ITIL V3 differences from V2
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ITIL V3 differences from V2

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    ITIL V3 differences from V2 ITIL V3 differences from V2 Presentation Transcript

    • ITIL V3 differences from V2 Stuart Rance FISM, CISSP © 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
    • Agenda • Overall differences • Brief summary of changes in each book − Service Strategy − Service Design − Service Transition − Service Operation − Continual Service Improvement 2 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • ITIL v2 T T Planning to implement Service Management h h e e Service T B Support ICT e u Business Infrastructure c s Perspective Management h i Service n n Delivery Security o e Management l s o s Application Software Asset g Management Management y 3 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Process Orientated Working Service Level Management Change Management Incident Management 4 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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 5 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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 6 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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 7 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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 8 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • ITIL V3 Continual Service Improvement Service Service Design Design Service Service Strategy Service Operation ITIL Service Transition 9 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • • 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 10 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Creating value Service Management Services Business Outcomes 11 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Assets, Resources and Capabilities A generic term that includes infrastructure, people, Resource money or anything else that might help to deliver a Service Capability The ability of an organization, person, process, application, configuration item or IT Service to carry out an activity Any resource or capability. Assets of a Service Provider Asset include anything that could contribute to the delivery of a Service 12 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Utility and Warranty • Utility and Warranty work together to create value Utility Warranty What does the service do? How well does the service do it? Functional Requirements Non Functional Requirements Features, inputs, outputs… Capacity, performance, availability… “fit for purpose” “fit for use” 13 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Service Provider • An organization supplying services to one or more internal customers or external customers • Internal Type 1 • Embedded in the business unit it serves • Shared Type 2 • Provide services to multiple business units • External Type 3 • Provide services to many customers 14 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Service Portfolio Service Portfolio Service Pip eline Service Cata logue R e tir e d S e r v ic e s 15 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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 16 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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 17 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • • Design everything needed to realize the strategy • Aimed at development AND operations • Includes many of the V2 Service Delivery Processes 18 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Service Design - Aspects • Service solutions • Management systems and tools • Technical and management architectures • Service management processes • Measurement systems and metrics 19 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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 20 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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) 21 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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) − Fast recovery option 22 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • • Implement Service Design Packages through testing to live • Transition services to and from other organizations • Organizational change • Decommission or terminate services 23 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Configuration Management System Change & Release View Asset Mgmt View Service Desk View … Presentation Layer Knowledge Processing Layer Information Integration Integrated CMDB Layer DML1 CMDB2 Data and Information CMDB1 DML2 24 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Service Knowledge Management System (SKMS) Governance View Services View Dashboard View … Presentation Layer Knowledge Processing Layer Information Integration Service Knowledge Management Base Layer Service Data and Unstructured Portfolio Information Enterprise Structured CMDB1 DML applications 25 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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. 26 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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 27 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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 28 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • • 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 29 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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 30 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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 31 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Service Operation Functions Service Desk IT Operations Management Technical Application Management Management Operations Control Facilities Management 32 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • • Measurement and improvement • Continually looking for ways to improve − processes and services − efficiency, effectiveness, and cost effectiveness • Improve each stage in the lifecycle 33 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Overall CSI Approach The CSI Model Business Vision, What is the vision? mission, goals and objectives Where are we now ? Baseline Assessments How do we keep the Where do we want to Measurable Targets momentum going? be? Service and Process How do we get there? Improvement Measurements and Did we get there? Metrics 34 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Measurement and Improvement • You cannot manage what you cannot control • You cannot control what you cannot measure • You cannot measure what you cannot define 35 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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 36 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Types of Metric Service The results of the end-to-end service Metrics Process CSFs, KPIs and activity metrics for the service Metrics management processes Technology Component and application based metrics Metrics such as utilisation, performance, availability 37 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • The 7-Step Improvement Process Identify • Vision, & Strategy 1. Define what you • Tactical Goals should measure • Operational Goals 7. Implement 2. Define what you corrective action can measure Goals 6. Present and use 3. Gather the data the information Who? How? When? assessment summary action plans, etc. Integrity of data? 5. Analyze the data Relations? Trends? 4. Process the data According to plan? Frequency? Format? Targets met? System? Accuracy? Corrective action? 38 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • The 7-Step Improvement Process Identify • Vision, & Strategy 1. Define what you Wisdom • Tactical Goals should measure • Operational Goals 7. Implement 2. Define what you corrective action can measure Goals 6. Present and use 3. Gather the data the information Who? How? When? assessment summary action plans, etc. Integrity of data? Information 5. Analyze the data Data Knowledge Relations? Trends? 4. Process the data According to plan? Frequency? Format? Targets met? System? Accuracy? Corrective action? 39 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • 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 40 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.
    • Questions Continual Service Improvement Service Service Design Design Service Service Strategy Service Operation ITIL Service Transition 41 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.