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ITIL outlines procedures and practices for effective, within your means and business-centric IT provider administration...

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although numerous paradigms exist, the IT Infrastructure Library (ITIL) has emerged as one of the vital premiere-frequent and extensively practiced tactics for IT carrier management (ITSM). ITIL carrier administration includes a longtime set of approaches, approaches and initiatives that support IT businesses convey and manipulate computing services to the enterprise. ITIL publications, under Crown Copyright, form the basis for overseas general ISO/IEC 20000.

Following ITIL techniques and methods enables a firm to form an information center that complements enterprise options. targeted data center investments add price to the enterprise by making a basis for deliberate IT actions, making certain compliance and performing with measurable, ongoing improvement.

ITIL does not aspect selected facts middle applied sciences or talk about deploying or managing certain applied sciences. it's company- and expertise-agnostic, so it addresses the widest feasible latitude of company sizes and product choices. as an example, ITIL discusses outsourcing to carrier suppliers and presents a method to consider the financial implications of outsourcing, however doesn't dictate the way to interact with certain outsourcing providers.

ITIL 2011 provider management

every ITIL revision goals to enrich the logical corporation and business relevance of the provider management approach.

The ITIL 2011 edition covers 26 strategies spread across 5 principle publications that talk about approach, design, transition, operation and improvement.

The provider method book tackles a market-driven method to featuring IT functions. It describes a number administration strategies that aid agencies make the ultimate outsourcing decisions with the top-rated monetary benefits.

The carrier Design booklet suggests how planned IT functions have an effect on the larger enterprise. It covers IT services design practices and technology carrier start, as well as provider administration tools, ITIL service help procedures, and the provide chain aiding the provider. specific management procedures consist of service-level, availability, means and safety management.

The service Transition e-book explains approaches that translate business needs into specific IT features. ITIL provider administration dictates that you just strategy these translations as projects, and the provider Transition book covers the way to manage changes to the enterprise atmosphere. Transitions encompass change administration, asset and configuration management, utility unlock or deployment administration, provider checking out and so on.

The carrier Operation booklet provides a collection of practices to assist companies convey the required carrier levels to employees, partners and shoppers -- the part of the ITIL lifecycle the place IT in reality can provide price. ITIL service practitioners learn the way to address pursuits and incidents, fulfill requests, manage problems and ensure id security.

The continual provider growth e-book helps companies identify the place carrier adjustments are crucial and alter capabilities to altering enterprise needs on an ongoing basis -- all whereas protecting manage and measuring the effects of their adjustments. This includes defining dimension aspects and then gathering, processing and inspecting the information. When growth is needed, the IT team implements changes, evaluates the effect and, from that records, formulates greater alterations. it be an ongoing procedure.

training and certification for ITIL

ITIL practitioners require formal certification, which is managed by using the ITIL Certification management Board and administered commercially by using the APM community confined. exam suppliers consist of Peoplecert, Pearson VUE, Prometric and many others.

ITIL 2007 and 2011 models use 4 levels of certification, in response to credits: groundwork, Intermediate, knowledgeable and master. A candidate that passes the simple examination receives a basis certification and two credit.

Candidates searching for Intermediate ITIL certification ought to pursue a range of lifecycle modules (three credit every) or means modules (four credits each and every) to attain the sixteen credits.

expert-stage ITIL certification requires at the very least 22 credit from a considerable number of Intermediate modules, including an further five credits earned from a comprehensive "Managing across the Lifecycle" exam.

A master-degree ITIL certification is more evaluation-based, requiring knowledgeable ITIL certification and as a minimum five years of event in a high-level ITSM position.

numerous practising agencies present a combination of written, online, are living school room and different substances to put together for the ITIL examination. The period of time and effort that goes into an ITIL certification varies dramatically depending on the category of discovering motors and the very own consideration devoted to the trouble.


what is ITIL? Your e-book to the IT Infrastructure Library | killexams.com Real Questions and Pass4sure dumps

what is ITIL?

The IT Infrastructure Library (ITIL) is a library of volumes describing a framework of most fulfilling practices for delivering IT functions. ITIL has gone through several revisions in its heritage and at present includes five books, every masking numerous procedures and tiers of the IT provider lifecycle. ITIL’s systematic method to IT service administration can help organizations control possibility, support customer members of the family, set up low-cost practices, and build a sturdy IT atmosphere that allows for growth, scale and change.

Developed with the aid of the British govt's significant computer and Telecommunications company (CCTA) all the way through the Nineteen Eighties, the ITIL first consisted of more than 30 books, developed and released over time, that codified optimum practices in tips expertise gathered from many sources (together with companies' highest quality practices) all over the world. IBM, for example, says that its 4-volume collection on methods-management ideas, A management system for suggestions methods, time-honored because the Yellow Books, provided essential input into the usual ITIL books.

In April 2001, CCTA, together with several different businesses, were rolled into the workplace of govt Commerce (OGC), which is now regularly occurring because the cupboard office. The OGC adopted the venture as part of its mission to work with the U.ok. public sector as a catalyst to achieve efficiency, value for money in commercial activities, and superior success within the beginning of programs and tasks.

The aim wasn't to create a proprietary product that may well be commercialized; reasonably, it turned into to acquire most suitable practices that could aid with what the government diagnosed was an expanding dependence within the govt on IT combined with a painful lack of standard methods that have been expanding fees and enabling mistakes to perpetuate. It immediately became obvious that distributing these top-rated practices would profit both public and private-sector companies.

over the years, ITIL's credibility and utility became diagnosed, and in 2005 its practices contributed to and aligned with the ISO/IEC 20000 provider administration average, the primary overseas normal for IT carrier management; it is in line with British regular BS15000.

considering 2013, ITIL is owned by Axelos — a joint venture between the cabinet workplace and Capita. Axelos offers agencies the license to make use of the ITIL framework, whereas managing updates and technique adjustments. although, to make use of ITIL internally, agencies don't have a license. ITIL v3 turned into launched in 2011, below the cabinet workplace, bringing updates to the 2007 version published below OGC.

In 2018, Axelos announced ITIL four – a massive overhaul to the complete framework and the biggest trade considering that ITIL v3 was published in 2007. ITIL four, which all started rolling out in Q1 of 2019, offers a extra agile, bendy and customizable version of ITIL it truly is up-to-date for modern corporations. The newest edition encourages less siloes, extra collaboration, communique throughout the whole enterprise and integrating agile and DevOps into ITSM thoughts.

What's in the ITIL?

The ITIL has undergone several revisions in its historical past. The original 30 books of the ITIL were first condensed in 2000 (when ITIL V2 changed into launched) to seven books, each and every wrapped around a facet of IT management. Later, the ITIL Refresh mission in 2007 consolidated the ITIL to 5 volumes along with 26 technique and services – here's talked about as the ITIL 2007 version. In 2011, one other update — dubbed ITIL 2011 — changed into posted under the cupboard office. The 5 volumes remained, and ITIL 2007 and ITIL 2011 remained identical.

ITIL 4, which turned into launched in 2019, keeps the equal focus on automating procedures, improving provider administration and integrating the IT branch into the company. youngsters, it additionally updates the framework to accommodate and reply to contemporary know-how, equipment and application. considering that ITIL’s final replace, the IT branch has grown to become necessary to each company and the new framework accommodates this via being more agile, flexible and collaborative.

ITIL 4 consists of 9 guiding principles that had been adopted from the most contemporary ITIL Practitioner exam, which covers organizational change management, communication and size and metrics. These ideas encompass:

  • focal point on price
  • Design for adventure
  • delivery the place you're
  • Work holistically
  • growth iteratively
  • observe at once
  • Be clear
  • Collaborate
  • maintain it standard
  • The most recent version of ITIL focuses on company lifestyle and integrating IT into the standard business constitution. It encourages collaboration between IT and different departments, above all as other enterprise gadgets increasingly rely on technology to get work done. ITIL 4 additionally emphasizes consumer feedback, seeing that it’s more straightforward than ever for agencies to understand their public notion, consumer delight and dissatisfaction.

    For extra guidance on the benefits of the latest edition of ITIL, see “ITIL four: ITSM receives agile.”

    How do I put ITIL into practice?

    ITIL is a set of e-books, however in simple terms happening a studying binge may not enhance your IT operations. First, you ought to wrap your brain around the ideas and then get team of workers buy-in. Getting some IT personnel to undertake new methods will also be like herding cats, however there are equipment that may support.

    together with the ITIL comes an entire suite of consulting, working towards and certification features. From the early Nineteen Nineties, certifications have been administered by way of two unbiased bodies: EXIN and ISEB, counting on your region. the two their bodies formed an alliance at the conclusion of 2006 to extra IT service administration.

    seeing that 2014, Axelos is the owner of the ITIL personnel certification and tests are administered via authorised training businesses (ATOs). Accreditations are administered by using Strategic Examination Institutes (EIs). EIs should be approved at once by using Axelos as a way to present accreditation to ATOs.

    before enforcing ITIL at your groups, there are a couple of questions you should answer, corresponding to what issues your organization is making an attempt to clear up and what is your path to continual carrier growth.

    For a deeper analyze putting ITIL into observe, see "7 inquiries to ask before implementing ITIL" and "a way to get began with ITIL."

    what is ITIL certification and is it worth it?

    The ITIL v3 certification scheme up to now consisted of 5 stages: basis, Practitioner, Intermediate, knowledgeable and grasp. each degree required a higher depth of capabilities and knowing of ITIL. The certification scheme under ITIL four has been streamlined to include the ITIL foundation and the ITIL grasp tests. The ITIL foundation examination has two paths, ITIL Managing expert (MP) or ITIL Strategic chief (SL), which each have their personal modules and checks.

    The ITIL Managing knowledgeable (MP) examination is designed for IT practitioners who're concerned with know-how and digital teams throughout the firm, now not simply within the IT department. This route will train professionals everything they deserve to know about running a hit IT tasks, groups and workflows.

    Modules include:

  • ITIL specialist – Create, carry and aid
  • ITIL professional – power Stakeholder value
  • ITIL specialist – high velocity IT
  • ITIL Strategist – Direct, Plan & increase
  • The ITIL Strategic chief (SL) examination is designed for those that cope with “all digitally enabled functions,” and never just those that fall beneath IT operations. This route makes a speciality of how technology directs business method and how IT plays into that.

    Modules include:

  • ITIL Strategist – Direct, Plan & improve
  • ITIL leader – Digital & IT strategy
  • each paths can cause the ITIL master examination, which is the highest stage of certification which you can achieve with ITIL four.

    For these already in the core of working in opposition t a ITIL v3 certifications, credits will switch over to the new certifications. Axelos recommends that all ITIL certification candidates continue the course in opposition t ITIL grasp.

    For in-depth analysis of ITIL certification, see "What ITIL certifications mean to your IT management practices."

    How can ITIL improve my enterprise's enterprise efficiency?

    A smartly-run IT firm that manages possibility and keeps the infrastructure humming not handiest saves money, but it also allows for the business people to do their jobs extra quite simply. for instance, brokerage enterprise Pershing reduced its incident response time by way of 50 p.c within the first year after restructuring its provider desk in accordance with ITIL guidelines, enabling clients with problems to get returned to work a good deal more straight away.

    ITIL gives a scientific and knowledgeable approach to the management of IT provider provision, and offers the following benefits:

  • decreased IT charges
  • more advantageous IT features by utilizing confirmed greatest follow strategies
  • more desirable consumer delight via a more expert approach to provider start
  • requisites and tips
  • stronger productiveness
  • more suitable use of expertise and event
  • more suitable birth of third-birthday celebration services throughout the specification of ITIL or BS15000 because the usual for service delivery in features procurements
  • in line with Axelos, ITIL can also support organizations increase capabilities via:

  • helping corporations manipulate risk, disruption and failure
  • strengthening client members of the family by way of “delivering effective services that meet their wants”
  • setting up least expensive practices
  • constructing a reliable atmosphere that still makes it possible for for boom, scale and alter.
  • For a deeper study a way to get the most from ITIL, see "5 steps to a hit ITIL adoption."

    what's going to ITIL charge?

    Getting all started contains the purchase of the ITIL both as hardcopy, PDF, ePub or via an internet subscription at once from Axelos. Then there's the cost of training, which fluctuates each year. The course leading to the preliminary foundation certificates usually runs for two days, and classes resulting in larger certifications can also be every week or more.

    Add to that the inevitable charge of re-engineering some procedures to conform to ITIL instructions, and adjustment of support desk or different application to seize the suggestions you want for tracking and producing metrics.

    there is, incidentally, no such aspect as "ITIL-compliant" software; the ITIL is a framework, no longer a common. Some aid desk and management application has been engineered with ITIL practices in intellect, despite the fact, and so will lend themselves more advantageous to teams working inside the framework.

    Examples of application and services designed with ITIL and ITSM in mind consist of:

  • Samange: presents carrier desk automation with the ITIL framework in mind
  • InvGate provider Desk: an internet-based ITIL-ready carrier that boasts a person-friendly interface
  • ManageEngine ServiceDesk Plus: net-based help desk and asset administration utility it truly is obtainable in an ITIL version
  • imaginative and prescient Helpdesk: A multifunction carrier desk solution with ITIL integration
  • How lengthy will an ITIL venture take?

    ITIL isn't a "assignment"; it be an ongoing adventure to enhance IT carrier administration. best practices should be baked into every little thing, and they ought to evolve as the commercial enterprise evolves. With IT team of workers buy-in, adjustments can start as soon as personnel are proficient, and a few results should still be obvious inside weeks or months. system alterations do take time, however, as entrenched bad practices are rooted out and modified (and, doubtlessly, staff adjustments occur), but many companies have stated colossal mark downs after their first 12 months.

    To get a better theory of what it's going to take to undertake and enforce ITIL, you could browse through case studies on the Axelos web page. recent case studies include agencies like Sony and Disney — two companies with massive IT operations to manage.

    What mark downs can i are expecting?

    organizations and public sector companies which have correctly applied ITIL top of the line practices record large savings.

    as an example, in its benefits of ITIL paper, red Elephant reports that Procter and Gamble saved about $500 million over 4 years with the aid of reducing help desk calls and improving operating tactics. Nationwide insurance performed a 40 p.c discount in equipment outages and estimates a $4.3 million ROI over three years, and Capital One reduced its "company vital" incidents via 92 percent over two years. After three years of ITIL implementation, woodland items enterprise MeadWestvaco claimed to have eradicated more than $a hundred,000 annually in IT upkeep contracts and identified a ten % profit in operational steadiness because of ITIL.

    without buy-in and cooperation from IT personnel, despite the fact, any implementation is certain to fail. Bringing ideal practices into an organization is as a great deal a PR job as it is a technical recreation.

    different criticisms encompass the fact that it’s inconceivable to plot for every failure, experience or incident so it’s not an exact science. truly, you gained’t comprehend the exact ROI on ITIL except you enforce it inside your firm and use it conveniently. eventually, on the grounds that ITIL is a framework, it can only be as a success as corporate buy-in allows for. Embracing certifications, training and investing within the shift will assist enhance the probabilities of success and reductions.


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    ITIL 2011 Foundation

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    What is ITIL? Your guide to the IT Infrastructure Library | killexams.com real questions and Pass4sure dumps

    What is ITIL?

    The IT Infrastructure Library (ITIL) is a library of volumes describing a framework of best practices for delivering IT services. ITIL has gone through several revisions in its history and currently comprises five books, each covering various processes and stages of the IT service lifecycle. ITIL’s systematic approach to IT service management can help businesses manage risk, strengthen customer relations, establish cost-effective practices, and build a stable IT environment that allows for growth, scale and change.

    Developed by the British government's Central Computer and Telecommunications Agency (CCTA) during the 1980s, the ITIL first consisted of more than 30 books, developed and released over time, that codified best practices in information technology accumulated from many sources (including vendors' best practices) around the world. IBM, for example, says that its four-volume series on systems-management concepts, A Management System for Information Systems, known as the Yellow Books, provided vital input into the original ITIL books.

    In April 2001, CCTA, along with several other agencies, were rolled into the Office of Government Commerce (OGC), which is now known as the Cabinet Office. The OGC adopted the project as part of its mission to work with the U.K. public sector as a catalyst to achieve efficiency, value for money in commercial activities, and improved success in the delivery of programs and projects.

    The goal wasn't to create a proprietary product that could be commercialized; rather, it was to gather best practices that could assist with what the government recognized was an increasing dependence within the government on IT combined with a painful lack of standard procedures that were increasing costs and allowing errors to perpetuate. It quickly became apparent that distributing these best practices would profit both public and private-sector organizations.

    Over the years, ITIL's credibility and utility became recognized, and in 2005 its practices contributed to and aligned with the ISO/IEC 20000 Service Management standard, the first international standard for IT service management; it is based on British standard BS15000.

    Since 2013, ITIL is owned by Axelos — a joint venture between the Cabinet Office and Capita. Axelos gives businesses the license to use the ITIL framework, while managing updates and process changes. However, to use ITIL internally, organizations do not need a license. ITIL v3 was released in 2011, under the Cabinet Office, bringing updates to the 2007 version published under OGC.

    In 2018, Axelos announced ITIL 4 – a major overhaul to the entire framework and the biggest change since ITIL v3 was published in 2007. ITIL 4, which started rolling out in Q1 of 2019, offers a more agile, flexible and customizable version of ITIL that is updated for modern businesses. The latest version encourages less siloes, more collaboration, communication across the entire business and integrating agile and DevOps into ITSM strategies.

    What's in the ITIL?

    The ITIL has gone through several revisions in its history. The original 30 books of the ITIL were first condensed in 2000 (when ITIL V2 was launched) to seven books, each wrapped around a facet of IT management. Later, the ITIL Refresh Project in 2007 consolidated the ITIL to five volumes consisting of 26 process and functions – this is referred to as the ITIL 2007 edition. In 2011, another update — dubbed ITIL 2011 — was published under the Cabinet Office. The five volumes remained, and ITIL 2007 and ITIL 2011 remained similar.

    ITIL 4, which was released in 2019, maintains the same focus on automating processes, improving service management and integrating the IT department into the business. However, it also updates the framework to accommodate and answer to modern technology, tools and software. Since ITIL’s last update, the IT department has grown to become integral to every business and the new framework accommodates this by being more agile, flexible and collaborative.

    ITIL 4 contains nine guiding principles that were adopted from the most recent ITIL Practitioner Exam, which covers organizational change management, communication and measurement and metrics. These principles include:

  • Focus on value
  • Design for experience
  • Start where you are
  • Work holistically
  • Progress iteratively
  • Observe directly
  • Be transparent
  • Collaborate
  • Keep it simple
  • The newest version of ITIL focuses on company culture and integrating IT into the overall business structure. It encourages collaboration between IT and other departments, especially as other business units increasingly rely on technology to get work done. ITIL 4 also emphasizes customer feedback, since it’s easier than ever for businesses to understand their public perception, customer satisfaction and dissatisfaction.

    For more information on the benefits of the latest version of ITIL, see “ITIL 4: ITSM gets agile.”

    How do I put ITIL into practice?

    ITIL is a collection of e-books, but merely going on a reading binge won't improve your IT operations. First, you have to wrap your brain around the concepts and then get staff buy-in. Getting some IT personnel to adopt new procedures can be like herding cats, but there are tools that can help.

    Along with the ITIL comes a whole suite of consulting, training and certification services. From the early 1990s, certifications were administered by two independent bodies: EXIN and ISEB, depending on your location. The two bodies formed an alliance at the end of 2006 to further IT service management.

    Since 2014, Axelos is the owner of the ITIL personnel certification and exams are administered by Accredited Training Organizations (ATOs). Accreditations are administered by Strategic Examination Institutes (EIs). EIs need to be accredited directly by Axelos in order to offer accreditation to ATOs.

    Before implementing ITIL at your organizations, there are several questions you should answer, such as what problems your organization is trying to solve and what is your route to continual service improvement.

    For a deeper look at putting ITIL into practice, see "7 questions to ask before implementing ITIL" and "How to get started with ITIL."

    What is ITIL certification and is it worth it?

    The ITIL v3 certification scheme previously consisted of five levels: Foundation, Practitioner, Intermediate, Expert and Master. Each level required a stronger depth of knowledge and understanding of ITIL. The certification scheme under ITIL 4 has been streamlined to include the ITIL Foundation and the ITIL Master exams. The ITIL Foundation exam has two paths, ITIL Managing Professional (MP) or ITIL Strategic Leader (SL), which each have their own modules and exams.

    The ITIL Managing Professional (MP) exam is designed for IT practitioners who are involved with technology and digital teams throughout the organization, not just in the IT department. This path will teach professionals everything they need to know about running successful IT projects, teams and workflows.

    Modules include:

  • ITIL Specialist – Create, Deliver and Support
  • ITIL Specialist – Drive Stakeholder Value
  • ITIL Specialist – High Velocity IT
  • ITIL Strategist – Direct, Plan & Improve
  • The ITIL Strategic Leader (SL) exam is designed for those who deal with “all digitally enabled services,” and not just those that fall under IT operations. This path focuses on how technology directs business strategy and how IT plays into that.

    Modules include:

  • ITIL Strategist – Direct, Plan & Improve
  • ITIL Leader – Digital & IT Strategy
  • Both paths can lead to the ITIL Master exam, which is the highest level of certification you can achieve with ITIL 4.

    For those already in the middle of working towards a ITIL v3 certifications, credits will transfer over to the new certifications. Axelos recommends that all ITIL certification candidates continue the path towards ITIL master.

    For in-depth analysis of ITIL certification, see "What ITIL certifications mean to your IT management practices."

    How can ITIL improve my company's business performance?

    A well-run IT organization that manages risk and keeps the infrastructure humming not only saves money, but it also allows the business people to do their jobs more effectively. For example, brokerage firm Pershing reduced its incident response time by 50 percent in the first year after restructuring its service desk according to ITIL guidelines, allowing users with problems to get back to work much more quickly.

    ITIL provides a systematic and professional approach to the management of IT service provision, and offers the following benefits:

  • reduced IT costs
  • improved IT services through the use of proven best practice processes
  • improved customer satisfaction through a more professional approach to service delivery
  • standards and guidance
  • improved productivity
  • improved use of skills and experience
  • improved delivery of third-party services through the specification of ITIL or BS15000 as the standard for service delivery in services procurements
  • According to Axelos, ITIL can also help businesses improve services by:

  • helping businesses manage risk, disruption and failure
  • strengthening customer relations by “delivering efficient services that meet their needs”
  • establishing cost-effective practices
  • building a stable environment that still allows for growth, scale and change.
  • For a deeper look at how to get the most from ITIL, see "5 steps to successful ITIL adoption."

    What will ITIL cost?

    Getting started involves the purchase of the ITIL either as hardcopy, PDF, ePub or through an online subscription directly from Axelos. Then there's the cost of training, which fluctuates each year. The course leading to the initial Foundation Certificate typically runs for two days, and courses leading to higher certifications can be a week or more.

    Add to that the inevitable cost of re-engineering some processes to comply with ITIL guidelines, and adjustment of help desk or other software to capture the information you need for tracking and generating metrics.

    There is, by the way, no such thing as "ITIL-compliant" software; the ITIL is a framework, not a standard. Some help desk and management software has been engineered with ITIL practices in mind, however, and so will lend themselves better to teams working within the framework.

    Examples of software and services designed with ITIL and ITSM in mind include:

  • Samange: Offers service desk automation with the ITIL framework in mind
  • InvGate Service Desk: A web-based ITIL-ready service that boasts a user-friendly interface
  • ManageEngine ServiceDesk Plus: Web-based help desk and asset management software that is available in an ITIL edition
  • Vision Helpdesk: A multifunction service desk solution with ITIL integration
  • How long will an ITIL project take?

    ITIL is not a "project"; it's an ongoing journey to improve IT service management. Best practices have to be baked into everything, and they have to evolve as the enterprise evolves. With IT staff buy-in, changes can begin once staff are trained, and some results should be apparent within weeks or months. Process changes do take time, however, as entrenched bad practices are rooted out and modified (and, potentially, staff changes occur), but many companies have reported substantial savings after their first year.

    To get a better idea of what it will take to adopt and implement ITIL, you can browse through case studies on the Axelos website. Recent case studies include companies like Sony and Disney — two companies with massive IT operations to manage.

    What savings can I expect?

    Corporations and public sector organizations that have successfully implemented ITIL best practices report huge savings.

    For example, in its Benefits of ITIL paper, Pink Elephant reports that Procter and Gamble saved about $500 million over four years by reducing help desk calls and improving operating procedures. Nationwide Insurance achieved a 40 percent reduction in system outages and estimates a $4.3 million ROI over three years, and Capital One reduced its "business critical" incidents by 92 percent over two years. After three years of ITIL implementation, forest products company MeadWestvaco claimed to have eliminated more than $100,000 annually in IT maintenance contracts and recognized a 10 percent gain in operational stability thanks to ITIL.

    Without buy-in and cooperation from IT staff, however, any implementation is bound to fail. Bringing best practices into an organization is as much a PR job as it is a technical exercise.

    Other criticisms include the fact that it’s impossible to plan for every failure, event or incident so it’s not an exact science. In reality, you won’t know the exact ROI on ITIL until you implement it within your organization and use it effectively. Ultimately, since ITIL is a framework, it can only be as successful as corporate buy-in allows. Embracing certifications, training and investing in the shift will help increase the chances of success and savings.


    What startups should know about ITIL® | killexams.com real questions and Pass4sure dumps

    While some IT professionals encounter this ITIL thing on their first day in a new job, some others have reached the role of Senior Software Engineer at the ripe age of 26 before being exposed to it. What is it and why would anyone working in a startup care about a 30-year-old IT framework? The article sheds some light on this 250,000-exams-a-year phenomenon.

    TL;DR

  • Startups face new challenges as they grow and optimize; their context is different from that of Enterprises but some of the challenges are similar and there is guidance out there that could be useful to address these
  • ITIL is mostly known as the Enterprise approach (of the past) to IT Operations management, but there’s some less known rather useful stuff in there, too — mostly around services, customer value, and improvement
  • The concept of “service” is similar to “product”; its end-to-end view of value creation covers strategy, design, transition-to-live, and operation of the service, powered by feedback loops for continuous improvement
  • The scope of IT Service Management is wider than some approaches to (digital) product management — it puts less focus on product development and more on helping customers achieve their outcomes
  • ITIL in the books and ITIL in the wild tend to be very different things; many organizations claiming to ‘use ITIL’ have implemented some practices while ignoring or going against the principles — fair enough, the imperceptibility of the principles would have made even Waldo proud
  • You should read the ITIL books for ideas, not recipes; considering that you’re unlikely to even consider reading those 2000 pages anyway, the best way to familiarize yourself with the approach and get pointers to what might be useful for your context is to read ITIL Practitioner (2016)
  • Skip to the “Useful stuff” section if you’re interested in examples, not the back-story and context-setting
  • Introduction

    Different contexts require different approaches — if there is one thing that the Cynefin framework has taught us, then this is it.

    The IT industry has spent a lot of effort and so much, oh so much money on optimization and standardization initiatives, often leading to business-halting rigidity. Yes, stability can be nice and is sometimes even required, but there are many situations where fewer controls are required to enable innovation, and more flexibility is required for decision-making.

    Where the “old world” of IT focused on costs, standardization, and stability, the “new world” focuses on speed, resilience, and value delivery. No, they did not “do it wrong” back in the day, but what is possible has changed. The IT Service Management (ITSM) industry was born in the old world, yet some of the concepts there seem to be even more relevant today than they were a few decades ago — especially the (renewed) focus on customer value.

    Startup challenges

    As startups grow and scale, they start worrying about things like paying customers, the stability of core operations, repeatable processes, and getting rid of that sheen of red on their balance sheets. Because some of these concerns might hit them by surprise, there’s often a sense of urgency in addressing them. One option would be to invent solutions from scratch, but in a growing company, not everything needs to be artisanal anymore. The other option would be to check what others have done, learn from it, and see how to adopt the learnings to their context, and continuously improve.

    The IT industry has seen some of the aforementioned challenges before and has tried to address them in various ways, some more successful than others. As startups labour on finding the best ways of working for their context, familiarizing themselves with “prior art” could be useful — not to blindly copy solutions, but to learn about what worked or not, and why. Learning what should not be done is as useful as finding ideas to try out.

    I believe that in ITIL, the best-known framework for ITSM, there are indeed some (hidden) nuggets of wisdom relevant for startups. The following is a mix of history, context-setting, development-tracking, and practice-mapping to create a link between ITIL and today’s world of startups. I will spend only a few paragraphs on pure history at the beginning — I think it is important for understanding the rest. Bear with me, please.

    The history

    ITIL is an IT Service Management framework that consists of publications, qualifications, a membership scheme, and accompanying services. ITIL is old, like really old — the first version was released in 1989, which means it turns 30 this year. At the same time, it’s new, like v_not_even_released_yet new — the latest edition of ITIL, called ITIL 4, is scheduled to be published in February 2019.

    Over time, the number of publications one has to read to get a full picture of what the framework is all about has been shrinking. The first version had the guidance distributed across more than 30 loosely coupled books which shrank down to 20+ mostly-ignored-except-for-two books for v2, and five only-trainers-have-read books for v3 / 2011. ITIL 4 comes with one book, at least initially, with plans for several more in the coming years. They shall see.

    ITIL originated in the UK, so they can say it’s a European thing — for the time being, at least. Some countries have embraced it fully —e.g. the Netherlands, where to-be IT professionals get their ITIL certificates already bundled with their birth ones, or the Scandinavian countries with hourly ITIL Foundation courses. Former colonies, on the other hand, do sometimes have a strong “not invented here” vibe going on, which might explain why ITIL is relatively more widespread in Europe than in the US.

    Those who have even heard about ITIL without the experience of working for years in Enterprise IT often associate it with “tickets” or the ever-wonderful combination of lengthy forms and weekly meetings commonly known as the “CAB”, or Change mistakenly-used-as-Approval Board. For some with just startup experience, the only exposure to ITIL might be the bedtime stories presented at DevOps conferences.

    Something sounds familiar

    It is important to remember that the need for ITIL came from a very different IT setup compared to that of today’s startups. IT had a supporting, not central role in the organizations’ daily operations and many IT projects were about digitalizing existing processes, rather than true innovation.

    Funnily enough, many organizations are still doing this today — or, in some cases, just starting to — under the name of Digital Transformation. But hey, the future is most definitely not evenly distributed.

    IT was there to support business processes, to make them faster or cheaper or more mature or black-belt-worthy, whatever the sales pitch from the vendor or consultancy was, and while sometimes it seemed to work rather well, in many other cases, lots of new challenges emerged, sometimes with devastating consequences. Some of the practices that seemed to be working well were collected and documented, and this later came to be known as ITIL. I believe those more familiar with the DevOps world can relate.

    The name “ITIL” used to stand for “IT Infrastructure Library”. Yeah — that’s where the focus was at that time. Nowadays it is all so completely different, with all the discussions about cloud computing and containers and serverless and … but I digress, apologies.

    The need for not speed

    Over time, the focus in Enterprises shifted away from the novelty aspects of managing IT (infrastructure) to understanding the rationale of spending even a dime to fund the growing budgets of IT departments. The initial questions of ‘What can IT do for us?’ and ‘How can they make it work?’ were replaced with ‘We need IT to do more, for less!’ and ‘Make sure it doesn’t break!’ edicts. The cute IT pony had turned into an Enterprise draft horse.

    This also brought a stronger specialization into IT — from different specialists (e.g. infrastructure, software development, databases, operations) working together in one team to being split into specialist teams, with all the usual communication and alignment challenges one can expect to see in the Enterprise. In other words, they moved away from DevOps.

    The ITIL guidance evolved accordingly. There now was more talk about costs (including outsourcing) and stability (including change controls), less talk about technical practices (including for software development and testing), and a few largely-ignored inklings of ideas about business value.

    The disconnect

    One of the concepts that was strongly advocated in the ITIL guidance was the service provider / customer collaboration view, which over time in real life morphed into “The Business” telling to “IT” what they want in the form of requirements, and “IT” responding to that with new applications that they now called “services” because of their recent ITIL “implementation”.

    Some of those applications were built in-house, but more and more software coming to the Enterprise was either Commercial Off The Shelf (COTS) or developed by partners under the watchful eye of the PMO. The wall between Development and Operations that was heightened with specialization became ever higher with outsourcing, and organizations encountered various interesting situations where e.g. the cost of changes to the application even before it was released exceeded that of the initially agreed development work. And, well, “The Business” was still rather unhappy when they finally saw what their money had paid for — both the applications and the ever-growing wall of confusion, to be honest.

    The problems resulting from the disconnect between various parts of IT that were still in-house became too big to hide, not to mention the growing disconnect between “IT” and “The Business”. Innovative organizations (by the measures of that time, at least) started paying more attention to the end-to-end visibility and collaboration. “IT and Business alignment” in service management was supposed to be replaced with “IT and Business convergence” and such. Ahem.

    There is still disagreement even in the ITSM world over whether this model even makes sense, because why would you want to treat your colleagues as customers, rather than partners. My experience tells me that “service” can indeed be a useful concept to use for a value delivery vehicle, as it shifts the focus from the technical aspects to customer objectives and improvement. In some cases, at least — so this is not guaranteed to happen the moment you start claiming to be using service management.

    Towards a more holistic view

    In 2007, ITIL v3 was released. As you will quickly find out even when talking to “the ITIL guys”, v3 is a sensitive topic for more reasons than one, but it did bring in the concept of the end-to-end service lifecycle to replace the loosely coupled and often-siloed-in-reality practices (that ITIL still calls “processes”, although they’re anything but). The 2011 edition of ITIL, released in, well, 2011 partially addressed the challenges of v3, but for some, it was too late to replace the pulled-out hair or hide the grey patches.

    In 2014, the ITIL framework was taken over by the newly formed UK-based joint venture called AXELOS. By this time, the DevOps movement was in full swing and agile software development was the norm, not the exception, practicalities and real-world success aside. New ways of working were in conflict with what had become known as “ITIL” in many organizations — slow-moving queues of tickets bouncing back-and-forth between teams, lengthy request forms, rigid procedures, draconian controls, useless meetings, and the general feeling of disconnect and despair.

    Some say these problems are symptomatic of ITIL because of its nature. Some disagree. And some are too busy getting work done to take part in social media debates. I have seen too many organizations benefitting from leveraging the guidance in ITIL to believe it’s evil by nature, but I have also seen many organizations struggling with making sense of it and/or avoiding the aforementioned problems. ITIL Practitioner guidance that was released in 2016 was a part of the response to this challenge.

    Wheels and spokes

    The ITIL framework has seen the IT industry go through several shifts, sometimes completely novel, sometimes iterations on what was there before. It is unlikely you’d find copious guidance in the tomes of ITIL on how to innovate or pivot because that was never the focus of the framework. There might be something useful for when you have found your product-market fit, though.

    At the same time, I’m not saying that startups can just copy guidance from the pages of ITIL and apply it, verbatim, to their organization. That would be an unwise thing to do for both startups and Enterprises alike. I’m also not saying that the ITIL books are an easy read — at 2000 pages, and with a lot of jargon, they are definitely not.

    The next section will introduce some of the concepts covered in ITIL and, in my opinion, also relevant in the context of a scaling startup. I’ve brought these out so that you don’t have to read all the ITIL books or go through the certification program — there is a lot of (free) additional guidance available, and this way you know what to search for if you want to learn more.

    The useful stuff

    Not all of the things described in ITIL have found their way into organizations claiming to have “implemented” ITIL. Also, some of the real-world practices in those organizations often falsely attributed to ITIL ignore all the warnings in the books or go directly against the recommendations.

    The main focus areas for ITIL in the real world have been in IT Operations (e.g. incident management), planning (e.g. availability management and capacity management), collaboration-but-actually-reporting (e.g. service level management) and the intersection of IT Operations and Software Development (e.g. change management, release management, etc.). Aspirationally also configuration management (CMDB, anyone?) but the success of this can mostly be measured in fees paid, not results achieved. Some of the key value-enabling areas — such as Continual Service Improvement and Service Design — and the core principles have often not received the attention they deserve or have been completely ignored.

    Those more familiar with what they have come to know as ITIL might want to read the following through the ‘ITIL: do as I say, not as I do’ lens because it might not align with their experience of “ITIL in the wild”. Again, not a new approach to those familiar with e.g. “Agile in the wild” and “Agile in books and social media exchanges”.

    Customer focus

    ITIL uses the concept of “service” to describe a vehicle for customer value delivery, keeping in mind the aspects of expected outcomes, costs, and risks. For any of this to work, the first step with services is to figure out who the customers are and what it is that they (think that they) need.

    This links well to current discussions in the software product management domain, where a lot of work effort can be spent on assumed needs of imaginary customers, rather than on data-based customer insights.

    Of course, a startup in its early days can be quite unsure about who their customers are or even whether the service they want to provide is of any value to anyone. The customers themselves might not know what their expected outcomes are. Searching for the right product-market fit works differently before there’s a satisfactorily large number of paying customers.

    It is important to note that they are talking about outcomes, not outputs here. Any investment remains output-focused (delivering e.g. additional computing power or new functionality), and is, as such, an unjustified expenditure and a potential waste until it has been connected to expected business outcomes. I’m not suggesting that the link should be made after the fact, quite the opposite, but potentially significant savings can be made today by assessing the current investment and initiative portfolio through a quick ‘And what exactly do they want to achieve with this, and why?’ analysis.

    Continual improvement

    Services, architectures, tooling, processes, and procedures — all of it needs to be continually reviewed and improved as appropriate, to ensure the delivery of customer value and the achievement of business outcomes.(Oh, this sounds so textbooky … apologies.)

    The trouble is that continual improvement is often addressed as an afterthought, which in terms of “when” means “never, except in PowerPoint”. There seems to be a widely held belief that they should start thinking about continual improvement once everything else has been completed according to the plan and to required standards — because then the “real work” is done and they finally have time for this extra stuff, right?

    It’s amazing how they still sometimes think that basing developments and improvements on 5-year plans is a viable approach, given that the events in 1991 should have conclusively shown where it leads. They still seem to think that the world just stands still, waiting for us to hit the 5-year targets. Sure.

    Instead, continual improvement should be part of the work. A fundamental part, not a nice-to-have part. Continual improvement should start on day one, not scheduled for after achieving that coveted level 5 maturity.

    Hint: most maturity models are context-insensitive and come with high costs and low gains; you might want to reconsider basing your improvements on a maturity assessment unless all highlighted action items are clearly linked to business value. Maturity assessments can be useful in some contexts, but they are often abused and extended beyond their usefulness.

    Also, continual improvement is usually best run as a continual activity, not as a project or a program. Think about asking for funding for a program that would immediately start fixing what you delivered earlier that week. ‘Can’t you do it properly the first way around?’, your sponsor might ask. So yeah, don’t do that.

    An end-to-end view of value delivery

    This could be seen as somewhat aspirational, as the context of ITIL is IT Service Management (ITSM) and in the real world, ITSM rarely has the mandate to manage the whole value stream from ideation to customer value realization. It has kind of worked for internal services (in some organizations) that sit in the domain of the IT Department, but not so well for externally focused and sold services. Usually, there are many teams and decision points before and after the work done by the tech teams.

    The concept is cool, though. Remember when the early DevOps community realized — not like Patrick hadn’t painted it red many times — that there was more to the world than Dev and Ops? Things like QA and Security, for instance. So they got things like DevSecOps. The most recent discovery is the usefulness of the budget holders, so now they sometimes talk about BizDevOps. Or BizDevSecQAOps. I’m obviously biased here, but I think the old name “ITSM” is just so much shorter and simpler, isn’t it!

    The sad thing is that in the real world, the ITIL “implementations” often ended up creating process-based silos along with the “not my job” attitude. So, instead of collaboration and flow, they got separate ticket queues, conflicting priorities, lack of transparency, and unhappy customers. At the same time, if you look around those organizations, then there’s a high chance you will see many silos across the whole organization, not just in IT. Go figure.

    You might have noticed that I use double quotes around “implementation”. This is because no organization should implement ITIL, at least not in the common sense of “implementation” as encountered in the wild. The common approach usually leads to the means becoming the ends, and the business rationale of “implementing X” is described as ‘then they have X’. The best approach to ITIL is to a) figure out if it could be helpful to your organization, b) adopt the service mindset, and c) adapt the guidance to your context and requirements. There is no one right way to adapt ITIL.

    Single Point of Contact for support

    I believe you are aware that your customers do not care what your organization’s internal structure looks like, how many teams are involved in developing and maintaining the products and services, and which exact module or microservice is the one causing problems if things break.

    The customer usually appreciates a single point of contact for any issues or questions or requests they might have, not a list of email addresses for different support teams. It is your job to figure out how to route the work internally while maintaining transparency and capturing the gold-worthy data the customers are providing after you messed something up or when they realized they’d like to give you more money.

    There are various models for how to design your support structures but in most cases, it is unproductive to have e.g. your developers answering customer emails or complaints tweets. As much of support as possible should be either automated or enabled by simple self-service. You don’t want to have more tickets — you want the customer to get what they need, as quickly and as simply as possible. And you should probably capture the data about repeating incidents and requests, as this allows you to make relevant improvements to your products and services.

    The Guiding Principles

    This is a relatively new addition to ITIL and part of the ITIL Practitioner Guidance. The nine Guiding Principles create a kind of net of constraints around service management initiatives — they won’t tell you what to do or how to do it, but they do help you to check whether you’re on the right path. Although they were initially developed to show how some of the underlying key ideas of ITIL link to those in DevOps, Agile, and Lean, I’ve seen these resonate really well with non-ITSM professionals, too.

    Here they are, in no particular order (although always ordered like this):

  • Focus on Value
  • Design for Experience
  • Start Where You Are
  • Work Holistically
  • Progress Iteratively
  • Observe Directly
  • Be Transparent
  • Collaborate
  • Keep It Simple
  • Whatever your idea is, when putting together the action plan and before execution, check whether you have thought about the relevance of all of these principles to what you’re about to do and what you want to achieve.

    Wrapping up

    I decided to limit the scope of this article to some of the higher-level ideas in ITIL, rather than going for the specifics of each of the 26 processes (not processes). Whether you’re thinking about product/service portfolio management or supplier management or event management, there could be information in ITIL that shows what others have been battling with before, and what worked (and didn’t work) for them. This could be useful when you’re trying to find your own ways of working and avoid repeating mistakes and/or reinventing the wheel.

    Feel free to get in touch here or on Twitter with any questions or comments.


    ITIL 2011 Glossary | killexams.com real questions and Pass4sure dumps

    This app presents concepts, terms and definitions designed to aid communication in IT service management and related disciplines. It supports the terminology used in the various ITIL Foundation, ITIL Advanced, ITIL Master syllabi. This app completes words in ITIL 2011 glossary.

    Sidebar(as a list) Feature- Tap a word: Show description- Tap ABC indexes: Jump a section as you want.- Tap a magnifying glass icon: You can search a word.

    Description Feature- Show a description with a related word.- Pinch In/Out: Font size change- Long Tap: You can copy, search another dictionary and search internet.

    The glossary has been arranged in a single section of definitions ordered alphabetically. Some terms are preferred to other synonymous ones, in which case, the definition of the preferred term appears, with the synonymous ones referring to that. For example structural testing refers to white box testing. For synonyms, the “See” indicator is used. “See also” cross-references are also used. They assist the user to quickly navigate to the right index term.

    ITIL® is a registered trade mark of AXELOS Limited. Used under permission of AXELOS Limited. All rights reserved



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