Itil Foundations 1503

8/3/2019 Itil Foundations 1503

1/65

1

2004 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice

ITIL Foundations

May 14, 2007

July 13, 2006 2007 Hewlett-Packard Development Company, L.P.HP Self-Maintainer (U.S. Only) 2

Introduction


2/65

2

20 07 Hewlett-Packard Development Company, L.P. 3

IT is the business.

IT is the business

and

The business is IT


W hat is IT Service Management (ITSM)?

The management of IT services to support one or morebusiness areas.

ITSM is based on the IT Infrastructure Library (ITIL)

A standard set of published materials used worldwide

The IT Infrastructure Library (ITIL) defines best practice

processes.


3/65

3


Key objectives of Service Management

Align IT services with the current and future needs of thebusiness and its customers

Improve the quality of IT services delivered

Reduce the long-term costs of provisioning services


W hat is a Service?

Definition: Work done for others as an occupation orbusiness (American Heritage Dictionary)

Historical Example: Roman Aqueducts


4/65

4


Roman Aqueducts


W hat is an IT Service?

A set of related functions provided by IT systems in support ofone or more business areas

This service can be made up of hardware, software andcommunication components, but is perceived as aself-contained, coherent entity


5/65

5


W hat is a Service Culture?

Recognition that the IT exists to further the business aims ofthe customers of its services.

A willingness to go that extra step to satisfy customer needs.

An understanding of the customers perspective

Achieving a Service Culture depends on:

Senior Management support A good understanding of why IT Services are being provided

An understanding of the impact on the business of poor service

Clear targets to aim for, and from which to progress


The Four Ps

IT Service Management (ITSM) is all about the efficient,effective and economical use of:

People

Customers, Users & IT Staff

Processes

ITIL Service Support Operational

Service Delivery Tactical

Products

Tools and Technology

Partners

Vendors and Suppliers


6/65

6


Continuous Improvement - ITSM

The adoption of ITSM disciplines and processes will facilitatea continuous improvement in the quality of IT services.

It is aimed at achieving and maintaining best value while

remaining in line with changing business requirements.


Continuous Improvement ITSMA process-led approach

Where do wewant to be?

Where are wenow?

How do we getwhere we want?

How do we knowwe have arrived?

Metrics

Process Change

Assessments

Vision andBusiness objectives


7/65

7


Quality Improvement

The customer is the most important part of theproduction line.

It is not enough to have satisfied customers, theprofit comes from returning customers and those whopraise your product or service to friends andacquaintances.

The key to quality is to reduce variance.

Managers should learn to take responsibi lity andprovide leadership.

Improve constantly. Institute a vigorous program of education andself-improvement.

Dr. Edwin Deming

1900-1993


Quality Improvement Deming Cycle

Quality management is the responsibility of everyone working in the organizationproviding the service.

Every employee has to be aware of how their contribution to the organization affectsthe quality of the work provided by their colleagues, and eventually the servicesprovided by the organization as a whole.

Quality management also means continuously looking for opportunities to improvethe organization and implementing quali ty improvement activities.

Plan What needs to be done

Do Planned activities are implemented

Check Did the activities provided theexpected result

Act Adjust plans based on informationgathered while checking


8/65

8


ITIL Best Practice A W orking Definition

Best Practice is a set of guidelines based on the bestexperiences of the most qualified and experienced professionalsin a particular field.

Best Practice is based on:

More than one person

More than one organization

More than one technology

More than one event


Service Management

The

BusIn

ess

The

Technol

ogy

The

Business

Perspective

ICT

Infrastructure

ManagementServiceDelivery

Planning to Implement Service Management

ApplicationsManagement

ServiceSupport

Security

Management

IT Infrastructure Library (ITIL)


9/65

9


Core ITSM Components

Service Level Management

Capacity Management

Availabil ity Management

Financial Management

Service Continuity Management

Incident Management

Problem Management

Service Desk

Configuration Management

Release Management

Service Management

Service Delivery

Service Support

Change Management


Service Management

Capacity

Configuration

Problem

Change

Release

Incident

Financial

ServiceLevel

ServiceContinuity

ServiceDesk

Availability


10/65

10


ITIL Foundations Service Support

200 5 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice

Service Desk


11/65

11


Mission of Service Desk

To act as the SPOC between the User and IT ServiceProvider.

To handle Incidents and Requests, and provide an interfacefor other activities such as Change, Problem, Configuration,Release, Service Level and IT Service ContinuityManagement.


Objectives of Service Desk

To be the single point of contact for all ITcustomers/ users

To restore service whenever possible

To maximize service availability

To manage all incidents to a closure


12/65

12


Service Desk Diagram

EscalationManagement

Tracking

&

Communication

Service DeskProcesses

Request Mgmt

Incident Report

Customer Liaison

Change Mgmt

Service DeskStructures

Local

Central

Virtual

Service DeskTechnologies

Serv Desk System

Commun. System

Self-Service

Staff

Management

Staffing Levels

Managing TurnoverWorkload Mgmt

Education &Training

Soft Skills

Mgmt Skills

Serv Desk Ops

Customer Service


Service Desk Implementation Target effectiveness metrics (KPIs) e.g.:

% first time fix

Number of incidents correctly categorized at initial logging

Number of hardware faults reported

Selecting the correct structure:

Local Service Desk

Central Service Desk

Virtual Service Desk

Follow the sun

Data Center

Business Users

Where does the Service Desk go?


13/65

13


Local Service Desks

Designed to support local business needs

Support is usually in the same location as the business it issupporting

Practical for smaller organizations

Data Center

Business Users

Business UsersLocal Service Desk

Local Service Desk


Central Service Desk

Designed to support multiple locations

The desk is in a central location whilst the business isdistributed

Ideal for larger organization as:

Reduces operational costs

Consolidates management overview

Improves resources usage

Could provide secondary support to local desks

Data Center

Business Users

Business UsersCentral

Service Desk


14/65

14


Virtual Service Desk

Location of SD analysts is invisible to the customers

May include some element of home working

Common processes and procedures should exist singleincident log

Common agreed language for data entry

Data Center

Business Users

Business Users

VirtualService Desk


Follow the Sun Option

Not a type of Service Desk but an option usually applied totwo or more Central Service Desks for global operations

W here Service Desk support switches between two or moredesks to provide 24 hr global cover.

Telephony switching needed

Multilingual staff usually required

Local conditions and cultural issues need to be considered

Clear escalation channels needed

Supports the Virtual Service Desk.


15/65

15


Incident M anagement


Mission of Incident Management

To restore normal service operation as quickly as possible

with minimum disruption to the business


16/65

16


Incident Management

Incident Management is a reactive task , i .e. reducing or

eliminating the effects of actual or potential disturbances inIT services, thus ensuring that users can get back to work

as soon as possible.


Objectives of Incident Management

To ensure the best use of resources to support the business

To maintain meaningful records

To deal with incidents consistently

Tracking &Communication

KnownErrorDatabase

Incident Detection & Recording

Investigation & Diagnosis

Resolution & Recovery

Initial Support

Classification

Incident Closure

Activities performed by Serv Desk

Activities performed by IT


17/65

17


The scope of Incident Management?

The scope of incident management is very wide, and can includeanything affecting customer service, for example:

Hardware failure

Software error

Network faults

Information request

How do I?

Request for equipment moves

Password re-set, changes

New starters

Request for consumables

Service extension requests

Performance issues


Incident Determination (1 of 3)

Service

RequestProcedure

Incident

Management

is it anIncident?

EVENTS

LOG


18/65

18


Definition an Incident

An incident is any event that is not part of the standard

operation of a service and that causes, or may cause, an

interruption to, or a r eduction in, the quality of that

service



Service

RequestProcedure

Incident

Management

is it anIncident?

I want to movemy PC

How do I get this toPrint

LOG


19/65

19


W hat is a Service Request?

A request from a user for support, delivery, information,

advice or documentation, not being a fa i lure in the ITinfrastructure.

If a Service is requested that is not for a defined standard

service, and it alters the state of the infrastructure, then ittriggers a Request For Change (RFC).

An RFC is not handled by Incident Management but isdealt with formally by Change Management.



Service

RequestProcedure

Incident

Management

is it anIncident?

My PC wontwork

I cant send thise-mail

LOG


20/65

20


Definition a Problem

A problem is the unk now n under ly ing cause of one

or more incidents

Problems are the responsibility of Problem Management


Definition a Known Error

A known error is an incident or problem for which the

root cause is known and for which a temporaryworkaround or permanent alternative has been identified.

It remains a known error unless it is permanently fixed by a

change.

Known Errors are the responsibility of Problem Management


21/65

21


IncidentManagement

ProblemManagement

ChangeManagement

Incidents keep happeningIncidents never evolve into a problem.

Root cause determined

FaultyCIidentified

Problem >Known Error

Work-around developed

Change effected

RFC

produced

Relationships among Incidents, Problems,Known Errors and Changes


Impact + Urgency = PriorityImpact

Affect on the business

Defined in the SLA

Urgency

Speed needed to resolve incident

Extent it can bear delay

Priority

Sequence of dealing with events Determined by impact, urgency and effort

Not assigned by the user

Decided outside the Service Desk


22/65

22


Service Desk / First Line Responsibilities

Incident registration

Initial support and classification

Resolution and recovery of incidents if possible

Escalation of incidents to support groups if necessary

Ownership, monitoring, tracking and communication

Review and closure of incidents


Initial Support

Classification



Incident Closure


Second Line Support Staff Responsibilities

Handling escalated incidents and service requests

Incident investigation and diagnosis

The resolution and recovery of assigned Incidents.

Further escalation if needed

Detection of possible Problems and the assignment of themto the Problem Management team


Initial Support

Classification



Incident Closure


23/65

23


Escalation

If an incident cannot be resolved by first-line support withinthe agreed time, then more expertise or authority will have tobe involved.

Functional Escalation (horizontal) - Functional escalationmeans involving personnel with more specialist skills, time oraccess privileges (technical authority) to solve the incident.

Hierar chical Escala tion (horizonta l) - hierarchicalescalation means involving a higher level of organizationalauthority, when it appears that the current level of authority isinsufficient to ensure that the incident will be resolved in timeand/ or satisfactorily.


Critical Success Factors

Successful Incident Management requires:

An up-to-date CMDB to help estimate the impact and urgencyof incidents.

A knowledge base, for example an up-to-dateproblem/ known error database to assist with recognizing

incidents, and what solutions and workarounds are available.

An adequate automated system for recording, tracking and

monitoring incidents. Close ties with Service Level Management to ensure

appropriate priorities and resolution times.


24/65

24


Core ITSM Components

Service Level Management

Capacity Management

Availabil ity Management


Service Continuity Management

Incident Management

Problem Management

Service Desk

Configuration Management

Release Management

Service Management

Service Delivery

Service Support

Change Management


Prob lem M anagement


25/65

25


Mission of Problem Management

To minimize the adverse effect on the business of Incidents andProblems caused by errors in the infrastructure, and toproactively prevent the occurrence of Incidents, Problems, andErrors

Problem Control

Error Control

Proactive Problem Mgmt

Management Info

- Problem ID and Record- Problem Classification- Investigate & Diagnosis

- Error ID and Record- Error Assessment- Error Resolution Record- Error Resolution Monitoring- Error Closure

- Trend Analysis- Targeting Preventative Actions- Major Problem Reviews

Known

ErrorDatabase


Scope of Problem Management

IT problems that affect IT services

Recurring Incidents/ Problems

Pro-active Problem Management

Major incidents, if required

Maintaining relationships with third party suppliers


26/65

26


Objectives of Problem Management

To ensure that problems are identified and resolved

To prevent problem & incident occurrence and recurrence

To reduce the overall number of IT incidents

To minimize the impact of problems and incidents

To ensure that the right level and number of resources areresolving specific problems

To ensure that vendors comply with their contracts

Problem Control Error Control Proactive Problem Mgmt Management Reporting


Problem Management Responsibilities

Problem Management must ensure:

Data is properly recorded

Data is regularly inspected and maintained

Known Errors are recorded in a suitable Database

Support staff are educated to capture and recordhigh-quality data


27/65

27


Incident Mgmt vs Problem Mgmt

Incident Management

Restores agreed levels of services

Aims to resolve an incident quickly, by whatever meanspossible, including a workaround

Problem Management

Diagnoses the root cause of incidents

Identifies a permanent solution

May take longer than Incident Management

Problem Management assists Incident Management byproviding info about problems, known errors, workaroundsand temporary fixes.


ConfigurationManagement


28/65

28


Objectives of Configuration Management

Identify and record infrastructure information

Control information in the CMDB

Leads to improved service quality (indirectly)

Supports license management

Ensure infrastructure information is up to date

A basis for Service Management processes

Information about the status of the infrastructure

Management information


Configuration Management Key Definitions Configuration

Anything that needs to becontrolled

Configuration Item (CI)

A component within aconfiguration

A configuration in its own right

CI Type

e.g. software products,business systems, systemsoftware, etc.

Attribute

Describes a CI

Relationships

Primary

Parent/ child (part of)

Secondary

Connected to

User of

Lifecycle

Stages in the life of a CI


29/65

29


Configuration Management Database(CMDB)

Stores details of :

CIs

Attribute

Relationships

Events

The core of an integrated service management tool

= information bank for all other ITIL processes

CMDB

CapacitySLAs

IT Servi ceContinuity

Availability

Finance

Changes Incidents

People

Locations

Assets

Releases

Documents

Licences


Naming Conventions/ Critical Factors

Unique

Clearly visible

Consistent with the organization

Copy and version numbers

Plan for growth

The critical factor for successful Configuration Management isthat information in the database is up-to-date.


30/65


31/65

31


Scope of Change Management

Covers areas including:

Hardware

Environment and facilities

Software

Live

Under development

Documentation and procedures

Organization and people


Objectives of Change Management

Manage the process of:

Requesting changes

Assessing changes

Authorizing changes

Implementing changes

Prevent unauthorized changes

Minimize disruption

Ensure proper research and relevant input

Coordinate build, test and implementation


32/65


33/65

33


Release M anagement


Release Management

Release Management aims to ensure the quali ty of theproduction environment by using formal procedures.

Release Management is concerned with implementation,unlike Change Management, which is concerned withthe complete change process and focuses on risk.

Release Management works closely with ConfigurationManagement and Change Management to ensure thatthe common CMDB is updated with every release.


34/65

34


Release Management Activities (1 of 2)

Release Planning Developing a plan for each release

Agree and schedule with Change Manager

Develop or Procure

Designing, Building and Configuring Releases

Process for assembling CIs for release

CIs are under ConfigurationManagement control

Testing and Release Acceptance

Installation procedures System functionality


Release Management Activities (2 of 2)

Rollout Planning

Builds onto the release plan

Exact implementation actions

Communication, Preparation, and Training

W hen and how releases will be rolled out

How they will be affected

Progress of changes

Distribution and installation

Moving the release to the

target environment

Deploying the release


35/65

35


Elements

CMDB

Build Distribute

ImplementTest

DSLDHS

The CMDB should be updated and referred

to throughout the Release Mgmt process.


Service Support Processes - Review

Configuration

Management

CMDBChange

Management

Service Desk

ProblemManagement

ReleaseManagement

IncidentManagement


36/65

36

2007 Hewlett-Packard Development Company, L.P. 71

End of Part I


ITIL Foundations Service Delivery


37/65

37


Service Delivery Processes

Service LevelManagement

FinancialManagement

Service Continuity

Management

AvailabilityManagement

CapacityManagement


Service LevelManagement


38/65

38


Scope of Service Level Management

Three sets of relationships Customer and IT

Internal departments within IT

IT and external suppliers

Operational Level Agreements

Internal Organisations

Service Level Agreement

Service A

IT Infrastructure

Underpinning Contracts

External Organisations

Service B Service C

Customer


Objectives of Service Level Management

To catalog IT services

To quantify IT services

To define internal and external service targets

To achieve agreed service targets

Ongoing improvement of service levels (SIP)

To review agreements and contracts Catalog Services

Draft Service Levels

Negotiate & Agree

Monitor, Report & Review

Service Improvement Program


39/65

39


Estab lish The Process

Planning

Implementation

Imp lement SLAs

Catalogue Services

SLRs

Review UCs & OLAs

Draft

Negotiate

Agree

Ma nag e the Ongoing Process

Monitor

Report

Review

Perio dic Review s

Review SLAs

Review SLM Process

IterativeProcess

The Service Level Management Process


Service Level Management Definitions

SLA (Service Level Agreement)

Is between the customer and IT

W ritten in business language (clear & unambiguous)

OLA (Operating Level Agreement)

Is between IT and i ts own internal IT departments

W ritten in technical language (clear & unambiguous)

Underpinning Contract

Is between IT and 3rd

party suppliers W ritten in legal language


40/65

40


W hat is in a SLA?

Service scope and description

Service hours

Measures of availabili ty and reliabili ty

Support details who to contact, when, how

Respond and fix times

Deliverables and time scales

Change approval and implementation


W hat is in a SLA?

Reference to IT Service Continuity plan

Signatories

Responsibili ties of both parties

Reporting

Review process

Glossary of terms

Note: Availability should always be measured from

the customers perspective.


41/65

41


AvailabilityManagement


Objectives of Availability Management

Designing IT services for availability

Measuring and monitoring the key areas

Optimize the availabi lity of the infrastructure

Reducing incident frequency and duration

Corrective action for downtime

The Availability Plan

Balancing Availability and Cost

Design

Monitor

Optimize

Corrective Action


42/65

42


Key Concepts

Availability (%)

Reliability (Time)

Maintainability

Serviceability

Security


Availability

Proportion of agreed service hours a customer can access aservice

Measured from the customers perspective

Expressed as a percentage

(AST DT)AST

x 100Availability =


43/65

43


Reliability

The prevention of failure

The ability to keep services and components operable

Reliabili ty is calculated using statistics


Maintainability, Serviceability, and Security

Maintainability

Preventative maintenance

Restoration and repair times, Mean Time To Repair (MTTR)

Serviceability

The support for which external suppliers can be contracted toprovide parts of the IT infrastructure

Security

Confidentiality, Integrity and Availability to authorized personnelonly


44/65

44


Incident RecoverDiagnosis

RepairDetection

Incident

Restore

MTBF Mean Time

Between Failures or Uptime

Recovery time

Repair time

ResponseTime

Detection

Time

MTBSI Mean Time Between System Incidents

MTTR - Mean Time To Repair or downtime

Expanded Incident Lifecycle


Users

IT Services

Internal Suppliersand Maintainers

IT Systems

External Suppliersand Maintainers

SLA

Underpinning ContractsOLA

Availability

ServiceabilityReliabilityMaintainability

Service Agreements


45/65

45


Capacity Management


Mission of Capacity Management

To ensure best use of the appropriate IT Infrastructure to

cost effectively meet business needs and matching IT

resources to deliver these services at the agreed levelscurrently and in the future

Good capacity management eliminates panic buying at

the last minute, or buying the biggest box possible and

crossing your fingers.


46/65

46


Objectives of Capacity Management

Optimal performance of the current infrastructure

Understanding how the infrastructure is being used and howit will be used

Assessing new technology

Building capacity for new services

Forecasting and planning infrastructure requirements forongoing IT Service Delivery


Capacity Management Strategy

Incidents

CommonPractice

OptimumCapacity

LevelActualGrowth

In Demand


47/65

47


Three areas of responsibility

Business Capacity Management (BCM)

understand future business needs

plan and implement sufficient capacity to support services

Service Capacity Management (SCM)

understand IT services, resource usage and variations

ensure that SLA targets can be met

Resource Capacity Management (RCM)

understand the utilization of all component parts of the IT

infrastructure optimize use of the current hardware and software

resources


Demand Management

Reactive and Proactive Capacity Management

Managing demand where capacity is limited

Resources allocated by business priority

Influence user behavior

Increased or reduced charges for specific resources or times

8:00 10:00 12:00 14:00 16:00 18:00

Utilization

Optimum utilization

Prior to Demand Management

After Demand Management


48/65

48


IT Service ContinuityManagement


IT Service Continuity

A disaster is much more serious than an Incident. A disasteris a business interruption.

That means that all or part of the business is not in businessfollowing a disaster.

The IT Service Continuity Management process emphasizesprevention, i.e. avoiding disasters.


49/65

49


Objectives of IT Service ContinuityManagement

Reduce the vulnerabili ty of the organization

Reduce identified risks

Plan for recovery of business processes

To involve 3rd parties to mitigate risk

Reduce the threat of potential disasters

To prevent loss of Investor confidence


Business and IT Responsibilities

Business Continuity

Business Processes

Facilities

Business Staff

Strategy for BusinessContinuity

IT Continuity

IT Services

Systems

Technical Staff

Strategy for IT Continuity


50/65

50


Possible Risks

Damage and denial of access Loss of critical support services

Failure of critical suppliers

Human error

Technical error

Fraud, sabotage, extortion, espionage

Viruses or other security breaches

Industrial action

Natural disasters


Business Impact Analysis (BIA)

Purpose:

Identify key IT services

Determine the effect of unavailabi lity

Investigate the time before the effects are felt

Assess minimum recovery requirements

Document with the business

Impact scenarios


51/65

51


Service Continuity Strategy

W hich services will we plan for?

W hat recovery and preventative options are available?

W hat are the costs of each?

W hich services take priority in recovery?


Standby Arrangement

Options

Do nothing

Manual workarounds

Reciprocal arrangements

Fortress Approach

Insurance

Immediate recovery hot standby (72 hrs)


52/65

52


The IT Service Continuity Plan

A working document detailing all processes and procedures

Under stringent Change Management

Detailing individual and team responsibi lities

Off-site storage essential


Financial M anagementfor IT Services


53/65

53


Mission of Financial Management

To provide cost effective stewardship of the IT assets and

the financial resources used in providing IT services

ITIL was developed to structure the management of the ITinfrastructure to promote the efficient and economic use of ITresources.

One of the objectives was to stimulate cost awareness

of customers to promote the wise use of IT resources in theperspective of business goals.


Scope of Financial Management

Budgeting (mandatory)

Forecasting, control and monitoring of expenditure

IT Accounting (mandatory)

Enables IT to account for where money is spent on running thedepartment and providing services

Charging (optional)

Billing customers for services


54/65

54


Objectives of Financial Management

To account for running IT

To facili tate accurate budgeting

As a basis for business decisions

Balancing cost, capacity and SLRs

To recover costs where required (Charging)


Cost Elements

Security services, IT Service Continuityservices, outsourcing services

External Services

Internal charges from other cost centres withinthe organisation

Transfer

Offices, power, lighting, water, storage,secure areas

Accommodation

Recruitment, employment costs, benefits, cars,relocation costs, expenses, training

People

Operating systems, applications software,utilities

Software

Servers, storage, workstations, laptops, PDAs,printers, networks

Hardware

Cost ElementsMajor type


55/65

55


Cost Model

TransferExternal ServiceAccommodationPeopleSoftwareHardware

Cost elements

Indirect CostsDirect Costs


Benefits of Charging

Improved cost consciousness

Better utilization of resources

Allows comparisons

Differential Charging

Demand management

Recover IT costs in an equitable manner, according toIT demands

Allowing users to influence usage/ charges

Raise revenue


56/65

56


Problems of Charging

Cost of implementing and running charging system

Allocation of running costs to customers

Negative reaction to IT costs and charges due to increasedvisibility

Perception of poor value for money

Failure to differentiate between internal and external money

Failure to make equivalent comparisons


ITIL CertificationOverview


57/65

57


ITIL Certification & Training

IT Service M anag ement is mad e up of two areas:

Service Support

Change M anagement

Configuration M gmt

Release M anagement


Problem M anag ement

Service Desk

Service Delivery

Service Level M gmt

Financial M anagement

Ca pacity Ma nagement

Availab ility M anag ement


M anagement



The ITIL Foundation Certification covers both Service Support and Service Deliveryas an overview of ITIL.

Service Support

Change M anagement

Configuration M gmt

Release M anagement



Service Desk

Service Delivery

Service Level M gmt




IT Service ContinuityM anagement

Foundation Level Training


58/65

58



The ITIL Service M anag er Certifica tion co vers bo th Service Support and ServiceDelivery at a very deep and comprehensive level.

Service Support

Change M anagement

Configuration M gmt

Release M anagement



Service Desk

Service Delivery

Service Level M gmt





M anagement

Service Manager Training



The ITIL Practitioner Certification is a new certificatio n level. The ITIL ServiceM anager training has been divided into four independent Practitioner certifications:

Release and ControlChange M anagement

Configuration Mgmt

Release Ma nagement

Agree and DefineService Level M gmt


Practitioner Training

Support and RestoreIncident M anagement

Problem M anagement

Service Desk

Plan and ImproveCapa city Management

Availability Management

IT Service Co ntinuity M gmt


59/65

59



The ITIL Certification Roadmap looks like this now:

Releaseand

ControlPractitioner

Certification(4 independentcertifications 1 exam each)

Supportand

Restore

Agreeand

Define

Planand

Improve

ServiceSupport

ServiceDelivery

ServiceManager

Certification

(2 ExamsRequired)

FoundationCertification OR



Some individuals choo se to pursue their certification like this:

Releaseand

Control

PractitionerCertification

Supportand

Restore

Agreeand

Define

Planand

Improve

ServiceSupport

ServiceDelivery

ServiceManager

Certification

FoundationCertification

N ote: Practitioner Certification is not a prerequisite to the Service M anager Certifica tion.Foundations C ertifica tion is the only p rerequisite for either Practitioner or Service M anag erCertification.


60/65

60


ITIL/ IT Service Management

Roadmap to Success


Approaching Improvement with ITIL

Greatness is largely a matter of conscious choice.


61/65

61


Approaching Improvement with ITIL

Before w e begin w alk ing the roadm ap:

There must be a clear business justification for an ITSMimplementation.

Making business processes more efficient and effective is ajustification example.

All improvements must deliver benefits to the business,otherwise there is no business case.

ITSM can make a difference to your entire organization.


ITSM Roadmap

Successful deployments of IT Service Management followthe following path:

Learn

Evaluate

Align

Integrate


62/65

62


Step 1: Learn

Senior management commitment

Resources

Budget

Establishing a vision

Training and communicating toemployees about ITIL and the strategy for

the organization

Creating a sense of urgency


Step 2: Evaluate

Evaluate what IT is doing today IT Baseline

Defining what are the services IT providestoday?

Processes

Best Practices Functions

Linkages

All good to great companies begin their path to greatness byconfronting the brutal facts of their current reality.

Jim Collins Good to Great


63/65

63


Step 2: Evaluate

Identifying how large is the gap between thecurrent role and the required role of IT:

Are the right processes and procedures in placeto achieve our goals?

Do we have the right skill sets in place forsuccess?

Do we have the right technology to support thebusiness?

Do we need to change how we work and act

within our culture? How do we become more service oriented to

the business?


Step 3: Align

Understanding the business, its stakeholdersand its environment.

Having the business understand what IT iscapable of.

Determine how IT impacts the business.


64/65

64


Step 4: Integrate

Enact process changes in areas that make sense.

Implement and change tools to support theprocessesnot the other way around.

Eliminate services that have no value to the business.

Recommend, prioritize and establish agreements

with the business that are based on businessimportance, effort, cost and results.

Communicate, communicate, communicate


ITSM Lifecycle

Needs Design Build Integrate Manage Evolve

Software / Tools

Implementation &Transformation

Education

Transformational Operational

HPEffort/$s

Time

Customer

Operational ITSM


65/65


Thank you!

Itil Foundations 1503

Documents

Transcript of Itil Foundations 1503