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IT Management Toolkit - ITIL Is Not EnoughPresentation Transcript
It Management Toolkititil is not enough Ahmed Al-Hadidi itSMF Egypt 3rdAnnual Conference 2011
About the Speaker 10 years of IT Experience Master of Business Administration (MBA) Diploma in Information Technology Management B.Sc. in Electronics Engineering ITIL V3 Service Operation PRINCE2 Foundation Six Sigma Green Belt EAITSM Member since 2009
Agenda What is Driving IT Today? Understanding Individual Frameworks and Standards Frameworks and Standards Relation with ITIL Strategic Alignment Model Enhanced Guidelines for Successful Toolkit Implementation
How many here use ITIL? How many here use ITIL with another framework(s)? How many here have heard of or participated in discussions on which is better? How many here have wondered how all these models and standards fit together and might use them all in his organization?
It is Not Only ITIL !!
It is Easy to Get Lost
Frameworks Mix Most of the best practices and standards are not mutually exclusive and are most effective when used in combination such as ITIL, COBIT, CMM and ISO17799. Average development organizations increase productivity by 30% through the consistent use of IT Standards.
Gartner’s Review of Models
Putting All Together
ITIL ITIL = Information Technology Infrastructure Library De facto reference for “Best Practice” processes in IT Service Management Set of ready-made “How To” references for managing IT Best Practice NOT Methodology Vendor/Solution agnostic Service life cycle approach 5 Domains
Vendor Frameworks Based on ITIL
ISO/IEC 20000 The ONLY formal international standard for IT Service Management Defines the requirements for an organization to deliver managed services Standard NOT Best Practice 2 Parts:
Part 1: Specification (Shall)
Part 2: Code of Practice (Should)
5 core processes
ISO/IEC 20000 Relation with ITIL
ASL ASL = Application Services Library Derived from the first version of ITIL in the late 1990s A kind of “ITIL” for management, maintenance, enhancements, and renovations of business applications Covers all aspects of Application Management 6 cluster of processes divided into 3 levels
ASL Relation with ITIL ASL views Application Management as unique discipline. ITIL treats it as a combination of application development and service management ITIL Application Management focuses on the manageability aspects of applications. ASL focuses on how Application Management is executed ITIL does not differentiate between the initial development of the application, and the enhancements and renovations ITIL is more for “Off-the-Shelves” applications
ISO 27001 Formal standard that details the requirements for establishing and maintaining an Information Security Management System (ISMS) Provides guidelines and recommendations for Security Management 2 Parts:
ISO 27001:2005: Requirements
ISO 17799:2005: Code of Practice
11 domains – 39 control objectives – 133 controls
ISO 27001 Relation with ITIL ISO 27001 outlines what security controls you need to have. ITIL shows you how to get there Main reference for ISM in ITIL is in the Service Design
ITS-CMM ITS-CMM = IT Services Capability Maturity Model Specifies processes that are important for the delivery of services Describes the maturity of the organizations providing IT services Measures the capability of the IT services processes on a 5 level ordinal scale 24 process areas (16 core, 1 shared, 7 service-specific)
It is All a Question of Maturity
ITS-CMM Relation with ITIL ITIL is not a maturity model ITS-CMM provides roadmap of “What” an organization should implement to mature. ITIL provides the “How” in terms of implementation guidance ITS-CMM contains process areas for Service Delivery Planning and Service Quality Assurance
ITS-CMM Relation with ITIL
COBIT If You Can’t MEASUREIT, You Can’t CONTROLIT If You Can’t CONTROLIT, You Can’t MANAGEIT
COBIT COBIT = Control Objectives for Information and related Technology De facto reference for IT controls Identifies IT process that should exist to ensure IT is aligned with business The ONLY IT management and control framework that covers the end-to-end IT life cycle 4 domains – 34 control processes – 318 control objectives We continue to recommend that enterprises use COBIT to challenge their established IT governance procedures and to improve the controls they have in place.
COBIT Relation with ITIL They are not alternative approaches They are not mutually exclusive They are highly complementary COBIT outlines what you need to do. ITIL shows you how to get there ITIL is about best practice processes. COBIT is about control points
COBIT Relation with ITIL
IT Balanced Scorecard Derivative of the original Balanced Scorecard introduced by Kaplan and Norton in 1992 Instrument to measure and manage IT performance and enable alignment between business and IT Plays an important role in COBIT The major advantage of the IT Balanced Scorecard is that it provides a systematic translation of the strategy into critical success factors and metrics, which realizes the strategy. CIO of a Belgian Financial Organization, 2006
IT Balanced Scorecard
IT Balanced Scorecard USER ORIENTATION How does the users perceive the IT performance? CORPORATE CONTRIBUTION How does the management view the IT performance? Vision and Strategy OPERATIONAL EXCELLENCE How effective and efficient are the IT processes? FUTURE ORIENTATION Is IT positioned to meet future challenges?
IT Balanced Scorecard Relation with ITIL IT Balanced Scorecard translates ITIL KPI’s into business terms IT Balanced Scorecard measures efficiency and effectiveness of ITIL processes
Six Sigma Business driven methodology for process improvement Focuses improvement activities on those business processes that really matter the business (CTQ) Tools used are applied using improvement framework known as DMAIC For companies already in the ITIL implementation, Forrester recommends enhancements to the measurement system through the use of Six Sigma.
Six Sigma Relation with ITIL Six Sigma brings focus on ITIL processes that are CTQ Six Sigma helps ITIL to understand where are the defects within ITIL processes, what is the COPQ, etc. Six Sigma provides complementary tools to ITIL processes like cause and effect (fishbone) diagrams, control charts, etc.
PRINCE2 PRINCE2 = PRojects IN Controlled Environment De facto project management standard in the UK 2 key principles:
Project should be derived by its business case
Focus on products produced by the project NOT the activities to produce them
8 processes – 45 sub-processes
PMBOK PMBOK = Project Management Body of Knowledge Project Management standard developed by Project Management Institute (PMI) Collection of processes and knowledge areas generally accepted as best practice within the project management discipline 5 basic processes - 9 Knowledge areas – 44 processes
PMBOK Relation with ITIL
SAME ITIL COBIT Six Sigma ISO27001 IT Service CMM ASL ISO20000 PMBOK PRINCE2
The Calder – Moir Model
The Big Picture
Recommendations From Forrester First COBIT for overall governance Then ITIL for IT Service Management Then ISO 27001for Information Security Balanced Scorecard for measurement and communication By year-end 2010, ITIL, Six Sigma and COBIT will become the de facto process, quality and governance frameworks utilized by IT operational groups. Gartner’s Research Director, Ed Holub
Tips for Integrating Frameworks Tailoring Prioritizing Planning Start Simple Combine 2 or 3 at the most Begin at the Beginning, not the End