Cloud isn’t a technology; it’s a business model. Cloud Computing is transforming IT and business alike. Because of this, many vendors now claim to be “as a service” or “cloud”. This series of posts explain exactly what Cloud is, how you get it, and what it does.
Cloud computing is a new business model powered by new technologies. It’s an on-demand, self-service, “pay as you go” model for access to hosting infrastructure (networks, servers, storage, operating systems, applications, support, administration). Cloud providers deliver infrastructure, platforms and applications as a service.
Many companies begin the ITIL implementation by requiring most or all of their IT staff to attend a 2 or 3-day ITIL v3 Foundations certification course. Many companies require that the IT staff complete a certification test at the end of training. The v3 Foundations training provides a common understanding of the ITIL framework, the value of the service lifecycle approach, where IT can add value to the business, and a common language for a more accurate discussion.
With the widespread adoption of ITIL, industries now have a guide that their IT services can utilize with information as to what works and what doesn’t. Implementing ITIL can be costly and even more so when done poorly or not according to a focused plan. So how can your organization expect to recover those costs?
ITIL® v3 is a collection of five books that’s now in its third generation (most recently released in 2007). It’s quite literally a library of the best practices for managing IT organizations and the services these organizations produce and deliver. ITIL’s ultimate goal is to describe how to manage IT as a business, guiding all IT activities from strategy to operations.
What’s your current approach to Problem Management? Are you able to prevent service disruptions by discovering their cause, and creating a workaround or a permanent resolution to them?
To understand your Problem Management approach, there are four key indicators of failure:
Many leaders of IT Operations (ITO) mistakenly think that Problem Management requires a large reorganization of departments. They also believe this will lead to lower rather than higher customer satisfaction. This post will explain how you can organize a team for successful Problem Management.
Are you ready to finally improve (or kick start) your Problem Management? Check out the following steps to get you going on the right path:
Within IT Organizations (ITO) leaders often confuse Incident and Problem Management, which leads to more service disruptions for longer durations. Through these posts we’ll explore how an ITO leader can reduce how many disruptions occur and their length with Problem Management.
Problem Management starts with Incident Management. Incident Management and Problem Management are not the same, although they rely on one another. If your organization is missing one or the other, then you most likely have more user downtime, lower customer satisfaction, and higher costs than you should.
sort of.
A recent article on Forbes.com debates the differences between a “rich” IT organization and a “poor” IT organization (and we’re not talking about money). Richness, in this sense, describes an IT organization that performs at a high level while maintaining a strong budget and standing in the enterprise. Poor organizations might also get ample budget allocations, but the difference is that they don’t spend the money as strategically as the rich organizations, which work to cut waste and operate more efficiently.
Having trouble getting IT to accept ITIL? Almost everyone has heard of the idea that change can be hard to accept. This sentiment often holds true when an IT organization decides it wants to move toward an ITIL-focused operation model. A primary factor for the potential resistance is the cultural change that implementing ITIL usually […]
