- 37 ans
- Conseil en organisation des Services IT
- IT Service Manager | ITIL Expert
- ITIL, Cobit & CMMI certifié
- processus IT | Excellence Opérationnelle
- Auditeur AFNOR Référencé
IT Service Manager / Qualité Méthodes et Processus IT
10 ans d'expérience professionnel dans le domaine des systèmes d'information.
- Service manager Qualité Méthodes et Processus IT
- Gestionnaire d'application métier
- Identifier, planifier, lancer, suivre, analyser et présenter les actions afin d'optimiser les couts, les risques et les ressources
- Implémentation, surveillance et optimisation des processus d'exploitation liés à la livraison de nos services IT conformément au QCD
- Construction et du suivi du référentiel documentaire en accord avec les exigences opérationnels, d'audits
et de contrôles (basé sur les référentiels ITIL, Cobit)
- Conduite d'audit:
-- de service
-- de projet
-- de processus
- Conduite de l'amélioration de la performance par l'amélioration du SMS (Système de Management des Services)
- Conduite de projet d'amélioration selon Lean Six Sigma
A positive place to share ITSM, DevOps and Agile knowledge and insight.http://www.itsmprofessor.net/
DevOps Test Engineer Question…What is the difference between Static Testing and Dynamic Testing for Continuous Deployment?
18 juil. 2017
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06 juin 2017
30 mai 2017
19 mai 2017
19 mai 2017
- Systems of Record — Established packaged applications or legacy homegrown systems that support core transaction processing and manage the organization's critical master data. The rate of change is low, because the processes are well-established and common to most organizations, and often are subject to regulatory requirements.
- Systems of Differentiation — Applications that enable unique company processes or industry-specific capabilities. They have a medium life cycle (one to three years), but need to be reconfigured frequently to accommodate changing business practices or customer requirements.
- Systems of Innovation — New applications that are built on an ad hoc basis to address new business requirements or opportunities. These are typically short life cycle projects (zero to 12 months) using departmental or outside resources and consumer-grade technologies. (1)
- Common ideas — aspects of the business in which leaders are happy to follow commonly accepted ways of doing things that change fairly slowly.
- Different ideas — aspects of the business in which leaders not only want to do things differently from comparable organizations, but also can specify the details of how the different approach should be taken, and can expect these details to change on a regular basis.
- New ideas — aspects of the business in which leaders are thinking of an early stage concept, and are not at the point where they can be specific regarding the details of how things should work. (2)
19 mai 2017
19 mai 2017
- KPI: Total number and percentage increase in the number of SLAs in place
- KPI: Percentage increase in SLAs agreed against operational services being run
- KPI: Frequency of service review meetings
- KPI: Reduction in average response time to outages and incidents
- KPI: Reduction in outstanding (unresolved) problems for services being delivered
- KPI: Percentage increase on issues being raised at service and SLA review meetings that are being followed up on and resolved
- KPI: Increase in number of services with timely reports and active service levels
02 mai 2017
18 avr. 2017
18 avr. 2017
- Roadmap Business Capabilities: Identifies how business capabilities need to change to achieve defined strategies.
- Roadmap Enabling Capabilities: Identifies how provider capabilities need to change in order to underpin new business capabilities.
- Assess Enterprise Opportunities: Explores how new provider capabilities will be engaged across the enterprise.
18 avr. 2017
21 mars 2017
15 mars 2017
- response to CHANGING Business Requirements
- consistent and Repeatable Workflow that result in and successfully deploy faster into the environment
- your staff and your organization for real success resulting in less rework and greater productivity
- results in cost savings for the business
- the ability to deploy changes quickly with less defects and therefore less business and customer disruption
- risk reduction while complying with governance and audit requirements
- overall improvement in quality resulting in increased value for consumers
07 mars 2017
- Demand Shaping: This discipline stimulates and shapes business demand for the provider’s services, capabilities and products. It ensures that the business strategies can fully leverage these services, capabilities and products within the provider’s portfolio. BRM also ensures that the provider’s portfolio has the right mix of these items so that the business strategy can be enabled through the engagement of them.
- Exploring: This discipline identifies and justifies demand. BRM helps to identify business and technology trends to enable discovery and demand identification. This is an iterative process which facilitates the review of new business, industry and technology trends with the potential to create value for the business environment. The key benefit here, is the identification of prioritized business value initiatives that will then manifest themselves as aligned and supportive services, capabilities and products within the provider’s portfolio.
- Servicing: The servicing discipline coordinates resources, manages Business Partner expectations and integrates activities in accordance with the business-provider partnership. This will ensure that business-provider engagement will translate into effective supply requirements. Servicing enables the alignment to the business strategy through the use of Business Capability Roadmapping along with portfolio and program management.
- Value Harvesting: This discipline ensures the success of the business change initiatives that result from the exploring and servicing activities. Value harvesting includes activities to track and review performance, identify ways to increase business value from the business-provider initiatives and services and instigates feedback that will trigger the continuous improvement cycles. This process provides the stakeholders with the appropriate insights into the results of business change and initiatives.
28 févr. 2017
- Facilitate productive connections and mobilize projects and programs.
- Stimulate, surface and shape business demand for the Business Partner while increasing the savviness within the Business Partner regarding the Provider’s services and products.
- Influence the Provider to ensure appropriate supply of services and products, both in terms of quality and capacity. (1)
- Orchestrate capabilities to drive value from Provider services
- Coordinate and aggregate business demand for the Business Partner
- Orchestrate key Provider roles on behalf of the Business Partner (Enterprise Architecture, Subject Matter Experts, Project Managers and Program Managers) (2)
- Facilitate convergence between the Provider and the Business Partners. Convergence breaks down walls and embeds Provider capabilities within the Business Partners so as to increase agility and business value.
- Facilitate business strategic planning and road mapping for the Business Partner.
- Guide key Provider roles on behalf of the Business Partner such as Enterprise Architecture, Portfolio and Program Management. (3)
21 févr. 2017
14 févr. 2017
07 févr. 2017
- Service Portfolio
- Service Catalog
- Service Design Tools
- Discovery/Deployment/Licensing Technology
- Workflow or process engines
- Configuration Management Systems (CMS)
- Self Help for Users
- Remote Control
- Diagnostic Utilities
- Reporting Tools/Dashboards
- Service Knowledge Management System (SKMS)
- Support for monitoring service levels, data structure, data handling and integration
- Integration of multi-vendor infrastructure components
- Conformity to international open standards
- Flexibility in implementation usage and data sharing
- Distributed clients with a centralized shared database
- Conversion requirements
- Data backup, control and security
- Support and scalability
- Gather your Requirements. (Use the MoSCoW strategy for evaluating your requirements. Must haves (M), Should haves (S), Could haves (C), and our Won’t haves but would like to have (W)?)
- From the MoSCoW list, create a Statement of Requirements (SOR).
- Identify possible products
- Determine a selection criteria
- Evaluate products
- Put together a short list of products
- Score the final products
- Rank the products
- Select the product that meets your needs and budget
31 janv. 2017
- Has the go live date been agreed to with all parties?
- Has the deployment project and schedule been agreed to and made public to all stakeholders?
- Have all SLR/SLA’s been reviewed, revised and agreed to with all stakeholders?
- Has the Service Catalog/Portfolio been updated and all appropriate relationships established within the Configuration Management System?
- Have all users been identified/approved and appropriate accounts created for them?
- Can all SLR/SLA targets be monitored, measured, reported and reviewed?
- Can performance and capacity targets be measured and incorporated into the Capacity Plan?
- Have incident and problem categories and processes been reviewed and revised for the new service?
- Has appropriate technical support documentation been provided and accepted by Incident, Problem and all IT support teams?
- Have all users been trained and user documentation been supplied and accepted?
- Have appropriate business managers signed off acceptance of the new service?
Consider now how the flow of work, the velocity of your team and value to the business and external customers could be optimized with a focus on the SAC early in the value stream. With these documented criteria in hand we can insure that the Service Provider will meet the agreed needs of the customer and the business. It will insure that availability, capacity, security and continuity can be assured and thereby deliver value to the business.
25 janv. 2017
Incident: Any unplanned event that causes, or may cause, a disruption or interruption to service delivery or quality
Problem: The cause of one or more incidents, events, alerts or situation
24 janv. 2017
- Staff is better able to forecast and plan changes.
- IT staff have a better understanding of the relationship between CIs and the services they support
- Assessments are more accurate for Availability, Capacity and Continuity planning.
- There is a greater effectiveness in delivery of service levels.
- You have the ability to precisely identify the costs of a service.
- You can provide greater flexibility to the business in meeting market opportunities.
- As technological changes happen it allows SACM to create more effect CIs and CI definitions to meet the new reality.