ITIL® OverviewLowell Amos ITIL Expert

Agenda

•The objective of this overview is to demonstrate the capabilities of the ITIL framework to managers, practitioners, and executives

•What will this overview provide?– This overview will provide you some basic understanding of

the value of the ITIL Framework and an introduction to its definitions

– This is an introduction meant to demonstrate the value of ITIL

– An overview of the certification schema for ITIL

So why should I care? What is the value?• ITIL has been adopted by approximately 75% of the publically traded firms in the world in some format according to a research survey of CIO’s

• It has been around for 30 years (tried and true) and has gone through several iterations of development as a best practice framework.

• Companies have empirically reported that ITIL:– Lowers risks – enforces controls and policies– Lowers operational costs – do more with same funding– Increases customer satisfaction – clear SLA and OLA– Increases productivity – Incident Management– Improves perception of IT – Professionalism– Common Language – less confusion– Governance and Control – Transparency

So how does ITIL do this?

• ITIL consists of thousands of pages of material and guidance but it comes to this:

“Better Outcomes through better Decisions”

• ITIL provides all levels within an organization a way to think about their decisions with the customer outcomes in mind

• It provides a way to define value of IT Services from the point of view of the customer

So what is ITIL anyway?

ITIL is a best practice framework for delivering IT Service Management

•IT Service Management is a means to deliver Value to a Customer in the form of Services

•By definition Service Management is a set or organizational capabilities for delivering

value to customers in the form of services

•So what is a service?

•And what is value?

A service is a means of delivering a customer outcome that they wish to achieve without the customer incurring specific costs and risks.

•For Example the electric company facilitates the customer outcome of lighting your house when it is dark. You as the customer do not incur the specific costs and risks of power generation

•A cellular phone company allows customers to communicate without having the specific costs and risks of managing a cellular network

•Utility is Fitness of Purpose.– Does the service do what I need it

to do or does it remove a constraint?

Value is defined in two dimensions: utility and warranty.

•Warranty is Fitness of Use and is defined in terms of:

– Available enough?– Enough Capacity?– Secure Enough?– Continuous Enough?

The point of ITIL is to provide framework guidance on how to deliver value to customers through services.

• What is a customer?• What services do they want? What should we provide them?• How do we know when they work?• How do our customers know?• How much ‘warranty’ is needed?• How do I Design, Build, Test, and manage services?• Once I build them how should they operate?• How do I fix them when they break? • How do I know they are broken?• Etc…etc….etc.

ITIL is a series of books:

• Service Strategy: To provide guidance on how to design develop and implement service management whilst providing direction for grown not only as an organizational capability but as a strategic asset.

• Service Design: To provide guidance on the design and development of service management processes to define design principles and methods for converting strategic objectives into portfolios of services and service assets of existing and new services.

• Service Transition: To provide guidance on how to develop and improve capabilities for transitioning new and changed services into operations and ensure requirements of Service Strategy defined in Service Design are effectively realized in Service Operations.

• Service Operations: To provide guidance on how to achieve effectiveness and efficiency in the delivery and support of services to ensure value for the customer and service provider.

• Continual Service Improvement: To provide guidance on how to create and maintain value for customers through better design, introduction, and operation of service and establish principles, practices, and methods from quality management and capability improvement.

Service Strategy Overview

Service Strategy is about the mechanism of how to create value and make economic trade offs.

•It answers questions such as:– Who are my customers and what do they value?– How do I maximize return at an acceptable risk level?– How do I dynamically manage a capital budget for investment.– How will demand for services change over time?– What roles do I need in place to execute this strategy?

Service Strategy provides a set of tools to analyze patterns of business activity and evaluate competing alternatives:

One principle outcome of the service strategy phase of the life cycle is the business case

•A business case is a decision support tool that models the likely outcome of a business decision.

– What are the benefits (in terms of customer outcomes)?– What are the projected costs.– What are the intangible costs/benefits?– What are the risks of the project?

• Uncertainty in outcome.

Service design

Service Design is focused on the creation of a Service Design Package (SDP) that delivers a utility and warranty combination to a market space.

•There are five aspects to service design:– The service itself (utility components).– Technical and Management Architectures.– Processes Required– Metrics– Supporting Management Systems Required

•The Service Design aspects now have language to provide greater clarity and consistency across the life cycle phases.

Service Transition

The Service Transition Publication focuses on moving from conceptual design to service operations.

•The service transition publication focuses on how to build, deploy, test, and transfer services into an operations (or production) environment.

•The publication also speaks extensively to change governance, baseline record keeping, and knowledge collection and management.

The Service “V” Model gives a framework integrating Build and Test.

Service Review

Service Acceptance

Service Operational

Criteria

Service Release Criteria

Assembly Test

Service Component Build and Test

Define Business Requirements

Validate Service Packages

Define ServiceRequirements

Acceptance Test

Define ServiceSolution

Operational Readiness Test

Define ServiceRelease

ReleasePackage Test

Develop ServiceSolution

Component &Assembly Test

Service Operations

Service Operations

•From a customer point of view, Service Operations is where value is realized and seen. This is the ‘business as usual’ activities of IT.

•Service Operations is “making the donuts” or can be thought of as the ‘factory of IT’.

•This includes:– Incident Management– Problem Management– Access Management– Event Management– Request Fulfillment

Organizational Considerations•ITIL defines four functions (units of organization to perform specific work and responsible for specific outcomes).

– Service Desk: Primary responsible for interfacing with user and restoring service to them (IM, RF)

– Technical Management: Stewards of the technical infrastructure skills, people, processes, etc.

– Application Management: Stewards of the applications skills, people, processes, etc.

– Operations Management: Stewards of the day to day.• Facilities are included in this function.

Continual Service Improvement

Continual Service Improvement•This publication is concerned primarily with continually aligning services to ever changing business needs or improving performance of a service where required.

•This is the lifecycle that is embedded across everything else in the framework.

•This process provides feedback into the framework for decision making.

• Service Strategy: To provide guidance on how to design develop and implement service management whilst providing direction for grown not only as an organizational capability but as a strategic asset.

– Who are our customers and what should we offer them?• Service Design: To provide guidance on the design and development of service management processes to define design principles and methods for converting strategic objectives into portfolios of services and service assets of existing and new services.

– Does our design meet the needs of our customer?• Service Transition: To provide guidance on how to develop and improve capabilities for transitioning new and changed services into operations and ensure requirements of Service Strategy defined in Service Design are effectively realized in Service Operations.

– How do we build a service that meets the design requirements?• Service Operations: To provide guidance on how to achieve effectiveness and efficiency in the delivery and support of services to ensure value for the customer and service provider.

– How do we run services so real value is realized?• Continual Service Improvement: To provide guidance on how to create and maintain value for customers through better design, introduction, and operation of service and establish principles, practices, and methods from quality management and capability improvement.

– How do we make our services better over time or align them to changes in the business environment?

ITIL is a closed loop framework that addresses the creation, design, operation, and improvement of services through a life cycle

Continualservice

improvement Service transition

Servicestrategy

Service Operation

Servicedesign

The ITIL Certification Scheme

More information about the certification and education can be found atwww.itil-officialsite.com

Questions?

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