Archive for the ‘ISO 20000’ Category

An interview with Lynda Cooper

October 18, 2013

Lynda taught me ISO 20000 and gave excellent advice a few years ago, showing incredible availability just when I needed it. She has the not so common knack for clarity, something I admire and aspire to.

Lynda Cooper

Here’s the interview:

1. What’s so special about Portugal?
The weather of course! I find everyone very friendly with good English which helps me as I only speak a very few words of Portuguese.

2. How do you see the Portuguese market willingness for topics like IT standards and service management?
Portugal is embracing standards and best practice frameworks. There is a realisation that to compete and to be seen to be good, it is necessary to use best practice and to prove that you are good by certification against standards.

3. Would a small organization really see return on investing in ISO 20000? Are there alternatives for this case?
ISO20000 is applicable to all organisations – large and small. Of course, it is always difficult for a small organisation to justify investing in standards. Each small organisation has to look at what the benefits will be. For example, if the small organisation cannot compete for contracts or will have a distinct advantage in competing for contracts with ISO20000, then just winning 1 or 2 extra contracts due to being certified to ISO20000 will provide the return.
An alternative to ISO20000 could be ISO 9001 which is more generic.

4. Standards like ISO 90006 and ISO 27013 focus on integration between standards. From your experience what approaches may work best for establishing an integrated management system (assuming no previous experience inside the organization)?
An integrated management system needs to recognise that there will be 3 elements:
– those processes that are common to all the standards in the IMS e.g. internal audit
– those processes that are unique to one standard e.g. budgeting and accounting for services in ISO20000
– those processes which have a partial overlap with another standard e.g. configuration management in ISO20000 partially overlaps with Clauses 7.5.3 and 7.5.5 in ISO 9001.
Once these are identified, it is easier to construct the IMS.

5. [Question from Antonio Valle Salas!] Hello Lynda,
given your strong relationship with ISO 20000, what is your opinion about the recent presentation of the spanish standard UNE 71020 that enables an incremental model for the service management system certification? Do you think that this standard will earn the respect of the international community and maybe we will see a fast-track for an incremental ISO 20.000 certification?
I must admit that I had to go away and look up UNE 71020 so that was interesting for me. An incremental model of certification had been proposed at ISO level for ISO20000 a few years ago. It was rejected on the basis that ISO20000 was designed with an integrated process approach and just a few processes does not represent a full management system and all its benefits.
It will be interesting to see if the certification bodies are willing to offer a certification scheme against UNE 71020 and the take up of this standard. I will watch with interest.


ISO/IEC 20000:2011 Diagram

November 30, 2011

ISO/IEC 20000:2011 Service Management System and its Processes diagram

ISO/IEC 20000:2011 Service Management System and its Processes diagram

This time you can have the ISO/IEC 20000:2011 diagram showing the current structure for this service management standard.

ISO/IEC 20000:2011 Processes Diagram (PDF – English)

Use and share.

Mush and Room #31: ISO 20000:2011 has landed

July 27, 2011

Mush and Room: ISO 20000:2011 has landed

Room for a timely review on ISO 20000

ISO 20000: A strange case of new or changed services

December 11, 2009

20000 squid Nautilus viewbay from Jules Verne masterpiece "20000 Lieues Sous les Mers" at Commons Wikimedia

20000 squid Nautilus viewbay from Jules Verne masterpiece "20000 Lieues Sous les Mers" at Commons Wikimedia

Back to governance and ISO 20000, a rather different one from the previous Service Management System examples can be found within 5 Planning and implementing new or changed services.

This section marshals top management in to play regarding decision on significant changes to existing services or new ones (the last one truly is strategic thus should not be handled like other Changes are).

The idea behind this higher level process is to address a recurrent issue: the adequate handover of in-house development projects final product to the “other side”, the service management domain.

Although project deliverables are usually formally accepted, their introduction into live environment not always follows a similar clear approval path and neither development management or service management are independent advocates on this.

By making new service approval go through this steps, top management becomes an active decision maker. And service management will know about new services of big service changes way sooner.

Here I think ISO 20000 favors [using Peterson’s approach to governance] a combination of processes, relational mechanisms (promoting collaboration between conflicting departments)  and IT structures (like IT project steering committees and IT strategy committees for communication and participation of all interested parties) that lead to a particular governance model.

Interesting example on how IT structures  can tie to processes at various levels (strategical/tactical/operational).

Governance lurking on ISO 20000

December 10, 2009

Platanus bark, by Vilseskogenat Flickr - Some rights reserved

Platanus bark, by Vilseskogen at Flickr - Some rights reserved

There’s some governance on those ISO 20000 clauses.

The most obvious is under Requirements for a management system which features a not-so-subtle first section:

[3.1 Management responsibility]

d) appoint a member of management responsible for the co-ordination and management of all services

Next, the first section of the Deming Cycle has this for the service management plan:

[4.1 Plan service management (Plan)]

d) the framework of management roles and responsibilities, including the senior responsible owner, process owner and management of suppliers

And still within Deming Cycle, for the implementation phase:

[4.2 Implement service management and provide the services (Do)]

b) allocation of roles and responsibilities

[side note: I’ve been at Lynda Cooper’s ISO 20000 Audit training and it has been though provoking. Lynda really gave a crisp distinction between service changes and components changes. More on this in the next post]

ISO 20000 and Business Relationship Management – The missing ITIL v3 process?

November 30, 2009

Complaint Dept by Life As Art at Flickr

"Complaint Dept" by Life As Art at Flickr - some rights reserved

Business Relationship Management (BRM) is a ISO/IEC 20000 process from the Relationship group that is not described in ITIL v3.

It’s objective is: To establish and maintain a good relationship between the service provider and the customer based on understanding the customer and their business drivers.