They sure had.... Many trainers would have been willing to follow them. Which is exactly your point: when will trainers have the guts to create their own market instead of being lead to the slaughter. As long as all parties are lead by their fear of not complying with the hype, the customer actually will pay the bill.
Whether EXIN really had such a superb opportunity to serve the ITSM world by offering an alternative for ITIL v3 could be a matter of debate.
For sure, like many others, the editor in 2007 choose not to support such an initiative.
EXIN at least offers an opportunity for framework neutral certificates to trainers in Service Management based on USMBOK, ISM, ITIL v2, Lean-ITSM etc.
So perhaps we should ask will those trainers ever learn or are they now going to join forces to provide us (perhaps together with EXIN and other not-for profit exam bodies) with an 'open' certification in application management and information management?
i dont believe everyone needs to reach that level. I or 2 leaders in the organisation that drive service management is enough, the rest should at least attain the next level down. Managers should look at Lifecycle courses related to their roles and Practitioners look at Capability courses related to their roles eg change manager RCV Capability course. Its expensive and seems to be driven by $$ unfortunately....
I agree that CMDB is not just for IT. Infact, understanding the configuration management of a company as a whole without limiting it to just IT can improve the ability to manage and run the company more effectively. :)
So, going with the risk based approach (evolution 3), should the change initiator be asked to provide an initial assessment of risk when making the request ?
The gap between principles and rules can indeed be large. In implementing change processes in a number of organizations, I've observed that there is considerable difficulty for IT practitioners to understand the concepts.
We would like everyone to acquire a good understanding or risk, risk assessment, categorization, etc. but they fact is they don't. It takes time, and some people will never have a good grasp of the principles underlying change or risk.
So we make "rules" as a substitute. If these rules are blindly applied the Change process will undoubtedly fall into the traps outlined. What is needed is continual education to enable the principles to be turned into good practice. This often falls to the Change Manager or Risk Manager to review, interpret, explain and educate as changes are created and move through the process.
The education process itself can be tedious and repetitive, but I know of no other method. Many people can only learn by example.
What you're after is not a better tool, but a better skilled and educated workforce that can understand and apply the principles in a sensible way.
ITIL = Common Sense + Terminology.
Officially - according to APMG - from January 2012 on, all exams are based on the content of ITIL 2011.
Shorter version in Russian / Краткое содержание на русском: http://www.realitsm.ru/2012/04/eshhe-para-slov-o-strukture-it-uslug/
Anonymous, your words sound like a quote from "Omning ITIL" by Rob England - or like you actually are Rob England :)
But what true is true. I'm with you in this comment.
And thank you Judit, for the sober and pragmatic view. CMDB topic really lacks for this type of explanations!
great post....have a webinar planned which uses the iceberg analogy as well. while IT wrestles with the complexity of what's underneath the iceberg, we'd better be aware of what's happening above the waterline!!
maturity assessment dont mean anything. Ask what IT wants to achieve. Set goals and tie actions to them. Its like ISO9000 for manufacturing. Does the quality of parts produced by a ISO9000 manufacturer significantly outperform that of one that's not?
April 10 2012 COBIT 5 arrives
Sorry, about the mistake.
April 13 2012 is a COBIT 5 Update Seminar
April 13 2012 COBIT 5 arrives.
Amost a year to the day since I wrote this column, COBIT 5 will finally be published.
It is very much as I said last year.
There will be 5 domains exactly as described, but 37 processes (1 more than in the Exposure draft) and the Implementation book is being published on April 13, too, earlier than expected.
Just do it... or don't.
Thank-you for an eminently sensible view of CMDB. I'd add one more test before leaping in:
Even if you can define what you want configuration data for...
Even if you are mature enough in other processes to actually be ready for configuration data...
Even if you can define the scope of the data...
...ask yourself whether you can obtain the configuration data as needed by improving people and process, quickly and accurately enough to meet requirements, without the necessity of a new tool/repository.
From my point of view, the most common error is people confuse the ITSP offer to the client (business to business) and the catalog made available to users. The first is what I call the Service Catalog (the offer the IT organization makes available to the client as organization), while for the second, intended for final users within the client´s organization, I usually cover through Request fulfillment. as an example, I would say that IBM´s service portfolio published to potential customers through its Web page would be a good example of a Service Catalog, while a web-based catalog made available through a intranet to final users to request standard changes, is not a Service Catalog but a standard services catalog managed through Request Fulfillment. Alfredo.
I wrote the Foundation Exam two days ago.
All was based on the V3 Syllabus.
I wrote the ITIL V3 Foundation Exam justr a few days ago.
Totally unaware of ANY changes?
I passed my ITIL Foundation V3 exam last week and was totally unaware of the upgrade.
When will the Certification exams reflect the new changes?
This book is wtetrin in a direct, simple style that makes it very useful. The diagrams are ok, but it is the books prose which is really the value here. I've used a Visible Ops book and another by Pink Elephant, but I keep coming back to Rob Addy's book, and always get good advise.The level of detail strikes a good balance, and I find the bullet points to be very helpful.I especially like the common mistakes sections in many of the chapters.
Having HAD a ceerar in both project and support roles and many roles around those areas I look forward to your articles with eager anticipation.I do hope that your output is less width-feeling than most of the product of the OGC! -
It's smihteong of a chicken and egg situation, isn't it? Has ITSM become too complacent and unreceptive to new trends and ideas because it is too focused on ITIL, or is there another reason? The answer is largely irrelevant, because the challenge remains the same: ensuring that ITSM remains relevant in a cloud/hosted software and consumer IT world. I can't see how pouring over the wording of the Service Strategy book is going to help solve this.
There can be crsitsiims of v3 but the above is certainly incorrect. Processes are just an element of Service Management in ITIL and v3 does exactly what the author bemoans: it gets (especially internal) IT Service Providers to think more in business terms.
There never was any such certification as an 'ITIL V2 Service Master'. So it would be hard for it to be valid today!
Has anyone purchased an ISO 20000 2011 checklist for use in internal auditing and if so, from what source please? I have only been able to find a 2005 version. Thank you.