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Showing posts with the label ITIL 2011 Edition

The Best of Service Design, Part 4

ITIL 2011:  Design Coordination Originally Published on September 20, 2011 The Service Design stage of the ITIL Service Lifecycle can be a powerful and beneficial set of activities and undertakings if managed, guided and coordinated in a holistic and comprehensive manner. One of the more powerful processes to emerge with the publication of the ITIL 2011 addition is the Design Coordination process. Previous editions of ITIL had the reader and practitioner assume or extrapolate the guidance provided in the Design Coordination process. ITIL 2011 formalizes the guidance and shows the need to have a method of ensuring the smooth operation of all the moving parts of Service Design.   Design Coordination has several important objectives including (SD 2011 4.1.1): Ensure the consistent design of appropriate services, service management information systems, architectures, technology, processes, information and metrics to meet current and evolving business outcomes and requirements

The Best of Service Strategy, Part 5

ITIL 2011:  Business Relationship Management Originally Published on August 16, 2011 With the recent publication of the ITIL 2011 edition, several items within the best practice set have undergone a transformation. One of the goals of the 2011 edition is to bring even more consistency and standardization to the best practices by formally recognizing and organizing several ideas and activities that the 2007 edition had not previously structured as full, formal processes.  While always referenced in the 2007 edition (and ISO/IEC 20000), Business Relationship Management is now an official ITIL process The newly structured Business Relationship Management process now formalizes the activities and links between the customer or user and the service provider through a central contact point embodied in the Business Relationship Manager role. The ITIL 2011 edition states that the purposes of Business Relationship Management are twofold: To establish and maintain a business relatio

Resources for Business Relationship Management

A student recently asked for resource references for about Business Relationship Management (BRM). BRM is emerging as a critical process in several prominent service management frameworks and standards.   Recently, BRM was formalized in the 2011 edition of Service Strategy as part of the core ITIL library.    This is a significant addition since many believed that BRM and Service Level Management (SLM) were the same process.     While similar, BRM strategically focuses on the relationship between a service provider and it’s customer (more like an Account Executive) where SLM operationally focuses on the negotiation and achievement of service performance. The ISO/IEC 20000 standard has mandatory requirements and suggested guidance for Business Relationship Management.   Even if your organization is not considering ISO certification, the standard does define the minimum essential activities for each process, including BRM.     Put together with ITIL 2011, it’s a powerful com

ITIL 2011: Strategy Management

The publication of ITIL 2011 has brought several new or revamped processes to light. One of those is the Strategy Management for IT Services process. This Strategy process is not actually new. It represents the formalization of best practice guidance for managing strategies contained in earlier editions of the ITIL publications. The purpose of this newly minted process is to use a company’s perspective, position, plans and patterns to ensure better management, governance and control of the IT services an organization provides to support the business outcomes. The basic principles of the Strategy Management process include helping to identify the overall business strategy and then tie an underpinning IT strategy (including an IT service strategy) or manufacturing strategy to the business outcomes through integration and alignment activities. Once an IT strategy emerges in relation to the business strategy, the organization can then decompose the IT strategy into IT tactics and