Management of Risk and its integration within ITIL

1Copyright © Hervé Doornbos 2015. All Rights Reserved
MANAGEMENT OF RISK AND ITS INTEGRATION WITHIN ITIL
Version 1 – 06/06/2015
© 2015 - Hervé Doornbos

Ⅲ RISK PROCESSES DETAILS
Ⅰ INTRODUCTION
INTEGRATING RISK WITHIN ITILⅡ

INTRODUCTION – ITIL OVERVIEW
Service
Strategy
Strategy
Management
for IT Services
Service
Portfolio
Management
Financial
Management
for IT Services
Demand
Management
for IT Services
Business
Relationship
Management
Service
Design
Design
coordination
Service
Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
IT Service
Continuity
Management
Information
Security
Management
Supplier
Management
Service
Transition
Transition
Planning and
Support
Service Asset
and
Configuration
Management
Change
Management
Release and
Deployment
Management
Service
Validation and
Testing
Change
Evaluation
Knowledge
Management
Service
Operation
Event
Management
Incident
Management
Access
Management
Request
Fulfillment
Problem
Management
Continual
Service
Improvement
Seven-steps
improvement
process
Service desk
Technical
Management
IT Operations
Management
Application
Management
Phase
Process
Function
Legend

INTRODUCTION – ITIL OVERVIEW
Service
Strategy
Strategy
Management
for IT Services
Service
Portfolio
Management
Financial
Management
for IT Services
Demand
Management
for IT Services
Business
Relationship
Management
Service
Design
Design
coordination
Service
Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
IT Service
Continuity
Management
Information
Security
Management
Supplier
Management
Service
Transition
Transition
Planning and
Support
Service Asset
and
Configuration
Management
Change
Management
Release and
Deployment
Management
Service
Validation and
Testing
Change
Evaluation
Knowledge
Management
Service
Operation
Event
Management
Incident
Management
Access
Management
Request
Fulfillment
Problem
Management
Continual
Service
Improvement
Seven-steps
improvement
process
Service desk
Technical
Management
IT Operations
Management
Application
Management
Phase
Process
Function
Legend
Metrology
Reporting
Service Mgt.
Office
Project Mgt.
Office
Out-of-ITIL
Function
ITIL interfacing with
other functions is current
What about RISK ???

INTRODUCTION – RISK FRAMEWORK OVERVIEW
 Enterprise Risk Frameworks ERM
 COSO Enterprise Risk Management
 ISO 31000:2009 and its former IT security variant ISO27001:ISO27002
 COBIT5 for Risks [Formerly RiskIT and ValIT]
 OGC Management of Risk M_o_R [and OGC M_o_V]
 ERM Maturity Model
 RIMS Risk Maturity Model (RMM)
 Other Risk Guidance / IT Risk processes
 CMMI-SVC Risk Management RSKM process
 TIK IT Risk Framework
 Project Risk Management (Prince2, PMP, …)

INTRODUCTION – RISK MANAGEMENT INTEGRATION WITHIN ITIL
 According to OGC, risk management is integrated throughout the service lifecycle and
covers the following in ITIL
 Problem management
• Proactive and reactive, with the goal of reducing the impact of service outages
 Change management
• Help reduce risks, minimize the potential negative impact of change, and reduce the risk
of an undesirable outcome
 Service delivery (SLM, SCM, Capacity, Availability, Financial)
• Support easy maintenance of Services via a careful design
 Availability management
• Focuses on reliability and putting in place alternative options to ensure the service continues
 IT service continuity
• Assessing risk to ensure overall continuity for the business
 And also ‘Appendices’ referencing Risk Frameworks with a focus on OGC M_o_R
“Decision-making should include determining any appropriate actions to take to manage the risks
to a level deemed to be acceptable by the organization” (SS, appendix E)

INTRODUCTION – CRITICIZING RISK PRACTICE WITHIN ITIL
 Information about Risk Management found in ITIL book
 Section about "risks", containing definition of risk and information on Risk Management Framework
 Some clues about how to implement risk management across the framework
 Some clues about the tools and the risks that are already known
 Some risks are enumerated
 What is missing in ITIL book
 An explanation on how to proceed to cover risk management
 Guidelines on how to deal with enumerated risks
 A complete tool list for risk assessment with detailed information
 Despite M_o_R being referred to in ITIL Books, it is unclear if this is the official way to
treat risk and how to implement this risk management framework in ITIL

INTRODUCTION – WHY RISK MGT. ? IT RISK MGT. BENEFITS
1. Increased consistency and communication of risks within the IT organization
 Provides a standard terminology and conceptual framework for all members of IT organization
 Visualize the linkage between expectations and risks associated
 Share data and information relative to 'risks to achievement of objectives and plans' across IT
2. Enhanced reporting and analysis of IT risks, supporting better decisions
 Enable better informed and more believable plans, schedules and budgets
 Enable objective comparison of alternatives
 Increase the likelihood of delivery of desired outcomes
3. Improved focus, attention and perspective to risk data
 Provides a means to further identify and assess key risk indicators
4. More efficient and effective activities related to regulatory, compliance and audit matters
 Since risk data involves identifying and monitoring controls and mitigations relevant to various risks across IT,
it provides an effective means for leveraging and reducing the effort and cost of such audits and reviews
5. More cost-effective management and monitoring of IT risks
 Through all of the benefits noted above

EXISTING RISK FRAMEWORKS – RISK DEFINITION(S)
 As many definitions as Frameworks
 OGC: an uncertain event or set of events which, should it occur, will have an effect on the
achievement of objectives. A risk consists of a combination of the probability of a perceived
threat or opportunity occurring and the magnitude of its impact on objective
 ISO: Effect (positive and/or negative deviation from the expected) of uncertainty (state, even partial, of
deficiency of information related to, understanding or knowledge of an event, its consequence, or likelihood)
on objectives. Risk is often expressed in terms of a combination of the consequences of an event
– including changes in circumstances – and the associated likelihood of occurrence
 COSO ERM
 TIK IT Risk Framework formula
 Other definitions may be found on http://en.wikipedia.org/wiki/IT_risk
( ) ( )AssetValuation
ScoreMeasureCounter
ThreatAssetityVulnerabil
Risk ×




 ×
=
( )BusinessImpactLikelihoodRisk ×=

CONVENTIONS USED IN THIS DOCUMENT
 Scope
 Limited to IT Risks, as defined herein
 Definitions
 Threat
• Anything that is capable of acting against an asset in a manner that can result in harm
 Event
• Something that happens at a specific place and/or time
 Vulnerability
• A weakness in design, implementation, operation or internal control
 Impact
• The net effect on the achievement of business objectives
 Risk
• A probable situation with frequency and magnitude of loss
 IT Risk
• The business risk associated with the use, ownership, operation, involvement, influence and adoption of IT within an
enterprise
 Risk register
• A repository of the key attributes of potential and known risk issues. Attributes may include name, description, owner,
expected/actual frequency, potential/actual magnitude, potential/actual business impact, disposition

 Definitions (cont.)
 Risk profile
• A representation at a given point in time of an organization’s overall exposure to a group of risks
(i.e. a quantitative analysis of the types of threats an organization faces)
Multiple risk profile may be developed, per business units, service, … or per any organization’s component
 Risk scenario
• The description of an event that can lead to a business impact
 Countermeasure
• Any process that directly reduces a threat or vulnerability
 Control activities
• The means of managing risk, including policies, procedures, guidelines, practices or organizational structures
 Resilience
• The ability of a system or network to resist failure or to recover quickly from any disruption, usually with minimal
recognizable effect
 Risk Avoidance
• The process for systematically avoiding risk, constituting one approach to managing risk
 Risk Mitigation
• The management of risk through the use of countermeasures and controls
 Risk Transfer
• The process of assigning risk to another enterprise,
usually through the purchase of an insurance policy or by outsourcing the service

Threat Asset Event
Threat, Asset, and Event having been illustrated,
Risk = Event likelihood during a determined period of time
(The result of the Event in this case is an Impact which magnitude is a Disaster)
Images from http://www.iffo-rme.fr/le-risque-majeur

BASICS OF RISK – CONCEPTS
 In the Unknown Universe, nothing can
be anticipated, as in Star Trek. New
situations occur sometimes, and we
ignore what and when
 In the Uncertain Universe, we know
which event could happen, but we don’t
know when
 In the Risky Universe, we know all
possible events and their probability or
likelihood, exactly as when we play
Russian roulette
 In the Secure Universe, all unacceptable
risks have been eliminated using proper
countermeasures
Unknown
Universe
Uncertain
Universe
Risky
Universe
Secure
Universe

BASICS OF RISK – RISK DUALITY
 The word Risk refers to situations where the decision-maker can assign
mathematical probabilities to the randomness of the situation
 Risk is however a dual term referring to
 Opportunity, which is a risk with positive effects
 Threat, which is a risk with negative effects
Threat
Destroyed value
and/or Undelivered benefits
• Unrealized or reduced business value
• Missed business opportunities
• Adverse events destroying value
Opportunity
Business benefits
and/or Preserved value
• New business opportunities
• Enhanced business opportunities
• Sustainable competitive advantage
Risks must be Optimized

BASICS OF RISK – RISK APPETITE AND TOLERANCE POLICIES
 Risk Appetite
 Amount of risk a company is prepared to accept when trying to achieve its objectives
 Can be defined in practice in terms of combinations of frequency and business impact of a risk
 Will be different amongst enterprises
 No absolute norm or standard of what constitutes acceptable and unacceptable risk
 Risk Tolerance
 Tolerable deviation from the level set by the risk appetite and business objectives
 The risk response cost affect the risk tolerance
 Ideally defined at the enterprise level and reflected in company policies
 May change over time depending of
 internal factors (new organization...)
 external factors (new technologies...)

BASICS OF RISK – RISK OVER TIME – UNCERTAINTY
 Some risks are dynamic and require continual ongoing monitoring and assessment
 Other risks are more static and require reassessment on a periodic basis with ongoing
monitoring triggering an alert to reassess sooner should circumstances change
RevisionPoint
RevisionPointInitial Strategy Revise Strategy Revise Strategy
Risk
Time
Uncertainty increases
with longer Time Horizon

BASICS OF RISK – RISK OVER TIME – KEY RISK INDICATOR(S)
 Key Risk Indicators (KRIs) are indicators that are predictive
regarding changes in the risk profile
 They enable timely action to be taken to deal with emerging issues
Initial Strategy Revise Strategy Revise Strategy
Risk
Time
Indicator
KRIs
TriggerPoint
KRIs
TriggerPoint

BASICS OF RISK – LINKING OBJECTIVES TO KRIS
 Mapping ‘Risks’ to ‘IT Objectives’ via the ‘Critical Success Factors’ puts
management in position to begin identifying the most critical metrics that can
serve as leading Key Risk Indicators
 The link between the Risk and the KRI is often a ‘causal map’ (what is the root
cause of the Event ?)
GOAL
Objective 1 (KGI1)
Objective 2 (KGI2)
CSF1
CSF2
CSF3
CSF4
CSF5
Risk 1
Risk 2
Risk 3
Risk 4
KRI 1
KRI 2
KRI 3
KRI 4

Ⅰ INTRODUCTION

INTEGRATING RISK WITHIN ITIL – TYPES OF INTEGRATION
Mapping missing
process(es) in ITIL
Adoption of an Enterprise
Risk Management (ERM)
Framework and either one
or both of:
• Top-down integration of
ITIL processes within
ERM, creating original
scenarios based on
Enterprise objectives
• Bottom-up integration of
ITIL processes into ERM
by adapting generic Risks
Scenarios to ITIL phases
Type II
Type I

Mapping missing
process(es) in ITIL
or both of:
scenarios based on
INTEGRATING RISK WITHIN ITIL – INTEGRATION TYPE II
Ensure Full Alignment with Enterprise Objectives
Requires an ERM Framework to be in place
Drastic Enterprise change if ‘ex-nihilo’ project
e.g.: OGC ITIL® and Corporate Risk Alignment Guide

Mapping missing
process(es) in ITIL
or both of:
scenarios based on
INTEGRATING RISK WITHIN ITIL – INTEGRATION TYPE I
Reinforce ITIL processes with Risk Elements
Add Process(es) to ITIL scope
Minor adaptation of ITIL processes
Respond to limited category of Risk
(mainly internal, tactical and operational)
Suggested starting point for
integrating Risk Management within ITIL

INTEGRATING RISK WITHIN ITIL – TYPE I ADAPTED ITIL MODEL
Service
Strategy
Strategy
Management
for IT Services
Service
Portfolio
Management
Financial
Management
for IT Services
Demand
Management
for IT Services
Business
Relationship
Management
Prepare for
Risk
Management
Service
Design
Design
coordination
Service
Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
IT Service
Continuity
Management
Risk
Management
Information
Security
Management
Supplier
Management
Service
Transition
Transition
Planning and
Support
Service Asset
and
Configuration
Management
Change
Management
Release and
Deployment
Management
Service
Validation and
Testing
Change
Evaluation
Knowledge
Management
Service
Operation
Event
Management
Incident
Management
Access
Management
Request
Fulfillment
Problem
Management
Continual
Service
Improvement
Seven-steps
improvement
process
Opportunities
Prioritization
Process
Service desk
Technical
Management
IT Operations
Management
Application
Management
Metrology
Reporting
Service Mgt.
Office
Project Mgt.
Office
Phase
Process
Function
Legend
Out-of-ITIL
Function
Added
Process

TYPE I ADAPTED ITIL MODEL – RESPOND TO OPPORTUNITIES
Service
Strategy
Strategy
Management
for IT Services
Service
Portfolio
Management
Financial
Management
for IT Services
Demand
Management
for IT Services
Business
Relationship
Management
Prepare for
Risk
Management
Service
Design
Design
coordination
Service
Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
IT Service
Continuity
Management
Risk
Management
Information
Security
Management
Supplier
Management
Service
Transition
Transition
Planning and
Support
Service Asset
and
Configuration
Management
Change
Management
Release and
Deployment
Management
Service
Validation and
Testing
Change
Evaluation
Knowledge
Management
Service
Operation
Event
Management
Incident
Management
Access
Management
Request
Fulfillment
Problem
Management
Continual
Service
Improvement
Seven-steps
improvement
process
Opportunities
Prioritization
Process
Phase
Process
Function
Legend
Out-of-ITIL
Function
Added
Process
Service desk
Technical
Management
IT Operations
Management
Application
Management
Metrology
Reporting
Service Mgt.
Office
Project Mgt.
Office
Opportunity
Management
• B*Cases
• Prioritizing
Improvement
Initiatives
• Allocating
resources
Refer to my presentation
“Adopting Continual Improvement
– A practical viewpoint”
Not presented here

Service
Strategy
Strategy
Management
for IT Services
Service
Portfolio
Management
Financial
Management
for IT Services
Demand
Management
for IT Services
Business
Relationship
Management
Prepare for
Risk
Management
Service
Design
Design
coordination
Service
Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
IT Service
Continuity
Management
Risk
Management
Information
Security
Management
Supplier
Management
Service
Transition
Transition
Planning and
Support
Service Asset
and
Configuration
Management
Change
Management
Release and
Deployment
Management
Service
Validation and
Testing
Change
Evaluation
Knowledge
Management
Service
Operation
Event
Management
Incident
Management
Access
Management
Request
Fulfillment
Problem
Management
Continual
Service
Improvement
Seven-steps
improvement
process
Opportunities
Prioritization
Process
TYPE I ADAPTED ITIL MODEL – RESPOND TO THREATS
Service desk
Technical
Management
IT Operations
Management
Application
Management
Metrology
Reporting
Service Mgt.
Office
Project Mgt.
Office
Threat
Management
• Risk sources
and categories
• Risk Strategy
• Risk Evaluation
• Risk Mitigation
Risk
Management
Phase
Process
Function
Legend
Out-of-ITIL
Function
Added
Process

TYPE I ADAPTED ITIL MODEL – THREAT MGT. ELEMENTS
• Risk
• Key Risk Indicator (KRI)
• Risk Response
Threat Management
Elements
Service
Strategy
Strategy
Management
for IT Services
Service
Portfolio
Management
Financial
Management
for IT Services
Demand
Management
for IT Services
Business
Relationship
Management
Prepare for
Risk
Management
Service
Design
Design
coordination
Service
Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
IT Service
Continuity
Management
Risk
Management
Information
Security
Management
Supplier
Management
Service
Transition
Transition
Planning and
Support
Service Asset
and
Configuration
Management
Change
Management
Release and
Deployment
Management
Service
Validation and
Testing
Change
Evaluation
Knowledge
Management
Service
Operation
Event
Management
Incident
Management
Access
Management
Request
Fulfillment
Problem
Management
Continual
Service
Improvement
Seven-steps
improvement
process
Opportunities
Prioritization
Process
Service desk
Technical
Management
IT Operations
Management
Application
Management
Metrology
Reporting
Service Mgt.
Office
Project Mgt.
Office
Phase
Process
Function
Legend
Out-of-ITIL
Function
Added
Process

Ⅰ INTRODUCTION

OVERVIEW – WHOLE PROCESS
Determine IT
risk sources
and
categories
Define Risk
Parameters
Establish a
Risk
Management
Strategy
Evaluate
Risks
Respond to
Risks
Monitor
Risks
Communication
Service Strategy
Prepare for Risk Management
Service Design
Risk Management

OVERVIEW – LINKS BETWEEN IT RISK MGT. AND ITIL PROCESSES

ROLE – IT RISK MGT. PROCESS OWNER
 Overall responsibility for the development and implementation of Risk Project
 Negotiate funding, scope, approach and timing of Risk Process deployment with IT management
 Define and regularly chair a Risk Committee which will set risk appetite and tolerance
levels for IT in alignment with Business Objectives
 Write and submit the risk management policy to the Risk Committee
 Define and implement the risk management process
 Reinforce and formalize management commitment by clearly articulating the roles and responsibilities
 Sets up required organizational structures
 Ensure
 The parameters of the Risk Framework are set
 The Risk Profile is maintained
 Risk Reporting and Communication support risk-aware IT decisions
 May escalate to Risk Committee
 Establish and maintain a common Risk View
 Promote a risk-aware culture

ITIL STRATEGY PHASE – PREPARE FOR RISK MANAGEMENT
 Prepare for risk management by establishing and maintaining a strategy for
identifying, analyzing, and respond to risks
 Produces CSFs, risk scale, and main boundaries
 Main practices
DetermineITrisk
sourcesandcategories
Top-down approach
- Processes
- CSF
- Risk sources
Bottom-up approach
- Typical list of risk
sources
DefineRiskParameters
- Consistent risk
scale
- Tolerance per-risk-
category
- Risk management
requirements
- Risk response
bounds
EstablishaRisk
ManagementStrategy
- Scope of the risk
management
effort
- Methods, tools
- Communication
- Risk management
plan

 List Risk Sources
 Top-down approach
• List all implemented processes Critical Success Factor (CSF),
then list all risk sources associated with them
 Bottom-up approach
• Adapt a typical list of risk sources (from a framework)
 Collect and organize risks in categories – for example, using factors such as
 Phases of the work lifecycle
 Types of processes used
 Types of products used
 Work management risks (e.g., contract risks, budget risks, schedule risks, resource risks)
 Technical performance risks (e.g., quality attribute related risks, supportability risks)
Phase 1 – Determine Risk Sources and Categories

 Define a scale to gauge risks
 Define consistent criteria for evaluating and quantifying risk likelihood and severity levels
• One way of providing a common basis for comparing dissimilar risks is assigning financial values to the risk impact
through a process of risk monetization
• Often a “Impact X Frequency” matrix which is then translated in a risk level scale
 Categorize Risks and define tolerance parameters per-category
 Risk evaluation, categorization, and prioritization criteria
 Define risk management requirements
 Control and approval levels
 Reassessment intervals
 Define bounds to scope the extent of the risk management effort
 Objective of bounds is to avoid excessive resource expenditures
 Bounds can include the exclusion of a risk source from a category
Phase 2 – Define Risk Parameters

OUTPUT of this phase
 Scope of the risk management effort
 Methods and tools
 For example “IT asset valuation”, which can be done by assigning financial values to IT assets
through a process of monetization (which can also be used for risk monetization) either by
• Assigning IT costs to IT assets (purchase, licensing, maintenance…)
• Valuing data stored in – and/or information flowing through – those IT assets
• Looking at the business value supported by these IT assets, using the Configuration Management System
 Risk Communication plan
 The strategy should be documented in a risk management plan and reviewed
with relevant stakeholders to promote commitment and understanding
Phase 3 – Establish Risk Management Strategy

ITIL DESIGN PHASE – RISK MANAGEMENT
 Evaluate operational risks, respond to, and monitor them
 Main practices
EvaluateRisks
- Identify Risks
- Analyze,
Categorize, and
Prioritize Risks
- Maintain risk
profile
RespondtoRisks
- Develop Risk
Responses
- Implement
Validated Risk
Responses
MonitorRisks
- Monitor KRIs to
detect changes in
Risk Profile
- Monitor the
progress of
counter-measure
implementation
- Collect all
necessary and
relevant risk data
- Communicate and
report
Prepare for Risk Mgt.

 Collect data and Identify Risks for the New Service
 Analysis of asset’s value to Business using valuation tools provided by the prepare phase
 Identification and classification of the threats to those assets using
• Identified risk sources
• Prepared risk classification (recorded in the risk register)
 Analyze, Categorize, and Prioritize Risks
 Evaluation of how vulnerable each asset is to its related threat
 Define KRIs for identified Risks, and their thresholds with associated actions or tolerance level
 Select risks above tolerance level as output for the 2nd phase of the risk management
 Maintain risk profile
 Record risks an associated data in the risk register
Phase 1 – Evaluate Risks

ITIL DESIGN PHASE – RISK REGISTER RECORD
Record Parts Record Detail Examples
Risk Summary Risk Statement
Risk Owner
Risk Category
Risk Rating (Copied from Risk Analysis Results)
Risk Response Decision [Accept, Transfer, Mitigate, Avoid]
Record Kept Up-to-date ? [Date of Last Assessment , Due Date for Update]
Risk Description Title
High Level Scenario
Detailed Scenario [Actor, Threat Type, Event, Asset/ Resource, Timing]
Risk Analysis Results Scenario Frequency
Scenario Business Impact Rating [=F(Productivity Loss Rating,
Cost of Response Rating,
Competitive Advantage Rating,
Legal Risk Rating]
Risk Rating
Risk Response Risk Response Decision [Accept, Transfer, Mitigate, Avoid]
Detailed Response Description
Status of Risk Action Plan [Overall Status, Major Issues, Completed Responses]
Risk Indicators KRI for this Risk
Controls

 Risk Response Options
 Accept
• No action is taken relative to a particular risk, and loss is accepted when/if it occurs
 Mitigate
• Reduce the risk through the use of countermeasures and controls
 Transfer
• Process of assigning risk to another enterprise,
(usually through the purchase of an insurance policy or by outsourcing the service)
 Avoid – when an unacceptable risk cannot be reduced, neither shared nor transferred
• Exiting the activities or conditions that give rise to an unacceptable risk such as:
– Declining to engage in a very large project when the B*Case shows a notable risk of failure
– Deciding not to use a certain technology or software package because it would prevent future expansion
Phase 2 – Respond to Risks ( Risks above tolerance level )

 Risk Response Selection Parameters
 Cost of response to reduce risk within tolerance level
 Risk Level
 Capability to Implement the Response
 Effectiveness of Response
 Efficiency of Response
 Develop & Prioritize Risk Response
 Example of prioritization matrix
 Build the B*Case when needed
 Choose the risk action plan  Validated Risk Response
 Implement Validated Risk Responses
Phase 2 – Respond to Risks
Effectiveness / cost ratio
RiskLevel
Defer
Business
Case
Quick
Wins
( Risks above tolerance level )

 Monitor KRIs to detect changes in Risk Profile
 Monitor Risk Proactively by monitoring KRIs
 When a determined threshold is reached, initiate appropriate management initiative in order
to manage the Risk accordingly
 Monitor the progress of counter-measure implementation
 Take corrective action when and where required
 Collect all necessary and relevant risk data
 KRIs may be computed using and/or complemented by informative data
 Communicate and report
 As established in the Risk Communication Plan
 Operational & Tactical/Strategic Communication and Reporting
Phase 3 – Monitor Risks

ABOUT THE AUTHOR
 20 years of Professional experience.
 11 years in Infrastructure Outsourcing Services
 Certified ITIL v3 Expert
Areas of Intervention Skills
20 years of IT Experience
 11 years of experience in Infrastructure Outsourcing, with
 5 years of experience as a Service Management consultant
 Definition and implementation of ITIL processes
 Continuous Service Improvement integration into processes
 4 years as a Skill Group Manager
 9 years as a technical expert
Professional Experience
Career  SIDO & ONIC [2 years], Transiciel [2 years], Oracle [5 years], Capgemini [11 years]
 ITIL v3 / COBIT v5 / Lean IT
 IT Service Management
 Management
 Oracle Expert
 IT Service Management
 Multi-Sourcing SIAM
 Assets, Incident, Problem, Change, Release & Deploy,
 Configuration, Continual Improvement, Operational processes
Hervé Doornbos

Management of Risk and its integration within ITIL

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