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Showing posts with the label Governance

The ITIL® Maturity Model

Most organizations, especially service management organizations, strive to improve themselves. For those of us leveraging the ITIL® best practices, continual improvement is part of our DNA. We are constantly evaluating our organizations and looking for ways to improve. To aid in our improvement goals and underscore one of the major components of the ITIL Service Value System , Continual Improvement .   AXELOS has updated the ITIL Maturity Model and is offering new ITIL Assessment services. This will enable organizations to conduct evaluations and establish baselines to facilitate a continual improvement program. A while back I wrote an article on the importance of conducting an assessment . I explained the need to understand where you are before you can achieve your improvement goals. Understanding where you are deficient, how significant gaps are from your maturity objectives, and prioritizing which areas to focus on first are key to successfully improving. One method many organi

Up YOUR Game – Become a Certified Process Design Engineer!

I find that there are many people that do not understand WHAT a Certified Process Design Engineer (CPDE) really is (be sure to scroll down on the page and then download the free whitepaper for surprising details). The CPDE role is likely much broader and deeper than you might think! Time and Money?! Yes, but not at the expense of quality and stability!  The role of a Certified Process Design Engineer is a critical skill set for all IT service  providers. There are many frameworks and standards that  define practices and methods for achieving success; ITIL 4 , Agile , Lean , DevOps , COBIT, ISO, and Site Reliability Engineering (SRE) are only a few. My point is that while each describes processes and controls (what to do), they don’t provide clear, step-by-step methods and techniques for designing, reengineering and improving processes (how to do it).  A Certified Process Design Engineer equips managers and staff at all levels to lead the organization to do t

The State of ITSM: One Company’s Assessment!

Here is an article I thought you might find interesting.  It was first published in itSMF USA's Source EJournal, April 2017.   The State of ITSM: One Company’s Assessment! By Keith D. Sutherland and Lawrence J. “Butch” Sheets Educators and consultants operating in the formal practice of IT service management (ITSM) have largely been doing so since the mid-90s. Even though the best, codified practices of the IT service management framework, ITIL®, is now just over 30 years old, there remains a large number of organizations still in initial adoption of ITIL.  And of those service providers with longer histories of using ITIL, many still have a significant need to increase maturity, or more fully implement their ITIL practice. The need in these companies for structured education, assessments, and roadmaps still abounds, even while multiple approaches for these practices are available for each. Beyond ITIL (and in many cases, alongside), are the many other evolving a

Rule of Law

Too often I encounter learners who struggle with the concept of governance. This idea does not need to be difficult to understand nor to implement. The idea of governance is based on an older idea known as "rule of law". This idea arose in the Enlightenment and has driven modern civilized society ever since. The understanding of the rule of law is that everyone (people and businesses) is subject to rules and regulations that keep mankind from descending into chaos and anarchy. Governance is simply the modern terminology for this concept. Other terms we use in this same sense are "management" and "control". Governance at its heart has two basic forms. The first is Governance ("Big G"). This is the type of governance whereby established ruling entities (governments and/or lawmakers and/or courts) create rules, regulations and policies (statements of intention or expectation) to keep us all from going crazy and destroying each other. We exper

Enterprise Monitoring and the Service Lifecycle

I was recently asked where an entity such as Enterprise Monitoring resides in an organization. Should it be equivalent to the Operations, Engineering and Security areas rather than reporting to one those areas? Yes in some ways it does make sense to have Enterprise Monitoring at the same level. However, we must remember that there is a clear distinction and separation between the functions as proposed in ITIL and the activities that they perform. “Monitoring” is an activity related to a process (including but not limited to Event Management, Availability, Capacity, Service Level, etc.) So this work gets performed across an enterprise and not by a single, particular group. Anyone who needs to “monitor” something should use the associated processes to do so. Someone doing “monitoring” does not need to be located in any specific part of an organization. Functions are organization, location and structure agnostic. A function is not a place or management structure rather an abstract groupin