itilv3 overview all part1
TRANSCRIPT
Agenda
3 Service Lifecycle
1 Introduction to ITIL
2 Key Concept
4 Key Principles, Models, and Process
5 Questions and Answers ( Q & A)
ITIL - MOTIVATIONS
Top ten concerns of IT Directors/CIO’s – (cited by “ISO20000 Toolkit”)
Aligning IT strategy with business strategy (operational excellence).
Meeting business and user needs. Coping with change (Pressure to Implement change
fast). Dealing with senior management (Cost Cutting, and
optimize IT investment and expenditure) Managing costs, budgets and resources. Keeping up with technology. Recruiting and retaining staff. Time and resource management. Infrastructure management. Maintaining skills and knowledge
Introduction Concept Lifecycle Models Q & A
WHY SHOULD CIO CARE ABOUT ITIL V3
WHAT IS ITIL?
Best practice framework pertaining to IT Service Delivery
Systematic approach to high quality IT service delivery
Documented best practice for IT Service Management
Provides common language with well-defined terms
Developed in 1980s by what is now The Office of Government Commerce (OGC)
itSMF (IT Service Management Forum) also involved in maintaining best practice documentation in ITIL
itSMF is global, independent, not-for-profit forum
Introduction Concept Lifecycle Models Q & A
WHAT ABOUT V3?
ITIL started in 80s. 40 publications!
v2 came along in 2000-2002 Still Large and complex 8 Books Talks about what you should do
v3 in 2007 Much simplified and rationalised to 5 books Much clearer guidance on how to provide service Easier, more modular accreditation paths Keeps tactical and operational guidance Gives more prominence to strategic ITIL guidance relevant to senior staff Aligned with ISO20000 standard for service management
Introduction Concept Lifecycle Models Q & A
3 Service Lifecycle
1 Introduction to ITIL Concepts
2 Key Concepts
4 Key Principles, Models, and Process
5 Questions and Answers ( Q & A)
AgendaIntroduction Concept Lifecycle Models Q & A
WHAT IS AN IT SERVICE?
‘One or more IT systems which enable a business process’.
An IT Service can be defined as:
A service is:
End- to end As perceived by Users and customer
A service is NOT:
Infrastructure component Technology & Products
Payroll system
Internet access
Internet Banking
Good Examples of Service: Bad Examples of Service:
Wide Area Network
Unix Server
Firewall
Oracle Database
Introduction Concept Lifecycle Models Q & A
WHAT IS IT SERVICE MANAGEMENT?
ITSM is a method for IT organizations to
plan manage develop deliver
IT Services
ITSM service delivery is customer-oriented as well as process-oriented
By measuring and controlling (managing) IT services reach a high quality. Defined cost- and service targets are deliverable.
ITSM standardizes methods and processes and aligns corporate and department structures to business
processes.
But what is an IT service?An IT service is a service generated by an IT department or an IT organization for a customer.
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IT Service Management
To align IT services with the ever changing needs of the business
To improve the quality of IT services
To reduce the long-term cost of service provision
To align IT services with the ever changing needs of the business
To improve the quality of IT services
To reduce the long-term cost of service provision
Objective:
IT is BusinessBusiness is IT
Philosophy of ITSM:
Introduction Concept Lifecycle Models Q & A
IT SERVICE MANAGEMENT
Is All About…
People
Process
Product/ Technology
Partners
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BENEFITS OF IT SERVICE MANAGEMENT
Better Business-IT Alignment
Transitioning IT from a technology focus to Service focus
Process oriented approach providing consistent service quality
Services that can be bench marked
Better service visibility - Service Level Agreements (SLA)
Integrated, scalable framework for managing IT Services
Reduced long term costs in development and delivery of IT
services
Reduced risk of not being able to meet business objectives
The ability to absorb a high rate of changes
IT staff are provided with best practice guidance
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CUSTOMER AND USER:
The one who ‘pays’ for the service
The one who ‘uses’ the service
Customer
User
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SERVICE ASSETS
Resources Things you buy or pay for IT Infrastructure, people, money Tangible Assets
Capabilities Things you grow Ability to carry out an activity Intangible assets Transform resources into Services
Resources
Capital
Infrastructure
Application
Information
People
Capabilities
Management
Organization
Processes
Knowledge
People
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SERVICE AND SERVICE MANAGEMENT
Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services
and …..
A set of Functions and processes for managing Services over their Lifecycle.
Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services
and …..
A set of Functions and processes for managing Services over their Lifecycle.
What is Service?
A ‘service’ is a means of delivering value to customers by facilitating outcomes, customers want to achieve without the ownership of specific costs and risks.
A ‘service’ is a means of delivering value to customers by facilitating outcomes, customers want to achieve without the ownership of specific costs and risks.
What is Service Management?
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VALUE IN SERVICE
Value is not only discernable in the customer outcomes, but is also dependent on the customer perception.
ITIL uses two important concepts for the value of a service. For customer, the positive effect is utility, and the insurance of the positive effect is the warranty
• Utility (fitness for purpose) It’s the attribute (features/ functionality) of the service that have a positive effect on the performance of activities, tasks, and objects with specific result. Utility stands for the increase of a possible profit
• Warranty (fitness for use) Availability and Reliability in continuity and security It stands for decline in possible losses
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VALUE FOR SERVICESIntroduction Concept Lifecycle Models Q & A
OUTCOME OF SERVICE
Service facilitates outcomes by having a positive effect on activities and tasks to create conditions for better performance. As a result the probability of the desired outcome increases. The outcome can be categorized as under:
Enhanced CapabilitiesIncreased performanceEnhanced ResourcesReduced CostReduced Risk
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FUNCTIONS, ROLES AND PROCESSES
Function:A team of group of people and the tools they use to carry out one or more processes or activities.* Provide structure and stability to organization
Are self contained units of organization having their own resources and capabilities.
Rely on processes for cross-functional coordination
Can result in functional Silos if there is an inward focus or lack of coordination.
Role:
A set of responsibilities, activities and authorities granted to a person or team.
Process:A set of activities designed to accomplish a specific objective. A process takes defined inputs and turns them into defined outputs. A process may include roles, responsibilities, tools and management controls required to deliver the outputs. • It is measurable and Close Looped Systems • It delivers specific results• Primary results are delivered to customers or stakeholders• It includes all required roles, responsibility, tools and management controls• It responds to specific events (triggers)
*ET
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A PROCESS MODEL
Process Inputs Process Outputs
ProcessOwner
ProcessObjectives
ProcessDocumentation
ProcessFeedback
ProcessActivities
ProcessProcedures
ProcessMetrics
Process workInstructions
ProcessRoles
ProcessImprovements
ProcessResources
ProcessCapabilities
Process Control
Process Enablers
IncludingProcess Reports& reviews
Triggers
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PROCESS DRIVEN APPROACH
ProcessInputs Outputs
Step 1 Step 2 Step 3 Step n
Department 1 Department 2 Department 3
Step 1 Step 2 Step 3
Step 4 Outputs
Inputs
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RACI MODEL
A RACI model can be used to help define roles and responsibilities.
It identifies the activities that must be performed alongside the various individuals and roles involved.
RACI is an acronym for the four main roles of:
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.
*ET
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BUILDING A RACI MODEL
To build a RACI chart the following steps are required:• Identify the activities / Processes.• Identify / define the functional roles.• Conduct meetings and assign the RACI codes• Identify any gaps or overlaps – for example, where there are two As or no
Rs• Distribute the chart and incorporate feedback• Ensure that the allocations are being followed
Potential problems with the RACI model:• Having more than one person accountable for a process means that in
practice no one is accountable.• Delegation of responsibility or accountability without necessary
authority.• Focus on matching processes and activities with departments.• Incorrect division / combination of functions; conflicting agendas or
goals. • Combination of responsibility for closely – related processes.
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PROCESS AND SERVICE OWNER
Process Owner
The Process Owner Responsible for:• Assisting with Process Design• Documenting the Process• Making sure the process is being performed as documented• Making sure the process meets its aims• Monitoring and improving the process over time
Service Owner
The Service Owner is responsible to the customer for a particular service.• Initiation and transition• Ongoing maintenance and support• Monitoring and reporting• Identifying improvement opportunities• Prime customer contact
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SUPPLIERS AND CONTRACTS
Supplier A third party responsible for supplying goods or services.
These are required by the service provider to enable them to deliver services
Contract A legally binding agreement between two or more parties to supply goods or services
Contracts may include number of other related documents and schedules, for example:
- Security requirements
- Business continuity requirements
- Mandated technical standards
- Migration plans (if agreed pre-scheduled change)
- Disclosure agreements.
Introduction Concept Lifecycle Models Q & A
3 Service Life Cycle
1 Introduction to ITIL Concepts
2 Key Concept
4 Key Principles, Models, and Process
5 Questions and Answers ( Q & A)
AgendaIntroduction Concept Lifecycle Models Q & A
SERVICE LIFECYCLEIntroduction Concept Lifecycle Models Q & A
INPUT AND OUTPUT OF SERVICE LIFECYCLE STAGES
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ITIL V3 – SERVICE STRATEGY
Service Strategy (SS) – Governance and Decision Making Shows how to transform Service Management into a strategic asset and to then think and act in a strategic manner.
Helps clarify the relationships between various services, systems or processes and the business models, strategies or objectives they support- hence set up not just for operational excellence but for distinctive performance.
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Service Design (SD) Provides guidance for the design and development of services and Service Management processes. The scope include new services, and the changes and improvements necessary to increase or maintain value to customers over the lifecycle of services. It covers design principles for converting strategic objectives into service portfolios and service assets.
ITIL V3 LIFE CYCLE – SERVICE DESIGNIntroduction Concept Lifecycle Models Q & A
ITIL V3 - SERVICE TRANSITION
Service Transition (ST)
Plan and implement the deployment of all releases to create a new service or improve and existing service.
Assure that the proposed changes in the Service Design Package are realized.
Successfully steer releases through testing and into live environment.
Transition services to / from other organizations.
Decommission or terminate services.
Provides guidance for managing the complexity related to changes to services and service management processes; preventing undesired consequences while allowing for innovation.
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ITIL V3 –SERVICE OPERATION ( 1 OUT OF 2)
Service Operation (SO)Coordinate and carry-out day-to-day activities and processes
to deliver and manage services at agreed levels.
Ongoing management of the technology that is used to deliver and support services.
Where the plans, designs and optimizations are executed and measured.
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ITIL V3 – SERVICE OPERATIONS( 2 OUT OF 2)
ITIL V3 – CSI (1 OF 2)
Continual Service Improvement (CSI) Aims to continually align IT services to changing business needs by identifying and implementing improvements.
Continually looking for ways to improve process efficiency and effectiveness as well as cost effectiveness
Provides guidance on:
- how to improve process efficiency and effectiveness
- how to improve services
- improvement of all phases of Service Lifecycle
- measurement of processes and services
*ET
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ITIL V3 – CSI (2 OF 2)
3 Service Life Cycle
1 Introduction to ITIL Concepts
2 Key Concepts
4 Key Models, and Processes
5 Questions and Answers ( Q & A)
AgendaIntroduction Concept Lifecycle Models Q & A
ORGANIZATION FRAMEWORK, MODELS, AND STANDARD OF SYSTEMS AND ASSET
Resources Capabilities
Quality Management
System
Information Security
Management System
Infrastructure Management
System
Other Management System
Assets
Systems
ISO 9001 ISO 27001 ISO 20000Other relevant
Auditing standards
Compliance Standards
ITIL Processes and Functions pertaining to IT Services
Capability Maturity Model (Levels)
Continual Improvement – Six Sigma Methodologies
IT Framework
Maturity Model
Optimization methodology
Organization
BASIC SERVICE MANAGEMENT MODEL PROCESS ELEMENT
External Internal
Service Provider
Customer
IT Services
Service Provider(Internal
IT department)
IT Services
Customer
Business
Services
IT Service management
Service Management - ScenariosIntroduction Concept Lifecycle Models Q & A
TYPES OF SERVICE PROVIDERSIntroduction Concept Lifecycle Models Q & A
ORGANIZATIONAL RESTRUCTURINGIntroduction Concept Lifecycle Models Q & A
SERVICE DELIVERY STRATEGIES
Strategy Features
In-sourcing All parts internal
Out-sourcing External resources for specific and defined areas (e.g. Contract cleaners)
Co-Sourcing Mixture of internal and external resources
Knowledge Process Outsourcing (domain-based business expertise)
Outsourcing of particular processes, with additional expertise from provider
Application Outsourcing External hosting on shared computers – applications on demand (e.g. Survey Monkey, Meet-o-matic)
Business Process Outsourcing Outsourcing of specific processes e.g. HR, Library Circulation, Payroll
Partnership/Multi-sourcing Sharing service provision over the lifecycle with two or more organisations (e.g. Shared IT Corpus/Oriel)
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RISK MANAGEMENT AND ANALYSIS.
Define A Framework
Identify The Risk
Identify ProbableRisk Owners
Evaluate The Risk
Set Acceptable Levels Of Risk
Define A Framework
Implement Responses
Gain AssurancesAbout Effectiveness
Embed And Review
Risk Management Risk Analysis
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ITIL V2 - SERVICE MANAGEMENT – THE FOCUS AREAS:
Customer
Users
Understand the customer requirements Plan and establish services Deliver the services to meet Customer requirements Service improvements Ensure cost effectiveness of IT services Focus on Planning, long term
Support the users Ensure quality of services Manage day-to-day operation Effective usage of support resources Focus on day-to-day operations.
Service Delivery
Service Support
Service Management
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PLAN, DO, CHECK, ACT MODEL
BusinessRequirements
CustomerRequirements
Request For A New OrChanged Services
Other Process,Business,
Supplier, Customer
Other Teams,E.G. Security
Manage ServicesBusiness Results
Customer Satisfaction
New Or ChangedService
Management Responsibility
PlanPlan ServiceManagement
&Services
ActContinuous
Improvement
DoImplement & Run
ServiceManagement
& Service
CheckMonitor,Measure
&Review
Other Process,Business,
Supplier, Customer
Team & PeopleSatisfaction
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IT Governance is defined as:“…Specifying the framework for decision rights and accountabilities to encourage desirable behavior in the use of IT”
Center for Information System Research, Sloan School of Management – MIT: Peter Weill
• It is driven by the need for closer interaction and involvement with stakeholders…. basically integrating the three "C's" : Cooperation, Consensus and Community, into the model
• IT Governance is not about the specific decisions made, but rather about determining who makes each type of decision, who has input into the decision, and how one is held accountable for their role
What is Governance?Introduction Concept Lifecycle Models Q & A
THE GOVERNANCE AND ORGANIZATION’S RELATIONSHIP
Decisions are at the core of governance, as
• which decisions are to be made;• where decision will be opened and
closed;• how decisions are reached; and• who will be accountable for results
Structure defines the composition of the bodies that make or execute on joint decisions.
Relationship Management informs how parties work together
Governance Structure
Decision Rights& Accountability
Relationship Management
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QUESTION & ANSWERS
THANK YOU FOR YOUR ATTENTION !
Your questions and commentsare most welcome !
Introduction Concept Lifecycle Models Q & A