ITIL V3
differences from V2
Stuart Rance FISM, CISSP
Agenda
•
Overall differences
•
Brief summary of changes in each book
− Service Strategy
− Service Design
− Service Transition
− Service Operation
− Continual Service Improvement
ITIL v2
Service Service Support Support
Service Service Delivery Delivery
TT hh ee BB u u ss i i nn ee ss s s
Business Business Perspective Perspective
TT h h ee TT ee cc hh n n oo l l oo gg yy
ICTICT
Infrastructure Infrastructure Management Management
Application Application Management Management
Security Security Management Management
Planning to implement Service Management Planning to implement Service Management
Software Asset Software Asset Management Management
Process Orientated Working
Incident Management
Change Management
Service Level Management
The Problem with Processes
•
Processes help organize work better
•
They are aligned to activity and output
− not necessarily to value
•
You have to know what you want to achieve, or assume the customer does
•
Processes are not strategic
•
Bottom line: Managing IT needs more than just a
set of processes, people and tools
What’s different about v3?
•
Centered on business value
− Seeing IT as a Strategic Business Unit
− Creating a way to integrate IT Processes, People and Tools with the Business Strategy and desired
Outcomes
•
Structured according to the IT Service lifecycle
− v2 was structured by processes
•
Increased scope
What is NOT changing?
•
Key concepts are preserved
− No radical changes to v2 service support and service delivery processes
•
Core books provide generic guidance and remain non-prescriptive
− Adopt and adapt
What is a ‘Service’?
•
A means of delivering value to customers by
facilitating outcomes customers want to achieve
without the ownership of specific costs and risks
Continual Service Improvement
ITIL V3
ITIL
Service Service Strategy Service
Operation
Service Design Service
Design
Service Transition
•
How to think and act in a strategic manner
•
How to transform Service Management into a
strategic asset
•
Clarifies relationships between services,
systems, processes and
the business models,
strategies or objectives
they support
Creating value
Business Outcomes
Services
Service Management
Assets, Resources and Capabilities
Any resource or capability. Assets of a Service Provider include anything that could contribute to the delivery of a Service
Asset
The ability of an organization, person, process,
application, configuration item or IT Service to carry out an activity
Capability
A generic term that includes infrastructure, people, money or anything else that might help to deliver a Service
Resource
Utility and Warranty
•
Utility and Warranty work together to create value
“fit for use”
“fit for purpose”
Capacity, performance, availability…
Features, inputs, outputs…
Non Functional Requirements Functional Requirements
How well does the service do it?
What does the service do?
Warranty Utility
Service Provider
•
An organization supplying services to one or more internal customers or external customers
•
External
•
Provide services to many customers Type 3
•
Shared
•
Provide services to multiple business units Type 2
•
Internal
•
Embedded in the business unit it serves
Type 1
Service Portfolio
Service Portfolio
Service Pipeline Service Catalogue Retired Services
Service Strategy – Processes
•
Strategy Generation
− Define the market
− Develop the offerings
− Develop strategic assets
− Prepare for execution
•
Financial management
− Understand the value of IT Services and assets
− Provide support for forecasting and decision making
− Return on Investment
Service Strategy – Processes
•
Service Portfolio Management
− Provide direction to Service Design so they can
manage and fully exploit the services into the future
•
Demand Management
− Understand and influence Customer demand for
services and provision of capacity to meet these
demands
•
Design everything
needed to realize the strategy
•
Aimed at development AND operations
•
Includes many of the
V2 Service Delivery
Processes
Service Design - Aspects
•
Service solutions
•
Management systems and tools
•
Technical and management architectures
•
Service management processes
•
Measurement systems and metrics
Service Design Key Concepts
•
Service Design Package
− Defines the service through all stages of its lifecycle
− Passed to Service Transition for implementation
•
Four P’s
People
Processes Products/
Technology Partners/
Suppliers
SD – New Processes
•
Service Catalogue Management
− Overall management of the service catalogue
− Single source of information on all agreed services
− Ensure it is available to those approved to access it
•
Supplier Management
− Manage supplier relationships and performance
− Negotiate and agree contracts
− Manage contracts throughout lifecycle
− Maintain a supplier policy and a supporting Supplier and Contract Database (SCD)
SD – updated processes
•
Information Security Management
− V2 process was a separate book, otherwise very similar
•
Service Level Management
− No longer responsible for service catalogue
•
Availability Management
− MTRS as well as MTTR
− Availability Management Information System (AMIS)
•
Capacity Management
− Component Capacity Management (not Resource)
− Capacity Management Information System (CMIS)
•
IT Service Continuity Management
− Linkages to Management of Risk (MoR)
•
Implement Service Design Packages
through testing to live
•
Transition services to and from other
organizations
•
Organizational change
•
Decommission or
terminate services
Configuration Management System
DML1 CMDB1
CMDB2 DML2
Data and Information
Integrated CMDB Information
Integration Layer
Knowledge Processing Layer Presentation Layer
Change & Release View Asset Mgmt View Service Desk View
…
Service Knowledge Management System (SKMS)
Unstructured
CMDB1 DML Enterprise Structured
Service Portfolio Data and
Information
Service Knowledge Management Base Information
Integration Layer
Knowledge Processing Layer Presentation Layer
Governance View Services View Dashboard View …
New ST Processes
•
Transition Planning and Support
− Overall management of Service Transition
•
Knowledge Management
− Ensure the right information is delivered to the right place or person at the right time in the right format
•
Service Testing and Validation
− Assure that a new or changed service will be fit for purpose and fit for use.
•
Evaluation
− Considers whether the performance of something is acceptable, value for money etc. – and whether it will be proceeded with, accepted into use, paid for, etc.
Change and Configuration
•
Change Management
− Added Strategic / Tactical / Operational changes
− Added Change Proposals
− Some name changes
• CAB/EC ECAB
• Forward Schedule of Change Change Schedule
• Projected Service Availability Projected Service Outage
•
Configuration Management
− New Configuration Management System
− Asset Management added to make SACM process
• Service Asset and Configuration Management
Release
•
Release and Deployment Management
− Similar to V2 release management
− Testing and Validation moved to a separate process
− Removed terms like full / delta / partial
− Added Release Package
− Added Release and Deployment Models
− Added a number of roles
• e.g. Package and Build Manager
•
Coordinate and carry-out day-to-day activities
•
Deliver and manage
services at agreed levels
•
Manage technology and applications
•
Execute and measure all plans, designs and
optimizations
•
Where value is actually
delivered to the business
New SO Processes
•
Event Management
− Management of warnings and normal events as well as events leading to incidents
•
Request Fulfilment
− Requests from users for information or advice, or for a Standard Change
•
Access Management
− Granting access to services and infrastructure to
authorised users only
Changed SO Processes
•
Incident Management
− Removed Event, Access and Request
− Added Incident Models
•
Problem Management
− Proactive problem management is part of CSI
− Removed error control
− Can raise a known error at any time
− Added Problem Models
Service Operation Functions
Service Desk IT Operations Management
Operations Control Facilities Management
Application Management Technical
Management
•
Measurement and improvement
•
Continually looking for ways to improve
− processes and services
− efficiency, effectiveness, and cost effectiveness
•
Improve each stage in
the lifecycle
Overall CSI Approach The CSI Model
What is the vision?
Business Vision, mission, goals and
objectives
Where are we now ? Baseline Assessments
How do we get there? Service and Process Improvement How do we keep the
momentum going?
Where do we want to
be? Measurable Targets
Measurement and Improvement
•
You cannot manage what you cannot control
•
You cannot control what you cannot measure
•
You cannot measure what you cannot define
Measurement and Improvement
•
You cannot manage what you cannot control
•
You cannot control what you cannot measure
•
You cannot measure what you cannot define
•
Services and processes need to be implemented with…
− Clearly defined goals and objectives
− Clearly defined measurements
•
Now we can monitor, measure, and improve
− Not just discrete projects, but as a way of life
Types of Metric
Component and application based metrics such as utilisation, performance, availability Technology
Metrics
CSFs, KPIs and activity metrics for the service management processes
Process Metrics
The results of the end-to-end service Service
Metrics
Identify
• Vision, & Strategy
• Tactical Goals
• Operational Goals
1. Define what you should measure
2. Define what you can measure
3. Gather the data Who? How? When?
Integrity of data?
4. Process the data 5. Analyze the data
Relations? Trends?
6. Present and use the information assessment summary action plans, etc.
7. Implement
corrective action
Goals
The 7-Step Improvement Process
Identify
• Vision, & Strategy
• Tactical Goals
• Operational Goals
1. Define what you should measure
2. Define what you can measure
3. Gather the data Who? How? When?
Integrity of data?
4. Process the data 5. Analyze the data
Relations? Trends?
6. Present and use the information assessment summary action plans, etc.
7. Implement
corrective action
Goals
The 7-Step Improvement Process
Data Information
Knowledge Wisdom
CSI Processes
•
The 7-Step Improvement Process
•
Service Reporting
− The right content for the right audience
− Focused on the future as well as the past
− This is what happened; this is what we did; this is why it won’t happen again; this is how we will improve
•
Service Measurement
− Service Measurement Framework
− Underpins scorecards and reports
− Underpins improvement
Continual Service Improvement
Questions
ITIL
Service Service Strategy Service
Operation
Service Design Service
Design
Service Transition
