Configuration Management: Expert Guidance for It Service by Shirley Lacy

By Shirley Lacy

Configuration administration is the very important underpinning for IT governance more often than not and the powerful supply of well timed, powerful and resilient IT prone specifically. This booklet contains specialist suggestions from practitioners who've applied configuration administration in quite a lot of actual environments. it's useful to IT execs who're imposing configuration administration and likewise to technology-savvy enterprise managers who have to use automatic company companies. This revised version is up to date to mirror most up-to-date IT provider administration perform. evaluation: "A masterfully crafted synthesis of expertise, workshops, interviews and case reports, this publication is a useful contribution to the governance of continuous configuration administration development. It additionally properly references IT carrier administration processes." Krikor Maroukian, venture supervisor, Printec S.A.

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29 CONFIGURATION MANAGEMENT The value of CMS for architects Delegates thought that the role of architects is, in part, to ensure that the strategic objectives of configuration management align with the strategic objectives of the information management strategy. An effective CMS, that is one in which CIs are within scope and toolsets integrate well, will ensure that the data within the scope of configuration management are of a suitable quality and integrity to support effective strategic decision-making.

While doing a master’s degree, John Dixon started to research some key aspects of justifying the value of GSK’s investment in its CMS. John could not get all the data he needed out of the current system and the data he could get was not accurate (72 per cent at best). The only cost–benefit analyses available came from vendors (with their own agendas) and tended to concentrate on greenfield sites. John was driven by frustration at his inability to do his Quality & Compliance job properly within these constraints.

E Success of changes. F Success of releases. G Traceability of changes from defined requirements. H Achievement of service levels. I Number of contractual warranty claims. J Identifying the cost of its service(s). K Time taken to resolve incidents. 5 per cent cite more successful changes. A low change success rate is one of ITIL’s top five risk indicators of poor change management. 8 per cent also cite achieving service levels. 3 per cent also cite change traceability. yy 50 per cent cite change forecasting/planning.

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