Uniquely positioned as Asia's only dedicated
regional ITSM congress for business leaders and ITSM practitioners.
Grow your professional network and exposure while sealing your status
as an opinion leader in the world of ITSM with an exclusive speaking
slot at Asia's top ITSM gathering. This is YOUR chance to take the
first step in being part of this mega IT event!
We are pleased to announce our 2 key confirmed speakers
Opening address:
Tay Kheng Tiong
President
itSMF Singapore 2006/07
Director, Centre for Professional Development
Republic Polytechnic,
Singapore Keynote address:
Sharon Taylor
Chief Architect
ITIL Refresh
President
Aspect Group, Canada
Users! Speak at this prestigous event!
The itSMF Singapore Chapter has held two successful country annual conference and exibitions to date.
This year, the Chapter is taking the event regional by hosting its inaugural itSMF Asia Summit
on November 26 - 28 at the Grand Hyatt, Singapore - Asia's number one MICE venue
sporting world-class infrastructure and facilities.
We are especially seeking compelling and thought provoking practitioner
depictions of real-world experiences (success or horror stories) who
can demonstrate real value and the benefits ITSM can bring to an organization.
Cases studies can be both from within the Asia region and globally.
Share the stage with our distinguished speakers Tay Kheng Tiong, President
of itSMF Singapore and Sharon Taylor, ITIL Refresh Chief Architect,
as they unravel the mysteries of ITSM to an appreciative audience
of their peers here in Asia.
Due to the overwhelming response and high quality of papers being
received, we are extending the submission deadline till August.
PROPOSAL DEADLINE: 6th August,
2007
We are seeking distinguished end-user presenters from around
Asia and beyond!
If you are the Chief Information Officer (CIO), a senior executive
or ITSM leader with the following expertise, we would like to invite
you to explore speaking opportunities at this prestigious event:
- ITSM business strategy & ROI demonstration
- Business transformation & change management
- IT governance
- IT frameworks (COBIT, SOX, Basel II and HIPAA)
- ITIL v3
- ITIL and ISO20000, ISO17799
- ITIL Service desk set up and management
- ITSM Tools selection/ ITAF
- ITIL and Six Sigma
- ITIL and SOA
- CMDB in ITIL
- ITIL education and certification
- ITSM simulation games
- Accepted speakers will be provided with a complementary conference
pass and have the opportunity to share their experience and practical
advice with an audience of their peers from throughout the region
and beyond.
Consultants: Be a Masterclass leader!
We also seeking qualified master class instructors, ITSM experts with
practical operational experience, to conduct full day workshops. There
are two workshops currently being planned:
ITSM Service Management fundamentals
ITIL Practitioner: Config, Change & Release Management
Please submit your presentation and/or workshop proposals to Eugene
Chang at eugene.chang@terrapinn.com
or make contact at +65 63 222 768.
 View event website |
 Register for the event |
 Call +65 6322 2768
|
How it works
ITIL is the most widely accepted approach to
IT service management in the world. Providing a cohesive set
of best practice guidance drawn from the public and private
sectors around the world, it has recently undergone a major
and important Refresh programme.
IT Service Management derives enormous benefits
from a best practice approach. Because ITSM is driven both by
technology and the huge range of organisational environments
in which it operates, it is in a state of constant evolution.
Best Practice, based on expert advice and input from ITIL users
is both current and practical, combining the latest thinking
with sound, common sense guidance.
Overview and benefits
ITIL provides a systematic and professional
approach to the management of IT service provision. Adopting
its guidance offers users a huge range of benefits that include:
- Reduced costs
- Improved IT services through the use
of proven best practice processes
- Improved customer satisfaction
through a more professional approach
to service delivery
- Providing a standard approach
- Improved productivity
- More effective use of skills and experience
- Improved delivery of third party services through the
specification of ITIL or ISO 20,000 as the standard for service
delivery in services procurements.
What ITIL can deliver V3 represents an important
evolutionary step in ITIL’s life. The Refresh has transformed
the guidance from providing a great service to being the most
innovative and best in class. At the same time, the interface
between old and new approaches is seamless so that users do
not have to reinvent the wheel when adopting it. V3 allows users
to build on the successes of V2 but take IT service management
even further.
In general, V3 makes the link between ITIL’s
best practice and business benefits both clearer and stronger.
The main development is that V3 guidance takes a lifecycle approach,
as opposed to organising according to IT delivery sectors.
ITIL is now based on five core lifecycle titles:
- Service Strategy
- Service Design
- Service Transition
- Service Operation
- Continual Service Improvement.
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The changes reflect
the way ITSM has matured over the past decades. For example:
- Where V2 talked about Business and IT Alignment, V3
emphasises Business and IT Integration;
- Where V2 talked about Value Chain Management, V3 emphasises
Value Network Integration;
- Where V2 talked about Linear Service Catalogues, V3
emphasises Dynamic Service Portfolios;
- Where V2 talked about Collection of Integrated Processes,
V3 emphasises Holistic Service Management Lifecycle. Research
confirms the benefits of this new approach which will:
- Establish the integration of business strategy with
IT service strategy;
- Enable agile service design and ROI blueprint;
- Provide transition models that are fit for purpose in
a variety of innovations;
- Demystify the management of service providers and sourcing
models;
- Improve the ease of implementing and managing services
for dynamic,
high risk volatile and rapidly changing business needs;
- Improve the measurement of value;
- Identify the triggers for improvement and change anywhere
in the service lifecycle;
- Address the current gaps and deficiencies in ITIL V2.
The model contains the processes needed to manage
services within the lifecycle structure. The core practices
of Service Management life stages are then supported by more
detailed complementary content specific to industry, stakeholder
and practice topics. This makes the library more practical,
easier to use and provides guidance specific to various stakeholder
viewpoints to help gain further traction in ITSM.
The new approach changes the relationship between
IT and business. Whereas before, ITIL worked to align service
management with business strategy, V3 integrates into a single
ecosystem. Other developments include new IT strategies for
outsourcing and co-sourcing, for example; new concepts such
as a new Service Knowledge Management System base that helps
transform captured information into organisational intelligence;
new processes such as request fulfillment; process expansion,
such as event management; new practice areas and organisational
structures, and new
methods of delivering ITIL.
To reinforce changes, the library has seen a
major visual revamp with inspirational imagery based on natural
themes and a new, clean layout. |
Extracted from ITIL Refresh
News (3rd Edition)
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ITIL® V3 - Changes and comparison with V2
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ITIL's most recent
version, V3, represents an important evolutionary step in its life.
The refresh has transformed the guidance from providing a great service
to being the most innovative and best in class. At the same time,
the interface between old and new approaches is seamless so that users
do not have to reinvent the wheel when adopting it. V3 allows users
to build on the successes of V2 but take IT service management even
further.
In general, V3 makes the link between ITIL's best practice and business
benefits both clearer and stronger. The main development is that V3
takes a lifecycle approach to guidance, as opposed to organising according
to IT delivery sectors. ITIL is now based on a core of five titles:
- Service Strategy
- Service Design
- Service Transition
- Service Operation
- Continual Service Improvement
The changes reflect the way ITSM has matured over the past decades.
For example:
- Where V2 talked about Business and IT Alignment, V3 emphasises
Business and IT integration.
- Where V2 talked about Value Chain Management, V3 emphasises Value
Network Integration.
- Where V2 talked about Linear Service Catalogues, V3 emphasises
Dynamic Service Portfolios.
- Where V2 talked about Collection of integrated processes, V3 emphasises
Holistic Service Management Lifecycle.
ITIL: overview and benefits
Research confirms the benefits of this new approach which:
- Establishes the integration of business strategy with IT service
strategy.
- Enables agile service design and a ROI blueprint.
- Provides transition models that are fit for purpose in a variety
of innovations.
- Demystifies the management of service providers and sourcing models.
- Improves the ease of implementing and managing services for dynamic,
high risk volatile and rapidly changing business needs.
- Improves the measurement demonstration of value.
- Identifies the triggers for improvement and change anywhere in
the service lifecycle.
- Addresses the current gaps and deficiencies in ITIL today.
The new approach changes the relationship between IT and business
whereas before, ITIL worked to align service management with business
strategy, V3 integrates into a single ecosystem. Other developments
include new IT strategies, for outsourcing and co-sourcing, for example;
new concepts such as a new Service Management Knowledge base that
helps transform captured information into organisational intelligence;
new processes such as request fulfilment; process expansion, such
as event management; new practice areas and organisational structures;
and new methods of delivering ITIL.
The model contains the processes needed to manage services within
the lifecycle structure. The core practices of Service Management
life stages are then supported by more detailed complementary content
specific to industry, stakeholder and practice topics. This makes
the library more practical, easier to use and provides guidance specific
to various stakeholder viewpoints to help gain further traction in
ITSM.
Your ITIL V3 Library
To reinforce changes, the library has seen a major visual revamp
with inspirational imagery based on natural themes and a new, clean
layout.
Library includes:
- The Official Introduction to ITIL Service Management
- Service Strategy
- Service Design
- Service Transition
- Service Operation
- Continual Service Improvement
Source: OGC Best Management Practice
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Introduction
of 5 Core Titles
- Author Reviews
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| Service
Strategy
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| By Majid
Iqbal and Michael Nieves |
 Members Price: 223.55 / Non Member Price: 263.00 |
Service Strategy provides guidance
on developing service-based business
models and strategies. It defines the valuecreating context
and principles of service management that shape decisions,
policies and processes across the ITIL Service Lifecycle.
Service Strategy defines the objectives, resources, and constraints
within which services and the relationships they define with
customers are to be managed.
The core process in Service Strategy involves
defining the market, developing the offerings, developing
strategic assets and preparing
the organization for execution through the Service Lifecycle.
This process is driven by f unctions such as Financial Management,
Service Portfolio Management, Demand Management, Organization
Development and
Sourcing Management. The title introduces the role of Product
Manager as a counterpart to Business Relationship Managers.
The guidance in Service Strategy is relevant
to service providers in the public and private sectors. It
is useful for developing strategic perspectives, distinctive
positions in customers’ minds, and effective execution
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through the Service Lifecycle. The title
helps managers set up the potential of Service Management
as a strategic
asset. It also helps them make the business case for investments
in the Lifecycle phases of Service Design, Service Transition,
and Service Operation, and in the ongoing activity
of Continual Service Improvement.
Key features:
• Pivotal to the ITIL Service
Lifecycle with guidance for senior management and leadership.
• Cross-pollinated with knowledge and
practice from multiple disciplines such
as design, marketing, finance, systems
engineering and operations.
• Illustrates key concepts, models and
methods in graphical form to facilitate
communication and collaboration across organizations, cultures
and regions.
• Case examples and references across industry sectors
and professional disciplines.
Service Strategy represents advanced thinking on how services
define relationships between |
customers and service providers based on mutual
dependence and welfare. It places business outcomes for customers
at the centre of all dialogue in service management. Services
are viewed as mechanisms for engaging the capabilities and
resources of service providers for the support of the customer’s
business activity. The title also highlights the need for
organization design and development to ensure that process
models are properly integrated within the reality from which
they were abstracted.
Important topics include:
• Market Spaces
• Service Definitions
• Value Creation
• Value Capture
• Value Networks
• Service Assets
• Business Service Management
• Demand Patterns
• Service Level Packages
• Option Spaces
• Service Automation
• Service Provider Risks.
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Service
Design |
| By Colin
Rudd and Vernon Llyod |
| Members Price: 223.55 / Non Member Price: 263.00 |
Service Design is about ensuring
that services are designed to align and
match the current and future requirements of the business.
This title provides guidance on the production and maintenance
of IT policies, architectures, processes, systems and documents
for the design of appropriate and innovative IT service solutions
and processes.
Service Design contains guidance on
designing service solutions aligned to the changing requirements
of the business. A holistic approach is used for the design
of the new or changed services and all of their constituent
components are described, adopting the principle that the
better the quality of design, the less rework will be required
during subsequent stages of the services lifecycle. A model
of a service and its constituent elements is included within
the publication to facilitate this approach.
The title discusses the need for considering
technology, service design and service delivery models and
their impact on design activities and the service designs
themselves.
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The concept of a Service Design Package, including
Service Acceptance Criteria is introduced and the use of these
to manage the smooth progression of new
or changed services through all stages of their lifecycle.
Service Design takes the strategies,
policies, requirements and constraints produced by the Service
Strategy stage of the lifecycle and ensures that the service
designs, meet all of the needs of the business within those
strategic guidelines. The five main aspects of
design are described within the publication:
• The design of the services,
including all of the functional requirements, resources
and capabilities needed and agreed.
• The design of Service Management
systems and tools, especially the Service Portfolio for
the management and control of services through their lifecycle.
• The design of the technology
architectures and management systems required to provide
the services.
• The design of the processes
needed to design, transition, operate and improve the services,
the architectures and the processes themselves.
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• The design of the measurement
methods and metrics of the services,
the architectures and their constituent components and
the processes.
Service Design contains discussions on the
roles, responsibilities and activities involved within the
Service Design stage and also considers the impact of processes
on the service designs produced. Service Design also describes
the major processes involved within these design activities,
including:
• Service Catalogue Management
• Service Level Management
• Capacity Management
• Availability Management
• IT Service Continuity Management
• Information Security Management
• Supplier Management.
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| Service Transition |
| By Shirley
Lacy and Ivor Macfarlane |
| Members Price: 223.55 / Non Member Price: 263.00 |
Service Transition provides guidance
on delivering change to the service
portfolio and through the service lifecycle. It covers how
the equirements of Service Strategy encoded in Service Design
are effectively realised in Service Operations while controlling
the risks of failure and disruption. The success of Service
Transition lies in the ability of Service Operations to support
the business processes via the installed service base and
the ability of Continual Service Improvement to measure the
new or changed service.
Major topics include:
• Change Management
• Service Asset and Configuration
Management
• Configuration Management System
• Knowledge Management
• Service Knowledge Management System
• Transition planning and support
• Release and deployment management
• Service testing and validation
• Evaluation
• Managing organisational and cultural
change.
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The guidance is relevant to IT organizations
and shared services units in the public and private sectors.
Service Transition helps managers and
practitioners in their choices and application of good practice
ideas. It focuses on the broader, long-term change management
role and release practices, so that risks, benefits,
delivery mechanism and the ease of ongoing operations of service
are considered with an appropriate balance of speed, cost
and safety.
Large-scale IT change is often driven through
project or programme initiatives. These are mistakenly seen
to be outside ‘change management’, and too often
not considered a service management concern until it is time
to implement. However, experience teaches us that this approach
rarely yields the best possible benefit to the business. Programme
and project managers will find this guidance
useful when planning service testing, release and deployment.
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Key Features:
• Pivotal to the ITIL Service Lifecycle
with guidance for managing the changes,
release and deployment for new and
changed services, de-commissioning,
transferring and retiring services.
• Illustrates key concepts, models and
methods in graphical form to facilitate
communication and collaboration across
organizations, cultures and regions.
• Practical guidance to enable a smoother transition of
releases and deployment and knowledge transfer to the Service
Desk and other service operations teams.
• Reduces risk and variations in the
predicted and actual performance of the
transitioned services.
• Service testing, evaluation and Early Life Support ensure
that the services are fit for purpose and fit for use in accordance
with the service requirements and specified constraints.
• Organizing Service Transition with
appropriate functions, roles and responsibilities that provide
suitable
interfaces with
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| Service Operation
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| By David
Cannon and David Wheeldon |
| Members Price: 223.55 / Non Member Price: 263.00 |
Service Operation is about delivering
on the promises made during the Strategy and Design phases
of the Service Lifecycle. It achieves this by making sure
that the people, processes and technology that deliver IT
Services are all working to the same set of objectives.
Service Operation is not just about managing
the service, or just about managing the infrastructure. It
is about achieving a balance between several dynamic drivers:
Technology and Business, Cost and Quality, Proactive and Reactive
activities. This balance results in a stable environment,
which is able to anticipate and respond to changes
where necessary.
The ability to monitor and decipher the continuous
flow of information about the status of service components
is key. Formal Event Management detects fluctuations in component
and service performance, which can be tuned dynamically to
suit each condition.
Exceptions are resolved quickly and effectively
through Incident and Problem Management, while stablished
customer requirements are met hrough Request Fulfilment and
Access Management.
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This publication does not lose sight
of the fact that it is written in the context of IT, and there
is a section dedicated to the technology-specific
activities that need to be performed in this context, e.g.
Network Management, Storage and Archiving, etc.
Service Operation also recognizes that processes
alone do not guarantee a quality service. It clarifies a number
of issues related to the people who manage Service Operation.
It recognizes the role of the Service Desk
as a key link between the business and IT at an operational
level, especially in restoring disrupted services and in providing
an entry point for accessing new or changed services.
In addition, it specifies three new functions
critical for executing process activities and managing service
components. These are:
• Technical Management, which is the
custodian of expertise related to all service components.
Technical Management typically manages the
infrastructure from Design through to
Operation.
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• Applications Management,
which plays a similar role for software applications. Of particular
importance is how this function interfaces with Application Development
teams throughout the Software Management Lifecycle.
• IT Operations Management, which may be performed by the
previous two functions, but is often centralized into a dedicated
unit. This function executes routine activities, and monitors
and controls the health of the infrastructure.
Service Operation identifies how to link
operational activities to the value of
the organization, and how to couple
infrastructure and service management for optimum service quality
and value. |
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| Contnual Service
Improvement |
| By George
Spalding and Gary Case |
| Members Price: 223.55 / Non Member Price: 263.00 |
Continual Service Improvement (CSI) is, as
its name implies, an ongoing practice that is woven into the
fabric of an organization as opposed to a reactive response
to a specific
situation or a temporary crisis.
Whether an organization is making large scale
or incremental improvements, it is the role of
every person in the IT department to identify opportunities
to improve services and IT Service Management processes.
CSI is often thought to be associated with
the daily service operations, but in fact, CSI will improve
the lifecycle approach by identifying improvement areas for
the Service Strategy, Service Design and Service Transition
activities. CSI provides a continual
feedback loop between each of the lifecycles (Service Strategy
and Service Design – Service Design and Service Transition
– Service Transition and Service Operations).
CSI is about formalizing and documenting
a practice, it documents key roles and responsibilities, such
as the CSI Manager, Service Owner and Service Level Manager
that are required to support the CSI practice.
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CSI also documents the types of metrics to
capture service measurement. The key to CSI is identifying
that there are three types of metrics: Technology, Service
and Process. Most IT organizations have always performed some
type of monitoring and measuring on technology, such as servers,
networks, etc; but, they have not really been good at measuring
and reporting on an endto- end service, which is the service
metric.
Goal of CSI:
This title aims to provide practical guidancein evaluating
and improving the quality ofservices, overall maturity of
the ITSM servicelifecycle and its underlying processes, at
three levels within the organization:
• The overall health of ITSM as a discipline.
• The continual alignment of the portfolio of IT services
with the current and future business needs.
• The maturity of the enabling IT processes required
to support business processes in a continual service lifecycle
model.
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Objectives of CSI
• Review, analyze and make
recommendations on improvement
opportunities in each lifecycle phase:
Service Strategy, Service Design, Service Transition and Service
Operations.
• Review and analyze Service Level
Achievement results.
• Identify and implement individual activities to improve
IT service quality, and improve the efficiency and effectiveness
of enabling ITSM processes.
• Improve cost effectiveness for delivering IT services
without sacrificing customer satisfaction.
• Ensure applicable quality management
methods are used to support continual
improvement activities. |
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ITIL
V3 Qualification Scheme Announced
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5th June 2007, Vinopolis, London, England... APMG, a specialist
accreditation and examination body, is announcing the scheme for ITIL
v3 qualifications at the official launch of ITIL v3 by OGC at Vinopolis,
London, on June 5th 2007.
The new ITIL qualifications scheme recognises the value of existing
v2 qualifications and introduces a system that enables an individual
to gain credits for ITIL v2 and v3 courses. Once candidates have accumulated
a sufficient number of credits they can be awarded the ITIL Diploma
in IT Service Management.
There are four levels within the new scheme namely: Foundation level,
two Intermediate levels, and Advanced level, which is currently under
development. To achieve a diploma, candidates must achieve 22 credits,
two of which can be gained at Foundation level.
The Foundation level focuses on knowledge and comprehension to provide
a good grounding in the key concepts, terminology and processes of
ITIL v3. At this level, the qualification remains very similar to
the ITIL v2 Foundation qualification.
In the new intermediate level, there are two streams: a lifecycle
stream and a capability stream. The lifecycle stream is built around
the five core OGC books: Service Strategy, Service Design, Service
Transition, Service Operation, and Continual Service Improvement.
The intermediate capability stream is built around four clusters:
service portfolio & relationship management; service design &
optimisation; service monitoring & control; and service operation
& support.
Both intermediate streams assess an individual’s comprehension
and application of the concepts of ITIL v3.
Candidates are able to take units from either of the intermediate
streams. These units give them credits towards a diploma. There is
a course – Managing across the Lifecycle - that brings together
the full essence of a lifecycle approach to service management.
Once someone has gained the requisite number of 22 credits through
their education at foundation and intermediate level they will be
awarded the ITIL v3 Diploma. No further examination or course is required
to gain the diploma.
The Advanced Level Diploma will assess an individual’s ability
to apply and analyse the ITIL v3 concepts in new areas. This higher
Diploma has not been developed at this stage.
Relationship between v2 and v3
Individuals with existing ITIL v2 Qualifications can use those qualifications
as credits towards the diploma.
Any ITIL v2 Manager who wishes to gain the v3 Diploma can take a bridging
course and pass an examination. The three day course covers the new
concepts within ITIL v3 and fully integrates the benefits of the lifecycle
approach.
There is a also a one day bridging course at foundation which covers
the differences between v2 and v3 and allows someone to take an exam
to demonstrate their understanding of the ITIL v3 approach.
ITIL v 2 Practitioner qualifications count towards the ITIL Diploma
in Service Management. Depending on whether an individual holds a
single topic certificate or a clustered certificate the credits will
vary.
It is recommended that candidates discuss their current qualifications
in ITIL v2 with their Accredited Training Organisations to establish
how many credits they hold towards the Diploma.
Richard Pharro, managing director, APMG, said: “We are delighted
with the work by our examination panel in developing the idea of a
credit system leading to the award of a Diploma in ITIL service management.
This provides clear structure for an individual to develop their professional
understanding and career. In particular it enables both individuals
and companies to establish inspirational personal development programmes
within an internationally recognised framework of qualifications.”
Further information:
The timetable for the introduction of qualifications in v3 is as
follows:-
- Foundation Examinations: June 13th 2007
- Manager’s Bridging Course: Q3 2007
- Foundation Bridging Course: Q3 2007
- Intermediate Level Qualifications: Q4 2007
Firmer dates for the release of the future qualifications will be
provided to Accredited Training Organisations as soon as the concepts
have been signed off by the Qualifications Board.
Diagrams: Illustrations of the new schemes are shown at the end of
this document.
Please note that the documented credits
on the above diagram may be subject to change pending the further
development and release of a fully signed off v3 qualifications scheme
by the Qualifications Board. For further details, kindly refer to
APMG's
website. |
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ITIL Foundation Certificate (v3)
- Syllabus
|
The official accreditation body of ITIL (APM Group) has
released the syllabus for the new ITIL V3 Foundation Course.
This was prepared by members of itSMF Chapters under the guidance
of Sharon Taylor (Chief Examiner).
Please click
here for the attached
PDF document which gives the details of what each module contains
(including from which book).
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Newsletter Editorial Team: Cindy Ling, Ho Eu Jin, Chan Hwee Hiong
© 2007 itSMF Singapore Chapter Inc. All rights
reserved. Contents of this newsletter may not be republished in
whole or in part without prior written permission from itSMF Singapore
Chapter. |
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ITIL® V3 is finally released on May 30th 2007. For those of you
who have started your voluminous reading effort, you will be well
aware of the changes introduced with the shift from the process focus
of V2 to the lifecycle focus of V3. For those of you who have not
started your reading, fear not – we have put together this newsletter
to equip you with the essential information.