ITIL: What is it? Why you should use it? How to use it?Presentation Transcript
ITIL: What is it? Why you should use it? How to use it? August 9, 2007 T.C. Kaiser Senior Customer Solution Architect CA, Inc. Tampa Bay Technology Leadership Association
The Big Picture
The IT Infrastructure Library – Definition, History, etc.
IT Service Management
ITIL v2 – Service Support and Service Delivery
ITIL v3 – The Service Lifecycle
The Benefits of ITSM
Real World Examples
Implementing ITIL – Recommendations, What Not to Do
Obstacles Prevent Effective Engagement
IT Seen as Black Box:
Business lacks visibility
Poor customer satisfaction
Unstructured capture of requests and ideas
No formal process for prioritization and trade-offs
Reactive vs. proactive
Disparate Systems Reduce Efficiency
No Single System of Record for Decision Making
Relevant Metrics Hard to Obtain
Disparate Systems Costly to Maintain and Upgrade
IT Governance Landscape
What is the Information Technology Infrastructure Library (ITIL)?
History and Definitions
What is the IT Infrastructure Library?
ITIL is the basis of the worldwide standard for quality IT Service Management, ISO 20000
ITIL was developed by the public and private sectors and globally adopted.
ITIL is in the public domain.
“ The IT Infrastructure Library® (ITIL) is the most widely accepted approach to IT service management in the world. ITIL is a cohesive best practice framework, drawn from the public and private sectors internationally. It describes the organisation of IT resources to deliver business value, and documents processes, functions and roles in IT Service Management (ITSM).” Source: UK Office of Government Commerce
The History of ITIL
British government determined that the level of IT service quality they received was not sufficient. The Central Computer and Telecommunications Agency (CCTA) was assigned to develop a framework for efficient and financially responsible use of IT resources. This was a joint effort between the government and private sector experts.
The CCTA merged into the Office for Government Commerce (OGC). Microsoft used ITIL as the basis to develop the Microsoft Operations Framework (MOF).
Version 2 of ITIL is released. The Service Support and Service Delivery books were redeveloped.
Version 3 of ITIL is released which adopts a lifecycle approach to Service Management with a better emphasis on IT-Business integration
IT Service Management
IT Service Management is concerned with delivering and supporting IT services that are appropriate to the business requirements of an organization. This improves efficiency and effectiveness and reduces the risks of managing IT services.
Services are a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. Outcomes are possible from the performance of tasks and are limited by the presence of certain constraints
What is a Service? Source: OGC – “ITIL Refresh: Vendor pre-release briefing”, May 2007
Anatomy of a Service (technical view) Applications Firewall Network Switch Load Balancer Portal Identity Manager Web Servers Router SAP PSFT Siebel 3 rd Party Applications Databases Mainframe Database Web Services
ITIL Service Management (v2) Service Management is the best known and most mature aspect of ITIL. It is comprised of two volumes: Service Support and Service Delivery. Service Management Service Support
Service Level Management
Core ITIL v3 Library Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
ITIL v2 Service Support mapping to v3 Service Transition Knowledge Management (NEW in the sense of service desk) Service Operation Fault Management (ICT Volume) Service Transition CMBD is part of the Configuration Management system (CMS) Service Asset and Configuration Management including the CMDB Service Operation Service Desk Service Transition Release Management Service Operation Problem Management Service Operation Incident Management Service Transition Configuration Management Service Transition Change Management Primary ITIL V3 Book ITIL V2 Process
ITIL v2 Service Delivery mapping to v3 Service Strategies Financial Management Service Design Service Catalogue Management Service Design Service Level Management Service Design Referenced in Service Transition, Service Operation and Continual Service Improvement IT Service Continuity Management Service Design Capacity Management Service Design Availability Management Primary ITIL V3 Book ITIL V2 Process
ITIL Service Management (v3) Source: OGC – “ITIL Refresh: Vendor pre-release briefing”, May 2007
Service Lifecycle Source: OGC – “ITIL Refresh: Vendor pre-release briefing”, May 2007
Practical Decision making
Business Eco systems
From value chains to value nets
Adaptive processes for customers, services and strategies
Linking to external practices and standards
Managing uncertainty and complexity
Increasing the economic life of services
Selecting, adapting and tuning the best IT service strategies
Provides the guidance on how to design, develop, and implement service management as a strategic asset. Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
Pragmatic Service Blueprint
Policies, Architecture, Portfolios, service models
Effective technology, process and measurement design
Outsource, shared services, co-source models? How to decide & how to do it
The service package of utility, warranty, capability, metrics tree
Triggers for re-design
Guides the design and development of services and service management processes Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
Managing Change, Risk and Quality Assurance
Newly designed Change, Release & Configuration processes
Risk and quality assurance of design
Managing organization & cultural change during transition
Service knowledge management system
Integrating projects into transition
Creating & selecting transition models
Provides guidance for the development and improvement of capabilities necessary to transition new and/or changed services into operations Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
Responsive, stable services
Robust end to end operations practices
Redesigned, incident and problem processes
New functions and processes
Event, technology and request management
Influencing strategy, design, transition and improvement
SOA, virtualization, adaptive, agile service operation models
Tailors guidance on achieving effectiveness and efficiency in the delivery and support of services such that value is achieved for the customer and captured by the service provider Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
Continual Service Improvement
Measurements that mean something and improvements that work
The business case for ROI
Getting past just talking about it
Overall health of ITSM
Portfolio alignment in real-time with business needs
Growth and maturity of SM practice
How to measure, interpret and execute results
Sustains the creation and maintenance of customer value through better design, introduction, and operation of services Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
Shifting Focus Source: Pink Elephant – “What’s New in ITIL v3”, George Spaulding 2007
Why should you implement processes based on the ITIL Framework?
The Case for IT Service Management
The Business is more and more dependent on IT.
Complexity of IT constantly increases.
Customers are demanding more for less.
Global competitiveness growing at a rapid rate requiring a more flexible approach to integration.
Stronger focus on controlling the costs of IT.
Low customer satisfaction levels.
Benefits to the Organization
Improve Resource Utilization
Be more competitive
Eliminate redundant work
Improve upon project deliverables and time
Improve availability, reliability and security of mission critical IT services
Justify the cost of service quality
Provide services that meet business, customer, and user demands
Integrate central processes
Document and communicate roles and responsibilities in service provision
Learn from previous experience
Provide demonstrable performance indicators
Source: Pink Elephant – “The Benefits of ITIL® White Paper”, March 2006
Real World Benefits
Procter & Gamble
Started using ITIL in 1999 and has realized a 6% to 8% cut in operating costs. Another ITIL project has reduced help desk calls by 10%. In four years, the company reported overall savings of about $500 million.
Embarked on a series of ITIL projects in 2000. After applying ITIL principles, the rate of achieving the target response time for incident management on Web-related services jumped from 60% to more than 90%.
Implementing key ITIL processes in 2001 led to a 40% reduction of its systems outages. The company estimates a $4.3 million ROI over the next three years.
An ITIL program that began in 2001 resulted in a 30% reduction in systems crashes and software-distribution errors, and a 92% reduction in “business-critical” incidents by 2003.
Source: Pink Elephant – “The Benefits of ITIL® White Paper”, March 2006
Why Implement ITIL
Streamline service delivery and support processes
Develop repeatable procedures to aid first level support groups
Reduce number of service incidents and outages
Implement standards to do things right the first time
Perform proactive analysis, prevention and resolution
Plan for and ensure future capacity
Define clear services and service targets
Accurately allocate and recover costs
Audit, manage and improve IT processes
Ultimately IT Service Management is about maximizing the ability of IT to provide services that are cost-effective and meet the expectations and needs of the business. Reduce Cost of Operations Improve Service Quality Improve Compliance Improve User Satisfaction
ITIL Implementation Best Practices
ITIL is not a step-by-step process
“ ITIL Processes can be difficult to implement since ITIL in it's current form describes the "what" but not the "how" of IT service delivery. In other words, a lack of implementation tools and best practices are increasing costs and timelines related to ITIL implementation.”
Each ITIL Initiative is Unique Source: OGC – “ITIL Refresh: Vendor pre-release briefing”, May 2007
What NOT to do
Insufficient Management Buy-in or Budget.
Ignoring the need to market and communicate within & outside IT.
Training internal staff to the Foundation level with the expectation they can then implement ITIL successfully.
No External Baseline Assessment or adoption of a maturity model to Create a valid roadmap.
Thinking that technology alone can address the requirement for ITIL i.e. migrating bad process to new technology so automation is therefore not efficient enough to address IT needs.
Confusing Process with Procedures.
Not dedicating enough resources to the development effort.
Thinking process development equates to process implementation.
Weak documentation effort leads to inconsistent approach with very little chance of repeatability amongst IT Staff.
Failure to address IT Governance alignment.
Create a sense of urgency!
Decide/Declare Service Management Strategy
Engage all employees
Create Communications and Awareness campaigns
Focus on areas of pain
Create a Program to transform the organization
Appoint program sponsors and key players
Assess, Design, Build and Implement process refinement
Create an ITSM adoption program with a charter
Develop a phased approach, which includes repeatable and consistent standards for all processes to follow
Breakdown work into “manageable chunks”
Appoint process owners
Begin remediation process
Utilize/Establish program management
Iterative Process What is the vision? Where are we now? Where do we want to be? How do we get there? How do we check we got there? High Level Objectives Assessments Measurable Targets Process Improvements Measurement And Metrics How do we keep the momentum going?
www.itsmf.net – IT Service Management Forum.
Tampa Bay Local Interest Group (LIG) meeting – Sept. 22, 2pm.
www.itsmfusion.com – itSMF USA Conference, Sept. 16-19, Charlotte, NC.
www.ogc.gov.uk – UK Office of Government and Commerce.