Maximize the synergies between ITIL and DevOps

EXECUTIVE SUMMARY

This white paper describes the synergies between ITIL® best practices and DevOps (development  and operations) practices. ITIL focuses on the lifecycle of services, from inception to retirement, and provides best-practice guidance ®for IT service management (ITSM). The ITIL service lifecycle includes the development and operation of services. DevOps is a movement, inspired by lean methodology andagile development practices, which aims to achieve seamless workflow for product synchronization  between all possible organizational functions – especially development and operations groups. A DevOps  approach tries to reconcile the different priorities and processes of these groups, all for the purpose of  facilitating greater business agility and delivering more value to the end user. In some organizations, this  work is performed by virtual teams from different groups. ITIL describes rapid application development in the service design book as using agile software development.

Most IT organizations are struggling to remove silos that hamper their ability to work collaboratively.  Failure to collaborate interferes with the effective use of an organization’s capabilities and resources, leading to inflexibility and inefficiency in the delivery and support of services. When that happens, the reputation of IT can suffer. Most companies – also not-for-profit organizations – are entirely dependent  on the internet for their core businesses and the speed to innovation there is staggering. That means the  ability of a business to react to market dynamics is based to a large degree on the agility and flexibility  of their IT department.

Since so many organizations rely on ITIL as the foundation of their service management processes, understanding the synergies between ITIL and DevOps is essential to improving organizational performance and business outcomes. As many recent examples have shown, IT organizations that fail to confront and reconcile the widening gap between their development and operations teams stand to lose their footing in today’s competitive business environment.

 INTRODUCTION

To get a complete perspective of the depth of best practices that ITIL addresses, organizations should  understand the key frameworks and standards that apply to ITSM. These include, for example, the following: ITIL, ISO/IEC 20000, ISO/IEC 27001, CMMI®, COBIT®, PRINCE2®, PMBOK®, M_o_R®, eSCM-SP™, eTOM® and Six Sigma™. For best-practice guidance, DevOps processes can turn to ITIL as the foundation architecture, referencing other standards and frameworks as needed to solve particular
business issues.

These proven practices also can be combined with organizational-specific practices for competitive advantages and improvement of the practices themselves. ITIL, because it isa non-proprietary and non-prescriptive approach, helps with the construction of enterprise-specific frameworks. ITIL guidance enables you to modify your own processes and address the DevOps gaps based on IT service management best practices. (See Figure 1.)

ITIL describes the application management process in the service operation publication as having the following activities – requirements, design, build, deploy, operate and optimize (Figure 2). ITIL  is interested in the overall management of applications within the application management function. Alignment between development and operations of the applications needs to be accomplished. Applications development should be involved in all stages of the ITIL service lifecycle at various levels of engagement. The ITIL application management lifecycle does not replace any software development lifecycle but is meant to show collaboration between application management and operation management.

It is important to remember the ITIL service lifecycle stages are dynamic. This dynamic nature can be applied for decision support. For example, although you may be focused on one stage of the lifecycle in your job function, you may have to make decisions related to another stage – such as a developer working with the release and deployment process in service transition having to make service design decisions before building the release.The requirements stage is active during service design stage of the lifecycle. The design stage translates requirements into specifications for the application, environment and operational model. In the build stage the application is coded or acquired; and with the operational  model are made ready for deployment. Build and deploy are a part of the release and deployment process in the service transition stage of the lifecycle. Release includes build and test; deployment includes installation and training for the application. Early life support (ELS) helps with deployment to operation success. When the service or application is in operation value can be realized and the service can be monitored for continual improvement of optimization. The key performance indicators (KPIs) obtained including user satisfaction can direct further development improvements and provide a DevOps practice with factual information for development and operation coordination and collaboration.

DevOps uses agile and lean methodologies to improve or expedite solutions through development to operations stages for value realization. Agile methods depend on interactions and collaboration among people, processes and technology. The specific process areas of configuration management, change management and release and deployment are very important in an agile environment. Just as in ITIL,
the process integrations help foster agility. The success of agile methods (particularly when addressing the DevOps gap), while sometimes measured by the increased volume of deliveries, is best measured by customer satisfaction, given the continual delivery of needed solution and services.

Continual delivery of developed service solutions needs to be in synchronization with the ability of the consumer to absorb the benefit. Services that are delivered too slowly cannot meet the needs of the consumer and services delivered too fast cannot be utilized. Service solutions should also leverage the consumer’s service value chain and be continuously integrated to avoid the necessity for the creation of manual procedures where once automation existed.

A DevOps strategy that facilitates aforementioned continual delivery and continuous integration should leverage technology that has integrated and automated application-release capabilities. This technology  should provide the following major capabilities based on ITIL best practices:

  • a real-time, end-to-end, actionable view with comprehensive visibility of releases as they progress through their individual processes
  • control over environment configurations to eliminate inconsistencies, unauthorized changes and misconfigurations
  • integration of automation and human-oriented workflows 
  • diagnostics and root-cause analysis
  • seamless integration with change management to track changes during a release

ITIL ARCHITECTURE

This section reviews ITIL architecture and how it applies to DevOps. ITIL consists of five service lifecycle stages, and key processes described in five core publications (see Figures 3,4 and 5):

  • service strategy
  • service design
  • service transition
  • service operation
  • continual service improvement.

Continual service improvement is integral in all other lifecycle phases, each stage of the lifecycle is dynamic and supports the other stages. ITIL focuses on utilizing people, processes, products and partners for the effective, efficient, and economic delivery and support of services. Each publication focuses on particular process areas to support the decisions that must be made within that stage of the service lifecycle. The entire service lifecycle is relevant for DevOps because it focuses on service delivery and defining the overall service relationship between the customer and supplier.

SERVICE STRATEGY

  • Strategy management for IT services
  • Service portfolio management
  • Financial management for IT services
  • Demand management
  • Business relationship management

SERVICE DESIGN

  • Design coordination
  • Service catalogue management
  • Service level management
  • Availability management
  • Capacity management
  •  IT service continuity management
  • Information security management
  • Supplier management

SERVICE TRANSITION

  • Transition planning and support
  •  Change management
  • Service asset and configuration management
  • Release and deployment management
  • Service validation and testing
  • Change evaluation
  • Knowledge management

SERVICE OPERATION

  • Event management
  • Incident management
  • Request fulfillment
  • Problem management
  • Access management

CONTINUAL SERVICE IMPROVEMENT

  •  Seven-Step Improvement Process

SERVICE STRATEGY

The definition of service management is “a set of specialized organizational capabilities for providing value to customers in the form of services”. Services are supported by service assets which are organizational capabilities and resources. Suppliers and customers have service assets. The relationship between the customer and the supplier is defined how the service asset work in an exchange fashion to  deliver the service. For example, a customer has an asset such as a person that needs to use a supplier  IT infrastructure asset. Figure 6, illustrates that the practice of service management is simply to provide
service assets to customers and to eliminate any constraints in the use of the service for maximum performance to support business outcomes. DevOps, in this case, becomes an enabler for increasing the maturity of the service management practice within a supplier’s organization by removing constraints to service delivery performance and can be thought of as an organizational strategy for this purpose.

The service structures in the value network play a key role in service management and the stages of organizational development. IT service management is actually a value network within an organization and has patterns of collaborative exchanges. This exchange of information in an agile, collaborative manner between development and operations is in line with the spirit of DevOps.

The stages of organizational development are: network, direction, delegation, coordination and collaboration – and they are related to a management style. Network organizations, for example, often have no specific structure, specific governance or defined processes. Collaborative groups, at the other end of the spectrum, have service governance and many defined processes and are highly skilled in teamwork. DevOps functions best in a collaborative structure because of the increased responsiveness to changing customer needs.

All the stages of the ITIL service lifecycle must support the service strategy. Activities, resources and capabilities needed for DevOps must support the overall business strategy. For example, if you develop any application, a DevOps approach supports service performance and the way you go to market with the services that you deliver. This helps the organization run the business better by becoming more efficient and effective with usage of service resources focused on providing value to the end consumer.

This can also help the organization grow their business in the markets that they serve or new markets because of the cost savings from the efficiencies gained which can be reinvested into new services. The key DevOps concept that supports this is the improvement in the relationship between development and operations.1

SERVICE DESIGN

ITIL positions the application management development function within operations as a function that works across the service lifecycle, collaborating with other functions throughout the process – which is very much in the spirit of DevOps. For example, in service design, this collaboration involves helping with build-or-buy decisions. If the decision is to build the solution, the service assets (including people) must work collaboratively as members of the service design team to coordinate efforts and produce a
service design plan (SDP) or service requirements plan. The SDP describes application-related outcomes and the business relevance as well as the underpinning activities and capabilities needed.

The SDP can become a critical document for decision support with DevOps activities because it basically describes the scope of the developed application. Not setting user application capability expectations can result in incidents related to non-features of the application resulting in reactive development efforts with little or no supplier value. These requests should be treated as requests to inspire strategic thinking on the overall value of request to customer and supplier, appropriate cost model for financial recovery, development strategy and many other concerns for overall value creation and realization. DevOps practices enforce working in a service oriented fashion instead of a misguided reactive siloed fashion, ITIL as a foundation can help with this focus.

SERVICE TRANSITION

Service transition enables a key capability needed within a DevOps environment: collaboration. The primary purpose of service transition is risk management and knowledge management. The specific process areas that enable service transition are transition planning and support, change management, knowledge management, asset and configuration management, change evaluation, service validation and testing. Service transition supports the service strategy organizational structure and development  phases. Also crucial to service transition is building the appropriate service to support business outcomes. Development should ensure that any application updates delivered will provide value to the  business customer and the service provider. (See the ITIL publications for more information about value creation and value realization.)

Application management works with the service transition release and deployment process areas to build, test and implement the new service and to be available for early life support (ELS), helping IT achieve expectations and reduce incidents related to the service. The overall planning and coordination  of services is accomplished through transition planning and support, configuration, change, release and
deployment management.

Service transition can be reactive or proactive. Reactive service transition can implement a change to prevent an immediate risk. Proactive service transition focuses more on trends and future business needs. Both are relevant in a DevOps environment. Understanding the relationship of service transition policies and processes to reactive and proactive behavior can enhance service agility and DevOps. Being proactive is helpful but usually not enough, since proactive behavior can still impact quality of service,  the service experience and service relationship. Sometimes IT organizations adopt a DevOps approach because they need to improve overall customer satisfaction. IT must also ensure that the organization is service focused to mitigate service risk. The next step in maturity for an organization that adopts a DevOps approach and ITIL is to focus on service alignment.

In the service transition stage, application management and operations management meet. Service transition best practices help enable agility and, therefore, help enable DevOps as a practice. The practice of DevOps supports the organizations overall practice of ITSM. Organizational maturity, especially as it relates to people roles and responsibilities in service transition is the organizational challenge that must be met for DevOps to become a reality for improved value.

SERVICE OPERATION

A key principle in ITIL service operations is managing stability versus responsiveness. Operations want stability; development wants to be responsive to customer needs. Business and IT requirements are constantly changing, requiring agility in producing application functionality while at the same time  maintaining IT stability for application performance. ITIL’s service lifecycle approach helps organizations agree to desired changes, take advantage of the existing infrastructure and understand what it takes to
deliver the changes for value realization in operations.

Service operation process areas can provide valuable input into DevOps. When events, incidents, problems, requests and system access tickets are created, as well as the key performance indicators created, these processes can give direction to further continuous service improvement for DevOps. Integration of service operation and DevOps can help improve overall customer satisfaction and service usability. Service automation of these ITIL process areas coordinated with DevOps, especially event and incident management, will help improve overall service delivery performance.

IT organizations sometimes need to transform their services and applications quickly to meet customers’ needs or risk becoming optional and having more services outsourced. Adopting a DevOps approach and ITIL service operation best practices helps organizations be more responsive to business needs without affecting operational stability. While at the same time support the organizational service strategy.

CONTINUAL SERVICE IMPROVEMENT

Every approach can always be improved to increase overall performance and business value. DevOps methodology is intended, among other things, to apply the principles of continuous delivery and continuous integration to improve the performance of application development efforts. ITIL’s seven-step improvement process (Figure 7) can help facilitate this improvement. This process, and its relationship to DevOps, are described as follows:

  • Identify the strategy for improvement.
    • A DevOps approach should support a business outcome.
    • Strategy as well as tactical and operations goals need to be understood.
  • Define what you will measure.
    • Conduct a gap analysis for achieving DevOps integration with ITSM.
    • An example key measurement in DevOps could be the following: customer satisfaction and end-user performance as related to number, quality and frequency of releases.
    • Critical success factors (CSF) and key performance indicators (KPI) must be defined for DevOps.
  • Gather the data.
    • DevOps should focus on gathering data from service transition and service operation.
  • Process the data.
    • DevOps CSF and KPI data are processed and turned into information.
  • Analyze the data
    • Understand trends.
    • Transform information into knowledge for decision support to realize improvement
    • Understand user and supplier perspectives.
  • Present and use the data.
    • Understand the business improvements of implementing a DevOps approach
    • Create plan for improvement.
  • Implement improvements.
    • Implement lean and agile improvements.
    • Improve and correct the DevOps approach.

As an organization matures, its focus should be on business outcomes which are defined in the seven-step process. Adopting ITIL best practices will help organizations that are utilizing a DevOps approach become more service aligned with application releases.

The ultimate goal for application development is to take a business service management (BSM) approach. BSM simplifies and automates IT processes and prioritizes and orchestrates work according to business needs. Adopting a DevOps way of thinking helps achieve higher levels of BSM and provides greater service value.

ITIL’s balanced approach to focusing on people, processes, partners and products for efficiency and service effectiveness will help an organization create a holistic approach to DevOps. The people in the IT organization might need to change the way DevOps is adopted and provide improved maturity to the DevOps strategy. Process relationships between development and operations might need to be improved.  Partners should be considered in the overall value network. Products should support processes with improved capabilities for automation of the synergies between development and operations.

ITIL provides architecture for ITSM and includes guidance for organizational functions and roles, processes and activities within processes. ITIL also includes suggestions for technology capabilities that support processes and organizational roles. DevOps should leverage these ITIL capabilities for organizational coordination, collaboration and decision support.

ADOPTING DevOps

Service handovers should be collaborative and more iterative in order to quickly respond to customers. IT’s efforts should be continual to support the end user’s consumption of IT in the manner that meets the end user’s expectations and provides the greatest value to the business. An environment lacking collaboration has few or no formal processes (as discussed earlier in “Service strategy” and illustrated in
(Figure 8). Collaboration between development and operations must exist for this to work (see Figure 9).

In most organizations, the development and operations handoff is defined in some way, but support for an ongoing, agile, two-way relationship is not defined. Failure to improve these processes can result in  incidents and problems with deployments because of product changes. The concept of early life support,  as defined by ITIL, helps bridge the capability gap between the supporting relationships of development  and operations to achieve consumer value realization. Agile methods define an ongoing collaborative relationship at the earlier stage of the handover for a quick fix or turnaround of a consumer service for value or, in ITIL terms, for overall service utility. DevOps with ITIL best practices supports agile development and consumer value.

ITIL AND DevOps – A POWERFUL COMBINATION

Both ITIL and a DevOps approach are intended to support the delivery of quality services to consumers. A DevOps approach should not be implemented without reference to ITIL best practices and maturity improvements should be coordinated and collaborative to realize value. Organizations need to understand that services are defined relationships between the customer and the supplier of the service. A mature DevOps and ITIL approach helps improve the relationship between IT and its customers. Each discipline working together helps with continual service improvement and organizational performance.

DevOps and infrastructure as code (IaC) can be supported with the asset and configuration management process in the service transition lifecycle phase. Tools such as the configuration management database (CMDB), which maps the IT infrastructure, can help influence and support DevOps application designs. The infrastructure architecture knowledge can help with DevOps decisions related to designing and implementing the most efficient, agile and effective DevOps-style release processes. This knowledge can
support infrastructure as a service (IaaS) cloud development and deployment of DevOps capabilities as a service (SaaS) solution.

Service design processes should be coordinated with DevOps-oriented release management processes. This effort includes design coordination, change management, release and deployment and service  validation and testing (SVT). It also includes service design and transition policies, such as the creation of service design packages (SDP) and early life support (ELS). This coordination and collaboration during service transition helps ensure value realization and an enhanced user experience and engagement for
developed products or services.

Service operation processes help ensure overall support for developed solutions. Since ITIL is dynamic in its relationship with other service lifecycle stages, feedback to service transition will occur — including feedback to DevOps for continual service improvement.

CONCLUSION

ITIL and other best practices can help you increase the value of your DevOps initiatives and avoid DevOps becoming siloed within your organization. Lean methodology, foundation to DevOps and agile  development, says that increasing the delivery volume of application updates to your users is not  enough. Users don’t want just a lot of updates; they want updates that are responsive to their needs and  increase the value of the production application or service. Application updates should enhance the user experience, increase service utility and add value to the service provider. Organizations are adopting  DevOps to improve the delivery and the delivered value of application solutions to the end consumer  while lowering the organizational stresses involved in that delivery or a reduction in the IT friction.

ITIL establishes the best practices for IT service management that have been adopted by organizations all over the world to help improve performance focused on needed service outcomes. The combination  of the two disciplines will help you improve your service relationships and service outcomes as well as  help you provide agile service delivery.

For more information about ITIL, visit http://www.bmc.com/solutions/itil/itil.html. For more information about  DevOps, visit https://communities.bmc.com/communities/community/bsm_initiatives/devops.

——————————————————————————————————————–

About the Author

Anthony Orr is director in the Office of the CTO and a member of the Thought Leadership Council at BMC Software. Anthony has worked for BMC for more than 15 years in various managerial, consulting, marketing and technical positions. He is an author of the ITIL v3 2011 publication update, ITIL MALC exam book and a senior examiner with responsibilities for the ITIL v3 certification examinations. Anthony is currently a board member of itSMF Houston Local Interest Group (LIG). He participates regularly as a speaker and expert panel member for itSMF events globally. Anthony has more than 30  years of IT experience and has held various roles in other companies prior to joining BMC including roles in development and operations. In his roles, he has been responsible for strategy, architecture, implementation and management of numerous service management disciplines and processes. Anthony is a frequent speaker on best practices at industry events and BMC customer forums. He has authored numerous white papers, pamphlets, podcasts, videos and blog posts on service management topics.

About BMC

BMC helps leading companies around the world put technology at the forefront of meaningful business change, improving the delivery and consumption of digital services. From mainframe to cloud to mobile,  BMC delivers innovative IT management solutions that have enabled more than 20,000 customers  to leverage complex technology into extraordinary business performance—increasing their agility and  exceeding their expectations.

Today, flawless interconnected digital experiences will define business relevancy and success. BMC is  committed to helping companies explore and profit from the New IT, a vanguard operating model that responds to complex business and customer needs with digital transformation, combining traditional technology with groundbreaking capabilities.

About AXELOS

AXELOS are a joint venture company, created by the Cabinet Office on behalf of Her Majesty’s Government in the United Kingdom and Capita plc to run the global best practice portfolio, including the ITIL and PRINCE2® professional standards.

The goals of AXELOS are many and varied, each one aimed at helping businesses and individuals reachsuccess, empowering them to truly stand out in a competitive market.

  • We continually promote and advocate quality training.
  • We strive to encourage growth, development and progress.
  • We always look for innovative new solutions to improve best practice standards and processes across the board.

The result is improved skills that are relevant to the industry as a whole, and enhanced employability for all, benefiting the global economy. The benefit to you and your business in particular: better trained employees, streamlined operations, and the peace of mind of knowing that you are working with an industry-leading organization, which provides products and services with a long-standing reputation for setting the industry benchmark.

Acknowledgements

Our White Paper series should not be taken as constituting advice of any sort and no liability is accepted for any loss resulting from use of or reliance on its content. While every effort is made to ensure the accuracy and reliability of the information, AXELOS cannot accept responsibility for errors, omissions or inaccuracies. Content, diagrams, logos, and jackets are correct at time of going to press but may be subject to change without notice.

 

Reference:

Orr, A. (2014, August 14). Maximize the synergies between ITIL® and DevOps. Retrieved November 3, 2014, from http://www.axelos.com/gempdf/Maximize_the_synergies_between_ITIL_and_DevOps_White_Paper.pdf

PH greenhouse emissions growing

Philippine Daily Inquirer
3:31 PM | Friday, April 11th, 2014

MANILA, Philippines—The contribution of the Philippines to global warming is only a drop in the bucket of the world’s total greenhouse gas (GHG) emissions, but that drop may get bigger in the future.

“Though it currently contributes less than 0.35 percent of global GHG emissions, its share will spike due to economic and population growth coupled with rapid urbanization,” the World Wide Fund for Nature (WWF)-Philippines said on Friday.

WWF-Philippines Project Manager Philline Donggay said this is why it is important for developing nations like the Philippines to begin serious steps toward climate mitigation and adoption of renewable energy to sustain its needs.

“Climate change mitigation reducing country emissions is critical because Asian economies are in full swing,” Donggay said in a news release.

Asia is the world’s fastest growing economic region and the largest continental economy by gross domestic product. Globally, six in ten people live in Asia, according to WWF-Philippines.

In the same release, WWF-Philippines announced its Building Momentum for Low Carbon Development project, which presents plans to synergize national development objectives with climate change mitigation strategies.

The project presents a path for the Philippines to transition from a fossil-fuel dependent economy to one that uses 100 percent renewable energy (RE) by 2050, the environmental organization said.

WWF-Philippines recommended increasing investments in both RE and energy efficiency (EE), while eliminating the country’s dependence on imported fossil fuels like coal and oil.

The Philippines is a fossil fuel-poor country and is vulnerable to the volatility of international fossil fuel prices, it noted.

“We have one of the highest power rates in Asia, mostly because of inefficiencies in the power sector and our reliance on imported fossil fuels,” WWF-Philippines Climate and Energy Programme Head Angela Ibay said.

“With coal and oil prices rising from increased demand, we will pay even more in the coming years – unless we invest in indigenous Renewable Energy now,” she added.

WWF-Philippines said Earth has already heated up by about 1 degree Celsius in the last two centuries, with an expected jump of 0.8 degree from atmospheric heat stored by the oceans.

“Beyond 4 degrees, up to 30 percent of all known plant and animal species will die — and intense storms, droughts and other climate effects will become nearly unmanageable for less-developed nations,” it said.

Today, the three largest emitters of greenhouse gases are energy generation, transportation and agriculture, WWF-Philippines said.

Read more: http://newsinfo.inquirer.net/593546/ph-greenhouse-emissions-growing#ixzz3HVoh94mK
Follow us: @inquirerdotnet on Twitter | inquirerdotnet on Facebook

APEX Global runs 1st Joint Knowledge Forum with SHRM on The Future of Learning & HR

Image

APEX Global, the learning solutions arm of ECC International has recently partnered with SHRM (Society of Human Resource Management) from USA to bring professional development solutions for HR practitioners in the Philippines. Together with SHRM, APEX Global jointly run the 1st Knowledge Forum focused on whats in store for global corporations – both big and small and how HR will play a crucial role in shaping this future.

This forum was held at the Mandarin Oriental, in Makati City this 10th April 2014, and was well attended by senior HR executives from banking, financial services, manufacturing, Outsourcing / BPO, government agencies and IT companies. The group had several meaningful exchanges and a lively discussion in the field they get to oversee – HR & Learning.

Some of the key highlights / strategies for the future shared from the presentation included

1. Grow from Within - Need for organisations to focus internally for future leaders rather than outside

2. Business Partner Approach - Shifting towards the setup of ‘HR business partner’ model rather than viewing HR as a support department

3. (Re)Building Employer Brand - Creating new strategies to retain performers and reduce recruitment related costs

Keeping the extensive interest among the participants, SHRM’s professional certification programs will be launched in the Philippines starting May 2014.
          HRMP (HR Management Professional) – May 26-28 2014

For more information about the courses, pre-requisites and the value of the professional certification, please email us at training@eccigroup.com to contact you with details.

Continue reading

APEX Global partners with ICOR for Organizational Resilience Courses

“The world is becoming turbulent faster than organizations are becoming resilient.”
Gary Hamel, Harvard Business Review

Today, leaders in the field of organizational resilience are seeking a broader holistic spread of services and demand a far-reaching perspective that is representative of what is actually required in day-to-day operations.  Dedicated professionals are aggressively seeking an environment where skills and abilities are recognized and encouraged.

Professionals that are interested in working and contributing in the field of organizational resilience are faced with the challenge of non-responsive service providers that continue to have an extremely narrow focus of business continuity.  This narrow focus does not address the evolving needs of business, government, non-governmental agencies, and society to improve their resiliency and viability.

ECCI and APEX Global believe that Performance excellence can only be achieved with the ability to strategically plan for the future, recover from unexpected failures and capacity to build resilience amidst constantly changing times. The International Consortium for Organizational Resilience (ICOR) is APEX Global’s new partner in delivering cutting edge training programs. With the mission to empower professionals through competency building,  APEX Global signed a partnership agreement to provide its clients with more services for competency-building.

The International Consortium for Organizational Resilience (ICOR) is an international non-profit education and credentialing organization that provides thought-leadership, professional development, and certification-enabling, comprehensive, proven strategies for embedding the culture and systems of resilience within the 21st-Century organization.

ICOR’s goal is to address these issues, continuously monitor the global marketplace so as to be proactive to the changes that evolve and, when necessary, react quickly to unexpected changes. APEX Global is now bringing this solution to its regional presence in the Philippines, Vietnam and Cambodia.

ICOR’s courses classified according to the following specialty areas  are ANSI (American National Standards Institute) accredited:
•    Business Continuity Management
•    Crisis Management & Communication
•    Emergency Management
•    Facility Management
•    Legal, Audit & Compliance
•    Organizational Resilience
•    Risk Management & Insurance
•    Supply Chain Risk Management
•    Technology Infrastructure

As an initial offering, APEX Global is launching BCM Lead Auditor Course based on ISO 22301 and Crisis Management & Communications Professional in partnership with ICOR. These courses will teach useful strategies and techniques for analyzing situations and making difficult decisions with limited time, information, and resources while managing a crisis event and leading teams.

For more information on the programs, visit www.eccinternational.com, email training@eccigroup.com or call 632 403 8668.

ECCI Group forms partnership with Stratadigm to bring excellence for BFSI professionals

February 7, 2012 – As a knowledge-centric organization constantly looking at solutions that would address the needs in today’s dynamic market place, APEX Global, ECCI’s learning solutions arm signed a partnership agreement with Stratadigm for training courses for Banking and Financial Services Institutions.

Business process professionals and IT professionals working in the banking / financial services can gain a deeper understanding of various processes, products and services in the BFSI industry such as Corporate Banking, Consumer Banking, Consumer Mortgages, Foreign Exchange, Trade Finance, Global Financial Markets, Risk Management, etc.

With the combined market presence and capabilities of ECCI in the Philippines and Vietnam and Stratadigm’s expertise in the area of BFSI, this partnership hopes to bring corporate public and inhouse training programs for the Banking, Insurance, Business Process Outsourcing, Software companies with expertise in banking systems, and other related businesses. The partnership will bring about key accredited certification programs from The Financial Markets Association (ACIFOREX), Chartered Institute for Securities & Investment (CISI), National Stock Exchange of India (NSE), National Collateral Management Services Limited (NCMSL), and Professional Risk Managers’ International Association (PRMIA).

ECCI and Stratadigm will also work with educational institutions for the promotion and delivery of industry-readiness programs for students to better equip tomorrow’s professionals for the banking and financial services industry.

APEX Global’s first training for 2012: Carbon Footprint

January 25, 2012. ECCI and APEX Global starts the year with a one day course on Carbon Footprint – Offset your indulgence with PAS 2050. PAS 2050 is a widely recognized methodology for accounting greenhouse gas emissions which contribute to climate change.

As the United Nations Secretary General said, Climate Change is the major, overriding environmental issue of our time, and the single greatest challenge facing environmental regulators. It is a growing crisis with economic, health and safety, food production, security, and other dimensions (www.unep.org).

The term ‘carbon footprint’ is commonly used but in many cases misunderstood. Carbon Footprint is a term used to describe the amount of GHG emissions caused by a particular activity or entity by an organization thus creating a quantitative method of assessing their contribution in climate change. The one day awareness held at New World Hotel, Makati City training explained the key principles of the methodology based on the principles of PAS 2050. Sustainability practitioners from DOLE Philippines, Hyundai Asia Resources, Sunpower Philippines, Nutri-Asia Inc, Monde Nissin Corp, and First Gas Power Corp attended the training which also provided the fundamentals of measuring carbon footprint and CF reporting. PAS 2050 provides a method for assessing the life cycle greenhouse gas (GHG) emissions of goods and services (jointly referred to as “products”). This can be used by organizations of all sizes and types, in any location, to assess the climate change impact of the products they offer.

Sustainability practitioners can look forward to the next APEX Global training on Certified Sustainability Assurance Practitioner on February 27 to March 2, 2012. For more information, please email training@eccigroup.com or call +6324038668.

APEX Global sets plans for 2012

APEX Global recently held a regional meeting last Nov 21 and 22 at the ECCI headquarters office in Manila. Representatives from Vietnam, India and Philippines offices gathered at the ECCI office in Makati to review this year’s highlights and plan for 2012.

2011 showed to be a great year for APEX Global with its aim to continuously provide a REAL learning experience for professionals. Over 3500 professionals representing 300+ companies in the Philippines, Vietnam and India attended the public training programs of APEX Global.

Learning and development within organizations has always been deemed significant not just for individual employees’ professional growth but ultimately for achieving the organization’s overall business goals.  Realizing this need and opportunity to assist organizations in their reaching their goals, APEX Global further expanded their offerings for 2012.

APEX Global will be offering more than 15 new programs over the five domains, IT Process Excellence, Standards & Compliance, Business Process Excellence, Behavioral Excellence, and Corporate Sustainability & Governance. They have also increased the frequency of their popular training courses such as IPC Specialist, ITIL, and CDCP (Certified Data Center Professional).  APEX Global will be organizing conferences and webinars in all of its locations and this is one of the major highlights to look forward to in 2012.

For more information on the 2012 program listing of APEX Global, please email info@eccigroup.com.

Introducing APEX Global’s LearnEx Card!

APEX Global continues to pioneer in offering innovative solutions to address the training needs of organizations in the Philippines.

Companies invest substantial resources in planning for employee learning and development –  but many a times business takes the course that markets and customers demand, making it imperative for the plans to keep pace. Realizing this challenge, APEX Global provides a flexible solution for maximizing your training investment.

LearnEx Platinum Card

As a continuous effort to serve our clients, APEX Global introduces “LearnEx – LearnExpress”, the prepaid premium learning pass to provide utmost flexibility, convenience, savings, and hassle-free registrations to the business organizations in the Philippines. This will address their training needs effortlessly over a period of one year.

With 3 variants of this prepaid training scheme – Silver, Gold and Platinum, LearnEx packages are bundled with exclusive privileges to provide the maximum return for on your training investment.

LearnEx offers the flexibility for organizations whose training needs vary from a single course to an entire series of courses – both planned and unexpected. LearnEx allows organizations to send anyone from any department or subsidiary to any APEX Global training program. Customers can also experience hassle-free registrations with guaranteed seats and dedicated client support.

LearnEx cardholders are entitled to special discounts to over 60+ training courses including 20+ Certification programs offered by APEX Global. It also comes with a lot of free items such as Quick Reference Posters (QRP), eLearning Toolkit access and APEX Global i-Nuggets and 24x7guru.com.ph annual subscriptions – a truly ensuring bang for the buck!

What’s more, APEX Global is giving a special 5% discount for orders received until December 15, 2011. For more information or inquiries, please email training@eccigroup.com or call +6324038668.

To learn more about LearnEx, download the brochure here.

APEX Global launches its 2012 Public Training Calendar

Expect more REAL learning experiences from APEX Global with its roster of training offerings for 2012. With its aim to promote performance excellence among professionals, APEX Global further expands it course offerings adding fourteen new programs in partnership with various accreditation and learning organizations.

APEX Global is the first in the Philippines to offer Certified SOA Architect where IT professionals can learn the fundamentals of SOA and gain a solid understanding of the service-orientation design, eventually leading to being a Certified SOA Architect.

Certified Scrum Master, accredited by the Scrum Alliance is also one of the latest training for IT and Business Process Excellence. Scrum is the leading agile development methodology, used by Fortune 500 companies around the world. It was originally was formalized for software development projects, but works well for any complex, innovative scope of work.

Furthermore, Software Quality Management Professional (SQM), Software Testing Professional – QTP and Load Runner, and the Fagan Inspection Method are also among the new programs being offered for software testing and quality excellence.

Under its BEX Behavioral Excellence umbrella, human resources practitioners will greatly benefit from the Professional in Human Resources (PHR) and Senior Professional in Human Resources (SPHR).

And with the increasing awareness and promotion of corporate social responsibility, APEX Global introduces Carbon Footprint and Reaping Returns: Measure Success of CSR & Sustainability Initiatives. Very soon, a graduate certificate program on sustainable business will be launched in partnership with one of the leading universities in Australia.

For more information and complete listing of classes and schedule, please contact APEX Global at +6324038668 or send an email to info@eccigroup.com.