ITIL 4 Foundation exam – tips and insights

I attended an ITIL 4 Foundations upgrade course (classroom style training) and successfully passed the examination. During the course, there were some notable concerns raised by some of the attendees related to the volume of new concepts and what could be assessed in the exam. This blog post aims to simply share my experiences and hopefully help others to become more confident with the exam.

Exam Format: The ITIL 4 Foundation exam format is no different to ITIL v3 and is the same format if you attend the 2 day Foundation upgrade, full 3 day Foundation course or an online course. No prerequisite is required and the format is:

Multiple choice examination questions (4 possible answers provided, only 1 is correct)40 questions26 marks required to pass (out of 40 available) - 65%60 minutes’ duration (if the exam is in a language that is not your native or working language you may be given an extra 25% of time – i.e. 75 minutes)Closed book examAvailable as an online or paper-based exam

In the …

My IT Service Management predictions for 2019

With 2019 just commencing, I thought I'd share my predictions for IT Service Management (ITSM) this year.

The Digital Transformation parade will continue to march on.
This year I expect that we'll continue to see and hear much more advice, commentary and promise of how IT departments can lead/support their business peers with their digital transformation. The Holy Grail will be to deliver IT with as much prowess of the FANGS (Facebook, Apple, NetFlix, Google, Spotify). However the majority of IT departments will continue to struggle to achieve this for a number of reasons including:
a) Confusion on how the (business) senior leadership team will jointly define digital, manage the transformation and the related organisational change;
b) IT will continue to be perceived as a cost centre, back office function and not a business enabler; and
c) IT has a poor reputation with the business (e.g. a history of IT project overruns, lack of business engagement in past initiatives, weakly d…

Seamless and scalable IT major incident management

As digital transformations continue to be implemented and business value chains become even more dependent on IT services, the impact on businesses and communities arising from unplanned outages continues to rise. In conjunction with this, organisations are experiencing a rise in cybersecurity attacks (Seals, 2017) placing further pressure on the availability of services and endangering the customer experience and loyalty. 

IT organisations are seeking to understand how significant, wide-ranging business impacting incidents (especially cyber-security incidents) can be better managed and in particular what the role of the IT Major Incident Management (MIM), Security Operations and IT delivery teams should be during such incidents.

To further complicate this setting, enterprises may employ numerous incident management processes including Risk Management, MIM, Information Security Management, Crisis Management, and Business Continuity Management. Each of these processes employs varying rol…

IT process automation and its impacts on IT service management

Introduction IT organisations are under pressure to reduce idea-to-product cycle times while improving the service availability of the diverse range of systems and technologies under their charge. IT service management (from IT strategy to operations) cannot support this change if it continues to be underpinned by manually executed processes and activities. Contemporary IT service management (ITSM) incorporates concepts such as cloud, infrastructure as code and Continuous Delivery (CD), where ITSM must be able to manage the complexities of numerous elastic and dynamic IT environments that can change in size and location at short notice.  Manually executing the underpinning activities and tasks will lead to higher probability of errors and longer service provisioning times. Automation is a solution since it imposes consistency and reduces the manual work that is tedious and error prone.

As an example, an Australian financial institution was embarking on a digital transformation program…

Improving your IT service delivery and operations with ChatOps

Introduction IT organisations are under pressure to reduce idea-to-product cycle times while improving the service availability of the diverse range of systems and technologies under their charge. In response, IT leaders are seeking to leverage technologies and delivery models such as cloud, infrastructure as code, Continuous Delivery (CD), Big Data and IT Process Automation.  This intersection of contemporary concepts is deriving new IT delivery patterns which are impacting on traditional IT service management (ITSM).

From my recent experiences working with Australian enterprise-sized IT organisations, it is my view that ITSM & Operations teams are not keeping pace with their peers in application development to meet current business demands. ITSM and Operations cannot remain effective and efficient if the teams continue to work in disjointed practices that are underpinned by manually executed processes and activities. To remedy this situation, ITSM & Operations teams need to…

Using the Lean Canvas for an IT solution proof of concept

I was assisting a client with sourcing some new IT solutions. For one particular IT need, the client had shortlisted a potential solution with a trusted vendor but they needed to explore the potential solution further to understand its capabilities in more detail. They were unclear as to whether they should directly source with this vendor or go to the wider market (with a Request for Proposal (RFP)) to address this particular need. Further to this, it was unclear how long this project would run for so it was important to understand the time and effort that may be involved without consuming too many resources. 
The client was seeking to employ a specific approach for this potential solution, where a “fail fast” lean Proof of Concept (PoC) would be conducted to rapidly test whether the potential solution was fit for purpose without spending unnecessary time and effort required to conduct a RFP.
To start, we confirmed the following principles to guide the PoC: Do not develop detailed requ…

IT Organisational Design and Practices Survey 2016

In preparation for a presentation at the Service Management 2016 conference, I was seeking data on modern IT organisational designs and practices. I attempted to acquire this data is via an open survey that closed on Monday 1 August 2016.

I asked people: 

If you work in an IT organisation/department and have 5 spare minutes, I'd appreciate your views. If you are a consultant, please answer on behalf of your last client.

This survey is supporting non-for-profit, individual research into IT organisational design and practices. No personal data is requested or stored and you will not be spammed. All data will be made available to the public and a summary is provided to you upon completion.You may enter multiple responses and please answer honestly (remember: garbage in = garbage out).
Here is the survey form.
Here is the survey responses dataset.

Questions about this survey can be posted below or directed to me:  
Twitter:  @jonesyianau