Saturday, October 22, 2005

SAP Project Fiasco Halted in Ireland after $170M over budget

Talk about a project management disaster! Computerworld reports that two SAP ERP projects for the Irish government, estimated at more that $380 million were halted by the Irish national health committee.

One project, an HR/Payroll project, had been started 10 years ago (it was targeted as a 3 year project) and ran into problems due to the complexities of the requirements. This project was budgeted at $10 million and was now targeted at $180 million.

The other was a Financial Systems SAP project (budgeted at $203 million), which wasn't as far along, but was apparently cancelled due to lack of trust after the HR/Payroll fiasco.

Both projects were being led by Deloitte and Touche. Here's the full report from Computerworld...

Irish agency halts work on two SAP application projects - Computerworld

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Project Issues; Ownership is Key

When assigning issues, risk responses, and work packages, there's one thing that a suprising number of people forget---to assign an individual owner. All too often, I see someone list a team, or worse yet--nobody! The fact is that if an individual owner isn't on the hook to be responsible, the burden of responsibility falls on the most nervous person--typically the project manager. Sometimes it falls on nobody and doesn't get done.

Here's a quote that says it all:

A courtyard common to all will be swept by none.
Chinese Proverb

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Innovation Seminar Upcoming: Disruptive Problem

Innovation Seminar Upcoming: Disruptive Problem: Via Innoblog: Innosight Innovation Seminar Announcement ...

... "Innosight is holding a one-day, cross-company workshop that will go over the basic disruptive innovation principles and how to put the principles into action. This seminar is a cost-effective way to train you or your team in the principles and can be a vehicle for a team that is struggling with a disruptive problem to learn a new way to problem solve. " ...

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Organisational benefits of Project Management Maturity

This chapter by Dr Cooke-Davies examines some interesting questions about organisational maturity. It includes discussion of the question 'Is maturity an asset?' The conclusion is not an un-equivocal 'Yes', a lot depending on the context and dependence of the organisation on project management generally.
For those in the industry with an interest in promoting maturity models, there are important issues to ponder. For instance, how well do different maturity models actually confer benefit? Since most models evolve as experience in their use is acquired, there probably is no definitive answer.
This is a topic that deserves a lot more discussion.
Measurement of Organisational Maturity

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ITIL Leader: David Ratcliffe Pink Elephant

ITIL is the recipe for IT services management success. Philip Quinn catches up with David Ratcliffe, CEO of Pink Elephant. Pink Elephant is headquartered in Toronto, Ontario, Canada with operations worldwide. Pink Elephant works with organizations, including many of the Fortune 500, to improve the quality of IT services through the application of established best practices, such as the Information Technology Infrastructure Library (ITIL). ...

Via National Post: Flies around the world four times a year ...

... "We were the ones who launched this best-practice framework we support called the IT infrastructure library. If you think [in terms] of a restaurant ... it's the recipes you follow and the routines around how you keep the place clean... " ...

ITIL is the recipe for successful IT services.  David Ratcliffe CEO of Pink Elephant is a disciple of the ITIL approach ...
Additional PMThink References on ITIL:

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Friday, October 21, 2005

Can Leadership Be Taught?

This is an age old question, which I'll attempt to address. The short answer is yes, but with some caveats.

First, leadership is a combination of soft skills, self-awareness, and situational awareness. The soft skills and self-awareness can be taught, but it requires desire and effort on the part of the student to study diligently and practice (like the man who once asked how to get to Carnegie Hall ---- Practice, baby, Practice!). Scenario training is especially useful, and the next best thing to experience (albeit no substitute).

The remaining element of leadership--situational awareness--is a little trickier. Studies have shown that some people seem to have an inate ability to see both the forest and the trees. Yet we can come close to achieving this rare trait through:
  • Avid research of our project's subject
  • Constantly reading up on relevent internal and external events
  • Being well connected to people in the organization (i.e. the grapevine)
  • Better visibility (through EPM software)
  • Critical thinking skills to be able to interpret what it is we're seeing
  • Plenty of experience
This last one is critical. Without experience, it's truly difficult to gain situational awareness unless you are one of the few born with this gift (and even then, it takes study and knowledge). Thus, we can deduce that it's difficult to be an effective leader without experience. But we must start somewhere. So, to make our early leadership career successful, training is key--especially situational training. So are the other items on our list, as they can help get us by as we build experience.

So, yes. Leadership can be taught. But it's dependent on the following: "Are organizations ready to invest in leadership training for their managers and not expect overnight success?" and "Are managers ready to invest the time and effort to become good leaders?"

The key point is that putting someone in a management position does not make them a leader. And if they're not a leader, they're not fit for management. But that doesn't stop the majority of organizations from doing just that. For the minority of enlightened organizations that "get it," a wealth of rewards await.

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Project Management: Strategic Tool: Agile Enterprise

Business success is increasingly reliant upon executing change and transformation projects. Fostering a project management competency is one way to position the enterprise for the future. As the pace of change accelerates, the need for flexibility and the speed attained through agility become critical factors for success. The folks at PWC explore program and project management performance in support of the agile enterprise ...

Project Management: Strategic Tool: Agile Enterprise: Via PWC: Boosting Business Performance Through Programme and Project Management

... "The successful organization employs project management as a strategic tool to respond to this changing environment and to outperform those that do not adapt. An organization that excels at project management becomes an agile organization that knows how to deal with and drive change. " ...

PMThink references on change:

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IT Governance: New Initiatives Executive Alignment

IT Governance still requires a degree of executive alignment before significant investments can be approved. Any delay can seem bureaucratic, however it is necessary to build an executive support network, or coalition, to align behind a major multi-year investment program. Lawrence M Walsh explores the challenges vendors face when they must align their sales cycles with public sector governance processes.

IT Governance: New Initiatives Executive Alignment: Via CRN: VARs Must Play Politics To Expedite Government Sales

... "Even with centralized IT governance, such as Takai's in Michigan, in which the CIO has budget and oversight of all IT deployments, it still takes time to build consensus for new initiatives. " ...

PMThink references on IT governance:

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Project Control and Leadership; The Two Faces of Project Management

There are those who think of project management as primary a control function (i.e. controlling cost, schedule, scope, etc.). Then there are those who view project management as primarily a leadership function--leading and facilitating a large team to complete mission-impossible milestones and removing barriers as fast as they appear.

Well, in reality, it's a little of both. But to really be effective in the latter, it's often helpful to have some assistance in the former. I've mentioned this before but it's worth mentioning again. If it's at all possible to have a separate person handle much of the project control and administration funtions (owning the issues list and risk list, maintaining the schedule, handling project accounting, etc.), it'll make it that much easier for the project manager to be successful with the all-important job of leading the project. This is especially important for large projects.

All to often, project managers get so caught up in the "mechanics" of project management that they forget to actually manage the project. This doesn't mean the project manager is oblivious to the issues list, risks, and schedule, merely that a separate person maintains these items. On the contrary, analyzing the schedule, issues and risks are a key part of leadership.

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Business Strategy: Align Objectives and Execute

IBM launches new software that enables workers and managers throughout an organization to align their personal and departmental objectives with business strategy and drive execution of their workplace activities ...

Business Strategy: Align Objectives and Execute: Via IBM: IBM Software Helps Employees at All Levels Align Their Objectives With Company Strategy ...

... "According to feedback from IBM's customers and partners, more companies are recognizing that while they have lots of data and a sound business strategy, the execution of the strategy needs improvement. IBM Workplace for Business Strategy Execution helps employees understand their company's strategy in concrete terms, focus on what is important, and remain current on status and risks. A department leader can use IBM Workplace for Business Strategy Execution to clearly communicate team objectives and how they fit into the company's strategy; link to and monitor internal and external dependencies that could affect the ability to reach objectives; track progress toward the objectives though intuitive scorecards and dashboards; and initiate actions to correct gaps in performance. " ...

PMThink references on strategy and alignment:

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Free Webinars on Project Management - (Earn PDUs!)

My post yesterday touched on how important it is to get respected and relevant certifications. Attention all PMP's who need to get more PDUs - this is the place for you! Save the link below as one of your favorites! There are several FREE Webinars offered on this site that you may find interesting, such as:

  • The New PMBOK Guide - an Overview
  • Project Management for IT Professionals
  • Managing multiple projects overview
  • Quality Improvement in Project Management Overview
  • Benefits of becoming a Six Sigma Green Belt

Check out this link for more. Happy learning!

International Institute for Learning Free Webinars

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Thursday, October 20, 2005

IT Project: Document Management Software ...

Interwoven highlights their capabilities in document management for IT projects ...

IT Project: Document Management Software: Via Interwoven: Interwoven Continues Document Management Momentum with Strong Customer Adoption, Industry-Leading Solution Innovation, and Prestigious Awards for Best DM

... "IT Project Management: The Interwoven IT Project Management solution provides IT departments with a common Web-based dashboard through which they can automate and standardize their numerous projects. By having a consolidated view of all project-related information, project managers are better able to enforce standards for managing relevant content and approvals for each project. " ...

Prince2 Project Management Success Story ...

Imagine implementing a project management methodology (Prince2) and an ITIL transformation in your enterprise at the same time. Bryan Glick explores success stories of enterprises that are candidates for upcoming excellence awards in UK. The South Eastern Trains (SET) story is particularly notable. ...

Prince2 Project Management Success Story: Via Computing: Computing Awards - Company Awards ...

... "In less than 12 months, the company delivered 43 major projects plus some 150 others to fix more minor problems. Networks, servers and PCs were updated, and industry best practice processes were introduced, including Prince 2 for project management and ITIL (IT infrastructure library) for helpdesk services. " ...

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Wednesday, October 19, 2005

Increase IT Career Opportunities with Certifications & Education

This July 2005 article titled, "IT Certification: Increasing Women’s Career Opportunities" really could apply to anyone who may feel they aren't being taken as seriously as they should be. Some key points:
  • For whatever reasons, there are STILL few women in senior IT and business roles
  • Respected and relevant certifications/education can help to establish credibility and increase leadership opportunities (the key words are respected and relevant - if your company doesn't respect a Master's in Liberal Arts from City College, it probably isn't going to get you the corner office at THAT firm, but it may help you find your next job at a firm that values education in general; perhaps a Master's in Comp Sci or a certificate in Project Management from PMI (yes I am biased) would be more respected by your firm and relevant to your job, for example, and hey, it doesn't take as much time to achieve either)
  • Most respected certification programs demand continual education and training for retaining the designation (PMI's Project Management Professional (PMP) is no exception)
  • IT security and governance programs are reaching the top levels of organizations today - who are they going to choose to lead these important efforts? Someone with a string of respected and relevant certifications or not?

The answer is clear. Eat your alphabet soup - but pick out only the respected and relevant letters.

CertMag.com IT Certification: Increasing Women�s Career Opportunities

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IT Governance: Shift Investment to Business Value Opportunities

Latest research report indicates low information technology investment in driving business value opportunities. There is a role for IT governance to assert itself and shift the balance to the real business drivers. ...

IT Governance: Shift Investment to Business Value Opportunities: Via Research and Markets: Measuring IT Costs and Value - Maximising the Effectiveness of IT Investment ...

... "The role of IT management is shifting away from being the guardians of technology to focusing more on aspects such as investment planning, budgeting, governance, service quality, and risk management. Understanding value is crucial to all of these activities, making this a Report that should be of interest to a wide range of readers. Key Findings: Research indicates that in many organisations less than 8% of the IT budget is actually spent on initiatives that bring value to the enterprise; It is not a question of how much is invested in computer systems but the effectiveness of the spending; Focusing IT investment on an organisation's value drivers will improve competitiveness. " ...

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IT Governance: The Board ...

HBR article introduces fresh thoughts on IT governance and the board ...

IT Governance: The Board: Via Computerworld: IT and the board

... "How do you set up the board's IT governance committee, and who's on it? The IT governance committee includes at least one person deeply knowledgeable in the technology, and the other people have a feel for how the company is competing and are able to ask the necessary questions. " ...

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International Project Management Day is Coming: November 3, 2005

Get ready, because International Project Management Day is coming your way on November 3rd!

According to the official International Project Management Day website:

The international project management day is intended to encourage project based organizations worldwide or organizations who utilize project management methodologies to schedule some type of recognition event within their organizations or coordinated locally with others to truly demonstrate appreciation for the achievements of project managers and their teams.
What kind of event do you have planned? Might be a good excuse to take your project managers to lunch.

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Project Managers Shouldn't Be Afraid to Ask Questions

Have you ever seen a seasoned project manager at a meeting ask a bunch of pointed questions and quickly grasp the situation at hand?

It seems the more seasoned that project managers are, the more they realize the need to ask questions. Ironically, the more inexperienced project managers are the ones who really need to ask questions, but they rarely do. Perhaps they're afraid of looking foolish, or disclosing that they don't really understand the subject matter.

As I've written about before, this is one of the most vital mistakes inexperienced project managers make.

Here's a great quote I saw in Neal Whitten's book, No-Nonsense Advice for Successful Projects(which I posted on yesterday).

He who asks is a fool for five minutes, but he who does not ask remains a fool forever.
- Chinese proverb

Wise advice indeed.

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The Future of Project Management

PM Forum reported this week that Russ Archibald, one of the founding fathers of modern project management, announced his predictions for where project management will be in the year 2010. He offered these predictions as part of his address to the second annual international conference of the PMI Moscow Chapter.

Some notable predictions included:

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Planning for Scarce Resources

One of the concerns that comes frequently from clients is that their people work on lots of different kinds of stuff so planning their time for projects is difficult. And it's true. A common circumstance in IT shops, in R&D labs and in many other situations, is for someone who developed something originally to get pulled into responding to questions and supporting it for eternity. This is the support dilemma. It worries project resource managers because the work load for the support people can be unpredictable. The support call cannot be planned or scheduled.
So the temptation is to throw up one's hands and say because this group of activities cannot be planned, it's pointless trying to plan anything for that resource. This extreme is unnecessary. You will have to live with a bit of uncertainty but there are good statistical approaches to dealing with uncertainty.
The first, essential step is just to list the different kinds of stuff that a resource might work on. Then estimate the rough order of magnitude of effort for each kind. Support tasks will be an average over time - not necessarily constant (more urgent support calls during year-end, product launch, etc.). That will give a base of committed time for that resource - leaving a known amount for other (project) work. Support work is typically treated as high priority.
Historical data may give some clue about the level of variability in the level of support work - an average of 2 hours per day may in fact be fairly predictably 1.5-2.5 hours every day - or 1 day in 4 completely taken up with support. This pattern is important because it affects the confidence in the ability of the resource of being able to work to a project timetable.
One simple approach is to schedule only a part of a scarce resource's time for high priority projects. The balance, the float, is provided by assignments to low priority projects. If it's important to have someone dedicated to a single high priority (please, not to 5 high priority projects!), then you cannot afford to have them dragged off to provide support.
This paper includes some interesting references to resource planning and a description of the rolling wave approach - which has been mentioned in other posts on PMThink!
Managing Project Performance: A Proposed Model (Part 1 of 3)

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Tuesday, October 18, 2005

Project Failure: A Success Strategy

Tom Kelley, GM of IDEO and author of The 10 Faces of Innovation, explores the concept of successful failures and the role they have in guiding us forward. Learning from project failures is not just about what went wrong. ...

Project Failure: A Success Strategy: Via Fast Company: Failure as a Success Strategy ...

... "At IDEO where I work, we try to maintain a sense of joyful failure about quick early prototypes, knowing that learning from those first rough versions will point us in the direction of future successes. " ...

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Project Management Risk: Doing Nothing

Cot's post points out the importance of considering the risk of doing nothing when developing the risk profile of a project. Understanding, the risk of doing nothing, requires an assessment of the competitive landscape, through a SWOT analysis (strengths weaknesses opportunities and threats) or other method. Including a competitive assessment and emphasizing the market opportunity or the competition's threats can be a powerful context for positioning the project proposal and business case. ...

Project Management Risk: Doing Nothing: Via Cot's Weblog: The Risk of Doing Nothing

... "The One True Risk Theory: the primary risk is making any changes at all, no matter what those changes are. Changing course is risky. When it comes to software I tend to think the opposite: staying the same is the primary risk. " ...

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Project Managers Are Too Soft; Says Neal Whitten

I've been reading Neal Whitten's book, No-Nonsense Advice for Successful Projects, and I must say it's an amazing book (I've long admired his column in PM Network magazine). While not a "how to" book, it offers plenty of practical advice for achieving project success. Rather than focus on a methodology or project management fundamentals, it offers just what the title says: No-nonsense advice. It especially focuses on the "soft" leadership skills that so many project managers lack.

It reviews the need to ask questions; ways to provide and seek mentoring; how to recognize professional immaturity; how to deal with superiors; tips for creating the right project environment; how to handle being given a project target end date; reasons to use rolling wave planning; why to avoid multitasking; why to focus daily on your project's top 3 problems; and many more practical tips.

Check his list of examples of actions (or inactions) that illustrates "too soft" behavior by project managers - which Whitten cites as the #1 reason why project managers fail. He's right on...

Power Snippets

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Project Portfolio Management: Organizational Change Perspective PPM

Jeff Monteforte, from Exential, explores best practices in driving adoption of information technology (IT) project portfolio management (PPM) by enabling organization change. He emphasizes a holistic view of the portfolio, new PPM roles and responsibilities, sound financials, and effective governance bodies. ...

Project Portfolio Management: Organizational Change Perspective PPM: Via CIO Update: The Six Sins of PPM

... " ... you must realize that managing the organizational change is more important and more difficult than building the process; and, second, the PPM process is not an IT process, but a corporate process that has provides huge benefits for the IT department. ... " ...

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IT Projects: E-Government: Technology Over-Emphasized

e-Government IT projects are not acclerating the government transformation that was originally envisioned. Dan Ilett explores the issues with e-government information technology projects, where the technology focus is over-emphasized to the detriment of people and process perspectives.

IT Projects: E-Government: Technology Over-Emphasized: Via Silicon.com: E-gov projects too focused on tech ...

... "The Society of IT Management (Socitm) said changes in e-government have not occurred because the majority of projects have been too concerned with technology rather than with a change in business processes. " ...

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Earned Value Metrics Tainted by LOE; Project Frontier Studies Solutions

As covered in the latest addition of Earned Value Project Management, by Quentin Fleming and Joel Koppelman, Earned Value metrics are tainted by the inclusion of tasks that are defined as "LOE."

Examples are Project Administration, Meetings, supporting operational activities, or any general category that is just marked by the passage of time instead of being completed against a deliverable. As Fleming and Koppelman report, these items can cloud Earned Value statistics and should be segregated from normal Earned Value charts.

However, should they be handled as LOE at all, or some other operational category?

Garry Booker is writing a report, along with a FranklinCovey instructor, on how best to deal with this issue. As he reports on Project Frontier, he's looking for interested parties to provide a critical review of his paper. Please check out the link below for more...

Welcome to Project Frontier

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Be a Project Manager, Not a Project Reporter; Learn the Subject Matter

There's been some debate as to whether a project manager needs to know the subject matter of the project they're managing. While I agree that a project manager can be effective without knowing the subject matter in depth, they at least need to get a basic understanding of the subject and issues at hand in order to make decisions when needed.

For example, if a project manager is leading an IT development project, it's ideal if they've programmed in the past. But even if they do not have IT expertise, they need to at least read up on the basics and terminology and make sure they understand the issues at hand so they can't be snowed. After all, the project manager is accountable for the success of the project.

Likewise, if an IT project manager is leading a logistics project, they need to get a basic understanding of logistics terminology and process flow, and what the product of the project is intended to do. This is the all-important preliminary research that should go into any project. Furthermore, they need to lead the initiative to collect the business drivers, objectives, and requirements to the point where they understand what the intent of the project is.

Too many IT project managers attempt to lead a project not really understanding what the drivers are, and thus are unable to offer alternative suggestions or really drive the project. Instead they become a project "reporter" and not a project manager.

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Monday, October 17, 2005

Program (Programme) Management Definition(s)

If you ask 9 different people, "what is a PMO" you will get at least 10 different answers. However, the definition of program (or programme) management seems to be much more straightforward.

"Programme management involves pulling together a number of different projects into a single initiative reflecting a broad business goal. Launching a new product, for example, may involve a research and development effort, a training project for sales staff and a marketing communications campaign, all of which may be separate projects with a common goal (a programme)."

This definition is quite close to the Project Management Institute's version but PMI adds an important clarification. There should be benefits to managing the projects together under a program that would not be gained by managing the projects separately.

This article explains at least one version of what a PMO could be, and more about Programme Management, however you spell it...

PMO: What is it and do you need one? - silicon.com

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Project Quality Management; Save Trouble with Early Customer Scenario Walkthroughs

How many times have you managed a software project only to find too late in the game that there's something that wasn't thought of earlier?

To avoid this fate, try doing a customer scenario walkthrough. This can be done by profiling the different types of customers you have and various scenarios by which they might use your product.

If prototypes can be used all the better, but even without that, it's good to at least mentally walk though the scenarios. Discussing requirements isn't enough, as the requirements are often taken out of context and key points are missed. The key is to interview the users/customers and find out how they'd actually need to use the product.

Marketing organizations have done this for years to test market a potential product, and as project managers we can learn from this. See Geoffrey Moore's book, Crossing the Chasm, for example, which recommends doing such a walkthrough before attemping to launch a new product.

Here's a good website that talks about doing "usability walkthroughs," which is essentially the same thing.

Design Technologies: Usability Walkthrough

ITIL Helpdesk Transformation: Services Model

Patrick Thibodeau reports on the ITIL transformation of the helpdesk at GuideStone into a services model ...

ITIL: IT Operations Services Model: Via Computerworld: Execs Use Services Model to Reshape IT Units ...

... "One of the driving goals of ITIL is to reshape IT operations into a services model by spelling out service levels and detailed processes for delivering, managing and supporting technology. Proponents say the standard can help cut IT costs and improve alignment with business units, which may explain the interest in it among IT managers ... " ...

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Sunday, October 16, 2005

ITIL Process Approach: Federated CMDB ...

ITIL process is an approach to delivering world-class IT services. The ITIL service management framework is supported by a configuration management database, the CMDB. A federated CMDB reference model aggregates the distributed configuration data in today's distributed environments. Tideway partners to integrate ITIL services with automated discovery through a federated CMDB approach ...

Via Tideway Systems: Tideway Partners with Leading BSM Vendors

... "Our partnership with Tideway brings two innovative UK companies together to help our customers deliver world class IT services, based on an ITIL process driven approach. Building on Interlink's strengths of a virtual, federated CMDB driving Business Service Management (BSM), the integration with the Tideway products automates the discovery of configuration and dependency data used to drive our customers real-time and historical Service Views, said Grant Glading, Vice President of Marketing at Interlink Software. The role of business management tools has become critical as IT organisations strive to control cost and deliver reliability to avoid business affecting outages in complex IT environments. Process improvements are at the heart of achieving such business service efficiency, and through the combination of leading, innovative technologies best practice can be achieved. Tideway Systems underpins these business management tools ensuring that all information upon which the infrastructure-affecting decisions are made is completely reliable and up to date. " ...

References on federated CMDB with ITIL process:

Via Computerworld: Taking the Configuration Management Database to the Next Level: The Federated Data Model: This federated approach to a CMDB offers a single, common set of information on each configuration item and its relationships with other configuration items in a manner that can be leveraged by all relevant IT processes -- creating cost-saving synergy among different service management functions.

Via nLayers: Federated CMDB: A configuration management database (CMDB) strategy is central to the IT Service Management framework implementation described in the IT Infrastructure Library (ITIL) documents. ... By adopting a federated CMDB approach, IT organizations can leverage data repositories throughout their environment through integration and utilization of open interfaces to share data.

Via Managed Objects: Business Service Configuration Manager: BSCM resolves the challenges created by today's process model adoption realities by providing a series of capabilities that actually help IT organizations accelerate their adoption of process maturity models like ITIL. ... BSCM enables available sources of configuration data to be mined and/or discovered, their inputs combined, differences reconciled, a service to be mapped, BSVs to be automatically generated and a federated CMDB based on the central point of reference the vCMDB created.


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ITIL Technology Standard Framework ...

Increasingly, enterprises are seeking common standard frameworks for business process improvement. Bob Violino reports on the benefits seen by companies that leverage standard frameworks, such as ITIL Information Technology Infrastructure Library and CMM Capability Maturity Model, to improve their business or technology processes ...

ITIL Technology Standard Framework: Via Optimize Magazine: Frameworks Boost Business Efficiency ...

... "The most commonly used technology standards are ISO 9000x, 65%; Capability Maturity Model for Software, 32%; IT Infrastructure Library (ITIL), 26%; and Capability Maturity Model Integration (CMMI), 20%. The business and technology executives surveyed said their companies are adopting these frameworks and standards for a variety of reasons, ... " ...

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Managing Business Intelligence (BI) Projects; A Primer

From Addison-Wesley comes a great article outlining a roadmap for managing BI projects. As the art