Making the Move to ITIL
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NOTICE Proprietary and Confidential This presentation is proprietary to VBPM, LLC and contains trade secret and confidential information which is solely the property of VBPM, LLC. This presentation shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part, without the express consent of VBPM, LLC 2003, Value Based Project Management, LLC. All rights reserved Making the Move to ITIL Making the Move to ITIL WIIFM WIIFM Sept 20, 2011
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Making the Move to ITIL. WIIFM. Sept 20, 2011. ITIL. Information Technology Infrastructure Library 1980 Office of Government Commerce, Great Britain Common sense approach to IT service management Not a project management methodology Must be integrated with project management. - PowerPoint PPT Presentation
Transcript of Making the Move to ITIL
NOTICE Proprietary and ConfidentialThis presentation is proprietary to VBPM, LLC and contains trade secret and confidential information which is solely the property of VBPM, LLC. This presentation shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part, without the express consent of VBPM, LLC 2003, Value Based Project Management, LLC. All rights reserved
Making the Move to ITILMaking the Move to ITIL
WIIFMWIIFM
Sept 20, 2011
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ITIL
• Information Technology Infrastructure Library• 1980• Office of Government Commerce, Great Britain• Common sense approach to IT service
management• Not a project management methodology• Must be integrated with project management
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Alignment & Business Case
"You've got to be very careful if you don't know where you're going, because you might not get there."
Yogi Berra
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ITIL Elements
• Service strategy• Service design• Service transition• Service operation• Continual improvement
– Kaizen
• Lifecycle quality control– Plan-Do-Check-Act
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Service Strategy
• Assessment• Decisions• Match need to capability• Fitness for purpose and use [Quality]• Opportunities• Service portfolio• Outsourcing• ROI
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Service Design
• Value• Design• Requirements & traceability• Delivery• Service catalog management• Service level management• Capacity management• Availability• Continuity, Security, Supplier
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Service Transition
• Planning• Change management• Configuration management• Release & deployment• Validation & testing
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Service Operation
• Business value – meet requirements• Problem management• Incident management• Fulfillment• Access management• Monitor & control• Application management• Service operation & project management
System Failure
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Continual Service Improvement
• Constantly creating and maintain value for customers
• Small incremental improvement• Benefits• Kaizen & Ishikawa
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Lifecycle Quality Control
• Plan-Do-Check-Act– Deming Cycle
• Foundation of the quality movement & Six Sigma– Define-Measure-Analyze-Improve-Control (DMAIC)
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Leverage ITIL
• Business project structure focused on the customer• Timing• Cultural realignment• Adapt best practices
Noah didn’t start working on hisark when it first started raining!
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Value to the Business
• Improved productivity & service quality • Responsive, consistent, measurable IT services• Improved IT & business alignment• Reduced costs• Predict customer needs• Increased process efficiencies
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Value to Project Manager
• Clear the fog in the front end• Everyone gets on board• Sponsor stays tuned in asking to help• Integrated accountability
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IT Project Benefits
• Clear understanding of strategy moving forward• Standardized approach• Teaming• Clear understanding of the end state• Improved governance
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Challenges
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Starting Point
• Internal objective assessment• Define the gaps• Set the course• Develop a measured plan• Team approach• Improvise, Adapt, Overcome
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Low Hanging Fruit – Quick Wins
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Implementation
• How do you eat an elephant?• Check your terminology• Think systems integration• Choose the simplest path• Complete an element then• Determine what to do next• Keep moving
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Maturity
• Continuous maturity assessment• Incremental process improvements
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Is ITIL Right for All Companies?
• Environment, position, value
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“It is not necessary to change. Survival is not mandatory.”
W. Edwards Deming
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www.vbpm.orgMike Beard, PMP CLP ITIL CSM
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