銆?1CTO.com Comprehensive Report銆慉s ITIL gains traction in China, the pace of informatization has accelerated significantly. But how can Chinese enterprises and institutions effectively implement ITIL to truly meet the needs of local users and elevate IT operations service levels? As a professional IT operations vendor, Broadview has deep research and experience in ITIL implementation and has launched its ITIL process-based IT operations product, Broadview COSS 3.0. Deploying this product will comprehensively support enterprises in building an ITIL process-oriented management model.
Training
IT service management is a highly complex discipline that continuously evolves and improves through practice. Therefore, relevant knowledge must be disseminated before implementation to ensure that expected goals are achieved smoothly. As a seasoned IT service management vendor in the industry, Broadview has accumulated extensive IT service management theory and practical experience through years of research and practice. Having organized and conducted multiple ITIL training sessions, including for the Ministry of Labor and Social Security, Broadview is willing to share these valuable experiences with users and assist them in standardizing all aspects of IT management.
Consulting
The COSS system differs from other technical management tools; it has become the core business platform of IT departments and is more reflected in the connections between organizational structures and various roles. In the early stages of implementation, sorting out and designing the IT service management resources, service processes, organizational structures, and management responsibilities of the enterprise or institution preparing to implement this product is a prerequisite for success. Therefore, preliminary research and design account for a significant portion of the project. Broadview has senior experts and consultants in this field who can provide advice and strategies for users’ IT service management.
Phased Implementation
In summary, ITIL can be divided into five progressive phases: Firefighting Management, where enterprise network management processes are unclear, roles are ambiguous, and the organization is fragmented; Reactive Management, using a service desk to receive fault requests from business departments and handling network incidents; Proactive Management, where the IT service department integrates problem management, change management, and configuration management into the management process, elevating network operations to a proactive level; Service-Oriented Management, where this level focuses more on the IT department’s service quality, using Service Level Management (SLA), availability management, and continuity management to ensure the IT department provides good service to business units; the highest level, Value-Based Management, which is mainly reflected in capacity management, business management, and financial management, completely transforming the IT department into a value-creating unit that generates greater wealth for the enterprise.
Rome wasn’t built in a day, and standardizing IT management cannot be achieved overnight. We believe the deployment and implementation of IT service management should also be methodical: sort out one process, implement one process, mature one process, and reach the goal step by step through phased execution.
Enterprise ITIL implementation can be divided into the following three steps. Combined with Broadview’s COSS 3.0, it will comprehensively realize an ITIL process-oriented management model for enterprises, ushering in a new era of IT service management. In the first phase, deploy a service desk and establish incident management, configuration management, and routine task management. Start by conducting training on ITIL theory and basic COSS functions within the enterprise, helping all IT staff and relevant personnel in business departments understand the significance of ITIL, as its implementation is closely tied to all employees. Then, determine the CMDB configuration item granularity for the entire enterprise network system. Only when the CMDB granularity is defined can information on all network resources be effectively controlled. After CMDB granularity is determined, IT managers can enrich and populate the CMDB to build a comprehensive CMDB database, which is a crucial step in enterprise ITIL process implementation. Next, the enterprise needs to define incident management processes; only when processes are clear can positions and responsibilities be established to ensure smooth process flow. Only when an IT service department has relatively mature processes and responsibilities can the prerequisite conditions for establishing a service desk and a secondary technical support response system be met, thus enabling the implementation of routine task management processes.
In the second phase, COSS is used to further deepen and improve the entire service process system, namely the stage of establishing problem management, change management, and release management. Enterprise networks often face numerous recurring faults. The primary function of problem management is to effectively prevent their recurrence. By identifying the root causes of faults and formulating corresponding solutions and preventative measures, the incidence of recurring faults is minimized. Supported by problem management, change and release management functions also need to be realized. This means that when an IT configuration changes, this change must go through a systematic process, including initiation, approval, impact assessment, and dispatch implementation. These tasks flow between departments and responsible individuals in the form of work orders and are