pittsburgh l.i.g. kickoff meeting 2007 · office of government commerce (ogc) () formerly central...

Pink Elephant – Leading The Way In IT Management Best Practices

PITTSBURGH L.I.G. Kickoff Meeting 2007

ITIL® Overview & Implementation Tips What … Why … How

ITIL V3

Brenda IniguezExecutive Consultant

Pink Elephant

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2ITIL IT Service Management Executive Overview© Pink Elephant, 2007. All Rights Reserved. ITIL® is a registered trademark of the OGC – the UK Office of Government Commerce.

Pink Elephant

� More than 20 years experience� Recognized worldwide as The ITIL Experts� Initiated ITIL revolution in North America� First to offer ITIL education in U.S. & Canada� Trained more than 150,000 IT professionals� Contributed to numerous ITIL books � Received EXIN award for promoting ITIL worldwide� Selected as one of the five worldwide author teams

for ITIL V3� ITIL based service lines: Education, Consulting,

Conferences


Agenda: ITIL® Executive Overview

� To provide a very basic understanding of ITIL

� ITIL and Business Trends� ITIL Service Support processes� ITIL Service Delivery processes

� ITIL and IT Governance

� ITIL Implementation Tips

� ITIL V3 … hottest thing in ITIL!


What Is ITIL?

� The worldwide defacto-standard for how IT Service Management is run – ‘no competitor’.

� Documented ‘common sense’� ITIL is a seven (9) book series (was 48!) that guides

business users through the planning, delivery and management of quality IT services

� Pronunciation ‘ITIL’ (‘eye-till).

Information Technology Infrastructure Library


The Essential IT Service Management Processes

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ITIL is a Service Management Framework. This means that the processes described by ITIL exist for the primary purpose of planning, delivering and supporting IT Services.


What Is ITIL All About?� A set of best practices; a Process Framework

� ITIL is a seven book series that guides business users through the planning, delivery and management of quality IT services

� Documented: process flows, roles, KPIs, consistent terminology

� Not a ‘how-to’ manual; implementation of ITIL processes vary by organization

� Non-proprietary, vendor-neutral; Published by TSO (UK)

� Business drivers� Aligning IT services with business requirements� Continuously improving service� Increasing efficiencies while reducing costs

� Information Technology Infrastructure Library


Business Trends for ITIL Service Management

ITIL Quick Facts:� ITIL declared as the ISO20000 Standard for IT process

framework (International Standards Organization); for how businesses worldwide should run IT.

� ITIL for all Verticals: Companies across all Verticals (Finance, Healthcare, Retail, Government, Education, Manufacturing, Entertainment, etc) are implementing ITIL initiatives, worldwide; Global-enterprise companies as well as local businesses.

� ITIL GAINING GROUND: CIO (a sister publication to CSO) reports that ITIL is gaining steam in the United States and that ITIL "helps IT departments improve their quality of service, including increased system uptime, faster problem resolution and better security." In fact, the U.S. and Canadian governments will soon require IT contractors to use ITIL, as will some big companies including General Motors. http://www.csoonline.com/read/020106/itil.html


ITIL ROI - Highlights� Procter & Gamble: Started using ITIL in 1999 and has realized a 6% to 8% cut

in operating costs. Another ITIL project has reduced help desk calls by 10%.In four years, the company reported overall savings of about $500 million.

� Ontario Justice Enterprise: Embraced ITIL in 1999 and created a virtual help/service desk that cut support costs by 40%.

� Caterpillar: Embarked on a series of ITIL projects in 2000. After applying ITIL principles, the rate of achieving the target response time for incident management on Web-related services jumped from 60% to more than 90%.

� PEMCO: An investment in ITIL Essentials training with Pink Elephant in 2002 resulted in overall savings of $500,000 within 12 months.

� Nationwide Insurance: Implementing key ITIL processes in 2001 led to a 40% reduction of its systems outages. The company estimates a $4.3 million ROI over the next three years.

� Ontario Ministry of Transportation: Used ITIL to resolve help desk incidents 98% of the time, up from 85%, reducing the unit cost of IT.

� Hospital Corporation of America: Measured ITIL success and cost savings on the repeatable and consistent delivery of IT services, which directly relates to the infrequency of network/computing outages.


ROI & Metrics – US Insurance Co.

After ITIL processes were implemented and embraced:

� $800,000 FTE labor savings

� 83% decrease in Severity 1 incidents

� 12% reduction in overall incidents escalated to level 2

� 97% success rate of implemented Changes through the Change Advisory Board (CAB)

� 17% decrease in Desktop push (SMS) related incidents through our Release Management Process

� 9% reduction in SLA based labor hours

� Processed 111% more changes through the CAB


Analyst Support For ITIL

Forrester Research� 2005 was the year that ITIL went mainstream� Widespread adoption of ITIL will continue through to 2008� At that point, ITIL will be set to become the de-facto best practice service

delivery standard methodology that every IT department will have to adhere to

Gartner� Fully adopting an IT service management strategy can cut an organization’s

cost of IT ownership by 50%

� IT managers who seek to improve service quality and better manage their cost structures should leverage ITIL training

� To make a substantive improvement in performance, management should commit to wide-scale training and call on outside consulting resources to jump-start ‘how to re-engineer’ IT management processes


Government

Utilities

Medical

Finance & Trading

Adoption Curve Of ITSM

Manufacturing

Education

Retail

Early Adopters

Late Adopters

Key Drivers:

1) IT impact on revenue

2) Legislative requirements


Who’s Doing ITIL ...ITIL IS NOT FOR WIMPS !!

ITIL … applicable for all Verticals:� Stanford University� British Petroleum (BP)� Unilever� Bank of Montreal� Toyota� Southern California Edison� Chevron� VISA� Sony Pictures� PEMCO Insurance� J.Paul Getty� Oracle� SUN Microsystems� Wachovia� J.P. Morgan Chase� Citigroup� Dell� GOVT ORGS: Fed, State, Local (CA FTB, State of NC, City of …)


Who’s Doing ITIL ...

� Lockheed Martin� Blue Cross� American Express� Sallie Mae� Merck� AllTel� Purdue University� Novartis� Ernst & Young� Boeing� United Airlines� Hallmark� Kraft� Kohler� Target� Staples� Northrop Grumman� PepsiCo� EDS


Who’s Doing ITIL ...

� Proctor & Gamble� Merrill Lynch� Microsoft� Motorola� Citibank� Barclays� L’Oreal� Highmark� SAFECO Insurance� TELUS Mobility� Bell Canada� Northern Tel� Nortel Networks Corp – Ottawa� Datatel Inc.� Sprint Canada Inc.� NeuStar Inc.� Bell Nordiq – Quebec� GAP …… and many more clients joining the ITIL Revolution


Planning To Implement Service Management

Service Management

ServiceSupport

ServiceDelivery

The

Business

The Business

Perspective

Application Management

ICTInfrastructureManagement

The

Technology

Security Management

The ITIL Books


Parties Involved

Office Of Government Commerce (OGC) (www.itil.co.uk)� Formerly Central Computer and Telecommunications Agency� Kicked off ITIL

Information Systems Examinations Board (ISEB), Examination Institute for Information Science (EXIN) & Loyalist College� Examining bodies that administer the ITIL certification process

Information Technology Service Management Forum (itSMF)� International Trade Association; Networking forum for ITIL� Membership based; Owned and operated by the membership

Pink Elephant� Largest Worldwide Accredited Supplier of ITIL Education


Practitioner Level

Pink Elephant Certification – 3 days • Establishing & Managing IT Services According To ITIL Best

Practices

• Measuring, Reporting & Improving The IT Infrastructure According To ITIL Best Practices

• How To Implement ITIL: Integrating People, & Tools With Processes

EXIN Certification – 5 days• ITIL Practitioner: Configuration, Change & Release Mgmt• ITIL Practitioner: Service Desk, Incident & Problem Mgmt• ITIL Practitioner: Service Level Mgmt & Financial Mgmt

Practitioner Level

Pink Elephant Certification – 3 days • Establishing & Managing IT Services According To ITIL Best

Practices


• How To Implement ITIL: Integrating People, & Tools With Processes

EXIN Certification – 5 days• ITIL Practitioner: Configuration, Change & Release Mgmt• ITIL Practitioner: Service Desk, Incident & Problem Mgmt• ITIL Practitioner: Service Level Mgmt & Financial Mgmt

Foundation Level

ITIL IT Service Management Essentials

• Management Level

• ITIL Service Manager(the ‘Big Kahuna!’)

• Management Level

• ITIL Service Manager(the ‘Big Kahuna!’)

ITSM Certification


ITIL EXAMSEXIN Results 2006

Source: EXIN

Examination Institute for Information Science (EXIN) & Loyalist College

Examining body that administers the ITIL certification process


Number of exams per region 2005 – EXIN


Total number of EXIN exams in 2006

• The Netherlands : 15.000• International : 130.000• Total number of exams : 145.000

• Forecast EXIN exams in 2007:• Increase of 20%


Total EXIN/exams for ITIL® 1993 - 2006

335,639

23,19415,481

Foundation Practitioner Manager


Average Pass Rates exams in IT SM

• Foundation : 89%• Practitioner : 76%• Service Support : 62%• Service Delivery : 59%


Definition: IT Service

� What is an IT Service?

An IT service is a described set of facilities, IT and non-IT, sustained by the IT service provider, that:

� Fulfills one or more needs of the customer� Supports the customer’s business objectives � Is perceived by the customer as a coherent whole


The Service Support Process Model

ManagementTools

DifficultiesQueries, Enquiries

CommunicationUpdates

Work-arounds

Service DeskService Desk

Incidents

Incidents

CMDB

Change ScheduleCAB MinutesChange StatisticsChange ReviewsAudit Reports

ReleasesCIs

RelationshipsProblemsKnown Errors Changes

CMDB ReportsCMDB StatisticsPolicy/StandardsAudit Reports

Release ScheduleRelease StatisticsRelease ReviewsSecure LibraryTesting standardsAudit Reports

Problem StatisticsTrend AnalysisProblem ReportsProblem ReviewsDiagnostic AidsAudit Reports

ProblemProblemService ReportsIncident statisticsAudit Reports

Releases

ReleaseRelease

The Business, Customers & Users

ChangesIncidentIncident

ChangeChange

Incidents

ConfigurationConfiguration


Configuration Management

� To identify, record and report on all IT components that are under the control and scope of Configuration Management

� Definitions:� Infrastructure� Configuration Management Database (CMDB)� Configuration Item (CI)� Baseline� Scope� CI Level� Attributes� Relationships


Configuration Management Activities

Identification &RegistrationVerification & Audit

StatusAccounting

ConfigurationManagement

Control

Planning

Scope, CI level, Attributes,Relationships


NETWORKNETWORKMAINFRAMEMAINFRAME FILESERVERSFILESERVERS

SWITCHSWITCH

PCPC PCPC PCPC PCPC PCPC

MODEMMODEM

MODEMMODEM

PCPC CI LEVELCI LEVEL

SCOPESCOPE

ATTRIBUTESATTRIBUTESOwner, Status,

Location, OS VersionSerial Number

RELATIONSHIPSRELATIONSHIPSIs Connected To

Is Part OfIs Member Of

Example Hardware CIs

Keyboard CPU Mouse


Service Desk

� To provide a strategic central point of contact for customers and an operational single point of contact for managing incidents to resolution

� In addition, the Service Desk handles Service Requests

� Activities:� Improve service to, and on behalf of the business� Provide advice and guidance to customers� Provide rapid restoration of normal service operations� Meet expectations set out in the Service Level Agreements

(SLA)� Management information


Incident Management

� To restore normal service operation as quickly as possible and minimize the adverse impact on business operations

�Incident� Any event which is not part of the standard

operation of a service and which causes, or may cause, an interruption to, or a reduction in, the quality of that service


Activities

Ow

n ers

hip,

Mon

itori

ng, T

rac k

ing

&

Com

mun

ica t

ion

Ow

n ers

hip,

Mon

itori

ng, T

rac k

ing

&

Com

mun

ica t

ion

Incident Detection & Recording

Incident Detection & Recording

Resolution & RecoveryResolution & Recovery

Investigation & DiagnosisInvestigation & Diagnosis

Classification & Initial Support

Classification & Initial Support

Incident ClosureIncident Closure

Service Request

Procedure

Service Request

Procedure

Yes

No

Service RequestService Request


Problem Management

� To minimize the adverse impact of incidents and problems on the business that are caused by errors in the IT Infrastructure and to prevent recurrence of incidents related to these errors

� Problem Management seeks to get to the root cause and initiate action to remove the error

� Problem� A condition identified from multiple incidents exhibiting

common symptoms, or from a single significant Incident, indicative of a single error, for which the cause is unknown

� Known Error� A condition identified by successful diagnosis of the root

cause of a problem, when it is confirmed which CI is at fault


ChangeManagement

Incident Management

Problem Management

From Incidents… To A Problem …To A Known Error… To A Change

ProblemProblem Known ErrorKnown Error

Change

CI at Fault

XX

XX X

X

XX X

X

XX X

X

XX

Workaround

Incident Matching

ProblemEvolves

IntoError Record

Root CauseDetermined

TemporarySolution RFC


Change Management

� To ensure that standardized methods and procedures are used for efficient and prompt handling of all changes to minimize the impact of change-related incidents and improve day-to-day operations

� Change � An action that results in a new status for one or more IT

infrastructure configuration items� ��

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Change Approval

RFC

Change Manager

Change Advisory Board

Management Board

CAB Meeting

Authorization

MINOR RFC

SIGNIFICANT RFC MAJOR RFC

(Change Manager Reports Actions To CAB)


Release Management

� Release Management takes a holistic view of a change to an IT service and should ensure that all aspects of a Release, both technical and non-technical, are considered together

� Bridges the gap between Application Development and Operations.

� Avoids the ‘over the wall syndrome’.

� Definitions

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Activities

ReleasePolicy

ReleasePlanning

Design &Develop, Or Order& Purchase The

Software

Build &Configure

The Release

Fit-For-PurposeTesting

ReleaseAcceptance

Roll-OutPlanning

CommunicationPreparation& Training

Distribution&

Installation

RELEASE MANAGEMENT

DevelopmentEnvironment

Controlled TestEnvironment

LiveEnvironment

Configuration Management Database (CMDB)&

Definitive Software Library (DSL)


Availability Management


Capacity Management

Capacity Management

IT Financial Management

IT Financial Management

IT ServiceContinuity

IT ServiceContinuity

SLA’s, OLA’s, SLR’sService requestsService catalogueSIPException reportsAudit reports

Availability PlanAMDBDesign CriteriaTargets/ThresholdsReportsAudit Reports

Capacity PlanCDBTargets/ThresholdsCapacity ReportsScheduleAudit Reports

Financial PlansTypes & ModelsCosts & ChargesReports Budgets & ForecastsAudit Reports

IT Continuity PlansBIA & Risk AnalysisDefine RequirementsControl CentersDR ContactsReportsAudit Reports

The Business, Customers & Users

RequirementsTargets

Achievements

QueriesEnquiries

CommunicationUpdatesReports

Service LevelManagement

Service LevelManagement

The Service Delivery Process Model

Man

agem

ent T

ools

Ale

rts,

Exc

eptio

ns, C

hang

es


Service Level Management

� To maintain and improve IT service quality through a constant cycle of agreeing, monitoring and reporting to meet the customers’ business objectives

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The Service Catalog

Service Catalog

Options

Parameters

Levels

Default

SLA

OLA UC

Request For Service

GoldGold

SilverSilver

BronzeBronze

� Defines the default services with the default levels of service and the options

SLA



� To optimize the capability of the IT infrastructure, services and supporting organization to deliver a cost effective and sustained level of availability, enabling the business to meet their objectives

� Definitions:� Availability� Reliability� Maintainability (Internal)� Serviceability (External)� Resilience� Security (Confidentiality, Integrity, Availability) – legislation..� Vital Business Function (VBF) - CFIA


Availability Management Activities

Realize Availability Requirements

Compile Availability Plan

Monitor Availability Monitor Maintenance Obligations

Service Level Management


Capacity Management

� To ensure that all the current and future capacity and performance aspects of the business requirements are provided cost effectively� ‘business alignment’

� Definitions:� Capacity Database (CDB)� Demand Management� Resource Management� Modeling� Application Sizing


Definitions

Business Capacity Management� Responsible for ensuring that the future business

requirements for IT services are considered, planned and implemented in a timely fashion

Service Capacity Management� The management of the performance of the live,

operational IT services used by the customers

Resource Capacity Management� The management of the individual components of the IT

infrastructure


Developm

ent

performance management

workloadmanagement

resourcemanagement

demandmanagement

Capacity Management Activities

modelingapplicationsizing

Customers

Technical infrastructure

capacityplanning


� Formerly disaster recovery. Need BCM

� To ensure that the required IT technical and services facilities can be recovered within required, and agreed timescales

� IT Service Continuity Planning is a systematic approach to the creation of a plan and/or procedures (which are regularly updated and tested) to prevent, cope with and recover from the loss of critical services for extended periods

IT Service Continuity Management


Initiate BCMStage 1

Initiation

Stage 2Requirements

&Strategy

Stage 3Implementation

Stage 4Operation Management

Organization & ImplementationPlanning

Implement Stand-ByArrangements

Develop Recovery Plans

Implement Risk ReductionMeasures

Develop Procedures

Initial Testing

Education & Awareness

Review& Audit

Testing ChangeManagement

Training

Assurance

Business Impact Analysis

Risk Assessment

Business Continuity Strategy

IT Service Continuity Management Activities


More Definitions

� Crisis� An unplanned situation in which it is expected that

the period during which one or more IT services will be unavailable will exceed threshold values agreed to with the customer

� Risk Management: Asset – Threat – Vulnerability

� Manual Work-Around

� Reciprocal Arrangements

� Gradual Recovery a.k.a Cold Standby

� Intermediate Recovery a.k.a Warm Standby

� Immediate Recovery a.k.a Hot Standby


Financial Management For IT ServicesProvide stewardship of IT assets & resources used in providing IT services

� Budgeting enables an organization to:� Predict the money required to run IT services for a given period� Ensure actual expenditures can be compared with predicted expenditures� Reduce the risk of overspending � Ensure revenues are available to cover predicted expenditures

� IT Accounting enables an organization to:� Account for the money spent in providing IT services � Calculate total cost of ownership of providing IT services� Perform cost-benefit or return-on-investment analyses � Identify the cost of changes

� Charging enables an organization to:� Recover costs of the IT services from the customers of the service � Operate the IT organization as a business unit if required � Influence user and customer behavior


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ITIL & IT Governance

Highlights of the Key Role of IT Governance; COBIT and its relationship to ITIL

& U.S. Legislation (Sarbanes-Oxley)


COBIT

IT OPERATIONS

Control Frameworks

Quality Systems & Mgmt. Frameworks

Service M

gmt.

App. D

ev. (SD

LC)

Project M

gmt.

IT Planning

IT Security

Quality S

ystem

IT Governance Model (Integrated Frameworks)

COSO

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The Legislation Minefield

� Privacy & Security� Personal Information Protection

Electronic Document Act (PIPEDA)� US Patriot Act \ Homeland Security

(Critical Infrastructure)� Personal Health Information

Protection Act (PHIPA)� Health Insurance Portability and

Accountability Act (HIPAA)� SEC Rules 17a-3 & 17a-4 re:

Securities Transaction Retention� Gramm-Leach Bliley Act (GLBA)

privacy of financial information� Children’s Online Privacy Protection

Act� Clinger-Cohen Act (US Gov.)� Federal Information Security Mgmt.

Act (FISMA)� Freedom of Information & Protection

of Privacy (FOIPOP) BC Gov� FDA Regulated IT Systems� Freedom Of Information Act� Americans with Disabilities Act, Sec.

508 (website accessibility)� Family Education Rights & Privacy

Act (FERPA) (Higher Education)� CIRCULAR A-123 (US Gov.)

� Finance� Sarbanes Oxley (US)� FFIEC US Banking Standards� Basel II (World Bank)� Turnbull Report (UK)� Canadian Bill 198 (MI 52-109 & 52-

111)

� Other International IT Models� Corporate Governance for ICT DR

04198 (Australia)� Intragob Quality Effort (Mexico)� Medical Information System

Development (Medis-DC) (Japan)� Authority for IT in the Public

Administration (AIPA) (Italy)� Principles of accurate data processing

supported accounting systems (GDPdu & GoBS) (Germany)

� European Privacy Directive (Safe Harbor Framework)


� Section 302: Corporate Responsibility for Financial Reports The first phase of Sarbanes-Oxley took effect the fall of 2003. Section 302, requires CFOs and CEOs to personally certify and attest to the accuracy of their companies' financial results.

� Section 404: Management Assessment of Internal Controls, the most urgent IT challenge for SOX compliance is found within Section 404, which requires auditors to certify the underlying IT controls and processes companies need to ensure accurate financial results. Section 404 requires auditors -- either internal and external -- to certify internal controls and the processes by which executives arrived at the numbers.

� Section 409: Real-Time Issuer Disclosures The most difficult aspect of Sarbanes-Oxley compliance, is still planned for the future. It calls for real-time reporting of material events that could affect a company's financial performance. The time-sensitive aspect of this regulation will likely put significant pressure on existing IT infrastructures and data management activities.

Sarbanes Oxley Act


Sarbanes Deadlines


COBIT: 34 Control Objectives; 4Domains

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Deliver & SupportDeliver & SupportMonitorMonitor

Acquire & ImplementAcquire & ImplementPlan & OrganizePlan & OrganizeAcquire & Maintain

Application Software

Acquire & Maintain

Application Software

AssessRisksAssess

Risks

ManagePerformance & Capacity

ManagePerformance & Capacity

Ensure Continuous

Service

Ensure Continuous

Service

Ensure System Security

Ensure System Security

Identify & Allocate

Costs

Identify & Allocate

Costs

Manage Third-Party

Services

Manage Third-Party

Services

Define &Manage Service Levels

Define &Manage Service Levels

Install & Accredit Systems

Install & Accredit Systems

Manage ChangeManage

Change

Assist & Advise

IT Customers

Assist & Advise

IT Customers

Manage ConfigurationManage

Configuration

Manage Problems &

Incidents

Manage Problems &

Incidents

Acquire & Maintain

Technology Infrastructure

Acquire & Maintain

Technology Infrastructure

ManageDataManage

Data

ManageFacilitiesManage

Facilities

Manage OperationsManage

Operations

Define Strategic IT Plan

Define Strategic IT Plan

Define IT Organization

& Relationships

Define IT Organization

& Relationships

Manage ITInvestmentManage IT

Investment

DetermineTechnological

Direction

DetermineTechnological

Direction

Communicate Aims & Direction

Communicate Aims & Direction

ManageHuman

Resource

ManageHuman

Resource

Ensure Compliance With External

Standards

Ensure Compliance With External

Standards

ManageProjectsManage

Projects

ManageQualityManage

Quality

Identify Automated Solutions

Identify Automated Solutions

Develop &Maintain

IT Procedures

Develop &Maintain

IT Procedures

Educate &

Train Users

Educate &

Train Users

Monitor The

Process

Monitor The

Process

AssessInternalControl

Adequacy

AssessInternalControl

Adequacy

Obtain Independent Assurance

Obtain Independent Assurance

ProvideIndependent

Audit

ProvideIndependent

Audit

Define InformationArchitecture

Define InformationArchitecture


ITIL Inplementation Considerations

Strategy, Project & People Factors

ITIL IT Service Management Executive Overview© Pink Elephant, 2007. All Rights Reserved. ITIL® is a registered trademark of the OGC – the UK Office of Government Commerce.

ITSM Process Implementation

Process

AssessmentProject Plans

Technology

People

Detailed Process Description

Select Tools

ARCI - Assign Roles & Responsibilities

Process Implementation

Install & Configure

Process Workshops

Sign-Off

Sign-Off

Sign-Off

Sign-Off

Sign-Off

Sign-Off

• Where Are We Now?• Where Do We Want To Be?

• How Do We Get There?• Are We There Yet?

Review

Review

Review

High-Level Process Model

Gather Tool Requirements

Project Teams - Identify Resources, Assign Roles

& Responsibilities

Awareness Campaign & ITIL Training


��5�/+�3��

TIME

Phase 1 – Process Modeling• High Level Process

Workflow• Organizational Mapping• Functional Tool

Requirements

Phase 2 –Detailed Process• Procedures / Policy

Documents • Tool Configuration• ITIL Training• Skills development

Phase 3 – Process Implementation• Process / Tool Workshops• Implementation Coaching• Process Review

�The diagram below illustrates the activities typical to a process improvement project. Each phase is sequential and all three phases must be completed to advance from one maturity level to another.

= checkpoint


Recommended Implementation Order


Implementation Checklist

� Awareness campaign� Management commitment� High level process flow� Guidelines / support and policy documents � Detailed procedures and work instructions� Correctly installed and configured tool� The right level of staff skill and knowledge� Supporting staff commitment to authority matrix� Customer awareness and acceptance


� Lack of:• Staff commitment and understanding• Education, communication and training (all are different!)• Effective “champions”• Funding• Appreciation for the discipline required to implement processes• Quantifiable long-term cost benefits

� Staff have responsibility but not sufficient decision making authority� Over-focus on tactical, isolated solutions rather than a strategic solution� Loss of impetus after the initial hype� Trying to do everything at once; over ambitious� Unrealistic implementation timetable� No accountability; ownership� Difficulty changing the culture of the organization� Tools are unable to support the processes� People not skilled to support the processes� No structured project management controls

Why Do Organizational Change Efforts Fail?Source: ITIL – Best Practices For Service Support


Re-Engineering Gotcha’s

� Don’t live too long with people who refuse to change their behavior

� Don’t forget the above applies to all levels: managers and workers

� Don’t expect people to change unless their work and performance measures are designed differently

� Don’t expect cultural change to happen immediately. A complete cultural change is usually measured in years rather than months

� Don’t develop a new set of values and then delay aligning your management processes to support them

James Champy


ITIL V3 Overview


V3 Package

CORE


ITIL - Origins & Evolution� Late 1980s

� UK government (CCTA / OGC) project started � Organizations outside of government became interested

(including Pink Elephant)� First books published

� Early 1990s� The library completed

� Late 1990s� ITIL Version 2 Published� Pink Elephant introduced ITIL to North America (1997)

� Where is it going?� Early Industry Adopters (Financial \ Government \ Utilities \ Medical)

� Global adoption – now defined as ISO20000� Major Vendor Support – Tool Compatibility to ITIL� ITIL V3 – Just Published on 05/30/07!


The ITIL V3 PlayersOGC - Office Of Government Commerce (www.itil.co.uk)� Formerly Central Computer & Telecommunications Agency CCTA� Kicked off ITIL®

� Manages the ITIL® portfolio on behalf of the UK government, which owns the intellectual property rights in the ITIL content and data

TSO – The Stationery Office (www.tso.co.uk)� Official publisher of the OGCs ITIL®; based in the UK

APMG – The APM Group (www.apmgroup.co.uk)� Appointed on 01/29/07 by OGC as the official ITIL® Accreditor� Known worldwide for their official Accreditor status of PRINCE2, MSP, M_o_R

EIs – Examination Institutes� Information Systems Examinations Board (ISEB) &� Examination Institute for Information Science (EXIN) & Loyalist College� Examining bodies that administer the ITIL certification process

ATOs – Accredited Training Organizations (by APMG, EXIN, ISEB)

ItSMF - Information Technology Service Management Forum (www.itSMFUSA.com)� International Trade Association; Networking forum for ITIL; Membership based


Key ITIL V2 To V3 Concept Differences

Source of Table: “ITIL Refresh Newsletter 1st Edition Autumn 2006”.

� ITIL V2 worked to align service management with business strategy� ITIL V3 integrates IT and the business into a single ecosystem

Service Management LifecycleCollection of Integrated Processes

Dynamic Service PortfoliosLinear Service Catalogs

Value Service Network Integration Value Chain Management

Business and IT IntegrationBusiness and IT Alignment

ITIL V3ITIL V2


ITIL V3 Overview

� The 5 new V3 ITIL Core Books:

� Service Strategy

� Service Design

� Service Transition

� Service Operation

� Continual Service Improvement

all books follow a consistent structure


ITIL V3 - Authors� ITIL V3 Chief Architect: Sharon Taylor, Aspect Group� APM Group: Richard Pharro

� ITIL V3 Core Book Authors: � Service Strategy

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V3 Overview

� Introduction, Overview, context� Service management as a practice� Service lifecycle� Role of processes in the lifecycle� Role of functions in the lifecycle� Practice fundamentals� Practice principles� Processes� Organizational design and structures roles and responsibilities� Challenges, critical success factors, risks� Supplemental guidance� References

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Service StrategyThe first book in the lifecycle is the Service Strategy bookwhich looks at the overall business aims and expectations ensuring the IT strategy maps onto these:

� Value Creation � Business Fundamentals of services (New)� Service Provider Types� Service Structures (New) � Service Strategy Processes� IT Financial Management� Service Portfolio Management (New)� Demand Management (New)

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Service Design

The second book is Service Design, which starts with a set of new or changed business requirements and ends with the development of asolution designed to meet the documented needs of the business.

� Service Design Principles� Service Design Processes� Service Catalog Management (New focus)� Service Level Management� Capacity Management� Availability Management� Service Continuity Management� Information Security Management (New as core)� Supplier Management (New)� Application Management (New as core)� Requirements Engineering (New)

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Service Transition

The third book is Service Transition which is concerned with managingchange, risk & quality assurance and has an objective to implementservice designs so that service operations can manage the servicesand infrastructure in a controlled manner.

� Service Transition Principles� Service Transition Processes� Change Management� Configuration Management System (New)� Service Asset & Configuration Management � Knowledge Management (New)� Service Releases Planning

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Service Operation

The fourth book in the lifecycle is Service Operation which is concerned with business as usual activities.

� Service Operation Principles� Service Operations Processes� Event Management (New)� Incident Management� Problem Management� Service Request Management (New)� Functions (Detailed Information for each)

� Service Desk� Technical Management (New)� IT Operations Management (New)� Applications Management (New)

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Continual Service Improvement

The final book is Continual Service Improvement which has an overall viewof all the other elements and looks for ways that the overall process and

service provision can be improved.

� Continuous Improvement Fundamentals� Continuous Improvement Principles� Continuous Improvement Models� Measurement and Control

� Measurement� Benchmarking� Reporting� Implementation Consideration

� Service Level Management

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Market Trends to consider � Gartner Inc. - May 2007

� One of the big differences in V3, is the processes described now help govern IT and set a strategy that incorporates financial principles such as ROI. This a substantial update, particularly in defining IT services in terms that are valuable to the business.

� Rather than being tactically focused on improving distinct operational processes, this version is more strategic. It will have more appeal to the CIO-level person, rather than just the people running infrastructure operations.

� Gartner is predicting that by year-end 2010, ITIL will be in use by 30% of companies with 250-999 employees and by 60% of companies with more than 1,000 employees. We see it as the de facto best practice guidance for IT services.

� Fears that IT organizations that have invested heavily in v2 training and processes will have to start from scratch are unfounded; V3 is really an evolutionary approach, building on what is already there.

� Implementing ITIL at big companies is often a two-or three-year effort. IT organizations in the midst of implementing v2 probably will adapt to v3 as they go through the multiple-year process.


Practitioner Level

Pink Elephant Certification – 3 days

• How to Define & Document Processes & Procedures According To ITIL Best Practices


EXIN Certification – ITIL Practitioner - 5 days

• Configuration, Change & Release Management ‘IPRC’

• Service Desk, Incident & Problem Management ‘IPSR’

• Service Level Management & Financial Management

Practitioner Level

Pink Elephant Certification – 3 days

• How to Define & Document Processes & Procedures According To ITIL Best Practices


EXIN Certification – ITIL Practitioner - 5 days

• Configuration, Change & Release Management ‘IPRC’

• Service Desk, Incident & Problem Management ‘IPSR’

• Service Level Management & Financial Management

Foundation Level

ITIL V2 IT Service Management Essentials – 2 DaysITIL V3 IT Service Management Foundations - 3 days

Management Level

• ITIL Service Manager– 10 weeks

Management Level

• ITIL Service Manager– 10 weeks

ITIL Education & Certification – V2


ITIL v3 Qualification Scheme

� New ITIL qualifications scheme recognizes the value of existing v1 and v2 qualifications

� Four levels within the new scheme:1. Foundation level� Intermediate levels

2. Lifecycle stream3. Capability stream

4. Advanced level

� To achieve a diploma, candidates must achieve 22 credits, two of which can be gained at Foundation level


About the levels

� Foundation: knowledge and comprehension in the key concepts, terminology and processes of ITIL v3

� Lifecycle stream: built around the five core OGC books: SS, SD, ST, SO and CSI

� The Intermediate Capability stream: built around four clusters:� Service Portfolio & Relationship Management� Service Design & Optimisation� Service Monitoring & Control� Service Operation & Support


About the levels

� Candidates are able to take units from either of the intermediate streams. These units give them credits towards a diploma

� Managing across the Lifecycle: brings together the full essence of a lifecycle approach to service management

� Once someone has gained the requisite number of 22 credits through their education at foundation and intermediate level they will be awarded the ITIL v3 Diploma. No further examination or course is required to gain the diploma

� The Advanced Level Diploma will assess an individual’s ability to apply and analyze the ITIL v3 concepts in new areas


Relationship between v2 and v3

� Individuals with existing ITIL Qualifications can use those qualifications as credits towards the diploma

� Any ITIL Service Manager who wishes to gain the v3 Diploma can take a bridging course and pass an examination� The three day course covers the new concepts within

ITIL v3 and fully integrates the benefits of the lifecycle approach

� There is a also a one day bridging course at foundation which covers the differences between v2 and v3 which will facilitate one’s understanding of the ITIL v3 approach

� ITIL v1 and V2 Practitioner qualifications count towards the ITIL Diploma in Service Management


ITIL Bridging Qualifications


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Capability Stream Courses

� Class mapping names, from Pink’s Practitioner class abbreviations to the V3 Capability Stream names:

� The Intermediate Capability stream: built around four clusters:� Service Portfolio & Relationship Mgmt (P&R) – IPAD (02/2007)� Service Design & Optimization -------- (D&O) – IPPI (in dev now)� Service Monitoring & Control ---------- (M&C) – IPRC (2005)� Service Operation & Support ------------ (O&S) – IPSR (2006)

� P & R covers SLM & Financial Mgmt � D & O covers Availability, Capacity, and IT service Continuity Mgmt� M & C covers Change, Configuration, and Release Mgmt � O & S covers Incident & Problem Mgmt and Service Desk


Timetable

� The timetable for the introduction of qualifications in v3 is as follows:

� Foundation Examinations June 13th 2007� Manager’s Bridging Course Q3 2007� Foundation Bridging Course Q3 2007� Intermediate Level Qualifications Q4 2007


LinksUseful ITIL Resources:� Pink Elephant, recognized worldwide as the ITIL experts

www.pinkelephant.com

Useful IT Governance Resources:� Institute of Systems Audit & Control Association

www.isaca.org

� www.itgi.org (IT Governance paper COBIT & SOX)

� ITIL Articles: http://www.itbusinessedge.com

� CIO Magazine featuring ITIL on cover: http://www.cio.com/archive/090105/itil_frameworks.html


� OGC Site The Office of Government Commerce (The official owners of ITIL)www.ogc.gov.uk; www.itil.co.uk

� APM Group (The official ITIL certification and exam provider) www.apmgroup.co.uk; www.itil-officialsite.com/home/home.asp

� TSO (The official ITIL publishers) - to order the ITIL bookswww.tso.co.uk; www.tso.co.uk/itil

� Other Stakeholders� itSMF (The World's Largest ITIL User Group)

www.itsmf.com; www.itsmf.ca; www.itsmfusa.org

� EXIN - www.exin-exams.com

� Loyalist College - www.itilexams.com

� ISEB - www.bcs.org/iseb

� Pink Elephant – V3: https://www.pinkelephant.com/en-US/AboutPink/Information+Central.htm� http://blogs.pinkelephant.com/index.php?/troy/comments/itil_v3_the_past_and_the_future/

Official ITIL Resources


� ITIL Refresh Newletters - TSOwww.best-management-practice.com/ITILRefreshRegisterwww.itil.co.uk/ITIL_Refresh%20News_1st_Edition.pdf

� ITIL Certification Management Board (ICMB) Messagewww.itil.co.uk/icmb.htm

� ITIL Accreditation Pyramid Handout & ITIL Press Centerwww.itil-officialsite.com/home/home.asp

� ITIL Official Site (APMG) www.itil-officialsite.com

� Factsheet: ITIL Refresh - The Impact on Examinations www.itil.co.uk/car4.htm

� ITIL Refresh Scope and Development Plan www.itil.co.uk/scope_web.pdf

� ITIL Communication Update www.itil.co.uk/comms.htm#cat1

Official ITIL Resources – additional


Taken any Initiative lately ?

� Are You a Pooper … or a Scooper ?

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Brenda [email protected]

510-262-9925www.pinkelephant.com

Thank You