itil foundations

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© 2004 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice

ITIL Foundations

May 14, 2007

July 13, 2006 © 2007 Hewlett-Packard Development Company, L.P.HP Self-Maintainer (U.S. Only) 2

Introduction

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© 2007 Hewlett-Packard Development Company, L.P. 3

IT is the business……….

“IT is the business”and

“The business is IT”


What is IT Service Management (ITSM)?

• The management of IT services to support one or more business areas.

• ITSM is based on the IT Infrastructure Library (ITIL)

A standard set of published materials used worldwide

• The IT Infrastructure Library (ITIL) defines “best practice”processes.

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Key objectives of Service Management

• Align IT services with the current and future needs of the business and its customers

• Improve the quality of IT services delivered

• Reduce the long-term costs of provisioning services


What is a Service?• Definition: “Work done for others as an occupation or

business” (American Heritage Dictionary)

• Historical Example: Roman Aqueducts

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Roman Aqueducts


What is an IT Service?• 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

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What is a Service Culture?

• Recognition that the IT exists to further the business aims of the customers of its services.

• A willingness to go that ‘extra step’ to satisfy customer needs.

• An understanding of the customers’ perspective

• Achieving a Service Culture depends on:– Senior Management support– A good understanding of why IT Services are being provided– An understanding of the impact on the business of poor service– Clear targets to aim for, and from which to progress


The Four P’s

IT Service Management (ITSM) is all about the efficient, effective and economical use of:

• People– Customers, Users & IT Staff

• Processes– ITIL Service Support – “Operational”

Service Delivery – “Tactical”• Products

– Tools and Technology• Partners

– Vendors and Suppliers

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Continuous Improvement - ITSM

The adoption of ITSM disciplines and processes will facilitate a continuous improvement in the quality of IT services.

It is aimed at achieving and maintaining best value whileremaining in line with changing business requirements.


Continuous Improvement – ITSMA process-led approach

Where do we want to be?

Where are wenow?

How do we getwhere we want?

How do we knowwe have arrived? Metrics

Process Change

Assessments

Vision andBusiness objectives

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Quality Improvement

• The customer is the most important part of the production line.

• It is not enough to have satisfied customers, the profit comes from returning customers and those who praise your product or service to friends and acquaintances.

• The key to quality is to reduce variance.

• Managers should learn to take responsibility and provide leadership.

• Improve constantly.

• Institute a vigorous program of education and self-improvement.

Dr. Edwin Deming

1900-1993


Quality Improvement – Deming Cycle

Quality management is the responsibility of everyone working in the organization providing the service.

Every employee has to be aware of how their contribution to the organization affects the quality of the work provided by their colleagues, and eventually the services provided by the organization as a whole.

Quality management also means continuously looking for opportunities to improve the organization and implementing quality improvement activities.

Plan – What needs to be done

Do – Planned activities are implemented

Check – Did the activities provided the expected result

Act – Adjust plans based on information gathered while checking

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ITIL Best Practice — A Working Definition

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


Service Management

The

BusIness

The

Technology

The

Business

Perspective

ICT

Infrastructure

ManagementService Delivery

Planning to Implement Service Management

Applications Management

ServiceSupport

SecurityManagement

IT Infrastructure Library (ITIL)

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Core ITSM Components

Service Level Management

Capacity Management

Availability Management

Financial Management

Service Continuity Management

Incident Management

Problem Management

Service Desk

Configuration Management

Release Management

Service Management

Service Delivery

Service Support

Change Management


Service Management

Capacity

Configuration

Problem

Change

Release

Incident

Financial

ServiceLevel

ServiceContinuity

ServiceDesk

Availability

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ITIL Foundations –Service Support


Service Desk

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Mission of Service Desk• To act as the SPOC between the User and IT Service

Provider.

• To handle Incidents and Requests, and provide an interface for other activities such as Change, Problem, Configuration, Release, Service Level and IT Service Continuity Management.


Objectives of Service Desk

• To be the single point of contact for all IT customers/users

• To restore service whenever possible• To maximize service availability• To manage all incidents to a closure

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Service Desk Diagram

EscalationManagement

Tracking&

Communication

Service Desk Processes

Request MgmtIncident ReportCustomer LiaisonChange Mgmt

Service Desk Structures

LocalCentralVirtual

Service Desk Technologies

Serv Desk SystemCommun. SystemSelf-Service

Staff Management

Staffing LevelsManaging TurnoverWorkload Mgmt

Education & Training

Soft SkillsMgmt SkillsServ Desk OpsCustomer Service


Service Desk Implementation• Target effectiveness metrics (KPIs) e.g.:

– % first time fix– Number of incidents correctly categorized at initial logging– Number of hardware faults reported

• Selecting the correct structure:– Local Service Desk– Central Service Desk– Virtual Service Desk

• Follow the sun

Data Center

Business Users

Where does the Service Desk go?

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Local Service Desks

• Designed to support local business needs

• Support is usually in the same location as the business it is supporting

• Practical for smaller organizations

Data Center

Business Users

Business UsersLocal Service Desk

Local Service Desk


Central Service Desk• Designed to support multiple locations• The desk is in a central location whilst the business is

distributed• Ideal for larger organization as:

– Reduces operational costs– Consolidates management overview– Improves resources usage

• Could provide secondary support to local desks

Data Center

Business Users

Business UsersCentral

Service Desk

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Virtual Service Desk

• Location of SD analysts is invisible to the customers• May include some element of ‘home working’• Common processes and procedures should exist – single

incident log• Common agreed language for data entry

Data Center

Business Users

Business UsersVirtual

Service Desk


‘Follow the Sun’ Option• Not a type of Service Desk but an option usually applied to

two or more Central Service Desks for global operations• Where Service Desk support switches between two or more

desks to provide 24 hr global cover.• Telephony switching needed• Multilingual staff usually required• Local conditions and cultural issues need to be considered• Clear escalation channels needed

Supports the Virtual Service Desk.

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Incident Management


Mission of Incident Management

To restore normal service operation as quickly as possible with minimum disruption to the business…

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Incident Management

Incident Management is a reactive task, i.e. reducing or eliminating the effects of actual or potential disturbances in IT services, thus ensuring that users can get back to work as soon as possible.


Objectives of Incident Management• To ensure the best use of resources to support the business

• To maintain meaningful records

• To deal with incidents consistently

Tracking & Communication

Known Error

Database

Incident Detection & Recording

Investigation & Diagnosis

Resolution & Recovery

Initial Support

Classification

Incident Closure

Activities performed by Serv Desk

Activities performed by IT

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The scope of Incident Management?The scope of incident management is very wide, and can include anything affecting customer service, for example:• Hardware failure• Software error• Network faults• Information request• How do I…?• Request for equipment moves• Password re-set, changes• New starters• Request for consumables• Service extension requests• Performance issues


Incident Determination (1 of 3)

ServiceRequest

Procedure

IncidentManagement

“is it an Incident?”

EVENTS

LOG

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Definition — an Incident

“An incident is any event that is not part of the standard operation of a service and that causes, or may cause, an interruption to, or a reduction in, the quality of that service”



ServiceRequest

Procedure

IncidentManagement


“I want to move my PC”

“How do I get this to Print”

LOG

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What is a Service Request?

A request from a user for support, delivery, information, advice or documentation, not being a failure in the IT infrastructure.

If a Service is requested that is not for a defined ‘standard service’, and it alters the state of the infrastructure, then it triggers a Request For Change (RFC).

An RFC is not handled by Incident Management but is dealt with formally by Change Management.



ServiceRequest

Procedure

IncidentManagement


“My PC won’t work”

“I can’t send this e-mail

LOG

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Definition — a Problem

“A problem is the unknown underlying cause of one or more incidents”

Problems are the responsibility of Problem Management


Definition — a Known Error“A known error is an incident or problem for which the root cause is known and for which a temporary workaround or permanent alternative has been identified.

It remains a known error unless it is permanently fixed by a change.”

Known Errors are the responsibility of Problem Management

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IncidentManagement

ProblemManagement

ChangeManagement

Incidents keep happening…Incidents never evolve into a problem.

Root cause determined

Faul

ty C

I ide

ntifi

ed

Problem >Known Error

Work-around developed

Change effected

RFC

produced

Relationships among Incidents, Problems, Known Errors and Changes


Impact + Urgency = PriorityImpact• Affect on the business• Defined in the SLA

Urgency• Speed needed to resolve incident• Extent it can bear delay

Priority• Sequence of dealing with events• Determined by impact, urgency and effort• Not assigned by the user• Decided outside the Service Desk

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Service Desk / First Line Responsibilities

• Incident registration

• Initial support and classification

•Resolution and recovery of incidents if possible

•Escalation of incidents to support groups if necessary

•Ownership, monitoring, tracking and communication

•Review and closure of incidents


Initial Support

Classification



Incident Closure


Second Line Support Staff Responsibilities•Handling escalated incidents and service requests

• Incident investigation and diagnosis

• The resolution and recovery of assigned Incidents.

• Further escalation if needed

•Detection of possible Problems and the assignment of them to the Problem Management team


Initial Support

Classification



Incident Closure

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EscalationIf an incident cannot be resolved by first-line support within the agreed time, then more expertise or authority will have to be involved.

• Functional Escalation (horizontal) - Functional escalation means involving personnel with more specialist skills, time or access privileges (technical authority) to solve the incident.

• Hierarchical Escalation (horizontal) - hierarchical escalation means involving a higher level of organizational authority, when it appears that the current level of authority is insufficient to ensure that the incident will be resolved in time and/or satisfactorily.


Critical Success Factors

Successful Incident Management requires:

• An up-to-date CMDB to help estimate the impact and urgency of incidents.

• A knowledge base, for example an up-to-date problem/known error database to assist with recognizingincidents, and what solutions and workarounds are available.

• An adequate automated system for recording, tracking and monitoring incidents.

• Close ties with Service Level Management to ensure appropriate priorities and resolution times.

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Core ITSM Components


Capacity Management



Service Continuity Management

Incident Management

Problem Management

Service Desk


Release Management

Service Management

Service Delivery

Service Support

Change Management


Problem Management

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Mission of Problem Management

To minimize the adverse effect on the business of Incidents and Problems caused by errors in the infrastructure, and to proactively prevent the occurrence of Incidents, Problems, and Errors

Problem Control

Error Control

Proactive Problem Mgmt

Management Info

- Problem ID and Record- Problem Classification- Investigate & Diagnosis

- Error ID and Record- Error Assessment- Error Resolution Record- Error Resolution Monitoring- Error Closure

- Trend Analysis- Targeting Preventative Actions- Major Problem Reviews

Known Error

Database


Scope of Problem Management

• IT problems that affect IT services• Recurring Incidents/Problems• Pro-active Problem Management• Major incidents, if required• Maintaining relationships with third party suppliers

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Objectives of Problem Management

• To ensure that problems are identified and resolved• To prevent problem & incident occurrence and recurrence• To reduce the overall number of IT incidents• To minimize the impact of problems and incidents• To ensure that the right level and number of resources are

resolving specific problems• To ensure that vendors comply with their contracts

Problem Control Error Control Proactive Problem Mgmt Management Reporting


Problem Management Responsibilities

Problem Management must ensure:• Data is properly recorded• Data is regularly inspected and maintained• Known Errors are recorded in a suitable Database• Support staff are educated to capture and record

high-quality data

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Incident Mgmt vs Problem MgmtIncident Management• Restores agreed levels of services• Aims to resolve an incident quickly, by whatever means

possible, including a workaround

Problem Management• Diagnoses the root cause of incidents• Identifies a permanent solution• May take longer than Incident Management• Problem Management assists Incident Management by

providing info about problems, known errors, workarounds and temporary fixes.



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Objectives of Configuration Management

• Identify and record infrastructure information• Control information in the CMDB• Leads to improved service quality (indirectly)• Supports license management• Ensure infrastructure information is up to date• A basis for Service Management processes• Information about the status of the infrastructure• Management information


Configuration Management – Key Definitions• Configuration

– Anything that needs to be controlled

• Configuration Item (CI)– A component within a

configuration– A configuration in its own right

• CI Type– e.g. software products,

business systems, system software, etc.

• Attribute– Describes a CI

• Relationships– Primary

• Parent/child (part of)– Secondary

• Connected to• User of

• Lifecycle– Stages in the life of a CI

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Configuration Management Database (CMDB)Stores details of :

• CIs• Attribute• Relationships• Events

The ‘core’ of an integrated service management tool= “information bank” for all other ITIL processes

CMDB

CapacitySLAs

IT ServiceContinuity

Availability

Finance

Changes Incidents

People

Locations

Assets

Releases

Documents

Licences


Naming Conventions/Critical Factors

• Unique

• Clearly visible

• Consistent with the organization

• Copy and version numbers

• Plan for growth

• The critical factor for successful Configuration Management is that information in the database is up-to-date.

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Change Management


Mission of Change ManagementTo ensure that standardized methods and procedures are used for efficient and prompt handling of all changes, in order to minimize the impact of any related Incidents upon service.

“Not every change is an improvement, but every improvement is a change.”

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Scope of Change Management

Covers areas including:• Hardware• Environment and facilities• Software

– Live– Under development

• Documentation and procedures• Organization and people


Objectives of Change Management• Manage the process of:

– Requesting changes– Assessing changes– Authorizing changes– Implementing changes

• Prevent unauthorized changes• Minimize disruption• Ensure proper research and relevant input• Coordinate build, test and implementation

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Core Elements

•Request for Change (RFC)

•Change Advisory Board (CAB)

•CAB Emergency Committee (CAB/EC)

•Forward Schedule of Changes (FSC)

•Projected Service Availability (PSA)

•Change Model

•Standard Change


Configuration & Change Management

What are the relationships between services and the InfrastructureCreate a CMDB• Relationships between components• Names of services linked to servers• Question Numbers for each component (link the Known

Error Database)Change Scheduling (need a change manager)• Forward Schedule of Changes (FSC)• Projected Service Availability (PSA)• During Pit Stops

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Release Management


Release Management

Release Management aims to ensure the quality of the production environment by using formal procedures.

Release Management is concerned with implementation, unlike Change Management, which is concerned with the complete change process and focuses on risk.

Release Management works closely with Configuration Management and Change Management to ensure that the common CMDB is updated with every release.

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Release Management Activities (1 of 2)• Release Planning

– Developing a plan for each release– Agree and schedule with Change Manager

• Develop or Procure• Designing, Building and Configuring Releases

– Process for assembling CIs for release– CIs are under Configuration

Management control• Testing and Release Acceptance

– Installation procedures– System functionality


Release Management Activities (2 of 2)• Rollout Planning

– Builds onto the release plan– Exact implementation actions

• Communication, Preparation, and Training– When and how releases will be rolled out– How they will be affected– Progress of changes

• Distribution and installation– Moving the release to the

target environment– Deploying the release

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Elements

CMDB

Build Distribute

ImplementTest

DSLDHS

The CMDB should be updated and referred to throughout the Release Mgmt process.


Service Support Processes - Review

ConfigurationManagement

C M D BChange

Management

Service Desk

ProblemManagement

ReleaseManagement

IncidentManagement

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End of Part I


ITIL Foundations –Service Delivery

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Service Delivery Processes

Service LevelManagement

FinancialManagement

Service ContinuityManagement

AvailabilityManagement

CapacityManagement



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Scope of Service Level ManagementThree sets of relationships• Customer and IT• Internal departments within IT• IT and external suppliers

Operational Level Agreements

Internal Organisations

Service Level Agreement

Service A

IT Infrastructure

Underpinning Contracts

External Organisations

Service B Service C

Customer


Objectives of Service Level Management

• To catalog IT services

• To quantify IT services

• To define internal and external service targets

• To achieve agreed service targets

• Ongoing improvement of service levels (SIP)

• To review agreements and contracts Catalog Services

Draft Service Levels

Negotiate & Agree

Monitor, Report & Review

Service Improvement Program

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Establish The Process• Planning• Implementation

Implement SLAs• Catalogue Services• SLRs• Review UCs & OLAs • Draft• Negotiate• Agree

Manage the Ongoing Process• Monitor• Report• Review

Periodic Reviews• Review SLAs• Review SLM Process

IterativeProcess

The Service Level Management Process


Service Level Management Definitions

• SLA (Service Level Agreement)– Is between the customer and IT– Written in business language (clear & unambiguous)

• OLA (Operating Level Agreement)– Is between IT and its own internal IT departments– Written in technical language (clear & unambiguous)

• Underpinning Contract– Is between IT and 3rd party suppliers– Written in legal language

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What is in a SLA?

• Service scope and description• Service hours• Measures of availability and reliability• Support details – who to contact, when, how• Respond and fix times• Deliverables and time scales• Change approval and implementation


What is in a SLA?

• Reference to IT Service Continuity plan• Signatories• Responsibilities of both parties• Reporting• Review process• Glossary of terms

Note: Availability should always be measured from …the customer’s perspective.

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Objectives of Availability Management

• Designing IT services for availability• Measuring and monitoring the key areas• Optimize the availability of the infrastructure• Reducing incident frequency and duration• Corrective action for downtime• The Availability Plan• Balancing Availability and Cost

Design

Monitor

Optimize

Corrective Action

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Key Concepts

• Availability (%)

• Reliability (Time)

• Maintainability

• Serviceability

• Security


Availability

• Proportion of agreed service hours a customer can access a service

• Measured from the customers’ perspective• Expressed as a percentage

(AST – DT)AST

x 100Availability =

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Reliability

• The prevention of failure• The ability to keep services and components operable• Reliability is calculated using statistics


Maintainability, Serviceability, and Security

• Maintainability– Preventative maintenance– Restoration and repair times, Mean Time To Repair (MTTR)

• Serviceability– The support for which external suppliers can be contracted to

provide parts of the IT infrastructure• Security

– Confidentiality, Integrity and Availability to authorized personnel only

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Incident RecoverDiagnosis

RepairDetection

Incident

Restore

MTBF – Mean TimeBetween Failures or Uptime

Recovery time

Repair time

ResponseTime

DetectionTime

MTBSI – Mean Time Between System Incidents

MTTR - Mean Time To Repair or downtime

Expanded Incident Lifecycle


Users

IT Services

Internal Suppliersand Maintainers

IT Systems

External Suppliersand Maintainers

SLA

Underpinning ContractsOLA

Availability

ServiceabilityReliabilityMaintainability

Service Agreements

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Capacity Management


Mission of Capacity Management

To ensure best use of the appropriate IT Infrastructure to cost effectively meet business needs … and matching IT resources to deliver these services at the agreed levels currently and in the future

Good capacity management eliminates panic buying at the last minute, or buying the biggest box possible and crossing your fingers.

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Objectives of Capacity Management

• Optimal performance of the current infrastructure• Understanding how the infrastructure is being used and how

it will be used• Assessing new technology• Building capacity for new services• Forecasting and planning infrastructure requirements for

ongoing IT Service Delivery


Capacity Management Strategy

Incidents

CommonPractice

OptimumCapacity

LevelActualGrowth

In Demand

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Three areas of responsibility

Business Capacity Management (BCM)• understand future business needs• plan and implement sufficient capacity to support services

Service Capacity Management (SCM)• understand IT services, resource usage and variations• ensure that SLA targets can be met

Resource Capacity Management (RCM)• understand the utilization of all component parts of the IT

infrastructure• optimize use of the current hardware and software

resources


Demand Management• Reactive and Proactive Capacity Management• Managing demand where capacity is limited• Resources allocated by business priority• Influence user behavior• Increased or reduced charges for specific resources or times

8:00 10:00 12:00 14:00 16:00 18:00

Util

izat

ion

Optimum utilizationPrior to Demand ManagementAfter Demand Management

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IT Service Continuity Management


IT Service Continuity

• A disaster is much more serious than an ‘Incident’. A disaster is a business interruption.

• That means that all or part of the business is not ‘in business’following a disaster.

• The IT Service Continuity Management process emphasizes prevention, i.e. avoiding disasters.

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Objectives of IT Service Continuity Management

• Reduce the vulnerability of the organization• Reduce identified risks• Plan for recovery of business processes• To involve 3rd parties to mitigate risk• Reduce the threat of potential disasters• To prevent loss of Investor confidence


Business and IT ResponsibilitiesBusiness Continuity• Business Processes• Facilities• Business Staff• Strategy for Business

Continuity

IT Continuity• IT Services• Systems• Technical Staff• Strategy for IT Continuity

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Possible Risks• Damage and denial of access• Loss of critical support services• Failure of critical suppliers• Human error• Technical error• Fraud, sabotage, extortion, espionage• Viruses or other security breaches• Industrial action• Natural disasters


Business Impact Analysis (BIA)Purpose:• Identify key IT services• Determine the effect of unavailability• Investigate the time before the effects are felt• Assess minimum recovery requirements• Document with the businessImpact scenarios

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Service Continuity Strategy

• Which services will we plan for?

• What recovery and preventative options are available?

• What are the costs of each?

• Which services take priority in recovery?


Standby ArrangementOptions• Do nothing• Manual workarounds• Reciprocal arrangements• Fortress Approach• Insurance• Immediate recovery – hot standby (<24 hrs)• Intermediate recovery – warm standby (24-72 hrs)• Gradual recovery – cold standby (>72 hrs)

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The IT Service Continuity Plan

• A working document detailing all processes and procedures• Under stringent Change Management• Detailing individual and team responsibilities • Off-site storage essential


Financial Management for IT Services

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Mission of Financial Management

To provide cost effective stewardship of the IT assets and the financial resources used in providing IT services

ITIL was developed to structure the management of the IT infrastructure to promote the efficient and economic use of IT resources.

One of the objectives was to stimulate cost awarenessof customers to promote the wise use of IT resources in the perspective of business goals.


Scope of Financial Management

• Budgeting (mandatory)– Forecasting, control and monitoring of expenditure

• IT Accounting (mandatory)– Enables IT to account for where money is spent on running the

department and providing services• Charging (optional)

– Billing customers for services

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Objectives of Financial Management

• To account for running IT• To facilitate accurate budgeting• As a basis for business decisions• Balancing cost, capacity and SLRs• To recover costs where required (Charging)


Cost Elements

Security services, IT Service Continuity services, outsourcing services

External Services

Internal charges from other cost centres within the organisation

Transfer

Offices, power, lighting, water, storage, secure areas

Accommodation

Recruitment, employment costs, benefits, cars, relocation costs, expenses, training

People

Operating systems, applications software, utilities

Software

Servers, storage, workstations, laptops, PDAs, printers, networks

Hardware

Cost ElementsMajor type

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Cost Model

TransferExternal ServiceAccommodationPeopleSoftwareHardware

Cost elements

Indirect CostsDirect Costs


Benefits of Charging• Improved cost consciousness• Better utilization of resources• Allows comparisons• Differential Charging

– Demand management• Recover IT costs in an equitable manner, according to

IT demands• Allowing users to influence usage/charges• Raise revenue

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Problems of Charging

• Cost of implementing and running charging system• Allocation of running costs to customers• Negative reaction to IT costs and charges due to increased

visibility• Perception of poor value for money• Failure to differentiate between internal and external money• Failure to make equivalent comparisons


ITIL Certification Overview

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ITIL Certification & Training

IT Service Management is made up of two areas:

Service Support

Change Management

Configuration Mgmt

Release Management

Incident Management

Problem Management

Service Desk

Service Delivery

Service Level Mgmt


Capacity Management




ITIL Certification & TrainingThe ITIL Foundation Certification covers both Service Support and Service Delivery as an overview of ITIL.

Service Support

Change Management

Configuration Mgmt

Release Management

Incident Management

Problem Management

Service Desk

Service Delivery

Service Level Mgmt


Capacity Management



Foundation Level Training

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ITIL Certification & TrainingThe ITIL Service Manager Certification covers both Service Support and Service Delivery at a very deep and comprehensive level.

Service Support

Change Management

Configuration Mgmt

Release Management

Incident Management

Problem Management

Service Desk

Service Delivery

Service Level Mgmt


Capacity Management



Service Manager Training


ITIL Certification & TrainingThe ITIL Practitioner Certification is a new certification level. The ITIL Service Manager training has been divided into four independent Practitioner certifications:

Release and Control

Change Management

Configuration Mgmt

Release Management

Agree and Define

Service Level Mgmt


Practitioner Training

Support and Restore

Incident Management

Problem Management

Service Desk

Plan and Improve

Capacity Management


IT Service Continuity Mgmt

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ITIL Certification & TrainingThe ITIL Certification Roadmap looks like this now:

Release and

ControlPractitioner Certification

(4 independent certifications –1 exam each)

Support and

Restore

Agree and

Define

Plan and

Improve

Service Support

ServiceDelivery

Service Manager

Certification

(2 Exams Required)

Foundation Certification OR


ITIL Certification & TrainingSome individuals choose to pursue their certification like this:

Release and

Control

Practitioner Certification

Support and

Restore

Agree and

Define

Plan and

Improve

Service Support

ServiceDelivery

Service Manager

Certification

Foundation Certification

Note: Practitioner Certification is not a prerequisite to the Service Manager Certification. Foundations Certification is the only prerequisite for either Practitioner or Service Manager Certification.

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ITIL/IT Service Management –Roadmap to Success


Approaching Improvement with ITIL

“Greatness is largely a matter of conscious choice.”

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Approaching Improvement with ITIL

Before we begin walking the roadmap:

• There must be a clear business justification for an ITSM implementation.

• Making business processes more efficient and effective is a justification example.

• All improvements must deliver benefits to the business, otherwise there is no business case.

• ITSM can make a difference to your entire organization.


ITSM Roadmap

• Successful deployments of IT Service Management follow the following path:

Learn

Evaluate

Align

Integrate

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Step 1: Learn

• Senior management commitment– Resources– Budget

• Establishing a vision

• Training and communicating to employees about ITIL and the strategy for the organization

• Creating a sense of urgency


Step 2: Evaluate

• Evaluate what IT is doing today – IT Baseline

• Defining what are the “services” IT provides today?– Processes– Best Practices– Functions– Linkages

“All good to great companies begin their path to greatness by confronting the brutal facts of their current reality.”

Jim Collins – Good to Great

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Step 2: Evaluate

• Identifying how large is the gap between the current role and the required role of IT:– Are the right processes and procedures in place

to achieve our goals?– Do we have the right skill sets in place for

success?– Do we have the right technology to support the

business?– Do we need to change how we work and act

within our culture? – How do we become more service oriented to

the business?


Step 3: Align

• Understanding the business, its stakeholders and its environment.

• Having the business understand what IT is capable of.

• Determine how IT impacts the business.

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Step 4: Integrate

• Enact process changes in areas that make sense.

• Implement and change tools to support the processes…not the other way around.

• Eliminate services that have no value to the business.

• Recommend, prioritize and establish agreements with the business that are based on business importance, effort, cost and results.

• Communicate, communicate, communicate


ITSM Lifecycle

Needs Design Build Integrate Manage Evolve

Software / Tools

Implementation &Transformation

Education

Transformational Operational

HP

Effo

rt/$’

s

Time

Customer

Operational ITSM

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Thank you!

itil foundations

Documents

service culture

psit service management

business areas

businessandthe business

business objectiveswhere

continuous improvement

continuous improvement

people customers