Download - ITIL V3 differences from V2
© 2006 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
ITIL V3differencesfrom V2Stuart Rance FISM, CISSP
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Agenda• Overall differences• Brief summary of changes in each book−Service Strategy−Service Design−Service Transition−Service Operation−Continual Service Improvement
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ITIL v2
ServiceServiceSupportSupport
ServiceServiceDeliveryDelivery
TThhee
BBuussiinneessss
Business Business PerspectivePerspective
TThhee
TTeecchhnnoollooggyy
ICTICTInfrastructureInfrastructureManagementManagement
ApplicationApplicationManagementManagement
SecuritySecurityManagementManagement
Planning to implement Service ManagementPlanning to implement Service Management
Software AssetSoftware AssetManagementManagement
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Process Orientated Working
Incident Management
Change Management
Service Level Management
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The Problem with Processes• Processes help organize work better• They are aligned to activity and output−not necessarily to value
• You have to know what you want to achieve, orassume 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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What’s different about v3?• Centered on business value−Seeing IT as a Strategic Business Unit−Creating a way to integrate IT Processes, People and
Tools with the Business Strategy and desiredOutcomes
• Structured according to the IT Service lifecycle− v2 was structured by processes
• Increased scope
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What is NOT changing?• Key concepts are preserved−No radical changes to v2 service support and service
delivery processes
• Core books provide generic guidance and remainnon-prescriptive−Adopt and adapt
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What is a ‘Service’?• A means of delivering value to customers by
facilitating outcomes customers want to achievewithout the ownership of specific costs and risks
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Continual ServiceImprovement
ITIL V3
ITIL
ServiceServiceStrategy
ServiceOperation
ServiceDesign
ServiceDesign
ServiceTransition
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• How to think and act in astrategic manner
• How to transform ServiceManagement into astrategic asset
• Clarifies relationshipsbetween services,systems, processes andthe business models,strategies or objectivesthey support
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Creating value
BusinessOutcomes
Services
ServiceManagement
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Assets, Resources and Capabilities
Any resource or capability. Assets of a Service Providerinclude anything that could contribute to the delivery of aService
Asset
The ability of an organization, person, process,application, configuration item or IT Service to carry outan activity
Capability
A generic term that includes infrastructure, people,money or anything else that might help to deliver aService
Resource
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Utility and Warranty• Utility and Warranty work together to create value
“fit for use”“fit for purpose”
Capacity, performance, availability…Features, inputs, outputs…
Non Functional RequirementsFunctional Requirements
How well does the service do it?What does the service do?
WarrantyUtility
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Service Provider• An organization supplying services to one or
more internal customers or external customers
• External• Provide services to many customers
Type 3
• Shared• Provide services to multiple business units
Type 2
• Internal• Embedded in the business unit it serves
Type 1
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Service Portfolio
Service Portfolio
Service Pipeline
Service Catalogue
Retired Services
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Service Strategy – Processes
• Strategy Generation−Define the market−Develop the offerings−Develop strategic assets−Prepare for execution
• Financial management−Understand the value of IT Services and assets−Provide support for forecasting and decision making−Return on Investment
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Service Strategy – Processes
• Service Portfolio Management−Provide direction to Service Design so they can
manage and fully exploit the services into the future
• Demand Management−Understand and influence Customer demand for
services and provision of capacity to meet thesedemands
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• Design everythingneeded to realize thestrategy
• Aimed at developmentAND operations
• Includes many of theV2 Service DeliveryProcesses
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Service Design - Aspects• Service solutions• Management systems and tools• Technical and management architectures• Service management processes• Measurement systems and metrics
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Service Design Key Concepts• Service Design Package−Defines the service through all stages of its lifecycle−Passed to Service Transition for implementation
• Four P’sPeople
Processes Products/Technology
Partners/Suppliers
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SD – New Processes• Service Catalogue Management− Overall management of the service catalogue− Single source of information on all agreed services− Ensure it is available to those approved to access it
• Supplier Management− Manage supplier relationships and performance− Negotiate and agree contracts− Manage contracts throughout lifecycle− Maintain a supplier policy and a supporting Supplier and Contract
Database (SCD)
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SD – updated processes• Information Security Management− V2 process was a separate book, otherwise very similar
• Service Level Management− No longer responsible for service catalogue
• Availability Management− MTRS as well as MTTR− Availability Management Information System (AMIS)
• Capacity Management− Component Capacity Management (not Resource)− Capacity Management Information System (CMIS)
• IT Service Continuity Management− Linkages to Management of Risk (MoR)− Fast recovery option
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• Implement ServiceDesign Packagesthrough testing to live
• Transition services toand from otherorganizations
• Organizational change• Decommission or
terminate services
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Configuration Management System
DML1
CMDB1
CMDB2
DML2
Data andInformation
Integrated CMDBInformationIntegrationLayer
Knowledge Processing Layer
Presentation Layer
Change & Release View Asset Mgmt View Service Desk View …
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Service Knowledge Management System(SKMS)
Unstructured
CMDB1 DML Enterpriseapplications
Structured
ServicePortfolioData and
Information
Service Knowledge Management Base InformationIntegrationLayer
Knowledge Processing Layer
Presentation Layer
Governance View Services View Dashboard View …
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New ST Processes• Transition Planning and Support− Overall management of Service Transition
• Knowledge Management− Ensure the right information is delivered to the right place or
person at the right time in the right format• Service Testing and Validation− Assure that a new or changed service will be fit for purpose and fit
for use.• Evaluation− Considers whether the performance of something is acceptable,
value for money etc. – and whether it will be proceeded with,accepted into use, paid for, etc.
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Change and Configuration• Change Management− Added Strategic / Tactical / Operational changes− Added Change Proposals− Some name changes
• CAB/EC ECAB• Forward Schedule of Change Change Schedule• Projected Service Availability Projected Service Outage
• Configuration Management− New Configuration Management System− Asset Management added to make SACM process
• Service Asset and Configuration Management
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Release• Release and Deployment Management−Similar to V2 release management−Testing and Validation moved to a separate process−Removed terms like full / delta / partial−Added Release Package−Added Release and Deployment Models−Added a number of roles
• e.g. Package and Build Manager
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• Coordinate and carry-outday-to-day activities
• Deliver and manageservices at agreed levels
• Manage technology andapplications
• Execute and measure allplans, designs andoptimizations
• Where value is actuallydelivered to the business
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New SO Processes
• Event Management−Management of warnings and normal events as well as
events leading to incidents
• Request Fulfilment−Requests from users for information or advice, or for a
Standard Change
• Access Management−Granting access to services and infrastructure to
authorised users only
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Changed SO Processes
• Incident Management−Removed Event, Access and Request−Added Incident Models
• Problem Management−Proactive problem management is part of CSI−Removed error control−Can raise a known error at any time−Added Problem Models
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Service Operation Functions
Service Desk IT OperationsManagement
Operations Control
Facilities Management
Application Management
TechnicalManagement
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• Measurement andimprovement
• Continually looking forways to improve−processes and services−efficiency, effectiveness,
and cost effectiveness
• Improve each stage inthe lifecycle
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Overall CSI ApproachThe CSI Model
What is the vision?Business Vision,
mission, goals and objectives
Where are we now ? Baseline Assessments
How do we get there? Service and Process Improvement
Did we get there? Measurements and Metrics
How do we keep the momentum going?
Where do we want to be?
Measurable Targets
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Measurement and Improvement• You cannot manage what you cannot control• You cannot control what you cannot measure• You cannot measure what you cannot define
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Measurement and Improvement• You cannot manage what you cannot control• You cannot control what you cannot measure• You cannot measure what you cannot define
• Services and processes need to be implementedwith…−Clearly defined goals and objectives−Clearly defined measurements
• Now we can monitor, measure, and improve−Not just discrete projects, but as a way of life
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Types of Metric
Component and application based metricssuch as utilisation, performance, availability
TechnologyMetrics
CSFs, KPIs and activity metrics for the servicemanagement processes
ProcessMetrics
The results of the end-to-end serviceServiceMetrics
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Identify• Vision, & Strategy• Tactical Goals• Operational Goals
1. Define what youshould measure
2. Define what youcan measure
3. Gather the data
Who? How? When?
Integrity of data?
4. Process the dataFrequency? Format?System? Accuracy?
5. Analyze the dataRelations? Trends?
According to plan?Targets met?Corrective action?
6. Present and usethe information
assessment summaryaction plans, etc.
7. Implementcorrective action
Goals
The 7-Step Improvement Process
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Identify• Vision, & Strategy• Tactical Goals• Operational Goals
1. Define what youshould measure
2. Define what youcan measure
3. Gather the data
Who? How? When?
Integrity of data?
4. Process the dataFrequency? Format?System? Accuracy?
5. Analyze the dataRelations? Trends?
According to plan?Targets met?Corrective action?
6. Present and usethe information
assessment summaryaction plans, etc.
7. Implementcorrective action
Goals
The 7-Step Improvement Process
Data
Information
Knowledge
Wisdom
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CSI Processes• The 7-Step Improvement Process• Service Reporting−The right content for the right audience−Focused on the future as well as the past−This is what happened; this is what we did; this is why it
won’t happen again; this is how we will improve
• Service Measurement−Service Measurement Framework−Underpins scorecards and reports−Underpins improvement
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Continual ServiceImprovement
Questions
ITIL
ServiceServiceStrategy
ServiceOperation
ServiceDesign
ServiceDesign
ServiceTransition