What's new in ITIL this year? ITIL V3 Overview

Signature Customer Service & Support Professionals Conference

October 2007

Brenda IniguezAmericas ITSM Consulting Director

Front Range Solutions

What’s new in ITIL this year?ITIL V3 Overview

Overview of ITIL V3

ITIL V3 Overview Agenda

� Who are the new V3 players?

� Key concepts of V3 – Core Overview

� The five new ITIL V3 books – highlights

� The new consistent structure of the V3 books

� Market Trends for ITIL

� New ITIL Certification Scheme

Information T echnology I nfrastructure L ibrary

ITIL - Origins & Evolution

� Late 1980s– UK government (CCTA / OGC) project started

– Organizations outside of government became interested

– First books published

� Early 1990s

– The library completed

� Late 1990s

– ITIL Version 2 Published

– Pink Elephant introduced ITIL to North America (1997)

� Where is it going?

– Early industry adopters (Financial \ Government \ Utilities \Medical)

– Global adoption – now defined as ISO 20000

– Major Vendor Support – Tool Compatibility to ITIL

– ITIL V3 – Just Published on 05/30/07 & launched 06/0 5/07!

The ITIL V3 Players

OGC - Office Of Government Commerce (www.itil.co.uk )� Formerly Central Computer & Telecommunications Agen cy CCTA; Kicked off ITIL®

� Manages the ITIL portfolio on behalf of the UK gover nment, which owns the intellectual property rights in the ITIL content and data

TSO – The Stationery Office (www.tso.co.uk) � Official publisher of the OGC’s ITIL; based in the UK

APMG – The APM Group (www.apmgroup.co.uk)� Appointed on 01/29/07 by OGC as the official ITIL Ac creditor� Known worldwide for their official Accreditor statu s of PRINCE2, MSP, M_o_R

EIs – Examination Institutes� Information Systems Examinations Board (ISEB)� Examination Institute for Information Science (EXIN ) & Loyalist College� Examining bodies that administer the ITIL certifica tion process

ATOs – Accredited Training Organizations (by APMG, EXIN, ISEB)

ItSMF - Information Technology Service Management Foru m (www.itSMFUSA.com)

� International Trade Association; Networking forum f or ITIL; Membership based

An Update Is Coming: ITIL V3

Source: Sharon Taylor

ITIL Refresh: Version 3, A Lifecycle Approach

OGC Communication Update� Communications www.itil.co.uk/comms.htm#cat1

� "Status update - 27 February 2007 “ Hundreds were involved in V3!

� The Public Review of the core books began on 8 January and ended on 22 January. 471 reviewers were selected from about 700 applications. Of the applicants, those chosen represent the best balance of views from small, medium and large, public and private sector users, vendors, consultants and training organizations from all continents. 249 completed the review . The numbers of reviews per book were: Service Strategy 50, Service Design 48, Service Transition 49, Service Operation 56, Continual Serv ice Improvement 46. At the moment we are analyzing responses and deciding actions. The Review is being formally recorded, so every comment will be evaluated and either accepted, partly accepted or rejected. Actions or reasons for rejection are being logged. TSO and OGC would like to thank everyone who took part for generously giving their time and sharing their views

� Authors will revise their books in the light of the Review comments and submit back to the Editorial Board for final editing and alignment. At the same time the ITIL glossary is being updated

� The APM Group (APMG), which has assumed the role of off icial ITIL accreditor for OGC, has reached an agreement with EXIN and BCS-ISEB , the existing ITIL examination institutes. The agreement means candidates taking ITIL examinations will have maximum access to the quality training and assessment they require in order to gain certified ITIL qualifications

The Service Support Process Model – Pink Elephant

ManagementTools

DifficultiesQueries, Enquiries

CommunicationUpdates

Work-arounds

Service DeskService Desk

Incidents

Incidents

CMDB

Change ScheduleCAB MinutesChange StatisticsChange ReviewsAudit Reports

ReleasesCIs

RelationshipsProblemsKnown Errors Changes

CMDB ReportsCMDB StatisticsPolicy/StandardsAudit Reports

Release ScheduleRelease StatisticsRelease ReviewsSecure LibraryTesting standardsAudit Reports

Problem StatisticsTrend AnalysisProblem ReportsProblem ReviewsDiagnostic AidsAudit Reports

ProblemProblemService ReportsIncident statisticsAudit Reports

Releases

ReleaseRelease

The Business, Customers & Users

ChangesIncidentIncident

ChangeChange

Incidents

ConfigurationConfiguration

Availability Management


Capacity Management

Capacity Management

IT Financial Management


IT ServiceContinuity


SLA’s, OLA’s, SLR’sService requestsService catalogueSIPException reportsAudit reports

Availability PlanAMDBDesign CriteriaTargets/ThresholdsReportsAudit Reports

Capacity PlanCDBTargets/ThresholdsCapacity ReportsScheduleAudit Reports

Financial PlansTypes & ModelsCosts & ChargesReports Budgets & ForecastsAudit Reports

IT Continuity PlansBIA & Risk AnalysisDefine RequirementsControl CentersDR ContactsReportsAudit Reports


RequirementsTargets

Achievements

QueriesEnquiries

CommunicationUpdatesReports

Service LevelManagement


The Service Delivery Process Model – Pink Elephant

Man

agem

ent T

ools

Ale

rts,

Exc

eptio

ns, C

hang

es

9

Planning To Implement Service Management

Service Management

ServiceDelivery

The

Business

The Business

Perspective

Application Management

ICTInfrastructureManagement

The

Technology

Security Management

ServiceSupport

The V2 Process World – Pink Elephant

ManagementTools

DifficultiesQueries, Enquiries

CommunicationUpdates

Work-arounds

Service DeskService Desk

Incidents

Incidents

CMDB

Change ScheduleCAB MinutesChange StatisticsChange ReviewsAudit Reports

ReleasesCIs

RelationshipsProblemsKnown Errors Changes

CMDB ReportsCMDB StatisticsPolicy/StandardsAudit Reports

Release ScheduleRelease StatisticsRelease ReviewsSecure LibraryTesting standardsAudit Reports

Problem StatisticsTrend AnalysisProblem ReportsProblem ReviewsDiagnostic AidsAudit Reports

ProblemProblemService ReportsIncident statisticsAudit Reports

Releases

ReleaseRelease


ChangesIncidentIncident

ChangeChange

Incidents

ConfigurationConfiguration



Capacity Management

Capacity Management





SLA’s, OLA’s, SLR’sService requestsService catalogueSIPException reportsAudit reports

Availability PlanAMDBDesign CriteriaTargets/ThresholdsReportsAudit Reports

Capacity PlanCDBTargets/ThresholdsCapacity ReportsScheduleAudit Reports

Financial PlansTypes & ModelsCosts & ChargesReports Budgets & ForecastsAudit Reports

IT Continuity PlansBIA & Risk AnalysisDefine RequirementsControl CentersDR ContactsReportsAudit Reports


RequirementsTargets

Achievements

QueriesEnquiries

CommunicationUpdatesReports



Man

agem

ent T

ools

Ale

rts,

Exc

eptio

ns, C

hang

es

Key ITIL V2 To V3 Concept Differences

Source of Table: “ITIL Refresh Newsletter 1st Edition Autumn 2006”.

� ITIL V2 worked to align service management with business strategy

� ITIL V3 integrates IT and the business into a single ecosystem

Service Management LifecycleCollection of Integrated Processes

Dynamic Service PortfoliosLinear Service Catalogs

Value Service Network Integration Value Chain Management

Business and IT Integration Business and IT Alignment

ITIL V3ITIL V2

Concept Differences

� V2 Alignment vs. V3 Integration : For many years we have been discussing the topic of how to align Business and IT objectives

� However, when does the line between the business process and its supporting technology begin to fade to a point where there is no longer a true ability to separate or revert back to manual options?

– If you consider banking as an example: The Financial Mgmt. business processes and their supporting technologies are now so inter-depe ndant they are inseparable

� It is to due to this growing realization that the term Alignment is being replacedwith the concept of Integration

� Source: Troy’s Blog http://blogs.pinkelephant.com/index.php?/troy/comments/itil_v3_the_past_and_the_future/

Value Chain Management

vs.

Value Service Network Integration

� V2 Value Chain Management = a business customer being supported by a single internal IT service provider

� V3 Integrated Value Service Network = a business customer being provided service by internal IT service providers + those provided by a shared service model to multiple business units + the option of using different external outsourcing options + leveraging a software as a service model

� Source: http://blogs.pinkelephant.com/index.php?/troy/comments/itil_v3_the_past_and_the_future/

Linear Service Catalogs vs. Dynamic Service Portfol ios

� V2 Linear Service Catalog = a brochure of IT services where IT publishes the services it provides with their default characteristics and attributes

� V3 Dynamic Service Portfolio = the product of a set of processes where service strategy and design conceive of and create services that are built and transitioned into the production environment based on business value

– The services documented in this catalog are bundled together to fit for purpose offerings which are then subscribed to as a collection and consumed by business units

� Source: http://blogs.pinkelephant.com/index.php?/troy/comments/itil_v3_the_past_and_the_future/

Collection of Integrated Processes vs. Service Mgmt Lifecycle:

� ITIL V3 core books are structured around a Service Lifecycle. This new structure organizes the processes we understand fro m ITIL V2, with additional content and processes we are waiting to hear more about within the context of the life span of IT Services. From th is observation we can see that the primary focus is shifting from Process to IT se rvice

� While processes are important they are secondary an d only exist to plan for, deliver and support services. This moves the importance and profile of the Service Catalog from being an accessory of the Service Level Management process to being the corner stone of ITSM

� Service Level Management … V3 is all about SERVICE !

The V3 Lifecycle

CORE

16

ITIL V3 Library

Service Strategy

Service Design Service Transition

Service Operation Continual Service

Improvement

The Official Introduction To The

ITIL® Service Lifecycle+ Complementary Guidance

The 5 “CORE V3” BOOKS

ITIL V3 - Authors� ITIL V3 Chief Architect: Sharon Taylor, Aspect Gro up� APM Group: Richard Pharro

– ITIL V3 Core Book Authors: � Service Strategy

– Majid Iqbal, Carnegie Mellon University, USA– Michael Nieves, Accenture USA

� Service Design– Vernon Lloyd, FoxIT, UK– Colin Rudd, IT Enterprise Mgmt Services, Ltd., UK

� Service Transition– Ivor McFarlane, Guillemot Rock, UK– Shirley Lacy, ConnectSphere, UK

� Service Operation– David Cannon, HP USA – David Wheeldon, HP UK

� Continual Service Improvement– George Spalding, Pink Elephant Canada/USA– Gary Case, Pink Elephant Canada/USA

V3 Overview

� Introduction, overview, context

� Service management as a practice

� Service lifecycle

� Role of processes in the lifecycle

� Role of functions in the lifecycle

� Practice fundamentals

� Practice principles

� Processes

� Organizational design and structures roles and responsibilities

� Challenges, critical success factors, risks

� Supplemental guidance

� References

� The five new V3 Core books will all

follow this consistent structure:

Service Strategy

The first book in the lifecycle is the Service Strategy book

which looks at the overall business aims and expectations

ensuring the IT strategy maps onto these:

– Value Creation

– Business Fundamentals of services (New)

– Service Provider Types– Service Structures (New)

– Service Strategy Processes

– IT Financial Management– Service Portfolio Management (New)

– Demand Management (New)

Business Eco systems

From value chains to value nets

Adaptive processes for customers, services and strategies

Linking to external practices and standards

The Source Of Service Value� Utility

– Utility is what the customer wants – The Service is “ Fit for Purpose ”– Derived from the attributes of a service that:

� Have a positive effect on the performance of activities, objects, and tasks associated with desired outcomes

� Or with the removal or relaxing of constraints on performance

� Warranty– Warranty is how what the customer wants is delivered

The Service is “Fit for Use”– Derived from the positive effect of:

� Being available when needed

� In sufficient capacity or magnitude� Dependably in terms of continuity and security

Utility + Warranty = Value

Service DesignThe second book is Service Design, which starts with a set of new or

changed business requirements and ends with the development of a

solution designed to meet the documented needs of the business.

– Service Design Principles

– Service Design Processes

– Service Catalog Management (New focus)

– Service Level Management

– Capacity Management

– Availability Management– Service Continuity Management

– Information Security Management (New as core)

– Supplier Management (New)

– Application Management (New as core)

– Requirements Engineering (New)

Policies, Architecture, Portfolios, service models

Outsource, shared services, co-source models

The service package of utility, warranty, capability

Service TransitionThe third book is Service Transition which is concerned with managing

change, risk and quality assurance and has an objective to implement

service designs so that service operations can manage the services

and infrastructure in a controlled manner.

– Service Transition Principles– Service Transition Processes

– Change Management

– Configuration Management System (New)

– Service Asset and Configuration Management

– Knowledge Management (New)

– Service Releases Planning Newly designed Change, Release and Configuration processes

Managing organization and cultural change during transition

Service management knowledge systemIntegrating projects into transition

Service OperationThe fourth book in the lifecycle is Service Operation which is

concerned with business as usual activities.

– Service Operation Principles

– Service Operations Processes

– Event Management (New)

– Incident Management

– Problem Management

– Service Request Management (New)

– Functions (Detailed Information for each)

� Service Desk

� Technical Management (New)

� IT Operations Management (New)

� Applications Management (New)

Robust end to end operations

Redesigned, incident and problem processes

Event, technology and request management

SOA, virtualization, adaptive, agile service operation models

Continual Service ImprovementThe final book is Continual Service Improvement which has an overall view

of all the other elements and looks for ways that the overall process and

service provision can be improved.

– Continuous Improvement Fundamentals– Continuous Improvement Principles

– Continuous Improvement Models

– Measurement and Control � Measurement

� Benchmarking

� Reporting� Implementation Consideration

– Service Level Management

The business case for ROI

Overall health of ITSM

How to measure, interpret and execute results

25

Lifecycle ProcessesSERVICE STRATEGY• Service Strategy• Service Portfolio

Management• Financial Management• Demand Management

SERVICE OPERATION• Event Management• Incident Management• Request Fulfillment• Problem Management • Access Management

SERVICE DESIGN• Service Catalog Management• Service Level Management • Supplier Management • Capacity Management • Availability Management• IT Service Continuity

Management• Information Security

Management

SERVICE TRANSITION• Transition Planning and

Support• Change Management• Service Asset & Configuration

Management• Release & Deployment

Management• Service Validation• Evaluation• Knowledge Management

CONTINUAL SERVICE IMPROVEMENT

• Seven Step Improvement

26

Today’s IT Organizations Tomorrow’s IT Organizations

� Focused on Technology� Focused on Customer

Outcomes

� Firefighting Mode � Demand-Driven

� Organizational

“Stovepipes”

� Enterprise Services and

Process

� Unknown Costs � Financial Transparency

� Technical Metrics � Business Value

Transitioning To ITSM

27

The “New” Processes & Functions To Consider

Processes:

� Service Strategy (SS)

� Return on Investment (SS)

� Service Portfolio Management (SS)

� Demand Management (SS)

� Service Catalog Management (SD)

� Supplier Management (SD)

� Application Management (SD)

� Data & Information Management (SD)

� Requirements Engineering (SD)

� Transition Planning & Support (ST)

� Configuration Management System (ST)

� Service Validation & Testing (ST)

� Valuation (ST)

� Knowledge Management (ST)

� Event Management (SO)

� Request Fulfillment (SO)

� Access Management (SO)

� Monitor & Control, IT Operations, Technology Domain Management (SO)

� 7 step Continuous Improvement (CSI)

� Service Reporting (CSI)

� Service Measurement (CSI)

� ROI for CSI (CSI)

� Service Improvement (CSI)

Functions:

� Technical Management function (SO)

� IT Operations Management function (SO)

� Applications Management function (SO)

26 “new” processes and functions defined

V3 Highlight Market Trends

What the Analysts are Saying… &

“ I’m Already Using ITIL V2 … What Should I Do?”

Market Trends To Consider

� Gartner Inc. - May 2007– One of the big differences in V3 is the processes described now help govern IT and set a

strategy that incorporates financial principles such as ROI. This is a substantial update, particularly in defining IT services in terms that are valuable to the business

– Rather than being tactically focused on improving distinct operational processes, this version is more strategic. It will have more appeal to the CIO-level person, rather than just the people running infrastructure operations

– Gartner is predicting that by year-end 2010, ITIL w ill be in use by 30% of companies with 250-999 employees and by 60% of companies with more than 1,000 employees. We see it as the de-facto best practice guidance fo r IT services

– Fears that IT organizations that have invested heavily in V2 training and processes will have to start from scratch are unfounded; V3 is really an evolutionary approach, building on what is already there

– Implementing ITIL at big companies is often a two-or three-year effort. IT organizations in the midst of implementing V2 probably will adapt to V3 as they go through the multiple-year process

Market Trends To Consider � Forrester Research - April 2007

– Marketing Technology Adoption 2007 by Elana Anderson, April 26, 2007– Improving customer experiences is top technology th eme … improving online experiences– Technologies that help optimize and refine customer interactions and communications, such as

site optimization, contact optimization, and intera ction management

� Forrester Research - February 2007– 2007 Enterprise IT Budget Outlook: North America B usiness Technographics North America ;

by G. Oliver Young, February 08, 2007

– The outlook for IT spending in 2007 is improved fro m 2006. Enterprises expect to increase their IT budgets by 3.8%, up from a 3.2% planned increase at this time last year

– This increase in spending will have a positive impact on security spending as well as on IT R&D. This should come as good news to CIOs, who, on aver age, continue to struggle with providing tangible business value to their companie s, improving IT efficiencies, and supporting corporate growth. For 2007, IT shops plan to spend the majority of their efforts preparing for disaster, securing the infrastructure , upgrading storage and servers, and replacing outd ated systems. To do so, they plan to limit services spe nding and leverage proven financial justification methods — such as ROI and TCO — to just ify budgets

– Improving the efficiency of IT is a critical priori ty for 20% of SMBs , and 33% of SMBs will make the measurement of IT's impact on business performa nce a priority. The top IT initiatives for 2007 include upgrading disaster recovery and securi ty capabilities

Practitioner Level

EXIN Certification – ITIL Practitioner - 5 days

• Configuration, Change and Release Management ‘IPRC’

• Service Desk, Incident and Problem Management ‘IPS R’

• Service Level Management & Financial Mgmt. ‘ IPAD’

• Availability & Capacity Management “IPPI”

Practitioner Level

EXIN Certification – ITIL Practitioner - 5 days

• Configuration, Change and Release Management ‘IPRC’

• Service Desk, Incident and Problem Management ‘IPS R’

• Service Level Management & Financial Mgmt. ‘ IPAD’

• Availability & Capacity Management “IPPI”

Foundation LevelITIL V2 IT Service Management Essentials – 2 Days

ITIL V3 IT Service Management Foundations - 3 daysV3 Bridge Class & Exam - 1 day

Management Level

• ITIL Service Manager– 10 weeks

Management Level

• ITIL Service Manager– 10 weeks

ITIL Education & Certification – V2

ITIL Foundation for Service Management2 credits

15 Credits

3 3 3 3 3

16 Credits

Managing through the Lifecycle5 5

ITIL Diploma AchievedITIL Diploma Achieved

Advanced SM Advanced SM Advanced SM Advanced SM Advanced SM Advanced SM Advanced SM Advanced SM Professional Professional Professional Professional Professional Professional Professional Professional DiplomaDiplomaDiplomaDiplomaDiplomaDiplomaDiplomaDiploma

V2 Foundation Certificate

1.5

V3 Bridge.5

V3 Bridge.5

ITIL Qualifications Scheme

V3 ManagerBridge

5

V2 Service

Manager 17

33

Target Dates For Completion

Foundation:Knowledge and comprehension in the key concepts, te rminology andprocesses of ITIL v3

Lifecycle stream:Built around the five core OGC books: SS, SD, ST, S O and CSI

The Intermediate Capability stream:Built around four clusters:

Service Portfolio & Relationship ManagementService Design & OptimizationService Monitoring & ControlService Operation & Support

To achieve a diploma, candidates must achieve 22 credits , two of which can be gained at Foundation level.

ITIL v1 and V2 Practitioner & V2 Service Manager ce rtifications DO count towards the ITIL Diploma in Service Management.

34

QUALIFICATION DATE

V3 Foundation Examination June 13, 2007

(V2 Foundation ends Dec 31 2007)

V2 to V3 Foundation Bridge July 2007

V2 to V3 Managers Bridge Examination Q3 2007

Diploma available to existing Managers Q3 2007

Lifecycle Modules Q3 2007

Capability Modules Q3 2007

Managing Through The Lifecycle Examination Q4 2007

Diploma available to new students Q4 2007

V2 Managers/Practitioners retired Q4 2008

Target Dates For Completion

Capability Stream Courses

� Class mapping names, from Practitioner class abbreviations to the V3 Capability Stream names:

� The Intermediate Capability stream: built around four clusters:– Service Portfolio & Relationship Mgmt (P&R) – IPAD (02/2007)

– Service Design & Optimization -------- (D&O) – IPPI (in dev now)

– Service Monitoring & Control ---------- (M&C) – IPRC (2005)– Service Operation & Support ------------ (O&S) – IPSR (2006)

� P & R covers SLM & Financial Mgmt

� D & O covers Availability, Capacity, and IT service Continuity Mgmt

� M & C covers Change, Configuration, and Release Mgmt

� O & S covers Incident & Problem Mgmt and Service Desk

Your Role For ITIL V3

� 05/30/07 - new ITIL V3 books published

� 06/05/07 - official worldwide launch of ITIL 3! - U K– Determine which option for attaining the new V3 boo ks best fits you and your organization

� Hardcopy set, online pdf books, TSO-hosted option

� Keep posted on the ITIL V3 sites for breaking updat es– Web links on Resource slides at back– Updates on V3 Certification Scheme– Course Offering Modifications defined – if any:

� For example: Foundation, Practitioner, Manager lev els� Any course ‘grandfathering’ guidelines� Any ‘bridging material’ guidelines

� Be part of the V3 Evangelist Team!– Encourage the adoption of the V3 Service Lifecycle concepts– All five books vs. just the two Service Support and Delivery Books

� OGC Site The Office of Government Commerce (The official owners of ITIL)www.ogc.gov.uk; www.itil.co.uk

� APM Group (The official ITIL certification and exam provider)

www.apmgroup.co.uk; www.itil-officialsite.com/home/home.asp

� TSO (The official ITIL publishers) - to order the ITIL books

www.tso.co.uk; www.tso.co.uk/itil

� Other Stakeholders– itSMF (The World's Largest ITIL User Group)

www.itsmf.com; www.itsmf.ca; www.itsmfusa.org

– EXIN - www.exin-exams.com

– Loyalist College - www.itilexams.com

– ISEB - www.bcs.org/iseb

– Pink Elephant – V3: https://www.pinkelephant.com/en-US/AboutPink/Information+Central.htm

� http://blogs.pinkelephant.com/index.php?/troy/comments/itil_v3_the_past_and_the_future/

Official ITIL Resources

� ITIL Refresh Newsletters - TSOwww.best-management-practice.com/ITILRefreshRegister

www.itil.co.uk/ITIL_Refresh%20News_1st_Edition.pdf

� ITIL Certification Management Board (ICMB) Message

www.itil.co.uk/icmb.htm

� ITIL Accreditation Pyramid Handout and ITIL Press C enterwww.itil-officialsite.com/home/home.asp

� ITIL Official Site (APMG) www.itil-officialsite.com

� Fact Sheet: ITIL Refresh - The Impact on Examination s www.itil.co.uk/car4.htm

� ITIL Refresh Scope and Development Plan www.itil.co.uk/scope_web.pdf

� ITIL Communication Update www.itil.co.uk/comms.htm#cat1

Official ITIL Resources – Additional

Brenda [email protected]

510-262-9925

www.frontrange.com

Be part of the V3 Evangelist Team!� Encourage the adoption of the V3 Service Lifecycle concepts� … all five books vs. just the two Service Support & Delivery Books

What's new in ITIL this year? ITIL V3 Overview

Documents

Transcript of What's new in ITIL this year? ITIL V3 Overview