Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Itil & Process Concepts Awareness Tadawul 5 Of March 2007


Published on

This presentation was provided to Tadawul staffs during my work on ITIL process definition.

Published in: Business, Career

Itil & Process Concepts Awareness Tadawul 5 Of March 2007

  1. 1. ITIL and Process Concepts Prepared & Presents by: Abdulaziz Q.S Al-Faify [email_address]
  2. 2. Introduction This presentation will focus on ITIL Framework and IT processes. The attendees should get complete ideas and full knowledge regarding Service Management and ITIL processes in IT organization.
  3. 3. Contents <ul><li>Processes. </li></ul><ul><li>ITIL and Processes. </li></ul><ul><li>ITIL (Service Management) </li></ul><ul><li>ITIL Processes </li></ul><ul><ul><li>Service Support. </li></ul></ul><ul><ul><li>Service Delivery. </li></ul></ul><ul><li>Important Concepts. </li></ul><ul><li>ITIL certification. </li></ul><ul><li>Conclusion. </li></ul>
  4. 4. What is the Process? ITIL Concept A connected series of procedures Performed by agents with the intent of satisfying a purpose or achieving a goal. Role: A set of responsibilities, activities, and authorization. Department A Department B Department C Objectives Results Functions Procedure Procedure START/Input END/Outcome
  5. 5. Why Processes in IT? ITIL Concept Situation Undefined processes Poor process Integration Undefined processes Unclear roles & responsibilities Outcome Multiple reworks, false starts, periodic work stoppages Communication breakdowns, duplicate work efforts Unstable service delivery, Poor customer satisfaction Accountability failure, fixing broken processes
  6. 6. ITIL Processes and people New Skill Development and Attitude Transition From Users Inward Looking Technology Focus Random Processes Best Efforts Entirely In-House Fragmented, Silos Reactive Operations Manager System Skills To Customer Outward Looking Process Focus Rationalised, Streamlined processes Measured, Accountable Processes Balanced In/Outsource Integrated, End-To-End Proactive Service Manager “ Listening” Skills
  7. 7. Starting with process Description Phase <ul><ul><li>Level </li></ul></ul>Assemble new team, Owners and Manager, and any person relative to the implementation. Initiative 1 <ul><li>Create awareness program including: </li></ul><ul><li>Training ( ITIL Foundation is recommended ). </li></ul><ul><li>Assign periodically workshops and meetings. </li></ul>Awareness 2 Start implementation with easy and simple process ( Starting by Incident Management is high recommended ). Implementation 3 Monitor all progress and performance by assigning KPI’s and reporting mechanism. Control 4
  8. 8. Improvement of Processes Organization Vision Analysis Goal & Objectives Improvement Plans Measurement & Tracking Where are we now? Where do we want to be? How do we get there? Did we get where we wanted to be? Awareness & Education Planning Implementation Operation
  9. 9. Measurement of Process Maturity ITIL Concept –Pink Elephant- If you can not measure it, You can not improve it Description Maturity Level There is absolutely no evidence of activities supporting the processes Absence 0 There are ad-hoc activities present, but we are not aware of how they relate to each other within a single process. e.g. Words but no documented objectives or plans Initiation 1 We are aware of the process but some activities are still incomplete; there is no overall control. e.g. Positions are created, but roles and responsibilities are poorly defined Awareness 2 The process is well defined, understood and implemented. e.g. Targets for quality are set and results are measured Control 3 Inputs from this process comes from well controlled process…etc. e.g. Strong communication between departments working different processes. Integration 4 The process drives quality improvements and new business opportunities beyond the process. e.g. Quality Management and continues improvement are embedded. Optimization 5
  10. 10. IT Organization IT Organisations do not trip over the mountains… BUT…
  11. 11. Over the pebbles!! <ul><li>Disruptive changes </li></ul><ul><li>Poor Service Level Agreements </li></ul><ul><li>Unidentified components </li></ul><ul><li>Unknown service costs </li></ul><ul><li>Unable to justify investment </li></ul><ul><li>No measure or proof of improvement </li></ul>Possible solution  Service Management
  12. 12. ITIL (Service Management) <ul><li>Definition : Is a series of documents that are used to aid the implementation of a framework for IT Service Management. This customizable framework defines how Service Management is applied within an organization. </li></ul><ul><li>ITIL= Information Technology Infrastructure Library . </li></ul><ul><li>Owned by OGC (Office of Government Commerce) </li></ul>
  13. 13. Why ITIL? <ul><li>Greater degree of professionalism. </li></ul><ul><li>More focus on benefits to the customer/Business. </li></ul><ul><li>Better decision making metrics. </li></ul><ul><li>Clear points of contact. </li></ul><ul><li>Part of overall QM strategy-focus is on continues review and improvement. </li></ul><ul><li>Cost Reduction. </li></ul><ul><li>Helps to avoid reinventing the wheel. </li></ul><ul><li>Long term survival. </li></ul><ul><li>Gartner Measurements: ITIL Implementation reduces IT costs by 35%. </li></ul>....But it's not a one-time effort!!
  14. 14. ITIL Process, People, and Technology People: Properly aligned, Educated, Supportive Culture Process : Transformation to Create real Value Technology to enable efficient and effective support processes across the enterprise
  15. 15. ITIL Model Business Technology Planning to implement Service Management Applications Management Business Perspective ICT Infrastructure Mgmt Service Delivery Security Management Service Support
  16. 16. ITIL Areas <ul><li>There are two areas of ITIL that can cover all IT activities to be aligned with the Business: </li></ul><ul><li>Service Support: Five processes that provide support for day-to-day operation of IT services. </li></ul><ul><li>Service Delivery: Five processes that focus on long-term planning and improvement of IT services. </li></ul>
  17. 17. Service Support & Service Delivery Service Delivery Service Support Service Level Management Service Desk (Function) Continuity Management Incident Management Availability Management Problem Management Financial Management Change Management Capacity Management Release Management Configuration Management
  18. 18. Service Support Incident Mgmt. Configuration Mgmt . Change Mgmt. Service Desk Problem Mgmt Release Mgmt
  19. 19. Service Desk Model The Service Desk is the central point of contact between the customer and the IT area in all matters concerning IT services.
  20. 20. Service Desk, Incident, & Problem Management Service Support Incident Management : Restore normal service as quickly as possible. Problem Management : Minimize the adverse affect on the business of Incidents and Problems caused by errors in the infrastructure. Service Desk : The only ITIL function. Central point of contact between Customer/Users and IT Service Management.
  21. 21. Service Desk Language A Customer: A User: Person who uses the services on a day-to-day basis Person who commissions, pays for, and owns the IT services
  22. 22. Incident Management Restore normal service as quickly as possible with minimal disruption to the business.
  23. 23. Incident Life-Cycle Incident Detecting & Recording Ownership, monitoring, tracking, and communication Service Request Procedure Yes Initial Classification & Support Investigation & Diagnosis No Service Request? Resolution & Recovery Incident Closure
  24. 24. Incident Management Goal To restore normal service operation as quickly as possible and minimize the adverse impact on users and the organization. Definition An incident is any event which causes, or may cause an interruption to, or a reduction in, the quality of a service.
  25. 25. Problem Management <ul><li>Minimize the adverse effect on the business of Incidents and Problems caused by errors in the infrastructure. </li></ul><ul><ul><li>Identify root cause </li></ul></ul><ul><ul><li>Identify work-around </li></ul></ul><ul><ul><li>Identify solutions and raise </li></ul></ul><ul><ul><li>requests for change. </li></ul></ul>
  26. 26. Change Management Ensure that standardized methods are used for efficient and prompt handling of all Changes.
  27. 27. Change Management Life-Cycle Logging & filtering Classification Assessment Authorization Coordination Evaluation (PIR) RFC build / test / implement
  28. 28. Change Management Overview <ul><li>Change </li></ul><ul><ul><li>The addition, modification or removal of approved, supported or base lined hardware, network, software, application, environment, system, desktop build or associated documentation. </li></ul></ul><ul><li>Change Advisory Board </li></ul><ul><ul><li>A group of people who can give expert advice to Change Management on the implementation of Change. </li></ul></ul><ul><li>CAB / Emergency Committee (EC) </li></ul><ul><ul><li>A group of people to make emergency decisions. </li></ul></ul>
  29. 29. Change Management Overview2 <ul><li>Change Life Cycle </li></ul><ul><ul><li>The full cycle from raising the request for change until the evaluation of the executed change. </li></ul></ul><ul><li>Request for Change (RFC) </li></ul><ul><ul><li>Form, or screen, used to record details of a request for a Change to any CI within the infrastructure or to procedures and items associated with the infrastructure. </li></ul></ul><ul><li>Forward Schedule of Changes (FSC) </li></ul><ul><ul><li>A schedule that contains details of all Changes approved for implementation and their proposed implementation dates. </li></ul></ul>
  30. 30. Configuration Management CMDB The identification, control, reporting, relationship management, and verification of IT infrastructure components.
  31. 31. Configuration Management activities Configuration Management Database (CMDB) Identification: The selection, unique identification, description, and labeling of configuration items to be contained in the CMDB. Control: Ensure items added are authorized & identifiable, from receipt to disposal. Status Accounting: The reporting of all current and historical data concerned with configuration items. Verification & Audit: Audits to ensure that the CMDB reflects reality.
  32. 32. Release Management Plan, design, build, configure, test and deploy a risk-acceptable release consisting of related changes to the IT service infrastructure.
  33. 33. What is Release Management? <ul><li>Definition </li></ul><ul><li>conducts management and distribution of software and hardware versions in use, which are supported by IT service provision in order to comply to the agreed level of service. </li></ul><ul><li>Objectives </li></ul><ul><li>to plan and oversee the successful rollout of software and related hardware </li></ul><ul><li>to design and implement efficient procedures for the distribution and installation of Changes to IT systems </li></ul><ul><li>to ensure that hardware and software being changed is traceable, secure and that only correct, authorized and tested versions are installed </li></ul><ul><li>to communicate and manage expectations of the Customer during the planning and rollout of new Releases </li></ul>
  34. 34. Release Management Activities Configuration Management Database (CMDB) Definitive Software Library (DSL) Release Policy Release Planning Design & get SW/HW Build & Configure Release Fit-for-Purpose Testing Release Acceptance Rollout Planning Communi-cation Prep & Training Distribution & Installation
  35. 35. Configuration, Release, and Change
  36. 36. Service Delivery Open Hrs 9-5 Service Delivery Service Level Mgmt. Financial Mgmt. for IT Services Continuity Mgmt . Capacity Mgmt . Availability Mgmt.
  37. 37. Service Level Management SLM Define, agree, monitor, manage, and gradually improve business-aligned IT service quality, at an agreed cost. Review SLAs, OLAs, UCs Review SLM process Create/ update Service Catalog Meet & Identify Service Level Reqs Draft & Negotiate SLA Formalize SLA Monitor SLA & produce reports Plan & implement improve-ments Review underpinning contracts & OLAs
  38. 38. Financial Management Budgeting Accounting Charging Provide cost-effective management of the IT assets and of the financial resources used in providing IT services, establish fair means by which to recovery cost
  39. 39. Capacity Management Ensure that IT has sufficient resources to meet the requirements of business user community—now and in the future. Business Capacity Management What are the future needs of the business (relies on trends, forecasts, and models PLUS active discussion with the business) Service Capacity Management Monitor, analyze, tune, and report on end-to-end service performance Resource Capacity Management Monitor, analyze, run, and report on utilization of infrastructure components
  40. 40. Availability Management Design, implement, monitor, and optimize the availability and recovery of defined IT services. Business Requirements Estimate Availability Availability Plan Measure Effective Availability Implement Improve-ments
  41. 41. Continuity Management Support the overall business continuity process by ensuring that required IT functions can be recovered within an agreed time frame . Operational Management Implementation Requirements & Strategy Initiation
  42. 42. “ KEY” is Service SLA SLA Name, Date, Parties, Signatures Global Statements: Contacts, Escalation, Penalties, Definitions Parties involved, Roles & responsibilities Specification of Service Levels (Spreadsheet) Quality targets, Maintenance & Support Version Number, Dates, Contents, Signatures SLA Release Management & Service Change procedures Management reporting, Review procedure
  43. 43. But SLA has to live S ervice Level Management Service Level Agreement Service Catalogue Operational Level Agreements & Contracts Service Spreadsheet Service Quality Plan Monitor, Review & Report Service Improvement Programs Customer relationship management Service Level Requirements
  44. 44. Service Delivery Benefits <ul><li>From the Customer perspective : </li></ul><ul><li>Alignment of IT service offerings with needs of the business </li></ul><ul><li>Increase the confidence in IT in eyes of Customers </li></ul><ul><li>Reduced service interruptions </li></ul><ul><li>Impact of failure reduced </li></ul><ul><li>From the IT perspective : </li></ul><ul><li>Service level targets for IT are measurable </li></ul><ul><li>Areas for improvement are identified (through monitoring and review) </li></ul><ul><li>Can achieve “quality” by defining it and delivering it </li></ul><ul><li>Elimination of panic buying </li></ul><ul><li>Able to design services based on identified requirements </li></ul><ul><li>Provides cost-justifiable availability </li></ul><ul><li>Management of risk </li></ul>
  45. 45. Service Support Benefits <ul><li>From the User perspective: </li></ul><ul><li>Improved User services, perceptions, and satisfaction </li></ul><ul><li>Better quality in handling requests </li></ul><ul><li>Increase Service Desk first-time fix rate </li></ul><ul><li>From the IT perspective: </li></ul><ul><li>Impact of Incidents reduced </li></ul><ul><li>Elimination of lost Incidents </li></ul><ul><li>Greater ability to absorb and cope with high levels of Change </li></ul><ul><li>Improved organization learning </li></ul><ul><li>Better alignment of IT services to business </li></ul><ul><li>Improved service quality as a result of fewer Incidents </li></ul><ul><li>Improved and more efficient use of IT support resources </li></ul>
  46. 46. It is not just Technology Technology Tools and infrastructure Process Definition and design, compliance, and continuous improvement People Responsibilities, management, skills development, and discipline
  47. 47. Some ITIL Concepts <ul><li>ITIL is focusing on the user and the business needs, not on the technology. </li></ul><ul><li>ITIL will help you in the business / ICT dialog and provide you a common (sense) dialogue tool </li></ul><ul><li>ITIL is not only a methodology </li></ul><ul><li>ITIL is also a mindset ! </li></ul>
  48. 48. ITIL Certification <ul><li>Foundation </li></ul><ul><ul><li>Prerequisites: none </li></ul></ul><ul><ul><li>40 question/multiple choice </li></ul></ul><ul><li>Practitioner </li></ul><ul><ul><li>Prerequisites: Foundation, practical experience </li></ul></ul><ul><ul><li>40 question/multiple choice/ case study </li></ul></ul><ul><li>Manager’s </li></ul><ul><ul><li>Prerequisites: Foundation, 3 years, training </li></ul></ul><ul><ul><li>2 three-hour written exams </li></ul></ul>
  49. 49. What now? <ul><li>Education & Awareness: read more about ITIL, take a Foundations Training course </li></ul><ul><li>Assess your self </li></ul><ul><li>Need for more communication. </li></ul><ul><li>Start with your staffs (Discussion, Ideas, Obstacles …etc). </li></ul><ul><li>Some helpful references: </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li> ( For Training ) </li></ul>
  50. 50. Thanks a lot. Abdulaziz Q.S. Al-Faify [email_address]