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What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
What Itil V3 Doesn’T Say About Organisational Structure
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What Itil V3 Doesn’T Say About Organisational Structure

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Presentation delivered to itSMF Seminar, December 2008 in Canberra. Discusses sources of best practice for organisational structure. …

Presentation delivered to itSMF Seminar, December 2008 in Canberra. Discusses sources of best practice for organisational structure.

Updated for Canberra ACS conference, 2010.

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  • 1. What ITIL V3 doesn’t say aboutpeople and organisation
    Patrick Keogh
    Lucid IT
  • 2. Agenda
    Review
    ITIL V2 roles and functions
    ITIL V3 roles and functions
    How would this fit together?
    Other sources of good practice - what did ITIL V3 leave out?
    What about the people?
  • 3. ITIL V2
    Roles
    Process owners
    Service Desk Manager
    CIO
    Change Owners, CAB and CAB/EC (becomes ECAB in V3)
    Implied (operators, programmers, testers etc.)
    Functions
    Service Desk
    (IT Security Management)
    (Support teams for Incident Management)
  • 4. CIO
    ITIL V2
    ?
    ?
    ?
    ?
    ?
    Service Desk andService Desk Manager
    ?
    ?
    ?
    IT Staff
    Process Owners
  • 5. ITIL V3 Additional Roles
    Service Owners
    Product Owners
    Service Design Manager
    IT Architect
    Applications Analyst/Architect
    Technical Analyst/Architect
    Risk Manager
    Project Managers
    IT Facilities Manager
    Major Incident Team
  • 6. ITIL V3 Additional Functions
    IT Steering Group
    IT Operations Management
    Technical Management
    Applications Management
  • 7. ITIL V3 – The Structure Emerges
    CIO
    ITSteeringGroup
    Service Desk andService Desk Manager
    TechnicalManagement
    IT OperationsManagement
    ApplicationsManagement
  • 8. ITIL V3 – But some bits are left over!
    Some process owners do not have a “natural” place in this structure
    Security
    Change
    Service Portfolio, Catalogue and SLM
    Some ITIL V3 roles not catered for explicitly:
    Service Owners
    Product Owners
    Service Design Manager
    IT Architect
    Risk Manager
    Project Managers
  • 9. Other sources of good practice
    Project and programme management (Prince2, MSP, PMBOK etc.)
    Governance and assurance (COBIT, ISO38500, ISO9000 etc.)
    Information Security (PSM, ACSI33, ISO27001 etc.)
  • 10. Additional Functions
    Project/Programme Management Office (PMO)
    Recent thinking combines Portfolio, Program and Project Management into a P3O – more on that later!
    Quality, Assurance and Risk
    Require separation of duties, professional standards
    Service Management Office (SMO)
    Bring together all of the whole-of-service roles, especially the customer facing ones.
    IT Training
    Others?
  • 11. The P3O
    The purpose of the Portfolio, Programme and Project Offices (P3O) guidance is to provide universally applicable guidance ... That will allow:
    Informed senior management decision making on strategic alignment, prioritisation, risk management, optimisation of resource etc to successfully deliver their business objectives (portfolio management)
    Identification and realisation of business outcomes and benefits via programmes
    Successful delivery of project outputs that enable benefits within time, cost and quality restraints.
    From OGC P3O web site http://www.p3o-officialsite.com/
  • 12. A possible Structure – one of many!
  • 13. Your mileage may vary!
    Organisational structures depend on
    total size
    available management skill sets
    range of duties associated with team leadership
    So don’t take what I say or what ITIL says as gospel, consider how it will best work in your organisation!
  • 14. But what about the people?
    ITIL says we need skilled people…
    What skills?
    How will we define and test them?
    For which job roles?
    To what level?
    Plenty of questions, but ITIL V3 does not give us the answers!
  • 15. Best practice to the rescue – SFIA
  • 16. SFIA Model
    Two dimensions
    Skill areas
    Levels of Responsibility
    These can the be mapped to job roles to fully describe IS/IT skill levels
    Current version of SFIA is V4
  • 17. SFIA Skill areas
    Eighty eight skill areas covering:
    Strategy & architecture
    Solution development and implementation
    Business change
    Service management
    Service Strategy
    Service Design
    Service Transition
    Service Operation
    Procurement & management support
    Client interface
  • 18. SFIA Levels of Responsibility
    Follow
    Assist
    Apply
    Enable
    Ensure/advise
    Initiate, influence
    Set strategy, inspire, mobilise
  • 19. SFIA Example – Change Management
    Skill area:
    The management of change to the service infrastructure including service assets, configuration items and associated documentation, be it via request for change (RFC), emergency changes, incidents and problems, so providing effective control and mitigation of risk to the availability, performance, security and compliance of the business services impacted.
  • 20. SFIA Example – Change Management
    Levels:
    Level 3Develops, documents and implements changes based on requests for change. Applies change control procedures.
    Level 4Assesses analyses, develops, documents and implements changes based on requests for change.
    Level 5 Develops implementation plans for dealing with more complex requests for change, evaluates risks to integrity of infrastructure inherent in proposed implementations, seeks authority for those activities, reviews the effectiveness of change implementation, suggests improvement to organisational procedures governing change management. Leads the assessment, analysis, development, documentation and implementation of changes based on requests for change.
    Level 6Sets the organisation's policy for the management of change in live services and test environments, and ensures that the policy is reflected in practice.
  • 21. Summary
    ITIL V3 provides significant additional meat in the area of people and organisation, but not enough.
    Other sources of best practice can make a very significant contribution to our knowledge in these areas.
    The trick is understanding how all these best practices and standards “click together”.
    Organisational structure is not a panacea, but is part of an overall service management approach, as part of the “Four Ps” – people, product, process & partners.
  • 22. Questions ?

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