Service Management Solution Company
ITIL: What it is…
What it Can Do For You
V2.1
Agenda
Answer the questions “what?” and
“how?”
Historical Background
Fundamental Principles
5 Lifecycle Phases
Implementation Framework
(bet they didn’t tell you this!)
2
Quality Principles
1. Quality is expensive?
2. Quality control experts and inspectors can assure quality?
3. Defects are caused by workers?
Who or what gets blamed when the “process” doesn’t work?
Fact or Fallacy?
Service Management Solution Company
Background
“Understand and internalize the key fundamental and universal principles inherent in all quality systems. They should be second nature ; a part of who you are, as an individual or an organization“
Patrick Musto, Service Management Practitioner
“We don’t produce gadgets, we create services. We want to make money when
people use our
devices, not when they buy them.”
(Not so anonymous) Jeff Bezos, Amazon
Thoughts?
“This ITIL stuff is only getting
in the way of delivering IT
to my customers!”
(Anonymous) workshop participant
ESSENTIALLY ITIL IS ABOUT ORGANIZATIONAL…
1. Agility
(People & Technology)
2. Readiness
(People and Process)
3. Service Alignment
(Cultural Alignment)
(adapted from CIO Magazine)
ITIL Evolution
6
GITIM Library of 40
Books
V2 2 Books
SS, SD 11 Processes,
1 Function
V3 5 Books 5 Phases 23 Processes,
4 Functions
V3 Update 5 Books 5 Phases 26 Processes
4 Functions
Operational and Tactical Focus
Strategy and Business Integration Focus
2001 2007
1980’s 2012
Assortment of Processes Lifecycle Approach
GITIM: Government Information Technology Infrastructure Management Central Compute and Telecommunications Agency (CCTA)
Office of Government Commerce (OGC)
2013
Capita & UK Govt. Joint Venture for
ITIL & Prince2
V2: 2001
Service Support Service Delivery Focus
Day to day Planning/longer termS.P.O.C
Service Desk Service Level MgmtWho
User ‘Paying’ CustomerMain Focus
Service Quality Value for MoneyITIL Function
Service Desk Data CenterITIL Processes
Incident Mgt.
Problem Mgt.
Change Mgt.
Release Mgt.
Service Level Mgt.
Availability Mgt.
Capacity Mgt.
IT Service Mgt.
Financial Mgt.
Service Strategy
Business Relationship Management
Strategy Generation
Demand Management
•Financial Management
Service Portfolio Management
V3 & Refresh
8
SERVICE SUPPORT
•Incident Management
•Problem Management
•Change Management
•Release Management
•Configuration Management
SERVICE DELIVERY
•Service Level Management
•Financial Management
•Capacity Management
•IT Service Continuity Management
•Availability Management
FUNCTION
•Service Desk
•Security Management
“…the better a thing is,
the cheaper it is to make…”
Bill Knudsen, GM President
Service Design
Design Coordination
Service Catalog
Management
•Service Level Management
Supplier Management
•Continuity Management
•Information Security Management
•Capacity Management
•Availability
Management Service Transition
Transition Planning &
Support
Validation & Testing
Change Evaluation
Knowledge Management
Service Asset &
Configuration Management
•Change Management
Release & Deployment Management
Continual Service Improvement
7-Step Improvement Model
CSI Approach
Measurement &
Reporting Service Operation
Event Management
•Incident Management
Request Management
Access Management
•Problem Management
Functions
•Service Desk
Technology Management
Application Management
IT Operations Management
Today
ITIL is the most successful and widely adopted IT Service Management
framework
ITIL is not a standard
ISO/IEC 20K provides the international standard for Service Management
ITIL certifies people…not organizations,
not software/applications
Good Practice
Best Practice
Characteristics
“Generally” publicly available
Validated across a diverse set of environments
Sources
Public Domain (ITIL)
Standards (ISO, CMMI, COBIT, PRINCE2, PMBOK)
Proprietary (company specific)
Good Practice
Organization-specific bodies of knowledge
Built upon standard, publicly available knowledge
Proven to improve unique IT capabilities
“Good Practice is doing those things that have been shown to work”
So What Is A Best Practice?
Service Management Solution Company
Fundamental Principles
“Understand and internalize the key fundamental and universal principles inherent in all quality systems. They should be second nature ; a part of who you are, as an individual or an organization“
Patrick Musto, Service Management Practitioner
Leverage the Framework
IT Service Management ITIL Framework
ISO 9001 Criteria
Scope QMS Mgt.
Responsibility
Resource Mgt.
Product Realization
Measurement, Analysis, Improvement
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service
Improvement
Process Definition
Process Dependencies
Process Planning
Process Monitoring
Process Measurement
Process Improvement
Quality Management System
Case Study
Policy
High-level guiding principle.
Policy is written from a “top- down” perspective and is supported by standards and Critical Success Factor
Process
May be decomposed into sub-processes as dictated by the needs of the
organization and level of complexity
Governance Pyramid
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Policy
“Why”
Process
“Who”, “What”,
“When”, “Where”
Procedure
“How”
Work Instructions
Tool Specific
Sub-Process
Organizational Readiness
ITIL Process cross organizational boundaries
All organizations are involved in Service Management
Processes must be understood throughout the organization to be effective
Service Management concepts must be understood by all organizationsSystem Management
Storage Management
Application Management
Network Management
Infrastructure Management
Others…
Incident Management Problem Management Change Management Release Management Configuration Management Capacity Management Availability Management Financial Management Service Level Management
IT Service Continuity Management
While ITIL provides some guidance on roles within an organization, it does not mandate an organizational structure. The ITIL processes interact throughout the organization. The one exception is the function of the Service Desk.
Organizational Agility
Initiative Objectives and Goals
Compliance issues must be defined
Rationale must be clear Elevator Speech
Governance
Ownership
Goals Policy KPIs Metrics
Process Definition
Objectives
Ownership
Measures
Interfaces
16 Policy
“Why”
Process
“Who”, “What”,
“When”, “Where”
Procedure
“How”
Work Instructions
Tool Specific
Sub-Process
Pre-Requisites to
Automation
Service Management Solution Company
Service Strategy
“May God have mercy upon my enemies, because I won't.”
General George S. Patton Jr.
Service Strategy
Business Relationship Management
Strategy Generation
Demand Management
•Financial Management
Service Portfolio Management
Service Strategy
18
Position Service Management as an organizational capability
Leverage Service Management as a strategic asset
Set objectives for performance in meeting customer needs
Provide for the alignment of
Service Management and business strategies
Think about the why!
Value Defined
Define market Develop Offerings Develop Strategic
Assets Prepare Execution
Grain – Local Corn, Rye, Barley
Water – Unique Limestone Cave Spring
Trees – Charcoal, Barrels
Labor – Skilled, Local
Transportation – Lynchburg Hwy (55) & 24
Service Management Solution Company
Service Design
“Stress the little things because little things lead to big things.”
Steve Alford, basketball coach
Service Design
•Service design and development
•Convert strategy into a portfolio of services
•Design of new services
•Changes to existing services
•Meet current and future needs
Service Design
Design Coordination
Service Catalog
Management
•Service Level Management
Supplier Management
•Continuity Management
•Information Security Management
•Capacity Management
•Availability Management
Value Designed
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Customer
User-User-User
Customer
User-User-User
Customer
User-User-User
Service Provider
IT Support
Service Desk-Systems-Network-Software Support
Vendor
SLA SLA
OLA
UC
ENTERPRISE
AVAILABILITY
RELIABILITY
SERVICEABILITY MAINTAINABILITY
Ex ternal C ustomer(s)
Service Alignment
Service Provider Model
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Service Transition
“Change is not made without
inconvenience, even from worse to better.”
Service Transition
24
Service Transition
Transition Planning &
Support
Validation & Testing
Change Evaluation
Knowledge Management
Service Asset &
Configuration Management
•Change Management
Release & Deployment Management
Plan capability and resources to transition into production
Move services into production
Minimize risk during transition through structured, rigorous and consistent transition
Focus on transitioning the
strategic requirements of the design into production
Value Transitioned
Adapt to Environment Align with Business Ensure Capability
to Operate within Design Considerations
Dilemma
How Bad Is It - Really?
1 2
3
5 6 4
7
8
0.00 1.00 2.00 3.00 4.00 5.00
0.00 1.00 2.00 3.00 4.00 5.00
S c o p e
Quality of Execution
Change Processes by Quadrant
1.0 Registration 5.0 Appl-Implement
2.0 Planning 6.0 Plan-Closure
3.0 Approval 7.0 Emer-Implement
4.0 Infra-Implement 8.0 Emer-Close
Emergency Change
Should be an exception, is widely and well executed, suggesting a high volume of such changes which potentially introduce significant risk of change failure, service disruption.
Registration, Planning, Approval
Directly impact business alignment, cost, change success, workload, and resource utilization fall in the lower quadrant.. Refinement will streamline Change Management while bringing visibility to the coordination of all changes.
Clear Closure Criteria (success and failure criteria)
Closure and communications are essential for stakeholders’ knowledge, appropriate reviews,
confirmation of success, documentation of any ancillary effects, completion on time and within cost constraints.
Case Study
Service Management Solution Company
Service Operation
"I'm astounded by people who want to 'know' the universe when it's hard enough to find your way around Chinatown.“
Woody Allen
Service Operation
Service Operation
Event Management
•Incident Management
Request Management
Access Management
•Problem Management
Functions
•Service Desk
Technology Management
Application Management
IT Operations Management
Ensure effectiveness and
efficiency in the delivery of services
See that strategic objectives realized and value is delivered
Provide stability through proactive, reactive control
Value Realized
Hierarchical Escalation
Dilemma
Empowered Service Desk
28
?
Functional Escalation First Call Resolution
Notification
Service Management Solution Company
Continual Service Improvement
“Whenever an individual or a business decides that
success has been attained, progress stops.”
Continual Service Improvement
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Continual Service Improvement
7-Step Improvement Model
PDCA
CSI Approach
Measurement &
Reporting
Maintaining value for customers
Leverage quality management principles to address:
Service quality
Operational efficiency
Business continuity
Provide a closed-loop
improvement methodology of PDCA
Value Continually
Aligned
Align Realign Continuously Across
ITSM – Services - Processes
Deming Cycle
Effective Quality Improvement CHECK
PLAN ACT
DO
Time Scale
Maturity Level
Consolidation of the level reached i.e. Baseline
Business IT Alignment
Plan Do Check Act
Project Plan Project Audit
New Actions
Continuous quality control and consolidation
W. Edwards Deming is best known for his philosophy of continual improvement and development of 14 points of attention to managers.
A process led approach
underpins the concepts in the Deming Cycle to provide a
W Edwards Deming Statistician
1900 - 1993
Define Current– Define Desired– Gather Data – Process Data – Analyze Data – Determine Action - Execute
Plan – Plan Improvement includinggoals for improvement and gap analysis
(PROJECT PLAN)
Do – Implement, funding, R&R (PROJECT)
Check – Monitor, measure, review;
report against plans; assessments
(AUDIT)
Act – Continual improvement (NEW ACTIONS)
SYSTEMS-LED
Walter A. Shewhart
Physicist, Engineer, Statistician 1891 - 1967
Service Management Solution Company
Implementation Framework
“Information is not knowledge.”
Albert Einstein
Roadmap
Summary
Best Practice “Framework”
Nothing New – Based on Solid Quality Principles
5 Lifecycle Phases in 5 Volumes (books)
Promotes Planning to Design, Deliver, Support & Improve on value
Success Demands Organizational Commitment
Misconceptions…
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