Transcript ITIL: What is it? Why you should use it? How to use it?

ITIL:
What is it?
Why you should use it?
How to use it?
Tampa Bay Technology
Leadership Association
August 9, 2007
T.C. Kaiser
Senior Customer Solution Architect
CA, Inc.
Agenda
1. The Big Picture
2. The IT Infrastructure Library – Definition, History, etc.
3. IT Service Management
4. ITIL v2 – Service Support and Service Delivery
5. ITIL v3 – The Service Lifecycle
6. The Benefits of ITSM
7. Real World Examples
8. Implementing ITIL – Recommendations, What Not to Do
9. Q&A
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Obstacles Prevent
Effective Engagement
Overwhelming Demand:
Unstructured capture of requests and ideas
No formal process for prioritization and
trade-offs
Reactive vs. proactive
IT Seen as Black Box:
Business lacks visibility
Poor customer satisfaction
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Disparate Systems
Reduce Efficiency
No Single System of Record
for Decision Making
Relevant Metrics
Hard to Obtain
Disparate Systems Costly
to Maintain and Upgrade
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IT Governance Landscape
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What is the
Information
Technology
Infrastructure
Library (ITIL)?
History and
Definitions
What is the IT Infrastructure Library?
“The IT Infrastructure Library® (ITIL) is the most widely accepted
approach to IT service management in the world. ITIL is a
cohesive best practice framework, drawn from the public and
private sectors internationally. It describes the organisation of IT
resources to deliver business value, and documents processes,
functions and roles in IT Service Management (ITSM).”
Source: UK Office of Government Commerce
> ITIL is the basis of the worldwide standard for quality IT
Service Management, ISO 20000
> ITIL was developed by the public and private sectors and
globally adopted.
> ITIL is in the public domain.
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The History of ITIL
1980’s
British government determined that the level of IT service quality they
received was not sufficient. The Central Computer and Telecommunications
Agency (CCTA) was assigned to develop a framework for efficient and
financially responsible use of IT resources. This was a joint effort between
the government and private sector experts.
2000
The CCTA merged into the Office for Government Commerce (OGC). Microsoft
used ITIL as the basis to develop the Microsoft Operations Framework (MOF).
2001
Version 2 of ITIL is released. The Service Support and Service Delivery books
were redeveloped.
2007
Version 3 of ITIL is released which adopts a lifecycle approach to Service
Management with a better emphasis on IT-Business integration
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IT Service Management
> IT Service Management is concerned with delivering and
supporting IT services that are appropriate to the business
requirements of an organization. This improves efficiency and
effectiveness and reduces the risks of managing IT services.
> Services are a means of delivering value to customers by
facilitating outcomes customers want to achieve without the
ownership of specific costs and risks. Outcomes are possible
from the performance of tasks and are limited by the presence
of certain constraints
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What is a Service?
Source: OGC – “ITIL Refresh: Vendor pre-release briefing”, May 2007
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Anatomy of a Service (technical view)
SAP
PSFT
Siebel
Network
Load
Balancer
Firewall
Router
Switch
Portal
Mainframe
Database
Web
Servers
Applications
Web Services
Identity
Manager
Databases
3rd Party
Applications
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ITIL Service Management (v2)
Service Management is the best known and most mature aspect
of ITIL. It is comprised of two volumes: Service Support and
Service Delivery.
Service Management
Service Support
• Service Desk
• Incident Management
• Problem Management
• Configuration Management
• Change Management
• Release Management
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Service Delivery
• Service Level Management
• Financial Management
• Availability Management
• Continuity Management
• Capacity Management
Core ITIL v3 Library
Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
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ITIL v2 Service Support mapping to v3
ITIL V2 Process
Primary ITIL V3 Book
Change Management
Service Transition
Configuration Management
Service Transition
Incident Management
Service Operation
Problem Management
Service Operation
Release Management
Service Transition
Service Desk
Service Operation
Service Asset and Configuration
Management including the CMDB
Service Transition
Fault Management (ICT Volume)
Service Operation
Knowledge Management
(NEW in the sense of service desk)
Service Transition
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CMBD is part of the Configuration
Management system (CMS)
ITIL v2 Service Delivery mapping to v3
ITIL V2 Process
Primary ITIL V3 Book
Financial Management
Service Strategies
Availability Management
Service Design
Capacity Management
Service Design
IT Service Continuity Management
Service Design
Referenced in Service Transition, Service
Operation and Continual Service
Improvement
Service Level Management
Service Design
Service Catalogue
Management
Service Design
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ITIL Service Management (v3)
Source: OGC – “ITIL Refresh: Vendor pre-release briefing”, May 2007
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Service Lifecycle
Source: OGC – “ITIL Refresh: Vendor pre-release briefing”, May 2007
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Service Strategy
> Practical Decision making
> Business Eco systems
> From value chains to value nets
> Adaptive processes for customers,
services and strategies
> Linking to external practices and
standards
> Managing uncertainty and complexity
Provides the guidance
on how to design,
develop, and
implement service
management as a
strategic asset.
> Increasing the economic life of services
> Selecting, adapting and tuning the best
IT service strategies
Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
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Service Design
> Pragmatic Service Blueprint
> Policies, Architecture, Portfolios,
service models
> Effective technology, process and
measurement design
> Outsource, shared services, co-source
models? How to decide & how to do it
Guides the design
and development of
services and service
management
processes
> The service package of utility,
warranty, capability, metrics tree
> Triggers for re-design
Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
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Service Transition
> Managing Change, Risk and Quality
Assurance
> Newly designed Change, Release &
Configuration processes
> Risk and quality assurance of design
> Managing organization & cultural
change during transition
> Service knowledge management
system
Provides guidance for the
development and
> Integrating projects into transition
improvement of
capabilities necessary to
transition new and/or > Creating & selecting transition models
changed services into
operations
Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
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Service Operation
> Responsive, stable services
> Robust end to end operations practices
> Redesigned, incident and problem
processes
> New functions and processes
> Event, technology and request
management
> Influencing strategy, design, transition
Tailors guidance on
achieving effectiveness
and improvement
and efficiency in the
delivery and support of
> SOA, virtualization, adaptive, agile
services such that value is
service operation models
achieved for the
customer and captured by
the service provider
Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
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Continual Service Improvement
> Measurements that mean something
and improvements that work
> The business case for ROI
> Getting past just talking about it
> Overall health of ITSM
> Portfolio alignment in real-time with
business needs
> Growth and maturity of SM practice
Sustains the creation
and maintenance of
customer value through
better design,
introduction, and
operation of services
> How to measure, interpret and execute
results
Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
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Shifting Focus
Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
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Why ITIL?
Why should you
implement processes
based on the ITIL
Framework?
The Case for IT Service Management
> The Business is more and more dependent on IT.
> Complexity of IT constantly increases.
> Customers are demanding more for less.
> Global competitiveness growing at a rapid rate requiring
a more flexible approach to integration.
> Stronger focus on controlling the costs of IT.
> Low customer satisfaction levels.
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Benefits to the Organization
> Improve Resource Utilization
> Be more competitive
> Decrease rework
> Eliminate redundant work
> Improve upon project deliverables and time
> Improve availability, reliability and security of mission critical IT
services
> Justify the cost of service quality
> Provide services that meet business, customer, and user demands
> Integrate central processes
> Document and communicate roles and responsibilities in service
provision
> Learn from previous experience
> Provide demonstrable performance indicators
Source: Pink Elephant – “The Benefits of ITIL® White Paper”, March 2006
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Real World Benefits
> Procter & Gamble
Started using ITIL in 1999 and has realized a 6% to 8% cut in operating costs. Another
ITIL project has reduced help desk calls by 10%. In four years, the company reported
overall savings of about $500 million.
> Caterpillar
Embarked on a series of ITIL projects in 2000. After applying ITIL principles, the rate of
achieving the target response time for incident management on Web-related services
jumped from 60% to more than 90%.
> Nationwide Insurance
Implementing key ITIL processes in 2001 led to a 40% reduction of its systems outages.
The company estimates a $4.3 million ROI over the next three years.
> Capital One
An ITIL program that began in 2001 resulted in a 30% reduction in systems crashes and
software-distribution errors, and a 92% reduction in “business-critical” incidents by 2003.
Source: Pink Elephant – “The Benefits of ITIL® White Paper”, March 2006
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Why Implement ITIL
Ultimately IT Service Management is about maximizing the
ability of IT to provide services that are cost-effective and meet
the expectations and needs of the business.
>
Streamline service delivery and support
processes
>
Develop repeatable procedures to aid first
level support groups
>
Reduce number of service incidents and
outages
>
Implement standards to do things right the
first time
>
Perform proactive analysis, prevention and
resolution
>
Plan for and ensure future capacity
>
Define clear services and service targets
>
Accurately allocate and recover costs
>
Audit, manage and improve IT processes
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Reduce Cost of Operations
Improve Service Quality
Improve User Satisfaction
Improve Compliance
The How
ITIL Implementation
Best Practices
ITIL is not a step-by-step process
“ITIL Processes can be difficult to implement since ITIL in
it's current form describes the "what" but not the "how"
of IT service delivery. In other words, a lack of
implementation tools and best practices are increasing
costs and timelines related to ITIL implementation.”
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Each ITIL Initiative is Unique
Source: OGC – “ITIL Refresh: Vendor pre-release briefing”, May 2007
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What NOT to do
1.
Insufficient Management Buy-in or Budget.
2.
Ignoring the need to market and communicate within & outside IT.
3.
Training internal staff to the Foundation level with the expectation they can
then implement ITIL successfully.
4.
No External Baseline Assessment or adoption of a maturity model to Create a
valid roadmap.
5.
Thinking that technology alone can address the requirement for ITIL i.e.
migrating bad process to new technology so automation is therefore not
efficient enough to address IT needs.
6.
Confusing Process with Procedures.
7.
Not dedicating enough resources to the development effort.
8.
Thinking process development equates to process implementation.
9.
Weak documentation effort leads to inconsistent approach with very little
chance of repeatability amongst IT Staff.
10. Failure to address IT Governance alignment.
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Recommendations
> Create a sense of urgency!
> Decide/Declare Service Management Strategy
> Engage all employees
> Create Communications and Awareness campaigns
> Focus on areas of pain
> Create a Program to transform the organization
> Appoint program sponsors and key players
> Assess, Design, Build and Implement process refinement
> Create an ITSM adoption program with a charter
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Recommendations
> Develop a phased approach, which includes repeatable
and consistent standards for all processes to follow
> Breakdown work into “manageable chunks”
> Appoint process owners
> Begin remediation process
> Utilize/Establish program management
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Iterative Process
How do we keep the
momentum going?
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What is the vision?
High Level
Objectives
Where are we now?
Assessments
Where do we want
to be?
Measurable
Targets
How do we get
there?
Process
Improvements
How do we check
we got there?
Measurement
And Metrics
Copyright © 2007 CA
Helpful Links
> www.itsmf.net – IT Service Management Forum.

Tampa Bay Local Interest Group (LIG) meeting – Sept. 22, 2pm.
> www.itsmfusion.com – itSMF USA Conference, Sept. 1619, Charlotte, NC.
> www.ogc.gov.uk – UK Office of Government and
Commerce.
> www.pinkelephant.com – ITSM consulting, events,
education.
> www.exin.org – Independent education institute.
> www.itpreneurs.com – Training solutions for IT
Management and IT Governance.
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Questions?
For More Information:
T.C. Kaiser
Sr. Customer Solution Architect
CA, Inc.
[email protected]
813-731-7720 mobile
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