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About Peter Brooks
Adopting Service Governance - Governing portfolio value for sound corporate citizenship - Axelos 2015 ISBN 9780113314652
Collaborative Consulting - TSO 2013
An Integrated Requirements Process - Governing Cost & Risk in Business Analysis - itSMFsa 2013
Metrics for Service Management: Designing for ITIL - VHP 2012
Metrics for IT Service Management - VHP 2006
The book on an integrated requirements process started as a white paper that won the itSMF International's annual white paper prize. It is here: http://independent.academia.edu/PeterBrooks
I first became interested in the subject of metrics when I went to help deliver an ITSM project (based on ITIL) to Samsung Semiconductor in South Korea for Hewlett Packard. In the end the project went really well - so well that Samsung won an achievement award from the itSMF in the UK. It was quite a challenge, though, working in a different culture and language.
One day it came to the time to help Samsung define metrics for all the processes they were designing for their Service Management processes. I went to see if there were any samples of the sort of thing on the web - and there was nothing. So I had to work with Samsung, and the ITIL books, to design some from scratch.
When I got back to Cape Town, I thought it would make sense to use this work so that others could benefit from my experience - and not find, as I did, that there was not advice on this important topic.
So, working with the very helpful editors at Van Haren Publishing and a large and very helpfully critical group of reviewers, all members of the itSMF (IT Service Management Forum), I produced the first book, based on ITIL version 2, 'Metrics for IT Service Management'.
A few years later, with ITIL version 3 out and the new update ITIL 2011 on the horizon, it was time to re-visit metrics again. I started from scratch an wrote a quite different book, looking at metrics from the ITIL 2011 perspective, in particular, understanding the design of metrics to enable an organisation to deliver more value to its stakeholders.
Again, a large team of reviewers helped me improve the book - in particular, I changed the whole flow of the book to make it more approachable and the diagram on the back cover is a guide to the structor of the book to help navigate readers through it.
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Managing Successful Programmes (MSP®) is part of the Global Best Practice suite of publications, which helps organizations and individuals manage their projects, programmes and services consistently and effectively.
Organizations need to respond to continual change in order to survive and grow. MSP provides a proven, best-practice approach for designing and running programmes so that organizations can both deliver their strategy and gain measurable benefits from change.
This publication will help improve programme-level decision-making for all professionals with programme management responsibility, within public and private sector companies of all sizes.
• Combines the quality of rigour with the flexibility to respond to specific situations
• Provides a practical, step-by-step approach for designing and running successful programmes
• Covers key principles, governance themes and the processes needed to deliver change
• Advises on how to embed, review and apply MSP to achieve high-quality outcomes
• Includes real-life examples of how to apply best-practice programme management
This publication is the manual from which the syllabus and the examinations are set and supports the MSP qualification.
Adopting Service Governance provides a useful umbrella for a number of frameworks including ITIL®, TOGAF®, COBIT®, ITSM, BSM, Business Analysis, Programme Management, Management of Value, Management of Portfolios and Management of Risk by establishing the top-down governance of an organisation through services. This publication shows how the IT service metaphor enables governance. It shows how ITIL, as a fundamental framework, supports service governance. It also includes references to MoR®, MoV®, MSP® and MoP® where appropriate. Key features: •The purpose of the book is to bring service governance to the attention of boards to encourage the use of ITIL best practice, not just for IT service management but for business service governance
• The publication is intended to be a short and readable guide prescribing how a governing body should be adopted by an organization and how to establish the effectiveness of the adoption
•A complementary title to the ITIL suite.
It advocates the use of a centralised, corporate-wide IRP register (IRPR) based on a repository of all requirements, treated as corporate assets and part of the service knowledge management system (SKMS) used by IT service management (ITSM).
If business analysis is to succeed, it is vital that, ultimately, every part of a service can be traced to a business requirement, albeit that the route may be indirect, and that both process and service insight are applied to business analysis to enable genuine alignment of applications to services and thus to both service management and business processes. At present, few business analysts are aware of, or work with, the IT service management processes.
Requirements, and the process of refining them to produce good solutions, have been considered many times in the past. Practitioners of software engineering, project management, enterprise architecture, business analysis, IT governance and audit and IT service management, amongst others, have produced recommendations for the management of requirements from their perspectives.
This has led to a plethora of similar, but often conflicting, approaches to requirements, with no mutual understanding or coordination of approach. It is important to remove confusion between the various relevant guidelines, frameworks and standards.