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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 acronyms like ITIL, Lean, Agile, DevOps, 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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Defining IT Services Podcast

When Defining IT Service Start From A Top Down Perspective

Knowing where to start is half the battle and when it comes to defining IT services it is even more important. One of the frequently asked questions I hear when talking to people about defining IT Services in preparation for a service catalog project is “Where do I start”?

Left to our own devices we will often start with what we know best, “Technology” and struggle to articulate IT services from a bottom up approach. The challenge with this approach is that very rarely if never will a service be limited to a specific technology or component. Even a basic IT Service Offering such as Desktop Productivity which is usually manifested to the customer as a desktop or laptop computer is not solely comprised up of just the laptop itself. As the last blog post establishes any service is usually a combination of service elements (intangible) and products (tangible).  The tangible laptop product is only one component of the Desktop Productivity service which has bundled into it other key service elements such as security, virus management, image management, service desk support, etc.. This is the reason that the laptop down at the local Big Box technology store costs only $400.00 while your laptop has a unit cost of $1800.00.

To mix things up a bit I have put together podcast on the Service Definition Process which represents a summary of one of the sections out of the Pink Elephant book “Defining IT Success Through The Service Catalog”

Defining IT Services

In summary when defining IT Services break away from the mode of starting with technology and first seek to understand the business you support.

For more information check out the Practitioner Radio Episode 7 - The IT Service Catalog - The Product Is Not The Totality of Your Service

Troy’s Thoughts What Are Yours?


“The bird that would soar above the plain of tradition and prejudice must have strong wings. ” ~ Douglas Adams


Posted by Troy DuMoulin on 05/10 at 08:14 PM
  1. I have recommended “Defining IT Success Through the Service Catalog” for some time now.

    Defining services in ITIL’s version 2 was largely a ‘bottoms-up’ approach. The focus on the CMDB and Configuration Items often resulted in a service catalog with a strong IT orientation, and automation centered around change impacts and workflow.

    As the emphasis on defining business services increases, there is a need to find an approach that the business can use—- with little to no burden on the IT staff if possible—- that helps them define, optimize and align business processes with external customers.

    There’s another good book by Terry Schurter worth reading, particularly by the business folks; Customer Expectation Management: Success Without Exception. The Customer Expectation Management Methodology is an ideal way to establish a business lane for your ITSM road map for the following reasons:

    1) It is prescriptive. Unlike the ITIL guidance, CEMM provides a step-by-step methodology to optimizing, aligning and innovating business processes. The techniques can be applied successfully in weeks, and templates are provided that guide the use of the approach.

    2) It is very easy to use and learn. You do not have to be a six sigma black belt or a domain expert; any business person can learn and apply the techniques. Classes are available in both classrooms and on the web.

    3) It keeps people focused on the customer. By using the concept of Moments of Truth, CEMM gets people centered on reducing complexity and eliminating causes of work. This has the effect of eliminating causes of customer dissatisfaction rather than re-engineering them.

    4) It is consistent with proven techniques and ITIL guidance. CEMM leverages concepts from Six Sigma and Lean, but is centered on elimination of cause rather than fixing effects. The inclusion of systems and services as ‘Process Actors’ makes it ideal for defining business processes and establishing linkage with critical IT systems.

    I think Customer Expectation Management/CEMM is an ideal companion to Defining Success through the Service Catalog.

    Thanks for the informative podcast and a great book. For more details go to:

    Posted by John Worthington  on  05/14  at  03:20 PM
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