SlideShare a Scribd company logo
1 of 15
IT service management and ITIL®
BCS, The Chartered Institute for IT, has been at the forefront of ITIL’s development
and growth, delivering over 300,000 certifications around the world since 2000.
We understand the support needed for processes like service desk, problem
management, configuration management and service level management.
The Institute’s IT service management and ITIL certification embraces the ITIL scheme. It also
includes our own Specialist certification, which draws on a broader range of best practice, enabling
job specific skill development by focusing on individual roles within service management.

www.bcs.org/servicemanagement
IT service management career path
This career path illustrates the potential career progression you can make in IT service management. It recognises the importance of certification and experience, and provides a high level alignment with SFIAplus and the Institute’s membership grades.
This diagram summarises the characteristics and development needs that support your career in IT service management. For a more detailed career path visit www.bcs.org/servicemanagement

SFIAplus
level

7

Typical
experience
15+ years

Characteristics of level

BCS professional certification

Likely to: be working at executive board level for a large
service management company

Development needs

Career transitions

Business management experience

As you progress along a particular
career path, you are likely to develop
interests and experience in other
areas of IT and, having gained the
necessary competencies, you may wish
to change the direction of your career.

Strategic planning

Typical job titles: service director

Fellow

Typical experience: evidence of acting as director for
significant service management function

6

10+ years

Likely to: have full responsibility for a significant service
management function

ITIL Master

5

6-10 years

Likely to: manage a service management function and initiate
and manage improvements
Typical job titles: service manager
Typical experience: evidence of service design or
improvement

4-7 years

Once requisite ITIL certification is completed
and enough credits earned, IT professionals are
eligible to apply for the ITIL Expert award.
Intermediate Certificate in Managing Across
the Lifecycle

Likely to: design service management processes and review
activities and performance

Specialist and intermediate certificates as
appropriate:
Intermediate ITIL Lifecycle or Capability
modules

Typical experience: evidence of service design or
installation

3

3-4 years

Likely to: be fully competent on a service desk and supervise
service desk team members
Typical job titles: service desk lead
Typical experience: evidence of team leading

2

1-2 years

Likely to: be fully competent on a service desk
Typical job titles: service desk support

Likely to: operate on a service desk
Typical job titles: service desk trainee
Typical experience: evidence of working on service desk
Career
starting point

When appropriate, progression should be
made to Chartered status and ITIL Master
Further practitioner and higher certification
Seek to undertake:
• management of service management function
• wider experience
• higher level interaction

BCS Specialist certificates

ITIL Foundation Certificate in IT Service
Management
Foundation Plus Certificate in Problem and
Incident Management (Kepner Tregoe®)
ISO/IEC 20000: IT Service Management
Foundation Certificate
Institute membership provides services and
benefits to support your career development

Typical experience: full competence on service desk

1

Seek to undertake/develop:
• increased responsibility and authority
• increased project management
• improve soft and consulting skills

Review SFIAplus for guidance on
developing your career ahead of taking
specific certification

Practitioner certificates
Seek to undertake/develop:
• team leader role
• wider experience/expertise in specialist areas
• service design knowledge

Foundation certification
Seek to undertake/develop:
• team leader role
• wider experience
• expertise in specialist areas

Seek to gain experience in operating
organisational processes for a service desk

•
•
•
•
•

Your career progression

Chartered Professional

• Solution development
• Software testing

Chartered Professional is awarded on the basis
of knowledge, experience and professionalism

Typical job titles: service management architect

Professional

Typically:

Possibly:

4

Associate

Preparation for significant IT
management role
Continued technology lead

Typical job titles: service manager/director
Typical experience: evidence of significant service
management experience and leadership

The typical and possible transitions
into and out of this career path are
indicated below.

Project management and support (PPSO)
IT management
IS consultancy
Software asset management
Information security

The following certification will
help you develop your knowledge
for more senior roles in IT service
management, or in preparation for
a transition to another career path:
Foundation
•
•
•
•

Green IT
Systems Development
Software Testing
Information Security

Other industry professional
certification is available and
will be relevant to you as your
career progresses.
IT service management
Successful service management is a crucial requirement in today’s fast-paced IT dependent organisations. Employers are
under pressure to increase productivity while reducing costs, and effective service management is the key to delivering an
efficient and reliable service.

THE BENEFITS
IT service management and ITIL certification
Through the Institute’s IT service management and ITIL
certifications, IT professionals learn how to deliver, support
and manage IT services in an effective and efficient way.
Foundation

ITIL – IT Service Management
Kepner Tregoe® ITSM in Problem and
Incident Management

Specialist
certification

Service Desk and Incident Management
Change Management
Service Level Management
Business Relationship Management
Problem Management
Supplier Management
ISO/IEC 20000: IT Service Management

Our Specialist certification focuses on a single IT service
management process, providing detailed information about
how the particular process operates within an organisation.
They are endorsed as ITIL Complementary Products and each
attract 1.5 credits towards the ITIL Expert award. They draw
on a broad range of best practice in IT service management
including ITIL, COBIT®, ISO/IEC 20000 and SFIA/SFIAplus.
Intermediate

ITIL Lifecycle modules
ITIL Capability modules
ITIL – Managing Across the Lifecycle

Once requisite ITIL certification has been successfully
completed and enough credits earned, IT professionals are
eligible to apply for the ITIL Expert award.
Higher

ITIL Master

For service management professionals
• Available at all levels so you can demonstrate your knowledge
as your career progresses
• Industry relevant and mapped directly to SFIAplus –
highly relevant to your career path
• Specialist certificates provide recognition for job specific
skills and knowledge
• Internationally recognised
• BCS membership available supporting self-initiated
professional development
For employers
• Industry-relevant certification to support your organisation
• Employees gain skills that increase their value to the business
• Knowledge can be instantly applied to improve current
processes and working practices
• Aligned with SFIAplus providing a clear development path
• Supports your organisation to retain, motivate and recruit the
best people in service management
For training providers
• Opportunity to develop complete portfolio of service
management training courses
• Specialist certification provides follow on course options for
Foundation candidates
• Access to a global market which recognises professional
certification from the Institute
• Institute endorsement for your business
• Examinations available online enabling detailed analysis of
results and trends

Find out more at
www.bcs.org/servicemanagement

About BCS, The Chartered Institute for IT
Our mission as BCS, The Chartered Institute for IT, is to enable the information society. We’re championing the global IT profession
by giving practitioners the professional development and career support they deserve.
Through our extensive certification and professional development portfolio, we continue to set professional standards and raise
levels of competence and professionalism in the industry. As the professional body for IT, we’ve an unrivalled insight into the industry
and are ideally placed to guide IT professionals through their career and provide employers with expertly trained employees that
add real value to their business.

Become a BCS Accredited Training Partner
The ITIL approach to IT service management has been adopted around the world with thousands of candidates sitting ITIL exams
every month. Don’t miss out on this global opportunity – become part of our international network of training providers and enjoy
the benefits that the Institute’s endorsement can bring to your business. You must be accredited by us to deliver our certification
so apply for accreditation today.

www.bcs.org/trainingpartner

BCS The Chartered Institute for IT
First Floor Block D North Star House North Star Avenue Swindon SN2 1FA
T +44 (0) 1793 417 655 E certifications@hq.bcs.org.uk www.bcs.org/certifications
© BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2012

If you require this document in accessible format please call +44 (0) 1793 417 600

01792/PDS/LEAF/0812

ITIL® is a registered trade mark of the Cabinet Office. COBIT® is a trademark of the Information Systems Audit and Control Association and the IT Governance Institute.
Kepner-Tregoe® is a registered trademark of Kepner-Tregoe, Inc.
SFIAplus
The IT skills, training and development standard
Category

Skill

Code

Level
1

2

3

4

5

6

7

4

5
5

6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6

7
7
7

Strategy and architecture
Information strategy

Advice and guidance
Business strategy
and planning

Technical strategy
and planning

IT governance
Information management
Information systems coordination
Information security
Information assurance
Information analysis
Information content publishing
Consultancy
Technical specialism
Research
Innovation
Business process improvement
Enterprise and business architecture development
Business risk management
Sustainable strategy
Emerging technology monitoring
Continuity management
Software development process improvement
Sustainability management for IT
Network planning
Solution architecture
Data management
Methods and tools

GOVN
IRMG
ISCO
SCTY
INAS
INAN
ICPM
CNSL
TECH
RSCH
INOV
BPRE
STPL
BURM
SUST
EMRG
COPL
SPIM
SUMI
NTPL
ARCH
DATM
METL

3

1

2

3
3

3

4
4
4
4
4

4
4
4

4
4

5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5

7
7
7

Business change
management

Relationship management
Skills management

Human factors

Installation and integration

6
6
6
6
6
6

Service design

Service transition

Service operation

Skill

A recognizable area of IT competence
within the workplace.
Eight detailed SFIAplus topics related
to the Skill. (See example below)
Included to help with Skill identification.

Level

The degree of responsibility that an IT
practitioner exercises.

Task

A Skill at a Level.

Task component

7

Skills are grouped for convenience into
categories and subcategories describing
broad areas of work.

Code

Six additional SFIAplus components
defining the Task. (See example below)

What’s in the ‘plus’?
Portfolio management
Program management
Project management
Portfolio, program and project support
Business analysis
Requirements definition and management
Business process testing
Change implementation planning and management
Organization design and implementation
Benefits management
Business modelling
Sustainability assessment
Stakeholder relationship management
Learning and development management
Learning and development assessment
Learning design and development
Learning delivery
Teaching and subject formation
Resourcing
Professional development

POMG
PGMG
PRMG
PROF
BUAN
REQM
BPTS
CIPM
ORDI
BENM
BSMO
SUAS
RLMT
ETMG
LEDA
TMCR
ETDL
TEAC
RESC
PDSV

5

2
2

2

3
3
3

3

3
3
3

4
4
4
4
4

4
4
4
4
4
4
4

4

5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5

6
6
6
6
6
6
6
6
6
6
6
6
6
6

7
7
7

Systems development management
Data analysis
System design
Network design
Database/repository design
Programming/software development
Animation development
Safety engineering
Sustainability engineering
Information content authoring
Testing
User experience analysis
Ergonomic design
User experience evaluation
Human factors integration
Systems integration
Porting/software integration
Systems installation/decommissioning

DLMG
DTAN
DESN
NTDS
DBDS
PROG
ADEV
SFEN
SUEN
INCA
TEST
UNAN
HCEV
USEV
HFIN
SINT
PORT
HSIN

2
2

4
4

2
2

1
1

3
3
3
3
3
3
3
3
3
3
3

4
4
4
4
4
4
4
4
4
4

3
3
3

4
4
4

2
2

2
2
1

2

5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5

IT management
Financial management for IT
Capacity management
Availability management
Service level management
Service acceptance
Configuration management
Asset management
Change management
Release and deployment
System software
Security administration
Radio frequency engineering
Application support
IT operations
Database administration
Storage management
Network support
Problem management
Service desk and incident management
IT estate management

ITMG
FMIT
CPMG
AVMT
SLMO
SEAC
CFMG
ASMG
CHMG
RELM
SYSP
SCAD
RFEN
ASUP
ITOP
DBAD
STMG
NTAS
PBMG
USUP
DCMA

2
2

3

2

1

3

3
3
3
3
3
3
3
3
3
3
3
3
3

2
2
2
2
2

1

2

4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4

5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5

The SFIA Task covers Title, Description and Code.
For each SFIA Task, SFIAplus offers six additional
Task components.
4

5

6

7

Examples of the additional Skill resources and Task
components for Project management at level 5 are
given below.
Skill resources

7
7

6
6
6

6

The SFIA Skill covers Title, Description and Code.
For each SFIA Skill, SFIAplus includes eight additional
Skill resources.

Project management

•
•
•
•
•
•
•
•

Related functions
Technical overview, including typical tools and techniques
Overview of training, development and qualifications
Careers and jobs
Professional bodies
Standards and codes of practice
Communities and events
Publications and resources

Each Skill resource provides in depth information to support
development planning, for example the Skill resource for
Professional bodies gives details of:

7

• Project Management Institute www.pmi.org
• Association for Project Management www.apm.org.uk
• BCS, The Chartered Institute for IT www.bcs.org
Task components

6
6
6
6
6
6
6
6
6
6
6
6

7

6
6
6
6
6
6
6
6
6
6

These provide an extra level of detail about what is expected
from an individual working at this level.
Some examples taken from the additional Task components
for Project management at level 5 are shown below:
• Background: has gained experience (typically four years
with some at level 4) in any SFIA Skill which involves
project work
• Work activities: includes leadership, estimating and
managing the change control procedure
• Knowledge and skills: includes analytical thinking, project
risk management and contract negotiation
• Training activities: includes business case preparation,
project definition, planning and risk management and an
introduction to systems development, including
development life cycles
• Professional development: includes research
assignments, acting as a mentor and increasing
knowledge of broader IT issues through reading or
attending seminars
• Qualifications: BCS IS Project Management certificate
(Advanced Level) would support career progression and
skill development

7

Service management
Service strategy

Find out more at www.bcs.org/na

Skill resource

7
7
7

Solution development and implementation
Systems development

SFIAplus contains the SFIA framework of IT skills plus
detailed training and development resources. The result
is the most established and widely adopted IT skills,
training and development model that reflects current
industry needs. The standard enables employers and IT
practitioners to identify career paths and plan training
and development.

Category,
Subcategory

Business change
Business change
implementation

The Skills Framework for the Information Age (SFIA)
is an international skills and competency framework
that describes IT roles and the skills needed for them.
It is supported by companies, government and
academic institutions around the globe. It is adopted in
a growing number of countries.

7

6
6

‘SFIAplus offered the
flexibility to tailor roles to
the specific needs of our
employees. We now have
a basis on which to build
future talent management
programs.’
Gene Bernier Director of ITS Program Management Office
Kimberly Clark

6

Find out more at www.bcs.org/na
6

Procurement and management support

Quality and conformance

Procurement
Supplier relationship management
Contract management
Quality management
Quality assurance
Quality standards
Conformance review
Safety assessment
Technology audit

PROC
SURE
ITCM
QUMG
QUAS
QUST
CORE
SFAS
TAUD

Marketing
Selling
Account management
Sales support
Client services management

MKTG
SALE
ACMG
SSUP
CSMG

2

2

3

3
3
3

4
4
4
4
4
4
4

5
5
5
5
5
5
5
5
5

6
6
6
6
6
6
6
6

5
5
5
5
5

6
6
6
6
6

Client interface
Sales and marketing
Client support

© BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2013

3

1

2

4
4

3
3

4
4

7
7
7

7

BC337/LD/POST/0813

Supply management
Agile and ITIL®
And how they integrate

enterprise.bcs.org
02

Agile and ITIL®
And how they integrate

Introduction
Within the world of method frameworks it is very easy to become polarised
on one specific framework and become a ‘fundamentalist’ on that one single
method.
Method fundamentalism leads to people focusing on why all other method
frameworks are wrong and theirs is right, rather than a focus on how
integrated method frameworks can enable excellent delivery (which is the
whole point of having them). Most method frameworks have something to
offer and, via inspection and adaption, they can normally co-exist.
This whitepaper discusses the integration of agile with ITIL (Information
Technology Infrastructure Library).
What is agile?
There are a number of agile frameworks that in essence are about delivery
of values to the customer in the shortest timescales. In many cases, in the
ITIL world, agile means on time and cost delivery of fit for purpose services.
What is ITIL?
ITIL is part of the Best Management Practice (BMP) family of frameworks, a
family of management and delivery frameworks that have been built from
learned best practice, covering complimentary topics such as Portfolio,
Programme and Project and Service Management.
A closer look at agile
Agile delivery and management frameworks have been evolving since the
mid-1980s to enable delivery in constantly changing environments. Agile
frameworks, of which there are many, align to an Agile Manifesto that defines
agile values and core principles (more on the principles later). These values
and principles must be aligned to, for the framework to be considered agile.
The agile values stated in the Agile Manifesto are:
•
•
•
•

Individuals and interactions over processes and tools
Working products over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

Agile recognises that while there is value in the items on the right (e.g.
processes and tools), we value the items on the left more (e.g. individuals
and interactions).
03

Agile does not however expect everyone to be a genius and know everything
about everything. Therefore, depending on the complexity of a delivery
environment, it is essential that people have reference to a ‘knowledge cube’;
either another person who can coach them or a set of reference information
from other people’s experiences and best practice (such as the Information
Technology Infrastructure Library).
Not all environments require standards and guidance, some are very simple.
Within the agile world we start with the basic agile framework and then
inspect and adapt-in any other process or document that is required into our
delivery approach, but only if the process or document clearly demonstrates
value to the customer.
Sadly what often happens when the BMP frameworks such as ITIL are used,
is that they are used far too strictly and it becomes a case of delivering the
framework for the framework’s sake rather than focusing on delivering the
service in a suitability adapted ITIL implementation.
Agile is designed for use in complicated, complex or anarchic environments
where the environment changes regularly. This fits very well with the intent
of ITIL to continually improve, and also with the intent of the ITIL framework
to be customised to the real world environment.
Here are the 12 agile principles we mentioned earlier:
Twelve Agile Manifesto Principles
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable product.
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
3. Deliver working product frequently, from a couple of weeks to a couple
of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout
the project.
5. Build projects around motivated individuals. Give them the environment
and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and
within a development team is face-to-face conversation.
7. Working product is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant
pace indefinitely.
9. Continuous attention to technical excellence and good design
enhances agility.
10. Simplicity – the art of maximising the amount of work not done –
is essential.
11. The best architectures, requirements, and designs emerge from
self-organising teams.
12. At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behaviour accordingly.
04

For an agile environment to be created, the people and the organisation
must have the courage to implement the agile values and principles in a
disciplined way.
A closer look at ITIL
First a quote from ITIL...
‘ITIL is used by many hundreds of organisations around the world and offers
best-practice guidance to all types of organisation that provide services.
ITIL is not a standard that has to be followed; it is guidance that should be
read and understood, and used to create value for the service provider and
its customers. Organisations are encouraged to adopt ITIL best practices and
to adapt them to work in their specific environments in ways that meet
their needs.’
ITIL is a very detailed framework that provides comprehensive guidance
on how requirements are received from customers and then delivered as
services back to customers. It deals with the whole service value chain for
how to shape a service delivery organisation. ITIL doesn’t deliver products,
it delivers services that make sense to the customer, and that have value to
the customer.
ITIL contains five key components:
1.
2.
3.
4.
5.

Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement

Components 2, 3 and 4 all continually evolve around component 1, the
Service Strategy, and the services are continually measured and improved
via Continual Service Improvement.
To give a bit more of a practical example of ITIL, let’s take a look at a
simplified possible ITIL workflow:
1.
2.
3.
4.
5.
6.
7.
8.

Customer raises service request;
Service Operation (via Service Desk) contacts Operations, Applications
and Technical Management to get their view on the request informed by
the Service Management Knowledge System;
Request For Change goes to the Change Advisory Board;
Authorised changes go to Service Design;
Service Design designs new service based on requirements from
Service Strategy, existing SLAs and supplier contracts;
The design for the new/changed service goes to Service Transition who
provide the new or changed service back to Service Operation;
Continual Service Improvement looks at metrics and feedback to
improve services;
Service Strategy feeds every other component.
05

This continuous cycle ensures that services are provided to customers that
evolve over time, and are focused on provision of valuable services that are
operated effectively.
How do agile and ITIL integrate?
ITIL provides an excellent framework, or ‘knowledge cube’, to enable delivery
and operation of an effective portfolio of value add services to customers that
continually evolve.
Agile provides delivery and management frameworks to enable fast, effective
delivery of services, or products, in constantly evolving environments.
One of the aims of generic IT delivery is reducing lead time. Within ITIL, this
means delivering appropriate services to the customer within the least lead
time between the customer raising a service request and the service
becoming available via service operation.
Agile is excellent at enabling delivery of the right quality of service on time,
on cost in the shortest possible lead times.
Agile focuses on producing ITIL-shaped services within short lead times, or
‘vertical slices’ as they are known. Vertical slicing is the art of decomposing
really big problems into smaller ones so that they can be focused on and
tackled. Within an agile environment, we aim to produce services (or
digestible service vertical slices) within weeks at best and months at worst.
Agile thinking can and should be applied across the whole of the ITIL
framework to ensure that the lead time from the customer’s perspective is
as short as possible. In other words, apply agile excellence to improve the
whole service delivery system, not parts of the service delivery system.
However, a typical place to start integrating agile and ITIL is within Service
Design and Service Transition; in essence, delivering the changed service in
an agile way.
Only focusing agile into one part of ITIL in this way does run the risk that,
from the customers perspective, the overall service delivery chain (gathering
business requirements through to making the service operational) may still
take too long - even though the delivery capability within Service Design and
Transition is agile and delivers ‘vertical slices’ very quickly. In other words,
just changing one part of the delivery chain may or may not benefit the
customer.
If we do focus the initial agile transformation into the service delivery area
between Design and Transition, then the projects, programmes and portfolios
that deliver changed services can all be focused and improved by using agile.
06

This is where agile within the IT industry has been traditionally focused up
to this point. There are many case studies and statistics that prove the
effectiveness and benefits associated with agile projects, programmes and
product portfolios. One example of an agile framework that could be
utilised is Scrum. Scrum is probably the most implemented agile
framework worldwide.
Scrum creates a product backlog of service requirements that are delivered
to operations in vertical slices via sprints (weeks), or releases (months).
Scrum forms integrated self-organising teams. Rather than having teams
organised into ITIL component smokestacks, the teams are focused across
ITIL so they can deliver vertical slices of services quickly and effectively.
Conclusion
• Agile is a set of management and delivery frameworks that enable delivery
within complicated, complex or anarchic environments.
• The ITIL framework provides the world class, best practice service
management knowledge cube.
• ITIL is largely designed to be inspected and adapted. So we can implement
agile thinking (the values and principles) at the heart of how we deliver and
manage delivery within the organisation, and then use ITIL as a
knowledge cube.
• Agile enables fast delivery of ITIL-shaped services, by focusing delivery of
ITIL services in an agile way.
• To be agile, organisations and the people within them must have the
courage and discipline to be agile. This is generally not easy to implement,
however the benefits are huge.
This white paper is a short overview of how agile can support ITIL and vice
versa; it is not intended to provide all the answers. However one thing to
consider is that, if what we are doing now is perfect, then let’s keep doing it;
if what we’re doing now isn’t perfect, then we need to change and try
something else.
Combining agile and ITIL creates a world class, service delivery capability
that has the excellence and robustness of ITIL with the delivery and
governance capability to deliver services within short/appropriate lead times.
Key references
agilemanifesto.org
Agile Project and Service Management: delivering IT Services using ITIL,
Prince2 and DSDM Atern: Dorothy J Tudor
‘And you actually want to go live with that’
Presentation Project Challenge 2010 : Dorothy J Tudor
www.best-management-practice.com/IT-Service-Management-ITIL
NB. in the Agile Manifesto Values and Principles listed above the word ‘software’ from the
original definition has been changed to ‘product’ throughout as agile is now used in diverse
delivery environments, not just software.
07

About the author
Peter Measey is the CEO of RADTAC Ltd, a world leading provider of agile
training, consulting, software delivery and culture change services.
With over 30 years’ experience as a project and programme manager,
consultant, facilitator, trainer and coach, Peter has specialised in the agile
market since 1994. He works worldwide with numerous global
organisations and has written many white papers on agile and presented
at numerous conferences.
Peter is a Certified Scrum Trainer, member of the BCS Agile Committee,
Project Management Institute Agile Certified Practitioner, Certified DSDM
trainer, Certified APMG Agile Project Management trainer and Certified
Prince2 Practitioner, and is Certified within Lean IT Foundation.
About BCS
We help global enterprise align its IT resource with strategic business goals.
We work with organisations to develop people, forge culture and create IT
capabilities fit to not only lead business change but to meet companywide
objectives and deliver competitive advantage.
IT has been gaining momentum within global business for decades and
we’ve been there from the beginning, nurturing talent and shaping the
profession into the powerhouse that’s now driving our digital world. Today
organisations partner with us to exploit our unique insight and independent
experience as we continue to set the standards of performance and
professionalism in the industry.

Call us on +44 (0) 1793 417 755 or visit us at enterprise.bcs.org

BCS The Chartered Institute for IT
First Floor Block D North Star House North Star Avenue Swindon SN2 1FA
T +44 (0) 1793 417 755 enterprise.bcs.org
© BCS, The Chartered Institute for IT is the business name of The British Computer Society (Registered charity no. 292786) 2013

If you require this document in accessible format please call +44 (0) 1793 417 600

BC450/LD/REP/1013

ITIL® is a registered trademark of the Cabinet Office.
AGILE

Make it work for your business and your people

3

more likely to succeed

times

3

Agile projects are

1

2

64%

Fast
feedback

Flexible
business

Simple
concept

Incremental
delivery

Swift
response

of features delivered
via traditional
project methods are
rarely or never used

THE VALUES
£££

Individuals and interactions
over
processes and tools

Working software
over

comprehensive documentation

CHALLENGES

Customer collaboration
over
contract negotiation

Responding to change
over
following a plan

SUCCESSES

The business benefit

Top barriers to agile adoption
52%

Ability to change organisational culture

41%

General resistance to change

33%

Availability of people with the necessary skills

31%

Management support

26%

Project complexity or size

63%

92%
recommend
agile

78%

average quality
improvement

of stakeholders
more satisfied

BEFORE AND AFTER

61%
cheaper

83%
fewer
defects

24%
faster
delivery

39%
smaller
teams

READY TO GO AGILE?

In an industry that's constantly
changing, you need to help your
people to stay ahead of the game

As The Chartered Institute for IT,
we're always up-to-date with the
latest trends

© BCS, The Chartered Institute for IT, is the business name of
The British Computer Society (Registered charity no. 292786) 2013

We can develop your employees’
skills through our agile certification
programme: bcs.org/agilecertified

Contact us on
+44 (0) 1793 417755
or visit enterprise.bcs.org
and help your team
meet the demands
of tomorrow.

Sources: versionone.com, gist.com, agilemanifesto.org, agileadvice.com, succeedingwithagile.com
BCS Foundation Certificate in Agile Practice course materials
The Internet of Things
It is estimated that by 2020

50

devices will be connected to the internet

billion

2013

There are 200
connectable
things per
person in the
world today

2000

There were around 200 million devices
connected to the internet in the year 2000,
compared with 10 billion in 2013

IN PRACTICE
Technology developments such as inexpensive high-speed networks, the evolution of the
internet, and the introduction of IPv6 are driving the advancement of the Internet of Things:
1. Person to person

Evolution of the internet

3.4x10
more things can

38

2. Person
to machine

Fridges will be
able to plan
menus, create
shopping
lists and check
food expiry dates

now be connected
to the internet
with IPv6

3. Machine to machine

RISKS

System
failure

Farmers can
monitor crops
for temperature,
humidity, pests
and outbreaks
of disease

Cars can track
vehicle wear and
tear, and alert
drivers when
components
need changing

Smart energy grids
allow automatic
detection and repair
of faults and help
with effective use of
sustainable energy

Water metres can
give real-time,
accurate information
about consumption
and detect and
report leaks

Patients can
recuperate in their
own homes,
wearing monitors
that transmit data
back to the hospital

BENEFITS

Attack
vulnerability

WHO STANDS TO BENEFIT?
Through cost savings and
increased revenue, the value of
the Internet of Things over the
next decade will be

$14.4tn

Improved
understanding

Privacy
concerns

1. Manufacturing (27%)

2. Retail (11%)

Four industries stand to
gain more than half of this
total increase:

Increased
revenue

Greater
efficiency

YOU!
This is a real opportunity to evolve your role
and get closer to the end customer. Do you
and your team have the experience and
skills to handle the data from the Internet
of Things?

3. Information services (9%)

4. Finance and insurance (9%)

ARE YOU READY FOR THE INTERNET OF THINGS?

In an industry that's constantly
changing, you need to help your
people to stay ahead of the game

As The Chartered Institute for IT,
we're always up-to-date with the
latest trends

We can develop your employees’
skills so they can make decisions
critical to your business

© BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2013

Contact us on
+44 (0) 1793 417755
or visit enterprise.bcs.org
and help your team
meet the demands
of tomorrow.

Sources: OECD Insights, Cisco, Gartner, The Connected Life, PwC, TechRepublic, BCS IoT Specialist Group
SECURITY

Identify and plug the security skills gap

The business sector accounted for
Incidents by sector
Business

85%

of information security breaches in 2012
Records exposed by sector
Business

60.6%

Government

Government

17.9%

Education

Education

12.0%

Medical

84.7%

Medical

9.5%

12.6%
1.6%
1.1%

THE ISSUE

⅔

senior IT executives
are concerned about
data privacy and
information breaches

In 2012, more than 267 million
data records were compromised in
2,644 reported incidents - up 117%
over the previous year

There are 50,000
victims of cybercrime
every hour

ATTACK

Hacking was the number
one breach type for the second
consecutive year in 2012

DEFENCE

Most common techniques

How breaches occur

0100101010010101
1000101001001111
01001010100101010100101010010101
0100101010010101
1000101001001111

Hacking
(81%)

Malware
(69%)

Physical
attacks
(10%)

Social
tactics
(7%)

THE SKILLS GAP

!
89% say that having qualified

information security staff is a
top priority

92% say staffing issues
contribute to heightened
risk levels

Firewalls

Privilege
misuse
(5%)

?

In 2012, where insiders
were responsible for data
breaches, 56% of incidents
were accidental - the
result of user error and
inadequate training.

Antivirus

Data
encryption

80% believe it is difficult
to find and hire staff that
fit all requirements

Intrusion
prevention

Monitoring
technologies

Do you know how to
identify and fill the skills
gaps in your organisation?

READY TO STAY SECURE?

In an industry that's constantly
changing, you need to help your
people to stay ahead of the game

As The Chartered Institute for IT,
we're always up-to-date with the
latest trends

© BCS, The Chartered Institute for IT, is the business name of
The British Computer Society (Registered charity no. 292786) 2013

We can develop your employees’
skills so they can make decisions
critical to your business

Contact us on
+44 (0) 1793 417755
or visit enterprise.bcs.org
and help your team
meet the demands
of tomorrow.

Sources: ‘Data Breach Overview: An Executive’s Guide to Data Breach Trends in 2012’, mobistealth.com, floridatechonline.com,
siliconrepublic.com, ‘Surviving the Technical Security Skills Crisis’ - Forrester Consulting on behalf of IBM,
‘IT Executives Vision’ - IDG Research Services conducted for HP for 2020 (May 12), ISC Global Information Security Workforce Study 2013

More Related Content

What's hot

Talent2 China_Company Introduction_EN_201508
Talent2 China_Company Introduction_EN_201508Talent2 China_Company Introduction_EN_201508
Talent2 China_Company Introduction_EN_201508
Tiffany TIAN
 
Talent on Demand: Trending "Train-Hire-Deploy" Model by IIHT
Talent on Demand: Trending "Train-Hire-Deploy" Model by IIHTTalent on Demand: Trending "Train-Hire-Deploy" Model by IIHT
Talent on Demand: Trending "Train-Hire-Deploy" Model by IIHT
SuzanP3
 
Adecco Company Presentation
Adecco Company PresentationAdecco Company Presentation
Adecco Company Presentation
Adecco Apeldoorn
 
Adecco Presentation
Adecco PresentationAdecco Presentation
Adecco Presentation
thakurs
 
Directi Campus Recruitment (BizDev)
Directi Campus Recruitment (BizDev)Directi Campus Recruitment (BizDev)
Directi Campus Recruitment (BizDev)
Directi Group
 
Tcs company profile presentation -sample
Tcs company profile presentation  -sampleTcs company profile presentation  -sample
Tcs company profile presentation -sample
Sivaraj Ganapathy
 
Spring Japan Generic Brochure - July 2016
Spring Japan Generic Brochure - July 2016Spring Japan Generic Brochure - July 2016
Spring Japan Generic Brochure - July 2016
Koshiro Iwaya
 
Global Innov Staffing Ppt
Global Innov   Staffing PptGlobal Innov   Staffing Ppt
Global Innov Staffing Ppt
Him Bisht
 

What's hot (20)

Cisco Global HR Breakathon Feb2016
Cisco Global HR Breakathon Feb2016Cisco Global HR Breakathon Feb2016
Cisco Global HR Breakathon Feb2016
 
Accenture recruitment
Accenture recruitmentAccenture recruitment
Accenture recruitment
 
Exellys company brochure
Exellys company brochureExellys company brochure
Exellys company brochure
 
Infosys final
Infosys finalInfosys final
Infosys final
 
Talent2 China_Company Introduction_EN_201508
Talent2 China_Company Introduction_EN_201508Talent2 China_Company Introduction_EN_201508
Talent2 China_Company Introduction_EN_201508
 
Talent on Demand: Trending "Train-Hire-Deploy" Model by IIHT
Talent on Demand: Trending "Train-Hire-Deploy" Model by IIHTTalent on Demand: Trending "Train-Hire-Deploy" Model by IIHT
Talent on Demand: Trending "Train-Hire-Deploy" Model by IIHT
 
Adecco Company Presentation
Adecco Company PresentationAdecco Company Presentation
Adecco Company Presentation
 
i.Realities Corporate Profile
i.Realities Corporate Profilei.Realities Corporate Profile
i.Realities Corporate Profile
 
Tcs ace program
Tcs ace programTcs ace program
Tcs ace program
 
Hire Train Deploy Case Study
Hire Train Deploy Case StudyHire Train Deploy Case Study
Hire Train Deploy Case Study
 
Corporate Brochure_2016-17
Corporate Brochure_2016-17Corporate Brochure_2016-17
Corporate Brochure_2016-17
 
Adecco Creative & Marketing - Client Services
Adecco Creative & Marketing - Client ServicesAdecco Creative & Marketing - Client Services
Adecco Creative & Marketing - Client Services
 
Corporate profile ppt
Corporate profile pptCorporate profile ppt
Corporate profile ppt
 
Adecco Presentation
Adecco PresentationAdecco Presentation
Adecco Presentation
 
Directi Campus Recruitment (BizDev)
Directi Campus Recruitment (BizDev)Directi Campus Recruitment (BizDev)
Directi Campus Recruitment (BizDev)
 
Tcs company profile presentation -sample
Tcs company profile presentation  -sampleTcs company profile presentation  -sample
Tcs company profile presentation -sample
 
Mtc company profile (1)
Mtc  company profile (1)Mtc  company profile (1)
Mtc company profile (1)
 
GLOBAL TALENT MOBILITY
GLOBAL TALENT MOBILITYGLOBAL TALENT MOBILITY
GLOBAL TALENT MOBILITY
 
Spring Japan Generic Brochure - July 2016
Spring Japan Generic Brochure - July 2016Spring Japan Generic Brochure - July 2016
Spring Japan Generic Brochure - July 2016
 
Global Innov Staffing Ppt
Global Innov   Staffing PptGlobal Innov   Staffing Ppt
Global Innov Staffing Ppt
 

Similar to IT Service Management information pack

Itil foundation with case study 2011 edition
Itil foundation with case study 2011 editionItil foundation with case study 2011 edition
Itil foundation with case study 2011 edition
Patchy Chy
 
Role Based Certification Scheme
Role Based Certification SchemeRole Based Certification Scheme
Role Based Certification Scheme
mhalcrow
 

Similar to IT Service Management information pack (20)

ITIL® INTERMEDIATE CAPABILITY OSA_BOOSTurSKILLS
ITIL® INTERMEDIATE CAPABILITY OSA_BOOSTurSKILLSITIL® INTERMEDIATE CAPABILITY OSA_BOOSTurSKILLS
ITIL® INTERMEDIATE CAPABILITY OSA_BOOSTurSKILLS
 
ITIL Foundation Training - A guide to beginners
ITIL Foundation Training - A guide to beginners ITIL Foundation Training - A guide to beginners
ITIL Foundation Training - A guide to beginners
 
Itil foundation
Itil foundationItil foundation
Itil foundation
 
ITIl® INTERMEDIATE CAPABILITY SOA
ITIl® INTERMEDIATE CAPABILITY SOAITIl® INTERMEDIATE CAPABILITY SOA
ITIl® INTERMEDIATE CAPABILITY SOA
 
ITIL® INTERMEDIATE LIFECYCLE STREAM
ITIL® INTERMEDIATE LIFECYCLE STREAMITIL® INTERMEDIATE LIFECYCLE STREAM
ITIL® INTERMEDIATE LIFECYCLE STREAM
 
ITIL Foundation Course
ITIL Foundation CourseITIL Foundation Course
ITIL Foundation Course
 
ITIL® INTERMEDIATE LIFECYCLE ST
ITIL® INTERMEDIATE LIFECYCLE  STITIL® INTERMEDIATE LIFECYCLE  ST
ITIL® INTERMEDIATE LIFECYCLE ST
 
ITIL® INTERMEDIATE CAPABILITY STREAM
ITIL® INTERMEDIATE CAPABILITY STREAMITIL® INTERMEDIATE CAPABILITY STREAM
ITIL® INTERMEDIATE CAPABILITY STREAM
 
ITIl® INTERMEDIATE LIFECYCLE SD
ITIl® INTERMEDIATE LIFECYCLE SDITIl® INTERMEDIATE LIFECYCLE SD
ITIl® INTERMEDIATE LIFECYCLE SD
 
ITIL® Intermediate Lifecycle SO
ITIL® Intermediate Lifecycle SOITIL® Intermediate Lifecycle SO
ITIL® Intermediate Lifecycle SO
 
ITIL® EXPERT_ BOOSTurSKILLS Booster Package
ITIL® EXPERT_ BOOSTurSKILLS Booster PackageITIL® EXPERT_ BOOSTurSKILLS Booster Package
ITIL® EXPERT_ BOOSTurSKILLS Booster Package
 
ITIL® INTERMEDIATE LIFECYCLE SS
ITIL® INTERMEDIATE LIFECYCLE SSITIL® INTERMEDIATE LIFECYCLE SS
ITIL® INTERMEDIATE LIFECYCLE SS
 
Building ITIL Training & Communication Plans
Building ITIL Training & Communication PlansBuilding ITIL Training & Communication Plans
Building ITIL Training & Communication Plans
 
ITIL® INTERMEDIATE CAPABILITY RCV _BOOSTurSKILLS
ITIL® INTERMEDIATE CAPABILITY RCV _BOOSTurSKILLSITIL® INTERMEDIATE CAPABILITY RCV _BOOSTurSKILLS
ITIL® INTERMEDIATE CAPABILITY RCV _BOOSTurSKILLS
 
Latest SpireTec Solutions - PPT.pptx
Latest SpireTec Solutions - PPT.pptxLatest SpireTec Solutions - PPT.pptx
Latest SpireTec Solutions - PPT.pptx
 
Merit Event - ITIL Framework
Merit Event - ITIL FrameworkMerit Event - ITIL Framework
Merit Event - ITIL Framework
 
Itil foundation with case study 2011 edition
Itil foundation with case study 2011 editionItil foundation with case study 2011 edition
Itil foundation with case study 2011 edition
 
ITIL® Foundation_BOOSTurSKILLS
ITIL® Foundation_BOOSTurSKILLSITIL® Foundation_BOOSTurSKILLS
ITIL® Foundation_BOOSTurSKILLS
 
ITIL® INTERMEDIATE CAPABILITY PPO_BOOSTurSKILLS
ITIL® INTERMEDIATE CAPABILITY PPO_BOOSTurSKILLSITIL® INTERMEDIATE CAPABILITY PPO_BOOSTurSKILLS
ITIL® INTERMEDIATE CAPABILITY PPO_BOOSTurSKILLS
 
Role Based Certification Scheme
Role Based Certification SchemeRole Based Certification Scheme
Role Based Certification Scheme
 

More from BCS-IT

Organizational efficiencies
Organizational efficienciesOrganizational efficiencies
Organizational efficiencies
BCS-IT
 

More from BCS-IT (17)

Careers in software testing
Careers in software testingCareers in software testing
Careers in software testing
 
Digital skills from BCS
Digital skills from BCSDigital skills from BCS
Digital skills from BCS
 
ITNOW magazine: June 2014 (sample)
ITNOW magazine: June 2014 (sample)ITNOW magazine: June 2014 (sample)
ITNOW magazine: June 2014 (sample)
 
IT Talent Management
IT Talent ManagementIT Talent Management
IT Talent Management
 
Map your IT career
Map your IT careerMap your IT career
Map your IT career
 
Improve your skills with professional certification
Improve your skills with professional certificationImprove your skills with professional certification
Improve your skills with professional certification
 
International skills and competency framework
International skills and competency frameworkInternational skills and competency framework
International skills and competency framework
 
Organizational efficiencies
Organizational efficienciesOrganizational efficiencies
Organizational efficiencies
 
IT user qualifications (for colleges and trainig centres)
IT user qualifications (for colleges and trainig centres)IT user qualifications (for colleges and trainig centres)
IT user qualifications (for colleges and trainig centres)
 
BYOD
BYODBYOD
BYOD
 
Identify and plug the security skills gap
Identify and plug the security skills gapIdentify and plug the security skills gap
Identify and plug the security skills gap
 
Business Analysis
Business AnalysisBusiness Analysis
Business Analysis
 
A countdown to professional success
A countdown to professional successA countdown to professional success
A countdown to professional success
 
Big data
Big data Big data
Big data
 
Personal Development Plan
Personal Development PlanPersonal Development Plan
Personal Development Plan
 
Vocational Qualifications for Digital Skills
Vocational Qualifications for Digital SkillsVocational Qualifications for Digital Skills
Vocational Qualifications for Digital Skills
 
BYOD
BYODBYOD
BYOD
 

Recently uploaded

ch 2 asset classes and financial instrument.ppt
ch 2 asset classes and financial instrument.pptch 2 asset classes and financial instrument.ppt
ch 2 asset classes and financial instrument.ppt
ZawadAmin2
 
zidauu _business communication.pptx /pdf
zidauu _business  communication.pptx /pdfzidauu _business  communication.pptx /pdf
zidauu _business communication.pptx /pdf
zukhrafshabbir
 

Recently uploaded (20)

Hyundai capital 2024 1q Earnings release
Hyundai capital 2024 1q Earnings releaseHyundai capital 2024 1q Earnings release
Hyundai capital 2024 1q Earnings release
 
Special Purpose Vehicle (Purpose, Formation & examples)
Special Purpose Vehicle (Purpose, Formation & examples)Special Purpose Vehicle (Purpose, Formation & examples)
Special Purpose Vehicle (Purpose, Formation & examples)
 
tekAura | Desktop Procedure Template (2016)
tekAura | Desktop Procedure Template (2016)tekAura | Desktop Procedure Template (2016)
tekAura | Desktop Procedure Template (2016)
 
Pitch Deck Teardown: Terra One's $7.5m Seed deck
Pitch Deck Teardown: Terra One's $7.5m Seed deckPitch Deck Teardown: Terra One's $7.5m Seed deck
Pitch Deck Teardown: Terra One's $7.5m Seed deck
 
MichaelStarkes_UncutGemsProjectSummary.pdf
MichaelStarkes_UncutGemsProjectSummary.pdfMichaelStarkes_UncutGemsProjectSummary.pdf
MichaelStarkes_UncutGemsProjectSummary.pdf
 
How to refresh to be fit for the future world
How to refresh to be fit for the future worldHow to refresh to be fit for the future world
How to refresh to be fit for the future world
 
Creative Ideas for Interactive Team Presentations
Creative Ideas for Interactive Team PresentationsCreative Ideas for Interactive Team Presentations
Creative Ideas for Interactive Team Presentations
 
ch 2 asset classes and financial instrument.ppt
ch 2 asset classes and financial instrument.pptch 2 asset classes and financial instrument.ppt
ch 2 asset classes and financial instrument.ppt
 
Powers and Functions of CPCB - The Water Act 1974.pdf
Powers and Functions of CPCB - The Water Act 1974.pdfPowers and Functions of CPCB - The Water Act 1974.pdf
Powers and Functions of CPCB - The Water Act 1974.pdf
 
Raising Seed Capital by Steve Schlafman at RRE Ventures
Raising Seed Capital by Steve Schlafman at RRE VenturesRaising Seed Capital by Steve Schlafman at RRE Ventures
Raising Seed Capital by Steve Schlafman at RRE Ventures
 
How Do Venture Capitalists Make Decisions?
How Do Venture Capitalists Make Decisions?How Do Venture Capitalists Make Decisions?
How Do Venture Capitalists Make Decisions?
 
Unleash Data Power with EnFuse Solutions' Comprehensive Data Management Servi...
Unleash Data Power with EnFuse Solutions' Comprehensive Data Management Servi...Unleash Data Power with EnFuse Solutions' Comprehensive Data Management Servi...
Unleash Data Power with EnFuse Solutions' Comprehensive Data Management Servi...
 
zidauu _business communication.pptx /pdf
zidauu _business  communication.pptx /pdfzidauu _business  communication.pptx /pdf
zidauu _business communication.pptx /pdf
 
Copyright: What Creators and Users of Art Need to Know
Copyright: What Creators and Users of Art Need to KnowCopyright: What Creators and Users of Art Need to Know
Copyright: What Creators and Users of Art Need to Know
 
How to Maintain Healthy Life style.pptx
How to Maintain  Healthy Life style.pptxHow to Maintain  Healthy Life style.pptx
How to Maintain Healthy Life style.pptx
 
FEXLE- Salesforce Field Service Lightning
FEXLE- Salesforce Field Service LightningFEXLE- Salesforce Field Service Lightning
FEXLE- Salesforce Field Service Lightning
 
Sedex Members Ethical Trade Audit (SMETA) Measurement Criteria
Sedex Members Ethical Trade Audit (SMETA) Measurement CriteriaSedex Members Ethical Trade Audit (SMETA) Measurement Criteria
Sedex Members Ethical Trade Audit (SMETA) Measurement Criteria
 
A Brief Introduction About Jacob Badgett
A Brief Introduction About Jacob BadgettA Brief Introduction About Jacob Badgett
A Brief Introduction About Jacob Badgett
 
Making Sense of Tactile Indicators: A User-Friendly Guide
Making Sense of Tactile Indicators: A User-Friendly GuideMaking Sense of Tactile Indicators: A User-Friendly Guide
Making Sense of Tactile Indicators: A User-Friendly Guide
 
TriStar Gold Corporate Presentation May 2024
TriStar Gold Corporate Presentation May 2024TriStar Gold Corporate Presentation May 2024
TriStar Gold Corporate Presentation May 2024
 

IT Service Management information pack

  • 1. IT service management and ITIL® BCS, The Chartered Institute for IT, has been at the forefront of ITIL’s development and growth, delivering over 300,000 certifications around the world since 2000. We understand the support needed for processes like service desk, problem management, configuration management and service level management. The Institute’s IT service management and ITIL certification embraces the ITIL scheme. It also includes our own Specialist certification, which draws on a broader range of best practice, enabling job specific skill development by focusing on individual roles within service management. www.bcs.org/servicemanagement
  • 2. IT service management career path This career path illustrates the potential career progression you can make in IT service management. It recognises the importance of certification and experience, and provides a high level alignment with SFIAplus and the Institute’s membership grades. This diagram summarises the characteristics and development needs that support your career in IT service management. For a more detailed career path visit www.bcs.org/servicemanagement SFIAplus level 7 Typical experience 15+ years Characteristics of level BCS professional certification Likely to: be working at executive board level for a large service management company Development needs Career transitions Business management experience As you progress along a particular career path, you are likely to develop interests and experience in other areas of IT and, having gained the necessary competencies, you may wish to change the direction of your career. Strategic planning Typical job titles: service director Fellow Typical experience: evidence of acting as director for significant service management function 6 10+ years Likely to: have full responsibility for a significant service management function ITIL Master 5 6-10 years Likely to: manage a service management function and initiate and manage improvements Typical job titles: service manager Typical experience: evidence of service design or improvement 4-7 years Once requisite ITIL certification is completed and enough credits earned, IT professionals are eligible to apply for the ITIL Expert award. Intermediate Certificate in Managing Across the Lifecycle Likely to: design service management processes and review activities and performance Specialist and intermediate certificates as appropriate: Intermediate ITIL Lifecycle or Capability modules Typical experience: evidence of service design or installation 3 3-4 years Likely to: be fully competent on a service desk and supervise service desk team members Typical job titles: service desk lead Typical experience: evidence of team leading 2 1-2 years Likely to: be fully competent on a service desk Typical job titles: service desk support Likely to: operate on a service desk Typical job titles: service desk trainee Typical experience: evidence of working on service desk Career starting point When appropriate, progression should be made to Chartered status and ITIL Master Further practitioner and higher certification Seek to undertake: • management of service management function • wider experience • higher level interaction BCS Specialist certificates ITIL Foundation Certificate in IT Service Management Foundation Plus Certificate in Problem and Incident Management (Kepner Tregoe®) ISO/IEC 20000: IT Service Management Foundation Certificate Institute membership provides services and benefits to support your career development Typical experience: full competence on service desk 1 Seek to undertake/develop: • increased responsibility and authority • increased project management • improve soft and consulting skills Review SFIAplus for guidance on developing your career ahead of taking specific certification Practitioner certificates Seek to undertake/develop: • team leader role • wider experience/expertise in specialist areas • service design knowledge Foundation certification Seek to undertake/develop: • team leader role • wider experience • expertise in specialist areas Seek to gain experience in operating organisational processes for a service desk • • • • • Your career progression Chartered Professional • Solution development • Software testing Chartered Professional is awarded on the basis of knowledge, experience and professionalism Typical job titles: service management architect Professional Typically: Possibly: 4 Associate Preparation for significant IT management role Continued technology lead Typical job titles: service manager/director Typical experience: evidence of significant service management experience and leadership The typical and possible transitions into and out of this career path are indicated below. Project management and support (PPSO) IT management IS consultancy Software asset management Information security The following certification will help you develop your knowledge for more senior roles in IT service management, or in preparation for a transition to another career path: Foundation • • • • Green IT Systems Development Software Testing Information Security Other industry professional certification is available and will be relevant to you as your career progresses.
  • 3. IT service management Successful service management is a crucial requirement in today’s fast-paced IT dependent organisations. Employers are under pressure to increase productivity while reducing costs, and effective service management is the key to delivering an efficient and reliable service. THE BENEFITS IT service management and ITIL certification Through the Institute’s IT service management and ITIL certifications, IT professionals learn how to deliver, support and manage IT services in an effective and efficient way. Foundation ITIL – IT Service Management Kepner Tregoe® ITSM in Problem and Incident Management Specialist certification Service Desk and Incident Management Change Management Service Level Management Business Relationship Management Problem Management Supplier Management ISO/IEC 20000: IT Service Management Our Specialist certification focuses on a single IT service management process, providing detailed information about how the particular process operates within an organisation. They are endorsed as ITIL Complementary Products and each attract 1.5 credits towards the ITIL Expert award. They draw on a broad range of best practice in IT service management including ITIL, COBIT®, ISO/IEC 20000 and SFIA/SFIAplus. Intermediate ITIL Lifecycle modules ITIL Capability modules ITIL – Managing Across the Lifecycle Once requisite ITIL certification has been successfully completed and enough credits earned, IT professionals are eligible to apply for the ITIL Expert award. Higher ITIL Master For service management professionals • Available at all levels so you can demonstrate your knowledge as your career progresses • Industry relevant and mapped directly to SFIAplus – highly relevant to your career path • Specialist certificates provide recognition for job specific skills and knowledge • Internationally recognised • BCS membership available supporting self-initiated professional development For employers • Industry-relevant certification to support your organisation • Employees gain skills that increase their value to the business • Knowledge can be instantly applied to improve current processes and working practices • Aligned with SFIAplus providing a clear development path • Supports your organisation to retain, motivate and recruit the best people in service management For training providers • Opportunity to develop complete portfolio of service management training courses • Specialist certification provides follow on course options for Foundation candidates • Access to a global market which recognises professional certification from the Institute • Institute endorsement for your business • Examinations available online enabling detailed analysis of results and trends Find out more at www.bcs.org/servicemanagement About BCS, The Chartered Institute for IT Our mission as BCS, The Chartered Institute for IT, is to enable the information society. We’re championing the global IT profession by giving practitioners the professional development and career support they deserve. Through our extensive certification and professional development portfolio, we continue to set professional standards and raise levels of competence and professionalism in the industry. As the professional body for IT, we’ve an unrivalled insight into the industry and are ideally placed to guide IT professionals through their career and provide employers with expertly trained employees that add real value to their business. Become a BCS Accredited Training Partner The ITIL approach to IT service management has been adopted around the world with thousands of candidates sitting ITIL exams every month. Don’t miss out on this global opportunity – become part of our international network of training providers and enjoy the benefits that the Institute’s endorsement can bring to your business. You must be accredited by us to deliver our certification so apply for accreditation today. www.bcs.org/trainingpartner BCS The Chartered Institute for IT First Floor Block D North Star House North Star Avenue Swindon SN2 1FA T +44 (0) 1793 417 655 E certifications@hq.bcs.org.uk www.bcs.org/certifications © BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2012 If you require this document in accessible format please call +44 (0) 1793 417 600 01792/PDS/LEAF/0812 ITIL® is a registered trade mark of the Cabinet Office. COBIT® is a trademark of the Information Systems Audit and Control Association and the IT Governance Institute. Kepner-Tregoe® is a registered trademark of Kepner-Tregoe, Inc.
  • 4. SFIAplus The IT skills, training and development standard Category Skill Code Level 1 2 3 4 5 6 7 4 5 5 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 7 7 7 Strategy and architecture Information strategy Advice and guidance Business strategy and planning Technical strategy and planning IT governance Information management Information systems coordination Information security Information assurance Information analysis Information content publishing Consultancy Technical specialism Research Innovation Business process improvement Enterprise and business architecture development Business risk management Sustainable strategy Emerging technology monitoring Continuity management Software development process improvement Sustainability management for IT Network planning Solution architecture Data management Methods and tools GOVN IRMG ISCO SCTY INAS INAN ICPM CNSL TECH RSCH INOV BPRE STPL BURM SUST EMRG COPL SPIM SUMI NTPL ARCH DATM METL 3 1 2 3 3 3 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 7 7 7 Business change management Relationship management Skills management Human factors Installation and integration 6 6 6 6 6 6 Service design Service transition Service operation Skill A recognizable area of IT competence within the workplace. Eight detailed SFIAplus topics related to the Skill. (See example below) Included to help with Skill identification. Level The degree of responsibility that an IT practitioner exercises. Task A Skill at a Level. Task component 7 Skills are grouped for convenience into categories and subcategories describing broad areas of work. Code Six additional SFIAplus components defining the Task. (See example below) What’s in the ‘plus’? Portfolio management Program management Project management Portfolio, program and project support Business analysis Requirements definition and management Business process testing Change implementation planning and management Organization design and implementation Benefits management Business modelling Sustainability assessment Stakeholder relationship management Learning and development management Learning and development assessment Learning design and development Learning delivery Teaching and subject formation Resourcing Professional development POMG PGMG PRMG PROF BUAN REQM BPTS CIPM ORDI BENM BSMO SUAS RLMT ETMG LEDA TMCR ETDL TEAC RESC PDSV 5 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 6 6 6 6 6 6 7 7 7 Systems development management Data analysis System design Network design Database/repository design Programming/software development Animation development Safety engineering Sustainability engineering Information content authoring Testing User experience analysis Ergonomic design User experience evaluation Human factors integration Systems integration Porting/software integration Systems installation/decommissioning DLMG DTAN DESN NTDS DBDS PROG ADEV SFEN SUEN INCA TEST UNAN HCEV USEV HFIN SINT PORT HSIN 2 2 4 4 2 2 1 1 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 3 3 3 4 4 4 2 2 2 2 1 2 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 IT management Financial management for IT Capacity management Availability management Service level management Service acceptance Configuration management Asset management Change management Release and deployment System software Security administration Radio frequency engineering Application support IT operations Database administration Storage management Network support Problem management Service desk and incident management IT estate management ITMG FMIT CPMG AVMT SLMO SEAC CFMG ASMG CHMG RELM SYSP SCAD RFEN ASUP ITOP DBAD STMG NTAS PBMG USUP DCMA 2 2 3 2 1 3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2 1 2 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 The SFIA Task covers Title, Description and Code. For each SFIA Task, SFIAplus offers six additional Task components. 4 5 6 7 Examples of the additional Skill resources and Task components for Project management at level 5 are given below. Skill resources 7 7 6 6 6 6 The SFIA Skill covers Title, Description and Code. For each SFIA Skill, SFIAplus includes eight additional Skill resources. Project management • • • • • • • • Related functions Technical overview, including typical tools and techniques Overview of training, development and qualifications Careers and jobs Professional bodies Standards and codes of practice Communities and events Publications and resources Each Skill resource provides in depth information to support development planning, for example the Skill resource for Professional bodies gives details of: 7 • Project Management Institute www.pmi.org • Association for Project Management www.apm.org.uk • BCS, The Chartered Institute for IT www.bcs.org Task components 6 6 6 6 6 6 6 6 6 6 6 6 7 6 6 6 6 6 6 6 6 6 6 These provide an extra level of detail about what is expected from an individual working at this level. Some examples taken from the additional Task components for Project management at level 5 are shown below: • Background: has gained experience (typically four years with some at level 4) in any SFIA Skill which involves project work • Work activities: includes leadership, estimating and managing the change control procedure • Knowledge and skills: includes analytical thinking, project risk management and contract negotiation • Training activities: includes business case preparation, project definition, planning and risk management and an introduction to systems development, including development life cycles • Professional development: includes research assignments, acting as a mentor and increasing knowledge of broader IT issues through reading or attending seminars • Qualifications: BCS IS Project Management certificate (Advanced Level) would support career progression and skill development 7 Service management Service strategy Find out more at www.bcs.org/na Skill resource 7 7 7 Solution development and implementation Systems development SFIAplus contains the SFIA framework of IT skills plus detailed training and development resources. The result is the most established and widely adopted IT skills, training and development model that reflects current industry needs. The standard enables employers and IT practitioners to identify career paths and plan training and development. Category, Subcategory Business change Business change implementation The Skills Framework for the Information Age (SFIA) is an international skills and competency framework that describes IT roles and the skills needed for them. It is supported by companies, government and academic institutions around the globe. It is adopted in a growing number of countries. 7 6 6 ‘SFIAplus offered the flexibility to tailor roles to the specific needs of our employees. We now have a basis on which to build future talent management programs.’ Gene Bernier Director of ITS Program Management Office Kimberly Clark 6 Find out more at www.bcs.org/na 6 Procurement and management support Quality and conformance Procurement Supplier relationship management Contract management Quality management Quality assurance Quality standards Conformance review Safety assessment Technology audit PROC SURE ITCM QUMG QUAS QUST CORE SFAS TAUD Marketing Selling Account management Sales support Client services management MKTG SALE ACMG SSUP CSMG 2 2 3 3 3 3 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 5 5 5 5 5 6 6 6 6 6 Client interface Sales and marketing Client support © BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2013 3 1 2 4 4 3 3 4 4 7 7 7 7 BC337/LD/POST/0813 Supply management
  • 5. Agile and ITIL® And how they integrate enterprise.bcs.org
  • 6. 02 Agile and ITIL® And how they integrate Introduction Within the world of method frameworks it is very easy to become polarised on one specific framework and become a ‘fundamentalist’ on that one single method. Method fundamentalism leads to people focusing on why all other method frameworks are wrong and theirs is right, rather than a focus on how integrated method frameworks can enable excellent delivery (which is the whole point of having them). Most method frameworks have something to offer and, via inspection and adaption, they can normally co-exist. This whitepaper discusses the integration of agile with ITIL (Information Technology Infrastructure Library). What is agile? There are a number of agile frameworks that in essence are about delivery of values to the customer in the shortest timescales. In many cases, in the ITIL world, agile means on time and cost delivery of fit for purpose services. What is ITIL? ITIL is part of the Best Management Practice (BMP) family of frameworks, a family of management and delivery frameworks that have been built from learned best practice, covering complimentary topics such as Portfolio, Programme and Project and Service Management. A closer look at agile Agile delivery and management frameworks have been evolving since the mid-1980s to enable delivery in constantly changing environments. Agile frameworks, of which there are many, align to an Agile Manifesto that defines agile values and core principles (more on the principles later). These values and principles must be aligned to, for the framework to be considered agile. The agile values stated in the Agile Manifesto are: • • • • Individuals and interactions over processes and tools Working products over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile recognises that while there is value in the items on the right (e.g. processes and tools), we value the items on the left more (e.g. individuals and interactions).
  • 7. 03 Agile does not however expect everyone to be a genius and know everything about everything. Therefore, depending on the complexity of a delivery environment, it is essential that people have reference to a ‘knowledge cube’; either another person who can coach them or a set of reference information from other people’s experiences and best practice (such as the Information Technology Infrastructure Library). Not all environments require standards and guidance, some are very simple. Within the agile world we start with the basic agile framework and then inspect and adapt-in any other process or document that is required into our delivery approach, but only if the process or document clearly demonstrates value to the customer. Sadly what often happens when the BMP frameworks such as ITIL are used, is that they are used far too strictly and it becomes a case of delivering the framework for the framework’s sake rather than focusing on delivering the service in a suitability adapted ITIL implementation. Agile is designed for use in complicated, complex or anarchic environments where the environment changes regularly. This fits very well with the intent of ITIL to continually improve, and also with the intent of the ITIL framework to be customised to the real world environment. Here are the 12 agile principles we mentioned earlier: Twelve Agile Manifesto Principles 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable product. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working product frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working product is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity – the art of maximising the amount of work not done – is essential. 11. The best architectures, requirements, and designs emerge from self-organising teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.
  • 8. 04 For an agile environment to be created, the people and the organisation must have the courage to implement the agile values and principles in a disciplined way. A closer look at ITIL First a quote from ITIL... ‘ITIL is used by many hundreds of organisations around the world and offers best-practice guidance to all types of organisation that provide services. ITIL is not a standard that has to be followed; it is guidance that should be read and understood, and used to create value for the service provider and its customers. Organisations are encouraged to adopt ITIL best practices and to adapt them to work in their specific environments in ways that meet their needs.’ ITIL is a very detailed framework that provides comprehensive guidance on how requirements are received from customers and then delivered as services back to customers. It deals with the whole service value chain for how to shape a service delivery organisation. ITIL doesn’t deliver products, it delivers services that make sense to the customer, and that have value to the customer. ITIL contains five key components: 1. 2. 3. 4. 5. Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Components 2, 3 and 4 all continually evolve around component 1, the Service Strategy, and the services are continually measured and improved via Continual Service Improvement. To give a bit more of a practical example of ITIL, let’s take a look at a simplified possible ITIL workflow: 1. 2. 3. 4. 5. 6. 7. 8. Customer raises service request; Service Operation (via Service Desk) contacts Operations, Applications and Technical Management to get their view on the request informed by the Service Management Knowledge System; Request For Change goes to the Change Advisory Board; Authorised changes go to Service Design; Service Design designs new service based on requirements from Service Strategy, existing SLAs and supplier contracts; The design for the new/changed service goes to Service Transition who provide the new or changed service back to Service Operation; Continual Service Improvement looks at metrics and feedback to improve services; Service Strategy feeds every other component.
  • 9. 05 This continuous cycle ensures that services are provided to customers that evolve over time, and are focused on provision of valuable services that are operated effectively. How do agile and ITIL integrate? ITIL provides an excellent framework, or ‘knowledge cube’, to enable delivery and operation of an effective portfolio of value add services to customers that continually evolve. Agile provides delivery and management frameworks to enable fast, effective delivery of services, or products, in constantly evolving environments. One of the aims of generic IT delivery is reducing lead time. Within ITIL, this means delivering appropriate services to the customer within the least lead time between the customer raising a service request and the service becoming available via service operation. Agile is excellent at enabling delivery of the right quality of service on time, on cost in the shortest possible lead times. Agile focuses on producing ITIL-shaped services within short lead times, or ‘vertical slices’ as they are known. Vertical slicing is the art of decomposing really big problems into smaller ones so that they can be focused on and tackled. Within an agile environment, we aim to produce services (or digestible service vertical slices) within weeks at best and months at worst. Agile thinking can and should be applied across the whole of the ITIL framework to ensure that the lead time from the customer’s perspective is as short as possible. In other words, apply agile excellence to improve the whole service delivery system, not parts of the service delivery system. However, a typical place to start integrating agile and ITIL is within Service Design and Service Transition; in essence, delivering the changed service in an agile way. Only focusing agile into one part of ITIL in this way does run the risk that, from the customers perspective, the overall service delivery chain (gathering business requirements through to making the service operational) may still take too long - even though the delivery capability within Service Design and Transition is agile and delivers ‘vertical slices’ very quickly. In other words, just changing one part of the delivery chain may or may not benefit the customer. If we do focus the initial agile transformation into the service delivery area between Design and Transition, then the projects, programmes and portfolios that deliver changed services can all be focused and improved by using agile.
  • 10. 06 This is where agile within the IT industry has been traditionally focused up to this point. There are many case studies and statistics that prove the effectiveness and benefits associated with agile projects, programmes and product portfolios. One example of an agile framework that could be utilised is Scrum. Scrum is probably the most implemented agile framework worldwide. Scrum creates a product backlog of service requirements that are delivered to operations in vertical slices via sprints (weeks), or releases (months). Scrum forms integrated self-organising teams. Rather than having teams organised into ITIL component smokestacks, the teams are focused across ITIL so they can deliver vertical slices of services quickly and effectively. Conclusion • Agile is a set of management and delivery frameworks that enable delivery within complicated, complex or anarchic environments. • The ITIL framework provides the world class, best practice service management knowledge cube. • ITIL is largely designed to be inspected and adapted. So we can implement agile thinking (the values and principles) at the heart of how we deliver and manage delivery within the organisation, and then use ITIL as a knowledge cube. • Agile enables fast delivery of ITIL-shaped services, by focusing delivery of ITIL services in an agile way. • To be agile, organisations and the people within them must have the courage and discipline to be agile. This is generally not easy to implement, however the benefits are huge. This white paper is a short overview of how agile can support ITIL and vice versa; it is not intended to provide all the answers. However one thing to consider is that, if what we are doing now is perfect, then let’s keep doing it; if what we’re doing now isn’t perfect, then we need to change and try something else. Combining agile and ITIL creates a world class, service delivery capability that has the excellence and robustness of ITIL with the delivery and governance capability to deliver services within short/appropriate lead times. Key references agilemanifesto.org Agile Project and Service Management: delivering IT Services using ITIL, Prince2 and DSDM Atern: Dorothy J Tudor ‘And you actually want to go live with that’ Presentation Project Challenge 2010 : Dorothy J Tudor www.best-management-practice.com/IT-Service-Management-ITIL NB. in the Agile Manifesto Values and Principles listed above the word ‘software’ from the original definition has been changed to ‘product’ throughout as agile is now used in diverse delivery environments, not just software.
  • 11. 07 About the author Peter Measey is the CEO of RADTAC Ltd, a world leading provider of agile training, consulting, software delivery and culture change services. With over 30 years’ experience as a project and programme manager, consultant, facilitator, trainer and coach, Peter has specialised in the agile market since 1994. He works worldwide with numerous global organisations and has written many white papers on agile and presented at numerous conferences. Peter is a Certified Scrum Trainer, member of the BCS Agile Committee, Project Management Institute Agile Certified Practitioner, Certified DSDM trainer, Certified APMG Agile Project Management trainer and Certified Prince2 Practitioner, and is Certified within Lean IT Foundation.
  • 12. About BCS We help global enterprise align its IT resource with strategic business goals. We work with organisations to develop people, forge culture and create IT capabilities fit to not only lead business change but to meet companywide objectives and deliver competitive advantage. IT has been gaining momentum within global business for decades and we’ve been there from the beginning, nurturing talent and shaping the profession into the powerhouse that’s now driving our digital world. Today organisations partner with us to exploit our unique insight and independent experience as we continue to set the standards of performance and professionalism in the industry. Call us on +44 (0) 1793 417 755 or visit us at enterprise.bcs.org BCS The Chartered Institute for IT First Floor Block D North Star House North Star Avenue Swindon SN2 1FA T +44 (0) 1793 417 755 enterprise.bcs.org © BCS, The Chartered Institute for IT is the business name of The British Computer Society (Registered charity no. 292786) 2013 If you require this document in accessible format please call +44 (0) 1793 417 600 BC450/LD/REP/1013 ITIL® is a registered trademark of the Cabinet Office.
  • 13. AGILE Make it work for your business and your people 3 more likely to succeed times 3 Agile projects are 1 2 64% Fast feedback Flexible business Simple concept Incremental delivery Swift response of features delivered via traditional project methods are rarely or never used THE VALUES £££ Individuals and interactions over processes and tools Working software over comprehensive documentation CHALLENGES Customer collaboration over contract negotiation Responding to change over following a plan SUCCESSES The business benefit Top barriers to agile adoption 52% Ability to change organisational culture 41% General resistance to change 33% Availability of people with the necessary skills 31% Management support 26% Project complexity or size 63% 92% recommend agile 78% average quality improvement of stakeholders more satisfied BEFORE AND AFTER 61% cheaper 83% fewer defects 24% faster delivery 39% smaller teams READY TO GO AGILE? In an industry that's constantly changing, you need to help your people to stay ahead of the game As The Chartered Institute for IT, we're always up-to-date with the latest trends © BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2013 We can develop your employees’ skills through our agile certification programme: bcs.org/agilecertified Contact us on +44 (0) 1793 417755 or visit enterprise.bcs.org and help your team meet the demands of tomorrow. Sources: versionone.com, gist.com, agilemanifesto.org, agileadvice.com, succeedingwithagile.com BCS Foundation Certificate in Agile Practice course materials
  • 14. The Internet of Things It is estimated that by 2020 50 devices will be connected to the internet billion 2013 There are 200 connectable things per person in the world today 2000 There were around 200 million devices connected to the internet in the year 2000, compared with 10 billion in 2013 IN PRACTICE Technology developments such as inexpensive high-speed networks, the evolution of the internet, and the introduction of IPv6 are driving the advancement of the Internet of Things: 1. Person to person Evolution of the internet 3.4x10 more things can 38 2. Person to machine Fridges will be able to plan menus, create shopping lists and check food expiry dates now be connected to the internet with IPv6 3. Machine to machine RISKS System failure Farmers can monitor crops for temperature, humidity, pests and outbreaks of disease Cars can track vehicle wear and tear, and alert drivers when components need changing Smart energy grids allow automatic detection and repair of faults and help with effective use of sustainable energy Water metres can give real-time, accurate information about consumption and detect and report leaks Patients can recuperate in their own homes, wearing monitors that transmit data back to the hospital BENEFITS Attack vulnerability WHO STANDS TO BENEFIT? Through cost savings and increased revenue, the value of the Internet of Things over the next decade will be $14.4tn Improved understanding Privacy concerns 1. Manufacturing (27%) 2. Retail (11%) Four industries stand to gain more than half of this total increase: Increased revenue Greater efficiency YOU! This is a real opportunity to evolve your role and get closer to the end customer. Do you and your team have the experience and skills to handle the data from the Internet of Things? 3. Information services (9%) 4. Finance and insurance (9%) ARE YOU READY FOR THE INTERNET OF THINGS? In an industry that's constantly changing, you need to help your people to stay ahead of the game As The Chartered Institute for IT, we're always up-to-date with the latest trends We can develop your employees’ skills so they can make decisions critical to your business © BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2013 Contact us on +44 (0) 1793 417755 or visit enterprise.bcs.org and help your team meet the demands of tomorrow. Sources: OECD Insights, Cisco, Gartner, The Connected Life, PwC, TechRepublic, BCS IoT Specialist Group
  • 15. SECURITY Identify and plug the security skills gap The business sector accounted for Incidents by sector Business 85% of information security breaches in 2012 Records exposed by sector Business 60.6% Government Government 17.9% Education Education 12.0% Medical 84.7% Medical 9.5% 12.6% 1.6% 1.1% THE ISSUE ⅔ senior IT executives are concerned about data privacy and information breaches In 2012, more than 267 million data records were compromised in 2,644 reported incidents - up 117% over the previous year There are 50,000 victims of cybercrime every hour ATTACK Hacking was the number one breach type for the second consecutive year in 2012 DEFENCE Most common techniques How breaches occur 0100101010010101 1000101001001111 01001010100101010100101010010101 0100101010010101 1000101001001111 Hacking (81%) Malware (69%) Physical attacks (10%) Social tactics (7%) THE SKILLS GAP ! 89% say that having qualified information security staff is a top priority 92% say staffing issues contribute to heightened risk levels Firewalls Privilege misuse (5%) ? In 2012, where insiders were responsible for data breaches, 56% of incidents were accidental - the result of user error and inadequate training. Antivirus Data encryption 80% believe it is difficult to find and hire staff that fit all requirements Intrusion prevention Monitoring technologies Do you know how to identify and fill the skills gaps in your organisation? READY TO STAY SECURE? In an industry that's constantly changing, you need to help your people to stay ahead of the game As The Chartered Institute for IT, we're always up-to-date with the latest trends © BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2013 We can develop your employees’ skills so they can make decisions critical to your business Contact us on +44 (0) 1793 417755 or visit enterprise.bcs.org and help your team meet the demands of tomorrow. Sources: ‘Data Breach Overview: An Executive’s Guide to Data Breach Trends in 2012’, mobistealth.com, floridatechonline.com, siliconrepublic.com, ‘Surviving the Technical Security Skills Crisis’ - Forrester Consulting on behalf of IBM, ‘IT Executives Vision’ - IDG Research Services conducted for HP for 2020 (May 12), ISC Global Information Security Workforce Study 2013