Applying the Principles of ITIL
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Applying the Principles of ITIL

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Applying the Principles of ITIL Applying the Principles of ITIL Presentation Transcript

  • Applying the Principles of the Information Technology Infrastructure Library MTP4032 Wednesday, 9:15 p.m. Tim Salaver Dana Software, Inc.
  • Infrastructure Management Unisys managed service development staff are certified in IT Infrastructure Library (ITIL) standards, the emerging benchmark for IT service management. Unisys then applies these best practice service processes to their global managed service methodology.Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 2 Inc.
  • What does it mean? Used by hundreds of organizations throughout the world and supported by companies such as Unisys, Hewlett Packard, Proctor and Gamble, and Nortel Networks, ITIL is a set of documents created by the United Kingdoms Office of Government Commerce (OGC). ITIL is the most widely accepted approach to IT service management in the world, ITIL provides a comprehensive and consistent set of best practices for IT service management, promoting a quality approach to achieving business effectiveness and efficiency in the use of information systems.Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 3 Inc.
  • Implementing ITIL Best Practices Aligning technology initiatives to corporate objectives is a responsibility of every technology department. ITIL is relevant to virtually anyone who provides IT services to Customers, partners, suppliers, or internal colleagues.Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 4 Inc.
  • Implementing ITIL Best Practices IT Service Management best practices are systematically and cohesively based on service quality and developing effective and efficient processes. Improved support to the business in delivering better services to customers tailored to their needs. By offering services, based upon effective and appropriate underlying principles, practices are designed and developed in sympathy with the customers requirements, the customers business practices and goals can be more readily matched. IT can then become an enabler of the business rather than merely a support function.Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 5 Inc.
  • Benefits of ITIL ITIL concepts and practices have been created for IT Service Delivery and IT Service Support. Increased efficiencies in customer service, technology resource management, and cross-functional corporate productivity. ITIL is guidance and recommendations and not software nor toolsCopyright © 2003 Tim Salaver, Dana Software,September 23, 200 6 Inc.
  • Best Practices Framework (ICT) - Information and Communications TechnologyCopyright © 2003 Tim Salaver, Dana Software,September 23, 200 7 Inc.
  • Service Delivery Service Level Management Availability Management Capacity Management IT Financial Management Continuity ManagementCopyright © 2003 Tim Salaver, Dana Software,September 23, 200 8 Inc.
  • Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 9 Inc.
  • Service Support Service/Help Desk Incident Management Problem Management Change Management Release Management Configuration ManagementCopyright © 2003 Tim Salaver, Dana Software,September 23, 200 10 Inc.
  • Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 11 Inc.
  • Defining the Problem Gartner Group report which showed that nearly 80% of production outages occur as a result of operator error (40%) and application failures (40%). The remaining 20% are a result of technology errors caused by the operating system and hardware. These statistics clearly show the need for having Application Management and IT Service Management work closely together to reduce the production outages of IT systems.Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 12 Inc.
  • Positioning of ApplicationManagement The relationships between Application Development, Service Management, and Application ManagementCopyright © 2003 Tim Salaver, Dana Software,September 23, 200 13 Inc.
  • High-Level BusinessArchitectureCopyright © 2003 Tim Salaver, Dana Software,September 23, 200 14 Inc.
  • Defining BusinessArchitecture Clearly list business objectives and supporting IT services and applications This listing provides the basis on which to begin the definition of business objectives in each functional area, to be followed by the mapping of IT services and applications against these business objectives.Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 15 Inc.
  • Strategic Alignment ModelCopyright © 2003 Tim Salaver, Dana Software,September 23, 200 16 Inc.
  • Business–IT alignment andService Management Need for aligning business and IT objectives Use of an architecture to capture key business functions Build model, based on the strategic value of IT, to determine which of four main perspectives should be utilized in the alignment of business and IT strategies.Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 17 Inc.
  • Twelve Steps to EnterpriseAlignment1. Determine Vision2. Define Mission3. Develop Strategies4. Set Goals5. Plan Business Portfolio6. Establish Policies and Procedures7. Create Processes and Activities8. Assign Resources and Assets9. Build Products and Services10. Fulfill Customer Needs11. Drive Operational Excellence12. Communicate ResultsCopyright © 2003 Tim Salaver, Dana Software,September 23, 200 18 Inc.
  • Strategic AlignmentObjectives Model (SAOM) Conceptualizes the relationship of IT services and IT systems to the business functions. Business functionality is deployed through applications, and applications make up IT systems and services. The SAOM depicts business functions directly supported by one or more IT services, which are made up of one or more IT systemsCopyright © 2003 Tim Salaver, Dana Software,September 23, 200 19 Inc.
  • Strategic AlignmentObjectives Model (SAOM)Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 20 Inc.
  • Potential implementationpitfalls Do not try to implement the SAOM before stable service delivery to the business is established. Experience shows that most business functions are not willing to discuss added value or strategic issues when the availability and flexibility of the current IT services are poor. It is of little use to implement Application Management best practices, overlapping other disciplines like IT Service Management and application development, if these other disciplines have not reached a sufficient level of maturity. It is not possible to implement inter-process dependencies and management controls if the individual processes have no measurements and controls. Before implementing an application portfolio it is important to have mature Configuration Management, Release Management and software Configuration Management processes. There are few benefits to be gained from managing the IT investments from a business point of view if the assets themselves are not managed at an IT level.Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 21 Inc.
  • Potential implementationpitfalls The implementation of Application Management should not be confused with the introduction of other disciplines such as Service Level Management and testing. If an organization attempts to introduce a number of disciplines under the banner of Application Management then the costs and time implications will be extremely high and the implementation may be called to a halt. It will not be possible to determine whether process execution has been enhanced through implementing Knowledge Management unless processes have reached a level of maturity at which efficiency and effectiveness are constantly measured.Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 22 Inc.
  • Service Dependency Model In order to understand and manage the reliance and criticality of an application within a system, it is important to understand how each application relates to others within the system, and also how this relationship affects other dependent systems.Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 23 Inc.
  • Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 24 Inc.
  • Service Examples of build phase manageability checks Management Functions Configuration Have the developers built the application to conform to the Management corporate standards that are used for Configuration Management? Does the application use only programs and tools that are considered acceptable and are included within the product catalogue? Does the application include support for version control and management? Have the developers built in the chosen CI structure to the application? Change Has the application been built and tested against the Management corporate Change Management process? Release Has the application been built and tested in ways that ensure Management it can be released into the environment in a simple and efficient way? Security Is the build process following security best practice for this Management activity? Incident Is a simple creation-of-Incidents process, for when something Management goes wrong, built into the application and tested? Has the compatibility with the organizational Incident management system been tested?Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 25 Inc.
  • Service Examples of build phase manageability checks Management Functions Problem Has the program’s ability to provide information to facilitate Management root cause analysis and Problem Management been tested? Has the program been developed to readily communicate problems encountered. Capacity Has the application been built and tested to ensure that it Management meets the capacity requirements? Has the capacity information provided by the application been tested and verified? Are stress and volume characteristics built into the application? Availability How has the application been built to address the availability Management requirements of the application, and how has this been tested? What testing has been done to ensure that the application meets the backup and recovery capabilities of the organization? What happens when the application is under stress? Service Has the application been built to support the business Continuity recovery process following a disaster, and how has this been Management tested? Service Level Does the application meet the SLA requirements of the Management organization, and has this been tested? Financial Has the application been built to deliver financial information, Management and how is this being tested?Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 26 Inc.
  • Summary The adoption and implementation of IT Service Management best practices should be a priority of all companies, but the expense and resources required is more suited toward those organizations with large IT departments that service hundreds or thousands of requests per month Fortune 2000 – the cost and revenue opportunities can mean millions of dollars in savings. In some cases, a 10-15% savings in IT costs can make a significant contribution to the bottom-line, affecting stock price and EPS. However, the most important beneficiaries are the IT customers.Copyright © 2003 Tim Salaver, Dana Software,September 23, 200 27 Inc.
  • Contact Information Tim Salaver SVP, Chief Products Officer Dana Software, Inc 381 Stockton Ave San Jose, CA 95126 (408) 279-3838 Main (408) 535-4337 Office tsalaver@danasoftwareinc.com www.danasoftwareinc.comCopyright © 2003 Tim Salaver, Dana Software,September 23, 200 28 Inc.