ITIL Training : EXIN 32 and BCS ISEB 33 the British Computer Society….

ITILITIL Training : EXIN 32 and BCS ISEB 33 the British Computer Society….

Other Frameworks ITIL is generally equivalent to the scope of the ISO/IEC 20000 standard (previously BS 15000).[25] .

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. Information Technology Infrastructure Library 326 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 of 22 earned credits designates one as ITIL v. 3 Expert.[30] 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 to APMG in 2006.

Now, after signing a contract with EXIN[32] , BCS/ISEB and other certification bodies, 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 [34] to become its commercial partner for ITIL accreditation from January 1, 2007.[35] APMG manage the ITIL Version 3 exams.

APMG maintains a voluntary register of ITIL Version 3-certified practitioners at their Successful Candidate Register.[36] A voluntary registry of ITIL Version 2-certified practitioners is operated by the ITIL Certification Register.[37] Information Technology Infrastructure Library 327 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.

Gov.

Uk/ index.

Asp?id=1878).

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

Gov.

Uk/ guidance_itil.

Asp).

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.

Gov.

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 — Set goals The next activity in the CSIP is about the agreement between business and IT regarding the required and expected future roles and characteristics of the organization, which are based on the current maturity of the organization.

The first step that needs to be taken is the creation of a business case to describe the added value and the justification of the CSIP.

The business case is determined by the current maturity of the organization and the organizational strategy.

A stakeholder assessment, conducted in the previous activity, can also be a contribution to the focus on the results and the aim of the improvement programme.

Furthermore, risks should be identified and managed.

An approach to risk management should be applied during the CSIP.

Mainly the risks related to the business vision, existing processes and the environment and business constraints should be managed to reduce the effects of those risks.

After having created a business case, a gap assessment report should be completed.

A gap assessment report is used to compare the current state with the future state of the organization and this results in gaps to overcome (‘where do we want to be’).

It provides information about gaps, risks and the prioritization on where to start.

Once a gap assessment report has been completed, there is a need for understanding and clarity.

That means that the problems and the following steps have to be presented to the key stakeholders, to establish creditability for the assessment and support concerning the change.

The following step is the creation of a plan for quick wins.

A quick win is an early success during an improvement programme.

In the plan for quick wins short term wins should be identified and attained to keep the improvement programme running and to keep the commitment level high during the improvement programme.

The last step is setting the goals regarding the improvement programme in relation to the earlier defined stakeholder needs.

A management tool for setting goals and measuring performance is the balanced scorecard. Implement IT service management The first thing to consider regarding implementing or improving service management is finding an answer on where to start (‘which service management process?’).

Before identifying a process that need to be improved, the first condition that needs to be fulfilled is that the organization should have documented its current and desired state, which includes a completed gap assessment report. ‘Where to start’ also depends on the level of maturity and the strategic goals of the organization.

Besides these dependencies, it is important to understand the interrelationships between all the IT Service Management processes.

Another aspect which should be taken into consideration during the improvement programme is creating awareness of the change.

This can be done by making a communication plan, which will give an explanation about the IT policy to the stakeholders.

The next thing to consider is how the changes are going to be achieved.

Achieving changes requires a reliable change programme.

To prevent a CSIP from missing its intended goals the OGC recommends [1] the approach from J.P.

Kotter, called: ‘Eight steps to transforming your organisation’ in combination with project management such as PRINCE2.

The main reason for using this approach in combination with regular project management, is that this approach also takes the softer sides of change into account like resistance to change and creating commitment.

J.P.

Kotter studied more than 100 companies with regard to their transformations in the past years.

This has resulted in eight main reasons why transformations succeed.

The duration of the studied transformations was quite long, about six to eight years.Transformation_fail The eight main reasons why transformations succeed are transformed into eight steps. 1.

Creating a sense of urgency 2.

Forming a guiding coalition 3.

Creating a vision 4.communicating the vision ITIL Planning to implement service management 5. 6. 7. 8. ‘Empowering’ to act on the vision Planning for and creating quick wins Consolidating improvements and producing more change Institutionalizing the change 391 These eight steps can be applied equally to a service management improvement programme.

The culture of the organization is a main issue to be taken into account during organizational change, because organizational change could support an implementation, and it can as well lead to resistance.

For that reason the organizational culture should be managed in order to avoid problems like resistance.

A critical success factor for a CSIP is the clear definition of accountability, roles and responsibility in relation to the new processes and the existing organizational structure.

New processes and working practices do often not fit within the existing organizational structure, because processes are often cross functional.

In other words, processes may run through the whole organization.

In this way new processes and working practices may introduce new roles, which may overlap the existing organizational structure.

The last aspect that has to be taken into account regarding the implementation of IT service management is training.

Training can contribute to a higher quality of service management and it can also lead to more productive and responsive employees.

Before setting up a training programme, questions like who to train, when to train, how to train and what to train should be answered.

For ITIL training see: ITIL Certification. Measure goals After the completion of each improvement process a Post Implementation Review (PIR) should be conducted to indicate if the objectives have been achieved.

This can be done by making a comparison between the achievement of the improvement and the goals earlier set in the programme.

When the results of the PIR are confirmed, new targets regarding improvement should be defined.During the improvement programme the Key Performance Indicators (KPIs), which are earlier created during setting the goals as a part of the balanced scorecard, are needed to be constantly monitored to confirm the PIR.

Also, the improvement of the customers perception (customer KPIs) during the CSIP needs to be surveyed.

This can be done by conducting a regular statistical survey regarding customer satisfaction, also called a Customer Satisfaction Survey (CSS). Process-data diagram descriptions Table of concepts Concept Assessment Balanced Scorecard Definition The classification of someone or something with respect to its worth. [6] An aid to organizational Performance management.

It helps to focus, not only on the financial targets but also on the internal processes, customers, and learning and growth issues. [1] A report that contains a comparison of performance between different organizations or between different units within an organization. [1] Information that describes the justification for setting up and continuing a PRINCE2 project.

It provides the reasons (and answers the question ‘Why?’) for the project.

It is updated at key points throughout the project. [7] A plan that describes how the IT policy will be explained to the stakeholders and as a result of this, it will create awareness in the organization. [1] The addition, modification or removal of the whole of the ideas, corporate values, beliefs, practices, expectations about behavior and daily customs that are shared by the employees in an organization. [1] Benchmark report Business case Communication plan Cultural change — 394 Implement ITSM Select starting point Selecting a starting point can be done by creating a DECISION DOCUMENT, which initiates ORGANIZATIONAL CHANGE.

The decision to start the implementation is based on the completeness of the previous activities see: Non-described rule Adapt results previous activities Create awareness Awareness can be achieved by creating a COMMUNICATION PLAN that supports ORGANIZATIONAL CHANGE Managing org.

Change results in ORGANIZATIONAL CHANGE and can be done by using the EIGHT STEPS MODEL combined with PROJECT MANAGEMENT Managing cult.

Change results in the artifact CULTURAL CHANGE and is required by ORGANIZATIONAL CHANGE.

CULTURAL CHANGE encloses the soft side of the CHANGE.orgANIZATIONAL CHANGE involves the ORGANISATION STRUCTURE, which may change aspects like authority, tasks, functions, roles etc.orgANIZATIONAL CHANGE requires ITIL training (TRAINING PROGRAMME).

Which training is needed, depends on the change.

This activity results in a POST IMPLEMENT.

REVIEW, which includes a comparison of the set and achieved goals/targets Manage organizational change Manage cultural change Set roles Train employees Measure goals Table 2: description of activities and sub-activities Non-described rule • This activity will be started if no starting point can be selected.

In that situation, this activity will result in an adaptation of the already delivered incomplete products, such as a gap assessment report. References 1.

Office of Government Commerce (OGC). (2002).

Planning to Implement Service Management.

London : The Stationery Office. 2.

Weerd, I.

Van de (2005).

WEM: A design method for CMS-based web implementations.

UU-CS (Int.

Rep. 2005-043).

UU WINFI Informatica en Informatiekunde. 3.

Kotter, J.P. (1995).

Why transformation efforts fail.

Harvard Business Review, 59–67 In: Journal of Product Innovation Management. 13, 2 , March 1996, 170 4.

Hochtstein, A., Tamm, G., Brenner, W. (2005).

Service oriented IT management: benefit, cost and success factors.

Proceedings 13 European conference on information systems (ECIS 2005), Regensburg, Germany. External links

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ITIL and ITIL Training : EXIN 32 and BCS ISEB 33 the British Computer Society….

ITIL - ITIL Training : EXIN 32 and BCS ISEB 33 the British Computer Society….

ITIL and ITIL Training : EXIN 32 and BCS ISEB 33 the British Computer Society….

ITIL - ITIL Training : EXIN 32 and BCS ISEB 33 the British Computer Society….