82 lời răn về cách sống ai cũng phải đọc

82 điều răn của Alejandro Jodorowsky – nhà làm phim, nhà văn, nhà soạn nhạc, nhà trị liệu tâm lý người Chi-lê – nghe có vẻ giống như đang đọc Kinh Thánh hay kinh Phật.

lời răn, cách sống
Alejandro Jodorowsky

Những lời răn về cách sống nhằm mục đích giúp chúng ta “thay đổi thói quen, chiến thắng thói lười biếng và trở nên đạo đức…”

Dưới đây là 82 lời răn của Alejandro Jodorowsky:

1. Dành sự chú ý của bản thân cho chính mình. Luôn ý thức về cái mà bạn nghĩ, hiểu, cảm nhận, mong muốn và làm.

2. Luôn hoàn thành thứ mà bạn đã bắt đầu.

3. Dù bạn làm gì, hãy làm tốt nhất có thể.

4. Đừng gắn liền với bất cứ thứ gì có thể tiêu diệt bạn theo thời gian.

5. Âm thầm nhân lên sự rộng lượng

6. Đối xử với tất cả mọi người như người thân.

7. Sắp xếp thứ mà bạn đã phá hoại.

8. Học cách nhận và nói cảm ơn khi nhận được quà.

9. Đừng tự định nghĩa bản thân.

10. Đừng nói dối hay ăn cắp, vì bạn đang nói dối chính bản thân mình và ăn cắp của chính mình

11. Hãy giúp đỡ hàng xóm, nhưng đừng làm họ bị phụ thuộc.

12. Không khuyến khích người khác bắt chước bạn.

13. Lên kế hoạch công việc và thực hiện chúng.

14. Đừng chiếm quá nhiều không gian.

15. Đừng tạo ra những âm thanh hay dịch chuyển vô ích.

16. Nếu bạn thiếu niềm tin, hãy giả vờ là bạn có nó.

17. Đừng cho phép bản thân bị ấn tượng bởi những tính cách mạnh mẽ.

18. Đừng coi bất cứ ai hay bất cứ điều gì là sở hữu của bạn.

19. Chia sẻ một cách công bằng.

20. Đừng cám dỗ.

21. Ngủ và ăn ít nhất có thể.

22. Không nói về những vấn đề riêng tư.

23. Đừng đánh giá hay chỉ trích khi bạn không hiểu hầu hết những yếu tố liên quan.

24. Đừng gây dựng những tình bạn vô dụng.

25. Đừng chạy theo thời trang.

26. Đừng bán chính mình.

27. Hãy tôn trọng những hợp đồng mà bạn đã ký.

28. Hãy đúng giờ.

29. Đừng bao giờ ghen tị với may mắn hay thành công của bất cứ ai.

30. Nói “không” nhiều hơn.

31. Đừng nghĩ về lợi nhuận mà công việc của bạn sẽ mang lại.

32. Đừng bao giờ đe dọa bất cứ ai.

33. Hãy giữ lời hứa.

34. Trong bất kỳ cuộc thảo luận nào, hãy đặt mình vào vị trí của người khác.

35. Hãy thừa nhận bất cứ ai cũng có thể tốt hơn bạn.

36. Đừng loại bỏ, mà hãy biến đổi.

37. Hãy chinh phục nỗi sợ hãi.

38. Giúp người khác tự cứu lấy họ.

39. Chế ngự những ác cảm của bạn.

40. Không phản ứng với những điều mà người khác nói về bạn, dù là khen hay chê.

41. Biến niềm kiêu hãnh thành lòng tự trọng.

42. Biến sự tức giận thành sự sáng tạo.

43. Biến lòng tham thành sự tôn trọng cái đẹp.

44. Biến sự ghen tị thành sự ngưỡng mộ những giá trị của người khác.

45. Biến sự căm ghét thành lòng thiện nguyện

46. Đừng tự khen hay xúc phạm bản thân.

47. Hãy coi những thứ không thuộc về bạn như thể nó không thuộc về bạn.

48. Đừng than vãn.

49. Hãy phát triển trí tưởng tượng.

50. Đừng bao giờ đưa ra mệnh lệnh chỉ để nhận sự thỏa mãn vì được vâng lời.

51. Trả tiền cho những dịch vụ phục vụ bạn.

52. Đừng cải đạo công việc hay ý tưởng của bạn.

53. Đừng cố gắng làm người khác cảm nhận ở bạn những cảm xúc như tiếc nuối, ngưỡng mộ, đồng cảm hay đồng lõa.

54. Đừng cố gắng làm mình khác biệt bằng ngoại hình.

55. Đừng bao giờ phản bác, thay vào đó, hãy im lặng.

56. Đừng mắc nợ. Hãy kiếm tiền và thanh toán ngay lập tức.

57. Nếu bạn xúc phạm ai đó, hãy xin sự tha thứ. Nếu bạn xúc phạm một người công khai, hãy xin lỗi công khai.

58. Khi bạn nhận ra bạn đã nói điều gì đó sai lầm, đừng bảo thủ chỉ vì tự ái của mình, hãy rút lại nó ngay lập tức.

59. Đừng bao giờ bảo vệ những ý tưởng cũ kỹ của bạn đơn giản chỉ vì bạn là người nói ra chúng.

60. Đừng giữ những vật dụng vô ích.

61. Đừng tô điểm cho mình bằng những ý tưởng kỳ lạ.

62. Đừng chụp ảnh với người nổi tiếng.

63. Đừng tự bào chữa cho bản thân, hãy gọi luật sư của mình.

64. Đừng bao giờ định nghĩa bản thân bằng thứ mà bạn sở hữu.

65. Đừng bao giờ nói về bản thân mà không xem xét đến việc bạn có thể thay đổi.

66. Chấp nhận rằng chẳng có gì thuộc về bạn.

67. Khi ai đó hỏi quan điểm của bạn về thứ gì đó hoặc về ai đó, hãy chỉ nói về những phẩm chất của họ.

68. Khi bạn bị ốm, hãy coi bệnh tật như giáo viên của bạn, chứ không phải như thứ gì đó đáng ghét.

69. Hãy nhìn thẳng và không che giấu bản thân.

70. Đừng quên cái chết của bạn, nhưng đừng cho phép nó xâm chiếm cuộc sống của bạn.

71. Dù bạn sống ở bất cứ nơi đâu, hãy luôn tìm ra một nơi để bạn thể hiện sự sùng kính.

72. Khi bạn cung cấp một dịch vụ, hãy để những nỗ lực của bạn không dễ thấy.

73. Nếu bạn quyết định làm việc để giúp đỡ người khác, hãy làm với niềm vui.

74. Nếu bạn đang đắn đo giữa làm và không làm, hãy mạo hiểm làm nó.

75. Đừng cố gắng trở thành tất cả với bạn đời, hãy chấp nhận rằng có những thứ mà bạn không thể cho anh ấy/ cô ấy nhưng người khác thì có thể.

76. Khi ai đó đang nói chuyện với một khán giả chăm chú, đừng phủ nhận họ và đánh cắp khán giả của anh ta/ cô ta.

77. Hãy sống bằng tiền mà bạn kiếm được.

78. Đừng bao giờ khoe khoang về những cuộc phiêu lưu tình ái.

79. Đừng bao giờ tô điểm điểm yếu của mình.

80. Đừng bao giờ tới thăm ai chỉ để giết thời gian.

81. Giành được mọi thứ là để chia sẻ chúng.

82. Nếu bạn đang ngồi thiền và một con quỷ xuất hiện, hãy khiến con quỷ cũng ngồi thiền.

Source: Nguyễn Thảo (Theo Open Culture)

Data Center Generators

Generators are a key to data center reliability. Supplementing a battery-based uninterruptible power supply (UPS) with an emergency generator should be considered by all data center operators. The question has become increasing important as super storms such as Hurricane Sandy in the Northeast United States knocked out utility power stations and caused many downed power lines, resulting in days and weeks of utility power loss.

data-center-generator-delivery
Data Center Generator Delivery

Beyond disaster protection, the role of a backup generator to provide power is important when utility providers consider summer rolling blackouts and brownouts and data center operators see reduced utility service reliability. In a rolling blackout, power to industrial facilities is often shut down first. New data center managers should check the utilities contract to see if a data center is subject to such utility disconnects.

Studies show generators played a role in between 45 and 65 percent of outages in data centers with an N+1 configuration (with one spare backup generator). According to Steve Fairfax, President of MTechnology, “Generators are the most critical systems in the data center.” Mr. Fairfax was the keynote speaker at the 2011 7×24 Exchange Fall Conference in Phoenix, Arizona.

What Should You Consider Before Generator Deployment?

  • MTU-Onsite-Energy-Data-Center-Gas-Generators
    MTU Onsite Energy Gas Generator

    Generator Classification / Type. A data center design engineer and the client should determine if the generator will be classified as an Optional Standby power source for the data center, a Code Required Standby power source for the data center, or an Emergency back-up generator that also provides standby power to the data center.

  • Generator Size. When sizing a generator it is critical to consider the total current IT power load as well as expected growth of that IT load. Consideration must also be made for facility supporting infrastructure (i.e. UPS load) requirements. The generator should be sized by an engineer, and specialized sizing software should be utilized.
  • Fuel Type. The most common types of generators are diesel and gas. There are pros and cons to both as diesel fuel deliveries can become an issue during a natural disaster and gas line feeds can be impacted by natural disasters. Making the right choice for your data center generator depends on several factors. The fuel type needs to be determined based upon local environmental issues, (i.e. Long Island primarily uses natural gas to protect the water aquifer under the island), availability, and the required size of the standby/emergency generator.
  • Deployment Location. Where will the generator be installed? Is it an interior installation or an exterior installation? An exterior installation requires the addition of an enclosure. The enclosure may be just a weather-proof type, or local building codes may require a sound attenuated enclosure. An interior installation will usually require some form of vibration isolation and sound attenuation between the generator and the building structure.
  • Cummins-Lean-Burn-Industrial-Gas-Generators
    Cummins Lean-Burn Gas Generator

    Exhaust and Emissions Requirements. Today, most generator installations must meet the new Tier 4 exhaust emissions standards. This may depend upon the location of the installation (i.e. city, suburban, or out in the country).

  • Required Run-time. The run-time for the generator system needs to be determined so the fuel source can be sized (i.e. the volume of diesel or the natural gas delivery capacity to satisfy run time requirements).

 

What Should You Consider During Generator Deployment?

  • Commissioning The commissioning of the generator system is basically the load testing of the installation plus the documentation trail for the selection of the equipment, the shop drawing approval process, the shipping documentation, receiving and rigging the equipment into place. This process also should include the construction documents for the installation project.
    Generac-industrial-gas-generators
    Generac Generator

     

     

  • Load Testing Typically, a generator system is required to run at full load for at least four (4) hours. It will also be required to demonstrate that it can handle step load changes from 25% of its rated kilowatt capacity to 100% of its rated kilowatt capacity. If the load test can be performed with a non-linear load bank that has a power factor that matches the specification of the generator(s) that is the best way to load test. Typically, a non-linear load bank with a power factor between 75% and 85% is utilized.
  • Servicing The generator(s) should be serviced after the load test and commissioning is completed, prior to release for use.

 

What Should You Consider After Generator Deployment?

  • Caterpillar Industrial Diesel GeneratorsService Agreement. The generator owner should have a service agreement with the local generator manufacturer’s representative.
  • Preventative Maintenance. Preventative Maintenance should be performed at least twice a year. Most generator owners who envision their generator installation as being critical to their business execute a quarterly maintenance program.
  • Monitoring. A building monitoring system should be employed to provide immediate alerts if the generator and ATS systems suffer a failure, or become active because the normal power source has failed. The normal power source is typically from the electric utility company, but it could be an internal feeder breaker inside the facility that has opened and caused an ATS to start the generator(s) in an effort to provide standby power.
  • Regular Testing. The generator should be tested weekly for proper starting, and it should be load tested monthly or quarterly to determine that it will carry the critical load plus the required standby load and any emergency loads that it is intended to support.
  • bloom-energy-server
    The Bloom Box by Bloom Energy

    Maintenance. The generator manufacturer or third party maintenance organization will notify the generator owner when important maintenance milestones are reached such as minor rebuilds and major overhauls. The run hours generally determine when these milestones are reached, but other factors related to the operational characteristics of the generator(s) also apply to determining what needs to be done and when it needs to be done.

PTS Data Center Solutions provides generator sets for power ratings from 150 kW to 2 MW. We can develop the necessary calculations to properly size your requirement and help you with generator selection, procurement, site preparation, rigging, commissioning, and regular maintenance of your generator.

To learn more about PTS recommended data center generators, contact us or visit (in alphabetical order):

To learn more about PTS Data Center Solutions available to support your Data Center Electrical Equipment & Systems needs, contact us or visit:

Link Source: http://computer-room-design.com/strategic-data-center solutions/electricalequipmentandsystems/data-center-generators/

Is this the first step towards ITIL v4?

READ BELOW THE FREQUENTLY ASKED QUESTIONS ABOUT NEW AXELOS QUALIFICATION ITIL PRACTITIONER PUBLISHED IN MARCH 2015

The Qualification:

1. Why are you introducing this new qualification?

The qualification aims to demonstrate that IT Service Management (ITSM) professionals are equipped with the skills to apply ITIL concepts in their organization, ensuring maximum business value by delivering fit-for-purpose and fit-for-use services. At the same time, it’s designed to give confidence to managers that the members of their team are ready to initiate and successfully carry out required improvement initiatives.

2. What is the ITIL Practitioner exam based on?

The exam is based on various elements of ITIL, with a strong focus on Continual Service Improvement (CSI), a fundamental lifecycle stage in ITIL; as well as additional guidance covering the practical elements in more detail.

3. How did AXELOS come to the decision to launch ITIL Practitioner? And who was consulted?

Since AXELOS’ inception in 2013, we have been meeting with practitioners globally to understand how they use the best practice portfolio, their successes and challenges. We have been analyzing this feedback, to find ways to help improve organizations’ performance. The new ITIL Practitioner qualification and the accompanying guidance is a response to practitioners’ requests for an additional, practical element to complement the existing ITIL guidance. While the ITIL Foundation qualification confirms a good understanding of what service management is, in addition to introducing all the relevant ITIL concepts and the language, the ‘how’ is addressed only very briefly. ITIL Practitioner addresses the question how to start adopting and adapting ITIL within the organization.

4. What is the official launch date for the first exam/qualification?

Delegates will be able to sit their first ITIL Practitioner exams in Q4 2015.

5. Is this the first step towards ITIL v4?

Our goal is to provide practitioners with the best possible guidance to help with their day to day roles and this requires us to evolve ITIL over time. This will not be achieved with big bang updates, but by continually improving the framework.

As an organization we are always on the lookout for new practices (good and emerging), which we will link to the stable core of ITIL’s best practice framework. ITIL Practitioner follows this principle, adding additional practical guidance to the existing qualification scheme. Some materials will be introduced alongside the qualification to help practitioners identify changing approaches to service management.

6. Will self-study be allowed for ITIL practitioner?

The ITIL Practitioner syllabus is currently in development and so the decision on this has not yet been made. We need to make sure the exam does test practical skills and gives confidence to professionals and their managers alike. The exact design of the exam will dictate whether formal training is required to acquire the skills.

7. What guidance is available to support this new exam? For example will there be a manual that represents core guidance?

In addition to the ITIL core library consisting of five books, and especially the CSI book, additional guidance papers covering the practical application of theory will be developed as support for this new qualification.

The need for a specific study guide will be assessed as the development progresses.

8. What type of assessment will the exam be?

The exam will be a scenario-based multiple choice exam that tests the candidate’s ability to apply the knowledge and the tools in the best possible way.

9. How long is the course?

AXELOS does not prescribe the length of an accredited training course. The training requirements will be those necessary to ensure the delegates are introduced to all elements that are referenced within the qualification syllabus. Our expectation is that on average a good trainer will be able to cover the material in two days, with an expectation that some additional pre- and post-course reading might be required, depending on the delegate’s level of experience.

10. What is this cognitive complexity of the qualification?

The exam will target Bloom’s taxonomy levels 3 – 5. A definition of the taxonomy can be found here. 11. Who will provide the training?

The training will be provided by AXELOS Accredited Training Organizations (ATOs) globally.

12. What languages will this launch in?

The exam will launch in English, with additional languages added over time based on community feedback. AXELOS is committed to delivering global best practice, and supporting practitioners in a range of different languages.

13. Does this mean that you are rolling back to ITIL v2 which included a Practitioner qualification?

Although there was a qualification in ITIL v2 called “ITIL Service Practitioner”, this is not related to the new ITIL Practitioner. With the new ITIL Practitioner we are providing help with the ‘how’ for all ITSM practitioners regardless of their job role. Advanced ITIL qualifications (such as Intermediate) are aimed at more job role specific knowledge and skills and are more similar to specific v2 Practitioner qualifications.

Qualification Eco-System:

1. How will this impact on the existing ITIL framework?

ITIL Practitioner is additive to the existing ITIL qualification scheme, and is built on the existing core guidance with additional guidance on good practices added where required.

2. Will ITIL Practitioner add points towards ITIL Expert, and if so, how many?

Once the complexity level of the exam has been agreed, we will assign a specific amount of credit points to ITIL Practitioner that count towards ITIL Expert the same way as Foundation, Intermediate and Managing Across the Lifecycle (MALC) do today.

3. Are candidates able to substitute ITIL Foundation with ITIL Practitioner?

ITIL Foundation is a prerequisite to take ITIL Practitioner as it supplements, rather than substitutes the Foundation qualification. To that end the ITIL Practitioner syllabus will require delegates to have passed their ITIL Foundation exam and be familiar with the principles of ITSM and the organization-wide common language of ITIL. These learnings will be put in context to answer the ‘how’ of successful improvement initiatives with ITIL Practitioner, which is the next step after Foundation, not a substitution.

4. Will this qualification be positioned between ITIL Foundation and ITIL Intermediate?

Passing ITIL Practitioner is not a prerequisite to sign up for any of the ITIL Intermediate courses, although we do encourage people with advanced ITIL qualifications to familiarize themselves with the scope and approach of ITIL Practitioner, and consider the qualification for additional hands-on guidance.

5. What are the pre-requisites for ITIL Practitioner?

To sign up for ITIL Practitioner, a delegate will need to have passed the ITIL Foundation exam successfully.

6. How does this affect people that are already on the ITIL Expert path?

By being additive to the existing qualification scheme, ITIL Practitioner is another qualification within the scheme providing credits for people on a path to ITIL Expert.

7. Is there a fast track for people that have already invested in the ITIL training roadmap?

ITIL Practitioner, built on the existing ITIL guidance, includes additional guidance and focuses on practical application of the acquired knowledge. There is no comparable qualification in the current ITIL qualification scheme to fast track from.

8. What does this mean to the existing lifecycle/capability courses?

As mentioned above, ITIL Practitioner is additive to the existing ITIL qualification scheme. All current qualifications in the scheme will remain as they are.

ITIL®, PRINCE2®, MSP®, M_o_R®, P3M3®, P3O®, MoP® and MoV® are registered trade marks of AXELOS Limited. AXELOS, the AXELOS logo and the AXELOS swirl logo are trade marks of AXELOS Limited.

Copyright © AXELOS Limited 2015

Service Portfolio vs Service Catalog: 5 Reasons You Should Know the Differences

At first glance, the service portfolio and service catalog almost seem like the same thing. After all, both contain details of IT services. However, there are important differences when you’re talking about service portfolio vs. service catalog.

two hammers
To the casual observer, these may look similar, but use the wrong one for the job, and the differences become obvious.

service portfolio is an overarching document used in the management of the life cycles of all services: including those no longer offered, those currently offered, and those in the pipeline. The service portfolio is more of a living historical document of service-related activities.

service catalog, on the other hand, details the currently-active IT services and may include information on those that will be deployed soon. The service catalog is an “outward facing” document for your end users.

To use an analogy, suppose you’re an architect. Your portfolio contains examples of work you have completed for your clients, work representative of what you’re doing now, and information about where you want to take your expertise in the future. If you as an architect were to create the equivalent of the “service catalog,” it would contain information about exact services you provide, how the services are performed, how long they take to complete, and how much you charge.

There are several reasons you should understand the service portfolio vs service catalog differences. Here are 5 of them.

1. To Remain Consistent with ITIL Framework

This is a matter of good corporate IT hygiene. When you bring in a new IT service manager, collaborate with another company on an IT initiative, bring in a consultant, or take on the task of creating a service catalog and portfolio, knowing the difference between the service portfolio and the service catalog keeps everyone on the same page and makes communication easier.

2. To Prioritize Your Efforts

There are varying opinions on which should come first: the service catalog or the service portfolio. The choice may depend on many factors, including how well-documented past IT services were and what your resources allow. The service catalog is a more focused document, and many people think that this is where your initial efforts should be focused, followed by use of the information in the service catalog as a springboard to creating a service portfolio. The “right” answer about which to tackle first depends on your particular organization’s priorities and resources.

3. To Know Where to Place Your “Marketing” Efforts

The service portfolio is usually an internal document that the IT help desk and management use to gain a historical overview of IT services, assess what worked and what didn’t, and try to lay out long-term plans. It doesn’t “market” services, per se. Your service catalog, however, being an outward-facing document primarily directed at end users, really is like a catalog: here is a service you may be interested in, what this service does, how it’s done, and how long you can expect it to take. It should be written with less “IT-speak” so that end-users understand and appreciate it.

4. To View ITSM Both Long Term and Short Term

Service portfolio vs. service catalog is also about long-term versus short-term. The service portfolio gives the long view and helps you determine how to play the long game, with fewer specifics. Technology changes so rapidly that trying to nail down specific future services using just the information in your service portfolio may be an exercise in futility. Your service catalog, on the other hand, is about here and now, and the near future.

5. To Prepare End Users for Upcoming Changes

Just as your local game store gives you release dates so you’ll know when to expect an anticipated product, your service catalog can tell end users: “Our social help desk app is scheduled to launch September 1” (or whatever). Service catalog users generally have less interest in long-term plans with unknown effects (like when your new data center is expected to be complete), and are more interested in finding out things like, “When does the help desk integration with Salesforce Chatter go live?” or “When will the IT help desk start using remote desktop support so I don’t have to wait for someone to show up or walk me through a fix?”

The service portfolio and service catalog are both important, living documents that make planning and delivery of IT services better. Samanage, a leading cloud IT service management software provider, gives you the tools you need for creating and managing your IT service catalog and developing a service portfolio that can help your organization map out where it’s been and where it needs to go.

source from: https://blog.samanage.com/it-service-management/service-portfolio-vs-service-catalog-5-reasons-you-should-know-the-differences

The 4 Ps of ITIL Service Management

The IT Service Management life cycle has 5 stages – strategy, design, transition, operation and improvement. During service design, the 4 Ps need to be considered – People, Process, Products and Partners. An effective IT service strategy needs to acknowledge the importance of all of these.

This is just one small part of what is covered on our ITIL Foundation course, which teaches you real life applications of the ITIL framework as well as the knowledge needed to pass the ITIL Foundation exam.

4 Ps of ITIL

 

People

The first ‘people’ to consider are the people that work in the IT services. Service managers need to ensure the following:

  • That their staff have the skills to match the roles
  • They have sufficient staff to support the service
  • That the roles and responsibility of the staff are fit for purpose
  • That culture and communication within the service is appropriate
  • That ongoing training can be provided to fill skills gaps
  • That the IT service fits with the organisational structure and that the right relationships are in place

The next people to be considered are the customers of the service. These are the recipients of the service, and the SLA is agreed with them. The customer is usually another manager within the organisation, or a business owner. For more information, have a look at our blog post on key customer conversations.

The service userare very important. The service must be designed to make the user experience as effective as possible – the users usually feed back to the customer.

Process

The definition of a process is “A set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome, which directly or indirectly, creates value for a customer or stakeholder.”

An effective process must be measurable; have specific results that are identifiable and accountable; must deliver to customers and stakeholders (meet their expectations); and must be able to respond to specific events.

In ITIL, each process will have a Process Owner, whose role includes the following:

  • definition of process strategy and standards
  • assisting with process design
  • keeping process documentation updated
  • ensuring the process is efficient and effective
  • ensuring the right resources and training is provided
  • providing input to Service Improvement Programmes
There will also be a Process Manager, whose role includes the following:
  • accountability for the the operational management of a process
  • working with the Process Owner to plan
  • appointing people to their roles
  • managing resources assigned to processes
  • monitoring and reporting the performance of the process
  • identifying potential improvements
Finally, there will be a Process Practitioners who:
  • carries out process activities
  • creates and updates records to show activities and duties carried out

Products (technology)

An IT service depends on the following technology/products:

  • Its own technology to run efficiently to support others
  • Monitoring tools
  • Automation
  • Support tools
  • Communication tools

Partners (suppliers)

Suppliers have a big impact on IT services – the staff depend on these third parties to deliver the goods or services needed to run the IT service. It’s important for appropriate partnership agreements to be formed, i.e. contracts and service level agreements.

The 4 Ps of ITIL

By managing the 4 Ps, the ITIL framework makes sure that all aspects of an effective IT service strategy are covered. All of the 4 Ps must be aligned to corporate goals to ensure the best, most appropriate, service is delivered.

Read more: http://www.itiltraining-uk.co.uk/the-4-ps-of-itil-service-management/#ixzz3ngch05lL

IT Service Management

Service Portfolio vs Service Catalog: 5 Reasons You Should Know the Differences

At first glance, the service portfolio and service catalog almost seem like the same thing. After all, both contain details of IT services. However, there are important differences when you’re talking about service portfolio vs. service catalog.

two hammers
To the casual observer, these may look similar, but use the wrong one for the job, and the differences become obvious.

service portfolio is an overarching document used in the management of the life cycles of all services: including those no longer offered, those currently offered, and those in the pipeline. The service portfolio is more of a living historical document of service-related activities.

service catalog, on the other hand, details the currently-active IT services and may include information on those that will be deployed soon. The service catalog is an “outward facing” document for your end users.

To use an analogy, suppose you’re an architect. Your portfolio contains examples of work you have completed for your clients, work representative of what you’re doing now, and information about where you want to take your expertise in the future. If you as an architect were to create the equivalent of the “service catalog,” it would contain information about exact services you provide, how the services are performed, how long they take to complete, and how much you charge.

There are several reasons you should understand the service portfolio vs service catalog differences. Here are 5 of them.

1. To Remain Consistent with ITIL Framework

This is a matter of good corporate IT hygiene. When you bring in a new IT service manager, collaborate with another company on an IT initiative, bring in a consultant, or take on the task of creating a service catalog and portfolio, knowing the difference between the service portfolio and the service catalog keeps everyone on the same page and makes communication easier.

2. To Prioritize Your Efforts

There are varying opinions on which should come first: the service catalog or the service portfolio. The choice may depend on many factors, including how well-documented past IT services were and what your resources allow. The service catalog is a more focused document, and many people think that this is where your initial efforts should be focused, followed by use of the information in the service catalog as a springboard to creating a service portfolio. The “right” answer about which to tackle first depends on your particular organization’s priorities and resources.

3. To Know Where to Place Your “Marketing” Efforts

The service portfolio is usually an internal document that the IT help desk and management use to gain a historical overview of IT services, assess what worked and what didn’t, and try to lay out long-term plans. It doesn’t “market” services, per se. Your service catalog, however, being an outward-facing document primarily directed at end users, really is like a catalog: here is a service you may be interested in, what this service does, how it’s done, and how long you can expect it to take. It should be written with less “IT-speak” so that end-users understand and appreciate it.

4. To View ITSM Both Long Term and Short Term

Service portfolio vs. service catalog is also about long-term versus short-term. The service portfolio gives the long view and helps you determine how to play the long game, with fewer specifics. Technology changes so rapidly that trying to nail down specific future services using just the information in your service portfolio may be an exercise in futility. Your service catalog, on the other hand, is about here and now, and the near future.

5. To Prepare End Users for Upcoming Changes

Just as your local game store gives you release dates so you’ll know when to expect an anticipated product, your service catalog can tell end users: “Our social help desk app is scheduled to launch September 1” (or whatever). Service catalog users generally have less interest in long-term plans with unknown effects (like when your new data center is expected to be complete), and are more interested in finding out things like, “When does the help desk integration with Salesforce Chatter go live?” or “When will the IT help desk start using remote desktop support so I don’t have to wait for someone to show up or walk me through a fix?”

The service portfolio and service catalog are both important, living documents that make planning and delivery of IT services better. Samanage, a leading cloud IT service management software provider, gives you the tools you need for creating and managing your IT service catalog and developing a service portfolio that can help your organization map out where it’s been and where it needs to go.

Source from: https://blog.samanage.com/it-service-management/service-portfolio-vs-service-catalog-5-reasons-you-should-know-the-differences

TOGAF™ 9 and ITIL® Two Frameworks Whitepaper

cropped-ITIL-framework.jpg

TOGAF and ITIL are both frameworks that follow a process approach. They are both based upon best practice and are supported by a large community of users. However, whereas TOGAF is focused on Enterprise Architecture, ITIL focuses on Service Management. In the years of development of these frameworks, they have described an ever-growing change of domain, from IT to business processes. In their final versions they appear to have entered into each other’s domains. In this paper we try to explain that it is not a question of whether these models describe similar processes and that one has to make a choice between them. It is more important that the people who are concerned with Service Management understand TOGAF and that Enterprise Architects understand ITIL – because in most large companies worldwide, both will be used next to each other. As most IT architects and IT Service Managers probably have more knowledge of TOGAF than ITIL, and vice versa, this white paper will help them see and understand how these two frameworks are interrelated. Maybe even more important is how the ‘other’ framework can enhance the value of your ‘own’ framework.

Although these frameworks describe areas of common interest, it is not necessarily the case that they do that from the same perspective. Basically, ITIL was developed to support Service Management and TOGAF was developed to support organizations in the development of Enterprise Architecture. The focus of ITIL is therefore on services, whereas TOGAF is focused on architecture. However, since services have become part of fast-changing organizations, the prediction of what will be needed tomorrow is of growing interest to the people that deliver these services. Conversely, architecture has changed from a rather static design discipline to an organization- encompassing discipline, and is only useful if the rest of the organization is using it to enable all developments to be aligned to each other.

The Limitations of SharePoint as a Knowledge Management System

Posted by Inmagic at Thursday, July 18, 2013

By Phillip Green, Lucidea COO

SharePoint seems to be everywhere these days. Many customers have been told by their IT departments that their knowledge management repositories should or will be converted to SharePoint by IT. Many customers are resisting this request, but often find it difficult to make IT understand that SharePoint is not capable of performing some of the functions that are important for managing and organizing content.
This lack of understanding by IT is often due to their “forest”-level view. They sometimes assume that because SharePoint is a text database with integrated search, conversion will be easy. But, as information professionals know, the devil is in the details.

So how should you respond?
The following are examples of the kinds of items that SharePoint implementations often lack and cannot do. This is the “tree”-level view of managing content. The list is not all-inclusive, but covers just a few of the many items that SharePoint lacks and that IT will find very hard or impossible to provide when they “convert” your database out of its legacy home.

  1. SharePoint does not provide the alpha numeric sorting you need.
Correct alpha numeric sort Incorrect SharePoint alpha numeric sort
HA.1 HA.1
HA.2 HA.21
HA.11 HA.100
HA.21 HA.1000
HA.100 HA.11
HA.1000 HA.2
  1. SharePoint will not properly sort items with leading articles.

 

Item Location of correctly sorted item Location of incorrectly sorted SharePoint item
The Personal MBA Under P Under T
A Scientific Method Under S Under A
  1. SharePoint does not know how to deal with “fuzzy dates.”

SharePoint is not able to properly sort or search for “fuzzy dates” such as:

  • June 2010
  • Spring 2011
  • 2012

SharePoint can handle dates in a DD-MM-YYYY format, or “Spring 2011” as text. However, it cannot sort “Spring 2011” so it falls between January 2011 and June 2011.

  1. SharePoint’s multi-value fields (repeating fields) are very primitive.

In SharePoint, multi-value fields are a “single string, in which the values are separated by special characters.” The field is not sortable.

Information professionals need multi-value fields where:

  • The field can be sorted.
  • Each entry (value) is treated as if it was not in a repeating field. For example, if you have a book database with a multi-value author field, you need to be able to:
  • Create “see also” links for each individual author (e.g., find other books by each author).
  • Use “linked records” that allow each entry to function as a lookup within another database, so that users can see details about each author easily and quickly.
  • Each entry can be an individual filter within faceted search results.
  • The display of the entries can be carefully controlled. The field should not be treated as a “blob,” for example:
  • Mark, Twain
  • Clemens, Samuel

OR:

  • Mark, Twain; Clemens, Samuel
  1. SharePoint does not support authority control (via a thesaurus) during data entry.SharePoint is good at many things, but our clients want more precision out of their information management systems. They want a system that understands that some periodicals come with the date of “Spring 2013” and books are often written by multiple authors. Sorting needs to be intelligent; otherwise, users will not find what they seek and the system you have built will not serve its intended purpose.

If you have any horror stories about your experience with SharePoint, please share them with me. I can be reached via e-mail at pgreen@lucidea.com.

source: http://inmagicinc.blogspot.com/2013/07/the-limitations-of-sharepoint-as.html

 

10 things you should know about itil

These days, you’re likely to hear the term <i>ITIL</i> bandied about in many IT circles–yet a lot of IT managers don’t know what ITIL really is. Tom Mochal has created a list of key facts to help you get up to speed on ITIL concepts.

This article is also available as a PDF download.

Five years ago, no one outside the United Kingdom had heard about ITIL. Now, it seems like you can’t pick up a trade magazine without someone mentioning it. But despite all the buzz, many IT pros don’t fully understand what ITIL is all about. Here are the highlights.

#1: ITIL stands for the Information Technology Infrastructure Library

ITIL contains a comprehensive set of best practices that are used to develop and execute IT service management. It offers a number of benefits, including increased competitive advantage through cost reduction, growth, and agility; more business efficiency through streamlining of IT processes; enhanced IT value through business and IT operational and goal alignment; and improved internal customer and user satisfaction.

#2: The organization body that supports ITIL is located in the United Kingdom

The overall ITIL approach has been available since the late 1980s and has been published on the Internet for years. However, it was largely unknown in the United States until a critical mass of large companies and media publications started to take notice. More than 10,000 organizations worldwide have now adopted ITIL.

#3: ITIL consists of a series of books giving guidance and recommendations

ITIL is undergoing some updates and restructuring to reflect technology changes. The books now encompass the following areas:

  • Introduction to ITIL
  • Service Support
  • Service Delivery
  • Planning to Implement Service Management
  • Security Management
  • The Business Perspective
  • ICT Infrastructure Management
  • Application Management
  • Software Asset Management
  • Small-Scale Implementation

#4: To be successful, ITIL stresses the need for a strong executive sponsor

Implementing ITIL practices is a culture change initiative. People are going to complain about having to do things differently than they did in the past. You need a strong sponsor to push the change. If you don’t have one, don’t attempt the implementation–or look for limited success.

#5: ITIL is not project management

ITIL does not focus on creating things like projects do. Instead it focuses on delivering IT services to the company.

#6: Despite its popularity, little content is available on ITIL

ITIL is a set of approaches and best practices. It is a model for IT service delivery. It does contain some processes and templates, but it is not a methodology an

d does not contain all the implementation details. Companies that want to use ITIL can follow the overall guidelines and then develop the more detailed processes that make sense for the individual organization.

#7: ITIL is not a tool

You can implement many aspects of ITIL using tools, but tools are not required. If your organization is small, simple templates and spreadsheets may be all you need. If your organization is large, you may need to find appropriate software tools to help.

#8: ITIL is not an all-or-nothing proposition

Since ITIL is a series of app

roaches in different areas, a company can implement some or the entire overall model. There is no rule that you have to implement everything.

#9: You can implement ITIL in stages

There is also no rule that you have to implement the entire ITIL model at once. Many organizations implement ITIL in phases over a period of time.

#10: You can be certifi

ed in ITIL

itil foundation 2011 HoaiN

There are three levels of ITIL certification:

  • Foundation. This level means you understand the terms and have a basic knowledge of the ITIL model.
  • Practitioner. This level means that you understand the model to a degree necessary to apply the specific and correct ITIL processes where applicable.
  • Manager. This level is available for practitioners who will be managing ITIL service management functions.

Source http://www.techrepublic.com/article/10-things-you-should-know-about-itil/