What's new in ITIL this year? ITIL V3 Overview

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  • 1. What’s new in ITIL this year? ITIL V3 Overview Signature Customer Service & Support Professionals Conference October 2007 Brenda Iniguez Americas ITSM Consulting Director FrontRange Solutions
  • 2. Overview of ITIL V3 ITIL V3 Overview Agenda Who are the new V3 players? Key concepts of V3 – Core Overview The five new ITIL V3 books – highlights The new consistent structure of the V3 books Market Trends for ITIL New ITIL Certification Scheme Information Technology Infrastructure Library
  • 3. ITIL - Origins & Evolution Late 1980s – UK government (CCTA / OGC) project started – Organizations outside of government became interested – First books published Early 1990s – The library completed Late 1990s – ITIL Version 2 Published – Pink Elephant introduced ITIL to North America (1997) Where is it going? – Early industry adopters (Financial Government Utilities Medical) – Global adoption – now defined as ISO 20000 – Major Vendor Support – Tool Compatibility to ITIL – ITIL V3 – Just Published on 05/30/07 & launched 06/05/07!
  • 4. The ITIL V3 Players OGC - Office Of Government Commerce (www.itil.co.uk) Formerly Central Computer & Telecommunications Agency CCTA; Kicked off ITIL® Manages the ITIL portfolio on behalf of the UK government, which owns the intellectual property rights in the ITIL content and data TSO – The Stationery Office (www.tso.co.uk) Official publisher of the OGC’s ITIL; based in the UK APMG – The APM Group (www.apmgroup.co.uk) Appointed on 01/29/07 by OGC as the official ITIL Accreditor Known worldwide for their official Accreditor status of PRINCE2, MSP, M_o_R EIs – Examination Institutes Information Systems Examinations Board (ISEB) Examination Institute for Information Science (EXIN) & Loyalist College Examining bodies that administer the ITIL certification process ATOs – Accredited Training Organizations (by APMG, EXIN, ISEB) ItSMF - Information Technology Service Management Forum (www.itSMFUSA.com) International Trade Association; Networking forum for ITIL; Membership based
  • 5. ITIL Refresh: Version 3, A Lifecycle Approach An Update Is Coming: ITIL V3 Source: Sharon Taylor
  • 6. OGC Communication Update Communications www.itil.co.uk/comms.htm#cat1 "Status update - 27 February 2007 “ Hundreds were involved in V3! The Public Review of the core books began on 8 January and ended on 22 January. 471 reviewers were selected from about 700 applications. Of the applicants, those chosen represent the best balance of views from small, medium and large, public and private sector users, vendors, consultants and training organizations from all continents. 249 completed the review. The numbers of reviews per book were: Service Strategy 50, Service Design 48, Service Transition 49, Service Operation 56, Continual Service Improvement 46. At the moment we are analyzing responses and deciding actions. The Review is being formally recorded, so every comment will be evaluated and either accepted, partly accepted or rejected. Actions or reasons for rejection are being logged. TSO and OGC would like to thank everyone who took part for generously giving their time and sharing their views Authors will revise their books in the light of the Review comments and submit back to the Editorial Board for final editing and alignment. At the same time the ITIL glossary is being updated The APM Group (APMG), which has assumed the role of official ITIL accreditor for OGC, has reached an agreement with EXIN and BCS-ISEB, the existing ITIL examination institutes. The agreement means candidates taking ITIL examinations will have maximum access to the quality training and assessment they require in order to gain certified ITIL qualifications
  • 7. The Service Support Process Model – Pink Elephant The Business, Customers & Users Management Tools Difficulties Communication Queries, Enquiries Updates Incidents Incidents Work-arounds Incident Incident Service Desk Service Desk Changes Service Reports Problem Problem Releases Incident statistics Audit Reports Problem Statistics Change Change Trend Analysis Problem Reports Problem Reviews Change Schedule CAB Minutes Release Release Diagnostic Aids Audit Reports Change Statistics Change Reviews Release Schedule Audit Reports Release Statistics Configuration Configuration Release Reviews Secure Library CMDB Reports Testing standards CMDB Statistics Audit Reports Policy/Standards Audit Reports CMDB Incidents CIs Problems Relationships Changes Releases Known Errors
  • 8. The Service Delivery Process Model – Pink Elephant Availability Plan AMDB Design Criteria Availability Availability Targets/Thresholds The Business, Customers & Management Reports Management Users Audit Reports Alerts, Exceptions, Changes Capacity Plan CDB Communication Management Tools Queries Capacity Capacity Targets/Thresholds Updates Management Capacity Reports Enquiries Management Schedule Reports Audit Reports SLA’s, OLA’s, SLR’s Financial Plans Service requests Types & Models Service catalogue Service Level Service Level IT Financial IT Financial Costs & Charges SIP Reports Management Management Management Management Budgets & Forecasts Exception reports Audit reports Audit Reports Requirements Targets IT Continuity Plans Achievements BIA & Risk Analysis Define Requirements IT Service IT Service Control Centers Continuity Continuity DR Contacts Reports Audit Reports
  • 9. The V2 Process World – Pink Elephant Availability Plan The Business, Customers & Users Management AMDB Tools Design Criteria Availability Difficulties Availability Targets/Thresholds Communication The Business, Customers & Management Updates Reports Incidents Users Incidents Queries, Enquiries Management Work-arounds Reports Audit T T Planning To Implement Service Management Alerts, Exceptions, Changes h h Incident Incident Service Desk Service Desk Capacity Plan Changes e CDB e Communication Management Tools Queries Service Updates Problem Management Capacity Capacity Targets/Thresholds Capacity Reports Service Reports Problem Management Releases Enquiries Management Schedule T Incident statistics Reports Audit Reports B Audit Reports TheProblem Statistics ChangeService Change e Trend Analysis ICT u Business Reports Problem Support c Problem Reviews Change Schedule Infrastructure SLA’s, OLA’s, s SLR’s Perspective Release Financial Plans Release Management Service requests Diagnostic Aids Audit Reports CAB Minutes Change Statistics Types & Models h i Service catalogue Service Level Service LevelService IT Financial Costs & Charges Configuration n SIP Change Reviews IT Financial Release Schedule Reports Management Management Audit Reports Management Release Statistics Management Configuration n Exception reports Delivery Release Reviews Budgets & Forecasts o Secure LibrarySecurity Audit reports Audit Reports e Testing standards CMDB Reports l Requirements Management Audit Reports CMDB Statistics s Targets Policy/Standards Audit o Reports IT Continuity Plans s Achievements BIA & Risk Analysis g Application Management IT Service CMDB Define Requirements IT Service Control Centers y Continuity Continuity DR Contacts CIs Incidents Problems Reports Changes Releases Relationships Audit Reports Known Errors 9
  • 10. Key ITIL V2 ToV2 Concept Differences ITIL V3 ITIL V3 Business and IT Alignment Business and IT Integration Value Chain Management Value Service Network Integration Linear Service Catalogs Dynamic Service Portfolios Collection of Integrated Processes Service Management Lifecycle Source of Table: “ITIL Refresh Newsletter 1st Edition Autumn 2006”. ITIL V2 worked to align service management with business strategy ITIL V3 integrates IT and the business into a single ecosystem
  • 11. Concept Differences V2 Alignment vs. V3 Integration: For many years we have been discussing the topic of how to align Business and IT objectives However, when does the line between the business process and its supporting technology begin to fade to a point where there is no longer a true ability to separate or revert back to manual options? – If you consider banking as an example: The Financial Mgmt. business processes and their supporting technologies are now so inter-dependant they are inseparable It is to due to this growing realization that the term Alignment is being replaced with the concept of Integration Source: Troy’s Blog http://blogs.pinkelephant.com/index.php?/troy/comments/itil_v3_the_past_and_the_future/
  • 12. Value Chain Management vs. Value Service Network Integration V2 Value Chain Management = a business customer being supported by a single internal IT service provider V3 Integrated Value Service Network = a business customer being provided service by internal IT service providers + those provided by a shared service model to multiple business units + the option of using different external outsourcing options + leveraging a software as a service model Source: http://blogs.pinkelephant.com/index.php?/troy/comments/itil_v3_the_past_and_the_future/
  • 13. Linear Service Catalogs vs. Dynamic Service Portfolios V2 Linear Service Catalog = a brochure of IT services where IT publishes the services it provides with their default characteristics and attributes V3 Dynamic Service Portfolio = the product of a set of processes where service strategy and design conceive of and create services that are built and transitioned into the production environment based on business value – The services documented in this catalog are bundled together to fit for purpose offerings which are then subscribed to as a collection and consumed by business units Source: http://blogs.pinkelephant.com/index.php?/troy/comments/itil_v3_the_past_and_the_future/
  • 14. Collection of Integrated Processes vs. Service Mgmt Lifecycle: ITIL V3 core books are structured around a Service Lifecycle. This new structure organizes the processes we understand from ITIL V2, with additional content and processes we are waiting to hear more about within the context of the life span of IT Services. From this observation we can see that the primary focus is shifting from Process to IT service While processes are important they are secondary and only exist to plan for, deliver and support services. This moves the importance and profile of the Service Catalog from being an accessory of the Service Level Management process to being the corner stone of ITSM Service Level Management … V3 is all about SERVICE !
  • 15. The V3 Lifecycle CORE
  • 16. ITIL V3 Library Service Service Design Service Service Operation Continual Strategy Transition Service Improvement The 5 “CORE V3” BOOKS The Official Introduction To The ITIL® Service Lifecycle + Complementary Guidance 16
  • 17. ITIL V3 - Authors ITIL V3 Chief Architect: Sharon Taylor, Aspect Group APM Group: Richard Pharro – ITIL V3 Core Book Authors: Service Strategy – Majid Iqbal, Carnegie Mellon University, USA – Michael Nieves, Accenture USA Service Design – Vernon Lloyd, FoxIT, UK – Colin Rudd, IT Enterprise Mgmt Services, Ltd., UK Service Transition – Ivor McFarlane, Guillemot Rock, UK – Shirley Lacy, ConnectSphere, UK Service Operation – David Cannon, HP USA – David Wheeldon, HP UK Continual Service Improvement – George Spalding, Pink Elephant Canada/USA – Gary Case, Pink Elephant Canada/USA
  • 18. V3 Overview The five new V3 Core books will all follow this consistent structure: Introduction, overview, context Service management as a practice Service lifecycle Role of processes in the lifecycle Role of functions in the lifecycle Practice fundamentals Practice principles Processes Organizational design and structures roles and responsibilities Challenges, critical success factors, risks Supplemental guidance References
  • 19. Service Strategy The first book in the lifecycle is the Service Strategy book which looks at the overall business aims and expectations ensuring the IT strategy maps onto these: – Value Creation – Business Fundamentals of services (New) – Service Provider Types – Service Structures (New) – Service Strategy Processes Business Eco systems – IT Financial Management From value chains to value nets – Service Portfolio Management (New) Adaptive processes for customers, – Demand Management (New) services and strategies Linking to external practices and standards
  • 20. The Source Of Service Value Utility – Utility is what the customer wants – The Service is “Fit for Purpose” – Derived from the attributes of a service that: Have a positive effect on the performance of activities, objects, and tasks associated with desired outcomes Or with the removal or relaxing of constraints on performance Warranty – Warranty is how what the customer wants is delivered The Service is “Fit for Use” – Derived from the positive effect of: Being available when needed In sufficient capacity or magnitude Dependably in terms of continuity and security Utility + Warranty = Value
  • 21. Service Design The second book is Service Design, which starts with a set of new or changed business requirements and ends with the development of a solution designed to meet the documented needs of the business. – Service Design Principles – Service Design Processes – Service Catalog Management (New focus) – Service Level Management – Capacity Management – Availability Management Policies, Architecture, – Service Continuity Management Portfolios, service models – Information Security Management (New as core) Outsource, shared services, – Supplier Management (New) co-source models – Application Management (New as core) The service package of utility, warranty, capability – Requirements Engineering (New)
  • 22. Service Transition The third book is Service Transition which is concerned with managing change, risk and quality assurance and has an objective to implement service designs so that service operations can manage the services and infrastructure in a controlled manner. – Service Transition Principles – Service Transition Processes – Change Management – Configuration Management System (New) – Service Asset and Configuration Management – Knowledge Management (New) – Service Releases Planning Newly designed Change, Release and Configuration processes Managing organization and cultural change during transition Service management knowledge system Integrating projects into transition
  • 23. Service Operation The fourth book in the lifecycle is Service Operation which is concerned with business as usual activities. – Service Operation Principles – Service Operations Processes – Event Management (New) – Incident Management – Problem Management – Service Request Management (New) Robust end to end operations – Functions (Detailed Information for each) Redesigned, incident and problem Service Desk processes Technical Management (New) Event, technology and request IT Operations Management (New) management Applications Management (New) SOA, virtualization, adaptive, agile service operation models
  • 24. Continual Service Improvement The final book is Continual Service Improvement which has an overall view of all the other elements and looks for ways that the overall process and service provision can be improved. – Continuous Improvement Fundamentals – Continuous Improvement Principles – Continuous Improvement Models – Measurement and Control Measurement Benchmarking The business case for ROI Reporting Overall health of ITSM Implementation Consideration – Service Level Management How to measure, interpret and execute results
  • 25. SERVICE STRATEGY SERVICE DESIGN Lifecycle Processes • Service Strategy • Service Catalog Management • Service Portfolio • Service Level Management Management • Supplier Management • Financial Management • Capacity Management • Demand Management • Availability Management • IT Service Continuity Management • Information Security Management SERVICE TRANSITION • Transition Planning and Support SERVICE OPERATION • Change Management • Event Management • Service Asset & Configuration • Incident Management Management • Request Fulfillment • Release & Deployment • Problem Management Management • Access Management CONTINUAL SERVICE • Service Validation IMPROVEMENT • Evaluation • Seven Step Improvement • Knowledge Management 25
  • 26. Transitioning To ITSM Today’s IT Organizations Tomorrow’s IT Organizations Focused on Customer Focused on Technology Outcomes Firefighting Mode Demand-Driven Organizational Enterprise Services and “Stovepipes” Process Unknown Costs Financial Transparency Technical Metrics Business Value 26
  • 27. The “New” Processes & Functions To Consider Processes: Event Management (SO) Service Strategy (SS) Request Fulfillment (SO) Return on Investment (SS) Access Management (SO) Service Portfolio Management (SS) Monitor & Control, IT Operations, Technology Demand Management (SS) Domain Management (SO) Service Catalog Management (SD) 7 step Continuous Improvement (CSI) Supplier Management (SD) Service Reporting (CSI) Application Management (SD) Service Measurement (CSI) Data & Information Management (SD) ROI for CSI (CSI) Requirements Engineering (SD) Service Improvement (CSI) Transition Planning & Support (ST) Configuration Management System (ST) Functions: Service Validation & Testing (ST) Technical Management function (SO) Valuation (ST) IT Operations Management function (SO) Knowledge Management (ST) Applications Management function (SO) 26 “new” processes and functions defined 27
  • 28. V3 Highlight Market Trends What the Analysts are Saying… & “ I’m Already Using ITIL V2 …What Should I Do?”
  • 29. Market Trends To Consider Gartner Inc. - May 2007 – One of the big differences in V3 is the processes described now help govern IT and set a strategy that incorporates financial principles such as ROI. This is a substantial update, particularly in defining IT services in terms that are valuable to the business – Rather than being tactically focused on improving distinct operational processes, this version is more strategic. It will have more appeal to the CIO-level person, rather than just the people running infrastructure operations – Gartner is predicting that by year-end 2010, ITIL will be in use by 30% of companies with 250-999 employees and by 60% of companies with more than 1,000 employees. We see it as the de-facto best practice guidance for IT services – Fears that IT organizations that have invested heavily in V2 training and processes will have to start from scratch are unfounded; V3 is really an evolutionary approach, building on what is already there – Implementing ITIL at big companies is often a two-or three-year effort. IT organizations in the midst of implementing V2 probably will adapt to V3 as they go through the multiple-year process
  • 30. Market Trends To Consider Forrester Research - April 2007 – Marketing Technology Adoption 2007 by Elana Anderson, April 26, 2007 – Improving customer experiences is top technology theme … improving online experiences – Technologies that help optimize and refine customer interactions and communications, such as site optimization, contact optimization, and interaction management Forrester Research - February 2007 – 2007 Enterprise IT Budget Outlook: North America Business Technographics North America; by G. Oliver Young, February 08, 2007 – The outlook for IT spending in 2007 is improved from 2006. Enterprises expect to increase their IT budgets by 3.8%, up from a 3.2% planned increase at this time last year – This increase in spending will have a positive impact on security spending as well as on IT R&D. This should come as good news to CIOs, who, on average, continue to struggle with providing tangible business value to their companies, improving IT efficiencies, and supporting corporate growth. For 2007, IT shops plan to spend the majority of their efforts preparing for disaster, securing the infrastructure, upgrading storage and servers, and replacing outdated systems. To do so, they plan to limit services spending and leverage proven financial justification methods — such as ROI and TCO — to justify budgets – Improving the efficiency of IT is a critical priority for 20% of SMBs, and 33% of SMBs will make the measurement of IT's impact on business performance a priority. The top IT initiatives for 2007 include upgrading disaster recovery and security capabilities
  • 31. ITIL Education & Certification – V2 Foundation Level ITIL V2 IT Service Management Essentials – 2 Days ITIL V3 IT Service Management Foundations - 3 days V3 Bridge Class & Exam - 1 day Practitioner Level Practitioner Level Management Level Management Level EXIN Certification ––ITIL Practitioner - -55days EXIN Certification ITIL Practitioner days • • Configuration, Change and Release Management ‘IPRC’ Configuration, Change and Release Management ‘IPRC’ • • Service Desk, Incident and Problem Management ‘IPSR’ Service Desk, Incident and Problem Management ‘IPSR’ • • ITIL Service Manager ITIL Service Manager • • Service Level Management & Financial Mgmt. Service Level Management & Financial Mgmt. ‘IPAD’ ‘IPAD’ ––10 weeks 10 weeks • • Availability & Capacity Management Availability & Capacity Management “IPPI” “IPPI”
  • 32. ITIL Qualifications Scheme Advanced SM Professional Diploma ITIL Diploma Achieved V3 Manager 5 Managing through the Lifecycle 5 Bridge 5 15 Credits 16 Credits 3 3 3 3 3 V2 Service Manager 17 2 credits ITIL Foundation for Service Management V3 Bridge V3 Bridge .5 V2 Foundation .5 Certificate 1.5
  • 33. Target Dates For Completion To achieve a diploma, candidates must achieve 22 credits, two of which can be gained at Foundation level. ITIL v1 and V2 Practitioner & V2 Service Manager certifications DO count towards the ITIL Diploma in Service Management. Foundation: Knowledge and comprehension in the key concepts, terminology and processes of ITIL v3 Lifecycle stream: Built around the five core OGC books: SS, SD, ST, SO and CSI The Intermediate Capability stream: Built around four clusters: Service Portfolio & Relationship Management Service Design & Optimization Service Monitoring & Control Service Operation & Support 33
  • 34. Target Dates For Completion QUALIFICATION DATE V3 Foundation Examination June 13, 2007 (V2 Foundation ends Dec 31 2007) V2 to V3 Foundation Bridge July 2007 V2 to V3 Managers Bridge Examination Q3 2007 Diploma available to existing Managers Q3 2007 Lifecycle Modules Q3 2007 Capability Modules Q3 2007 Managing Through The Lifecycle Examination Q4 2007 Diploma available to new students Q4 2007 V2 Managers/Practitioners retired Q4 2008 34
  • 35. Capability Stream Courses Class mapping names, from Practitioner class abbreviations to the V3 Capability Stream names: The Intermediate Capability stream: built around four clusters: – Service Portfolio & Relationship Mgmt (P&R) – IPAD (02/2007) – Service Design & Optimization -------- (D&O) – IPPI (in dev now) – Service Monitoring & Control ---------- (M&C) – IPRC (2005) – Service Operation & Support ------------ (O&S) – IPSR (2006) P & R covers SLM & Financial Mgmt D & O covers Availability, Capacity, and IT service Continuity Mgmt M & C covers Change, Configuration, and Release Mgmt O & S covers Incident & Problem Mgmt and Service Desk
  • 36. Your Role For ITIL V3 05/30/07 - new ITIL V3 books published 06/05/07 - official worldwide launch of ITIL 3! - UK – Determine which option for attaining the new V3 books best fits you and your organization Hardcopy set, online pdf books, TSO-hosted option Keep posted on the ITIL V3 sites for breaking updates – Web links on Resource slides at back – Updates on V3 Certification Scheme – Course Offering Modifications defined – if any: For example: Foundation, Practitioner, Manager levels Any course ‘grandfathering’ guidelines Any ‘bridging material’ guidelines Be part of the V3 Evangelist Team! – Encourage the adoption of the V3 Service Lifecycle concepts – All five books vs. just the two Service Support and Delivery Books
  • 37. Official ITIL Resources OGC Site The Office of Government Commerce (The official owners of ITIL) www.ogc.gov.uk; www.itil.co.uk APM Group (The official ITIL certification and exam provider) www.apmgroup.co.uk; www.itil-officialsite.com/home/home.asp TSO (The official ITIL publishers) - to order the ITIL books www.tso.co.uk; www.tso.co.uk/itil Other Stakeholders – itSMF (The World's Largest ITIL User Group) www.itsmf.com; www.itsmf.ca; www.itsmfusa.org – EXIN - www.exin-exams.com – Loyalist College - www.itilexams.com – ISEB - www.bcs.org/iseb – Pink Elephant – V3: https://www.pinkelephant.com/en-US/AboutPink/Information+Central.htm http://blogs.pinkelephant.com/index.php?/troy/comments/itil_v3_the_past_and_the_future/
  • 38. Official ITIL Resources – Additional ITIL Refresh Newsletters - TSO www.best-management-practice.com/ITILRefreshRegister www.itil.co.uk/ITIL_Refresh%20News_1st_Edition.pdf ITIL Certification Management Board (ICMB) Message www.itil.co.uk/icmb.htm ITIL Accreditation Pyramid Handout and ITIL Press Center www.itil-officialsite.com/home/home.asp ITIL Official Site (APMG) www.itil-officialsite.com Fact Sheet: ITIL Refresh - The Impact on Examinations www.itil.co.uk/car4.htm ITIL Refresh Scope and Development Plan www.itil.co.uk/scope_web.pdf ITIL Communication Update www.itil.co.uk/comms.htm#cat1
  • 39. Be part of the V3 Evangelist Team! Encourage the adoption of the V3 Service Lifecycle concepts … all five books vs. just the two Service Support & Delivery Books Brenda Iniguez Brennie@sbcglobal.net 510-262-9925 www.frontrange.com