ITIL V3 differences from V2

© 2006 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice

ITIL V3differencesfrom V2Stuart Rance FISM, CISSP

2 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.2

Agenda• Overall differences• Brief summary of changes in each book−Service Strategy−Service Design−Service Transition−Service Operation−Continual Service Improvement

3 6. Februar 08 © 2007 Hewlett-Packard Development Company, L.P.

ITIL v2

ServiceServiceSupportSupport

ServiceServiceDeliveryDelivery

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Business Business PerspectivePerspective

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ICTICTInfrastructureInfrastructureManagementManagement

ApplicationApplicationManagementManagement

SecuritySecurityManagementManagement

Planning to implement Service ManagementPlanning to implement Service Management

Software AssetSoftware AssetManagementManagement


Process Orientated Working

Incident Management

Change Management

Service Level Management


The Problem with Processes• Processes help organize work better• They are aligned to activity and output−not necessarily to value

• You have to know what you want to achieve, orassume the customer does

• Processes are not strategic• Bottom line: Managing IT needs more than just a

set of processes, people and tools


What’s different about v3?• Centered on business value−Seeing IT as a Strategic Business Unit−Creating a way to integrate IT Processes, People and

Tools with the Business Strategy and desiredOutcomes

• Structured according to the IT Service lifecycle− v2 was structured by processes

• Increased scope


What is NOT changing?• Key concepts are preserved−No radical changes to v2 service support and service

delivery processes

• Core books provide generic guidance and remainnon-prescriptive−Adopt and adapt


What is a ‘Service’?• A means of delivering value to customers by

facilitating outcomes customers want to achievewithout the ownership of specific costs and risks


Continual ServiceImprovement

ITIL V3

ITIL

ServiceServiceStrategy

ServiceOperation

ServiceDesign

ServiceDesign

ServiceTransition


• How to think and act in astrategic manner

• How to transform ServiceManagement into astrategic asset

• Clarifies relationshipsbetween services,systems, processes andthe business models,strategies or objectivesthey support


Creating value

BusinessOutcomes

Services

ServiceManagement


Assets, Resources and Capabilities

Any resource or capability. Assets of a Service Providerinclude anything that could contribute to the delivery of aService

Asset

The ability of an organization, person, process,application, configuration item or IT Service to carry outan activity

Capability

A generic term that includes infrastructure, people,money or anything else that might help to deliver aService

Resource


Utility and Warranty• Utility and Warranty work together to create value

“fit for use”“fit for purpose”

Capacity, performance, availability…Features, inputs, outputs…

Non Functional RequirementsFunctional Requirements

How well does the service do it?What does the service do?

WarrantyUtility


Service Provider• An organization supplying services to one or

more internal customers or external customers

• External• Provide services to many customers

Type 3

• Shared• Provide services to multiple business units

Type 2

• Internal• Embedded in the business unit it serves

Type 1


Service Portfolio

Service Portfolio

Service Pipeline

Service Catalogue

Retired Services


Service Strategy – Processes

• Strategy Generation−Define the market−Develop the offerings−Develop strategic assets−Prepare for execution

• Financial management−Understand the value of IT Services and assets−Provide support for forecasting and decision making−Return on Investment


Service Strategy – Processes

• Service Portfolio Management−Provide direction to Service Design so they can

manage and fully exploit the services into the future

• Demand Management−Understand and influence Customer demand for

services and provision of capacity to meet thesedemands


• Design everythingneeded to realize thestrategy

• Aimed at developmentAND operations

• Includes many of theV2 Service DeliveryProcesses


Service Design - Aspects• Service solutions• Management systems and tools• Technical and management architectures• Service management processes• Measurement systems and metrics


Service Design Key Concepts• Service Design Package−Defines the service through all stages of its lifecycle−Passed to Service Transition for implementation

• Four P’sPeople

Processes Products/Technology

Partners/Suppliers


SD – New Processes• Service Catalogue Management− Overall management of the service catalogue− Single source of information on all agreed services− Ensure it is available to those approved to access it

• Supplier Management− Manage supplier relationships and performance− Negotiate and agree contracts− Manage contracts throughout lifecycle− Maintain a supplier policy and a supporting Supplier and Contract

Database (SCD)


SD – updated processes• Information Security Management− V2 process was a separate book, otherwise very similar

• Service Level Management− No longer responsible for service catalogue

• Availability Management− MTRS as well as MTTR− Availability Management Information System (AMIS)

• Capacity Management− Component Capacity Management (not Resource)− Capacity Management Information System (CMIS)

• IT Service Continuity Management− Linkages to Management of Risk (MoR)− Fast recovery option


• Implement ServiceDesign Packagesthrough testing to live

• Transition services toand from otherorganizations

• Organizational change• Decommission or

terminate services


Configuration Management System

DML1

CMDB1

CMDB2

DML2

Data andInformation

Integrated CMDBInformationIntegrationLayer

Knowledge Processing Layer

Presentation Layer

Change & Release View Asset Mgmt View Service Desk View …


Service Knowledge Management System(SKMS)

Unstructured

CMDB1 DML Enterpriseapplications

Structured

ServicePortfolioData and

Information

Service Knowledge Management Base InformationIntegrationLayer

Knowledge Processing Layer

Presentation Layer

Governance View Services View Dashboard View …


New ST Processes• Transition Planning and Support− Overall management of Service Transition

• Knowledge Management− Ensure the right information is delivered to the right place or

person at the right time in the right format• Service Testing and Validation− Assure that a new or changed service will be fit for purpose and fit

for use.• Evaluation− Considers whether the performance of something is acceptable,

value for money etc. – and whether it will be proceeded with,accepted into use, paid for, etc.


Change and Configuration• Change Management− Added Strategic / Tactical / Operational changes− Added Change Proposals− Some name changes

• CAB/EC ECAB• Forward Schedule of Change Change Schedule• Projected Service Availability Projected Service Outage

• Configuration Management− New Configuration Management System− Asset Management added to make SACM process

• Service Asset and Configuration Management


Release• Release and Deployment Management−Similar to V2 release management−Testing and Validation moved to a separate process−Removed terms like full / delta / partial−Added Release Package−Added Release and Deployment Models−Added a number of roles

• e.g. Package and Build Manager


• Coordinate and carry-outday-to-day activities

• Deliver and manageservices at agreed levels

• Manage technology andapplications

• Execute and measure allplans, designs andoptimizations

• Where value is actuallydelivered to the business


New SO Processes

• Event Management−Management of warnings and normal events as well as

events leading to incidents

• Request Fulfilment−Requests from users for information or advice, or for a

Standard Change

• Access Management−Granting access to services and infrastructure to

authorised users only


Changed SO Processes

• Incident Management−Removed Event, Access and Request−Added Incident Models

• Problem Management−Proactive problem management is part of CSI−Removed error control−Can raise a known error at any time−Added Problem Models


Service Operation Functions

Service Desk IT OperationsManagement

Operations Control

Facilities Management

Application Management

TechnicalManagement


• Measurement andimprovement

• Continually looking forways to improve−processes and services−efficiency, effectiveness,

and cost effectiveness

• Improve each stage inthe lifecycle


Overall CSI ApproachThe CSI Model

What is the vision?Business Vision,

mission, goals and objectives

Where are we now ? Baseline Assessments

How do we get there? Service and Process Improvement

Did we get there? Measurements and Metrics

How do we keep the momentum going?

Where do we want to be?

Measurable Targets


Measurement and Improvement• You cannot manage what you cannot control• You cannot control what you cannot measure• You cannot measure what you cannot define


Measurement and Improvement• You cannot manage what you cannot control• You cannot control what you cannot measure• You cannot measure what you cannot define

• Services and processes need to be implementedwith…−Clearly defined goals and objectives−Clearly defined measurements

• Now we can monitor, measure, and improve−Not just discrete projects, but as a way of life


Types of Metric

Component and application based metricssuch as utilisation, performance, availability

TechnologyMetrics

CSFs, KPIs and activity metrics for the servicemanagement processes

ProcessMetrics

The results of the end-to-end serviceServiceMetrics


Identify• Vision, & Strategy• Tactical Goals• Operational Goals

1. Define what youshould measure

2. Define what youcan measure

3. Gather the data

Who? How? When?

Integrity of data?

4. Process the dataFrequency? Format?System? Accuracy?

5. Analyze the dataRelations? Trends?

According to plan?Targets met?Corrective action?

6. Present and usethe information

assessment summaryaction plans, etc.

7. Implementcorrective action

Goals

The 7-Step Improvement Process


Identify• Vision, & Strategy• Tactical Goals• Operational Goals

1. Define what youshould measure

2. Define what youcan measure

3. Gather the data

Who? How? When?

Integrity of data?

4. Process the dataFrequency? Format?System? Accuracy?

5. Analyze the dataRelations? Trends?

According to plan?Targets met?Corrective action?

6. Present and usethe information

assessment summaryaction plans, etc.

7. Implementcorrective action

Goals

The 7-Step Improvement Process

Data

Information

Knowledge

Wisdom


CSI Processes• The 7-Step Improvement Process• Service Reporting−The right content for the right audience−Focused on the future as well as the past−This is what happened; this is what we did; this is why it

won’t happen again; this is how we will improve

• Service Measurement−Service Measurement Framework−Underpins scorecards and reports−Underpins improvement


Continual ServiceImprovement

Questions

ITIL

ServiceServiceStrategy

ServiceOperation

ServiceDesign

ServiceDesign

ServiceTransition

ITIL V3 differences from V2

Business

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