I've just spent two days attending the itSMF Canada annual conference in Toronto. I enjoyed visiting Toronto, and Canada, for the first time, and the weather has been excellent.
The Conference has also been excellent. The organisation started many months ago and it certainly has paid off. There have been about 200 people attending the conference - interestingly, a fairly large majority from other countries - a delegation from the Netherlands, people from chapters in Ireland, the UK, the USA, Turkey, and, of course, me, from South Africa. The discussion between sessions have, as usual, been extremely useful.
Some excellent speakers have been engaged, I've tweeted during the sessions, so details can be found of specific presentations on twitter under #itsmf2013 or my account @fustbariclation.
Actually the twitter hashtag is an interesting question. There wasn't one in the conference documentation and we only got one on the first day, mid-morning, when somebody on twitter asked the itSMF Canada tweeter for one - I think that conferences, in future, would be wise to advertise their twitter hashtag a few weeks before the conference - it's a really good way to get to know who is going and to pick up last minute recommendations or issues.
The streams were extremely well organised - not just the topics, BYOD, Cloud and Social Media were the three streams and they are hot topics that generated very interesting presentations and discussions. The order of speakers within the streams was also very cleverly arranged, so that each speaker followed the previous one logically, often following on the ideas that the previous speaker had highlighted as important. This gave an impressive continuity to the day.
It was good to have many influential members of the itSMF community there. Sharon Taylor gave an interesting talk on how to influence your customers - helping them to 'become the customers you want them to be'. There was a very entertaining session on the experience of developing and marketing a game called 'Things' - I was lucky enough to get a free copy of the game and I'll look forward to playing it with friends at home.
One of the later talks was by John Deland, a director of itSMF International on the future of priSM. It's clear that he's engaged very effectively with the team, reorganising it and making it more efficient and effective. There are good plans to make the programme more coslty effective, both by modifying the cost model and by improving the value delivered. I've got great hopes that this will resurrect priSM.
It was good to meet up with the team from the Netherlands and see how far their social media solution 'Coconut' has developed over the past few years. I'm going to be putting together a video with Jose Stijntjes in Amsterdam to make the power of the solution visible to non-Dutch speakers. I think it might be a good solution to priSM reducing its administrative costs - John Deland is interested in the idea. It may also be a valuable hub for other chapters.
It was good to chat to so many people, some, like Lindsay Parker, director of itSMF Canada, who was involved in so much of the preparation behind the successful conference - a great team altogether. I had tremendous help from Maureen Llewellyn, and Tina Hutchinson in particular.
It was very satisfying to see the huge enthusiasm and interest for the Integrated Requirements Process. I'm hoping that there will be some follow-up - we're meaning to have a google+ hangout to discuss the book in a couple of weeks. Anybody interested in joining the discussion can connect with the google+ circle here:
The conference is just wrapping up now, and I'll be on my way to Amsterdam.
So, how can we help the new ITIL owners? I'd be interested to know how we all see Back2ITSM and ITIL contributing to Capita and it's involvement.
What would we like to see in an ideal world?
I hope that Stuart Rance and his initiative for a knowledge base will be high on the agenda.
I'm delighted to hear from the itSMF Executive board - Alejandro Debenedet is their man to help the itSMF connect with Capita. Congratulations to Alejandro for helping the itSMF to get involved with this!
I know that Ivor Macfarlane is closely connected - there's a new book I've been chatting to him about. Wouldn't it be useful to know the process for people to work with Captita to produce books and other IP in collaboration with Capita and to the betterment of ITIL?
What is the brief of Capita, actually? Does it extend to Service Management beyond ITIL?
I must confess a personal interest in this. My new book on 'An Integrated Requirements Process' ( http://www.amazon.com/Integrated-Requirements-Process-Governing-ebook/dp/B00CFIJRVI ) is something that I personally think ought to be part of ITIL. I think that ITIL 2011, great as it is, under values requirements hugely and doesn't integrate them into the lifecycle, only seeing them as part of (and a small part of ) Service Design. I'd like to work with Capita to see how this could become part of the official lifecycle in the next version.
Forget my personal interest for a moment - isn't it important for the process of engagement, whether with me, or with the Back2ITSM movement, or with experienced ITIL authors to be transparent?
I'm really delighted that we now have some understanding of where we are going - I'm really keen that we get some clarity on the details soon!
Published in partnership with the itSMFsa.
Requirements are so fundamental to good design, that it is strange that there has been, to date, no process defined to manage them over their lifecycle.
This book describes a generic process that can be adapted to integrate the management of requirements, as a formal process, with business analysis, development and the service management lifecycle described by ITIL.
The Integrated Requirements Process (IRP) is described using the Business Process Model and Notation (BPMN 2.0) to define all the steps in detail. It also describes the structure of the Requirements Register as well as providing a mock-up of how an iPad GUI might look for managing requirements.
The book has been extensivly reviewed by service management and business analysis professionals who have provided invaluable advice to improve the book.
The itSMFsa (IT Service Management Forum South Africa) has just upgraded its web-site to the latest version of Joomla. This has speeded up the interface and provided extra functions.
Please get in touch with any comments or suggestions for improvements - and let us know if you hit any problems.
In conjunction with the National University of Singapore itSMF International have put together a global survey on IT Service Management. All itSMF members from across the world are being invited to take this opportunity to contribute to a very significant global survey on IT Service Management on a global scale.
This survey will bring together some key headline information around how organisations are using IT Service Management across the world.
All members who take the chance to contribute to this survey will automatically qualify to receive the report on the results of the survey and you will also be placed into a draw for an iPad 4.
The survey is available in English and to complete the survey please follow the link below –
Many thank in advance for contributing.
Is that late already for a New Year resolution!!! Well, I hope not, it’s still January; besides, if we are willing to push own self for continuous improvement, new year is just as important as any new morning. They say you eat an elephant only bit by bit; for the pillars are the important element of a temple as they hold the whole construction together, so, I guess a daily/weekly plan is more important than an overall yearly plan. I think, we can actually have a monthly resolution for every month.
Okay, if you are still reading this, it means we were able to draw your attention. No, we are not going to tell what this acronym, LLSA, stands for, not yet.
FUD (Fear, Uncertainty and Doubt). This came to mind from Jeffrey Brooks' post on organisational maturity in Back2ITSM..
Machiavelli didn't use the acronym 'FUD', but much of his advice on being a prince relied upon it. Managers who take ‘The Art of War’ or ‘The Prince’ too literally as their guide see it as a tool to manage. It certainly can help an ambitious and ruthless individual climb to the top of an organisational greasy pole. Unfortunately it leaves a dysfunctional organisation in its wake. From the point of view of the individual Machiavellian, this is a good thing too – a disunited organisation, full of internal strife, isn’t going to be in a state to mount an effective coup against its leadership.
I'm running a workshop today, one of a set of three before the end of the year. I'm looking forward to it - there are only a dozen people, so not the pressure of the Sao Paulo event, but it has more of an urgent goal to be achieved.
Workshops are, by their nature, a lot less predictable than training courses. That makes them fun, but means that you've got to do your preparation properly.
I'm wondering if it would make sense to write a small pamphlet on running workshops (or more specifically on running them on metrics or, as in this case, business analysis). It's the sort of thing that I'd have found handy.
I'm interested in how my view of business analysis has changed so much as a result of writing the book on the integrated requirements process. This is undergoing its second cycle of critical review so should be published in the not too distant future - by the itSMF global publishing organisation (with, by the way, a handsome percentage of the royalties for the South African chapter!!).
I now cannot see a sensible way in which it can be divorced from service management and it becomes clearer, almost by the day, that requirements are the true IP, not the more obvious solutions, which are only instantiations of a subset of the actual requirements according to current constraints (including the invisible constraints on imagination and design skill).
I haven't, by the way, forgotten that I've got postings on the Stockholm event to catch up with - I hope to have these up in the next few days..
Let's DO CSI
a. Majority of the content of this case was taken from the original ITIL CSI book
b. On different points customized notes are added to clarify the limitation
c. In reality CSI is critical to an organization and can be complicated as well; here we kept it very simple and straight
c. Read at your own risk
Let’s start with the common trends:
1.Somewhere something is broken, suddenly a improvement activity starts
2.A new leader came onboard and made a noise big enough to make everyone move, thus, improvement plans and actions
3.Things are stable, people forget there was an improvement plans that were started once
Well, all are wrong, ITIL says, Improvement must be a continuous activity. To ensure that the technical operation is completely aligned with the business requirements and being measured, monitored and operated in a controlled manner, CSI is a must.
Question is how can we do that?
Okay, let’s see how we can do that and if we can relate this to a practical example. But before we get down to how, we need to recall our knowledge on two concepts from ITIL – Deming cycle and CSI model.