In this eBook, we will uncover the specifics of how a
hybrid cloud solution can transform IT management so
that you can become the leader your business needs.
We will compare traditional and hybrid requirements with
respect to three critical areas: how you’ll govern the
system, the management tools you’ll need, and what
your management opportunities will be.
Service level agreement in cloud computing an overviewDr Neelesh Jain
In the presentation overview of Service Level Agreement in Cloud Computing is discussed. Also introduction to Cloud Computing, and its benefits are too discussed.
In this eBook, we will uncover the specifics of how a
hybrid cloud solution can transform IT management so
that you can become the leader your business needs.
We will compare traditional and hybrid requirements with
respect to three critical areas: how you’ll govern the
system, the management tools you’ll need, and what
your management opportunities will be.
Service level agreement in cloud computing an overviewDr Neelesh Jain
In the presentation overview of Service Level Agreement in Cloud Computing is discussed. Also introduction to Cloud Computing, and its benefits are too discussed.
Five Ways to Make Identity Management Work Best Across Hybrid Computing Envir...Dana Gardner
Transcript of a BriefingsDirect podcast on SailPoint Technologies' basic tenets of identity and access management in a rapidly changing and growing IT world.
In this Slideshare, Fuji Xerox covers the hottest trends for any organisations actively seeking to achieve a more efficient business workflow through digitalisation.
Outsourcing to Save IT Costs: Interview with: George Bower, President and Chi...IT Network marcus evans
Outsourcing to Save IT Costs: Interview with: George Bower, President and Chief Executive Officer, Axis Technologies, a solution provider at the marcus evans CIO Summit 2012, discusses the benefits to CIOs of outsourcing features of their enterprise software management.
Flexible Working enables both the employee and the business’ needs to be met through agility and adjustments to when, where and how both choose to work.
This is mutually beneficial to both the employer and employee and result in outcomes the reap success.
Challenges of Active Directory User ManagementNetIQ
Relying solely on Active Directory's native tools can make the business-critical tasks of user provisioning, change user and de-provisioning time consuming and error prone, negatively affecting productivity and security. Even if your organization has well defined processes for managing provisioning and de-provisioning, including authorized approvals, enforcing adherence to processes and providing reports on users access privileges can be challenging. This White Paper examines the key challenges that automating user provisioning can help you resolve.
Five Ways to Make Identity Management Work Best Across Hybrid Computing Envir...Dana Gardner
Transcript of a BriefingsDirect podcast on SailPoint Technologies' basic tenets of identity and access management in a rapidly changing and growing IT world.
In this Slideshare, Fuji Xerox covers the hottest trends for any organisations actively seeking to achieve a more efficient business workflow through digitalisation.
Outsourcing to Save IT Costs: Interview with: George Bower, President and Chi...IT Network marcus evans
Outsourcing to Save IT Costs: Interview with: George Bower, President and Chief Executive Officer, Axis Technologies, a solution provider at the marcus evans CIO Summit 2012, discusses the benefits to CIOs of outsourcing features of their enterprise software management.
Flexible Working enables both the employee and the business’ needs to be met through agility and adjustments to when, where and how both choose to work.
This is mutually beneficial to both the employer and employee and result in outcomes the reap success.
Challenges of Active Directory User ManagementNetIQ
Relying solely on Active Directory's native tools can make the business-critical tasks of user provisioning, change user and de-provisioning time consuming and error prone, negatively affecting productivity and security. Even if your organization has well defined processes for managing provisioning and de-provisioning, including authorized approvals, enforcing adherence to processes and providing reports on users access privileges can be challenging. This White Paper examines the key challenges that automating user provisioning can help you resolve.
Page 1 of 17 Chapter 14 Operational.docxgerardkortney
Page 1 of 17
Chapter 14
Operational Enterprise IT Capabilities and Competencies
Given the importance of operational competences are to trust, credibility, performance, and execution, it's possible that this set of three
enterprise IT capabilities should come first.
Chapter 14 describes the three operational enterprise IT capabilities, as shown in Exhibit 14.1:
1. Cost & Performance
2. Service & Operational Excellence
3. Sourcing
Exhibit 14.1 Operational Enterprise IT Capabilities
While operational in character, these capabilities equally contribute to the issues of response to turbulence and uncertainty, trust, and
partnership. It can be argued they are foremost in both, as the inflexibilities of bureaucracy and unwillingness to change often loom largest in
these kinds of operational capabilities. Similarly, Sourcing raises all the relationship questions between the business and the sources, as well
as among the IT organizations (e.g., issues like security, use of networks, and so forth).
Enterprise IT Capability: Service & Operational Excellence
This enterprise capability covers IT services and includes the elements of operational excellence (Exhibit 14.2).
Exhibit 14.2 Service & Operational Excellence
The phrase “operational excellence” often dominates business and IT management conversations. In our context, we use this phrase to
describe the first of the six stages of demonstrated IT performance for the enterprise, as described in the section on Trust and the Total Value
Performance Model (TVPM) in Chapter 2. The issue here is whether the enterprise is capable of specifying and delivering IT services to a
standard of operational excellence.
Major parts of frameworks like the IT infrastructure library (ITIL) and Control Objectives for Information and Related Technology (COBIT)
are devoted to the managing the foundations of IT's operational excellence. In the business context, service management focuses on
operational excellence as an outcome of good service practices. Even in the business strategic domain,
Strategic IT Management Example Outcomes for
Objective Superior Value
Service &
Operational
Excellence
Manage to expectations for
service and operational
excellence
Superior performance matched to
business requirements.
Competence.
Example Outcomes for
Superior Response to
Turbulence
Adaptability, responsiveness,
partnerships
Example
Methods
ITIL
COBIT
Service
Management
Enterprise IT
Capability
Page 2 of 17
operational excellence (or operational effectiveness) is one of the two competitive outcomes
1
and one of the three strategic thrusts.
2
So, Service & Operational Excellence is important, perhaps even critical, as the foundation of both business performance and IT performance.
Of course, it is helpful to define exactly what the concept covers. From an IT Supply perspective, operational excellence generally covers
reliability, ability t.
IT Service Management (ITSM) Model for Business & IT AlignementRick Lemieux
Today’s multi-faceted business world demands that Information Technology provide its services in the context of a fully integrated corporate strategic model. This transformation becomes possible when IT evolves from its technological heritage into a Business Technical Organization, or an “internal service provider.” This paper describes how the itSM Solutions reference model integrates five widely used service management domains to create a powerful model to guide IT in its journey into the business leadership circle.
In this presentation, we will discuss in depth about the importance of technology in business, what IT governance is and its impact.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
1. ITIL v2 or v3? Wrong question.
The workable, practical guide to Do IT Yourself
Page 1 of 2
Vol. 3.37 • September 18, 2007
ITIL v2 or v3? Wrong question.
By David Nichols
Q uestion: Should you go with ITIL v2 or ITIL v3?
Answer: It doesn’t matter.
Some organizations have spent considerable time and money trying to improve delivery of IT services to their customers using ITIL,
some are just getting started. The buzz around v3 probably has everyone scratching his or her head – go with v3 or stick with v2?
ITIL v2 contains virtually every in ITIL v3 and ITIL v3 contains virtually everything in ITIL v2. The difference? ITIL v2 is all about
process and the goal is improving IT efficiency and effectiveness. ITIL v3 is “more mature” and assumes the (ITIL v2) processes are all in
place and the goal is economic optimization of IT.
While ITIL v3 does make some things more explicit and less prone to interpretation, in reality, the v2 vs. v3 question is a non-issue for
both those “well down the ITIL path” and those that are just thinking about starting their journey.
Based on my experience, there are three things IT organizations have to master to succeed delivering IT services to their business
customers. These three fundamental requirements are met equally by ITIL v2 or v3.
Stabilized Infrastructure – One of the first milestones any IT shop has to achieve is the stabilization of their infrastructure. In simple
terms, it means learning how to fight fires, but it also means learning how to prevent fires.
In ITIL terms it’s all about fielding a working Service Desk that provides the point-of-contact the business users can call when there is
trouble, or when they need something done. It helps stabilize the infrastructure by providing a stable “touch point” for users; it means no
more guessing who to call.
Incident Management is fundamental to stabilizing the infrastructure and establishing the creditability of IT. While many in IT refer to
this as firefighting, it’s much more. Good Incident Management contributes to the improvement of availability and the overall reduction of
the impact of incidents on the business.
When done properly it is also the definitive source of quality failure data used by other processes; such as Problem and Availability
Management. Organization know they’ve achieved their first milestone (stabilization of the infrastructure) when they successfully implement
Problem Management. This is significant for two reasons; first is the systematic removal of errors from the infrastructure will dramatically
improve service quality. Second, is that Problem Management will free up significant IT resources that can be redirected to other, more
productive efforts for the benefit of the business.
Controlled Infrastructure – As IT organizations achieve infrastructure stability the next milestone is establishing control over the
physical infrastructure. While this may sound a bit silly, its intended to covey the concept of the IT organization’s need to fully understand
the content and context of all of the IT components that make up its infrastructure, and be able to control the content and quality of the
changes that are made to it. Organizations that successfully implement Configuration, Change and Release Management can be said to be “in
control” of their physical IT infrastructure; they know what they have and can accurately design changes that achieve the desired outcome
for the business with minimum risk and disruption to the business.
There is an interesting byproduct of an organization achieving this milestone; the “reactive processes” of Incident and Problem
Management are further enabled, primarily through the availability of configuration information. Therefore they can achieve a higher level
http://www.itsmsolutions.com/newsletters/DITYvol3iss37.htm
9/18/2007