So, your organization is investing in an Enterprise Service Management (ESM) strategy. It’s a great move! But could it be doing more? Well, if your organization is doing what most organizations do, the short answer is a resounding “yes.” Now, you might think that the opportunity here is the wider use of IT Service Management (ITSM) capabilities across your organization – in other business functions – which will, of course, be beneficial when executed well. But instead, I’m referring to the wider use of available ITSM best practices. Especially since the new version of the ITIL ITSM best practice guidance – ITIL 4 – introduced so much new Service Management guidance.

Looking at Service Management adoption levels

The world of ITSM doesn’t see as much statistical data as it used to, unfortunately. This is also true for Enterprise Service Management, where any adoption-level statistics usually refer to how many organizations are “doing” ESM.

This, however, is a difficult percentage to pin down because of the likelihood that apples are being compared to oranges rather than other apples. For example, the corporate ITSM tool might be used by another part of the organization to fulfill a need, but there’s no Enterprise Service Management strategy. Or where there is a strategy being executed, it might be for half a dozen other business functions, but it could also just be for just one. It’s very similar to where an organization can quite rightly say that it has adopted ITIL when it’s simply using a small part of just one of the 34 management practices in ITIL 4.

What’s more interesting and relevant for this blog post is the relative level of ITSM/ITIL process adoption as part of enterprise service management strategies, i.e. the ITSM capabilities that are more likely to be shared and perhaps adapted for other business functions such as human resources (HR), finance, legal, facilities, security, procurement, and customer services/support.

The adoption levels of Service Management processes by other business functions

During Praecipio Consulting's recently published State of Service Management survey, we saw fairly broad adoption of some Service Management practices outside of IT. In fact, more than half of respondents told us that the top six practices were implemented in their organizations. That's a great improvement from previous surveys on this topic, but it shows there's still plenty of room to apply the power of the other Service Management practices. 

To download the entire report for a detailed look into Service Management adoption across a wide variety of organizations, follow this link:  2021 State of Enterprise Service Management Report - Praecipio Consulting.

Of course, the above percentages are also influenced by the relative adoption levels of each ITSM capability by IT organizations themselves. For example, if only 60-70% of IT organizations claim to employ problem management best practices, then it’s highly unlikely that the third of organizations that don’t use it would try to share the capability with other business functions.

The key focus is that Enterprise Service Management strategies or approaches are sharing ITSM capabilities that can be considered the domain of the IT Service Desk, such as the ability to deal with requests for help, information, service, and change, all while enabling capabilities such as knowledge management, self-service, and workflow automation/platform-based capabilities.

Hence, while we talk of Enterprise Service Management as the sharing of ITSM capabilities with other business functions, it’s only a small subset of ITSM capabilities that are commonly shared. And organizations and their various business functions could further benefit from the greater adoption of other ITSM capabilities.

Taking enterprise service management beyond the service desk

There were many opportunities to extend the use of ITSM, or ITIL best practice in particular, with ITIL v3/2011. The introduction of ITIL 4 not only increased the guidance content from 26 processes to 34 management practices, it also:

• Presented the guidance from a Service Management, rather than an ITSM, perspective such that it’s more easily understandable and accessible outside of IT
• Built the guidance around the concept of the co-creation of value through Service Management

The latter of these in particular is something that should now be included in the extension of Service Management capabilities – including the use of ITSM tools – to other business functions. The obvious caveat is that it’s highly unlikely to happen without IT itself transitioning from ITIL v3/2011 to ITIL 4 first.

This future transition offers up a suitable decision point for the ongoing focus of an organization’s Enterprise Service Management investments: if the IT Service Desk’s capabilities are changed in light of the new ITIL 4 guidance, then the same would also benefit the other business functions that currently operate their variants of the original ITSM capabilities. It’s also a great opportunity to understand which other ITSM capabilities – both old and new – would additionally benefit the operations and outcomes of these business functions.

Examples of enterprise service management beyond the service desk

Even before the release of ITIL 4, some existing ITSM/ITIL capabilities were readily suited for and would have benefited other business functions. Problem management is a good example, with Customer Service/Support departments and Facilities teams able to employ similar problem management capabilities to IT – across people, processes, and technology – to identify and remove the root causes of regularly seen/reported issues.

Another good example is Continual Service Improvement (CSI) – which is now simply “continual improvement” in ITIL 4. After all, every part of your organization would likely benefit from having a formalized approach to the improvement of operations, services, experiences, and outcomes.

With the broader scope of ITIL 4, there are many additional practices that can be shared with other business functions to drive improved operations and outcomes, such as organizational change management, risk management, service design, strategy management, and workforce and talent management.

So, your organization’s Enterprise Service Management strategy could encompass far more than the IT service desk elements of ITSM – where the benefits outweigh the costs.

Hopefully, this post has you thinking about your organization’s current Enterprise Service Management successes and the potential for even more going forward. If you would like to find out more about the opportunities to improve the operations and outcomes across your entire organization - or if you need to get started with Enterprise Service Management - get in touch with us at Praecipio Consulting.

The change to remote work has forced Information Technology (IT) teams to quickly and efficiently serve their customers. Due to this, many people talk about using ITSM processes or ITIL strategies to help their teams. But what does this mean? Are they the same? Or completely different? What does an IT team implementing these practices look like? To understand this, we first have to understand ITSM and ITIL. 

What is ITSM?

Atlassian defines Information Technology Service Management (ITSM) as a way IT teams manage the end-to-end delivery of IT services to customers. This includes a defined set of processes to design, create, deliver, and support IT services. 

The core concept of ITSM is the belief that IT should be delivered as a service

I think of ITSM simply as a set of tools you can use to improve your IT team. Just like you would use a handsaw to cut a piece of wood or a screwdriver and a screw to connect two pieces of wood together, you have to think about what you would like to accomplish with your IT team and which tool would be best for the job. 

ITSM processes focus on your customer's needs and services rather than the IT systems behind the scenes. These processes, when implemented properly, can help cross-department collaboration, increase control and governance, deliver and maximize asset efficiency, provide better and quicker customer support, and reduce costs across the organization. What are some of these magical processes? Glad you asked! 

1. Service Request Management
   Any incoming inquires asking for access to applications, software licenses, password resets, or new hardware is classified as Service Requests. These requests are often recurring and can be made into simple, duplicable procedures. These repeatable procedures will help IT teams provide quick service for the recurring requests. Applying well-designed practices to your Jira Service Management application can streamline the process for an organizations' customer to create Service Requests and for internal IT teams to act on the Service Requests.  

2. Knowledge Management
   The process of making, sharing, utilizing, and managing data of an organization to attain its business objectives can all be a part of Knowledge Management. Creating a Knowledge Base (KB) for IT teams to create content is crucial for teams to learn from the past and maximize productivity. Having a collaborative workspace, such as Confluence, for all teams to work within can help create one source of truth of information. KB articles can also be shared with your customers through the Jira Service Management portal to help resolve common or simple Service Request without having to contact the IT Team. 

3. IT Asset Management (ITAM)
   IT Asset Management (also known as ITAM) can help ensure valuable company resources are accounted for, deployed, maintained, upgrades, or properly disposed of. Because assets have a relatively short life-cycle, it is important to make the best use of all assets. Integrating tools such as Insight with your Jira instance can help track all valuable assets throughout your organization conveniently within Jira issues in real-time. 

4. Incident Management
   Any process that is responding to an unplanned event or downtime will fall under the Incident Management bucket. The only goal of Incident Management is to make sure that problematic services are brought back to their original operational status in the shortest time possible. For any incident to be quickly resolved, the original reporter has to be able to quickly communicate with the proper IT team asking for help and the IT team must be able to easily communicate back with the reporter to gather any relevant information needed to solve the problem. Jira Service Management can help make this crucial communication effortless.

5. Problem Management
   Taking lessons learned from an incident and determining the root cause of the problem so that future incidents can be prevented or, at minimum, limiting downtime is the basis of Problem Management. Once a root cause analysis is performed on an incident and documented within your Confluence instance, the impact of future incidents can be reduced. 

6. Change Management
   Change Management can be used to control and understand the impact of changes being made to all IT Infrastructure. The Change Advisory Board (CAB), a group of individuals tasked with evaluating, scheduling, and validating a change, can be leveraged to better maintain and ensure the stability of your IT Infrastructure. By taking advantage of Jira, employees can easily suggest changes and the CAB will be able to review the proposed changes, approving and scheduling the change as they see fit. 

To see these processes in action, let's consider a tangible example that will help bring it all together:

"Austin Snow" is a new employee at your company. As part of the onboarding process, they will need a brand new laptop. As their manager, you submit a Service Request to your IT team through the Jira Service Management Help Center. An agent in your accounting department is then assigned to this task. Using information from a KB article that has been built out in a Confluence page, the agent can see that they are supposed to put in a purchase order for the new device. From the Confluence page, the agent also knows to add this new asset in Insight and assign ownership to Austin.

Once the laptop is delivered and Austin tries to access an application and finds that they get a 404 error message. Austin reaches out to the IT team through the Help Center to create an incident with them. The IT team then proceeds to investigate this issue. They can find the root cause of the problem and fix it. Using the lessons learned from this incident, the IT team performs a root cause analysis (RCA) for the problem. As a result of the RCA, it is found that a change to the organizations' infrastructure can help prevent this problem in the future. The IT proposed the change to the Change Advisor Board (CAB) who then investigates the impact of this change, weighs pros and cons and schedules an outage window to perform this change. 

As can be seen in this example, ITSM processes can help quickly fulfill requests, transfer knowledge, keep track of assets, respond to problems, identify the cause of a problem, and implement any changes needed to prevent problems in the future. 

What is ITIL?

Information Technology Infrastructure Library (ITIL) is a set of best practices designed to support a company's IT operations. ITIL was introduced in the late 20th century as a series of books by a government agency in Great Britain in an attempt to help the British Government provide a better quality of IT service at a lower cost. ITIL v2 condensed all of the content in the early 2000s into nine publications. These two older versions are seldom used, most organizations currently implement ITIL v3 or ITIL 4.

ITIL v3

In 2007, ITIL v3 introduced the service lifecycle, a set of five core publications, to help organizations focus on continual improvement. The ITIL Service Lifecycle consists of five stages; Service Strategy, Service Design, Service Transition, Service Operation, and Continuous Service Improvement.

Source: AXELOS, “ITIL Foundation: ITIL 3 Edition” (2007 - Updated 2011)

The Service Strategy stage helps level set the expectations of an organization so that a service provider can meet the organization's business outcomes. The Service Design stage helps the service provider gather all the requirements and create a plan to turn an idea into reality. The Service Transition stage is when the design from the previous stage is implemented and made ready to go live as smoothly as possible. The Service Operation stage focuses on making sure the services being provided are being fulfilled as agreed upon. Finally, the Continuous Service Improvement stage focuses on service provided staying agile and keeping up with the ever-changing needs of the organization. 

ITIL 4

Most recently, ITIL 4 took into consideration the latest trends in technologies and service management to help organizations as they undergo digital transformation. ITIL 4 consists of two main components; the four dimensions model and the service value system (SVS).

Source: AXELOS, “ITIL Foundation: ITIL 4 Edition” (2019)

The four dimensions model lays out four key areas to consider to ensure a holistic approach to service management. These four dimensions are Organizations and People, Information and Technology, Partners and Suppliers, and Value Streams and Processes. The four dimensions have to work together to help ensure that any Product or Service provided to the customer is able to provide value in an effective and efficient manner.

For example, in the above Austin Snow use case, the Organizations & People would be the HR Team performing the onboarding, the IT team helping deliver the laptop, the Support team handling the outage, and Austin Snow themself. The Information & Technology would be all the tools, Jira Service Management, Insight, etc. that were used to help Austin. The Partners & Suppliers would consist of the internal IT team in charge of the service request and incident management or any other external team that as leveraged to deliver the request or fix the incident. finally, the Value Streams & Processes would consist of any well-defined procedures that were used to help deliver the service to Austin.

Source: AXELOS, “ITIL Foundation: ITIL 4 Edition” (2019)

The service value system lays out how all the components of an organization have to work together to provide maximum value. To accomplish this, 5 main elements are used produce Value from an Opportunity or Demand; Guiding Principles, Governance, Service Value Chain, Practices, Continual Improvement. 

Guiding Principles help define how an organization will respond in all circumstances. These principles should be considered when making any decisions. Governance defines how an organization is directed and controlled and always stem from Guiding Principles. The Service Value Chain is a set of inter-united processes used to deliver a product or service to a customer. Practices are resources to help perform work. Continual Improvement is how the process can be improved to help provide the most amount of Value to an organization. When all of the elements of the SVS are implemented and used properly, an organization will be able to capitalize on every Opportunity. The four dimensions must be considered with all elements of the SVS to ensure a great quality of service is provided to your customers. 

ITIL v3 and ITIL 4 are essentially guiding the same fundamental ideas of service management. ITIL 4 takes a new approach to provide this guidance. It is important to consider the inner workings of your organization to understand a set of principles that will best mesh with your organization. 

How are they related?

Now that we have laid down a foundation for ITSM and ITIL concepts, let's explore the relationship between ITSM and ITIL.

Unlike the title of this blog may suggest, these two concepts are not opposing ideas. ITIL is a framework of ITSM, meaning ITIL takes the concepts and values of ITSM and lays out a set of defined best practices that organizations can easily apply to their business to help improve IT services. In other words, ITSM processes describe the "what" while ITIL best practices describe the "how". 

ITIL is not the only ITSM framework; frameworks or processes such as DevOps, Kaizen, Lean, and Six Sigma are also implemented by organizations. ITIL is the most popular ITSM framework to help improve IT service delivery.

In summary, ITSM is a defined set of processes to design, create, deliver, and support IT services. ITIL, a framework of ITSM best practices, can be used as a set of guidelines to quickly adopt ITSM principles into your organization. These guidelines can then be continuously improved to be a perfect fit for your unique IT team. 

As The Digital Transformation(ists), Praecipio Consulting can help you integrate digital technology into all areas of your business. For more information, please check out these case studies: FORTUNE 20 ELECTRONICS COMPANY OPTIMIZES JIRA AND CONFLUENCE FOR ITSM BEST PRACTICES and WORLD'S LARGEST BEVERAGE AND BREWING COMPANY MIGRATES TO ATLASSIAN ITSM PLATFORM and blogs Three Weeks to an ITIL-based Service Desk—No, Really. 

If you have questions on ITSM or ITIL, and wonder if your organization can benefit from these powerful methodologies, contact us, and one of our experts will be glad to help.

What is ITIL? The Five Stages of ITIL

As a process consultant for a Platinum Atlassian Solution Partner, my responsibilities include helping our customers set up their ITSM solutions and providing guidance in-line with best practices and industry standards. The ITIL framework has been accepted as a collection of best practices for ITSM and the ITIL processes are designed in a Plan-Do-Check-Act cycle with the end goal being continual improvement. The Five Stages of ITIL are as follows:

Stage 1: Service Strategy - Understanding customer needs and determining which services and capabilities will provide the most value

Stage 2: Service Design - Designing new services or changes and improvements to existing services 

Stage 3: Service Transition - Coordinated effort to build and deploy services

Stage 4: Service Operation - Fulfilling requests, fixing problems and performing maintenance tasks

Stage 5: Continual Service Improvement - Capturing lessons from successes and failures and incorporating those learnings in the process

Getting Started with ITIL and the Atlassian Suite 

Based on the Five Stages of ITIL, I'll walk through how the Atlassian suite of products can help you and your company continuously improve your ITSM offerings.

Stage 1: Service Strategy - Confluence and Jira 

In the strategy phase, you are gathering market research and determining customer needs. Confluence is a great place to document these ideas and requirements. When integrated with Jira, you will be able to create a Jira issue for each requirement from the Confluence page.

Stage 2: Service Design - Confluence

In the service design phase, you are determining the services and service levels based on the decisions made in the strategy phase. You will want to document these design decisions in Confluence. Confluence also has built in diagram capabilities for modeling processes.

Stage 3: Service Transition - Jira and Jira Service Management

In the service transition phase, you will use Jira to track the work on the requirements while you build the services in Jira Service Management. Jira Service Management will allow you to create different services, workflows, permissions, SLAs and automations. You can also customize the portal and what the customers see.

Stage 4: Service Operation - Jira Service Management and Confluence

In the service operation phase, you will use Jira Service Management queues to manage requests and you can communicate with customers through the Jira Service Management tickets. Confluence will be used to document fixes and how-to articles. Customers will also have access to Confluence's Knowledge Base – as a way to identify or resolve in a self-service manner.

Stage 5: Continual Service Improvement - Jira Service Management and Confluence

In the continual service improvement phase, you will use Jira Service Management's satisfaction surveys and documented lessons learned in Confluence to help determine how to improve services. 

After all of this - Rinse and repeat.

Building an ITSM Solution

By utilizing the Atlassian tools, you have many of the recommended capabilities to create a great ITSM solution that is continuously improving. If you don't have the time, resources, or experience to do this yourself – Praecipio Consulting offers an ITSM QuickStart that can set you up with many of these recommended practices (in a fraction of the time it would normally take to design and develop your own ITSM solution). To learn more about the ITSM QuickStart or other services please visit our ITSM consulting offering.

Growth Through Change 

"Organizations that do not or cannot evolve will not last." In the business world, change is constant and necessary, especially when it comes to meeting the dynamic needs of customers. ITIL, or Information Technology Infrastructure Library, is a methodology that helps organizations effectively manage change while putting the customer at the center of the process. ITIL prescribes processes to ensure the customer's needs and requests are handled with ease – from acknowledgement of an issue through the application and evaluation of the solution. One of the greatest values of the ITIL methodology is that it embeds continual improvement into the process. The ITIL framework can be leveraged by anyone, including non-technical teams, to better manage change and serve customers. Atlassian's fastest growing product, Jira Service Desk, facilitates ITIL adoption in an organization by encouraging traceability, collaboration, and reporting. 

As business process experts certified in ITIL, we leverage the ITIL methodology in unison with Jira Service Desk to institute best practices for our clients. Here are 5 real-world examples of how Praecipio Consulting helped our clients implement lasting organizational change by embracing key ITIL concepts of automation, visibility, knowledge base, change management and evaluation, and continuous improvement. 

Automation

"Using service automation to streamline both simple and more complex workflows of course impacts the overall efficiency of the organization... it also allows for a much better end-user experience for everyone at the company." - ITIL beyond IT: What is Service Automation & Service Relationship Management?

Problem: A major utility company powering the U.S. Eastern seaboard was manually reporting security equipment issues and coordinating with external vendors to fix the issues. This manual process was prone to errors and didn't allow for tracking of service level agreements (SLAs), which would determine which vendors were breaching their contracts. The company was using spreadsheets to track these crucial assets and their maintenance. The spreadsheet system was inefficient and created duplicate versions – leading to confusion, frustration, and waste. Furthermore, the spreadsheets could not track SLAs for Acknowledgement or Resolution for vendors.

Solution: To reduce redundancy and enforce SLAs, our experts implemented Jira Service Desk for the major utility company. By replacing their spreadsheets with Jira Core and Jira Service Desk, we helped them add a level of automation to their workflow. This reduced waste of time and resources, allowed for better communication with third-party vendors, and created a clear path for escalation. The custom configuration we created for the company maintained their security, while also allowing vendors to be a part of of the conversation. Furthermore, reporting features from both Jira Core and Jira Service Desk allowed for a central point of truth. The utility company could check the status of service tickets and see how well vendors were adhering to their SLAs. Through the process of improving their security equipment reporting and vendor coordination, the company found other areas of improvement and have chosen to continue working with us to maximize those workflows. 

Visibility

"It can be very difficult to know the health of your service desk, run reports, and find way to improve your support if you don’t have the right data." - The ABCs of Jira Service Desk: measuring success

Problem: A major U.S. waste management company wanted to adopt a more structured reporting system, replace an old enterprise software application, and incorporate the ITIL framework into their organization. The company's goal was to standardize tools in order to improve communication and rally around a consistent project management methodology. The waste management company desired a suite of tools with the ability to integrate functions across IT service areas, leading to better service for the end customer.

Solution: In addition to implementing several other Atlassian products, our experts helped the company leverage Jira Service Desk to achieve their business goals. We helped them create a central application with the ability to distinguish request types through a structured workflow. This included a more robust user interface to better triage issues and send them to the appropriate teams. The ability to categorize requests and label them with levels of urgency allowed the company to have better reporting, leading to improved enforcements of SLAs. 

Knowledge Base

"[A knowledge base] gets [customers] the help they need at the speed they’ve become accustomed to – i.e., in the time it takes to swipe around on their phones – and it frees service desk agents from stressing out while anxious customers wait on hold or answering the same question over email for the 10th time this week." - 4 tips for getting started with knowledge management

Problem: A large, private U.S. university wanted to revamp an old software application and replace it with a more robust and dynamic knowledge base. The university's goal was to increase usability for both their students and faculty regarding technical and campus-related questions, deflecting tickets by providing requesters with FAQ's and other resources to help them self-serve to find their answers. 

Solution: Our experts helped the university leverage Jira Service Desk and Confluence to achieve their goal. Combining Jira Service Desk with Questions for Confluence (a Confluence add-on that provides a knowledge base inside the already powerful wiki tool) allowed the university to implement a centralized knowledge database. Jira Service Desk allowed for better help engagement using queues and other helpful functionalities. Questions for Confluence empowered external users to help themselves by accessing a database of pre-answered questions, without tying up service desk agents with redundant problems.

Change Management and Evaluation

"Listening to your customers is the single most important thing you can do for the health of your company." - 5 tips to transform your IT team from zero to superhero

Problem: The largest provider of support services to general and multi-specialty dental groups in the United States needed the ability to receive and respond to client feedback in addition to handling client issues. They did not have a clearly defined process for patients to interact with the organization and to raise issues. Their marketing team was searching for a new software tool that would manage feedback in a way that led to issue resolution and change management. The team's ideal tool would be able to enforce and report on multiple SLAs through issues submitted via the company's public website.

Solution: Our experts helped the dental corporation adopt Jira Core and Jira Service Desk to manage issue tracking and change management. With Jira Service Desk, the company was able to cleanly sort through client feedback and create a workflow to address issues that arose. Beyond managing client feedback, the dental corporation also used these tools for clinical tasks, billing, and other activities that needed life cycle tracking. In addition to tracking, the Atlassian tools helped the organization evaluate the effectiveness of their changes and quantified the improvements made – empowering all teams, not just marketing, to better serve their customers. 

Continuous Improvement

"With a single-product approach, configuring an SLA or modifying a workflow is easy, because they share core processes." How Jira Service Desk approaches ITSM 

Problem: A major U.S. insurance company was using three different software applications for code management, issue tracking, and service desk management – leading to inefficiencies and miscommunication. Their use of three separate applications resulted in duplicate tickets and the inability to enforce SLAs across the organization.The insurance company wanted to improve these processes and embrace ITIL's practice of continuous improvement. 

Solution: Our assessment encouraged the company to adopt a single application, Jira Service Desk, to provide a single source of truth. With Jira Service Desk, there was a common point of collaboration for issue management. This reduced duplicate tickets and saved valuable time and resources. Leveraging entities, workflows, and issue linking, we helped the insurance company align their processes to make reporting and enforcing SLAs easier, more efficient, and more effective. By strengthening their ability to track what changes are needed and to act upon those needs, we helped them develop a cycle for continuous improvement.  

ITIL for One, and ITIL for All 

"Just because one service desk streamlines the IT and service departments, it doesn’t mean that other teams can’t also benefit from them." - 5 tips to transform your IT team from zero to superhero

These real-world examples from our clients highlight how ITIL and Jira Service Desk can help organizations evolve and change – without the growing pains. ITIL concepts of automation, visibility, knowledge base, change management and evaluation, and continuous improvement aren't just for IT teams. These powerful ideas also provides immense value to other parts of any organization, technical and business teams alike. At Praecipio Consulting, we excel at leveraging the ITIL methodology and Jira Service Desk to help organizations do what they do better. Want more proof? Contact us to learn how we can help your organization evolve and do your best business. 

The best teams sync with each other. Think of the intangible magic conjured by the Championship-sweeping Chicago Bulls of the 90's, helmed by Michael Jordan. They ran their offense to perfection, playing to the strengths of each team member and executing each step in perfect rhythm to put points on the board. Any member of those teams will tell you their success came not only from having high-performing people but from working together within an established offense, or process. Because they bought in and trusted the process, each team member knew his responsibility at all times. The team ran time-tested methodologies for getting the win, adjusting as needed after analyzing the other team's strategy. Basketball is all about strategy, process, and teamwork.

Now think of that team that loses to the Bulls- that loses to everyone. The team that's always scrambling after a broken play, unsure of how to set up their offense or what to do after a missed basket. They spend the entire game – and all their focus and energy – trying to just keep up. These are the teams that don't trust in their process, usually because it hasn't worked in the past or they haven't learned how to work with each other. It's hard for each player to handle his responsibilities because he feels like he has to win the game by himself instead of together with his teammates. It's not a good way to win games, and it's certainly not a good way to structure your IT team.

As Atlassian Platinum Enterprise partners and experts in all things process, we've got your playbook for all-star incident management:

Top 3 Tips for Championship ITSM

      1. Track your failures for greater success.

Basketball teams use stats to identify strengths and root out weaknesses. Tracking areas for improvement is key. When agents solve issues in silos they can't tell when an issue reoccurs or causes other issues, indicating a root cause that should be investigated. Ability to link issues is paramount to give your problem-solvers visibility into what keeps going wrong and, ultimately, what should be changed to keep it from happening again. 

2. Success loves preparation.

The 90's Bulls probably lost count of how many times they ran the same plays during practice. The better we prepare, the more successful we are. In the IT world, reporting, documentation, analytics, and other functionalities of our ITSM tool of choice make it easier to prepare well. When we're able to forecast issues based on prior knowledge, we're prepared for what's ahead. Data like a team's sprint velocity or average resource allocation per type of project inform planning for all foreseeable project outcomes.

3. Establish repeatable processes.

Michael Jordan is one of the most successful athletes in history because he was the first one in the gym and the last one out. He was always running drills and perfecting his shot, establishing repeatable processes that became muscle memory. Applying this concept to your organization allows your team to handle day to day operations with relative ease - each agent knows what to do, and they trust in the established process. This is a key to effective incident management and it allows you to focus on improving and advancing solutions rather than fighting fires.

Seen It, Solved It: Major U.S. Insurance Provider

Ready to see these plays in action? Here's how these 3 tips helped our client do better work, faster.

THE PROBLEM

Issues are like potato chips: you never have just one. In a business, any single issue that arises is usually experienced by multiple end-users and often starts a domino effect that causes more related issues. Without the ability to see across all these related issues, each agent responding to an individual issue only sees just that, failing to see the forest for the trees and moving on with an issue fix that doesn't address the root cause.

A major U.S. insurance provider came to us with concerns about their incident management. They already knew that their processes were poorly designed and not well adhered to, but they needed help figuring out how to improve them. In particular, incidents were not well documented or properly managed, putting them at risk for violating regulatory compliances. The client's struggles included:

• ITSM Processes with No Buy-In (Too complex, too outdated, or too redundant)

• Lack of Integration Across Tools (Lots of time wasted in context switching, Inability to analyze across platforms)

• No SLAs or Metrics to Gauge Effectiveness

In short: They were focusing all their time and resources trying to just keep up, but could never get ahead in the game.

THE GAME CHANGER

Enter Coach Praecipio Consulting and Jira Service Desk to deliver a slam dunk incident management solution.

New Process Playbook

Because our client had different tools for managing incidents, their lack of visibility across platforms led to slow speed to market with fixes. Jira Service Desk not only solves this issue, but also supports best practices for incident management. By standardizing automated workflows and establishing lean processes, our client is no longer burdened by redundancies and can gather meaningful metrics across incidents.

Pass to other Players, er... Tools

In order to deflect the amount of incoming tickets, Jira Service Desk integrates with Confluence to provide a self-serve knowledge base. By leveraging this integration, our client gets back time and resources, no longer tied up on tickets to which an answer already exists. Leveraging machine-learning, the Confluence knowledge base identifies frequently searched topics and strengthens its query language to provide the best answers to questions around incidents. 

Set the Shot Clock

As an insurance provider, our client needed to ensure that they stayed within regulatory compliance with vendors and customers alike. Configuring SLAs in Jira Service Desk allows for the client to start the timer the minute a ticket is assigned, tracking time to resolution and producing reports to identify SLAs in danger of being breached. By doing this, the client gains visibility into incident management and can use metrics against goals for continuous improvement. 

Be Like Mike

Like the Bulls' 1-2 punch of Michael Jordan and Scottie Pippen, the tandem of Jira Service Desk and experience-driven process expertise gives our clients a heightened ability to execute ITSM best practices and keep their teams in a cycle of continual improvement. Maximizing your processes makes your day-to-day work simpler, allows you to focus on higher level objectives for better business, and helps you get numbers on the board (with dollar signs in front!). 

Practice makes perfect- it also makes money. Michael Jordan and his teammates knew it, and the best IT teams in the world know it. Take your team's performance to championship levels with the right processes and the right tools- and, if you need help, think of Praecipio Consulting as your coach with a lot of championship experience. 

About Sam Besozzi

Sam is a Consultant at Praecipio Consulting where he delivers expert solutions to our top clients. He has an extensive background in process improvement and design and draws heavily from Six Sigma, Lean, and other efficiency-focused models. As a new Austin, TX transplant (originally from Ohio), Sam enjoys exploring his new hometown, hiking, and searching for the perfect taco.

Jira’s an issue tracking application, but its core flexibility and strengths mean it can become much more than a tool limited to a development group. Jira’s incredibly adept at helping teams track and accomplish tasks. Jira also has a masterful ability to manage life cycles - and it’s found great success in numerous use cases.

Use Cases

The following use case guides are meant to explain a bit of the details related to using Jira for a specific use case. The info you’ll find in here highlights much of what we’ve learned from working with clients in a variety of different industries, as well as our internal expertise and use of Jira.

For each of these use cases, we’ll attempt to highlight:

• Particular Jira functionality specific to the use
• Related plugins we’re aware of
• Customization and tweaks
• …and sometimes a sample file to help get you started

Agile Software Development

• Agile Development Solution Tour
• Using Jira for Agile Development

Project Management

• Using Jira for Project Management
• Jira for Project Management sample file

HelpDesk / Support / Trouble Ticketing

• How to setup Jira for support
• Use case and sample file: Jira for Helpdesk/Support Sample File

Test Case Management

This can be done by using either of the following approaches:

• Use case and sample file: Integrate Jira With A Test Case Management Tool

Requirements Management

• Use case: Using Jira for Requirements Management

Change Management

• Use case: Using Jira for Change Management

Atlassian Jira's a remarkably flexible tool. For most who hear “Jira,” things like issue tracking, project management, and software development come to mind. Very rarely do people think of ITIL in relation to Jira. But then again, many don’t know what ITIL is.

If you’re a developer or in IT and don’t know what ITIL is, you should. It’s a set of processes for managing lifecycles with relationships to one another. It’s the most widely-accepted approach to IT service management in the world – a set of best practices drawn from public and private sectors around the world. ITIL doesn’t just apply to IT service management (ITSM), though – it’s a reliable methodology for managing any type of complex technological process.

Jira’s an Atlassian tool that’s phenomenal at lifecycle management (workflows, custom fields, etc). It’s designed to be issue-centric, built around managing issues or bugs that pop up within a product or service’s lifecycle. This functionality extends far and wide when you expand how you define an “issue.” On the surface, an issue is more like a problem – but considering an issue’s attributes, it can easily qualify as a task or milestone. With that in mind, Jira can facilitate far more than simple issue tracking. It can support complex process lifecycles.

Every process is a web of highly dependent relationships between regular and conditional tasks – including ITIL processes like Incident Management and Problem Management. The huge breakthrough here is making Jira projects and workflows represent (and support) ITIL processes. Let’s take an incident for example. An incident goes through several states:

(1) detection and recording
(2) classification and initial support
(3) investigation and diagnosis
(4) incident closure

A good Incident Management process within a good technology helps reduce meantime to recovery – i.e. recover from an incident. We all know how well Jira facilitates transitions and workflow. Let’s take it a step further…in ITIL-based Incident Management, we are supposed to designate incident ownership, actively monitor, track and communicate. BINGO! This what Jira does.

Let’s take this another step further. Problem Management is a process used to identify root cause to reduce the number of incidents – thereby increasing the meantime between failures. Using Jira, we can manage root cause analysis and associate the individual incidents (manifestations) back to the Problem Management record we’re analyzing. This ability to link records and collaborate makes Jira a great Problem Management solution. Add Confluence to the mix and the effectiveness is improved further.

Going another step further – having ITIL-based ITSM processes running in Jira alongside your organizations SDLC further helps IT align its capabilities to deliver the highest, best quality software and service delivery.

We’ve helped clients implement Jira to manage Incident Management, Change Management, Problem Management, Asset Management, Software Development, Testing… we love the Altassian products and so do our clients.

We do SharePoint. So do other companies. We develop custom software and web parts. So do other companies. If you walk outside, you may hear to the cacophony emitting from the rooftops: “Need SharePoint? Custom this? Custom that? Talk to us. Talk to US. TALK TO US!”

We participate in this because we have to. That’s how messages get heard. And now for a cliché marketing statement: we’re different from our competitors. But get past the cliché and consider our competitive advantage:

As a small firm, we’re able to execute our projects with more care and intentionality than most large firms. You’ll be acquainted with most of our team, including our Founder, throughout the course of the project effort – which creates a better sense of commitment and accountability in our relationship with you. Our small team has broad capabilities: whether you need SharePoint hosting, ITIL consulting, custom development, process improvement, …you’ll be working with the same group of people.

As social entrepreneurs, we leverage a unique type of capital in business. Market capitalism is built on such tangibles as land, labor, and financial capital, while social capitalism is built on creative, intellectual, and social capital – and a strong sense of community and involvement in the surrounding community. We strive to be engaged in what’s going on around us, using our resources to respond to the needs of our customers, community, and industry. As both businesses and individuals, we’re responsible for the collective well-being of our communities.

Praecipio Consulting is improving the community by enabling businesses to reduce their process-generated waste – making our environment more sustainable while reducing our clients’ costs. With competitive pricing, diverse capabilities, and a commitment to our services that isn’t based on numbers alone, we offer an experience that’s literally different than what you’ll find out there.

So, need SharePoint? Need custom development? Talk to us. We [also] want to help you.

It’s natural for us to neglect maintenance. It works like this:

• You have a problem that needs to be fixed.
• You neglect the need for awhile because it’s not “bad enough” for you to spend money on it.
• The problem worsens; the need intensifies. Extra work is done to keep things running.
• The need is prioritized. But the solution is too expensive.
• The problem worsens even more. Tons of extra work is done to keep things running.
• The money spent on temporary solutions nears the total cost of a solution.
• You purchase a solution to the problem.

Now, after all that trouble, money, and wasted time, the last thing we want to do when we procure a solution is devote work to maintaining it. It’s true with any solution. When you buy a new car, you don’t want to deal with changing brake pads during your first month of ownership. When you fix a problem, you are physically and emotionally pre-disposed to exalt the solution as ultimate redemption and not think about the problem. The problem is fixed. There are no more problems.

But you can’t do this with software, even though every ounce of yourself inclines you to. Even if your business spends $1 million implementing a new do-it-all software solution. No matter how much you paid, the cost doesn’t mean your maintenance / future planning responsibilities don’t have to exist. If you don’t actively ensure your software is:

• integrating effectively with your business processes,
• integrating effectively with other software / systems,
• adapting to future needs,
• responsibly maintained,
• used properly by employees,
• compliant with industry trends and best practices,
• and kept cost-effective,

…you effectively (and unintentionally) make your software fail. Indeed, in most cases, new software that becomes obsolete to the business within a year of its implementation is often the result of:

• Misuse / lack of proper training. Employees who lack a knowledge of what the software can do, how it works, and how it improves their work, they won’t be able to see the advantage of using it – and more importantly, they won’t be able to use it right. Document management software, for example, can quickly become messy and disorganized if employees don’t understand how it’s supposed to be used. That’s a major setback to progress – and could create a problem worse than the original one.
• Poor adoption rates / internal advocacy. Closely relating to misuse, if the solution isn’t “marketed” internally, employee buy-in could flounder. Preparing employees for a solution is a key part of the implementation process. Few people love change, and businesses can’t expect employees to react well if change is spontaneously legislated from their point of view.
• Lack of integration with business processes. If a software solution doesn’t integrate with business processes, it doesn’t improve an organization. Period. And the more business processes it integrates with, the more valuable it becomes. Great software improves process, and improved process makes the business more profitable by trimming costs.
• Lack of integration with other software / systems. A single software rarely solves every business problem. Multiple softwares are usually leveraged for different purposes. Since business processes throughout an organization impact one another much like those of a living organism, processes are interdependent. They interact with one another across departmental lines. Process management software will therefore interact with other systems – making integration a must for success.
• Lack of compliance with industry trends and best practices. Keeping up with software trends is crucial in this day and age. While it’s costly, it keeps your company marketable and ensures access to support services. Adopting a software that was last updated in 2002, for example, will render you irrelevant to the times, which speaks about your organization. Best practices such as ITIL are derived from industry-leading successes. They pave paths of success for others to follow. Staying on the cutting edge and doing it right are required to remain healthy and progressive. Not doing so can leave you in the dust.

Don’t let your software dictate its own life. Planning is as important the day after “go live” as it is the day before. A software that’s prepared for, well-maintained, well-integrated, and supported with forward-thinking will yield the highest long-term ROI to the business.

Electric Power Board (EPB) is an electric and telecommunications company owned by the city of Chattanooga, Tennessee. EPB provides electricity, cable, and as of this month, the fastest internet in the US to greater Chattanooga.

EPB has showed itself as one of the most progressive public utilities in the US by, in addition to providing 1GB internet, actively building a 100 percent fiber-optic Smart Grid. EPB had already begun their Smart Grid program before the Obama administration included billions of dollars in grands for Smart Grid projects in the 2009 economic stimulus program. EPB’s internet offering piggy-backed off the fibers laid in place for their Smart Grid.

EPB’s Smart Grid has created a platform of innovation for the city of Chattanooga as a whole. In addition to offering an array of R&D opportunities, the Smart Grid has essentially invited companies from across the US to use the grid and 1GB internet streaming to work on complex projects and develop next-generation applications – a huge stimulus for the regional economy.

We’ve been proud to be involved with EPB’s innovative efforts since 2007. We share EPB’s passion for innovation, efficiency, and sustainability; sustainable energy practices and technology are critically important for our future. During our time in Chattanooga, we’ve:

• provided Project Management for the development of EPB’s two new websites, EPB.net and EPBFI.com
• implemented robust Microsoft SharePoint process frameworks for managing and facilitating legal matters, RFPs, and a host of other business processes
• developed Process Lifecycle Management methodologies that have improved EPB’s operations
• implemented ITIL-based methodologies and best practices, making EPB’s IT processes more consistent and repeatable

…and a whole lot more. Good technology supports good processes; good processes make for good profit and reducing expenses. It’s been great to help EPB reduce expenses during a critically important (and exciting) time.

Read more about EPB on their website – and check out the cool 1GB-powered things happening in Chattanooga at ChattanoogaGig.com.

The relationship between ITSM and cloud computing is still a hot topic. Companies are still asking questions regarding what the cloud is, IT versus business roles in adopting cloud infrastructure, and whether the shift toward cloud computing is optional or inevitable. Ambiguity abounds.

We all know the business wants results, and requires IT to offer swift responses to business demands. The business ultimately wants to remain agile and flexible – able to adjust quickly to changing needs. IT can’t always deliver solutions as quickly as the business wants. The cloud can.

It’s easy and logical, then, for the business to leap toward cloud providers to meet their needs. In the cloud, the business can be in control of their relationship with providers – though if one doesn’t suit their fancy, switching isn’t always easy or possible.

There are hundreds of questions that pop up here – most about the risks and rewards of leveraging cloud platforming. Before we delve any further, consider this list:

Risks

1. Security. Where’s your data – with your provider, or with a third, fourth, or fifth party? Is it safe? Does your cloud provider explicitly state rights to outsource your data? You should clearly understand your provider’s security-related responsibilities and guarantees described in its service level agreement.
2. Re: Security – SAS70 and PCI compliance. SAS70 (a set of auditing standards designed to measure handling of sensitive data) and PCI (a worldwide information security standard) assure companies that their storage vendors are handling their data properly – so they don’t have to audit vendors themselves. SAS70 and PCI compliance policies may uncover details that aren’t specified in service agreements. Since server outsourcing can put your data anywhere in the world without the end user noticing a change, SAS70 and PCI are standards for cloud peace of mind. Google realized this early when they announced their SAS70 Type II certification in 2008.
3. Re: Security - Data Protection. If your data isn’t stored within your in-house network, it’s stored in someone else’s. It’s therefore subject to someone else’s protection framework. Be sure to ask for specifics from your cloud provider regarding the intrusion detection system (IDS), intrusion prevention system (IPS), firewall, and other security technologies they’ve deployed to clarify their integrity. These security appliances are required by PCI.
4. Integration with existing systems. Will cloud-based applications integrate well with your internal network configuration, security infrastructure, and software?
5. Governance. Who’s in charge of your data – you or your provider? Who’s in charge of application adoption and making decisions based on performance – the business or IT?
6. Internet connectivity. Since the cloud operates through the internet, it’s completely bound to connectivity. No internet, no work.

Rewards

1. Lower IT infrastructure costs. IT can supplement or replace internal computing resources; no need to purchase equipment to handle peak needs.
2. Lower software costs. IT won’t be burdened with the costs of installing and maintaining programs on every desktop in the business.
3. Unlimited, pay-as-you-need-to storage capacity. As much as you need, whenever you need it. Most providers allow you to pay for more space as you need it so you don’t have to commit to a large sum of space.
4. Operating system compatibility. The cloud is built on browser-based applications, meaning OS’s just don’t matter.
5. Easy group collaboration. Sharing documents? Anyone anywhere can collaborate in real-time.
6. You’re no longer bound to specific devices. Change computers and your applications and documents follow you wherever you go.
7. Low systems cost. You don’t need a high-powered system to run cloud applications, so the computer doesn’t need the processing power or hard disk space demanded by traditional software.

It’s clear why the momentum toward the cloud is so strong – the rewards appear to outweigh the risks. Notice, though, that the risks are coming from IT while the rewards make up most of what the business side is drooling over. It’s no wonder we’re concerned with IT and business alignment in this context. That alignment may determine the success or nightmare of cloud migration.

A recent CIO survey reported that among companies not leveraging the cloud, many aren’t confident the cloud will reduce their IT costs. Half of IT decision makers, the report said, expect little reduction in IT spending after cloud adoption. Another 42 percent weren’t sure they’d save any money.

Among companies who had adopted cloud applications, however, cost savings topped scalability and flexibility as the top reason for adopting cloud computing. 83 percent of those respondents were using SaaS models.

CIO’s results indicate a lingering apprehension about cloud services, but also a prevailing wind toward the cost savings the cloud offers. Pew Research’s study on the future of cloud computing blew in the same direction: 71 percent of respondents said most people won’t be working with conventional PC software by 2020, leveraging internet-based applications instead; 27 percent said most people would still use superior PC-based applications.

We’re going to see more companies begin implementing cloud services in the next few years. This is clear. The IT-business strategy alliance is critical to the success of cloud implementations. Since more pressure lies on IT to adjust their infrastructure and methodology to accommodate cloud services, IT faces a greater challenge: grow toward an intimate partnership with the business, or grow in irrelevance to the business.

The question has one right answer – and with that answer come a host of more questions for another post.

For a more thorough look at cloud security, check out our upcoming security post.

Want to get in touch? Contact us here.

Image courtesy of Patrick Lane Photography.

In our last Cloud post (Cloud Computing Risks and Rewards) we discussed a number of Cloud risks related to security:

• Data location (Do You Know What Your Data Is Doing When You’re Not Looking?)
• SAS70 and PCI Compliance
• Data protection (IDS, IPS, firewall, etc)

These risks don’t “demonize” the cloud – but rather raise some critical questions regarding the protection of company data that’s migrated to cloud servers. The security of the cloud is still a bit (forgive the pun) cloudy to most – and may integrate well with existing security policies, protocols, and infrastructure.

Christofer Hoff – who offers excellent cloud perspective in his blog Rational Survivability-
claims it’s not the nature of cloud computing businesses should be worried about, but rather how companies implement and manage cloud computing.

“We’re struggling less with security technology solutions (as there really are few) but rather with the operational, organizational, and compliance issues that come with this new unchartered (or pooly chartered) territory,” Hoff wrote in his post Security and the Cloud – What Does That Even Mean?

Hoff’s quote pinpoints the simple source of our worries: we’ve developed a standard for IT security and compliance that’s being disrupted by something new. The question now is not whether companies should migrate to the cloud. The question is how our existing security methodologies will translate and apply to cloud computing. Since no industry standard for cloud security compliance has been adopted, organizations must steer their own ships as they sail toward cloud solutions.

Four ways organizations can retain appropriate data security as they implement elements of the cloud:

1. Policy reviewing. A few thorough reads of your cloud provider’s policy will likely explain the rights they reserve to store and protect your data.
2. SAS70 and PCI Compliance. As we said in our last post, SAS70 and PCI compliance policies may uncover details that aren’t specified in service agreements. They’re standards for cloud peace of mind.
3. Choosing a public, private, or virtual private cloud. Public clouds allow secure employee access to company data from any system anywhere. Private clouds are more costly, granting access from company systems or systems within the company’s LAN network, providing greater control over data resources and security. Virtual private clouds use a public cloud infrastructure in a private /semi-private manner, providing more balance between cost efficiency and security.
4. Leveraging ITIL methodology. ITIL offers a one-size-fits-all starting point for IT methodology. As more business adopt cloud applications, businesses will have opportunities to apply ITIL methodology to a new generation of computing.

IT Service Management (ITSM) and cloud computing don’t always appear in the same discussion – even though one can’t be done well without the other. Integrating the two is especially important as we move further into (what could be) the fundamental shift toward cloud computing.

First – since the phrase “cloud computing” has taken on ambiguity as a buzzword – a quick clarification is necessary. Cloud computing doesn’t change what’s being delivered to end users. It changes how services are delivered. End users should receive the same services from you whether your data’s stored on a server you manage yourself in-house or on a server that’s managed by a provider in Timbuktu.

That being said, IT needs to understand the services they deliver to end users – whether the end user is the employee or the customer. This is the core of ITSM.

Some primary benefits of the cloud include:

• Pay-as-you-go server costs; planned capacity
• Annual savings in hardware and man power
• Instant “green” IT options without long-term transformation costs
• Higher rate of connectivity that extends anywhere

Those perks are the driving forces behind the cloud’s popularity – and have already borne fruit in organizations who’ve incorporated the cloud as a platform for daily operations. Some, however, raise concern over the difficulty to align the cloud with ITSM, which regularly involves:

• A slow rate of delivery of tangible business benefits
• An inability to relate the consumption of IT resources to customer activities
• A lack of stakeholder support
• Trouble integrating facilities management, security, and business continuity
• Scarce resources

These difficulties won’t surprise anyone in ITSM. They’re simply the nature of the beast. Every ITSM team has to deal with a lack of stakeholder support, pressure to produce tangible benefits in short amounts of time, etc. When news of a new business decision reaches IT’s desk after it’s already been decided on, however, these difficulties become even more difficult – and the alignment of IT investments and business continuity is disrupted. The business has moved along without IT, and IT is left to run after it.

The same is true for the alignment between ITSM and cloud computing. Companies may rightfully lust after cloud services and decide to begin moving toward a cloud platform. While the results for end users (employees and in turn customers) may be clear, how to deliver them may not be. If the ITSM team isn’t intimately involved, the business risks ambiguity on both sides.

Ideally, the business should work to ensure inter-operability between IT assets and cloud applications. That (like everything else) requires the business to understand IT’s responsibilities, and IT to understand cloud concepts. The software market’s shifting toward ease-of-access software/SaaS; ITSM software vendors are having to market their simplicity and cloud-usability to stay competitive. Because of this, inter-operability is becoming more of an issue since businesses may be tempted to consider ease of use and cloud integration more important than ITSM.

The alignment is essential. With business strategy and IT well-aligned, leveraging the cloud can expand your ability to be flexible in doing business and save you overhead costs while preserving what’s delivered to end users.

Thirsty for more? Contact us here.

Richard Veryard’s thought-provoking powerpoint “Technologies for Organizational Intelligence” claims that intelligent organizations:

• recognize that business opportunities are complex
• respond to them coherently
• pay attention to weak and strong signs of inefficiencies for the purpose of collective learning and innovation

Veryard stresses later that intelligence is vital to a business’ survival. That idea should not sound revolutionary, but provokes one to question if businesses frequently consider how well they’re working to understand themselves and improve their knowledge and efficiency in order to grow.

This is highly relevant in the context of IT Service Management (ITSM) – an introspective, process-focused approach to managing IT systems. IT professionals who care about ITSM try to stay informed about technology advances, ways to improve customer experience, and align IT with business needs. It’s the duty of those in ITSM to maintain and promote a healthy, innovative IT environment that fuels the innovative capabilities of the business as a whole.

Those ambitions correlate closely with the actions Veryard attributes to intelligent organizations. He exalts a sort of “collective learning and innovation,” in which those in the business continually collaborate in order to learn more about how they do things. Fixing problems and developing innovative ideas are both natural products of this introspection. Each, in turn, impact the end product offered to customers.

While it may be difficult at times to devote attention to efficiency, it’s vital to the continued growth of a business. After all, those who fail to fix their problems and innovate aren’t the ones we talk about ten years down the road.

So, how does a business make sure they’re “intelligent”? Veryard lists quite a few ways, including:

• Understanding that business environments are complex
• Approaching problems with rational, collective solutions
• Employing people and technology that works well together

The third remedy is the primary concern of ITSM. IT can build a foundation for organizational intelligence by implementing an enterprise-level platforming technology that can facilitate collaboration within the organization – especially if the platform is adopted across the entire enterprise.

Without an effective, efficient technology that integrates well with a business’ existing software, the collective effort toward ITSM growth is kept on the ground. Frequently gathering information that paints an accurate picture of performance requires predictable, repeatable processes that can be technologically executed. Such a technology drives consistent progress toward efficiency and innovation – and serves as part of the backbone of an intelligent organization.

As Veryard said in his presentation, intelligence is vital to survival. As introspective folks with technological literacy, those in ITSM can have a profound impact on the progress of their organization by leveraging technology to build an intelligent business.

Thirsty for more? Contact us here.

In a business world clouded with buzzwords, it’s easy to lose track of the actual meanings of terms relevant to the IT industry.

Take cloud computing, for example – one of the tech industry’s biggest buzzwords at present. A number of software vendors have been using the phrase “cloud computing” to market their Software-as-a-Service (SaaS) products. Are the two terms different from one another, or the same? Or is cloud computing truly a meaningless buzzword?

In truth, the two terms are different. SaaS refers to software that’s owned, delivered, and managed remotely by a one or more providers. The provider handles all the “heavy-lifting” associated with the service: server maintenance, support, etc. SaaS products are usually out-of-the-box tools that don’t require extensive setup. They’re accessible by web, and usually paid for on a subscription or pay-per-use basis.

Cloud computing refers to the broader concept of allowing people to access scalable, technology-enabled services via the internet. The term has become virally fashionable in the tech industry – much like the word “organic” in the food industry. Cloud computing – more commonly referred to as “the cloud” – is an on-demand way of providing services. It’s usually touted as an intelligent approach to computing in today’s fragile economy.

SaaS is essentially a subservice of cloud computing. Not all cloud applications are SaaS applications, but nearly all SaaS applications are in the cloud, which provides the computing power to run those applications. SaaS applications, therefore, are offered on the cloud platform. The folks at Common Craft do a good job explaining these differences in their video “Cloud Computing Plain and Simple.”

Cloud computing and SaaS refer to different things. While SaaS refers to out-of-the-box applications offered on the cloud platform, cloud computing refers to the bigger picture of how software can be provided more efficiently through the internet.

That bigger picture includes the transition of the software industry toward a Software-as-a-Service model, where customers make decisions based on the value of the service. Daryl Plummer – Chief Fellow at Gartner, a US-based IT research and advisory firm – said in a 2008 podcast that this economical change in the software market is the power of cloud computing: “The way we actually charge for cloud-based SaaS services won’t be based on how many servers we’re running, how much maintenance costs we’re taking on, or which software products we bought,” Plummer said. “It’s going to be based on the value of the service to the customer, and when you start getting into that consumer-provider relationship, the customer ends up setting the value.”

Two years later, Plummer was right.

Thirsty for more? Contact us here.

Image courtesy of Patrick Lane Photography.

In order to remain competitive, a firm’s IT environment must be aligned with the firm’s business strategy – meaning IT should share responsibility in delivering value to the customer.

This is why Change Management is so important: changes to the IT environment must not disrupt the value delivered to the customer. IT must maintain stability even during change. ITIL’s Change Management methodology provides a clear framework (with defined roles, responsibilities, and processes) that can facilitate success.

Change Management should be considered a major undertaking. Determining where your firm stands in terms of ITIL maturity and developing a realistic project plan will improve your ITIL effectiveness.

Here are 5 Change Management tips to consider:

1. What’s a change, exactly?
Reality check: changes happen all the time. Nearly everything in IT involves some sort of frequent change. That being said, it’s important to figure out just what you consider to be a change. You can then determine when to apply ITIL Change Management principles.

Every change (even small installations and deletions) should be handled in terms of Change Management. The smallest of changes could cause major disruptions if no one knows about them.

2. What, specifically, will Change Management accomplish for my organization?
It’s no surprise that some firms have trouble defining ITIL in general. Since ITIL methodology isn’t something you can learn on a coffee break, most IT and non-IT folks alike don’t have the time to study ITIL for days.

Even if someone understands ITIL, they may not understand how it applies to efficiency. Someone might think implementing Change Management will fix issues related to Release or Incident Management. Pinpointing what Change Management will accomplish for your organization is therefore vital to understanding what it’s actually doing – managing the oversight and approval aspects of the change process in a unique organization-specific environment.

3. Articulate the benefits of Change Management to each level of the organization.
This goes right along with our last tip. Once you pinpoint the applicative benefits Change Management will have for your organization, advertise them. Getting buy-in at every level of the organization is critical to the success of your ITIL implementation.

There are multiple stakeholder groups within every organization – that is, folks personally and organizationally affected by the change. They’ll want to know “what’s in it for me?” in order to judge whether they’re on board with the change. Presenting accurate change information tailored for each stakeholder fosters better accountability from stakeholder groups – and improves buy-in.

4. Don’t Buy a Tool Until You’ve Determined What You Need.
While it may make sense to buy software to guide your Change Management implementation, doing so before laying out your process framework is counter-productive.

A more productive approach includes determining your needs before adopting a tool, so you can better evaluate which tools fit your needs instead of adjusting your needs to your tool.

5. Use Change Management Success to Promote Other ITIL Initiatives.
Folks are usually familiar with the Change Management component of ITIL – and oblivious of its other processes. If you track your Change Management successes and gather supportive data from Key Performance Indicators (KPIs), you can use success stories to promote the benefits of other ITIL processes like Release Management, Incident Management, etc.

One final tip: It’s worth noting the incredible value and need for leadership/executive support in the Change Management process. It’s important for company leadership to sell and support the change despite resistance in the company to organizational and cultural change. Often times, Change Management implementations are resisted since they uncover underlying issues that some within the company don’t want to uncover. Ultimately, though, Change Management helps make everyone proactive and out of the reactive, fire-fighting mode.

Thirsty for more? Contact us here.

Image courtesy of Patrick Lane Photography.

According to Forrester’s latest research, IT spending is expected to grow 6.6 percent in 2010 to $568 billion. In order to realize the value of these investments, organizations may adopt industry-consistent frameworks like ITIL to improve IT process and establish reliable data points to measure success.

Here are 5 useful ITIL implementation tips:

1. ITIL is an IT-Wide Strategy
Any ITIL process implementation has IT-wide impacts. Because of this, the implementation must be aligned with other IT initiatives within the organization, focusing on accomplishing ITIL success while preserving the overall benefit to the organization. ITIL should guide all strategic initiatives.

2. Consider Post-ITIL Organization Before Jumping Into Implementation
Introducing ITIL processes creates new tasks and roles that could impact an organization’s current IT service management structure. Foreseeing this possibility helps guide management toward supporting a new IT organization.

3. Prioritize Process Selection
Implementing every ITIL process at the same time isn’t necessary. ITIL processes should be selected based on areas where the organization needs improvement, and areas that will drive the most business value/greatest ROI.

4. Set Your Baseline Early; Have Realistic Expectations
The acceptance of change, of course, takes time. ITIL’s implementation is a significant change to an organization’s IT environment, and its processes will have to mature before subsequent ROIs are recognized. The delay of ROI-producing data points will delay the qualified legitimacy of the ITIL venture—making the change harder for employees to swallow.

Establishing an early baseline of key performance indicators (KPIs) from which to monitor ITIL success helps employees be more open to and engaged with the change. Chosen KPIs should be business-focused and clearly understood, so employees don’t waste time measuring unnecessary data points.

5. Communicate, Communicate, Communicate Success
Let’s face it: implementing ITIL isn’t a quick job. The longer a project takes, the harder it is for employees to see its worth.

This is why communicating success to everyone involved in the implementation is essential—so employees are reminded they’re working toward something that will make them more efficient and profitable, and prepared for change. Success not only boosts morale. It qualifies and legitimizes the project. Failure to communicate success may double employee resistance to change over time.

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Image courtesy of Patrick Lane Photography.

Ever heard of an ITIL implementation that was anything less than huge and complex? Well, we haven’t either. That’s why implementations require outstanding project management. This blog will share some of our perspective.

Implementing ITIL for starters: believe it or not, the technology is NOT the solution. The processes and people who carry them out are. A huge part of implementation is making sure you’re accurately communicating the purpose of ITIL to your employees, empowering them to understand exactly how to implement the framework comfortably, fitting your business model.

Also, never begin the implementation with unrealistic, lofty expectations. Such a strong desire for quick value may overwhelm the implementation process, which is certainly more of a journey than a sprint.

Bringing ITIL into a business first requires a foundation. The foundation is built on an initial assessment of needs. This typically involves a thorough gap analysis, which determines how much change will need to happen by the business to meet new ITIL standards. By establishing this early on, you’ll know exactly where to start building— and exactly what progress to expect. This, in turn, will narrow your scope to align with your intended business value from ITIL.

We have a passion to implement ITIL for businesses effectively and accurately. We believe we can help you through the process and build a solid foundation for your new ITIL framework—business value guaranteed.

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Atlassian claims Jira and Confluence were “designed to complement each other.” What some don’t realize, however, is how easy and convenient this integration really is.

Confluence has proven itself as an effective project management tool, flexing its muscles as an innovative wiki allowing users to create and share rich content. Jira manages workflows and tracks issues in a well-designed, coherent user interface (UI).

For IT professionals using Jira to track issues, Confluence provides a fertile ground to collect a team’s knowledge. In Confluence, the team may collaborate by embedding Jira content (including graphics) into a collaboration space—and easily link Confluence and Jira pages. They may also embed Confluence pages into Jira. The 3-minute explanation shows you everything you need to know.

The embedding process is remarkably easy. We believe teams using Jira and Confluence can bank on this integration, from a project management perspective.

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Australian-based Atlassian debuts Jira 4 today, October 6.

Atlassian first debuted Jira in 2003 as an innovative issue tracking and project management software. As we mentioned in our previous blog Jira - Complexity Made Simple, Jira is a huge asset in enterprise collaboration. It’s completely permission/Java/web-based, highly customizable, and amazingly simple to use.

The key news about Jira 4? Atlassian has worked hard on integrating Web 2.0 capabilities into its latest version– and appears to be most proud of its new, “dynamic” user interface (UI).

• Jira 4′s home page will feature “click-and-drag” windows showing content the user chooses. It also includes widgets from other websites like Google. For example, a Jira home page may feature five boxes in three adjustable columns: current issues, priority issues, resolved issues, project folders, and local weather (via Google). These five boxes may now be dragged around to any location on the home screen, and color-coded for organization.
• Jira 4′s search function has been  ”2.0-ified,” so to speak. Now search results pop up below the search bar after each character you type, much like in the “to” box in most email interfaces. This will likely make the search for a particular issue simpler and more efficient.
• Jira 4′s Greenhopper plugin adds a broad collection of project management capabilities to Jira– great for development teams. GreenHopper represents issues as color-coded “cards,” sorted with what Atlassian calls “drag-and-drop simplicity”– which we consider a powerful organizational capability.

  We highly recommend Jira for your business’ issue tracking and project management processes. Our team is experienced in implementing and using Jira to its maximum potential. Jira 4′s 2.0 capabilities should make using the software more simpler and efficient than it’s ever been before.

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ITIL’s Release Management process bears a striking resemblance to ITIL Change Management—in fact, one could fairly consider Release Management to be a directly supportive process to Change Management. Release Management focuses on the practical need for organized coordination in the change process. It’s meant to ensure that changes are implemented in accordance to business needs and concurrent IT Service Management processes.

Release Management more specifically applies to changes to a “live” environment—that is, a working software or hardware environment (a word processor, email interface, software application, etc) that’s active, being used internally or externally. Release management protects these live environments by regulating the release of new configuration items; it uses the ITIL framework to control and monitor the flow of upgrades into live environments, where each upgrade is considered a “release.”

To more clearly illustrate this concept, consider these three levels of releases to a live environment—using the fictional email service “Mockingbird Version 1.0″ as an example:

• Major Releases introduce completely new functions to a service, drastically improving the service’s capabilities. Major Releases advance the version number by a full numerical increment—for example, Mockingbird Version 1.0 advances to Mockingbird Version 2.0.
• Minor Releases introduce fixes for known problems into the baseline technology of a service. Such changes would reflect themselves numerically by advancing the version number of a service by the first decimal place—for example, Mockingbird Version 2.0 advances to Mockingbird Version 2.1.
• Emergency Releases introduce quick (and at least temporary) fixes to repair unexpected problems that interrupt critical services. These changes advance a version number by the second decimal place—for example, Mockingbird Version 2.1 advances to Mockingbird Version 2.1.1.

It’s best to consider each release as a separately-deployed part of the service, the progression of which should look like this:

• Planning
• Building
• Testing
• Deploying

ITIL clearly describes two “levels” of Release Management in its book:

• Service Design (higher level)
• Release and Deployment Management (lower level)

The Service Design level should handle the framing and building of the release solution, while ITIL suggests the release project stages listed above should be handled by the lower level and should involve a project team, scope, design, and plan of its own. The Release and Deployment Management level literally drives the solution’s release, but only because of the sound development and planning by the higher level—meaning it is almost impossible to achieve lower level success without a solid understanding of the higher level.

We hope this blog provides you with a basic overview of Release Management. It’s sometimes difficult to explain ITIL concepts without using laymen’s terms– from our experience consulting companies on their use of ITIL, a basic overview is an essential foundation for understanding the application of ITIL principles into your business.

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The Cost of Quality (COQ) business model describes a method of increasing profits without increasing revenues.

Here’s how it works: COQ increases profit by shrinking business costs. If your business has a 5% profit margin, for example – and you decrease costs by 5% – you’ve doubled your profits. That’s simple enough, but how do you decrease costs?

COQ identifies the importance of shrinking costs without taking the usual cost-cutting measures like not buying everyone’s favorite pens or not stocking refreshments in the break room — the “let’s avoid morale buzz-kills to save a few bucks” approach to increasing profit. Instead, COQ promotes lessening mistakes and increasing business process efficiency.

Companies adopt and tweak COQ to reflect their business goals and in turn their profitability. The model applies to not-for-profit businesses too: budgets are tight; grants, revenues, or contributions may not increase, but the same valuable services need to be delivered with less and less money, right?

COQ is made up of three elements: conformance costs, non-conformance costs, and opportunity costs. We’ll explain these before we explain the rest of what the graphic illustrates:

Conformance Costs

Non-Conformance Costs

Opportunity Costs

Notice these three cost categories are not associated with the cost of producing the output. Materials needed to assemble a product (labor, supplies, etc) are not included. The three elements merely reflect the costs associated with the business process. As we always say, “the profit’s in the process.” The efficiency of your business processes determines your efficiency as a business. If you’re going to maximize your efficiency and profitability, you need a sound understanding of the cost of quality.

Think about it: process is where value is added and where profit is made. Consumers don’t squeeze oranges to make juice anymore. Okay, maybe on rare occasion, but who cuts down trees and processes timber as a raw material to make paper?

The cost of quality is associated with the cost incurred to ensure process outputs (products and services) meet customer requirements. For example, let’s say Company A manufactures pens, a process that takes ten steps to complete. About half of the time, the process works effectively, and high-quality pens are made. The other half of the time, however, is plagued by faulty manufacturing— lackluster execution in the assembly process. As a result, Company A has to keep half of its pens in its shop for a bit longer for fixing/repairing, incurring non-conformance costs. This leads to a lack of consistency. Ultimately, this waste is passed onto the customer with an increased price per unit and/or inferior product— making it more and more difficult to compete.

That’s why COQ’s biggest cost adjustment occurs in reducing non-conformance costs— tightening the process and ensuring customer requirements are met. This may require spending extra money to do some work over again.

Now, to run through the graphic:

• Conformance costs are important and help ensure a business’ success and stability. when optimizing your business, conformance costs should stay the same or in many cases increase.
• Non-conformance costs, as we’ve mentioned, need to drop significantly— though you can never expect to be without them, strive to get rid of them.
• Opportunity cost is the value of the next best choice. It’s the “what could have been.” If a business is suffering from non-conformance costs, the “what could have been,” is higher in the left portion of the graphic, where non-conformance costs are much higher. If a business is succeeding financially, there is little “what could have been,” therefore reducing the opportunity cost.
• Operating costs are constant. They’re the costs of a business’ building, utilities, licenses, etc— which fluctuate, but not enough to factor into this model.
• Profit looks like this: $$$. Reducing non-conformance generates more $$$.

So, how do you reduce non-conformance? Remember: the $$$’s are in the process.

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As with any aspect of business, great processes and infrastructure do not always stay great—new technologies and customer needs arise all the time, and usually require changes to business procedures. The same is true in the context of IT Service Management, as new IT needs and technologies inevitably arise as time goes by—creating the need for the ITIL discipline of “Change Management.”

ITIL defines the goal of Change Management in the context of IT Service Management as “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.” If the ITIL language sounds a bit daunting to you, the definition more basically means Change Management is meant to ensure standardized methods and processes are used to implement all changes in a timely manner, and to achieve and maintain a healthy balance between the need for change and the potential impacts changes might have on the business processes they affect—ie predictability. Every change to IT infrastructure must of course be managed and controlled systematically, minimizing the impact of IT services delivered to the customer.

The need to change IT infrastructure may result from problems observed in a business process or from external legislation—or merely from the desire to make a business process more efficient and productive. Once a need is identified and proven, a change may be developed. ITIL’s discipline becomes valuable at this point as a change becomes drafted, documented, and implemented.

ITIL V3 prescribes these seven questions to ask when proposing the implementation of a change—titled the Seven “R’s:”

• Who raised the change?
• What is the reason for the change?
• What is the return required from the change?
• What are the risks involved in the change?
• What resources are required to deliver the change?
• Who is responsible for the build, test and implementation of the change?
• What is the relationship between this change and other changes?

Other relevant questions to ask when proposing a change may be:

• What is the cost of the change?
• What is the timeline for implementing the change?

The leadership team at Praecipio Consulting consists of experts whose job is to implement change for companies based on ITIL. We have helped our clients implement valuable changes to their IT infrastructure, and have a great deal of familiarity with defining good and bad processes by leveraging ITIL best practices. Change Management provides a way of managing and controlling the way changes are initiated, assessed, planned for, scheduled and implemented—Praecipio Consulting offers you the intelligence and support you need to not only guide you through implementing IT Service Management Changes, but also to provide you with a proven model and valuable business direction for a future of changes.

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Incident Management is debatably the most important area of IT Service Management because of its direct impact to the Services customers rely on. One of the ITIL disciplines, the focus of Incident Management is to restore services following an incident as quickly as possible—be it a business operations issue or merely an internal or external lack of technical understanding. Incident Management activities, often executed by a Service Desk, include:

• Discovering details of an incident
• Matching incidents against known problems
• Resolving incidents quickly
• Prioritizing incidents according to their impact and urgency
• Escalating incidents to other teams when needed to ensure timely resolution

Incident Management is one of the most difficult ITIL disciplines to maintain—operating a Service Desk for anyone struggling with technology can be a daunting task given the consistent learning curves existing as businesses adopt new technologies and optimize old ones. This is why Incident Management should be a big deal to businesses.

ITIL Incident Management aims to minimize disruption to the business by restoring service operation to agreed levels as quickly as possible. The total Incident Life Cycle is described as follows:

• Occurrence
• Detection
• Diagnosis
• Repair
• Recovery / Restoration

The above steps of the Incident Life Cycle serve as key data points that, when measured, provide a great deal of value. The intelligence that is derived from these data points helps IT organizations focus and invest their time in those projects and activities that will shrink the Meantime to Recovery (aka Mean Time to Repair). In the event the time it takes to detect an outage is long (Detection Time Stamp minus Occurrence Time Stamp), an IT organization can focus on automating outage detection or increase the ease of reporting issues by clients to the Service Desk. In the event the Diagnosis time (Diagnosis Time Stamp minus Detection Time Stamp) is long, the IT Organization should focus on training, escalation path definition/automation and/or tool sets to ensure IT staff has the adequate means to make an accurate assessment. Without going into more detail, it is clear that a well-defined process like Incident Management can help streamline and shorten the Incident Life Cycle thereby minimizing the Meantime to Recovery.

Incident Management is often the first process instigated when introducing the ITIL-quality framework to a Service Desk, and offers the most immediate and highly visible cost reduction and quality gains. Some brief reasons why you should consider implementing ITIL-based Incident Management:

• Achieve and maintain impressive levels of customer service
• Provide outstanding service availability
• Achieve overall staff efficiency and productivity
• Significantly improve customer satisfaction

Praecipio Consulting has a proven track record of excellent Incident Management/Service Desk support for its clients, and intentionally aims to minimize disruption to their clients’ business by restoring and applying ITIL framework to incident recording, tracking, and resolution.

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Just what is a Configuration Management Database (CMDB)?

For starters, it’s not a database—or, rather, not merely a database. A CMDB is a virtual warehouse holding information from every nook and cranny of an information system. CMDBs show which system components are needed to create efficient business processes. It can be seen as both an encyclopedia of IT services and a DNA map of a business’ IT environment. It’s a decision support tool.

ITIL v2 defined a CMDB as “a database that contains all relevant details of each CI (configuration item) and details of the important relationships between CIs.” ITIL v3 now defines a CMDB as “a database used to store Configuration Records throughout their lifecycle. The Configuration Management System maintains one or more CMDBs, and each CMDB stores attributes of CIs, and relationships with other CIs.”

A product of the Information Technology Infrastructure Library (ITIL), CMDBs are important because they align technology with business process. An example of this? It’s common sense that without timely information, bad decisions can be made by the business unintentionally. ITIL-based CMDBs control workflows, and use a workflow to manage and collect process metrics and present them logically and accurately.

While there are many variations of CMDB workflows, five common high-level steps include:

• Identification: To put it simply, “identifying” IT components and their inclusion in the CMDB.
• Status: Recording of the status of all CIs in the CMDB, and keeping them updated.
• Control: The management of CIs, indicating who is authorized to ‘change’ each one.
• Status: Recording of the status of all CIs in the CMDB, and keeping them updated.
• Verification: Reviewing data to make sure the CMDB is accurate and timely.

A properly implemented CMDB system can save an enterprise quite a bit of cash. There are, however, some direct overhead costs associated with the data capture process itself. The CMDB’s ROI will depend on the quality and reusability of the data it monitors, company size, and business strategy.

The CMDB bottom line: the more automated and consistent asset management methodologies become, the higher the ROI will climb. CMDBs allow businesses to become more efficient internally and more effective in their market.

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ITIL is divided into three major areas: Service Support (ITIL disciplines that enable IT Services to be provided), Service Delivery (management of the IT services themselves ensuring delivery to customer), and Security Management (structured fitting of security in the management organization).

The ITIL Service Desk is where Service Support happens. Considered the Single Point of Contact (SPOC) for customers, the Service Desk is where customer needs and problems are streamlined—and where customer feedback originates. Many organizations with a large amount of customers have a Service Desk, though some may call it a “Help Desk” or “Call Center.” The difference?

Call centers are meant to handle large amount of incoming (customers) and outgoing (telemarketing) calls, hence the name. Help Desks are meant to handle incidents and issues regarding a specific technology niche of a supported product (internet browser, software, a particular cell phone, etc). Service Desks share some features with call centers and Help Desks—to explain, here’s a list of typical, primary Service Desk functions:

• Acting as a customer liaison (incoming/outgoing calls)
• Issue/request tracking
• Assessing requests and resolving them/referring them to someone who can
• Informing customers of the status of their requests (after all, every bit of communication with the customer impacts their satisfaction level)
• Managing the lifecycle of requests (a request should not be closed until the customer verifies it)

These functions are drastically important to any organization with a large customer base—which is logically why developing a sound Service Desk based on ITIL framework is necessary for companies seeking to develop their service desk responsibly. A sound ITIL-based Service Desk will also integrate with other ITIL functions such as Incident Management, Problem Management and so on. Praecipio Consulting’s consulting professionals have rich experience developing and implementing ITIL framework, and seek to help companies go from ITIL theory to the practice of implementing an IT Service Management Solution.

Our first recommendation for companies planning to implement an ITIL-based Service Desk: buy and read thoroughly the ITIL Service Support book, and proceed to educate employees to get key people acquainted with ITIL language to raise the collective state of mind of the organization. Since implementing a Service Desk framework can create vague, undefined issues, it will be important to stress referring to ITIL when questions like these arise; having an adequate level of ITIL literacy among employees during the implementation process is essential so no one is running around with their head cut off.

Adopting ITIL framework is so important because it promotes a standard and integrated way of doing things. ITIL provides a “common language” to facilitate better internal communication and customer relationships. It is hugely beneficial to an organization implementing ITIL to be backed with the guidance and knowledge of someone well-versed in ITIL framework and custom application. Praecipio Consulting is capable of guiding you through the implementation process with a mindful leverage of ITIL best practices and tested experience—as well as developing unique, custom ITIL solutions to best fit your specific needs.

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It is awe-inspiring to consider the vast number of software applications that attempt to make business organization simple and efficient. In issue tracking and business process management, organizational, process-driven technology is crucial to successfully processing information and facilitating progress. Atlassian, an Australian-headquartered software company specializing in collaboration software, has produced a widely-used software that makes the issue tracking process work more simply than ever before.

The software, Jira, currently serves over 12,000 customers in over 100 countries. An issue-tracking system (ITS), Jira allows enterprises to record and monitor every issue a user identifies until the issue is resolved—issues ranging from simple customer questions to detailed technical reports of errors or bugs.

We have acquired sound and valuable knowledge of Jira’s user and process benefits from our own experience amassed through client implementations of the product—highlighted here:

• Highly customizable to unique business processes
• Amazingly simple to use and easy to train employees
• Completely permission-based (people may view statuses of issues without the capability to change them)
• Completely web-based
• Java-based (runs in Tomcat, and is compatible with most Operating Systems)
• Flexible database (supports Oracle, Postgres, etc)
• Task change email notifications

These perks boil down to a centralized view of a business’ entire team. Jira makes it easy to view and track all tasks assigned to a person, group, or project with very few clicks—allowing non-technical users to benefit from it. Businesses can tailor Jira to make it useful for nearly every imaginable business process, from marketing tasks to help desk requests.

Adopting appropriate software for our clients’ business processes is what we do at Praecipio Consulting. Atlassian, our business partner, has developed and produced a magnificent product in Jira that we recommend highly for streamlining our clients’ BPM and ITIL implementations. Our implementations of Jira have a lasting, positive impact because of our focus on business processes.

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The Information Technology Infrastructure Library (ITIL) is a comprehensive documentation of best practices in IT Service Management; the library consists of a compilation of texts providing guidance for the successful delivery of IT services. ITIL was developed due to business organization’s growing dependency on IT.

This dependency comes as organizations are implementing the use of innovative information technologies to simplify and speed-up business processes ultimately lowering costs—dramatically increasing the need for high-quality IT services. We provide a well-designed implementation framework for the delivery of operations improvements and initiatives based on ITIL best practices. We’ll help you go from ITIL theory to the practice of implementing an IT Service Management Solution.

Our steps:

• Assessment – Define and prioritize
• IT Management Strategy – Determine current and future needs
• Service portfolio definition – Catalog and understand services
• Solution design – Ensure integrated approach solves problems
• Solution deployment – Deliver, transfer and transition

Your results:

• IT-Business Alignment
• Cost savings
• Operational Excellence and Maturity
• Maximized ROI on Business’ Investments in IT
• Predictability

We love helping others—especially with IT.

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The Information Technology Infrastructure Library (ITIL) is currently the best (and only) comprehensive documentation of IT Service Management best practices.

The library is made up of a series of books which thoroughly explain (in really, really big laymen’s terms) what quality IT services should look like. The books describe how IT services should operate—as well as what base structure and functionality an organization needs to be able to effectively support IT.

Thousands of companies around the world have adopted an ITIL philosophy from the library, which clearly defines the organizational structure and skills requirements for an IT organization. ITIL theory works. The library’s standard operational management procedures and practices allow the organization to effectively manage an IT operation. The operational procedures and practices apply to all aspects within the IT Infrastructure.

The major disciplines (main focuses applicable to IT service providers) of ITIL are as follows:

• Service Desk (Help Desk)
• Incident Management
• Problem Management
• Change Management
• Release Management (Software Control and Distribution)
• Configuration Management
• Service Level Management
• Capacity Management
• Continuity Management (Contingency Planning)
• Availability Management
• Financial Management (Cost Management for IT Services)

While these terms are probably familiar to most ITIL personnel, the formal explanation ITIL gives these disciplines is typically far beyond the level of sophistication in the majority of IT organizations. Additionally, the specificities and separation of IT tasks within each of these ITIL support disciplines are considerably more defined than those which most companies have implemented in the past. The distinction between “incidents” and “problems,” for example, is something companies still do not usually recognize—whereas ITIL clearly defines the two terms as separate disciplines with their own unique set of processes.

An incident is active only until service is restored; a problem continues to be active until appropriate outputs/remedies are created and implemented. Incidents and problems are therefore not synonymous—instead incidents, problems, and changes have thorough relations with each other.

The “library” itself continues to evolve. ITILv3, the library’s third edition, was released in May 2007 and includes five distinct volumes: ITIL Service Strategy, ITIL Service Design, ITIL Service Transition, ITIL Service Operation, and ITIL Continual Service Improvement. The volumes can be purchased from their publisher, TSO Books.

ITIL is a framework. Praecipio Consulting has qualified ITIL-certified consultants with the experience, intelligence, and innovative ability to help your company implement ITIL confidently and effectively. Understanding ITIL can be difficult; if this is the first content you’re reading about it, you’ll probably agree. We wish to implement ITIL in a manner that makes the most sense for our clients’ business models. As the de facto standard and model for IT Service Management, ITIL not only enables businesses to run more efficiently and reliably—it also helps IT managers reduce incurred costs associated with IT Service Delivery.

If you’re curious, ITIL was originally created by the Central Computer and Telecommunications Agency (CCTA) with the sponsorship of the British government, and is a registered trademark of the UK Government’s Office of Government Commerce (usually known as the OGC).

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