What does it mean to “adopt and adapt” an ITSM framework like ITIL? This question has come up recently in several of my classes. It is not an easy question to answer but one that needs to be addressed early on in any ITSM implementation effort.   The first consideration is the adoption of a framework or perhaps even more than one. Yes, with an ITSM implementation we are not limited to taking on the advice and best practices of only one approach. When we “adopt” a framework, we make a commitment to use the methods, means and approaches laid out within a given framework. This commitment includes being willing to go as far as redesigning how and why we undertake activities and efforts within our organizations. If we want to “adopt” and ITSM framework, but we do not change the fundamental way we approach things, then we have not really adopted an ITSM framework. Adoption requires a fundamental willingness to see things from a new perspective. If you want to redesign your living space you

Component Failure Impact Analysis (CFIA) is a proactive availability management technique which was developed by IBM in the 1970’s. This technique allows us to predict the impact on our services if any of the individual components fail. It points out our vulnerabilities to single points of failure. Doing a CFIA is a pretty simple exercise. Here are the steps: Take certain key Configuration Items (CI)s in the infrastructure and identify the services that they support by researching the Configuration Management System (CMS).  If you do not have a CMS, look for paper diagrams, network configurations, any available documentation and general knowledge. Create a paper or electronic table or spreadsheet.  List the CIs in the first column, and the Services in the top row.  For every CI, place an “X” in the column below the service if that CI's failure would cause an outage.   Mark an “A” when the CI has an immediate backup (hot start) or a “B” when the CI needs a warm start. The basic

Throughout the ITIL classes that I teach many students have asked about other frame works and how they differ from and work in conjunction with   the ITIL framework.   The framework that I will be comparing with ITIL today is eTOM (Enhanced Telecom Operations Map)   The Enhanced Telecom Operations Map is a business process model framework intended to define a common language and a complete activity mapping and classification for use by service providers within the telecommunications industry.   eTOM provides the enterprise processes required to properly run the business of a telecom service provider and break them down to different levels of detail. eTOM is intended to be more formal when compared to IT Infrastructure Library (ITIL) since it specifies a process framework composed by processes typically necessary for service providers to plan, deploy and operate their services. The eTOM Business Process Framework has been widely accepted by the telecommunication industry as a stand

Recently I was having a discussion with a colleague. The discussion centered on value, what it means and how we deliver it to customers and users of IT Services. One particular part of the discussion focused on how you can easily add value in small increments that combine to bring satisfaction to customers. My colleague mentioned an interesting idea from a restaurateur named Bob Farrell, the founder of a chain of Ice Cream Parlors. He sold the chain and became a motivational speaker based on what he learned from the restaurant industry and how to drive better value and customer satisfaction. Bob had once received a letter from a customer indicating loss of satisfaction when the server was going to charge him for a single pickle slice to go with his burger. From this letter Bob Farrell derived the importance of the small things we should do for customers and users of our goods and services to ensure satisfaction.  Providing value to customers does not have to arrive in large portio

Let’s continue our discussion on IT Service Management Frameworks. Recently, we talked about the question based guidance in the MOF Solution Accelerators. Now, I would like to offer you additional information on the MOF Management Reviews. MOF Management Reviews will help organizations ensure that their technology services are on track to deliver expected business value. They offer guidance to help management set goals, evaluate progress and confirm results. The MOF Layer/Phase and the aligned Management Review is listed as such: Manage Layer Policy and Control MR) Plan Phase Service Alignment MR Portfolio MR Deliver Phase Project Plan Approved MR Release Readiness MR Operate Phase Operational Health MR The Management Reviews can be used as checklists to ensure we have completed tasks correctly. For example, the Release Readiness document offers a comprehensive review of the deliverables produced. It delivers an assessment of the readiness of the business to employ the solut

One of the most important goals of Service Level Management (SLM) is the need to build strong relationships between the customers and users of IT Services. It is incumbent on the roles of the Service Level Manager and Business Relationship Manager (a role defined with Demand Management) to serve as the Voice of the Customer. SLM must act as an agent on behalf of business customers, since those individuals or groups must focus on executing business processes or serving further the end-users of a company’s goods and services. The business should not have to spend its time worrying about the value they need from IT Services. SLM needs to create a strong bond with the business and end-user customers. This bond needs to be a familiar and personal link that shows the customer that IT truly cares about the needs and success of the business. Good Service Level Management cannot be conducted solely through emails or phone calls. A good Service Level Manager knows they must meet their customer

I was recently asked about the accountabilities and responsibilities of the Service Level Manager and Service Owner.  Let’s start with Service Level Manager . Responsible for gathering Service Level Requirements from the customer. Responsible for negotiating and maintaining SLAs with the customer. Responsible for developing and maintaining OLAs. Responsible for understanding underpinning contracts as they relate to OLAs and SLAs. Responsible for producing, reviewing and evaluating reports on service performance and achievements on a regular basis. Also for conducting meeting with the customer to discuss service performance and improvements. Responsible for initiating appropriate actions to improve service levels (SIP). Conducting yearly reviews of SLAs, OLAs and underpinning contracts. The success of SLM is very dependent on the quality of the Service Portfolio and the Service Catalogue and their contents. They provide the necessary information on the services to be managed w