ITIL, ISO 20000, ISO 27001 what else is there?

Have you ever wondered how many different best practices and standards connected to IT service management there are? Van Haren Publishing made a list and believe it or not there are more than 36 different standards and frameworks that you can follow in the way you work. This is the list:

1. Agile 
2. Amsterdam Information Management Model (AIM)
3. ArchiMate® 
4. ASL® 
5. Balanced Scorecard 
6. BiSL® 26
7. CATS CM® 
8. CMMI® 
9. COBIT® 
10. EFQM 
11. eSCM-CL 
12. eSCM-SP
13. Frameworx 
14. ICB® 
15. ISO 9001 
16. ISO 14000 
17. ISO/IEC 15504 
18. ISO/IEC 27000 series 
19. ISO 31000 
20. ISO 38500 
21. ISO/IEC 20000 
22. ITIL® 2011 
23. Lean management 
24. M_o_R® 
25. MoP™ 
26. MSP® 
27. OPBOK 
28. P3O®
29. PMBOK® Guide
30. PRINCE2® 
31. SABSA® 
32. Scrum 
33. Six Sigma 
34. SqEME® 
35. TMap® NEXT
36. TOGAF® 

Van Haren has also included a short explanation for all of them. For example, have you ever heard about the EFQM (European Foundation for Quality Management) Excellence Model before? The following description is included:

The basics 

The EFQM Excellence Model is a management framework for helping organizations in their drive towards excellence and increased competitiveness. The EFQM organization does not issue certificates of compliance but runs comprehensive awards and recognition programs for organizations of all sizes and sectors.

Summary 

The EFQM Excellence Model was introduced in 1992 as the framework for assessing organizations for the EFQM Excellence Award and is now the most widely used organizational framework in Europe. It is reviewed every three years; the current version was released in 2010. EFQM, based in Brussels, is 

its custodian.
The Model is a non-prescriptive framework based on nine key criteria (Figure below).  Five criteria are ‘Enablers’ (Leadership, Policy and Strategy, People, Partnership and Resources and Processes) and four are ‘Results’ (Customer Results, People Results, Society Results and Key Performance Results). The ‘Enabler’ criteria cover what an organization does; the ‘Results’ criteria cover what an organization achieves.

The EFQM Excellence Model (Source: EFQM.org)

The EFQM Model’s nine boxes represent the criteria against which to assess an organization’s progress towards excellence. At the heart of the Model lies the logic known as RADAR, which consists of four elements: Results, Approach, Deployment, Assessment and Review. These elements emulate and complete the basic elements of Deming’s Plan, Do, Check, Act cycle by adding specific details that are more comprehensive. 

The Model is based on the premise that excellent results in Performance, Customers, People and Society are achieved through Leadership driving Policy and Strategy, which is delivered through People, Partnerships and Resources. It is used as a basis for self-assessment, an exercise in which an organization grades itself against the nine criteria. This exercise helps organizations to identify current strengths and areas for improvement against strategic goals. This gap analysis then facilitates definition and prioritization of improvement plans to achieve sustainable growth and enhanced performance.

Target audience

People who are coordinating or leading improvement or change programs; people who are providing training, coaching or consultancy in EFQM.

Scope and constraints

The EFQM Excellence Model has an enterprise-wide scope. It takes a holistic view to enable organizations, regardless of size or sector to:

• Assess where they are, helping them to understand their key strengths and potential gaps in performance 
• Provide a common vocabulary and way of thinking about the organization that facilitates the effective communication of ideas, both within and outside the organization.
• Integrate existing and planned initiatives, removing duplication and identifying gaps.

Strengths:

• It provides a holistic framework that systematically addresses a thorough range of organizational quality issues and also pays attention to impacts through the ‘Results’ criteria. 
• It provides a clear diagnosis of an organization’s activities and is useful for planning as it links what an organization does and what results it achieves, highlighting how they are achieved. 
• The Model is relatively difficult to implement. It generates benefits over a longer period of time; an overall organizational strategy on excellence needs to be adopted in order to achieve the benefits.

Relevant links (web links)

Offi cial EFQM website: www.efqm.org
Other useful websites:
www.ink.nl (dutch institute for quality management; runs similar schemes like EFQM).
www.quality.nist.gov (US National Institute of Standards and Technology).

You can download the full list with explanation here: Van Haren list of standard and best practices connected to ITSM