A Framework for IT Service Management

Presented by Ed Marshall
certified in ITIL Service Management

What is ITIL?
It is a scalable Framework for IT Service Management Initially developed in the 1980s by the UK Governments Central Computer and Telecommunications Agency, now the OCG. Provides a no-nonsense, highly practical framework of 4 key areas identifying, planning, delivering and supporting of IT Services to the business.

ITIL: Timelines
Version 1 published 1989-1996 (30 volumes) Version 2 published in 2006 (8 volumes) Version 3 published in 2007 (5 volumes)

2011 Edition Published in July 2001 providing a number of small updates to Version 3

ITIL: Who uses it?

It is the most widely adopted approach to IT Service Management in the world today and used by some of the worlds most respected organisations

Benefits to implementing ITIL

Adopting ITIL can offer users a huge range of benefits that include: Improved IT services Reduced costs Improved customer satisfaction through a more professional approach to service delivery Improved productivity Improved use of skills and experience Improved delivery of third party service

ITIL: Comparisons COBIT

Framework for IT Governance and Control Developed by ISACA in 1996 COBIT defines 34 (yes 34!) generic processes to manage IT Version 4.1, although Version 5 is scheduled for release in 2012.

ITIL: Comparisons SIX SIGMA

Business Management Strategy) Developed by Motorola in 1986 Originally developed to improve manufacturing processes but was extended to other types of business processes Lacks originality has been described (at best) as a basic version of quality improvement. Similar to LEAN which is still used in many government departments today.

ITIL: Similarities?
COBIT, SIX SIGMA, LEAN, AGILE
All exist to INCREASE PERFORMANCE and DECREASE COSTS

COBIT & ITIL can co-exist and compliment each other. Six Sigma & ITIL: Combined Engineering principles together with IT Service Management.

ITIL v3 (30 June 2011)

Five volumes comprise ITIL v3, they are: 1. ITIL Service Strategy 2. ITIL Service Design 3. ITIL Service Transition 4. ITIL Service Operation 5. ITIL Continual Service Improvement

ITIL: The Service Lifecycle

ITIL: Service Strategy

Requirement
Identifying the customer Identifying required service offerings

Detail
Establish who your IT customer(s) are What services do you require to meet your business objectives?

IT capabilities and resources

What infrastructure and man-power do we have to be able to deliver the expected service to the customer(s)?
What is needed to deliver the service as identified?

Requirements for successfully execution

The objective of ITIL Service Strategy is to decide on a strategy to serve customers. Starting from an assessment of customer needs and the market place, the Service Strategy process determines which services the IT organization is to offer and what capabilities need to be developed.

ITIL: Service Design

The objective of ITIL Service Design is to design new IT services. The scope of Service Design includes the design of new services, as well as changes and improvements to existing ones.
Requirement
Technology & Architecture Processes & Procedures Service Management Systems & Tools Mechanisms

Detail
Required to meet customer needs and is the most cost effective Required to manage new or modified services Necessary to adequately monitor and support new or modified services Measure of service levels, technology and process efficiency and effectiveness

ITIL: Service Transition

The objective of ITIL Service Transition is to build and deploy IT services. Service Transition also makes sure that changes to services and Service Management processes are carried out in a coordinated way.
Process
Change Management

Objective
The primary objective of Change Management is to enable beneficial changes to be made, with minimum disruption to IT services.

Project Management

To plan and coordinate the resources to deploy a major Release within the predicted cost, time and quality estimates.
To plan, schedule and control the movement of releases to test and live environments.

Release Management

ITIL: Service Transition

Process
Application Development

Objective
To make available applications and systems which provide the required functionality for IT services. To ensure that deployed Releases and the resulting services meet customer expectations. To maintain information about Configuration Items required to deliver an IT service, including their relationships. To gather, analyse, store and share knowledge and information within the IT organization.

Service Validation & Testing

Service Asset & Configuration Management

Knowledge Management

ITIL: Service Operation

The objective of ITIL Service Operation is to make sure that IT services are delivered effectively and efficiently. This includes fulfilling user requests, resolving service failures, fixing problems, as well as carrying out routine operational tasks.
Process
Incident Management

Objective
To manage the lifecycle of all Incidents. The primary objective of Incident Management is to return the IT service to users as quickly as possible. To manage the lifecycle of all Problems. The primary objectives of Problem Management are to prevent Incidents from happening, and to minimize the impact of incidents that cannot be prevented.

Problem Management

ITIL: Continual Service Improvement

The Continual Service Improvement (CSI) process uses methods from quality management in order to learn from past successes and failures. The CSI process aims to continually improve the effectiveness and efficiency of IT processes and services, in line with the concept of continual improvement adopted in ISO 20000
Process
Service Evaluation

Objective
To evaluate service quality on a regular basis. This includes identifying areas where the targeted service levels are not reached, and holding regular talks with business to make sure that the agreed service levels are still in line with business needs. To evaluate processes on a regular basis. This includes identifying areas where the targeted process metrics are not reached, and holding regular bench-markings, audits, maturity assessments and reviews.

Process Evaluation