ITIL Version 4 Presentation for self reading

ITIL – 4
Workshop
Gurunath Vellanki

• Originated in UK @ CCTA (Central Computer and Telecommunications Agency) in
1980’s
• First Publication V1 was released in 1989
• Further developed by incorporating public and private sector best practice (IBM, HP,
Microsoft, and so on)
• Second Publication V2 was released in 1999
• V2 Contains 7 books , major focus Service Support and Service Delivery
• V2 supplemented by books that cover implementation planning, security
management, infrastructure management, application management, and the
business perspective
• Third publication V3 was released in 2007 with major structural changes
• Fourth publication ITIL©2011 released in 2011 with some additional processes
• ITIL V4 adopted Service Management Process to the Service Life-cycle in Feb 2019

• Compromising Process based IT Best Practices
• ITIL is now collated, distilled, and proven by global experts in the field.
• OGC has partnerships with many organizations worldwide, such as the IT Service Management Forum
(itSMF), not-for-profit user group.
• ITIL publications of ITIL best practices with the single-minded goal of properly aligning technology
services with business needs.
• ITIL promotes a quality approach to achieving business efficiency and effectiveness in the use of
information systems.
• ITIL best practices are applicable to all IT organizations, no matter what their size or what technology
they use. Today, ITIL is one of the most widely accepted approaches to IT service management in the
world.

• ITIL is a framework of best practice techniques to facilitate the delivery of high-quality
information technology services.
• ITIL outlines an exhaustive set of management procedures to support organizations in
achieving both value and quality in IT operations.
• As an IT Service Management (ITSM) framework, ITIL provides a systematic approach to the
provisioning and management of IT services, from inception through design, implementation,
operation and continual improvement.
• The names "ITIL" and "IT Infrastructure Library" are Registered Trade Marks of the Office of
Government Commerce (OGC), which is an Office of the United Kingdom's Treasury.
What is ITIL?

•Capture industry best practice
•Organizations should adopt and adapt
•Not standards !
•Scalable – organization size and need
•Platform independent.
ITIL Philosophy

ITIL
• A Library
• A Framework
• Business Focused
• Used By Organizations Worldwide
• A Body of Knowledge

• Organizations increasingly dependent on IT service
provision
• Higher visibility of failure
• More exacting users requirements
• Increased complexity of the infrastructure
• Charging for IT services
• Competition for Customers
Why ITIL?

•Reduce Costs
•Improve Availability
•Tune Capacity
•Increase Throughput
•Optimize resource Utilization
•Improve Scalability
ITIL Objective

IT Service Management !!!
▪ What is it?
▪ the effective and efficient, process driven
management of quality IT Services…
▪ What is the Added Value?
▪ ITSM is business aligned and has a holistic Service
Lifecycle approach

• Service Management is a set of specialized organizational capabilities
for providing values in the form of services.
• Service Management Capabilities Exist as processes and functions
• Manage services over a lifecycle
• Specializes in strategy, design, transition, operation and
continual improvement.
• Represent capacity, competency and confidence for action.
• Add value for customer and are shaped by challenges.
• The act of transforming resources into services is the core of Service
Management.
ITIL Service Management

• Process
• Products &
• Technology
• People
• Partners &
Suppliers
Increase competence by
Attributes of Service Management

• Organization Objective
• Make a lot of money $$$, Brand & Reputation, New or Virgin Markets
• Core Business Processes
• Retail Process, Advertisement & Marketing, Procurement, Online Store
Process
• IT Service Organization
• Website, Email, Online Store, HW/SW, ERP etc
• IT Services Management (IT Business Processes)
• Ensures that IT Service Provisions are, what we need, available when we need, with right
cost & time
• IT Technical Activities

•The ITIL Core – best practice guidance
applicable to all types of organizations who
provide services to business.
•The ITIL complementary guidance – A set of
publications with guidance specific to
industry sectors, organization types,
operating models and technology
architectures

• Service Strategy
The scope of the Service Strategy
lifecycle considers:
• Business process and culture
• IT process and culture
• Understanding customers
• Future changes in requirements
• Understanding competitors and their points of difference
• Understanding value

• Service Design
The scope of the Service Design
• New or changed services
• Service Management systems and tools, especially the
service portfolio, including the Service Catalogue
• Technology architecture and management systems
• The processes required
• Measurement methods and metrics
ITIL 2011 Service Lifecycles

• Service Transition
The scope of the Service Transition
• The management and coordination of the
processes
• System and functions to package
• Build, test and deploy a release into production
• Establish the specified service

• Service Operation
Service Operation is responsible for all
ongoing activities required to support and
deliver services. This includes:
• The services themselves
• The service management processes
• Technology
• People

•Continual Service Improvement
CSI address three main areas:
•The overall health of ITSM as a discipline
•The continual alignment of the portfolio of IT
services with the current and future business
needs
•The maturity of the enabling IT processes for each
service in a continual service lifecycle model

IT SERVICE MANAGEMENT
Common Terminologies

• IT Service Management
• IT Infrastructure
• Capabilities
• Processes
• Functions
• Best Practices
• Good Practices
• RACI (Roles)

• Hardware Components
• Desktops, Servers, Networks, I/O Device etc
• Software Components
• OS, DB, Mail, App’s, Tools etc
• Service Level Agreements
• ISP, ITFM, ASP etc
• Technical / User Documentation
• OS, Anti-Virus, Firewall, Router, App, Custom
• Reports
• Availability, Capacity, Performance etc
• Staff
• Roles, Responsibilities, Skills
IT Infrastructure

Service Management Overview
• Service Management is a set of specialized organizational capabilities which take the
form of:
• Processes
• Functions
• Roles
• The core of service management is the act of transforming resources into valuable
services. The organizational capabilities of Service Management provide value to
customers in the form of services.
• These organizational capabilities are functions and processes for managing services
throughout a lifecycle. They are specialized in strategy, design, transition, operation,
and continual improvement.
• The capabilities represent the capacity, competency, and confidence for action of the
service organization. Without these capabilities, a service organization is merely a
bundle of resources that by itself has relatively low intrinsic value for customers.

What is ITSM?
• ITSM
• A set of specialized organizational capabilities for providing value to customers in the form
services
• Capabilities
• The functions and the processes utilized to manage services. Capabilities are intangible assets
of an organization and cannot be purchased, but are to be developed over the time and
matured.

Service Management - Processes
• A Process is a structured set of activities designed to accomplish a specific
objective. It takes one or more inputs and turns them into defined outputs.
• A process includes all of the roles, responsibilities, tools, and management
controls required to reliably deliver the outputs.
• Processes are closed-loop systems because they have the following
characteristics:
• Provide change and transformation towards a goal
• Use feedback for self-reinforcing and self-corrective action
• It is important to consider the entire process and how one process fits into
another.
• Processes become strategic assets when they create competitive advantage and market
differentiation.

•Measurable
▪ Process is performance driven and measurable on the aspect of cost
effectiveness, cycle time and productivity
•Specific results
▪ A process delivers specific and individually identifiable and countable
result
•Customers
▪ A process delivers its primary result to a customer/stakeholder
•They respond to specific events
▪ While process is continuous, it should be traceable to a specific trigger
Characteristics of Processes

“If you can’t measure it, you cant manage it”
• In order to manage and control the design process, they need to be
monitored and measured, however care should be taken when
considering what to measure and how to measure it.
• Measurements will impact behavior, and if the wrong information is
being recorded and measured, the wrong behavior will be
encouraged.
• Only the metrics that encourage movement towards business
objectives should be used.

There are four types of metrics that can be used
to measure the capability and performance of
processes:
• Progress: milestones and deliverables in the capability of the
process.
• Compliance: compliance of the process to governance
requirements, regulatory requirements and compliance of people
to the use of the process.
• Effectiveness: the accuracy and correctness of the process and its
ability to deliver the ‘right result’.
• Efficiency: the productivity of the process, its speed, throughput
and resource utilization.

• ITIL books focus on the following items:
• Sets of processes.
• The lifecycle of a service.
• Working with defined processes is the foundation of ITIL. By
defining the activities of an organization, the necessary
inputs, and which outputs will result from the process, it is
possible to work more efficiently and effectively.
• Measuring and steering the activities increases this
effectiveness.
• Finally, by adding norms to the process, it is possible to add
quality measures to the output.

• A process model enables understanding and helps to articulate the distinctive features of a
process.
• Process control can be defined as the activity of planning and regulating a process, with the
objective of performing a process in an effective, efficient, and consistent manner.
• Processes should be defined, documented, and controlled. After they are under control, they can
be repeated, and they become manageable.
• Degrees of control over processes can be defined. Then process measurement and metrics can be
built in to the process to control and improve the process.

• Goal
• Bake a Cake
• Input
• Ingredients i.e. Milk, Sugar, chocolate, eggs, flour etc
• Activity or interrelated activities
• Mixing ingredients, pre-heat oven, bake, decorate
• Measurement
• How much, how long, What temperature etc
• Guidelines / Norms
• Recipe Guidelines
• Output
!!! CAKE !!!
Generic Process…… Example

• A team or group of people and the tools they use to carry out a
one or more processes or activities
• Functions provide units or organizations responsible for specific
outcomes
• i.e. The Human resources department is responsible for
performing activities for the over all organization which
include recruitment, payroll management, timely appraisals,
employee issues, settlements, employee verifications,
employee social issues etc.
What are Functions ?

• Functions are units of organizations
▪ specialized to perform certain types of work
▪ and be responsible for specific outcomes
• Functions are
▪ Self contained entities
▪ Provide structure to the organization
▪ Define roles and associate responsibility
▪ Leads to specialization and optimization
• Functions have their own body of knowledge,
which is accumulated from experience of the
functional organization.
What are Functions ?

Best Practice is a set of guidelines based on the best experiences of the most qualified and
experienced professionals in a particular field.
Best Practice is based on:
▪ More than one person
▪ More than one organization
▪ More than one technology
▪ More than one event.

Why Best Practice ?
• It provides a starting point…..
• It presents guidelines, not regulations
• It promotes internal direction
• It is generic
• It builds a basis for professionalism.

• Good practices: Practices that are widely used in industry by companies getting good
results
• Reasons to adopt good practice:
• Dynamic environments
• Performance pressure
• Benefits: They help organizations benchmark themselves against peers in the same and
global markets to close gaps in capabilities
• Sources: Public frameworks, standards, proprietary knowledge of individuals and
organizations, community practices, etc.

What is a Service ?
• Service is:
▪ a means of delivering value to customer
▪ facilitating outcomes customers want to achieve
▪ without the ownership of specific costs and risks
• A set of related functions provided by IT systems in support of one or more business areas
• This service can be made up of hardware, software and communication components, but is
perceived as a self-contained, coherent entity.

• It is difference between perceived quality and
expected quality
• For a product:
• the Satisfaction comes after usage
• For a service:
•Satisfaction happens while it is being consumed
Service →Customer Satisfaction

Process Owner vs. Service Owner
• Process Owner:
• A process owner is responsible for ensuring that the process is fit for the desired purpose
and is accountable for the outputs of that process.
• Service Owner:
• A service owner is accountable for the delivery of specific IT Service, Responsible for
continual improvement and management of change effecting services under their care

• Defines the process strategy
• Assists in the process design
• Ensure that the process document is available and updated
• Define policies and standards to be employed through out the process
• Audit the process to ensure compliance to policy and standards
• Review the process strategy and change it if required
• Provide process resource
Process owner

• Acts as a primary customer contact for all service related enquiries and issues
• Ensures that ongoing service delivery meet agreed customer requirements
• Identify opportunities for service improvement and take actions
• Liaise with required process owners throughout the service management lifecycle
• Accountable for delivery of the service.
Service owner

• A role refers to a set of connected behaviors or actions that are performed by a person, team,
or group in a specific context. The scope of their role and what triggers them to play that role
are defined by the relevant process and agreed upon by their line manager.
• Note: A technical management department can perform the role of Problem Management
when diagnosing the root cause of incidents. This same department could also function in other
roles at different times. For example, the department might assess the impact of changes
(Change Management role) or manage the performance of devices under their control
(Capacity Management role).

When designing a service or a process, its important that all the roles
are clearly defined so right decisions and executions are effective.
The RACI model is beneficial in enabling decisions to be made with
pace and confidence

• Responsible – the person or people responsible
for getting the job done
• Accountable – only one person can be
accountable for each task
• Consulted – the people who are consulted and
whose opinions are sought
• Informed – the people who are kept up-to-date
on progress.
• Verifies – the person or group that checks
whether the acceptance criteria have been met
• Signs off – the person who approves the V decision and
authorizes the product hand-off. This could be the A person.

The Focus of ITIL 4
• Value Co-Creation – no longer a mono-directional flow between service
provider and consumer
• Service defined by VOCR – Value, Outcomes, Costs, and Risks

Key Concepts of Service Management

Four Dimensions of Service Management

ITILITSM Overview (ITIL Framework)

ITILITSM Overview
• What is ITSM?
• ITSM = Information Technology Service Management
• The implementation and management Service Support and Service Delivery processes aligned to meet the
needs of the business with an appropriate mix of people, processes and technology.
Service Desk

ITSM – Service Support
• Infrastructure-
- People, Processes and Technology
• IT Service -
- Fulfills one or more of the customers needs
- Supports customers business objective
• Process –
- A structured set of activities designed to accomplish a specific
objective. A process may define policies, standards, guidelines,
activities and work flow instructions.
• Activity –
- A set of actions designed to achieve a result

Service Desk
Change
Management
Release
Management
Incident
Management
Configuration
Management
Problem
Management
Service
Support
Service Desk
•Integrated function, not a process,
to all of the “operational” process.
•Serves an intended purpose
•Single point of contact between
service providers, customers and
users.
•Manages incidents and escalates
according to agreed service levels.
•Manage requests, incidents,
service requests and
communications with customer
and users.

Service Desk
Telephone
Requests
Internet/browser
requests
Fax
requests
Email/voice/video
requests
Hardware/
application
events
Management Information,
Reports, Metrics
Networks
Learning
Technologies
Distributed
Computing
Computing
Services
Enterprise
Applications
Security
Telecommunications
Operations
Project and Service
Management
Contracts and
Licensing
IT Training
Local
Central
Virtual

Incident Management
• Objective is to restore normal service operation as quickly as
possible and minimize the adverse impact on business
operations.
• The process responsible for managing the life-cycle of all
incidents.
An incident defined as an unplanned, unexpected or unexplained disruption in
service. This is any event which is not part of the standard operation of a
service and which causes or may cause an interruption to or a reduction in the
quality of the service that is provided.
• E.g. mail server not responding to incoming or outgoing messages.

Incident Management input and output of the process, and its activities
E.g. mail server not responding to incoming or outgoing messages.

E.g. users identify they
cannot send or receive
mail and the Service Desk
is contacted. The Service
Desk cannot resolve the
incident so it must be
escalated to the next level
of expertise for resolution.
Escalation =
the mechanism that
assists timely
resolution of an
Incident
Levels of support are specific to technical expertise

Problem Management
A Problem is defined as the unknown underlying cause
• Problem Management aims to Stabilize IT services through:
•Minimizing the consequences of incidents
•Removal of the root causes of incidents
•Prevention of incidents and problems
•Prevent recurrence of incidents related to errors
•Both reactive process and proactive process.
E.g. mail server not responding to incoming or outgoing messages, and the root cause is identified as
power has been lost because the server was accidentally unplugged due to other servers being un-
plugged and relocated to another part of the building.

Problem
Management takes
time to identify the
cause and
eliminate it.
E.g. the mail server
problem
root cause resulted in a
permanent solution which
was to locate the power
source and plug it back in.

Change Management
Not every change is an improvement, but every improvement is a change.
- Is responsible for managing changes introduced in the IT
environment
- Ensures that standardized methods and procedures are used
- Aims to minimize the impact of change-related incidents and
improve day-to-day operations with minimum disruption to IT
Services.

Change Management
Change Manager: the person responsible for filtering,
accepting and classifying all Requests For Change (RFC).
Change Advisory Board (CAB): this consultative body
meets regularly to assess and plan changes. Normally, only
the more significant changes are presented to the CAB.
CAB/EC (Emergency Committee) should be appointed
with the authority to make decisions on emergency
requests.

Change Management Process Flow
Change = an addition, modification or removal of anything that could have an effect on the IT environment

Configuration Management
Provides a logical view of the
components of all services. This
process is responsible for
maintaining information about
Configuration Items (CI). A CI is
any component that needs to be
managed in order to deliver an IT
Service.
The CI information is managed in
the CMDB – Configuration
Management Database and records
the attributes and relationships with
other CIs, processes, and services. Incidents Changes
Problems
Known
Errors
CIs
Relationships
Releases
CMDB
Service Reports
Incident Statistics
Audit Reports
Release Schedule
Release Statistics
Release Review
Secure Library
Testing Standards
Audit Reports
CMDB Reports
CMDB Statistics
Policy Standards
Audit Reports
Problem Statistics
Problem Reports
Problem Review
Diagnostic aids
Audit Reports
Satistifaction
Surveys
Change Schedule
CAB minutes
Change Statistics
Change Reviews
Audit Reports
Incident
Management
Configuration
Management
Service
Desk
Problem
Management
Release
Management
Change
Management
Monitoring
Tools
Incidents
Difficulties
Queries
Inquiries
Communications
Updates
Work-arounds
Incidents
Releases
Changes
Service Support
Business, Customers, Users

Release Management
- Responsible for the planning, scheduling and controlling of changes to a
defined IT Service that moves from -
test/dev > QA > live (production) environments.
- Aims to ensure that the integrity of the live (production) environment
- Release Management works closely with Configuration Management
(CMDB) and Change Management.

Incidents Changes
Problems
Known
Errors
CIs
Relationships
Releases
CMDB
Service Reports
Incident Statistics
Audit Reports
Release Schedule
Release Statistics
Release Review
Secure Library
Testing Standards
Audit Reports
CMDB Reports
CMDB Statistics
Policy Standards
Audit Reports
Problem Statistics
Problem Reports
Problem Review
Diagnostic aids
Audit Reports
Satistifaction
Surveys
Change Schedule
CAB minutes
Change Statistics
Change Reviews
Audit Reports
Incident
Management
Configuration
Management
Service
Desk
Problem
Management
Release
Management
Change
Management
Monitoring
Tools
Incidents
Difficulties
Queries
Inquiries
Communications
Updates
Work-arounds
Incidents
Releases
Changes
Service Support
Business, Customers, Users

ITSM – Service Delivery
Service Level
Management
Financial
Management
Availability
Management
IT Service Continuity
Management
Capacity
Management
Service
Delivery
Service Delivery has a “tactical or strategic” focus. Service Delivery is also used to mean the
delivery of quality IT Services to customers and what is needed to provide those services.

Service Level Management
•The process responsible for
maintaining and improving IT Service
quality through a constant cycle of
agreeing, monitoring, and reporting
to meet customers’ objectives.
•Provides us and our customers a
clear and consistent understanding
and expectation of the level of
service required to provide a quality
product.
• Through these methods, a better
relationship between IT and the
customers can be developed.

Service Level Management - Terminology and Definitions
Service Level Requirements (SLR) – A listing of the customer’s service
requirements (e.g. availability, capacity, financial, criticality, service restoration,
etc.).
Service Level Agreement (SLA) – a written agreement with a customer defining
the service targets and responsibilities of both parties.
Operational Level Agreement (OLA) – a written agreement between two internal
IT areas (e.g. Networks and Service Desk)
Underpinning Contract (UC) – a contract with a 3rd party vendor/supplier that
documents the delivery of services that supports IT in their delivery of service.

Availability Management
• The goal is optimize the capacity of the IT infrastructure, services, and
supporting organization to deliver a cost effective and sustained level
of availability enabling IT to meet their objectives.
• Aims to reduce the occurrence and duration of service unavailability
• Ability of a service or component to perform its required function
over a stated period of time.

Availability Management
Availability – amount of time it is accessible as agreed with the customer.
Reliability - to be free from operational failure.
Maintainability (internal) - keeping the service up and running.
Serviceability (external) – contractual with a vendor to assure availability.
Resilience - Redundancy/fault tolerance. How well it survives a failure.
Vital Business Function (VBF) - the service(s) defined as business critical.
Security - confidentiality, integrity, availability of data
Maintenance Windows - a period of time agreed upon that a service will
not be available so service maintenance can be done.

Capacity Management
• Can be referred to as supply and demand and is responsible
for addressing the evolving demands of the business cost
effectively.
• Involves analyzing the current situation and predicting the
future use of the IT infrastructure and resources needed to
meet the expected demand for IT services.

Continuity Management
• The process that ensures that the required IT technical
services and facilities can be recovered from a failure or
disaster.
• Service Continuity Planning is a systematic approach to
create a plan and/or procedure to prevent, cope with
and recover from the loss of a critical service for
extended periods.

Financial Management
•Identify the actual cost of services provided
•Provide accurate and vital financial information to
assist in decision making
•Make customers aware of what services actually
cost
•Cost avoidance relative to the spending of money
wisely now to reduce costs in the future.

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