applying the principles of itil

Applying the Principles of the Information Applying the Principles of the Information Technology Infrastructure LibraryTechnology Infrastructure Library

MTP4032MTP4032Wednesday, 9:15 p.m.Wednesday, 9:15 p.m.

Tim SalaverTim Salaver

Dana Software, Inc.Dana Software, Inc.

September 23, 2003September 23, 2003Copyright © 2003 Tim Salaver, Dana Software, Inc.Copyright © 2003 Tim Salaver, Dana Software, Inc. 22

Infrastructure ManagementInfrastructure Management

Unisys managed service Unisys managed service development staff are certified in development staff are certified in IT Infrastructure Library (ITIL) IT Infrastructure Library (ITIL) standards, the emerging standards, the emerging benchmark for IT service benchmark for IT service management. Unisys then management. Unisys then applies these best practice applies these best practice service processes to their global service processes to their global managed service methodology. managed service methodology.


What does it mean?What does it mean?

Used by hundreds of organizations Used by hundreds of organizations throughout the world and supported by throughout the world and supported by companies such as Unisys, Hewlett companies such as Unisys, Hewlett Packard, Proctor and Gamble, and Nortel Packard, Proctor and Gamble, and Nortel Networks, ITIL is a set of documents Networks, ITIL is a set of documents created by the United Kingdom's Office of created by the United Kingdom's Office of Government Commerce (OGC). Government Commerce (OGC).

ITIL is the most widely accepted approach ITIL is the most widely accepted approach to IT service management in the world, ITIL to IT service management in the world, ITIL provides a comprehensive and consistent provides a comprehensive and consistent set of best practices for IT service set of best practices for IT service management, promoting a quality management, promoting a quality approach to achieving business approach to achieving business effectiveness and efficiency in the use of effectiveness and efficiency in the use of information systems.information systems.


Implementing ITIL Best PracticesImplementing ITIL Best Practices

Aligning technology initiatives to corporate Aligning technology initiatives to corporate objectives is a responsibility of every objectives is a responsibility of every technology department. technology department.

ITIL is relevant to virtually anyone who ITIL is relevant to virtually anyone who provides IT services to Customers, provides IT services to Customers, partners, suppliers, or internal colleagues. partners, suppliers, or internal colleagues.


Implementing ITIL Best PracticesImplementing ITIL Best Practices IT Service Management best practices are IT Service Management best practices are

systematically and cohesively based on systematically and cohesively based on service quality and developing effective service quality and developing effective and efficient processes.and efficient processes.

Improved support to the business in Improved support to the business in delivering better services to customers delivering better services to customers tailored to their needs. tailored to their needs.

By offering services, based upon effective By offering services, based upon effective and appropriate underlying principles, and appropriate underlying principles, practices are designed and developed in practices are designed and developed in sympathy with the customer's sympathy with the customer's requirements, the customer's business requirements, the customer's business practices and goals can be more readily practices and goals can be more readily matched. matched.

IT can then become an enabler of the IT can then become an enabler of the business rather than merely a support business rather than merely a support function. function.


Benefits of ITILBenefits of ITIL

ITIL concepts and practices have ITIL concepts and practices have been created for IT Service Delivery been created for IT Service Delivery and IT Service Support. and IT Service Support.

Increased efficiencies in customer Increased efficiencies in customer service, technology resource service, technology resource management, and cross-functional management, and cross-functional corporate productivity. corporate productivity.

ITIL is guidance and ITIL is guidance and recommendations and not software recommendations and not software nor tools nor tools


Best Practices FrameworkBest Practices Framework

((ICTICT) - Information and Communications Technology) - Information and Communications Technology


Service Delivery Service Delivery

Service Level ManagementService Level Management Availability ManagementAvailability Management Capacity ManagementCapacity Management IT Financial Management IT Financial Management Continuity ManagementContinuity Management


Service Support Service Support

Service/Help DeskService/Help Desk Incident ManagementIncident Management Problem ManagementProblem Management Change ManagementChange Management Release ManagementRelease Management Configuration ManagementConfiguration Management


Defining the ProblemDefining the Problem Gartner Group report which showed that nearly Gartner Group report which showed that nearly

80% of production outages occur as a result of 80% of production outages occur as a result of operator error (40%) and application failures (40%). operator error (40%) and application failures (40%). The remaining 20% are a result of technology errors The remaining 20% are a result of technology errors caused by the operating system and hardware.caused by the operating system and hardware.

These statistics clearly show the need for having These statistics clearly show the need for having Application Management and IT Service Application Management and IT Service Management work closely together to reduce the Management work closely together to reduce the production outages of IT systems. production outages of IT systems.


Positioning of Application Positioning of Application ManagementManagement The The

relationships relationships between between Application Application Development, Development, Service Service Management, Management, and Application and Application ManagementManagement


High-Level Business High-Level Business ArchitectureArchitecture


Defining Business Defining Business ArchitectureArchitecture Clearly list business objectives and Clearly list business objectives and

supporting IT services and supporting IT services and applicationsapplications

This listing provides the basis on This listing provides the basis on which to begin the definition of which to begin the definition of business objectives in each business objectives in each functional area, to be followed by the functional area, to be followed by the mapping of IT services and mapping of IT services and applications against these business applications against these business objectives. objectives.


Strategic Alignment ModelStrategic Alignment Model


Business–IT alignment and Business–IT alignment and Service Management Service Management Need for aligning business and IT Need for aligning business and IT

objectives objectives Use of an architecture to capture key Use of an architecture to capture key

business functions business functions Build model, based on the strategic Build model, based on the strategic

value of IT, to determine which of value of IT, to determine which of four main perspectives should be four main perspectives should be utilized in the alignment of business utilized in the alignment of business and IT strategies. and IT strategies.


Twelve Steps to Enterprise Twelve Steps to Enterprise AlignmentAlignment1.1. Determine VisionDetermine Vision2.2. Define MissionDefine Mission3.3. Develop StrategiesDevelop Strategies4.4. Set GoalsSet Goals5.5. Plan Business PortfolioPlan Business Portfolio6.6. Establish Policies and ProceduresEstablish Policies and Procedures7.7. Create Processes and ActivitiesCreate Processes and Activities8.8. Assign Resources and AssetsAssign Resources and Assets9.9. Build Products and ServicesBuild Products and Services10.10. Fulfill Customer NeedsFulfill Customer Needs11.11. Drive Operational ExcellenceDrive Operational Excellence12.12. Communicate ResultsCommunicate Results


Strategic Alignment Strategic Alignment Objectives Model (SAOM)Objectives Model (SAOM) Conceptualizes the relationship of IT Conceptualizes the relationship of IT

services and IT systems to the services and IT systems to the business functions. business functions.

Business functionality is deployed Business functionality is deployed through applications, and through applications, and applications make up IT systems and applications make up IT systems and services.services.

The SAOM depicts business The SAOM depicts business functions directly supported by one functions directly supported by one or more IT services, which are made or more IT services, which are made up of one or more IT systems up of one or more IT systems


Strategic Alignment Strategic Alignment Objectives Model (SAOM) Objectives Model (SAOM)


Potential implementation Potential implementation pitfalls pitfalls Do not try to implement the SAOM before stable service Do not try to implement the SAOM before stable service

delivery to the business is established. Experience shows delivery to the business is established. Experience shows that most business functions are not willing to discuss that most business functions are not willing to discuss added value or strategic issues when the availability and added value or strategic issues when the availability and flexibility of the current IT services are poor. flexibility of the current IT services are poor.

It is of little use to implement Application Management It is of little use to implement Application Management best practices, overlapping other disciplines like IT best practices, overlapping other disciplines like IT Service Management and application development, if Service Management and application development, if these other disciplines have not reached a sufficient level these other disciplines have not reached a sufficient level of maturity. of maturity.

It is not possible to implement inter-process dependencies It is not possible to implement inter-process dependencies and management controls if the individual processes have and management controls if the individual processes have no measurements and controls. no measurements and controls.

Before implementing an application portfolio it is important Before implementing an application portfolio it is important to have mature Configuration Management, Release to have mature Configuration Management, Release Management and software Configuration Management Management and software Configuration Management processes. processes.

There are few benefits to be gained from managing the IT There are few benefits to be gained from managing the IT investments from a business point of view if the assets investments from a business point of view if the assets themselves are not managed at an IT level. themselves are not managed at an IT level.


Potential implementation Potential implementation pitfalls pitfalls The implementation of Application Management The implementation of Application Management

should not be confused with the introduction of should not be confused with the introduction of other disciplines such as Service Level other disciplines such as Service Level Management and testing. Management and testing.

If an organization attempts to introduce a number of If an organization attempts to introduce a number of disciplines under the banner of Application disciplines under the banner of Application Management then the costs and time implications Management then the costs and time implications will be extremely high and the implementation may will be extremely high and the implementation may be called to a halt. be called to a halt.

It will not be possible to determine whether process It will not be possible to determine whether process execution has been enhanced through execution has been enhanced through implementing Knowledge Management unless implementing Knowledge Management unless processes have reached a level of maturity at which processes have reached a level of maturity at which efficiency and effectiveness are constantly efficiency and effectiveness are constantly measured. measured.


Service Dependency ModelService Dependency Model

In order to understand and In order to understand and manage the reliance and manage the reliance and criticality of an application within criticality of an application within a system, it is important to a system, it is important to understand how each understand how each application relates to others application relates to others within the system, and also how within the system, and also how this relationship affects other this relationship affects other dependent systems.dependent systems.


Service Management Functions

Examples of build phase manageability checks

Configuration Management

Have the developers built the application to conform to the corporate standards that are used for Configuration Management?Does the application use only programs and tools that are considered acceptable and are included within the product catalogue?Does the application include support for version control and management?Have the developers built in the chosen CI structure to the application?

Change Management

Has the application been built and tested against the corporate Change Management process?

Release Management

Has the application been built and tested in ways that ensure it can be released into the environment in a simple and efficient way?

Security Management

Is the build process following security best practice for this activity?

Incident Management

Is a simple creation-of-Incidents process, for when something goes wrong, built into the application and tested?Has the compatibility with the organizational Incident management system been tested?


Service Management Functions

Examples of build phase manageability checks

Problem Management

Has the program’s ability to provide information to facilitate root cause analysis and Problem Management been tested?Has the program been developed to readily communicate problems encountered.

Capacity Management

Has the application been built and tested to ensure that it meets the capacity requirements?Has the capacity information provided by the application been tested and verified?Are stress and volume characteristics built into the application?

Availability Management

How has the application been built to address the availability requirements of the application, and how has this been tested?What testing has been done to ensure that the application meets the backup and recovery capabilities of the organization?What happens when the application is under stress?

Service Continuity Management

Has the application been built to support the business recovery process following a disaster, and how has this been tested?

Service Level Management

Does the application meet the SLA requirements of the organization, and has this been tested?

Financial Management

Has the application been built to deliver financial information, and how is this being tested?


SummarySummary

The adoption and implementation of IT The adoption and implementation of IT Service Management best practices should Service Management best practices should be a priority of all companies, but the be a priority of all companies, but the expense and resources required is more expense and resources required is more suited toward those organizations with suited toward those organizations with large IT departments that service hundreds large IT departments that service hundreds or thousands of requests per month or thousands of requests per month

Fortune 2000 – the cost and revenue Fortune 2000 – the cost and revenue opportunities can mean millions of dollars opportunities can mean millions of dollars in savings. In some cases, a 10-15% in savings. In some cases, a 10-15% savings in IT costs can make a significant savings in IT costs can make a significant contribution to the bottom-line, affecting contribution to the bottom-line, affecting stock price and EPS. However, the most stock price and EPS. However, the most important beneficiaries are the IT important beneficiaries are the IT customers.customers.


Contact InformationContact Information

Tim Salaver Tim Salaver SVP, Chief Products Officer SVP, Chief Products Officer

Dana Software, IncDana Software, Inc381 Stockton Ave381 Stockton Ave

San Jose, CA 95126San Jose, CA 95126(408) 279-3838 Main(408) 279-3838 Main

(408) 535-4337 Office (408) 535-4337 Office [email protected]@danasoftwareinc.com

www.danasoftwareinc.comwww.danasoftwareinc.com

applying the principles of itil

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