In order to manage and control processes and services, they have to be monitored and measured. The design of the measurement methods and metrics used to measure process are critical to success and might even be the most crucial element.  In practice we tend to see Critical Success Factors and Key Performance Indicators defined in the process documentation but is anything being done with those? We not only need to define the metrics for measuring the process but also must ensure that the design and implementation of the process also includes a system for ongoing monitoring, reporting and most important action for continual improvement of the process. Without it the process is destined to fail. Process designers must assert caution and use wisdom when defining the metrics and measurements for the process.  Careful consideration must be given to how these measurements are going to affect and change the behavior of the practitioners and stakeholders that produce or receive value

I recently heard an ITSM manager state… “The engineers think that it is the process that is slowing us down” then he went on to say “Of course we here all understand that the process is intended to slow us down”!  I was waiting for others in the group to comment and no one mentioned a word.   WHAT?!   Is that really ever the intention or the purpose of a process? What a process is – or should be A process is a set of activities with predefined inputs and outputs which are intended to meet the needs of the business and stakeholders!  A process has clearly defined roles, responsibilities, and workflow. When was the last time you heard a business representative say could you design a process to slow things down?  In reality we need to look at how we can design processes or activities within the organization to increase quality and speed!  The real challenge is how do we do that?  How can we get just enough process and control for consistency, automation, and speed and yet

ITIL is turning 25 this year.  In honor of this milestone, AXELOS commissioned a study ( The Importance of ITIL® – A Global View – 2014 and Beyond ) to provide a global and independent assessment of the current perception of ITIL, engaging nearly 400 C-Level and medium tier service managers in key international regions across a range of industries. One of the stated reasons that the study was commissioned is because ITIL’s benefits are being questioned in light of factors such as cloud computing, more advanced automation, and agile. The results of the study reaffirm ITIL’s value, particularly in the eyes of IT executives. In fact, according to the study, just under 70% of executives indicated that ITIL is becoming more important in light of these trends. Some interesting results include: 71% of those surveyed view ITIL as playing a tangible role in supporting the move to DevOps and Agile  ITIL 2011 adopters are more likely to see ITIL as growing in importance   40%

Service Portfolio Management is a process that ensures that an organization has the right mix of services to meet business and customer requirements.  Strategists can use the service portfolio to evaluate offerings that are under consideration for investment and also to determine which services should be retired!  A complete history of people, process, technology and information from concept to end of life could be tracked via the service portfolio.  This investment framework is a valuable asset to every service provider.  The Service Portfolio and the activities performed in service portfolio management process serve as an overall basis for making strategic decisions regarding service offerings.  Major changes (those requiring executive approval) will be processed through the service portfolio management pipeline.  It is here that a proposal is defined, analyzed, approved and chartered before moving into service design and more importantly before moving to project management.  

Service Asset & Configuration Management (SACM) is genuinely the one process that touches all of the other ITIL processes. SACM delivers accurate and up-to-date data and information to every other process across the lifecycle.   What is really cool about SACM is that in many cases it depends on those other processes through their defined, documented and agreed to activities, to help insure that the data and information about those assets is up to date , accurate and properly recorded through the Configuration Management System (CMS),    No organization can be truly efficient and effective without having a configuration management process to insure we understand how and where that infrastructure, application, tools, documentation and sometimes even people are being utilized in delivering business outcomes and creating value. Service Asset & Configuration management ensures that CIs (configuration items) are properly identified; baselined and that changes made to them are pr

At the core of IT Service Management is the ability of the service provider to align capabilities to meet business requirements.  Not only is it expected that the service provider does this but today’s market requires that we provision faster than ever before for the least amount of cost. This requires a shift from looking at costing models that focus primarily on components such as HW, SW, or other infrastructure costs to a model that looks at what is it costing us to provision the end-to-end service.  When we think of Financial Management most will immediately think of number crunching, bean counters, and all those mathematical formulas that go along with that.  It is all of that.  We need to be able to create business cases and to justify the cost of new or changed services in our environment. Financial Management for IT services will certainly include calculations for Return on Investment and Internal Rate of Return as well as assistance in assessing the overall Value on Investmen

So who should consider becoming a Certified Process Design Engineer?   Well anyone can consider it.   Is your organization engaged in some type of certification, working to reach some optimized level of maturity, trying to improve the processes you already have or create a process to meet some new customer requirement? All of these scenarios would employ the skills of a CPDE. To start with, no matter which framework or standard you are utilizing processes must be: Defined Documented Managed via performance metrics Continually improved Undertaking this effort is not as simple as it may appear and having a staff member with the necessary skills and capabilities (CPDE) ensures that clear and measurable improvement targets along with a process design approach can and will be carried out.   You first must understand the factors that are triggering a process improvement initiative.   They may include: Changing customer requirements Processes that are to complex or have