itil training - part 6

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IT Infrastructure Library (ITIL)Part 6 - ConclusionCONNECTING BUSINESS &TECHNOLOGY

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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y

Agenda

From ITIL v2 to ITIL v3

EMEA ITIL Survey

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ITIL v3

Official publication : 2007 May 30

Main topic :

IT services management processus

IT services lifecycle managementprocessus


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ITIL v3 : new organisation for processes


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ITIL v3 : links between publications


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Les processus ITIL v3

Service Transition

Transition Planning and Support Change Management

Service Asset and Conf igurat ion

Management

Release and Deployment

Management

Service Validation and testing Evaluation Knowledge Management

Service Operation

Event Management

Incident Management Request Fulfillment Problem Management

Access Management

Service Design

Service Catalogue Management Service Level Management

Capacity Management

Availabi l i ty Management IT Service Contin uity Management Information Security Management Supplier Management

Continual Service Improvement

The 7-step Improvement Process

Service Reporting

Service Measurement Return on Investment for CSI Business questions for CSI Service Level Management

Processus

issus de

ITIL v 2

Service Strategy

Financial Management

Demand Management Service Portfolio Management


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ITIL v3 : service relationships


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ITIL v3 : service catalogue, service portfolio and SMKS

Service portfolio Architectural relationships


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ITIL v3 : From CMDB to CMS


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ITIL v3 : Design (1)

Service catalogue

management

Service levelmanagement

Capacitymanagement

Availabilitymanagement

IT service continuitymanagement

Information securitymanagement

Supplier management


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Service catalogue management Input : business information, business requirements, service portfolio, CMS Output : the service catalogue Activities :

Agreeing and documenting a service definition

Integrating with service portfolio management

Producing and maintening a service catalogue Interfacing with the business and ITSCM

Interfacing with support teams, suppliers, and configuration management

Interfacing with business relationship management ans SLM

Service level management Input : business information, business requirements, Service straegy (strategies, policies,

contraints), service portfolio/catalogue Output : service reports, SIP, SLAs, SLRs, OLAs, service review Activities

Determining SLA frameworks

Determine, document, agree requirement for new services and produce SLRs

Monitor service performance against SLA

Collate, measure and inproce customer satisfaction

Review and revise underpinning agreements and service scope Produce service reports

Conduct service reviews and instigate improvments (SIP)

Review and revise SLAs

Develop contact and relationships


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Capacity management

Input : business information, service and IT information, workload information, performanceissues

Output : CMIS, capacity plan, capacity and performance reports

Activities : Business Capacity Management

Service Capacity Management

Component Capacity Management

Underpinning activities : utilization monitoring, response time monitoring, analysis, tuning, implementation

Threshold management and controldemand management

Modellin and trending

Application sizing


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Availability management

Input : service information, business impact information, prvious risk analysis Output : AMIS, availability and recovery design criteria, availability, relaibility and

maintenability reports, preventive maintenance schedules

Activities Reactive activities : monitor, measure, analyse and report, unavailability analysis, service

failure analysis

Proactive activities : identifying VBFs, designing for availibility (from base products toredundancy) , fault tree, analysis, risk analysis and management, planned and prevantivemaintenance,

IT service continuity management

Input : business information

Output : ITSCM plans, ITSCM tests

Activities

Initiation

Requirements and strategy Implementation

Ongoing operation


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Information security management

Activities Security controls

Management of security breaches andincidents

Supplier management

Output : SCD, supplier and contractsreports

Activities

Evaluation of new supplier and contracts

Supplier categorization and maintenance ofthe Supplier and Contracts Database (SCD)

Establishing new suppliers and contracts

Supplier and contracts management andperformance

Contract renewal and/or termination


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ITIL v3 : Transition (1)

Transition Planning

and Support

Change management

Service asset &configurationmanagement

Release &

deploymentmanagement

Service & validationtesting

Evaluation

Knowledge

management


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Transition Planning and Support

Input : authorized RFC, Service Design Package, Release package definition and designspecification, Service Acceptance Criteria

Output : Transition strategy, integrated set of service transition plans

Activities :

Transition strategy

Prepare for service Transition

Planning and coordinating Service Transition

Provide transition process supportChange Management

Input : RFC, Change proposal

Output : Rejected or Approved RFC

Activities

Create and record RFC

Review the RFC

Assess and evaluate the change Authorizing the change

Coordinating change implementation

Review and close the change

CAB, Normal changes, Emergency changes


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Service Asset and Configuration Management * Triggers : RFC, PO, acquisitions, and service requests

Activities :

Management and Planning

Configuration Identification

Configuration Control

Status Accounting and Reporting

Verification & Audit

Release & Deployment Management

Input : authorized RFC, service package

Output : release & deployment plan, service notification

Activities

Planning

Preparation for build, test, deployment

Build and test

Service testing an pilots

Plan & Prepare for deployment

* Service CIs : Service capability assets (organization, people,

processes, knowledge), service ressource assets (finacial capital,

systems, applications, information, data), service model, service

package, Release package, service acceptance criteria

Perform transfer, deployment and retirement

Verify deployment

Early life support

Review and close a deployment

Review and close Service Transition


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Service Validation and Testing Input : service package, SLP, releas & deployment plans, acceptance criteria

Output : Configuration basline of the testing environment, results form tests, analysis of the results

Activities : Validation and test management

Plan and design test

Verify test plan and test design

Prepare test environment

Perform tests

Evaluate exit criteria and report

Test clean up anc closure

Evaluation Input : service package, Service Acceptance Criteria, test results and reports

Output : Evaluation report for change management

Activities Evaluation plan

Understanding the intended effects of a change

Understanding the unintended effects of a change

Evaluation of predicted performance

Evaluation of actual performance

Risk management

ITIL 3 T iti (5)


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Knowledge Management

Activities :

Knowledge management stratgy

Knowledge transfer

Data and information management

Using the service management knowledge system

ITIL 3 O ti (1)


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ITIL v3 : Operation (1)

Event

Management

IncidentManagement

Request Fulfilment

Problemmanagement

Accessmanagement

Common ServiceOperation activities

ITIL 3 O ti (2)


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Event Management

Activities : Event notification

Event detection

Event filtering

Significance of events

Event correlation

Trigger

Response selection

Review actions Close event

Incident Management

Activities

Incident identification

Incident logging

Incident categorization

Incident prioritization

Initial diagnosis

Incident escalation

Resolution and recovery

Incident closure

ITIL 3 O ti (3)


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Request Fulfilment

Input : ServiceDesk

Activities :

Menu selection

Financial approval

Other approval

Fulfilment

Closure

Problem Management

Activities

Problem detection

Problem logging

Problem categorization

Problem prioritization

Problem investigation and diagnosis

Workarounds

Raising a known error record

Problem resolution

Problem closure

Major problems review



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Access Management Input : RFC, service request, other request

Activities : Requesting access

Verification

Providing rights

Monitoring identity status

Logging and tracking accessremoving or restricting rights

Common Service OperationActivities Monitoring and control

IT Operations (Jpb scheduling,backup, output)

Mainframe management Server management and support Network management Storage and archive Database administration Directory services management Desktop support Middleware management Internet / web management Facilities and data centre

management Information security management

A d


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Agenda

From ITIL v2 to ITIL v3

EMEA ITIL Survey

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Context

The 2009 ITIL and Business Performance Management was targetedat EMEA(Europe, Middle East and Africa) companies

26 questions

Carried out between November and December 2009

20countries are contacted (Middle East counts as one)17countries participated

70persons from 11countries answered

38 from France

8 from Austria

5 from Norway

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History and Investment

The question of investment is important because

its the first maturity indicator of companies aboutthe best practices ITIL.

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History and Investment11/25/2013

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The average time ofinvestment in ITIL is 3.5

yearsin 2009 against 2.9

yearsin 2008

Since 2007, ITIL budgets,

for the most part, have either

remained stable or have

grown.


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Customers and Services

The IT Departments work for inner customers; the

customers satisfaction and the degree offormalization of Service Catalogue are indicators

of companies maturity.

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Customers and Services


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The formalization of the serviceoffers is function of the investment

period.

Investment for less 3 years

Investment for more 5 years

More the investment period is

important and more the service

offers are formalized and more the

contracts of service are used for

the inner invoices.

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Organization and Processes25/11/2013

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The IT Departments create always a Service Desk tomanage their customers.

ITIL v2 are quite implemented with Incident, Problem andChange Management

ITIL v3 appear with Request Fulfillment Management


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Organization and Processes25/11/2013

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The change resistance andthe lack of middlemanagement support are themain reasons against theinvestment in ITIL.

The Service Qualityimprovement is the main

reason of the investment


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Industrial Integration

To be efficient, the processes of best practices

must be thought with a view of industrialization and

automation. Processes are more efficient if theycommunicate and if the implement is

homogenous.

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The automation of the CMDB/CMS is also limited. Only the processesof Incident, Problem and Change Management are supported by the

CMDB/CMS.

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The maturity of ITIL isnt measured for many companies

The measure of the Quality of Service (QoS) is automated for theIncident Management.

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The Incident/ProblemManagement is

implemented with a

homogenous solution

The other processes are

less implemented but

homogeneity is searched

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Many companies use a self-service desk and the main utility for the final

user is to submit (or read) information about incidents.

An access to the Service Catalogue is also present for some companies.

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Performance Management

The Performance Management allows to the IT

Department to provide a Service Level fitted to the

customers needs.The following questions talk about the used

methods.

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The best practices ITIL are

seen as a help to realize the ITDepartment objectives

P f M t


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Its still difficult to measure the

contribution of these practices about

the productivity.

The innovation isntintegrated in the CSI.


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Companies make a effort toverify their control about

suppliers

They prefer to manageinternally their service

management tools.



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The Software as a Service arent cited in this survey. Two possible reasons :

They arent known by IT Departments IT Departments perfer traditionnal solutions to manage the IS

Conclusion


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Conclusion

The survey confirm : ITIL implementation with the Request Fulfillment Management, the

service contract and service portal

Harmonization of processes and rationalization of tools

A pragmatical implementation of ITIL v3

To ensure an optimal QoS, IT departments invest : To rationalize their functioning using ITIL

To evaluate their performance using KPI

The 2 key factors for deploying ITIL are: organizational change management

sponsorship of managers

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Contact


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Author

Date

FurtherInformation

Contact

ContactDevoteam Jean-Marc Chevereau

Phone +33 1 41 49 48 48 / +33 6 64 48 96 99

Email [email protected]

Country France

www.devoteam.com

Algeria

Austria

Belgium

Czech Republic

Denmark

France

Germany

Italy

Jordan

Luxembourg

Morocco

Netherlands

Norway

Poland

Russia

Saudi Arabia

Spain

Sweden

Switzerland

Tunisia

Turkey

United Arab Emirates

United Kingdom

Devoteam Group

This document is not to be copied or reproduced in any way without Devoteam express permission.

Copies of this document must be accompanied by title, date and this copyright notice.

Jean-Marc Chevereau

Janvier 2010
http://www.devoteam.com/http://www.devoteam.com/

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