:: In this issue
President's Message
itSMF International News
Feature Articles
» Introduction from the Chief Architect
» What's New in ITIL Version 3?
» An Interview with Sharon Taylor
» Myths, Rumours and Speculations
itSMF Diary: CMDB That Works!

President's Message

The year 2006 went past quickly as we continue to see the growth of IT services across all sectors of the IT industry. According to market research analysts we can expect to see double-digit growth in the space over the next few years as the entire IT industry gears up for the expected continuing significant increase in demand in view of the move towards being service-oriented players by most organizations.

The itSMF Singapore Chapter did organize some events and one major one for our members in 2006. The events were the bridge for vendors and users but we felt that we have not done enough to begin to ride on the wave of growth of IT service management. We saw an increased in membership numbers, both individual and corporate, and that was encouraging though.

As a chapter we are forging ahead in 2007 with plans for exciting happenings and events.

As a leader in IT service management industry group, we aspire to be the conduit between vendors and users of IT services and to serve the IT services community at large by: 1) providing network of industry experts, information sources and events to help organizations address IT service management issues and, 2) assisting organizations achieve the delivery of high quality, consistent IT services both internally and externally through the adoption of best practices.

We will continue to introduce more events for our members as well as the first ever regional annual event that will bring together in Singapore the best of the IT service management practitioners and users from around the region. Our publication team will bring interesting and relevant news on IT service management regularly via the newsletters. Also we will continue to the work with the international organization to post more books titles on our online bookstore.

We will improve our website and make it easily accessible by our members as well as provide more relevant information and updates on a regular basis.

On the education front, the Singapore Chapter sees the need to consider prospect of offering accreditation and qualifications services for ITIL much as itSMF UK has done. This move can strategically help realize itSMF Singapore's main goal of being recognized by the Government, the IT industry and end-user organizations as the premier, independent and representative body for IT Service Management here.

We look forward to an exciting 2007 year by forging ahead all our planned activities. We also would like to call on you to help us improve either by volunteering your expertise and time to us or by giving us feedback and suggestion.

Thank You.

Tay Kheng Tiong
itSMF Singapore Chapter


Jan 2007

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itSMF International News

The International Board is pleased to release the latest quaterly report for the forth quarter 2006. These quarterly reports, to national Chapters, give details on plans and activities affecting the global itSMF organisation, on a regular basis. Click here to see the details of the full report.

Feature Articles

ITIL Refresh News

The ITIL Refresh is the most important event to happen in the field of IT service management in the past 10 years. It is exciting and promises a bright future for the ITSM community."

     -- Sharon Taylor, ITIL Refresh Chief Architect

Introduction from the Chief Architect

ITIL's History

True to the essence of best practice, looking forward takes on greater focus and meaning when we know where we have travelled from. ITIL has enjoyed a long and popular history, and there are many versions of that history that have been told over the 20 years of ITIL's life. Like a great tale that evolves over time and is embellished by each teller, ITIL's history has taken on some colourful, entertaining versions of its evolution.

ITIL was created by the SAS

Faced with dangerous missions every day and spy technology that kept failing at the worst possible moments, the SAS IT technical support team created ITIL to offer faster resolution for field agent incidents and avoid the need to keep recruiting so many new agents each month. ITIL was so successful that it lowered the TCO (Total Cost Ownership) of the SAS and maintained a robust knowledge base since agents were not expiring as quickly!

ITIL was a gift from Aliens

A superior technically advanced life form from a neighbouring galaxy was amused by our lack of service management and the extreme frustration experienced by our IT customers. For a decade or so (a nanocade in Alien time) they were entertained until they decided they could no longer watch us bungle our way through our primitive customer service practices and one night, implanted the brains of IT service managers everywhere with the business centric service management practice called Intergalactic Technology Intelligence Library (ITIL). We awoke thinking we had just struck upon the most ingenious common sense to IT service management ever conceived and set out to document it in English. (We never knew of course that it had actually been given to us)

ITIL created by UK Government

ITIL was developed by the CCTA, a predecessor of the OGC, during the late 1980s when the UK government's reliance on IT was increasing and fiscal efficiencies were being sought. A team of CCTA staff set out to document a common sense approach to managing IT services that would improve reliability while maintaining cost efficiency. Using their own experience, a collection of then best practices and common sense, the first IT Infrastructure Library® was created.

Only one of these is totally true of course. Regardless of which tale of ITIL creation you choose to believe or repeat, the fact remains that during the past 10 years the undeniable global success of ITIL as the adopted world best practice for IT Service Management is not fiction.

The ITIL Library of Best Practice

Since the 1980s, ITIL has undergone two major revisions:

Version 1 1986 - 1999 the original ITIL function-based practice of 40+ books dealing with a variety of IT practices.

Version 2 1999 - 2006 V2 of ITIL Process-based practice of 10 books and the globally accepted best practice framework for ITSM:
» Service Support
» Service Delivery
» Planning to Implement Service Management
» ICT Infrastructure Management
» Business Perspectives Volumes I and II
» Software Asset Management
» Application Management
» Security Management
» ITIL - Small-scale Implementation.

Version 3 2007 - ?? V3 of ITIL
Service lifecycle-based practice incorporating
the best of V1 and V2 and tested current best
practice for ITSM. Five lifecycle titles forming
the core of ITIL practice:
» Service Strategies
» Service Design
» Service Transition
» Service Operation
» Continual Service Improvement.
The Core is supported by an Introduction and Key Element Guides along with multiple topic specific complementary guides and an integrated service lifecycle model including service, organisational, process and technology maps. This part of V3 will be
launched in Spring 2007.

Later in 2007, value added offerings of templates, case studies, certification study aids and executive briefs will complete the V3 portfolio. These will be continuously updated and added to our portfolio to ensure we keep improving and helping you improve your ITSM practices.


Common Sense Approach

The common sense approach to the development of ITIL remains at its heart eventoday. The library has evolved with the ITSMindustry and version 3 is no different.

While some of ITIL V3 brings transformational thought leadership, the history of ITIL is preserved within the pages of V3. Best practices from the past two versions of ITIL are being brought forward into the newdesign because they work. These practices are still best of breed in our industry and still used every day. We have surrounded, enhanced and updated them with a broader scope for ITSM that widens the visibility of ITIL and onto the radar of senior business and IT executives. This enhanced vision of what ITIL is, why it is important and the value it brings will only make life easier for those who have struggled to gain greater adoption, and attention to ITIL at all levels in the organisation.

Why the Lifecycle?
Over the past 20 years, the way we manage IT services has changed dramatically. In the early stages of the V3 refresh, we undertook major public consultations to confirm what we as an ITSM community have learned about best practice and what is relevant in the IT landscape of today. This also included predictions for the future.

The former concepts of business and IT alignment, the effectiveness of the value chain and the silos of operational processes have given way to matured thinking about the realities of where the IT industry is today. We have harnessed this thinking in V3 and transformed former practice into more relevant, easier to use guidance.

Our research has confirmed that there are major benefits to adopting the service lifecycle approach:
» Establishes the integration of business strategy with IT service strategy
» Enables agile service design and ROI blueprint
» Provides transition models that are fit for purpose in a variety of innovations
» De-mystifies 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 and demonstration of value
» Identifies the triggers for improvement and change anywhere in the service lifecycle
» Addresses the current gaps and deficiencies in ITIL today.

We examined the challenges faced by IT service management at all levels and from all vantage points. We have designed ITIL V3 with these challenges in mind to take IT service management to new heights of excellence and to meet the needs of our ITSM community into the future.

The development of V3 has harnessed the vision, expertise and realities of thousands of you from around the world.

We have brought together the hearts and minds of the most brilliant experts in the industry and for two years now, we have dedicated ourselves to bringing you the new generation of ITIL best practices that you can continue to depend on for many years
to come.

With only a few short months left until V3 hits the market, we will continue to provide information about what's coming and when. We will ensure that you are prepared for V3 and can make the transition when you are ready and with ease.

Among the many press interviews I have given over the past two years, one quote stays in my mind.

"The ITIL Refresh is the most important event to
happen in the field of IT service management
in the past 10 years. It is exciting and promises
a bright future for the ITSM community."

What's New in ITIL Version 3?

At this stage of ITIL V3 development we are finalising the core for Quality Assurance reviews and so we have a good idea of how the final core products will look. Over the entire life of the project I have been asked, "What's New?" The correct answer is; Nothing and Everything at the same time. Now before you roll your eyes, please read on.

The Nothing New Part
Every title in the current ITIL library has been reviewed and decisions made about the content that needs to be brought forward to V3. We know that lots of the current ITIL Library is still in use, still extremely relevant and valuable and still needed to be part of the new ITIL since it remains the globally adopted best practice for IT Service Management.

So in that respect nothing has changed. The ITIL you use today will still be part of V3 tomorrow and go forward with your ITSM practices.

The Everything New Part
ITIL V3 will look completely different from V2. Below I have briefly listed the key things that make everything different about ITIL V3.

» The method of development we
scoured the planet for opinions and
experts to work with our team to develop
V3. These opinions formed a solid base for
the key success elements of V3. We talked
with a broad base of ITSM stakeholders
and built a core of practice that will speak
to them all.


» The role played by the ITSM community in V3 instead of inviting a few key experts and a few reviewers, we invited members of the community to stand alongside us in development and play an active role throughout. The ITIL Advisory Group (IAG) have been mentors, subject matter experts, reviewers and ambassadors of ITIL V3 for almost the entire length of this project. So V3 is entirely a community developed practice.

In addition to the development model used, below are key examples of what's new from a top down view, looking at overall structure with some details of new content.

It would take a book in itself to describe all of the 'everything' that is new about ITIL V3, but there is no doubt that we are bringing ITIL into your future with some exciting, state of the art, innovative products and services. These will complement and mature the ITIL we have all come to know, trust and value these past 20 years.

ITIL V3 will bridge the gap between making us great service providers to best in class, innovative and better than ever service providers of the future. There is a lot to be excited about. And we are.

Some of What's New Some of What You Will See
Library structure The former collection of topic-based structure of ITIL is replaced by a core of practice and a complementary portfolio of supporting titles.
Lifecycle model The former process-based model of ITIL is replaced with a lifecycle model that contains the processes needed to manage services within a lifecycle stage structure. The core practices of the 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.
Business as an eco system Evolves us beyond business and IT alignment to the integration
and resulting eco system of business and IT.
New IT strategies ITIL is enhanced with guidance on strategies for outsourcing,
co-sourcing, shared sourcing and guidance on selecting the right
model and how to make the decisions.
New concepts The addition of a state-of-the-art Service Management
Knowledge Base that moves us from capturing data into
transforming it into wisdom. The addition of Service Portfolios and the use of value networks.
New processes Request fulfillment separate from incident management to be a
process on its own.
Process expansion The addition of functions such as event management built into
the incident lifecycle.The art of creating service utilities, capabilities, resources and
warranties to deliver best of breed service management.
New practice areas To enhance operational practice, areas of technical, operational and application management.Organisational structures in each practice area to help readers create solid foundations for Service Management (SM) practices. ITIL enhancements also include interactive templates, business cases and procedures for building, assessing and measuring returns on investment (ROI).
New methods of delivering ITIL The library will continue to exist in books, CD and online format,
but the online subscriptions will offer a variety of exciting valueadded
products and services.

An Interview with Sharon Taylor

How did you become involved and how were you appointed?

I first heard about the role of Chief Architect from a colleague of mine in the IT service management industry who asked me if I would be interested in putting my name forward. I submitted my details not thinking I would be chosen and was surprised when I was asked to attend an interview.

The Chief Architect recruitment involved a very competitive process. My interview in September 2004 was in front of a select panel: the then Director of Best Practice at OGC (Tony Betts); Chief Editor of the Refresh; the President of the Institute of Service Management; the CEO of itSMF International.

As part of the interview I was asked to give a presentation on how I would improve the current ITIL. I indicated in my presentation that I thought one person alone was not able to decide improvements to the product, it needed to be done from the viewpoint of the international community. I felt that what was wanted was an international feel not a UK centric initiative.

It would appear OGC agreed as I got the job, I think my public sector background helped having been Director in IT Services in a Canadian government department responsible for 90,000 ITIL users.

Things moved quickly and in November 2004 I moved to Norwich, the location of OGC's office, to begin my six month contract to define the scope and development plan for the refresh of version 2. After the six months I was asked to stay on to see the plans through to their conclusion, over two years later I am still Chief Architect and have travelled all over the world spreading the Refresh message.

What does your role involve?

My role as Chief Architect has involved developing the project plans, which includes devising the funding model, scope, development plans and communication strategy. I have also assembled the various support teams from the community to give the project a truly open, consultative flavour and I have undertaken the public consultation, which in turn has developed the key requirements for updating ITIL. This has involved a very competitive recruitment process for the authors.

I am also responsible for ensuring alignment to the broader aspects of the project such as qualifications and standards. Ultimately I am accountable for the end product.

What is different about this Refresh?

There are significant changes in this approach to the refresh, which have introduced various complexities to the project.

This Refresh is more globally focused. Perhaps the key difference is that OGC have recognised that ITIL has become a globally used product and, as such, they have committed to ensuring the next version of ITIL reflects the needs of the global community. Although this has introduced complexities with regards to languages and the different users of ITIL, we have achieved the international viewpoint to date through the public consultation exercise.

We have a mammoth task ahead delivering one set of publications and also overhauling the content. ITIL version 2 publications were released a book at a time and when interest was shown in a specific subject. For version 3 we are delivering an entire product set in one hit. We are also working towards a completely restructured ITIL, utilising the lifecycle approach whilst trying to weave in content from version 2.

With past refreshes OGC have informally approached peers and asked them to be involved in the Refresh. With this Refresh we have undergone a competitive tendering process and then contracted paid authors, allowing us to stick to a tight timescale.

The visibility of the project has been enormous in terms of communication. The community has been kept informed every step of the way. This is something I was keen to ensure happened.

So why refresh ITIL?

Version 2 was developed in the late 1990s. Since this point IT has matured at a fast rate and with the new business approach and developments in technology it has meant that what was Best Practice is now probably "good practice" and as such we need to refresh ITIL to ensure it meets the needs of the community today.

Since the project began there has been a major initiative to outsource services. We learned that this needed to be addressed, there were gaps in the guidance, which needed to be plugged. The other element we needed to address was the shift to operate IT more like a business. The business was asking for business cases, wanting to see a return on investment in their IT services and this was something the community was crying out for which is not addressed in version 2.

So when did the project start?

The actual project began in November 2004 but we had been busy developing the project
plan since September that year.


Who is involved and what are their roles?

The Refresh board has changed over the past two years and with the Commercial Activities Recompetition (CAR) project we have had some recent additions.

In hierarchical order, we have the OGC, sponsors of the project who provide funding and the investment decisions for the project.

We then have the ITIL Refresh Development Programme Board, which comprises the following community sector representation:
» itSMFi representing the major stakeholder groups
» Examinations boards EXIN, ISEB and more recently APMG representing the qualification sector
» ISO 20000 supporting alignment
» TSO the official OGC publisher
» OGC's Jim Clinch as Chief Editor
» And me, Chief Architect.

Our role is to ensure the broader issues of alignment in terms of certification, examinations and standards are considered within the development.

Then there is the Editorial Board comprised of Jim Clinch, OGC and Chief Editor, myself as Chief Architect, Janine Eves and Christina Thomas, TSO as managing editors. The Editorial Board is supported by project coordination and technical support from TSO. We are charged with evolving work packages into publishable products. This Editorial Board has decision authority and accountability for the final content of each V3 product.

Reporting to the Editorial Board are the Author teams, 10 world class experts with diverse backgrounds and viewpoints. Two author are assigned to each core
book along with two mentors fromthe ITSM community. They produce the actual content of the books.

These mentors are drawn from the ITIL Advisory Group (IAG) comprised of 35 members from a global IT service management stakeholder group. They support the project by reviewing and giving feedback on the approach, structure, direction and scope of the ITIL Refresh.

There are also the two ancillary teams: the Qualifications Board, formerly the ITIL Certification Management Board (ICMB), made up of stakeholders, itSMFi, ISEB, EXIN and now APMG to help ensure the alignment of the qualifications. Plus IPESC who OGC have asked to endorse the publications.

The newly appointed Communication and Marketing Team made up of TSO, itSMFi, OGC and APMG is responsible for ensuring the IT service management community is kept up to date with the developments on the Refresh. This newsletter is the first in a whole host of initiatives aimed at doing just that.

All in all it's a very large team all with different roles.

What is the role of itSMFi?

ItSMF played a major part in ITIL over these past 20 years acting as stewards and providing expertise.

They are intrinsically involved in the project. They are at the heart of the Refresh on the Development Board and have played a core part in the public consultation allowing us to reach the international community. itSMF have invited us to attend their various conferences and events allowing us to remain engaged with the IT service management community.

How can you be sure the needs of the community are met?

This is a very complex challenge as there is a broad spectrum of users from the novice to the experienced and we need to ensure we meet all users' requirements. As a result, it is key to this project to keep in touch with the community.

The results of the public consultation have allowed us to develop a set of prioritised revisions needed to meet with the demands of the community. This has become critical in relation to our key performance indicators, which we ensure we are delivering against every stage.

Our open development approach involving the whole community and our quality assurance process ensure we constantly meet the needs of the community.

Our open dialogue with the community in terms of presentations, communications and our extensive reach into the community over the last two years have been key to our success.

By the end of this year we will have presented to over 16,000 people on version 3. There have also been countless articles, interviews
and webcasts to ensure we are keeping the community up-to-date.

As I originally stated a little over two years ago in my interview presentation, no one person can deliver this, it's a globally used product and the refresh needs to be done from the viewpoint of the community.

Myths, Rumours and Speculations

During the last 18 months ITIL has been the focus of two major projects: it has been undergoing a major refresh and it was also included in the scope for a major procurement to provide supporting publishing and accreditation services. Updates on project progress have been provided throughout but, inevitably, there are periods where there is no information available. Essentially, both projects result in some kind of change and as many will know, this often gives rise to speculation.

In this article we respond to some of the more popular 'myths' that have surfaced as a result of the changes.

Myth number 1. OGC is planning to sell ITIL

OGC has no intention to sell its best practice
portfolio. It recognises that much of the
value in these products comes from its
vendor-neutral status and that they should
remain Crown Copyright. The new five-year
contracts for accreditation and publishing
services have been put in place to support
users and ensure that the products remain
fully accessible.

Myth number 2. Everyone will need to be re-certified when the new ITIL(V3) is released

Rest assured, this is not the case. ITIL
qualifications will remain valid and training
already undertaken will not be undermined by
the introduction of new material. There will
be opportunities for candidates to upgrade
their qualifications and short conversion or
update courses are likely to be provided.

Myth number 3. All the processes I know today will be gone

The processes you are working with
today will continue to be part of the
refreshed ITIL. You will notice, however, that
the Service Support (SS) and Service Delivery
(SD) processes will be integrated into a
service lifecycle. This will better reflect how
service management is applied in everyday
practice and so your implementation of them
is likely to become easier.

A significant portion of the current version
of ITIL will be refined and included in ITIL
V3. This includes the parts that are still
widely practised and usable in the IT service
management community.


Myth number 4. V3 is simply an add-on to V2

The refreshed ITIL will replace the current
version and this is part of an ongoing
process to enhance and improve OGC's
Best Practice in service management. This
is the essence of 'current best practice',
ensuring that it continues to meet the
evolving demands of customers. The
refreshed ITIL will help service providers
remain competitive and effective in
providing value to their customers.

Myth number 5. My current software support tools will no longer be useful

The main functional elements of most
IT service management tools will still be
required for V3 since the main process
elements from V2 remain. We do expect,
however, that some vendors will want to
make enhancements to their tools to capture
the additional power of new functions that
V3 will introduce.

You can continue to use V2-based tools
and practices until you are ready to (and
if you wish to) make improvements. We
are confident that V3 will entice you with
compelling opportunities to improve your IT
service management practices, but we have
been very diligent in making sure that this
transition can occur for you with ease and in
your own time.

itSMF Diary

CMDB That Works!

The itSMF Singapore chapter organized another seminar in November 2006 "CMDB That Works!".
Mr. Tay Kheng Tiong, Chairman, kicked off the event. Amongst the useful information shared, Mr. Tay talked about the ITSM landscape as well as increasing adoption rate and momentum in the region.

Our guest speaker, Mr. Dustin McNabb, Vice President of Marketing of Managed Objects positioned the CMDB in an overall ITSM implementation, the uniqueness of the Business Service Management approach and how customers in many industry sectors have leveraged this for their business. His presentation and style prompted good interaction from the audience. The event ended with a sumptuous buffet of the Holiday Inn Parkview.

Some 60 people attended the session inspite of a need to set aside time on their calendar at short notice (due to challenges in the guest speaker's travel arrangement the session was rescheduled from November 14 to November 15 2006). The event was well received in terms of content as well as a platform for networking amongst the ITSM community.

Do watch this space for upcoming events!

Newsletter Editorial Team: Cindy Ling, Ho Eujin, Chan Hwee Hiong

© 2006 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.