- Management Reference Guide
- Table of Contents
- Introduction
- Strategic Management
- Establishing Goals, Objectives, and Strategies
- Aligning IT Goals with Corporate Business Goals
- Utilizing Effective Planning Techniques
- Developing Worthwhile Mission Statements
- Developing Worthwhile Vision Statements
- Instituting Practical Corporate Values
- Budgeting Considerations in an IT Environment
- Introduction to Conducting an Effective SWOT Analysis
- IT Governance and Disaster Recovery, Part One
- IT Governance and Disaster Recovery, Part Two
- Customer Management
- Identifying Key External Customers
- Identifying Key Internal Customers
- Negotiating with Customers and Suppliers—Part 1: An Introduction
- Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
- Negotiating and Managing Realistic Customer Expectations
- Service Management
- Identifying Key Services for Business Users
- Service-Level Agreements That Really Work
- How IT Evolved into a Service Organization
- FAQs About Systems Management (SM)
- FAQs About Availability (AV)
- FAQs About Performance and Tuning (PT)
- FAQs About Service Desk (SD)
- FAQs About Change Management (CM)
- FAQs About Configuration Management (CF)
- FAQs About Capacity Planning (CP)
- FAQs About Network Management
- FAQs About Storage Management (SM)
- FAQs About Production Acceptance (PA)
- FAQs About Release Management (RM)
- FAQs About Disaster Recovery (DR)
- FAQs About Business Continuity (BC)
- FAQs About Security (SE)
- FAQs About Service Level Management (SL)
- FAQs About Financial Management (FN)
- FAQs About Problem Management (PM)
- FAQs About Facilities Management (FM)
- Process Management
- Developing Robust Processes
- Establishing Mutually Beneficial Process Metrics
- Change Management—Part 1
- Change Management—Part 2
- Change Management—Part 3
- Audit Reconnaissance: Releasing Resources Through the IT Audit
- Problem Management
- Problem Management–Part 2: Process Design
- Problem Management–Part 3: Process Implementation
- Business Continuity Emergency Communications Plan
- Capacity Planning – Part One: Why It is Seldom Done Well
- Capacity Planning – Part Two: Developing a Capacity Planning Process
- Capacity Planning — Part Three: Benefits and Helpful Tips
- Capacity Planning – Part Four: Hidden Upgrade Costs and
- Improving Business Process Management, Part 1
- Improving Business Process Management, Part 2
- 20 Major Elements of Facilities Management
- Major Physical Exposures Common to a Data Center
- Evaluating the Physical Environment
- Nightmare Incidents with Disaster Recovery Plans
- Developing a Robust Configuration Management Process
- Developing a Robust Configuration Management Process – Part Two
- Automating a Robust Infrastructure Process
- Improving High Availability — Part One: Definitions and Terms
- Improving High Availability — Part Two: Definitions and Terms
- Improving High Availability — Part Three: The Seven R's of High Availability
- Improving High Availability — Part Four: Assessing an Availability Process
- Methods for Brainstorming and Prioritizing Requirements
- Introduction to Disk Storage Management — Part One
- Storage Management—Part Two: Performance
- Storage Management—Part Three: Reliability
- Storage Management—Part Four: Recoverability
- Twelve Traits of World-Class Infrastructures — Part One
- Twelve Traits of World-Class Infrastructures — Part Two
- Meeting Today's Cooling Challenges of Data Centers
- Strategic Security, Part One: Assessment
- Strategic Security, Part Two: Development
- Strategic Security, Part Three: Implementation
- Strategic Security, Part Four: ITIL Implications
- Production Acceptance Part One – Definition and Benefits
- Production Acceptance Part Two – Initial Steps
- Production Acceptance Part Three – Middle Steps
- Production Acceptance Part Four – Ongoing Steps
- Case Study: Planning a Service Desk Part One – Objectives
- Case Study: Planning a Service Desk Part Two – SWOT
- Case Study: Implementing an ITIL Service Desk – Part One
- Case Study: Implementing a Service Desk Part Two – Tool Selection
- Ethics, Scandals and Legislation
- Outsourcing in Response to Legislation
- Supplier Management
- Identifying Key External Suppliers
- Identifying Key Internal Suppliers
- Integrating the Four Key Elements of Good Customer Service
- Enhancing the Customer/Supplier Matrix
- Voice Over IP, Part One — What VoIP Is, and Is Not
- Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
- Application Management
- Production Acceptance
- Distinguishing New Applications from New Versions of Existing Applications
- Assessing a Production Acceptance Process
- Effective Use of a Software Development Life Cycle
- The Role of Project Management in SDLC— Part 2
- Communication in Project Management – Part One: Barriers to Effective Communication
- Communication in Project Management – Part Two: Examples of Effective Communication
- Safeguarding Personal Information in the Workplace: A Case Study
- Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
- Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
- References
- Developing an ITIL Feasibility Analysis
- Organization and Personnel Management
- Optimizing IT Organizational Structures
- Factors That Influence Restructuring Decisions
- Alternative Locations for the Help Desk
- Alternative Locations for Database Administration
- Alternative Locations for Network Operations
- Alternative Locations for Web Design
- Alternative Locations for Risk Management
- Alternative Locations for Systems Management
- Practical Tips To Retaining Key Personnel
- Benefits and Drawbacks of Using IT Consultants and Contractors
- Deciding Between the Use of Contractors versus Consultants
- Managing Employee Skill Sets and Skill Levels
- Assessing Skill Levels of Current Onboard Staff
- Recruiting Infrastructure Staff from the Outside
- Selecting the Most Qualified Candidate
- 7 Tips for Managing the Use of Mobile Devices
- Useful Websites for IT Managers
- References
- Automating Robust Processes
- Evaluating Process Documentation — Part One: Quality and Value
- Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
- When Should You Integrate or Segregate Service Desks?
- Five Instructive Ideas for Interviewing
- Eight Surefire Tips to Use When Being Interviewed
- 12 Helpful Hints To Make Meetings More Productive
- Eight Uncommon Tips To Improve Your Writing
- Ten Helpful Tips To Improve Fire Drills
- Sorting Out Today’s Various Training Options
- Business Ethics and Corporate Scandals – Part 1
- Business Ethics and Corporate Scandals – Part 2
- 12 Tips for More Effective Emails
- Management Communication: Back to the Basics, Part One
- Management Communication: Back to the Basics, Part Two
- Management Communication: Back to the Basics, Part Three
- Asset Management
- Managing Hardware Inventories
- Introduction to Hardware Inventories
- Processes To Manage Hardware Inventories
- Use of a Hardware Inventory Database
- References
- Managing Software Inventories
- Business Continuity Management
- Ten Lessons Learned from Real-Life Disasters
- Ten Lessons Learned From Real-Life Disasters, Part 2
- Differences Between Disaster Recovery and Business Continuity , Part 1
- Differences Between Disaster Recovery and Business Continuity , Part 2
- 15 Common Terms and Definitions of Business Continuity
- The Federal Government’s Role in Disaster Recovery
- The 12 Common Mistakes That Cause BIAs To Fail—Part 1
- The 12 Common Mistakes That Cause BIAs To Fail—Part 2
- The 12 Common Mistakes That Cause BIAs To Fail—Part 3
- The 12 Common Mistakes That Cause BIAs To Fail—Part 4
- Conducting an Effective Table Top Exercise (TTE) — Part 1
- Conducting an Effective Table Top Exercise (TTE) — Part 2
- Conducting an Effective Table Top Exercise (TTE) — Part 3
- Conducting an Effective Table Top Exercise (TTE) — Part 4
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
- The Information Technology Infrastructure Library (ITIL)
- The Origins of ITIL
- The Foundation of ITIL: Service Management
- Five Reasons for Revising ITIL
- The Relationship of Service Delivery and Service Support to All of ITIL
- Ten Common Myths About Implementing ITIL, Part One
- Ten Common Myths About Implementing ITIL, Part Two
- Characteristics of ITIL Version 3
- Ten Benefits of itSMF and its IIL Pocket Guide
- Translating the Goals of the ITIL Service Delivery Processes
- Translating the Goals of the ITIL Service Support Processes
- Elements of ITIL Least Understood, Part One: Service Delivery Processes
- Case Study: Recovery Reactions to a Renegade Rodent
- Elements of ITIL Least Understood, Part Two: Service Support
- Case Studies
- Case Study — Preparing for Hurricane Charley
- Case Study — The Linux Decision
- Case Study — Production Acceptance at an Aerospace Firm
- Case Study — Production Acceptance at a Defense Contractor
- Case Study — Evaluating Mainframe Processes
- Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
- Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
- Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
- Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
- Disaster Recovery Test Case Study Part One: Planning
- Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
- Disaster Recovery Test Case Study Part Three: Execution
- Disaster Recovery Test Case Study Part Four: Follow-Up
- Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
- Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
- Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
- (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two
As mentioned in previous sections, the Central Computer and Telecommunications Agency (CCTA) of the government of the United Kingdom (UK) published the original version of ITIL in 1989. In 2000 the UK created the Office of Government Commerce (OGC) to promote participation in the global economy. Because one of the cornerstones of the ITIL framework is to align the benefits of computer technology to the business goals of an enterprise – be it industrial, governmental or academic – it seemed appropriate to incorporate the CCTA into the OGC and this was done, also in 2000.
The first version of ITIL contained 42 books and covered virtually every aspect of managing computer technology. These publications were very detailed and covered such topics as how to set up a desktop, how to arrange for adequate power, how to cable different types of networks, and how to provide effective fire suppression.
As with most entities of a voluminous nature, Prado's Law of 80/20 came into play. Approximately 80% of the interest in ITIL resided in about 20% of the total literature. So one of the overriding factors in revising ITIL into version 2 in 2001 was to reduce the unwieldy number of 42 books down to the more manageable number of seven. These seven books are listed in Table 1. These publications are available through The Stationary Office (TSO) of the UK government and online at The Stationary Office Online Bookstore at http://www.tso.co.uk.
Other reasons for revising the original version of ITIL are as follows.
- Eliminate duplication. The first version of ITIL contained 42 books filled with detailed descriptions of best practices for managing an IT environment. The sheer volume of material inevitably resulted in some duplication of information. The reduction in size and quantity of the second version was done in part to eliminate redundant information.
- Improve consistency. The original ITIL framework was a bit of a hodgepodge of good ideas, valuable concepts and effective guidelines for implementation. But the various practices and procedures were not always consistent in ensuring total integration, especially among the infrastructure processes. The second version ensured the elements of integration were consistent and supportive of each other. For example, change management, configuration management and release management in version 2 are now all tightly interwoven to all but guarantee their interdependency.
- Enhance navigation. Navigating among a library of 42 books was challenging for users of ITIL version 1. In version 2 the clearer delineation among areas of emphasis such as application management, infrastructure management and service management makes navigating around the various topics easier and more straight-forward.
- Sharpen focus. The foundation on which ITIL is based is service management. Version 2 ensures that this is the center of focus throughout all its publications. Whether it is aligning technical solutions to business goals in the application management book, or showing how customer service is a cornerstone of the service delivery book, the central theme is to re-enforce and emphasize the focus of service management in version 2. The names of several processes were changed in support of this focus. For example, the help desk was re-named the service desk, and contingency planning was re-named IT service continuity.
- Provide update guidance. One of the characteristics of ITIL that make it so successful is that it is constantly evolving and improving as more professionals around the world begin using it and suggesting ways to enhance the framework. The IT Service Management Forum (itSMF) is a user organization whose charter is to foster the use of service management within the IT community. As such, itSMF has become the clearinghouse for evaluating and organizing improvement suggestions for ITIL. Version 2 of ITIL is now owned by the OGC in a stewardship role to ensure that the relationship among ITIL, itSMF and OGC is maintained properly.
How ITIL Can Apply to Your Environment
As mentioned before, the seven books of ITIL version 2 are listed in Table 1. Different books will be more or less applicable to you depending in which area of IT you work. If you work in the software development area, the Applications Management would probably best apply. Similarly, if you work as a business analyst or as a telecommunications engineer, the Business Perspective or the ICT Infrastructure Management books, respectively, would be good fits.
The final four books in the table comprise the core of the ITIL framework. If you work as an infrastructure manager then these are the books for you. Service Delivery and Service Support describe industry best practices for all of the critical infrastructure processes such as problem, change, configuration and release management. If you are planning to use these, or similar, processes or considering upgrading the processes you currently have, there is no better source of information on how to design these processes than this set of books.
Just to be clear, the books are not a panacea. They will not prescribe step-by-step details on how to implement and administer these processes. But they do show you how to design, integrate and measure the quality of these critical infrastructure processes. In upcoming updates to this section, I will describe the content of these books and how to get the most out of their use.
Table 1 Books and CDs of ITIL Version 2
|
ITIL Publication |
ISBN (Book) |
ISBN (CD) |
|
Application Management |
0 11 3308663 |
0 11 330904X |
|
Business Perspective |
0 11 3308949 |
0 11 3309023 |
|
Integrated Computer Telecommunications (ICT) Infrastructure Management |
0 11 3308655 |
0 11 3309031 |
|
Planning to Implement Service Management |
0 11 3308779 |
0 11 3309058 |
|
Security Management |
0 11 330014X |
n/a |
|
Service Delivery |
0 11 3300174 |
0 11 3308930 |
|
Service Support |
0 11 3300158 |
0 11 3308671 |