August 31, 2005 By Paul W. Taylor
In a straw poll of more than 250 federal, state and local government decision-makers, 65 percent were testing ITIL. They wanted to get their arms around everything from support service management -- including problem management, incident management, change management, release management and configuration management -- and service delivery management -- including service level management, availability management, capacity management and financial management -- to larger operational processes, which includes infrastructure management, applications management, security management and project management.
They were coming with cap in hand, with 35 percent indicating they now rely on homegrown solutions and roughly half -- 47 percent -- suggesting they had cobbled together a hybrid management scheme that added commercial tools to their homegrown efforts.
ITIL holds the promise of scratching a hard-to-reach itch and providing a disciplined way to address intractable operational issues.
The library originated in 1989 with the UK government's Central Computer and Telecommunications Agency as an effort to codify best practices for the smart use of technologies by government agencies. Though it wasn't invented here, it was built for and by people a lot like us -- the public-sector IT community in the United Kingdom.
Its guardians at the UK Office of Government Commerce would cringe at the comparison, but -- despite copyright being held by the British Crown -- there are some clear analogies between ITIL and open source as transformational movements.
Consider, for example, these characteristics:
You may use or reference this story with attribution and a link to