what's new in itil this year? itil v3 overview
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Signature Customer Service & Support Professionals Conference
October 2007
Brenda IniguezAmericas ITSM Consulting Director
Front Range Solutions
What’s new in ITIL this year?ITIL V3 Overview
Overview of ITIL V3
ITIL V3 Overview Agenda
� Who are the new V3 players?
� Key concepts of V3 – Core Overview
� The five new ITIL V3 books – highlights
� The new consistent structure of the V3 books
� Market Trends for ITIL
� New ITIL Certification Scheme
Information T echnology I nfrastructure L ibrary
ITIL - Origins & Evolution
� Late 1980s– UK government (CCTA / OGC) project started
– Organizations outside of government became interested
– First books published
� Early 1990s
– The library completed
� Late 1990s
– ITIL Version 2 Published
– Pink Elephant introduced ITIL to North America (1997)
� Where is it going?
– Early industry adopters (Financial \ Government \ Utilities \Medical)
– Global adoption – now defined as ISO 20000
– Major Vendor Support – Tool Compatibility to ITIL
– ITIL V3 – Just Published on 05/30/07 & launched 06/0 5/07!
The ITIL V3 Players
OGC - Office Of Government Commerce (www.itil.co.uk )� Formerly Central Computer & Telecommunications Agen cy CCTA; Kicked off ITIL®
� Manages the ITIL portfolio on behalf of the UK gover nment, which owns the intellectual property rights in the ITIL content and data
TSO – The Stationery Office (www.tso.co.uk) � Official publisher of the OGC’s ITIL; based in the UK
APMG – The APM Group (www.apmgroup.co.uk)� Appointed on 01/29/07 by OGC as the official ITIL Ac creditor� Known worldwide for their official Accreditor statu s of PRINCE2, MSP, M_o_R
EIs – Examination Institutes� Information Systems Examinations Board (ISEB)� Examination Institute for Information Science (EXIN ) & Loyalist College� Examining bodies that administer the ITIL certifica tion process
ATOs – Accredited Training Organizations (by APMG, EXIN, ISEB)
ItSMF - Information Technology Service Management Foru m (www.itSMFUSA.com)
� International Trade Association; Networking forum f or ITIL; Membership based
An Update Is Coming: ITIL V3
Source: Sharon Taylor
ITIL Refresh: Version 3, A Lifecycle Approach
OGC Communication Update� Communications www.itil.co.uk/comms.htm#cat1
� "Status update - 27 February 2007 “ Hundreds were involved in V3!
� The Public Review of the core books began on 8 January and ended on 22 January. 471 reviewers were selected from about 700 applications. Of the applicants, those chosen represent the best balance of views from small, medium and large, public and private sector users, vendors, consultants and training organizations from all continents. 249 completed the review . The numbers of reviews per book were: Service Strategy 50, Service Design 48, Service Transition 49, Service Operation 56, Continual Serv ice Improvement 46. At the moment we are analyzing responses and deciding actions. The Review is being formally recorded, so every comment will be evaluated and either accepted, partly accepted or rejected. Actions or reasons for rejection are being logged. TSO and OGC would like to thank everyone who took part for generously giving their time and sharing their views
� Authors will revise their books in the light of the Review comments and submit back to the Editorial Board for final editing and alignment. At the same time the ITIL glossary is being updated
� The APM Group (APMG), which has assumed the role of off icial ITIL accreditor for OGC, has reached an agreement with EXIN and BCS-ISEB , the existing ITIL examination institutes. The agreement means candidates taking ITIL examinations will have maximum access to the quality training and assessment they require in order to gain certified ITIL qualifications
The Service Support Process Model – Pink Elephant
ManagementTools
DifficultiesQueries, Enquiries
CommunicationUpdates
Work-arounds
Service DeskService Desk
Incidents
Incidents
CMDB
Change ScheduleCAB MinutesChange StatisticsChange ReviewsAudit Reports
ReleasesCIs
RelationshipsProblemsKnown Errors Changes
CMDB ReportsCMDB StatisticsPolicy/StandardsAudit Reports
Release ScheduleRelease StatisticsRelease ReviewsSecure LibraryTesting standardsAudit Reports
Problem StatisticsTrend AnalysisProblem ReportsProblem ReviewsDiagnostic AidsAudit Reports
ProblemProblemService ReportsIncident statisticsAudit Reports
Releases
ReleaseRelease
The Business, Customers & Users
ChangesIncidentIncident
ChangeChange
Incidents
ConfigurationConfiguration
Availability Management
Availability Management
Capacity Management
Capacity Management
IT Financial Management
IT Financial Management
IT ServiceContinuity
IT ServiceContinuity
SLA’s, OLA’s, SLR’sService requestsService catalogueSIPException reportsAudit reports
Availability PlanAMDBDesign CriteriaTargets/ThresholdsReportsAudit Reports
Capacity PlanCDBTargets/ThresholdsCapacity ReportsScheduleAudit Reports
Financial PlansTypes & ModelsCosts & ChargesReports Budgets & ForecastsAudit Reports
IT Continuity PlansBIA & Risk AnalysisDefine RequirementsControl CentersDR ContactsReportsAudit Reports
The Business, Customers & Users
RequirementsTargets
Achievements
QueriesEnquiries
CommunicationUpdatesReports
Service LevelManagement
Service LevelManagement
The Service Delivery Process Model – Pink Elephant
Man
agem
ent T
ools
Ale
rts,
Exc
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hang
es
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Planning To Implement Service Management
Service Management
ServiceDelivery
The
Business
The Business
Perspective
Application Management
ICTInfrastructureManagement
The
Technology
Security Management
ServiceSupport
The V2 Process World – Pink Elephant
ManagementTools
DifficultiesQueries, Enquiries
CommunicationUpdates
Work-arounds
Service DeskService Desk
Incidents
Incidents
CMDB
Change ScheduleCAB MinutesChange StatisticsChange ReviewsAudit Reports
ReleasesCIs
RelationshipsProblemsKnown Errors Changes
CMDB ReportsCMDB StatisticsPolicy/StandardsAudit Reports
Release ScheduleRelease StatisticsRelease ReviewsSecure LibraryTesting standardsAudit Reports
Problem StatisticsTrend AnalysisProblem ReportsProblem ReviewsDiagnostic AidsAudit Reports
ProblemProblemService ReportsIncident statisticsAudit Reports
Releases
ReleaseRelease
The Business, Customers & Users
ChangesIncidentIncident
ChangeChange
Incidents
ConfigurationConfiguration
Availability Management
Availability Management
Capacity Management
Capacity Management
IT Financial Management
IT Financial Management
IT ServiceContinuity
IT ServiceContinuity
SLA’s, OLA’s, SLR’sService requestsService catalogueSIPException reportsAudit reports
Availability PlanAMDBDesign CriteriaTargets/ThresholdsReportsAudit Reports
Capacity PlanCDBTargets/ThresholdsCapacity ReportsScheduleAudit Reports
Financial PlansTypes & ModelsCosts & ChargesReports Budgets & ForecastsAudit Reports
IT Continuity PlansBIA & Risk AnalysisDefine RequirementsControl CentersDR ContactsReportsAudit Reports
The Business, Customers & Users
RequirementsTargets
Achievements
QueriesEnquiries
CommunicationUpdatesReports
Service LevelManagement
Service LevelManagement
Man
agem
ent T
ools
Ale
rts,
Exc
eptio
ns, C
hang
es
Key ITIL V2 To V3 Concept Differences
Source of Table: “ITIL Refresh Newsletter 1st Edition Autumn 2006”.
� ITIL V2 worked to align service management with business strategy
� ITIL V3 integrates IT and the business into a single ecosystem
Service Management LifecycleCollection of Integrated Processes
Dynamic Service PortfoliosLinear Service Catalogs
Value Service Network Integration Value Chain Management
Business and IT Integration Business and IT Alignment
ITIL V3ITIL V2
Concept Differences
� V2 Alignment vs. V3 Integration : For many years we have been discussing the topic of how to align Business and IT objectives
� However, when does the line between the business process and its supporting technology begin to fade to a point where there is no longer a true ability to separate or revert back to manual options?
– If you consider banking as an example: The Financial Mgmt. business processes and their supporting technologies are now so inter-depe ndant they are inseparable
� It is to due to this growing realization that the term Alignment is being replacedwith the concept of Integration
� Source: Troy’s Blog http://blogs.pinkelephant.com/index.php?/troy/comments/itil_v3_the_past_and_the_future/
Value Chain Management
vs.
Value Service Network Integration
� V2 Value Chain Management = a business customer being supported by a single internal IT service provider
� V3 Integrated Value Service Network = a business customer being provided service by internal IT service providers + those provided by a shared service model to multiple business units + the option of using different external outsourcing options + leveraging a software as a service model
� Source: http://blogs.pinkelephant.com/index.php?/troy/comments/itil_v3_the_past_and_the_future/
Linear Service Catalogs vs. Dynamic Service Portfol ios
� V2 Linear Service Catalog = a brochure of IT services where IT publishes the services it provides with their default characteristics and attributes
� V3 Dynamic Service Portfolio = the product of a set of processes where service strategy and design conceive of and create services that are built and transitioned into the production environment based on business value
– The services documented in this catalog are bundled together to fit for purpose offerings which are then subscribed to as a collection and consumed by business units
� Source: http://blogs.pinkelephant.com/index.php?/troy/comments/itil_v3_the_past_and_the_future/
Collection of Integrated Processes vs. Service Mgmt Lifecycle:
� ITIL V3 core books are structured around a Service Lifecycle. This new structure organizes the processes we understand fro m ITIL V2, with additional content and processes we are waiting to hear more about within the context of the life span of IT Services. From th is observation we can see that the primary focus is shifting from Process to IT se rvice
� While processes are important they are secondary an d only exist to plan for, deliver and support services. This moves the importance and profile of the Service Catalog from being an accessory of the Service Level Management process to being the corner stone of ITSM
� Service Level Management … V3 is all about SERVICE !
The V3 Lifecycle
CORE
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ITIL V3 Library
Service Strategy
Service Design Service Transition
Service Operation Continual Service
Improvement
The Official Introduction To The
ITIL® Service Lifecycle+ Complementary Guidance
The 5 “CORE V3” BOOKS
ITIL V3 - Authors� ITIL V3 Chief Architect: Sharon Taylor, Aspect Gro up� APM Group: Richard Pharro
– ITIL V3 Core Book Authors: � Service Strategy
– Majid Iqbal, Carnegie Mellon University, USA– Michael Nieves, Accenture USA
� Service Design– Vernon Lloyd, FoxIT, UK– Colin Rudd, IT Enterprise Mgmt Services, Ltd., UK
� Service Transition– Ivor McFarlane, Guillemot Rock, UK– Shirley Lacy, ConnectSphere, UK
� Service Operation– David Cannon, HP USA – David Wheeldon, HP UK
� Continual Service Improvement– George Spalding, Pink Elephant Canada/USA– Gary Case, Pink Elephant Canada/USA
V3 Overview
� Introduction, overview, context
� Service management as a practice
� Service lifecycle
� Role of processes in the lifecycle
� Role of functions in the lifecycle
� Practice fundamentals
� Practice principles
� Processes
� Organizational design and structures roles and responsibilities
� Challenges, critical success factors, risks
� Supplemental guidance
� References
� The five new V3 Core books will all
follow this consistent structure:
Service Strategy
The first book in the lifecycle is the Service Strategy book
which looks at the overall business aims and expectations
ensuring the IT strategy maps onto these:
– Value Creation
– Business Fundamentals of services (New)
– Service Provider Types– Service Structures (New)
– Service Strategy Processes
– IT Financial Management– Service Portfolio Management (New)
– Demand Management (New)
Business Eco systems
From value chains to value nets
Adaptive processes for customers, services and strategies
Linking to external practices and standards
The Source Of Service Value� Utility
– Utility is what the customer wants – The Service is “ Fit for Purpose ”– Derived from the attributes of a service that:
� Have a positive effect on the performance of activities, objects, and tasks associated with desired outcomes
� Or with the removal or relaxing of constraints on performance
� Warranty– Warranty is how what the customer wants is delivered
The Service is “Fit for Use”– Derived from the positive effect of:
� Being available when needed
� In sufficient capacity or magnitude� Dependably in terms of continuity and security
Utility + Warranty = Value
Service DesignThe second book is Service Design, which starts with a set of new or
changed business requirements and ends with the development of a
solution designed to meet the documented needs of the business.
– Service Design Principles
– Service Design Processes
– Service Catalog Management (New focus)
– Service Level Management
– Capacity Management
– Availability Management– Service Continuity Management
– Information Security Management (New as core)
– Supplier Management (New)
– Application Management (New as core)
– Requirements Engineering (New)
Policies, Architecture, Portfolios, service models
Outsource, shared services, co-source models
The service package of utility, warranty, capability
Service TransitionThe third book is Service Transition which is concerned with managing
change, risk and quality assurance and has an objective to implement
service designs so that service operations can manage the services
and infrastructure in a controlled manner.
– Service Transition Principles– Service Transition Processes
– Change Management
– Configuration Management System (New)
– Service Asset and Configuration Management
– Knowledge Management (New)
– Service Releases Planning Newly designed Change, Release and Configuration processes
Managing organization and cultural change during transition
Service management knowledge systemIntegrating projects into transition
Service OperationThe fourth book in the lifecycle is Service Operation which is
concerned with business as usual activities.
– Service Operation Principles
– Service Operations Processes
– Event Management (New)
– Incident Management
– Problem Management
– Service Request Management (New)
– Functions (Detailed Information for each)
� Service Desk
� Technical Management (New)
� IT Operations Management (New)
� Applications Management (New)
Robust end to end operations
Redesigned, incident and problem processes
Event, technology and request management
SOA, virtualization, adaptive, agile service operation models
Continual Service ImprovementThe final book is Continual Service Improvement which has an overall view
of all the other elements and looks for ways that the overall process and
service provision can be improved.
– Continuous Improvement Fundamentals– Continuous Improvement Principles
– Continuous Improvement Models
– Measurement and Control � Measurement
� Benchmarking
� Reporting� Implementation Consideration
– Service Level Management
The business case for ROI
Overall health of ITSM
How to measure, interpret and execute results
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Lifecycle ProcessesSERVICE STRATEGY• Service Strategy• Service Portfolio
Management• Financial Management• Demand Management
SERVICE OPERATION• Event Management• Incident Management• Request Fulfillment• Problem Management • Access Management
SERVICE DESIGN• Service Catalog Management• Service Level Management • Supplier Management • Capacity Management • Availability Management• IT Service Continuity
Management• Information Security
Management
SERVICE TRANSITION• Transition Planning and
Support• Change Management• Service Asset & Configuration
Management• Release & Deployment
Management• Service Validation• Evaluation• Knowledge Management
CONTINUAL SERVICE IMPROVEMENT
• Seven Step Improvement
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Today’s IT Organizations Tomorrow’s IT Organizations
� Focused on Technology� Focused on Customer
Outcomes
� Firefighting Mode � Demand-Driven
� Organizational
“Stovepipes”
� Enterprise Services and
Process
� Unknown Costs � Financial Transparency
� Technical Metrics � Business Value
Transitioning To ITSM
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The “New” Processes & Functions To Consider
Processes:
� Service Strategy (SS)
� Return on Investment (SS)
� Service Portfolio Management (SS)
� Demand Management (SS)
� Service Catalog Management (SD)
� Supplier Management (SD)
� Application Management (SD)
� Data & Information Management (SD)
� Requirements Engineering (SD)
� Transition Planning & Support (ST)
� Configuration Management System (ST)
� Service Validation & Testing (ST)
� Valuation (ST)
� Knowledge Management (ST)
� Event Management (SO)
� Request Fulfillment (SO)
� Access Management (SO)
� Monitor & Control, IT Operations, Technology Domain Management (SO)
� 7 step Continuous Improvement (CSI)
� Service Reporting (CSI)
� Service Measurement (CSI)
� ROI for CSI (CSI)
� Service Improvement (CSI)
Functions:
� Technical Management function (SO)
� IT Operations Management function (SO)
� Applications Management function (SO)
26 “new” processes and functions defined
V3 Highlight Market Trends
What the Analysts are Saying… &
“ I’m Already Using ITIL V2 … What Should I Do?”
Market Trends To Consider
� Gartner Inc. - May 2007– One of the big differences in V3 is the processes described now help govern IT and set a
strategy that incorporates financial principles such as ROI. This is a substantial update, particularly in defining IT services in terms that are valuable to the business
– Rather than being tactically focused on improving distinct operational processes, this version is more strategic. It will have more appeal to the CIO-level person, rather than just the people running infrastructure operations
– Gartner is predicting that by year-end 2010, ITIL w ill be in use by 30% of companies with 250-999 employees and by 60% of companies with more than 1,000 employees. We see it as the de-facto best practice guidance fo r IT services
– Fears that IT organizations that have invested heavily in V2 training and processes will have to start from scratch are unfounded; V3 is really an evolutionary approach, building on what is already there
– Implementing ITIL at big companies is often a two-or three-year effort. IT organizations in the midst of implementing V2 probably will adapt to V3 as they go through the multiple-year process
Market Trends To Consider � Forrester Research - April 2007
– Marketing Technology Adoption 2007 by Elana Anderson, April 26, 2007– Improving customer experiences is top technology th eme … improving online experiences– Technologies that help optimize and refine customer interactions and communications, such as
site optimization, contact optimization, and intera ction management
� Forrester Research - February 2007– 2007 Enterprise IT Budget Outlook: North America B usiness Technographics North America ;
by G. Oliver Young, February 08, 2007
– The outlook for IT spending in 2007 is improved fro m 2006. Enterprises expect to increase their IT budgets by 3.8%, up from a 3.2% planned increase at this time last year
– This increase in spending will have a positive impact on security spending as well as on IT R&D. This should come as good news to CIOs, who, on aver age, continue to struggle with providing tangible business value to their companie s, improving IT efficiencies, and supporting corporate growth. For 2007, IT shops plan to spend the majority of their efforts preparing for disaster, securing the infrastructure , upgrading storage and servers, and replacing outd ated systems. To do so, they plan to limit services spe nding and leverage proven financial justification methods — such as ROI and TCO — to just ify budgets
– Improving the efficiency of IT is a critical priori ty for 20% of SMBs , and 33% of SMBs will make the measurement of IT's impact on business performa nce a priority. The top IT initiatives for 2007 include upgrading disaster recovery and securi ty capabilities
Practitioner Level
EXIN Certification – ITIL Practitioner - 5 days
• Configuration, Change and Release Management ‘IPRC’
• Service Desk, Incident and Problem Management ‘IPS R’
• Service Level Management & Financial Mgmt. ‘ IPAD’
• Availability & Capacity Management “IPPI”
Practitioner Level
EXIN Certification – ITIL Practitioner - 5 days
• Configuration, Change and Release Management ‘IPRC’
• Service Desk, Incident and Problem Management ‘IPS R’
• Service Level Management & Financial Mgmt. ‘ IPAD’
• Availability & Capacity Management “IPPI”
Foundation LevelITIL V2 IT Service Management Essentials – 2 Days
ITIL V3 IT Service Management Foundations - 3 daysV3 Bridge Class & Exam - 1 day
Management Level
• ITIL Service Manager– 10 weeks
Management Level
• ITIL Service Manager– 10 weeks
ITIL Education & Certification – V2
ITIL Foundation for Service Management2 credits
15 Credits
3 3 3 3 3
16 Credits
Managing through the Lifecycle5 5
ITIL Diploma AchievedITIL Diploma Achieved
Advanced SM Advanced SM Advanced SM Advanced SM Advanced SM Advanced SM Advanced SM Advanced SM Professional Professional Professional Professional Professional Professional Professional Professional DiplomaDiplomaDiplomaDiplomaDiplomaDiplomaDiplomaDiploma
V2 Foundation Certificate
1.5
V3 Bridge.5
V3 Bridge.5
ITIL Qualifications Scheme
V3 ManagerBridge
5
V2 Service
Manager 17
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Target Dates For Completion
Foundation:Knowledge and comprehension in the key concepts, te rminology andprocesses of ITIL v3
Lifecycle stream:Built around the five core OGC books: SS, SD, ST, S O and CSI
The Intermediate Capability stream:Built around four clusters:
Service Portfolio & Relationship ManagementService Design & OptimizationService Monitoring & ControlService Operation & Support
To achieve a diploma, candidates must achieve 22 credits , two of which can be gained at Foundation level.
ITIL v1 and V2 Practitioner & V2 Service Manager ce rtifications DO count towards the ITIL Diploma in Service Management.
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QUALIFICATION DATE
V3 Foundation Examination June 13, 2007
(V2 Foundation ends Dec 31 2007)
V2 to V3 Foundation Bridge July 2007
V2 to V3 Managers Bridge Examination Q3 2007
Diploma available to existing Managers Q3 2007
Lifecycle Modules Q3 2007
Capability Modules Q3 2007
Managing Through The Lifecycle Examination Q4 2007
Diploma available to new students Q4 2007
V2 Managers/Practitioners retired Q4 2008
Target Dates For Completion
Capability Stream Courses
� Class mapping names, from Practitioner class abbreviations to the V3 Capability Stream names:
� The Intermediate Capability stream: built around four clusters:– Service Portfolio & Relationship Mgmt (P&R) – IPAD (02/2007)
– Service Design & Optimization -------- (D&O) – IPPI (in dev now)
– Service Monitoring & Control ---------- (M&C) – IPRC (2005)– Service Operation & Support ------------ (O&S) – IPSR (2006)
� P & R covers SLM & Financial Mgmt
� D & O covers Availability, Capacity, and IT service Continuity Mgmt
� M & C covers Change, Configuration, and Release Mgmt
� O & S covers Incident & Problem Mgmt and Service Desk
Your Role For ITIL V3
� 05/30/07 - new ITIL V3 books published
� 06/05/07 - official worldwide launch of ITIL 3! - U K– Determine which option for attaining the new V3 boo ks best fits you and your organization
� Hardcopy set, online pdf books, TSO-hosted option
� Keep posted on the ITIL V3 sites for breaking updat es– Web links on Resource slides at back– Updates on V3 Certification Scheme– Course Offering Modifications defined – if any:
� For example: Foundation, Practitioner, Manager lev els� Any course ‘grandfathering’ guidelines� Any ‘bridging material’ guidelines
� Be part of the V3 Evangelist Team!– Encourage the adoption of the V3 Service Lifecycle concepts– All five books vs. just the two Service Support and Delivery Books
� OGC Site The Office of Government Commerce (The official owners of ITIL)www.ogc.gov.uk; www.itil.co.uk
� APM Group (The official ITIL certification and exam provider)
www.apmgroup.co.uk; www.itil-officialsite.com/home/home.asp
� TSO (The official ITIL publishers) - to order the ITIL books
www.tso.co.uk; www.tso.co.uk/itil
� Other Stakeholders– itSMF (The World's Largest ITIL User Group)
www.itsmf.com; www.itsmf.ca; www.itsmfusa.org
– EXIN - www.exin-exams.com
– Loyalist College - www.itilexams.com
– ISEB - www.bcs.org/iseb
– Pink Elephant – V3: https://www.pinkelephant.com/en-US/AboutPink/Information+Central.htm
� http://blogs.pinkelephant.com/index.php?/troy/comments/itil_v3_the_past_and_the_future/
Official ITIL Resources
� ITIL Refresh Newsletters - TSOwww.best-management-practice.com/ITILRefreshRegister
www.itil.co.uk/ITIL_Refresh%20News_1st_Edition.pdf
� ITIL Certification Management Board (ICMB) Message
www.itil.co.uk/icmb.htm
� ITIL Accreditation Pyramid Handout and ITIL Press C enterwww.itil-officialsite.com/home/home.asp
� ITIL Official Site (APMG) www.itil-officialsite.com
� Fact Sheet: ITIL Refresh - The Impact on Examination s www.itil.co.uk/car4.htm
� ITIL Refresh Scope and Development Plan www.itil.co.uk/scope_web.pdf
� ITIL Communication Update www.itil.co.uk/comms.htm#cat1
Official ITIL Resources – Additional
Brenda [email protected]
510-262-9925
www.frontrange.com
Be part of the V3 Evangelist Team!� Encourage the adoption of the V3 Service Lifecycle concepts� … all five books vs. just the two Service Support & Delivery Books