Transcript EM DAM PMO Vendor Selection Process

ITIL INITIATIVE Overview
Toronto Service Delivery Center
August 24, 2004 v1.5
DRAFT - FOR DISCUSSION PURPOSES ONLY
Table of Contents
 Why do we wish to be ITIL Compliant?
 What is ITIL?
 ITIL and CMM Working Together
 ITIL Initiative Objectives and Scope
 How will TSDC Practices be affected by the ITIL
Processes?
 What will I need to do?
 How much effort will it take?
 Key Milestones for 2004
 Key Contacts
 Appendix Reference
• Implementation Road Map; Organization Structure; Roles and Responsibilities
• Service Support & Service Delivery Processes Definitions
• Useful Links
August 2004
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Why do we want to be ITIL compliant?
 Better manage the services we provide to our existing
customers resulting in:
• Efficient end-to-end service delivery
• Increased customer satisfaction
• Reduced cost
 Demonstrate to existing customers that we follow Industry
best practices
 Support new business opportunities
 Establish common processes and terminology to leverage
best practices across Capgemini
August 2004
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What is ITIL?
 Information Technology Infrastructure Library (ITIL)
 ITIL is the most widely accepted approach to IT Service
Management in the world.
 Set of books on CD-ROM and hard-copy
• First published in 1989 in the U.K.
• Public Domain. © of the Office of Government Commerce (OGC)
• Increasing following in North America.
 Framework of comprehensive, consistent and coherent best
practices:
• To align IT services with the current and future needs of the business
and its customers
• To improve the quality of the IT services delivered
• To reduce long-term cost of service provision
 Guides and identifies the best practices for implementation
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ITIL and CMM Working Together
ITIL
SEI CMM
(Information Technology Infrastructure Library)
(Capability Maturity Model)
 Based on defining best-practice processes for IT
service delivery and support, rather than
defining a broad-based control framework. It
focuses on the method.
 Is organized into sets of texts which are defined
by related functions:
 The SEI Capability Maturity Model (CMM
www.sei.cmu.edu/cmm/cmm.html) defines
practices and processes around application
development (maintenance, enhancement and
net new).
 Recognized as a useful framework for improving
software development processes and application
quality.
 Creates creates an overlying project
management, process improvement and quality
measurement structure that is used for
continuous improvement.
 CMM does not provide a framework for
operations and support of the applications and
underlying infrastructure.
 IT Service Management
 service support
 service delivery
 managerial
 software support
 computer operations
 security management
 Environmental
ITIL Initiative
Focus
For H2 ‘04
 Captures best practices in IT that can be used to
deliver “customer focused quality services and
support” to their customers.
 ITIL Service Management does not provide a
framework for software development -- this is
best captured by the SEI CMM.
ITIL and CMM are complementary and have become the industry's leading defacto best practices.
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ITIL Initiative Objectives and Scope
 Objectives
• Achieve ITIL Capability Level 3 for the following Service Support function and
processes:






Service Desk (H2 2004)
Incident Management (H2 2004)
Problem Management (H2 2004)
Change Management (H2 2004)
Configuration Management (H2 2004)
Release Management (H1 2005)
• Position TSDC Service Support processes for BS 15000 Certification on IT Service
Management practices.
• Achieve ITIL Foundation, Practitioner and Service Manager certifications for key staff.
• Deliver ITIL Awareness training to the majority of TSDC IM, AM and PDG staff.
 Scope
•
•
•
•
•
•
•
Process and procedure gap analysis
Process and procedure development
Organization change to support processes
Tool customization (minor) to support processes
Process roll-out and training
3rd party ITIL Assessment
ITIL training
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How will TSDC Practices be affected by the ITIL
Processes?
 IM, AM (ERP and CAS) and PDG organizations will be required to follow
updated Incident Management, Problem Management , Configuration
Management and Change Management processes, as well as
effectively leverage TSDC's Service Desk function.
 For example, the Incident Management process will define how
Incidents / Issues are to be addressed, whether they are identified by
the user, identified and resolved by AM and IM organizations.
 Application Management (ERP and CAS): The ITIL Initiative will have
minimal effect on Application Development practices. The ITIL Initiative
will work to keep terminology and interfaces between CMM and ITIL as
clear and clean as possible.
 Project Delivery: The ITIL Initiative will have minimal effect on Project
Delivery practices.
August 2004
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What will I need to do?
 Take the ITIL Awareness Web Based Training prior to Sept
30, 2004 to provide you with an overview of ITIL and the
ITIL Initiative.
 Take process specific training in October and November
2004 to support the roll-out of the updated processes and
procedures.
 For designated Team Leads and Managers
• September: Review and provide input into Process Development
and Roll-Out Planning prior to training and roll-out to the TSDC.
• October & November: Take "Train the Trainer" sessions and work
with the Process Teams to deliver training to key staff on updated
practices for the affected processes.
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How much effort will it take?
 2 - 3 hours for the ITIL Awareness Training
 Training sessions to affected staff on updated Incident
Management, Service Desk, Problem Management,
Change Management and Configuration Management. This
will depend on the extent of the planned changes. (work to
define the changes is currently underway)
 The ITIL Process Teams will be in contact with designated
Team Leads and Managers to identify what groups will be
affected by any process changes.
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Key Milestones for 2004
 August
 ITIL Foundations Training for ITIL Initiative for Project Team completed
 Process Gap Analysis completed
 September





ITIL Awareness Training for TSDC AM, IM, PDG Staff completed
ITIL Foundations Training for designated Team Leads and Managers completed
Process Document and Workflows Completed
Process Procedures Completed
Roll-out Plan Completed
 October




Process Training Material Completed
Tools Customized / Updated
Trainers Trained
Process Roll-out Started
 November
 Process Roll Out Completed
August 2004
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ITIL Initiative Key Contacts
 ITIL Initiative Program Manager - Przemek Tomczak
• (416) 592-2671 [email protected]
 ITIL Initiative Sponsor - Robert Basque
• (416) 592-6906 [email protected]
 AM Point of Contact for ITIL - Wayne Morrison
• (416) 345-5526 [email protected]
 Training Contact - Jose Cruz
• (416) 592-3117 [email protected]
Additional information on the ITIL Initiative is available on the NHSS
web site at
http://solutions.newhorizonsolutions.com/Projects/ITIL/default.asp.
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Appendix
August 2004 11
ITIL Process Implementation Road Map
For Incident, Problem, Change, Configuration Mgt and Service Desk
ITIL Process Implementation Road Map
August
Organization
ITIL Foundations Training
To Process Teams (3D + exam)
September
October
November
ITIL Foundations Training
To Key Staff (3D + exam)
Assign Process Manager
Train Staff to
Execute the
process and use
tools
Executive Awareness
Training / Session
“Train the
Trainer” in Line
Organization
Confirm Process Owner
Staff positions / roles
ITIL Awareness Training (2-3 hours session)
Define / Update Process
- Process Def’n, Policies, Standards
- Roles & Responsibilities
Process
Process Gap Analysis
- NHSS VS INERGI VS ITIL
- Requirements and Actions
Define/ Update Process
Workflows
IM
AM
PDG
Define / Update Procedures
Tools
Publish Scope, Roles and
Responsibilities
Process Owner & Manager
Roles & Responsibilities
Document &
Communication
Deliverables
Roll-Out
“Burn In Period”
Develop Process Training for TSDC Staff
High Level Self
Assessment NHSS VS
INERGI VS ITIL OGC / BS
15000
Action Plan / Process
Requirements
Develop Roll-Out Plan
Define EARS
Customization,
Configuration and
Reporting Requirements
EARS Customization /
Configuration
Define Other Tool
Requirements
Other Tool Design / Install
/ Customize / Implement
Executive Awareness
Presentation
Process Guide
Document
ITIL Training Content &
Vendor
Process Workflow
Document
ITIL Training Sessions
Roles &
Responsibilities
Document &
Communication
Procedures
Document(s)
Process & Tool
Training Content
Process & Tool Training Sessions
Training Lessons
Learned & Action
Plan
Roll-Out Plan
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ITIL Initiative Organization
Sponsor
Rob Basque
TSDC Senior Management Team
Program Manager
Przemek Tomczak
Target: H2 2004 - Level 3 Capability
Change
Management
(Kent Lindsey)
Incident
Management
(Steve Allin)
Service Desk
(Steve Allin)
Problem
Management
(Kent Lindsey)
Process Owner
Suresh Gosyne
Function Owner
Janie Wiles
Process Owner
Ted Neundorf
Process Owner
Ted Neundorf
Process Owner
Sofia Barsanti
Project Lead &
Consultant
Ajay Sharma /
Tony Alonzi
Project Lead &
Process
Consultant
Scott Milburn
Project Lead &
Consultant
Sofia Barsanti
Process Manager
& Consultant
Sandra Baumken
Process
Consultant
TBD
Process Manager
Andre
Ramsaroop
Process Manager
Sofia Barsanti
Project Lead
Process Manager & Consultant
Linda Geddes
Process Manager & Consultant
Courtney Salmon
Process
Consultant
Frank Arthur
Process Manager
Steve Pipes &
SSM
Configuration
Management
(Rob Basque)
ITIL Training Work Program
ITIL Training
Process Training
(Roll-out)
Developed by each
process team
Training Consultant
Jose Cruz
ITIL 3rd Party
Assessment
Dependencies
ARS to EARS
Conversion
(Mike Bilon)
Configuration &
Asset Mgt Tools
(Sofia Barsanti)
Primus
Knowledge
Management
(Sanjay Swarup)
Training / Roll-out Consultant
Jose Cruz
Incident, Service Desk and
Problem Management to be
rolled together
Target: H1 2005 - Level 3 Capability
Release Management
(Kent Lindsey)
Process Owner
Ted Neundorf
Process
Consultant
(Project Lead)
TBD
Process Manager
TBD
Process
Consultant
TBD
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Roles and Responsibilities
Core Process Development
And Roll-Out Team
 Project Leads*
• Accountable for delivery of process
improvement initiative to Program Manager,
Process Owner and LOB Director
• Defines detailed work plan to achieve
milestones and objectives.
• Manages day-to-day process development and
implementation activities against work plan
• Roll-out planning
• Manage deployment and implementation of
process within TSDC
• Hand-off process to process managers and
owners
 Process Consultants*
•
•
•
•
•
Process, workflow, procedure development
Roll-out planning
Process training development
Train staff to execute on process
Support deployment and implementation
For Each Process:
Process
Owner
Program
Manager
Project Lead & Consultant
Process Consultant
Process
Managers
TSDC Team
Leads &
Managers
Training
Consultant
TSDC AM, IM
and PDG Staff
Core Team
(2 individuals)
Extended
Team
Process
Owner
* NB: For each process, Project Lead and Process Consultant roles
performed by one individual.
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Roles and Responsibilities
 TSDC Senior Management Team
 Support ITIL and process training in their
organizations
 Approve ITIL Direction
 Align resources to support Initiative
 Support enforcement of new process roll-out
 Initiative Sponsor - Rob Basque
• Overall accountability for ITIL Capability Initiative
• Issue escalation and resolution
• Assign resources within IM to support ITIL
initiative
• Status and progress reporting to SMT (as
required)
 Initiative Program Manager - Przemek Tomczak
• Direction and oversight; ensure each process
team is working towards overall Initiative
Objectives
• Status and progress reporting to Sponsor
• Manage integrated schedule and
interdependencies
• Manage and report on risks and issues
• Review and approve scope for each process
project
• Resolve any inter-process issues across each
project team
• Key deliverables QA
 Division Directors - Kent Lindsey, Steve Allin
• Accountable to Initiative Sponsor and Program
Manager for delivery of ITIL Process initiatives
within their organizations.
• Process Owner and Project Leads report to LOB
Director to deliver Process improvements.
• Process deliverables QA
• Support deployment and implementation
• Assign resources within their organizations to
support process development and roll-out.
 TSDC Staff - AM, IM, PDG
 Take awareness training (all staff)
 Take foundation training and complete exam for
identified staff
 Take process training
 Support and comply with processes
 TSDC Team Leads & Managers
 Support process development and roll-out planning
(review and awareness)
 Take process training
 Deliver training to team on new process
 Support enforcement and compliance with
processes
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Roles and Responsibilities
 Process Owners
 Initiative
• Process deliverables QA, including reviewing
and accepting process deliverables
• Support deployment and implementation
• Approve objectives, mission, and scope of
process improvement initiative
 Ongoing
 Defines the overall process mission
• Establishes and communicates the process
mission, goals and objectives
• Resolves any cross organization and
departmental issues
• Ensures consistent execution of the process
across the organization
• Reports on the effectiveness of the process to
senior management
• Initiates any process improvement initiatives
 Process Manager
• Initiative
• Support process development
• Review and accept process deliverables
• Manage and drive roll-out of process
deployment and implementation with
Project Lead
• Ongoing
• Drives and measures the efficiency and
effectiveness of the process
• Monitors and tracks process activities
• Provides management reports and
metrics
• Participates in regular service reviews
• Follows up on process issues
• Empowered to escalate issues when
required; Escalates potential issues or
concerns
• Makes recommendations for
improvements
• Promotes and maintains awareness of
the process across the organization
• Develops and maintains the process and
supporting tools
• Maintains supporting procedures.
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Roles and Responsibilities
 Training Consultant - Jose Cruz
 Co-ordinate delivery of ITIL Training
 Provide weekly status reporting on ITIL
Training
 Training subject matter expert to process
teams
 Support roll-out of process training to TSDC
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Service Support - Service Desk
 A function not a process
 Single point of contact
 Facilitate handling of incidents
 Interface to processes and activities
Definition
 Function providing a central point of contact between the User and IT
Service Management to achieve the following:
•
•
•
•
•
•
Single point of contact
Deliver high quality support critical for achieving business goals
Help identify and lower cost of ownership for IT services as a whole
Support changes across business, technology and process boundaries
Aid in user retention and satisfaction
Assist identification of business opportunities
August 2004 18
Service Support – Configuration Management
 Identify, control, track, verify components of IT infrastructure.
 Tell me what, where, how much, for whom and why?
Definition
 Logical model of the IT infrastructure by identifying, controlling,
maintaining and verifying the versions of all Configuration Items (CIs) in
existence to achieve the following:
• Account for all IT assets
• Provide accurate information to support other IT Service Management
Processes
• Verify records against infrastructure and to correct exceptions
• Provide a sound basis for Incident, Problem, Change and Release
Management
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Service Support – Incident Management
 Quick fix
 Restore service as soon as possible
 Ensure minimal impact to business
 Respond to customer service requests
Definition
 Restores normal service operation as quickly as possible with minimum
disruption to the business, thus ensuring that the best achievable levels
of availability and service are maintained to achieve the following:
• Ensure the best use of resources to support the business
• Develop and maintain meaningful records relating to Incidents
• Devise and apply Incidents reported
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Service Support – Problem Management
 Permanent fix
 Root cause analysis
 Improve reliability and availability
Definition
 Minimizes the adverse effect on the business of Incidents and Problems
caused by errors in the infrastructure, and to proactively prevent the
occurrence of Incidents, Problems and errors to achieve the following:
• Resolve Problems quickly and effectively
• Ensure resources are prioritized to resolve Problems in the most appropriate
order based on the business need
• Proactively identify and resolve Problems and Known Errors thus minimizing
Incident occurrences
• Provide relevant management information
August 2004 21
Service Support – Change Management
 Control / manage changes to IT environment
 Improve reliability and availability
Definition
 Ensures that standardized methods and procedures are used for the
efficient and prompt handling of all Changes, in order to minimize the
impact of any related Incidents upon service to achieve the following:
• Facilitate efficient and prompt handling of all Changes
• Maintain the proper balance between the need for Change and the potential
detrimental impact of Changes
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Service Support – Release Management
 Broader view of change management
 Ensure application, database, server, network, users and other factors,
etc. are considered as part of a change to IT environment or service
Definition
 Takes a holistic view of a Change to an IT service and ensures that all
aspects of a release, both technical and non-technical, are considered
together including:
• Large or critical hardware roll-outs
• Major software roll-outs
• Bundling or batching related sets of Changes
August 2004 23
Service Delivery – Capacity Management
 Know requirements & future plans
 Know current IT capabilities
 Anticipate and plan
Definition
 Ensures that all current and future capacity aspects of the business
requirements are provided cost effectively and encompasses:
• Monitoring the performance and throughput of IT services and supporting IT
components, and tuning activities to make efficient use of resources
• Understanding the current demands for IT resources and deriving forecasts
for future requirements
• Influencing the demand for resource, in conjunction with other IT Service
Management Processes
• Producing a Capacity Plan predicting the IT resources needed to achieve
agreed service levels
August 2004 24
Service Delivery – Availability Management
 Proactive and reactive view to recovery of IT services (technology, staff,
and other resources)
Definition
 Optimizes the capability of the IT infrastructure and supporting
organization to deliver a cost effective and sustained level of availability
that enables the Business to satisfy it objectives and is influenced by the
following:
• Business demand and the cost to meet it
• The Configuration and complexity of the IT infrastructure including the level
of redundancy, the reliability of the infrastructure and its components, and
the levels of infrastructure maintenance
• The processes and procedures used by IT services, human factors and
external events
August 2004 25
Service Delivery – Continuity Management
 IT Service continues to operate and/or be recovered in event of
sustained unplanned outage.
Definition
 Supports the overall Business Continuity Management process by
ensuring that the required IT technical and services facilities can be
recovered within required and agreed business time scales:
• Ensuring business survival by reducing the impact of a disaster or major
failure
• Reducing the vulnerability and risk to the business by effective risk analysis
and risk management
• Preventing the loss of Customer and User confidence
• Producing IT recovery plans that are integrated with and fully support the
organization’s overall Business Continuity Plan
August 2004 26
Service Delivery – Financial Management
 Budgeting, accounting, charging, billing, etc.
Definition
 Provides cost effective stewardship of the IT assets and the financial
resources used in providing IT services. An effective IT Financial
Management system will:
• Assist in the management and reduction of overall long term costs
• Identify the actual cost of services and their provision
• Provide accurate and vital financial information to assist in decision making
August 2004 27
Service Delivery – Service Level Management
 IT Service Quality
 Agree, monitor, report, and review
Definition
 Maintains and gradually improves business aligned with IT service
quality, through a constant cycle of agreeing, monitoring, reporting and
reviewing IT service achievements and through instigating actions to
eradicate unacceptable levels of service by measuring and reporting.
• Service Levels actually being achieved against target
• Resources required and cost of service provision
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Useful Links
 http://solutions.newhorizonsolutions.com/Projects/ITIL/default.asp
 http://www.itsmf.com
 http://www.itsmf.ca
 http://www.bsi-global.com
August 2004 29