The shift of the Information Technology Infrastructure Library (ITIL) 4 from process to value helps IT service management (ITSM) service providers demonstrate business value and adapt to change so they can meet business needs and customer expectations and thrive in an ever-changing technology landscape. However, in the face of an increasingly complex digital business environment, managing the diverse components of IT service operations can be challenging.

The Information Technology Infrastructure Library (ITIL) is a customer-centric framework that promotes governance, collaboration, and continuous improvement. At a time when IT service management (ITSM) is changing with new technology, shifting regulatory requirements, and decentralized teams, this is vital. We explored how the ITIL 4 service value system helps ITSM service providers generate business value through the creation, delivery, and continuous improvement of services.

As companies expand their operations, they transition from ad hoc to strategic approaches in their quest for optimal IT service management. Frameworks like ITIL (Information Technology Infrastructure Library) and COBIT (Control Objectives for Information and Related Technologies) play pivotal roles in this endeavor.

DevOps practices in software development have revolutionized the way updates are released. However, many companies entrenched in ITIL practices find it challenging to seamlessly integrate with the DevOps practice of Continuous Integration and Continuous Delivery/Deployment (CI/CD). This is because ITIL focuses on stability, which suits older systems, while DevOps is ideal for modern setups with its agile, automated practices.

Discussing the pitfalls of ITIL, and why it’s worth nevertheless.

The service portfolio helps you pull together your end-to-end service offering and make it more focused on customer outcomes. Done well, it can promote IT Service Management (ITSM) and make your services more visible. Defined in ITIL, this process broadens the view and incorporates IT services across their entire lifecycle. In the following post we will explore its full scope of practice and the benefits it can bring to service delivery and user experience across your organization.

Change Management is a critical practice for organizations to effectively adapt, innovate, and maintain stability. It involves various aspects of an organization's IT infrastructure, applications, processes, and policies. As the scope and complexity of changes continue to grow, the need to automate a Change Management workflow becomes paramount. In this article, we will explore the different types of changes described by ITIL to then break down the process behind automating the Change Management process.

The Information Technology Infrastructure Library (ITIL) Service Asset and Configuration Management process, described in its Service Transition guide, requires IT organizations to establish and maintain a configuration management database (CMDB) to keep track of configuration items (CIs) and the relationships between them. An up-to-date and functioning CMDB is one of the most important indicators of ITIL implementation success.

Configuration Items or CIs are the building blocks that make up business services. Managing them effectively is a key activity of the Configuration Management process, which looks to make sure these components are accounted for and reliable information on them is available. It lays the groundwork for trustworthy service operations. The most widespread practice to do this is by building a Configuration Management Database (CMDB) that sets out your CIs and their relationships.