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Troy DuMoulin, VP, Research & Development

Troy is a leading ITIL®, IT Governance & Lean IT authority with a solid and rich background in Executive IT Management consulting. Troy holds the ITIL Service Manager and Expert certifications and has extensive experience in leading IT Service Management (ITSM) programs with a regional and global scope.

He is a frequent speaker at IT Management events and is a contributing author to multiple ITSM and Lean IT books, papers and official ITIL publications including ITIL’s Planning To Implement IT Service Management and Continual Service Improvement.

 

The Guide

"This blog is dedicated to making sense out of the shifting landscape of IT Management. Just when we thought we had a good handle on managing technology, the job we thought we knew is being threatened by strange acronym’s like ITIL, CMMI, COBIT, ect.. Suddenly the rules have changed and we are not sure why. The goal of this blog is to offer an element of sanity and logic to what can appear to be chaos."


Hitch Hiker's Guide to the Galaxy

"In many of the more relaxed civilizations on the Outer Eastern Rim of the Galaxy, the Hitch Hiker’s Guide has already supplanted the great Encyclopedia Galactic as the standard repository of all knowledge and wisdom, for though it has many omissions and contains much that is apocryphal, or at least wildly inaccurate, it scores over the older more pedestrian work in two important respects.

First, it is slightly cheaper: and secondly it has the words DON’T PANIC inscribed in large friendly letters on its cover."
~Douglas Adams

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Business Alignment or Business Integration?

Many books and papers have been written on the subject of IT and business alignment. While not to downplay this important topic, one needs to ask why we are having this conversation. You don’t see the equivalent concerns about HR and business alignment, Finance and business alignment or Engineering and business alignment. The very fact that these are relevant topics today tells us something about the current level of maturity of our industry. Most IT organizations around the world are at the very early stages of a technology to service evolution. The challenge before us is how to convince both the IT Techie and the business customer that IT does not simply manage hardware and software. As IT organizations evolve into a Service Delivery model it is important to understand where the industry has come from and how Technology Management differs in focus from Service Management. Over the last 20 years IT planning, strategy, recruitment, skills training, and incentive programs have focused on developing centers of technology excellence. We have hired and trained individuals to hone their technology skills in order to optimize and reduce cost around the use of new technology innovations. However, for the most part education around a business perspective has largely been ignored. Nowhere is this clearer than the fact that most computer science degrees until very recently have been purely technology-focused and have little to no focus on teaching general business acumen. There is a growing awareness that there is no real separation between the business process and the technology that underpins it. How do you separate Accounts Payable from SAP? Or from a different perspective why is the engineering group that builds an oil platform and the IT department that works along side them to hook it up to the information network seen as having a different position in the business organization. One group is considered a business unit and the other something unique and separate. The answer of course has to be that they are both enabling business functions and not really different at all. What are your thoughts? Does this make sense? Is there a compelling business case that places the IT organization in a unique role in the business model? Troy Time is an illusion. Lunchtime doubly so. ~Douglas Adams
Posted by Troy DuMoulin on 11/03 at 09:44 AM

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