Taking the next step with the new ITIL® Practitioner Qualification


Axelos, the ITIL course owner has announced the most significant evolution for ITIL – the new ITIL Practitioner qualification.

ITIL Practitioner is being developed in collaboration with Practitioners worldwide to help organizations and individuals increase the value they obtain from using ITIL by offering additional practical guidance to adopt and adapt the framework to support the business. It will be the next step after ITIL Foundation for professionals who have already learned the basics of IT Service Management (ITSM) and the business value of well-designed and delivered services. It will help guide them through the practical side of successfully applying the theory in the workplace.

A specific amount of credit points will be assigned to ITIL Practitioner that will count towards ITIL Expert the same way as Foundation, Intermediate and Managing Across the Lifecycle (MALC) do today.

thinkWhy was this introduced?

The demands organizations are putting on their IT teams and IT service providers have changed significantly in the recent years. In many cases, we have moved from “let’s keep everything as stable as possible” to “let’s be as agile as possible (and make sure we can recover instantly)”. The technological capabilities – such as those enabled by rapidly evolving cloud computing – and associated practices have made it possible to better answer those demands. The detailed ‘how’ of all of this depends, though – what works for a Bay Area start-up might not work for a large multinational enterprise, and the expectations from existing customers of 10+ years differ from those acquired yesterday. For ITSM professionals, there is an ever-growing demand for more practical guidance on how to design fit-for-purpose and fit-for-use services and supporting processes.

That is where ITIL and other philosophies, frameworks and methodologies – such as Lean, DevOps and Agile – need to intersect for the best results. There are no silver bullets – organizations need to wisely choose the best ways to address specific challenges. ITIL helps with this by providing the framework where good practice of the ‘how’ can be plugged into. Additional, practical guidance was needed to bring this to life.

Enter… ITIL Practitioner

Setting what is often (mistakenly!) considered to be the last ITIL lifecycle stage, almost a nice-to-have feature – Continual Service Improvement (CSI) – as the backbone of the new qualification, ITIL Practitioner brings what is one of the most under-used and under-valued parts of ITIL to the real world. It is CSI that helps organizations to focus on the improvements delivering most value and to make sure the services and the practices supporting these can keep up with the needs from the ever-changing organization, and continually improve.

ITIL Practitioner equips ITSM professionals with the tools to identify the improvement needs and priorities in their organization, to successfully start and run the improvement initiatives and to deliver the value expected. The qualification – and the guidance supporting it – brings together various parts of ITIL, adding more detail as required, and combines this with the practical ‘how to’. The good practice from ITSM professionals from around the world is distilled into concepts, models and capabilities, and complemented with tools and methods to place it in the context of a specific organization. This is ITIL Practitioner.

For more information, please check this ITIL Practitioner page.




Data Center Fun Facts

There’s no question that big data plays a huge role in the lives of millions of people as well as countless businesses.

As each year passes, data gets bigger and more storage facilities are built to handle the influx of information and keep it accessible and safe.

Just how big has big data become? How big do data centers have to be to handle that much data? Not surprisingly, with more of the world turning to electronic forms of storage and and ever-increasing amount of data, data centers are becoming a lot more efficient at handling information and compressing it.


50 Sensor Applications for a Smarter World

50 Sensor Applications for a Smarter World

Smart Cities

  • 01 Smart Parking

    Monitoring of parking spaces availability in the city.

  • 02 Structural health

    Monitoring of vibrations and material conditions in buildings, bridges and historical monuments.

  • 03 Noise Urban Maps

    Sound monitoring in bar areas and centric zones in real time.

  • 04 Smartphone Detection

    Detect iPhone and Android devices and in general any device which works with WiFi or Bluetooth interfaces.

  • 05 Eletromagnetic Field Levels

    Measurement of the energy radiated by cell stations and and WiFi routers.

  • 06 Traffic Congestion

    Monitoring of vehicles and pedestrian levels to optimize driving and walking routes.

  • 07 Smart Lighting

    Intelligent and weather adaptive lighting in street lights.

  • 08 Waste Management

    Detection of rubbish levels in containers to optimize the trash collection routes.

  • 09 Smart Roads

    Intelligent Highways with warning messages and diversions according to climate conditions and unexpected events like accidents or traffic jams.

See Related Articles


Smart Environment

  • 10 Forest Fire Detection

    Monitoring of combustion gases and preemptive fire conditions to define alert zones.

  • 11 Air Pollution

    Control of CO2 emissions of factories, pollution emitted by cars and toxic gases generated in farms.

  • 12 Snow Level Monitoring

    Snow level measurement to know in real time the quality of ski tracks and allow security corps avalanche prevention.

  • 13 Landslide and Avalanche Prevention

    Monitoring of soil moisture, vibrations and earth density to detect dangerous patterns in land conditions.

  • 14 Earthquake Early Detection

    Distributed control in specific places of tremors.

See Related Articles


Smart Water

  • 15 Potable water monitoring

    Monitor the quality of tap water in cities.

  • 16 Chemical leakage detection in rivers

    Detect leakages and wastes of factories in rivers.

  • 17 Swimming pool remote measurement

    Control remotely the swimming pool conditions.

  • 18 Pollution levels in the sea

    Control realtime leakages and wastes in the sea.

  • 19 Water Leakages

    Detection of liquid presence outside tanks and pressure variations along pipes.

  • 20 River Floods

    Monitoring of water level variations in rivers, dams and reservoirs.

See Related Articles


Smart Metering

  • 21 Smart Grid

    Energy consumption monitoring and management.

  • 22 Tank level

    Monitoring of water, oil and gas levels in storage tanks and cisterns.

  • 23 Photovoltaic Installations

    Monitoring and optimization of performance in solar energy plants.

  • 24 Water Flow

    Measurement of water pressure in water transportation systems.

  • 25 Silos Stock Calculation

    Measurement of emptiness level and weight of the goods.

See Related Articles


Security & Emergencies
  • 26 Perimeter Access Control

    Access control to restricted areas and detection of people in non-authorized areas.

  • 27 Liquid Presence

    Liquid detection in data centers, warehouses and sensitive building grounds to prevent break downs and corrosion.

  • 28 Radiation Levels

    Distributed measurement of radiation levels in nuclear power stations surroundings to generate leakage alerts.

  • 29 Explosive and Hazardous Gases

    Detection of gas levels and leakages in industrial environments, surroundings of chemical factories and inside mines.

See Related Articles



  • 30 Supply Chain Control

    Monitoring of storage conditions along the supply chain and product tracking for traceability purposes.

  • 31 NFC Payment

    Payment processing based in location or activity duration for public transport, gyms, theme parks, etc.

  • 32 Intelligent Shopping Applications

    Getting advices in the point of sale according to customer habits, preferences, presence of allergic components for them or expiring dates.

  • 33 Smart Product Management

    Control of rotation of products in shelves and warehouses to automate restocking processes.

See Related Articles



  • 34 Quality of Shipment Conditions

    Monitoring of vibrations, strokes, container openings or cold chain maintenance for insurance purposes.

  • 35 Item Location

    Search of individual items in big surfaces like warehouses or harbours.

  • 36 Storage Incompatibility Detection

    Warning emission on containers storing inflammable goods closed to others containing explosive material.

  • 37 Fleet Tracking

    Control of routes followed for delicate goods like medical drugs, jewels or dangerous merchandises.

See Related Articles


Industrial Control

  • 38 M2M Applications

    Machine auto-diagnosis and assets control.

  • 39 Indoor Air Quality

    Monitoring of toxic gas and oxygen levels inside chemical plants to ensure workers and goods safety.

  • 40 Temperature Monitoring

    Control of temperature inside industrial and medical fridges with sensitive merchandise.

  • 41 Ozone Presence

    Monitoring of ozone levels during the drying meat process in food factories.

  • 42 Indoor Location

    Asset indoor location by using active (ZigBee) and passive tags (RFID/NFC).

  • 43 Vehicle Auto-diagnosis

    Information collection from CanBus to send real time alarms to emergencies or provide advice to drivers.

See Related Articles


Smart Agriculture

  • 44 Wine Quality Enhancing

    Monitoring soil moisture and trunk diameter in vineyards to control the amount of sugar in grapes and grapevine health.

  • 45 Green Houses

    Control micro-climate conditions to maximize the production of fruits and vegetables and its quality.

  • 46 Golf Courses

    Selective irrigation in dry zones to reduce the water resources required in the green.

  • 47 Meteorological Station Network

    Study of weather conditions in fields to forecast ice formation, rain, drought, snow or wind changes.

  • 48 Compost

    Control of humidity and temperature levels in alfalfa, hay, straw, etc. to prevent fungus and other microbial contaminants.

See Related Articles


Smart Animal Farming

  • 49 Hydroponics

    Control the exact conditions of plants grown in water to get the highest efficiency crops.

  • 50 Offspring Care

    Control of growing conditions of the offspring in animal farms to ensure its survival and health.

  • 51 Animal Tracking

    Location and identification of animals grazing in open pastures or location in big stables.

  • 52 Toxic Gas Levels

    Study of ventilation and air quality in farms and detection of harmful gases from excrements.

See Related Articles


Domotic & Home Automation

  • 53 Energy and Water Use

    Energy and water supply consumption monitoring to obtain advice on how to save cost and resources.

  • 54 Remote Control Appliances

    Switching on and off remotely appliances to avoid accidents and save energy.

  • 55 Intrusion Detection Systems

    Detection of windows and doors openings and violations to prevent intruders.

  • 56 Art and Goods Preservation

    Monitoring of conditions inside museums and art warehouses.

See Related Articles



  • 57 Fall Detection

    Assistance for elderly or disabled people living independent.

  • 58 Medical Fridges

    Control of conditions inside freezers storing vaccines, medicines and organic elements.

  • 59 Sportsmen Care

    Vital signs monitoring in high performance centers and fields.

  • 60 Patients Surveillance

    Monitoring of conditions of patients inside hospitals and in old people’s home.

  • 61 Ultraviolet Radiation

    Measurement of UV sun rays to warn people not to be exposed in certain hours.

See Related Articles






Business continuity planning vital for disaster-prone Manila

Photo credit

A supermarket in Manila after the tropical Storm “Ondoy” ( Ketsana ), 26 September 2009

MANILA, 4 May: UNISDR joined forces with a leading university yesterday to urge Manila’s business community to reduce its disaster risk and to develop business continuity plans which take account of the capital city’s extreme exposure to earthquakes and typhoons. Disasters cost the country a record $615 million last year.

“Adopting business continuity plans is not a question of choice but a double imperative for the Philippines as earthquake and typhoon risks are very high and seriously threaten business assets and profits”, Margareta Wahlström, the UN Secretary-General’s Special Representative for Disaster Risk Reduction told more than 100 participants at a roundtable on business continuity planning (BCP) held in Ateneo Graduate School of Business in Manila.

“Corporations need to start thinking about what they can do to better protect their businesses against disasters as they are already paying a very high cost for not doing so,” warned Wahlström.

“The private sector plays an instrumental role in mitigating the collective risks we face as people”, said Father Jett Villarin, President of the Ateneo De Manila University, “and BCP should be also taught in business schools to sustain the dialogue and practice among business entities.”

According to a study by the Japanese International Cooperation Agency (JICA), “The Metro Manila Earthquake Impact Reduction Study”, a 7.2 magnitude earthquake in the West Valley Fault will damage 40 percent of the total number of residential buildings within Metropolitan Manila, which has 11.8 million inhabitants, and will cause approximately 34,000 deaths and 114,000 injuries. Moreover, fire spreading as a secondary effect of the earthquake will cause an additional 18,000 deaths.

The Philippine Institute of Volcanology and Seismology has noted that such an event happening is inevitable.

In 2011, disaster losses rose to 26 billion pesos (US$615 Million) in the Philippines exceeding the previous record of 14.5 Billion pesos in 2006.

Manila which accounts for more than 33 per cent of the GDP in the Philippines has been hit by 30 earthquakes since 1900. The Valley Fault System that runs north to south along the west and east edges of the Marikina Valley is thought to pose the greatest seismic threat to Metro Manila due to its close proximity.

Manila and the Philippines also suffer from more than 30 typhoons per year. Tropical Storm Ondoy and Typhoon Pepeng in 2009 have already caused substantial damages and losses, equivalent to about 2.7 percent of GDP. Climate change experts predict that typhoons, storms and flash floods will be even more frequent and severe in the future.

“In addition to these first hand risks, the Philippines is also exposed to other threats due to the interconnectedness of today’s disasters. A disaster happening in Japan or somewhere else in Asia can have also great repercussions in the Philippines affecting different manufacturing activities and employment sectors,” noted Wahlström.

The Great East Japan Earthquake in 2011, for example, resulted in a 10-25 percent decrease in the automobile production with a domino effect of a 10-20 percent reduction in the manufacturing of electrical components in the Philippines.

“Yet despite the magnitude of potential costs and loss of incomes, reducing disaster risk continues to be perceived as a lesser priority than fiscal stability, unemployment or inflation when it should be a priority as disasters continue to increase and inflict huge economic losses to businesses,” said the UN head for Disaster Risk reduction.

Senator Loren Legarda who is a UNISDR Regional Disaster Risk Reduction Champion took the opportunity of the visit by Wahlström to convene a high-level meeting of business leaders to convince them that robust business continuity planning was part of their corporate social responsibility. Those business leaders included Rhicke Jennings, President of the American Chamber of Commerce, Henry Limbonliong, Vice-President of the Filipino-Chinese Chamber of Commerce and M. Hans Sy of SM Prime Holdings.

According to a recent survey carried out by the Japanese government on the adoption of business continuity planning (BCP) by member countries of the Asia-Pacific Economic Cooperation (APEC), just after the APEC meeting last November in Honolulu, only nine out of the 40 Philippines companies which responded to the survey had a BCP in place while three others were in the process of developing one.

How to Influence Through Quality Management Skills

by Kevin Johnston, Demand Media

As a small-business owner, you can benefit from learning how quality management skills can influence managers, middle managers and your entire workforce to work toward improvements in the way you run your company. As you demonstrate top-notch skills, you gain influence based on your wisdom, judgment and knowledge. This influence can have a major impact on morale and productivity.

People Skills

Your ability to empathize with others lays the foundation for all of your other management skills. If you consistently demonstrate that you listen to people and strive to understand their concerns, you gain influence through the respect you earn. While you have the right to exercise power due to your position as the owner of the business, you gain wider influence by developing positive relationships with your employees.

Technical Skills

If you understand both the advanced and basic tasks of your business, you establish yourself as a person of influence in the company. Employees will know that you understand their job skills and the problems they must overcome, along with the determination it takes to do a quality job day in and day out.

Problem-Solving Abilities

When you solve problems, you gain influence. Your successful solutions demonstrate that you have earned your position as business owner through your management acumen. You establish yourself as a go-to person for your managers and their staff when problems arise. Your influence will spread as your decisions are implemented and employees see positive results.

High Expectations

Managers who structure high expectations into team and company goals can influence employees to reach for their best. Distinct, well-defined expectations help employees engage in a process that leads to stronger outcomes than those achieved under old authoritarian models built on threats and rewards. This allows you to lead employees in a positive direction and gain influence by involving them in creating ways to meet high expectations.

Rethinking Management Roles

To gain influence, learn to look at your role not as a boss but as a mentor. Employees will respond when they feel they are part of the process of creating quality in your business. The mentor approach allows you to persuade rather than cajole and lead rather than push.


Your ability to mediate disagreements among your staff can garner you a reputation as a wise leader. You must master the management skill of accepting two opposing positions as legitimate and seeing the positives in each opponent’s viewpoint. Finding a middle ground where those in a disagreement can agree on a compromise will expand your influence and improve your reputation.

Operational Skills

Maintain your influence by showing employees you keep the big picture in mind when addressing problems in a single area. You can show an ability to understand how myriad tasks fit together to make the whole business work. Employees will realize that their focus is part of the big picture but that you have to oversee the entire operation. This will solidify your influence at your business.

Conveying Vision

Perhaps the most influential management skill you can practice is the ability to get others excited about your vision. When you convince others that what you have imagined is possible, they will follow you and work hard to bring your vision to fruition.

About the Author

Kevin Johnston writes for Ameriprise Financial, the Rutgers University MBA Program and Evan Carmichael. He has written about business, marketing, finance, sales and investing for publications such as “The New York Daily News,” “Business Age” and “Nation’s Business.” He is an instructional designer with credits for companies such as ADP, Standard and Poor’s and Bank of America.

Are You Ready for an Agile Future?

Are You Ready for an Agile Future?

HR Systems That Build and Reinforce Agility

Maximize the synergies between ITIL and DevOps


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.


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


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.


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


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


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


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


  •  Seven-Step Improvement Process


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


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 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.


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.


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.


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.


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.


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.


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.

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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.



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