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ITIL Practitioner Change Management
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ITIL Practitioner Change Management


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  • 1. Course 1964C: ITIL Practitioner Change Management v1.0 1
  • 2. Introduction Name Company affiliation Title/function Job responsibility IT operations experience ITIL / Service Management experience Expectations for the course v1.0 2
  • 3. Course Overview Module 1: ITIL Introduction Module 2: Planning Module 3: Prioritization and Assessment Module 4: RFC Authorization Module 5: Building, Testing and Implementation Module 6: Monitor and Report on Change Management Module 7: Interfaces and Dependencies v1.0 3
  • 4. Course Objectives 1. Review the key concepts of IT Service Management, ITIL, and the different service management processes 2. Understand Change Management in-depth and be able to: Plan for the implementation of Change Management Prioritize and assess the impact, cost, benefit and risk of proposed changes Organize the Request for Change (RFC) authorization process Prepare for and manage the Change Advisory Board (CAB) meetings Manage changes through their lifecycle Produce and manage the Forward Schedule of Change (FSC) Define and agree change models and standard changes Oversee building, testing and implementation of authorized changes Co-ordinate the back-out of failed changes Be aware of the support tools and techniques available Prepare Change Management reports Understand the interdependencies between Change Management and other IT and Service Management processes 3. Prepare participant to take the ITIL Practitioner for Change Management Certification Exam v1.0 4
  • 5. Housekeeping Student Materials Prerequisites Name cards None Student workbook Job aids Course evaluation v1.0 5
  • 6. Housekeeping (continued) Logistics Ground Rules Sign-in Have fun learning Parking Good vibrations Building access Ground cover Class hours Parking lot Food Think and act Phones Restrooms Recycling Smoking v1.0 6
  • 7. Module 1: ITIL Introduction v1.0 7
  • 8. Module Overview IT Service Management Key Concepts ITIL Key Concepts ITIL Processes Overview v1.0 8
  • 9. IT Service Management Key Concepts v1.0 9
  • 10. Definitions Services ‘The deliverables of the IT services organization as perceived by the Customers; the services do not consist merely of making computer resources available for Customers to use’ Service Management ‘Management of Services to meet the Customer’s requirement’ Source: Planning to Implement Service Management v1.0 10
  • 11. IT Service Management Objectives Align IT services with current and future business and Customer needs Partner with the business to create new business opportunities Reduce long-term cost of services, driving down Total Cost of Ownership (TCO) Improve quality of IT services Deliver current services consistently Source: Planning to Implement Service Management v1.0 11
  • 12. Organizing Around Services Technology Service Business • Production computing • Service Management • End User Computing • Technology optimization • Service experience • Customer experience • Mass market • Richness & Reach • Customer 1:1 • Technology-out • Service-in & out • Customer-in • Quality = Technical • Quality = Service • Quality = Customer • Thinking is internal, • Thinking balances Thinking is external, analytical, “down and in”; analysis and synthesis synthetic, “up and out” focus is on inherent parts • Focus is on the service • Focus is on the client interactions v1.0 12
  • 13. Business Alignment Profit Value Business Need Customer Sat Customer Business Unit Service Level Agreement Service Level Service Manager Services SLAs OLAs Systems UCS Applications Databases Service Mgmt Networks Internal/External Processes SM Tools Service Providers v1.0 13
  • 14. Components Implementing, managing, Three-legged stool supporting, and continuously People improving service management processes Culture, Attitude, Aligning People, Process, and Beliefs, Skills Technology Strategy Steering Direction Integration Service Support & Infrastructure Service Delivery (Tools) Processes Technology v1.0 14
  • 15. Components - People Cultural changes Three-legged stool Attitude, behaviours, values People Knowledge and skills Culture, Attitude, Service and Customer focus Beliefs, Skills Teams, interactions and relationships Strategy Steering Education and training Direction Integration Organisation structure Service Support & Infrastructure Service Delivery (Tools) Processes Technology v1.0 15
  • 16. Components - Process Systematic approach Three-legged stool Results driven People End to end services Culture, Attitude, Beliefs, Skills Across the organization Ownership and responsibility Strategy Measured Steering Direction Continuous improvement Integration Be practical Service Support & Infrastructure Service Delivery (Tools) Processes Technology v1.0 16
  • 17. Components - Technology Automate where possible Three-legged stool Integrate and interface People Management Information Culture, Attitude, Beliefs, Skills Strategy Steering Direction Integration Service Support & Infrastructure Service Delivery (Tools) Processes Technology v1.0 17
  • 18. Costs Required hardware and software tools Project management Staff costs - recruitment, training, consultancy Accommodation - working environment and facilities Ongoing: Maintenance and upgrades to hardware and software tools Staff costs - salaries, further training and ad-hoc consultancy Accommodation costs - leasing, rental, energy Central co-ordination and reporting of capacity info v1.0 18
  • 19. Benefits Services focused on business need Continuous improvement in service quality Consistent terminology Greater productivity Re-allocation of resources to make best use of available skills Improve recruitment and retention Better information flows Staff have appropriate standards and guidance Compliance to procedures can be audited v1.0 19
  • 20. Common Problem Areas Lack of attention to the 'Process enablers‘ Management commitment during the entire 'plan-do-check- act' cycle is lacking All aspects of the Service Management framework are not addressed properly Lack of staff commitment and understanding, or training Implementing staff not given sufficient authority to make the required decisions Loss of the person driving the Service Management implementation Loss of impetus after the initial hype Lack of initial funding and lack of quantifiable long term Cost benefits v1.0 20