Alliance Web-site.

The ITIL Weblog is proud to announce the cooperation with the 7C Alliance. 7C Alliance and the ITIL Weblog will present very interesting articles under the category: The Cutting Edge of ITIL. Sign up with the 7C Alliance if you are a contractor and looking for a cost efficient way to become an ITIL professional.

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ITIL V3 Core publications

Rene — Sat, 04 Apr 2009 21:15:01 +0000

ITIL Version 3 is all about IT Service Management. ITIL V3 contains the following core publications:

Service Strategy
Service Strategy is about the identification of market opportunities for which services could be developed. This is done in order to meet a requirement on the part of customers. Output of the Service Strategy is a strategy for the design, implementation, maintenance and continual improvement of the service as an organizational capability and a strategic asset. Key areas of the Service Strategy volume are:
- Service Portfolio Management;
- Financial Management.
Service Design
Service Design is about the activities that take place in order to develop the service strategy into a design document. This design document addresses all aspects of the proposed service, as well as the processes intended to support it. Key areas of the Service Design are:
- Availability Management;
- Capacity Management;
- Continuity Management;
- Security Management.
Service Transition
Service Transition is about implementing the output of the service design activities and the creation of a production service or modification of an existing service. There is an area of overlap between Service Transition and Service Operation. Key areas of this volume are:
- Change Management;
- Release Management;
- Configuration Management;
- Service Knowledge Management.
Service Operation
Service Operation is about the activities required to operate the services and maintain their functionality as defined in the Service Level Agreements with the customers. Key areas of this volume are:
- Incident Management;
- Problem Management;
- Request Fulfilment.
A new process added to this area is Event Management, which is concerned with normal and exception condition events. Events have been defined into three categories:
- Informational events — which are logged;
- Warning events — also called alerts, where an event exceeds a specified threshold;
- Critical events — which typically will lead to the generation of Incidents
Continual Service Improvement
Continual Service Improvement is about the ability to deliver continual improvement to the quality of the services that the IT organization delivers to the business. Key areas of this volume are:
- Service Reporting;
- Service Measurement;
- Service Level Management.

Review ITIL
http://itsmconcepts.cyeblog.com/

Configuration management – Configuration management helps to define the core infrastructure. The high level activities are Risk Analysis, Contingency Plan Management, Contingency Plan Testing, and Risk Management. Review ITIL Commonly the business continuity life cycle is as a … Butterworth-Heinemann (Computer Weekly Professional Series) also has developed a notable set of publications covering IT Service Management, with particular attention to IT portfolio topics. …
To get the whole ITIL picture, you or your company should invest…
http://www.itgovernance.co.uk/
As the five core titles reflect the lifecycle of services- their appeal encompasses the entire spectrum of people involved at any stage of the framework. So, without being the prime audience, everyone involved will benefit from access to … The ITIL Lifecycle Publication Suite contains ITIL’s most recent version, Version 3 (V3), and represents an important evolutionary step in its life. The refresh has transformed the guidance from providing a great service to being the …
ITIL VERSION 3 REFRESH
http://www.itsmsolutions.com/DITY/

ITIL v3 has a new “hub-and-spoke” design with a descriptive core framework as the hub, and prescriptive solutions as spokes. Perhaps most useful are new implementation templates based on industry, firm size and business model. … Complementary publications address application of the generic core guidance in particular market or technological contexts. The Complimentary components will change as required, perhaps annually, quarterly, even monthly for some. …
Free Online Sample ITIL v3 Foundation Exam | ITIL Weblog for …
http://itil.healthcheck-online.com/
1, 2, 3 and 4. The ITIL CORE publications are structured around the Service Lifecycle. Which of the following statements about the ITIL COMPLEMENTARY guidance is CORRECT? It is also structured around the Service Lifecycle …
ITIL v3 – The Top 3 Myths From 2008 – To ITIL® V3 and Beyond …
http://www.ca.com/us/blogs/default.aspx?pgtype=com&id=141428

The current development is of more complementary publications that will give a greater degree of prescription to you as a practitioner to implement a specific process or set of processes faster and with more detail. … To get started with ITIL, many IT practitioners will start with existing process areas that they already have and want to improve. Most commonly, these will be the key process areas at the core of almost any IT operation: change and configuration …

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ITIL® Weblog for Healthcheck-online.com » ITIL v3

Where to find ITIL v2 Processes in ITIL v3

What is ITIL v3?

“Handboek ITIL implementeren, de menselijke methode”

Top Reasons to Do the ITIL Expert Capability Course

Top Reasons to Do the ITIL Expert Lifecycle Course

Top Reasons to Do the ITIL Lifecycle Intermediate Course

Top Reasons to Do the ITIL Capability Intermediate Course

Lessons Learned Top 10 of implementing IT Service Management Tools.

Skills/Knowledge Improvement Programme of 7C Alliance

ITIL V3 Core publications

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