information technology infrastructure library (itil) overview
TRANSCRIPT
Agendag
• Introduction and Key Concepts
• Service Lifecycle
• Service Strategy• Service Strategy
• Service Design
• Service Transition
• Service Operation
• Continual Service Improvement
Why We Are Here?y
Need to balance:Need to balance:– Fewer resources
N d t t d– Need to get more done
– Need to deliver higher quality services
Need to be relevant
Customer Viewpointp
• Not interested in processesNot interested in processes
• Could care less about underlying technology
i d i i li h• More interested in service quality than cost
• Not always focused on business value of service
• Just want to use the service to achieve business goals
Leadership Viewpointp p
• Services should –Services should – Create value for the University
Create value for the customer– Create value for the customer
– Reduce cost or increase productivity
A hi U i it l– Achieve University goals
– Manage costs and risks more effectively
Definition of Service
A service is a means of delivering value toA service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of want to achieve without the ownership ofspecific costs and risks
SOURCE: ITIL Service Strategy Publication, p.16
SOURCE: ITIL Service Strategy Publication, p.11
Best Practice vs. Good Practice
• Best practice provides generic guidelinesBest practice provides generic guidelines based on successful experiences of a number of organizationsof organizations
G d i i h li i f b• Good practice is the application of a best practice or an input into a best practice by the U i iUniversity
What is Service Management?g
Service Management is a set of specializedService Management is a set of specialized organizational capabilities for providing value to customers in the form of servicesto customers in the form of services
Th bili i i l dThese capabilities include processes, functions, and roles for managing services
h i lif lover their lifecycle
Objective of Service Managementj g
Ensure that IT services are aligned to business needs and actively support them
SOURCE: ITIL Service Strategy Publication, p.3SOURCE: ITIL Service Strategy Publication, p.3
Process
• A process is a set of activities designed toA process is a set of activities designed to accomplish a specific objective
• It takes defined inputs and turns them into• It takes defined inputs and turns them into defined outputs
M i l d l ibili i l d• May include roles, responsibilities, tools, and management controls
Characteristics of a Process
• MeasurableMeasurable
• Delivers specific results
li i l• Delivers primary results to customers or stakeholders (and meet expectations)
• Responds to specific events
Functions and Roles
• Function is a team or group of people and theFunction is a team or group of people and the tools that they use to carry out one or more processes or activitiesprocesses or activities
R l i f ibili i i i i d• Role is a set of responsibilities, activities, and authorities granted to a person or a team
What is ITIL?
• Most widely adopted approach for IT ServiceMost widely adopted approach for IT Service Management
• Framework of Best Practice guidance for• Framework of Best Practice guidance for identifying, planning, delivering, and supporting IT services to the businesssupporting IT services to the business
SOURCE: www.itil‐officialsite.com/AboutITIL/WhatisITIL.aspSOURCE: www.itil officialsite.com/AboutITIL/WhatisITIL.asp
Brief History of ITILy
• 1980s – UK Government set out to document1980s UK Government set out to document how the most successful organizations approached service managementapproached service management
• Version 1 published between 1989 – 1995 (31 books)books)
• Currently in Version 3 (5 books) since 1987
ITIL Benefits
• Improved IT services• Reduced costs• Improved customer satisfaction through a p gmore professional approach to service delivery
• Improved productivity• Improved use of skills and experiencep p• Improved delivery of third party service
SOURCE: www.itil‐officialsite.com/AboutITIL/WhatisITIL.aspSOURCE: www.itil officialsite.com/AboutITIL/WhatisITIL.asp
Service Lifecycley
Five publicationsFive publications
• Service Strategy
S i i• Service Design
• Service Transition
• Service Operation
• Continual Service ImprovementContinual Service Improvement
Publication Contents
• Business case argument of the need for the lif llifecycle stage
• Policies and governance aspects of the lifecycle stage
• Identification of processes and the activities pneeded to carry them out
• Organizational roles and responsibilitiesOrganizational roles and responsibilities needed to manage the lifecycle stage
SOURCE: ITIL Official Introduction, www.best‐management‐practice.com/gempdf/Introduction to ITIL Contents.pdfSOURCE: ITIL Official Introduction, www.best management practice.com/gempdf/Introduction_to_ITIL_Contents.pdf
Publication Contents (cont.)( )
• Recommendations on areas to focus automationRecommendations on areas to focus automation
• Best ways to implement the lifecycle stage
• Highlights common challenges risks and success• Highlights common challenges, risks, and success factors experienced by other organizations
Oth f k li d ith lif l t• Other frameworks aligned with lifecycle stage
• Templates and examples of how lifecycle stage b li dcan be applied
SOURCE: ITIL Official Introduction, www.best‐management‐practice.com/gempdf/Introduction to ITIL Contents.pdfSOURCE: ITIL Official Introduction, www.best management practice.com/gempdf/Introduction_to_ITIL_Contents.pdf
Service Strategygy
How to design, develop, and implement service
management not only as an organizational
capability but also as a strategic assetcapability but also as a strategic asset
SOURCE: ITIL Service Strategy Publication, p. 8
Service Strategy Goalsgy
• Transforms Service Management into strategicTransforms Service Management into strategic asset
• University thinks and acts in a strategic• University thinks and acts in a strategic manner
Cl ifi l i hi b i• Clarifies relationships between services, systems, or processes and the business
d l i bj i hmodels, strategies, or objectives they support
Key Concepts and Processesy p
• Concepts– Value Creation
– Utility and Warrantyy y
– Service Portfolio
– Risk ManagementRisk Management
• ProcessesFinancial Management– Financial Management
– Demand Management
Service Strategy Questionsgy
• What services should we offer and to whom?• How do we differentiate ourselves from competing alternatives?H d t l f t ?• How do we create value for our customers?
• How can we make a case for strategic investments?investments?
• How should we define quality?• How do we resolve conflicting demands for• How do we resolve conflicting demands for shared resources?
SOURCE: ITIL Service Strategy Publication, p. 9‐10
Four Ps of Strategygy
• Perspective – vision and direction
• Position – what we are going to focus on
• Plan – how to go from “as is” to “to be”g
• Pattern – series of consistent decisions and actions over timeactions over time
SOURCE: ITIL Service Strategy Publication, p.56‐57gy , p
Value Creation
• Utility and Warranty define services and work together to create value for the customer
• UtilityUtility– Service the customer gets
– “Fit for purpose”Fit for purpose
• WarrantyH th i i d li d– How the service is delivered
– “Fit for use”
Assets
• Two types of assetsTwo types of assets
• ResourcesDi t i t f d ti– Direct inputs for production
• Capabilities– Ability to coordinate, control, and deploy resources
Value Creation Viewpointp
• Customers will choose a service provider typeCustomers will choose a service provider type
• Service providers should look at services from customer’s perspective rather than focusingcustomer s perspective rather than focusing on production of services
N d l k h b l f i f• Need to look at the balance of services from across all customers – not just requestor
Viewing Customers via Marketing Eyes
• What is our business?What is our business?
• Who is our customer?
h d h l ?• What does the customer value?
• Who depends on our services?
• How do they use our services?
• Why are they valuable to them?Why are they valuable to them?
Value NetworkA web of relationships that generates tangible
d bl l h h l dand intangible value through complex dynamic
exchanges through two or more organizations
SOURCE: ITIL Service Strategy Publication, p.48gy , p
Advantages of Value Networkg
• Marshal external talentMarshal external talent
• Reduce costs
Ch f l i f di i i• Change focal point of distinctiveness
• Increase demand for complimentary services
• Collaborate
SOURCE: ITIL Service Strategy Publication, p.48gy , p
Service Portfolio
The commitments and investments made by aThe commitments and investments made by a
service provider across all customers and market
spaces
• Current contractual commitments
• New service development
• Ongoing service improvementOngoing service improvement
SOURCE: ITIL Service Strategy Publication, p.73gy , p
Strategic Assessmentg
• Strengths and weaknessesStrengths and weaknesses
• Distinctive competencies
i• Business strategy
• Critical success factors
• Threats and opportunities
SOURCE: ITIL Service Strategy Publication, p.84gy , p
Financial Managementg
• Visibility and accountability
• Compliance and control
• Cost of providing servicesp g
• Value customers get from services
• Operational control• Operational control
• Enhanced decision making
SOURCE: ITIL Service Strategy Publication, p.109gy , p
Demand Managementg
• Understand customer service requirementsUnderstand customer service requirements and how they vary over the business cycle
• Ensure provision of appropriate level of• Ensure provision of appropriate level of service
E d ili h• Ensure warranty and utility matches customer needs