For more about this update, see ITIL website FAQs. ITIL courses at Silicon Beach Training will always cover the latest release.

You can check out our full range or ITIL courses here.

What's New in the ITIL 2011 Update?

The first thing to be clear on is that ITIL 2011 is an update, not a new version (like V2-V3). The updates to the publications are designed to:

• Resolve any errors or inconsistencies in the text and diagrams, both in content and presentation.
• Improve the publications by addressing issues which are largely to do with clarity, consistency, correctness and completeness.
• Address suggestions for change made by the training community to make ITIL easier to teach.
• Review the Service Strategy publication to ensure that the concepts are explained in the clearest, most concise and accessible way possible. There is no notion of simplifying the concepts; rather, improving the exposition of the ideas.

The updated publications will be easier to read and understand, having addressed errors and inconsistencies, and issues raised in the Change Control Log and by the training community.

The project’s primary objective was to respond to users’ feedback and requirements, and provides them with an improved product.

For more about this update, see ITIL website FAQs. ITIL courses at Silicon Beach Training will always cover the latest release.

You can check out our full range or ITIL courses here.

What's New in the ITIL 2011 Update?

The first thing to be clear on is that ITIL 2011 is an update, not a new version (like V2-V3). The updates to the publications are designed to:

• Resolve any errors or inconsistencies in the text and diagrams, both in content and presentation.
• Improve the publications by addressing issues which are largely to do with clarity, consistency, correctness and completeness.
• Address suggestions for change made by the training community to make ITIL easier to teach.
• Review the Service Strategy publication to ensure that the concepts are explained in the clearest, most concise and accessible way possible. There is no notion of simplifying the concepts; rather, improving the exposition of the ideas.

The updated publications will be easier to read and understand, having addressed errors and inconsistencies, and issues raised in the Change Control Log and by the training community.

The project’s primary objective was to respond to users’ feedback and requirements, and provides them with an improved product.

In no small part due to Jack Welch, ex-CEO of General Electric, Six Sigma is now considered a staple of good business practice with over half of all Fortune 500 companies employing the methodology

This was not always the case.

Although developed and used in manufacturing by firms like Motorola in the 1980s, it took for Jack Welch and General Electric’s adoption of the principles to really spark US and global interest in Six Sigma.

For that reason, Jack Welch has played a pivotal role in its development and building reputation.

So why exactly did his use of Six Sigma make all the difference?

On our range of Six Sigma Training Courses, you’ll learn about the modern day uses and how it can benefit your business.

In no small part due to Jack Welch, ex-CEO of General Electric, Six Sigma is now considered a staple of good business practice with over half of all Fortune 500 companies employing the methodology

This was not always the case.

Although developed and used in manufacturing by firms like Motorola in the 1980s, it took for Jack Welch and General Electric’s adoption of the principles to really spark US and global interest in Six Sigma.

For that reason, Jack Welch has played a pivotal role in its development and building reputation.

So why exactly did his use of Six Sigma make all the difference?

On our range of Six Sigma Training Courses, you’ll learn about the modern day uses and how it can benefit your business.

Once that is agreed and decided there are several options that may be available to us...

• We could “do nothing”
• We could move to a larger house
• We could build an extension on side of the existing house
• We could grow into the loft
• We could adapt the existing room layout

Each of these OPTIONS would, of course, have different costs and timescales attached to them... but we would consider them all, and decide which of them could be discounted and capture why that decision was made. We may be left with a couple of alternatives which need further investigation, but eventually, we come to a decision on the way forward... and that is our chosen OPTION.

Learn more about the Business Case in PRINCE2 on our PRINCE2 Foundation and PRINCE2 Practitioner Training Courses. One of our most popular training methods is applying PRINCE2 to everyday examples to help you understand them and pass your exam!

In a project such as the above, the costing and timescale would almost certainly have been supplied by a builder and their associated trades, and all of these costs added together will form the basis of the COST heading in our Business Case. Equally the overall timescale from their various trades will equate to the TIMESCALE  heading in our Business case. It should be noted here that the builder (and other trades) are all in business to make a profit, and therefore they will all have their own Business Case... our focus is on OUR Business Case.

Read (and memorise as many as you can!) all of the following statements about PRINCE2®. 

Then download our PRINCE2 crossword and see how many you've remembered!

• A project is a unique series of actions designed to accomplish a unique goal.
• The Project brief is the first key document in PRINCE2’s prescribed method for starting up a project.
• A project is defined as a temporary organisation, created to deliver one or more business products based on and agreed Business Case.
• The Project Manager will spend most of their time on the Controlling a Stage process which describes the day to day monitoring and control activities for the project.
• The Project Initiation document collates most of the documents from the SU (Starting up a Project) and IP (Initiating a Project) processes.
• The Project Initiation Documents, including the Project Plan are part of the Initiating a Project process which examines the justification for the project.
• The pre-project process that gathers the necessary data to start a project is the Start up a Project process.
• The process that provides a controlled way to complete a stage and plan the next one is Managing a Stage Boundary.
• Information is provided to the Project Board at the end of each stage about the current status of a project as part of the Managing a Stage Boundary process.
• The project’s Products are delivered as part of the Managing Product Delivery process.
• There can be up to four outputs from the Managing Product Delivery process.
• Delivery of the products and preparation for project closure are part of the Closing a Project process.
• All the products defined in the Project Plan are listed in order of importance in the Product Breakdown Structure.
• The Team Manager creates a Team Plan to plan the project team’s activities.  This is agreed with the Project Manager.
• Information from upper management, outlining what is required from the project is contained in the Project Mandate.
• The time from the start of the project and the close of the project and acceptance of the product is known as the Project Lifecycle.
• The Project Board must be given an Exception Plan if a stage is expected to go out of the agreed tolerance.
• The method and frequency that information is exchanged is defined in the Communication Management Strategy.
• The Project Board approves the completion of a stage and authorises the start of the next stage during the Directing a Project process.
• The Project Manager creates a regular Highlight Report for the Project Board to provide information on the process of each stage.  This is produced on a time-driven frequency, e.g.: every two weeks.
• The Project Board’s 2nd control point and 2nd activity is Authorising the Project.
• Work Packages are allocated to the Team Leaders by the Project Manager.
• The Team Manager provides Checkpoint Reports to the Project Manager, based on the regular team meetings.
• A grouping of a certain set of techniques used in the development of the product is known as a Technical Stage.

Once you've finished the PRINCE2 Crossword download the PRINCE2 Crossword Solution to check your answers.  Remember, no cheating!!

Every business needs to make changes but problems arise when there is no one in place to manage those changes......our writer John A G Smith helps explain how important Change Management is:

Harry studied the paperwork for a few minutes and then looked up.

“You’re absolutely right,” he said, “the change is essential and urgent. I’ll give you access to the Live Library. You and your team go ahead and build the change. When you you’ve tested it I’ll give you the password and you can put it into live.”

I was stunned. He was right about the urgency but this was way out of line. Here I was, just a subcontractor, being given the keys to the kingdom.

“What about Change Management?” I asked. “And doesn’t it have to go through the Change Advisory Board? Doesn’t anyone have to sign it off?”

“Nah.” He leaned back in his chair, legs straight and thrust his hands deep in his pockets. “The problem here is that our systems are too dynamic. We’ve got so many urgent changes going on that any sort of Change Management system will just get in the way. It would slow the whole thing up and be too much of a drag on everything.”

Every business needs to make changes but problems arise when there is no one in place to manage those changes......our writer John A G Smith helps explain how important Change Management is:

Harry studied the paperwork for a few minutes and then looked up.

“You’re absolutely right,” he said, “the change is essential and urgent. I’ll give you access to the Live Library. You and your team go ahead and build the change. When you you’ve tested it I’ll give you the password and you can put it into live.”

I was stunned. He was right about the urgency but this was way out of line. Here I was, just a subcontractor, being given the keys to the kingdom.

“What about Change Management?” I asked. “And doesn’t it have to go through the Change Advisory Board? Doesn’t anyone have to sign it off?”

“Nah.” He leaned back in his chair, legs straight and thrust his hands deep in his pockets. “The problem here is that our systems are too dynamic. We’ve got so many urgent changes going on that any sort of Change Management system will just get in the way. It would slow the whole thing up and be too much of a drag on everything.”