3-ITIL V3 Overview

52
ITIL V3 Over View ITIL V3 Over View ITIL V3 Over View ITIL V3 Over View

Transcript of 3-ITIL V3 Overview

ITIL V3 Over ViewITIL V3 Over ViewITIL V3 Over ViewITIL V3 Over View

ITIL V3 StructureITIL V3 Structure

Service Strategy

Service Design

Service Transition

ITIL V3 Overview

Process orientationTerminologyInputs and outputsActivitiesProcess flow / diagram

Service Strategy

Service Design

2

Service Operation

CSI

ITIL V3 Overview

Process flow / diagramProcess RolesChallenges KPIs

Model (ITILModel (ITIL--V2)V2)

IT CustomerRelationshipManagement

Release Management

Change Management

Configuration ManagementIncident Management

Problem Management

Service Support

3

Capacity Management

Financial Managementfor IT Services

Security Management

IT ServiceContinuity Management

Service Level Management

Availability Management

Service Delivery

Service Desk

Product Product vsvs ServiceService

� What is a service?

� A service should have

◦ Expectations, Interaction, Utility, Warranty, Problem addressing mechanism & Pricingaddressing mechanism & Pricing

4

Service and Service ManagementService and Service Management

� Service is: a means of delivering value to customer by facilitating outcomes customers want to achieve without the ownership of specific costs and risks

� Service management is:set of specialized organizational capabilities for providing value to customers in the form of services

5

Customer SatisfactionCustomer Satisfaction

� It is difference between perceived qualityand expected quality

The difference between perceived quality and expected quality determines customer satisfaction

� For a product:� For a product:

◦ the Satisfaction comes after usage

� For a service:

◦ Satisfaction happens while it is being consumed

6

Four Ps of Service ManagementFour Ps of Service Management

ProcessPeople

Increase competence by

7

Products

Partners

Role of IT GovernanceRole of IT Governance

ENTERPRISE GOVERNANCE

Corporate Governancei.e. Conformance

Business Governancei.e. Performance

8

AccountabilityAssurance

Value CreationResource Utilization

IT Governance is an integral part of enterprise governance(By providing transparency & accountability )

Quality: Deming's Circle (Shewhart Cycle)Quality: Deming's Circle (Shewhart Cycle)

DOPLAN

Maturity

CHECKACT

9

Time Scale

Maturity

Consolidation level 1

Continuous Step by step improvement

Consolidation level 2

IT Service LifecycleIT Service Lifecycle

� We need to look towards IT operations from a service perspective (preparing, delivering, retiring)

� For business satisfaction, business needs must be addressed by appropriate corresponding services

� For user satisfaction, their ability to complete their work more effectively and efficiently must be enhancedmore effectively and efficiently must be enhanced

� Service is remembered not by products but by the quality of interaction

For these requirements, a process based approach under a lifecycle

model will prove to be effective

10

What are Good Practices…What are Good Practices…

Good practices: Practices that are widely used in industry by companies getting good results

Reasons to adopt good practice:◦ Dynamic environments◦ Performance pressure◦ Performance pressure

Benefits: They help organizations benchmark themselves against peers in the same and global markets to close gaps in capabilities

Sources: Public frameworks, standards, proprietary knowledge of individuals and organizations, community practices, etc.

11

Sourcing Good PracticesSourcing Good PracticesEmployees

Customers

Suppliers

Advisors

Technologies

Standards

Industry practices

Academic research

Training & education

Internal experience

Sources (Generate)

Enablers (Aggregate)

12

Competition

Compliance

Commitments

Substitutes

Regulators

Customers

Drivers (Filter)

Scenarios (Filter)

Knowledge fit for business objectives, context, and purpose

Processes, Roles & FunctionsProcesses, Roles & Functions

Processes:� A process is a set of coordinated activities ◦ combining and implementing resources and capabilities ◦ in order to produce an outcome◦ which, directly or indirectly, creates value ◦ for an external customer or stakeholder

Roles:Roles:� A set of responsibilities ◦ defined in a process ◦ and assigned to a person or team

One person or team may have multiple roles

Functions:� Functions are units of organizations ◦ specialized to perform certain types of work◦ and be responsible for specific outcomes

13

Process ModelProcess ModelProcess Control

Triggers

Process

Process Owner

Process Documentation

Process Policy

Process Objectives

Process Feedback

14

ProcessInputs

Process ActivitiesProcess Metric

Process Procedures

Process Work Instructions

Process Enablers

Process Outputs

Including process reports and reviews

Process Roles

Process Improvements

Process ResourcesProcess

Capabilities

Characteristics of ProcessesCharacteristics of Processes

1. They are measurable

2. They have specific results2. They have specific results

3. Processes have customers

4. They respond to specific events

15

RACI ModelRACI Model

Responsible (the “doer”) � The individual (s) who actually completes the task

Accountable (the “Manager”)

◦ The individual who is ultimately responsible

◦ Only 1 person can be accountable for each task

◦ yes or no authority and veto power

Consulted ( the “gyannis”)Consulted ( the “gyannis”)

◦ The individual (s) to be consulted prior to a final decision or action

◦ involvement through input of knowledge and information

Informed ( the “keep in loop” types)

◦ who needs to be informed after a decision or action is taken.

◦ This incorporates one-way ‘ communication

◦ receiving information about process execution and quality

RACI model ensures adequate spread of responsibilities

16

Changing Trends in Changing Trends in Business & Importance Business & Importance of Service Managementof Service Management� Organizations wish to use resources without owning them

� Self service channels expose business functions(web-sites, kiosks, etc)

� Physical capacity is not a quality constraint

New Services are composed from existing services available � New Services are composed from existing services available in public space

� Service oriented architectures reduce business complexity

� Information itself is a basis for value, not merely a supporting element

� IT capabilities and resources � basis for creating value

17

ITIL V3 CoreITIL V3 Core

Continual Service

Improvement

Service Transition

Governance Methods

ISO / IEC20000

SOX

Certified

CMMI

TOGAF

eTOM

6 Sigma

18

ServiceStrategy

Service Design

Service operation

Templates

Qualifications

CertifiedTraining

ISO/IEC17799

ISO/IEC19770

PMBOK

PRINCE 2

SOA

CobiT

M_o_R

Focal points in each phaseFocal points in each phase

Serv

ice P

ort

folio

Serv

ice C

ata

logue

ServiceStrategy

ServiceDesign

StrategiesPolicies

ConstraintsRequirements

SolutionDesigns

ArchitecturesStandards

SDP s

Requirements The Business / Customers

19

Serv

ice P

ort

folio

Serv

ice C

ata

logue

ServiceTransition

Service Operation

TransitionPlans

Testedsolutions

SKMS

Improvementactions and plans

OperationalPlans

Continual ServiceImprovement

OperationalServices

Service StrategyService Strategy

The achievement of strategic goals orobjectives requires the use of strategicassets. The guidance shows how totransform service management into atransform service management into astrategic asset.

What is ‘Strategic’?What is ‘Strategic’?

� Strategic perspective needs to understand how services provide differentiated value

� Being lowest-cost provider is not sufficient unless the provider can give strategic advantage

� Strategic assets provide:Strategic assets provide:◦ Basis for core competence

◦ Distinctive performance

◦ Durable advantage, and

◦ Qualifications to participate in business opportunities

� Means to become “not optional”◦ Differentiating your offering (what, form, terms, etc.) to outperform the ‘alternatives’ available to the customer

21

Utility and WarrantyUtility and Warranty

UTILITY

T/F

T/F

Fit for purpose?

Fit for use?

OR

Performance

supported?

Constraints removed?

Available enough?

Value-createdAND

22

WARRANTY

T/F

T/FFit for use?

AND

Available enough?

Capacity enough?

Continuous enough?

Secure enough?

T: TrueF: False

Resources and CapabilitiesResources and Capabilities

A1

A2

A9

A8

Capabilities Resources

Management

Organization

Financial capital

InfrastructureA2

A3

A4

A5

A8

A7

A6

Organization

Processes

Knowledge

People

Infrastructure

Applications

Information

People

Gartner Group Maturity ModelGartner Group Maturity Model

Service

Value

24

Fire Fighting

Proactive

Reactive

Economic Value of Using ServiceEconomic Value of Using ServiceNegativedifference

Positivedifference

Netdifference

+

Gains from utilizing the service

Losses from utilizing the service

25

Based on DIY strategy or existing arrangements

Reference Value

Economic value of service

Service Portfolio ManagementService Portfolio ManagementService Portfolio

Service CatalogueService Pipeline

Continual Service Improvement

Marketspaces

Service designs

Third-party catalogue

26

Service concepts

Customers

Service transition Service

operation

Retired services

Resources engaged

Return on assets earned from Service

operation

Resources released

Common pool of resources

Area of circle is proportional to resources currently engaged in the lifecycle phase (Service Portfolio and Financial Management)

Service DesignService Design

It guides on designing IT services, alongwith the governing IT practices, processesand policies, to realize the strategy andfacilitate the introduction of services intofacilitate the introduction of services intothe live environment ensuring qualityservice delivery, customer satisfaction andcost-effective service provision.

Service Design Service Design -- DefinitionDefinition

The design of appropriate and innovative IT Services, including their achitecture, processes, policies and documentation, to meet current and future agreed business meet current and future agreed business requirements

28

Service RequirementsService RequirementsService RequirementsService Requirements

Business requirementsBusiness requirements

Business requirementsBusiness requirements

Business requirementsBusiness requirements

Business requirementsBusiness requirements

Pilot or warranty period

Pilot or warranty period

Live operationLive

operation

Design and developmentDesign and development

Project (Project Team)Project (Project Team)

SACSAC SACSAC SACSAC SACSAC SACSAC SACSAC

Document & agree businessrequirements(Strategy & Design)

Document & agree businessrequirements(Strategy & Design)

Design service solution (Design)

Design service solution (Design)

Develop service solution (Design)

Develop service solution (Design)

Build service solution (Transition)

Build service solution (Transition)

Test service solution (Transition)

Test service solution (Transition)

2929

SLRSLR SLApilotSLApilot

SLRSLRSLRSLRSLRSLRSLRSLR SLASLA

LiLivveeSLMSLM

AApppprroovveded fforor

buildbuild

SDPSDP

(Strategy & Design)(Strategy & Design) (Design)(Design) (Design)(Design)

StrategyStrategy

DesignDesign

TransitionTransition

Transition & Operation involvementTransition & Operation involvement

Change Management:Change Management:RFC releasedRFC released

Approved for designApproved for design

Approved for testApproved for test

Approved for developmentApproved for development

Approved for warrantyApproved for warranty

Approved for live releaseApproved for live release

Review & closureReview & closure

Build, Test, Release and Deployment ManagementBuild, Test, Release and Deployment Management

OperationOperation

ImprovementImprovement

SLM SLM -- ProcessProcess

GFDCBService A

The business

3

2Business

Process 1

6

5Business

Process 4

Business Unit A Business Unit B

SLA(s)

SLM

SLA(s)SLR(s)

Determine,

document & agree

requirements for new

Monitor service

performance against

SLA & produce

Conduct service

review & instigate

improvements within

Document

standards &

templates

Assist with the

30

Contracts

requirements for new

services SLRs &

make SLAs

SLA & produce

service reports

improvements withinan overall SIP

Assist with the

Service Catalogue

& maintain document

templates

Develop contacts

& relationships,

record & manage

complaints &

compliments

Collate, measure

& improve

customer

satisfaction

Review & revise

SLAs, service

scope & underpinning

agreements

Service

Catalogue

Service

Reports

OLAs

Support teams Supplier Management Suppliers

Service TransitionService TransitionTransitioning services into operation without disturbing existing Transitioning services into operation without disturbing existing servicesservices

Guidance for the development of capabilitiesfor transitioning new and changed servicesinto operations, ensuring the requirements ofinto operations, ensuring the requirements ofService Strategy, encoded in Service Design,are effectively realized in Service Operationswhile controlling the risks of failure anddisruption.

ChM ChM –– ObjectivesObjectives

� To ensure that changes are recorded and

then evaluated, authorized, prioritized,

planned, tested, implemented,

documented and reviewed in a controlled documented and reviewed in a controlled

manner.

32

Scope of Change ManagementScope of Change ManagementSupplierBusiness Service Provider

Manage the business

Strategic change

Manage the

Manage the suppliers’ business

Manage external

Manage IT services

33

Tactical change

Operational change

Manage the business processes

Manage the business operations

Service change

Manage external services

External operations

Service portfolio

Service Operation

ChMChM –– Process for Normal ChangeProcess for Normal ChangeCreate RFC

Change proposal (optional)

Record the RFC

Review RFC

Assess and evaluate change

Initiatorrequested

Change Management Ready for evaluation

Ready for decision

Update ch

ange an

d co

nfigu

ration informatio

n in CMS

34

scheduled

closed

*I t

Authorize Change proposal

Authorize Change

Plan updates

Co-ordinate change implementation*

Change authority

Change Management

Change Management

Evaluation report

implemented

Review and close change record

Work orders

Work orders

authorized

Ready for decision

Update ch

ange an

d co

nfigu

ration informatio

n in CMS

ELS ELS –– Early Life SupportEarly Life SupportStart

Operate Service

Collect service performance data

Plan and manage improvements/risk mitigation/change

Report service performance achieved

Incident and Problem Management

Change and Configuration Management

Service Level Management

35

End

SKMS/CMS

Yes

No

Compare progress against ELS plan

Verify service stability

Exit criteria met?

Identify quick wins/improvements/risk mitigation/changes

CMS CMS –– Configuration Mgmt SystemConfiguration Mgmt SystemPresentation

LayerPortal

Change and Release View Schedules/plansChange RequestStatus Change

Advisory Board agenda and minutes

Asset Management ViewFinancial Asset

Asset Status ReportsAsset Statements and BillsLicence ManagementAsset Performance

Configuration Lifecycle View

Project configurations

Service, Strategy, Design, Transition,

Operations configuration baselines and changes

Technical Configuration ViewService Applications

Application Environment

Test Environment Infrastructure

Quality Management View

Asset and Configuration Management

Policies, Processes, Procedures, forms, templates, checklists

Service Desk ViewUser assets

User configuration,Changes, Releases, Asset and Configuration item and related incidents, problems, workarounds

changes

Knowledge Processing Layer

Search, Browse, Store, Retrieve, Update, Publish, Subscribe, Collaborate

Query and Analysis ReportingPerformance Management

Forecasting, Planning, Budgeting ModellingMonitoring Scorecards, Dashboards Alerting

Customer/ User – Service – Application – Infrastructure mapping

W

K

36

Structured

CMDBs

CMDB1

CMDB2

CMDB3

Information Integration Layer

Data and Information Sources and Tools

Service Portfolio Service

Package

Service Release

Service Change

Integrated Asset and Configuration Information

Common Process Data and Information

Schema Mapping

Meta Data Management

Data Reconciliation

Extract, Transform,

Load

Data Synchronization

Mining

Project Document Filestore

Project Software

Definitive Media Library

Definitive Document Library

Definitive Media Library1

Definitive Media Library2

Data Integration

Discovery, Asset

Management and audit tools

Software Configuration Management

Platform Configuration Tools e.g. Storage Database Middleware Network

Mainframe Distributed Desktop

Enterprise ApplicationsAccess ManagementHuman Resources

Supply Chain ManagementCustomer Relationship

Management

I

D

Service OperationService Operation

Guidance on achieving effectiveness andefficiency in the delivery and support ofservices to ensure value for the customerand the service provider. Strategicand the service provider. Strategicobjectives are ultimately realized throughService Operations.

ITOMF ITOMF –– Organizational Organizational OverlapOverlapService Desk

Technical

Management

Mainframe

Server

Network

Application Management

Financial Apps

HR Apps

Business Apps

IT Operations Control

Console Management

Job Scheduling

Backup and Restore

Print and Output

Facilities Management

Data Centres

Recovery Sites

38

Storage

Database

Directory

Services

Desktop

Middleware

Recovery Sites

Consolidation

Contracts

AMF AMF –– Organisational OverlapOrganisational Overlap

Requirements

DesignOptimize

IT Service Management

Strategy, Design,

39

Build and Test

Deploy

Operate

Strategy, Design, Transition and Improvement

Application Development

Application Management

SD categoriesSD categories

� Call Centre◦ It is a centralized office used for the purpose of receiving and transmitting a large volume of requests by telephone.

� Service Desk◦ The Service Desk extends the range of services and offers a more broad and user centric approach, which seeks to provide a user with an informed single point of contact for all of their ICT user with an informed single point of contact for all of their ICT requirements. A Service Desk seeks to facilitate the integration of business processes into the Service Management infrastructure.

� Help Desk◦ A help desk is an information and assistance resource that troubleshoots problems with computers and similar products. Corporations often provide help desk support to their customers via a toll-free number, website and/or e-mail.

40

Local Service DeskLocal Service DeskFor Local business needs and onsite

support

� Desktop support

Network support

Local User

Local User

Local User

First line support

� Network support

� Application support

� Systems and operations support

� Third party support

41

Third Party Support

Service Desk

Network &OperationSupport

Application Support

DesktopSupport

Centralized Service DeskCentralized Service Desk• In multi location environment local SD becomes expensive

• Central SD is established serving all locations

• All service request are logged at a central physical location

CentralizedService Desk

CustomerSite 1

CustomerSite 2

CustomerSite 3

42

at a central physical location

• Key benefits

– Reduced operational costs

– Consolidated Mgmt reports.

– Better resource allocation Third Party Support

Service Desk

Network &OperationSupport

Application Support

DesktopSupport

Second Line Support

Virtual Service DeskVirtual Service Desk

� Virtual service desk can be accessed from anywhere in the world

� If the organization is MNC it gives same benefits of centralized service desk

Sydney Service Desk

Amsterdam Service Desk

ParisService Desk

London Service Desk

Modem

Modem

Wan

Virtual Service Desk

Internet

� Maintains central database accessible from all locations

� The only difficulty is the person required at Virtual SD needs to be specialist

� Follow The Sun Model

43

Service Mgmt

Database (S)

User Site 1 User Site a

Internet

Toranto Service Desk

Telephone

Fax

Lan

Lan

New YorkService Desk

Local Users

Local Users Remote UsersThird Party Supplier

Service Desk

Incident Management Incident Management -- ProcessProcess

From Event Mgmt From Web Interface User Phone call

Incident Identification

Email – Technical Staff

Incident loggingIncident Prioritization

Service Request

To Request FulfillmentY

N

Y

44

Incident Categorization

Initial Diagnosis

Investigation & Diagnosis

Functional Escalation to next level

Resolution & Recovery

Hierarchical EscalationNeeded ?

Major Incident

Management Escalation

Major Incident Procedure

Incident Closure

Functional EscalationNeeded ?

Y

N

Y

N

Y

Balances in Service OperationBalances in Service Operation

� Internal versus external focus (IT Services versus Technology components)

� Stability versus Responsiveness

� Quality of Service versus Cost of Service� Quality of Service versus Cost of Service

� Reactive versus Proactive

45

Cost versus QualityCost versus QualityCost of service Service

46

Cost of service

Quality of Service(Performance, Availability, Recovery)

Range of optimal balance between Cost and Quality

CSI CSI –– Continual Service ImprovementContinual Service Improvement

Guidance in creating and maintainingvalue for customers through betterdesign, introduction and operation ofservices, linking improvement efforts andservices, linking improvement efforts andoutcomes with Service Strategy, Design,Transition and Operation.

CSI CSI –– Running across all phasesRunning across all phases

Feedback

Lessons Learnedfor Improvement

Output

FeedbackLessons Learned

for Improvement

Feedback

Lessons Learnedfor Improvement

Service Strategies

Strategies,

Policies,

Standards

Service Design

Plans to create and modify

services and servicemanagement processes

Feedback

Lessons Learnedfor Improvement

48

Output

Output

Service Transition

Manage the transition of

new or changed services

or service managementprocess into production

Service Operation

Day-to-day operations of

services and servicemanagement processes

Continual Service ImprovementActivities are embedded in the service lifecycle

Feedback

Lessons Learnedfor Improvement

CSI ModelCSI Model

What is the vision?

Where do we want

Where are we now? Baseline

assessments

Business vision,

mission, goals and

objectives

49

Where do we want

to be?

How do we get there?

Did we get there?

How do we keepthe momentum going?

Service & process

improvement

Measurable

targets

Measurements &

metrics

Measurement Measurement –– Business valueBusiness value

To Validate To Direct

Why Measure ? – Purpose of reports

50

To InterveneTo Justify

Your Measurement Framework

Value to businessValue to business

Basically, there are four reasons to monitor and measure:

■ To validate – monitoring and measuring to validate previous decisions

■ To direct – monitoring and measuring to set direction for activities in order to meet set targets. It is the most prevalent reason for direction for activities in order to meet set targets. It is the most prevalent reason for monitoring and measuring

■ To justify – monitoring and measuring to justify, with factual evidence or proof, that a course of action is required

■ To intervene – monitoring and measuring to identify a point of intervention including subsequent changes and corrective actions.

51

ITIL® Qualification scheme

P&R-Service Portfolio & Relationship

O&S-Service Operation and Support

M&C-Service Monitoring and Control

D&O-Service Design and Optimization

52