ITIL Experience : html ID = 4186 CIO Magazine 2005 22….

ITILITIL Experience : html ID = 4186 CIO Magazine 2005 22….

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 or their certification provider regional office or 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 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[38] • 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.


Uk/ index.


Retrieved May 5, 2005. [3] Office of Government Commerce (UK) (http:/ / www.ogc.


Uk/ guidance_itil.


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.


Uk/ itil_ogc_withdrawal_of_itil_version2.

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. [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. Information Technology Infrastructure Library [16] George Spalding and Gary Case (2007).

ITIL Continual Service Improvement.

The Stationery Office.

ISBN 9780113310494. [17] http:/ / wiki.

En. index.

Php/ Service_Portfolio_Management [18] http:/ / wiki.

En. index.

Php/ Financial_Management [19] http:/ / free-itil [20] http:/ / www.nationalarchives.


Uk/ doc/ open-government-licence/ open-government-licence.

Htm [21] Meyer, Dean, 2005. “Beneath the Buzz: ITIL” (http:/ / web. web/ 20050404165524/ http:/ / leadership/ buzz/ column.

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. fwlink/ ?LinkId=151991).

Microsoft Corporation.

May 2009. . [24] http:/ / [25] Van Bon, Jan; Verheijen, Tieneke (2006), Frameworks for IT Management (http:/ / books. books?id=RV3jQ16F1_cC), Van Haren Publishing, ISBN 9789077212905, [26] http:/ / newsletters/ DITYvol2iss3.

Htm [27] ISACA (2008), COBIT Mapping: Mapping of ITIL V3 With COBIT 4.1 (http:/ / Knowledge-Center/ Research/ ResearchDeliverables/ Pages/ COBIT-Mapping-Mapping-of-ITIL-V3-With-COBIT-4-1.

Aspx), ITGI, ISBN 9781604200355, [28] Brooks, Peter (2006), Metrics for IT Service Management (http:/ / books. books?id=UeWDivqKcm0C), Van Haren Publishing, pp. 76–77, ISBN 9789077212691, [29] Morreale, Patricia A.; Terplan, Kornel (2009), “ Matching ITIL to eTOM” (http:/ / books. books?id=VEp0aMmH3iQC), CRC Handbook of Modern Telecommunications, Second Edition (2 ed.), CRC Press, ISBN 9781420078008, [30] ITIL V3 Qualification Scheme (http:/ / Qualifications/ ITILV3QualificationScheme.


OGC Official Site. .

Retrieved 2011-05-02. [31] APMG (2008). “ITIL Service Management Practices: V3 Qualifications Scheme” (http:/ / nmsruntime/ saveasdialog.

Asp?lID=572& sID=86). .

Retrieved 24 February 2009. [32] “EXIN Exams” (http:/ / ).

EXIN Exams. .

Retrieved 2010-01-14. [33] “ISEB Professionals Qualifications, Training, Careers BCS – The Chartered Institute for IT” (http:/ / server.

Php?show=nav. 5732).

BCS. .

Retrieved 2010-01-14. [34] http:/ / [35] Office of Government Commerce (2006). “Best Practice portfolio: new contracts awarded for publishing and accreditation services” (http:/ / www.ogc.


Uk/ About_OGC_news_4906.

Asp). .

Retrieved 19 September 2006. [36] http:/ / www.apmgroup.


Uk/ ITILSCRquery.

Asp [37] http:/ / [38] Office of Government Commerce (2008). “Best Management Practice: ITIL V3 and ISO/IEC 20000” (http:/ / gempdf/ ITIL_and_ISO_20000_March08.

Pdf). .

Retrieved 24 February 2009. 328 External links • Official ITIL Website ( • The OGC website ( Information technology planning 329 Information technology planning Information Technology Planning is a discipline within the Information Technology domain and is concerned with making the planning process for information technology investments and decision-making a quicker, more flexible, and more thoroughly aligned process.[1] According to Architecture & Governance Magazine, (Strategic) IT planning has become an overarching discipline within the Strategic Planning domain in which enterprise architecture is now one of several capabilities.[2] Arguments for Information Technology Planning IT takes too long to adjust plans to meet business needs.

By the time IT is prepared, opportunities have passed and the plans are obsolete.

IT doesn’t have the means to understand how it currently supports business strategy.

The linkage between IT’s capabilities — and their associated costs, benefits, and risks — and business needs is not mapped out.

Additionally, information gathering and number crunching hold the process back.[1] IT makes plans that don’t reflect what IT will actually do or what the business actually needs.

In the end, business doesn’t understand how IT contributes to the execution of strategy.

IT doesn’t start planning with a clear picture of which demand is truly strategic or which actions will have the biggest impact.

Information regarding business needs and the costs, benefits, and risks of IT capabilities comes from sources of varying quality.

IT then makes planning decisions based on misleading information.[1] IT’s plans often end up rigid and unverifiable.

Plans don’t include contingencies that reduce the impact of change, nor have they been verified as the best plan of action via comparison to alternatives and scenarios.

IT simply doesn’t have the time and information for it.

Manually preparing multiple plans and selecting the best one would take too long for most organizations — especially considering the availability of the information needed for a comparison.[1]

Read more about ITIL Experience : html ID = 4186 CIO Magazine 2005 22….:

Accredited ITIL Foundation, Intermediate and Expert Certifications

Accredited ITIL Foundation, Intermediate and Expert Certifications, Learn more about ITIL HERE:

ITIL and ITIL Experience : html ID = 4186 CIO Magazine  2005 22….

ITIL - ITIL Experience : html ID = 4186 CIO Magazine 2005 22….

ITIL and ITIL Experience : html ID = 4186 CIO Magazine  2005 22….

ITIL - ITIL Experience : html ID = 4186 CIO Magazine 2005 22….