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Troy DuMoulin, VP, Research & Development

Troy is a leading ITIL® IT Governance and Lean IT authority with a solid and rich background in Executive IT Management consulting. Troy holds the ITIL 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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Friday, June 24, 2011

Practitioner Radio Episode 10 - IT Service Continuity

IT Service Continuity, Will It Be There When You Need It?

Join Chris Dancy and I on the most recent Practitioner Radio episode taking a practical look at the application and importance of IT Service Continuity Management

Practitioner Radio Episode 10 from ServiceSphere on Vimeo.

 

Show Notes:

Troy’s Thunder Bolt Tip of The Day: Remember that IT Service Continuity is a process not a project task or check list item, treat it that way to your potential peril

Chris and Troy’s Thoughts What Are Yours?

“Just because the river is quiet does not mean the crocodiles have left.” Malay proverb

“A business continuity planner is more powerful than all the king’s horses and all the king’s men, because with a plan in place we “can” put Humpty Dumpty back together again!” ~
Doug Rezner

To subscribe to Pink’s Podcasts on iTunes

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Thursday, June 16, 2011

Pink’s 7 ITSM Enablers & Constraints 2011 Research Findings

Success requires careful and deliberate management of your enablers & constraints!

All IT Service Management (ITSM) projects have seven common key enablers and critical success factors that provide the vision, direction, energy and resources to initiate, sustain and realize their promised benefits.  Unfortunately, for many organizations these key enablers can also represent constraints and fatal blockages that paralyze and then terminate their ITSM initiatives prematurely before yielding the expected benefits.  Understanding, managing and eliminating these terminal blockages is critical for a successful ITSM transformation program.

When we consider the many conversations we have had with distraught ITIL project managers, and the battle stories of many a disillusioned ITSM champion or sponsor, seven themes consistently emerge.  These seven themes represent the seven key enablers that provide the energy and lifeblood ITSM initiatives require to kick off and stay alive long enough to make a difference at an enterprise IT level. 

The following list represents these 7 Critical Enablers:

  1. Leadership: Executive and senior level support and sponsorship
  2. Resources: Access to necessary project and ongoing process resources (time, people, funding)
  3. Knowledge: Your level of information, knowledge and skill related to ITSM
  4. Integrated Tools: Availability of integrated ITSM tools to support process workflow and automation
  5. Ability to Deploy: The organizational capability to deploy new policies, processes and tools across silos
  6. Ability to Affect Behavioral Change: Changing organizational behavior/culture and ensuring compliance to new practices over the long term
  7. ITSM Program Momentum: Maintaining momentum, priority and funding for the ITSM programs

This paper represents an update to research into the critical success factors for ITSM projects Pink Elephant undertook in 2008. Since the findings of 2008 many economic and business drivers have changed and it is important to see how the enablers and constraints have shifted during this three-year period. The findings of this paper examines each of the seven enablers and provides insight into their relative importance and impact on ITSM projects based on Pink Elephant’s research over the past 14 years.

Top 3 Constraints 2011 – With Projects

#1 – Organizational Culture 66% of respondents
#2 – Availability of Resources 65% (Time, People, Money) of respondents
#3 – Organizational Ability To Deploy 57% of respondents


Overall Research Summary:  The primary observation of this research is that while not surprisingly the availability of resources is consistently seen as a key constraint, two out of the top three areas of concern in both the 2008 and 2011 survey years are focused on people issues. The ability to translate knowledge into results is highly dependent on how an organization recognizes and deals with the organizational issues related to Attitude, Behavior and Culture.

As IT professionals we prefer to focus on the tangible project elements such the tools and process documentation, which are often considered the primary deliverables of an ITSM improvement project. However, as is demonstrated by this research these are simply enablers to the goal, not the goal itself. While they are important and necessary, they are a means for ensuring that all participants in the IT value chain (internal and external) work together in a common manner to consistently deliver value to the business.

Troy’s Thoughts What Are Your’s


In this world there are four kinds of people:

1. Those who make things happen
2. Those who watch things happen
3. Those who have things happen to them
4. Those who wonder what happened
Source: Anonymous

 

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