ITIL 2011 Introduction & Overview

1. ITIL 2011 Introduction & Overview

2. Agenda for the session • What is ITIL? • What about ITIL, v2 v3 & 2011? • Key Concepts • Service Management & Delivery • The Service Lifecycle • The Five Stages of the lifecycle • ITIL Roles • Functions and Processes • Further Learning • Accreditation

3. What is ITIL? • Systematic approach to high quality IT service delivery. • Documented best practice for IT Service Management. • Provides common language with well-defined terms. • Developed in 1980s by what is now The Office of • Government Commerce. • itSMFalso involved in maintaining best practice • documentation in ITIL • – itSMF is global, independent, not-for-profit

4. Where Does it Fit? ISO

5. ITIL V3 Qualification Scheme

6. What About V3? • • ITIL started in 80s. • 40 publications! • • V2 came along in 2000-2002 • Still Large and complex • 8 Books • Talks about what you should do • • V3 in 2007 • Much simplified and rationalized to 5 books • Much clearer guidance on how to provide service • Easier, more modular accreditation paths • Keeps tactical and operational guidance • Gives more prominence to strategic ITIL guidance • relevant to senior staff – Aligned with ISO20000 standard for service management

7. What are the main changes in ITIL 2011? Service Strategy- Concepts clarified, no change to the overall message, more practical guidance and examples. New process of Strategy management for IT Services covers developing and maintaining business and IT Strategies. Service Design- Concepts and principles clarified, added the Design Coordination process and quite a bit of work to simplify the five aspects of Service Design, design of the service portfolio and service catalogue. Service Transition - CMS and SKMS have been re-structured to clarify the concepts and some material added on how to use a change proposal. Also SACM has new content relating to asset management, release and deployment and Change evaluation. Service Operation - Work done on all processes and the relationship between application management and application development has been clarified. Expanded section on problem analysis techniques and more material added on managing physical facilities. Continual Service Improvement - Work done to clarify the seven step improvement process and it’s connection to Deming’s PDCA. The CSI model is now referred to as the CSI approach and the CSI register concept has been added. Quite a bit of work on defining relationships from CSI to other phases of the lifecycle. Note - If you already hold existing ITIL V3 certifications then you will not need to become re-certified and they will remain relevant.

9. What is a Service? transferring

10. Overview of the Service Lifecycle • Service Strategy - SS • The phase of strategic planning of service management capabilities and the alignment of service and business strategies. Processes and functions: • Strategy Management for IT Services • Service Portfolio Management • Demand Management • Financial Management for IT Services • Business Relationships Management • Service Design – SD • The phase of designing and developing appropriate IT services including architecture, processes, policy and documents; the design goal is to meet the current and future business requirements. • Processes and functions: • Design Coordination • Service Catalogue Management • Service Level Management • Risk Management • Capacity Management • Availability Management • IT Service Continuity Management • Information Security Management • Compliance Management • Architecture Management • Supplier Management

11. Service Transition - STThe phase of realizing the requirements from previous stages and improving the capabilities for the transition of new and modified services to production. Processes and functions:Change Management Change Evaluation Project Management (Transition Planning and Support) Application Development Release and Deployment Management Service Validation and Testing Service Asset and Configuration Management Knowledge ManagementService Operation - SOThe phase of achieving effectiveness and efficiency in providing and supporting services in order to ensure value for the customer and the service provider. Processes and functions: Event Management Incident Management Request Fulfillment Access Management Problem Management IT Operations Control Facilities Management Application Management Technical Management

12. Continual Service Improvement – CSIThe phase of creating and maintaining the value for the customer by design improvement, and service introduction and operation. Functions and processes: Service Review Process Evaluation Definition of CSI Initiatives Monitoring of CSI Initiatives

14. Introduction to Functions and Processes This section provides an overview of the basic functions and processes that are included in the five phases of the service lifecycle. Processes and functions are defined as follows: • Process - A structured set of activities designed to accomplish a defined objective. Processes have inputs and outputs, result in a goal-oriented change, and utilize feedback for self-enhancing and self-corrective actions. Processes are measurable, provide results to customers or stakeholders, are continual and iterative and are always originating from a certain event. Processes can run through several organizational units. An example of a process is change management. • Function - A team or group of people and the tools they use to carry out one or more processes or activities, specialized in fulfilling a specified type of work, and responsible for specific end results. Functions have their own practices and their own knowledge body. Functions can make use of various processes. An example of a function is a service desk. (Note: “function” can also mean “functionality”, “functioning”, or “job”.) We can study each process separately to optimize its quality: • The process owner is responsible for the process results. • The process manager is responsible for the realization and structure of the process, and reports to the process owner. • The process operatives are responsible for defined activities, and these activities are reported to the process manager.

15. Key Concepts • Service – Delivers value to customer by facilitating outcomes customers want to achieve without ownership of the specific costs and risks e.g. “People want a quarter-inch hole, not a quarter-inch drill.”

16. Key Concepts • Service Level • Measured and reported achievement against one or more service level targets – E.g. • Red = 1 hour response 24/7 • Amber = 4 hour response 8/5 • Green = Next business day • ServiceLevelAgreement • Written and negotiated agreement between • Service • Provider and Customer documenting agreed • Service levels and costs

17. Key Concepts • Configuration Management System (CMS) • Tools and databases to manage IT service provider’s configuration data • Contains Configuration Management Database (CMDB) • Records and maintains relationship of CI’s • ( hardware, software, documentation and anything • else important to IT provision) • Release • Collection of hardware, software, documentation, • processes or other things require to implement one or • more approved changes to IT Services

18. Key Concepts • Incident • Unplanned interruption to an IT service or an unplanned reduction in its quality • Work-around • Reducing or eliminating the impact of an incident without resolving it • Problem • Unknown underlying cause of one or more incidents

19. 4 Ps of ServiceManagement • People – skills, training, communication • Processes – actions, activities, changes, goals • Products – tools, monitor, measure, improve • Partners – specialist suppliers

20. ServiceDeliveryStrategies

21. HowtheLifecyclestagesfittogether

22. ServiceStrategy • What are we going to provide? • Can we afford it? • Can we provide enough of it? • How do we gain competitive advantage? • Perspective • – Vision, mission and strategic goals • Position • Plan • Pattern • Must fit organizational culture

23. 4 Ps of Service Strategy Perspective: the distinctive vision and direction Position: the basis on which the provider will compete Plan: how the provider will achieve their vision Pattern: the fundamental way of doing things - distinctive patterns in decisions and actions over time

24. ServiceStrategyhasfouractivities Define the Market Develop the Offerings Develop Strategic Assets Prepare for Execution

25. ServiceAssets • Resources • Things you buy or pay for • IT Infrastructure, people, money • Tangible Assets • Capabilities • Things you grow • Ability to carry out an activity • Intangible assets • Transform resources into Services

26. ServicePortfolioManagement • Prioritizes and manages investments and resource allocation • Proposed services are properly assessed – Business Case • Existing Services Assessed. Outcomes: – Replace – Rationalize – Renew – Retire

27. DemandManagement • Ensures we don’t waste money with excess capacity • Ensures we have enough capacity to meet demand at agreed quality • Patterns of Business Activity to be considered – E.g. Economy 7 electricity, Congestion Charging

28. Service Design • • • • How are we going to provide it? How are we going to build it? How are we going to test it? How are we going to deploy it? Holistic approach to determine the impact of change introduction on the existing services and management processes

29. Processes inServiceDesign • Availability Management • Capacity Management • ITSCM (disaster recovery) • Supplier Management • Service Level Management • Information Security Management • Service Catalogue Management

30. ServiceCatalogue Business Process A Business Process B Business Service Catalogue Business Process C Service 1 Service 2 Service 3 Service 4 Service 5 Service 6 Technical Service Catalogue Support Software Hardware Capability Applications Databases Keeps service information away from business information Provides accurate and consistent information enabling service-focused working

31. ServiceLevelManagement • ServiceLevelAgreement – Operational Level Agreements • Internal – Underpinning Contracts • External Organization • Supplier Management – Can be an annexure to a contract – Should be clear and fair and written in easy-to-understand, unambiguous language • SuccessofSLM (KPIs) – How many services have SLAs? – How does the number of breaches of SLA change over time (we hope it reduces!)?

32. ThingsyoumightfindinanSLA Service Description Incident Response times Customer Responsibilities Hours of operation Resolution times Critical operational periods User Response times Availability & Continuity targets Change Response Times

33. TypesofSLA • Service-based – All customers get same deal for same services • Customer-based – Different customers get different deal (and different cost) e.g. Silver, Gold, Platinum • Multi-level – These involve corporate, customer and service levels and avoid repetition (different organizations)

34. RightCapacity,RightTime, RightCost! • This is capacity management • Balances Cost against Capacity so minimizes costs while maintaining quality of service

35. Isitavailable? • Ensure that IT services matches or exceeds agreed targets • Lots of Acronyms – Mean Time Between Service Incidents – Mean Time Between Failures – Mean Time to Restore Service – Mean Time to Repair • Resilience increases availability • –Service can remain functional even though one or • more of its components have failed

36. ITSCM–what? • IT Service Continuity Management • Ensures resumption of services within agreed timescale • Business Impact Analysis informs decisions about resources – E.g. Stock Exchange can’t afford 5 minutes downtime but 2 hours downtime probably wont badly affect a departmental accounts office or a college bursary

37. Standbyforliftoff... • Cold –Accommodation and environment ready but no IT equipment • Warm – As cold plus backup IT equipment to receive data • Hot – Full duplexing, redundancy and failover

38. InformationSecurityManagement • Confidentiality – Making sure only those authorized can see data • Integrity – Making sure the data is accurate and not corrupted • Availability – Making sure data is supplied when it is requested

39. ServiceTransition • Build • Deployment • Testing • User acceptance • Bed-in

40. GoodServiceTransition • Set customer expectations • Enable release integration • Reduce performance variation • Document and reduce known errors • Minimize risk • Ensure proper use of services • Some things excluded • – Swapping failed device • – Adding new user • – Installing standard software

41. KnowledgeManagement • Vital to enabling the right information to be provided at the right place and the right time to the right person to enable informed decision • Stops data being locked away with individuals • Obvious organizational advantage

42. Data-Information-Knowledge-Wisdom Information - who, what , where? Knowledge - How? Wisdom - Why? Data Wisdom cannot be assisted by technology – it only comes with experience! Service Knowledge Information Management System is crucial to retaining this extremely valuable information

43. ServiceAssetandConfiguration • Managing these properly is key • Provides Logical Model of Infrastructure and • Accurate Configuration information • Controls assets • Minimized costs • Enables proper change and release management • Speeds incident and problem resolution

44. ConfigurationManagementSystem Service Asset and Management KB Release Data Configuration Info Application Data Change Data Document Configuration Management DB Definitive Media Library

45. PaintingTheForthBridge... • A Baseline is a “last known good configuration” • But the CMS will always be a “work in progress” and probably always out of date . • But still worth having • Current configuration will always be the most recent baseline plus any implemented approved changes

46. ChangeManagement–orwhatweall getwrong! • Respond to customers changing business requirements • Respond to business and IT requests for change that will align the services with the business needs • Roles – Change Manager – Change Authority • Change Advisory Board (CAB) • Emergency CAB (ECAB) • 80% of service interruption is caused by operator error or poor change control (Gartner)

47. ChangeTypes • Normal – Non-urgent, requires approval • Standard – Non-urgent, follows established path, no approval needed • Emergency – Requires approval but too urgent for normal procedure

48. ChangeAdvisoryBoard • Change Manager (VITAL) • One or more of – – – – – Customer/User User Manager Developer/Maintainer Expert/Consultant Contractor • CAB considers the 7 Rs • – Who RAISED?, REASON, RETURN, RISKS, RESOURCES, • RESPONSIBLE, RELATIONSHIPS to other changes

49. ReleaseManagement • Release is a collection of authorized and tested changes ready for deployment • A rollout introduces a release into the live environment • Full Release – e.g. Office 2007 • Delta (partial) release – e.g. Windows Update • Package – e.g. Windows Service Pack

50. PhasedorBigBang? • Phased release is less painful but more work • Deploy can be manual or automatic • Automatic can be push or pull • Release Manager will produce a release policy • Release MUST be tested and NOT by the • developer or the change instigator