What ITIL V3 doesn’t say about people and organisation Patrick Keogh Lucid IT

Agenda Review ITIL V2 roles and functions (note I’m taking a liberty here in only looking at SD&SS) 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 ?

Review

ITIL V2 roles and functions (note I’m taking a liberty here in only looking at SD&SS)

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 ?

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)

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)

ITIL V2 Process Owners CIO Service Desk and Service Desk Manager ? ? ? ? ? ? ? IT Staff ?

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

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

ITIL V3 Additional Functions IT Steering Group IT Operations Management Technical Management Applications Management

IT Steering Group

IT Operations Management

Technical Management

Applications Management

ITIL V3 – The Structure Emerges CIO Service Desk and Service Desk Manager IT Operations Management Technical Management Applications Management IT Steering Group

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

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

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.)

Project and programme management (Prince2, MSP, PMBOK etc.)

Governance and assurance (COBIT, ISO38500, ISO9000 etc.)

Information Security (PSM, ACSI33, ISO27001 etc.)

Additional Functions Project/Programme Management Office (PMO) Quality, Assurance and Risk Service Management Office (SMO) IT Training

Project/Programme Management Office (PMO)

Quality, Assurance and Risk

Service Management Office (SMO)

IT Training

A possible Structure

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!

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!

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!

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!

Best practice to the rescue – SFIA

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

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

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

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

SFIA Levels of Responsibility Follow Assist Apply Enable Ensure/advise Initiate, influence Set strategy, inspire, mobilise

Follow

Assist

Apply

Enable

Ensure/advise

Initiate, influence

Set strategy, inspire, mobilise

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.

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.

SFIA Example – Change Management Levels: Level 3 Develops, documents and implements changes based on requests for change. Applies change control procedures. Level 4 Assesses 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 6 Sets the organisation's policy for the management of change in live services and test environments, and ensures that the policy is reflected in practice.

Levels:

Level 3 Develops, documents and implements changes based on requests for change. Applies change control procedures.

Level 4 Assesses 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 6 Sets the organisation's policy for the management of change in live services and test environments, and ensures that the policy is reflected in practice.

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.

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.

Questions ?