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IT4IT Awareness
The innovation engine in a digitized world —operating model for the ‘new style of IT’
Agenda - IT4IT Emerging Standard for IT Service Management
2
• Introduction to IT4IT
– Why IT4IT was Developed
– Who Develop IT4IT
– What IT4IT Addresses and
Solves
– Where IT4IT is most needed
– How IT4IT will impact the
industry
• Business and IT Value Chains
• IT4IT Reference Architecture
• IT4IT Value Chain
• The four IT Value Streams
• The IT4IT vision is a vendor-neutral Reference Architecture for managing the business of IT.
• The mission of The Open Group IT4IT Forum is to develop, evolve and drive the adoption of the
IT4IT Reference Architecture.
• IT4IT standards and publications professionalize IT to work across silos and prepare for emerging
enterprise IT industry trends in a better, faster, lower cost way and with les risk.
• The IT4IT Reference Architecture provides prescriptive guidance to design, procure and implement
the functionality needed to run IT. The end-to-end, ‘how-to’ emphasis of the IT Value Chain and
IT4IT Reference Architecture also enables the state of services that IT delivers to be systematically
tracked across the service lifecycle.
3
The Open Group IT4IT open standard
• The Open Group is a leading open standard body, with a specialty in architecture for IT, best known for
TOGAF and UNIX. Platinum members are industry giants like IBM, HP, Oracle, Cap Gemini, Phillips, etc.
• The Open Group follows a well-established, open and consensus-driven process where members at all
levels contribute during “open comment” periods. New standards are designed, iterated and approved by
real-world working IT professionals
• Founding members of the IT4IT Forum include Shell, AT&T, Accenture, HP, and many others
• Members participate in The Open Group through highly influential Forums and Work Groups that address a
comprehensive range of technical, business, legal and regulatory issues.
• Each Open Group Forum and Work Group focuses on a specific area, and provides an objective and legal
environment where members collaborate on developing standards, certifications and best practices in
their areas of interest and expertise.
4
The Open Group IT4IT Forum
Driven by customer use cases from a diverse membership:Shell, AT&T, HP, PwC, Accenture, Achmea, Munich RE, Microsoft, IBM, CapGemini,Tata Consultancy Services, Atos, BP Oil, ExxonMobil, Huawei Technologies,Oracle, Origin Energy, Philips, Raytheon, Logicalis, Architecting-the-Enterprise, UMBRio, and more
www.opengroup.org/it4it
A new operating model to manage the business of IT
Why was the IT4IT forum created?
• History of every new initiative reinventing IT foundations
• Issues are universal to IT – independent of industry, dev style, tools
What are its goals?
• End-to-end business service lifecycle for existing/future paradigms
• Become an IT industry standard architecture framework
How will it deliver value?
• Broad integration to deliver higher value than silos
• Architectural foundation for process models like ITIL and COBIT
5
Knowledge needed for strategies, services, processes, requests, incidents
The Open Group IT4IT emerging open standard
Market influences drivingthe need for IT4IT
Building a durable IT operating model that survives
“the next big market trend ”
Are you ready for the new style of IT?
Craftsmanship Industrialization Digitalization
Focus Technology IT Processes Business models
Capabilities Resource mgmt Svc Management Digital business
Engagement Isolated; disengaged
internally & externally
Colleagues as customers;
disengaged w/ external
customers
Colleagues as
partners; engagement
w/ external customers
Outcomes Opportunistic automation;
frequent issues
Services and solutions;
efficiency & effectiveness
Digital business
innovation; new types
of value
IT is here today
Source: Gartner Taming the Digital Dragon: the 2014 CIO Agenda
7
Second MAJOR transformation: To digital business innovation focus
Gartner: A New Era for Enterprise IT
Service
centric
Changing how things get doneIT is a strategic control point for digital business innovation
IT as a cost
center
IT as a Service
IT as a
digital business
innovation center
8
Focus: help business use IT
Focus: promote business innovation through IT
Focus: control costs
Digital business transformation is happening now. How?
and it is driving IT transformation
9
When I want the time, I don’t use a watch …
When I read the news, I don’t get a newspaper …
When I need a boarding pass, I don’t print a hardcopy …
When I want to know the artist of a song, I don’t look at the record label …
When I need something, I use an app.
Digital business transformation is happening now
of businesses expect to be digital in 24 months
50%of information is in the form of what’s called machine data
90%
reduction in cost for business operations driven by smart machines by 2018
30%Mobile Apps
10 M
and it is driving IT transformation
10
Software IS the Product
Software IS the Innovation Engine
Software IS the Differentiation Engine
What does Digitization mean for IT?
11
Software DefinedAnything
© Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
The App store is movingTo the Enterprise
Software used to move from Enterprise to User …Now, software is moving from User to Enterprise
“We are a software company with planes”
Right
serviceRight
time
Right
cost
Value
IT must re-orient to a value-centric cultureValue must be articulated in business terms – think service not project
12
It is a race to develop thebest software solution
A historical industry perspective
JOURNEY (1-5 Years)
Traditional IT
• Process automation, Run the business
• Drive efficiencies (cost optimization)
• Systems of Record
New Style of IT
• TTV for Business Innovation (outcomes)
• Life cycle mgmt defined in apps, services, knowledge
• Systems of Engagement & Insight
Process Centric
Service Centric
Insight Centric
Most
are
hereBusiness insight
into services requires a data-
driven service life cycle model
13
A service lifecycle model that is focused on providing the right data at the right time to the right people
Journey towards the New Style of IT…
Existing burning platforms
Improve efficiency on secure core AND Support rapid business innovation
“More than 70% won’t make it”
Shadow IT and technology deficit
82% of employees use one or
more non-approved SaaS applications to do
their jobs
85% of Lines of Business have adopted non IT approved business
applications
35% of the technology
spending will be outside of the control of IT by
2015
Do more with less
38% of the Line of Business decision-makers turn to “shadow IT” because IT
is “too slow or cumbersome” © Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
The New Style of IT is a variable speed innovation engine
Mode 1Mode 2
Continuous innovation
Experimentation
Consumer sourcing driven
Fast
Industrial strength design
Provider Project driven
Efficient
Reliable execution
Bimodal IT
Fluid approach dealing with the pace of
digital business
Maintaining the rock-solid foundation for
business executionGartner calls it
Bimodal IT
“Core” IT“Fluid” IT
15
Core ITFluid IT
Greater agility
Businessoutcome-centric
New workloads, apps,and experiences
Shorter cycle times
IT outcome-centric
Conventional workloads & apps
Longer cycle times
Cost optimization
Fluid approach capable of dealing with
the pace of digital business
Maintaining the rock-solid foundation for
business execution
Bimodal IT• Gartner’s bi-modal concept describes
“what” IT does but it doesn’t describe “how”
• IT4IT is a framework that describes HOW
the IT function works
• IT4IT provides the structure to improve &
automate Core IT at scale to enable Fluid
IT
• Created by IT professionals for IT
professionals, accelerating success w/ the
New Style of IT
16
The New Style of IT is a variable speed innovation engine
However, balancing the modes requires a new operating model
18
Drive more automation in Core IT to create structure & transfer funds that support Fluid IT
Mature Core ServicesRenovate the CoreReduce Technical Debt
Embrace InnovationSupport AgilityPlan Technical Debt
Enabling and bridging the modes requires a new
Operating Model
Core ITFluid IT
Using the Core IT Operating Model for Fluid IT will NOT work
IT as a business innovator
19
Core ITFluid IT
Management of change initiativeCultural change requires strong leadership and
changes to metrics and incentives. The operating
model should reinforce the new culture
Technology accelerates culture shiftsUsing technology to expose information and promote
transparency between teams builds trust and
collaboration
1
2
3
More than labeling IT as a providerRequires behavior changes to adopt the cultural
characteristics of a provider/broker while at the same
time retaining traditional principles to control systems
that power the business core
IT is a service integrator and
service provider
Controlling end-to-end IT system
and service delivery at the
optimal cost
IT is a service developer and
service provider
Enabling continuous creation
and consumption of IT and
business services
The foundation for capitalizing on Bimodal IT
ENABLING TECHNOLOGY
STRUCTURE
Integrator
Provider
Developer
CULTURE • Collaborative, inclusive innovation
• Orient around business value
• Fast and flexible
• Consumer centric
• Risk tolerant1
• Value chain operating model
• Consumption oriented
• Process and method agnostic
• Durable and future-proof2
• Data-driven
• Service centric
• Modular, composite design
3
20
Requires transformation across three perspectives simultaneously
IT4IT - The operating model for the new style of IT
1
2
3
Culture
Structure
Technology
Collaborative, inclusive innovation
Value chain, consumption model
Service centric, federated, data insight
21
Requires three perspectives to come together
Efficiency
&
AgilityFinance & assets
Intelligence & reporting
Resource & project
Governance, risk and compliance
Sourcing & vendor
IT V
alu
e C
hain
Plan Build Deliver Run
Reference Architecture
Service-centric
IT reference architecture
for the IT Value Chain
Service
Portfolio
Component
Portfolio
Demand
Component
Proposal
Component
Policy
Component
Defect
Component
Requirement
Component
Project
Component
Test
Component
Build
Component
Service
Development
Component
Change
Control
Comp.
Problem
Component
Incident
Component
Event
Component
Diagnostics &
Remediation
Component
Usage
Component
Chargeback /
Showback
Comp.
Strategy to
PortfolioRequirement to Deploy Request to Fulfill Detect to Correct
Offer Mgmt.
Component
Offer Consumption Component
Service
Architecture
Policy Requirement
Scope Agreement
IT
Project
Portfolio
Backlog
Item
Source
Conceptual
Service
Blueprint
Conceptual
Service
Logical Service
Blueprint
Test
Case
Defect
Offer
Service
Release
Service Release Blueprint
Build
Service
Catalog
Entry
Desired
Service
Model
Usage
Record
Fulfillment Request
SubscriptionChargeback
Contract
Request
Problem/Known Error
Knowledge
ItemIncident
Event
Service
Monitor
Run
Book
RFC
Actual
Service
CIs
Service
Monitoring
Comp.
Catalog
Composition
Component
Shopping
Cart
Knowledge &
Collaboration
Component
Enterprise
Architecture
Component
Service
Design
Component
Fulfillment
Execution
Comp.
Request
Rationalization
Component
Configuration
Management
Component
Release
Composition
Component
The New Style of IT leveraging the IT Value Chain
22
IT4IT Reference Architecture
Foundational concept of IT4IT: Use the value chain
IT4IT reference architecture defines integration framework
Efficiency
&
AgilityFinance & assets
Intelligence & reporting
Resource & project
Governance, risk and compliance
Sourcing & vendor
IT V
alu
e C
hain
Plan Build Deliver Run
Reference Architecture
Reference Architecture
23
“Information gets turned into decisions, so the data has to be good.
Good data turns into lousy data when processes take over and colors it
and that makes the decision-making difficult.”
Minor Activities
Major Activities
What’s the point of the Reference Architecture?
• Predictability
• Traceability
• Repeatability
• Process neutral, ITIL, COBIT, …
• Vendor neutral
• Future safe
• Real customer experiences
• Standardized
• Prescriptive
Value
Flexible
Guidance
Knowledge for automation
Evolution
Best practices
24
The end result is value
Why a value chain and reference architecture approach is best
Predictability, traceability, and repeatability
• Standardized integrations based on IT4IT Forum
• Agnostic to industry vertical or process modelsOpen
ITIL, COBIT, eTOM …
• Defined technology components
• Data centric service life cycle artifact integrationCanonical
Conceptual Logical Physical
• Best practice blueprint for IT architecture
• Supports value chain-based IT operating modelGuidance
Plan Build Deliver Run
25
Conceptual -> Logical -> Physical
Example: purchase made on-line
New Viewpoint – How to run and Deliver IT, continuously
The Vision: Create Integrated IT management capabilities across the entire service lifecycle
Plan Build Deliver Run
Reference Architecture
IT Value Streams
Strategy to PortfolioRequirement to Deploy
Request to FulfillDetect to Correct
Traditional IT Value Chain
NEW
27
Getting there requires change to some IT fundamentals
TRADITIONAL IT – Technology centric NEW STYLE IT – Service centric
Role = Designer/Provider
Deliverables = COMPLEX SYSTEMS
Project Lifecycle/Portfolio centered
Delivery oriented organization
80:20 – Projects:Svcs
Role = Provider/Broker
Deliverables = SERVICES & GOODS
Service Model/Portfolio centered
Consumption/Delivery balanced
20:80 – Projects:Svcs
Plan Build Deliver Run
28
• Conceptual Service Model: provides the business context for the service (utility) and
the high-level architectural activities (warranty).
• Logical Service Model: provides detailed requirements for the service and its
components; it describes all the service design details.
• Physical Service Model: provides the production requirements, including technology,
platform, location, configuration settings and supplier requirements
29
Service Models in the IT Value Chain
Logical
Service Model
• IT project
• Requirement
• Release
Service model artifacts tie together end-to-end relationships
The service model – assuring IT service transparency
Business Enterprise Architect
PMO UsersDevelopers Testers IT Engineer IT Operations
Conceptual
Service
Model
• Demand
• Policy
• Portfolio
Physical
Service
Model
• Event
• Incident
• Change
Request
to Fulfill
Detect
to Correct
Strategy
to Portfolio
Requirement
to Deploy
30
Determine the appropriate services
Develop service solution
Build the actual release units
Support those usingthe services
Delivering predictability, traceability, and repeatability
© Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
IT4IT™ reference architecture level 1
Strategy toPortfolio
Requirement to Deploy Request to Fulfill Detect to Correct
Enterprise Architecture Component
ServicePortfolio
Component
PortfolioDemand
Component
Proposal Component
PolicyComponent
ReleaseCompositionComponent
ProjectComponent
Source ControlComponent
ServiceDesign
Component
Requirement Component
TestComponent
DefectComponent
BuildComponent
Build PackageComponent
Offer Consumption Component
UsageComponent
Chargeback/Showback
Component
RequestRationalization
Component
FulfillmentExecutionComponent
OfferManagementComponent
CatalogCompositionComponent
ProblemComponent
IncidentComponent
ServiceMonitoring
Component
ChangeControl
Component
Diagnostics &Remediation
Component
ConfigurationManagement
Component
EventComponent
Service LevelComponent
ITInitiative
Source
Require-ment
Offer
ServiceCatalog
Entry
Test Case
Defect
Build EventServiceContract
BuildPackage
ServiceArchitec-
ture
Policy
ScopeAgree-ment
PortfolioBacklog
Item
UsageRecord
Fulfill-ment
Request
Subscrip-tion
Charge-back
Contract
Request
Problem/KnownError
Incident
ServiceMonitor
Run Book
RFC
ShoppingCart
ServiceRelease
Blueprint
LogicalService
Blueprint
ActualService
CIs
Con-ceptualService
Blueprint
Con-ceptualService
DesiredServiceModel
ServiceRelease
V2.0 snapshot is based upon material developed by the IT4IT™ Forum of The Open Group™
Key functional component
Service model artifact
Key data artifact
Auxiliary data artifact
Entity relationship
IT4IT™ is a trademark of The Open Group
Servicemodel
Entity relationship
Artifact
Functional component
31
© Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
IT4IT™ Strategy to Portfolio value stream level 2
V2.0 Snapshot is based upon material developed by the IT4IT™ Forum of The Open Group
IT4IT™ is a trademark of The Open Group
32
Requirement Component
Requirement to Deploy
1:n
n:1
Portfolio
Backlog
Item
Portfolio Backlog
Item (rationalized/
Prioritized)
Competency
(availability) Assets
(availability)
Policy
Portfolio
Backlog Item
Policy
Requirement
1:n
Conceptual
Service
Blueprint
Portfolio
Backlog
Item
Conceptual
Service
Conceptual
Service
Blueprint
n:m
Project Component
IT Initiative
Scope Agreement
1:n Scope Agreement
Service Design Component
Logical Service
Blueprint1:n
Portfolio Demand
Component
Service Portfolio
Component
n:m
Business Process
Portfolio Backlog Item
:n 1Policy
Component
Proposal
Component
S2P V.2.0 May 14
th2015
Requirement to Deploy
Requirement to Deploy
IT Asset
Management
Business
Strategy
Labor
ManagementProblem Component
Problem, Known ErrorDetect to Correct
Service
Architecture
Enterprise Architecture
Component
n:m
1:1
Portfolio Backlog
Service Model
Data Artifact – Key
Record fabric Integration
Entity relationship
Functional Component - Key
Functional Component - Auxiliary
Data Artifact – Auxiliary
Engagement dataflow
Current practice
This diagram was developed/published by the IT4IT™ Forum of The Open Group ™
Supportive Function
Investment Portfolio Comp.
ITFM Supportive Function
IT Budget
n:m
n:1
Cost Modeling Component
ITFM Supportive Function
IT Cost Modeln:1
© Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
IT4IT™ Requirement to Deploy value stream level 2
Portfolio Demand Component
Strategy to Portfolio
Portfolio Backlog Item
Proposal Component
Service Portfolio Component
Policy Component
Source Control
Component
Problem Component
Detect to Correct
IT Initiative
Requirement
1:n
1:n
Source
1:n
Defect
1:n
RFC (Normal)
1:n
Service
Design
Package
Policy
Defect
Defect
1:n
n:m
RFC
n:m
Requirement Comp.
Test Case
Test Component
Incident Component
Detect to Correct
Strategy to Portfolio
Conceptual Service
Blueprint
Project Component Change Control
Component
1:n 1:n 1:n
1:1
Scope Agreement
1:n 1:1Logical Service
Blueprint
Service
Release
Release
Package
Scope Agreement
Strategy to Portfolio
Defect Component
Problem, Known Error
1:1
n:1
1:n
Defect
1:1
Incident
IT Project
Requirement
Defect
1:1
Service Design Comp.
R2D V.2.0 May 14
th 2015
Catalog Composition
Component
Service Catalog Entry
Request to Fulfill
Fulfillment Request
Release Package
Release
Composition Comp.
Strategy to Portfolio
Service Catalog Entry (Unbound)
1:n
RFC
1:n
Service Release
Blueprint
Service Contract (Template)
Service Model
Data Artifact – Key
Record fabric Integration
Entity relationship
Functional Component - Key
Functional Component - Auxiliary
Data Artifact – Auxiliary
Engagement dataflow
Current practice
This diagram was developed/published by the IT4IT™ Forum of The Open Group™
n:m
Fulfillment Execution Comp.
Desired Service
Model
Request to Fulfill
Fulfillment
Request
1:n
Build Component
Build
Build Package
Component
Build Package
n:1n:m
n:m
Service Level Component
Detect to Correct
Service Contract
1:n
n:m
1:n
V2.0 Snapshot is based upon material developed by the IT4IT™ Forum of The Open Group
IT4IT™ is a trademark of The Open Group
33
© Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
IT4IT™ Request to Fulfill value stream level 2
Project Component
R2F V.2.0May 14
th 2015
Actual Service CIsDetect to Correct
Configuration
Management
Component
Release
Composition
Component
1:n
Service Release
Blueprint
Desired
Service
Model
Request Rationalization
Component
Usage Record
Chargeback Contract
Bill/Invoice
Service Catalog
Entry (Unbound)
Usage
Usage
Subscription
1:n
Request
Offer
Catalog
n:m
Offer
User Profile
n:m
1:1
Shopping Cart
Chargeback
Contract
n:m
Fulfillment
Request
1:n
1:n
Subscription
Service
Monitor
Offer Mgmt.
Component
Request
Knowledge
Item
Incident
Status1:n
Service Catalog Entry
n:m
Fulfillment Execution
Component
RFC
1:1
Detect to Correct
Catalog
Composition
Component
Usage
Component
Chargeback /
Showback
Component
RFCRequest
Change Control
Component
Composite/Compound
Request
IT Supplier
(External to IT)
1:n
Engagement
Experience Portal
1:n
1:1
IT Financial
Management
Service
Monitoring
Component
Fulfillment
Engine & Deploy/
Provision Systems
Detect to Correct
Knowledge &
Collaboration
Supportive Function Detect to Correct
Incident
Component
Offer Consumption Component
Requirement to Deploy
n:m
1:n
Request
1:n
n:1
Service Catalog
Entry (Bound)
Actual
Service
CIs1:nRelease
Package
IT Asset
Management
Supportive Function
Fulfillment
Request
Requirement to Deploy
Supportive Function
Service Level
Comp.
Detect to Correct
Service
Contract
(Template)
Service
Level
Status
Service Contract
1:1Service Contract (Instance)
Self Service
SupportKnowledge Collaboration
Conversation
Service Catalog
Shopping Cart
Service Model
Data Artifact – Key
Record fabric Integration
Entity relationship
Functional Component -Key
Functional Component -Auxiliary
Data Artifact – Auxiliary
Engagement data flow
Current practice
This work is based upon material developed and published by the
IT 4IT Consortium
V2.0 Snapshot is based upon material developed by the IT4IT™ Forum of The Open Group
IT4IT™ is a trademark of The Open Group
34
© Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
IT4IT™ Detect to Correct value stream level 2
Self Service Support
Defect Component
Requirement to Deploy
Defect
Portfolio Demand Component
Strategy to Portfolio
Portfolio Backlog
Item
IncidentEvent
Actual Service CIs
RFCService Monitor
1:n
1:n n:m
n:m
Problem, Known Error
n:m
n:m
n:m
Event Incident
RFC
RFC
Problem RFC
Incident
Request to Fulfill
Fulfillment Execution Comp.
PortfolioBacklog
Item
n:m
Usage
1:n
Runbook
Run book
Run book
n:m
Service DiscoveryActual Service CIs
Defect
Knowledge & Collaboration
Component
Knowledge Item
n:m
1:n
1:n
Supportive Function
ServiceMonitor
Knowledge ItemRun book
Interaction
n:m
Desired Service Model
1:1
1:1
Usage Component
Request to Fulfill
Defect
1:11:1
Offer Consumption Component
Request to Fulfill
Status
Service Monitoring
Component
Incident
Component
Change Control
Component
Problem
Component
Diagnostics &
Remediation Comp.
Configuration
Management
Component
Event
Component
RFC
D2C V.2.0 May 14
th 2015
1:n
Request to Fulfill
Actual
Service
CIsFulfillment
Request
Service Contract
Service Level
Component
KPI
n:m
Release Composition Component
Requirementto Deploy
Service Release Blueprint
n:m
Offer Mgmt.Component
Service Contract (Template)Service
Contract(Template)
Service Level Status
Business / ITMeasurement Business Measurement
(Incident)
Request to Fulfill
1:1
Request Rationalization
Component
Request to Fulfill
Subscription
Service Contract
(Instance)
1:1
Service Model
Data Artifact – Key
Record fabric Integration
Entity relationship
Functional Component - Key
Functional Component - Auxiliary
Data Artifact – Auxiliary
Engagement dataflow
Current practice
This diagram was developed/published by the IT4IT™ Forum of The Open Group™
n:m
Conversation
n:1
V2.0 Snapshot is based upon material developed by the IT4IT™ Forum of The Open Group
IT4IT™ is a trademark of The Open Group
35
“BUILDING A NEW FULLY INTEGRATED APPROACH FOR MANAGING IT, GOING BEYOND THE TRADITIONAL PROCESS MODELS AND DISJOINTED SOLUTION LANDSCAPES, BASED ON A COMMON INDUSTRY DATA MODEL, WILL GIVE AN IMPORTANT BOOST TO OUR EFFORT OF BECOMING A WORLD CLASS IT PROVIDER. WE EXPECT THAT WORKFLOWS WILL BECOME SIMPLER AND THAT DATA CAN BE BETTER SHARED BETWEEN MANAGEMENT ACTIVITIES, THEREBY CREATING UNPRECEDENTED LEVELS OF INFORMATION TO HELP US MAKE MORE INFORMED DECISIONS FOR THE FUTURE OF IT IN OUR COMPANY.”
Hans van Kesteren, VP & CIO Global Functions, Royal
Dutch Shell
36
© Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
For more information
• Official ITIL website
www.itil-officialsite.com
• IT Service Management Forum
http://www.itsmf.com/
• HP Education Services
http://education.hp.com
• HP ITSM software products
http://www.hp.com/go/itsm
• IT4IT Forum
http://www.opengroup.org/IT4IT
37 HF411S B.00 – © 2012 Hewlett-Packard Development Company, L.P.
© Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.© Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
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