Transcript Slide 1

Understanding ITIL
e-systems Forum 2009
October 16, 2009
Filippos Frantzolas MSc MBCS CITP
BCS Hellenic Section
[email protected]
Contents
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What is ITIL?
ITIL: Overview
ITIL: Benefits
ITIL v3 compared to ITIL v2
A new Service Management
Philosophy
ITIL v3 Core Functions & Processes
ITIL v3 Components
ISO 20000 and ITIL processes
ITIL Related Certifications
BCS Hellenic Section October 2009
What is ITIL?
The Information Technology Infrastructure Library (ITIL) is a set of guidance
developed by the United Kingdom’s Office Of Government Commerce (OGC).
The guidance, documented in a set of books, describes an integrated,
process based, best practice framework for managing IT services.
ITIL started in the mid 1980s as a project to document best practices in IT.
ITIL v2 was published in 2000 while ITIL v3 was launched in May 2007.
The version 3 project has involved extensive consultations with thousands
of global ITSM Practitioners from the public and private sectors, vendors,
qualification bodies, exam institutes and education providers.
BCS Hellenic Section October 2009
ITIL: Overview
ITIL is considered the world’s most credible framework for IT Service
Management (ITSM) and it is used by thousands of small and large
organizations and government agencies from all over the world.
Furthermore, ITIL has generated an entire industry that includes:
• Training
• Certification
• Consulting
• Software tools
• Trade Association (itSMF)
BCS Hellenic Section October 2009
ITIL: Overview
ITIL is about processes. Any ITIL implementation ultimately has roots in the
principle of Process Improvement.
ITIL is also about people. ITIL defines of a series of individual IT practitioner
certifications. These certifications help improve the skills required to deliver
high quality, repeatable, and well-controlled IT services.
There is no “company-wide ITIL certification” - these are handled by the
international standards organization ISO via ISO 20000 corporate
certifications.
ITIL isn’t highly prescriptive – it is a set of “good practice” guidance for IT
practitioners to follow.
Practitioners may adapt the ITIL guidance as they see fit based on the unique skill
sets, goals, and functions of their IT organization.
BCS Hellenic Section October 2009
ITIL: Benefits
Some of the benefits derived from ITIL implementation include
increased:
• Business efficiency through streamlining of IT processes and better
integration between vital business functions and IT services
• Competitive advantage through cost reduction and by enabling
growth and agility by the flexibility and scalability inherent in
standardized processes and service organization
• IT value through business and IT operational and goal alignment
• Improved customer and user satisfaction
• Speed and completeness of compliance with regulatory authorities,
through a defensible standard model on which control objectives can
be built
BCS Hellenic Section October 2009
ITIL: What it is not
ITIL is not a project management methodology: ITIL does not focus on
creating things like projects do. Instead it focuses on delivering IT services to
the company.
ITIL is not a tool: You can implement many aspects of ITL using tools, but tools
are not required. If your organization is small, simple templates and
spreadsheets may be all you need. If your organization is large, you may need
to find appropriate software tools to help.
ITIL is not an all-or-nothing proposition: Since ITIL is a series of approaches in
different areas, a company can implement some or the entire overall model.
There is no rule that you have to implement everything.
BCS Hellenic Section October 2009
ITIL v3 compared to ITIL v2
Key changes in version 3 mark a shift towards:
• A service-driven lifecycle approach
• More prescriptive guidance than previous versions: While version 2 outlined
what should be done to improve processes, version 3 clearly explains how
you should go about it.
• Demonstrating Return On Investment (ROI) to the business: one of the most
frequent requests from the industry consultations carried out as part of the
version 3 project.
BCS Hellenic Section October 2009
A new Service Management Philosophy
ITIL v3 is also characterized by four high level approaches in IT Service
Management thinking:
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Integration of Business and IT objectives
Value Service Network Integration
Dynamic Service Portfolios
Service Management Lifecycle
As organizations evolve from a technology focus to a service orientation
focus, these core changes to ITIL provide the context and ability to support
this emerging reality.
BCS Hellenic Section October 2009
Integration of Business and IT objectives
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For many years, we have been discussing of how to align business and IT
objectives. We were assuming that while business and IT share the same
corporate brand, they are somehow two separate and very distinct functions.
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However, the line between the business process and its supporting technology
has faded to a point where there is no longer a true ability to separate them or
to revert back to manual options.
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It is due to this growing realization that the term alignment is being replaced
with the concept of integration.
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Banking as a very good example of the above realization. The financial
management business processes and their supporting technologies are now so
inter-dependent that they are inseparable.
BCS Hellenic Section October 2009
Value Service Network Integration
ITIL v2 described the business and IT relationship as that of a business
customer being supported by a single internal IT service provider (Value Chain
Management).
Today’s business and IT relationship for service provision is much more
complex than the concept of a single provider meeting all business needs.
While some IT functions are often found within a business unit structure,
others are provided by a shared service model to multiple business units.
Furthermore, IT teams have the option of using different external outsourcing
options or leveraging the Software As A Service (SaaS) model.
ITIL v3 realistic approach of today's complex service provision models is
referred to as an “Integrated Value Service Network”.
BCS Hellenic Section October 2009
Dynamic Service Portfolios
While ITIL has always been referred to as an IT Service Management Framework,
the primary focus up until ITIL v3 has been on the Service Support and Delivery
"Processes". The concept of a "Service" was almost an afterthought or something
to get to later.
A Service Catalogue was therefore a Service Level Management deliverable, a
brochure where IT published their services along with their default characteristics
and attributes, in a linear mode.
In contrast, a Dynamic Service Portfolio is interpreted as the product of a strategic
process where service strategy and design conceive of and create services that are
built and transitioned into the production environment based on business value.
The services documented in this portfolio are bundled together into fit-forpurpose offerings that are then subscribed to as a collection and consumed by
business units.
BCS Hellenic Section October 2009
Service Management Lifecycle
According to ITIL v3, while processes are important, they only exist to plan for,
deliver and support services.
ITIL v3 core books are structured around a Service Management Lifecycle.
This new structure organizes the processes we understand with additional
content.
This moves the importance and profile of the Service Catalogue from being an
accessory of the Service Level Management process to being the corner stone
of ITSM.
BCS Hellenic Section October 2009
ITIL v3 Core Functions & Processes
BCS Hellenic Section October 2009
The Essential ITIL v3 Elements
The following ITSM processes are considered essential to all IT departments:
1. Service Desk
2. Event Management
3. Problem Management
4. Service Asset & Configuration Management
5. Change Management
6. Incident Management
7. Request Fulfillment
8. Release & Deployment Management
BCS Hellenic Section October 2009
1. Service Desk
Anybody using computers, inevitably needs something fixed at some point.
Even if a business doesn’t have a Service Desk per se, this activity is still
happening — people call or e-mail someone or knock on someone’s door and
say “this doesn’t work, please fix it.”
BCS Hellenic Section October 2009
2. Event Management
An Event is a set of circumstances that may or may not affect the system, but
you know it has happened or you can predict that it shortly will happen; e.g.,
you see that a particular server is getting near its capacity limit.
Event Management is being done all the time, any time threshold/alerts are
established or IT is monitoring the infrastructure.
BCS Hellenic Section October 2009
3. Incident Management
Incident Management is about getting the service back to agreed service
levels as fast as possible. Keeping the business performing to its maximum
performance level is why ITSM exists.
BCS Hellenic Section October 2009
4. Problem Management
Problem Management is about root cause analysis relative to Incidents.
Problem Management asks “Why did that incident or group of incidents
occur? What can we do to stop that from happening again?”
BCS Hellenic Section October 2009
5. Change Management
IT changes constantly. We have to perform changes all the time to fix Events,
respond to Problem Management insights, roll out new equipment, and so
on. Change Management is essential to all IT operations.
BCS Hellenic Section October 2009
6. Request Fulfillment
Employees, customers and other stakeholders inevitably have requests
relating to services in whatever form. Those requests have to be addressed to
the best of our ability or what are we here for?
BCS Hellenic Section October 2009
7. Release & Deployment Management
Release & Deployment Management includes everything associated with
getting a business service in place; conducting the related training; moving,
converting, and backing up files; and so forth.
Release & Deployment Management is a service IT is providing all the time
with varying levels of efficiency and effectiveness.
BCS Hellenic Section October 2009
8. Asset & Configuration Management
Every IT department needs to know what assets it has, where they are
located and what is being done with them. This is where IT governance comes
to the forefront.
BCS Hellenic Section October 2009
The ITIL v3 hub-and-spoke model
ITIL v3 can be depicted using a hub-and-spoke model with fundamental core concepts
as the hub and specific market and industry guidance in complementary components
as the spokes.
Because ITIL involves best practices, it can never be fully prescriptive and must always
remain descriptive. However, the changes do make ITIL v3 more detailed and industry
directed and, thus, more prescriptive than the ITIL v2.
The goal of ITIL v3 is to provide a simple-to-understand, business-aligned
implementation that you can customize to your specific operational situation and IT
environment. New topics include: understanding business catalysts and how they
produce IT strategies; how you should respond to specific business drivers like
compliance and regulation; and how to interoperate with other standards.
ITIL v3 also provides significant new resources to help you “do-it-yourself”. These
resources include case studies, templates, and examples. For instance, you can find
out of how to build a service catalog or how to perform self-assessments.
BCS Hellenic Section October 2009
The ITIL v3 hub-and-spoke model
BCS Hellenic Section October 2009
ITIL v3 Components
ITIL v3 has three components: Core, Complementary, and Web. The biggest
changes come from its focus on achieving and sustaining Business/IT
Alignment (BITA), showing value, and delivering return on investment.
• The “Core” component has five books, covering the lifecycle of IT services
from business need to service optimization and subsumes virtually the
entirety of the v2 Service Support and Service Delivery content.
• The “Complementary” component includes specific content targeting
particular situations, industries, and environments.
• The “Web” component provides a dynamic resource for commonly needed
and topical materials, such as process maps, definitions, templates, business
cases, and case studies.
BCS Hellenic Section October 2009
The Core Component
The v3 Core is a set of five books that follow a lifecycle model from design to
retirement. This includes the key concepts and generic best practices that do not
change frequently.
• Service Strategies: hub of the core; understanding and translating business into IT
strategy; recognizing and responding to business catalysts; selecting the best practices
based on industry, regulatory environment, firm size, etc.
• Service Design: IT service and architecture design models to consider, including
outsourcing, insourcing, co-sourcing, etc.
• Service Introduction: how to create a transition strategy from service design and put
it into the live environment. Topics include change and release management, service
models, and checklists for taking designs into production (analogous to a software
development lifecycle but for IT services).
• Service Operation: how to manage services in the live or production environment;
day-to-day management issues; how to react to failures; how to develop and monitor
metrics of quality; and how to manage the reactive elements and processes.
• Service Improvement: how to improve service once deployed.
BCS Hellenic Section October 2009
Core Component Titles: Service Strategy
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A view of ITIL that aligns business
and IT so that each brings out the
best in the other.
It ensures that every element of
the Service Lifecycle is focused on
customer outcomes and relates
to all the companion process
elements that follow.
Subsequent titles in the core set
link deliverables to meeting the
business goals, requirements and
service management principles
described in this publication.
BCS Hellenic Section October 2009
Core Component Titles : Service Design
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In order to meet the current and
future business requirements,
Service Design provides guidance
on
the
production
and
maintenance of IT policies,
architectures, and documents for
the design of appropriate and
innovative
IT
infrastructure
service solutions and processes.
BCS Hellenic Section October 2009
Core Component Titles : Service Transition
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Service
Transition
provides
guidance and process activities
for the transition of services in
the
operational
business
environment.
It covers the broader, long-term
change
management
role,
release
and
deployment
practices, so that risks, benefits,
delivery mechanisms and the
support of ongoing operational
services are considered.
BCS Hellenic Section October 2009
Core Component Titles : Service Operation
• Service Operation introduces,
explains and details delivery and
control activities to achieve
operational excellence on a dayto-day basis. Readers will find
many of the familiar processes
from the former service support
and service delivery books, which
have been updated where
necessary.
BCS Hellenic Section October 2009
Core Component Titles: Continual Service
Improvement
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Alongside the delivery of
consistent, repeatable process
activities as part of service
quality,
ITIL
has
always
emphasised the importance of
continual improvements.
Focusing on the process elements
involved in identifying and
introducing service management
improvements, this publication
also
deals
with
issues
surrounding service retirement.
BCS Hellenic Section October 2009
The Complementary Component
The next new section of ITIL v3 features the Complementary component, which
addresses application of the generic core guidance in particular market, technological,
or regulatory contexts. Other key additions relate to implementation guidelines by
firm size or industry.
The Complementary component contains particular guidance by marketing segment.
You can choose guidance based on governance like the Control Objectives for
Information Technology (COBIT), methodology, particular technology or business
model.
The guidance in the Complementary component helps you customize ITIL to suit your
specific requirements. ITIL v3 offers further integration and guidance with COBIT and
other standards and best practices. This guidance on integration with other standards
makes choosing and implementing ITIL easier and the results more successful.
BCS Hellenic Section October 2009
The Web Component
The Web component is a dynamic on-line resource that can change as
often as required—just like a company web site.
Content in this component provides web-based support for existing and
aspiring ITIL users. It includes examples of materials, a glossary, process
maps, definitions, discussion papers, role definitions, and case studies.
Finally, it also includes agendas for meetings as specified by ITIL, such as
the Change Advisory Board.
BCS Hellenic Section October 2009
ITIL Related Certifications
There are two broad groupings of certifications underpinned by the ITIL:
1. Professional certification for individuals
2. Organizational certification via ISO-20000 certification and audit standards
BCS Hellenic Section October 2009
Personal Certifications
The ITIL Certification Management Board (ICMB) administers a professional
certification program. ICMB members are the OGC, itSMF International, the
Information Systems Examination Board (ISEB), and the Examination Institute for
Information Science (EXIN).
There are three levels of professional certification:
1. Foundation: an entry-level qualification focused on instilling an understanding
of ITIL terminology and processes
2. Practitioner: a mid-level qualification focused on teaching how to operate
specific ITIL processes
3. Manager: a comprehensive qualification focused on ensuring competence in
the management, organization, and optimization of all ITIL processes and the
Service Desk function
BCS Hellenic Section October 2009
BCS support of the ITIL Certifications
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The Information Systems Examinations Board (ISEB) is part of BCS and is an
international examination body created to raise the standard of competence
and performance of people working in IT.
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Delivered via a network of accredited training and examination providers, the
breadth and depth of ISEB's portfolio encourages knowledge, understanding
and application in various disciplines.
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ISEB has been at the forefront of the growth of ITIL, delivering over 200,000
certifications around the world since 2000. Their network of global training
providers offer the highest quality training available in the market.
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ISEB offer a full portfolio of ITIL® V3, ITIL® V2 and other service management
qualifications.
BCS Hellenic Section October 2009
Organizational Certifications
ITIL is a framework. It has no auditing criteria and does not specify an
organizational certification. This is covered by the ISO 20000 industry standard.
ISO 20000 is really two specifications, ISO/IEC 20000-1:2005 and ISO/IEC 200002:2005, referred to as ISO 20000-1 and 20000-2:
• ISO 20000-1 is the specification for Service Management. It defines the
processes and provides assessment criteria and recommendations for those
responsible for IT Service Management. Organizational certification uses this
section.
• ISO 20000-2 documents a code of practice that explains how to manage IT with
regard to ISO 20000-1 audits.
BCS Hellenic Section October 2009
ISO 20000 and ITIL processes
Both ISO 20000-1 and ISO 20000-2 derive directly from the ITIL best practice. ISO
20000 organizational certification virtually requires ITIL certification for
individuals.
ISO 20000 groups the ITIL processes we all know into five core bundles:
• Service Delivery Processes: Service Level Management, Availability
Management, Capacity Management, Continuity Management, and
Budgeting and Accounting for IT Services (Financial Management) along with
Information Security Management and Service reporting
• Processes: Business Relationship Management and Supplier Management
• Resolution Processes: Incident Management and Problem Management
• Control Processes: Configuration Management and Change Management
• Release Process: Release Management
BCS Hellenic Section October 2009
Thank You!
Filippos Frantzolas MSc MBCS CITP
BCS Hellenic Section
[email protected]
Sources: BCS, ITIL, Pink Elephant Group, ILX Group plc,
TechRepublic.com, CNET Networks Inc., CA