Tag Archives: Management

What is ITIL?

ITIL is a public framework that describes Best Practice in IT service management. It provides a framework for the governance of IT, the ‘service wrap’, and focuses on the continual measurement and improvement of the quality of IT service delivered, from both a business and a customer perspective. This focus is a major factor in ITIL’s worldwide success and has contributed to its prolific usage and to the key benefits obtained by those organizations deploying the techniques and processes throughout their organizations. Some of these benefits include:

  • increased user and customer satisfaction with IT services
  • improved service availability, directly leading to increased business profits and revenue
  • financial savings from reduced rework, lost time, improved resource management and usage
  • improved time to market for new products and services
  • Improved decision making and optimized risk.

ITIL was published between 1989 and 1995 by Her Majesty’s Stationery Office (HMSO) in the UK on behalf of the Central Communications and Telecommunications Agency (CCTA) – now subsumed within the Office of Government Commerce (OGC). Its early use was principally confined to the UK and Netherlands. A second version of ITIL was published as a set of revised books between 2000 and 2004.

The initial version of ITIL consisted of a library of 31 associated books covering all aspects of IT service provision. This initial version was then revised and replaced by seven, more closely connected and consistent books (ITIL V2) consolidated within an overall framework. This second version became universally accepted and is now used in many countries by thousands of organizations as the basis for effective IT service provision. In 2007, ITIL V2 was superseded by an enhanced and consolidated third version of ITIL, consisting of five core books covering the service lifecycle, together with the Official Introduction.

The five core books cover each stage of the service lifecycle, from the initial definition and analysis of business requirements in Service Strategy and Service Design, through migration into the live environment within Service Transition, to live operation and improvement in Service Operation and Continual Service Improvement.

The Elevator Pitch

The Elevator Pitch “The “entryway” to your business”

It’s how you and your colleagues describe your organizational goals and the services you offer.

What is an Elevator Pitch?

An elevator pitch is a concise, carefully planned, well-practiced description of your company that you can comfortably deliver in the time it would take to ride a few floors in an elevator. It should inspire others to seek out more information about your company.

What an Elevator Pitch is not:

It is not a sales pitch. Don’t make the mistake of using the entire pitch to describe the technical specifications of your products or your implementation process. Your prospects seek the solutions which your company offers, not a specific product. Focus on the value you will add to their business.

An effective elevator pitch is:

  • Brief
  • Customer-focused “Why should I care?”
  • Benefit-driven “What’s in it for me?”

You should develop both verbal and written versions for different uses:

  • 30 second verbal: phone pitches, presentations, networking
  • 25-50 word version: email solicitation
  • Single paragraph version: brochures, website, written presentations, press releases

When to use an Elevator Pitch

An elevator pitch is the most essential piece of your marketing program. You should use it in the following areas:

  • Front page of your website
  • Brochure copy
  • Networking events
  • Email information about your company
  • Final paragraph of a press release

All employees should be comfortable communicating your elevator pitch as ambassadors for your company. Similarly, your suppliers and outside partners should also be comfortable with your elevator pitch.

Examples of Good Elevator Pitches

Hewlett Packard (HP)

HP is a technology solutions provider to consumers, businesses and institutions globally. The company’s offerings span IT infrastructure, global services, business and home computing, and imaging and printing. For the four fiscal quarters that ended October 2004, HP revenue totaled $79.9 billion.


FedEx provides access to a growing global marketplace through a network of supply chain, transportation, business and related information services.


Founded in 1975, Microsoft (Nasdaq “MSFT”) is the worldwide leader in software, services and solutions that help people and businesses realize their full potential.

Organizational Cultures and Styles

Most organizations have developed unique and describable cultures. These cultures are reflected in numerous factors, including, but not limited to:

  • Shared values, norms, beliefs, and expectations
  • Policies and procedures
  • View of authority relationships
  • Work ethic and work hours.

The structure of the performing organization often constrains the availability of resources in a spectrum from functional to projectized, with a variety of matrix structures in between.

The functional organization: is a hierarchy where each employee has one clear superior. Staff members are grouped by specialty, such as production, marketing, engineering, and accounting at the top level. Engineering may be further subdivided into functional organizations that support the business of the larger organization, such as mechanical and electrical. Functional organizations still have projects, but the scope of the project is usually limited to the boundaries of the function.

Projectized organization: team members are often collocated. Most of the organization’s resources are involved in project work, and project managers have a great deal of independence and authority. Projectized organizations often have organizational units called departments, but these groups either report directly to the project manager or provide support services to the various projects.

Matrix organizations: are a blend of functional and projectized characteristics.

Weak matrices: maintain many of the characteristics of a functional organization and the project manager role is more that of a coordinator or expediter than that of a manager.

strong matrices: have many of the characteristics of the projectized organization, and can have full-time project managers with considerable authority and full-time project administrative staff.

balanced matrix organization: recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding

Most modern organizations involve all these structures at various levels which called Composite Organization

Source: Project Management Body of Knowledge (PMBOK® GUIDE).” Project Management Institute. 2008.