ITIL : Article Sources and Contributors Image Sources Licenses and Contributors 166….

ITILITIL : Article Sources and Contributors Image Sources Licenses and Contributors 166….

Article Sources and Contributors Image Sources, Licenses and Contributors 166 170 Article Licenses License 171 Service Desk (ITSM) 1 Service Desk (ITSM) A Service Desk is a primary IT service called for in IT service management (ITSM) as defined by the Information Technology Infrastructure Library (ITIL).

It is intended to provide a Single Point of Contact (“SPOC”) to meet the communication needs of both Users and IT employees.

But also to satisfy both Customer and IT Provider objectives. “User” refers to the actual user of the service, while “Customer” refers to the entity that is paying for service. Service desk types Many organizations have implemented a central point of contact for handling Customer, User and other issues.

The Service Desk types are based on the skill level and resolution rates for service calls.

The different service desk types include: • Call center • Contact center • Help desk ITIL approach The ITIL approach considers the Service Desk to be the central point of contact between service providers and users/customers on a day-to-day basis.

It is also a focal point for reporting Incidents (disruptions or potential disruptions in service availability or quality) and for users making Service Requests (routine requests for services). Other activities The Service Desk handles incidents and service requests, as well as providing an interface to users for other ITSM activities such as: 1.

Incident Management 2.

Problem Management 3.

Configuration Management 4.

Change Management 5.

Release Management 6.

Service Level Management 7.

Availability Management 8.

Capacity Management 9.

Financial Management 10.

IT Service Continuity Management 11.

Security Management Differences from a call center, contact center, help desk The Service Desk differs from a call center, contact center and a help desk by offering a more broad and user-centred approach, which seeks to provide a user with an informed single point of contact for all of their IT requirements.

A Service Desk seeks to facilitate the integration of business processes into the Service Management infrastructure.

In addition to actively monitoring and owning Incidents and user questions, and providing the communications channel for other Service Management disciplines with the user community, a Service Desk also provides an interface for other activities such as customer Change requests, third parties (e.g.

Maintenance contracts), and software licensing. Service Desk (ITSM) 2 External links • Service Desk Objectives in ITIL Foundation [1] References [1] http:/ / www.

Itilfoundation.

Org/ Service-Desk-Objectives-in-ITIL-Foundation_43.

Html IT service management IT service management (ITSM or IT services) is a discipline for managing information technology (IT) systems, philosophically centered on the customer’s perspective of IT’s contribution to the business.

ITSM stands in deliberate contrast to technology-centered approaches to IT management and business interaction.

The following represents a characteristic statement from the ITSM literature: Providers of IT services can no longer afford to focus on technology and their internal organization[;] they now have to consider the quality of the services they provide and focus on the relationship with customers.'[1] No one author, organization, or vendor owns the term “IT service management” and the origins of the phrase are unclear.

ITSM is process-focused and in this sense has ties and common interests with process improvement movement (e.g., TQM, Six Sigma, Business Process Management, CMMI) frameworks and methodologies.

The discipline is not concerned with the details of how to use a particular vendor’s product, or necessarily with the technical details of the systems under management.

Instead, it focuses upon providing a framework to structure IT-related activities and the interactions of IT technical personnel with business customers and users.

ITSM is generally concerned with the “back office” or operational concerns of information technology management (sometimes known as operations architecture), and not with technology development.

For example, the process of writing computer software for sale, or designing a microprocessor would not be the focus of the discipline, but the computer systems used by marketing and business development staff in software and hardware companies would be.

Many non-technology companies, such as those in the financial, retail, and travel industries, have significant information technology systems which are not exposed to customers.

In this respect, ITSM can be seen as analogous to an enterprise resource planning (ERP) discipline for IT – although its historical roots in IT operations may limit its applicability across other major IT activities, such as IT portfolio management and software engineering. Context IT Service Management is frequently cited as a primary enabler of information technology governance (or information management) objectives.

The concept of “service” in an IT sense has a distinct operational connotation, but it would be incorrect then to assume that IT Service Management is only about IT operations.

However, it does not encompass all of IT practice, and this can be a controversial matter.

It does not typically include project management or program management concerns.

In the UK for example, the IT Infrastructure Library (ITIL), a government-developed ITSM framework, is often paired with the PRojects IN Controlled Environments (PRINCE2) project methodology and Structured Systems Analysis and Design Method for systems development. IT service management ITSM is related to the field of Management Information Systems (MIS) in scope.

However, ITSM has a distinct practitioner point of view, and is more introspective (i.e.

IT thinking about the delivery of IT to the business) as opposed to the more academic and outward facing connotation of MIS (IT thinking about the ‘information’ needs of the business).

IT Service Management in the broader sense overlaps with the disciplines of business service management and IT portfolio management, especially in the area of IT planning and financial control. 3 Frameworks There are a variety of frameworks and authors contributing to the overall ITSM discipline.[2] There are a variety of proprietary approaches available.[3] Professional organizations There is an international, chapter-based professional association, the IT Service Management Forum (ITSMF), which has a semi-official relationship with ITIL and the ITSM audit standard ISO/IEC 20000.

There is also a global professional association, the IT Service Management Professionals Association (IT-SMPa). Information Technology Infrastructure Library IT Service Management is often equated with the Information Technology Infrastructure Library, (ITIL) an official publication of the Office of Government Commerce in the United Kingdom.

However, while a version of ITSM is a component of ITIL, ITIL also covers a number of related but distinct disciplines and the two are not synonymous.

The current version of the ITIL framework is version 3.

It was upgraded from version 2 in mid-2007.

The next update of the framework is envisaged to be mid-2011.

The “Service Management” section of ITIL version 2 was made up of eleven different disciplines, split into two sections, Service Support and Service Delivery.

This use of the term “Service Management” is how many in the world interpret ITSM, but again, there are other frameworks, and conversely, the entire ITIL library might be seen as IT Service Management in a larger sense. Other frameworks and concern with the overhead Analogous to debates in software engineering between agile and prescriptive methods, there is debate between lightweight versus heavyweight approaches to IT service management.

Lighter weight ITSM approaches include: • ITIL Small-scale Implementation[4] colloquially called “ITIL Lite” is an official part of the ITIL framework. • FITS [5] was developed for UK schools.

It is a simplification of ITIL. • Core Practice [6] (CoPr or “copper”) calls for limiting Best Practice to areas where there is a business case for it, and in other areas just doing the minimum necessary. • OpenSDLC.org [7] A Creative Commons ITSM/SDLC Framework Wiki IT service management 4 Governance and audit Several benchmarks and assessment criteria have emerged that seek to measure the capability of an organization and the maturity of its approach to service management.

Primarily, these alternatives provide a focus on compliance and measurement and therefore are more aligned with corporate governance than with IT service management per se. • ISO/IEC 20000 (and its ancestor BS15000).

This standard is not identical in taxonomy to ITIL and includes a number of additional requirements not detailed within ITIL and some differences.

Adopting ITIL best practices is therefore a good first step for organizations wishing to achieve ISO 20000 certification for their IT Service Management processes. • COBIT (or the lighter COBIT Quickstart) is comprehensive and widely embraced.

It incorporates IT Service Management within its Control Objectives for Support and Delivery. References [1] IT Service Management Forum (2002).

Van Bon, J..

Ed.

IT Service Management: An Introduction.

Van Haren Publishing.

ISBN 9080671347.

Emphasis added. [2] van Bon, J.(Editor) (2002).

The guide to IT service management.

Addison Wesley.

ISBN 0201737922. [3] For a (somewhat dated but comprehensive) discussion of frameworks visit hci-itil.com (http:/ / hci-itil.

Com/ options_frameworks.

Html) [4] Sharon Taylor and Ivor Macfarlane (2005).

ITIL Small Scale Implementation.

The Stationery Office.

ISBN 0113309805. [5] http:/ / becta.

Org.

Uk/ fits [6] http:/ / www.

Corepractice.

Org [7] http:/ / OpenSDLC.

Org Further reading • Eric J.

Feldman (30 July 2007). “The Eight Essential Elements of an IT Service Lifecycle” (http://www.

Itsmwatch.com/itil/article.php/3691561).

ITSMWatch.com.

Retrieved 15 December 2007. • Peter O’Neill (20 October 2006). “Topic Overview: IT Service Management” (http://www.forrester.com/ go?docid=40558).

Forrester Research.

Retrieved 6 June 2007. External links • • • • • The OGC website (http://www.itil.co.uk/) IT Service Management Forum – UK (http://www.itsmf.co.uk/) IT Service Management Forum – USA (http://www.itsmfusa.org/) Open Source ITSM Software – Community (http://www.otrs.org/) Open Source ITSM Software – Services (http://www.otrs.com/) Incident Management (ITSM) 5 Incident Management (ITSM) Incident Management (IcM) is an IT Service Management (ITSM) process area.

The first goal of the incident management process is to restore a normal service operation as quickly as possible and to minimize the impact on business operations, thus ensuring that the best possible levels of service quality and availability are maintained. ‘Normal service operation’ is defined here as service operation within Service Level Agreement (SLA).

It is one process area within the broader ITIL and ISO 20000 environment.

ISO 20000 defines the objective of Incident management (part 1, 8.2) as To restore agreed service to the business as soon as possible or to respond to service requests.

Incidents that cannot be resolved quickly by the Help desk will be assigned to specialist Technical Support groups.

A resolution or work-around should be established as quickly as possible in order to restore the service. Definition ITIL terminology defines an incident as: Any event which is not part of the standard operation of a service and which causes, or may cause, an interruption to or a reduction in, the quality of that service.

The stated ITIL objective is to restore normal operations as quickly as possible with the least possible impact on either the business or the user, at a cost-effective price [1] ISO 20000 defines an incident (part 1, 2.7) as: any event which is not part of the standard operation of a service and which causes or may cause an interruption to, or a reduction in, the quality of that service. Incidents, problems and known errors Incidents may match with existing ‘Problems’ (without a known root cause) or ‘Known Errors’ (with a root cause) under the control of Problem Management and registered in the Known Error Database ( KeDB ).

Where existing work-arounds have been developed, it is suggested that accessing these will allow the Service Desk to provide a quick first-line fix.

Where an incident is not the result of a Problem or Known Error, it may either be an isolated or individual occurrence or may (once the initial issue has been addressed) require that Problem Management become involved, possibly resulting in a new problem record being raised. Incidents and changes Incidents are the result of failures or errors in the IT infrastructure.

The cause of Incidents may be apparent and the cause may be addressed without the need for further investigation, resulting in a repair, a Work-around or a request for change (RFC) to remove the error.

Where an incident is considered to be serious in nature, or multiple occurrences of similar incidents are observed, a problem record might be created as a result (it’s possible that the Problem will not be recorded until several incidents have occurred).

The management of a problem varies from the process of managing an incident and is typically performed by different staff and therefore is controlled by the Problem Management process.

When its ‘root cause’ has been identified, it becomes a ‘known error’.

Finally, a request for change (RFC) may be raised to modify the system by resolving the known error.

This process is covered by the Change Management process.

A request for new additional service is not regarded as an incident, but as a Request for Service (RFS). Incident Management (ITSM) 6 Incident management processes The main incident management processes are the following: • • • • • • • • Incident detection and recording Classification and initial support Investigation and diagnosis Resolution and recovery Incident closure Incident ownership, monitoring, tracking and communication Establish incident framework management Evaluation incident framework management Examples Incidents should be classified as they are recorded, Examples of incidents by classification are: • Application • service not available • application bug • disk-usage threshold exceeded • Hardware • system-down • automatic alert • printer not printing References [1] ITIL Incident Management (http:/ / www.

Itlibrary.

Org/ index.

Php?page=Incident_Management) – The ITIL Open Guide Bibliography • Bruton, Noel, How to Manage the IT Helpdesk — A Guide for User Support and Call Center Managers.

ISBN 0-7506-4901-1. Information Technology Infrastructure Library 7 Information Technology Infrastructure Library The Information Technology Infrastructure Library (ITIL) is a set of concepts and practices for Information Technology Services Management (ITSM), Information Technology (IT) development and IT operations.

ITIL gives detailed descriptions of a number of important IT practices and provides comprehensive checklists, tasks and procedures that any IT organisation can tailor to its needs.

ITIL is published in a series of books, each of which covers an IT management topic.

The names ITIL and IT Infrastructure Library are registered trademarks of the United Kingdom’s Office of Government Commerce (OGC). History Responding to growing dependence on IT, the UK Government’s Central Computer and Telecommunications Agency in the 1980s developed a set of recommendations.

It recognised that without standard practices, government agencies and private sector contracts were independently creating their own IT management practices.

The IT Infrastructure Library originated as a collection of books, each covering a specific practice within IT Service Management.

ITIL was built around a process-model based view of controlling and managing operations often credited to W.

Edwards Deming and his plan-do-check-act (PDCA) cycle.[1] After the initial publication in 1989–1996, the number of books quickly grew within ITIL v1 to over 30 volumes.

In 2000/2001, to make ITIL more accessible (and affordable), ITIL v2 consolidated the publications into 8 logical “sets” that grouped related process-guidelines to match different aspects of IT management, applications, and services.

However, the main focus was known as the Service Management sets (Service Support and Service Delivery) which were by far the most widely used, circulated, and understood of ITIL v2 publications. • In April 2001 the CCTA was merged into the Office of Government Commerce (OGC), an office of the UK Treasury.[2] • In 2006, the ITIL v2 glossary was published. • In May 2007, this organisation issued the version 3 of ITIL (also known as the ITIL Refresh Project) consisting of 26 processes and functions, now grouped under only 5 volumes, arranged around the concept of Service lifecycle structure. • In 2009, the OGC officially announced that ITIL v2 certification would be withdrawn and launched a major consultation as per how to proceed.[3] Overview of the ITIL v2 library The eight ITIL version 2 books and their disciplines are: The IT Service Management sets 1.

Service Support 2.

Service Delivery Other operational guidance 3.

ICT Infrastructure Management 4.

Security Management 5.

The Business Perspective 6.

Application Management 7.

Software Asset Management To assist with the implementation of ITIL practices a further book was published (Apr 9, 2002) providing guidance on implementation (mainly of Service Management): Information Technology Infrastructure Library 8.

Planning to Implement Service Management And this has more recently (Jan 26, 2006) been supplemented with guidelines for smaller IT units, not included in the original eight publications: 9.

ITIL Small-Scale Implementation 8 Service Support The Service Support[4] ITIL discipline focuses on the User of the ICT services and is primarily concerned with ensuring that they have access to the appropriate services to support the business functions.

To a business, customers and users are the entry point to the process model.

They get involved in service support by: • • • • Asking for changes Needing communication, updates Having difficulties, queries Real process delivery The service desk functions as the single contact-point for end-users’ incidents.

Its first function is always to “create” an incident.

If there is a direct solution, it attempts to resolve the incident at the first level.

If the service desk cannot solve the incident then it is passed to a 2nd/3rd level group within the incident management system.

Incidents can initiate a chain of processes: Incident Management, Problem Management, Change Management, Release Management and Configuration Management.

This chain of processes is tracked using the Configuration Management Database (CMDB), which records each process, and creates output documents for traceability (Quality Management).

Service Desk / Service Request Management Tasks include handling incidents and requests, and providing an interface for other ITSM processes.

Features include: • • • • • • single point of contact (SPOC) and not necessarily the first point of contact (FPOC) single point of entry single point of exit easier for customers data integrity streamlined communication channel Primary functions of the Service Desk include: • incident control: life-cycle management of all service requests • communication: keeping the customer informed of progress and advising on workarounds The Service Desk function can have various names, such as: • Call Center: main emphasis on professionally handling large call volumes of telephone-based transactions • Help Desk: manage, co-ordinate and resolve incidents as quickly as possible at primary support level • Service Desk: not only handles incidents, problems and questions but also provides an interface for other activities such as change requests, maintenance contracts, software licenses, service-level management, configuration management, availability management, financial management and IT services continuity management The three types of structure for consideration: • Local Service Desk: to meet local business needs – practical only until multiple locations requiring support services are involved • Central Service Desk: for organisations having multiple locations – reduces operational costs and improves usage of available resources Information Technology Infrastructure Library • Virtual Service Desk: for organisations having multi-country locations – can be situated and accessed from anywhere in the world due to advances in network performance and telecommunications, reducing operational costs and improving usage of available resources Incident Management Incident Management aims to restore normal service operation as quickly as possible and minimise the adverse effect on business operations, thus ensuring that the best possible levels of service-quality and -availability are maintained. ‘Normal service operation’ is defined here as service operation within Service Level Agreement (SLA) limits.

Incident Management can be defined as : An ‘Incident’ is any event which is not part of the standard operation of the service and which causes, or may cause, an interruption or a reduction of the quality of the service.

The objective of Incident Management is to restore normal operations as quickly as possible with the least possible impact on either the business or the user, at a cost-effective price.

Problem Management Problem Management aims to resolve the root causes of incidents and thus to minimise the adverse impact of incidents and problems on business that are caused by errors within the IT infrastructure, and to prevent recurrence of incidents related to these errors.

A ‘problem’ is an unknown underlying cause of one or more incidents, and a ‘known error’ is a problem that is successfully diagnosed and for which either a work-around or a permanent resolution has been identified.

The CCTA(Central Computer and Telecommunications Agency) defines problems and known errors as follows A problem is a condition often identified as a result of multiple incidents that exhibit common symptoms.

Problems can also be identified from a single significant incident, indicative of a single error, for which the cause is unknown, but for which the impact is significant.

A known error is a condition identified by successful diagnosis of the root cause of a problem, and the subsequent development of a work-around.

Problem management differs from incident management.

The principal purpose of problem management is to find and resolve the root cause of a problem and thus prevent further incidents; the purpose of incident management is to return the service to normal level as soon as possible, with smallest possible business impact.

The problem-management process is intended to reduce the number and severity of incidents and problems on the business, and report it in documentation to be available for the first-line and second line of the help desk.

The proactive process identifies and resolves problems before incidents occur.

Such processes include: • Trend analysis; • Targeting support action; • Providing information to the organisation The Error Control Process iteratively diagnoses known errors until they are eliminated by the successful implementation of a change under the control of the Change Management process.

The Problem Control Process aims to handle problems in an efficient way.

Problem control identifies the root cause of incidents and reports it to the service desk.

Other activities are: • Problem identification and recording • Problem classification • Problem investigation and diagnosis A technique for identifying the root cause of a problem is to use an Ishikawa diagram, also referred to as a cause-and-effect diagram, tree diagram, or fishbone diagram.

Alternatively, a formal Root Cause Analysis method 9 Information Technology Infrastructure Library such as Apollo Root Cause Analysis can be implemented and used to identify causes and solutions.

An effective root cause analysis method and/or tool will provide the most effective/efficient solutions to address problems in the Problem Management process.

Change Management Change Management aims to ensure that standardised methods and procedures are used for efficient handling of all changes, A change is “an event that results in a new status of one or more configuration items (CIs)” approved by management, cost effective, enhances business process changes (fixes) – with a minimum risk to IT infrastructure.

The main aims of Change Management include: • Minimal disruption of services • Reduction in back-out activities • Economic utilisation of resources involved in the change Change Management Terminology • Change: the addition, modification or removal of CIs • Request for Change (RFC) or in older terminology Change Request (CR): form used to record details of a request for a change and is sent as an input to Change Management by the Change Requestor • Forward Schedule of Changes (FSC): schedule that contains details of all forthcoming Changes.

Release Management Release Management is used by the software migration team for platform-independent and automated distribution of software and hardware, including license controls across the entire IT infrastructure.

Proper software and hardware control ensures the availability of licensed, tested, and version-certified software and hardware, which functions as intended when introduced into existing infrastructure.

Quality control during the development and implementation of new hardware and software is also the responsibility of Release Management.

This guarantees that all software meets the demands of the business processes.

The goals of release management include: • Planning the rollout of software • Designing and implementing procedures for the distribution and installation of changes to IT systems • Effectively communicating and managing expectations of the customer during the planning and rollout of new releases • Controlling the distribution and installation of changes to IT systems Release management focuses on the protection of the live environment and its services through the use of formal procedures and checks.

A Release consists of the new or changed software and/or hardware required to implement approved changes.

Release categories include: • Major software releases and major hardware upgrades, normally containing large amounts of new functionality, some of which may make intervening fixes to problems redundant.

A major upgrade or release usually supersedes all preceding minor upgrades, releases and emergency fixes. • Minor software releases and hardware upgrades, normally containing small enhancements and fixes, some of which may have already been issued as emergency fixes.

A minor upgrade or release usually supersedes all preceding emergency fixes. • Emergency software and hardware fixes, normally containing the corrections to a small number of known problems. 10 Information Technology Infrastructure Library Releases can be divided based on the release unit into: • Delta Release: a release of only that part of the software which has been changed.

For example, security patches. • Full Release: the entire software program is deployed—for example, a new version of an existing application. • Packaged Release: a combination of many changes—for example, an operating system image which also contains specific applications.

Configuration Management Configuration Management is the management and traceability of every aspect of a configuration from beginning to end and it includes the following key process areas under its umbrella : Identification, Planning, Change Control, Change Management, Release Management, Maintenance, process that tracks all individual Configuration Items (CI) generated by applying all of the key process areas in a system. — 12 IT Service Continuity Management IT service continuity management covers the processes by which plans are put in place and managed to ensure that IT Services can recover and continue even after a serious incident occurs.

It is not just about reactive measures, but also about proactive measures – reducing the risk of a disaster in the first instance.

Continuity management is regarded by the application owners as the recovery of the IT infrastructure used to deliver IT Services, but as of 2009 many businesses practice the much further-reaching process of Business Continuity Planning (BCP), to ensure that the whole end-to-end business process can continue should a serious incident occur (at primary support level).

Continuity management involves the following basic steps: • Prioritising the activities to be recovered by conducting a Business Impact Analysis (BIA) • Performing a Risk Assessment (aka risk analysis) for each of the IT Services to identify the assets, threats, vulnerabilities and countermeasures for each service. • Evaluating the options for recovery • Producing the Contingency Plan • Testing, reviewing, and revising the plan on a regular basis Availability Management Availability Management targets allowing organisations to sustain the IT service-availability to support the business at a justifiable cost.

The high-level activities are Realise Availability Requirements, Compile Availability Plan, Monitor Availability, and Monitor Maintenance Obligations.

Availability Management addresses the ability of an IT component to perform at an agreed level over a period of time. • Reliability: Ability of an IT component to perform at an agreed level at described conditions. • Maintainability: The ability of an IT component to remain in, or be restored to an operational state. • Serviceability: The ability for an external supplier to maintain the availability of component or function under a third-party contract. • Resilience: A measure of freedom from operational failure and a method of keeping services reliable.

One popular method of resilience is redundancy. • Security: A service may have associated data.

Security refers to the confidentiality, integrity, and availability of that data.

Availability gives a clear overview of the end-to-end availability of the system. Information Technology Infrastructure Library Financial Management for IT Services IT Financial Management comprises the discipline of ensuring that the IT infrastructure is obtained at the most effective price (which does not necessarily mean cheapest) and calculating the cost of providing IT services so that an organisation can understand the costs of its IT services.

These costs may then be recovered from the customer of the service.

This is the 2nd component of service delivery process. 13 ICT Infrastructure Management ICT Infrastructure Management[6] (“ICT” is an acronym for “Information and Communication Technology”) processes recommend best practice for requirements analysis, planning, design, deployment and ongoing operations management and technical support of an ICT Infrastructure.

The Infrastructure Management processes describe those processes within ITIL that directly relate to the ICT equipment and software that is involved in providing ICT services to customers. • • • • ICT Design and Planning ICT Deployment ICT Operations ICT Technical Support These disciplines are less well understood than those of Service Management and therefore often some of their content is believed to be covered ‘by implication’ in Service Management disciplines.

ICT Design and Planning ICT Design and Planning provides a framework and approach for the Strategic and Technical Design and Planning of ICT infrastructures.

It includes the necessary combination of business (and overall IS) strategy, with technical design and architecture.

ICT Design and Planning drives both the Procurement of new ICT solutions through the production of Statements of Requirement (“SOR”) and Invitations to Tender (“ITT”) and is responsible for the initiation and management of ICT Programmes for strategic business change.

Key Outputs from Design and Planning are: • • • • ICT Strategies, Policies and Plans The ICT Overall Architecture & Management Architecture Feasibility Studies, ITTs and SORs Business Cases ICT Deployment Management ICT Deployment provides a framework for the successful management of design, build, test and roll-out (deploy) projects within an overall ICT programme.

It includes many project management disciplines in common with PRINCE2, but has a broader focus to include the necessary integration of Release Management and both functional and non functional testing.

ICT Operations Management ICT Operations Management provides the day-to-day technical supervision of the ICT infrastructure.

Often confused with the role of Incident Management from Service Support, Operations has a more technical bias and is concerned not solely with Incidents reported by users, but with Events generated by or recorded by the Infrastructure.

ICT Operations may often work closely alongside Incident Management and the Service Desk, which are not-necessarily technical, to provide an ‘Operations Bridge’.

Operations, however should primarily work from documented processes and procedures and should be concerned with a number of specific sub-processes, such as: Output Management, Job Scheduling, Backup and Restore, Network Monitoring/Management, System Monitoring/Management, Database Monitoring/Management Storage Monitoring/Management.

Operations are responsible for the following: Information Technology Infrastructure Library • • • • • • A stable, secure ICT infrastructure A current, up to date Operational Documentation Library (“ODL”) A log of all operational Events Maintenance of operational monitoring and management tools.

Operational Scripts Operational Procedures 14 ICT Technical Support ICT Technical Support is the specialist technical function for infrastructure within ICT.

Primarily as a support to other processes, both in Infrastructure Management and Service Management, Technical Support provides a number of specialist functions: Research and Evaluation, Market Intelligence (particularly for Design and Planning and Capacity Management), Proof of Concept and Pilot engineering, specialist technical expertise (particularly to Operations and Problem Management), creation of documentation (perhaps for the Operational Documentation Library or Known Error Database).

There are different levels of support under the ITIL structure, these being primary support level, secondary support level and tertiary support level, higher-level administrators being responsible for support at primary level. Security Management The ITIL-process Security Management[7] describes the structured fitting of information security in the management organisation.

ITIL Security Management is based on the code of practice for information security management now known as ISO/IEC 27002.

A basic goal of Security Management is to ensure adequate information security.

The primary goal of information security, in turn, is to protect information assets against risks, and thus to maintain their value to the organisation.

This is commonly expressed in terms of ensuring their confidentiality, integrity and availability, along with related properties or goals such as authenticity, accountability, non-repudiation and reliability.

Mounting pressure for many organisations to structure their Information Security Management Systems in accordance with ISO/IEC 27001 requires revision of the ITIL v2 Security Management volume, and indeed a v3 release is in the works. Application Management ITIL Application Management[8] set encompasses a set of best practices proposed to improve the overall quality of IT software development and support through the life-cycle of software development projects, with particular attention to gathering and defining requirements that meet business objectives.

This volume is related to the topics of Software Engineering and IT Portfolio Management. Software Asset Management Software Asset Management (SAM) is the practice of integrating people, processes and technology to allow software licenses and usage to be systematically tracked, evaluated and managed.

The goal of SAM is to reduce IT expenditures, human resource overhead and risks inherent in owning and managing software assets.

SAM practices include: • Maintaining software license compliance • Tracking inventory and software asset use • Maintaining standard policies and procedures surrounding definition, deployment, configuration, use, and retirement of software assets and the Definitive Software Library. Information Technology Infrastructure Library SAM represents the software component of IT asset management.

This includes hardware asset management because effective hardware inventory controls are critical to efforts to control software.

This means overseeing software and hardware that comprise an organisation’s computers and network. 15 Planning to Implement Service Management The ITIL discipline – Planning to Implement Service Management[9] attempts to provide practitioners with a framework for the alignment of business needs and IT provision requirements.

The processes and approaches incorporated within the guidelines suggest the development of a Continuous Service Improvement Program (CSIP) as the basis for implementing other ITIL disciplines as projects within a controlled program of work.

Planning to Implement Service Management focuses mainly on the Service Management processes, but also applies generically to other ITIL disciplines.

Components include: • • • • creating vision analyzing organisation setting goals implementing IT service management Small-Scale Implementation ITIL Small-Scale Implementation[10] provides an approach to ITIL framework implementation for smaller IT units or departments.

It is primarily an auxiliary work that covers many of the same best practice guidelines as Planning to Implement Service Management, Service Support, and Service Delivery but provides additional guidance on the combination of roles and responsibilities, and avoiding conflict between ITIL priorities. Overview of the ITIL v3 library ITIL v3 is an extension of ITIL v2 and will fully replace it following the completion of the withdrawal period on 30 June 2011 [11].

ITIL v3 provides a more holistic perspective on the full life cycle of services, covering the entire IT organisation and all supporting components needed to deliver services to the customer, whereas v2 focused on specific activities directly related to service delivery and support.

Most of the v2 activities remained untouched in v3, but some significant changes in terminology were introduced in order to facilitate the expansion.

Five volumes comprise the ITIL v3, published in May 2007: 1.

ITIL Service Strategy[12] 2.

ITIL Service Design[13] 3.

ITIL Service Transition[14] 4.

ITIL Service Operation[15] 5.

ITIL Continual Service Improvement[16] Service Strategy As the center and origin point of the ITIL Service Lifecycle, the ITIL Service Strategy volume[12] provides guidance on clarification and prioritisation of service-provider investments in services.

More generally, Service Strategy focuses on helping IT organisations improve and develop over the long term.

In both cases, Service Strategy relies largely upon a market-driven approach.

Key topics covered include service value definition, business-case development, service assets, market analysis, and service provider types.

List of covered processes: • Service Portfolio Management [17] • Demand Management • IT Financial Management [18] Information Technology Infrastructure Library 16 Service Design The ITIL Service Design volume[13] provides good-practice guidance on the design of IT services, processes, and other aspects of the service management effort.

Significantly, design within ITIL is understood to encompass all elements relevant to technology service delivery, rather than focusing solely on design of the technology itself.

As such, Service Design addresses how a planned service solution interacts with the larger business and technical environments, service management systems required to support the service, processes which interact with the service, technology, and architecture required to support the service, and the supply chain required to support the planned service.

Within ITIL v2, design work for an IT service is aggregated into a single Service Design Package (SDP).

Service Design Packages, along with other information about services, are managed within the service catalogues.

List of covered processes: • • • • • • • • • • Service Catalogue Management Service Level Management Risk Management Capacity Management Availability Management IT Service Continuity Management Information Security Management Compliance Management IT Architecture Management Supplier Management Service Transition Service transition, as described by the ITIL Service Transition volume,[14] relates to the delivery of services required by a business into live/operational use, and often encompasses the “project” side of IT rather than “BAU” (Business as usual).

This area also covers topics such as managing changes to the “BAU” environment.

List of processes: • • • • • • Service Asset and Configuration Management Service Validation and Testing Evaluation Release Management Change Management Knowledge Management Service Operation Best practice for achieving the delivery of agreed levels of services both to end-users and the customers (where “customers” refer to those individuals who pay for the service and negotiate the SLAs).

Service operation, as described in the ITIL Service Operation volume,[15] is the part of the lifecycle where the services and value is actually directly delivered.

Also the monitoring of problems and balance between service reliability and cost etc.

Are considered.

The functions include technical management, application management, operations management and Service Desk as well as, responsibilities for staff engaging in Service Operation.

List of processes: • • • • Event Management Incident Management Problem Management.

Request Fulfilment Information Technology Infrastructure Library • Access Management 17 Continual Service Improvement (CSI) Aligning and realigning IT services to changing business needs (because standstill implies decline).

Continual Service Improvement, defined in the ITIL Continual Service Improvement volume,[16] aims to align and realign IT Services to changing business needs by identifying and implementing improvements to the IT services that support the Business Processes.

The perspective of CSI on improvement is the business perspective of service quality, even though CSI aims to improve process effectiveness, efficiency and cost effectiveness of the IT processes through the whole lifecycle.

To manage improvement, CSI should clearly define what should be controlled and measured.

CSI needs to be treated just like any other service practice.

There needs to be upfront planning, training and awareness, ongoing scheduling, roles created, ownership assigned,and activities identified to be successful.

CSI must be planned and scheduled as process with defined activities, inputs, outputs, roles and reporting.

List of processes: • Service Level Management • Service Measurement and Reporting • Continual Service Improvement Criticisms of ITIL ITIL has been criticised on several fronts, including: • The books are not affordable for non-commercial users • Accusations that many ITIL advocates think ITIL is “a holistic, all-encompassing framework for IT governance” • Accusations that proponents of ITIL indoctrinate the methodology with ‘religious zeal’ at the expense of pragmatism • Implementation and credentialing requires specific training • Debate over ITIL falling under BSM or ITSM frameworks Rob England (also known as “IT Skeptic”) has criticised the protected and proprietary nature of ITIL [19].

He urges the publisher, OGC, to release ITIL under the the Open Government Licence (OGL)[20] CIO Magazine columnist Dean Meyer has also presented some cautionary views of ITIL,[21] including five pitfalls such as “becoming a slave to outdated definitions” and “Letting ITIL become religion.” As he notes, “…it doesn’t describe the complete range of processes needed to be world class.

It’s focused on …

Managing ongoing services.” In a 2004 survey designed by Noel Bruton (author of “How to Manage the IT Helpdesk” and “Managing the IT Services Process”), organisations adopting ITIL were asked to relate their actual experiences in having implemented ITIL.

Seventy-seven percent of survey respondents either agreed or strongly agreed that “ITIL does not have all the answers”.

ITIL exponents accept this, citing ITIL’s stated intention to be non-prescriptive, expecting organisations to engage ITIL processes with existing process models.

Bruton notes that the claim to non-prescriptiveness must be, at best, one of scale rather than absolute intention, for the very description of a certain set of processes is in itself a [22] form of prescription.

While ITIL addresses in depth the various aspects of Service Management, it does not address enterprise architecture in such depth.

Many of the shortcomings in the implementation of ITIL do not necessarily come about because of flaws in the design or implementation of the Service Management aspects of the business, but rather the wider architectural framework in which the business is situated.

Because of its primary focus on Service Management, ITIL has limited utility in managing poorly designed enterprise architectures, or how to feed back into the design of the enterprise architecture. Information Technology Infrastructure Library Closely related to the Architectural criticism, ITIL does not directly address the business applications which run on the IT infrastructure; nor does it facilitate a more collaborative working relationship between development and operations teams.

The trend toward a closer working relationship between development and operations is termed: DevOps.

This trend is related to increased application release rates and the adoption of Agile software development methodologies.

Traditional service management processes have struggled to support increased application release rates – due to lack of automation – and/or highly complex enterprise architecture.

Some researchers group ITIL with Lean, Six Sigma and Agile IT operations management.

Applying Six Sigma techniques to ITIL brings the engineering approach to ITIL’s framework.

Applying Lean techniques promotes continuous improvement of the ITIL’s best practices.

However, ITIL itself is not a transformation method, nor does it offer one.

Readers are required to find and associate such a method.

Some vendors have also included the term Lean when discussing ITIL implementations, for example “Lean-ITIL”.

The initial consequences of an ITIL initiative tend to add cost with benefits promised as a future deliverable.

ITIL does not provide usable methods “out of the box” to identify and target waste, or document the customer value stream as required by Lean, and measure customer satisfaction. 18 Frameworks Related to ITIL A number of frameworks exist in the field of IT Service Management alongside ITIL. ITIL Descendants The Microsoft Operations Framework (MOF) is based on ITILv2.

While ITIL deliberatly aims to be platform agnostic, MOF is designed by Microsoft to provide a common management framework for its products.

Microsoft has mapped MOF to ITIL as part of their documentation of the framework.[23] The British Educational Communications and Technology Agency (BECTA) used ITIL as the basis for their development of Framework for ICT Technical Support [24] (FITS).

Their aim was to develop a framework appropriate for British schools which often have very small IT departments.

FITS became independent from BECTA in 2009. Other Frameworks ITIL is generally equivalent to the scope of the ISO/IEC 20000 standard (previously BS 15000). .

While it is not possible for an organization to be certified as being ITIL compliant, certification of an organisation is available for ISO20000 [26].

COBIT is an IT governance framework and supporting toolset developed by ISACA.

ISACA view ITIL as being complimentory to COBIT.

They see COBIT as providing a governance and assurance role while ITIL providing guidance for service management.[27] The enhanced Telecom Operations Map eTOM published by the TeleManagement Forum offers a framework aimed at telecommunications service providers.

In a joined effort, TM Forum and itSMF developed an Application Note to eTOM (GB921) that shows how the two frameworks can be mapped to each other.

It addresses how eTom process elements and flows can be used to support the processes identified in ITIL.[28] [29] IBM Tivoli Unified Process (ITUP) is aligned with ITIL, but is presented as a complete, integrated process model compatible with IBM’s products. [25] Information Technology Infrastructure Library 19 Certification Individuals The certification scheme differs between ITIL v2 and ITIL v3 and bridge examinations let v2 certification owners transfer to the new program.

ITIL v2 offers 3 certification levels: Foundation, Practitioner and Manager.

These should be progressively discontinued in favour of the new ITIL v3 scheme.

ITIL v3 certification levels are: Foundation, Intermediate, Expert and Master.

The ITIL v3 certification scheme offers a modular approach.

Each qualification is assigned a credit value; so that upon successful completion of the module, the candidate is rewarded with both a certification and a number of credits.

At the lowest level – Foundation candidates are awarded a certification and 2 credits.

At the Intermediate level, a total of 15 credits must be earned.

These credits may be accumulated in either a “Lifecycle” stream or a “Capability” stream; or combination thereof.

Each Lifecycle module and exam is 3 An ITIL Foundation certificate pin.

Credits.

Each Capability module and corresponding exam is 4 credits.

A candidate wanting to achieve the Expert level will have, among other requirements, to gain the required number of credits (22).

That is accomplished with two from Foundations, then 15 from Intermediate, and finally 5 credits from the “Managing Across the Lifecycle” exam.

Together, the total [30] of 22 earned credits designates one as ITIL v. 3 Expert.

The ITIL Certification Management Board (ICMB) manages ITIL certification.

The Board includes representatives from interested parties within the community around the world.

Members of the Board include (though are not limited to) representatives from the UK Office of Government Commerce (OGC), APM Group (APMG), The Stationery Office (TSO), V3 Examination Panel, Examination Institutes (EIs) and the IT Service Management Forum International (itSMF) as the recognised user group.[31] Since the early 1990s, EXIN and ISEB have been setting up the ITIL based certification program, developing and providing ITIL exams at three different levels: Foundation, Practitioner and Manager.

EXIN[32] and BCS/ISEB[33] (the British Computer Society) have from that time onwards been the only two examination providers in the world to develop formally acknowledged ITIL certifications, provide ITIL exams and accredit ITIL training providers worldwide.

These rights were obtained from OGC, the British government institution and owner of the ITIL trademark.

OGC signed over the management of the ITIL trademark and the accreditation of examination providers [32] , BCS/ISEB and other certification bodies, including to APMG in 2006.

Now, after signing a contract with EXIN [34] PEOPLECERT Group , APMG is accrediting them as official examination bodies, to offer ITIL exams and accredit ITIL training providers.

On July 20, 2006, the OGC signed a contract with the APM Group [35] to become its commercial partner for ITIL accreditation from January 1, 2007.[36] APMG manage the ITIL Version 3 exams.

APMG maintains a voluntary register of ITIL Version 3-certified practitioners at their Successful Candidate Register.[37] A voluntary registry of ITIL Version 2-certified practitioners is operated by the ITIL Certification Register.[38] Information Technology Infrastructure Library 20 ITIL® pins It has been a well-known tradition for years that passing an EXIN exam in IT Service Management (based on ITIL®) does not only result in a certificate, but is also accompanied by the presentation of a metal pin which can be attached to a shirt or jacket.

This distinguishing badge with basic gold colour is set in the form of the internationally well-known ITIL®-logo.

The ITIL® pins consist of small diamond like structure that is accepted worldwide.

The meaning and the shape of the diamond depicts coherence in the IT industry (infrastructure as well).

The four corners of the pin symbolises service support, service delivery, Infrastructure Management and IT Management.

There are three colours of ITIL® V2 pins: 1.

Green, for the Foundation Certificate 2.

Blue, for the Practitioner’s Certificate 3.

Red, for the Manager’s Certificate Exam candidates who have successfully passed the examinations for ITIL® version 2 will receive their appropriate pin from EXIN, PEOPLECERT Group or their certification provider, their EXIN, PEOPLECERT Group or their certification provider regional office, or an EXIN,PEOPLECERT Group or certification agent.

With the arrival of ITIL® V3, there are several new pins to display your achievements.

As of July 2008, EXIN and all certification providers such as PEOPLECERT Group will also provide ITIL® pins to exam candidates who have obtained ITIL® version 3 certificates.

The new pins are very similar to ITIL® V2 pins, but every level has a different color corresponding to the ITIL® V3 core books. Organisations Organisations and management systems cannot claim certification as “ITIL-compliant”.

An organisation that has implemented ITIL guidance in IT Service Management (ITSM), may however, be able to achieve compliance with and seek certification under ISO/IEC 20000.

Note that there are some significant differences between ISO/IEC20000 and ITIL Version 3[39] • ISO20000 only recognises the management of financial assets, not assets which include “management, organisation, process, knowledge, people, information, applications, infrastructure and financial capital”, nor the concept of a “service asset”.

So ISO20000 certification does not address the management of ‘assets’ in an ITIL sense. • ISO20000 does not recognise Configuration Management System (CMS) or Service Knowledge Management System (SKMS), and so does not certify anything beyond Configuration Management Database (CMDB). • An organisation can obtain ISO20000 certification without recognising or implementing the ITIL concept of Known Error, which is usually considered essential to ITIL. References [1] David Clifford, Jan van Bon (2008).

Implementing ISO/IEC 20000 Certification: The Roadmap.

ITSM Library.

Van Haren Publishing.

ISBN 908753082X. [2] Office of Government Commerce (UK) CCTA and OGC (http:/ / www.

Ogc.

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Uk/ index.

Asp?id=1878).

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Ogc.

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Retrieved August 19, 2009. [4] Office of Government Commerce (2000).

Service Support.

The Stationery Office.

ISBN 0113300158. [5] Office of Government Commerce (2001).

Service Delivery.

IT Infrastructure Library.

The Stationery Office.

ISBN 0113300174. [6] Office of Government Commerce (2002).

ICT Infrastructure Management.

The Stationery Office.

ISBN 0113308655. [7] Cazemier, Jacques A.; Overbeek, Paul L.; Peters, Louk M. (2000).

Security Management.

The Stationery Office.

ISBN 011330014X. [8] Office of Government Commerce (2002).

Application Management.

The Stationery Office.

ISBN 0113308663. [9] Office of Government Commerce (2002).

Planning to Implement Service Management.

The Stationery Office.

ISBN 0113308779. [10] Office of Government Commerce (2005).

ITIL Small Scale Implementation.

The Stationery Office.

ISBN 0113309805. [11] http:/ / www.

Ogc.

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Asp [12] Majid Iqbal and Michael Nieves (2007).

ITIL Service Strategy.

The Stationery Office.

ISBN 9780113310456. [13] Vernon Lloyd and Colin Rudd (2007).

ITIL Service Design.

The Stationery Office.

ISBN 9780113310470. Information Technology Infrastructure Library [14] Shirley Lacy and Ivor Macfarlane (2007).

ITIL Service Transition.

The Stationery Office.

ISBN 9780113310487. [15] David Cannon and David Wheeldon (2007).

ITIL Service Operation.

The Stationery Office.

ISBN 9780113310463. [16] George Spalding and Gary Case (2007).

ITIL Continual Service Improvement.

The Stationery Office.

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Html?ID=4186), CIO Magazine, March 31, 2005 [22] Survey: “The ITIL Experience – Has It Been Worth It”, author Bruton Consultancy 2004, published by Helpdesk Institute Europe, The Helpdesk and IT Support Show, and Hornbill Software. [23] Microsoft Operations Framework; Cross Reference ITIL V3 and MOF 4.0 (http:/ / go.

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Resolving 60% or more of incidents, SDI is dedicated to setting the standards for the IT industry by delivering knowledge and skills to enhance the careers of IT service professionals. Background SDI Logo [1] SDI was first named The Help Desk User Group Help Desk Institute and was founded by Director and Chairman Howard Kendall in 1988.

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Retrieved 2009-08-14. 34 External links • BMC homepage (http://www.bmc.com) • NASDAQ:  BMC (http://quotes.nasdaq.com/asp/SummaryQuote.asp?symbol=BMC&selected=BMC) ManageEngine ServiceDesk Plus 35 ManageEngine ServiceDesk Plus ManageEngine ServiceDesk Plus Operating system Windows2000,WinXP,Windows2003,Linux Platform Size Type Website P III 1Ghz and above, 256 MB RAM 44.1 MB Web Application manageengine.com/products/service-desk/ [1] ManageEngine ServiceDesk Plus is a complete web based and ITIL ready service desk solution with integrated asset management[2] .

It is developed by ManageEngine of ZOHO Corporation.

ServiceDesk plus has been selected as the Winner in Help Desk Category of Readers’ Choice Awards[3] by windowsnetworking.com. Features Its features also include Contract management, purchasing and knowledge management functionality with an ITIL ready version.

It enables end-users to raise tickets via an online web form, email, telephone or API’s.

It automates several key workflow tasks such as case routing, acknowledging requester, technician notification and handling of SLA’s and business rules.

The latest version[4] also includes Active Directory Integration, mobile interface[5] , purchasing system with approver, business rules for better request management, ability to group similar requests and assign to queues, comprehensive custom reports, announcement boards, enhanced list views, billing based on time spent on request, automated password reset[6] , HTML editors for solutions and notifications and ITIL ready functionalities.

Incident management, Problem management, Change management and Configuration management database has been implemented with all functionalities. ManageEngine ServiceDesk Plus 36 License ServiceDesk Plus is proprietory software with license and annual maintenance fees based on the number of support representative seats.

The Free Edition allows a single Technician manage upto 25 Workstations. Summary of Features • • • • • • • • • • • • Web-based interface Automatic ticket routing and assignments Email ticket creation Service Catalog[7] FAQ Knowledgebase and self-service portal Asset management and tracking Automated Password Reset Tool Integration with monitoring software, Remote Control, E-mails and pagers, AD Synchronization, Windows Single Sign-on and Mobile Access Software license tracking Purchase,contract and report management Incident and problem management Available in 22 languages Sources [1] http:/ / manageengine.

Com/ products/ service-desk/ [2] “ITIL Ready HelpDesk with Asset Management” (http:/ / cloudomatic.

Com/ customer-feedback/ servicedesk-plus-ondemand). . [3] The Editor (26 January 2011). “Winner in Help Desk Category of Readers’ Choice Awards” (http:/ / www.

Windowsnetworking.

Com/ news/ WindowsNetworking-Readers-Choice-Award-Help-Desk-ManageEngine-ServiceDesk-Plus-Dec10.

Html). . [4] “ManageEngine Launches ServiceDesk Plus Version 8” (http:/ / www.

Itgroup.

Com.

Ph/ corporate/ updates/ latest_articles/ manageengine_launches_servicedesk_plus_version_8). 5 January 2011. . [5] SYS-CON Media (28 January 2010). “ManageEngine Adds Mobile Interface to ServiceDesk Plus” (http:/ / windows-mobile.

Appmobilize.

Com/ mobile-news/ 1863/ manageengine-adds-mobile-interface-to-servicedesk-plus-itil-ready-help-desk-). . [6] “Help Desk Software includes automated password reset tool” (http:/ / news.

Thomasnet.

Com/ fullstory/ Help-Desk-Software-includes-automated-password-reset-tool-513532). 6 April 2007. . [7] Nathan Eddy,Associate Editor (1 December 2010). “ManageEngine Adds Service Catalog to Service Desk Plus 8.0” (http:/ / www.

Eweek.

Com/ c/ a/ Midmarket/ ManageEngine-Adds-Service-Catalog-to-Service-Desk-Plus-80-406096/ ). . External links • • • • IT Help Desk Software (http://www.manageengine.com/products/service-desk/) – Official Website ManageEngine ServiceDesk Plus Blogs (http://blogs.manageengine.com/servicedesk) ManageEngine ServiceDesk Plus Forums (https://forums.manageengine.com/servicedesk-plus) Automated Password Reset Tool (http://www.manageengine.com/products/service-desk/ automated-password-reset.html) • Knowledge Base (http://www.manageengine.com/products/service-desk/knowledge-base.html) • CMDB (http://www.manageengine.com/products/service-desk/itil-cmdb.html) Axios Systems 37 Axios Systems Axios Systems Type Industry Privately held Enterprise software; IT Services and Management 1988 Founded Headquarters Edinburgh, United Kingdom Key people Products Website Tasos Symeonides, CEO Service Desk, IT Service Management and IT Asset Management products Axios Systems [1] Axios Systems is a provider of the Service Desk, IT Service Management and IT Asset Management software, founded in 1988[2] .

The assyst Enterprise application suite was one of the first to support IT Infrastructure Library (ITIL) best practices[3] .

Its customers include Aviva, Arab Bank, Canadian Tire, Gulf News, KPMG, Northgate Information Solutions, Royal Liver Friendly Society, Standard Bank, Swisscom and others. Location Axios Systems is a multinational firm trading in Europe, North America, Asia-pacific and the Middle East.[4] .

Their corporate headquarters are in Edinburgh, United Kingdom, with North American headquarters in Herndon, Virginia. References [1] http:/ / www.

Axiossystems.

Com [2] Bitpipe.com, (undated) “Bitpipe Data Center Research Library – Axios Systems” (http:/ / searchdatacenter.

Bitpipe.

Com/ detail/ ORG/ 982891143_238.

Html) [3] Gliedman, Chip.

Forrester Research, (2/17/06) “Axios Systems Provides ITIL-Based Service Desk Management For Larger Enterprises” (http:/ / www.

Forrester.

Com/ Research/ Document/ Excerpt/ 0,7211,38636,00.

Html) [4] AxiosSystems.com, (Undated) “Contact Axios” (http:/ / www.

Axiossystems.

Com/ six/ en/ corporate/ contact/ index.

Html) GWI Software 38 GWI Software GWI Software, Inc. Type Industry Founded Private Computer Software Portland, Oregon, USA (1992 Headquarters Vancouver, Washington, USA Key people Daren Nelson, Pres. & CEO Jeffrey McDonnell, CTO 35 (2009) www.gwi.com [1] Employees Website GWI Software is a publisher of help desk and service desk software solutions.

The company was founded in 1992 and is headquartered in Vancouver, Washington.

GWI released their first product, c.Support, in 1994 and quickly became the largest Independent software vendor (ISV) for IBM’s Domino platform.

In 1998, GWI acquired Vendre, LLC.

This acquisition led to an expansion in GWI’s product line and helped fuel future growth.

In 2001 GWI released c.Support of the Microsoft platform. — SysAid Technologies is a leading global developer and provider of IT Service Management (ITSM) and Customer Service Support (CSS) software.

SysAid’s solutions are used in more than 60,000 organizations worldwide, spanning a broad range of industries and company sizes.[2] The Company also has an active online IT community, where users can pose questions, make product suggestions and discuss general IT topics.[3] Corporate History SysAid was founded in 2002 by Israel Lifshitz, with a vision to provide simple, cutting-edge and cost-effective software tools for service excellence.[4] The Company, which originally went by the name Ilient, focused exclusively on helpdesk, until 2008, when it identified a need for simple customer service desk software as well.[5] Between 2008 and 2009, SysAid expanded its client base by 43%.

That year the Company also experienced 40% employee growth.[6] In January 2010, SysAid relocated its corporate headquarters to larger facilities.[7] In June 2010, SysAid opened its first international office in Sydney, Australia.

The office is headed by Pierre Uys.[8] Products SysAid’s two flagship products are SysAid IT for the internal IT Help Desk and SysAid CSS for the external Customer Service Desk. SysAid IT SysAid IT is designed to help automate a company’s processes for helpdesk support, including hardware configurations, asset monitoring, software licenses, tasks, and projects.

The solution is available in SaaS or in-house delivery models, and in Free, Pro and Enterprise editions.

It is currently available in seven languages.[9] A notable feature of the software is IT Benchmark, a dynamic measurement tool that SysAid developed that translates the raw data of IT activities into meaningful and useful information.

The tool enables administrators to analyze and evaluate their current IT statistics to that of previous data, as well as compare individual statistics with thousands of other IT departments worldwide.[10] Other features include the end user portal, remote control, IT knowledgebase, ITIL Package, SLA/SLM tools,[11] configuration management database (CMDB), chat capabilities,[12] and a report building wizard to create customized SysAid Technologies reports. 43 SysAid CSS SysAid CSS is an on-demand (SaaS) platform aimed at the customer service departments of small to medium-sized businesses (SMBs).

Based on proven service desk methodology, it helps manage the service desk according to best practices.

The software features Live Chat capabilities and includes a wide set of CSS functionalities, allowing for greater efficiency at the service desk.[13] SysAid CSS enables customers to submit tickets via multiple channels, including; emails, web forms, phone calls, and the self service portal.

It then allows for the advanced management of service requests through priorities, routing, escalation, alerts, and notifications.[14] SysAid Live Chat In December 2010, SysAid unveiled a new stand-alone solution, SysAid Live Chat Software, designed to be instantly integrated into existing company websites and allow online visitors to communicate with business representatives in real-time.[15] Milestones In 2010, SysAid became the first IT vendor to launch a full line of IT Helpdesk mobile applications for iPhone, Blackberry and Android, allowing professionals to work from the smartphone of their choice to manage IT assets and customer requests.[16] External links SysAid Homepage [17] SysAid Introduction Video to Helpdesk Software [18] SysAid Introduction Video to ITIL Change Management [19] Interview with Saar Bitner, Sales & Marketing Director and Oded Moshe, Product Manager, SysAid – CRM Xchange [20] • SysAid at Interop Las Vegas 2010 – TMCnet Videos [21] • SysAid Delivers Integrated Live Chat into Help Desk – Destination CRM, December 10, 2009 [22] • • • • Notes [1] http:/ / www.

Sysaid.

Com/ [2] ““SysAid Surpasses 60,000 Customers,” TMCnet.com, February 16, 2010” (http:/ / smart-grid.

Tmcnet.

Com/ news/ 2010/ 02/ 16/ 4624885.

Htm). . [3] “SysAid IT Professional Community” (http:/ / www.

Ilient.

Com/ Sysforums/ forums/ home.

Page). . [4] ““SysAid Company Profile,” LinkedIn” (http:/ / www.

Linkedin.

Com/ companies/ sysaid-technologies-ltd). . [5] ““Interview with Saar Bitner, Sales & Marketing Director and Oded Moshe, Product Manager, SysAid,” CRM Xchange” (http:/ / www.

Crmxchange.

Com/ interview/ sysaidmar10.

Asp). . [6] ““SysAid Grows 43% in One Year,” Billing & OSS World, December 16, 2009” (http:/ / www.

Billingworld.

Com/ news/ 2009/ 12/ sysaid-grows-43-in-one-year.

Aspx). . [7] ““SysAid Technologies Expands, Moves HQ,” Billing & OSS World, January 5, 2010” (http:/ / www.

Billingworld.

Com/ news/ 2010/ 01/ sysaid-technologies-expands-moves-hq.

Aspx). . [8] ““Service Management Software Vendor Enters Australian Shores,” ARNnet.com, June 17, 2010” (http:/ / www.

Arnnet.

Com.

Au/ article/ 350317/ service_management_software_vendor_enters_australian_shores/ ). . [9] ““SysAid Help Desk,” Softpedia” (http:/ / www.

Softpedia.

Com/ get/ Internet/ Remote-Utils/ SysAid-Help-Desk-and-Inventory.

Shtml). . [10] ““SysAid IT Benchmark Survey Shows: Automating IT Helpdesk Is Top Trend,” Contact Professional, May 11, 2010” (http:/ / www.

Contactprofessional.

Com/ solutions/ performance-optimization/ news/ sysaid-it-benchmark-survey-shows-automating-it-hel-2008). . [11] ““SysAid Adds SLA/SLM Module, Over 130 Features in 7.0,” TMCnet.com, May 27, 2010” (http:/ / callcenterinfo.

Tmcnet.

Com/ analysis/ articles/ 86604-sysaid-adds-slaslm-module-over-130-features-70.

Htm). . SysAid Technologies [12] ““SysAid Delivers Integrated Live Chat into Help Desk,” DestinationCRM.com, December 10, 2009” (http:/ / www.

Destinationcrm.

Com/ Articles/ CRM-News/ Daily-News/ SysAid-Delivers-Integrated-Live-Chat-into-Help-Desk-58234.

Aspx). . [13] ““SysAid Launches CSS Upgrade with Live Chat Capability,” eWeek.com, January 19, 2010” (http:/ / www.

Eweek.

Com/ c/ a/ Midmarket/ SysAid-Launches-CSS-Upgrade-with-Live-Chat-Capability-450542/ ). . [14] ““Interview with Saar Bitner, Sales & Marketing Director and Oded Moshe, Product Manager, SysAid,” CRM Xchange” (http:/ / www.

Crmxchange.

Com/ interview/ sysaidmar10.

Asp). . [15] ““SysAid Launches Live Chat for Customer Service Quality,” Billing & OSS World, December 2, 2010” (http:/ / www.

Billingworld.

Com/ news/ 2010/ 12/ sysaid-launches-live-chat-for-customer-service-qu.

Aspx). . [16] ““Android App Offers New Flexibility for IT Admins,” PCWorld, September 222,2010” (http:/ / www.

Pcworld.

Idg.

Com.

Au/ article/ 361719/ android_app_offers_new_flexibility_it_admins/ ). . [17] http:/ / www.

Ilient.

Com/ [18] http:/ / www.

Youtube.

Com/ user/ ilient#p/ a/ f/ 1/ Rcnn-VJRBwc [19] http:/ / www.

Youtube.

Com/ user/ ilient#p/ a/ f/ 0/ M7w3bjSbMrg [20] http:/ / www.

Crmxchange.

Com/ interview/ sysaidmar10.

Asp [21] http:/ / www.

Tmcnet.

Com/ tmc/ videos/ default.

Aspx?vid=2303 [22] http:/ / www.

Destinationcrm.

Com/ Articles/ CRM-News/ Daily-News/ SysAid-Delivers-Integrated-Live-Chat-into-Help-Desk-58234.

Aspx 44 Comparison of help desk issue tracking software This article is a comparison of notable issue tracking systems used primarily for help desks and service desks rather than for bug tracking or project management. System Creator License Implementation language(s) Java Java Back end Launch Date Unknown 2004 ManageEngine ServiceDesk Plus FIT Issue Management GLPI HEAT iSupport — 49 References [1] [2] [3] [4] [5] [6] [7] [8] http:/ / www.

Aalsolutions.

Com/ http:/ / www.

Bcesisigroup.

Ca http:/ / www.

Fnesc.

Ca/ bcesis http:/ / www.

Bcesisigroup.

Ca/ bcesis_phpbb/ phpBB3/ http:/ / www.

Trainingforbcesis.

Com http:/ / bctf.

Ca/ publications/ NewsmagArticle.

Aspx?id=10454 http:/ / bctf.

Ca/ publications/ NewsmagArticle.

Aspx?id=17540 http:/ / communities.

Canada.

Com/ vancouversun/ blogs/ reportcard/ archive/ 2010/ 09/ 13/ continued-frustration-with-school-software-known-as-bcesis.

Aspx [9] http:/ / vimeo.

Com/ 15169691 External links • BCeSIS Main Website (http://www.isw-bc.ca) http://fwix.com/vancouver/share/8283773e3f/give_us_back_our_bcesis_money_district_says Infra Corporation Infra Corporation is a division of EMC Corporation that produces infraEnterprise, which is a multi-tier web-based IT Service Management software tool.

The software is based on the IT Infrastructure Library (ITIL) and it implements a number of ITIL processes, including Service Desk management (including Incident Management and Problem Management), Change Management, Release Management, Configuration Management (including Federated CMDB), Availability Management and Service Level Management.

The tool also includes a knowledge base module (known as the “knowledge bank”), which complies with principles of KCS (Knowledge Centered Support).

Infra Corporation was first established in 1991 in Australia, and now has regional head offices in North America, Australia, the UK and Europe and a worldwide network of partners and distributors.[1] Infra was acquired by Hopkinton, Massachusetts-based EMC Corporation on March 10, 2008,[2] in a move viewed by analysts as part of EMC’s ongoing strategy to establish itself as an IT management solution provider.[3] In 2002 infraEnterprise was awarded PinkVerify ITIL certification from Pink Elephant, an independent consulting firm specialising in ITIL and PRINCE2.[4] [1] Infra has won a number of awards.

In 2007, they were awarded the Network Computing magazine “Helpdesk Product of the Year” for infraEnterprise,[5] and were awarded HDI’s Best Business Use of Business Support Technology in 2006 at the 11th Annual Help Desk and IT Support Excellence Awards.[6] Infra Corporation 50 References [1] History of Infra Corporation (http:/ / www.

Infra.

Co.

Uk/ company/ ), Infra Corporation.

Access 24th August, 2007. [2] “Press Release: EMC Acquires Leading IT Service Management (ITSM) Software Provider, Infra” (http:/ / www.

Emc.

Com/ about/ news/ press/ 2008/ 20080310-03.

Htm). .

Retrieved 2008-09-15. [3] Jander, Mary (2008-03-11). “EMC Buys IT Service Desk Player Infra” (http:/ / www.

Byteandswitch.

Com/ document.

Asp?doc_id=148072& f_src=byteandswitch_FinancialContent).

Byte and Switch. .

Retrieved 2008-09-15. “Today’s news centers attention on EMC’s ongoing effort to reshape itself not only as a maker of storage products, but as a provider of ‘information infrastructure solutions.’ In pursuit of this goal, EMC’s waging a multi-pronged campaign to buy its way into product areas where it lacks presence.” [4] PinkVerify Toolset list (https:/ / www.

Pinkelephant.

Com/ en-US/ ResourceCenter/ PinkVerify/ PinkVerifyToolset.

Htm), Pink Elephant.

Accessed 24th August, 2007. [5] Network Computing Magazine, “Network Computing Award”.

Vol 16 No 02.

Page 18. [6] HDI (11 May 2006). “Infra Corporation wins HDI’s Best Business Use of Business Support Technology” (http:/ / www.

Hdi-europe.

Com/ research/ pressrel.

Asp?id=46).

Press release. .

Retrieved 2007-08-24. External links • Infra Corporation (http://www.infra.com.au/) • Infra Benelux (http://www.infra.be/) • Infra France (http://www.infra-france.fr.be/) Comparison of issue-tracking systems This article is a comparison of issue tracking systems which are notable, including bug tracking systems, help desk and service desk issue tracking systems, and asset management systems.

The comparison includes client-server application, distributed and hosted systems. General — Yes No Yes Unknown Comparison of issue-tracking systems iSupport Extensive workflow, automated or manual routing, service level agreements, ITIL, automatic assignment, statistical reports, Knowledge Base, advanced search, file attachments, inbound emails to issues, notifications, configurable dashboard, report writer, WMI based asset management, escalation rules, surveys, related issues, call scripts Workflow with triggers, timers, and conditions, dashboard with reporting widgets (Open Social), Customizable fields for each project, HTML, XML, RSS, PDF, Excel, Word, customizable charts, Confluence (Enterprise wiki) No No Knowledgebase builder, reports, integrated download manager, step-by-step troubleshooter builder Yes, Integration of MediaWiki, DokuWiki, XWiki reporting: integrated charts and reports, export to Excel, Mail Merge Yes Integrated charts and reports.

Wiki, SVN, VSS, Vault, Email Notification, Subversion No Advanced reporting, configurable dashboards Yes Yes, integrated wiki, discussion forums, news blogs, email integration, calendars, Gantt Charts, export to PDF, export to Excel/CSV With RKM, the Remedy Knowledge Base product from BMC Yes wiki can be integrated or linked asset inventory, reporting, ticket-based help desk 54 No Yes Yes Yes No No — 75 Oblicore 76 Oblicore Oblicore Inc. Industry Fate Founded Founder(s) Software Acquired by CA, Inc. 2000 Erez Hendelman, Hezi Sheffer, and Oren Gampel Headquarters Boston, Tel Aviv Products Services Website Service level management Solutions ITIL solutions www.Oblicore.com [1] Oblicore, Inc.

Is a US-based provider of service level management software built around the ITIL v3 framework.

The company was founded in 2000[2] to address the burgeoning Service Level Management and Business Services Markets [3] .

Oblicore Guarantee(TM), their flagship product provides Service Catalog Management, Service Level Management, and Financial Management for service providers, enterprises, and IT Vendor Managers.

They also offer Incident Impact Management for Service Desks.

The company’s research and development office is located in Tel Aviv, Israel.

In 2007, Oblicore was ranked 13 among Inc. 500’s top Companies in Software.[2] In 2009, Oblicore Guarantee was listed as a Service Level Management Market Leader in an OVUM Butler Group Technology Audit.[4] The company has over one hundred customers, including AT&T, ABN Amro, Cable & Wireless, Chrysler, E.ON, France Télécom, ING, Lufthansa Systems, Siemens Medical Solutions, and T-Systems.

In January 2010 Oblicore was acquired by CA, Inc.

For an undisclosed sum, although Israeli business news outlet Globes has reported that the purchase price was $25 million.[5] References [1] [2] [3] [4] [5] http:/ / www.

Oblicore.

Com http:/ / www.

Inc.

Com/ inc5000/ 2007/ company-profile.

Html?id=200701500 http:/ / www.

Eweek.

Com/ c/ a/ IT-Infrastructure/ Oblicore-Raises-the-Bar-on-IT-Service-Level-Management/ http:/ / www.

Oblicore.

Com/ resources/ analyst_reports.

Php Company Press Release, (January 11, 2010), CA Acquires Oblicore, Leader in IT Service Level Management (http:/ / www.

Ca.

Com/ us/ press/ release.

Aspx?cid=225545), IBM Virtual Universe Community 77 IBM Virtual Universe Community The Virtual Universe Community or VUC is a group consisting of over 5000 individuals across the world in IBM today. [1] Every IBMer that is present within any Virtual World or Virtual Universe must comply with the IBM Virtual World Guidelines. [2] The community is responsible for moving IBM into a range of new and profitable industries from the creation of Virtual World Cell Based Mainframes [3] to 24 Hour Virtual Service Desks staffed by avatars around the globe. [1] VUC Logo official Logo. History The Virtual Universe Community was officially launched on September 12, 2006 in conjunction with the IBM Innovation Jam.

This component of the Jam was a self-organized collaboration and brainstorming event and was referred to as a 3D Jam. 130 IBM employees collaborated on ideas in the virtual campus of New Media Consortium. — On November 14, now 400 members strong, the Virtual Universe Communities idea they had logged in the innovation Jam was voted number 1 out of 50,000 entries.

The CEO of IBM Sam Palmisano and Irving Wladalsky-Berger presented the results in the world’s first virtual town hall. [5] The community grew rapidly and was now close to 1000 members and a new organization was formed. [6] The community celebrated their first year anniversary on September 12, 2007, and is now over 5000 members strong.

Its is currently headed by 2 IBMers Sagar Chandola and Mike Monkowski who work from Bangalore and New York respectively and coordinate some of the most cutting edge research work in the field of virtual worlds being done internally in IBM and for high profile clients worldwide.[7] Notes [1] http:/ / money.

Cnn.

Com/ news/ newsfeeds/ articles/ marketwire/ 0293959.

Htm [2] IBM Research | IBM Research | virtualworlds | IBM Virtual World Guidelines (http:/ / domino.

Research.

Ibm.

Com/ comm/ research_projects.

Nsf/ pages/ virtualworlds.

IBMVirtualWorldGuidelines.

Html) [3] Gamasutra – IBM Integrates Cell Into Mainframes For Virtual Worlds (http:/ / www.

Gamasutra.

Com/ php-bin/ news_index.

Php?story=13685) [4] IBM Innovation Jam « NMC Virtual Worlds (http:/ / virtualworlds.

Nmc.

Org/ portfolio/ ibm-innovation-jam/ ) [5] IBM’s chief steps into ‘Second Life’ for incubator launch | CNET News.com (http:/ / www.

News.

Com/ IBMs+ chief+ steps+ into+ Second+ Life+ for+ incubator+ launch/ 2100-1014_3-6135109.

Html) [6] IBM to give birth to ‘Second Life’ business group | CNET News.com (http:/ / www.

News.

Com/ IBM+ to+ give+ birth+ to+ Second+ Life+ business+ group/ 2100-1014_3-6143175.

Html) [7] Virtual Worlds Conference and Expo – October 10-11, 2007 – San Jose Convention Center (http:/ / www.

Virtualworlds2007.

Com/ speakers/ sandykearney.

Html) TopDesk 78 TopDesk TOPdesk TOPdesk is an international software company with headquarters in Delft, Netherlands, and branches in England, Germany, Belgium and Hungary.

TOPdesk develops, markets, implements and supports software geared towards the IT service management sector.

TOPdesk also provides consultancy and training to service providing organizations.

TOPdesk has 350 employees in five countries.

TOPdesk software has been around since 1993 and now supports around 5000 organizations in 40 countries.

The software is designed primarily to support the work of service desks, but has been adopted in a wide variety of other situations, such as supporting NHS lone workers or university level computer science education.

TOPdesk asserts that its software and working processes are based on ITIL, and are ASL, BiSL, ISO 20000 and S0x compliant.

TOPdesk has also been awarded a Pink Elephant logo for two processes.

History TOPdesk is a sister company of OGD (Operator Groep Delft).

OGD was founded in 1987, and at that time provided operators for organizations wishing to temporarily increase their helpdesk capacity.

Over time, OGD noticed that many companies also expressed interest in a helpdesk tool.

In 1992, OGD began working on TOPdesk 1.0 for DOS.

By 1994, work had begun on TOPdesk 2 for Windows 3.11.

Over the years, OGD grew in size and capacity and gained market share.

In 1997, the company decided to separate the part of the company that produced software from the part that provided personnel.

OGD reported that the cultures of both departments were no longer in harmony and the business processes involved in each had become very different.

As of 1 July 1997, the software branch of OGD became OGD Software, under the legal name of TOP Informatie Systemen B.V. (TOP Information Systems PLC).

However, when the company made its initial entry into international markets, it became clear that the name ‘OGD Software’ was too ambiguous for non Dutch speakers.

For this reason, the company changed its name to TOPdesk at the end of 2004.

International Including the headquarters in Delft (Netherlands), TOPdesk currently has offices in 5 countries.

TOPdesk founded its first foreign branch in London.

Between 2004 and 2009, TOPdesk founded branches in London (UK), Kaiserslautern (Germany), Antwerp (Belgium), and Budapest (Hungary).

TOPdesk’s office in Antwerp, Belgium opened in February 2008.

TOPdesk Budapest opened its office in April 2009.

TOPdesk software is available in seven languages: Dutch English French German Spanish (Brazilian) Portuguese Italian In 2010, TOPdesk had around 350 employees in five countries and more than 5000 customers in 40 countries.

Partners TOPdesk has formed several partnerships over the years.

TOPdesk’s partners include: OGD TopDesk PANGEA systems aXle IT mavim BHVB MIRROR 42 Recent partnerships include: September 2008 – Mirror42 December 2010 – Computeasy, Brazil End 2010 – Duna Elektronika, Hungary January 2011 – Vroom Consultancy TOPdesk website: http://www.topdesk.com/en-gb/home/ 79 LANDesk 80 LANDesk LANDesk Software Type Industry Founded Private Enterprise management software 1985 — Virtual help desk 87 References/ Further Reading [1] Ragsdale’s eye on Service: 2007 Service and Support Trends (http:/ / jragsdale.

WordPress.

Com/ 2007/ 01/ 18/ article-4/ ) [2] Worldwide and U.S.

Clientless Remote Support Services Tools 2007–2011 Forecast and Analysis; March 2007 (http:/ / idc.

Com/ getdoc.

Jsp?containerId=205775) [3] Nemertes Issue Paper: Leveraging Convergence for Collaboration (http:/ / www.

Nemertes.

Com/ products_services/ research/ issue_papers/ nemertes_issue_paper_leveraging_convergence_for_collaboration_0) [4] Network World, “The Perfect Storm,” by Robin Gariess (http:/ / www.

Networkworld.

Com/ newsletters/ branch/ 2008/ 042108branch1.

Html?fsrc=rss-gareiss) WindowsITPro, “Virtualizing IT People: The Bomgar Box” (http:/ / windowsitpro.

Com/ article/ articleid/ 98578/ virtualizing-it-people-the-bomgar-box.html) External links • • • • • Services and Support Professionals Association (http://www.thesspa.com/) HDI (http://www.thinkhdi.com/) ITIL Official Site (http://www.itil-officialsite.com/home/home.asp) Service Management Portal (http://en.itsmportal.net/IT) MVHD Official Site (http://myvirtualhelpdesk.com/) HP Operations Manager HP Operations Manager (formerly OpenView Operations – OVO) is a product of Hewlett-Packard (HP).

It is built upon the foundation of their Network Node Manager (NNM) product.

Whereas NNM tends to be network-monitoring focused, gathering most of its data via SNMP traps from devices or hosts, OVO (OM) tends to be a host and/or application focused monitoring product.

HP Operations Agents support the following platforms: • Unix • AIX • HP-UX • Solaris • Tru64 UNIX • Microsoft Windows • Linux • Red Hat • SuSE • Turbo Linux • Debian • Novell Netware • OpenVMS • AS/400 Instead of just passively accepting SNMP traps from devices, OVO has an active software component, known as an agent, that is installed on the various hosts monitored.

These agents can then be used to provide support for monitoring and automation type activities, Openview Operations can also correlate alarms with an out-of-the box correlations and includes several Composer correlations as part of the OSSPI (OS Smart Plug In).

The agents all report to a centralized server, commonly called a Management Server.

OVO monitoring can be done in several forms.

It has the capabilities to monitor log files, run scheduled actions at pre-determined times and take actions based upon success or failure, customized watches for processes looking for too many or too few copies of a process running, or even SNMP traps.

A superset of regular expression pattern HP Operations Manager matching is available, allowing for the setting of variables within the pattern as well.

All events are generally associated with an OVO Message, which is sent to the management server.

End users, called Operators, can then log into OVO, either via a Motif GUI on UNIX hosts, or a Java based GUI for UNIX or Microsoft Windows hosts.

Specific users can have specific roles assigned to them, allowing for the filtering of alarms that are relevant for the person’s role within the organization.

A connection to various trouble-ticket systems such as Remedy ARS, OpenView Service Desk or OpenView Service Center is supported as well.

Any alert created can also have an action associated with them.

These actions generally come in two forms, Automatic or Operator Initiated.

Automatic actions will execute any time an alert happens.

An Operator Initiated action requires the Operator to specifically start the action.

In 2007, due to global rebranding following the Mercury Interactive acquisition, the brand Openview is dropped and the product is now called HP Operations. 88 Versions HP Operations Manager (OM) — monitor systems and applications using agents • for MS Windows – 8.10 (OMW) (formerly VantagePoint Operations for Windows, Openview Operations for Windows) • for Unix – 8.35 (OMU) (formerly VantagePoint Operations for Unix – VPO, IT Operations – ITO, Openview Operations for Unix – OVOU) Sources • HP OpenView website [1] • OpenView Forum website [2] References — In December 2009, Novell announced its intention to lead the market it identified as intelligent workload management (IWM).[31] The company’s products will enable customers to manage diverse workloads in a heterogeneous data center. Acquisition by Attachmate Novell had long been rumored to be a target for acquisition by a variety of other companies.

On March 2, 2010, Elliott Associates, L.P., an institutional investor with approximately 8.5% stock ownership of Novell, offered to acquire the company for $5.75 per share in cash, or $1 billion.[32] On March 20, 2010, the company declined the offer and stated that the proposal was inadequate and that it undervalued the Company’s franchise and growth prospects.[33] Novell announced in November 2010 that it had agreed to be acquired by Attachmate for $2.2 billion.

Attachmate plans to operate Novell as two units, one being SUSE.

As part of the deal, 882 patents owned by Novell are planned to be sold to CPTN Holdings LLC, a consortium of companies led by Microsoft[34] [35] and including Apple, EMC, and Oracle.[36] According to Novell’s SEC filing,[37] the patents “relate primarily to enterprise-level computer systems management software, enterprise-level file management and collaboration software in addition to patents relevant to our identity and security management business, although it is possible that certain of such issued patents and patent applications read on a range of different software products”.[38] Additionally, the future owner anticipates no change to the relationship between the SUSE business and the openSUSE project as a result of this transaction.[39] On 27 April 2011, Novell announced that the merger with Attachmate had been completed, with Attachmate paying $6.10 per share in cash to acquire Novell.

Immediately prior, Novell completed the sale of “certain identified issued patents and patent applications” to CPTN Holdings LLC for $450 million in cash.[40] Novell is now a wholly owned subsidiary of The Attachmate Group, the parent company of Attachmate Corporation. Organization Novell is organized into product development, sales, and services divisions.

In December 2009, Novell reorganized its product development business units into two Business Units: Security, Management, and Operating Platforms; and Collaboration Solutions.[41] The Collaboration Solutions Business Unit is based around providing applications for office productivity products: • • • • • • • • • GroupWise Novell Conferencing Novell Data Synchronizer Novell File Management Suite Novell File Reporter Novell Storage Manager Novell Vibe Cloud Novell Vibe OnPrem Open Enterprise Server The Security, Management, and Operating Platforms Business Unit is based around the remainder of Novell’s products (formerly separated into Systems and Resource Management, Identity and Security Management, and Open Platform Solutions business units): • Novell eDirectory Novell • Novell Identity Manager (IDM) – manage access across a heterogeneous group of networks, systems, and information. • Novell Access Manager – successor of Border Manager and iChain.

Provides identity-based access to internal resources from inside or outside a given network, including web applications, SSLVPN applications, and so forth.

Also includes federation based on Liberty and SAML. • Novell BorderManager – Manages access to external websites from inside the corporate network based on identities and policies. • Novell Sentinel – A Security Event Manager that provides event collection, automated correlation, analysis, and reporting and is now fully integrated with Identity Manager and other IDM solutions to provide visibility into user activities. • Novell Secure Login – A Single Sign-On product.

It is listed in the leader’s quadrant in Gartner Magic Quadrant 2009 & 2010. • Novell Service Desk – An ITIL Certified Service Management Product OEM’d from LiveTime Software, Inc. • ZENworks toolset, which provides application and patch management for servers, desktops, and handheld devices and asset management for Windows and Linux. • The PlateSpin portfolio, which provides virtualization and workload management tools, allowing data center operators to plan and implement virtualization projects, and provide ongoing workload protection using both software and the Forge disaster recovery appliance • Novell Operations Center – solution to communicate service performance in alignment with business objectives, while controlling the infrastructure in the data center across physical, virtual and cloud environments. • SUSE Linux Enterprise (Server, Desktop and related extensions) • SUSE Studio • LibreOffice (formerly OpenOffice.org) • Mono Novell are founding members of the Open Invention Network, a group of companies that acquires patents, with the aim to protect free and open source software against the threat of patent infringement cases. 99 Support Ecosystem Novell has a wide array of web-based and phone-based support options for its customers.

The Novell support [42] website was named one of the “Ten Best Web Support Sites” in [2003] by the Association of Support Professionals (ASP).

In [2003], Novell received an Outstanding Website Award in the WebAward Competition for their Cool Solutions [43] website with a searchable database of advice, tools and problem fixes submitted by users from all over the world.[44] Novell also hosts support forums[45] covering all of their products including SUSE Linux Enterprise, GroupWise, ZENworks and NetWare.

Novell offers users both HTTP and NNTP access to the support forums and a search [46] Whilst Novell encourages the use of these forums, it does not officially monitor these forums.

The forums option.

Are maintained by SysOps[47] that have a demonstrated competency with the various products and volunteer their time to try and help the wider community.

Novell maintains a number of wikis[48] with up-to-date information on a number of its products.

For instance, as new NetWare service packs are released the NetWare wiki[49] is updated with tips and known issues with the service packs.

In some cases, the service packs themselves will have their own wiki with information added from feedback provided in the support forums. Novell 100 Acquisitions • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Santa Clara Systems, Inc. – 1986 Cache Data Products – 1986 Softcraft – 1987 CXI – 1988 Excelan – 1989 Digital Research – 1991 International Business Software Ltd. – 1992 Serius – 1993 Unix System Laboratories – 1993 WordPerfect & Quattro Pro (Borland) – 1994 Netoria – 1999 Novetrix – 1999 JustOn – 1999 PGSoft – 2000 Novetrix – 2001 Cambridge Technology Partners – 2001 Callisto Software, Inc. – 2001 SilverStream Software – 2002 Ximian – 2003 SuSE – 2003 Salmon – 2004 Tally Systems – 2005 Immunix – 2005 e-Security, Inc – 2006 RedMojo – 2007 Senforce [50] – 2007 Platespin – 2008 SiteScape – 2008 Command Control and Compliance Auditor, (Fortefi) – 2008 Managed Objects, Inc. – 2008 Certification Novell is one of the first computer companies to provide certification to its products.

They include: • • • • Certified Novell Administrator (CNA) Certified Novell Engineer (CNE) Certified Linux Professional 10 (CLP 10) Certified Linux Engineer 10 (CLE 10) — Public (NYSE: PRGN Computer software 1981 [1] ) San Diego, California, USA IT Management Software HP IT Management Web site [2] References: Acquired by Hewlett-Packard in 2005 Peregrine Systems, Inc., an enterprise software company, was founded in 1981 and sold enterprise asset management, change management, and ITIL-based IT service management solutions.

Following an accounting scandal and bankruptcy, Peregrine was acquired by Hewlett-Packard in 2005.[3] HP now markets the Peregrine products as part of its IT Service Management solutions, within the HP Software Division portfolio. History Peregrine Systems was founded in 1981 in Irvine, California.

The founders and employees were Chris Cole, Gary Story, Ed Beck, Kevin Keyes and Richard Diederich.

They started selling PNMS on a Series One computer while developing an MVS version.The MVS client/server solutions for PNMS became available in 1995.[4] In 1989, John Moores, founder of BMC Software and owner of the San Diego Padres Major League Baseball team, became a member of the Peregrine Board of Directors.

He served as Chairman from March 1990 through July 2000 and then again in 2002.[5] He resigned from the Board in 2003 during the company’s bankruptcy filing.[6] His involvement in the software industry continues today with investments through his venture capital firm JMI Equity.

The legacy of his investments has been focused on ITSM software packages with the most recent investments made in Service-now.[7] Peregrine had offices in the Americas, Europe and Asia Pacific and grew its product line rapidly both organically and via acquisitions, including Harbinger Corporation in 2000 [8] and Remedy Corporation in 2001.[9] Fraud In 2004, a federal grand jury issued an indictment charging eight former executives of Peregrine Systems, Inc., one former outside auditor of Peregrine, and two outside business partners of Peregrine, with conspiracy to commit a multi-billion dollar securities fraud.

The case resulted from an investigation by the Federal Bureau of Investigation, and the Securities and Exchange Commission had pursued a parallel civil enforcement action.[10] In 2003, the U.S.

Securities and Exchange Commission charged Peregrine with “massive financial fraud” for the purposes of inflating the company’s revenue and stock price.[11] Peregrine, without admitting or denying the allegations of the complaint, agreed to a partial settlement.[12] Peregrine filed suit against its auditor Arthur Andersen in 2002 for $1 billion in damages, for allegedly allowing incorrect audits that overstated revenues by as much as $250 million to be filed for the 2000-2002 fiscal years.[13] In Peregrine Systems 2003, the former Peregrine CFO, Matthew Gless, pled guilty to fraud charges.[14] In 2008, the former Peregrine CEO, Stephen Gardner, was sentenced to eight years and one month in prison for his role in the fraud, which resulted in bankruptcy for the company.[15] Although former chairman of the board, John Moores, sold more than $800 million of shares during Peregrine’s fraudulent period, the court of appeals determined that there was insufficient evidence that Moores knew about the fraud that led to the company’s bankruptcy.[16] 105 Sentences • Stephen Gardner (former Peregrine CEO): 97 months in custody.[17] • Douglas Powanda (former Peregrine Executive Vice President for World Wide Sales): 78 months in custody followed by two years of supervised release.[18] • Matthew Gless (former Peregrine CFO): 63 months in custody followed by two years of supervised release.[19] • Andrew Cahill (former Peregrine Exceutive Vice President for World Wide Sales, after Powanda): 27 months in custody followed by two years of supervised release.[20] • Jeremy Crook (former Peregrine General Manager for Europe): 27 months in custody.[21] • Berdj J.

Rassam (former Peregrine Controller): 24 months in custody followed by two years of supervised release.[22] • Steven Spitzer (former head of Peregrine’s Alliance Sales Program): Three years probation, a $5,000 fine and 200 hours of community service plus a $110,000 civil penalty and barred from serving as an officer or director of any public company.[23] • Larry Rodda (former managing director of KPMG Consulting): Six months in custody, six months of home detention, two years of supervised release and $100 mandatory special assessment.[24] • Michael Whitt (owner of Barnhill Management Group): Civil penalty of $60,000.[25] • Richard Nelson (former Peregrine Corporate Counsel): one day in custody, six months home detention and 200 hours of community service.[26] • Gary Lenz (former Peregrine President & COO): three years of probation.[27] • Ilse Cappel (former Peregrine Assistant Treasurer): Five years of probation.[28] • John Burnham Benjamin (former Peregrine Treasurer): Five years of probation.[29] • Peter O’Brien (former Peregrine Director of Alliances): One year of probation.[30] Charges dismissed: • • • • Joseph Reichner (former Peregrine Vice President of Alliances) Patrick Towle (former Peregrine Revenue accounting manager)[32] Dan Stulac (formerly led auditing team at Arthur Andersen)[33] Eric Paul Deller (former Peregrine General Counsel)[34] [31] — Peregrine filed for Chapter 11 protection on September 23, 2002 after laying off 1400 employees, or nearly half its workforce.[35] .

When Peregrine filed for federal bankruptcy protection and eventually canceled its common stocks, more than $4 billion in shareholder equity was lost.[36] After filing, the company sold the Remedy division of the company to BMC Software for more than $300 million dollars.3 Peregrine exited Chapter 11 reorganization in August 2003, and the president and CEO, Gary Greenfield, left the company.

Retired software executive John Mutch became president and CEO in August 2003.[37] Peregrine Systems 106 Sale to HP Hewlett Packard acquired Peregrine Systems in 2005 for $425 million.[38] The Peregrine products are now sold as part of the HP IT Management Software (BTO) portfolio within the HP Software Division. Products • AssetCenter – IT Enterprise asset management software (acquired from Apsylog).[39] It is now sold as HP AssetCenter software.[40] • ServiceCenter – ITIL-enabled IT service management software (developed internally, flagship service management offering).[41] It is now sold as HP Service Manager software.[42] • Connect-It – Data integration tool.

It is now sold as HP Connect-It software.[43] • Enterprise Discovery – Discovery and Inventory tool [44] • Knowlix – Knowledge management application (acquired from Knowlix)[45] • InfraCenter for Workgroups – Integrated asset and help desk management software.[46] • InfraTools – Software tools for infrastructure management.[47] • Get-Services – Web based application that lets employees create and manage change requests.[48] • Get-Resources (Get.Resources!) – Web- based application providing that lets employees request IT resources from a predefined catalog of items with automatic routing to the service desk.[49] • Get-Answers – Web based knowledge management application (acquired from Knowlix).[50] • Get-IT (Get.IT!) – Employee self-procurement software.[51] • FacilityCenter – Computer-Aided Facilities Management (CAFM) product divested to TRIRIGA during financial collapse [52] (acquired from Innovative Tech Systems as Span FM).[53] • FacilityCenter Reserve – Room Booking system divested to TRIRIGA during financial collapse (acquired from Critical Path).[54] • Fleet Anywhere – Company vehicle fleet management software divested during to Maximus in 2002.[55] (acquired from Prototype).[56] • Rail Anywhere – Advanced and light rail management software for passenger and freight rail industries (acquired from based on software developed by KKO and applied to the Fleet Anywhere technology).[57] (acquired from Prototype).[58] • Harbinger.Net – Supply chain enablement products sold to Golden Gate Capital during financial collapse (acquired from Harbinger).[59] (acquired from Prototype).[60] • Extricity – e-commerce Business Process Management software sold to Golden Gate Capital in 2002 [61] (acquired from Extricity)[62] • Remedy ARS (Action Request System) – Automated business process management and customer support software, sold to BMC in 2002.[63] (acquired from Remedy Corp).[64] • TeleCenter – Software for managing telecommunications assets (acquired from Telco Research).[65] • TRU – Telecoms based product line, sold to Symphony Services Corp [66] (acquired from Telco Research)[67] • Xanadu – IT infrastructure management appliance.[68] • Tivoli ServiceDesk – IT Service Management software, acquired from IBM.[69] Peregrine Systems 107 References [1] http:/ / www.

Nyse.

Com/ about/ listed/ quickquote.

Html?ticker=prgn [2] https:/ / h10078.

Www1.

Hp.

Com/ cda/ hpms/ display/ main/ hpms_content.

Jsp?zn=bto& cp=1-11-271-273_4000_100__ [3] HP Completes Acquisition of Peregrine Systems, Boosting HP OpenView Software Portfolio news release (http:/ / www.

Hp.

Com/ hpinfo/ newsroom/ press/ 2005/ 051219xa.

Html) [4] Business Wire.

Peregrine Systems announces client server network management for MVS; expands computing…Retrieved 2010-02-19. (http:/ / www.

Allbusiness.

Com/ technology/ software-services-applications-internet/ 7104895-1.

Html/ ) [5] Business Week Online.

Just How Much Did John Moores Know.

Oct. 14, 2002.

Retrieved 2010-02-19. (http:/ / www.

Businessweek.

Com/ magazine/ content/ 02_41/ b3803060.

Htm/ ) [6] Ralph Frammolino.

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Three Peregrine Board Members, Chairman Resign.

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The San Diego Mercury News. “Peregrine accountants won’t face third trial.”Retrieved 2010-02-19. (http:/ / archives.

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The San Diego Mercury News. “Peregrine accountants won’t face third trial.” Retrieved 2010-02-19. (http:/ / archives.

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Grimes & Warwick. “Peregrine Criminal Trial.” Retrieved 2010-02-19. (http:/ / www.

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Htm Knowledge Centered Support Knowledge-Centered Support (KCS) is a methodology and a set of practices and processes that focuses on knowledge as a key asset of the customer/technical support organization.

Development began in 1992 by the Consortium for Service Innovation;[1] a non-profit alliance of support organizations.

Its premise is to capture, structure, and re-use technical support knowledge.

KCS seeks to: • Create content as a by-product of solving problems, which is better known as within the ITIL incident management process, as well as the problem management process.

As support analysts capture information related to an incident, they create knowledge that can be reused within the support process by other support analysts as well as customers with access to a self-service knowledge base. • Evolve content based on demand and usage.

As people interact with the knowledge based within the incident management process, they must review it before delivering the knowledge to a customer.

If they discover the need to correct or enhance the knowledge, they will fix it at that time or flag it for another person to fix if they do not have the access authority to the knowledge.

Under this model, knowledge is evolved just-in-time based on demand instead of just-in-case.

This lowers the cost of knowledge management. • Develop a knowledge base of an organization’s collective experience to-date.

New knowledge capture within the incident management process is an experience resulting from one interaction.

The knowledge has not been validated or verified beyond the initial incident.

Thus the initial knowledge is not as trusted in this state, which is referred to as Draft knowledge.

It is not until reuse occurs that trust is improved.

At some point the knowledge will be marked as trusted and either Approved for internal use or Published for self-service.

The knowledge base under the KCS methodology includes knowledge that is at different states of trust and visibility.

The collective experiences to date challenges the traditional thinking that all knowledge in a knowledge base must perfect, validated, and highly trusted. • Reward learning, collaboration, sharing and improving.

The culture of the organization must change to recognize the value of an individual based on the knowledge they share that enables the organization to be more effective and efficient.

With over 10 years in development and over $45 million dollars invested, KCS has been tried and tested by early adopters that include 3Com, Oracle, Novell Compaq (now HP), VeriSign and Research In Motion.

KCS is endorsed and evangelized by HDI, an information technology service and technical support membership association. [2] .

Information Technology Infrastructure Library (ITIL) is recognized as lacking a knowledge management strategy necessary to a service desk.

Knowledge Management was not a defined process in ITIL v2.

With the release of ITIL v3 in June of 2007, Knowledge Management was defined as a required process.

However, ITIL v3 does not provide sufficient detail and scope necessary to implement knowledge management.

KCS augments the ITIL framework by providing a strategy for capturing, structuring, and reusing knowledge within the service desk.

Service management requires that knowledge be leveraged within incident management and problem management.

Knowledge management also impact the request management, change management, and release management process within Knowledge Centered Support ITIL.

KCS a prescriptive methodology that defines how to integrate knowledge management within the support organization.

In 2003, HDI partnered with the Consortium for Service Innovation to promote the learnings and experiences of the Consortium’s members to the market.

Working together, they captured this information into a three day workshop: The Knowledge Management Foundations: KCS Principles.

Since that time, hundreds of companies have been learning about and implementing Knowledge Centered Support within their environments.

In 2005, the Consortium for Service Innovation introduced the KCS-Verified[3] program for knowledge management software vendors.

There are a number of popular software applications verified to enable the KCS best practices.

Visit http:/ / www.

Serviceinnovation.

Org/ knowledge_centered_support/ to learn more about KCS Verified products.

This program defines the functional requirements that software vendors must implement to successfully enable KCS.

In 2006, the Consortium updated KCS to version 4.1 and published the Practices Guide [4].

They continue to evolve KCS through the experiences of their members and other companies that share their personal stories.

In 2008, HDI introduced the Knowledge-Centered Support Principles Certification[5] that allows individuals to demonstrate their knowledge of the KCS methodology.

Over 200 companies now have KCS Certified individuals in their organizations. 112 Footnotes [1] [2] [3] [4] [5] http:/ / www.

Serviceinnovation.

Org http:/ / www.

Thinkhdi.

Com http:/ / www.

Serviceinnovation.

Org/ kcsverified http:/ / www.

Serviceinnovation.

Org/ included/ docs/ kcs_practicesguide.

Pdf http:/ / www.

Thinkhdi.

Com/ kcscert External links • serviceinnovation.org Consortium for Service Innovation KCS page (http://www.serviceinnovation.org/ knowledge_centered_support/) SAP Solution Manager 113 SAP Solution Manager SAP Solution Manager is a software tool, content and gateway to create, operate, manage and monitor business management solutions.

SAP Solution Manager is one of the products of software company SAP AG. — [1] http:/ / training.

Apple.

Com/ certification/ acmt [2] http:/ / www.

Ids.

Com.

Br [3] http:/ / novaworks.

Com [4] http:/ / businessrulesinc.

Com [5] http:/ / www.

Digitalmediaacademy.

Org [6] http:/ / www.

Expression.

Pro [7] http:/ / www.

Go4cast.

Com [8] http:/ / www.

Tarnyinc.

Com [9] http:/ / www.

Videosymphony.

Com [10] http:/ / www.

Mcservices.

Com [11] http:/ / www.

Ledet.

Com [12] http:/ / styrelisa.

Com External links • Apple’s Certification Programs homepage (http://training.apple.com/) • Apple’s online training locator (http://training.apple.com/locations) • Apple Certified Professionals Registry (http://www.apple.com/certification/verify) Problem management 125 Problem management This article is about Problem Management Process, as defined by ITIL.

ITIL defines a problem as the cause of one or more incidents.

Problem Management is the process responsible for managing the lifecycle of all problems.

The primary objectives of Problem Management are to prevent problems and resulting incidents from happening, to eliminate recurring incidents and to minimize the impact of incidents that cannot be prevented. Scope Problem Management includes the activities required to diagnose the root cause of Incident Management and to determine the resolution to those problems.

It is also responsible for ensuring that the resolution is implemented through the appropriate control procedures, especially Change Management and Release Management.

Problem Management will also maintain information about problems and the appropriate workarounds and resolutions, so that the organization is able to reduce the number and impact of Incident Management over time.

In this respect, Problem Management has a strong interface with Knowledge Management, and tools such as the Known Error Database will be used for both.

Although Incident Management and Problem Management are separate processes, they are closely related and will typically use the same tools, and may use similar categorization, impact and priority coding systems.

This will ensure effective communication when dealing with related incidents and problems. Value to business Problem Management works together with Incident Management and Change Management to ensure that IT service availability and quality are increased.

When incidents are resolved, information about the resolution is recorded.

Over time, this information is used to speed up the resolution time and identify permanent solutions, reducing the number and resolution time of incidents.

This results in less downtime and less disruption to business critical systems.

Additional value is derived from the following: • • • • Higher availability of IT services Higher productivity of business and IT staff Reduced expenditure on workarounds or fixes that do not work Reduction in cost of effort in fire-fighting or resolving repeat incidents. Process activities, methods and techniques Problem Management consists of two major processes: • Reactive Problem Management, which is generally executed as part of Service Operation • Proactive Problem Management which is initiated in Service Operation, but generally driven as part of Continual Service Improvement (CSI). Problem detection • Suspicion or detection of a cause of one or more incidents by the Service Desk, resulting in a Problem Record being raised – Service Desk may have resolved the incident but has not determined a definitive cause and suspects that it is likely to recur. Problem management • Analysis of an incident by a technical support group which reveals that an underlying problem exists, or is likely to exist. • Automated detection of an infrastructure or application fault, using event/alert tools automatically to raise an incident which may reveal the need for a Problem Record. • A notification from a supplier or contractor that a problem exists that has to be resolved. • Analysis of incidents as part of proactive Problem Management: watch-bulletins, releases, relevant papers — Numara Software Type Industry Founded Private Software 2005 Headquarters Tampa, Florida Key people Products David Weiss Numara Track-It! Numara FootPrints Numara Asset Management Platform 200 [1] Employees Website Numara Software is a software company based in Tampa, Florida which makes IT service and asset management software, targeted at network management and business process managers. Products The Numara Software products Numara Track-It! and Numara FootPrints are focused on [2] and service desk markets for small and medium sized businesses.

Numara FootPrints is awarded PinkVERIFY ITIL certification by Pink Elephant by for 10 processes[3] . Company Founded in 1991 as Blue Ocean Software, the company grew quickly to gain worldwide presence as the makers of “Track-It!.” Acquired by Intuit in Sept. 2002, the company continued to operate autonomously but as a wholly owned subsidiary under the Intuit umbrella, known as Intuit IT Solutions[4] .

In Dec. 2005, the company was renamed “Numara Software” when TA Associates, one of the largest and most experienced private equity firms in the world, purchased it from Intuit.

The genesis of the new company name comes from the combination of the word “Nu,” an English phonetic equivalent of “new” and “Mara” which in many languages means “Ocean.” The combined word which has global resonance, “Numara,” or “New Ocean” simultaneously captures our respect for our heritage (Blue Ocean Software) and our confidence in our future.

TA Associates has offices in Boston, Menlo Park and London and manages over $6 billion in capital. [5] , the makers of “FootPrints.” Led by two award winning flagship In Sept. 2006, Numara Software acquired solutions, Numara Track-It! and Numara FootPrints, Numara Software positioned itself to lead the service desk management market for small to mid-sized enterprises. In Sept. 2009, Numara Software released the [6] to the market.

For more than a decade, Numara Software has helped customers around the world improve the way they manage their IT services, assets, and desktops.

With NAMP (ex Criston Software, a french company based at Sophia Antipolis – France), and its expanded set of integrated IT asset management solutions organizations will tackle broader IT operational issues, such as power, compliance and vulnerability Numara Software 129 References [1] [2] [3] [4] [5] [6] http:/ / www.

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Com/ about_intuit/ press_releases/ 2002/ 08-14.

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Com/ news/ namp_announcement.

Aspx)Numara Asset Management Platform Knowledge base — 135 Staffing ValCom’s staffing division specializes in IT staffing for special projects and contract-to-hire staffing. Professional Services Desktop management, managed services, infrastructure, storage, network, and server management, special projects and service desk offerings comprise the Professional Services division. IT Service Management Business process analysis, ITIL best practices, and project management, six sigma, lean six sigma and other governance and compliance solutions makeup the IT service management business unit of ValCom.

This division includes the WebSPOC software solution, which is PinkVERIFY certified[13] for ITIL best practices by Pink Elephant. Company Background • Founded in 1983 • Corporate headquarters located in Itasca, IL • Offices concentrated in the midwest with a national and global reach • Products sold through direct sales and indirect channels including resellers, system integrators and original equipment manufacturers • Profitable every year since inception. • Majority of profits over the last ten years have been invested by its principals in multigenerational environmental and conservation initiatives. Brief history ValCom was founded in 1983 as a hardware-driven company with a Fortune 500 account focus.

In the early nineties, ValCom realigned the business to focus in IT services and later developed its own software to manage those services.

In 2000, ValCom brought the tool to the web.

ValCom spread into the Strategic Staffing Services sector the following year.

In 2005, ValCom licensed its web-based tool, WebSPOC,[14] and offered it with SaaS,[15] hosted, or licensing options.

ValCom’s Security division earned PCI certification,[9] in 2008. Events • • • • • • • ValCom State of Insecurity Presentation at Moraine Valley College ValCom Offers Microsoft Online Services [17] HP, VMWare, LeftHand Event: Rethinking Server Virtualization [18] State of Insecurity Lunchinars in Chicago 2009-2010 [19] WebSPOC Webinar: Drive Down Cost while Empowering Workflow Automation [20] HP New Product Introduction Event [21] Assoc.

Information Technology Professionals (AITP) Conference [22] [16] ValCom 136 — References [1] https:/ / h10078.

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Com/ products/ mysqlspi.

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Com/ products/ SPI/ siebel.

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Org http:/ / h20229.

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Hp.

Com/ partner/ isv/ index.

Jsp 141 Configuration management database A configuration management database (CMDB) is a repository of information related to all the components of an information system.

It contains the details of the configuration items (CI) in the IT infrastructure.

Although repositories similar to CMDBs have been used by IT departments for many years, the term CMDB stems from ITIL.

In the ITIL context, a CMDB represents the authorized configuration of the significant components of the IT environment.

A CMDB helps an organization understand the relationships between these components and track their configuration.

The CMDB is a fundamental component of the ITIL framework’s Configuration Management process.

CMDB implementations often involve federation, the inclusion of data into the CMDB from other sources, such as Asset Management, in such a way that the source of the data retains control of the data.

Federation is usually distinguished from ETL ({Extract, transform, load}) solutions in which data is copied into the CMDB.

The CMDB records CIs and details about the important attributes and relationships between CIs.

Configuration managers usually describe CIs using three configurable attributes: 1.

Technical 2.

Ownership 3.

Relationship A key success factor in implementing a CMDB is the ability to automatically discover information about the CIs (auto-discovery) and track changes as they happen.

CMDBs contain metadata, and thus the concept overlaps with that of a metadata repository which are both used in running large IT organizations.

Configuration management addresses how the data is to be kept up to date, which has historically been a weakness of metadata repositories. Configuration management database 142 Federated CMDBs Information-technology managers can use a federated CMDB – an enterprise-level CMDB – to accumulate information about configurations, changes and other data from disparate sources.[1] The goal is to enable management data providers to integrate their data into a coherent, seamless CMDB, using an industry-standard interface.[2] The architecture for this standard was proposed in a 2007 white paper, written by representatives from several CMDB vendors: ASG, BMC Software, CA, Fujitsu, HP Software Division, IBM and Microsoft.[3] These members represented the CMDB Federation Workgroup, or CMDBf.[4] In 2009, the Distributed Management Task Force (DMTF) standardized the CMDBf specification to provide a cross-vendor, standardized solution for federating system-management data.[5] References • Office of Government Commerce (OGC), ed.: Service Support.

IT Infrastructure Library (ITIL).

The Stationery Office, Norwich, UK (2000) • OGC, ed.: Introduction to ITIL.

IT Infrastructure Library.

The Stationery Office (2005) [1] TechWorld.com. “The federated CMDB vision.” (http:/ / features.

Techworld.

Com/ networking/ 3221/ the-federated-cmdb-vision/ ) [2] The Federated CMDB Vision white paper. (http:/ / www.

Cmdbf.

Org/ CMDB-Federation-white-paper-vision-v1. 0.

Pdf) [3] The Federated CMDB Vision white paper. (http:/ / www.

Cmdbf.

Org/ CMDB-Federation-white-paper-vision-v1. 0.

Pdf) [4] CMDBf Workgroup (http:/ / www.

Cmdbf.

Org/ ) [5] Configuration Management Database (CMDB) Federation Specification (http:/ / xml.

Coverpages.

Org/ DMTF-DSP0252-CMDB-Federation.

Pdf) External links • ManageEngine ServiceDesk Plus ITIL CMDB (http://www.manageengine.com/products/service-desk/ itil-cmdb.html) • LiveTime’s Cloud based CMDB (http://www.livetime.com/itil-service-management/service-manager/ configuration-management-cmdb/) • How to build a CMDB (http://www.cmdb.info/p/c_software7.html) with open source software • Get your OpenSource CMDB with iTop. (http://netcmdb.com) iTop is developed by Combodo a French OpenSource Software editor • IBM Tivoli Configuration and Change Management Database IBM CCMDB • HP Universal CMDB (https://h10078.www1.hp.com/cda/hpms/display/main/hpms_content.jsp?zn=bto& cp=1-11-15-25^1059_4000_100__&jumpid=reg_R1002_USEN) • Configuration Management Database (CMDB) Federation Specification (http://xml.coverpages.org/ DMTF-DSP0252-CMDB-Federation.pdf) • CMDBuild – Configuration and Management Database Open Source (http://www.cmdbuild.org) • i-doit Open Source CMDB (http://www.i-doit.org/) • CMDB (http://www.cmdb.org/) References Skills Framework for the Information Age 143 Skills Framework for the Information Age The Skills Framework for the Information Age (SFIA, pronounced like the name Sophia) is a model for describing and managing competencies for ICT professionals for the 21st century, and is intended to help match the skills of the workforce to the needs of the business [1] .

It maps out the range of skills as a two-dimensional table, by tagging each skill with a category and responsibility level.

These categories are divided into six main areas: Strategy and planning; Business change; Solutions development and implementation; Service management; Procurement and management support; and Client interface.

Each of these is then further divided into sub-categories (see below), mapping out 86 separately identifiable skills.

Each of these skills has a general description.

There are seven levels of responsibility, in ascending order: Follow; Assist; Apply; Enable; Ensure and advise; Initiate and influence; and Set strategy, inspire and mobilise.

Each of these responsibility levels has a generic description showing the level of autonomy, influence, complexity, and business skills required.

From a Professional Services perspective, responsibility levels 3-7 can be thought of as equivalent to seniority levels: Associate professional, Professional, Senior professional, Lead professional, and Principal professional. [2] Each level of responsibility within each skill has a brief description of the typical tasks expected of someone in that role, and as only one skill maps to all seven levels (Management and Operations, within the Service Provision category), this results in 263 detailed tasks defined. , and a number of simpler complementary models have arisen which map onto the SFIA model, such as the Government IT Profession competency and skills framework [4].

These 263 tasks are further expanded within SFIAPlus, which is described as a three-dimensional model and supplements the SFIA task descriptions with a detailed breakdown of what is required to be able to fulfil those tasks, e.g.: knowledge, training, qualifications, etc.

SFIA is owned and managed by the SFIA Foundation [5], a consortium formed in July 2003 by the Institution of Engineering and Technology (IET), Institute for the Management of Information Systems (IMIS), e-skills UK, and the British Computer Society(BCS).

The itSMF subsequently joined the consortium in 2008. [6] The current published version of the SFIA model is version 4G, which was created to incorporate sustainability skills.

This is still thought to be relatively complex by some [3] Levels of responsibility Levels of responsibility run from level 1 (the most junior) to level 7 (the most senior): 1.

Follow Basic capability to complete tasks under close supervision.

Not expected to use much initiative.

Should be organised. 2.

Assist Uses some discretion and has a wider circle of interaction than level 1, especially in speciality.

Works on a range of tasks, and proactively manages personal development. 3.

Apply Complete work packages with milestone reviews only.

Escalates problems under own discretion.

Works with suppliers and customers.

May have some supervisory responsibility.

Performs a broad range of tasks, takes initiative, and schedules own and others work. 4.

Enable Skills Framework for the Information Age Works under general direction in a framework.

Influence at account level, works on a broad range of complex activities.

Good level of operational business skills. 5.

Ensure and advise Broad direction, supervisory, objective setting responsibility.

Influences organisation.

Challenging and unpredictable work.

Self sufficient in business skills. 6.

Initiate and influence Authority for an area of work.

Sets organisational objectives.

Influences policy, significant part of organisation, and customers and suppliers at a high level.

Highly complex and strategic work.

Initiates and leads technical and business change. 7.

Set strategy, inspire, and mobilise Authority includes setting policy.

Makes decisions critical to organisation, influences key suppliers and customers at top level.

Leads on strategy.

Full range of management and leadership skills. — USU Software USU Software AG Type Industry Founded Headquarters Key people Revenue Employees Website Public Computer software, Business Service Management, Knowledge Management 1977 Möglingen, Germany Bernhard Oberschmidt (spokesperson), Klaus Bader, Gerald Lamatsch, Sven Wilms 34.05 mio. € (2009) 300 www.usu-ag.com [3] [1] [2] USU Software AG is an internationally active[4] [5] software and IT business in the field of knowledge based Service Management.

The USU Group consists of several German and foreign subsidiaries, among them USU AG.

USU Software AG is listed in the Prime Segment of the Frankfurt Stock Exchange (Frankfurt, Germany) and in its [6] German Entrepreneurial Index Company history USU was founded in 1977 as Udo Strehl Unternehmensberatung[7] and is headquartered in Möglingen / Stuttgart, Germany.

USU has been involved in IT management since 1988.

Since 1995, knowledge management has been a special feature of USU’s range of services.

The company, which was first listed on the stock exchange on July 4, 2000, currently has some 300 employees (Nov 2010).

To expand its product portfolio, the USU took over OMEGA GmbH in 2005, LeuTek GmbH in 2006 and Aspera GmbH in 2010.[8] [9] The USU Group has more than 500 customers, including Allianz, BASF, BMW Group, Deutsche Telekom, E.ON, Nokia Siemens Networks, Orange, Poste Italiane and Volkswagen.[10] Products • Valuemation Valuemation is an integrated line of products for business service management conforming to the guidelines of the IT Infrastructure Library (ITIL).

The USU Product Line received the International ITIL Certification from [11] It consists of modules for IT asset and license management, IT procurement, IT budgeting and PinkVERIFY.

Service-cost allocation, for service and change management as well as service level management.

Valuemation is listed in recent studies by the American market research companies Forrester Research, Gartner Group and ECPweb.com. • KnowledgeCenter USU KnowledgeCenter is a product line for the intelligent provision of information in knowledge-intensive business processes.

The USU Knowledge Center software modules USU KnowledgeMiner, USU KnowledgeBase and USU KnowledgeGuide are used as a knowledge database for call centers and service desks or as knowledge portals. USU Software 148 External links • USU AG official website [12] • USU Germany [13] References [1] EANS-Adhoc: USU Software AG (http:/ / www.

Finanznachrichten.

De/ nachrichten-2010-02/ 16235594-eans-adhoc-usu-software-ag-gibt-vorlaeufige-zahlen-fuer-das-geschaeftsjahr-2009-bekannt-usu-uebertrifft-vorjahres-umsatz-und-ergebnis-ausbau-der-0 htm) [2] EANS-News: USU receives LACP Platinum Award (http:/ / www.

Allbusiness.

Com/ technology/ software-services-applications/ 14807057-1.

Html) [3] http:/ / www.

Usu-ag.

Com/ [4] “Großes Interesse an USU-Produkten im Mittleren Osten” (http:/ / www.

Finanzen.

Net/ nachricht/ Grosses_Interesse_an_USU_Produkten_im_Mittleren_Osten_731106).

Www.finanzen.net. . [5] “USU Software AG / EANS-News” (http:/ / www.

De.

Sharewise.

Com/ finanznachrichten/ 29008-finance-_Global_Expansion-_easy).

Www.de.sharewise.com. . [6] “Börse Frankfurt – Startseite” (http:/ / boerse-frankfurt.

Com/ pip/ dispatch/ de/ pip/ private_investors/ home?module=M_Search& search=DE000A0BVU28& x=0& y=0).

Boerse-frankfurt.com. . [7] “USU – The Knowledge Business Company” (http:/ / www.

Usu.

De/ english/ group/ history.

Html).

Www.usu.de. . [8] “USU – The Knowledge Business Company” (http:/ / www.

Usu.

De/ english/ group/ index.

Html).

Www.usu.de. . [9] “USU Buys Majority Stake In Aspera” (http:/ / www.

Itassetmanagement.

Net/ 2010/ 07/ 08/ usu-buys-majority-stake-aspera/ ).

Http:/ / www.

Itassetmanagement.

Net The ITAM Review. . [10] “Key Developments: USU Software AG” (http:/ / www.

Reuters.

Com/ finance/ stocks/ keyDevelopments?rpc=66& symbol=OSPGk.

DE& timestamp=20100225174300/ ).

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Reuters.

Com. . [11] “PinkVERIFY 3.0 Toolsets” (http:/ / www.

Pinkelephant.

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Aspx?id=1702& terms=USU).

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Pinkelephant.com. . [12] http:/ / www.

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Com [13] http:/ / www.

Usu.

De IBM Tivoli Unified Process (ITUP) 149 IBM Tivoli Unified Process (ITUP) IBM Tivoli Unified Process (ITUP) is a knowledge base of widely accepted industry best practices and the accumulated experience from IBM’s client engagements.

The knowledge base comprises detailed, industry-wide IT service management processes, and is an integral part of the IBM Service Management solution family.[1] The knowledge base is structured on the IBM Process Reference Model for IT[2] (PRM-IT).

PRM-IT[3] describes the processes for exploiting IT in support of a business or enterprise.

ITUP is a free offering from IBM.[4] Its purpose is to make the benefits of service management best practice frameworks, like Information Technology Infrastructure Library (ITIL), more attainable for organizations through integrated process modeling.

Thus ITUP is closely aligned with ITIL (a series of books outlining a set of concepts for managing IT) and provides the guidance on how to implement IT service management using proven, predefined solutions.

Detailed process diagrams and descriptions provide further explanations of IT processes, the relationships between processes, and the roles and tools involved in an efficient process implementation.

ITUP is also mapped to other leading process models.[5] Context IT service management represents an evolution from managing IT as a technology to managing IT as a business.

As businesses move toward on-demand environments, IT organizations are faced with the challenge of increasing the quality of services provided to business, while simultaneously addressing faster rates of change, rising technical complexity, cost pressures, and compliance issues.

With traditional resource and system management approaches, providing effective support for business and efficient use of IT resources is proving impossible.

IT service management provides for the effective and efficient delivery of IT services in support of changing business needs.

Implementing IT service management requires the optimal intersection of people, process, information and technology.

When all of these components come together, they can make IT more efficient and effective. [6] Tivoli Unified Process tooling IBM Tivoli Unified Process (ITUP) Composer is the tool used to create tailored method libraries* using the ITUP knowledge base content.[7] Customization includes creating or modifying process definitions to extend and publish content to document an organization’s operational processes.

The Composer tool provides the option to select and deploy a comprehensive project, or only the process components needed for each stage of a project, so that those processes are consistently applied by all IT staff. (See ITUP Composer for development, this article.) • A method library is a container for method plug-ins and method configuration definitions.

A method library has one or more method configurations that filter the library and provide smaller working sets of library content.

All method elements are stored in a method library. Structure of the ITUP content knowledge database The knowledge base includes descriptions of and relationships between five significant elements: 1.

Process descriptions – detailed process diagrams and explicates to better understand processes and their relationships, making ITIL best-practice recommendations easier to implement.

This category also maps processes to other leading process models, such as Control Objectives for Information and related Technology (COBIT) and the enhanced Telecom Operations Map (eTOM). 2.

Work products – artifacts produced as outputs or required as inputs by processes.

Includes information such as definitions for key terms and concepts. IBM Tivoli Unified Process (ITUP) 3.

Roles – as associated with the execution of specific tasks by IT staff typically responsible for one or more roles.

Roles and job responsibilities are described in detail and cross-referenced to guidance on how staff can use tools to perform their roles more efficiently and effectively. 4.

Tools – in the form of tool mentors.

This category identifies products and solutions from IBM that can be used to automate or complete specific process activities. 5.

Scenarios, or real-life examples – are provided as catalysts to make process content more comprehendible.

A scenario can relate to specific issues, such as deploying a new server or responding to an outage.

Scenarios describe, in a step-by-step format, the process workflow, roles, work products and tools involved in solving a specific problem. 150 The ITUP framework of process categories Governance and Management System The Governance and Management System process category ensures that a framework is in place to integrate processes, technologies, people, and data in a manner consistent with the IT goals.

This category also monitors the framework against the broader enterprise goals and quality metrics.

When specific goals and quality metrics are consistently unmet, decisions are made regarding the overall framework: whether it will be modified or restructured to ensure future success.

Governance considers and sets the fundamental direction for the management framework.

Governance is a decision rights and accountability framework for directing, controlling, and executing IT endeavors in order to determine and achieve desired behaviors and results.

Governance involves defining the management model and creating the governing or guiding principles.

Processes: • • • • IT Governance and Management System Framework IT Governance and Management System Capabilities IT Governance and Management Operation IT Governance and Management Evaluation Customer Relationships The Customer Relationships process category gives IT service providers a mechanism to understand, monitor, perform and compete effectively in the marketplace they serve.

Through active communication and interaction with customers, this process category provides the IT enterprise with valuable, current information concerning customer wants, needs, and requirements.

Once these requirements are captured and understood, the process category ensures that an effective market plan is created to bring the various IT services and capabilities to the marketplace.

Further, customer satisfaction data is gathered and reported in order to find areas of the IT services that require improvement.

Overall, this process provides a means for the IT enterprise to understand customer requirements, market IT services to customers, ensure and monitor the quality of the delivered IT services, and contribute to the maximization of business value from technology usage.

Processes: • • • • • • • Stakeholder Requirements Management Service Marketing and Sales Service Catalog Management Service Level Management Demand Management IT Customer Transformation Management Customer Satisfaction Management Direction The Direction process category provides guidance on the external technology marketplace, aligns the IT outcomes to support the business strategy, minimizes risk exposures, and manages the IT Architecture and IT IBM Tivoli Unified Process (ITUP) Portfolio.

Using the business strategy, related business requirements, and overall technology trends as key inputs, this process category creates an IT Strategy within the manageable constraints of the existing architecture and portfolio.

In addition to the IT strategy, the IT Portfolio and IT Architecture are planned, created, implemented, monitored, and continuously improved within this process category.

Items put forward for inclusion in the IT Portfolio are managed throughout their life cycle using product management approaches well established in many industries.

Processes: • • • • • • • IT Strategy IT Research and Innovation Architecture Management Risk Management Product Management Portfolio Management Program and Project Management 151 — Article Sources and Contributors christophersen SQS, Insanity Incarnate, Iram g, Iridescent, Isgrimnur, Ivengilmore, JByrd, JJblack, Ja 62, JackLumber, JamesAM, Jan1nad, Jason Potter, Jayen466, Jbrenstein, JerseyBoy1, Johanys, Johnbergloff, Jondel, Jontypearce, Josh3580, Joshbuddy, Joyous!, Jplaberge, Just zis Guy, you know?, Jwoodger, JzG, Kakreth, Kbh3rd, Kgfleischmann, Kingpin13, Kitsonk, Klim3k, KnightRider, Kuru, Landon1980, LilHelpa, Linkspamremover, LittleOldMe, Llancek, Lmewshaw, Lph, Luke.fitzpatrick, Lvsubram, M-BMor, Mac Davis, Maceis, Maddrich, Magnolia Grandiflora, MajorPlayer, ManthonyVinny, MartinDK, Mashford, Masjidi, Master Jay, Mav, McGeddon, McSly, Michael Hardy, Michael Voytinsky, Mike Rosoft, Milehigh23, Mintleaf, Mjcruz, Monk127, Moondoll, Mozzerati, Mwilso24, Neo-Jay, NickBush24, Nippoo, Notinasnaid, Nowa, Noypi380, Obradovic Goran, Oldmanriddle, Olivier, Ondrejk, PMDrive1061, Pcb21, Peripitus, Petiatil, Pgillman, Phantomsteve, PhilKnight, Piano non troppo, Pollenberg, Prasannaxd, Pratyeka, Predictive, Purpleboooks, QueueNut, Quiensabe, RHaworth, RL0919, Radiojon, Randy Harmat, Rasmus Faber, RayAYang, Red dwarf, RedLletter, Rehan33, Religionstinx, RexNL, Rich Farmbrough, RichardF, Richmarcia, RickK, Rjensen, Rjwilmsi, Rockfang, Ronz, Rusty2005, Rygelski, S, S.K., SDC, SEWilco, Sakathecheetah, Samaritan, Sargshep, Saxifrage, Saxsux, SchuminWeb, Scipius, ScottSteiner, Seidenstud, SentientSoul241, Simon-in-sagamihara, Sky Attacker, SkyWalker, Slawojarek, SmilesALot, Smith0606, Smithjd, Snarius, Snickerdo, Solarisworld, Some standardized rigour, Sonamsaxena, Soumyasch, Souvigny, SpaceFlight89, Stefaniaramona, Stephanos Georgios John, Stomme, Stranded7, Tabletop, Tanviralam, Tetrode, The.Hesperos, TheRedPenOfDoom, TheRingess, Thehelpfulone, Thingg, ThinkingInBinary, Thomas Larsen, Thue, Thumperward, TitanOne, Topbanana, Torinir, Truthspeaketh, Ugen64, Ulric1313, Uncle Milty, Vegaswikian, Versageek, Vikramsingh, Viper82, Vmatosc, Voidxor, Vrenator, Webfossil, West81, WhisperToMe, WiLLBERT, Wik, Wikidsoup, Winston365, Woohookitty, Wtanaka@prismb2b.com, X1987x, Xigmapro, Xpidea, Yayoirc, YellowPigNowNow, Yossin, ZekeMacNeil, Zidane tribal, Zogin, Zzuuzz, ??? ????, 611 anonymous edits Contact centre (business)  Source: http://en.wikipedia.org/w/index.php?oldid=421616489  Contributors: Altitude.product.marketing, Coast123, Coastdigital, DuncanHill, Floquenbeam, Tbhotch, 5 anonymous edits 169 Image Sources, Licenses and Contributors 170 Image Sources, Licenses and Contributors Image:Wearer of an ITIL Foundation Certificate pin.jpg  Source: http://en.wikipedia.org/w/index.php?title=File:Wearer_of_an_ITIL_Foundation_Certificate_pin.jpg  License: Creative Commons Attribution-Sharealike 2.5  Contributors: User:IIVQ File:SDI-e logo.jpg  Source: http://en.wikipedia.org/w/index.php?title=File:SDI-e_logo.jpg  License: unknown  Contributors: SDI Image:BMC Software Logo.jpg  Source: http://en.wikipedia.org/w/index.php?title=File:BMC_Software_Logo.jpg  License: unknown  Contributors: Adam sk File:Increase2.svg  Source: http://en.wikipedia.org/w/index.php?title=File:Increase2.svg  License: unknown  Contributors: Sarang File:BMC Campus, Building 4 Houston.jpg  Source: http://en.wikipedia.org/w/index.php?title=File:BMC_Campus,_Building_4_Houston.jpg  License: Creative Commons Attribution 2.0  Contributors: FlickrLickr, FlickreviewR, Infrogmation, Loadmaster, Nyttend, WhisperToMe, Xnatedawgx Image:Manageengine-servicedesk-plus-logo.gif  Source: http://en.wikipedia.org/w/index.php?title=File:Manageengine-servicedesk-plus-logo.gif  License: unknown  Contributors: Sdp desk Image:ManageEngine-servicedesk-plus-dashboard.jpg  Source: http://en.wikipedia.org/w/index.php?title=File:ManageEngine-servicedesk-plus-dashboard.jpg  License: unknown  Contributors: Sdp desk Image:SysAid logo.jpg  Source: http://en.wikipedia.org/w/index.php?title=File:SysAid_logo.jpg  License: Public Domain  Contributors: User:RudyFinn Image:Action Request System.png  Source: http://en.wikipedia.org/w/index.php?title=File:Action_Request_System.png  License: unknown  Contributors: Fuzzy510, Rettetast, Varco Image:VUClogo.png  Source: http://en.wikipedia.org/w/index.php?title=File:VUClogo.png  License: unknown  Contributors: User:Blathnaid, User:FairuseBot, User:OKBot, User:Pfinn, User:STBotI Image:landesk.jpg  Source: http://en.wikipedia.org/w/index.php?title=File:Landesk.jpg  License: unknown  Contributors: Avisintini, Melesse Image:header-kace-logo.gif  Source: http://en.wikipedia.org/w/index.php?title=File:Header-kace-logo.gif  License: unknown  Contributors: Michal.Simek, Skier Dude Image:Novell.svg  Source: http://en.wikipedia.org/w/index.php?title=File:Novell.svg  License: unknown  Contributors: Banaticus, Beamerized, Duncan, Ellomate, Fluteflute, J, Koman90, MBisanz File:Decrease2.svg  Source: http://en.wikipedia.org/w/index.php?title=File:Decrease2.svg  License: Public Domain  Contributors: User:Sarang File:Novellheadquarters.jpg  Source: http://en.wikipedia.org/w/index.php?title=File:Novellheadquarters.jpg  License: GNU Free Documentation License  Contributors: Coolcaesar File:Novellformerprovoheadquarters.jpg  Source: http://en.wikipedia.org/w/index.php?title=File:Novellformerprovoheadquarters.jpg  License: Creative Commons Attribution-Sharealike 3.0  Contributors: Coolcaesar Image:Peregrine Systems logo.svg  Source: http://en.wikipedia.org/w/index.php?title=File:Peregrine_Systems_logo.svg  License: unknown  Contributors: Gump Stump File:Project open logo.png  Source: http://en.wikipedia.org/w/index.php?title=File:Project_open_logo.png  License: Trademarked  Contributors: w:project-Openproject-Open Image:ValCom Logo.svg  Source: http://en.wikipedia.org/w/index.php?title=File:ValCom_Logo.svg  License: unknown 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Accredited ITIL Foundation, Intermediate and Expert Certifications

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ITIL and ITIL : Article Sources and Contributors Image Sources Licenses and Contributors 166….

ITIL - ITIL : Article Sources and Contributors Image Sources Licenses and Contributors 166….

ITIL and ITIL : Article Sources and Contributors Image Sources Licenses and Contributors 166….

ITIL - ITIL : Article Sources and Contributors Image Sources Licenses and Contributors 166….

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