ITIL Overview


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ITIL Overview

  1. 1. Service management solutions White paper Incorporate service management best practices into the service life cycle. May 2007
  2. 2. Incorporate service management best practices into the service life cycle. 2 Overview Contents When planning an IT budget, no CIO wants to devote increased funding to operational costs at the expense of new service development — because new 2 Overview services represent growth initiators for the organization, while operational 4 Achieve cost and time savings through costs do not. Yet more and more enterprises have been making this budget proper service management planning shift in recent years because the increasing size of infrastructure, process 6 Integrate development and operations inefficiencies, maintenance and global sourcing demand more operational teams throughout the life cycle attention. 7 Determine best-practices processes 8 Integrate requirements from each One way to reverse this trend is the adoption of a service management process into each phase of the approach throughout the organization, including service delivery and life cycle operations. Service management refers to bringing IT business, development 9 Solve service delivery and and operations teams together to optimize service quality for the business, operational problems before meet business priorities and improve efficiency and effectiveness. they impact customers 9 Help reduce costs and increase quality One primary benefit of service management is improved integration across the by automating even the most complex IT service life cycle, and recent research suggests that organizations that apply deployments an integrated approach are up to twice as successful in reducing costs, twice 10 IBM Service Management helps as successful at increasing quality and customer satisfaction, and up to three organizations use best practices times as successful in increasing revenue.* consistently 10 IBM Global Technology Services Most problems encountered in service delivery and operations can be help optimize service operations traced back to inadequate integration between development and operations. 13 IBM software products provide Typically, a limited “hand-off” takes place between the development team the required architecture and automation 14 Conclusion 15 For more information 16 About IBM solutions for enabling IT governance and risk management
  3. 3. Incorporate service management best practices into the service life cycle. and the operations team, so when an application is rolled out or updated and service problems crop up, a tedious and consuming process is undertaken: • First, much time is spent figuring out what and where the problem is. • Next, patches and code are written to “retrofit” the new application so that it runs properly in the organization’s IT environment. On occasion, the unwitting hand of one programmer may undo months of operational performance and capacity planning. • Finally, as implications of the application-supported service become clearer, service management planning is initiated much too late. For most organizations, these implications become clear after deployment, and after operational costs and service quality have been negatively impacted. Most organizations can and should improve the processes of planning and rolling out new services and updates to existing services. Today, they face other significant challenges that stand in the way of delivering high-quality, cost-effective services: • The lack of proper communication between development and operations just mentioned. • Disparate technologies, architectural complexity and teams divided by geography and/or culture make the process more complex. • Industry consolidation, technology convergence and intense pressure on business models have created an environment of rapid and constant change. • Compliance, audit and governance requirements introduce added security and access considerations. • Overall IT budgets remain relatively flat even though operational costs are rising. Consequently, many organizations are spending much more money than they wish just “keeping the lights on” — and that leaves less money for the development of innovative, new services and other growth initiatives. The adoption of service management can play a key role in turning this situation around. Service management stresses the use of tools, processes and best practices that can help an organization plan, integrate and automate.
  4. 4. Incorporate service management best practices into the service life cycle. Embracing a service management approach can free resources to drive Highlights more innovation and new capabilities within an organization. Most importantly, the adoption of best practices–based service management can allow IT to become a competitive differentiator — and a profit center — instead of merely a cost center. This white paper shows how incorporating service management into service With an emphasis on best practices, incor­ delivery and operations — using best practices — can help organizations porating service management into service delivery and operations can help transform transform IT resources, both technical and human, into value. IT resources into value Achieve cost and time savings through proper service management planning Paying lip service to the concept of service management is not enough to reap its benefits. Careful planning is paramount. The successful adoption of service management requires a shift in mindset and an evolution in an organization’s processes. Service management can lead an organization from a structure of siloed application and infrastructure resources to a reliance on process- based disciplines and, consequently, the provision of valuable IT services that support well-conceived business processes and business services. Both IT’s value and cost to the organization correlate with integration and collaboration across management domains — more so than with the maturity of any one specific functional process. Process maturity assessments are still valuable in diagnosing and improving processes, but IT service management presents implications that extend beyond IT and affect virtually every management discipline within the organization. Strategic planning should focus on the integration and collaboration required for the overall service management capability, rather than viewing each process as an independent effort. Instead of process maturity only, the service management capability should emphasize adding value to the
  5. 5. Incorporate service management best practices into the service life cycle. customer through an improved overall capability achieved through enhanced Highlights integration and collaboration. To deliver the most value, service management must look at the business of IT from the customer’s perspective. Unfortunately, in many organizations, the adoption of a service management approach remains wishful thinking. That will not change until service management impacts project management and the governance changes required to drive complex change in the organization. The first step in planning service management improvements is the adoption and adaptation of industry-accepted best practices. After all, it makes no sense to reinvent what others have already learned. In fact, planning service management improvement is required by international standards and globally accepted as a primary best practice. What an organization critically needs are an actionable, end-to-end service management framework, methodology and governance of best practices that leverage accepted standards and practices such as: • International Standards Organization/International Electrotechnical Commission (ISO/IEC) 20000. • Control Objectives for Information and related Technology (COBIT). • IT Infrastructure Library® (ITIL®). Beyond the adoption of best practices, planning, design and implementation Planning, design and implementation are needed to turn service management into methods are required to turn service management from wishful thinking into business value business value. Governance is required to establish the decision rights and accountability framework that “glues” management capabilities together and drives the desired behavior and decision making in IT — decision making that aligns with business objectives. In this way, governance helps ensure that IT functions as a provider of valued services to customers.
  6. 6. Incorporate service management best practices into the service life cycle. Integrate development and operations teams throughout the life cycle One of the strongest benefits a best practices–based approach to service management can deliver to an organization is integration at the information, technology and process levels. But achieving this integration requires close attention to these criteria: • To effectively drive change within an organization, service management must be closely tied to project management and governance. • Having all asset classes — both business and IT — managed and fully integrated in the same management system enables application convergence, as well as business and IT synergy. • The degree of integration and collaboration across management domains may have more impact on IT’s value and cost to the business than the maturity of any one specific process. As organizations drive improvements to service management, the best results come from combining the different perspectives of product developers, service delivery teams, IT management consultants and business process consultants to collaboratively promote end-to-end service and asset management excellence. Different types of subject matter expertise and advanced software functionality require full participation from many different areas, across many management domains. This “integrated teaming” approach is critical for any IT organization that desires to improve service management capabilities. It must be recognized that valuable improvements will require changes to governance, resulting in improved collaboration across management domains. Ultimately, this will translate to improved value for the organization’s customers.
  7. 7. Incorporate service management best practices into the service life cycle. 7 A well-designed system puts these integration goals within reach: Highlights • The integration of development and operations teams at each phase of the service life cycle by using best practices–based development tools, operations tools and process governance. • The testing of services in a production-modeled environment — followed by deployment after full consideration of testing results. • Before problems occur, the establishment of best practices to enable operations and development teams to collaboratively discover root causes quickly and with increased visibility. Determine best-practices processes While integration and collaboration across management domains, rather than the maturity of any one specific process, is the most critical factor for service management success, it does not necessarily mean a wholesale abandonment of an organization’s existing processes is in order. With a unified view of service management and governance, an organization can often leverage many existing products and processes to support integrated workflows across the service life cycle. The integration of existing development processes should be considered when: • Your various teams have already established successful methods for discharging their respective responsibilities. • A clear division of responsibilities has been developed between these teams. • You regularly work with multiple service providers for service delivery and operations. The key to successful integration is to investigate the various processes used For successful integration, investigate by your collaborative teams, agree on the ones that are most useful and make processes used by your collaborative teams, agree on the most useful processes and make them the “best-practices” processes for your entire organization. them the “best­practices” processes for your entire organization
  8. 8. Incorporate service management best practices into the service life cycle. IBM has developed tools, placed in public domain, that provide an appropriate starting point for any organization seeking to improve service management through greater integration: IBM Tivoli® Unified Process is a reliable and complete process reference model that routinely saves time, improves quality and enables new levels of innovation. Tivoli Unified Process provides practical help in understanding the process flows, roles, tools and information work products required by service management. Tivoli Unified Process supports ITIL, COBIT, ISO/IEC 20000 and detailed documentation of IBM Process Reference Model for the Business of IT. IBM Process Reference Model for the Business of IT describes more than 40 processes critical to service management and provides a significant reference point for how all the activities within IT, including everything under the office of the CIO, should work together in an integrated, efficient and effective organization. Using these tools, an organization can bring people from disparate disciplines together and establish a continuum between development teams and processes, and operations teams and delivery processes. Integrate requirements from each process into each phase of the life cycle A best practices–based service management system provides an integrated, end-to-end release management capability. Collaborative service testing, before operational deployment, is one of the primary ways to improve operational service quality and help reduce operational costs. In this way, the test environment becomes, in essence, a simplified mirror of the production environment. Shared analysis of test data leads to enhanced insight into service performance. For example, performance test results can be used by
  9. 9. Incorporate service management best practices into the service life cycle. operations as a basis for service quality planning and to establish baseline operational thresholds. The critical point is that development and operations plans should be integrated and coordinated as part of an overall service management plan — much like development and production architectures. Solve service delivery and operational problems before they impact customers Integration between development and operations, exemplified by more effective, service oriented testing can help prevent incidents and problems before they occur, reduce the time and human effort required to resolve them, and minimize the depth and duration of the impact to users and customers. This type of integration is required to help reduce operational costs, improve service quality and satisfy customer requirements for service reliability. Effective problem management requires good forensic data for debugging the root causes of service deployment problems. An optimal service delivery and operations system will provide vital monitoring and configuration data as well as the steps needed to reproduce the problem. Monitors built into applications automatically capture problem “events” and give problem managers access to “known errors” before they spend time getting to a problem’s root cause. Problem managers can also see and analyze configuration differences between test and production environments. Meanwhile, development and testing teams can access problem records and configurations so they can analyze and reproduce a problem — then move to solve it. Help reduce costs and increase quality by automating even the most complex deployments Automation reduces costs through two primary means: reduction of the human effort (and labor costs) required to perform the activities, as well as the reduction of human error that may occur during those activities. Reducing
  10. 10. Incorporate service management best practices into the service life cycle. 10 errors improves customer satisfaction and helps control operational costs Highlights associated with responding to incidents. A best practices–derived delivery and operations process helps automate complex deployments within the context of an organization’s overall release management process. Automation helps facilitate enforcement of agreed-upon practices because it permits fewer deviations. And even when a critical situation occurs, an established process guides the activities required to effectively and efficiently respond, based on agreed-to service levels. IBM Service Management helps organizations use best practices consistently IBM Service Management solutions enable IBM Service Management solutions enable effective governance of service effective governance of service delivery and operations processes, and the management delivery and operations processes, as well as the management of the services, of the services, software and infrastructure software and infrastructure that supports the business. In particular, IBM supporting the business Service Management solutions help organizations to: • Align service management strategy and plans with the needs of the business, based on practical, actionable and consistent reliance on accepted standards and practices. • Integrate operations and development based on service management best practices. • Automate service management capabilities for consistent execution and to facilitate auditable compliance. IBM integrated solutions leverage a framework for service delivery and operations based on accepted standards and practices such as ITIL, COBIT and ISO/IEC 20000. Organizations can also draw on IBM services for practical help with all aspects of planning, design, automation and integration of best practices. For service management requirements to be addressed, organizations must develop a service management strategy and associated policies that provide the foundation for fast, successful implementations in accordance with
  11. 11. Incorporate service management best practices into the service life cycle. 11 best practices such as ITIL. IBM currently has thousands of ITIL-certified Highlights personnel with expertise in financial management; service desk, service delivery, outsourced operations, capacity management; incident, problem, change, release, event management and monitoring design; business resilience; and server, network, storage, facilities and user services. IBM staff includes OGC IAG (the ITIL Advisory Group within the UK’s Office of Government Commerce) members, ITIL authors, members of various IT Service Management Forum (itSMF) advisory boards and committees, education providers, consultants and developers. IBM also maintains strategic partnerships with leading IT service management vendors. IBM Global Technology Services help optimize service operations IBM Global Technology Services provide industry-leading insight and guidance in implementing service delivery and operations processes. Expertise includes such areas as IT management and service oriented architecture (SOA) infrastructure consulting; IT life-cycle management; IT and SOA governance; and software platform integration, deployment and management. IBM Global Technology Services help clients assess, plan, design and implement industry-accepted service management best practices like those described in ITIL, COBIT and ISO/IEC 20000. Additionally, the IBM process reference model for IT translates the IBM Service Management framework into concrete action for implementation, so an organization can follow a streamlined path from design to production. Using workshops, analytics and process reference models in a flexible IBM provides unique, in­depth insight into how an organization’s IT resources, processes and and modular way, IBM provides unique, in-depth insight into how an investments match overall business needs and organization’s IT resources, processes and investments match overall business how to make improvements needs — and what steps should be taken for improvement. IBM Global Technology Services enable an organization to quickly identify the right service management improvement opportunities, choose the best solution approach and speed implementation.
  12. 12. Incorporate service management best practices into the service life cycle. 12 IBM IT Management Consulting Services bring a business-oriented, standards-based approach to service management strategy and planning. IBM professionals use tested and mature assets and methods for planning the adoption of service management practices. Modular services also include management and strategy consulting, facilitating a well-defined path toward better management of IT assets, higher stakeholder satisfaction, increased efficiency and higher standards of service quality. IBM service management design and implementation services help define and implement an integrated set of service management tools and processes for a business-oriented service management capability. Service management design and implementation include considerations for the governance, guiding principles, processes, organization, information and technology architecture required for a successful implementation. IBM Testing Centers of Excellence allow organizations to work with highly experienced IBM performance, capacity and testing consultants to help improve, plan for and validate the performance and scalability of new applications, processes, storage solutions and networks. A key element of IBM Service Management, IBM Global Technology Services deliver decades of cross-industry experience in helping thousands of organizations around the globe diagnose, plan, design and implement service management. IBM offers solid experience, a broad portfolio of solutions and depth of expertise to help organizations better align technology investments to business objectives and help IT bring its full value to the organization to drive business growth.
  13. 13. Incorporate service management best practices into the service life cycle. 1 IBM software products provide the required architecture and automation IBM software products that provide the architecture and automation required for effective service delivery and operations include: Tivoli Unified Process provides intuitive, Web-based access to a content-rich database, the Tivoli Unified Process Method Library. This library draws from expertise derived from decades of IBM consulting experience. At the heart of Tivoli Unified Process is IBM Process Reference Model for the Business of IT. IBM Process Reference Model for the Business of IT has a set of ITIL descriptions for workflow management that can be tailored to fit an organization’s particular needs. In effect, IBM Process Reference Model for the Business of IT makes ITIL operational. It includes a simple, point-and- click interface that allows users to gain a basic understanding of each process, and then drill down to understand the relationships between processes, and the roles and tools involved in efficiently managing them. IBM Rational Unified Process® (RUP®), based on more than 20 years of experience working with clients on thousands of projects, is a process framework for defining, delivering and adopting software and systems development best practices. RUP and Tivoli Unified Process are included in IBM Rational Method Composer. The deployment of an integrated Tivoli Unified Process/RUP solution allows organizations to build applications and business services with manageability designed in for IT life-cycle support. IBM Tivoli Change and Configuration Management Database (CCMDB) handles the data needed to initiate and manage change. It provides an enterprise-ready platform for storing deep, standardized data on configurations and change histories to help integrate people, processes, information and technology.
  14. 14. Incorporate service management best practices into the service life cycle. 1 IBM Tivoli Provisioning Manager for Software helps organizations automate the deployment of software to servers, desktops and laptops distributed across different environments and locations — quickly, easily and cost-effectively. Tivoli Provisioning Manager for Software provides comprehensive release management capabilities, including built-in discovery, inventory, software distribution, patch automation and support for compliance and remediation. IBM Rational® Performance Tester is a multiuser testing tool for validating Web application scalability before deployment. It creates, executes and analyzes tests to validate the reliability of complex on demand business applications. Rational Performance Tester can be integrated with IBM Tivoli Composite Application Manager (ITCAM) software, helping organizations quickly pinpoint — in real time — the source of bottlenecks in application code or server resources. Real-time information provided by ITCAM software includes throughput, response time and specific transaction details. Conclusion Implementing service management in service delivery and operations processes involves building applications and business services with manageability designed in, for true IT life-cycle support. Such a “build-to-manage” strategy helps ensure the successful introduction — and lifetime success — of such services. For any organization, a successful transition to a service management approach will necessarily involve looking at the business of IT from the customer’s perspective. It must be remembered that both IT’s value and cost to the business are more related to integration and collaboration across management domains than with the maturity of any one specific functional
  15. 15. Incorporate service management best practices into the service life cycle. 1 process. Enhancing the range and depth of service management capabilities (including the level of integration and collaboration both within the organization and with its business partners) will dramatically add value to the business. Employing the IBM Service Management approach to service delivery and operations, based on best practices, allows an organization to manage new technology alongside existing technology — all with a strategic view toward the organization’s specific service delivery objectives. IBM service management helps organizations deliver and operate new services efficiently, while enhancing service levels and process capabilities. For more information To learn more about how IBM Service Management solutions can help your organization better manage and apply best-practices precepts to service delivery and operations, contact your IBM representative or IBM Business Partner, or visit Also at, you may download these useful, service management–related tools: Tivoli Unified Process provides practical help in understanding the process flows, roles, tools and information work products required by service management. IBM IT Service Management Self-Assessment will help you better understand how your IT infrastructure can more effectively and efficiently deliver IT services by: • Evaluating IT processes and their importance to your IT efficiency and effectiveness. • Providing insights into process priorities for improvements, based on your situation. • Sharing approaches and solutions on how an integrated, services approach to service management can benefit your organization.
  16. 16. About IBM solutions for enabling IT governance and risk management © Copyright IBM Corporation 2007 IBM enables IT organizations to support governance and risk IBM Corporation Route 100 management by aligning IT policies, processes and projects with business Somers, NY 10589 goals. Organizations can leverage IBM services, software and hardware to U.S.A. plan, execute and manage initiatives for IT service management, business Produced in the United States of America 5-07 resilience and security across the enterprise. Organizations of every size All Rights Reserved can benefit from flexible, modular IBM offerings that span business IBM, the IBM logo, Rational, Rational Unified management, IT development and IT operations and draw on extensive Process, RUP and Tivoli are trademarks of International Business Machines Corporation customer experience, best practices and open standards–based technology. in the United States, other countries or both. IBM helps clients implement the right IT solutions to achieve rapid IT Infrastructure Library is a registered trademark business results and become a strategic partner in business growth. For of the Central Computer and Telecommunications Agency which is now part of the Office of more information about IBM Governance and Risk Management, visit Government Commerce. ITIL is a registered trademark, and a registered community trademark of the Office of Government Commerce, and is registered in the U.S. Patent and Trademark Office. Other company, product and service names may be trademarks or service marks of others. Disclaimer: The customer is responsible for ensuring compliance with legal requirements. It is the customer’s sole responsibility to obtain advice of competent legal counsel as to the identification and interpretation of any relevant laws and regulatory requirements that may affect the customer’s business and any actions the reader may have to take to comply with such laws. IBM does not provide legal advice or represent or warrant that its services or products will ensure that the customer is in compliance with any law or regulation. *IBM Global CEO Study 2006 G000-0000-00