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Pragmatic Application of Service Management

Pragmatic Application of Service Management: The Five Anchor Approach

Copyright Date: 2014
Published by: IT Governance Publishing
Pages: 120
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  • Book Info
    Pragmatic Application of Service Management
    Book Description:

    Enhanced IT Service Management though integrated management frameworks

    With the increasing popularity of ITIL®as a framework for IT Service Management (ITSM), a number of organizations have realized that this approach is sometimes not enough on its own. As a result, service managers are looking for ways to enhance their ITIL-based ITSM without having to throw it away and start again. Many are already working towards compliance with ISO/IEC 20000 - the International Standard for IT Service Management. With the recent release of COBIT®5, service management practitioners have even more options. However, until now, there has been little guidance on how to merge these frameworks, standards and methodologies to develop best practice across the ITSM function and produce a robust enterprise philosophy for service delivery.

    Guidance on creating an integrated system

    Written by service management gurus Suzanne D. Van Hove and Mark Thomas,Pragmatic Application of Service Managementis the first book to provide guidance on creating an integrated system based on the three leading service management approaches: COBIT®5, ISO/IEC 20000 and ITIL and, to provide a unique mapping to assist service management practitioners in their information gathering. This practical book presents a holistic view of the three and enables service managers to immediately adapt and deploy the guidance, quickly improving their ITSM function.

    Create a stronger, more robust Service Management System

    Packed with instructive illustrations and helpful tables, this book is ideal for service managers, consultants, auditors and anyone who is considering adopting, adapting or merging COBIT®5, ISO/IEC 20000 and ITIL. Through mini case studies, the authors apply their unique Five Anchor Approach to demonstrate how the improvement aspects of COBIT®5, ISO/IEC 20000 and ITIL can help identify and deal with common problems faced by today's organizations.

    Read this book to learn how to merge COBIT®5, ISO/IEC 20000 and ITIL for better service management

    eISBN: 978-1-84928-515-5
    Subjects: Technology

Table of Contents

    (pp. 5-6)
    Jeanette Smith

    Will Rogers said “A man only learns in two ways, one by reading, and the other by association with smarter people.” I feel like I hit “two for two” after reading this book. Written by two of the smartest people I know, Dr Suzanne Van Hove (AKA “Doc”) and the debonair Mark Thomas, I knew I was onto a winner.

    After almost two decades of service management experience one may be forgiven for thinking there is little left to learn about the subject; one would be wrong. There were many aha moments and much note taking as I made my...

    (pp. 10-10)

    Thanks for picking up this book!

    If you are looking for a book to help you “implement” COBIT®5, ISO/IEC 20000 or ITIL®, put this book down and go find the actual documentation from COBIT, ISO/IEC 20000 and ITIL. Frankly, this isn’t the book for you.

    This book addresses how touseCOBIT5, ISO/IEC 20000-1: 2011 and ITILtogetherto create a stronger and more robust Service Management System (SMS). We recognize there are many service management frameworks, standards and methodologies, including those within project management (PMI®, P30®, PRINCE2®). On purpose, we didn’t include every service management framework, standard or methodology,...

    (pp. 11-14)

    As independent consultants, we are constantly asked the same set of questions:

    “Aren’t these frameworks for big companies only?”

    “Where do we start? What do wehaveto do?”

    “What do we measure?”

    “Is there a difference between ‘prescriptive’ and ‘suggestive’ when it comes to frameworks?”

    “Isn’t ITIL (insert any other service management ramework/standard/methodology¹) better than COBIT (insert any other service management framework )?”

    “ITIL (insert any other service management framework) doesn’t work. What else ya got?”

    “If we use multiple frameworks, how do we fit them together?”

    What consistently surprises us is the prevalent “one service management body of...

    (pp. 15-37)

    While most will recognize and have in-depth knowledge of one or two of these service management philosophies, we thought it necessary to level-set not only the core structural information, but to also describe the improvement models that are integral to each framework.

    COBIT (Control Objectives for Information and Related Technology) is a business framework for the governance and management of enterprise IT. With aspects in security, quality and compliance, its focus is not necessarily on how to execute a process, but rather what should be done to ensure proper control of that process. Therefore, you won’t technically implement COBIT from...

    (pp. 38-41)

    Before we dive into the caselets, there is a core set of information applied to each caselet which guides a potential “solution.” We call this framework theFive Anchorsand it revolves around a series of 15 questions in five key areas. These questions (numbered below) allow you to focus on fundamental management areas from an enterprise perspective. Each question is further expanded in the bullets. The breadth of these questions allow the user to look “full scope” rather than risking a constrained focus (e.g. the stereotypic knee-jerk reaction towards technology solutions).

    I. Strategic Alignment: IT Services to Business Objectives...

    (pp. 42-47)

    IT Issue: An international import/export company is expecting significant growth over the next two years. The Board of Directors recently held a two-day retreat, during which they created an IT Governance Committee. This was in response to the growing reliance on IT systems, their interoperability, and the overall past performance of the IT organization. The IT Governance Committee met for the first time last month and convened with the following areas that needed further study:

    What vital business processes are dependent on IT and what are their requirements?

    How much of the IT effort is spent on fighting fires rather...

    (pp. 48-54)

    IT Issue: A managed service provider delivers outsourced IT services for mid-market companies primarily in the manufacturing sector. This is a multi-tenant provider with two primary data centres. Reacting to a market opportunity identified by the Board nine months ago, this company hastily launched a new major SaaS offering in order to gain market share.

    The company conducted a vendor selection for the core functionality and contracted with multiple consultants to complete the customization required to provide the value-add aspects of the new service. Many key resources were reassigned to the new effort with little backfilling. In an effort to...

    (pp. 55-60)

    IT Issue: A candy manufacturer conducted a selection process for a major ERP replacement system. The implementation was supposed to be completed within nine months. At the seven-month mark of the implementation, it was determined that the effort would need to be extended. The Executive Steering Committee remained strangely silent during the decision-making process, and very little effort was made by the program team to identify risks (i.e. incompatible architectural components, data migration issues, poor transition plans, etc.) and develop meaningful strategies to deal with those risks. With a major holiday approaching, the manufacturer is now expediting the implementation by...

    (pp. 61-68)

    IT Issue: A small auto insurance company has experienced significant growth in the last several years. The IT department has done a good job of managing increasing capacity requirements based on the demand patterns. Additionally, they provide an onsite service desk as well as level 2 and level 3 support and a fairly active PMO. In a strategic planning session held last year, the company leadership made it very clear that there were three vital areas which the IT department needed to focus on: 1) communication technologies must have high availability, 2) downtime of critical services must be kept to...

    (pp. 69-74)

    IT Issue: Last year, in an effort to get better visibility of assets in the company, a publicly traded energy company created a small IT team to manage the PC asset register. The intent of the team was to document the acquisition of PCs and assign ownership to each. Additionally, the software installed on each PC was managed via a software licensing contract ensuring up-to-date versions. This contract also documented the number of licenses distributed throughout the energy company for billing purposes.

    In a recent internal asset audit, the team discovered that out of the 3000 PCs in the register,...