© it service management with itil enterprise value itil® is a registered trade mark and a...
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© http://theartofservice.com 1
IT Service Management with ITIL
Enterprise ValueEnterprise Value
ITIL® is a Registered Trade Mark and a Registered Community Trade Mark of the UK Office of Government Commerce ("OGC"). ITIL® is registered in the U.S. Patent and Trademark Office. This document and its contents are neither associated with nor endorsed by the OGC or any other organisation.
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Statement:Statement:““Today’s IT manager is Today’s IT manager is
less interested in less interested in technology than most technology than most
references (books, references (books, courses, ‘solutions courses, ‘solutions
providers’) care to admit.”providers’) care to admit.”
Statement:Statement:““Today’s IT manager is Today’s IT manager is
less interested in less interested in technology than most technology than most
references (books, references (books, courses, ‘solutions courses, ‘solutions
providers’) care to admit.”providers’) care to admit.”
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1. Aligning IT strategy with business strategy 2. Meeting business and user needs3. Coping with change4. Dealing with senior management5. Managing costs, budgets and resources6. Keeping up with technology7. Recruiting and retaining staff8. Time and resource management9. Infrastructure management10. Maintaining skills and knowledge
Sales Arguments: Addressing the Top ten concerns of IT DirectorsSales Arguments: Addressing the Top ten concerns of IT Directors
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The Process Driven Organisation
the processes decide
the processes decide
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Process based model
Problem Management
Change Management
Service Level Management
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The problem with processes
Processes help to organize work better They are aligned to activity and output, not
necessarily to value You have to know what you want to achieve, or
else assume that the customer does Processes are not strategic Bottom line: Managing IT needs more than just
a set of processes, people and tools
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Service Management= The Objective Tree =
QualityFlexibilityCost management
How
/ What ?
ORGANISATIONORGANISATION
BUSINESS PROCESSESBUSINESS PROCESSES
IT SERVICE PROVISIONIT SERVICE PROVISION
SERVICE MANAGEMENTSERVICE MANAGEMENT
Why!
effective
efficient
organisationorganisation
effective
efficient
IT service provisionIT service provision
ITILITIL
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What’s different about ITIL v3? It is Centered on business value Aligned to ISO/IEC 20000 & other best practices (e.g. ASL,
TCO, eTOM, COBIT, eSCM, Six Sigma, etc.) There is guidance on compliance to regulatory
requirements Sarbanes-Oxley, Basel II, formal governance models
Offers industry and topic specific guidance Offers implementation guidance Integrated process maps It is structured according to IT service lifecycle
(V2 was grouped by processes)
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ITIL v3
Source: ITIL Refresh Project
ServiceDesign
Service
ITIL
ServiceStrategies
ServiceOperation
ServiceDesign
Continual ServiceImprovement
ServiceTransition
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ITIL v3
Source: ITIL Refresh Project
ServiceDesign
Service
ITIL
ServiceStrategies
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ITIL v3
Source: ITIL Refresh Project
ServiceDesign
Service
ITIL
ServiceStrategies
ServiceOperation
ServiceDesign
ServiceTransition
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ITIL v3
Source: ITIL Refresh Project
ServiceDesign
Service
ITIL
ServiceStrategies
ServiceOperation
ServiceDesign
Continual ServiceImprovement
ServiceTransition
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ITIL v3
Source: ITIL Refresh Project
ServiceDesign
Service
ITIL
ServiceStrategies
ServiceOperation
ServiceDesign
Continual ServiceImprovement
ServiceTransition
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CIO’sCIO’sIT ManagersIT ManagersConsultantsConsultantsPractitionersPractitionersVendorsVendors
• Business eco systems
• From value chains to value nets
• Linking to external practices and standards
• Adaptive processes for customers, services and strategies
• Managing uncertainty and complexity
• Increasing the economic life of services
• Selecting, adapting and tuning the best IT service strategies
Service Strategies – Covers Practical decision making
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IT ManagersIT ManagersConsultantsConsultantsPractitionersPractitionersOutsourcersOutsourcersVendorsVendors
Policies, architecture, portfolios, service models
Effective technology, process and measurement design
Outsource, shared services, co-source models? How to decide & how to do it
The service package of utility, warranty, capability, metrics tree
Triggers for re-design
Service Design – A Pragmatic service blueprint
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IT ManagersIT ManagersConsultantsConsultantsPractitionersPractitionersOutsourcersOutsourcersVendorsVendors
• Newly designed change, release & configuration processes
• Risk and quality assurance of design
• Managing organization & cultural change during transition
• Service management knowledge system
• Integrating projects into transition
• Creating & selecting transition models
Service Transition – Managing change, risk & QA
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Service Operation – Having Responsive, stable services
• Robust end-to-end operations practices
• Redesigned, incident and problem processes
• New functions and processes
• Event, technology and request management
• Supporting strategy, design, transition and improvement
• SOA, virtualization, adaptive, agile service operation models
IT ManagersIT ManagersConsultantsConsultantsPractitionersPractitionersOutsourcersOutsourcersVendorsVendors
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IT ManagersIT ManagersConsultantsConsultantsPractitionersPractitionersOutsourcersOutsourcersVendorsVendors
Continual Service Improvement - Measures & improvements that work
• The business case for ROI
• Getting past just talking about it
• Overall health of ITSM
• Portfolio alignment in real-time with business needs
• Growth and maturity of SM practice
• How to measure, interpret and execute results
ITIL LifeCycle Management and Business alignment
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Business Outcomes
APPLICATIONS OPERATIONSSTRATEGY
Business Technology OptimizationOptimize the business outcome of IT
ITIL Bridges the gaps between functional IT silos to deliver positive business outcomes
ITIL Bridges the gap between IT and the Lines of Businessto deliver positive business outcomes
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Business Outcomes
APPLICATIONSSTRATEGY
SAP, Oracle, SOA, J2EE, .Net
ITIL Optimizes functional IT initiatives
Project & PortfolioManagement Center
Demand & PortfolioManagement
SOA Center
SOA Transformation
Quality Center
Quality Assurance
Performance Center
Performance Validation
CIO Office
CTO Office
OPERATIONS
Business Availability Center
Business Service Management
Network MgmtCenter
Operations Center
Service Driven Operations
Change & Configuration Center
Service Management Center
ITSM
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APPLICATIONS OPERATIONSSTRATEGY
Business Outcomes
lifecycle approach to BTOOptimize IT efficiency and business value
Business &IT Services
BusinessNeeds
Automate end-to-end processesShare information and tools
Make right spending decisions
Deliver on time
Meet business SLAs
LIFECYCLE APPROACH
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APPLICATIONS OPERATIONSSTRATEGY
Business Outcomes
Business &IT Services
BusinessNeeds
Make right spending decisions
Deliver on time
Meet business SLAs
ITIL Processes, ITIL Lifecycle and BTO tied together
SERVICE LIFECYCLE
CHANGE & CONFIGURATION LIFECYCLE
PERFORMANCE & AVAILABILITY LIFECYCLE
Automate end-to-end processesShare information and tools
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Lifecycle approach: IT and business service challenges
Business Challenges
• Lines of business don’t “speak IT,” so they have a hard time to fully describe their service requirements
• Transparency into IT service costs and value is clouded by complexity
IT Challenges
• Lack of business perspective causes imbalance in resource allocation
• Poor linkage between planning and delivery can cause unintended quality issues
• Without a true service lifecycle perspective, siloed IT operations react to events rather than business-driven SLAs
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Introducing the service lifecycle
Plan service deliverables in the context of resources, value, and time-to-market
Deliver services that meet business requirements
Operate services to meet business SLAs as well as cost and value measures
Plan
Deliver
Operate
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service lifecycle
Asset Management
Procurement
Service request management
Quality Assessment
BUSINESS
PLAN DELIVER OPERATE
Portfolio Mgnt
Business Service Management
Program Mgnt
Consolidated service desk
Consolidated Event and Perf.
Serv
ice D
ep
en
den
cy
Map
pin
g
Con
fig
ure
& P
rovis
ion
BUSINESS
PLAN DELIVER OPERATE
Service Driven Operations
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Service lifecycleFunctional initiatives and Center mapping
Decision SupportService Portfolio Management
IT Financial Management
Desired State Management
IT service management
Business Service Management
B-SLM
Request
Incident Problem
Change
Asset Management
Inventory
Contracts Finance Chargebac
k
SLM
Vendor mgntCost mgnt
Procurement
Service request management
IT Services/UserApplications
Testing
Quality Mgnt
Validation
Strategic Projects
Con
fig
ure
Release
Consolidated Operations
Server Storage Network
Portfolio Mgnt
Prioritize
Allo
cate
re
sou
rces
CapitalPeople
Infrastructure
Service definition
Analytics
Program MgntProject
Time
Resource
Pro
vis
ion
Serv
ice D
ep
en
den
cy
Map
pin
g
BusinessAvailability
Center
Service Driven Operations
BSM
IT Service Management
QualityCenter
Project and Portfolio
Management Center
ServiceManagement
Center
IT Service Management
Change & Config Center
Quality AssuranceDemand &
Project Mgnt
NetworkManagement
Center
OperationsCenter
ServiceManagement
Center
BUSINESS
PLAN DELIVER OPERATE
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Desired State Management
Underpinned by ITIL v3
IT service management
Business Service Management
B-SLM
Request
Incident Problem
Change
Asset Management
Inventory
Contracts Finance Chargebac
k
SLM
Portfolio Mgnt
Prioritize
Allo
cate
re
sou
rces
CapitalPeople
Infrastructure
Vendor mgntCost mgnt
Procurement
Service request management
IT Services/UserApplications
Testing
Quality management
Validation
Strategic Projects
Fulfillment
Service Configuration
Release
Consolidated Operations
Server Storage Network
Service definition
Analytics
ITIL v3
Service Design Service Transition Service Operations
Continual Service Improvement
BUSINESS
PLAN DELIVER OPERATE
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IT Infrastructure Library (ITIL)IT Infrastructure Library (ITIL)
ITIL IT Infrastructure Library
OGC http://www.ogc.gov.uk/ogc/isite.nsf/default.html
Office of Government Commerce ITSMF http://www.itsmf.org
IT Service Management Forum Benefits
independent (of systems and/or platforms) flexible (also applicable outside IT) applicable worldwide applicable in companies, institutions, government procedures are ISO compliant
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ITIL CertificationITIL Certification
ITIL FoundationITIL Foundation
ITIL PractitionerITIL Practitioner
ITIL Service ManagerITIL Service Manager
Practitioner Certificate in IT Service Management
Manager’s Certificate in IT Service Management
Foundation Certificate in IT Service Management and/or
EXIN http://www.exin-exams.com
European Examination Institute for Information Science
ISEB http://www.bcs.org.uk/iseb/ism2.htm
The IInformation SSystems EExamination BBoard
Testing at Prometric (www.prometric.com)
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ITIL TrendAdoption rate increasing Globally
Vendors are being pressured by the market to demonstrate deployment of industry-accepted best-practice process models (such as ITIL, as it is currently the most widely known set of public best-practice process models)
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ITIL Worldwide (1)
ABN-AMRO BankAetna Life InsuranceAT&T SolutionsAustralia PostAXA Insurance GroupBank of CanadaBank of Montreal (Cebra, Harris Bank)Barclays BankBass BreweriesBritish AirwaysBritish TelecomCable & WirelessCanadian Fed. & Prov. GovernmentsCapital One ServicesCGICIBC
Computer Sciences CorporationConsumers GasDLJ PershingDutch Land Registry OfficeDutch RailwaysEDSExxonFederal ExpressGE CapitalGeneral AccidentGreat West LifeGuinness/UDVHewlett PackardHong Kong & Shanghai BankIBM/ISMING Bank
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ITIL Worldwide (2)
J.D. Edwards & CompanyKPMGLegal & General InsuranceLucent TechnologiesMackenzie Financial Corp.Manulife FinancialMenominee Indian Tribe of WisconsinMerrill LynchMicrosoft Corp.Mutual Life Assurance CompanyNational Westminster BankNesbitt BurnsNetwork AssociatesOntario HydroOraclePerot Systems
UK Post OfficePeregrine SystemsProcter & GambleRemedy Corp.Royal Bank of ScotlandRoyal MailScottish ProvidentShellGlaxoSmithKlineStandard Life AssuranceThe Equitable Insurance CompanyToronto Dominion BankUnion GasVirginia PowerVodafoneZurich Insurance
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Who uses ITIL?
• PUBLIC SECTOR - Central & Local Government, Health & Police Authorities
• PRIVATE SECTOR - Banking, Insurance, Telecomm, Utilities, Retail, Transport, Leisure
• VENDORS - Product suppliers, Consultancies, Trainers, Legal, Recruitment, Outsourcing
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Implementation Challenges
Process DesignWhat You Don't See is Critical
Values &Beliefs
InformationArchitecture& SystemsOrganizational
Structures
ChangeReadiness Leadership
RetrainingReward &MeasurementSystems
New ITSM
Processes
Job Definitions
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Portrait of a Service Manager
visionvisionvisionvision
presentationpresentationskillsskills
presentationpresentationskillsskills
ITIL ITIL knowledgeknowledge
ITIL ITIL knowledgeknowledge
resistanceresistance
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ITIL & the Organisation
CIO
Operations Development Customer Relationship
Service Desk
Desktop Support
Network Support
Server Support
Fin. Apps
HR Apps
Log Apps
Account Mgt.
Vendor Mgt.
Bus. Analysts
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Success for ITIL in Major Organisations Establish a sense of urgency Create the guiding coalition Develop a Vision and Strategy Communicate the Change Vision Empower employees for broad-based action Generate short-term wins Consolidate gains and produce more change Anchor new approaches in the culture
Source: Kotter
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Where’s the proof that ITIL works?
Many testimonials available It’s common sense! Absence of published empirical
data
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Repeatable, documented processes are essential to improving IT service
delivery and management. The ITIL framework provides an
effective foundation for quality IT service management.
Bottom Line: