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The IT/Business Partnership

by Andy Jordan

Successful ITSM requires a true partnership between departments. Nowadays there is much more of a balance between IT and the business groups that it supports--there is recognition that the two departments need one another more than ever before. However, in many organizations there is still a little bit of a divide--and to really leverage one another there needs to be a true partnership.

Five Steps to a Better Process

by Kenneth Darter, PMP

Project management involves creating, facilitating and improving processes. But no process is perfect, and improvements can always be made. These five steps will help make sure that the process is carefully evaluated and corrected.

IT Business Management

by Andy Jordan

Running an IT department isn’t about the technology, it’s about the business. To be a strategic contributor, IT needs to take a much more proactive view to managing the technology portfolio--driving business-focused projects with bottom-line benefits.

Service Level Management: A Paradigm Shift

by Michael Wood

Most of the information available on Service Level Management focuses more on the technical and logistics side of implementing various agreements--and on the relationship management side of the equation. While the technical and logistics aspects of SLM are very important, there seems to be an abhorrent vacuum around the intrapersonal side of making SLMs truly flourish.

Here Come the Clouds

by David Lipien

Cloud delivery projects are a culmination of people, process and technology, but project management fundamentals still apply and there is work to be done. Here we give delivery management professionals some base foundation knowledge regarding the Cloud, why these projects are different as well as some of the skills and capabilities to focus on.

Service Level Management: Back to Basics

by Michael Wood

Developing a phased approach that brings continuous and measurable improvements is key to implementing an effective SLM capability. SLM isn’t about service level agreements, layers of complex processes and such. SLM is about aligning the services and capabilities IT provides to the organization with its fundamental operational and competitive sustainability needs.

ITIL: An Arm and a Leg?

by Andy Jordan

For some, the tough economy means there is a greater willingness to accept risk on projects in exchange for lower costs--and that brings the benefits of ITIL into question. Is the additional structure, process and service quality worth the cost and schedule impact on initiatives?

Battle Royale: ITSM vs. CRM

by Michael Wood

Ever stop to think what the differences are between ITIL Service Level Management and mainstream Customer Relationship Management functions? Are they complementary to each other? Is CRM contained within SLM, or visa versa? The answers are a click away...

Do Customers Care About ITIL?

by Andy Jordan

Can you use ITIL as a differentiator over your competition? Is this a meaningful differentiator that will make potential customers choose us over the competition, or is it just another thing that you have to do in order to keep the playing field equal and that only becomes a differentiator if you don’t do it?

The Internal Customer

by Andy Jordan

Maybe we should consider our internal customers as just that--customers. That doesn't mean that we stop using ITIL and start entering them into our CRM system, but we should provide them with the same standard of service--and expect the same level of commitment.

SMITten with ITSM

by Rob Saxon

Since service management is far more important to our customers than information technology, the acronym should be SMIT--or Service Management through Information Technology--rather than ITSM. There are many methods for structuring the improvement of the service that we provide to our customers, but all of the complexity boils down to a few important considerations.

Investigating ITIL

by Michael Wood

The Information Technology Infrastructure Library has become the recognized standard for managing IT service levels throughout the enterprise. What should you know about ITIL and service level management? Wrap your arms around the components and terminology contained within this extensive framework by reading on.

The Analytics of ITIL

by Vijay Sankaran

ITIL analytics can be a powerful enabler in helping better understand the performance of a set of services--and will help you identify ways to streamline and automate operations.

Regaining Traction for ITIL

by Joe Wynne

Soon after launch of a migration to ITIL, progress can get bogged down. What tactics should you use to regain traction? That depends on the problems you’re experiencing.

Destination: ITIL

by Mike Donoghue

A strong alignment between the organization and its technology infrastructure is an essential first step in starting an ITIL initiative.

Embarking on a Services Journey through ITIL

by Vijay Sankaran

ITIL brings with it tremendous potential to transform an organization. However, it requires unwavering persistence and commitment to leverage the transformation potential.

Migrating to ITIL: Evolution, Not Revolution (Part 2)

by Michael Wood

ITIL appears ready for prime time. So why isn't it being implemented with great success across the board in IT organizations? As we continue to look at how you can successfully evolve ITIL standards into your organization, we present the remainder of ITIL’s modules along with implementation recommendations.

Migrating to ITIL: Evolution, Not Revolution (Part 1)

by Michael Wood

ITIL appears ready for prime time. So why isn’t it being implemented with great success across the board in IT organizations? This two-part series will set forth some observations and insights on how you can successfully evolve ITIL standards into your organization.

ITIL Cost Ya

by Mike Donoghue

ITIL reduces the disguised costs of poorly managed projects and thereby improves support. It may not be cheap, but it enables its followers to do more with their operations--and increase their potential.

Service-Oriented Project Management

by Jerry Manas

What does it mean to be service-oriented? A service-oriented project management model adopts its philosophies from the professional services arena.

Tackling Service-Based Portfolio Management

by Vijay Sankaran

As we think about how we evolve our portfolio management disciplines, it is important to practice portfolio management within the context of service management. Ideally, an IT organization clearly defines its set of products and services via a service catalog and each customer works with a service portfolio manager to manage the lifecycle of services that is pertinent to them.

Foundations for an ITIL Adoption Business Case

by Ian Stewart, PMP

Like most projects, the value of ITIL needs to be quantified and communicated clearly to the rest of your organization. The combination of information on benchmarked cost saves--paired with baselined metric data or value drivers--will present them with the information needed to tell a convincing story and sell the business case.

Change IT with ITIL

by Ian Whittingham, PMP

Knowing when and how to engage with key groups in the release of your project deliverables is a crucial aspect to achieving project success. And this is where ITIL can be of most value to the project manager in the trenches: by providing insight and guidance on how to accomplish this important step.

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"Put all your eggs in the one basket and - WATCH THAT BASKET."

- Mark Twain