ITIL 101: The Help Desks Role in IT Standards ManagementPresentation Transcript
ITIL 101: An essential guide to the Help Desk’s role in IT Service Management February 5, 2003 Presented by: Dave Gressle, Solutions Design Director
Overview of ITIL
Service Support Components
Origins of ITIL
Founded in the United Kingdom
Office of Government Commerce ( OGC )
Created by CCTA (now part of OGC)
Promote Sound IT Management Practices
Information Technology Infrastructure Library
Best Practice Framework
Over 10 Years of Practical Usage
Recently Refined and Updated
International User's Group
To Date, the only comprehensive, non proprietary, publicly available guidance for IT Service Management
Source Pink Elephant 2002
By 2003, 60% of large companies will adopt a balanced set of metrics to guide business related IT decisions
… Managers declare that in the future IT will need to be steered on benefits and value to the business in place of costs
Only 45% of business managers said they effectively steered IT performance
Source Gartner 2002
By improving the process around IT the organization can begin to:
Improve resource utilization
Be more productive
Eliminate redundant work
Improve upon project deliverables and time
Improve availability, reliability and security of mission critical IT services
Justify IT spending and the cost of service quality
Provide services that meet business and customer demands
Integrate central processes Document and communicate roles and responsibilities in service provision
Learn from previous experience
Provide demonstrable performance indicators
IT Service Continuity Management
Service Level Management
What Does ISO, Six Sigma and ITIL Have in Common?
All three are aimed at Process Improvement as a vehicle to reduce cost and increase efficiency
All three embody development and management of People Process and Technology in Support of the Business goals and objectives
Setting the Stage
Example Company statistics for Reference:
All Employees cost $50/hr
Organization size = 500 Users
Total Incidents annually = 5,000
Avg time to resolve incidents = 10 min
A working year has 200 days
Unexpected Disruption to Agreed Service
Coordination of the Rapid Restoration of IT Services
Incident Detection & Recording
Initial Support & Classification
Investigation & Diagnosis
Resolution & Restoration
Develop Work-around Where Possible
Ownership, Monitoring, Tracking & Communication
Assigns Priority –
Function of Business Impact & Urgency
Manages Escalation Process
Service Desk Essentials
Primary User Interface, (SPOC)
A Function of Incident Management
Business Operation Support
Key Role in the Incident Management Process
Correct Assessment of Priorities
Enables the Deployment of Resources in the Best Interests of the Customer
Case Example Supporting Implementation of Incident Management and the Service Desk
Implementation of Incident Mgmt has resulted in a decrease of down time per user. This is defined as the amount of time a user is on the phone to the Service Desk or cannot work because of failure.
If the downtime per user is reduced by one minute per person per day, this saves the organization: $83,000.00/annually
(500 users*200 days*$50/hr*1min)
Stabilize Services Through
Removing the Root Cause of Incidents
Preventing Occurrence of Incidents & Problems
Minimizing the Consequences of Incidents
Manage the Problem Lifecycle
Problem, Known Error , Review
Improve Productive Use of Resources
Proactive Problem Management
Elements of Problem Management
Cost/Benefit Analysis of Problem Management
Implementation of formal Problem Management decreases the number of recurring incidents by 500 (10% of the total incidents annually. This equates to a cost savings to the company of $4,150 per year
(500 incidents*$50/hr*10 min)
Only Approved Changes Made to enterprise configuration
Risk & Cost Minimized
Applies to All IT Infrastructure Components
Manage Requests for Change (RFCs)
Urgency /priority & Resources
Approve & Schedule Changes
Oversee Change Building
Testing & Implementation
CAB & CAB/EC
Back Out Plan
Link to Configuration Management and Release Management
Process Always Ends With a Review of the Change
Change Relationship Model
Case Example in Support of Change Management
Two changes are implemented simultaneously, resulting in a major problem:
The customer support system fails, resulting in a loss of 50 Customers with an average purchasing power of $500.
This has just cost your company $25,000 in potential revenue.
Ensure All Configuration Items Are Authorized and Under Control of the Config Management Process
Maintains Information About the IT Infrastructure
More Than an Asset Register (Content, Context & Relationships)
Responsible for Configuration
Maintains a key role in Assessing Impact of Changes to the Enterprise Configuration
Manage the Scope & detail of the Configuration Management Database
Cost Benefit Analysis of Implementing Configuration Management
After formalizing Configuration Management across all platforms supported by the Service Desk, The Service Desk Agents have a much greater insight into the relationship between users, configuration items and incidents. The three people assigned to incident matching can be reduced to two resulting in a benefit of $80,000/yr
(200 days a yr*8hrs/day*$50/hr)
Safeguard Hardware & Software Configuration Items
Ensure Only Tested, Authorized Hardware & Software Is in the Live Environment
Case Example Supporting Implementing Release Management
Suppose a software “patch” is installed to a widely used system and has a “bug”. The previous version should be reinstalled but due to poor version management, the wrong version is used, resulting in a system shutdown that lasts three hours and affects two-thirds of all employees. This will cost the organization $50,000 in lost productivity
(500 users*$50/hr*3hrs*2/3 of users)
ITIL's framework is not an inflexible set of standards.
The guidelines can be adapted to suit different business and
Don't spend time in areas where processes are satisfactory
and close to complying with ITIL guidelines.
Part-time implementation of ITIL processes will slow project
completion but result in easier adoption by staff
Identify areas for quick wins to demonstrate the value of
Process improvement always requires a senior executive to
champion the endeavor while promoting the values and
maintaining the project's focus.
An active steering committee also is essential to sustain participation across the management team.
Bottom Line: Enterprises will realize valuable process improvements and better measurement and reporting of process outcomes through the adoption of ITIL processes and guidelines. Source Gartner -2003
CCTA The Central Computer and Telecommunications Agency.
Incident An operational event which is not part of the standard operation of a system. It will have an impact on the system, although this may be slight and may even be transparent to the users.
Customer Recipient of a service; usually the Customer management has responsibility for the cost of the service, either directly through charging or indirectly in terms of demonstrable business need.
Business Operations Activities and procedures carried out by the user community in performing the business role of and Organization. The Help Desk Module is concerned with those business operation that use an IT-based business system.
Classification The process of formally identifying incidents, problems and know errors by origin, symptoms and cause (See Incident Classification).
Resolution Action that will resolve an Incident. This may be a Work-around.
Closure When the Customer is satisfied that an incident has been resolved.
Process A connected series of actions, activities, Changes etc. performed by agents with the intent of satisfying a purpose or achieving a goal.
CAB/EC Change Advisory Board/Emergency Committee
DSL Definitive Software Library
DHS Definitive Hardware Store
Build The final stage in producing a usable configuration. The process involves taking one of more input Configuration Items and processing them (building them) to create one or more output Configuration Items e.g. software compile and load.
Impact Measure of the business criticality of an Incident. Often equal to the extent to which an Incident leads to distortion of agreed or expected service levels.
Urgency Measure of the business criticality of an Incident or Problem based on the impact and on the business needs of the Customer.
Configuration Management The process of identifying and defining the configuration items in a system, recording and reporting the status of configuration items and requests for change, and verifying the completeness and correctness of configuration items.