Articles & Case Studies

As the most widely adopted framework for IT service management in the world, it is hard to believe that ITIL is more than 20 years old. This white paper explores what is ITIL and what are its origins, how ITIL is organized around a service lifecycle which includes service strategy, service design, service transition, service operation and continual service improvement and why would an organization be interested in ITIL, highlighting the benefits of this approach.

Over the past decades, ITIL has become a de facto standard in the IT industry. Today, the well-known framework for IT support and IT Service Management from the English government is indeed a strong brand that is associated with focus on quality and control. Almost every self-respecting IT Manager or IT Services Consultant would say that they are fully aware of its concepts and terminology and that they have the ITIL “best practices” in their toolbox. Almost every IT services offer takes care to sufficiently refer to ITIL based practices and common terminology, even though most would also add their dedication to combining it with a more targeted, often more “pragmatic, down-to-earth” approach while applying them. So what then would have made us love ITIL even more for the world of today and tomorrow? This text aims to explore one top-10.

This White Paper is for senior executives, managers and decision makers whose businesses make use of information technology (IT). It is relevant for any size or type of organization – whether small, medium or large; local or multinational; public sector, private sector or not-for-profit. It is essential reading for anyone who wants to maximize the value from their IT. This White Paper will explain how IT services provide business value, and why good IT service management is essential in order to unlock this value.

ITIL is a Best Practice standard, which people have heard of and they think it sounds good. But often they haven’t taken time to analyze their own organization’s issues. They don’t
really understand why they need ITIL or how it is going to help them; instead, they implement ITIL processes because it looks good on paper. But you can waste a lot of money on implementing ITIL if you don’t understand your own organization’s pain points.

Disney began adopting ITIL best practice in the mid-2000s. ITIL was developed by the Office of Government Commerce (OGC) in the UK and is the most widely accepted approach to IT service management in the world. It provides a cohesive set of best practice, drawn from the public and private sectors internationally. The scale of the organization is extraordinary. Over 118 million people visit the parks every year. Clearly, excellence in service management is critical for the organization. ‘Guests have high expectations of what a Disney Parks experience should be and we are a guest-centric business. We are focused on telling the story through immersive experiences and in-the-moment interactions between guests and cast members. Technology is used to advance that story. Behind the scenes we are looking for increased efficiencies and cost reductions while all the time improving creatively and technically.’

With this article we explore how the 2017 version of PRINCE2 will change the certification scheme, and how these changes may impact (or not) on your current certification. A special focus is put on the validity of the PRINCE2 Practitioner certification, and on the innovation of the PRINCE2 membership Programme.

Organisations are facing so much unknown that they have to be ready almost for anything. That means the ability to launch quickly project and mobilise multi-skilled resources either in house or through pre-agreed commercial subcontracts or a mix of both. The AgilePM guidance of ABC (Agile Business Consortium) has an interesting document called “PAQ : Project Approach Questionnaire” used at the outset of the project. The questionnaire is in fact a risk assessment for the management side of the project. It helps defining if all stakeholders are effectively able to work in agile.  In this article we explore 5 examples of area to check before launching an agile project.

The Grand Hôpital de Charleroi (GHdC) resulted from the merger of two hospitals. “Everybody wanted to set up a real merger and not only juxtapose all the services. We wanted a global project for our patients.” Said Georges de Wasseige, Director Organisation & Projects. That implied a lot of change, reorganization, services merger and so on; a lot of projects going on and they all had to proceed also.

No one wants to be late for a key deadline. As the deadline approaches, and you’re running late, the project manager and the project team work like crazy to stay on time. Everyone works late and comes in at weekends. This generates stress, overload, even burnout. There’s a better way to deliver on time. It’s called time-boxing.

Should a project manager be a change manager? The traditional answer was YES, a project manager should know how to manage change. Today the answer is more often NO, as there are new and better ways to manage change. What is wrong with a project manager running change management? Why invent this new role of Business Change Manager? If we understand the Customer – Supplier relationship in projects, we will understand why….