Pink Elephant - The IT and ITIL Service Management Experts

With Service Level Management (SLM) becoming an integral part of all IT organizations, a Service Level Agreement (SLA) is transforming from an application-based document to an end-to-end service-based agreement of negotiated and agreed upon levels of service and support. As a result, the ability of IT to deliver these agreed upon levels has also become more visible to customers. This is where an Operational Level Agreement (OLA) comes in! An OLA is a critical component when establishing levels of service and support. Are you using OLAs to full advantage? Join Laurie Dolan as she provides a brief overview of SLM and its definition. She goes into what OLAs are and why they’re a necessary part of an organization.

Many companies strive to get all ITIL processes to at least a ‘Control’ level of process maturity. This takes time, and for most processes requires major changes to metrics, standards, roles and responsibilities, documentation, and communication and management processes. Gary and Brian will walk through each of ITIL’s Service Support and Delivery processes to provide a high level overview of what being at a ‘Control’ level of maturity means for each one. They will then explain why it’s important for IT companies to aim for the next two levels of process maturity – ‘Integration’ and ‘Optimization’ – and what is involved. This is a must if your IT company is seeking to transition its ITIL goals to more advanced stages. In part 5, Gary and Brian discuss what drive's continuous improvement of a process and what needs to be considered.

Many companies strive to get all ITIL processes to at least a ‘Control’ level of process maturity. This takes time, and for most processes requires major changes to metrics, standards, roles and responsibilities, documentation, and communication and management processes. Gary and Brian will walk through each of ITIL’s Service Support and Delivery processes to provide a high level overview of what being at a ‘Control’ level of maturity means for each one. They will then explain why it’s important for IT companies to aim for the next two levels of process maturity – ‘Integration’ and ‘Optimization’ – and what is involved. This is a must if your IT company is seeking to transition its ITIL goals to more advanced stages. Gary and Brian take you through how to develop your management information framework in order to ensure your process is efficient and effective. This will allow you to make informed decisions on your processes. Remember, if you can’t measure it you can’t manage it!

Many companies strive to get all ITIL processes to at least a ‘Control’ level of process maturity. This takes time, and for most processes requires major changes to metrics, standards, roles and responsibilities, documentation, and communication and management processes. Gary and Brian will walk through each of ITIL’s Service Support and Delivery processes to provide a high level overview of what being at a ‘Control’ level of maturity means for each one. They will then explain why it’s important for IT companies to aim for the next two levels of process maturity – ‘Integration’ and ‘Optimization’ – and what is involved. This is a must if your IT company is seeking to transition its ITIL goals to more advanced stages. Join Gary Case and Brian Price as they provide an understanding of governance within the process implementation as it pertains to the roles of process management and finding the right people to undertake those roles.

Many companies strive to get all ITIL processes to at least a ‘Control’ level of process maturity. This takes time, and for most processes requires major changes to metrics, standards, roles and responsibilities, documentation, and communication and management processes. Gary and Brian will walk through each of ITIL’s Service Support and Delivery processes to provide a high level overview of what being at a ‘Control’ level of maturity means for each one. They will then explain why it’s important for IT companies to aim for the next two levels of process maturity – ‘Integration’ and ‘Optimization’ – and what is involved. This is a must if your IT company is seeking to transition its ITIL goals to more advanced stages. Listen to Gary Case and Brian Price as they define key activities to move beyond the defined level and explain how the value of IT is perceived and acted upon through differing values. In addition, they provide an understanding of the value of a process versus the maturity of a process and introduce a transition plan required to go from project to production.

Many companies strive to get all ITIL processes to at least a ‘Control’ level of process maturity. This takes time, and for most processes requires major changes to metrics, standards, roles and responsibilities, documentation, and communication and management processes. Gary and Brian will walk through each of ITIL’s Service Support and Delivery processes to provide a high level overview of what being at a ‘Control’ level of maturity means for each one. They will then explain why it’s important for IT companies to aim for the next two levels of process maturity – ‘Integration’ and ‘Optimization’ – and what is involved. This is a must if your IT company is seeking to transition its ITIL goals to more advanced stages. Join Gary Case and Brian Price as they set the stage for defining the Pink Maturity Model and CMM and the challenges of getting to a Managed Level and missing the target.

Join Terry as he concludes The Dynamic Duo of Customer Service with an understanding of what Problem Management is and how it takes care of Incident Management.

In part 5 Terry goes through the answers and explanation to the audience about the differences between Incident Management and Problem Management. Note: Due to clarity of volume, the audience questions have been removed; this does not impact the nature of the podcast.

In part 4, Terry provides further information on Incident Management covering Management Information, Supply and Demand, Documentation and Formal Planning. Please Note: This is a .MOV file and is best viewed with QuickTime.

Join Terry Sherman as he examines the key activities of Incident Management and the key results. Please Note: This is a .MOV file and is best viewed with QuickTime.

Join Terry Sherman as he continues to explore the relationship between Incident and Problem Management and goes through the goals, identifying Problems and Known Errors and covers basic maturity concepts. Please Note: This is a .MOV file and is best viewed with QuickTime.

When starting their ITIL implementation journey, many organizations choose to focus on the Service Desk function and key processes that will give them quick wins such as the dynamic 'sister act' of Incident and Problem Management. Join Terry Sherman as he explains why beginning your ITIL journey here helps you to achieve highly visible successes that can lead to gaining further commitment for change. Terry will highlight the strategic benefits of implementing fully integrated Incident and Problem Management processes, including what 'fully integrated' really means. Please Note: This is a .MOV file and is best viewed with QuickTime.

Listen, while a Pink Elephant consultant will take you through a scenario that illustrates steps for implementing Configuration Management while referencing ATLAS. This podcast will cover four major points: The challenge, Four Step Improvement Model, ATLAS, Bringing them both together. Take advantage of this podcast if you are interested or in the process of implementing Configuration Management in your organization. View slides while listening to Pink Elephant’s consultant to maximize your learning experience. Please Note: This is a .MOV file and is best viewed with QuickTime.

Listen, while a Pink Elephant consultant will take you through a scenario that illustrates steps for implementing Change Management while referencing ATLAS. This podcast will cover four major points: The challenge, Four Step Improvement Model, ATLAS, Bringing them both together. Take advantage of this podcast if you are interested or in the process of implementing Change Management in your organization. View slides while listening to Pink Elephant’s consultant to maximize your learning experience. Please Note: This is a .MOV file and is best viewed with QuickTime.

Many companies struggle with the concept of who should be on the Change Advisory Board. There are several factors that have to be considered regarding the makeup of your Change Advisory Board (CAB). Primary questions that need to be answered are what is the size of your company and the complexity of the IT infrastructure? Are you a globally disbursed company or concentrated in a single country? Do you have many different platforms or just a few? The answers to these questions will determine whether a single CAB will suffice or if multiple CABs are necessary. But it really doesn’t matter if you will have one or many CABs. They will all have similar characteristics.