support and restore v 1.0

ITIL v3An Introduction

Ian BevanFox IT Training Manager

www.foxit.netwww.askthefox.info

2 © Fox IT 2006

Partners / Suppliers

Products /Technology

Processes

People

ITIL v3 scope

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What has happened & where are we now?

Wide consultationIAG appointedAuthors and Mentors selectedFirst draft producedIAG undertake internal QAComments implemented General QA undertakenQA comments implementedIntegration issues addressedCopy editingTranslations startedBooks published – May 30th

ITIL 3 based exams available

All black items above completed

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How will it affect you?

Qualifications•New Scheme•Enhanced learning•Status Quo•Upgrading•More choice

Standards•Aligned to ISO20000•Links to Security•Links to Asset•Links to Governance•More flexibility

Your ITSM Practice•Greater scope of practice•Greater flexibility of adaptation and choices•Current with industry directions and ITSM reality•Complementary to other common practices•Easier to start, operate and mature•Relevant to the real issues and opportunities•Enhanced ability to prove ITSM ROI

CustomersCustomersVendorsVendors

Service ProvidersService Providers

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What does it look like?

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The Structure

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ServiceTransition

Continual ServiceImprovement

Contin

ual S

ervice

Impr

ovem

ent

Continual Service

Improvement

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

Governance MethodsStandards Alignment

Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics

Executive Introduction

ServiceTransition

Continual ServiceImprovement

Contin

ual S

ervice

Impr

ovem

ent

Continual Service

Improvement

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

ServiceTransition

Continual ServiceImprovement

Contin

ual S

ervice

Impr

ovem

ent

Continual Service

Improvement

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

Governance MethodsStandards Alignment

Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics

Executive Introduction

Governance MethodsStandards Alignment

Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics

Executive Introduction

V3 Package

COREVALUE ADDED

PRODUCTS

COMPLEMENTARY

Retirement

Optimisation

Operation

Requirements definition

Design

DevelopBuild & Test

Evaluation

Procurement

Strategy

Design

Transition

Operations

Improvement

BusinessNeed

Deployment

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Continual Service Improvement

Serv

ice

Port

folio

Serv

ice

Cat

alog

ueThe Business / Customers

Service Strategy

Service Design

Service Transition

Service Operation

StrategiesPolicies

Resource and constraints

Objectives from Requirements

Requirements

SolutionDesigns

ArchitecturesStandards

STPs

Transition PlansTested solutions

KMIS

Operational services

Improvement actions & plans

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Practical Decision MakingPractical Decision Making

CIOCIO’’ssIT ManagersIT ManagersConsultantsConsultantsPractitionersPractitionersVendorsVendors

Business systems

Adaptive processes for customers, services and strategies

Linking to external practices and standards

Managing uncertainty and complexity

Increasing the economic life of services

Selecting, adapting and tuning the best IT service strategy

Service Strategy

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Service Strategy

Processes covered in detail:Financial ManagementBusiness Relationship Management

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Analyze External Factors

Analyze Internal Factors

Establish Objectives

Determine Perspectiv

e

Form a Position

Craft a Plan

Adopt Patterns of

Action

Strategic Assessment

Strategy Generation, Evaluation and Selection

Service Strategy

Continual Service

Improvement

• Service Portfolio

• Service Catalogue(s)

• Service Design Requirements

• Service Transition Requirements

• Service Operations Requirements

Vision

Policies

Plans

Actions

Measurement and Evaluation

Measurement and Evaluation

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Pragmatic Service BlueprintPragmatic Service Blueprint

IT ManagersIT ManagersConsultantsConsultantsPractitionersPractitionersOutsourcersOutsourcersVendorsVendors

Policies, Architecture, Portfolios, service models

Effective technology, process and measurement design

Outsource, shared services, co-source models? How to decide & how to do it

The service package of utility, warranty, capability, metrics tree

Triggers for re-design

Service Design

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Service Design

Definition:

'The design of appropriate and innovative IT services, including their architectures, processes, policies and documentation, to meet current and future agreed business requirements'

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Service Design

The Service Design stage of the lifecycle 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. This developed solution, together with its Service Design Pack, is then passed to Service Transition to build, test and deploy the new or changed service and on completion of these activities; control is transferred to the Service Operation and Continual Service Improvement stages of the service lifecycle

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Service Design

Processes covered in detail:Service Catalogue ManagementService Level ManagementAvailability ManagementIT Service Continuity ManagementSupplier ManagementInformation Security ManagementCapacity Management

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IT ManagersIT ManagersConsultantsConsultantsPractitionersPractitionersOutsourcersOutsourcersVendorsVendors

Newly designed Change, Release & Newly designed Change, Release & Configuration processesConfiguration processes

Risk and quality assurance of designRisk and quality assurance of design

Managing organization & cultural change Managing organization & cultural change during transitionduring transition

Service management knowledge systemService management knowledge system

Integrating projects into transition Integrating projects into transition

Creating & selecting transition modelsCreating & selecting transition models

Managing change, risk & Managing change, risk & quality assurancequality assurance

Service Transition

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Service Transition

This volume provides guidance:For the development and improvement of capabilities for transitioning new and changed services into operationsOn how to ensure the requirements of Service Strategy encoded in service design are effectively realised in service operations while controlling the risks of failure and disruptionOn managing the complexity associated with changes to services and service management processes to prevent undesired consequences while allowing for innovation

Combines best practices in release management, programme management, and risk management and places them in the practical context of service

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Service Transition

Objective of Service Transition To implement service designs so that service operations can manage the services and infrastructure in a controlled manner according to plan

Service Management Knowledge Base (SMKB) is part of Knowledge Management and a subset of this will be the Configuration Management System (CMS) that includes the CMDBProcesses covered in detail

Service Asset and Configuration ManagementKnowledge ManagementTestingChange and Release management

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Responsive, stable servicesResponsive, stable services

IT ManagersIT ManagersConsultantsConsultantsPractitionersPractitionersOutsourcersOutsourcersVendorsVendors

Robust end to end operations practicesRobust end to end operations practices

Redesigned, incident and problem Redesigned, incident and problem processesprocesses

New functions and processesNew functions and processes

Event, technology and request Event, technology and request managementmanagement

Influencing strategy, design, transition Influencing strategy, design, transition and improvement and improvement

SOA, virtualization, adaptive, agile service SOA, virtualization, adaptive, agile service operation modelsoperation models

Service Operation

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Service Operation

Service Operation is the phase in the IT Service Management Lifecycle that is responsible for ‘business as usual’ activities. Service Operation can be viewed as ‘the factory’ of IT.Service Operation is neither an organisational unit nor a single process – but it does include several functions and many processes & activitiesProcesses documented in detail

Incident & Problem ManagementEvent ManagementRequest FulfilmentAccess ManagementPlus the Service Desk

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New ITIL Processes

Event Management is the process that monitors all events that occur through the IT infrastructure to allow for normal operation and also to detect and escalate exception conditionsRequest Fulfilment is the process for dealing with service requests –many of them actually smaller, lower-risk, changes – initially via the Service Desk, but using a separate process – low risk, low cost (e.g. a request to change a password, a request to install an additional software application onto a particular workstation, a request to relocate some items of desktop equipment) or may be just a question requestinginformation – but their scale and frequent, low risk nature means that they are better handled by a separate process, rather than beingallowed to congest and obstruct the normal change management processAccess Management is the process of granting authorized users the right to use a Service, while restricting access to non-authorized users. It has also been referred to as Rights Management or Identity Management in different organizations

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Measures that mean somethingMeasures that mean something& improvements that work& improvements that work

IT ManagersIT ManagersConsultantsConsultantsPractitionersPractitionersOutsourcersOutsourcersVendorsVendors

The business case for ROIThe business case for ROI

Getting past just talking about itGetting past just talking about it

Overall health of ITSMOverall health of ITSM

Portfolio alignment in realPortfolio alignment in real--time with time with business needsbusiness needs

Growth and maturity of SM practiceGrowth and maturity of SM practice

How to measure, interpret and How to measure, interpret and execute resultsexecute results

Continual Service Improvement

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CSIP

What do we need?

Deliveryand perception

of service

IT Perception ofcustomer

expectation

Business BudgetsIT Specification

Externaland

Internal drivers

Business Visionand Objectives

What can we afford?

What will we get?

What did we get?

What do we want?

Does it still meetour

wants and needs

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CSIP Processes

Measurement and ControlService Assessment and Analysis

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Looking Ahead

V2 benefits brought forward to V3Added globalization of multi-language versionsContinual additions in complementary topicsBroader outreach to external practice partnersContinued alignment to emerging standardsComplex service challenges made easier to meetContinued growth of non-proprietary practiceOngoing commitment to industry partnerships

Thanks for your time

Any questions?

ian.bevan@foxit.net

www.foxit.netwww.askthefox.info