Monday, March 31, 2008
A Product Is A Service In Disguise
How can a product be a service in disguise? First, we need to understand what a service is and its lifecycle. I often start with the end in mind and this blog entry is no different. Read on.
I understand that many people still have a hard time to grasp the concept of a retired service.
What we have to do is understand that a service is made up of capabilities and resources, has utility and warranty components and has a lifecycle. The customer of the service receives a unit of service usually in the form of a product but this may also be in the form of advice as well.
A service usually involves other supporting services that may or may not be visible to the customer. For example, ordering, delivering and paying for the service are not only visible but are usually included as the “shopping” experience from a customer’s perspective but they are supporting services nonetheless. This applies to both product and advisory services.
Then there are the “behind-the-scene” services; the back office services. These services are again supporting services and there is a formula to account/allocate for their cost into the price of the service. Everyone knows this. When someone buys something, they know that the price they pay includes items such as manufacturing, delivery, personnel, utilities, etc.
So where am I going with this? Throughout the years, products come and go. Yet some people may still use them. From the manufacturer’s perspective not only are they not producing this product but they are not supporting it as well. Instead they are offering and supporting a similar product that uses technology.
In the 1960s, television sets used lamps. Today, they use circuit boards. Are there still some people using these sets? The answer is probably or maybe. The fact is that the manufacturers do not offer this product-based service nor do they support it. If you are still using it, and it breaks, then you are on your own. It is possible that you may find someone who still carries an inventory of spare parts and who can repair it, but this is another service provided by someone else.
In my opinion, the biggest reason people have difficulties with services is that we are bombarded with messages about products. The messages come from advertisements, marketing campaign, news or magazine articles. Additionally, the education system rarely covers services so people are often uncertain as to what it really is. Throw customer service into the mix and it is no wonder that people are confused. We often hear about the service industry, the products and services we offer. Then we have customer facing roles and back-roles roles.
There is no service industry. A product is a service in disguise. Anything and everything anyone sells is a service. There is no customer service. Everything we do is service oriented. Everyone is involved in the services offered by their organization.
The product is only the physical materialization of the service, the thing that the customer can recognize. Of course there are advisory services but even here there is a materialization that happens in the form of deliverables such as reports, recommendations, knowledge transfer, etc.
So if everything we do is a service, how can we retire it? The answer is simple. We need to identify the classification level being retired.
In my opinion there are only two classes of services, product-based and advisory-based. We then need to differentiate those two classes into what I call categories of services. In turn the categories are sub-divided into sub-categories and then the sub-categories into segments.
- If we are retiring a class of services then we would no longer offer product-based services. We would only offer advisory services
- If we are retiring a category of services then we would no longer offer hardware products; we would only offer software products
- If we are retiring a sub-category of services then we would no longer offer end-user computing (pc, desktop, mobile devices, printing, fax, scanning, etc.)
- If we are retiring a service segment then we would no longer have desktop services but could still be offering laptop and mobile device services
If we are switching from one application to another, say from X to Y or from version 5 to version 6 then we are no longer offering segment service called Application X (or version 5). We are now offering the segment service called Application Y (or version 6). The reason is that the utility and warranty change, the capabilities and resources change, in short, the unit of service has changed. It is a new “product-based” service that the customer can order.
Of course it is possible that both services will still be live at the same time. This is especially true during large, major deployments. Once the old service is no longer in use, then we can consider it “retired” from a customer perspective (status field in the CMDB, CMS, and/or Business Service Catalog will change from “live” to “retired”). The customer can no longer order it or order changes to it. It can still be found in the Technical Service Catalog until all resources are decommissioned or re-assigned. Only then can it be considered to be fully retired. However, it is still in the Service Portfolio as this document or database contains the services in the pipeline, in the service catalog and the retired services.
We have a long road ahead of us to change the perception people have about, and the understanding of, services.
There is no service industry.
A product is a service in disguise.
Anything and everything anyone sells is a service.
There is no customer service.
Everything we do is service oriented.
Everyone is involved in the services offered by their organization.
Friday, March 28, 2008
Now that’s funny!
I remember a situation once where I was working on a consulting assignment at a Service Desk. We got an alert message that one of the data storage discs was nearly full. We had to quickly delete some files to make room or soon the server would start slowing down and would eventually stop altogether if some action didn’t take place right away.
So one of our technicians got permission from the IT Director to logon to the server to begin looking at files to see if we could find some that could be deleted. What the tech found was an enormous amount of files with .jpeg extensions. So he began opening them to see what pictures were being stored. It turns out that one particular user had stored hundreds of wedding pictures and literally every picture he must have ever taken in his entire life. Thousands of personal photos were being stored on our business server.
We were able to make one phone call to the employee to share what we had found. We gave him thirty minutes to get the photos off the company server. Thank goodness at least all the photos were rated “G”, not “R” or “X”!!!
The Key To Transitioning Process Improvement From Project To Production, Part 2
In part 2, Gary examines what is meant by transitioning from program/project to production. Gary continues with criteria for developing an organizational strategy, a transition team and a transition plan.
Approximate Running Time: 14 minutes
Thursday, March 27, 2008
About “Retired” Services & The Service Catalog
I have been receiving a lot of comments lately about the “retired” services.
This is what colleagues and many of our customers have reported to me:
• It seems that the wording from the text does not match the diagram
• Where do retired services actually reside; the portfolio or the catalog?
• And other similar comments
It seems from looking at Figure 4.11 on page 74 in the Service Strategy book that the retired services are part of the Service Catalog. Yet from reading the accompanying text in Section 4.2.3 on pages 73 to 77 we get the impression that the retired services are only in the service portfolio. Already people are forgetting or ignoring the fact that the Service Portfolio encompasses all the lifecycle phases of a service and that the Service Catalog is a part of the portfolio.
From the literature we get the following information:
• The Service Pipeline contains the services being planned (but not necessarily approved) and the ones in development
• The Service Catalog contains the services available for deployment and the live services (in production)
• The Service Portfolio contains the pipeline, the catalog and the retired services (especially the ones not in the catalog anymore)
I have heard many express the sentiment that the diagram is wrong. I would not call it “wrong” but rather misleading. I would also say that people forget a crucial fact; the Service Catalog is made up of the Business Service Catalog and the Technical Service Catalog.
In my opinion, the reason is that we (and I include myself in this) make/made the mistake of interpreting the diagram as a timeline. There are no timelines in the diagram. An important point is the following comment found at the bottom of the Figure 4.11.
“Area of circle is proportional to resources currently engaged in the lifecycle phase”
The circles do not represent project or lifecycle timelines but the resources used/consumed/engaged in a particular phase of the service lifecycle. People have to remember that the resources, as defined by ITIL V3, are financial capital, infrastructure, applications, information and people. “Time” is not a resource here.
If we look closely at the diagram, we can see that we can agree that a “retired” service will remain in the service catalog until no one uses it. This is usually the case when we have a massive rollout over long periods of time. All of the above means the following truths:
1. The arrows in the diagram indicate that resources are being consumed, progressed to the next lifecycle phase or released back into the common pool.
2. The Service Portfolio includes Service Pipeline, Service Catalog and Retired services.
3. The Service Pipeline contains the proposed services and the services being designed.
4. The Service Catalog includes two things, the services available for ordering but not yet live and the live (or in production) services.
5. While in the process of being “retired”, a service will remain in the service catalog until no longer in use or available for ordering – think of it as version 2 superseding version 1 with version 1 being retired.
6. The left to right arrow from service operation to retired services indicates that the “retired” service is being phased out.
7. The downward arrow from the intersection between service operation and retired services indicates that resources are still being consumed.
8. The right-most downward arrow going into the resource pool indicates that the resources used by the retired services have been released. This would normally include any equipment that we can re-use for other reason and personnel being assigned to something else
The following represents what we are missing from the equation:
9. The Service Catalog is made up of the Business Service Catalog and the Technical Service Catalog.
10. The Business Service Catalog would be updated first to indicate that the service is no longer being offered. Hence the customer can no longer order the service.
11. The Technical Service Catalog would still contain the “retired” service while the resources are being released. It is a common occurrence to turn off a service but not to dismantle it right away. We simply disconnect it until we can get to it.
12. Combining points 11 and 12 above we get our beloved Figure 4.11 in the book. If we remind ourselves and the delegates that the “Service Catalog” has two major sections (Business and Technical) then the Figure 4.11 makes more sense.
I think that if the right-end side of the accolade for Service Catalog ended a little bit more to the left then the left part of the “retired services” circle would indicate that retired services can still be live for a while but after a period of time they would be part of the portfolio. They would no longer be part of the “live” services as found in the service catalog.
Another way to look at this would be to add two accolades, one for the business catalog and one for the technical catalog to explain this.
Pink Elephant Announces Dates & Cities For Pink Perspective 2008
TORONTO, ON – Pink Elephant today announced the dates and North American cities scheduled for Pink Perspective 2008, a road-show featuring Pink Elephant’s most experienced consultants discussing the latest trends, developments, issues and opportunities in IT Service Management.
Sessions will include:
- Key differences: ITIL V2 vs. ITIL V3
- Trends for ITIL V3 deployment & process maturity benchmarking
- Best practices for IT vision, strategy & governance
- Effective approaches for continual service improvement
- The latest products from the vendor community
- How to select the right tool for your needs
- Recent trends for professional certification in ITIL
Each event is a full day program, scheduled in eight cities during the weeks of June 2nd and June 9th, 2008:
- Chicago, June 2
- Seattle, June 3
- Calgary, June 4
- San Francisco, June 5
- Washington DC, June 9
- Philadelphia, June 10
- Dallas, June 11
- Toronto, June 12
Organizations that made an ITIL purchase from Pink Elephant during 2007 or 2008 can send their employees to the event absolutely free. The fee for non-Pink Elephant customers is $495 US/CDN. For more information or to register, call 1-888-273-7465 or read more details about the events. Registrations are limited to a maximum of five per organization.
Wednesday, March 26, 2008
Pink Elephant Planning First IT Service Management Conference In Kuala Lumpur
November 10-11 Event Will Include ITIL Focused Case Study Sessions
TORONTO, ON – Pink Elephant, a global leader in IT management education, conferences and strategic consulting, will be presenting its very first annual IT Service Management Conference in Kuala Lumpur, Malaysia from November 10-11, 2008.
Following in the 12-year tradition of Pink Elephant’s highly successful IT Service Management Conference in North America, the Kuala Lumpur event will focus on assisting Southeast Asia’s IT community with adopting globally recognized best practices, including the IT Infrastructure Library (ITIL).
“Our clients in Asia have been asking us for a comprehensive ITSM event for some time,” says Pink Elephant President Ratcliffe. “We now have a program that’s targeted to the market, is rich in content that will allow them to keep pace with the rest of the world, and is led by the most experienced personnel within the industry.”
The conference features:
- Four tracks with more than 25 content-rich sessions
- Sessions for those requiring beginner knowledge, implementation knowledge and strategic knowledge
- Practical guidance from Pink Elephant, the leaders in IT management best practices
- Exhibition showcase featuring products and services to compliment your IT Service Management initiatives
- Opportunities to interact with peers at networking receptions
- Ability to obtain ITSM certification during our pre- and post-conference courses
The conference is suited for anyone seeking to understand why and how to implement IT best practices, and anyone who is interested in building and managing a business-focused IT organization. Tens of thousands of C-level IT executives, directors, IT Service and Support Managers and Staff, Process Owners and IT Suppliers have attended Pink Elephant’s North American conference. The Kuala Lumpur event is geared to similar IT roles.
For more information about the IT Service Management Conference, please call (603) 2117 5030 (Kuala Lumpur) / (65) 6734 2744 (Singapore). Or, visit the conference website for the latest updates on speakers, registration and fees.
A limited number of passes are reserved for qualified media, including editorial representatives, freelance writers, web site editors, and news producers from recognized broadcast media. Media attendees receive the following benefits:
- Full access to all conference sessions, including keynote presentations and the exhibition
- Onsite interview and photo opportunities
- A complete delegate package
- Subscription to PinkLink, Pink Elephant monthly e-newsletter containing the latest articles and white papers about ITIL and ITSM best practices
Tuesday, March 25, 2008
About The Real World Definitions
Before we explore what ITIL has to say about services such as names, definitions, groupings, etc. Let us look at what the “real” world has to say. I am not putting down the real world but the following is something I hear all the time.
“ITIL is theoretical”
“How do companies really do it?”
“We have tens (or is it tons?) of services”
“Do you have any real examples?”
“The books don’t have enough/any examples”
“Do you know of a tool that can define my services?”
These are valid questions and comments and reflect many things.
One: People have the wrong impressions after doing a foundation course – you can’t become an expert after only two days worth of training.
Two: People have not read the literature properly and are not really trying to understand what it is saying – reading once is not enough and reading cover to cover is not a good idea. This is a reference library, do not forget that.
Three: The literature is descriptive not prescriptive because organizations are different and start at different levels and have different needs, culture, goals, etc.
Four: The propensity in North America (I do not claim to know about the other regions as well as I do this one) is to go for the technology solution – although technology is required, it is not always the solution or the reason things are not working the way they should.
In the real world, there are myriads of ways to name and define services and you know what, they are usually pretty close to the definitions found in the literature. People intuitively know what a service is but usually have a hard time to express it succinctly. One of the difficulties is that people only look at the physical representation of the unit of service experienced by the customer. People are trying to break things down into very small but recognizable items.
The reason for this is that people have a tendency to equate a process with a department and the deliverables of a department with a service. Let me remind everyone that a department is not a process and a process is not a department. Departments usually participate in many processes. Yes there are cases where one department appears to deal with only one, or only a part of, a process. A service is much more than the deliverable of any department. It is usually the sum of the deliverables of all departments. As I said earlier, people confuse unit of service with service unit and the service itself.
There is a difference between unit of service and service unit. The unit of service is from the customer’s point of view and represents the “thing” that the customer orders. The service unit represents the business’ point of view. It is made up of capabilities and resources and offers utility and warranty and includes everything required to provide the “unit of service”.
Monday, March 24, 2008
12th Annual Conference Testimonials
See what conference-goers had to say about Pink’s biggest and best conference yet!
“This was a high quality event which brings a professionalism and legitimacy to the topic of Service Management. I have found it to be the most useful overall as compared to other industry forums and events on this topic.”
“As always, Pink Elephant sets a very high standard for their annual event and consistently delivers to that standard. There was a very good balance of content and speakers. The event personnel are very helpful and they do a good job anticipating the needs of the conference attendees. Thanks for a great conference!”
“You did an awesome job with the conference. It gets better every year.”
“I’ve been to many conferences and I thought this was extremely well organized and included enough variety of sessions and entertainment to keep me engaged.”
“Excellent! This conference is ‘first class’ in every way. This is the sixth time I have attended this conference and it gets better every year. The variety of speakers and topics has evolved considerably in past three years. The key-note speakers are always a highlight.”
View more comments.
See for yourself! Watch these two short clips that feature all the thrills, excitement and exhilaration the conference had to offer!
Watch ‘Memories Of 2008’ video.
Watch ‘Behind the Elephant’ video.
View the 13th Annual International IT Service Management Conference & Exhibition webpage for all the exciting details about next year’s event.
Friday, March 21, 2008
What’s so darn funny??
There is a whole lot of seriousness going on in the I.T. world. But there must be something funny going on as well. What has happened at your Service Desk that you thought was ha-ha funny?? Let us hear about your funniest experience. Let’s see who can come up with the weirdest/funniest happening.
Thursday, March 20, 2008
Top Ten Reasons To Apply Continual Improvement Out Of The Gate
Over the years organizations implementing ITIL have approached Continual Service Improvement from many different perspectives.
- Some organizations launch their Service Improvement program with a plan to phase in Continual Improvement after implementing their first round of formal process improvements
- Other organizations begin applying Continual Improvement as soon as they deploy newly designed Service Management processes
- And others talk about it, but don’t actually implement any type of Continual Improvement practice. These organizations have a very short minded goal of developing and implementing some ITIL processes and magically they all work well and never need to be revisited. Of course, this is a huge risk
However, many organizations can increase the effectiveness of their Service Management Improvement programs by applying Continual Improvement from the beginning.
Read the article.
Monday, March 17, 2008
It’s About Service Management
ITIL “v1” - book published before 2000 - was about describing what IT does or should be doing. This meant that in the eyes of most, IT was not really part of the business but doing their own thing. Whether correct or not this was a prevalent view at the time.
ITIL “v2” - books published between 2000 and 2006 - was about aligning IT with the business. This meant that IT was now part of the business but in the eyes of many, this meant that IT was lagging behind and in some cases an afterthought.
The above comments are not generalizations. They are true as I have seen them first hand. The reality is that the perceptions about IT are described above. Deep down, IT personnel and business personnel know that IT is part of the business.
ITIL “v3” is about IT and Business integration. I was ecstatic when I saw this. Now I am not so sure.
I think that us doing a disservice (no pun intended) to all parties (business and IT) when we talk about integration. We emphasize too much on the “IT” part. IT Service Management, IT Infrastructure Library, IT processes, IT services.
I think we need to stop differentiating. I am guilty of this; I admit it. I will do my best from now on to really push the idea that what we are really doing is “Service Management” and that all business units, departments, services, processes and functions are all involved. This includes IT. IT is just ONE component of the business. Period. I know many will say that IT is different. Yes we are because we insist on saying it as a defensive mechanism. No other business component is doing this.
So we have to start the ball rolling. For this we need to talk about Service Management. For this we have to change the way we explain things and the way we educate and train people at work in the business component called IT.
The business sells products and/or services. To me all businesses offer services in the form of products. The product is the “thing” recognizable by the customer. The Service is what the business delivers in the form of a product. ALL business components are included (even IT). What we (IT folks) have to do is to accept that we are a part in the business and no more or no less important than any other business component.
We are all in it together. If we continue to think of IT as different and separate from the business, we are in for a rude awakening.
I will attempt over the next few weeks to demonstrate this by mapping the business services to their products and how IT is just one component among many others.
Friday, March 14, 2008
Recruiting for Service Desk Part 2
One of the approaches that I have seen that seems successful is recruiting from multiple sources including colleges for recent graduates. The idea is to have a blending of various levels of skills and experience. This will require having more than one job description and various pay levels to accommodate.
For example, you can have Service Desk Analyst I, II, III, Lead, Supervisor, and Manager positions. This allows a new analyst to progress from one level to another over a longer period of time. If they have higher pay levels to aspire to and a chance to improve skills and learn more to look forward to they are likely to stick around much longer. You can then count on keeping analysts for a longer period on average before they begin to look elsewhere in your company for other positions.
The trick is to define each position in detail in the job description with clear understanding of how and when an analyst will be able to progress from one level to another.
Pink Elephant realizó, con gran éxito, su Cuarta Conferencia de Administración de Servicios
* Los más reconocidos expertos en las Mejores Prácticas para Administrar la Infraestructura Tecnológica de las compañías compartieron sus aportaciones con más de 500 tomadores de decisiones, en el marco del programa de conferencias de este destacado evento, que este año incluyó importantes temas como: los pasos que se siguieron en la primera certificación ISO 20000.
Más de 500 tomadores de decisiones de las empresas más importantes de México y América Latina asistieron a la Cuarta Edición de la Conferencia Anual de Administración de Servicios de TI, organizada por Pink Elephant, líder mundial en educación, conferencias y consultoría en Administración de Servicios de TI.
Considerado el más grande y respetado foro, enfocado a la Administración de Servicios de TI en América Latina, la Cuarta Edición de la Conferencia Anual de Administración de Servicios de TI demostró las razones de su fama, al reunir, durante dos días intensos de conferencias, a los más destacados expertos en el tema.
“Sin lugar a dudas, la Cuarta Conferencia Anual de Administración de Servicios de TI es el foro más importante en su tipo en América Latina, tanto por el nivel de convocatoria que tiene, como por la relevancia de los temas que se presentan, los cuales permiten a los tomadores de decisiones conocer la importancia de contar con las mejores practicas para administrar su infraestructura tecnológica, un aspecto que impacta directamente en mayor productividad y mejor desempeño dentro de las empresas”, comentó José Manuel Flores, director general de Pink Elephant México.
El World Trade Center de la Ciudad de México fue el marco perfecto para esta conferencia, en la que los participantes de organizaciones que actualmente lideran la Administración de Servicios de TI tuvieron la oportunidad de intercambiar ideas, aprender e integrarse en un medio ejecutivo.
Los más de 500 asistentes vivieron dos días de intensas conferencias, que concentraron temas y retos actuales, las posibles soluciones a los mismos, así como las experiencias que vive una empresa en la administración de los servicios de TI y la implementación de las mejores prácticas que incluyen la biblioteca de la infraestructura de la información ITIL.
Entre las conferencias que causaron mayor expectativa estuvieron: la presentación de la primera certificación en ISO 20000 en Latinoamérica, una nueva norma recientemente publicada, que ofrece a las compañías la oportunidad de demostrar a sus clientes y accionistas, la integridad y seguridad de sus operaciones, así como promover una cultura de calidad en materia de gestión de servicios tecnológicos.
La empresa que tuvo el honor de presentar el caso de esta primera certificación, en el marco de este reconocido evento, fue Compuredes, una firma colombiana.
Otra de las charlas más destacadas fue la de George Spalding, Vicepresidente de Pink Elephant, quien dio recomendaciones para aprovechar los beneficios de las mejores prácticas para implementar ITIL dentro de las estrategias de negocios.
El experto aprovechó, además, para hablar sobre el avance de ciertas normas, estándares, leyes y mejores prácticas, como: Sarbanes Oxley (SOX). “A principios de 2003, las organizaciones empezaron a alinearse con esta ley, en parte porque querían controlar mejor su entorno de TI, estaban buscando una gestión de cambios, una buena documentación, un mejor control y aspectos de gestión de la configuración”,afirmó.
Esto, aunado a que el cumplimiento de dicha ley no es optativo, ha llevado a muchas organizaciones a mejorar su nivel de control de TI, tanto en la casa matriz, como en sus oficinas ubicadas en los diferentes países del mundo.
“Las compañías en Europa, en Asia, en México tenían que manejar sus departamentos de TI de la misma manera en que se manejan en EU. Esa fue otra razón por la que empecé a dar charlas, porque SOX se hizo mundial. Y hoy, lo crean o no, la región con más adopción y penetración de SOX es Europa, todos pensarían que es EU, pero en realidad es el segundo lugar, luego le sigue América Latina y Australia y al final Asia, que tiene el menor índice de penetración, pero la mayor velocidad de adopción”, reconoció Spalding.
Y agregó: “En Asia, Japón es definitivamente el número uno en cuanto a la velocidad de crecimiento, pero otros países de esta región, como: Singapur, China e India, están creciendo rápidamente en la adopción de SOX. África aún nada”.
El evento también contó con diferentes sesiones sobre los estándares de calidad para la implementación de ITIL dentro de las organizaciones, casos de implementaciones exitosas como el de British Petroleum; tendencias de la industria en torno a las mejores prácticas para la administración de TI, que incluyen la biblioteca de la infraestructura de la información ITIL y la administración de servicios de TI.
Las sesiones se dividieron en diferentes sectores: Administración de TI Ejecutiva y Estratégica, reuniones informativas de ITIL, Gobernabilidad, ¿Dónde comenzar a implementar ITIL?, Implementación de Herramientas y Tecnología.
Asimismo, el foro sirvió de marco para presentar nuevas herramientas y habilidades para ejecutivos de TI, directores, gerentes de servicios y soporte de TI, dueños de procesos, auditores de TI, consultores y proveedores de TI, responsables de sistemas y tomadores de decisiones de las organizaciones más importantes del país.
Entre los conferencistas y especialistas de dicho foro estuvieron: José Manuel Flores, Director General de Pink Elephant México; Gerardo Reyes Retana, Director General de Pink Elephant Latinomérica; George Spalding, Vicepresidente de, Pink Elephant; Chris Rogers de Cavell; George Westerman (Researchs Scientist Center for Information Systems Research, MIT Sloan School of Management) y Troy DuMoulin, Director Product Strategy, Pink Elephant.
Pink Elephant, como una de las “15 MEJORES EMPRESAS PARA TRABAJAR® EN MÉXICO DE TI”
Esta es la primera vez en México que se realiza el ranking del sector
“Para Pink Elephant es muy gratificante el que prestigiadas instituciones a nivel mundial, reconozca, el empeño que ponemos en mantener a la organización con un clima laboral propicio, para el desarrollo profesional y personal de todos nuestros colaboradores“, comentó José Manuel Flores, Director General de Pink Elephant México, al recibir el galardón de manos de Jorge Ferrari, Presidente del Great Place to Work® Institute México, Centroamérica y Caribe.
“Este ranking ya se ha implantado, con gran éxito y expectativa, en otros países como Brasil. La decisión de llevarlo a cabo en México se debió, principalmente, a que el sector de tecnología se ha convertido en una pieza clave dentro de nuestra economía”, declaró Jorge Ferrari, Presidente del Great Place to Work® Institute México, Centroamérica y Caribe.
Las empresas que ocupan esta lista son:
7. Ingram Micro
11. Perot Systems
12. Pink Elephant
13. Progress Software
The Key To Transitioning Process Improvement From Project To Production, Part 1
Often overlooked in many IT Service Management process improvement initiatives is how to move a newly defined IT Service Management process from a program, or project environment into production. This move has its own set of challenges and if not properly planned, there is risk that all your hard work will be viewed as less than successful. So, if you want to ensure your success, listen to this PinkPODCAST.
Overall, this high-octane podcast was developed to provide you with the key action items you must address to ensure a successful transition to production. This includes an understanding of the specific roles and responsibilities that must be in place as well as a discussion about tool training, continual process improvement and ongoing communication.
Gary Case begins his discussion on what it takes to transition an implementation from project to production. Gary will examine what occurs at the beginning and end, looks at the major failures of implementing ITIL and what the program is responsible for.
Approximate Running Time: 10 minutes