The question about how to manage virtualization and configuration items pertaining to the Cloud continues to challenge service management practitioners and managers who are trying to strategize and architect a working solution to provision business services.  Some would say the idea of the CMDB (Configuration Management Database) is dead because we use the infamous “Cloud”. Let’s start with a refresher about the structure and purpose of a CMDB and system and then move into how that relates to the management of virtual Configuration Items or Cloud services. Configuration Management System The key to a CMDB, or the sets of data that comprise your broader Configuration Management System (CMS), is “Relationships”.  When provisioning a service, the service provider must be able to manage and control all of the items necessary to produce “Value” to the consumer.  All elements in the end to end service that need to be managed and controlled are referred to as a Configuration Item

I was recently asked how ITIL helps in the management of the SDLC (Software Development Lifecycle).  Simply put... SDLC is a Lifecycle approach to produce the software or the "product".  ITIL is a Lifecycle approach that focuses on the "service". I’ll start by reviewing both SDLC and ITIL Lifecycles and then summarize: SDLC  -  The intent of an SDLC process is to help produce a product that is cost-efficient, effective and of high quality. Once an application is created, the SDLC maps the proper deployment of the software into the live environment. The SDLC methodology usually contains the following stages: Analysis (requirements and design), construction, testing, release and maintenance.  The focus here is on the Software.  Most organizations will use an Agile or Waterfall approach to implement the software through the Software Development Lifecycle. ITIL  -  is a best practice for IT service management (ITSM) that focuses on aligning IT services with the

A lot of organizations today are focusing on improving their time to market and also looking at tactical ways to be able to deliver services without causing massive "All Hands on Deck" outages.  How can we deliver quality services faster at the least amount of cost? Varied methods such as Agile, Lean, Six Sigma and other service management process activities and methods have been attempted.  Why are we missing the mark?  Why does the business not see the type of returns that are touted?  Perhaps if there was more of a focus on the strategy, or at least as much time and effort as is put forth in the tactical and operation space, we would see better results.   Is it time to shift the focus? Having a clear strategy will help your organization to be able to link tactical plans and operational activities to outcomes that are critical to customers and to the business as a whole.  With clear strategic initiatives, governance and best practice principles, the service provid

Event Management is the process that monitors all events that occur throughout the   IT   infrastructure. It provides the basis for normal operation (service assurance) and also detects, reports on and escalates exception conditions. An   event   can be defined as any detectable or discernible occurrence that has significance for the management of the IT Infrastructure or the delivery of IT service and evaluation of the impact a deviation might cause to the services. Events are typically notifications created by an IT service,   configuration item (CI)   or monitoring tool. It is unusual for an organization to appoint an “event manager” as most events tend to occur for many different reasons and will in most cases be managed by the technical or application management team whose technology or application is impacting the delivery of an associated service.  However, it is important that Event Management procedures are well defined documented and coordinated among ITIL processe

Access Management sometimes also referred to as ''Rights Management'' or ''Identity Management'' provides authorized users the right to use a service, while preventing access to non-authorized users. Because Access Management essentially executes policies defined in IT Security and Availability Management, these two processes will likely be responsible for defining the appropriate roles within Access Management. It is critically important that well defined interfaces between the business and Access Management are seen as vital to achieving high security standards. Typically, responsibilities of both sides are defined in a dedicated Information Security Policy. As an example, policy may specify that HR will inform Access Management in a timely fashion about employees entering or leaving the company. This should lead to having a single set of policies related to managing rights and access.   The Service Desk may be used as a means to request access to

Knowledge Management provides value to all stages of the service lifecycle by providing secure accurate and up to date knowledge, information and data that is needed to manage and deliver services. Knowledge Management is particularly important within Service Transition since current and applicable knowledge is one of the key service elements being transitioned.  Effective Knowledge Management is a powerful tool for people in all roles across all stages of the service lifecycle. It is a best practice method for individuals and teams to share data, information and knowledge about all components of an IT service. Having the right information in the right place at the right time will enhance all stake holder’s ability to make informed decisions based on the most current knowledge about their environments. Successful management of data, information and knowledge will enable the service provider staff to have a clear understanding of who uses the services, how they use those servic

In a recent DevOps Foundation Certification class one IT executive said “You can not automate Chaos”! Another learner spoke up and said “Yes you can… that is what we are doing”!   Although that was meant as a LOL moment, it is true that when it comes to velocity and improving cadence all too often service providers jump the gun and look at automation as the silver bullet.  While recognizing that tools, technology and automation are key elements, process and governance must also be considered. Automating before we get management control of these is likely to lead to bigger and faster CHAOS! Executive buy in and support is rewarded when the business and IT are integrated to the point that IT alignment with the business is a given.  Properly designed and well governed process will enable any automation initiative.  Remember we are talking about “Just enough process” and “Just enough governance”.  If your process is the roadblock then you might have created exactly what you are t