models?
- Who Is Paying For All Of This And What Are Their Assumed Pricing Models 1 (153.21 KiB) Viewed 202 times
Who is paying for all of this and what are their assumed pricing models?
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answerhappygod
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Who is paying for all of this and what are their assumed pricing models?
Who is paying for all of this and what are their assumed pricing
models?
Case B1 Organisation B1 is a large government department. Over the last six years, Organisation B1 expanded substantially and as IT was not under strong central control, multiple IT groups across the organisation developed individual processes. It became clear that these "feral groups' represented a risk to the organisation processes needed to be documented and used consistently across the entire organisation. ITIL implementation commenced in mid 2015 with change management the first process adopted. A business case was not presented: the ITIL implementation was not seen as a project but a series of processes. At the time of the interview, Manager D estimated that implementation of the change management process was 95 percent complete, and release management and incident management 60 percent. Work had also commenced on problem management. Overall it was estimated that service delivery was 10-15 percent complete. During the course of the ITIL implementation, significant waves of organisation restructure occurred within the IT department. Firstly, IT operations under the control of the CiO was broken into three groups: service management; IT infrastructure and communications; and application support. The second stage saw the creation of an infrastructure communications technology branch separate from the cio's department. In the third stage, the operations side was also separated from the CIO's department. Manager D explained that the ITIL adoption has been hindered by delays in purchasing a Configuration Management Database (CMDB): 'that's our biggest problem'. After calling for tenders, various proposals were received from vendors. The vendors' presentations proved to be an effective means to increase awareness of senior managers about ITIL. However, it became clear that some of the prospective vendors did not understand the tender specification. Consequently, the tender documents are under review and the tender process will be repeated. Meanwhile, operations staff are populating a temporary database as a hardware asset register while SMS (desktops) and MOM (servers) collect base information for software asset registers. When the CMDB is installed, these registers will be consolidated. Most of the clients have accepted the use of Quetzel software to log all jobs, providing useful data for performance management and trend analysis. Organisation B1 engaged consultants to provide the ITIL Foundations course to all staff involved in IT service management. A major effort of the two full-time staff spearheading the ITIL implementation is in developing policies to support and enforce the new processes. Often, processes are rewritten to better refine the policies. It is vital that ITIL is supported by senior management to ensure the policies and processes are accepted at the operational level. Senior management endorsed the terms of reference of a change advisory board (CAB). The CAB has proved to be successful with fortnightly attendance rising from 3-4 to 20-25 staff. Manager D believes effective communication is essential and aims to meet individually with all 55 client managers to explain ITIL and how it impacts in terms of increased testing in the release policy. Manager D expects all new hires and contractors in the IT service area to hold ITIL Foundations certification.
models?
Case B1 Organisation B1 is a large government department. Over the last six years, Organisation B1 expanded substantially and as IT was not under strong central control, multiple IT groups across the organisation developed individual processes. It became clear that these "feral groups' represented a risk to the organisation processes needed to be documented and used consistently across the entire organisation. ITIL implementation commenced in mid 2015 with change management the first process adopted. A business case was not presented: the ITIL implementation was not seen as a project but a series of processes. At the time of the interview, Manager D estimated that implementation of the change management process was 95 percent complete, and release management and incident management 60 percent. Work had also commenced on problem management. Overall it was estimated that service delivery was 10-15 percent complete. During the course of the ITIL implementation, significant waves of organisation restructure occurred within the IT department. Firstly, IT operations under the control of the CiO was broken into three groups: service management; IT infrastructure and communications; and application support. The second stage saw the creation of an infrastructure communications technology branch separate from the cio's department. In the third stage, the operations side was also separated from the CIO's department. Manager D explained that the ITIL adoption has been hindered by delays in purchasing a Configuration Management Database (CMDB): 'that's our biggest problem'. After calling for tenders, various proposals were received from vendors. The vendors' presentations proved to be an effective means to increase awareness of senior managers about ITIL. However, it became clear that some of the prospective vendors did not understand the tender specification. Consequently, the tender documents are under review and the tender process will be repeated. Meanwhile, operations staff are populating a temporary database as a hardware asset register while SMS (desktops) and MOM (servers) collect base information for software asset registers. When the CMDB is installed, these registers will be consolidated. Most of the clients have accepted the use of Quetzel software to log all jobs, providing useful data for performance management and trend analysis. Organisation B1 engaged consultants to provide the ITIL Foundations course to all staff involved in IT service management. A major effort of the two full-time staff spearheading the ITIL implementation is in developing policies to support and enforce the new processes. Often, processes are rewritten to better refine the policies. It is vital that ITIL is supported by senior management to ensure the policies and processes are accepted at the operational level. Senior management endorsed the terms of reference of a change advisory board (CAB). The CAB has proved to be successful with fortnightly attendance rising from 3-4 to 20-25 staff. Manager D believes effective communication is essential and aims to meet individually with all 55 client managers to explain ITIL and how it impacts in terms of increased testing in the release policy. Manager D expects all new hires and contractors in the IT service area to hold ITIL Foundations certification.