The document provides an overview of IT systems management and the ITIL (Information Technology Infrastructure Library) framework. It discusses key areas like IT service management, ITIL processes like incident management, change management and configuration management. It outlines the benefits of adopting ITIL practices like improved customer focus, quality and cost reductions. Some organizations that implemented ITIL successfully saw reductions in costs, outages and improvements in service levels. Reasons for failure included lack of management support, being too ambitious or not properly implementing processes.

1. Introduction to IT Systems Management - Mukul bhalla

2. Agenda Organization and Policies IT Customer Relationship Mgmt IT Service Management Overview of ITIL Processes under ITIL Benefits Reasons for failure

3. Organization and Policies Vision Vision Mission & Objectives Policy Planning Time Quantity Quality Cost & Revenue Tasks & Actions Implementation Measurement & Control I can make money by selling PCs! Mission statement is a short, clear description of the objectives of the organization and the values it believes in Combination of all decisions and measures taken to define and realize the objectives Implementing policies in the form of specific activities requires planning Realization of planned activities requires action Actions are allocated to personnel as tasks Direction & control provided by measurement

4. Planning Horizon Business Application Technical Infrastructure 1 year Time

5. IT Customer Relationship Mgmt Demand Supply Operational Tactical Strategic Department Managers Project Managers Users Budget Holders Business Manager Change Mgmt Incident Mgmt Service Desk Service Level Mgmt IT Mgmt Customer Organization IT Organization Support Service Levels Strategic Alignment IT Customer Relationship Mgmt Policy Report

6. Evolution of IT Management

7. IT Service Management It is a discipline for managing large-scale IT systems Philosophically centered on the customer's perspective of IT's contribution to the business Stands in deliberate contrast to technology-centered approaches to IT management Has ties and common interests with the process improvement movement (E.g. TQM, Six Sigma, CMM etc.) “ IT thinking about the delivery of IT to the business” and not “ IT thinking about the 'information' needs of the business”

8. IT Service Management (contd) Contributing frameworks: Control Objectives for Information Technology (COBIT) Microsoft Operations Framework (MOF) Enterprise Computing Institute Information Technology Infrastructure Library (ITIL)

9. Overview of ITIL ITIL is a framework of best practice approaches intended to facilitate the delivery of high quality IT services It is published in a series of books (hence the term Library ), each of which covers a core area within IT Management The names ITIL and IT Infrastructure Library are Registered Trade Marks of the United Kingdom's Office of Government Commerce (OGC)

10. Motivation

11. Key Foundations of ITIL

12. What ITIL is (not)

13. Process Orientation

14. Process Orientation

15. Quality – cornerstone of ITIL

16. ITIL Framework (Version 2)

17. Our focus…

18. ITIL Processes

19. Incident Management

20. Incident Management

21. Incident Management

22. Problem Management

23. Problem Management

24. Problem Management

25. Comparison

26. Change Management

27. Change Management

28. Change Management

29. Configuration Management

30. Configuration Management

31. Configuration Management

32. Comparison

33. Service Level Management

34. Service Level Management

35. Availability Management Availability Reliability Maintainability Serviceability

36. Availability Management Business must have clearly defined availability objectives SLM must have been clearly set up to formalize agreements Percentage availability (uptime) Downtime duration Downtime frequency

37. Capacity Management Performance Management: Measuring, monitoring and tuning the performance of IT infrastructure components. Application Sizing: Determining the hardware or network capacity needed to support new or modified services. Capacity Planning: Developing capacity plan, based on CDB.

38. Capacity Management Accurate business forecast & expectations. Understanding of IT strategy and planning. Predictability of customer demand Technology Cost

39. Continuity Management Disaster: An event that affects a service or system such that significant effort is required to restore the original performance level.

40. Continuity Management Support and communication throughout the organization Dedicated training for anyone involved in the process No of identified shortcomings of the recovery plan Revenue lost further to disaster

41. Benefits of ITIL Benefits to the customer/user: Provision of IT services becomes customer-focused Agreements about service quality improves relationship Services are described better, in customer language Quality, Availability, Reliability and Cost of services are managed better

42. Benefits of ITIL (contd) Benefits to the IT organization: IT organization develops clear structure More focus on corporate objectives More control of infrastructure Easier to manage changes Coherent framework for internal and external (supplier) communication Process structure provides for effective outsourcing of elements of IT service

43. Some Testimonials Procter & Gamble Started using ITIL in 1999 and has realized a 6% to 8% cut in operating costs. Another ITIL project has reduced help desk calls by 10%. In four years, the company reported overall Savings of about $500 million.

44. Testimonials (contd) Caterpillar Embarked on a series of ITIL projects in 2000. After applying ITIL principles, the rate of achieving the target response time for incident management on Web-related services jumped from 60% to more than 90%.

45. Testimonials (contd) Nationwide Insurance Implementing key ITIL processes in 2001 led to a 40% reduction of its systems outages. The company achieved a $4.3 million ROI over the next three years

46. Reasons for failure of ITIL implementation Lack of management commitment Spending too much time on complicated process diagrams Not creating work instructions Not assigning process owners Being too ambitious Concentrating too much on performance Not reviewing the entire ITIL framework

47. Thank you!