Applying the Principles of ITIL

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 Kingdom's 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.

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.

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 customer's
requirements, the customer's business
practices and goals can be more readily
matched.
 IT can then become an enabler of the
business rather than merely a support
function.
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 tools

6 Inc.

Best Practices Framework

 (ICT) - Information and Communications Technology

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Service Delivery

 Service Level Management
 Availability Management
 Capacity Management
 IT Financial Management
 Continuity Management

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9 Inc.

Service Support

 Service/Help Desk
 Incident Management
 Problem Management
 Change Management
 Release Management
 Configuration Management

10 Inc.

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.

12 Inc.

Positioning of Application
Management
 The
relationships
between
Application
Development,
Service
Management,
and Application
Management

13 Inc.

High-Level Business
Architecture

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Defining Business
Architecture
 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.

15 Inc.

Strategic Alignment Model

16 Inc.

Business–IT alignment and
Service 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.

17 Inc.

Twelve Steps to Enterprise
Alignment
1. Determine Vision
2. Define Mission
3. Develop Strategies
4. Set Goals
5. Plan Business Portfolio
6. Establish Policies and Procedures
7. Create Processes and Activities
8. Assign Resources and Assets
9. Build Products and Services
10. Fulfill Customer Needs
11. Drive Operational Excellence
12. Communicate Results

18 Inc.

Strategic Alignment
Objectives 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 systems
19 Inc.

Strategic Alignment
Objectives Model (SAOM)

20 Inc.

Potential implementation
pitfalls
 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.

21 Inc.

Potential implementation
pitfalls
 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.

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.
23 Inc.

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?

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?

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.

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.com

28 Inc.

Applying the Principles of ITIL

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