ITIL Framework : Lighter weight ITSM approaches include ITIL Small scale Implementation 4….

ITILITIL Framework : Lighter weight ITSM approaches include ITIL Small scale Implementation 4….

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 “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.

• [7] A Creative Commons ITSM/SDLC Framework Wiki 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.

IT service management 5 References [1] IT Service Management Forum (2002).

van Bon, J..


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 (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.


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


org [7] http:/ / OpenSDLC.

org Further reading • Eric J.

Feldman (30 July 2007).

“The Eight Essential Elements of an IT Service Lifecycle” (http://www.

Retrieved 15 December 2007.

• Peter O’Neill (20 October 2006).

“Topic Overview: IT Service Management” ( go?docid=40558).

Forrester Research.

Retrieved 6 June 2007.

External links — The following are many applications: • A composite SOA application composed of a set of reusable services and a user interface that leverages those services.

There are at least two applications here (the user interface and one or more service components).

Each service is not counted as an application.

• A legacy client-server app that writes to a database to store data and an Excel spreadsheet that uses macros to read data from the database to present a report.

There are TWO apps in this example.

The database clearly belongs to the legacy app because it was developed with it, delivered with it, and is tightly coupled to it.

This is true even if the legacy system uses the same stored procedures as the Excel spreadsheet.

References [1] HBR Prod.

#: 74104-PDF-ENG [2] “The State Of Global Enterprise IT Budgets: 2009 To 2010”, Forrester Research, (http:/ / www.


com/ rb/ Research/ state_of_global_enterprise_it_budgets_2009/ q/ id/ 53332/ t/ 2) [3] Definition of an Application, Inside Architecture Blog (http:/ / blogs.


com/ nickmalik/ archive/ 2006/ 08/ 11/ third-attempt-definition-of-an-application-in-a-soa-environment.

aspx), Nick Malik Application Services Library 34 Application Services Library ASL is a methodology used in the IT industry.

The Application Services Library (ASL) is a public domain standard, which describes a standard for processes within Application Management (the discipline of producing and maintaining information systems and applications).

The term “library” is used because the ASL standard is based on the descriptions of best practices from the industry.

This standard was developed in the late nineties in the Netherlands, originally as the proprietary R2C model, which evolved into ASL in 2000.

In 2001 it was donated by the IT Service Provider PinkRoccade to the ASL Foundation, now the ASL BiSL Foundation.

ASL is closely related to ITIL, BiSL and CMM.

It is described in several books and articles (most of them only available in Dutch), as well as on the official website of the ASL BiSL Foundation.

The standard was developed because of the inability to structure the way of working within the Application Management departments by only using the ITIL framework, an older library embraced by the IT infrastructure departments for structuring their way of working.

At the time of development, ITIL was very useful for infrastructure management but lacked specific guidance for application design, development, maintenance and support.

Newer ITIL versions, particularly V3, have increasingly addressed the Application Development and Application Management domains.

A reference to a white paper comparing ITIL V3 and ASL is included.

ASL was defined in order to fill this gap for Application Management.

A similar development has led to the definition of the BiSL-standard for Information Management / Functional Management.

Purpose The ASL is intended to support Application Management by providing tools.

Two main categories of aids are defined: • Descriptions of the processes for Application Management.

Plus the use of best-practises • Standard terminology, avoiding the pitfall of talking about different topics while using the same words.

The goal of ASL is to assist in the professionalisation of Application Management.

Structure of ASL Application Services Library 35 ASL contains six clusters of processes, three on the operational level, one on the tactical level and two on the strategic level.

Operational level Service organisation There are five processes within the cluster Service Organisation.

The processes in the Service Organisation cluster support the daily use of the information systems.

The processes in this cluster are: • • • • • incident management continuity management capacity management availability management configuration management These processes have as well been defined in the ITIL framework.

The processes are similar, but are viewed from another point of view, therefore the activities in each of these processes may differ from the activities in an ITIL-environment.

Development and Maintenance Within this cluster the majority of the work of Application Development is done.

A major part of the work of Application Management deals with designing, programming and testing applications and information systems.

Processes are • • • • • impact analysis design realization testing implementation These processes are not described at all in the ITIL V1 framework, but do have their counterparts in BiSL, the model for Information management / Functional Management.

Connecting processes The connecting processes aim at the synchronisation of the activities between Service Organisation/operations (using the applications) and development and maintenance (changing the applications).

The two processes included are: • change management • release management.

Application Services Library 36 Tactical level Management processes The processes in this cluster are used in the management of the activities within the clusters on the operational level.

The processes are located on the tactical level, are used for steering the operational processes.

The processes included are: • • • • quality management service level management cost management planning & control.

Strategic level Application Cycle Management Applications live for longer than expected.

Systems, functionality, concepts and structure of information systems remain stable over many years.

This knowledge is rarely used.

It is important that, while maintaining and enhancing systems, there is a clear view needed what the demands are in the future, and based on that, what and how the future of these applications should look like.

This view, the application management strategies, is created within the cluster application cycle management.

The processes in this cluster are: • • • • • life cycle management information portfolio management customer organisation strategy customer environment strategy ICT development strategy.

Organisation Cycle Management Also the future of the Application Management organisation, with aspects as skills and capabilities, markets and customers, is very important.

Creating the organisation management strategies for this is the aim of Organization Cycle Management.

Processes in this cluster include: • • • • • account definition market definition skills definition technology definition service delivery definition — 95 References [1] Crosby, Philip B.


Quality is Free (http:/ / www.


com/ Quality-Mentor-Books-Philip-Crosby/ dp/ 0451622472/ ref=sr_1_1?s=books& ie=UTF8& qid=1297880287& sr=1-1).

McGraw Hill.

ISBN 0451622472.


[2] Nolan, Richard (July 1973).

“Managing the computer resource: a stage hypothesis” (http:/ / portal.


org/ citation.


Communications of the ACM (Association for Computing Machinery) 16 (7): 399–405.



[3] Humphrey, Watts (March 1988).

“Characterizing the software process: a maturity framework” (http:/ / www.



edu/ reports/ 87tr011.


IEEE Software 5 (2): 73–79.



[4] Humphrey, Watts (1989).

Managing the Software Process (http:/ / www.


com/ Managing-Software-Process-Watts-Humphrey/ dp/ 0201180952/ ref=sr_1_1?s=books& ie=UTF8& qid=1297880472& sr=1-1).

Addison Wesley.

ISBN 0201180952.


[5] Paulk, Mark C.; Weber, Charles V; Curtis, Bill; Chrissis, Mary Beth (February 1993).

“Capability Maturity Model for Software, Version 1.1” (http:/ / www.



edu/ library/ abstracts/ reports/ 93tr024.


Technical Report (Carnegie Mellon University / Software Engineering Institute).

CMU/SEI-93-TR-024 ESC-TR-93-177.


[6] Paulk, Mark C.; Weber, Charles V; Curtis, Bill; Chrissis, Mary Beth (1995).

The Capability Maturity Model: Guidelines for Improving the Software Process (http:/ / www.


com/ Capability-Maturity-Model-Guidelines-Improving/ dp/ 0201546647/ ref=sr_1_1?s=books& ie=UTF8& qid=1297880523& sr=1-1).

Boston: Addison Wesley.

ISBN 0201546647.


External links • Official website (http:// • Capability Maturity Model ( Capability_Maturity_Model/) at the Open Directory Project Capacity management Capacity Management is a process used to manage information technology (IT).

Its primary goal is to ensure that IT capacity meets current and future business requirements in a cost-effective manner.

One common interpretation of Capacity Management is described in the ITIL framework.[1] ITIL version 3 views capacity management as comprising three sub-processes: business capacity management, service capacity management, and component capacity management (known as resource capacity management in ITIL version 2).

As the usage of IT Services change and functionality evolves, the amount of processing power, memory etc also changes.

If it is possible to understand the demands being made currently, and how they will change over time, this approach proposes that planning for IT Service growth becomes easier and less reactive.

If there are spikes in, for example, processing power at a particular time of the day, it proposes analyzing what is happening at that time and make changes to maximize the existing infrastructure, for example, tune the application, or move a batch cycle to a quieter period.

These activities are intended to optimize performance and efficiency, and to plan for and justify financial investments.

Capacity management is concerned with: • • • • • • Monitoring the performance and throughput or load on a server, server farm, or property Performance analysis of measurement data, including analysis of the impact of new releases on capacity Performance tuning of activities to ensure the most efficient use of existing infrastructure Understanding the demands on the Service and future plans for workload growth (or shrinkage) Influences on demand for computing resources Capacity planning – developing a plan for the Service Capacity management interacts with the discipline of Performance Engineering, both during the requirements and design activities of building a system, and when using performance monitoring as an input for managing capacity of deployed systems.

Capacity management 96 References [1] ITIL Capacity Management (http:/ / www.


org/ index.

php?page=Capacity_Management) – The ITIL Open Guide CatDV CatDV Developer(s) Stable release Square Box Systems Ltd.

8.1.10 / November 25, 2010 Operating system Mac OS X and Microsoft Windows License Website Proprietary [1] — [1] New DfEE website (http:/ / news.



uk/ 1/ hi/ education/ 226689.

stm) [2] Office of Government Commerce Open for Business (http:/ / www.



uk/ 7023_4215.

asp) – OGC press release, retrieved 28 August 2007 [3] History of CRAMM (http:/ / www.


com/ overview/ history.

htm) [4] http:/ / www.



uk/ photo/ 1179929 [5] http:/ / www.



uk/ photo/ 91349 Change Management (ITSM) 101 Change Management (ITSM) Change Management is an IT Service Management discipline.

The objective of Change Management in this context is to ensure that standardized methods and procedures are used for efficient and prompt handling of all changes to control IT infrastructure, in order to minimize the number and impact of any related incidents upon service.

Changes in the IT infrastructure may arise reactively in response to problems or externally imposed requirements, e.g.

legislative changes, or proactively from seeking improved efficiency and effectiveness or to enable or reflect business initiatives, or from programs, projects or service improvement initiatives.

Change Management can ensure standardized methods, processes and procedures which are used for all changes, facilitate efficient and prompt handling of all changes, and maintain the proper balance between the need for change and the potential detrimental impact of changes.

ITIL Change Management within ITSM (as opposed to software engineering or project management) is often associated with ITIL, but the origins of change as an IT management process predate ITIL considerably, at least according to the IBM publication A Management System for the Information Business.[1] In the ITIL framework, change management is responsible for controlling change to all configuration items in the configuration management database, (or “CIs” in the CMDB) within the live environment, test and training environments (all environments under the control of ‘ICT Operations’.

It is not typically responsible for change within development projects (see below).† Change management in development projects ITSM Change Management is not typically responsible for overseeing changes that occur within deployment or development projects which are typically delegated to a change management process dictated by the project management methodology adopted for the project.

However close liaison between development project managers and the Change Manager is expected and the project manager may be required to utilize Change Management for items within the production or test environments that are required for testing or release.

Process overview Change Management would typically be composed of the raising and recording of changes, assessing the impact, cost, benefit and risk of proposed changes, developing business justification and obtaining approval, managing and co-ordinating change implementation, monitoring and reporting on implementation, reviewing and closing change requests.

ITIL defines the change management process this way: The goal of the Change Management process is to ensure that standardized methods and procedures are used for efficient and prompt handling of all changes, in order to minimize the impact of change-related incidents upon service quality, and consequently improve the day-to-day operations of the organization.

ISO 20000 defines the objective of Change management (part 1, 9.2) as: To ensure all changes are assessed, approved, implemented and reviewed in a controlled manner.

Change management is responsible for managing change process involving: • Hardware • Communications equipment and software • System software • All documentation and procedures associated with the running, support and maintenance of live systems.

Change Management (ITSM) Any proposed change must be approved in the change management process.

While change management makes the process happen, the decision authority is the Change Advisory Board (CAB), which is made up for the most part of people from other functions within the organization.

The main activities of the change management are: • • • • • Filtering changes Managing changes and the change process Chairing the CAB and the CAB/Emergency committee Reviewing and closing of Requests for Change (RFCs) Management reporting and providing management information 102 Controversies The ITIL concept of Change Management includes developing business justification.

This is a broadening of scope from other concepts of Change Management, and overlaps into the concerns of IT portfolio management and those areas covered by the initiation phases within programme management and project management.

For example, the IBM “Yellow Book” conception of Change Control (as a subset of Resource Control) was strictly concerned with the transfer of deliverables from projects into production.[2] Similarly, Schiesser in IT Systems Management defines Change Management as “a process to control and coordinate all changes to an IT production environment.” [3] References — The fundamental component of CM is the CM database (CMDB) which contains the CI information and is used to understand the CI relationships and track their configuration and more Activities The information in the CMDB is used for five basic activities: 1.

Planning: The CM plan covers the next three to six months in detail, and the following twelve months in outline.

It is reviewed at least twice a year and will include a strategy, policy, scope, objectives, roles and responsibilities, the CM processes, activities and procedures, the CMDB, relationships with other processes and third parties, as well as tools and number of CI categories to track in the CMDB determines the scope.

The detail of the CI information is the depth.


Identification: The selection, identification and labeling of all CIs which creates a parts list of every CI in the system.

This covers the recording of information about CI’s, including hardware and software versions, documentation, ownership and other unique identifiers.

CIs should be recorded at a level of detail justified by the business need, typically to the level of “independent change”.

This includes defining the relationships of the CIs in the system.


Control: This gives the assurance that only authorized and identifiable CIs are accepted and recorded from receipt to disposal.

It ensures that no CI is added, modified, replaced or removed without the appropriate controlling documentation e.g.

approved Requests for Change of a CI, updated specification.

All CIs will be under Change Management (ITSM) control.


Monitoring: Concerned with each CI throughout its life-cycle.

It enables changes to CIs and tracking of their records through various statuses, e.g.

ordered, received, under test, live, under repair, withdrawn or for disposal.

Configuration Management (ITSM) 5.

Verification: The reviews and audits that verify the physical existence of CIs, and checks that they are correctly recorded in the CMDB and parts list.

It includes the process of verifying Release Management (ITSM) and CM documentation before changes are made to the live environment.

119 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.

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] Configuration management database 120 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] [2] [3] [4] [5]

“The federated CMDB vision.” (http:/ / features.


com/ networking/ 3221/ the-federated-cmdb-vision/ ) The Federated CMDB Vision white paper.

(http:/ / www.


org/ CMDB-Federation-white-paper-vision-v1.


pdf) The Federated CMDB Vision white paper.

(http:/ / www.


org/ CMDB-Federation-white-paper-vision-v1.


pdf) CMDBf Workgroup (http:/ / www.


org/ ) Configuration Management Database (CMDB) Federation Specification (http:/ / xml.


org/ DMTF-DSP0252-CMDB-Federation.

pdf) External links • ManageEngine ServiceDesk Plus ITIL CMDB ( itil-cmdb.html) • LiveTime’s Cloud based CMDB ( configuration-management-cmdb/) • How to build a CMDB ( with open source software • Get your OpenSource CMDB with iTop.

( iTop is developed by Combodo a French OpenSource Software editor • IBM Tivoli Configuration and Change Management Database IBM CCMDB • HP Universal CMDB ( cp=1-11-15-25^1059_4000_100__&jumpid=reg_R1002_USEN) • Configuration Management Database (CMDB) Federation Specification ( DMTF-DSP0252-CMDB-Federation.pdf) • CMDBuild – Configuration and Management Database Open Source ( • i-doit Open Source CMDB ( • CMDB ( — 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.

315 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 316 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 — Operations architecture is mainly centered around back office and data center infrastructure rather than desktop computers.

It supports a company’s computing infrastructure to provide IT services which are required by business processes.

Any organisation with a substantial amount of automated back office processes can have an operations architecture, such as banks, factories and government agencies.

The focus of operations architecture is on the day-to-day provision of IT services and it is not concerned with manufacturing IT products such as the programming of applications.

While operations architecture deals with the technical implementation of IT service management, it does not address personnel or human resource aspects.

The hiring and training of suitable operators is not managed within the context of operations architecture.

The operations architecture is the technical implementation of an IT governance framework such as ITIL.

Specifically, it is the solution design for IT service management.

While IT service management focuses on the conceptual design of the IT service, operations architecture focuses on the technical practicalities of implementing Operations architecture this concept.

Geographically, operations architecture unites the control over increasingly disparate and mobile IT systems on a central operations “bridge” (so named in analogy to a ship’s command bridge).

474 Elements of operations architecture Some of the commonest elements of operations architecture are: • • • • • • • • Production scheduling/monitoring System monitoring Performance monitoring Network monitoring Event management Secure file transfer service level agreements (SLAs) operating level agreements (OLAs) External links • ITIL Framework for IT Service Management [5] OPIDIS 475 OPIDIS ARTESYS International Type Industry Founded Private company Technical Electronic Content Management 1989 Headquarters Rennes (France) Paris (France) Pau (France) Houston (Texas) Key people Daniel COQUELIN (CEO) Olivier DUPONT (CCO) JF JOUSSEAUME (CTO) OPIDIS SIROCO [1] Products Website

Read more about ITIL:

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

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