IT Management Toolkit - ITIL Is Not Enough


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itSMF Egypt Third Annual Conference 01-10-2011

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IT Management Toolkit - ITIL Is Not Enough

  1. 1. It Management Toolkititil is not enough<br />Ahmed Al-Hadidi<br />itSMF Egypt 3rdAnnual Conference 2011<br />
  2. 2. About the Speaker<br />10 years of IT Experience<br />Master of Business Administration (MBA)<br />Diploma in Information Technology Management <br />B.Sc. in Electronics Engineering<br />ITIL V3 Service Operation<br />PRINCE2 Foundation<br />Six Sigma Green Belt<br />EAITSM Member since 2009<br />
  3. 3. Agenda<br />What is Driving IT Today?<br />Understanding Individual Frameworks and Standards<br />Frameworks and Standards Relation with ITIL<br />Strategic Alignment Model Enhanced<br />Guidelines for Successful Toolkit Implementation<br />
  4. 4. What is Driving IT Today?<br />
  5. 5. What is Driving IT Today?<br />
  6. 6. What is Driving IT Today?<br />
  7. 7. IT Organizations Transformation<br />
  8. 8. Can Business Answer These Questions?<br />
  9. 9. How many here use ITIL?<br />How many here use ITIL with another framework(s)?<br />How many here have heard of or participated in discussions on which is better?<br />How many here have wondered how all these models and standards fit together and might use them all in his organization?<br />
  10. 10. It is Not Only ITIL !!<br />
  11. 11. It is Easy to Get Lost<br />
  12. 12. Frameworks Mix<br />Most of the best practices and standards are not mutually exclusive and are most effective when used in combination such as ITIL, COBIT, CMM and ISO17799.<br />Average development organizations increase productivity by 30% through the consistent use of IT Standards.<br />
  13. 13. Gartner’s Review of Models<br />
  14. 14. Putting All Together<br />
  15. 15. ITIL<br />ITIL = Information Technology Infrastructure Library<br />De facto reference for “Best Practice” processes in IT Service Management<br />Set of ready-made “How To” references for managing IT<br />Best Practice NOT Methodology <br />Vendor/Solution agnostic<br />Service life cycle approach<br />5 Domains<br />
  16. 16. ITIL<br />
  17. 17. Vendor Frameworks Based on ITIL<br />
  18. 18. ISO/IEC 20000<br />The ONLY formal international standard for IT Service Management<br />Defines the requirements for an organization to deliver managed services<br />Standard NOT Best Practice<br />2 Parts:<br /><ul><li>Part 1: Specification (Shall)
  19. 19. Part 2: Code of Practice (Should)</li></ul>5 core processes<br />
  20. 20. ISO/IEC 20000<br />
  21. 21. ISO/IEC 20000 Relation with ITIL<br />
  22. 22. ASL<br />ASL = Application Services Library<br />Derived from the first version of ITIL in the late 1990s<br />A kind of “ITIL” for management, maintenance, enhancements, and renovations of business applications<br />Covers all aspects of Application Management<br />6 cluster of processes divided into 3 levels<br />
  23. 23. ASL<br />
  24. 24. ASL Relation with ITIL<br />ASL views Application Management as unique discipline. ITIL treats it as a combination of application development and service management<br />ITIL Application Management focuses on the manageability aspects of applications. ASL focuses on how Application Management is executed<br />ITIL does not differentiate between the initial development of the application, and the enhancements and renovations<br />ITIL is more for “Off-the-Shelves” applications<br />
  25. 25. ISO 27001<br />Formal standard that details the requirements for establishing and maintaining an Information Security Management System (ISMS)<br />Provides guidelines and recommendations for Security Management<br />2 Parts:<br /><ul><li>ISO 27001:2005: Requirements
  26. 26. ISO 17799:2005: Code of Practice
  27. 27. 11 domains – 39 control objectives – 133 controls</li></li></ul><li>ISO 27001 Relation with ITIL<br />ISO 27001 outlines what security controls you need to have. ITIL shows you how to get there<br />Main reference for ISM in ITIL is in the Service Design<br />
  28. 28. ITS-CMM<br />ITS-CMM = IT Services Capability Maturity Model<br />Specifies processes that are important for the delivery of services<br />Describes the maturity of the organizations providing IT services<br />Measures the capability of the IT services processes on a 5 level ordinal scale<br />24 process areas (16 core, 1 shared, 7 service-specific)<br />
  29. 29. It is All a Question of Maturity<br />
  30. 30. ITS-CMM Model<br />
  31. 31. ITS-CMM Relation with ITIL<br />ITIL is not a maturity model<br />ITS-CMM provides roadmap of “What” an organization should implement to mature. ITIL provides the “How” in terms of implementation guidance<br />ITS-CMM contains process areas for Service Delivery Planning and Service Quality Assurance<br />
  32. 32. ITS-CMM Relation with ITIL<br />
  33. 33. COBIT<br />If You Can’t MEASUREIT, You Can’t CONTROLIT<br />If You Can’t CONTROLIT, You Can’t MANAGEIT<br />
  34. 34. COBIT<br />COBIT = Control Objectives for Information and related Technology<br />De facto reference for IT controls<br />Identifies IT process that should exist to ensure IT is aligned with business<br />The ONLY IT management and control framework that covers the end-to-end IT life cycle<br />4 domains – 34 control processes – 318 control objectives<br />We continue to recommend that enterprises use COBIT to challenge their established IT governance procedures and to improve the controls they have in place.<br />
  35. 35. COBIT Framework<br />
  36. 36. COBIT Relation with ITIL<br />They are not alternative approaches<br />They are not mutually exclusive<br />They are highly complementary<br />COBIT outlines what you need to do. ITIL shows you how to get there<br />ITIL is about best practice processes. COBIT is about control points<br />
  37. 37. COBIT Relation with ITIL<br />
  38. 38. IT Balanced Scorecard<br />Derivative of the original Balanced Scorecard introduced by Kaplan and Norton in 1992<br />Instrument to measure and manage IT performance and enable alignment between business and IT<br />Plays an important role in COBIT<br />The major advantage of the IT Balanced Scorecard is that it provides a systematic translation of the strategy into critical success factors and metrics, which realizes the strategy.<br />CIO of a Belgian Financial Organization, 2006<br />
  39. 39. IT Balanced Scorecard<br />
  40. 40. IT Balanced Scorecard<br />USER ORIENTATION<br />How does the users perceive the IT performance?<br />CORPORATE CONTRIBUTION<br />How does the management view the IT performance?<br />Vision<br />and<br />Strategy<br />OPERATIONAL EXCELLENCE<br />How effective and efficient are the IT processes?<br />FUTURE ORIENTATION<br />Is IT positioned to meet future challenges?<br />
  41. 41. IT Balanced Scorecard Relation with ITIL<br />IT Balanced Scorecard translates ITIL KPI’s into business terms<br />IT Balanced Scorecard measures efficiency and effectiveness of ITIL processes<br />
  42. 42. Six Sigma<br />Business driven methodology for process improvement<br />Focuses improvement activities on those business processes that really matter the business (CTQ)<br />Tools used are applied using improvement framework known as DMAIC<br />For companies already in the ITIL implementation, Forrester recommends enhancements to the measurement system through the use of Six Sigma.<br />
  43. 43. Six Sigma Relation with ITIL<br />Six Sigma brings focus on ITIL processes that are CTQ<br />Six Sigma helps ITIL to understand where are the defects within ITIL processes, what is the COPQ, etc.<br />Six Sigma provides complementary tools to ITIL processes like cause and effect (fishbone) diagrams, control charts, etc.<br />
  44. 44. PRINCE2<br />PRINCE2 = PRojects IN Controlled Environment<br /> De facto project management standard in the UK<br />2 key principles:<br /><ul><li>Project should be derived by its business case
  45. 45. Focus on products produced by the project NOT the activities to produce them
  46. 46. 8 processes – 45 sub-processes</li></li></ul><li>PRINCE2<br />
  47. 47. PMBOK<br />PMBOK = Project Management Body of Knowledge<br />Project Management standard developed by Project Management Institute (PMI)<br />Collection of processes and knowledge areas generally accepted as best practice within the project management discipline<br />5 basic processes - 9 Knowledge areas – 44 processes<br />
  48. 48. PMBOK Relation with ITIL<br />
  49. 49. SAME<br />ITIL<br />COBIT<br />Six Sigma<br />ISO27001<br />IT Service CMM<br />ASL<br />ISO20000<br />PMBOK<br />PRINCE2<br />
  50. 50. The Calder – Moir Model<br />
  51. 51. The Big Picture<br />
  52. 52. Recommendations From Forrester<br />First COBIT for overall governance<br />Then ITIL for IT Service Management<br />Then ISO 27001for Information Security<br />Balanced Scorecard for measurement and communication<br />By year-end 2010, ITIL, Six Sigma and COBIT will become the de facto process, quality and governance frameworks utilized by IT operational groups.<br />Gartner’s Research Director, Ed Holub<br />
  53. 53. Tips for Integrating Frameworks<br />Tailoring<br />Prioritizing<br />Planning<br />Start Simple<br />Combine 2 or 3 at the most<br />Begin at the Beginning, not the End<br />
  54. 54. Questions<br />