1 itil v3 overview ver1.8

IT Infrastructure Library (ITIL) V3 Overview

Shivakumar

What is ITIL all about?

Origin & History of ITIL

ITIL’ s Benefits and Risks

ITIL V2 – Processes & Function / ITIL V3 – Life Cycle Phases

Overview of Incident, Problem and Change Management

Questions

Agenda

What is ITIL all about?

ITIL is the acronym for the Information Technology Infrastructure Library (ITIL)

A non-proprietary, vendor-neutral, set of best practices

ITIL is a descriptive framework, NOT a standard, method or tool

ITIL Provides descriptions of IT Process and controls

ITIL aligns IT services with business requirements

ITIL is about providing optimal service at a justifiable cost

Deliverables of ITIL are higher availability, increased reliability and greater stability of the infrastructure

Origin of ITIL

Emerged in 1980s

ITIL was published between 1989 and 1995 by Her Majesty’s Stationery Office (HMSO) in the UK on behalf of the Central Communications and Telecommunications Agency (CCTA) – now considered within the Office of Government Commerce (OGC).

Its early use was principally confined to the UK and Netherlands.

The original intent of the library was to promote effective IT service management practices within the government.

It has been available to public for years.

The History of ITIL

ITIL V1 (GITIM) - Library of 31 associated books covering all aspects of IT service provision.

ITIL V2 - Seven more closely connected and consistent books

In 2007, ITIL V2 was superseded by an enhanced and consolidated third version of ITIL, consisting of five core books covering the service lifecycle

ITIL an Architectural Journey

ITIL Goals

Align IT Services with the business needs (current and future)

Improve the quality of IT services

Reduce the long-term cost of provisioning IT services

Benefits and Risks

Benefits:– Provision of IT services becomes more customer-focused– Continuous improvement in the delivery of quality IT services

Services are described better Better management of quality

– Improved communication and better working relationships between IT and the business

– The ability to absorb a higher rate of Change with an improved, measurable rate of success

– Processes and procedures that can be audited for compliance to “best practice” guidelines

Risks:– Can take a long time and require significant effort– Over-engineered procedures can be seen as bureaucratic obstacles– No real benefit if there is a fundamental lack of understanding

Keep in Mind

ITIL describes what needs to be done but NOT how it should be done

ITIL does NOT define: Every role, job or organisation design Every tool, every other equipment, every required customisation Every process, procedure and task required to be implemented

ITIL does NOT claim to be a comprehensive description of everything within IT, but it instead contains “best practices” that have observed and accepted in the industry

People, Process & Technology

PeopleHaving the right people/mix of people, skill set, attitudes, roles and responsibilities, and leadership abilities in place to be successful in achieving expected results.

Process

To achieve high availability, processes should be

• Appropriately documented, followed and enforced

• Able to be measured and reported on

• Have clear ownership, communicated, and updated accordingly.

Technology

• Redundancy, resilience, repeatability, flexibility, capacity in order to support the goals for achieving high availability.

• In addition, technology needs to always be on/available and be easily supported and maintained.

The fundamental principle of People, Process and Technology is the foundation for a successful ITIL implementation.

ITIL – Key Level in an Organization

Most of the organization work on three levels:

– Strategic : This is the level where decision are made, policies and financial level are set

– Tactical : Decision are implemented, policy become reality and financial levels are confirmed.

– Operational : Implemented decision become active and is monitored

MissionStatement

Strategy

TacticsPlanning

Operationsday-to-day

Business IT Alignment

ServiceDelivery

ServiceSupport

ITIL V2 – Processes & Function

The first two ITIL versions grouped content according to process.

In V2 there are 12 main concepts ( 11 process and 1 function) which are divided between Service Delivery and Service Support set.

Service Support Set– Service desk ( the only function in ITIL V2)– Configuration Management– Incident Management– Problem Management– Change Management– Release Management

Service Delivery Set– Service Level Management– Availability Management– Capacity Management– Security Management– IT Service Continuity Management– Financial Management for IT Services

ITIL V2: The Good and the Bad

Service Delivery:– Service-level management

– Financial management

– Capacity management

– IT service continuity

– Availability management

Service Support: – Incident management

– Problem management

– Change management

– Configuration management

– Release management

Service Desk

Core Benefits: Standard process language Emphasis on process vs. technology Process integration Standardization enables cost and quality

improvements Focus on customer

Limitations:– Not a process improvement methodology

– Specifies "what" but not "how"

– Doesn't cover all processes

– Doesn't cover organization issues

ITIL V3

ITIL Version 1– Stability and control of IT infrastructure – IT Infrastructure Management process

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Maturity

ITIL Version 3Business

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ITIL Version 2Service

Provider

ITIL Version 1Technology

Provider

ITIL Version 2 – Business-IT alignment

– Quality and efficiency of IT processes

ITIL Version 3– Business-IT service integration and value

generation

– Service Management for business and technology

ITIL V3 – Life Cycle Phases

ITIL v3 focuses on the entire service life cycle, taking the ultimate consumer of the services – the business – into consideration.

All the original concepts of V2 has remained in V3 and are divided between 5 life cycle phases.

– Service Strategy– Service Design– Service Transition– Service Operation– Continual Service Improvement

In addition to the original 12 concepts, there are additional 14 new concepts ( 3 Functions and 11 Process)

In total, ITIL V3 has 26 Process and 4 Functions.

Objectives, CSFs, KPIs, Metrics, and Measurements

Objectives: Establish the reason for measurement. Measurement in itself has no value. Rather, it only has value in as much as it supports achievement of specific objectives.

Critical Success Factors: Define specific things that must happen if objectives are to be achieved.

Key Performance Indicators: Are metrics which specifically indicate progress or performance around or toward Critical Success Factors.

Metrics: Are the definitions of what will be measured and how it will be measured.

Measurements: Are the actual readings taken based upon a specific metric.

Objectives

Critical Success Factor

Key Performance Indicators

Metrics

ServiceDesign

Service

ITIL

ServiceStrategy

ServiceOperation

ServiceDesign

Continual ServiceImprovement

ServiceTransition

ITIL V3 Core Framework

Service Strategy Planning and implementation of IT

Service Management practices and

their alignment to business needs.

Service Design Design of appropriate and

innovative IT infrastructure services

Service Transition Validates the service design

against service requirements

Service Operation Day to day delivery and control

process activities for required stable IT

services. Continual Service Improvement

Continuous search for improvements as part of the promised

service quality

Service Strategies (SS)

SS will appeal to those who have the need to understand strategic analysis, planning, positioning, and implementation with respect to service models, strategies and strategic objectives.

It provides guidance on how to leverage service management capabilities that can effectively deliver value to customers and capture value for service providers.

Decisions about service portfolios, capability development, operational effectiveness, organizational models and the importance of knowledge assets are some of what Service Strategies will provide guidance on.

Main Target Audience:– Senior Leadership of customers and service providers.

Main Influencers:– Service Managers and operations managers.

Service Design (SD)

SD translates strategic plans and objectives and creates the design and specifications for execution through service transition and operations.

SD will appeal to those whose role is to bring together the infrastructure, applications, systems, and processes, along with partners and suppliers, to make feasible a superior service offering.

Main Target Audience:– Service Managers and providers.

Main Influencers:– IT operational staff, service owners, service providers, vendors.

Service Transition (ST)

ST will ensure that the design will deliver the intended strategy and that it can be operated and maintained effectively.

ST is concerned with managing change, risk & quality assurance and has an objective to implement service designs so that service operations can manage the services and infrastructure in a controlled manner.

Main Target Audience:– IT Service Managers, Service Owners, operational staff.

Main Influencers:– Customers, Service owners, support staff.

Service Operation (SO)

SO will manage a service through its production life of day-to-day management.

Main Target Audience:– Service owners, operational staff, vendors and service providers.

Main Influencers:

– Customers, end users, business and IT Management.

Continual Service Improvement (CSI)

CSI will ensure that a service delivers the maximum benefits and measure its performance through its life, suggesting improvements along the way.

CSI has an overall view of all other elements and looks for ways that the overall process and service provision can be implemented.

Main Target Audience:– Service planners, service designers, business ad IT leaders, IT service

managers, service owners, operational staff.

Main Influencers:– Business leaders, IT leaders, customers and users, service owners, quality and

conformance managers.

ITIL V3 Processes

Service Strategy (4)– Demand Management– Strategy Generation– Service Portfolio Management– IT Financial Management

Service Design (7)– Service Level Management– Service Catalog Management– Capacity Management– Availability Management– Service Continuity Management– Information Security Management– Supplier Management

ITIL V3 Processes

Service Transition (7)– Transition Planning and Support– Change Management– Release and Deployment Management– Service Asset and Configuration Management– Service Validation and Testing– Evaluation– Knowledge Management

Service Operation (5)– Event Management– Incident Management– Request Fulfillment– Problem Management– Access Management

ITIL V3 Processes

Continual Service Improvement (3)– Service Measurement

– Service Reporting

– Service Improvement (The Seven-step improvement Process)

ITIL V3 Functions

Service Desk

Three new functions– Technical Management

– Application Management

– IT Operations Management

ITIL V3 – The Structure

Core Complementary Web

Customized implementation

CoreBest Practice

Guidance

Support for particular market sector or technology

Value added products,

process maps, templates, studies

Key Element Guides

Service Lifecycle Processes

Service Operation ProcessesService Transition ProcessesService Design ProcessesService Strategy Processes Continual Service ImprovementProcesses

Service Lifecycle Processes

Strategy Generation

IT Financial Management

Service Portfolio Management

Demand Management

Service Catalogue Management

Service Level Management

Availability Management

Capacity Management

Service Continuity Management

Information Security Management

Supplier Management

Change Management

Transition Planning

Service Asset and Configuration Management

Knowledge Management

Release and Deployment Management

Evaluation and Early Life Support

Access Management

Common Service OperationActivities

Event Management

Incident Management

Problem Management

Request Fulfilment

Seven Step ImprovementProcess

Service Level Management (

Service Lifecycle Governance Processes Operational Service Lifecycle Processes

Questions

Questions

Concepts of Service Management

Service

“A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.

“People want a quarter inch hole, not a quarter inch drill.”

-Prof T.Levitt, Harvard Business School

Service Management

Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services.

Service Management is also a professional practice supported by an extensive body of knowledge, experience, and skills.

Function – Process - Role

Function– A team or group of people and the tools they use to carry out one or more process

or activities.

– Functions are Self-Contained units of an organization

Process– A structured set of activities designed to accomplish a specific objectives.

– A process may include any of the roles, responsibilities, tools and management controls required to reliably deliver the desired output.

Role– A set of responsibilities, activities and authorities granted to a person or team.

– A role is defined within a process. Group, Team, Unit or person perform tasks connected to a relevant processes Scope of role & trigger is defined by relevant process, agreed by management

What is a process?

AInput Output

Procedure Procedure Procedure

Work

Instruction

Work

Instruction

Work

Instruction

A A A

....................... etc.

..........etc.

Process Characteristics

Specific Results ( Why We do it)– Process Exists to produce the desired Outcome

Customers (Whom We Do it For)– Desired Outcome Delivered to its Customer

Measurable (How We Ensure it’s Right)– Performance-Driven to Desired Outcome

Event Specific ( What Kicks it Off)– Something Specific Triggers the process

Example

Step Function Process Role

User A calls the Service Desk to report that a email system is not working. Service Desk Incident Management Incident Recording

The Service Desk begins following the Incident Management process to restore the service. Service Desk Incident Management Incident Classification

Shortly after User A calls, Users B, C, D and so forth, call to report the same Incident. Service Desk Incident Management Incident Classification

The Service Desk escalates the Incident to the Technical Support (Chennai Messaging Team) group for resolution. Service Desk Incident Management Incident Escalation

The Technical Support group determines that there is an network error causing the email servers to get connected and opens a Problem record. Technical Support Problem Management Problem Control

etc. etc. etc. etc.

Best Practice & Good Practice

Best Practice provides a set of generic guidelines based on the successful experiences of a number of organizations.

Good practice could be either an application of best practice, or it could be an input into best practice.

How ITIL best practices can help

Faster incident recovery

Fewer unplanned outages

Better communication with users

Information that enables better informed management decisions

Overview of Incident, Problem and Change Management

ProblemsIncidents

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}• How well does IT respond to

incidents?

• How much does it cost?

• Are all incidents logged and tracked?

• How is customer satisfaction?

• What % of incidents are studied for root causes?

• How many FTE?

• How quickly is it done?

• How much does it cost?

• How good are we?

• How much does it cost to id a root cause? How many FTE?

• What % of problems have identified root causes

• How many incidents were caused by changes?

• How many changes of each type?

• How much do they cost?

• How many root causes were eliminated and what % of incidents does that represent?

Incident Management

Goal

Restore normal service operation as quickly as possible and minimize adverse impact on business operations

Benefits

Minimize the disruption and downtime for our users

Maintain a record during the entire Incident life-cycle. (This allows any member of the service team to obtain or provide an up-to-date progress report)

Incidents are dealt with quickly, before they become severe.

Building knowledgebase of known issues to allow quicker resolution of frequent Incidents

Incident Management – Key Concepts

Incident : An unplanned interruption to an IT Service or a reduction in the quality of an IT service

Impact : A measure of the effect of an Incident, problem or Change on Business Processes.

Response Time : A measure of the time taken to complete an Operation

Resolution Time : The time that elapses between acknowledged receipt of an incident and incident resolution.

Priority : A category used to identify the relative importance of an incident, problem or change.

Hierarchical Escalation: Informing or involving more senior levels of management to assist in an escalation

Functional Escalation: Transferring an incident, problem or change to a technical team with a higher level of expertise to assist in an escalation.

Incident Priority

Priority = Urgency x Impact

Urgency = Extent to which the resolution can bear delay

Impact = Effort upon the Business

How quickly does it have to be fixed?– Business Urgency

What does it do to the business?– Business Impact

Impact

Urgency

Priority

Estimate

§ People§ Resources§ Time

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medium

low

high medium low priority

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high

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high

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ITIL Incident Life-Cycle

Incident vs Problem

An incident is where an error occurs: something doesn't work the way it is expected. This is often referred to as:– a fault – error – it doesn't work! – a problem

A problem can be:– Occurrence of the same incident many times – An incident that has an impact on many users– Some systems are not operating in the expected way

Problem Management

Goal

Minimize the adverse impact of Incidents and Problems on the business that are caused by errors, and to prevent recurrence of Incidents related to these errors

Benefits

A standard way to approach every problem

A reduction in the number of incidents

Learning from experience – the process provides historical data to identify trends, the means of preventing failures and of reducing the impact of failures

Problem Management – Key Concepts

Problem – “The unknown root cause of one or more Incidents”

Workaround – “ A temporary way of overcoming technical difficulties (i.e., Incidents or

problems”)

Known Error– “ Problem that has a documented Root Cause and a workaround”

Known Error Database (KEDB)– “Database containing all Known Error Records”

Change Management

Goal

To ensure that standardized methods and procedures are used for efficient and prompt handling of all Changes, in order to minimize the impact of Change-related Incidents

Benefits

Reduction in incidents and problems caused by unplanned change

Communication with appropriate parties before change occurs

Approval received from appropriate parties before change occurs

Time spent on preparation and prevention rather than fire fighting and downtime

Change Management– Key Concepts

Change : Addition, modification or removal of anything that could have an effect on IT Services

Request for Change (RFC) : A formal proposal for a change to be made.

Change Window : A regular, agreed time when changes may be implemented with minimal impact on services.

Change Advisory Board (CAB) : A group of people that advices the Change Manager in the assessment, prioritization and scheduling of changes.

Type of Requests and Changes

An organization needs to ensure that appropriate procedures and forms are available to cover the anticipated requests.

Different types of changes may require different types of change requests. – Normal Changes

Changes to :– Service Portfolios, Service definitions– Project changes, User accesses, Operational Changes

– Standard Changes Change to a service or infrastructure for which the approach is pre-

authorized by Change Management. Has an accepted and established procedure.

– Emergency Changes Changes that will have a high negative impact on the business.

Standard Change

The crucial elements of a Standard Change are that:– Pre-authorized Changes.

– The tasks are well-known, documented and low-risk tasks.

– Authority has been in advance.

– Budgetary approval is already set or is controller by the requestor

Example – Installing workstation software from an proved list.

Change Management - Activities

– Create & Record

– Assess & Evaluate

– Authorize Changes

– Coordinate Changes

– Review & Closure

Change Advisory Board (CAB)

The Change Advisory Board (CAB) delivers support to the Change Management team by

– approving requested changes and – assisting in the assessment and prioritization of changes.

Generally made up of IT and Business representatives that include– Change Manager– User managers and groups– Technical experts– Possible third parties and customers (if required)

CAB is responsible for oversight of all changes in the production environment

CAB is tasked with reviewing and prioritizing requested changes, monitoring the change process and providing managerial feedback

Emergency Change Advisory Board (ECAB): It is a subset of the CAB that considers a RFC tagged as an Emergency Change.

Change Management – Authorizing Change

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Change Advisory Board

Local Authorization

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Level 2

Level 3

Level 4

High Cost/Risk

Impact on Multiple service or divisions

Impact only on Local or service group

Standard Changes

Business Executives

Change Management – The 7 R’s

Who RAISED the change?

What is the REASON for the change?

What is the RETURN required from the Change?

What are the RISKS involved with the change?

What RESOURCES are required to deliver the change?

Who is RESPONSIBLE for build, test & implementations of the change?

What is the RELATIONSHIP between this change and other changes?

Functions of Service Operations

Service Desk

Technical Management

Application Management

IT Operations Management

Service Desk

Service Desk acts as the Single Point of Contact (SPOC) between the users and the IT Services Organization

The primary functions of the Service Desk are :Incident Control : life cycle management of all Service Requests Communication : keeping the customer informed of progress and advising on workarounds

Service Desk - Role

Single point of Contact– Accessibility– Communication– Information

Improved Customer Service

Higher Level of QoS for Customer Requests

Promotion of Internal Teamwork & Communication

Proactive Service Provision

Reduced Negative Business Impact

Improved Infrastructure Management

More effective & Efficient Utilization of Resources

Higher Quality management Reporting

Service Desk - Objectives

Logging ALL Incidents & Request

First Line– Investigation & Diagnosis

Incident & Request Resolution

Functional and Hierarchal Escalation

Customer Communication– Incident Progress– Pending Changes ( Forward Schedule of Changes)– Agreed Outages ( Projected Service Availability)

Satisfaction Surveys

Service Desk – Organizational Structures

Local Service Desk– Co-located with User Community

Centralized Service Desk– Consolidation of Fewer or Single Service Desk

Virtual Service Desk– Support Staff Geographically Dispersed

Follow the Sun– Two or More Geographically Dispersed Service Desks

Specialized Service Desk Groups– Direct Access to Technical Functional Specialist

Service Desk - Local

Service Desk - Virtual

Service Desk - Staffing

Staffing Levels– Based on Business Requirements– Customer Service Expectations

Skill Levels– Interpersonal– Business Awareness– Communication– Technical Awareness

Training– New Service Introduction– Business Awareness

Retention– Learning Organization– Team Building

Support Users– User Liaison to Filter Requests

Service Desk - Metrics

First Line Resolution

Average Time to Resolve

Average Time to Escalate

Cost Per Incident/Request

Customer Updates Completed on Time

Incident/Request Volumes– Hour of Day

– Day of week

– Week of Month

ITIL V3 Key Concepts

Service Catalog : A database or structured document with information about all live IT services, including those available for development

Service Portfolio : The complete set of services that are managed by a service provider

Change : The addition, modification or removal of anything that could have an effect on IT Service; scope should include all IT services, Configuration Items, Processes, documentation, etc

Configuration Item (CI) : Any component that needs to be managed in order to deliver an IT service

Build : The activity of assembling a number of Configuration Items to create part of an IT service. It may also refer to a Release

Configuration Management DataBase (CMDB): Is a repository of information related to all the components of an information system

ITIL Key Concepts

Configuration Management System (CMS) : A set of tools and databases that are used to manage an It Service Provider’s configuration data.

Definitive Media Library (DML) : One or more locations in which the definite and approved versions of all software Configuration Items are securely stored.

Architecture : The structure of a system or IT service, including the relationship of the components to each other and to the environment they are in.

Availability : Ability of a Configuration Item or IT service to perform its agreed function when required.

Contract : A legally binding agreement between two or more parties.

ITIL Key Concepts

Critical Success Factor (CSF) : Something that must happen if a process, project, plan or IT service is to succeed.

Design: An activity or process that identifies requirements and then defines a solution that is able to meet these requirements.

Downtime : The time when a Configuration Item or IT service is not available during its agreed service time.

Key Performance Indicator (KPI) : A metric that is used to help manage a process, it service or activity.

ITIL Key Concepts

Service level Requirements (SLR): Is a set of targets and responsibilities documented and agreed witihin and SLR for each proposed new or changed service. SLRs are based on Business Objectives and are used to negotiate agreed Service Level Targets.

Service Level Agreement (SLA) : Is a written agreement between an IT service provider and the IT customer, defining the key service targets and responsibilities of both parties.

Operational Level Agreement (OLA) : An agreement between an IT Service Provider and another part of the same organization.

Underpinning Contract (UC) : A contract between an IT Service Provider and a third party. The third party provides goods or services that support delivery or an IT service to a customer.

Service design Package : Documents defining all aspects of an IT service and its requirements through each state of its lifecycle.

ITIL Key Concepts

Insourcing: – This approach relies on utilizing internal organizational resources in the

design, develop, transition, maintain, operate, and/or support of a new, changed or revised services or data centre operations.

Outsourcing:– This approach utilizes the resources of an external organization or

organizations in a formal arrangement to provide a well-defined portion of a service’s design, development, maintenance, operations, and/or support.

Co-sourcing : – Often a combination of insourcing and outsourcing, using a number of

outsourcing organizations working together to co-source key elements within lifecycle.

Partnership or Multisourcing:– Formal arrangements between two or more organizations to work together

to design, develop, transition, maintain, operate, and/or support IT services.

ITIL Key Concepts

Business Process Outsourcing (BPO) : – The increasing trend of relocating entire business functions using formal arrangements between

organizations where one organization provides and manages the other organization’s entire business processes or functions in a low cost location.

– Common examples are accounting, payroll and call centre operations.

Application Service provision :– Involves formal arrangements with an Application Service Provider (ASP) organization that will

provide shared computer based services to customer organizations over a network.– Applications offered in this way are also sometimes referred to as On-demand

software/applications. – Through ASPs the complexities and costs of such shared software can be reduced and

provided to organizations that could otherwise not justify the investment.

Knowledge Process Outsourcing : – KPO is a step ahead of BPO in one respect – KPO organizations provides domain based processes and business expertise rather than just

processes expertise and requires advanced analytical and specialized skills from the outsourcing organization.

ITIL Key Concepts

The RACI diagram splits tasks into four participatory responsibility types, which are then assigned to different roles in the project or process.

Responsible– Those who do work to achieve the task. The role of Responsible includes Support, which is to

provide resources to complete the task.

Accountable– Those who are ultimately accountable to the correct and thorough completion of the task. – Accountable is the one to whom "R(s)" are accountable. In other words, A must sign off

(Approve) on work that R provides. – There must be only one A specified for each task.

Consulted – Those whose opinions are sought. Two-way communication.

Informed – Those who are kept up-to-date on progress. One-way communication.

RACI Model

Responsible – Those responsible to do the task.

Accountable – Only 1 person

Consulted – Those who are consulted

Informed – Those informed on progress

Various non-proprietary frameworks and methods

Sample Questions

The ITIL V3 core is structured around?

a) An Operations Lifecycle

b) An IT Management Lifecycle

c) A Service Lifecycle

d) An Infrastructure Lifecycle

Functions are BEST described as?

a) A body of knowledge

b) Closed loop systems

c) Self-Contained units of organization

d) Project focusing on transformation

Which of the following BEST describes a Local Service Desk structure?

a) A Service Desk that also provides onsite technical support to its users

b) A Service Desk where analysts only speak one language

c) A Service Desk that is situated in the same location as the users it serves

d) A Service Desk that could be in any physical locations but uses telecommunication and IT systems to make it appear that they are in the same location.

The priority of an Incident is BEST described as?

a) The relative importance of the Incident based on impact and urgency

b) The speed with which the incident needs to be resolved

c) The number of staff that will be assigned to work on the Incident so that it is resolved in time

d) The escalation path that will be followed to ensure resolution to the Incident

ITIL Foundation Exam Format

One Hour Proctored Exam

Closed-book

40 Multiple-choice questions

Pass mark is 65% (26 correctly answered out of 40)

The Foundation Certificate in IT Service Management (ITIL Foundation) guarantees your understanding of the basic terms, concepts, and relationships between ITIL processes.

ITIL Qualification Scheme

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