ITIL Delivery

© Deloitte & Touche LLP and affiliated entities.

Information Technology Infrastructure Library (ITIL)

An Introduction

February 15th 2007


Today’s Objectives:

1. Learn the history of ITIL

2. Understand philosophy behind ITSM and ITIL

3. Discover all components of the ITIL Framework

4. Visit each of the core 10 ITIL SM Processes & 1 Function

5. Understand relationships with other ITSM frameworks/standards

6. Learn about ITIL Certifications and Career Options

7. Learn about the future of ITIL


Your Presenter

Dalibor Petrovic, PMP, I.S.P.Consulting Manager, IT Strategy and Management, Deloitte.

� Certified ITIL Service Manager (ITIL Master)

� Certified ISO 20000 Consultant and Internal Auditor,

� Certified CobiT professional

� Certified Project Management Professional (PMP)

� President of itSMF-Northern Alberta, Edmonton

� EXIN Exam Marker for ITIL Master certifications

Role at Deloitte:

� Helping Business Leaders maximize their Return on IT Investment

� Helping Technology Leaders demonstrate Value of the IT Investment

Industry Focus: Public Sector / Mid-Large Public and Private clients

� Program Manager and Chief Consultant for the GoA’s ICT Service Management Initiative

� Contact: +780.421.3716; e-mail: [email protected]


Today IT is in a critical, and ‘tight’ spot!

�Increasing visibility – the “Front of the Front Office”e.g.. customers and business partners directly logging into systems to perform transitions

�Increasing demands from the business to deliver effective IT solutions faster, cheaper, better…

�Increasing complexity of IT infrastructure and processes

�Increasing competition, e.g. ‘threat’ of outsourcing

�Increasing pressure to demonstrate value and ROI:Business justification for development projects, control over operational costs, Business Case driven investment decision,

�Increasing maturity and technical savvyness of users and customers

�Increasing demands by the business to receive SERVICES…

IT has become a vehicle for key business processes. IT is expected to deliver consistently improving services to the business, but with less

resources and under ever-increasing expectations:


What our users really expect of IT?

� Specification

They want to know what it is they are getting? Often, customers don’t know, or can not articulate their true needs – IT should help translate real business requirements into solutions

� Conformance

Are they getting what the specifications says they should be getting?

� Consistency

They want the same experience every time!

� Value

The cost of services should be perceived to be fair, and the quality of service should be perceived to be worth the money spent.

� Communication

They want to be told what they are getting (or not getting), when, how, and what to do if they have a problem with it. They want to be kept in the loop, and shown due respect


The Solution: different perspective for IT

Objectives of IT Service Management (ITSM):

� To align IT services with the current and future needs of the business and its customers

� To deliver efficient and effective service to the business and customers

� To continually improve the quality of the IT services delivered

� To provide more services for the same cost, and reduce the long-term costs of service provision

The goal of IT Service Management is to provide the service that the Customer wants, at a price they are prepared to pay

� Start by viewing and managing IT as a business that sells services

� Formulate and deliver unbeatable value proposition for your customers

� Reposition IT from a cost centre, into a strategic business partner

IT Service Management is a discipline that promotes this perspective!


Scope of IT Service Management


The process approach – a key to ITSM

Focus on processes, because good processes …

� Have well defined inputs, activities, outputs – specification

� Can be measured, therefore – can be managed - conformance

� Are repeatable, promoting service consistency

� Cut across silos – promoting communication and co-operation

� Can be audited and benchmarked (e.g. Maturity Assessment), demonstrating value to the customer and user

� Impose organizational discipline

� Clarify organizational boundaries and roles

� Capture organizational knowledge

� Link individuals with the work roles they fill

� Avoid duplication of effort

� Form a base for designing good services

� Support continuous improvement…


And just a reminder - a process is …


What is ITIL?

Origins:

� British Government’s effort to improve IT management

� Developed by the CCTA in the late 1980’s

� Originally, a library of over 40 books that documented various IT Service areas, processes and standards

� Today, a library of 8 books, under the auspices of OGC

A Library of BooksThe process focused

approach to managing ITDefined Common Sense


In the beginning…

…there was

Deming!


A Quality Management System

Plan Do

Act Che

ckMaturity Level


The ITIL Library

Source: OGC

Service Support

Service Delivery

Security Management

The Business

Perspective

ICT Infrastructure Management

Planning to Implement Service Management

Applications Management

The Business

The Technology

Software Asset Management


The Service Management Structure


Manage Information and Communications Technology operations

Service Level Management

Manage the Services(Defining, negotiating, agreeing, measuring, and reporting on services, catalogues, service levels, operational

support activities & relationships, service metrics)

Change Management

Manage Service Improvements

(Ensure changes are fast, easy, consistent and authorized – manage risks)

Configuration Management

Manage infrastructure component (Configuration Item) information(What are the service components and how are they joined together? Infrastructure quality metrics)

Availability Mgmt

Predicting Service

Behaviour(Optimizing the current

structure, planning to meet

future customer service

availability requirements)

Capacity Mgmt

Preparing for the

Future(Healthy growth, customer

confidence, meet new

business needs,

understand the

infrastructure behaviour)

Continuity Mgmt

Manage the

Unthinkable(Part of business continuity

risk management – plan,

reduce impact, survive)

Financial Mgmt

Manage the Cost(Cost effective

stewardship, allocation and

apportionment of service

costs, optimum VFM, good

ROI, financial metrics)

Incident Management

Manage Service Failure(Return service ASAP – Lifecycle

responsibility for failures,

empowered, prepared and

consistent)

Problem Management

Detect and Remove Cause of

Failure(Remove repetitive incidents from

the infrastructure, prevent incidents

occurring)

Release Management

Maintain Service Integrity(Software & hardware control and

distribution – service legality and

integrity)

Security Management

Manage confidentiality, integrity, availability

IT Service Delivery

(Medium to long-

term planning and

improvement of IT

service provision)

IT Service Support

(Day-to-day

operation and

support of IT

services)

Business

Objectives &

KPIs The Customers’ Business

Processes

Operational Best

Practice

Customer Relations and Service

Planning Best Practices

Integrated Service Desk and ITSM Tool-set


Components of Service Support

�Service DeskA function, not a process, that provides ‘a central point of contact’ between users and the IT service organization

� Incident ManagementAims to restore normal service operation as quickly as possible and minimizes negative impacts of incidents on business operations, therefore ensuring the maintenance of best possible levels of service quality and availability

�Problem ManagementDiagnoses the underlying cause of incidents and problems, provides root-cause analysis, correction of errors and proactive problem and incident prevention

�Configuration Management

Provides a logical model of the infrastructure and services by identifying, controlling, maintaining and verifying the Configuration items.

�Change ManagementEnsures that standardized methods and procedures are used for efficient and prompt handling of changes, thus minimizing the impact of any related incidents upon service

�Release ManagementTakes a holistic view of a Change to an IT service and ensures that all aspects of a Release, both technical and non-technical, are considered together.

Goal: To operate the IT services in an efficient and effective way and to ensure required

stability and availability targets of the day-to-day IT operation are consistently met


The Service Desk

� To act as the central point of contact between Users and IT Service

organization and track status of all customer interactions

� To handle Incidents and Requests, and provide an interface for other

activities and processes, such as Change, Problem, Configuration,

Release, Service Level, and IT Service Continuity Management

Goals


Why the Service Desk?

�Today’s organizations demand efficient, effective and high quality Support System

�A Support System that is:

�easy to access

�quick to respond

�capable and knowledgeable

�equipped to resolve, restore and respond

�empowered to act!

�Such Support System improves an organization’s Competitive Advantage!

�Service Desk is at the CORE of such a Support System


What is the Service Desk?

� The Service Desk is more than just a Help Desk

� The first and the only point of contact for all IT users

� Provides high quality support to meet business goals

� Helps identify costs of IT services

� Enables proactive support and communication of changes

� Identification of business and training opportunities

� Increases user satisfaction (gradually)


Responsibilities of the Service Desk

� Receives and records all calls from users

� Provides first-line support, through Incident Control activities

� Escalates to second-line support when necessary

� Monitors Incident trends and raises Problem Records

� Keeps users informed on status and progress

� Provides interface between ITSM processes

� Produces measurements and metrics

� Provides Management Information


Types of Service Desk: Local

Information


Types of Service Desk: Centralized

Information


Types of Service Desk: Virtual

Information


Incident Management

Incident definition:

Any event which is not part of the standard operation of a service and which causes, or may cause, an interruption to, or a reduction in, the quality of that service

Work-around definition:

A method of avoiding an Incident or Problem either by employing a temporary fix or technique so the user is no longer reliant on a Configuration Item (CI) that is known to cause failure

To restore normal service operation as quickly as possible with

minimum disruption to the business, thus ensuring that the best

achievable levels of availability and service are maintained

Goal


The Incident Life Cycle

Yes

No

Note. This is not Problem Closure

Including Impact and Urgency

selection

Activities


Classification: Categorization

� Record User perception of failure in terms of the User’s inability to do something

� “Batch job output has not been received”

� “I can’t print, connect to a server or access an application”

� Identify affected services (and possibly by association the affected SLA)

� Categorize and provide details of CI thought to be at fault

After resolution:

� Categorize and provide details of CI eventually found to be at fault

� Log the quick fix, workaround, or the action taken.

Activities


Classification: Prioritization

� Impact is the measure of the effect upon the business activities and service levels (the degree of possible harm) - scope

� Urgency is the measure of effect on business deadlines (when the harm will occur) - time

Priority = Impact X Urgency

Priorities allow the IT service supplier to prioritize its resources:

Effort = Time = Money

Activities


Illustrative Examples of Priority

Payroll Application: System run once per month to run payroll / perform BACS transfers etc.

Bank Teller Application: System used by cashiers in bank to transact on accounts

HighHigh : Queues beginning to form

Medium : one branch out of 150

One Branch teller application performing poorly

Low : Cashiers and customers not impacted due to redundancy in network

Impact

Med : Router needs to be re-booted to restore network redundancy

Urgency

MedRouter Interface down

Priority

High: will effect all employees

High: will effect all employees

Impact

High : Fix needed before 06:00 tomorrow morning

Low : Payroll not run for 3 weeks

Urgency

HighFailure in payroll server (last week of month)

Low (at the moment)

Failure of payroll server

(first week in month)

Priority

Information


Escalation types

Hierarchical (authority

)

Functional (competence)

Hierarchical escalation would typically include requests for authorization, resources and/or costs

Functional escalation might include specialist groups, e.g.. Tier 1 to Tier 2

Definitions


The use of Support Teams

The use of support teams is important in efficient incident resolution.

� First line support deals with the communication to the user, resolution of known incidents (e.g.. password resets)…

�…allowing the second and subsequent levels to focus on resolving assigned incidents.

�Targets are often set for improving the percentage of incidents resolved at first level.

Activities


Problem Management

To minimize the adverse effect on the business of Incidents and

Problems caused by errors in the infrastructure, and to

proactively prevent the occurrence of Incidents, Problems and errors.

Goal


Problems and Known Errors

An Incident or Problem for which the root cause is known and for which a temporary work around or permanent alternative has been identified.

If a business case exists an RFC* will be raised, but in any event it remains a Known Error until it is permanently fixed by a Change’

Known Error

An ‘unknown underlying cause of one or more incidents’

Problem

* - RFC: Request for Change

Definitions


Activities of Problem Management

� Problem Control (reactive)

� Error Control (reactive)

� Major Incident Support (e.g.. email server down)

� Proactive Problem Prevention:

�Trent Analysis

� Targeting Support Action

� Provision of Management Information

� Major Problem Reviews

Activities


Problem Flow

Incidents

Problem

Known Error

Change Process

Service Desk

Information


To provide logical model of the IT Infrastructure by identifying,

controlling, maintaining and verifying the versions of all Configuration

Items in existence.


Goal


What is in a WORD?…..

• A list of items

• Physical and unique

Inventory



Asset

• Financial data• Governance

• A list of items• Physical and unique

Inventory



• Relationships

• Decision DB

Configuration

Asset

• Financial data

• Governance

• A list of items

• Physical and unique

Inventory



�Configuration Item (CI) – a component of an IT infrastructure which is (or is to be) under the control of Configuration Management and therefore subject to formal change control

�Configuration Management Database (CMDB) – a database which contains details of the attributes and history of each CI and the relationships between CIs

�Baseline – a snapshot of the state of a CI and its components or related CIs, frozen in time for a particular purpose, such as:� The ability to return a service to a trusted state if a change goes wrong� A specification for copying the CI or for a roll-out� The minimum CIs needed to maintain vital Business Functions after a disaster

Definitions


Major CI Types

EnvironmentAccommodation; Light, Heat, Power; Utility Services (Electricity, Gas, Water, Oil); Office Equipment; Furniture; Plant & Machinery

PeopleUsers, Customers, Who, Where, What Skills, Characteristics, Experience, Roles

DocumentationDesigns; Reports; Agreements; Contracts; Procedures; Plans; Process Descriptions; Minutes; Records; Events (Incident, Problems, Change Records); Proposals; Quotations

Data FilesWhat, Where, Most Important

HardwareComputers, Computer components, Network components & cables (LAN, WAN), Telephones, Switches

ServicesDesktop Support, E-mail, Service Desk, Payroll, Finance, Production Support

SoftwareNetwork Mgmt Systems; In-house applications; O/S; Utilities (scheduling, B/R); Packages; Office systems; Web Management


Building a CMDB….

Scope

CI Level Attributes Relationships

The range of responsibility covered by Configuration

Management

The degree of detail selected to describe a unique entity

The relevant characteristics or features that distinguish

one CI from another

Description of the interfaces that exist between CIs in the

infrastructure

• Identification• Inventory• Asset• Incidents• Changes, ect


CI Relationships and Attributes


Interfaces between processes

Configuration Management is heavily dependent upon a number of other disciplines.

Effective Change Management, software control, Release Management, operational acceptance testing, and procedures for the installation and acceptance of new/different hardware and network components are all essential.

If these are not already in existence, they should be planned alongside Configuration Management.

Information


Change Management

To ensure that standardized methods and procedures are used for

efficient and prompt handling of all Changes, in order to minimize the

impact of any related Incidents upon service.

Changes can arise as a result of Problems, Known Errors and their

resolution, but many Changes can come from proactively seeking

business benefits such as reducing costs or improving services

Goals


Change Management

�Change – a deliberate action that alters the form, fit or function of Configuration Item (CI) such as an addition, modification, movement, or deletion that impacts the IT infrastructure

�Request for Change (RFC) – a means of proposing a change to any component of an IT infrastructure or any aspect of an IT service

�Forward Schedule of Change (FSC) – a schedule that contains details of all the changes approved for implementation and their proposed implementation date

�Standard Change – a Change that is recurrent, has been proceduralized to follow a pre-defined, relatively risk free path and where Change Management and budgetary authority is effectively give in advance

�Service Request – a request, usually made through a Service Desk, for a Standard Change�Example: providing access to services for a new member of staff or relocating a few PCs

Definitions


Change Management terminology

� Change Advisory Board (CAB)

� Forward Schedule of Changes (FSC)

� Projected Service Availability (PSA)

� Emergency Committee (EC)

Types of Changes:

� Basic Change

� Standard Change

� Urgent Change

Terminology


Control

Incident Management is responsible for controlling Incidents, Problem Management is

responsible for controlling Problems and Errors, and – if a change is required to fix a Known

Error, Change Management is responsible for managing Changes

Change Control

Error Control

Problem Control

Incident ControlIncident Management

Problem Management

Change Management

Information


Release Management

�Good resource planning and management are essential to package and distribute a Release successfully.

�The focus of Release Management is the protection of the live environment and its services through the use of formal procedures and checks.

Release Management takes a holistic view of a Change to an IT service to

ensure that all aspects of a Release, both technical and non-technical,

are considered together

Goal


Service Support Process Model

Incident Management


Problem Management

Change Management

Release Management

Services Reports, Incidents, Statistics,

Audit Reports

Services Reports, Incidents, Statistics,

Audit ReportsProblem Statistics,

Trend Analysis,Problem Reports,Problem Reviews,Diagnostic

Aids,Audit Reports

Problem Statistics,

Trend Analysis,Problem Reports,Problem Reviews,Diagnostic

Aids,Audit Reports

Change Schedule,

CAB Minutes,Change

Statistics,Change Reviews,

Audit Reports

Change Schedule,

CAB Minutes,Change

Statistics,Change Reviews,

Audit Reports

Release Schedule,Release Statistics,Release Reviews,

Source Library,Testing

Standards,Audit Reports

Release Schedule,Release Statistics,Release Reviews,

Source Library,Testing

Standards,Audit Reports

CMDB Reports,CMDB Statistics,Policy/Standards,Audit Reports

CMDB Reports,CMDB Statistics,Policy/Standards,Audit Reports

Configuration Management Database

Incidents Problems,Known Errors

Changes Releases CI Relationships

IncidentsServiceDesk

ReleasesChanges

UsersEnquiries,

Communications,Workarounds,

Updates

ManagementTools & IT

Infrastructure


Components of Service Delivery

�Service Level ManagementMaintains and gradually improves IT service quality through a constant cycle of agreeing, monitoring and reporting on IT service achievements. Instigates actions to eradicate unacceptable levels of services

�Financial Management for IT ServicesProvides cost-effective stewardship of IT assets and the financial resources used in

providing IT Services. Includes sub-processes of Budgeting, Accounting and Charging

�Capacity ManagementEnables an organization to understand and manage current capacity, understand and meet the future business requirements for capacity and performance cost effectively.

�Availability ManagementOptimizes the capability IT infrastructure and the supporting organization to deliver cost effective and sustained levels of availability that enables the business to satisfy its objectives

�IT Service Continuity ManagementSupport the overall Business Continuity Management process by ensuring that the required IT technical and services facilities can be required within required and agreed business time scales.

Goal: Plan and deliver IT services in a structured, reliable and cost effective way and

achieve consistency and value though continuous improvements and strong relationships

with Customers and Users


Service Level Management

To maintain and gradually improve business aligned IT service quality, through a constant cycle of defining, agreeing, monitoring, reporting and IT service achievements and through instigating actions to eradicate unacceptable levels of service

Service Level Management manages and improves the agreed level of service between two parties

�The provider who may be an internal service department or the external organisation that provides an outsourced service

�The receiver of the servers i.e. the customer who pays the bill.

Goals


Financial Management For IT Services

Note. Financial Management of IT Services used to be known as Cost Recovery in the old ITIL books

To provide cost-effective stewardship of the IT assets and financial

resources used in Services

Goal


Concepts

�Budgeting and Accounting (mandatory)

�Understand costs involved in providing a service

�Prediction of future costs

�Monitor actual against predicted costs

�Account for monetary spend over given period

�Charging (optional)

�Recovery of service costs from Customer

�Operate IT Division as a business unit if required

Activities


Capacity Management

To understand the future business requirements (the required

service delivery), the organization's operations (the current

delivery), and ensure that all current and future capacity and

aspects of the business requirements are provided cost

effectively.

Goal


Concepts

� Business Capacity Management

� Service Capacity Management

� Resource Capacity Management

� Demand Management

� Application Sizing and Modeling

Also …

�Throughput (Workload) – the volume of work performed on a system or device by the users

�Threshold – a pre-determined level at which action is taken (e.g. the time at which escalation occurs)

Terminology


Availability Management

To optimise the capability of the IT infrastructure and supporting

organisations to deliver a cost effective and sustained level of availability

that enables the business to satisfy its objectives

Goal


Responsibilities

�Determining availability requirements in business terms

�Predicting and designing for expected levels of availability and security

�Optimising availability through monitoring and reporting on all key elements of availability

�Produce Availability Plan

�Ensuring service levels are met by monitoring service availability levels against SLAs, and also monitoring OLA/UC availability obligations

�Continuously reviewing and improving availability to ensure those agreements are met [consistently and without fire fighting day to day availability issues]

Recognised techniques in the assessment of faults leading to availability issues include:

� CFIA – Component Fault Impact Analysis

� FTA - Fault Tree Analysis

Information


IT Service Continuity Management

To support the overall Business Continuity Management process by

ensuring that the required IT technical services and facilities can be

recovered within required and agreed business time-scales

Goal


Business Continuity Management (BCM) Process

These steps are

reflected in the core

activities of IT

Service Continuity

Management….

Activities


Participants in IT Service Management

IT The Business

UsersService Desk

CustomersService Level Management

Operational

Tactical

Sr. IT Mgt

Sr. MgtStrategic

Service

Delivery

Service Service

DeliveryDelivery

Service

Support

Service Service

SupportSupport


Why ITIL? Consistent and predictable results, process improvement and cost saving

* Source: Forrester Research – Stabilizing IT with Process Methodologies – May, 2005

*


ITIL is more than a library of books

Training•Fundamentals•Practitioner

•Service Manager

Qualifications:Certification at each

level

Consultancy:Provision of IT

consulting services to clients based on a de

facto standarditSMF: User groups providing seminars, conferences, and

workshops

Information Technology Infrastructure Library

Tools: ITIL “compliance” is driving tools manufacturers


ITSM Training and Accreditation

ITIL PractitionerPractitioner Certificates

in ITSM Processes(For specialists)

Service ManagerService Managers’

Certificate in ITSM (Masters)(Management program)

ITIL Foundations Certificate

ITSM Awareness SeminarsExecutive Series

Support Staff Series

For Technical Staff

ITSM WorkshopsITSM the Forgotten Process

Achieving Highest Possible Standards

(British Standards Institution (BSi))

Process Improvement (CM, SLM, etc…)


The ITIL Foundation Certificate…

�Recognized qualification in the IT industry

�40 Question, Multiple Choice, 60 Minute Certification Exam, 65% Passing Score (26 questions right at minimum)

�Syllabus is the ‘IT Service Management Pocket Guide’

� Recommended preparation is:� Active participation in the ITIL Foundations course

� Becoming familiar with the Pocket Guide

� Completing Exercises and Sample Exams

Requirements:

� Know ITIL definitions

� Know Roles and Responsibilities

� Know Process Interactions


… further ITIL Certifications

ITIL Certification for Individuals:

� Practitioner's Certificates – for specific groups of disciplines (e.g..

Service Desk+Incident+Problem); multiple choice exam

� Service Manager's Certificate – 5 years minimum of management

experience, 400 + hours of self study, actual case preparation, attendance

on 10 days exam preparation programme, and 2 three-hour written exam

papers; case-study, essay style exams


Careers in IT Service Management

ITIL Foundations ITIL Service ManagersITIL Practitioners

Internal Opportunities:

ITIL Foundations is becoming a prerequisite for:

• Service Desk Analyst

• Desktop Analyst

• Process Analyst

Internal Organization Opportunities:

• IT Service Manager

• IT Operations Manager

• Program Manager

• Director, IT Service Management

• Director, IT Operations

• CIO / CTO

Internal Organization Opportunities:

• Business Analyst

• Process Engineer

• Operations Team Lead

• Project Manager

Vendor Organization Opportunities:

• Service Desk Analyst

• Desktop Analyst


• Service Desk Team Lead

• Desktop Services Team Lead

• Operations Team Lead

• Manager, Service Desk

• Process Specialist / SME


• Senior Specialist / SME

• Manager, Managed Services

• Director, Managed Services

• Director, Outsourcing

• Director, IT Operations

Consulting Opportunities:

• N/A


• Process Design Consultant

• Senior Operations Consultant

• Process Specialist / SME


• Senior Consultant

• Advisor to Senior IT Leadership

• IT Operations/Service Management Advisor to Business Leaders

• Senior Expert / Management Consultant

Deloitte currently has openings for ITIL Business Analysts, Consultants and Senior Consultants.


Complementing frameworks and standards

ITIL CobiTCMM Six Sigma ISO 2000

The IT Infrastructure Library is a customizable framework of best practises that promote quality IT service, build on a process-model view of controlling and managing operations. ITIL was originally developed by the UK government and has since matured into an internationally recognized standard.

Control OBjectives for Information and related Technologyis a framework for information security and provides generally accepted IT control objectives to assist in developing appropriate IT governance and control

The Capability Maturity Model is a method of evaluating and measuring the maturity of the software development process. Recent revisions (CMMI) provide guidance for improving organization process and manage the development, acquisition and maintenance of products and service

A data driven quality management program to control variations and thereby achieve high levels of quality.

A standard concerned primarily with the quality of IT Service Management. It provides the basis to fulfill customer requirements, regulatory requirements, enhance customer satisfaction, and pursue continual improvement

What is it?

FocusIT Operations – IT Service Management

Development Governance and Control

Process Improvement Processes Consistency

IT SpecificYes Yes Yes No Yes

How it fitsDefine and implement processes

Determine extent of process maturity

Provide process controls

Improve processes Certify processes are being followed

Various frameworks, methodologies and standards exist to help IT organization improve its quality, efficiency and effectiveness. Here is the list of most relevant five:


Unifying Framework View

ISO20000CobiT

SIX SIGMA

CMMi

ITILBusiness

Process

Models

Governance


ITIL Future – from this….

Service Support

Service Delivery

Security Management

The Business

Perspective


Planning to Implement Service Management

Applications Management

The Business

The Technology

Software Asset Management

… to this: ITIL V.3

Pocket Guides

ITIL Practice Working Templates

The Business

The Technology

Governance Methods

Case Studies

Certification-based Study Aids

Executive Introduction to IT Service Management

Service

Strategy

Service

Design

Service

Transition

Service Operation

Continuous Service

Improvmt

LIFECYCLE PERSPECTIVE


In summary:

ITIL is:

� The Library of guidance, advice and terminology

� The Best Practice in IT Service Management

� The international de-facto standard for managing IT Services

� Process oriented approach designed to improve Quality, Efficiency and Effectiveness of IT Services

� Service focused IT management model, viewed from the perspective of IT customers and users

� Evolving, vendor-neutral, non-proprietary framework

� CobiT complementary, Certifiable through ISO20000

� DEFINED COMMON SENSE


Q & A



Deloitte, one of Canada's leading professional services firms, provides audit, tax, consulting, and financial advisory services through more than 6,200 people in 50 offices. Deloitte operates in Québec as Samson Bélair/Deloitte & Touche s.e.n.c.r.l. The firm is dedicated to helping its clients and its people excel. Deloitte is the Canadian member firm of Deloitte Touche Tohmatsu.

Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms, and their respective subsidiaries and affiliates. As a Swiss Verein (association), neither Deloitte Touche Tohmatsu nor any of its member firms has any liability for each other's acts or omissions. Each of the member firms is a separate and independent legal entity operating under the names "Deloitte," "Deloitte & Touche," "Deloitte Touche Tohmatsu," or other related names. Services are provided by the member firms or their subsidiaries or affiliates and not by the Deloitte Touche Tohmatsu Verein.

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