The document provides an overview of ITIL (Information Technology Infrastructure Library) IT service management. It discusses what ITIL is, its key concepts and processes. ITIL is a framework that provides best practices for IT service management. It aims to align IT services with business needs. The document outlines some of ITIL's core operational and tactical processes like service desk, incident management, problem management, change management etc. It also discusses how organizations can implement ITIL and some benefits of adopting ITIL practices.

1. ITIL ® IT Service Management Overview Ron Drew, PMP IT Executive Consultant

2. ITIL Overview Agenda What is ITIL? ITIL Key Concepts Operational ITIL Processes Tactical ITIL Processes Process Design

3. What Is ITIL? The Information Technology Infrastructure Library (ITIL) provides a framework of “Best Practice” guidance for IT Service Management and is the most widely used in the world. The de facto standard in IT Service Management A framework, developed by the United Kingdom’s Office of Government Commerce (OGC) captured in a series of books

4. What is IT Service Management? IT Service Management is a top-down, business driven approach to the management of IT that specifically addresses the strategic business value generated by the IT organization and the need to deliver a high quality IT service. IT Service Management is designed to focus on the people, processes and technology issues that IT organizations face.

5. ITIL: Origins & Evolution Late 1980s UK government project started CCTA (OGC) involved in development plus practitioner and consulting organizations Organizations outside of government became interested First books published Early 1990s The library completed Late 1990s Generally accepted as the de-facto standard for IT service management worldwide

6. ITIL: Origins & Evolution 2000-2005 British Standards Institute “Specification for IT Service Management (BSI) 15000 Australian Standard 8018 ISO (ISO 20000) Vendor community supports ITIL and are developing products and practices in support of the framework All major service management software vendors moving towards ITIL Service Management compatibility Where is it going? Refresh project initiated late 2005 New books published May 30, 2007

7. Who has Adopted ITIL? ITIL has been incorporated with Service Management Framework in some major companies:

8. ITIL: Library Series Service Desk Incident Management Problem Management Change Management Release Management Configuration Management Service Level Management Availability Management Capacity Management Financial Management for IT Services IT Service Continuity Management Service Delivery Infrastructure Management Applications Management Security Management The library is a set of books:

9. ITIL: Publication Framework

10. Relationship Between Innovation & Formalization Innovation Formalization Business Goals Process Effectiveness IT Strategy People/ Culture Technology Processes The right time & place The right quality & quantity “ right” = at a reasonable cost

11. Business Alignment Corporate Vision Corporate Mission Corporate SWOT Corporate Strategies And Goals IT Vision IT Mission IT SWOT IT Strategic Goals IT Tactical Goals IT Operational Goals Are we working towards achieving our vision? Are we operating within the purpose and scope? What needs to be measured? What needs to be measured? What needs to be measured? Business Objectives IT Objectives Performance Indicators

12. Systems Versus Service Management Systems Management Isolated systems Technology and asset focused Systems monitoring IT perspective Service Management Service as experienced / consumed Technology transparent to customer From customer perspective

13. Service Versus System Mainframe Gateway WAN Router Server Hub PC PC PC E mail service System Availability 99.96% System Availability 98% System Availability 97.5% System Availability 96% Service Availability 91.69% Availability = Ops * WAN * LAN * Desktop Total Availability of Email Service = 91.69% Software Layer Infrastructure Layer Procedure Layer People Layer

14. Service Portfolio Management DEFINE---Collect information and inventories of existing services. Establish the requirements for the requested service, and establish the business case for implementing the service. ANALYZE---Review the long-term business goals, and determine what services are required to meet those goals. Then analyze the requested service for financial viability, operational capability, and technical feasibility to determine how the organization is going to get there. (You may decide to obtain the service from an outsourcer rather than develop it internally.)

15. Service Portfolio Management APPROVE---Make a decision to retain, replace, renew, or retire the services. CHARTER---Communicate action items to the organization to implement approved service, and allocate budget and resources. The Define, Analyze, and Approve steps are described in the ITIL V3 Service Strategy book. The Charter step is discussed in the ITIL V3 Service Design book.

16. Configuration Management System (CMS) CMS was introduced in ITIL V3. It provides a strong foundation for the service catalog. CMS is an ecosystem that feeds, manages, analyzes, and presents the information contained in the Configuration Management Database (CMDB) which is another fundamental component of ITIL. CMDB is depicted in the ITIL books as merely a core component of CMS, a well-architected, federated CMDB implements much of the functionality of the CMS

17. Service Catalog Service Catalog is a subset of the service portfolio that is visible to customers. Provides the service consumer view. Services Available to consumers Shows relationships of services to business units/processes Provides IT view. Makeup of services Shows relationships of services to enterprise infrastructure elements that support them.

18. Processes vs. Departments IT Service Desk 2 nd Dept. 3 rd Dept. Department View Step 1 Step 2 Step 3 Step 4 Step 5 Process View

19. Information Technology Infrastructure Library (ITIL) Overview

20. Benefits of Adopting ITIL ITIL best practices allow you to create services that are standardized and repeatable Enhanced Customer satisfaction as service providers know and deliver what is expected of them Overall improved quality of business operations by ensuring the IT processes align to the business processes Model compatible with PMBOK, SixSigma, ISO More reliable business support provided by processes such as Incident and Change Management – as well as the Service Desk function Provides a common language, guidelines for the establishment of roles, responsibilities and skills requirements Increases productivity of Business and Customer staff because of more reliable and available IT services Lowers the cost of delivering services Enables customer expectation setting and satisfaction Ensures consistent, enhanced service quality

21. ITIL Service Support Process Model Management Tools Difficulties Queries, Enquiries Communication Updates Workarounds Service Desk Incidents Incidents CMDB Change Schedule CAB Minutes Change Statistics Change Reviews Audit Reports Releases CIs Relationships Problems Known Errors Changes CMDB Reports CMDB Statistics Policy/Standards Audit Reports Release Schedule Release Statistics Release Reviews Secure Library Testing standards Audit Reports Problem Statistics Trend Analysis Problem Reports Problem Reviews Diagnostic Aids Audit Reports Problem Service Reports Incident statistics Audit Reports Releases Release The Business, Customers & Users Changes Incident Change Incidents Configuration CIs Relationships Service Requests RFCs/Change Documentation Release Documentation

22. ITIL Management/Process Model (Another View)

23. Service Support Processes Service Desk: Provide a strategic central point of contact for customers and an operational single point of contact for managing incidents to resolution – actually a function, not a process. Incident Management: Restore normal service operation as quickly as possible and minimize adverse impact on business operations within the defined parameters of service level agreements. Problem Management: Minimize the impact of incidents and problems on the business that are caused by errors in the IT infrastructure and to prevent recurrence of incidents related to these errors. Change Management: Ensure standardized methods and procedures are used for efficient and prompt handling of all changes to minimize the impact of change-related incidents upon service quality improving day to day operations.

24. Service Support Processes Release Management: Holistic view of a Change to an IT service to ensure all aspects of a release, both technical and non-technical are considered together. Configuration Management: Identify, record and report on all IT components that are under the control and scope of Configuration Management. Service Level Management: Improve and maintain IT Service Quality through repetitive agreeing, monitoring, and reporting of IT Service achievements and investigate actions to eradicate poor service. Financial Management for IT: Provide cost-effective stewardship of the IT assets and resources used in providing IT services.

25. Service Support Processes Capacity Management: Ensure IT Infrastructure capacity matches evolving business demands both cost effectively and timely. Balance cost to capacity and supply to demand. IT Service Continuity: Support Business Continuity Management (BCM) by ensuring business defined critical IT technical and service facilities can be recovered within predefined timeframes. Availability Management: Optimize IT Infrastructure services and partners capability to deliver a cost effective and sustainable level of availability enabling business objectives to be met.

26. ITIL Implementation

27. The Service Delivery Process Model SLA’s, OLA’s, SLR’s Service requests Service catalogue SIP Exception reports Audit reports Management Tools The Business, Customers & users Capacity Plan CDB Targets/Thresholds Capacity Reports Schedule Audit Reports Capacity Alerts Exceptions Changes IT Service Continuity IT Continuity Plans BIA & Risk Analysis Define Requirements Control Centers DR Contacts Reports Audit Reports IT Financial Management Availability Plan AMDB Design Criteria Targets/Thresholds Reports Audit Reports Queries Enquiries Communication Updates Reports Requirements Targets Achievements Financial Plans Types & Models Costs & Charges Reports Budgets & Forecasts Audit Reports Service Level Management Availability

28. Operational Process Design Assumptions: Demonstrated Sr. level commitment Dedicated resources in place No major political constraints Single location or region < 6 Months> High Level Process Model 6 - 8 wks Authority Matrices 1-2 wks Procedures / Policy Documents Functional tool requirements Process workshops Skills development Communication Plan 16 Weeks Management Information (Quality Norms and Metrics) What Who How

29. ITIL Process Design High Level Process High Level Policies Procedures Roles and Responsibilities (ARCI Matrix) Detailed Work Instructions CSFs, KPIs and Metrics Reporting

30. Generic Process Model Process Input & Input Specifications Output & Output Specifications Process Owner Process Goal Quality Parameters & Key Performance Indicators Process Control Resources Roles Process Enablers A connected series of actions, activities, changes etc. performed by agents with the intent of satisfying a purpose or achieving a goal. Activities & Sub-Processes

31. Policies Shared by multiple processes Describe the agreed decisions made by a group or organization Frequently used to describe quality control measures

32. Detailed Workflow & Procedures Develop Detailed Workflow and Procedures Inputs and outputs of each procedure activity Procedures on what needs to happen Detailed activity description Work instructions when required Options when documenting Show roles with each process activity Show tools used for each process activity

33. Roles & Responsibilities Define the roles required to execute the new process activities and procedures Identify majors tasks and responsibilities for each role Identify skill requirements for each role Identify new roles to the organization and begin working HR to get approval on these roles Identify major changes to existing roles and begin working with HR to get approval on these roles Map the roles and responsibilities back to the organization (Authority Matrix – ARCI / Accountable, Responsible, Consulted and Informed)

34. Measurement Framework Financial Customer Innovation Internal Improve Quality Of Service Improve Management Control Employ New Technology Reduce Cost Example Goals Process Measures Value Quality Performance Compliance In order to understand something you must look at it more then one way Balanced Score Card Approach

35. Service Support KPI’s Quality Compliance # of releases by type that satisfy release management criteria when submitted to Change # of releases that bypass the process Ensure production readiness, quality and authorization of new or modified CIs and their planned deployment Release Quality Value % of CMDB data population and accuracy vs actual, according to scope % Growth or Change by CI type over an elapsed time period Identify / control / manage IT resources within a Configuration Management Database Config. Quality Value # of changes by type / category / Group / Customer. (emergency changes trending down) # of changes that have resulting incidents, or fail and have to be backed out Handle changes efficiently while minimizing impact to service delivery Change Quality Value # of problems identified & root cause determined with solution or workaround. # of Repeat incidents by category trending downwards Identify systemic Infrastructure Errors and eliminate them to minimize impact and improve availability Problem Quality Performance # of Incident by category, priority and resolution type by LOB # of Incidents restored within SLA Targets Restore service degradations to expected level ASAP Incident Category Example Core KPIs Core Objective Process

36. Service Delivery KPI’s Compliance % deviation of forecasted versus actual cost of IT services within defined tolerance limits (% of Deviation $ of Deviation) Plan for and deliver IT Services within a forecasted budget against actual cost Finance Quality Performance % of systems that fail recovery test Time to execute test of plan and recover IT services in a contingency state against expected targets. Recover IT systems to normal state in an alternate way after a disaster within an expected timeframe ITSCM Quality % of components the breach tolerance thresholds in correspondence to planned capacity levels for components and complete IT systems. Current and future resources are greater than or equal to demand, but excess is planned Capacity Quality % of service availability within SLA negotiated requirements. Define and plan for service availability to meet or exceed stated business requirements through process, technology and people resource planning and implementation Avail. Value % Score of customer satisfaction survey trends up over time i.e. Customer Satisfaction Survey Define services Agree on level, scope, quality, performance Monitor & Manage SLM Category Example Core KPI Core Objective Process

37. Let’s Look at Incident Management To restore normal service operation as quickly as possible and minimize the adverse impact on business operations Incident management can be performed by 1st, 2nd, 3rd,…, Nth level support teams, including 3rd party vendors and management An incident is a deviation from the expected standard operation of a system or service

38. Incident Management Activities Ownership, Monitoring, Tracking & Communication Incident Detection & Recording Resolution & Recovery Investigation & Diagnosis Classification & Initial Support Incident Closure Service Request Procedure Yes No Service Request

39. Incident Management Process Resolutions/ Work-arounds Leave Process RFC Resolution Change Management Process CMDB Configuration Details Problem & Error DB Resolution/ Work-around Service Request Procedures Routing Monitoring Incidents Enter Process Service Desk Computer Operations Networking Procedures Other Sources Of Incidents

40. First, Second & Third Line Support 1 st level Incident Detection & Recording Service Request Procedure Service Request Classification & Initial Support Investigation & Diagnosis Resolution & Recovery Resolved? Incident Closure No Yes 2 nd level Investigation & Diagnosis Resolution & Recovery Resolved? No Yes 3 rd level Resolved? Investigation & Diagnosis Resolution & Recovery No Yes N th level Etc.

41. Prioritization 3 2 1 4 3 2 5 4 3 Low Medium High Low Medium High URGENCY IMPACT Highest Priority

42. Escalation Hierarchical (Authority) Functional (Competence)

43. Categorization The purpose of categories is to organize your information so you can manage more effectively Provide the ability to perform layered reporting against a single category or a combination of categories Categorization will help with defining your assignment paths, escalation paths, and work groups Service System Configuration Item Attributes

44. Service Lifecycle Categories

45. Incident Matching Procedure Incident alert Y Y N N Update Incident record with ID of Known Error Update incident record with category data Extract resolution or circumvention action from Known Errors Db Support required? Execute resolution action Assess Incident and follow routine procedure Update Incident count on Problem Record Update Incident record with ID of Problem Update Incident record with category data Extract resolution or circumvention action from Problem Db Support required? Execute resolution action Routine Incident? Raise new record on Problem Db Allocate to PM Team N Inform Customer of Work-around Match on Problem Db? Match on Known Errors Db New Problem Alert Process Incident/ Problem Update Incident count on Known Error record Y Y Y N N

46. Handling Major Incidents Notify the Problem Manager Should arrange a formal meeting with interested parties (or regular meetings if necessary) All key in-house support staff Vendor support staff IT Services management Service Desk representative Customer representative

47. Goal Of Problem Management The goal of Problem Management is to minimize the adverse impact of Incidents and Problems on the business that are caused by errors within the IT Infrastructure, and to prevent recurrence of Incidents related to these errors In order to achieve this goal, Problem Management seeks to get to the root cause of Incidents and then initiate actions to improve or correct the situation. Problem Management achieves this by being both reactive and proactive

48. Definitions Problem A condition identified from multiple incidents exhibiting common symptoms, or from a single significant Incident, indicative of a single error, for which the cause is unknown Known Error A condition identified by successful diagnosis of the root cause of a problem, when it is confirmed which CI is at fault

49. Reactive Problem Management Error Identification & Recording Error Assessment Record Error Resolution Tracking & Monitoring Of Errors RFC Problem Identification & Recording Problem Resolution & Evolution To Known Error Problem Investigation & Diagnosis Problem Classification Tracking & Monitoring Of Problems Problem Control Error Control Close Error & Associated Problems Change Successfully Implemented

50. Problem Control The aim of Problem control is to identify the root cause, such as which CIs are at fault, and to provide the Service Desk with information and advice on Work-arounds when available Problem Control Problem Identification & Recording RFC & Problem Resolution & Closure Problem Investigation & Diagnosis Problem Classification Tracking & Monitoring Of Problems

51. Error Control Error Control covers the processes involved in progressing Known Errors until they are eliminated by the successful implementation of a Change under the Change Management process The objective of error control is to be aware of errors, to monitor them and to eliminate them when feasible and cost-justifiable Error Control Error Identification & Recording Error Assessment Record Error Resolution Close Error & Associated Problem(s) Tracking & Monitoring Of Errors RFC Change Successfully Implemented

52. Problem Closure & Resolution When a Problem has been resolved the Problem Manager should ensure that: The details of the actions taken to resolve the problem are concise and readable Classification is complete and accurate according to the root cause Resolution/action is agreed with the Customer All details applicable are recorded such that: The Customer is satisfied Cost-center project codes are allocated Time spent on the problem is recorded The person, date/time of closure is recorded

53. Error Assessment The initial assessment may be in collaboration with specialist staff Keep in mind maintenance targets for third party products Follow an error cycle for software environments

54. Known Error Sources There are two main sources of Known Errors: Problem control subsystem Problem record forms basis of Known Error record Development activity The data needs to be made available by the developers to the Problem or Incident Manager or other live environment custodian

55. The Error Cycle In The Live & Development Environments Live Known Errors Db Development Known Errors Db Investigation & Diagnosis Applications Development & Maintenance Live Operations Investigation & Diagnosis Change Management Requests For Change Problems Problems Release

56. Proactive Problem Management Proactive Problem Management is concerned with: Identifying Problems and Known Errors Resolving Problems and Known Errors Before incidents occur Problem prevention ranges from: Prevention of individual problems To strategic decisions And supplying Customers with information to stop them from calling for assistance

57. Trend Analysis Incident and problem analysis can reveal: Trends such as the post-change occurrence of particular problem types Emerging faults of a particular type Recurring problems of a particular type or with an individual item The need for more customer training or better documentation

58. Targeting Preventive Action The business impact must be identified, the ‘pain factor’: The volume of incidents The number of Customers impacted The duration and related costs of resolving the incidents The cost to the business

59. Targeting Preventive Action The appropriate actions may include: Raising an RFC Providing feedback regarding testing, procedures, training and documentation Initiating Customer education and training Initiating Service Support staff education and training Ensuring adherence to Problem and Incident Management procedures Process or procedural improvement

60. Problem Reviews The appropriate people involved in the resolution All key in-house support staff Vendor support staff IT Services management Service Desk representative Customer representative Should be called to the review to determine: What was done right What was done wrong What could be done better next time How to prevent the Problem from happening again

61. From Incident(s) To A Problem To A Known Error To A Change Problem Known Error Change X X X X Problem evolves into error record Change Management Incident Management Problem Management CI at Fault X X X X } X X X X } X X X X } Workaround } Incident Matching Root cause determined Temporary solution RFC

62. ITIL Certifications

63. Thank You! [email_address] www.linkedin/in/rondrew