This document provides an introduction and overview of ITIL (Information Technology Infrastructure Library). ITIL is a framework of best practices for IT service management and focuses on aligning IT services with business needs. The document outlines the history of ITIL and describes the key aspects of its service lifecycle approach including service strategy, design, transition, operation, and continual service improvement. It also discusses the service desk function and provides examples of processes within each lifecycle stage like service portfolio management and incident management. Benefits of adopting ITIL include improved business alignment, standardized processes, increased productivity and efficiency, and better customer satisfaction.
Introduction to Service Management and ITIL.pdfSSGC
The document is an introduction to ITIL 4 Foundation certification course. It discusses the significance of IT service management in enabling value creation for organizations. The goals of the ITIL 4 framework are described as providing guidance for digital transformation, new ways of working like agile and DevOps, and ensuring effective governance of IT enabled services. The key components of the ITIL 4 framework are the Service Value System (SVS) and the Four Dimensions model. The SVS represents how various components work together for value creation through services, while the four dimensions consider organizations, information & technology, partners & suppliers, and value streams & processes.
After unnecessary complexity has been reduced from the problem being solved, the scope of the solution to the problem is governed by the complexity of the problem. Complexity is needed to handle and process complexity. Systems acquire or accrete unnecessary complexity over time as originally unforeseen exceptions or changes are incorporated. It may be possible to reduce complexity by collapsing/compressing/combining/consolidating elements and by removing non-value-adding, duplicate, redundant activities. When unnecessary or accreted complexity in the problem being solved has been removed, you are left with necessary complexity that must be incorporated into the solution. Simple problems do not have complex solutions. Complex problems do not have simple solutions. The complexity factor of the proposed solution must match the complexity factor of the problem being resolved. Many system implementation and operational failures arise because of failure to understand and address the core complexity of the problem.
The Bottom Line of Software Asset Managementhdicapitalarea
A successful Software Asset Management (SAM) program has many aspects to consider and does not stand alone from other organizational Service Management practices.
Open Digital Architecture (ODA) is a blueprint for modular, cloud-based, open digital platforms that can be orchestrated using AI.
Designed to support our industry into the cloud native era, ODA sets the framework required
for CSPs to invest in IT, transforming business agility and operations by creating simpler IT and network solutions that are easier and cheaper to deploy, integrate and upgrade. Enabling growth, profitability and a cutting-edge customer experience.
ITIL implementation and Service Management Best Practices – useful informatio...SriramITISConsultant
Service Management is a practice hugely famous Business process framework. ITIL is one of the famous service management framework.
I've created a presentation for all, who are interested in knowing the basics of Service Management best practice or Implementation of ITIL in organization.
To know more, Please go through the Presentation.
Hope this presentation helps everyone in understanding basic implementation knowledge.
Isis Quiñones Sánchez is proposing a graduate plan of study leading to a Master of Science in Professional Studies degree at RIT, with concentrations in Project Management and Supply Chain Management. Her motivation comes from previous experience working on a project introducing a new HR software system, where she gained interest in PM and saw SCM as a supportive skill. Her proposed plan includes required and elective courses in both concentrations, as well as a co-op experience and capstone project. She plans to develop the program's learning objectives of communication, critical thinking, integrative learning and problem solving through coursework, assistantship experiences, and a capstone addressing SCM challenges.
Itil & Process Concepts Awareness Tadawul 5 Of March 2007Abdulaziz AlFaify
1. The document provides an introduction to ITIL (Information Technology Infrastructure Library) framework and IT processes, focusing on key concepts such as processes, service management, and ITIL certifications.
2. It explains important ITIL processes like incident management, problem management, change management, and release management. The goal of these processes is to improve service quality and reduce costs.
3. Implementing ITIL involves understanding processes, aligning people and roles, and using technology to support efficient service delivery and management. ITIL adoption brings benefits like improved services, reduced costs, and better alignment of IT with business needs.
This document provides an introduction and overview of ITIL (Information Technology Infrastructure Library). ITIL is a framework of best practices for IT service management and focuses on aligning IT services with business needs. The document outlines the history of ITIL and describes the key aspects of its service lifecycle approach including service strategy, design, transition, operation, and continual service improvement. It also discusses the service desk function and provides examples of processes within each lifecycle stage like service portfolio management and incident management. Benefits of adopting ITIL include improved business alignment, standardized processes, increased productivity and efficiency, and better customer satisfaction.
Introduction to Service Management and ITIL.pdfSSGC
The document is an introduction to ITIL 4 Foundation certification course. It discusses the significance of IT service management in enabling value creation for organizations. The goals of the ITIL 4 framework are described as providing guidance for digital transformation, new ways of working like agile and DevOps, and ensuring effective governance of IT enabled services. The key components of the ITIL 4 framework are the Service Value System (SVS) and the Four Dimensions model. The SVS represents how various components work together for value creation through services, while the four dimensions consider organizations, information & technology, partners & suppliers, and value streams & processes.
After unnecessary complexity has been reduced from the problem being solved, the scope of the solution to the problem is governed by the complexity of the problem. Complexity is needed to handle and process complexity. Systems acquire or accrete unnecessary complexity over time as originally unforeseen exceptions or changes are incorporated. It may be possible to reduce complexity by collapsing/compressing/combining/consolidating elements and by removing non-value-adding, duplicate, redundant activities. When unnecessary or accreted complexity in the problem being solved has been removed, you are left with necessary complexity that must be incorporated into the solution. Simple problems do not have complex solutions. Complex problems do not have simple solutions. The complexity factor of the proposed solution must match the complexity factor of the problem being resolved. Many system implementation and operational failures arise because of failure to understand and address the core complexity of the problem.
The Bottom Line of Software Asset Managementhdicapitalarea
A successful Software Asset Management (SAM) program has many aspects to consider and does not stand alone from other organizational Service Management practices.
Open Digital Architecture (ODA) is a blueprint for modular, cloud-based, open digital platforms that can be orchestrated using AI.
Designed to support our industry into the cloud native era, ODA sets the framework required
for CSPs to invest in IT, transforming business agility and operations by creating simpler IT and network solutions that are easier and cheaper to deploy, integrate and upgrade. Enabling growth, profitability and a cutting-edge customer experience.
ITIL implementation and Service Management Best Practices – useful informatio...SriramITISConsultant
Service Management is a practice hugely famous Business process framework. ITIL is one of the famous service management framework.
I've created a presentation for all, who are interested in knowing the basics of Service Management best practice or Implementation of ITIL in organization.
To know more, Please go through the Presentation.
Hope this presentation helps everyone in understanding basic implementation knowledge.
Isis Quiñones Sánchez is proposing a graduate plan of study leading to a Master of Science in Professional Studies degree at RIT, with concentrations in Project Management and Supply Chain Management. Her motivation comes from previous experience working on a project introducing a new HR software system, where she gained interest in PM and saw SCM as a supportive skill. Her proposed plan includes required and elective courses in both concentrations, as well as a co-op experience and capstone project. She plans to develop the program's learning objectives of communication, critical thinking, integrative learning and problem solving through coursework, assistantship experiences, and a capstone addressing SCM challenges.
Itil & Process Concepts Awareness Tadawul 5 Of March 2007Abdulaziz AlFaify
1. The document provides an introduction to ITIL (Information Technology Infrastructure Library) framework and IT processes, focusing on key concepts such as processes, service management, and ITIL certifications.
2. It explains important ITIL processes like incident management, problem management, change management, and release management. The goal of these processes is to improve service quality and reduce costs.
3. Implementing ITIL involves understanding processes, aligning people and roles, and using technology to support efficient service delivery and management. ITIL adoption brings benefits like improved services, reduced costs, and better alignment of IT with business needs.
IT4IT real life examples & myths and rumors dispelledTony Price
The document discusses myths and rumors about IT4IT and provides examples of how IT4IT can be applied in real-world situations. Some myths addressed include that IT4IT will replace other frameworks like ITIL and COBIT. The document advocates applying the IT4IT reference architecture and value chain perspective to help integrate existing IT management standards and break down silos across different parts of the IT organization.
ServiceNow is the enterprise IT cloud company. We transform IT by automating and managing IT service relationships across the global enterprise. Organizations deploy our service to create a single system of record for IT and automate manual tasks, standardize processes, and consolidate legacy systems. Using our extensible platform, our customers create custom applications and evolve the IT service model to service domains inside and outside the enterprise.
This document provides an overview of the key differences between ITIL v3 and ITIL v4. Some of the major changes include:
- ITIL v4 is called simply ITIL rather than having a version number.
- While ITIL v4 retains many core elements of v3, there are no direct module mappings between the two frameworks.
- The service lifecycle is replaced by a service value chain in ITIL v4, with updated terminology and activities.
- Management practices have replaced processes, with general, service, and technical practices defined.
- Guiding principles, governance, value chain, practices and continual improvement make up the new Service Value System in ITIL v4.
History of IT Service Management Practices and StandardsRob Akershoek
Evolution of IT service management practices and standards from Top Gun 1 (around 1990) to Top Gun Maverick (2022)
How did the IT management evolve since 1990? When were key standards and practices introduced?
The IT management market has significantly evolved over the last few years e.g. introducing DevOps, Continuous Delivery, Agile Development, SRE and IT4IT. Managing this new multi-vendor ecosystem consisting of cloud, containers and micro-services.
Managing this new digital reality requires you to combine various practices into one integrated Digital Operating Model, to optimize end-to-end IT value streams.
Modern IT Service Management Transformation - ITIL IndonesiaEryk Budi Pratama
Presented at Online ITIL Indonesia Webinar #5.
Content:
> Setting up the context
> Understanding holistic IT Management point of view
> IT Service Management Transformation
> Key Performance Indicator (KPI)
> IT Service Catalogue
> IT Sourcing
> Agile Incident Management
The document provides an overview of the ITIL 4 Foundation course mind map. It summarizes the key topics covered in the ITIL 4 Foundation certification including general management practices, service management practices, creating service value, the service relationship model, external factors, the service value system, the service value chain, service value streams, and the ITIL overview. It also includes an example case study of how ITIL principles could be applied at a car rental company.
Critical Review of Open Group IT4IT Reference ArchitectureAlan McSweeney
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function.
IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles.
This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model.
The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain:
• Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management
• Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes
• Design Chain Operations Reference model (DCOR) - Manages the product and service development processes
• Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies
It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function:
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
The document discusses IT service management (ITSM). It defines ITSM as a process-based approach to aligning IT services with organizational needs. ITSM is performed through people, processes, products, and partners. The document outlines some key benefits of ITSM, such as improved quality and productivity. It also discusses various ITSM frameworks and criteria for successful ITSM implementation, noting the importance of change management and business alignment.
The document summarizes an ITSM implementation project at an organization with 120 employees. The project formalized the incident management process, created documentation, implemented an automated service desk and incident tracking system, and trained staff. As a result, incident response improved, responsibilities were clarified, and customer satisfaction with IT services increased. Next steps include continuing to improve processes and implement additional ITIL components to further enhance IT service management.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
ITIL 4 service value chain data flows (input and outputs)Rob Akershoek
This document provides an overview of the inputs and outputs between activities in the IT service value chain. It shows that all activities engage with external parties, obtain new resources, plan, and improve. Key inputs include requirements, requests, incidents and feedback from customers and users. Outputs include improvement initiatives, status reports, and delivered services and components. The value chain aims to design, deliver, and support products and services based on strategic plans and customer needs.
Managing Complex Services in SAP and SAP Ariba from a Client PerspectiveSAP Ariba
"Managing Complex Services in SAP and SAP Ariba from a Client Perspective
Is your company challenged to manage complex services from supplier onboarding through to invoice pricing compliance? Learn how a Leading Oil & Gas company matured from a “Wild Catter” to an efficient operator with financial discipline and ability to capture critical supply chain information by managing the following critical business processes in SAP Ariba and SAP:
• Supplier qualification and onboarding (enabled by SAP Ariba)
• Contract management including commercial agreements for complex services (SAP Ariba as a contract repository integrated into SAP)
• Contract pricing compliance (SAP and Dolphin to support A/P processes)
Find out if an “Adopt over Adapt” design focused on the user experience and enabled by SAP and SAP Ariba buying channel capabilities can help optimize your processes."
Nowadays, IT operations are required to run on a tight budget and under constant watch. Compliance, security and mobile innovation are making proper auditing of IT systems absolutely necessary. Knowing the most fundamental facts, like who changed what, when, and where, will save hours of troubleshooting, satisfy compliance needs, and secure the environment. This white paper shows a methodical approach to IT infrastructure auditing. That includes proper planning, estimation of time needed to implement an effective IT auditing solution, and critical resources.
ITSM is one of the most popular and globally acknowledge IT service management certification for IT professionals. ITSM certification is offered to professionals who qualify in the ISO/IEC 20000 exam. To make this certification achievable, Simplilearn brings to you online ITSM training that lets you prepare for the ISO/IEC 20000 exam at your pace and from your own place. This presentation on ITSM includes all important topics based on the ISO/IEC 20000 exam. Each slide is prepared by our certified and experienced ITSM trainers. Understand all the service management processes including resolution process, control process, release process, service delivery process and relationship process through this ITSM training reference material. Improve your knowledge and enhance your confidence towards attaining the ITSM certification with Simplilearn.
This document discusses managed IT services provided by GSS America. It outlines various challenges faced by organizations including budget constraints, lack of skills, and regulatory compliance issues. GSS provides a range of managed services including infrastructure management, application management, and service delivery frameworks. Case studies demonstrate how GSS has helped clients through dedicated support teams, standard operating procedures, and optimized costs while ensuring quality of service and end user satisfaction.
Ariba Coverage of Risk Management within the Supplier LifecycleSean Thomson
We are excited to announce the general availability of SAP Supplier InfoNet version 3.0.This release supports our continued commitment to delivering superior risk insights and an enhanced end user experience. The release went live on 12th Dec, 2015.
The document summarizes IT service management at Hanover Technology Group. It discusses what service management is and the benefits it provides to HTG and its business partners. These benefits include increased customer satisfaction, financial savings, and improved decision making. The document also outlines HTG's 2011 goals and objectives for its service management initiative, which include implementing ITIL processes and the Service-Now automation platform to transform HTG's operations and deliver more business value. Training offerings are mentioned to educate staff on these new services and processes.
ITIL® Tutorial for Beginners | ITIL® Foundation Training | EdurekaEdureka!
YouTube Link: https://www.youtube.com/watch?v=ocYToLN9vrQ
** ITIL® Foundation Certification Training: https://www.edureka.co/itil-foundation-sp**
This Edureka video on 'ITIL® Tutorial for Beginners' will help you understand ITIL® Foundation and the various fundamental concepts surrounding this certification. It will also talk about why one should do ITIL® Certification and how it helps an organization in delivering valuable services to its customers.
Follow us to never miss an update in the future.
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It's not a question of IF but WHEN your organization will get audited. Get the latest advice on how to handle an audit request and best prepare what the auditors are looking for.
IBM Solutions Connect 2013 - Increase Efficiency by Automating IT Asset & Ser...IBM Software India
More than investing, managing and controlling IT assets is critical in an organisation. Companies have a lot to gain by maintaining control of IT assets. They can avoid massive unplanned expenses, increase productivity and provide easy access to information for decision making. When designing an IT asset management (ITAM) program, organisations need to keep the above in mind so as to make the most of their investments. Go through the presentation to find out more how IBM SmartCloud suite of solutions can help you achieve the above.
IT4IT real life examples & myths and rumors dispelledTony Price
The document discusses myths and rumors about IT4IT and provides examples of how IT4IT can be applied in real-world situations. Some myths addressed include that IT4IT will replace other frameworks like ITIL and COBIT. The document advocates applying the IT4IT reference architecture and value chain perspective to help integrate existing IT management standards and break down silos across different parts of the IT organization.
ServiceNow is the enterprise IT cloud company. We transform IT by automating and managing IT service relationships across the global enterprise. Organizations deploy our service to create a single system of record for IT and automate manual tasks, standardize processes, and consolidate legacy systems. Using our extensible platform, our customers create custom applications and evolve the IT service model to service domains inside and outside the enterprise.
This document provides an overview of the key differences between ITIL v3 and ITIL v4. Some of the major changes include:
- ITIL v4 is called simply ITIL rather than having a version number.
- While ITIL v4 retains many core elements of v3, there are no direct module mappings between the two frameworks.
- The service lifecycle is replaced by a service value chain in ITIL v4, with updated terminology and activities.
- Management practices have replaced processes, with general, service, and technical practices defined.
- Guiding principles, governance, value chain, practices and continual improvement make up the new Service Value System in ITIL v4.
History of IT Service Management Practices and StandardsRob Akershoek
Evolution of IT service management practices and standards from Top Gun 1 (around 1990) to Top Gun Maverick (2022)
How did the IT management evolve since 1990? When were key standards and practices introduced?
The IT management market has significantly evolved over the last few years e.g. introducing DevOps, Continuous Delivery, Agile Development, SRE and IT4IT. Managing this new multi-vendor ecosystem consisting of cloud, containers and micro-services.
Managing this new digital reality requires you to combine various practices into one integrated Digital Operating Model, to optimize end-to-end IT value streams.
Modern IT Service Management Transformation - ITIL IndonesiaEryk Budi Pratama
Presented at Online ITIL Indonesia Webinar #5.
Content:
> Setting up the context
> Understanding holistic IT Management point of view
> IT Service Management Transformation
> Key Performance Indicator (KPI)
> IT Service Catalogue
> IT Sourcing
> Agile Incident Management
The document provides an overview of the ITIL 4 Foundation course mind map. It summarizes the key topics covered in the ITIL 4 Foundation certification including general management practices, service management practices, creating service value, the service relationship model, external factors, the service value system, the service value chain, service value streams, and the ITIL overview. It also includes an example case study of how ITIL principles could be applied at a car rental company.
Critical Review of Open Group IT4IT Reference ArchitectureAlan McSweeney
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function.
IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles.
This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model.
The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain:
• Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management
• Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes
• Design Chain Operations Reference model (DCOR) - Manages the product and service development processes
• Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies
It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function:
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
The document discusses IT service management (ITSM). It defines ITSM as a process-based approach to aligning IT services with organizational needs. ITSM is performed through people, processes, products, and partners. The document outlines some key benefits of ITSM, such as improved quality and productivity. It also discusses various ITSM frameworks and criteria for successful ITSM implementation, noting the importance of change management and business alignment.
The document summarizes an ITSM implementation project at an organization with 120 employees. The project formalized the incident management process, created documentation, implemented an automated service desk and incident tracking system, and trained staff. As a result, incident response improved, responsibilities were clarified, and customer satisfaction with IT services increased. Next steps include continuing to improve processes and implement additional ITIL components to further enhance IT service management.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
ITIL 4 service value chain data flows (input and outputs)Rob Akershoek
This document provides an overview of the inputs and outputs between activities in the IT service value chain. It shows that all activities engage with external parties, obtain new resources, plan, and improve. Key inputs include requirements, requests, incidents and feedback from customers and users. Outputs include improvement initiatives, status reports, and delivered services and components. The value chain aims to design, deliver, and support products and services based on strategic plans and customer needs.
Managing Complex Services in SAP and SAP Ariba from a Client PerspectiveSAP Ariba
"Managing Complex Services in SAP and SAP Ariba from a Client Perspective
Is your company challenged to manage complex services from supplier onboarding through to invoice pricing compliance? Learn how a Leading Oil & Gas company matured from a “Wild Catter” to an efficient operator with financial discipline and ability to capture critical supply chain information by managing the following critical business processes in SAP Ariba and SAP:
• Supplier qualification and onboarding (enabled by SAP Ariba)
• Contract management including commercial agreements for complex services (SAP Ariba as a contract repository integrated into SAP)
• Contract pricing compliance (SAP and Dolphin to support A/P processes)
Find out if an “Adopt over Adapt” design focused on the user experience and enabled by SAP and SAP Ariba buying channel capabilities can help optimize your processes."
Nowadays, IT operations are required to run on a tight budget and under constant watch. Compliance, security and mobile innovation are making proper auditing of IT systems absolutely necessary. Knowing the most fundamental facts, like who changed what, when, and where, will save hours of troubleshooting, satisfy compliance needs, and secure the environment. This white paper shows a methodical approach to IT infrastructure auditing. That includes proper planning, estimation of time needed to implement an effective IT auditing solution, and critical resources.
ITSM is one of the most popular and globally acknowledge IT service management certification for IT professionals. ITSM certification is offered to professionals who qualify in the ISO/IEC 20000 exam. To make this certification achievable, Simplilearn brings to you online ITSM training that lets you prepare for the ISO/IEC 20000 exam at your pace and from your own place. This presentation on ITSM includes all important topics based on the ISO/IEC 20000 exam. Each slide is prepared by our certified and experienced ITSM trainers. Understand all the service management processes including resolution process, control process, release process, service delivery process and relationship process through this ITSM training reference material. Improve your knowledge and enhance your confidence towards attaining the ITSM certification with Simplilearn.
This document discusses managed IT services provided by GSS America. It outlines various challenges faced by organizations including budget constraints, lack of skills, and regulatory compliance issues. GSS provides a range of managed services including infrastructure management, application management, and service delivery frameworks. Case studies demonstrate how GSS has helped clients through dedicated support teams, standard operating procedures, and optimized costs while ensuring quality of service and end user satisfaction.
Ariba Coverage of Risk Management within the Supplier LifecycleSean Thomson
We are excited to announce the general availability of SAP Supplier InfoNet version 3.0.This release supports our continued commitment to delivering superior risk insights and an enhanced end user experience. The release went live on 12th Dec, 2015.
The document summarizes IT service management at Hanover Technology Group. It discusses what service management is and the benefits it provides to HTG and its business partners. These benefits include increased customer satisfaction, financial savings, and improved decision making. The document also outlines HTG's 2011 goals and objectives for its service management initiative, which include implementing ITIL processes and the Service-Now automation platform to transform HTG's operations and deliver more business value. Training offerings are mentioned to educate staff on these new services and processes.
ITIL® Tutorial for Beginners | ITIL® Foundation Training | EdurekaEdureka!
YouTube Link: https://www.youtube.com/watch?v=ocYToLN9vrQ
** ITIL® Foundation Certification Training: https://www.edureka.co/itil-foundation-sp**
This Edureka video on 'ITIL® Tutorial for Beginners' will help you understand ITIL® Foundation and the various fundamental concepts surrounding this certification. It will also talk about why one should do ITIL® Certification and how it helps an organization in delivering valuable services to its customers.
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
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ITAM Portfolio-The Big Umbrella-Slideshare.pptx
1. ITAM – IT Asset
Management
Training Session
Human brain processes images much
faster than text and 90 percent of
information transmitted to the brain is
visual so I have added more images in
PPT rather than long text
2. ITAM – The Big Umbrella
IT Asset Management
Procurement
(FAR Register)
HAM SAM CMDB IT Discovery Service Mapping
ITSM ITOM
3. Typical IT Infrastructure in Enterprise & IT without ITAM
The IT world without ITAM
• What Type of Equipment is it?
• Who is Owner for this device?
• Is it under Warranty?
• What is Cost Centre of this device?
• What is the utilization of this device?
• What is the status of this device?
• How many times Incidents/Downtime occurred?
• What is configuration of this device?
• What is the total cost of this device?
5. Demand Management & IT Procurement
IT Procurement
Process is the way to
make the organization to
do its business projects
with all necessary
hardware, software and
networks are available
and in service.
Demand management is
a planning methodology
used to forecast, plan
for and manage the
demand for products
and services
8. Employee Responsibility
to ensure the physical
security of Devices
• Be careful about Wear
and Tear damages
• Keep note of Make,
Model, Serial Number
• Store the laptop in a
locked cabinet
Software
•Virus Protection by
latest Security Patches
•Say NO to Unauthorized
Software
•Say NO to Unlicensed/
Freeware Software
Employee Responsibility for Devices
9. Data Standardization-Asset Attributes-Contd..
Category: LAN WAN Desktops Servers Printers
Mobile
Devices
Network
Appliances
Network
Sensors
Wireless Other
Class: USB Devices
Cell Phones
Laptops
PDAs
Tablets
Other
Data Attributes: Manufacturer
Model
Serial Number
Network Name
Operating System
IP Address
Applications
HIPAA Data
Owner
Contact Info
Location
Asset Tag
Checked out
Checked in
Attribute Value: Yes/ No
Step 2: Define classes
Step 3: Define Data Attributes
Step 4: Define Attribute Value
Define all the asset classification-types needed to
accurately and comprehensively describe the
assets found within the category within the
agency’s environment.
Step 1: Define Categories
Carefully define the data attribute’s value. Use pull-
down menus whenever possible to minimize
inconstant responses.
Select the data attributes required to accurately and
uniquely describe the individual asset classification.
Asset
Inventory
Template
Use an MS-Excel template for the manual collection of asset data if no automated capability exists. Create an MS-
Excel workbook and define individual worksheets for each asset category (e.g., Network, Desktop, Servers).
If necessary, combine multiple data collection spreadsheets into one master spreadsheet that will represent the
asset inventory.
CSDM
10. More about HAM
Time for some Practical Knowledge
Your instance URL:https://dev57559.service-now.com
11. Time for Quick Quiz
• Name some Zero Gravity
Places in India - Googling
is allowed
12. What SAM is all About
Software licenses outline specifically
what the end user can and cannot do
with the software.
They also clearly identify the
distribution and use rights of the user,
including those related to liabilities,
installation, and warranties.
14. SAM-Publishers and License Types
Publisher pack Agreement type
Adobe •Generic
•Enterprise Term License Agreement (ETLA)
•Cumulative Licensing Program (CLP)
•Transactional Licensing Program (TLP)
•Value Incentive Plan (VIP)
Citrix Generic
IBM •Generic
•Enterprise License Agreement (ELA)
•International Program License Agreement (IPLA): No license
impact.
•IBM Customer Agreement (ICA): No license impact.
•IBM Unlimited License Agreement (IULA)
Microsoft •Generic
•Enterprise Agreement, Enterprise Enrolment
•Enterprise Subscription Agreement
•Microsoft Products and Services Agreement
•Open License, Open Value, Open Value Subscription
•Select Enrolment, Select License, Select Plus
Oracle •Generic, Unlimited License Agreement (ULA)
VMware •Enterprise License Agreement (ELA)
•Enterprise Purchasing Program (EPP): No license impact
•Volume Purchasing Program (VPP): No license impact
1) Individual: License type for single installation
2) OEM (Original Equipment Manufacturers): License
type for software that is already installed in the
hardware.
3) Named User License: License Type for a specific user.
4) Volume: License Type supporting multiple users.
5) Client Access License (CAL): License type that gives a
user the rights to access the services of the server.
6) Trial License: License Type for trial versions of the
software.
7) Enterprise (Perpetual): License Type that does not
require renewal and is for lifelong.
8) Concurrent License: License Type for software that
can be accessed by a specific number of users at a
time
9) Perpetual Licensing
10)Free License: License Type for freeware software.
11)Enterprise Subscription: License Type that requires
renewal for every specific period.
1) Node Locked: License Type for workstations with
specific configurations
2) Proprietary Licensing
3) Floating Feature Licensing
4) Network Licensing
5) Feature-Based Licensing
15. What CMDB is all About-Contd..
CMDB
Incident
Management Problem
Management
Change
Management
Service Desk
Request
Fulfillment
Service
Catalogue
IT Financial
Management
Configuration
Management
Audit & Compliance
Risk Management
23. ALM - Phased Approach
Key Outputs
• Key Stakeholders
• Project meeting schedule
• Asset management scope
• Policies and procedure
• Establish project management structure
• Identify key Stakeholders, Contacts
• Conduct scoping meetings with key asset
owners
• Gather an asset inventory list from the
department that handles purchasing or
deployment of IT assets (i.e. procurement
department or help desk)
• Develop understanding of current IT
environment and existing inventory reports
• Define an authoritative data source for IT
assets in a structured and manageable manner
Identify roles and responsibilities
• Establish an asset repository for physical
information for each IT asset
• Establish standard asset category
guidelines (e.g., servers, mobile devices)
• Conduct workshops to determine the
current ITAM situation for each asset
category (e.g. Hardware, software,
Networks, Telecom)
• Standardize the naming convention for
each asset category and asset class.
• Centralized asset repository
• Standardized asset build guidelines
• Organization specific Nomenclature
Define asset categories and attributes
• Develop metrics to measure and demonstrate
tangible benefits/results
• Percentage of assets that contain sensitive
information
• Percentage of laptops under 3, 4, 5 years old
• Percentage of assets with asset owners from x
department
• Percentage of assets discovered not in the
State procurement system
• Percentage of duplicate assets
• Percentage of unknown assets
• Asset management metrics
• Dashboards
• Scheduled and Custom Reports
Establish asset management metrics
Step 1: Resources and scoping Step 2: Standardization Step 3: Metrics
24. Building ITAM – Where to Start
Planning Data Collection Analysis
Identify where IT assets are located Develop a process to collect IT assets Analyze the IT asset inventory
• Establish an IT asset management team
• Identify key stakeholders and asset repositories
• Define the ITAM scope
• Define asset management standards and data
attributes
• Establish a centralized, single source asset
repository for the collection of IT assets
• Establish access controls for the asset repository
• Define performance metrics, set targets and
monitor progress
• Develop data collection methodology and process
to expand the asset inventory
• Refine the asset management standards to
include additional data attributes
• Normalize data as it is entered into the asset
repository
• Perform Crowd Sourcing and cater regional
requirements in the design
• Develop an asset management decision
framework to assist in making clear
investment choices in IT assets
• Reconcile the collected inventory with other
existing data sources like SCCM, SAP to
validate and finalize Golden Dataset to feed in
tool
• Perform discovery for each active IP on the
network to build effective CMDB with CI and
Service Mapping
Ongoing IT
Asset
Management
Define an IT asset
management
strategy and
refresh period
Automate the
centralized, single
source of truth for
IT assets
Perform internal
compliance and
enterprise
architecture
reviews
Monitor hardware
asset changes
Provide IT asset
management
training for
employees
Key Accomplishment Develop an approach for collecting and maintaining the Company’s IT asset inventory
Please note that the following process is a suggested approach to asset management and may differ as per regional requirements
25. ITAM Maturity Plan
Current State
Tier / Activity Score
Tier 0 – Governance 0.0
Tier 1 – Trustworthy Data 0.0
Tier 2 – Practical Management 0.0
Tier 3 – Operational Integration 0.0
Tier 4 – Strategic Conformance 0.0
Total Capability Score (out of 5.0) 0.0
Future State
Tier / Activity Score
Tier 0 – Governance 0.0
Tier 1 – Trustworthy Data 0.0
Tier 2 – Practical Management 0.0
Tier 3 – Operational Integration 0.0
Tier 4 – Strategic Conformance 0.0
Total Capability Score (out of 5.0) 0.0
Path to Maturity
• Identify Stakeholders
• Establish CoE and
ALM Organization
• Asset Inventory/CMDB
• Asset Mgmt. Quick Wins
• ITSM & SAM Integration
• Linkage w/ Finance &
Procurement
Target 80% Global Adoption
26. Desired State Maturity Scorecard
Tier 3 Activity - Operational Integration Performed
CMDB Yes
CI to CI Relationships Yes
Incident/Problem Reporting for Vendor Management No
Centralized Service Catalog Yes
Centralized Purchasing No
Integrated Service Catalog to Purchasing No
Integrated Service Catalog to Asset Repository No
Integrated Purchasing and Asset Repository No
Integrated Asset Repository and CMDB Yes
Established KPI's for Asset Purchasing No
Total 0.4
Tier 4 Activity - Strategic Conformance: Performed
Business Service Mapping in CMDB Yes
Financial Costing for Configurations Yes
Rate Cards for Services Yes
Rate Cards for Contracts Yes
Rate Cards for Activities No
Integrated Total Cost of Ownership Reporting No
Integrated Budgeting/Forecasting Reporting Yes
Depreciation Management Yes
Chargeback/Showback Yes
Established KPI's for Financial Management of Assets No
Total 0.7
Tier 0 Activity - Governance Capability Performed
Centralized Asset Use Policies Yes
Shared Asset Processes No
Shared Asset Procedures No
Processes Reviewed for Intended Outcome Yes
Standard Process/Procedure Format Yes
Industry Training in ITAM No
Local User Group Participation Yes
End User Training on Asset Policies & Procedures Yes
Established KPI's for IT Asset Lifecycle Management Yes
Roles & Responsibilities identified for ITAM Activities Yes
Total 0.7
Tier 1 Activity - Trustworthy Data Performed
Centralized Repository for Assets (including financial/contractual data) No
Standardized Hardware & Software Models Yes
Centralized Inventory Management Yes
Centralized ITAM Reporting Yes
Internal Enterprise-wide Discovery Yes
Visibility of all Asset Across the Organization Yes
Acquisition Details of All Assets Yes
Status/State of All Assets No
Established KPI's for Data Accuracy Yes
Automation of Data Population Yes
Total 0.8
Tier 2 Activity - Practical Management Performed
Validated Discovery of PC Software Throughout the Enterprise Yes
Validated Discovery of Datacenter Software Throughout the Enterprise Yes
Software Catalog Yes
Contract Repository Yes
Contract Terms & Conditions Repository No
Contract Lease/Warranty/Services Dates Recorded No
Contracts Related to Assets and/or Configuration Items No
Centralized Software Purchase Record Repository (Entitlements) Yes
Centralized Software Compliance View Yes
Established KPI's for Software Compliance Yes
Total 0.7
27. ALM and Configuration Management Organization Design
ALM and Configuration Process Owner
- Defines the mission and scope
- Define AM Policies & Procedures
- Sponsors and strives for continual process improvement
- Reports effectiveness to senior leadership
SRM Finance
- TCO
- Fixed Asset Inventory
- Procurement / SAP
- Endpoint management needs accurate inventory
- SRM may be a good source for Discovery/Qualys Scans
Global Asset Manager Global Configuration
Manager
- Manages day to day activities
- Executes to fulfill SRM/Finance needs
- Data accuracy and continuity
- Governs process compliance, Issue escalation
- Metric reporting and process scorecard
- Governs tools and shelf inventory solutions
- Own GAP discovery mechanisms
- Manages day to day activities
- Executes to fulfill SRM/Finance needs
- Asset to person/user/service mapping
- Application and infrastructure dependency mapping
- Governs process compliance
- Issue escalation, Metrics and reporting
- Discovery tool ownership
Regional Asset
Manager
Platform Config
Manager
- Regionally executes the ALM process
- Governs process compliance and corrects where needed
- Governs shelf inventory
- Addresses Discovery GAP
- Escalates regional issues
- Responsible for regional ALM scorecard
- Executes config process by platform
(Wintel,UNIX Server, Network Infrastructure)
- Addresses Discovery GAP
- Escalates regional issues
- Responsible for platform Config scorecards
Asset Analysts
Asset Owners
- Locally executes the ALM process
- Administers Shelf Inventories, Mitigate local issues
- Receipt/Decommission/Tracking/IMAC
- Addresses data irregularities and omissions
Config Analysts
CI Owners IT Discovery SME
- Executes the config process at the platform and
regional level
- Administers Discovery GAP
- Administers CI Enrichment via ITSM workflows
- Addresses data irregularities and omissions
- Ensure discovery data is healthy and enriched
- Performs IT Discovery for Infrastructure CIs
- Troubleshoots Discovery issues
- Write Custom Discovery scripts
- Local platform teams
- Regional IT Directors
- Custodian of Infrastructure Assets, CIs
- Responsible for data completeness
28. Delivering Business Value
Inventory Contract & Finance Software Compliance
C
a
p
a
b
i
l
i
t
y
Maintaining Accurate Inventory as
a Foundation
Single source of Truth
The identification and
management of assets through
their lifecycle, from acquisitions
through disposal
Financial Visibility
Budget & Planning
Control Reduction
Visibility at the asset level to allow for
cost analysis and more accurate
allocation. Forecasting enablement &
Plan Technology Budgets
Monitor & Control of Security, Legal
and Contractual Requirements
Enables proactive management of
security risks, readiness for audit
requests, control of licensing position,
and avoid unnecessary costs
Effective Service Management
Achieve Operational Excellence
Increases visibility of IT
Infrastructure by providing holistic
view of CIs in Top-Down and vice-
versa OR bidirectional view.
Incident diagnostics
G
o
a
l
• Knowing what we have with
accurate details including where
an asset is located, what service
it is supporting, who is using it,
and how it’s being used
• Knowing asset costs at a more
granular level and the roll-up to
business services
• Enables the implementation of
service catalogue with clearly
defined services and offerings
• Enables effective Service Mgmt
• Knowing and managing the
legal/contractual compliance
position
• Enables more effective security
risk management
• Supports audit and compliance
requirements
• Relate CIs with each IPC to
cater ITSM processes and other
support functions to create
Impact Assessment
• Control downtime failover in
case Disaster occurs
• Reduce MTTR and MTBF
B
u
s
i
n
e
s
s
V
a
l
u
e
• Enables effective management
of inventory
• Supports financial and
operational management
• Enables effective security and
compliance management
• Enables TCO view of assets
• Enables cost control and reductions
• Enables service support efficiencies
• Enables strategic planning
• Risk avoidance
• Enables software compliance
• Enable Software investment
optimization
• Short-term CMDB ROI: Fix
immediate problems
• Midterm CMDB ROI. Improve
overall service delivery via
configuration control
• Long-term CMDB ROI. Ensure
IT alignment with business
goals via optimal management
Inventory
Management
Financial
Management
Security &
Compliance
Efficient
Operations
30. Lessons Learned
• Lack of executive mandate to comply with ITAM processes
• Attempting to satisfy multiple constituents: fiscal versus
operational interests
• Lack of authority or will to enforce asset management process
and policy compliance
• Poor or nonexistent change management lead to a loss of ITAM
database integrity
• Expecting a tool to solve a process problem
• Reports and data requirements poorly defined, often without
data architect expertise
• Manual data entry, collection and integration processes are
frequently incomplete, inaccurate and poor quality causing
additional data reconciliation effort
• Lack of a mechanism for maintaining manually-entered data
(e.g., metadata, warranty, contract)
• Little or no tracking and reporting of business benefits
• Lack of defined standards for server builds, configurations, and
other infrastructure
Why do ITAM Initiatives Fail?
• ITAM must be a solution to a business problem
• ITAM is more of process and organization than technology
• Implement in a staged approach
• Metrics are needed to measure and demonstrate benefits/results
• Tangible results are highly dependent on management of
integrated asset, contract, vendor and financial portfolios – data
standards are a challenge
• Change management is critical to maintaining database integrity
• Automate ITAM data collection, normalization and rationalization
processes as much as possible
Key Learning Points
32. Cost Savings Techniques
Hardware
Save money by
cutting redundant
and ineffective
spending
Save Time and
Efforts by IT
Estate visibililty
Software
Utilization of
spare software
licenses across
business
Reduce the risk
and cost of
software audits
33. Since 2013, ITIL has been owned by Axelos — a joint venture between the
Cabinet Office and Capita. Axelos gives businesses the license to use the
ITIL framework, while managing updates and process changes
34. Lets get Social with ITAM
http://itamchannel.com/
https://www.itassetmanagement.net/
https://www.linkedin.com/groups/10324284/
http://iaitam.org/
https://members.itamf.org/resources/issue-3-itam-insights-the-itam-forum-membership-magazine