© IT Service Management with ITIL Enterprise Value ITIL® is a Registered Trade Mark and a...

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IT Service Management with ITIL

Enterprise ValueEnterprise Value

ITIL® is a Registered Trade Mark and a Registered Community Trade Mark of the UK Office of Government Commerce ("OGC"). ITIL® is registered in the U.S. Patent and Trademark Office. This document and its contents are neither associated with nor endorsed by the OGC or any other organisation.


Statement:Statement:““Today’s IT manager is Today’s IT manager is

less interested in less interested in technology than most technology than most

references (books, references (books, courses, ‘solutions courses, ‘solutions

providers’) care to admit.”providers’) care to admit.”

Statement:Statement:““Today’s IT manager is Today’s IT manager is

less interested in less interested in technology than most technology than most

references (books, references (books, courses, ‘solutions courses, ‘solutions

providers’) care to admit.”providers’) care to admit.”


1. Aligning IT strategy with business strategy 2. Meeting business and user needs3. Coping with change4. Dealing with senior management5. Managing costs, budgets and resources6. Keeping up with technology7. Recruiting and retaining staff8. Time and resource management9. Infrastructure management10. Maintaining skills and knowledge

Sales Arguments: Addressing the Top ten concerns of IT DirectorsSales Arguments: Addressing the Top ten concerns of IT Directors


The Process Driven Organisation

the processes decide

the processes decide


Process based model

Problem Management

Change Management

Service Level Management


The problem with processes

Processes help to organize work better They are aligned to activity and output, not

necessarily to value You have to know what you want to achieve, or

else assume that the customer does Processes are not strategic Bottom line: Managing IT needs more than just

a set of processes, people and tools


Service Management= The Objective Tree =

QualityFlexibilityCost management

How

/ What ?

ORGANISATIONORGANISATION

BUSINESS PROCESSESBUSINESS PROCESSES

IT SERVICE PROVISIONIT SERVICE PROVISION

SERVICE MANAGEMENTSERVICE MANAGEMENT

Why!

effective

efficient

organisationorganisation

effective

efficient

IT service provisionIT service provision

ITILITIL


What’s different about ITIL v3? It is Centered on business value Aligned to ISO/IEC 20000 & other best practices (e.g. ASL,

TCO, eTOM, COBIT, eSCM, Six Sigma, etc.) There is guidance on compliance to regulatory

requirements Sarbanes-Oxley, Basel II, formal governance models

Offers industry and topic specific guidance Offers implementation guidance Integrated process maps It is structured according to IT service lifecycle

(V2 was grouped by processes)


ITIL v3

Source: ITIL Refresh Project

ServiceDesign

Service

ITIL

ServiceStrategies

ServiceOperation

ServiceDesign

Continual ServiceImprovement

ServiceTransition


ITIL v3


ServiceDesign

Service

ITIL

ServiceStrategies


ITIL v3


ServiceDesign

Service

ITIL

ServiceStrategies

ServiceOperation

ServiceDesign

ServiceTransition


ITIL v3


ServiceDesign

Service

ITIL

ServiceStrategies

ServiceOperation

ServiceDesign


ServiceTransition


CIO’sCIO’sIT ManagersIT ManagersConsultantsConsultantsPractitionersPractitionersVendorsVendors

• Business eco systems

• From value chains to value nets

• Linking to external practices and standards

• Adaptive processes for customers, services and strategies

• Managing uncertainty and complexity

• Increasing the economic life of services

• Selecting, adapting and tuning the best IT service strategies

Service Strategies – Covers Practical decision making


IT ManagersIT ManagersConsultantsConsultantsPractitionersPractitionersOutsourcersOutsourcersVendorsVendors

Policies, architecture, portfolios, service models

Effective technology, process and measurement design

Outsource, shared services, co-source models? How to decide & how to do it

The service package of utility, warranty, capability, metrics tree

Triggers for re-design

Service Design – A Pragmatic service blueprint



• Newly designed change, release & configuration processes

• Risk and quality assurance of design

• Managing organization & cultural change during transition

• Service management knowledge system

• Integrating projects into transition

• Creating & selecting transition models

Service Transition – Managing change, risk & QA


Service Operation – Having Responsive, stable services

• Robust end-to-end operations practices

• Redesigned, incident and problem processes

• New functions and processes

• Event, technology and request management

• Supporting strategy, design, transition and improvement

• SOA, virtualization, adaptive, agile service operation models




Continual Service Improvement - Measures & improvements that work

• The business case for ROI

• Getting past just talking about it

• Overall health of ITSM

• Portfolio alignment in real-time with business needs

• Growth and maturity of SM practice

• How to measure, interpret and execute results

ITIL LifeCycle Management and Business alignment


Business Outcomes

APPLICATIONS OPERATIONSSTRATEGY

Business Technology OptimizationOptimize the business outcome of IT

ITIL Bridges the gaps between functional IT silos to deliver positive business outcomes

ITIL Bridges the gap between IT and the Lines of Businessto deliver positive business outcomes


Business Outcomes

APPLICATIONSSTRATEGY

SAP, Oracle, SOA, J2EE, .Net

ITIL Optimizes functional IT initiatives

Project & PortfolioManagement Center

Demand & PortfolioManagement

SOA Center

SOA Transformation

Quality Center

Quality Assurance

Performance Center

Performance Validation

CIO Office

CTO Office

OPERATIONS

Business Availability Center

Business Service Management

Network MgmtCenter

Operations Center

Service Driven Operations

Change & Configuration Center

Service Management Center

ITSM



Business Outcomes

lifecycle approach to BTOOptimize IT efficiency and business value

Business &IT Services

BusinessNeeds

Automate end-to-end processesShare information and tools

Make right spending decisions

Deliver on time

Meet business SLAs

LIFECYCLE APPROACH



Business Outcomes

Business &IT Services

BusinessNeeds

Make right spending decisions

Deliver on time

Meet business SLAs

ITIL Processes, ITIL Lifecycle and BTO tied together

SERVICE LIFECYCLE

CHANGE & CONFIGURATION LIFECYCLE

PERFORMANCE & AVAILABILITY LIFECYCLE

Automate end-to-end processesShare information and tools


Lifecycle approach: IT and business service challenges

Business Challenges

• Lines of business don’t “speak IT,” so they have a hard time to fully describe their service requirements

• Transparency into IT service costs and value is clouded by complexity

IT Challenges

• Lack of business perspective causes imbalance in resource allocation

• Poor linkage between planning and delivery can cause unintended quality issues

• Without a true service lifecycle perspective, siloed IT operations react to events rather than business-driven SLAs


Introducing the service lifecycle

Plan service deliverables in the context of resources, value, and time-to-market

Deliver services that meet business requirements

Operate services to meet business SLAs as well as cost and value measures

Plan

Deliver

Operate


service lifecycle

Asset Management

Procurement

Service request management

Quality Assessment

BUSINESS

PLAN DELIVER OPERATE

Portfolio Mgnt


Program Mgnt

Consolidated service desk

Consolidated Event and Perf.

Serv

ice D

ep

en

den

cy

Map

pin

g

Con

fig

ure

& P

rovis

ion

BUSINESS




Service lifecycleFunctional initiatives and Center mapping

Decision SupportService Portfolio Management

IT Financial Management

Desired State Management

IT service management


B-SLM

Request

Incident Problem

Change

Asset Management

Inventory

Contracts Finance Chargebac

k

SLM

Vendor mgntCost mgnt

Procurement


IT Services/UserApplications

Testing

Quality Mgnt

Validation

Strategic Projects

Con

fig

ure

Release

Consolidated Operations

Server Storage Network

Portfolio Mgnt

Prioritize

Allo

cate

re

sou

rces

CapitalPeople

Infrastructure

Service definition

Analytics

Program MgntProject

Time

Resource

Pro

vis

ion

Serv

ice D

ep

en

den

cy

Map

pin

g

BusinessAvailability

Center


BSM

IT Service Management

QualityCenter

Project and Portfolio

Management Center

ServiceManagement

Center

IT Service Management

Change & Config Center

Quality AssuranceDemand &

Project Mgnt

NetworkManagement

Center

OperationsCenter

ServiceManagement

Center

BUSINESS



Desired State Management

Underpinned by ITIL v3

IT service management


B-SLM

Request

Incident Problem

Change

Asset Management

Inventory

Contracts Finance Chargebac

k

SLM

Portfolio Mgnt

Prioritize

Allo

cate

re

sou

rces

CapitalPeople

Infrastructure

Vendor mgntCost mgnt

Procurement


IT Services/UserApplications

Testing

Quality management

Validation

Strategic Projects

Fulfillment

Service Configuration

Release

Consolidated Operations

Server Storage Network

Service definition

Analytics

ITIL v3

Service Design Service Transition Service Operations

Continual Service Improvement

BUSINESS



IT Infrastructure Library (ITIL)IT Infrastructure Library (ITIL)

ITIL IT Infrastructure Library

OGC http://www.ogc.gov.uk/ogc/isite.nsf/default.html

Office of Government Commerce ITSMF http://www.itsmf.org

IT Service Management Forum Benefits

independent (of systems and/or platforms) flexible (also applicable outside IT) applicable worldwide applicable in companies, institutions, government procedures are ISO compliant


ITIL CertificationITIL Certification

ITIL FoundationITIL Foundation

ITIL PractitionerITIL Practitioner

ITIL Service ManagerITIL Service Manager

Practitioner Certificate in IT Service Management

Manager’s Certificate in IT Service Management

Foundation Certificate in IT Service Management and/or

EXIN http://www.exin-exams.com

European Examination Institute for Information Science

ISEB http://www.bcs.org.uk/iseb/ism2.htm

The IInformation SSystems EExamination BBoard

Testing at Prometric (www.prometric.com)


ITIL TrendAdoption rate increasing Globally

Vendors are being pressured by the market to demonstrate deployment of industry-accepted best-practice process models (such as ITIL, as it is currently the most widely known set of public best-practice process models)


ITIL Worldwide (1)

ABN-AMRO BankAetna Life InsuranceAT&T SolutionsAustralia PostAXA Insurance GroupBank of CanadaBank of Montreal (Cebra, Harris Bank)Barclays BankBass BreweriesBritish AirwaysBritish TelecomCable & WirelessCanadian Fed. & Prov. GovernmentsCapital One ServicesCGICIBC

Computer Sciences CorporationConsumers GasDLJ PershingDutch Land Registry OfficeDutch RailwaysEDSExxonFederal ExpressGE CapitalGeneral AccidentGreat West LifeGuinness/UDVHewlett PackardHong Kong & Shanghai BankIBM/ISMING Bank


ITIL Worldwide (2)

J.D. Edwards & CompanyKPMGLegal & General InsuranceLucent TechnologiesMackenzie Financial Corp.Manulife FinancialMenominee Indian Tribe of WisconsinMerrill LynchMicrosoft Corp.Mutual Life Assurance CompanyNational Westminster BankNesbitt BurnsNetwork AssociatesOntario HydroOraclePerot Systems

UK Post OfficePeregrine SystemsProcter & GambleRemedy Corp.Royal Bank of ScotlandRoyal MailScottish ProvidentShellGlaxoSmithKlineStandard Life AssuranceThe Equitable Insurance CompanyToronto Dominion BankUnion GasVirginia PowerVodafoneZurich Insurance


Who uses ITIL?

• PUBLIC SECTOR - Central & Local Government, Health & Police Authorities

• PRIVATE SECTOR - Banking, Insurance, Telecomm, Utilities, Retail, Transport, Leisure

• VENDORS - Product suppliers, Consultancies, Trainers, Legal, Recruitment, Outsourcing


Implementation Challenges

Process DesignWhat You Don't See is Critical

Values &Beliefs

InformationArchitecture& SystemsOrganizational

Structures

ChangeReadiness Leadership

RetrainingReward &MeasurementSystems

New ITSM

Processes

Job Definitions


Portrait of a Service Manager

visionvisionvisionvision

presentationpresentationskillsskills

presentationpresentationskillsskills

ITIL ITIL knowledgeknowledge

ITIL ITIL knowledgeknowledge

resistanceresistance


ITIL & the Organisation

CIO

Operations Development Customer Relationship

Service Desk

Desktop Support

Network Support

Server Support

Fin. Apps

HR Apps

Log Apps

Account Mgt.

Vendor Mgt.

Bus. Analysts


Success for ITIL in Major Organisations Establish a sense of urgency Create the guiding coalition Develop a Vision and Strategy Communicate the Change Vision Empower employees for broad-based action Generate short-term wins Consolidate gains and produce more change Anchor new approaches in the culture

Source: Kotter


Where’s the proof that ITIL works?

Many testimonials available It’s common sense! Absence of published empirical

data


Repeatable, documented processes are essential to improving IT service

delivery and management. The ITIL framework provides an

effective foundation for quality IT service management.

Bottom Line:

© IT Service Management with ITIL Enterprise Value ITIL® is a Registered Trade Mark and a...

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