IT service management changed a few years ago with the introduction of containers. They helped usher in the concept that a data centre was no longer a place with computers, but that the data centre itself was the computer.
With the aim of IT service management being to serve the business or the organisation funding the IT, it’s crucial that business requirements drive ITSM projects and procurement.
In theory, IT service management should contain sprawl, limiting or preventing the spread of underutilised IT assets.
What’s more important in IT Service Management (ITSM), the management or the service?
People, products, processes, and partners are the four “P”s of IT service design in a lifecycle model for IT services, but is there something missing?
We’d be straining your patience if we didn’t explain the title of this blog right away. ITSM?
IT service management is sometimes described as a customer-focused approach to making information technology available.
Labour-saving devices, robots, and automation – Weren’t they all supposed to improve the quality of life, by removing manual work and drudgery?
It’s tempting to see IT self-service as the simple way to hand off responsibilities to end-users.
In theory, BYOD or bring your own device lightens the load in terms of IT sourcing, because it transfers the work (and cost) of acquiring a device to the user of that device.
What used to be IT sourcing at the physical system level is turning into an exercise at the virtual cloud level, but with a new actor, the cloud broker.
Do the formalism of IT service management and the agility of DevOps mean that one can only succeed if the other fails?