An Overview of ITIL® v3 from the Chief Architect

IT Service Management SolutionsAxios SystemsTM

ITIL v3 - the Future is Now

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Axios Systems ITIL v3 - the Future is Now

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ITIL® V3 – The Future Starts Now

Sharon Taylor – Chief Architect, ITILSharon Taylor – Chief Architect, ITIL

AXIOS WEBINARAXIOS WEBINAR

May 3, 2007May 3, 2007

Slide number 4 4Axios Systems Webinar in association with EMC Corporation

Agenda

Why V3?Why V3?

The ITIL Service LifecycleThe ITIL Service Lifecycle

ITIL V3 QualificationsITIL V3 Qualifications

Tools and V3Tools and V3

Questions and AnswersQuestions and Answers


Why V3?

Provide guidance to evolving ITSM industryExpand focus to present and future SM challenges Global Sourcing Virtualization Emerging Industry Trends Managing IT as a business

Flexible, dynamic, proven service management practices that prove

How to demonstrate value to the business objectives!

This IS ITIL 3This IS ITIL 3


ITIL as a Service


Qualifications• New Scheme• Enhanced learning• Status Quo• Upgrading• More choice

Standards• Aligned to 20000• Links to Security• Links to Asset• Links to Governance • More flexibility

Your ITSM Practice• Greater scope of practiceGreater scope of practice• Greater flexibility of adaptation and choicesGreater flexibility of adaptation and choices• Current with industry directions and ITSM Current with industry directions and ITSM realityreality• Complementary to other common practicesComplementary to other common practices• Easier to start, operate and matureEasier to start, operate and mature• Relevant to the real issues and opportunitiesRelevant to the real issues and opportunities• Enhanced ability to prove ITSM ROIEnhanced ability to prove ITSM ROI

CustomersVendors

Service Providers


The FutureITIL Live!

eBooks & Online Subscription

Qualifications & study aids

Case Studies & Templates

Key Element Guides

Scalable ITIL

Business Sector Specifics

Integrated Service Model

Multiple Languages


The ITIL SM Lifecycle CoreStrategy GenerationStrategy ImplementationValue NetworksService Portfolio MgmtFinancial ManagementROIPolicy, Planning & ImpFive Aspects of Service DesignAvailability, Capacity, Continuity, Service LevelOutsourcing Design

Event, Request, Incident, Problem, Technology, Operations, Access, Monitoring & Control

Change, Build and Test, Release & Deployment, Configuration, Knowledge

Measurement, Trends, Reporting & Analysis, Review, Assessment, SIP

The Big Picture,Service Model Maps, Practice Basics, Getting Started


Business Eco systemsBusiness Eco systems

Looks at the practice of Service Looks at the practice of Service managementmanagement

Setting strategy Setting strategy

Service economicsService economics

How to design, develop and How to design, develop and implement service management implement service management As an organizational capabilityAs an organizational capability As a strategic assetAs a strategic asset

CIO’sCIO’sIT ManagersIT ManagersConsultantsConsultantsPractitionersPractitioners

VendorsVendors


Utility of a service The attributes of the service

that have a positive effect on the performance of activities, objects and tasks associated with desired outcomes

Removal or relaxation of constraints on performance can also be a positive effect

= Fit for Purpose

Utility increases the performance average

Warranty of a service An assurance that some

products or services will be provided or will meet certain specifications

e.g. available when needed, in sufficient capacity and dependably in terms of continuity and security

= Fit for Use

Warranty reduces the performance variation

Service Strategy - Service Elements of Value


IT ManagersIT ManagersConsultantsConsultantsPractitionersPractitionersOutsourcersOutsourcers

VendorsVendors

• Converts strategic objectives into Converts strategic objectives into portfolios of services and service portfolios of services and service assetsassets• Policies, architectures, portfolios, Policies, architectures, portfolios,

• Guidance on the design & Guidance on the design & development of development of • Services and service modelsServices and service models• Sourcing models Sourcing models • Service Management processes and Service Management processes and

methodsmethods

• Changes and improvements Changes and improvements necessary to increase or maintain necessary to increase or maintain valuevalue

• How to decide & how to do itHow to decide & how to do it



VendorsVendors

Set customer expectations Set customer expectations How the performance and use of the new How the performance and use of the new

or changed service can be used to enable or changed service can be used to enable business changebusiness change

Enable the business change project or Enable the business change project or customercustomer To integrate a release into their business To integrate a release into their business

processes and servicesprocesses and services

Reduce Reduce Variations in the predicted and actual Variations in the predicted and actual

performance of the transitioned servicesperformance of the transitioned services The known errors and risks from The known errors and risks from

transitioning the new or changed services transitioning the new or changed services into productioninto production

Ensure that the service can be used in Ensure that the service can be used in accordance with the requirements and accordance with the requirements and constraintsconstraints



VendorsVendors

– Principles, processesPrinciples, processes

– Organisation of Service OperationOrganisation of Service Operation

– Execution of all ongoing activities Execution of all ongoing activities required to deliver and support required to deliver and support services:services:– Request FulfilmentRequest Fulfilment– Event ManagementEvent Management– Incident & ProblemIncident & Problem– Technology ManagementTechnology Management– Application ManagementApplication Management– Facilities ManagementFacilities Management– Monitoring & ControlMonitoring & Control– IT Operations ManagementIT Operations Management


IT ManagersIT ManagersConsultantsConsultants

PractitionersPractitionersOutsourcersOutsourcers

VendorsVendors

The overall health of ITSM as a disciplineThe overall health of ITSM as a discipline

Continual alignment of the portfolio of IT Continual alignment of the portfolio of IT Services with the current and future Services with the current and future business needsbusiness needs

Business case for ROIBusiness case for ROI

Growth and maturity of the enabling IT Growth and maturity of the enabling IT processes for each Service in a processes for each Service in a continual service lifecycle modelcontinual service lifecycle model

Activities to support a continual process Activities to support a continual process improvement planimprovement plan

How to measure, interpret and take How to measure, interpret and take actionaction


Service Operation ProcessesService Transition ProcessesService Design ProcessesService Strategy ProcessesContinual 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 and Support

Service Asset and Configuration Management

Knowledge Management

Release and Deployment Management

Evaluation

Access Management

Operation Management

Event Management

Incident Management

Problem Management

Request FulfilmentService Improvement

Service Lifecycle Governance Processes Service Lifecycle Operational Processes

Service Measurement

Service Validation and Testing

Service Reporting


ITIL ComplementaryComplementary Portfolio

Supports the ITIL CoreTopic SpecificEnhanced GuidanceIndustry DevelopedResearch SupportedLiving LibraryIndustry ownedITIL Branded

•Study Aids•Outsourcing•Scalability•Public Sector•Knowledge System•Measurement•ITIL for Executives

Commences June 2007


Qualifications Portfolio

Modular design

Flexible Choice

Career path oriented

V2 to V3 upgrading

Service Management

Service Capability

Classroom

E-learning

Blooms Taxonomy based

On Demand examination

Launch in June 07Phased deliveryV2 sunset over time

•Global Panel of Examiners•Competency Standards•Audited•Single exam standard•Multi-language exams


Tools and ITIL

Every core practice has a chapter on “Technology Considerations” Why they are critical

Integration issues and opportunities

What to automate – What not to

How to select the right tool

Automation and efficiency

Slide number 20 20

Who Manages ITIL’s future?

OGCContract Mgmt

OGCContract Mgmt

TSOTSO

Core Practices

Core Practices

IPMgmt Board

IPMgmt Board APMGAPMG

WebServices

WebServices

CompPortfolio

CompPortfolio

QualsBoard

QualsBoard

CourseProviders

CourseProviders

ExaminerPanels

ExamInstitutes

MarketingMarketing

PartnersPartners

Publ

icatio

ns &

Kno

wledg

e Qualifications and Learning


What’s next ?F

inal

F

inal

C

ount

dow

nC

ount

dow

nITIL Core Launch May 30

Translations begin now

Qualification Scheme Launch - June 13

Complementary and Web service portfolio – June

V2 sunset - 2008


Thank you

www.itil.co.uk

www.best-management-practice.com

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ITIL v3 - the Future is Now

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An Overview of ITIL® v3 from the Chief Architect

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