Information Technology Infrastructure Library (ITIL) Overview

Information Technology Infrastructure Library (ITIL) Overview

Matthew L. Helm

08 September 2010

Agendag

• Introduction and Key Concepts

• Service Lifecycle

• Service Strategy• Service Strategy

• Service Design

• Service Transition

• Service Operation

• Continual Service Improvement

INTRODUCTION AND KEYINTRODUCTION AND KEY CONCEPTS

Why We Are Here?y

Need to balance:Need to balance:– Fewer resources

N d t t d– Need to get more done

– Need to deliver higher quality services

Need to be relevant

Customer Viewpointp

• Not interested in processesNot interested in processes

• Could care less about underlying technology

i d i i li h• More interested in service quality than cost

• Not always focused on business value of service

• Just want to use the service to achieve business goals

Leadership Viewpointp p

• Services should –Services should – Create value for the University

Create value for the customer– Create value for the customer

– Reduce cost or increase productivity

A hi U i it l– Achieve University goals

– Manage costs and risks more effectively

Definition of Service

A service is a means of delivering value toA service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of want to achieve without the ownership ofspecific costs and risks

SOURCE: ITIL Service Strategy Publication, p.16


Best Practice vs. Good Practice

• Best practice provides generic guidelinesBest practice provides generic guidelines based on successful experiences of a number of organizationsof organizations

G d i i h li i f b• Good practice is the application of a best practice or an input into a best practice by the U i iUniversity

What is Service Management?g

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

Th bili i i l dThese capabilities include processes, functions, and roles for managing services

h i lif lover their lifecycle

Objective of Service Managementj g

Ensure that IT services are aligned to business needs and actively support them

SOURCE: ITIL Service Strategy Publication, p.3SOURCE: ITIL Service Strategy Publication, p.3

Process

• A process is a set of activities designed toA process is a set of activities designed to accomplish a specific objective

• It takes defined inputs and turns them into• It takes defined inputs and turns them into defined outputs

M i l d l ibili i l d• May include roles, responsibilities, tools, and management controls

Characteristics of a Process

• MeasurableMeasurable

• Delivers specific results

li i l• Delivers primary results to customers or stakeholders (and meet expectations)

• Responds to specific events

Business Process Evolution


Functions and Roles

• Function is a team or group of people and theFunction is a team or group of people and the tools that they use to carry out one or more processes or activitiesprocesses or activities

R l i f ibili i i i i d• Role is a set of responsibilities, activities, and authorities granted to a person or a team

SERVICE LIFECYCLESERVICE LIFECYCLE

What is ITIL?

• Most widely adopted approach for IT ServiceMost widely adopted approach for IT Service Management

• Framework of Best Practice guidance for• Framework of Best Practice guidance for identifying, planning, delivering, and supporting IT services to the businesssupporting IT services to the business

SOURCE: www.itil‐officialsite.com/AboutITIL/WhatisITIL.aspSOURCE: www.itil officialsite.com/AboutITIL/WhatisITIL.asp

Brief History of ITILy

• 1980s – UK Government set out to document1980s UK Government set out to document how the most successful organizations approached service managementapproached service management

• Version 1 published between 1989 – 1995 (31 books)books)

• Currently in Version 3 (5 books) since 1987

ITIL Benefits

• Improved IT services• Reduced costs• Improved customer satisfaction through a p gmore professional approach to service delivery

• Improved productivity• Improved use of skills and experiencep p• Improved delivery of third party service

SOURCE: www.itil‐officialsite.com/AboutITIL/WhatisITIL.aspSOURCE: www.itil officialsite.com/AboutITIL/WhatisITIL.asp

Service Lifecycley

Five publicationsFive publications

• Service Strategy

S i i• Service Design

• Service Transition

• Service Operation

• Continual Service ImprovementContinual Service Improvement

Publication Contents

• Business case argument of the need for the lif llifecycle stage

• Policies and governance aspects of the lifecycle stage

• Identification of processes and the activities pneeded to carry them out

• Organizational roles and responsibilitiesOrganizational roles and responsibilities needed to manage the lifecycle stage

SOURCE: ITIL Official Introduction, www.best‐management‐practice.com/gempdf/Introduction to ITIL Contents.pdfSOURCE: ITIL Official Introduction, www.best management practice.com/gempdf/Introduction_to_ITIL_Contents.pdf

Publication Contents (cont.)( )

• Recommendations on areas to focus automationRecommendations on areas to focus automation

• Best ways to implement the lifecycle stage

• Highlights common challenges risks and success• Highlights common challenges, risks, and success factors experienced by other organizations

Oth f k li d ith lif l t• Other frameworks aligned with lifecycle stage

• Templates and examples of how lifecycle stage b li dcan be applied

SOURCE: ITIL Official Introduction, www.best‐management‐practice.com/gempdf/Introduction to ITIL Contents.pdfSOURCE: ITIL Official Introduction, www.best management practice.com/gempdf/Introduction_to_ITIL_Contents.pdf

Service Management Across Lifecycleg y


Maturity in Technology Managementy gy g

SOURCE: ITIL Service Operation Publication, p.81

SERVICE STRATEGYSERVICE STRATEGY

Service Strategygy

How to design, develop, and implement service

management not only as an organizational

capability but also as a strategic assetcapability but also as a strategic asset

SOURCE: ITIL Service Strategy Publication, p. 8

Service Strategy Goalsgy

• Transforms Service Management into strategicTransforms Service Management into strategic asset

• University thinks and acts in a strategic• University thinks and acts in a strategic manner

Cl ifi l i hi b i• Clarifies relationships between services, systems, or processes and the business

d l i bj i hmodels, strategies, or objectives they support

Key Concepts and Processesy p

• Concepts– Value Creation

– Utility and Warrantyy y

– Service Portfolio

– Risk ManagementRisk Management

• ProcessesFinancial Management– Financial Management

– Demand Management

Service Strategy Questionsgy

• What services should we offer and to whom?• How do we differentiate ourselves from competing alternatives?H d t l f t ?• How do we create value for our customers?

• How can we make a case for strategic investments?investments?

• How should we define quality?• How do we resolve conflicting demands for• How do we resolve conflicting demands for shared resources?

SOURCE: ITIL Service Strategy Publication, p. 9‐10

Four Ps of Strategygy

• Perspective – vision and direction

• Position – what we are going to focus on

• Plan – how to go from “as is” to “to be”g

• Pattern – series of consistent decisions and actions over timeactions over time

SOURCE: ITIL Service Strategy Publication, p.56‐57gy , p

Value Creation

• Utility and Warranty define services and work together to create value for the customer

• UtilityUtility– Service the customer gets

– “Fit for purpose”Fit for purpose

• WarrantyH th i i d li d– How the service is delivered

– “Fit for use”

Example of Utility and Warrantyp y y


Utility and Warrantyy y


Assets

• Two types of assetsTwo types of assets

• ResourcesDi t i t f d ti– Direct inputs for production

• Capabilities– Ability to coordinate, control, and deploy resources

Service Management Modelg

SOURCE: ITIL Service Strategy Publication, p.80gy , p

Value of a Service


Types of Service Providersyp

• Type IType I

• Type II

• Type III

Type I: Internal Service Provideryp


Type II: Shared Services Unityp


Type III: External Service Provideryp


Value Creation Viewpointp

• Customers will choose a service provider typeCustomers will choose a service provider type

• Service providers should look at services from customer’s perspective rather than focusingcustomer s perspective rather than focusing on production of services

N d l k h b l f i f• Need to look at the balance of services from across all customers – not just requestor

Viewing Customers via Marketing Eyes

• What is our business?What is our business?

• Who is our customer?

h d h l ?• What does the customer value?

• Who depends on our services?

• How do they use our services?

• Why are they valuable to them?Why are they valuable to them?

Value NetworkA web of relationships that generates tangible

d bl l h h l dand intangible value through complex dynamic

exchanges through two or more organizations


Advantages of Value Networkg

• Marshal external talentMarshal external talent

• Reduce costs

Ch f l i f di i i• Change focal point of distinctiveness

• Increase demand for complimentary services

• Collaborate


Services across Value Network


Service Portfolio

The commitments and investments made by aThe commitments and investments made by a

service provider across all customers and market

spaces

• Current contractual commitments

• New service development

• Ongoing service improvementOngoing service improvement


Service Portfolio


Service Portfolio

SOURCE: ITIL Service Design Publication, p. 34

Service Portfolio vs. Service Catalog


Strategic Assessmentg

• Strengths and weaknessesStrengths and weaknesses

• Distinctive competencies

i• Business strategy

• Critical success factors

• Threats and opportunities


Risk Analysis and Managementy g


Financial Managementg

• Visibility and accountability

• Compliance and control

• Cost of providing servicesp g

• Value customers get from services

• Operational control• Operational control

• Enhanced decision making


Demand Managementg

• Understand customer service requirementsUnderstand customer service requirements and how they vary over the business cycle

• Ensure provision of appropriate level of• Ensure provision of appropriate level of service

E d ili h• Ensure warranty and utility matches customer needs

Up Nextp

Service Design

Information Technology Infrastructure Library (ITIL) Overview

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