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Troy DuMoulin, AVP of Product Strategy

Troy DuMoulin is an experienced Executive Consultant with a solid and rich background in business process re-engineering. Troy holds the Management Certificate in ITIL and has extensive experience in leading Service Management programs with a regional and global scope. His main focus at Pink Elephant is to deliver strategic and tactical level consulting services to clients based upon a demonstrated knowledge of organizational transformation issues.

Troy is a frequent speaker at ITSM events and is a contributing Author for the ITIL “Planning to Implement IT Service Management Book.” He also works with ISACA on COBIT v4 development.

 

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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ITIL Implementation Roadmap – Part 2

A Likely Starting Place

While several of the decision factors listed in these posts are unique to each organization, there is one consideration that based on general ITIL principles remains relatively static.  Based on logic and sequence, certain processes need to be in place at a relatively mature state in order to support the introduction of others.  For this reason “Process Dependencies” can be defined with all other things being considered equal. wink

To start the discussion, there are two basic premises to consider:

  1. IT’s role is to support, control and manage defined IT Services for the business customer (Incident, Change and Service Level Management).
  2. Certain processes are customer facing while others occur behind the scenes (Incident, Change, and Service Level Management).

With these two considerations, one starts to see that the same three processes begin to take on a logical sequence. It is my experience that regardless of the other factors listed in the previous post, most organizations will start with these same three processes for the following reasons.

  1. Support of IT Systems is a core and most visible element of Service delivery.
  2. Uncontrolled and unplanned changes have an adverse effect on Service Delivery.
  3. It is difficult if not impossible to plan for or become proactive in Service Delivery unless IT has defined what Services it provides at what levels.
  • What is not defined cannot be controlled and stabilized
  • What is not controlled and stabilized cannot be measured consistently
  • What is not measured consistently cannot be improved

Caveat: The following posts we will look at each process in relationship to typical levels of observed deployment within organizations.  Maturity levels are indicative of normal evolution and are not necessarily representative of a Capability Maturity Model (CMM) perspective.  Use the process descriptions in the following in terms of understanding where your processes are currently in relationship to their effectiveness against the controlled state defined by ITIL. 


Troy’s thoughts what are yours?


“There is no problem so complicated that you can’t find a very simple answer to it if you look at it right ... Or put it another way, The future of computer power is pure simplicity.” ~Douglas Adams

 

Posted by Troy DuMoulin on 01/11 at 05:23 PM

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