ITIL v3 Primer

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© 2007 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice ITIL: Service Transition Improving IT Implementations and Creating Value for our Customers Jeff Locke HP Education Services

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Transcript of ITIL v3 Primer

Page 1: ITIL v3 Primer

© 2007 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice

ITIL: Service TransitionImproving IT Implementations and Creating Value for our Customers

Jeff Locke

HP Education Services

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ITIL Refresher

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What does the following have in common?

ITIL &

“the (Pirate) code is more what you'd call "guidelines" than actual rules”

A best practice is a set of guidelines based on the best experiences of the most qualified and experienced professionals in a particular field.

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ITIL Version 2

Service Level Management

Capacity Management

Availability Management

Financial Management

Service Continuity Management

Incident Management

Problem Management

Service Desk

Configuration Management

Release Management

Service Management

Service Delivery

Service Support

Change Management

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What is NOT changing?

Key concepts are preserved• No radical changes to v2 service support and service

delivery processesV2 Processes

Incident Management

Problem Management

Configuration Management

Change Management

Release Management

Service Desk

Service Level Management

Capacity Management

Availability Management

Financial Management

IT Service Continuity Management

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Process Comparison

V2 Processes V3 Processes

Incident Management

Problem Management

Configuration Management

Change Management

Release Management

Service Desk

Service Level Management

Capacity Management

Availability Management

Financial Management

IT Service Continuity Management

Incident Management

Problem Management

Configuration Management

Change Management

Release Management

Service Desk

Service Level Management

Capacity Management

Availability Management

Financial Management

IT Service Continuity Management

Incident Management

Problem Management

Configuration Management

Change Management

Release Management

Service Desk

Service Level Management

Capacity Management

Availability Management

Financial Management

IT Service Continuity Management

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Continuous Service Improvement Processes

Service Strategy Processes Service Design Processes Service Transition ProcessesService Operation Processes

Process Comparison

V3 Processes

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Continuous Service Improvement Processes

Service Strategy Processes Service Design Processes Service Transition ProcessesService Operation Processes

Access Management

Operation Management

Problem Management

Request Fulfillment

Incident Management

Event Management

Knowledge Management

Service Validation and Testing

Evaluation

Release and Deployment Management

Service Asset and Configuration Management

Change Management

Transition Planning and Support

Supplier Management

Information Security Management

Service Continuity Management

Availability Management

Capacity Management

Service Level Management

Service Catalogue Management

IT Financial Management

Demand Management

Service Portfolio Management

Strategy Generation

Service Improvement

Service Reporting

Service Measurement

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ITIL Version 3

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ITIL Version 3 looks at the lifecycle of IT

Service design

How service is deployed

Possible service

incidents

How service is utilized

Requests for change

Requests for change

Usage guidelines, policies, and incentives to change utilization patterns

Service transition

How service is delivered

How service is supported

Service operation

Design limitations

Guidelines, policies, and information for Service

Desk to support incidents

(Filtering)

Compensating resources and requests for change

Requests for change

Service improvement

Requests for change

Service strategy

Objectives, policies and guidelines

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ITIL v3 BooksService Strategy• The spoke of the IT Service

Management wheel.• Provides the direction and vision

for establishing IT services.• Useful for influencing

organizational attitudes and culture towards the creation of value for customers.

• The goal of service strategy:

“Superior performance versus competing alternatives.”

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ITIL v3 BooksService Design• Responsible for the design of new or

changed services going into a live environment.

• Ensure designs are consistent, compatible and capable.

• Metrics definition, selection and evaluation of measurement capabilities.

• Evaluation and establishment of policies/procedures for new or changed services.

• Key output of Service Design – Design solutions to meet the changing requirements of the business.

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ITIL v3 BooksService Transition• Plan and manage the capacity and

resources required to package, build, test and deploy into production.

• Provide a consistent and rigorous framework for evaluating risk.

• Ensure that services can be managed, operated and supported as specified from Service Design.

• Communication and documentation of information for decision making and deployments into production.

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ITIL v3 BooksService Operation• Coordinating and carrying out the

activities and processes required to deliver and manage services at agreed levels.

• Focuses on:– Event Management

– Incident and Problem Management

– Request Fulfillment

• Service Operation is where actual value is seen by customers/users of a service.

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ITIL v3 BooksContinual Service Improvement• Align and realign IT services to

changing business needs by identification and implementation of improvements.

• Review, analyze and make recommendations for each stage of the service lifecycle (strategy, design, transition and operation).

• Review service level achievements.• Establishing Service Improvement

Plans (SIP) to improve service performance and to identify financial and customer benefits.

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Service Transition

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In a perfect world…Prior to Service Transition…these things should have

occurred:• Management is onboard.• Developing a Service Catalog – “What do you do already?”• Evaluation of the benefit/value customers receive from

current services.• Determine Vital Business Functions (VBF) and conduct a

Business Impact Analysis (BIA).• Document capacity, availability, security, continuity AND

success requirements from the business and IT.• Development of a Supplier and Contracts Database (SCD).• Identification, documentation and acceptance of service

levels to be provided for the new service.• Financial approval for the Service Design Package (SDP).

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Moving into Service Transition• Service Design is the trigger for Service Transition.

• Several processes support Service Transition:– Change Management

– Knowledge Management

– Service Asset & Configuration Management

• Several processes within Service Transition:– Transition Planning and Support

– Release and Deployment Management

– Service Testing and Validation

– Evaluation

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Service Transition: Change Management

• Prioritizing and responding to requests• Implementing changes in required times• Meet agreed service requirements while optimizing

costs• Reducing failed changes and rework• Correctly estimating quality, time and cost• Assessing and managing risks• Managing staff time

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7 Rs of Change Management• Who RAISED the change?• What is the REASON for the change?• What is the RETURN required from the change?• What are the RISKS involved in the change?• What RESOURCES are required to deliver the change?• Who is RESPONSIBLE for the build, test and

implementation of the change?• What is the RELATIONSHIP between this change and

other changes?

Change Management is about Risk Management not implementing changes (that is the responsibility of

ReleaseManagement).

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Change Management — Activities

Initiator Requested

Record the RFC

ChangeManagement Ready for evaluation

Review the RFC

Ready for decision

Assess and evaluate change

ChangeManagement Scheduled

Plan updates

ChangeManagement

Implemented

Co-ordinate change

implementation*

Closed

Review and close change record

Evaluation report

Work orders

Work orders

Up

date

chan

ge a

nd

con

fig

ura

tion

in C

MS

AuthorizedChangeAuthority

Authorize change

Authorize change proposal

Create RFC

Change proposal (optional)

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Knowledge Management (KM)“The process responsible for gathering, analyzing, storing and sharing knowledge and information within an organization.

The primary purpose of Knowledge Management is to improve efficiency by reducing the need to rediscover knowledge.”

ServiceDesign

Service

ITIL

ServiceStrategy

ServiceDesign

ServiceTransition

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Service Asset and Configuration Management

• For service assets, configuration items, and customer assets– Protect integrity throughout their lifecycle

– Provide accurate information to support business and service management

• Establish and maintain a Configuration Management System– As part of an overall Service Knowledge Management

SystemThe goal of Service Asset and Configuration Mgmt is to provide a model of the IT infrastructure correlating IT services with IT components.

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Configuration Management System (CMS)• Information about all Configuration Items (CI)

– CI may be entire service, or any component

– Stored in 1 or more databases (CMDBs)

• CMS stores attributes– Any information about the

CI that might be needed

• CMS stores relationships– Between CIs

– With incident, problem, change records etc.

• CMS has multiple layers– Data sources and tools,

information integration, knowledge processing, presentation

CMDB

CapacitySLAs

IT ServiceContinuity

Availability

Finance

Changes Incidents

People

Locations

Assets

Releases

Documents

Licences

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Definitive Media Library (DML)• Master copies of all software assets

– In house, external software house

– Scripts as well as code

– Management tools as well as applications

– Including licenses

• Quality checked– Complete, correct, virus scanned…

• The only source for build and distribution

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CMDB

Information about the CIsPhysical CIsDML

Release Record

Electronic CIs

Build new Release

Test new Release

Implement new Release

Distribute new Release to live locations

DML and CMDB relationship

© Crown Copyright 2007. Reproduced under licence from OGC.

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Service Transition Processes• Transition Planning and Support

– Plan and coordinate the resources to establish successfully a new or changed service into production WITH predicted cost, quality and time estimates.

– Plan changes required that ensures integrity of all customer assets, service assets and configurations as they evolve through service transition.

– Coordinate activities across projects, suppliers and service teams.

– Communications with customers, users and stakeholders.

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Service Transition Processes• Release and Deployment Management

– The aim is to build, test and deliver the capability to provide services (specified by Service Design) to accomplish the stakeholders’ requirements and deliver the intended objectives.

– Define and agree on release and deployment plans.

– Ensure that each release package consists of a set of related assets and service assets that are compatible.

– Maintain and record transition components and activities accurately in the CMS.

– Ensure there is knowledge transfer to customers and support staff.

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Service Transition Processes• Service Validation and Testing

– Plan and implement a structured validation and test process that provides evidence that the new or changed service supports the business requirements.

– Quality assure the services and service capabilities were delivered by a release.

– Identify, assess and address issues, errors and risks.

• Evaluation– A generic process that considers whether the

performance of something is acceptable, value for money, etc…and whether it will be proceeded with, accepted into use or paid for.

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Challenges, CSFs• Managing and getting input from many contacts.• Little harmonization or integration of processes.• Achieving a balance between maintaining a stable

environment and being responsive to customer needs.• Absence of needed skill sets.• Understanding inherent dependencies among systems

and human elements.• Creating and maintaining knowledge in a form that

people can find and use.• Defining clear accountabilities, roles and

responsibilities.• Demonstrating the benefits of establishing and

improving Service Transition activities outweigh the costs.

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Final Thoughts

• The ITIL books are a cookbook for IT excellence.

• You can use what works best for your organization.

• ITIL is not a standard.

• You have the ability to tailor the best practices documented in the library to align with your business needs.

It’s a Cookbook!

!

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Thank you!