itil awareness training [ppt 747kb]

ITIL Awareness SessionUniversity of Sussex

April 2008

IT Advisory

2© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.

KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

Agenda

1) Short overview of ITIL and IT Service Management background

2) What are the benefits of following the ITIL framework?

3) What are the key elements for success?

4) What are the ITIL processes?

5) What alternatives to ITIL exist, and how do they complement one another?



ITIL Background

Conceived by the UK government over 25 years ago

Embraced by non-government institutions to become an international authoritative reference point

Followed by organisations of various sizes, in various industry sectors

Covers all major elements of operating IT services

Evolution of best practices has brought us to v3, launched May 2007

ITIL is a Library, a collection of books containing leading practices in IT

Now available online, by subscription



Implementation Benefits

Improve consistency, remove need to “reinvent the wheel”

Improve end-user satisfaction

Measure service performance

Adopt continual improvement approach

Introduction of service culture

Identify and reduce operational costs

Improve efficiency

More closely align IT with the business

Improve standard and frequency of communication between IT and the business



What is IT Service Management?

A series of best practices which allow IT departments to operate more efficiently and effectively

Facilitates the alignment of IT to the business

Collection of industry best practices embodied in a series of books known as ITIL (IT Infrastructure Library)

Produced by The Office of Government Commerce (OGC), published by the Stationery Office

ITIL is widely recognised as the authoritative reference framework for IT Service Management

Organisations encouraged to adopt and adapt the processes incorporating existing methods and activities in a structured way leading to better planning and improved alignment

ITIL forms the basis of ISO 20000, the international standard in IT Service Management



Some important definitions

What is the ITIL framework? A set of guidelines to which we can align

Something which we can adopt and adapt

What is a service? The collection of IT elements which come together to deliver

something that the user perceives, which supports a business process

What is a process? A collection of steps which, when executed, deliver a defined outcome

What’s a KPI? A Key Performance Indicator which is used to measure process

performance



Everything that’s bad about “Processes”



Processes ITIL TechnologyInfra-

structure including

tools

Critical Components

Efficient, Effective and Economic

People

Culture, Attitude,Belief, Knowledge

and Skills



ITIL v3 Publications

Access to KPMG ITIL v3 online: http://www.best-management-practice.com/



Introducing ITIL

Service Design

ITIL

ServiceStrategies

ContinualServiceImprovement

ContinualService

Improvement

Continual ServiceImprovement

ServiceOperation

ServiceTransition

Governance Methods

StandardAlignment

CaseStudies

Templates

Scalability

Quick WinsQualifications

StudyAids

ExecutiveIntroduction

SpecialityTopics

Knowledge& Skills

• Service Lifecycle Approach

• Continual Service Improvement throughout

• Complementary Guidance published / underway

• Key Element Guides• Study Guides• Case Studies• Templates



ITIL Processes

Service Strategy IT Financial Management

Demand Management

Service Portfolio Management

Strategy Generation

Service Transition Transition Planning & Support

Change Management

Service Asset & Configuration Management

Release & Deployment Management

Service Validation & Testing

Evaluation

Knowledge ManagementContinual Service Improvement The 7-steps Improvement Process

Service Reporting

Service Measurement

Return on Investment for CSI

Service OperationEvent Management

Incident Management

Request Fulfillment

Problem Management

Access Management

Service DesignService Catalogue Management

Service Level Management

Capacity Management

Availability Management

IT Service Continuity Management

Information Security Management

Supplier Management



Service Portfolio Management

The Service Portfolio represents the commitments and investments made by a service provider across all customers and market spaces.

It represents present contractual commitments, new service development, and ongoing service improvement plans initiated by Continual Service Improvement

The service portfolio provides a holistic view of

Service Pipeline

Service Catalogue

Retired Services

Can assist IT in project and operational resourcing, project portfolio management and therefore investment decisions



Service Catalogue Management

A Service Catalogue contains:

Details of the IT Services being provided

Details of the various groups who consume those services

Details of the technical elements necessary to deliver those services

High level view of expectations versus capabilities



Service Catalogue Management

Business Process 1

Business Process 2

Business Process 3

Service A Service B Service DService C Service E

Support Services

Hardware Software Applications Data

Business Service Catalogue

Technical Service Catalogue



Service Level Management (SLM) explained

Customer requirements are documented within the Service Level Requirements document

The process is then responsible for determining whether these requirements are achievable by reference to OLAs (Operational Level Agreement) and Contracts

This ensures that SLA targets are achievable prior to customer sign off

Gaps in capability are addressed through a CSIP

SL

A

Users

IT Service Provider

Deskto

p

Netw

ork

Serv

er

Netw

ork

Tele

phony

Secu

rity

Applica

tion

Data

base

Internal or 3rd party Technical Providers

OL

A

Co

ntract

SL

R



The SLM Process

Planning

Implementation

Establish Function

Review SLAs, OLAsand ContractsReview SLM

process

Periodic Reviews

Create and maintainService Catalogue

Produce and maintaindraft SLA structureNegotiate new and

maintain existing SLAsReview Contracts

and OLAsAgree new andamended SLAs

Implement andmaintain SLAs

Establish and maintainSLRs

Monitor achievements

Produce regularreports

Conduct customerreviews

Ongoing Management

Feed enhancementsinto continuous SIP

Instigate anyremedial actions



Service Desk

A function, rather than a process

Describes the body of people who provide a single point of contact for IT services

Main features:

Service Desk models

Skills

Tools

Measures

Supporting the business need



Definitions

An Incident

An unplanned interruption to an IT Service or a reduction in the Quality of an IT Service

A Problem

The unknown underlying cause of one or more Incidents

A Known Error

A Problem which has been successfully diagnosed and for which a permanent alternative or temporary circumvention exists



Incident

Problem

Known ErrorChange

Release CMDB

Service Support in Action



Incident Management

Aims to quickly restore service to the end user within SLA targets

Fronted by the Service Desk, who may call upon 2nd and 3rd line teams, and external suppliers as appropriate

Incidents are normally logged in an IT Service Management tool and passed to other groups by means of assigning the incidents to a resolver queue

Incidents are normally:

Categorised to enable analysis of incident types to take place at a later date

Prioritised, by their Impact and Urgency



Classification and Initial Support

Incident Management Process Flow

Detection andRecording

Investigationand Diagnosis

Resolutionand recovery

Closure

Ow

ners

hip

, M

on

itori

ng

, T

rackin

g a

nd

Com

mu

nic

ati

on



Problem Management

Relates to the investigation into the Root Cause of Incidents

Concerned with identifying:

Workarounds

Known Errors through effective knowledge management

Permanent fixes

Prospective fixes will be assessed for their viability in terms of cost, complexity, benefit,



Service Asset & Configuration Management

Seeks to control IT software and hardware assets by recording information about them

Primary benefit is understanding of relationships between assets

Aids impact assessment for changes and incidents

Improves knowledge management by managing information about assets, such as support documentation

Ensures that each asset can be viewed through it’s lifecycle

Key terms

Relationships

Attributes – Information about an asset

Configuration Item – The name given to an asset type

Status Lifecycle – The means of tracking past, current and future states



Change Management

Seeks to minimise the risk to IT service of uncontrolled change through:

Ensuring a common definition of the word “Change”

Ensuring all changes are logged

Ensuring all changes are subject to an appropriate form of assessment

Ensuring that all changes are appropriately authorised prior to implementation

The primary benefit of Change Management is improving / initiating communication channels between IT and the business

Change Advisory Board

Scheduling of change sympathetic to business needs

Manages the “Request” for Change rather than the physical deployment



Assesses, Approves and manages the

request

Change Management

ChangeManagementRFC

CMDB

Assessments

Reasons:•Fix a Problem•Changing business requirements•Changing technology•Continuous SIP

Change to:HardwareSoftwareDocumentation InfrastructureTraining3rd party contractTactical planning

Physically implements the

change

Release & DeploymentManagement



Release & Deployment Management

Focussed upon the physical aspects of delivering a change

Commonly misinterpreted as focussing solely on software / application

Principles apply equally to hardware, documentation or any other type of change



Release Management Process Summary

Long range view of forthcoming releases Agrees release contents

Producing all components of the Release Build release package

Testing the implementation plan Fitness for purpose testing

Detailed timetable Selection of rollout type

Update plans and notify interested parties Produce final documentation

CMDB updated Problem Management produces Known

Error Records and redundant CIs decommissioned

Communication, preparation & training

Release Planning

Rollout Planning

Acceptance

Design, Build & Configure

Distribution& installation



IT Financial Management

Focussed upon understanding IT costs

Where costs are being spent What are the biggest IT costs in your organisation?

Identification of cost-effective services and support techniques

Three main elements

Budgeting

Accounting

Charging

Provides a formal basis for the Business – Service Provider relationship

Can help IT influence user behaviour through demand management



Capacity Management

Focussed upon proactive management of IT infrastructure capacity

Aims to reduce unplanned outages and spend caused by poor capacity planning

Emphasises need for continual optimisation of IT assets

Benefits from consolidation of infrastructure data into end-to-end service view

Enables business / IT relationship to include performance vs cost discussions

Revolves around periodic production of a Capacity Plan, aligned with business planning cycle



Capacity Management

ComponentCapacity

Management

ServiceCapacity

Management

BusinessCapacity

Management

• Talking to the business to determine their strategy• Translate these business initiatives into IT requirements• Influence business strategy by providing capacity advice• Design and procure solutions to meet future requirements

• Manage capacity requirements in the context of SLAs• Consolidate component capacity data into an end-to-end service view• Optimise infrastructure components to meet SLA targets• Monitor and report upon Service capacity• Identify trends and take proactive action to maintain SLA targets

• Manage infrastructure component capacity• Identify trends and take proactive action• Consider innovative technology solutions to meet business requirements



Availability Management

Two key elements to this:

Measuring end user experience of availability

Techniques to analyse how availability could be improved

Identifies single points of failure and “weak links” in the service infrastructure

Recommends improvements in the Availability Plan



IT Service Continuity

Aligned with Business Continuity processes

Ensures that services can continue to operate at pre-determined levels under specific scenarios

Involves close collaboration with the business

Needs Business Impact Analysis and IT Operational Risk Management processes in place

Implemented under a project structure

Various arrangements recommended by ITIL

Gradual (Cold Standby)

Intermediate (Warm Standby)

Immediate (Hot Standby)



ITIL

Service Design

ITIL

ServiceStrategies

ContinualServiceImprovement

ContinualService

Improvement

Continual ServiceImprovement

ServiceOperation

ServiceTransition

Governance Methods

StandardAlignment

CaseStudies

Templates

Scalability

Quick WinsQualifications

StudyAids

ExecutiveIntroduction

SpecialityTopics

Knowledge& Skills



ISO 20000 – The International Standard in IT Service Management

Service Delivery Processes

Control Processes

Release Processes

Relationship Processes

Resolution Processes

Service Management System

Capacity Management

Availability and Service Continuity

Management

Service Level Management

Service Reporting

Information Security Management

Financial Management

Release Management

Incident Management

Problem Management

Business Relationship Management

Supplier Management

Change Management

Configuration Management

Note:• Introduction of a Service

Management System• Introduction of Relationship

processes not present in ITIL v2 but introduced in ITIL v3

• Certification in Security means that area is automatically passed for ISO 20000

• ISO 20000 accreditation is dependent on meeting criteria in ALL areas

• Scope of the services covered is important

• KPMG are a Registered Certification Body for this ISO 20000

• James Kent is key contact



HERE is Pooh Bear, coming downstairs now,

bump, bump, bump, on the back of his head, behind

Christopher Robin.

It is, as far as he knows, the only way of coming

downstairs, but sometimes he feels that there really is

another way, if only he could stop bumping for a moment and think of it.

AA Milne

The earliest business guru?

Questions?

itil awareness training [ppt 747kb]

Business

itil framework

proactive

international

service desk

key elements

coming downstairs

primary benefit

service