Iso iec tr 15504

Related Posts. October 19th, 0 Comments. Maturity and Capability — What is it? October 23rd, 0 Comments. October 16th, 0 Comments. Process Reference Model — What is it? October 15th, 0 Comments. Leave A Comment Cancel reply Comment. Toggle Sliding Bar Area. This website uses cookies and third party services. Settings Ok. Keep up to date with new publication releases and announcements with our free IEC Just Published email newsletter. Download Hardcopy English. CHF This framework can be used by organizations involved in planning, managing, monitoring, controlling, and improving the acquisition, supply, development, operation, evolution and support of products and services.

Download Free PDF. A short summary of this paper. Download Download PDF. Translate PDF. The idea is born from empirical findings emanating from several IT process improvement projects taking place in the Centre de Recherche Public Henri Tudor Luxembourg. IT organisations have to meet these requirements and must pay attention to service quality and develop a more customer-oriented approach: cost issues are now high on the agenda as is the development of a more businesslike attitude to provision of service.

ITIL focuses on providing high quality services with a particular focus on customer relationships. Its success can be explained by the fact that ITIL is able to include existing methods and activities without major difficulty and can be easily set in existing structures context. This is made available by the flexible use of the model available set of processes.

The CITI department belongs to the Centre de Recherche Public Henri Tudor, founded in as a public research centre and was created to promote innovation and technological development in Luxembourg.

The Centre's goal is to improve the innovation capabilities of the private and public sectors by providing support services across the main technology-critical areas: information and communication technologies, industrial and environmental technologies. For the last two years, we noticed several times that assessed organisations were also using ITIL as the standard for service management.

Beyond the comparison that can be made between both standards, it has been a precious experience to analyse and collect information coming directly from day-to-day users of the standards.

This paper describes how all these thoughts are organised in a new research project. One of our goals has been to search for the common denominators between our different experiences: most of the time, organisations have common types of benefits and problems that are every so often emanating directly from the use of the standards. The below list can be considered as reasonably comprehensive regarding our accumulated experiences: - Every IT organization we met wants to keep full control of any kind of change to their environment: it is the case for technology changes and is also true for process changes.

According to that, they have chosen the standards for the pragmatic benefits they can expect from their use as well as their flexibility. In fact, they are taking in standards what they are considering as relevant for their day-to-day activities. This lack of comprehensiveness in the approach leads several organisations to experience maturity inconsistency in some of their processes.

The major advantage of a recognized method is the use of a common language which describes a large number of terms that, when used correctly, can help people to understand each other within IT organisations. That is why training on standards is the essential basis of an improvement program implementation.

However, as the area of use of both standards is different it strongly helps to decrease terminological problems. Understanding the most evolved concepts of the standards can take time. An external help as for instance consultancy assistance is often needed to speed up the learning process.

For large organisations with high-risk projects, serious management is required and a formalized approach is necessary. For small organisations, a more ad- hoc process is used and usually depends on the type of customers and projects, and on team leaders or managers. At the same time, attempts are made to keep processes simple and efficient, minimize paperwork, promote computer-based processes and automated tracking and reporting, minimize time required in meetings and promote training.

This table sums up data coming from experiences within CITI projects and shows the evolution of standard use and for quality actions performed with companies of the Grand- Duchy of Luxembourg, and of the French speaking area around. Most big companies have separate departments for IT services and IT developments.

When such companies adopt a structured approach for improving their current practices in one or the other department, the selection and implementation of such practices are performed independently, according to the respective budget allowed. Contrary, in most SMEs, IT services and development activities are gathered in one IT team but are performed by dedicated skilled staff.

The standards help to create a solid environment for all of these organizations that encounter recurrent problems and have similar concerns.