Information Technology Infrastructure Library
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Growing dependency of Bussiness world to IT services leads to need of quality that is matched to business needs and User requirements as they emerge ITIL(Information Technology Infrastructure Library) can improve the quality of the service, but at the same time they will be trying to reduce the costs or, at a minimum, maintain costs at the current level. ITIL provides a framework to place existing methods and activities in a structured context. It provides comprehensive, consistent and coherent set of best practices for IT Management processes.It also promote quality approach to achieve business effectiveness and efficiency in the use of information systems.
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Information Technology Infrastructure Library
- 1. Information Technology Infrastructure Library (ITIL) most widely accepted approach to IT Service Management Submitted by: Yatish Bathla
- 2. INTRODUCTION provides a framework to place existing methods and activities in a structured context. Provides comprehensive, consistent and coherent set of best practices for IT Management processes Promote quality approach to achieve business effectiveness and efficiency in the use of information systems
- 3. Training: •Fundamentals •Practitioner •Service Manager Qualifications: Certification at each level Consultancy: Provision of IT consulting services to clients based on a de facto standard Information Technology Infrastructure Library Tools: ITIL “compliance” is driving tools manufacturers itSMF: User groups providing seminars, conferences, and workshops ITIL is more than a library of books
- 4. OBJECTIVES To meet growing needs Improve quality of IT services Understand weakness and identify strength Align IT services with the current and future Needs Reduce long-term costs of IT service provision
- 6. ITIL Components Financial Management for IT services Capacity Management Availability Management IT Service Continuity Management Incident Management Problem Management Change Management Configuration Management Release Management IT Infrastructure security Service Desk Service Level Management
- 8. STRUCTURE OF ITIL The Business Perspective ICT Infrastructure Management Application Management Service Management
- 9. Service Management The business drivers The technology drivers IT organization in Change o divided into two core areas: Service Support and Service Delivery
- 11. Goals The Service SupportThe Service Support Ensure that the IT Services are aligned to the business needs To meet this objective, three areas need to be considered: People with the right skills , Effective and efficient Service Management processes , Good IT Infrastructure in terms of tools and technology. Ensure that the IT Services are aligned to the business needs To meet this objective, three areas need to be considered: People with the right skills , Effective and efficient Service Management processes , Good IT Infrastructure in terms of tools and technology.
- 12. CORE PROCESS The Service SupportThe Service Support Types of Process o Configuration Management o Problem Management o Incident Management o Release Management o Change Management The Service Desk
- 13. The Service SupportThe Service Support
- 15. Goals Service DeliveryService Delivery o Realisation of Above Three Areas Decides the type of Service Deleivered to Customer o These three areas will only facilitate the realisation of the objectives if they are considered in relation to a conscious, structured mechanism of alignment or 'steering' towards concrete business focused goals o Realisation of Above Three Areas Decides the type of Service Deleivered to Customer o These three areas will only facilitate the realisation of the objectives if they are considered in relation to a conscious, structured mechanism of alignment or 'steering' towards concrete business focused goals
- 16. CORE PROCESS Service Level Management Financial Management for IT Services Capacity Management IT Service Continuity Management Availability Management Service DeliveryService Delivery
- 18. Business benefits Financial benefits Employee benefits Innovation benefits Internal benefits Service Management benefits
- 19. Potential Service Management issues Issue :An overall lack of commitment from IT staff and Customers How to avoid :Conduct awareness campaigns Issue : Insufficient knowledge of business strategy How to avoid :Arrange strategy workshops Issue :Inappropriate expenditure How to avoid :Ensure that all expenditure is cost justified
- 20. Potential Service Management issues Issue :Lack of staff skill How to avoid :important that the concepts of ITIL are understood. Issue : Loss of the Service Management 'champion' How to avoid :Ensure that a team of people is responsible and not all initiatives with one person Issue :Failure to Implement and Deliver How to avoid :setting of timelines. Break Projects into more manageable pieces.
- 21. VISION Creating a Service Management vision Communicating the vision Empowering others Setting direction
- 22. ASSESSMENT Steering Planning Analysis Realization Benchmarking Maturity Current tool support
- 23. MEASURABLE TARGETS Business case Identifying and managing risks Gap assessment report GQM (Goals/Questions/Metrics) Tools
- 24. PROCESS IMPROVEMENT Awareness Organizational Change Cultural Changes Implementation role Training
- 25. MEASUREMENT AND METRICS Success Factors Key Performance Indicators Organizational driver
- 26. TRACKING MOMENTUM Consolidate Changes Institutionalize the Change Ongoing monitoring Reinforce business Knowledge Management
- 27. SUMMARY ITIL is: The international de-facto Best Practice for IT Service Management Process Approach to improving Quality, Efficiency and Effectiveness Service focused IT management, viewed from the perspective of IT customers and users Evolving, vendor-neutral, non-proprietary framework CobiT complementary, Certifiable through ISO20000
- 28. SUMMARY Planning and implementation of Service Management depends what needs to be done and then produce a plan to do. The main driver for improvement come from the business needs and business priorities Improvement plan take action to achieve the objectives the overall strategy focused on IT organization DEFINED COMMON SENSE
- 29. REFRENCES www.ogc.gov.uk The Balanced Scorecard : Translating Strategy into Action Robert S. Kaplan, David P. Norton 1996 Code of Practice for IT Service Management (A), DISC The Cultures of Work Organizations Trice/Beyer 1993
- 30. REFRENCES In Search of Excellence: Lessons From America's Best-Run Companies Thomas Peters, Robert H. Waterman, Tom Peters 1995 A Management System for the Information Business: Organizational Analysis Edward A Van Schaik
Editor's Notes
- Growing dependency of Bussiness world to IT services leads to need of quality that is matched to business needs and User requirements as they emerge ITIL can improve the quality of the service, but at the same time they will be trying to reduce the costs or, at a minimum, maintain costs at the current level.
- In other words it is said that the Scope of ITIL is not limited but it is scalable i.e. applicable to both small and large organizations. It applies to distributed and centralized systems, whether in-house or supplied by third parties. It is neither bureaucratic nor unwieldy if implemented sensibly and in full recognition of the business needs of the organization.
- To meet growing needs: Main motto of ITIL (IT Infrastructure Library) is the recognition that organizations are increasingly dependent upon IT to satisfy their corporate aims and meet their business needs. Quality: The aim of ITIL is to give practical guidance in evaluating the current maturity levels of Service Management and on implementing improvement to the processes Understand Weakness and identify Strength : Review the current IT Service Management practices within an organization to understand where there are weaknesses and to identify the strengths. When these have been identified, implementing a Continuous Service Improvement Programme (CSIP) is the best way to build on the strengths and address the weaknesses.
- ITIL is based on The Deming cycle. Based on given Management function( specially on Service Management) there is planning of some Project i.e. what are goals and how to achieve that goals within given amount of time and in how many parts given work is divided into different tasks. Then according to planning ,efforts are applied on that task step by step. Then regularly check the Progress and quality of different tasks within certain interval of time and try to improve the task by regularly acting of given tasks systematically till it will not be completed in proper manner.
- These are following ITIL components (different management) which help to organize and diagnose the IT Based Problem by providing different Services.
- Among all of them, Service Management is heart of ITIL and is responsible to provide user to client solution( end to end solution).
- The Business Perspective: helps the business and Service Provider to understand the benefits of Best Practice in IT Service Management ICT Infrastructure Management: includes Design and Planning processes,Deployment processes,Operations processes, Technical Support processes Application Management: Expand on the issues of business Change with emphasis on clear requirement definition and implementation of the solution to meet business needs Service Management: heart of the framework.Processes. are divided into two core areas Service Support and Service Delivery
- The business drivers: ITIL is seen as an enabler of business Change and is, therefore, an integral component of the business Change programme,there is additional focus on the quality of IT in terms of reliability, availability, capacity and security The technology drivers: Rapid pace of technology developments is creating a technology push. This technology push is driving more and more businesses to adopt complex technology to support and enable business operation IT organization in Change: the current role and position of many IT organizations does not meet changing business needs and expectations. IT organizations are turning to best practice IT management practices, as documented in ITIL, to help them realize their new position for delivering higher quality IT services and at the same time drive down the cost of supporting IT.
- The primary objective of Service Support is to ensure that the IT Services are aligned to the business needs. It is imperative that the IT Services underpin the business processes but it is also increasingly important that IT should act as an agent for Change to facilitate business transformation.
- Configuration Management: Identification of all significant components within the IT Infrastructure and recording details of these components Configuration Management DataBase (CMDB). Problem Management:has both reactive and proactive aspects. The reactive aspect is concerned with solving Problems in response to one or more Incidents. Proactive is concerned with identifying and solving the underlying causes of Incident before they recur. Incident Management:restore normal service as quickly as possible following loss of service, and to minimise the adverse impact on business operations, thus ensuring that the best possible levels of service quality and availability are maintained Release Management:Activities cover the planning, preparation and scheduling of a release to Customers and locations Change Management: covers the process of IT Change for all types of Change, from the Request for Change, to assessment, to scheduling, to implementing, produces approval or disapproval. The Service Desk: it is not a process but is the central point of contact for Customers to report difficulties, complaints or questions
- This slide show Pictorial diagram of dealing different management support different services and inter-relation between management at different situation faced by users. For example If there is some incident happen, User contact to SERVICE DESK Then this desk contact to INCIDENT MANAGEMENT to resolve given IT based Problem. This Management inter-relate with other managements( Problem Management, Change Management etc) and find solution of Problem and reply back to Service Desk from where user find their solution. In some other cases, User directly contacts with Management Process like in case of change and Release.
- Service Delivery to user depends on types of Service Management. Better the way Problem handle by service support , better is the quality of service delivered to customer.
- Service Level Management: processes of planning, coordinating, drafting, agreeing, monitoring and reporting on Service Level Agreements (SLAs), and ensure that the required and cost-justifiable service quality is maintained and improved. Financial Management for IT Services: concerned with three main processes of Budgeting, IT Accounting and Charging. Capacity Management: focal point for all IT performance and capacity issues IT Service Continuity Management: responsible for taking risk reduction measures to reduce the chances of major disasters occurring and for the production of an IT recovery plan. Availability Management: concerned with the design, implementation, measurement and management of IT infrastructure availability to ensure the stated business requirements for availability are consistently met.
- This slide show Pictorial diagram of dealing different types of management deliver different services and inter-relation between management at different situation faced by users
- Business benefits: More reliable business support provided by processes such as Incident Management and Change Management as well as the Service Desk. Increased productivity of business and Customer staff because of more reliable, more available, IT Services. Enhanced Customer satisfaction as service providers know and deliver what is expected of them Financial benefits: Cost-justified IT infrastructure and IT services. When implemented, all of the Service Management processes will give long-term financial benefits Employee benefits :Increased productivity of IT staff because IT staff will know what is expected of them and they will have the processes and training to ensure that this expectation can be met. Innovation benefits: Clearer understanding of the requirements of the IT service provision will ensure that IT services are delivered that underpin business processes. Internal benefits: Better information on current services and on where Changes would bring most benefits. Improved communications and inter-team working (both IT and Customer)
- 1. How to avoid: Conduct awareness campaigns to provide general information and clearly publicise the business and personal benefits that will be realised by implementing Service Management. 2. How to avoid:Arrange strategy workshops with senior business and IT decision makers and develop better working relationships between the business and IT. 3. How to avoid: Ensure that all expenditure is cost justified from the business perspective and that funds are allocated 3.
- 4.How to avoid: It is vitally important that the concepts of ITIL are well known and understood. ITIL foundation and management training is now widely available leading to an internationally recognised qualification developed by the ISEB and EXIN examination boards. 5.How to avoid: Do not expect one person to do too much and do not leave all initiatives with one person. Ensure that there is a team of people, who can champion the improvement, involved in the CSIPs. 6.How to avoid: Be realistic in the estimation of resources and the setting of timelines. Break projects into smaller, more manageable pieces.
- Creating a vision: A good vision statement can serve four important purposes:clarify the direction of the programme , motivate people to take action in the right direction, coordinate the actions of many different people , outline the view of senior management. Communicating the vision: Although the vision is a powerful tool in helping guide and coordinate Change, the real power is unleashed when the vision is effectively communicated to the stakeholders. Empowering: Establishing the urgency, creating a CSIP project team, creating and communicating a vision are all aimed at creating energy, enthusiasm, buy-in and commitment to make Change happen. Once the energy has been created, it is important to ensure that people are empowered to carry through the vision and make Change happen. Setting direction: As a result of setting direction for IT, there should be a strategic direction that aligns IT with the business, enabling it to achieve outcomes such as improved service delivery, flexibility to cope with Change, and high-value for expenditures, policies and standards for consistent approaches to the management of IT, IT and tool management architectures that supports business objectives.
- Steering: Ensure that the business is adequately involved in steering IT and for defining the role of IT in supporting the business, it is important that the IT organization understands who its stakeholders are because It is stakeholders who determine when IT is successful and who determine what IT added value is and ensures that they are involved in defining and reviewing IT quality and performance. Planning: The team should engage in a discussion designed to identify everyone that will be impacted by the outcome of the CSIP and every group that can contribute to its success. Planning by stakeholders is such that they perceive the IT organization's role and quality of services Analysis: This is done by technique called Stakeholder Mapping. A Stakeholder Map is a diagram that shows the political relationship of stakeholder individuals and groups to one another, and identifies the Change roles (sponsor, agent, recipient, advocate) that each entity is playing. It can reveal risks such as inadequate sponsorship, poor Change agent positioning, and resistance in critical areas Realization: realization is towards steering. It should be taken into account the way in which IT goals are set and how IT performance is measured and reported. Benchmarking: Benchmarking is a management technique to improve performance. It is used to compare performance between different organisations - or different units within a single organization - undertaking similar processes. Maturity: The Process Maturity Framework (PMF) for Service Management can be used for: internal assessment where a benchmark of Service Management process maturity and capability is conducted internally within an organization and external assessment where the framework is used by an external third party company to complete a benchmark assessment of an organization's Service Management process maturity and capability. Current tool support: By gathering and analyzing existing tool support, a clearer picture will emerge about: whether any of the existing tools meet requirements,the existing data needed to migrate, if it is necessary to implement a new framework of tools or a new integrated Service Management tool where the current skills and expertise in using and configuring tools exist.
- Business case : A business case should be produced and agreed upon, which identifies the: role that the business expects of the IT organization, current stage of maturity of the IT organization, way in which the benefits outweigh the costs. Identifying and managing risks: The development of the business case requires a detailed understanding of the business need and scope before undertaking the change process. The business case should provide senior management with sufficient information to enable them to make decisions about business need and priority of any improvement projects to the business, and assure that the project is justified in terms of acceptable costs, quantified benefits and identified risk. Gap assessment report: Gap reports are primarily used when there is a need to present quantitative data. A documented gap assessment is the catalyst to prioritising of where to begin formal process improvement. The gap report is used when there is a need to compare data, contrasting one set of numbers or opinions against another, such as current state versus future state, management versus staff. GQM: The purpose of the GQM paradigm is to help guide individual organizations to focus on their own particular (quantifiable) concerns and expectations. Tools: Systems and Service Management toolsets used for both monitoring and controlling the systems and infrastructure components and for managing process-based workflows, such as Incident Management.
- Awareness: Raising awareness is an important aspect good communication. It is important that stakeholders understand how the business will benefit from a more mature management of IT and why certain changes and measures are being planned. This will help remove barriers to changes in working practices. Organizational Change: Change needs to be institutionalized within the organization. Many Changes fail because they are not consolidated into everyday practice. To institutionalize a Change means showing how new working practices have produced real gain and benefits, and ensuring that the improvements are embedded in all organizational practices Cultural Changes: Organizational culture affects leadership style. culture is a key issue in implementing Service Management.it could be the source of resistance Implementation role: One of the most difficult aspects in implementing a CSIP is the fact that the new processes and working practices are implemented within an existing organizational structure. To assist with this task the A.R.C.I model is often used within organizations indicating roles and responsibilities in relation to processes and activities: A - accountability - ownership of quality, and end result of process R - responsibility - correct execution of process and activities C - consulted - involvement through input of knowledge and information I - informed - receiving information about process execution and quality. Training: Structured training initiatives in a CSIP will provide the following benefits in addition to skills and competence development: speed up the time to realize the intended benefits of the CSIP and maximize the chance of overall programme success, create overall awareness and understanding of the framework and terminology, provide a platform where the relevance of the new learning for the organisation can be discussed in groups, provide a platform and knowledge to help identify and minimize possible problems and incorrect implementation approaches, help highlight skills and competence deficiencies so that additional skills and competence development initiatives can be taken. Use of tools:
- Critical Success Factor and Key Performance Indicator establish the baseline and mechanisms for tracking performance. Success Factors: control of IT assets, support the delivery of quality IT services, economic service provision support, integration and interfacing to all other ITSM processes. Key Performance Indicators: percentage reduction in number of Configuration Item (CI) attribute errors found in Configuration Management Database (CMDB), percentage increase in the number of CIs successfully audited, percentage improvements in the speed and accuracy of audit. Organizational driver: Planning and implementing good ITSM processes can meet requirements organization demands. five most important demands are: Support the business, Act as an agent for Change, Enable the business strategy, Lead the e-business capability, Facilitate business transformation.
- There must be active attention paid to ongoing maintenance and further improvement to make sure that all the effort is not lost and to maximize learning and knowledge retention. Consolidate Changes: Consolidate Changes, produce more Change. success of quick wins to keep momentum going and to create more Change. In a CSIP, it is important to recognize short, middle and longer-term wins. Institutionalize the Change : it is essential that major Changes be consolidated into everyday practice Ongoing monitoring :measuring is the process of gathering credible information or data in the CSIP areas. Monitoring is the repetition of this process at regular intervals, the accumulation of historical measuring results, and the analysis of this history for meaningful trends. These activities are complimentary and synergistic, with each adding value to the other Reinforce business: Developing new systems and maintaining existing systems while responding to changing business priorities can be a difficult challenge, but it is a basic premise of every IT culture. By doing right order of importance, Work will be of higher quality. business priorities make it clear how operations affect the business, and which parts are affected in what ways. Knowledge Management: Effective Knowledge Management enables a company to optimize the benefits of these Changes, while at the same time: enhancing its organization's effectiveness, enhancing Customer/Supplier relationships, improving business processes.
- Organisations spend too long assessing and planning and then reassessing without actually taking any action to improve service quality. So when the improvement plan has been produced, it is important to take action to achieve the objectives
- organization cannot justify immediately wholesale implementation, so addressing the areas of greatest need now and planning the longer-term strategies for the future will be required.