IT Service Management information pack

BCS, The Chartered Institute for IT, has been at the forefront of ITIL’s development and growth, delivering over 300,000 certifications around the world since 2000. We understand the support needed for processes like service desk, problem management, configuration management and service level management.

The Institute’s IT service management and ITIL certification embraces the ITIL scheme. It also includes our own Specialist certification, which draws on a broader range of best practice, enablingjob specific skill development by focusing on individual roles within service management.

IT service management and ITIL®

www.bcs.org/servicemanagement

IT service management career pathAssociate

Professional

Fellow

SFIApluslevel

Typicalexperience

BCS professional certificationCharacteristics of level Development needs

Likely to: be working at executive board level for a largeservice management company

Typical job titles: service director

Typical experience: evidence of acting as director for significant service management function

15+ years

Preparation for significant IT management role

Continued technology lead

10+ years

6-10 years

4-7 years

3-4 years

1-2 years

7

6

5

4

3

2

1

Career transitionsAs you progress along a particular career path, you are likely to develop interests and experience in other areas of IT and, having gained the necessary competencies, you may wishto change the direction of your career.

The typical and possible transitions into and out of this career path are indicated below.

Typically:

• Solution development• Software testing

Possibly:

• Project management and support (PPSO)• IT management• IS consultancy• Software asset management• Information security

Once requisite ITIL certification is completedand enough credits earned, IT professionals areeligible to apply for the ITIL Expert award.

Intermediate Certificate in Managing Acrossthe Lifecycle

Specialist and intermediate certificates asappropriate:

Intermediate ITIL Lifecycle or Capability modules

BCS Specialist certificates

Further practitioner and higher certification

Seek to undertake:• management of service management function• wider experience• higher level interaction

Practitioner certificates

Seek to undertake/develop:• team leader role• wider experience/expertise in specialist areas• service design knowledge

Foundation certification

Seek to undertake/develop:• team leader role • wider experience• expertise in specialist areas

Seek to gain experience in operating organisational processes for a service desk

Seek to undertake/develop:• increased responsibility and authority • increased project management• improve soft and consulting skills

When appropriate, progression should bemade to Chartered status and ITIL Master

Chartered Professional is awarded on the basis of knowledge, experience and professionalism

Your career progression

Career starting point

Business management experience

Strategic planning

The following certification will help you develop your knowledgefor more senior roles in IT servicemanagement, or in preparation fora transition to another career path:

Foundation

• Green IT• Systems Development• Software Testing• Information Security

Other industry professional certification is available and will be relevant to you as your career progresses.

This career path illustrates the potential career progression you can make in IT service management. It recognises the importance of certification and experience, and provides a high level alignment with SFIAplus and the Institute’s membership grades. This diagram summarises the characteristics and development needs that support your career in IT service management. For a more detailed career path visit www.bcs.org/servicemanagement

Likely to: operate on a service desk

Typical job titles: service desk trainee

Typical experience: evidence of working on service desk

Likely to: be fully competent on a service desk

Typical job titles: service desk support

Typical experience: full competence on service desk

Likely to: be fully competent on a service desk and superviseservice desk team members

Typical job titles: service desk lead

Typical experience: evidence of team leading

Likely to: design service management processes and reviewactivities and performance

Typical job titles: service management architect

Typical experience: evidence of service design or installation

Likely to:manage a service management function and initiateand manage improvements

Typical job titles: service manager

Typical experience: evidence of service design or improvement

Likely to: have full responsibility for a significant service management function

Typical job titles: service manager/director

Typical experience: evidence of significant service management experience and leadership

Chartered Professional

Institute membership provides services andbenefits to support your career development

Review SFIAplus for guidance on developing your career ahead of taking specific certification

ITIL Master

ITIL Foundation Certificate in IT Service ManagementFoundation Plus Certificate in Problem and Incident Management (Kepner Tregoe®)ISO/IEC 20000: IT Service ManagementFoundation Certificate

Successful service management is a crucial requirement in today’s fast-paced IT dependent organisations. Employers are under pressure to increase productivity while reducing costs, and effective service management is the key to delivering an efficient and reliable service.

Become a BCS Accredited Training PartnerThe ITIL approach to IT service management has been adopted around the world with thousands of candidates sitting ITIL examsevery month. Don’t miss out on this global opportunity – become part of our international network of training providers and enjoy the benefits that the Institute’s endorsement can bring to your business. You must be accredited by us to deliver our certification so apply for accreditation today.

www.bcs.org/trainingpartner

BCS The Chartered Institute for ITFirst Floor Block D North Star House North Star Avenue Swindon SN2 1FAT +44 (0) 1793 417 655 E [email protected] www.bcs.org/certifications

© BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2012

If you require this document in accessible format please call +44 (0) 1793 417 600

IT service management

ITIL® is a registered trade mark of the Cabinet Office. COBIT® is a trademark of the Information Systems Audit and Control Association and the IT Governance Institute. Kepner-Tregoe® is a registered trademark of Kepner-Tregoe, Inc.

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THE BENEFITS

For service management professionals• Available at all levels so you can demonstrate your knowledge

as your career progresses• Industry relevant and mapped directly to SFIAplus –

highly relevant to your career path• Specialist certificates provide recognition for job specific

skills and knowledge• Internationally recognised• BCS membership available supporting self-initiated

professional development

For employers• Industry-relevant certification to support your organisation• Employees gain skills that increase their value to the business• Knowledge can be instantly applied to improve current

processes and working practices• Aligned with SFIAplus providing a clear development path• Supports your organisation to retain, motivate and recruit the

best people in service management

For training providers• Opportunity to develop complete portfolio of service

management training courses• Specialist certification provides follow on course options for

Foundation candidates• Access to a global market which recognises professional

certification from the Institute• Institute endorsement for your business• Examinations available online enabling detailed analysis of

results and trends

About BCS, The Chartered Institute for ITOur mission as BCS, The Chartered Institute for IT, is to enable the information society. We’re championing the global IT profession by giving practitioners the professional development and career support they deserve.

Through our extensive certification and professional development portfolio, we continue to set professional standards and raise levels of competence and professionalism in the industry. As the professional body for IT, we’ve an unrivalled insight into the industryand are ideally placed to guide IT professionals through their career and provide employers with expertly trained employees thatadd real value to their business.

IT service management and ITIL certification

Through the Institute’s IT service management and ITIL certifications, IT professionals learn how to deliver, supportand manage IT services in an effective and efficient way.

Foundation ITIL – IT Service Management Kepner Tregoe® ITSM in Problem and Incident Management

Specialist Service Desk and Incident Managementcertification Change Management

Service Level ManagementBusiness Relationship ManagementProblem ManagementSupplier ManagementISO/IEC 20000: IT Service Management

Our Specialist certification focuses on a single IT service management process, providing detailed information abouthow the particular process operates within an organisation.

They are endorsed as ITIL Complementary Products and eachattract 1.5 credits towards the ITIL Expert award. They drawon a broad range of best practice in IT service managementincluding ITIL, COBIT®, ISO/IEC 20000 and SFIA/SFIAplus.

Intermediate ITIL Lifecycle modulesITIL Capability modules ITIL – Managing Across the Lifecycle

Once requisite ITIL certification has been successfully completed and enough credits earned, IT professionals areeligible to apply for the ITIL Expert award.

Higher ITIL Master

Find out more atwww.bcs.org/servicemanagement

Find out more at www.bcs.org/na

SFIAplusThe IT skills, training and development standard

Skills are grouped for convenience intocategories and subcategories describingbroad areas of work.

A recognizable area of IT competencewithin the workplace.

Eight detailed SFIAplus topics related to the Skill. (See example below)

Included to help with Skill identification.

The degree of responsibility that an ITpractitioner exercises.

A Skill at a Level.

Six additional SFIAplus componentsdefining the Task. (See example below)

Category,Subcategory

Skill

Skill resource

Code

Level

Task

Task component

Category Skill Code Level 1 2 3 4 5 6 7


Sales and marketing Marketing MKTG 3 4 5 6

Selling SALE 4 5 6

Client support Account management ACMG 5 6

Sales support SSUP 1 2 3 4 5 6

Client services management CSMG 3 4 5 6

Supply management Procurement PROC 4 5 6 7

Supplier relationship management SURE 2 3 4 5 6 7

Contract management ITCM 4 5 6

Quality and conformance Quality management QUMG 5 6 7

Quality assurance QUAS 3 4 5 6

Quality standards QUST 2 3 4 5

Conformance review CORE 3 4 5 6

Safety assessment SFAS 5 6

Technology audit TAUD 4 5 6 7

Client interface

Procurement and management support

Service strategy IT management ITMG 5 6 7

Financial management for IT FMIT 4 5 6

Service design Capacity management CPMG 4 5 6

Availability management AVMT 4 5 6

Service level management SLMO 2 3 4 5 6 7

Service transition Service acceptance SEAC 4 5 6

Configuration management CFMG 2 3 4 5 6

Asset management ASMG 4 5 6

Change management CHMG 2 3 4 5 6

Release and deployment RELM 3 4 5 6

Service operation System software SYSP 3 4 5

Security administration SCAD 3 4 5 6

Radio frequency engineering RFEN 2 3 4 5 6

Application support ASUP 2 3 4 5

IT operations ITOP 1 2 3 4

Database administration DBAD 2 3 4 5

Storage management STMG 3 4 5 6

Network support NTAS 2 3 4 5

Problem management PBMG 3 4 5

Service desk and incident management USUP 1 2 3 4 5

IT estate management DCMA 3 4 5 6

Service management

Systems development Systems development management DLMG 5 6 7

Data analysis DTAN 2 3 4 5

System design DESN 2 3 4 5 6

Network design NTDS 5 6

Database/repository design DBDS 2 3 4 5 6

Programming/software development PROG 2 3 4 5

Animation development ADEV 3 4 5 6

Safety engineering SFEN 3 4 5 6

Sustainability engineering SUEN 4 5 6

Information content authoring INCA 1 2 3 4 5 6

Testing TEST 1 2 3 4 5 6

Human factors User experience analysis UNAN 3 4 5

Ergonomic design HCEV 3 4 5 6

User experience evaluation USEV 2 3 4 5

Human factors integration HFIN 5 6 7

Installation and integration Systems integration SINT 2 3 4 5 6

Porting/software integration PORT 3 4 5 6

Systems installation/decommissioning HSIN 1 2 3 4 5

Solution development and implementation

Business change

Business changemanagement

Business changeimplementation

Strategy and architectureInformation strategy IT governance GOVN 5 6 7

Information management IRMG 4 5 6 7

Information systems coordination ISCO 6 7

Information security SCTY 3 4 5 6

Information assurance INAS 5 6 7

Information analysis INAN 3 4 5 6 7

Information content publishing ICPM 1 2 3 4 5 6

Advice and guidance Consultancy CNSL 5 6 7

Technical specialism TECH 4 5 6

Research RSCH 3 4 5 6

Innovation INOV 5 6

Business process improvement BPRE 5 6 7

Enterprise and business architecture development STPL 5 6 7

Business risk management BURM 4 5 6 7

Sustainable strategy SUST 5 6

Emerging technology monitoring EMRG 4 5 6

Continuity management COPL 4 5

Software development process improvement SPIM 5 6 7

Sustainability management for IT SUMI 5 6

Network planning NTPL 5 6

Solution architecture ARCH 5 6

Data management DATM 4 5 6

Methods and tools METL 4 5 6

Business strategyand planning

Technical strategyand planning

The Skills Framework for the Information Age (SFIA) is an international skills and competency frameworkthat describes IT roles and the skills needed for them.It is supported by companies, government and academic institutions around the globe. It is adopted ina growing number of countries.

SFIAplus contains the SFIA framework of IT skills plusdetailed training and development resources. The resultis the most established and widely adopted IT skills,training and development model that reflects current industry needs. The standard enables employers and ITpractitioners to identify career paths and plan trainingand development.

Find out more at www.bcs.org/na

What’s in the ‘plus’?The SFIA Skill covers Title, Description and Code.For each SFIA Skill, SFIAplus includes eight additionalSkill resources.

The SFIA Task covers Title, Description and Code.For each SFIA Task, SFIAplus offers six additional Task components.

Project management 4 5 6 7

Examples of the additional Skill resources and Task components for Project management at level 5 are given below.

Skill resources

• Related functions

• Technical overview, including typical tools and techniques

• Overview of training, development and qualifications

• Careers and jobs

• Professional bodies• Standards and codes of practice

• Communities and events

• Publications and resources

Each Skill resource provides in depth information to supportdevelopment planning, for example the Skill resource forProfessional bodies gives details of:

• Project Management Institute www.pmi.org• Association for Project Management www.apm.org.uk• BCS, The Chartered Institute for IT www.bcs.org

Task components

These provide an extra level of detail about what is expectedfrom an individual working at this level.

Some examples taken from the additional Task componentsfor Project management at level 5 are shown below:

• Background: has gained experience (typically four years with some at level 4) in any SFIA Skill which involves project work

• Work activities: includes leadership, estimating and managing the change control procedure

• Knowledge and skills: includes analytical thinking, project risk management and contract negotiation

• Training activities: includes business case preparation, project definition, planning and risk management and an introduction to systems development, including development life cycles

• Professional development: includes research assignments, acting as a mentor and increasing knowledge of broader IT issues through reading or attending seminars

• Qualifications: BCS IS Project Management certificate (Advanced Level) would support career progression and skill development

‘SFIAplus offered theflexibility to tailor roles tothe specific needs of ouremployees. We now have a basis on which to build future talent managementprograms.’Gene Bernier Director of ITS Program Management OfficeKimberly Clark

Portfolio management POMG 5 6 7

Program management PGMG 6 7

Project management PRMG 4 5 6 7

Portfolio, program and project support PROF 2 3 4 5

Business analysis BUAN 3 4 5 6

Requirements definition and management REQM 2 3 4 5 6

Business process testing BPTS 4 5 6

Change implementation planning and management CIPM 5 6

Organization design and implementation ORDI 5 6

Benefits management BENM 5 6

Business modelling BSMO 2 3 4 5 6

Sustainability assessment SUAS 4 5 6

Relationship management Stakeholder relationship management RLMT 4 5 6 7

Skills management Learning and development management ETMG 3 4 5 6 7

Learning and development assessment LEDA 3 4 5 6

Learning design and development TMCR 4 5

Learning delivery ETDL 3 4 5

Teaching and subject formation TEAC 5 6

Resourcing RESC 5 6

Professional development PDSV 4 5 6BC

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Agile and ITIL®

And how they integrate

enterprise.bcs.org

Agile and ITIL®

And how they integrate

IntroductionWithin the world of method frameworks it is very easy to become polarisedon one specific framework and become a ‘fundamentalist’ on that one singlemethod.

Method fundamentalism leads to people focusing on why all other methodframeworks are wrong and theirs is right, rather than a focus on how integrated method frameworks can enable excellent delivery (which is thewhole point of having them). Most method frameworks have something tooffer and, via inspection and adaption, they can normally co-exist.

This whitepaper discusses the integration of agile with ITIL (InformationTechnology Infrastructure Library).

What is agile?There are a number of agile frameworks that in essence are about deliveryof values to the customer in the shortest timescales. In many cases, in theITIL world, agile means on time and cost delivery of fit for purpose services.

What is ITIL?ITIL is part of the Best Management Practice (BMP) family of frameworks, afamily of management and delivery frameworks that have been built fromlearned best practice, covering complimentary topics such as Portfolio,Programme and Project and Service Management.

A closer look at agileAgile delivery and management frameworks have been evolving since themid-1980s to enable delivery in constantly changing environments. Agileframeworks, of which there are many, align to an Agile Manifesto that definesagile values and core principles (more on the principles later). These valuesand principles must be aligned to, for the framework to be considered agile.The agile values stated in the Agile Manifesto are:

• Individuals and interactions over processes and tools• Working products over comprehensive documentation• Customer collaboration over contract negotiation• Responding to change over following a plan

Agile recognises that while there is value in the items on the right (e.g.processes and tools), we value the items on the left more (e.g. individuals and interactions).

02

03

Agile does not however expect everyone to be a genius and know everythingabout everything. Therefore, depending on the complexity of a delivery environment, it is essential that people have reference to a ‘knowledge cube’;either another person who can coach them or a set of reference informationfrom other people’s experiences and best practice (such as the InformationTechnology Infrastructure Library).

Not all environments require standards and guidance, some are very simple.Within the agile world we start with the basic agile framework and theninspect and adapt-in any other process or document that is required into ourdelivery approach, but only if the process or document clearly demonstratesvalue to the customer.

Sadly what often happens when the BMP frameworks such as ITIL are used,is that they are used far too strictly and it becomes a case of delivering theframework for the framework’s sake rather than focusing on delivering theservice in a suitability adapted ITIL implementation.

Agile is designed for use in complicated, complex or anarchic environmentswhere the environment changes regularly. This fits very well with the intentof ITIL to continually improve, and also with the intent of the ITIL frameworkto be customised to the real world environment.

Here are the 12 agile principles we mentioned earlier:

Twelve Agile Manifesto Principles1. Our highest priority is to satisfy the customer through early and

continuous delivery of valuable product. 2. Welcome changing requirements, even late in development. Agile

processes harness change for the customer's competitive advantage. 3. Deliver working product frequently, from a couple of weeks to a couple

of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout

the project. 5. Build projects around motivated individuals. Give them the environment

and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and

within a development team is face-to-face conversation. 7. Working product is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors,

developers, and users should be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity – the art of maximising the amount of work not done – is essential.

11. The best architectures, requirements, and designs emerge from self-organising teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

04

For an agile environment to be created, the people and the organisation must have the courage to implement the agile values and principles in a disciplined way.

A closer look at ITILFirst a quote from ITIL...

‘ITIL is used by many hundreds of organisations around the world and offersbest-practice guidance to all types of organisation that provide services. ITIL is not a standard that has to be followed; it is guidance that should be read and understood, and used to create value for the service provider and its customers. Organisations are encouraged to adopt ITIL best practices and to adapt them to work in their specific environments in ways that meet their needs.’

ITIL is a very detailed framework that provides comprehensive guidance on how requirements are received from customers and then delivered asservices back to customers. It deals with the whole service value chain forhow to shape a service delivery organisation. ITIL doesn’t deliver products, it delivers services that make sense to the customer, and that have value tothe customer.

ITIL contains five key components:

1. Service Strategy2. Service Design 3. Service Transition4. Service Operation5. Continual Service Improvement

Components 2, 3 and 4 all continually evolve around component 1, theService Strategy, and the services are continually measured and improvedvia Continual Service Improvement.

To give a bit more of a practical example of ITIL, let’s take a look at a simplified possible ITIL workflow:

1. Customer raises service request;2. Service Operation (via Service Desk) contacts Operations, Applications

and Technical Management to get their view on the request informed by the Service Management Knowledge System;

3. Request For Change goes to the Change Advisory Board;4. Authorised changes go to Service Design;5. Service Design designs new service based on requirements from

Service Strategy, existing SLAs and supplier contracts;6. The design for the new/changed service goes to Service Transition who

provide the new or changed service back to Service Operation;7. Continual Service Improvement looks at metrics and feedback to

improve services;8. Service Strategy feeds every other component.

05

This continuous cycle ensures that services are provided to customers thatevolve over time, and are focused on provision of valuable services that areoperated effectively.

How do agile and ITIL integrate? ITIL provides an excellent framework, or ‘knowledge cube’, to enable deliveryand operation of an effective portfolio of value add services to customers thatcontinually evolve.

Agile provides delivery and management frameworks to enable fast, effectivedelivery of services, or products, in constantly evolving environments.

One of the aims of generic IT delivery is reducing lead time. Within ITIL, thismeans delivering appropriate services to the customer within the least leadtime between the customer raising a service request and the service becoming available via service operation.

Agile is excellent at enabling delivery of the right quality of service on time,on cost in the shortest possible lead times.

Agile focuses on producing ITIL-shaped services within short lead times, or‘vertical slices’ as they are known. Vertical slicing is the art of decomposingreally big problems into smaller ones so that they can be focused on andtackled. Within an agile environment, we aim to produce services (ordigestible service vertical slices) within weeks at best and months at worst.

Agile thinking can and should be applied across the whole of the ITIL framework to ensure that the lead time from the customer’s perspective isas short as possible. In other words, apply agile excellence to improve thewhole service delivery system, not parts of the service delivery system.

However, a typical place to start integrating agile and ITIL is within ServiceDesign and Service Transition; in essence, delivering the changed service inan agile way.

Only focusing agile into one part of ITIL in this way does run the risk that,from the customers perspective, the overall service delivery chain (gatheringbusiness requirements through to making the service operational) may stilltake too long - even though the delivery capability within Service Design andTransition is agile and delivers ‘vertical slices’ very quickly. In other words,just changing one part of the delivery chain may or may not benefit the customer.

If we do focus the initial agile transformation into the service delivery areabetween Design and Transition, then the projects, programmes and portfoliosthat deliver changed services can all be focused and improved by using agile.

06

This is where agile within the IT industry has been traditionally focused up to this point. There are many case studies and statistics that prove the effectiveness and benefits associated with agile projects, programmes andproduct portfolios. One example of an agile framework that could be utilised is Scrum. Scrum is probably the most implemented agile framework worldwide.

Scrum creates a product backlog of service requirements that are deliveredto operations in vertical slices via sprints (weeks), or releases (months).

Scrum forms integrated self-organising teams. Rather than having teamsorganised into ITIL component smokestacks, the teams are focused acrossITIL so they can deliver vertical slices of services quickly and effectively.

Conclusion• Agile is a set of management and delivery frameworks that enable deliverywithin complicated, complex or anarchic environments.

• The ITIL framework provides the world class, best practice service management knowledge cube.

• ITIL is largely designed to be inspected and adapted. So we can implement agile thinking (the values and principles) at the heart of how we deliver andmanage delivery within the organisation, and then use ITIL as a knowledge cube.

• Agile enables fast delivery of ITIL-shaped services, by focusing delivery of ITIL services in an agile way.

• To be agile, organisations and the people within them must have the courage and discipline to be agile. This is generally not easy to implement, however the benefits are huge.

This white paper is a short overview of how agile can support ITIL and viceversa; it is not intended to provide all the answers. However one thing to consider is that, if what we are doing now is perfect, then let’s keep doing it;if what we’re doing now isn’t perfect, then we need to change and try something else.

Combining agile and ITIL creates a world class, service delivery capabilitythat has the excellence and robustness of ITIL with the delivery and governance capability to deliver services within short/appropriate lead times.

Key referencesagilemanifesto.org

Agile Project and Service Management: delivering IT Services using ITIL,Prince2 and DSDM Atern: Dorothy J Tudor

‘And you actually want to go live with that’Presentation Project Challenge 2010 : Dorothy J Tudor

www.best-management-practice.com/IT-Service-Management-ITIL

NB. in the Agile Manifesto Values and Principles listed above the word ‘software’ from the original definition has been changed to ‘product’ throughout as agile is now used in diversedelivery environments, not just software.

About the authorPeter Measey is the CEO of RADTAC Ltd, a world leading provider of agiletraining, consulting, software delivery and culture change services.

With over 30 years’ experience as a project and programme manager, consultant, facilitator, trainer and coach, Peter has specialised in the agilemarket since 1994. He works worldwide with numerous global organisations and has written many white papers on agile and presented at numerous conferences.

Peter is a Certified Scrum Trainer, member of the BCS Agile Committee,Project Management Institute Agile Certified Practitioner, Certified DSDMtrainer, Certified APMG Agile Project Management trainer and CertifiedPrince2 Practitioner, and is Certified within Lean IT Foundation.

07

About BCS We help global enterprise align its IT resource with strategic business goals.We work with organisations to develop people, forge culture and create ITcapabilities fit to not only lead business change but to meet companywideobjectives and deliver competitive advantage.

IT has been gaining momentum within global business for decades andwe’ve been there from the beginning, nurturing talent and shaping the profession into the powerhouse that’s now driving our digital world. Todayorganisations partner with us to exploit our unique insight and independentexperience as we continue to set the standards of performance and professionalism in the industry.

Call us on +44 (0) 1793 417 755 or visit us at enterprise.bcs.org

BCS The Chartered Institute for ITFirst Floor Block D North Star House North Star Avenue Swindon SN2 1FAT +44 (0) 1793 417 755 enterprise.bcs.org

© BCS, The Chartered Institute for IT is the business name of The British Computer Society (Registered charity no. 292786) 2013

If you require this document in accessible format please call +44 (0) 1793 417 600 BC45

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ITIL® is a registered trademark of the Cabinet Office.

BEFORE AND AFTER


Sources: versionone.com, gist.com, agilemanifesto.org, agileadvice.com, succeedingwithagile.comBCS Foundation Certificate in Agile Practice course materials

THE VALUES

Working softwareover

comprehensive documentation

Customer collaborationover

contract negotiation

£££

Responding to changeover

following a plan

Individuals and interactionsover

processes and tools

AGILEMake it work for your business and your people

CHALLENGESTop barriers to agile adoption

Ability to change organisational culture52%

General resistance to change41%

Availability of people with the necessary skills33%

Management support31%

Project complexity or size26%

In an industry that's constantly changing, you need to help your people to stay ahead of the game

As The Chartered Institute for IT, we're always up-to-date with the latest trends

We can develop your employees’ skills through our agile certification programme: bcs.org/agilecertified

READY TO GO AGILE?Contact us on

+44 (0) 1793 417755or visit enterprise.bcs.org

and help your teammeet the demands

of tomorrow.

SUCCESSESThe business benefit

92%78%

63%

recommend agile

average qualityimprovement

of stakeholdersmore satisfied

64%

61% 83% 39%cheaper

24%fasterdelivery

fewerdefects

smaller teams

Agile projects are more likely to succeed3 times

Fastfeedback

Flexiblebusiness

Simpleconcept

Incrementaldelivery

Swiftresponse

1

2

3 of features delivered via traditional project methods are rarely or never used

© BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2013 Sources: OECD Insights, Cisco, Gartner, The Connected Life, PwC, TechRepublic, BCS IoT Specialist Group

There were around 200 million devices connected to the internet in the year 2000, compared with 10 billion in 2013

2013

2000There are 200 connectable things per person in the world today

devices will be connected to the internetIt is estimated that by 2020 50 billion

The Internet of Things

IN PRACTICE

Fridges will be able to plan menus, create shopping lists and check food expiry dates

Farmers can monitor crops for temperature, humidity, pests and outbreaks of disease

Cars can track vehicle wear and tear, and alert drivers when components need changing

Smart energy grids allow automatic detection and repair of faults and help with e�ective use of sustainable energy

Water metres can give real-time, accurate information about consumption and detect and report leaks

Patients can recuperate in their own homes, wearing monitors that transmit data back to the hospital

3. Machine to machine

2. Person to machine

1. Person to person

Technology developments such as inexpensive high-speed networks, the evolution of the internet, and the introduction of IPv6 are driving the advancement of the Internet of Things:

Evolution of the internet

3.4x1038more things can now be connected to the internet with IPv6

RISKS

System failure

Attackvulnerability

Privacy concerns

BENEFITSBENEFITS

Improved understanding

Increasedrevenue

Greatere�ciency

WHO STANDS TO BENEFIT? YOU!Through cost savings and increased revenue, the value of the Internet of Things over the next decade will be

$14.4tn

Four industries stand to gain more than half of this total increase:

1. Manufacturing (27%)

2. Retail (11%)

3. Information services (9%)

4. Finance and insurance (9%)

This is a real opportunity to evolve your role and get closer to the end customer. Do you and your team have the experience and skills to handle the data from the Internet of Things?



We can develop your employees’ skills so they can make decisions critical to your business

ARE YOU READY FOR THE INTERNET OF THINGS?Contact us on



of tomorrow.

THE SKILLS GAP


Sources: ‘Data Breach Overview: An Executive’s Guide to Data Breach Trends in 2012’, mobistealth.com, floridatechonline.com, siliconrepublic.com, ‘Surviving the Technical Security Skills Crisis’ - Forrester Consulting on behalf of IBM, ‘IT Executives Vision’ - IDG Research Services conducted for HP for 2020 (May 12), ISC Global Information Security Workforce Study 2013

THE ISSUE

?

In 2012, more than 267 million

data records were compromised in

2,644 reported incidents - up 117% over the previous year

In 2012, where insiders

were responsible for data

breaches, 56% of incidents

were accidental - the

result of user error and

inadequate training.

There are 50,000

victims of cybercrime

every hour

89% say that having qualified information security sta� is a top priority

80% believe it is di�cult to find and hire sta� that fit all requirements

92% say sta�ng issues contribute to heightened risk levels

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SECURITYIdentify and plug the security skills gap

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ATTACKHow breaches occur

Socialtactics(7%)

Privilegemisuse(5%)

Physicalattacks(10%)

Malware(69%)

Hacking(81%)



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of tomorrow.

DEFENCEMost common techniques

Intrusionprevention

Monitoringtechnologies

Dataencryption

AntivirusFirewalls

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senior IT executives are concerned about data privacy and information breaches

Hacking was the number

one breach type for the second

consecutive year in 2012⅔

The business sector accounted for

Incidents by sector Records exposed by sector

Business 60.6% 84.7%

12.6%

1.6%

1.1%

17.9%

12.0%

9.5%

Government

Education

Medical

Business

Government

Education

Medical

of information security breaches in 201285%