Hot-Topics - ITIL-Service-Management http://www.projectmanagement.com/Hot-Topics/ITIL-Service-Management// Copyright: (C) 2013 ProjectManagement.com Sun, 19 May 2013 20:05:13 GMT http://www.projectmanagement.com/design/logo.gif http://www.projectmanagement.com/Hot-Topics/ITIL-Service-Management/ If Kanban works well on specific software projects, can it be scaled to facilitate Lean throughout an organization? This article will look at how Kanban can be thought of as a general purpose change management approach for your organization. http://www.projectmanagement.com//articles//278696/What-You-Should-Know-About-Kanban--Part-3- Wed, 15 May 2013 04:00:00 GMT In the journey to PMP fitness, you have taken three decisive steps. But many PMs have not had the opportunity to participate in a suite of courses where most knowledge areas are explored from a combined approach of PMI theory and real-world application. While this can put you at a real disadvantage, it's still possible to be successful. In out latest installment, we cover Project Integration Management. http://www.projectmanagement.com//articles//278701/The-Path-to-the-PMP--Part-4- Wed, 15 May 2013 04:00:00 GMT What is your PMO's reputation among the PMs it serves? There could be a lot of distrust. Through experience, one manager discovered some potential problem areas that you may want to look at in your own organization. http://www.projectmanagement.com//articles//278614/What-Do-Your-PMs-Think-of-Your-PMO- Tue, 07 May 2013 04:00:00 GMT It's surprising how many project managers don't know the difference between a framework and a methodology. It's time to clear the air and clarify the differences. http://www.projectmanagement.com//articles//278600/Why-Youre-Confusing-Frameworks-with-Methodologies Mon, 06 May 2013 04:00:00 GMT While many projects may not have to adopt the elements of the Federal Incident Command System, some are set up to resolve a certain time-bound resolution of organizational priorities and can reap the benefits. http://www.projectmanagement.com//articles//278602/How-Emergency-Response-Helps-Project-Execution Mon, 06 May 2013 04:00:00 GMT Combining agile and governance seems, at first glance, to imply boxing people in from each perspective and forcing them to chose an option that is neither fully agreeable to each. But this combination is in the best interest of both camps; learn some practical approaches to make it work. http://www.projectmanagement.com//articles//278131/Agile-Governance--A-Rock-and-a-Hard-Place- Thu, 11 Apr 2013 04:00:00 GMT You might have heard about the "Big Data" craze. The rush is on, and like Cloud Computing it's gaining momentum fast. So what is all the fuss about? What exactly is Big Data and why should we care? http://www.projectmanagement.com//articles//277766/Welcome-to-the-World-of-Big-Data Thu, 21 Mar 2013 04:00:00 GMT Time consuming, friction inducing and potentially costly, there is plenty that you would want to avoid when properly building IT service management. Yet if you hold your nose and do it right, you can establish a strong and effective process. http://www.projectmanagement.com//articles//276039/Service-Management-from-the-Top-Down Wed, 28 Nov 2012 05:00:00 GMT IT Service Management is rich and complex. So how does an IT manager navigate these choppy seas? There are a few ways to make the process much easier. Here we look at ITSM from a user and technology manager perspective. http://www.projectmanagement.com//articles//275995/IT-Takes-Two Mon, 26 Nov 2012 05:00:00 GMT Too often, the organizational focus is on relieving symptoms, not necessarily solving the problem. The culture of these organizations is that as long as the user problems can be fixed, then the issue is "solved". Not only is that inaccurate, it's inefficient and risky. Quick fixes are not permanent solutions, so when bandage solutions and workarounds become the norm, it's time to act. http://www.projectmanagement.com//articles//275962/Bandage-Management Mon, 19 Nov 2012 05:00:00 GMT Successful ITSM requires a true partnership between departments. Nowadays there is much more of a balance between IT and the business groups that it supports--there is recognition that the two departments need one another more than ever before. However, in many organizations there is still a little bit of a divide--and to really leverage one another there needs to be a true partnership. http://www.projectmanagement.com//articles//275856/The-IT-Business-Partnership Mon, 12 Nov 2012 05:00:00 GMT Project management involves creating, facilitating and improving processes. But no process is perfect, and improvements can always be made. These five steps will help make sure that the process is carefully evaluated and corrected. http://www.projectmanagement.com//articles//275857/Five-Steps-to-a-Better-Process Mon, 12 Nov 2012 05:00:00 GMT Most of the information available on Service Level Management focuses more on the technical and logistics side of implementing various agreements--and on the relationship management side of the equation. While the technical and logistics aspects of SLM are very important, there seems to be an abhorrent vacuum around the intrapersonal side of making SLMs truly flourish. http://www.projectmanagement.com//articles//275725/Service-Level-Management--A-Paradigm-Shift Mon, 05 Nov 2012 05:00:00 GMT Running an IT department isn't about the technology, it's about the business. To be a strategic contributor, IT needs to take a much more proactive view to managing the technology portfolio--driving business-focused projects with bottom-line benefits. http://www.projectmanagement.com//articles//275726/IT-Business-Management Mon, 05 Nov 2012 05:00:00 GMT Cloud delivery projects are a culmination of people, process and technology, but project management fundamentals still apply and there is work to be done. Here we give delivery management professionals some base foundation knowledge regarding the Cloud, why these projects are different as well as some of the skills and capabilities to focus on. http://www.projectmanagement.com//articles//273550/Here-Come-the-Clouds Mon, 11 Jun 2012 04:00:00 GMT Developing a phased approach that brings continuous and measurable improvements is key to implementing an effective SLM capability. SLM isn't about service level agreements, layers of complex processes and such. SLM is about aligning the services and capabilities IT provides to the organization with its fundamental operational and competitive sustainability needs. http://www.projectmanagement.com//articles//260204/Service-Level-Management--Back-to-Basics Tue, 16 Nov 2010 05:00:00 GMT Ever stop to think what the differences are between ITIL Service Level Management and mainstream Customer Relationship Management functions? Are they complementary to each other? Is CRM contained within SLM, or visa versa? The answers are a click away... http://www.projectmanagement.com//articles//254125/Battle-Royale--ITSM-vs--CRM Mon, 22 Feb 2010 05:00:00 GMT For some, the tough economy means there is a greater willingness to accept risk on projects in exchange for lower costs--and that brings the benefits of ITIL into question. Is the additional structure, process and service quality worth the cost and schedule impact on initiatives? http://www.projectmanagement.com//articles//254147/ITIL--An-Arm-and-a-Leg- Mon, 22 Feb 2010 05:00:00 GMT Can you use ITIL as a differentiator over your competition? Is this a meaningful differentiator that will make potential customers choose us over the competition, or is it just another thing that you have to do in order to keep the playing field equal and that only becomes a differentiator if you don't do it? http://www.projectmanagement.com//articles//254404/Do-Customers-Care-About-ITIL- Tue, 16 Feb 2010 05:00:00 GMT Since service management is far more important to our customers than information technology, the acronym should be SMIT--or Service Management through Information Technology--rather than ITSM. There are many methods for structuring the improvement of the service that we provide to our customers, but all of the complexity boils down to a few important considerations. http://www.projectmanagement.com//articles//254243/SMITten-with-ITSM Mon, 08 Feb 2010 05:00:00 GMT Maybe we should consider our internal customers as just that--customers. That doesn't mean that we stop using ITIL and start entering them into our CRM system, but we should provide them with the same standard of service--and expect the same level of commitment. http://www.projectmanagement.com//articles//254244/The-Internal-Customer Mon, 08 Feb 2010 05:00:00 GMT The Information Technology Infrastructure Library has become the recognized standard for managing IT service levels throughout the enterprise. What should you know about ITIL and service level management? Wrap your arms around the components and terminology contained within this extensive framework by reading on. http://www.projectmanagement.com//articles//254124/Investigating-ITIL Mon, 01 Feb 2010 05:00:00 GMT ITIL analytics can be a powerful enabler in helping better understand the performance of a set of services--and will help you identify ways to streamline and automate operations. http://www.projectmanagement.com//articles//247616/The-Analytics-of-ITIL Mon, 16 Mar 2009 04:00:00 GMT Soon after launch of a migration to ITIL, progress can get bogged down. What tactics should you use to regain traction? That depends on the problems you're experiencing. http://www.projectmanagement.com//articles//247452/Regaining-Traction-for-ITIL Mon, 23 Feb 2009 05:00:00 GMT A strong alignment between the organization and its technology infrastructure is an essential first step in starting an ITIL initiative. http://www.projectmanagement.com//articles//247453/Destination--ITIL Mon, 23 Feb 2009 05:00:00 GMT ITIL brings with it tremendous potential to transform an organization. However, it requires unwavering persistence and commitment to leverage the transformation potential. http://www.projectmanagement.com//articles//247455/Embarking-on-a-Services-Journey-through-ITIL Mon, 23 Feb 2009 05:00:00 GMT ITIL appears ready for prime time. So why isn't it being implemented with great success across the board in IT organizations? As we continue to look at how you can successfully evolve ITIL standards into your organization, we present the remainder of ITIL's modules along with implementation recommendations. http://www.projectmanagement.com//articles//247060/Migrating-to-ITIL--Evolution--Not-Revolution--Part-2- Mon, 09 Feb 2009 05:00:00 GMT ITIL reduces the disguised costs of poorly managed projects and thereby improves support. It may not be cheap, but it enables its followers to do more with their operations--and increase their potential. http://www.projectmanagement.com//articles//246887/ITIL-Cost-Ya Mon, 02 Feb 2009 05:00:00 GMT ITIL appears ready for prime time. So why isn't it being implemented with great success across the board in IT organizations? This two-part series will set forth some observations and insights on how you can successfully evolve ITIL standards into your organization. http://www.projectmanagement.com//articles//247059/Migrating-to-ITIL--Evolution--Not-Revolution--Part-1- Mon, 02 Feb 2009 05:00:00 GMT What does it mean to be service-oriented? A service-oriented project management model adopts its philosophies from the professional services arena. http://www.projectmanagement.com//articles//240132/Service-Oriented-Project-Management Mon, 28 Jan 2008 05:00:00 GMT As we think about how we evolve our portfolio management disciplines, it is important to practice portfolio management within the context of service management. Ideally, an IT organization clearly defines its set of products and services via a service catalog and each customer works with a service portfolio manager to manage the lifecycle of services that is pertinent to them. http://www.projectmanagement.com//articles//239733/Tackling-Service-Based-Portfolio-Management Mon, 07 Jan 2008 05:00:00 GMT Like most projects, the value of ITIL needs to be quantified and communicated clearly to the rest of your organization. The combination of information on benchmarked cost saves--paired with baselined metric data or value drivers--will present them with the information needed to tell a convincing story and sell the business case. http://www.projectmanagement.com//articles//239731/Foundations-for-an-ITIL-Adoption-Business-Case Mon, 31 Dec 2007 05:00:00 GMT Knowing when and how to engage with key groups in the release of your project deliverables is a crucial aspect to achieving project success. And this is where ITIL can be of most value to the project manager in the trenches: by providing insight and guidance on how to accomplish this important step. http://www.projectmanagement.com//articles//239632/Change-IT-with-ITIL Mon, 17 Dec 2007 05:00:00 GMT Does an organization overcome cultural barriers and organizational resistance to implementing ITIL? Here are several elements that are critical to propelling the organizational change required to make ITIL implementations successful. http://www.projectmanagement.com//articles//239307/Overcoming-Cultural-Resistance-to-ITIL Mon, 10 Dec 2007 05:00:00 GMT