Transcript ITIL v3 Overview

ITIL v3 Overview
Rob Goodwin-Davey
The ITIL Framework
Governance Methods
Key ITIL Principles
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Continual Service
Improvement
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Service
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ITIL
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• A methodology
• A complete set of predefined low level processes –
only the framework with which to build them
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Qualifications
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Service
Transition
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Co Imp
Templates
Service
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Service
Strategies
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ITIL is NOT…
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IT Services are aligned to the customers
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Dynamic Lifecycle approach to service
Interconnections between processes
Quality of Service
Reduced cost to serve because of use of
standard process
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Strategy
Processes inside ITIL
Governance Methods
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Continual Service
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Operation
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Change Management
Service asset and configuration
management
Knowledge management and
Service Knowledge Management
System
Service release and deployment
planning
Performance and risk evaluation
Testing
Acquire, build, test and pilot
Service release acceptance test
and pilot
Deployment, de-commission and
transfer
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ITIL v3 Overview - Rob Goodwin-Davey
Qualifications
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Service
Transition
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Templates
Service
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Service
Strategies
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Infrastructure
management
Application management
IT Operations
Facilities management
Transition
Service portfolio management
Service catalogue management
Service Level Management
Capacity management
Availability management
Service continuity management
Information security management (ISO 27K & 20K)
Supplier and Contract management
Organisational change and communications
Processes
Functions
Monitoring and event
management
Incident management
Request fulfilment
(Standard Changes)
Problem management
Access Management
Service desk
Design
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Service Strategy
Market Intelligence
Financial
Management
Service Portfolio
Management
Demand
management
Risk Management
Continual
improvement
Measurement and
control
Service measurement
Service assessment and
analysis
Process assessment and
analysis
Service Level
Management
Improvement planning
Service Strategy
• Establishes the overall strategy for IT Services and for
IT Service Management.
– the primary objective is to provide superior
performance to competing alternatives.
– IT Service organisations (BT) seek to know what
customers need.
ITIL v3 Overview - Rob Goodwin-Davey
Strategy Processes
• Strategy Generation – determines what service to
offer to whom and determines how to differentiate the
organisation from competing alternatives.
• Demand Management – understands and anticipates
patterns of business activity (PBA’s) influences demand
for IT Services. The best example of this is BT’s own
calling packages targeted at day use, or evenings and
weekends use etc.
ITIL v3 Overview - Rob Goodwin-Davey
Strategy Processes
• Service Portfolio Management – describes IT Services in
terms of business value.
• - A Service Portfolio describes a provider’s services in terms
of business value and then articulates business needs and
the provider’s response to those needs. It also represents
the commitments and investments made by a service
provider across all customers and market spaces.
• Financial Management – is responsible for managing an IT
Service Provider’s Budgeting, Accounting & Charging
requirements.
ITIL v3 Overview - Rob Goodwin-Davey
Service Design
• The design of appropriate and innovative IT Services,
including their architectures, processes, policies, and
documentation to meet current and future agreed
business requirements.
ITIL v3 Overview - Rob Goodwin-Davey
Design Processes
• Service Catalogue Management – ensures
that an accurate Service Catalogue is
produced
and
maintained
containing
information on all operational services.
– It contains a customer-facing view of the IT
services in use, how they are intended to be used,
the business process they enable, and the levels
and quality of service the customer can expect for
each service.
ITIL v3 Overview - Rob Goodwin-Davey
Design Processes
• Service Level Management – ensures that an agreed level of
IT Service is provided for all current IT Services and that future
services are delivered to achievable targets.
– This is very much an As Is process for BT.
ITIL v3 Overview - Rob Goodwin-Davey
Design Processes
• Supplier Management – to manage suppliers and the
services they supply, to provide seamless quality of IT
service to the business, ensuring that value for money is
obtained.
– each service provider should have formal processes for the
management of all suppliers and contracts, and the processes should
adapt to cater for the importance of the supplier and/or contract and
the potential business impact on the provision of services.
ITIL v3 Overview - Rob Goodwin-Davey
Design Processes
• Availability Management – ensures that the level of
service availability delivered in all services is matched to,
or exceeds, the current and future agreed needs of the
business, in a cost-effective manner.
– this process depends heavily on the measurement of service
and component achievements with regards to availability.
“What to measure and how to report it” depends on which
activity is being supported, who the recipients are and how the
information is to be utilised.
ITIL v3 Overview - Rob Goodwin-Davey
Design Processes
• Capacity Management – ensures that cost justifiable IT
capacity in all areas of IT always exists and is matched to the
current and future needs of the business, in a timely way.
– Another As Is process for BT, it provides a point of focus and
management for all capacity and performance-related issues, with
regards to both services and resources.
ITIL v3 Overview - Rob Goodwin-Davey
Design Processes
• Information Security Management – aligns IT security
with business security and to ensure that information
security is effectively managed in all service and Service
Management scenarios.
– the objective is to protect the interests of those relying on
information, and the systems and communications that deliver the
information from harm resulting from failures of availability,
confidentiality and integrity.
ITIL v3 Overview - Rob Goodwin-Davey
Design Processes
• IT Service Continuity Management - supports the overall Business
Continuity Management process by ensuring that the required IT technical
and service facilities can be resumed within required, and agreed,
business timescales.
– purpose is to maintain the necessary ongoing recovery capability within the IT
services and their supporting components.
ITIL v3 Overview - Rob Goodwin-Davey
Service Transition
• Service Transition builds, tests and deploys a release
and establishes that the new or changed service will
deliver the requirements specified by the customer
and stakeholders.
ITIL v3 Overview - Rob Goodwin-Davey
Transition Processes
• Change Management – responds to the customer’s changing
business requirements while maximising value and reducing
Incidents, disruption and re-work.
• Release & Deployment Management – deploys releases into
production.
• Service Validation & Testing – assures that a service will
provide value to customers and their business.
• Knowledge Management – enables organisations to improve
the quality of management decision making by ensuring that
reliable and secure information and data is available
throughout the service lifecycle.
ITIL v3 Overview - Rob Goodwin-Davey
Service Operation
• Focuses on the activities required to operate the services and
maintain their functionality as defined in the SLAs.
– To coordinate and carry out the activities and processes required to
deliver and manage services to business users and customers at
agreed levels.
ITIL v3 Overview - Rob Goodwin-Davey
Operation Processes
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Event Management – detects Events, makes sense of them and determines the
appropriate control action.
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Incident Management – focuses primarily on returning the IT Service to Users as
quickly as possible and to minimise the adverse impact on business operations.
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Problem Management – focuses primarily on preventing Incidents from
happening, and to minimise the impact of Incidents that cannot be prevented.
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Request Fulfilment – is responsible for managing the lifecycle of all Service
Requests (password resets etc)
•
Access Management – provides the right for users to be able to use a service or
group of services.
ITIL v3 Overview - Rob Goodwin-Davey
Continual Service Improvement
• Responsible for managing improvements to IT Service
Management Process and IT Services across the whole Service
Lifecycle.
– To continually align and re-align IT services to the changing business
needs by identifying and implementing improvements to IT services
that support business processes.
ITIL v3 Overview - Rob Goodwin-Davey
CSI Processes
• CSI is looking for ways to improve process effectiveness
and efficiency as well as cost effectiveness.
• The following statements should be considered:
– You cannot manage what you cannot control
– You cannot control what you cannot measure
– You cannot measure what you cannot define.
ITIL v3 Overview - Rob Goodwin-Davey
CSI Processes
• Deming Cycle
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Plan, Do, Check, Act
Project Plan, Project, Audit, New Actions
Fundamental tenet of CSI
Critical at 2 points in CSI:
• Implementation of CSIs
• Application of CSI to services and service management processes
– Cycle is underpinned by a process-led approach to management where
defined processes are in place, the activities are measured for compliance to
expected values and outputs are audited to validate and improve the process.
ITIL v3 Overview - Rob Goodwin-Davey
CSI Processes
• 7 Step Improvement Process
– Fundamental to CSI is the concept of measurement
– Obvious that all the activities of the improvement process will assist
CSI in some way
– Relatively simple to identify what takes place but difficulty lies in
understanding exactly how this will happen.
ITIL v3 Overview - Rob Goodwin-Davey
CSI Processes
• 7 Step Improvement Process
• Step 1 – Define what you should measure
– Compile a list of what you should measure
– Make it simple! The number of what you should measure can grow
quite rapidly
– Identify & link: Corporate & IT vision, mission, goals and objectives
– CSFs
– Service Level targets
– Job description for IT staff.
ITIL v3 Overview - Rob Goodwin-Davey
CSI Processes
• 7 Step Improvement Process
• Step 2 – Define what you can measure
– Every organization may find they have a limit on what they can
actually measure. If you cannot measure something then it should not
be in an SLA.
– Create a list of tools and what they measure against what information
is being collected and reported on.
– Perform gap analysis on the 2 lists & report back to the business,
customers & IT.
ITIL v3 Overview - Rob Goodwin-Davey
CSI Processes
• 7 Step Improvement Process
• Step 3 – Gathering the data
– Need some form of monitoring in place.
– Quality is the key objective of monitoring in CSI
– Focuses on the effectiveness of a service, process, tool, organization or
Configuration Item (CI).
– Gather whatever data has been identified as both needed and
measurable.
– Gathering data is defined as the act of monitoring and data collection
ITIL v3 Overview - Rob Goodwin-Davey
CSI Processes
• 7 Step Improvement Process
• Step 4 – Processing the data
– Convert the data in the required format and for the required audience.
Metric to KPI to CSF.
– This step is often overlooked in CSI.
– An example is taking the data from monitoring of the individual
components such as the mainframe, applications, WAN, LAN, servers
etc and process this into a structure of an end-to-end service from the
customer’s perspective.
ITIL v3 Overview - Rob Goodwin-Davey
CSI Processes
• 7 Step Improvement Process
• Step 5 – Analysing the data
– This transforms the information into knowledge of the events that are
affecting the organization.
– More skill and experience is required to perform data analysis than
data gathering and processing.
– Verification against goals and objectives is expected to validate that
objectives are being supported and value is being added.
– Looking for: clear positive or negative trends, if changes are required,
are targets being met, are corrective actions required etc
ITIL v3 Overview - Rob Goodwin-Davey
CSI Processes
• 7 Step Improvement Process
• Step 6 – Presenting and using the information
– Take knowledge and present it, turning it into wisdom by utilizing
reports, monitors, action plans, reviews, evaluations and
opportunities.
– 3 distinct groups to present to:
• Business – real need is to understand whether IT delivered the service they
promised at the levels they promised and if not what they have done to correct it
• Senior IT management – focussed on results around CSFs and KPIs such as
customer satisfaction, actual v plan, costing and revenue targets
• Internal IT – interested in KPIs and activity metrics that help them plan, coordinate,
schedule and identify incremental improvement opportunities.
ITIL v3 Overview - Rob Goodwin-Davey
CSI Processes
• 7 Step Improvement Process
• Step 7 – Implementing Corrective Action
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Use the knowledge gained to optimize, improve and correct services
Need to identify issues and present solutions
Explain how the corrective actions to be taken will improve service.
Based on goals, objectives and types of service breaches, an
organization needs to prioritise improvement activities.
– These may be driven externally such as regulatory requirements,
changes in competition or even political decisions.
ITIL v3 Overview - Rob Goodwin-Davey