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Why become an ITIL Expert?

Are you a manager or practitioner in the IT Service Management Profession?   Would you like to advance in your IT career?   Perhaps you have many years’ experience in IT and service management and would like to increase your credibility.   According to information on ITIL-officialsite, ”The ITIL Expert level of qualification is aimed at those individuals who are interested in demonstrating a superior level of knowledge of the ITIL Scheme in its entirety.  Achieving this level of ITIL qualification will benefit a candidate in both their personal and professional development, by aiding career advancement and progression within the IT Service Management field.  Candidates who achieve ITIL Expert level will also satisfy the prerequisite entry criteria for the ITIL Master Level; the highest level qualification within the ITIL scheme.” The ITIL qualifications scheme offers a modular approach to the ITIL framework. In this scheme, candidates are free to select from a variety of qualifi

Cloud Services and Warranty Processes

As business organizations opt for support from the cloud to provision Software, Platform, or Infrastructure services the need for warranty through the service value chain becomes paramount. Service warranty is gained by achieving specified levels of availability, capacity, continuity, and security.  The dynamic, nature of the business and varied demand from multiple customers and user profiles must be considered when defining and investing in cloud architectures.  Each customer will expect that only their application or service will be delivered to users when in fact multiple customer and user communities could be leverage from the scalability and shared resources in the cloud. Availability/Capacity and the Cloud Service providers must gain assurance that multiple instances of the same application are delivered in a scalable manner.  In order to ensure availability and leverage capacity on demand additional tools and technologies such as load balancing, server virtualization

Velocity

Velocity , it’s just such a cool word!  When I type it, it just has to be italicized .   When I say it, I think of a speeding red Ferrari, a fighter jet or Superman zooming through the air to save Louis Lane from certain doom.  It’s one of my favorite TV channels.  In the world of Dev-Ops, Scrum and Agile it’s the rate at which a team converts items to “DONE” in a single Sprint, usually calculated in Story Points and is really one of the pillars of the DevOps. DevOps is a response to the symbiotic relationship of software development and IT Service Management and the historical disconnect that has usually separated these two very critical and interdependent functions.  This divide has often manifested itself as conflict and inefficiency . The purpose being to help an organization rapidly produce software   products and services while ensuring communication, collaboration and integration between these diverse professional groups. Development is usually of the mindset where ch

The Value of Release Models

To understand the concept of “Release Models” one must first understand the clear distinction between the Change Management process and the process of Release and Deployment Management.   At a high level you could say that the Change Management process activities assess, authorizes and control the change and that Release and Deployment Process will actually execute or implement the change. This helps to understand the difference between change and release but also to understand that there will be different skillsets and activities involved for each area.    Although Change and Release management processes in and of themselves do have clearly defined objectives, roles and responsibilities these processes do not stand alone and must consistently work together for seamless integration with all of the Service Transition processes including Service Asset and Configuration Management and Validate and Testing processes.   This is especially true when you set out to define “Release Models”

The Value of Problem Models

If a problem is the unknown cause of one or more incidents then how can I design a repeatable model for something that is unknown? The purpose of Problem Management is to manage the problems throughout their lifecycle. Problem Management seeks to not only to minimize the adverse effect of incidents by providing work arounds, but also seeks to eliminate outages, and prevent them from recurring again. In Incident Management ITIL defines an Incident Model as a predefined set of procedures based on type of incident.   So then what is a “Problem Model”?   Problem Models Not all problems are the same.   There are many different types of problems and each type will require unique roles and responsibilities, varied skill sets and different timelines and policies based on the complexity of the problem.   When considering how to design problem models consider the workflow required once the “problem” or is identified. Approach to Defining Problem Models One approach is to classify

The Value of Incident Models

An “incident” is defined as an unplanned interruption to an IT service, the reduction in the quality of an IT service or the failure of a CI that has not yet impacted an IT service.  The purpose of incident management is to restore a service to normal operations as quickly as possible by minimizing the impact of incidents on IT services.  Incident Management is the process responsible for managing the lifecycle of all incidents by ensuring, that standardized methods and procedures are utilized to record, respond and report on all incidents.  Additionally this process should increase the visibility and communication of incidents to the business and the IT support staff and thereby allowing greater alignment of incident management to the overall IT and business strategies.  In a normal IT environment the IT organization may be dealing with a large number of incidents and many of these are repeatable, something that has happened before and very well may happen again in the future.  I

The Value of Change Models

In ITSM as in life change is inevitable.   In order for us to continually deliver services that are meaningful and bring value to our customers, we must frequently update and upgrade not only the services we deliver but also the underlying infrastructure, technology and applications that are utilized and managed to deliver these services.   The ITIL definition of a change is “the addition, modification or removal of anything that could have an effect on the delivery of an IT service. The purpose of the change management process is to control the lifecycle of all changes, allowing us to make beneficial changes with minimal disruption to our current IT services.   The objective is to be able to respond to these changing requirements while safeguarding value and reducing rework.    Additionally ITSM must ensure that services continue to align to overall business strategy and that we have the processes and mechanisms in place to guarantee that all changes and the configuration items (C