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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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The ITIL Incident, Problem and Change Dance

Sometimes You Have To Dance To A Different Beat

Every road trip offers a potential treasure trove of memories that we will share over and over again with our friends and family.

This experience is no less true of Pink road trips. in this case the recent Pink Perspective series of events.

As many of the readers of this blog may know I speak and write often about the fact that although ITIL is 20 years old, the vast majority of organizations that have begun to implement ITIL processes have never progressed past Change Management.

Most organizations will start with Incident Management, add in some request elements, move on to working on Problem (specifically what is often called an RCA process) and then proceed to Change Management. (And Stop)

At this point the wind dies out of the ITIL sails and the IT organization struggles to build a business case to move forward since they start running into processes such as Service Asset & Configuration Management, Service Catalog Management, Service Level Management and Release & Deployment Management, etc..

Company after company deploys these processes and then hits a proverbial wall and can seem to go no further. Why do companies hit this wall? 

Many might say that these other processes are harder and in some respects, this statement is true. However, in my opinion the reason that the majority of companies go no further than Change Management is because the remaining processes require an IT organization to understand what an IT service is and wish to manage and organize around a service model.

In my personal experience I would estimate that the majority of IT organizations I have worked with are primarily if not solely focused on managing IT technology assets and are not organized around service delivery concepts.

This lack of cultural recognition of IT as a provider of services is a global IT issue.There is no country in the world where IT Service Management principles have been adopted fully by the general IT industry. In short there is no ITIL Shangri-La hidden in the snowy peaks of some far off mountain range.

However, today (2007-2008), the concept of IT services are finally beginning to be understood. The driver for this birth of understanding is not ITIL adoption as some might suggest but is being driven by forces outside the traditional internal IT function.

The pressure to adopt a service model is coming from the business customers of IT who are being approach by Managed Service Providers (IT Outsourcers). These IT outsourcers are educating IT’s business customers about the availability of Software As A Service (SaaS) options for core business functions and the emerging hosted infrastructure options such as Cloud Computing. All of these services can be purchased by the business in units of consumption that vary based on actual use. In short the business can buy IT services without having to own their own assets.

However, while these external sources are pushing many companies to adopt IT Service Management concepts this adoption is still in its infancy as the IT culture slowly changes. 

With that background, on with the fun part of my story.

So going back to the Pink Perspectives, (I think it was the Washington event) I was going on as usual about the fact that most companies stop at Change Management as I have described above.

At which point, my friend George Spalding, who many of you may know is our Vice President of Events and a fellow Pink speaker upstages me. He, of course, has heard my rant often. George gets up on the stage and begins what he calls the Incident, Problem, Change Dance.

Yes, that’s right, a dance.

Picture George doing a quasi Can Can Routine.

Incident, Problem, Change, Stop (Kick)
Incident, Problem, Change, Stop (Kick)
Incident, Problem, Change, Stop (Kick)

Add the beat and the rhythm and you get the picture. Needless to say, it became quite a hit and we had to do it at all the remaining events.

Ok so maybe you had to be there and know George for this to be funny but it is certainly something I will share for years to come with my fellow Pinkers as we down our recreational beverages.

Troy’s Thoughts What Are Yours?

“Never trust a leader who cannot dance.  ~Mr. Miyagi, The Next Karate Kid, 1994

Posted by Troy DuMoulin on 07/10 at 02:14 PM
  1. Good to see someone in ITIL not taking themselves too seriously!

    Posted by IT Governance Blog  on  07/12  at  07:00 AM
  2. Troy,
    It’s a real Problem that you don’t have a video of this Incident. It’s time Change your blog and post a YouTube video.

    I’ll Stop now, before I get Kicked.

    Posted by Rodrigo Flores  on  07/12  at  03:48 PM
  3. Rodrigo

    Yes I missed my chance by not catching this on video. I know George would have definitely had the foresight if the situation was reversed and it would have been all over YouTube by now.


    Posted by Troy DuMoulin  on  07/13  at  10:43 PM
  4. Troy,

    Would you say part of the problem is finding the expertise to take service management to the next level?  Many IT teams have always dealt with break/fix and upgrade situations.  When they embark on Incident, Change, and Problem management they are familiar to what they have done in the past.

    The processes you mention in your blog require a different level of expertise than just being a “techie”. 

    Thank you,
    John J.

    Posted by .(JavaScript must be enabled to view this email address)  on  07/14  at  01:41 PM
  5. Hello John

    At one level I agree with you that the lack of expertise for a more challenging process like Service Asset and Configuration Management can at times be an issue. However, in my experience even when a company has this expertise internally or has access to it hiring consultants they still cannot get this process off the ground.

    You see you don’t need a configuration management database to manage technology. The entire premise of a CMDB is the ability to model and manage how any given component relates to an IT service that enables or disables a business process outcome. What if you don’t have your services defined and you toss a lot of technical objects into your CMDB?

    What you get is technology relationships which do not provide much if any knowledge of business impact. All you have is a better understanding of what apps sit on what boxes etc.. Chances are someone in your company already knows this though they may not be sharing the data. If an organization is only focused on technology management then they don’t need a CMDB. You might as well leave your data in the various databases managed across your organization by silo and technology domain. Inventory and Asset Management are sufficient for a technology focused organization but not a Service Organization.

    I have seen company after company try and fail at implementing a CMDB because they were not at a point where they desire to manage services.

    I have written about this in the following Articles.

    Not Ready for the CMDB

    CMDB – Spruce Goose, Death Star Or Answer To World Peace?

    Posted by Troy DuMoulin  on  07/14  at  08:46 PM
  6. Okay Troy & George ... agree with Rodrigo, you guys gotta get a video of the IM PM ChG Dance : )
    That said, I think there is a new ITIL implementation sequence trend underway, as an alternative to the traditional sequence of Incident, Problem, Change, Configuration - with perhaps some Service Catalog mixed in.  True to the “what can be addressed stand-alone” and still make a revenue bearing contribution to both IT and the business (often the qualifications for doing IM PM ChG first)it seems to be in the area of License Management & Compliance.  After all, it was the SOX regs that put rocket fuel under ITIL, specifically the Incident & Change processes).  It’s no surprise that the License Compliance/Mgmt is now a key driver for organizations seeking to do Client Lifecycle Management and save serious license dollars by understanding where all their assets are and only paying for the needed licenses.  Once an organization has their assets and license costs rationalized and under control, will this then drive renewed focus back on the CMDB process and put it back in the ITIL implementation sequence map? ... perhaps.

    Posted by .(JavaScript must be enabled to view this email address)  on  07/31  at  05:46 AM
  7. George is in the Pink HQ office next week. My new iPhone 4 has pretty good video capability. Watch this space!

    Posted by .(JavaScript must be enabled to view this email address)  on  09/24  at  09:38 AM
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