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Organization and Policies Vision Vision Mission & Objectives Policy
Cost & Revenue
Tasks & Actions Implementation Measurement & Control I can make money by selling PCs! Mission statement is a short, clear description of the objectives of the organization and the values it believes in Combination of all decisions and measures taken to define and realize the objectives Implementing policies in the form of specific activities requires planning Realization of planned activities requires action Actions are allocated to personnel as tasks Direction & control provided by measurement
Planning Horizon Business Application Technical Infrastructure 1 year Time
IT Customer Relationship Mgmt Demand Supply Operational Tactical Strategic Department Managers Project Managers Users Budget Holders Business Manager Change Mgmt Incident Mgmt Service Desk Service Level Mgmt IT Mgmt Customer Organization IT Organization Support Service Levels Strategic Alignment IT Customer Relationship Mgmt Policy Report
Evolution of IT Management
IT Service Management
It is a discipline for managing large-scale IT systems
Philosophically centered on the customer's perspective of IT's contribution to the business
Stands in deliberate contrast to technology-centered approaches to IT management
Has ties and common interests with the process improvement movement (E.g. TQM, Six Sigma, CMM etc.)
“ IT thinking about the delivery of IT to the business” and not
“ IT thinking about the 'information' needs of the business”
IT Service Management (contd)
Control Objectives for Information Technology (COBIT)
Microsoft Operations Framework (MOF)
Enterprise Computing Institute
Information Technology Infrastructure Library (ITIL)
Overview of ITIL
ITIL is a framework of best practice approaches intended to facilitate the delivery of high quality IT services
It is published in a series of books (hence the term Library ), each of which covers a core area within IT Management
The names ITIL and IT Infrastructure Library are Registered Trade Marks of the United Kingdom's Office of Government Commerce (OGC)
Key Foundations of ITIL
What ITIL is (not)
Quality – cornerstone of ITIL
ITIL Framework (Version 2)
Service Level Management
Service Level Management
Business must have clearly defined availability objectives
SLM must have been clearly set up to formalize agreements
Percentage availability (uptime)
Performance Management: Measuring, monitoring and tuning the performance of IT infrastructure components.
Application Sizing: Determining the hardware or network capacity needed to support new or modified services.
Capacity Planning: Developing capacity plan, based on CDB.
Accurate business forecast & expectations.
Understanding of IT strategy and planning.
Predictability of customer demand
Disaster: An event that affects a service or system such that significant effort is required to restore the original performance level.
Support and communication throughout the organization
Dedicated training for anyone involved in the process
No of identified shortcomings of the recovery plan
Revenue lost further to disaster
Benefits of ITIL
Benefits to the customer/user:
Provision of IT services becomes customer-focused
Agreements about service quality improves relationship
Services are described better, in customer language
Quality, Availability, Reliability and Cost of services are managed better
Benefits of ITIL (contd)
Benefits to the IT organization:
IT organization develops clear structure
More focus on corporate objectives
More control of infrastructure
Easier to manage changes
Coherent framework for internal and external (supplier) communication
Process structure provides for effective outsourcing of elements of IT service
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 achieved a $4.3 million ROI over the next three years
Reasons for failure of ITIL implementation
Lack of management commitment
Spending too much time on complicated process diagrams