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ITIL presentation
 

ITIL presentation

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  • None Useful Background/ Case Studies/ Anecdotes/ Analogies etc. In the planning sessions students will have the opportunity to adopt the ITIL processes and lessons taught in the lectures and adapt them to provide better provision of services during the “race”. F1 / Practical Points See Student notes for Standards Info. Instructor Points
  • An easy way to remember which is which (i.e. Delivery vs Support) is that “delivery of a letter takes more than 1 day” alluding to the fact that they are longer term and not day to day activities. Useful Background/ Case Studies/ Anecdotes/ Analogies etc. None F1 / Practical Points Remember to point out that Service Delivery Disciplines are the longer term, planning processes. They also tend to be more analytical in nature. If we don’t have the infrastructure managed, understood and controlled we will not be able to measure our effectiveness or cohesively develop our business and supporting services strategies. Service Support Disciplines are the more day to day disciplines. Service Support is made up of 5 Processes and 1 FUNCTION (SD). Instructor Points
  • ITIL V3 Foundation for IT Service Management Concepts, Processes, Roles and Functions HF421S A.00 – © 2007 Hewlett-Packard Development Company, L.P. ITIL V3 Foundation for IT Service Management HF421S A.00 – © 2007 Hewlett-Packard Development Company, L.P.
  • ITIL V3 Foundation for IT Service Management Concepts, Processes, Roles and Functions HF421S A.00 – © 2007 Hewlett-Packard Development Company, L.P. ITIL V3 Foundation for IT Service Management HF421S A.00 – © 2007 Hewlett-Packard Development Company, L.P.
  • ITIL V3 Foundation for IT Service Management Concepts, Processes, Roles and Functions [Course Title] [Module Title] ITIL V3 Foundation for IT Service Management
  • ITIL V3 Foundation for IT Service Management

ITIL presentation ITIL presentation Presentation Transcript

  • ITIL: Service Transition Improving IT Implementations and Creating Value for our Customers Jeff Locke HP Education Services
  • ITIL Refresher
  • What does the following have in common? ITIL & “ the (Pirate) code is more what you'd call "guidelines" than actual rules” A best practice is a set of guidelines based on the best experiences of the most qualified and experienced professionals in a particular field.
  • ITIL Version 2 Service Level Management Capacity Management Availability Management Financial Management Service Continuity Management Incident Management Problem Management Service Desk Configuration Management Release Management Service Management Service Delivery Service Support Change Management
  • What is NOT changing?
    • Key concepts are preserved
      • No radical changes to v2 service support and service delivery processes
    V2 Processes Incident Management Problem Management Configuration Management Change Management Release Management Service Desk Service Level Management Capacity Management Availability Management Financial Management IT Service Continuity Management
  • Process Comparison V2 Processes V3 Processes Incident Management Problem Management Configuration Management Change Management Release Management Service Desk Service Level Management Capacity Management Availability Management Financial Management IT Service Continuity Management Incident Management Problem Management Configuration Management Change Management Release Management Service Desk Service Level Management Capacity Management Availability Management Financial Management IT Service Continuity Management Incident Management Problem Management Configuration Management Change Management Release Management Service Desk Service Level Management Capacity Management Availability Management Financial Management IT Service Continuity Management
  • Process Comparison V3 Processes Continuous Service Improvement Processes Service Strategy Processes Service Design Processes Service Transition Processes Service Operation Processes
  • Access Management Operation Management Problem Management Request Fulfillment Incident Management Event Management Knowledge Management Service Validation and Testing Evaluation Release and Deployment Management Service Asset and Configuration Management Change Management Transition Planning and Support Supplier Management Information Security Management Service Continuity Management Availability Management Capacity Management Service Level Management Service Catalogue Management IT Financial Management Demand Management Service Portfolio Management Strategy Generation Service Improvement Service Reporting Service Measurement Continuous Service Improvement Processes Service Strategy Processes Service Design Processes Service Transition Processes Service Operation Processes
  • ITIL Version 3
  • ITIL Version 3 looks at the lifecycle of IT
  • ITIL v3 Books
      • Service Strategy
      • The spoke of the IT Service Management wheel.
      • Provides the direction and vision for establishing IT services.
      • Useful for influencing organizational attitudes and culture towards the creation of value for customers.
      • The goal of service strategy:
      • “Superior performance versus competing alternatives.”
  • ITIL v3 Books
      • Service Design
      • Responsible for the design of new or changed services going into a live environment.
      • Ensure designs are consistent, compatible and capable.
      • Metrics definition, selection and evaluation of measurement capabilities.
      • Evaluation and establishment of policies/procedures for new or changed services.
      • Key output of Service Design – Design solutions to meet the changing requirements of the business.
  • ITIL v3 Books
      • Service Transition
      • Plan and manage the capacity and resources required to package, build, test and deploy into production.
      • Provide a consistent and rigorous framework for evaluating risk.
      • Ensure that services can be managed, operated and supported as specified from Service Design.
      • Communication and documentation of information for decision making and deployments into production.
  • ITIL v3 Books
      • Service Operation
      • Coordinating and carrying out the activities and processes required to deliver and manage services at agreed levels.
      • Focuses on:
        • Event Management
        • Incident and Problem Management
        • Request Fulfillment
      • Service Operation is where actual value is seen by customers/users of a service.
  • ITIL v3 Books
      • Continual Service Improvement
      • Align and realign IT services to changing business needs by identification and implementation of improvements.
      • Review, analyze and make recommendations for each stage of the service lifecycle (strategy, design, transition and operation).
      • Review service level achievements.
      • Establishing Service Improvement Plans (SIP) to improve service performance and to identify financial and customer benefits.
  • Service Transition
  • In a perfect world…
      • Prior to Service Transition…these things should have occurred:
      • Management is onboard.
      • Developing a Service Catalog – “What do you do already?”
      • Evaluation of the benefit/value customers receive from current services.
      • Determine Vital Business Functions (VBF) and conduct a Business Impact Analysis (BIA).
      • Document capacity, availability, security, continuity AND success requirements from the business and IT.
      • Development of a Supplier and Contracts Database (SCD).
      • Identification, documentation and acceptance of service levels to be provided for the new service.
      • Financial approval for the Service Design Package (SDP).
  • Moving into Service Transition
      • Service Design is the trigger for Service Transition.
      • Several processes support Service Transition:
        • Change Management
        • Knowledge Management
        • Service Asset & Configuration Management
      • Several processes within Service Transition:
        • Transition Planning and Support
        • Release and Deployment Management
        • Service Testing and Validation
        • Evaluation
  • Service Transition: Change Management
      • Prioritizing and responding to requests
      • Implementing changes in required times
      • Meet agreed service requirements while optimizing costs
      • Reducing failed changes and rework
      • Correctly estimating quality, time and cost
      • Assessing and managing risks
      • Managing staff time
  • 7 Rs of Change Management
      • Who RAISED the change?
      • What is the REASON for the change?
      • What is the RETURN required from the change?
      • What are the RISKS involved in the change?
      • What RESOURCES are required to deliver the change?
      • Who is RESPONSIBLE for the build, test and implementation of the change?
      • What is the RELATIONSHIP between this change and other changes?
      • Change Management is about Risk Management not
      • implementing changes (that is the responsibility of Release
      • Management).
  • Change Management — Activities Update change and configuration in CMS Initiator Requested Record the RFC Change Management Ready for evaluation Review the RFC Ready for decision Assess and evaluate change Change Management Scheduled Plan updates Change Management Implemented Co-ordinate change implementation* Closed Review and close change record Evaluation report Work orders Work orders Authorized Change Authority Authorize change Authorize change proposal Create RFC Change proposal (optional)
  • Knowledge Management (KM)
    • “ The process responsible for gathering, analyzing, storing and sharing knowledge and information within an organization.
    • The primary purpose of Knowledge Management is to improve efficiency by reducing the need to rediscover knowledge .”
    Service Design Service ITIL Service Strategy Service Design Service Transition
  • Service Asset and Configuration Management
      • For service assets, configuration items, and customer assets
        • Protect integrity throughout their lifecycle
        • Provide accurate information to support business and service management
      • Establish and maintain a Configuration Management System
        • As part of an overall Service Knowledge Management System
    The goal of Service Asset and Configuration Mgmt is to provide a model of the IT infrastructure correlating IT services with IT components.
  • Configuration Management System (CMS)
      • Information about all Configuration Items (CI)
        • CI may be entire service, or any component
        • Stored in 1 or more databases (CMDBs)
      • CMS stores attributes
        • Any information about the CI that might be needed
      • CMS stores relationships
        • Between CIs
        • With incident, problem, change records etc.
      • CMS has multiple layers
        • Data sources and tools, information integration, knowledge processing, presentation
    CMDB Capacity SLAs IT Service Continuity Availability Finance Changes Incidents People Locations Assets Releases Documents Licences
  • Definitive Media Library (DML)
      • Master copies of all software assets
        • In house, external software house
        • Scripts as well as code
        • Management tools as well as applications
        • Including licenses
      • Quality checked
        • Complete, correct, virus scanned…
      • The only source for build and distribution
  • DML and CMDB relationship CMDB Information about the CIs Physical CIs DML Release Record Electronic CIs Build new Release Test new Release Implement new Release Distribute new Release to live locations © Crown Copyright 2007. Reproduced under licence from OGC.
  • Service Transition Processes
      • Transition Planning and Support
        • Plan and coordinate the resources to establish successfully a new or changed service into production WITH predicted cost, quality and time estimates.
        • Plan changes required that ensures integrity of all customer assets, service assets and configurations as they evolve through service transition.
        • Coordinate activities across projects, suppliers and service teams.
        • Communications with customers, users and stakeholders.
  • Service Transition Processes
      • Release and Deployment Management
        • The aim is to build, test and deliver the capability to provide services (specified by Service Design) to accomplish the stakeholders’ requirements and deliver the intended objectives.
        • Define and agree on release and deployment plans.
        • Ensure that each release package consists of a set of related assets and service assets that are compatible.
        • Maintain and record transition components and activities accurately in the CMS.
        • Ensure there is knowledge transfer to customers and support staff.
  • Service Transition Processes
      • Service Validation and Testing
        • Plan and implement a structured validation and test process that provides evidence that the new or changed service supports the business requirements.
        • Quality assure the services and service capabilities were delivered by a release.
        • Identify, assess and address issues, errors and risks.
      • Evaluation
        • A generic process that considers whether the performance of something is acceptable, value for money, etc…and whether it will be proceeded with, accepted into use or paid for.
  • Challenges, CSFs
      • Managing and getting input from many contacts.
      • Little harmonization or integration of processes.
      • Achieving a balance between maintaining a stable environment and being responsive to customer needs.
      • Absence of needed skill sets.
      • Understanding inherent dependencies among systems and human elements.
      • Creating and maintaining knowledge in a form that people can find and use.
      • Defining clear accountabilities, roles and responsibilities.
      • Demonstrating the benefits of establishing and improving Service Transition activities outweigh the costs.
  • Final Thoughts
      • The ITIL books are a cookbook for IT excellence.
      • You can use what works best for your organization.
      • ITIL is not a standard.
      • You have the ability to tailor the best practices documented in the library to align with your business needs.
    It’s a Cookbook !!
      • Thank you!