Itil v3
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Itil v3

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    Itil v3 Itil v3 Presentation Transcript

    •  Current Version: V3 2011 Refresh Fits any size organization Revolutionize the way IT and Business communicate Gain market advantage Drive productivity, efficiency, business processes Increase sales, growth and cost savings Survey 2003 over 20,000 companies use ITIL 2
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    • Service Strategy 1) Strategy management for IT Services 2) Service Portfolio Management (SPM) 3) Demand Management 4) Financial Management for IT Services 5) Business Relationship ManagementService Design 6) Design Coordination 7) Service Catalogue Management (SCM) 8) Service Level Management (SLM) 9) Supplier Management 10) Availability Management 11) Capacity Management 12) IT Service Continuity Management (ITSM) 13) Information Security Management 4
    • ServiceTransition 14) Transition Planning & Support 15) Change Management 16) Service Asset & Configuration Management (SACM) 17) Release & Deployment Management 18) Service Validation & Testing 19) Change Evaluation 20) Knowledge Management ContinualService ServiceOperation Improvement 21) Event Management 26) 7-Step (CSI) 22) Incident Management Improvement 23) Request Fulfillment Model 24) Problem Management 25) Access Management Functions 1) Service Desk 2) Technical Management 3) IT Operations Management 4) Application Management 5
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    • • Alignment with business needs. ITIL becomes an asset to the business when IT can proactively recommend solutions as a response to one or more business needs. The IT Strategy Group recommended in Service Strategy and the implementation of Service Portfolio Management gives IT the opportunity to understand the business’ current and future needs and develop service offerings that can address them IT investments result in tangible and quantifiable business value. IT becomes a revenue generator and not a cost center.• Negotiated achievable service levels. Business and IT become true partners when they can agree upon realistic service levels that deliver the necessary value at an acceptable cost. Business and IT become a cohesive team working towards a common goal.• Predictable, consistent processes. Customer expectations can be set and are easier to meet with through the use of predictable processes that are consistently used. As well, good practice processes are foundational and can assist in laying the groundwork to meet regulatory compliance requirements.• Efficiency in IT service delivery. Well-defined processes with clearly documented accountability for each activity as recommended through the use of a RACI matrix can significantly increase the efficiency of processes. In conjunction with the evaluation of efficiency metrics that indicate the time required to perform each activity, service delivery tasks can be optimized. 7
    • • Measurable, improvable services and processes. The adage that you can’t manage what you cannot measure rings true here. Consistent, repeatable processes can be measured and therefore can be better tuned for accurate delivery and overall effectiveness. For example, presume that a critical success factor (CDF) for incident management is to reduce the time to restore service. When predictable, consistent processes are used key performance indicators such as Mean Time To Restore Service (MTRS) can be captured to determine whether this Key Performance Indicator (KPI) is trending in a positive or negative direction so that the appropriate adjustments can be made. Additionally, under ITIL guidelines, services are designed to be measurable. With the proper metrics and monitoring in place, IT organizations can monitor Service Level Agreements (SLA)s and make improvements as necessary.• ITIL breaks down silos of isolation, harmonizes IT services with business needs and creates a true team work oriented environment which is customer and quality focused. 8
    • Provide a IITL Foundation/Primer course to all Milwaukee executives which will provide ahigh level overview of all 26 ITIL processes.Provide a IITL Foundation/Primer course to selected/all Milwaukee office individuals inall/some departments.Assemble steering committee to analyze and choose a ITIL process to implement which cangenerate a “quick win” and continue to move forward with ITIL implementation choosingpieces as deemed appropriate and attainable. Please note one does not need to start atService Strategy but can choose to start with any one of the 26 processes. 9
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