ITIL in the Real World:
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  • 1.
    • ITIL in the Real World :
    • NYU Leverages ITIL Best Practices to Enhance IT Organizational Processes and Service Delivery
    Presented by Ben Maddox, NYU Information Technology Services [email_address] or 212-992-9298
  • 2. Information Technology Infrastructure Library (ITIL) and Information Technology Services (ITS) at NYU
    • New York University at a Glance
    • About Information Technology Services (ITS) at NYU
    • About ITIL:
    • Overview
    • Key Components
    • ITIL in Action:
    • Strategic Planning, A Critical Element
    • Mapping ITIL Processes to ITS Initiatives
    • ITIL and ITS: Lessons Learned, Next Steps
    • Summary
  • 3. New York University at a Glance
    • The nation’s largest private University, at over 50,000 students and more than 14,000 employees
    • Large and complex fiscal and physical operation
    • Consistently ranked as one of country’s more “wired” campuses
    • Impacted by HIPPAA, FERPA, Graham Leach Bliley and other regulatory policies
    • Currently implementing Active Directory
    • One central IT organization, but schools, divisions and departments may have local support teams, systems administrators and tools.
  • 4. About Information Technology Services at NYU In advancement of the NYU community’s commitment to teaching, learning, research, and public service, the purpose of NYU Information Technology Services is to serve, to lead, to innovate with services that are readily available, responsive, reliable and cost-effective. — ITS Mission Statement, adopted 1999
  • 5. About Information Technology Services at NYU: Structure Communications & Computing Services Operation, management, evolution and security of NYU's large-scale technology infrastructure providing voice (telephone) and data network services, and computing resources supporting a wide range of essential, computer-based University services. Technology services for faculty and students, in support of research, scholarship, and instruction; Internet2 resources; computer labs, ResNet services, classes, and more; development and management of web, email, and NYUHome portal services, and of strategic technology initiatives. Enterprise Computing & Support Services IT helpdesk services for all faculty, students, and staff, and application development and support for core University administrative systems; desktop support, accounts, training, publications, directory, database, and application security services; SIS, Albert, HRIS/PASS, fame , BSR Advance, Data Warehouse, BIA, eReports, Brio, Remedy, and more. .edu Services — Adapted from http://www.nyu.edu/its/about/ Office of the Associate Provost & Chief Information Technology Officer (CITO) Leadership and coordination of University IT strategy, policies, and services; IT-related planning, compliance, and continuity services.
  • 6. About ITIL: Overview
    • Developed in late 1980s in the UK in response to growing dependence on IT
    • Now a public body of knowledge for Service Management best practices
    • Helps organizations improve service levels and reduce the cost of IT operations
    • A framework, defining ten interlocking processes for service support and service delivery
    • Also provides guidance on IT security, business management, and other topics
    • The ten ITIL processes are described in two volumes:
      • - Service Support focuses on management of essential operational processes
      • - Service Delivery on strategic management of the IT services
  • 7. About ITIL: Key Components Service Support Service Desk* Incident Management Problem Management Configuration Management Change Management Release Management * A function, not a process . Service Delivery Service Level Management Financial Management for IT Services Capacity Management IT Service Continuity Management Availability Management — Adapted from ITIL training material.
  • 8. About ITIL: Key Components (continued) Service Support Service Desk* Incident Management Problem Management Configuration Management Change Management Release Management * A function, not a process . Service Delivery Service Level Management Financial Management for IT Services Capacity Management IT Service Continuity Management Availability Management
  • 9. ITIL in Action STRATEGIC PLANNING PROJECTS & INITIATVES BEST PRACTICES ITIL ITIL Best Practices Framework — may include other frameworks or guidelines Projects, Services initiatives and organizational culture Organizational and institutional strategy and alignment
  • 10. ITIL in Action
    • ITIL and Strategic Planning & Initiatives
    • The alignment of IT and business , mapping product and service delivery to institutional planning and identified needs, is strongly emphasized the ITIL framework.
    • Over the course of the last two years, ITS has provided ITIL Essentials Training or workshops to more than 50 staff members of our staff. In addition, staff members take advantage of tuition remisson and workshop offerings in project management, service delivery and communication.
    • ITS is committed to long term strategic and tactical partnerships with academic and operational units. These includes areas directly recommended by ITIL best practices, such as the strengthening of service delivery, service support, and continuity and availability management.
  • 11. Mapping ITIL Processes to ITS Initiatives *A function.
    • Knowledge base — creating & populating with IT solutions
    • Cross-training for more complex issues, such as accounts and eligibility
    • Emphasis on single point of contact for communication
    • Sharing of information across IT areas
    • Creation and deployment of ServTrak, in-house services tracking tool to support Services Catalogue
    • University-wide course-management support group
    • Facilitating Enterprise-wide adoption of incident management tools
    • Service Desk*
    • Single point of contact with the IT organization
    • Incident & Problem Management is its primary process
    • May also include a Change Management role
    • May also have roles with respect to Configuration Management, Service Level Management & Release Management
    ITS Projects & Services ITIL Service Support Process
  • 12. Mapping Processes: Service Support (continued)
    • Incident Management (BMC Remedy) innovation and enhancement
    • Creation of new roles for escalation within Service Desk — e.g., IT Support Technicians I and II, Analyst II
    • Increased in-house training and knowledge sharing
    • ACD/Remedy/UDW reporting
    • Daily key performance indicator (KPI) reporting
    • Incident Management
    • An incident is any event which is not part of the standard operation of a service and which causes, or may cause an interruption to, or a reduction in the quality of that service.
    • Incidents are recorded, classified and allocated to appropriate specialists, incident progress is monitored, and incidents are resolved and they are closed.
    ITS Projects & Services ITIL Service Support Process
  • 13. Mapping Processes: Service Support (continued)
    • Collaborating with IT service partners to increase problem definition and tracking
    • Facilitating enterprise-wide availability of incident management tools
    • Increasing use of knowledge base
    • Supervisory Team has greater access to metrics
    • Problem Management
    • Identifying or detecting system/application/ infrastructure problems based on a collection of related incidents.
    • Enacting and tracking appropriate solutions.
    ITS Projects & Services ITIL Service Support Process
  • 14. Mapping Processes: Service Support (continued)
    • Marimba deployment; asset tracking via BMC Remedy; Change Request tracking
    • ITS Security initiatives for criticality and system administration
    • Security Architecture Working group formed
    • Non-ITS systems administrators forum created
    Configuration Management Provide reliable and up-to-date details about the IT infrastructure. ITS Projects & Services ITIL Service Support Process
  • 15. Mapping Processes: Service Support (continued)
    • Creation and deployment of ModTrak, in-house change management tool
    • University Data Warehouse — data sharing across toolsets
    • Enhancements of incident management and change request systems
    Change Management Manage the process of change and consequently limit incidents related to changes. ITS Projects & Services ITIL Service Support Process
  • 16. Mapping Processes: Service Support (continued)
    • Use of ModTrak for documentation related to change
    • Use of ProjTrak, in-house project management tool providing timelines and project tracking through completion
    • Technical Review Team for assessment of projects’ feasibility and completion
    Release Management Ensure the quality of the production environment, by using formal procedures and checks when implementing new versions. (Release Management is concerned with implementation, unlike Change Management, which is concerned with verification.) ITS Projects & Services ITIL Service Support Process
  • 17. Mapping ITIL Processes: Service Delivery
    • Optimizing the use of SLAs, including reporting and notification
    • Enterprise-wide technical support working groups
    • Providing incident management tools and training for non-technical areas, such as Human Resources Divisions
    • ServTrak - Creation and deployment of in-house service tracking tool
    • Developing ITS operational-level agreements (OLAs)
    • Providing incident management
    Service Level Management Process of negotiating, defining, measuring, managing and improving the quality of IT services at an acceptable cost ITS Projects & Services ITIL Service Delivery Process
  • 18. Mapping Processes: Service Delivery (continued)
    • Use of “Trak” toolset to document and evaluate IT services and products
    • Use of Service Level Agreements (SLAs)
    • Cross-ITS and business unit collaboration in the development of and compliance with IT controls policy
    Financial Management for IT Services Promote the efficient and economic use of IT resources, by changing over from budget-based organizations with fixed budgets to cost-conscious businesslike organizations. ITS Projects & Services ITIL Service Delivery Process
  • 19. Mapping Processes: Service Delivery (continued)
    • Creation and deployment of ProjTrak, in-house project-tracking tool
    • Created cross-ITS working group for enterprise applications and systems administration
    Capacity Management Provide the required capacity for data processing and storage, at the right time and in a cost effective way. ITS Projects & Services ITIL Service Delivery Process
  • 20. Mapping Processes: Service Delivery (continued)
    • Disaster Recovery planning, formal testing, and assessment
    • Communicating business continuity as a priority to ITS leadership, management, and staff
    • Collaborating with partners across University regarding emergency and continuity planning
    • Extended Service Coverage (XSC) program
    IT Service Continuity Management Contingency planning — proactive, rather than reactive — with an emphasis on preventing disasters. ITS Projects & Services ITIL Service Delivery Process
  • 21. Mapping Processes: Service Delivery (continued) ITS Projects & Services ITIL Service Delivery Process
    • Multiple redundancy projects for network and hardware
    • Extended Service Coverage (XSC)
    • Communicating Scheduled Maintenance windows to clients via Ask ITS service portal
    • Creation of cross-ITS working group for enterprise applications and systems administration
    Availability Management Ensuring the IT infrastructure — its availability, reliability, maintainability, and serviceability.
  • 22. ITS and ITIL: Asking the Right Questions Where do we want to be? Where are we? How can we get where we want to be? How do we know that we have arrived? Vision and business objectives Assessment Process improvement Metrics — Adapted from IT Service Management, an introduction , a publication of the IT Service Management Forum.
  • 23. ITIL & ITS: Lessons Learned, Next Steps
    • Process enhancement is incremental - take the long look
    • Use the framework to connect the dots of initiatives and build a portfolio
    • Integrate support planning earlier in our product and service development cycles, so that the products we release are easier to use and support.
    • Ask your client communities what will support their business and leverage ITIL to mapp your initiatives
    • Resource limitations will impact your timelines
    • Make noticeable improvements in procedures people have to follow to get ITS services.
    • Mitigate the impact of service disruptions by using innovative notification approaches.
    • Work with other help-providing groups at NYU to coordinate services more effectively.
    • Intensify our use of metrics in driving improvements and of the Remedy trouble ticket system to track problems, identify trends, and evaluate the effects of improvement measures introduced.