The New Horizon in IT Service Management

ITIL and ISO/IEC 20000

October, 2006

Don Long, Director of Operations Management

Codesic Consulting 10210 NE Points Drive Suite 400 Kirkland, WA 98033

ITIL and ISO 20000 Contents

Executive Summary ................................................. 1 IT Service Management Overview............................... 2 Origins in Europe................................................... 2 Emergence as a Global Standard ............................. 2 Running IT as a Business........................................ 3 ITIL and the New ISO Standard............................... 4 The Service Delivery Process Overview ..................... 4 The Service Support Processes ................................ 5 The New ISO 20000 Audit Standard............................ 5 Table 1: ISO/ITIL Head-to-Head View ...................... 7 Business Drivers for Service Management.................... 8 Top Ten Pain-Points ............................................ 8 An Emphasis on Joint Project Engineering ................. 9 Globally Standard Documentation and Training........ 10 Deployment Approaches.......................................... 1. The Pain-Point Approach ................................. 2. The Small Program Approach........................... 3. The Enterprise Program Approach .................... The Codesic Perspective: Applying the New Standards. Lessons Learned The Upside............................... Lessons Learned The Downside .......................... Additional Tips for Moving Forward ........................ 10 10 11 12 13 13 14 14

Industry Projections ............................................... 16 Conclusion ............................................................ 17 Reported Benefits................................................ 17 New Insights Into Old Questions............................ 18 Additional Information ............................................ 19

Executive Summary
ISO/IEC 20000 Released December, 2005 IT organizations focused on reducing costs and improving delivery of their critical business services now have a new international standard to help drive their service improvement initiatives. After gaining momentum globally under the names ITSM and ITIL, the new standard for IT Service Management, ISO/IEC 20000, was published in December 2005. Just as ISO 9000 became pervasive ten years ago as the standard for business process quality assurance, ISO 20000 is positioned to dominate as the audit framework for benchmarking the management of IT systems and services. Early predictions by industry analysts suggest that ISO 20000 will emerge as a minimum bid requirement over the next twelve to twenty-four months and will gain rapid acceptance among government, financial, manufacturing and supply chain organizations that require and place a premium on auditable standards. The new standard will appeal to organizations using outsource service providers, those whose systems interconnect with suppliers, and those that rely on service providers to store or transport sensitive data. These organizations will see ISO 20000 as a verifiable means to insure that suppliers have best practices in place and that they are meeting internationally standard service management criteria. Other corporate and pubic sector IT organizations more focused on internal service improvement can look to the standard as a means to demonstrate to senior management, boards of directors and external customers that their organizations are meeting global best practice standards. This whitepaper provides an overview of the new international standards, including background on why organizations are widely adopting the new standards in the US. It covers the benefits of using a standards-based framework, common deployment approaches along with issues that are commonly encountered and lessons learned that can improve overall project success.
Newly Released After gaining momentum globally under the names ITSM and ITIL, the new standard for IT Service Management, ISO/IEC 20000, was published in December 2005.

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IT Service Management Overview

Simply stated, IT Service Management deals with the disciplines that organizations use to manage their IT applications such as email, sales, human resources, finance, ordering, billing and shipping. More specifically, service management deals with the best practices for managing the application and operating software, hardware, telecommunications, and database infrastructures to deliver optimum service to the organizations that use these systems in their day-to-day business activities. Origins in Europe What began as an IT best practice research effort sponsored by the British government in the 1980s grew in the 1990s to become a collection of industry best practice documentation for operations and systems management. As the documentation matured, it was published in a series of texts now known as the IT Infrastructure Library (ITIL.) This widely read collection of service management guides then became the basis for British Standard - BS 150000 in 2004. ISO 20000 is the international adaptation of this preceding work, and thus will have a familiar look-and-feel to those even minimally familiar with ITIL. Emergence as a Global Standard There has been much work done on standards for software development and project management over the past 10-15 years by groups such as the Project Management Institute and the Software Engineering Institute. Similar standards efforts for managing systems in production, however, were much slower to materialize. Best practices for managing production applications and infrastructure generally evolved along three lines: 1. Homegrown efforts adopted from frameworks such as Total Quality Management (TQM) or Six Sigma, adapted through trial and error, and promoted through popular articles, whitepapers and presentations by industry practitioners.
KITIL e y Point IS Ocollection 20000 roles up the A of best practice texts published pr inciples and practices by the British es tablished underOffice the of Government Commerce ITIL framework to provide (OCG) referred to a standard, noncollectively as the IT pr oprietary systems Infrastructure Library. management framework for the first time.

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2. Industry share-groups, associations and councils that brought together infrastructure professionals to compare approaches and promote best practice development. 3. Product-based or proprietary vendor frameworks such as those from IBM, HP, and Microsofts Operations Framework (MOF). Prior to ITIL, however, none of these efforts gained dominance or rose to the level of becoming a recognized global standard. ISO 20000 rolls up the principles and practices established under the ITIL framework to provide a globally standard, nonproprietary, best practice framework now available to operations and support professionals for the first time.
Ke y Po int ITIL provides a globally standard, non-proprietary, best practice framework available to operations and support professionals for the first time.

Running IT as a Business
A cornerstone of the ITIL service management approach is the principle that IT should be run as a business. This concept assumes that customers will be engaged as full partners in setting the IT agenda and in defining the service levels they ultimately pay for and receive. Achieving this goal requires all of the rigor and discipline that comes with running any successful service business including: A strong service orientation with users viewed as customers. A supply-chain approach, where support groups must work in concert to produce and support the end service. A collaborative organization and culture with a focus on customer satisfaction and customer driven priorities. An understanding that customer-facing services cannot be put at risk through poor internal change, release and configuration management practices. A recognition that the most critical of the enterprises IT services should never fail.

In IT Service Management terms, these elements underpin the emerging service-oriented management philosophy and are promoted in the activities associated with documenting Service Level Agreements, implementing robust Incident and Problem Management processes, and ensuring well coordinated and tested Change and Release Management processes. These processes in turn are supported through good basic data

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collection and detailed analysis of how effective the services are in meeting business needs.

ITIL and the New ISO Standard

For those unfamiliar with ITIL, a brief outline of the core process areas is provided below. One of the benefits of a standard framework, and the ongoing efforts to catalog and refine the systems management processes, is that terminology associated with the processes has been standardized, thereby providing organizations with a common frame of reference and lexicon. Organizations exploring the new ISO standard are, therefore, advised to gain an orientation to ITIL if they are not yet familiar with the underlying service management definitions, concepts, and processes. Although there are seven texts in the current ITIL publication series, the core ITIL service management best practices and the focus of the entry level or Foundation training are documented in two texts:
I T IL T ra in in g

1. Service Delivery The text that focuses on the practices required to provision and support the IT services used by the business. 2. Service Support The text that focuses on ensuring that the business has access to the appropriate IT services to perform their operational functions.

Although there are seven texts in the current series, the ITIL Foundation certification training focuses on two texts: Service Delivery and Service Support

The Service Delivery Process Overview

The Service Delivery processes include the following: Service Level Management The process that ensures the alignment of IT Services with business objectives and drives continuous improvement through a cycle of Service Level Agreement negotiation, monitoring, reporting, and enhancing service performance. Financial Management for IT Services The processes which focus on the cost-effective management of IT assets and the financial management activities used in providing and supporting IT services. Capacity Management Ensures that current and future capacity and performance requirements are aligned with business needs.

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IT Service Continuity Management Supports overall business continuity planning and ensures IT assets and services are protected and recoverable within acceptable business targets. Availability Management Focuses on delivering acceptable levels of availability at a cost that aligns to business needs and the stated availability objectives for the service.

ITIL and ISO20 000 ITIL promotes a fundamental shift away from the technology focused, isolationist IT organization of the past toward a more customer-centric, solution oriented organization of the future.

The Service Support Processes

The Service Support processes, as the name suggests, largely deal with the operation and support of IT services and contain the following best practice descriptions: Service Desk Establishes a central point of contact for customers/users to effectively manage their service issues and requests. Incident Management Focuses on restoring normal service/operations when service failures occur with a goal of ensuring rapid recovery and minimal business disruption. Problem Management Focuses on analyzing service failures and incident trends to eliminate their root causes and proactively prevent future recurrence. Configuration Management Focuses on the hardware, software and communications components called Configuration Items (CIs) and the processes used to manage the IT infrastructure. Change Management Ensures the effective management of changes to the infrastructure components (CIs) to avoid adverse service impact associated with change. Release Management Ensures a holistic approach to managing multiple related or large-scale changes such as major hardware upgrades, operating system and application software releases.

The New ISO 20000 Audit Standard

As a response to rising support costs, leaner budgets, and an increasing reliance on IT for business-critical services, ITIL promotes a fundamental shift away from the technology

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focused, isolationist IT organization of the past, toward a more customer-centric, solution oriented organization of the future. In a world where outsourcing is a very real alternative to marginal or unresponsive internal IT support, ITIL has gained prominence by offering a framework specifically targeting service management issues, and promoting a philosophy where the customer is king. The publication of ISO 20000 provides a badly needed audit standard for the ITIL best practices and a means to measure and benchmark compliance. One issue presented by this publication, is that process groupings and terms do not map to ITIL on a one-to-one basis. It may be that the revision of the ITIL texts currently underway will address these differences, but this issue still needs to be clarified at this point. (For an overview of the ITIL vs. ISO framework similarities and differences, see the Head-to-Head comparison in Table 1 below.) The new ISO standard is published in two parts and is available from the International Standards Organization at: http://www.iso.com. ISO/IEC 20000-1, Part 1: Specification 17 Pages Outlines the requirements for structuring the service management system and the processes and activities that must be in place for compliance certification. These form the required elements of the standard and are worded as such using the active phrasing management shall

IS0/IEC 20000-2, Part 2: Code of Practice 35 Pages Adds best practice guidance in support of the processes and certification requirements. Wording in this second part uses the more passive phasing management should.

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Table 1: ISO/ITIL Head-to-Head View

ITIL Processes Service Delivery Processes Service Level Management ISO/IEC 20000 Processes Service Delivery Processes Service Level Management Service Reporting Financial Management for IT Services Capacity Management IT Service Continuity Management Availability Management Security Management (Published as a Separate ITIL reference text) ITIL Processes Service Support Processes Incident Management Problem Management Configuration Management Change Management Release Management Budgeting and Accounting for IT Services Capacity Management Service Continuity and Availability Management Separated from Service Continuity in ITIL (as shown at left) Information Security Management ISO/IEC 20000 Processes Resolution Processes Incident Management Problem Management Control Processes Configuration Management Change Management Release Processes Release Management Relationship Processes Business Relationship Management Supplier Management Service Desk (Process and Function) Not specifically referenced

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Business Drivers for Service Management

A few large manufacturing, retail and financial companies have moved well ahead in adopting ITIL Service Management approaches in the U.S. Beyond these companies, however, many organizations are just now beginning to build awareness of the ITIL framework and are even less aware of ISO 20000. Although not yet looking at service management standards as an approach to managing cost and service improvement initiatives, these latter companies are struggling day-to-day with many of the issues that ITIL and ISO 20000 are designed to address. Most companies are currently working to connect the dots as to how the various best practices might address their internal service management issues. As these companies build awareness, they will not typically begin with an interest in implementing a broad ISO or ITIL standards program. They are more likely to look at initiating an effort which is more focused on a specific area of potential benefit. The road to service management improvement can be highly successful when using this narrower approach from the start. Organizations commonly describe this approach in terms of service management pain points or high visibility business issues where managers are looking for solutions.

Ado pters A few large manufacturing, retail and financial companies have moved ahead in adopting ITIL in the U.S. Beyond these companies, however, many organizations are just beginning to build awareness of ITIL and are even less aware of ISO 20000.

Top Ten Pain-Points

A top-ten list of concerns reported by CIOs and systems management professionals today deals with cost, service and integration management issues where the new standards can offer a potential fast track to improvement. These issues can be summarized as a need to: 1. Contain operating costs or meet budget reduction targets. 2. Improve systems availability and end-user service levels. 3. Improve business unit perceptions and overall satisfaction with IT. 4. Document service levels and establish a set of basic objective service measurements.
Ke y Po int A top-ten list of concerns reported by CIOs and systems management professionals today deals with cost, service and integration management issues where the new standards can offer a fast track to improvement.

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5. Comply with government, trading partner, or other industry standards. 6. Deploy a new infrastructure tool or support process such as Change Management. 7. Integrate multiple operating sites or develop a plan for a merger or acquisition. 8. Reduce costs to increase investment in application enhancement or new development. 9. Introduce new processes or more formal rigor in areas such as Change Management, Configuration Management, etc. 10. Develop or adapt current support processes to support a major or new application.

An Emphasis on Joint Project Engineering

Along with its emphasis on engaging with business stakeholders, both ISO 20000 and ITIL promote a broader partnership between internal IT development and support organizations. This joint engineering approach calls for early, joint engagement of stakeholders on requirements coupled with ongoing interaction between developers and engineering groups throughout the development life cycle. It is unfortunately still common for network, server and production support teams to be engaged late in the development process, or as in some organizations, not to be engaged at all. While project teams are rapidly completing solution development and preparing to declare victory, production support teams that may have been engaged toward the end of the project, perhaps as part of the testing and deployment planning phase, still refer to this late-stage involvement as the throw-it-over-the-wall approach. The joint engineering approach ends this disengagement of key resources and offers a much higher probability of eliminating re-work resulting from missed operational and engineering requirements in the early stages of the project. Joint engineering promotes collaboration with network and server engineers, business continuity planners, documentation, training and other key support organizations. Similarly, upJoint Engineering

While project teams are rapidly completing solution development and preparing to declare victory, production support teams that may have been engaged toward the end of the project still refer to this latestage involvement as the throw-it-over-thewall approach.

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front engagement of the business stakeholders through the IT Financial Management and Service Level Management planning processes drives improved prioritization of project investments as well as budgeting, accounting and service planning requirements.

Globally Standard Documentation and Training

One of the advantages of using a globally standard framework is the availability of excellent quality, high-level documentation and consistent training. Organizations should not underestimate the value here. An effort to develop similar documentation and training in-house for even one of the process areas would represent a considerable investment. As a place to start, take advantage of the documentation available through the international IT Service Management Forum (itSMF), a non-profit organization which now guides the development of ITIL. Also take advantage of the Foundation and Practitioner training available through multiple US and international training companies. The training is available in a regulated format with standardized testing all around the globe. Make sure the curriculum has been certified by the ISEB or EXIN, the international ITIL certifying bodies, and that one of these organizations is the issuing body for certification. Investing in training to get a Project Manager and a few key individuals Foundation Certified involves about 2-3 days and $1,200 - $1,500 per person. This can be a great way to jumpstart a planning and development initiative.
T rai ni ng an d Do cum entation Organizations should not underestimate the value of the publicly available documentation and training. An effort to develop similar levels of documentation and training in-house for even one of the process areas would represent a considerable investment.

Deployment Approaches
1. The Pain-Point Approach
There are many alternatives for developing a deployment approach. Targeting a pain-point based on a compelling business need, as touched on briefly above, is a common method used by many organizations. This can be a great way for organizations to get started with a minimum investment required.
Dev elo pment App roa ches Targeting a painpoint based on a compelling business need is a common method used by many organizations. This can be a great way for organizations to get started with a minimum investment required.
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If system failures are a highly visible management issue, for example, improving availability might start by building a Service Catalog and ranking the organizations top five or ten systems according to business criticality. Designing an Incident Management process then can begin by focusing on the most critical and most visible business systems. This helps the design efforts in several ways. First, having a specific mission-critical system or systems to focus on helps the designers analyze current processes and assess shortcomings that may be contributing to outages. Second, this narrow rather than generic focus helps zero-in on the most important actions to be taken by support staff during a service failure. Third, it provides real-life examples as test cases for process design validation. Forth, it allows the design team to map how a service failure crosses organizational boundaries and which workgroups need to be involved under varying scenarios. Finally, it provides a roadmap for defining roles, escalation and communication requirements, and ways to measure process effectiveness.

2. The Small Program Approach

A slightly broader approach involves taking on two or three process areas in parallel such as Service Metrics, Incident and Problem Management. This can be an effective way to structure an initiative in smaller organizations or where budgets and resources are a constraint. Selection of the small program approach will make the most sense when the programs objectives are tied to a specific support issue where staff members are motivated to want results, and, are therefore, more likely to achieve them. An example here might be a scenario where IT believes it is providing good quality service but business unit perception of IT support is generally poor.
Dev elo pment App roa ches Taking on two or three process areas in parallel can be an effective way to structure a small program where budgets and resources are a constraint.

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IT organizations facing this situation can begin by engaging their customers through the Service Level Agreement (SLA) process. SLA discussions serve to open up a requirements dialog with the people who depend on the service to get their jobs done. This dialogue provides insights for both sides on how current service levels are supported and steps that might be taken to drive improvement. SLAs also serve to identify Key Performance Indicators (KPIs) that provide the ability to track the actual levels of service being delivered. Once implemented, this fact vs. feeling approach provides a better understanding within the IT department of true business needs and the impact of poor service on the customer. Likewise, the business gains an understanding of ITs delivery capabilities and the increased costs associated with provisioning high availability solutions. When such costs are justifiable based on service need, the business units are more likely to become partners in rationalizing funding.

3. The Enterprise Program Approach

The broadest approach for creating a service improvement program involves creating an enterprise-wide service management program. Organizations adopting this approach typically prioritize best practice development based on expected value/return on investment to the organization and roll-out several core process areas in parallel over a period of two or three years. It is mandatory for the success of such initiatives that appropriate senior management sponsorship and adequate funding are in place. A clearly identified, senior management level sponsor, for example, is a requirement for ISO 20000 certification. When considering the enterprise program approach, the organization should have a track record of successfully implementing large-scale programs such as having deployed a corporate Systems Development Life Cycle (SDLC) methodology, enterprise application or a Program Office. These kinds of activities establish the required foundation of experience in program-level planning and in broad, organizational change management.
Dev elo pment App roa ches When considering the enterprise program approach, organizations should have a successful history of implementing largescale programs.

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The Codesic Perspective: Applying the New Standards

Codesic has worked with many northwest IT organizations in recent years on developing and deploying IT service management best practices. Our experience has shown that organizations will be much more likely to succeed if they begin with an awareness of some fundamental facts and a clear understanding of what ITIL isand what it is not. Perhaps most significant is understanding from the outset that ITIL is a high level framework, not an off-the-shelf, turnkey solution.
Key Ke y Issue Issue Thebest best practice The practice documentation is designed documentation is as a high level framework, designed as a high not an off-the-shelf, fully level framework, deployable solution. not an off-the-shelf, fully Organizations that do not general start with thissolution. deployable understanding are likely to Organizations that do be quickly disillusioned. not start with this Best Practice general remains hard d l understanding t work, and are likely to be quickly neither ITIL nor ISO 20000 disillusioned. Best should be viewed as an instant pudding solution. Practice development remains hard work, and neither ITIL nor ISO 20000 should be viewed as an instant pudding solution.

Lessons Learned The Upside

By providing a starting point for launching IT service and organizational improvement, the ITIL framework and documentation can help organizations with the following: Identify best practice and service management areas that may be weak or entirely lacking in their organization. Develop a common understanding of what issues each practice is designed to address along with the goals and projected benefits of implementation. Provide standard definitions of concepts and terms. Present a foundation to develop organizational and management policies. Develop service measurements and performance metrics and report on process effectiveness. Define and establish support roles. Understand how the service management processes interconnect for managing day-to-day operations.

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Lessons Learned The Downside

Organizations exploring IT service management standards should also understand that: The ITIL documentation does not include the level of detail that will allow an organization to implement detailed process and procedure documentation or plugand-play templates at the workgroup level. The documentation does not contain an organization model or guidance on designing an ITIL-based support organization: There is generally good assistance on defining process related roles and responsibilities, but these should not be confused with organizational or functional workgroup design and position descriptions. ITIL does not provide guidance on how detailed the processes must be to be effective: One of the activities that can lead to program failure is the attempt to create highly detailed process flows and associated procedure documentation. The devil here is truly in the details. Design teams naturally tend to be overly detailed in their initial efforts often leading to analysis paralysis. Finally, organizations should understand that process design and implementation tends to be highly crossorganizational work. Broad sponsorship, organizational commitment and buy-in are, therefore, a must to project success.

Codesics experience has shown that organizations that lack a general understanding of these key points are more likely to become bogged down and ultimately disillusioned with their progress (or lack of it). Best Practice development remains hard work, and neither ITIL nor ISO 20000 should be viewed as a silver bullet.

Additional Tips for Moving Forward

Whether the organization is large or small, centralized or decentralized, starting an ITIL initiative should not be treated casually. Unstructured, poorly conceived efforts with limited sponsorship are much more likely to get tangled up in internal politics and wither on the vine. Despite the best intentions and

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individual commitment, once stalled, a faltering project may sour the atmosphere for future process initiatives. For these reasons, Rule #1 should always be: Structure the initiative as a project. At minimum, this means: Build a charter and a business case outlining the scope, objectives and expected outcomes of the effort including a governance structure, issues management process, and progress tracking on those to ensure that the goals are being achieved. Get a copy of the ISO 20000 standard and use it to become familiar with how the end result of the initiative might be compared against the standards audit criteria. Knowing what the end state should look like will help with planning and design. Make sure there is adequate funding, resource commitment and time allotted to complete the work. Build a project plan with milestones to check progress and keep the plan up-to-date. Above all, make sure the initiatives have appropriate management sponsorship and that there is commitment from the broader organization to press forward.

Ke y Po int Starting an ITIL initiative should not be treated casually. Rule #1 should always be: Structure the initiative as a project.

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Industry Projections
ITIL today has gained an unprecedented level of coverage in the trade press. It is hard not to have come across an article on the topic or on its A.K.A. synonym, IT Service Management. ISO 20000, on the other hand, has received more limited press coverage since its release. As awareness continues to grow in the US, industry experts are currently predicting a groundswell of movement among companies here. For example, Forrester Research recently reported: ITIL adoption among $1B+ revenue companies has increased substantially in the past year, with the number projected to reach 80% within Global 2000 companies by 2010. Likewise, the Gartner Group projects that: By 2008, 35 percent, and by 2012, 50 percent of large IT organizations will have transformed to IT service management, up from less than 20 percent today. Source: 2006 IT Operations and Infrastructure Management Continues to Mature. Gartner Predicts, November 29, 2005 Additionally, Gartner states: with the arrival of ISO/IEC 20000, we anticipate a substantial growth in the level of interest in the certification of IT Service Management (ITSM) capabilities from IT services providers. By 2008, ITIL compliance will be buying criteria in 75 percent of relevant IT sourcing decisions (0.8 probability). By yearend 2008, at least 60 percent of relevant public-sector and at least 30 percent of relevant private-sector sourcing deals in mature information and communication technology (ICT) economies will demand ISO/IEC 20000 certification in their RFPs (0.6 probability). Source: ISO/IEC 20000 Has an Important Role in Sourcing Management, January 5, 2005

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Conclusion
Reported Benefits
Codesic customers in the northwest who have successfully implemented ITIL-based service improvement projects are now actively promoting the benefits of using a public domain, best practice framework approach. Some of the benefits are tied directly to business outcomes, while others are reported as internal benefits resulting from tapping into the growing global ITIL/ISO community. When considering whether the approach might be right for your organization, determine whether any of the following might factor into your value proposition: Improved dialog between IT and the business. A better understanding of business and service requirements. Improved alignment of IT priorities. (i.e. working on the right things). Ability to track and report on key metrics associated with reduced infrastructure costs and improved service levels (i.e. demonstrated IT value). Reduced incident rates and recurring problems. Better understanding within IT as to the impact of poor service. IT staff more proactive in communication and generating service improvement ideas. Implementation of a common language for discussing service management issues within the IT organization and with the business. Improved organizational effectiveness, collaboration, and teamwork. Improved recruiting and retention.
Ke y Po int ITIL and ISO 20000 will help organizations answer such long standing questions as: How is our organization performing as compared to our peers? If the goal of our organization is to become world class, how do we know when weve arrived?

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Ability to network and share ideas and experiences with a global community of ITIL adopters and Local Interest Groups.

New Insights Into Old Questions

Codesic views the publication of ISO 20000 as an exciting new tool for organizations focused on reducing costs and improving their services. The combination of a global best practice standard and the new ISO 20000 audit standard will allow organizations to develop and benchmark their best practice efforts against common criteria for the first time. This will move IT leaders one-step closer to answering the long-standing questions: How is our organization performing as compared to our peers? If our goal is to become world class, how do we know when were there?

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Additional Information
Codesic delivers IT project success to Pacific Northwest companies by offering the regions best resources and industry best practiceseither as outsourced projects or as members of client-driven teams. We have been a leader in operations and service management best practices, working with organizations in the northwest for over 10 years. We invite you to contact us to discuss how ITIL and ISO 20000 might be of benefit to your organization. With 20 certified ITIL consultants on staff, we understand today's enterprise service management challenges and bring the specialized knowledge needed to ensure that each engagement will be a success. Codesics team of ITIL/ISO 20000 experts are handpicked and include some of the northwests premier IT professionals with a track record for turning IT service challenges into business results. Our goal is to help you design your ITIL initiatives and align your technology, infrastructure, and service improvement investments to deliver maximum results. This consultation is free and offered with no obligation. For additional copies of this document or to discuss how Codesic can help your organization get started with ITIL or ISO 20000, please contact us at (425) 576-9292, on the web at www.codesic.com or by e-mail at Don.Long@Codesic.com.

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About the Author

Don Long is Director of Operations Management at Codesic Consulting in Kirkland, WA. He joined Codesic in 2005 after serving as a Senior Director, Global Service Management at DHL in Scottsdale, Arizona, where he led the companys ITIL development project for data centers in the U.S., Europe and Asia. Don leads Codesics ITIL and IT Service Management practice area. As an executive consultant, he has led best practice assessments, operational planning and service improvement projects for the City of Seattle, the State of Washington, AT&T Fixed Wireless, Weyerhaeuser, Snohomish County PUD, and other Puget Sound area IT organizations. He began his career at US WEST where, over a 17-year period, he served in various roles in operations, technology planning and management. Don holds a B.S. degree from Wayne State University and certificates from the University of Washington Writers Program in non-fiction and in Multi-media Systems Design. He is also certified in the Information Technology Infrastructure Library (ITIL), Carnegie-Melon/Software Engineering Institutes Capability Maturity Model Integrated (CMMI), and in Deming Quality Management.

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