www.itmea.com itsm (it service management) itil ® management briefing version 0.5d itil® is a...
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www.itmea.com
www.itegyptcorp.com
ITSM (IT Service Management)
ITIL® Management Briefing
Version 0.5DITIL® is a registered trade mark of the Cabinet Office
Presented by:Amr ELHariryManaging Director ITMEA/[email protected]
Basic Structure for Today
• ITIL Overview• Service Management as a Practice• Drivers for Continual Improvement• Benefits of Adoption
• The Lifecycle Approach • Overview of Lifecycle Phases
• Implementing ITIL• Where to start?
Obstacles Prevent Effective Engagement
IT Seen as Black Box:
Business lacks visibilityPoor customer satisfaction
Overwhelming Demand:
Unstructured capture of requests and ideasNo formal process for prioritization and trade-offsReactive vs. proactive
ITSM & Governance Landscape
Introduction to ITIL Service Management
What are Services?
“People want quarter-inch hole, not a
quarter-inch drill”
This shows the intangible nature of services
“A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific
costs and risks”.
What are Services?
What the User sees
NeedsInternal Providers and External Suppliers, including User support
1 - 9
Service As seen by the CEO and CIO
•The purpose of a service is to• Create value for the business• Create value for end customers• Reduce costs, or increase productivity• “Facilitate outcomes” the business wants to achieve• Manage costs and risks more effectively
Service Management Definition
• “Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services”
• Service Management brings quality of service to the business
• Continually align IT services with the ever-changing needs of the business
• How to do more with less
ITILFND01-6, 01-8, 03-41, 03-10
What? Why? Who?
• ITIL - the IT Infrastructure Library
• Owned by the Cabinet Office
• Globally-recognised framework of integrated processes, roles and responsibilities
• Allows us to• Share a common language• Build a service-based culture not
Technology focused.- Right first time, every time Not cast
in stone
But, ITIL is NOT a Standard
Local procedures
ITIL
Auditable Standard
Process Definition
Processes in Context
Deployed Solution
ISO/IEC
20000
MOF/HPITSMRM, etc.
Why is ITIL so Successful?
• Vendor-neutral• ITIL is not based on any particular technology platform or
industry type
• Non prescriptive• ITIL offers robust, mature and time-tested practices that have
applicability to all types of service organization
• Best Practice• ITIL represents the learning experiences and thought leadership
of the world’s best-in-class service providers
ITILFND01-2
ISO/IEC 20000 and ITIL
• The Standard is aligned with ITIL
• ITIL is proven Best Practice process guidelines
• ISO/IEC 20000 provides a level of quality for these activities which can be audited
• ISO/IEC 20000 Certification means we can prove we are deploying Best Practice, because an independent, external evaluation against the whole formal standard has been carried out by an approved audit organization
Overview of the Service Lifecycle
Objective Tree1-What are some of our organization’s objectives or strategic goals?
•We want to increase profits by 15 percent each year
• We want to have a good image and reputation with a loyal customer base.
2-What Business Processes aid in achieving those objectives?
• Retail/sales , Marketing , Manufacturing , Procurement, HR, finance etc.
3-What IT Services are these business processes dependent on?
• Websites (internal and external)
• Communication services (email, video conferencing)
• Automatic procurement system for buying products , Point of Sale Services,..
4-We have ITSM in order to make sure that IT Services are:
• What we need (Service Level Management, Capacity Management etc.)
• Available when we need it (Availability Management, Incident Management etc.) , Provisioned cost-effectively (Financial Management, Service Level Management)
5-IT Technical Activities: The actual technical activities required as part of the execution of the ITIL® processes above. These are technology specific and as such not the focus of ITIL® or this document.
ITIL DocumentationContinual
Service
Impr
ove-
men
t
ServiceStrategy
Service Design
Servi
ce T
rans
ition
Service Operation
The Core Volumes
Complementary guidance:• Specific business sectors• Small-scale
implementations• Templates• www.itil-live-portal.com
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
ITIL Service Strategy
Service
Transition
Continual Service
Improvement
Contin
ual S
ervic
e
Impr
ovem
ent
Continual Service
Improvem
ent
Service
Operation
Service
Design
Service
ITIL
Service
Transition
Continual Service
Improvement
Contin
ual S
ervic
e
Continual Service
Improvem
ent
Service
Operation
Service
Design
Service
ITIL
Strategies
Strategies
The ‘Why?’ before the ‘How?’
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
ServiceOperation
ServiceTransition
ServiceDesign
ServiceOperation
ITIL Service Design
ServiceDesignService
Transition
Continual Service
Improvement
Contin
ual S
ervic
e
Impr
ovem
ent
Continual Service
Improvem
ent
Service
Operation
Service
Design
Service
ITIL
Service
Transition
Continual Service
Improvement
Contin
ual S
ervic
e
Continual Service
Improvem
ent
Service
Operation
Service
Design
Service
ITIL
Strategies
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
ITIL Service Transition
ServiceTransition
Service
ServiceDesign
ServiceTransition
Service
Transition
Continual Service
Improvement
Contin
ual S
ervic
e
Impr
ovem
ent
Continual Service
Improvem
ent
Service
Operation
Service
Design
Service
ITIL
Service
Transition
Continual Service
Improvement
Contin
ual S
ervic
e
Continual Service
Improvem
ent
Service
Operation
Service
Design
Service
ITIL
Strategies
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
ServiceOperation
ServiceTransition
ServiceOperation
ServiceDesign
ServiceOperation
ITIL Service Operation
ServiceOperation
Service
Transition
Continual Service
Improvement
Contin
ual S
ervic
e
Impr
ovem
ent
Continual Service
Improvem
ent
Service
Operation
Service
Design
Service
ITIL
Service
Transition
Continual Service
Improvement
Contin
ual S
ervic
e
Continual Service
Improvem
ent
Service
Operation
Service
Design
Service
ITIL
Strategies
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
Operations, Technicaland Application Teams
ITIL Service Operation
UserDifficulties& Queries
UserRequests
EventMonitoring
Access
Request
Incident
ChangeRequest
Event
Service Desk
Operational elements of:
Change, Release, Knowledge,
Configuration, Availability and
Capacity, Continuity, Finance,
Service Reporting
Access Management
Problem Management
Incident Management
Request Fulfilment
Event
Management
Continual Service Improvement
ServiceTransition
Continual ServiceImprovement
Continual Service
Improvem
ent
ServiceOperation
ServiceDesign
Service
ITIL
ServiceTransition
Continual ServiceImprovement
ServiceOperation
ServiceDesign
Service
ITIL
Strategies
Process
Skills
Impr
ovem
ent
Con
tinua
l Ser
vice
Tech
nolo
gy
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
Continual Service Improvement
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
What is the vision?
Where are we now?
Where do we wantto be?
How do we get there?
Did we get there?
How do we keep themomentum going?
Business vision,mission, goals and
objectives
Baselineassessments
Measurabletargets
Service and processimprovement
Measurements andmetrics
Planning new services
Management responsibilityDocumentation requirementsCompetences, awareness & training
Management System
Plan, Implement, Monitor, Improve(Plan, Do, Check, Act)Planning and implementing
Planning and implementingNew or changed services
Service Delivery ProcessesCapacity Management Service Level Information SecurityService Continuity Management Management Availability Management Budgeting and AccountingService Reporting for IT Services
Release ProcessesRelease Management
Relationship ProcessesBusiness Relationship
ManagementSupplier Management
Resolution ProcessesIncident ManagementProblem Management
Control ProcessesConfiguration Management
Change Management
Scope of ISO/IEC20000
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
What Is The Vision?
• Set up a formal programme/project• Roles and responsibilities• Business Case
• Business and IT must be involved• Ownership?
• What do we want? Vs What do we need?
• Agree Vision Statement
Where Are You Now?
• Assessment of As Is:• People, Process, Products, Partnerships
• Points of pain
• What do you actually measure? Where do you find the information?
• Benchmarking:• Internal benchmark• Comparison to industry norms by external organization• Direct comparison with similar organizations• Comparison with other internal systems or departments
Where Do You Want To Be?
Measurements
Metrics
KPIs
CSFs
Objectives
Goals
Mission
VisionA statement that describes how the organization wishes to bein the future
A statement describing the reason why a businessexists
A statement of a general aim to achieve the“raison d’être”
A specific achievement to beattained to support the goal
Critical Success Factors: factorscritical to achieving the objective
Key Performance Indicators: measures to enable quality/quantity to be assessed
Measurable elements of a service, process or function
The means of measuring the metric
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
How Do You Get There?
• Plan, plan, plan! And be realistic!
• Approaches:• Big bang – careful!• Service focus• Process focus• Lifecycle phase focus• Functional group focus
• Address culture change
Lessons Learned
• Don’t underestimate the time and investment required
• Don’t bite off more than you can chew
• Programme Management, Project Management and Risk Management is vital
• Stakeholder Engagement and communications are “make or break”
• Don’t ignore measurement just because it’s difficult !
Service StrategyService Design (Tactics)
ServiceTransition
(Tactics)Service Operation
Continual Service Improvement
The Life of a Service
Business need identified
Design the Service
Requirements Specification
Build Procure
Test
DeployOperateOptimize
Retire
ITIL Training & Certification pathLI
FEC
YCLE
BA
SED
PRO
CESS/R
OLE B
ASED
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
• ITIL forms the basis of ISO 20000, the international standard in IT Service Management
Disparate Systems Reduce Efficiency
No Single System of Record for Decision Making
Relevant Metrics Hard to Obtain
Disparate Systems Costly to Maintain and Upgrade