Introduction

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Introduction

  1. 1. Doing IT/ITSM 1994 IT Security 2001 Industries: R&D, Publishing, Manufacturing, Advertising, Peleg Holzmann, MS, CISSP, ITIL v3 Expert Education, Training… 2011 Masters Information Systems Security (with distinction 3.975/4.0) DePaul University Chicago IL Thesis: IITL & COBIT – Change ManagementPrevious Certifications Cobit 4.3 Prince2MCSE + Internet M_o_R SOXCCNA GLBA Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 2
  2. 2. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 3
  3. 3. Business today want IT tofunction like normal utilitiessuch as water or electric. Simply having the best technology does not ensure that IT can provide the proper UTILITY such as reliability. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 4
  4. 4. “ITIL is a public framework that describes bestpractice in IT Service Management.…from both a business and a customerperspective.”- An Introductory Overview of ITIL V3* Developed in 1990’s* Version 1 1989-1996 (more then 30 volumes)* Version 2 2000-2001 (2009 ITIL v2 Certification retired)* Version 3 – 2007 (26 processes & functions)* Version 3 2011 Edition – 2011 (Owned now by HM Government) Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 5
  5. 5. 483 Pages 442 Pages 347 Pages 370 Pages 246 Pages Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 6
  6. 6. The Service Strategy book focuses on how to design, develop, and implementService Management as a strategic asset. 1 Demand Management 2 Service Portfolio Management (SPM) 3 Financial Management for IT Services A Business Relationship Management B Strategy Management for IT Services Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 7
  7. 7. The Service Design book provides guidance for the design and development ofservices and processes, covering design principles and methods for convertingstrategic objectives into portfolios of services and service assets. 4 Service Catalog Management (SCM) 5 Service Level Management (SLM) 6 Supplier Management 7 Capacity Management 8 Availability Management 9 IT Service Continuity Management (ITSCM) 10 Information Security Management C Design Coordination 8 Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
  8. 8. The Service Transition book covers the development and improvement ofcapabilities for transitioning new and changed services into the live production /operating environment. 11 Transition Planning & Support 12 Change Management Service Asset & 13 Configuration Management (SACM) 14 Release & Deployment Management 15 Service Validation & Testing 16 Change Evaluation 17 Knowledge Management 9 Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
  9. 9. The Service Operation book takes a look at the different practices in themanagement of Service Operation and includes guidance on achieving efficiency andeffectiveness in the delivery and support of services 18 Event Management 19 Incident Management 20 Request Fulfillment 21 Problem Management 22 Access Management 10 Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
  10. 10. The Continual Service Improvement book is focused on creating and maintaining valuefor customers through better design, introduction, and operation of services. 23 7-Step (CSI) Improvement Process 11 Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
  11. 11. A Business Relationship Management C Design CoordinationB Strategy Management for IT Services 12 Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
  12. 12. Service DesignEvent Management Service Strategy Service Service Operation Transition 13 Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
  13. 13. 14 Continual Service Improvement (CSI) Service Transition Lifecycle Module (ST) Service Operation (SO) Managing Across the Lifecycle (MALC) Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved Service Design (SD) ITIL V3 FoundationITIL V3 Expert Service Strategy (SS) Release Control & Validation (RCV) Capability Module Planning Protection & Optimization (PPO) You are here… Operational Support & Analysis (OSA) Service Offering & Agreements (SOA)
  14. 14. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 15
  15. 15. IT Service Management:A set of specialized organizational capabilities for providing value to customers in theform of services. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 16
  16. 16. Capability (ITIL Service Design, SD)The ability of an organization, person, process, application, IT service or otherConfiguration Item (CI) to carry out an activity. Capabilities are assets of an organization.Capabilities represent an organizations ability to coordinate, control and deployresources to produce value.Capabilities can be described as:• The functions and processes utilized to manage services• Intangible assets of an organization that cannot be purchased, but rather must be developed and matured over time.The ITSM set of organizational capabilities aims to enable the effective and efficientdelivery of services to customers. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 17
  17. 17. …capabilities are shaped by challenges they are expected to overcome.Toyota 1950’s had to overcome the challenges of smaller scale and less financial capital then their American competition. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 18
  18. 18. Resource: (ITIL Service Strategy, SS)A generic term that includes IT infrastructure, people, money or anything else thatmight help to deliver an IT service. Resources are considered to be tangible assets of anorganization. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 19
  19. 19. Process:A structured set of activities designed to accomplish a specific objective. A processtakes one or more defined inputs and turns them into defined outputs. It mayinclude any of the roles, responsibilities, tools and management controls required toreliability deliver the outputs. A process may define, policies, standards, guidelines,activities and work instructions as needed.A set of coordinated activities combing and implementing resources and capabilities inorder to produce and outcome and provide value to customers and stakeholders.Processes are strategic assets when they create competitive advantage and marketdifferentiation. They define roles, responsibilities, tools, management controls,policies, standards, guidelines, activities and work instructions if they are needed. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 20
  20. 20. Service:A means of delivering value to Customers by facilitating outcomes customers want toachieve without the ownership of specific costs or risks. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 21
  21. 21. Functions:A team or group of people and the tools or other resources they use to carry out one ormore processes or activities – for example, the service desk. The term also has two othermeanings:• A intended purpose for a CI, person, team, process or IT service. For example, one function of an e-mail service may be to store and forward outgoing e-mails, while the function of a business process may be to dispatch goods to customers.• To perform the intended purpose correctly, as in “The computer is functioning correctly”. • Service Desk • Technical Management • Application Management • IT Operations Management Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 22
  22. 22. Process Owner:The person who is held accountable for ensuring that a process is fit for purpose. Theprocess owner’s responsibilities include sponsorship, design, change management andcontinual improvement of the process and its metrics. The role can be assigned to thesame person who carries out the process manager role, but the two roles may beseparate in larger organizations.The person responsible for ensuring that the process is fit for the desired purpose (FITFOR PURPOSE – UTIILITY) and is accountable for the outputs of that process.Example: The owner of the Availability Management Process. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 23
  23. 23. Process Manager:A role responsible for the operational management of a process. The process mangersresponsibilities include planning and coordination of all activities required to carryout, monitor and report on the process. There may be several process managers for onprocess – for example, regional change managers or IT service continuity managers foreach data center. The process manager role is often assigned to the person who carriesout the process owner role, but the two roles may be separate in larger organizations.The person responsible for the operational management of a process. There may beseveral Managers for the one process. They all report to the process owner. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 24
  24. 24. Service Owner: (ITIL Service Strategy, SS)A role responsible for managing one or more services throughout their entire lifecycle.Service owners are instrumental in the development of service strategy and areresponsible for the content of the service portfolio. See also business relationshipmanager.The person who is accountable for the delivery of a specific IT service. They areresponsible for continual improvement and management of change affecting theservices under their care. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 25
  25. 25. Service Manager:A generic term for any manager within the service provider. Most commonly used torefer to a business relationship manger, a process manager or a senior manager withresponsibility for IT services overall. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 26
  26. 26. Internal Service Provider:An internal service provider that is embedded within a business unit e.g. on ITorganization within each of the business units. The key factor is that the IT servicesprovide a source of competitive advantage in the market space the business exists in. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 27
  27. 27. Shared Service Provider:An internal service provider that provides shared IT service to more then one businessunit. E.g. one IT organization to service all businesses in an umbrella organization. ITservices typically don’t provide a source of competitive advantage, but instead supporteffective and efficient processes. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 28
  28. 28. External Service Provider:Service provider that provides IT services to external customers i.e. outsourcing. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 29
  29. 29. Business Case: (ITIL Service Strategy, SS)Justification for a significant item of expenditure. The business case includes informationabout costs, benefits, options, issues, risks and possible returns. See also Cost BenefitAnalysis.A decision support and planning tool that projects the likely consequences of a businessaction. It provides justification for a significant item of expenditure. Incudes informationabout costs, benefits, options, issues risks and possible problems. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 30
  30. 30. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 31
  31. 31. Services are a means of delivering value to customers by FACILITATING the OUTCOMES customers want to achieve WITHOUT OWNERSHIP of SPECIFIC COST OR RISK.Customer satisfaction is crucial. Customers need to not only be satisfied with thecurrent level of service but they need to be confident in the service providers ability tocontinue to provide the required level of service or even improve upon it. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 32
  32. 32. One needs to have a Service Oriented or end-to-end view of what their organizationactually provides to the customer.Consider how one identifies quality and value of the service being delivered.I.E. In a restaurant it is not just the quality of the food but….• The cleanliness of the restaurant• The friendliness of the staff• The abidance of the restaurant (lighting, music, decorations etc.)• The time it takes to get your order taken and the food to arrive• Were drinks refilled when needed• Etc.If just one of these factors is bad then our whole perception of the service will beadversely affected. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 33
  33. 33. • Communication with customers and end users is effectively maintained.• Appropriate resolution times are maintained for end user and customer enquiries.• Transparency and visibility of the IT organization and where money is being spent is maintained.• The IT organization works proactively to identify potential problems that should be rectified or improvement actions that could be made. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 34
  34. 34. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 35
  35. 35. Processes define actions, dependencies and sequences. A well definedprocess can also improve productivity within the organization and withinfunctions.Processes should be: Measurable Relevant manner and should be performance driven measurements Specific Results Reason the process exists…deliver specific results (individually identifiable and countable) Customers Delivers to customer or stakeholder Responds to Trigger …may be ongoing and iterative, …traceable to specific trigger event. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 36
  36. 36. Process Control Owner Policy Objectives Reports & ReviewsTriggers Documentation Feedback Process Activities Metrics Roles Process Process Inputs Outputs Work Procedures Improvements Instructions Process Enablers Resources Capabilities Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 37
  37. 37. • When defining or designing a process it is important to physical and behavioral aspects that exist. This is accomplished by ensuring that all required stakeholders are involved.• Communication of stakeholders ideas and concerns• Adequate training and education Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 38
  38. 38. Functions are logical groupings of roles and automatedmeasures that execute a process, an activity or both. Technical IT Operational ManagementService Desk Management IT Operations Control Application Mainframes Management Facilities Financial Servers Management Management Network HR Applications Storage Business Applications Desktop Service Operation Functions Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 39
  39. 39. Group: A number of people who are similar in some way.Team: A team is a more formal type of group.Department: A formal organizational structure which exists to perform aspecific set of defined activities on a ongoing basis.Division: A number of departments that have been grouped together often bygeography or product. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 40
  40. 40. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 41
  41. 41. Operations Service Desk Desktop Applications ManagementLogging R, A, C, I - - C, IClassification R, A, C, I R, C, I C, IInvestigation A, C, I R, C, I R, C, I C, IR= ResponsibleActually does the work for that activity but reports to the function or position that hasan “A” against it.A= AccountableIs made accountable for ensuring that the action takes place, even if they might not doit themselves. This role implies ownership.C= ConsultAdvice, guidance or information can be gained from this function or position prior tothe action taking place.I= InformThe function or position that is told about the even after it has happened. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 42
  42. 42. Only 1 “A” per row can be defined, this ensures accountability.At lease 1 “R” per row, this indicates that some action is taking place. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 43
  43. 43. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 44
  44. 44. • IT BudgetsService Strategy • Patterns of Business Activity (PBA) • Service Portfolio Information • New and changed service assets Service Design • Service Catalogue, SLA’s, OLS’s, UC’s • Testing and Validation Criteria • Known Errors fromService Transition Development • Testing and Validation Results • Change Authorization • Incidents, Problems, Events, Service RequestsService Operation • Request for Change (RFC) • Information collected for infrastructure monitoringContinual Service • Service and Process Improvements Improvement Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 45
  45. 45. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 46
  46. 46. Customer satisfaction is crucial!Customers need to not only be satisfiedwith the current level of service but theyneed to be confident in the serviceproviders ability to continue to provide therequired level of service or even improveupon it. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 47
  47. 47. The key is was value delivered and the sought afterservice delivered to the customer’s satisfaction? Remember: Value is in the perception of the customer Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 48
  48. 48. Internal Service: support an internal activity External Service: actually achieve business outcomesIt is important torecognize thatinternal services need Internalto be linked to Serviceexternal servicesbefore their External Servicecontribution tobusiness outcomescan be measured andunderstood.Especially when looking atROI. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 49
  49. 49. Service 3 How the IT services will be aligned with the 3 other chain of dependencies within the organization.Service 2 Define 1 Service 1 Outcomes IT Services IT Services Outcomes 2 IT Services that support Outcomes Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 50
  50. 50. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 51
  51. 51. Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved 52

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