itil practitioner change management
DESCRIPTION
TRANSCRIPT
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Course 1964C:ITIL Practitioner
Change Management
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Introduction Introduction
NameCompany affiliationTitle/functionJob responsibilityIT operations experienceITIL / Service Management experienceExpectations for the course
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Course OverviewCourse Overview
Module 7: Interfaces and Dependencies
Module 4: RFC AuthorizationModule 5: Building, Testing and Implementation
Module 6: Monitor and Report on Change Management
Module 3: Prioritization and AssessmentModule 2: PlanningModule 1: ITIL Introduction
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Course ObjectivesCourse Objectives
1. Review the key concepts of IT Service Management, ITIL, and the different service management processes
2. Understand Change Management in-depth and be able to:Plan for the implementation of Change ManagementPrioritize and assess the impact, cost, benefit and risk of proposed changesOrganize the Request for Change (RFC) authorization processPrepare for and manage the Change Advisory Board (CAB) meetingsManage changes through their lifecycleProduce and manage the Forward Schedule of Change (FSC)Define and agree change models and standard changesOversee building, testing and implementation of authorized changesCo-ordinate the back-out of failed changesBe aware of the support tools and techniques availablePrepare Change Management reportsUnderstand the interdependencies between Change Management and other IT and Service Management processes
3. Prepare participant to take the ITIL Practitioner for Change Management Certification Exam
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HousekeepingHousekeeping
Student MaterialsName cardsStudent workbookJob aidsCourse evaluation
PrerequisitesNone
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Housekeeping (continued)Housekeeping (continued)
LogisticsSign-inParkingBuilding accessClass hoursFoodPhonesRestroomsRecyclingSmoking
Ground RulesHave fun learningGood vibrationsGround coverParking lotThink and act
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Module 1:ITIL Introduction
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Module OverviewModule Overview
IT Service Management Key ConceptsITIL Key ConceptsITIL Processes Overview
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IT Service Management Key Concepts
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DefinitionsDefinitions
Services‘The deliverables of the IT services organization as perceived bythe Customers; the services do not consist merely of making computer resources available for Customers to use’
Service Management‘Management of Services to meet the Customer’s requirement’
Source: Planning to Implement Service Management
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IT Service Management ObjectivesIT Service Management Objectives
Align IT services with current and future business and Customer needsPartner with the business to create new business opportunitiesReduce long-term cost of services, driving down Total Cost of Ownership (TCO) Improve quality of IT servicesDeliver current services consistently
Source: Planning to Implement Service Management
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Organizing Around ServicesOrganizing Around Services
TechnologyTechnology ServiceService BusinessBusiness• Production computing• Technology optimization • Mass market• Technology-out• Quality = Technical• Thinking is internal,
analytical, “down and in”; focus is on inherent parts
• End User Computing• Customer experience• Customer 1:1• Customer-in• Quality = Customer
Thinking is external, synthetic, “up and out”
• Focus is on the client interactions
• Service Management• Service experience• Richness & Reach• Service-in & out• Quality = Service• Thinking balances
analysis and synthesis• Focus is on the service
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Business AlignmentBusiness Alignment
SLAsOLAsUCSSystems
ApplicationsDatabasesNetworksSM Tools
Services
Business NeedCustomer Sat
Service
ServiceLevel
Agreement
Service MgmtProcesses
CustomerBusiness Unit
Internal/ExternalService Providers
ProfitValue
Service LevelManager
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ComponentsComponents
Implementing, managing, supporting, and continuously improving service management processesAligning People, Process, and Technology
Infrastructure(Tools)
Service Support & Service Delivery
Culture, Attitude, Beliefs, Skills
StrategySteeringDirection
Integration
People
Processes Technology
Three-legged stool
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Components Components -- PeoplePeople
Cultural changesAttitude, behaviours, valuesKnowledge and skills
Service and Customer focusTeams, interactions and relationshipsEducation and trainingOrganisation structure
Infrastructure(Tools)
Service Support & Service Delivery
Culture, Attitude, Beliefs, Skills
StrategySteeringDirection
Integration
People
Processes Technology
Three-legged stool
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Components Components -- ProcessProcess
Systematic approachResults drivenEnd to end servicesAcross the organizationOwnership and responsibilityMeasuredContinuous improvementBe practical Infrastructure
(Tools)Service Support & Service Delivery
Culture, Attitude, Beliefs, Skills
StrategySteeringDirection
Integration
People
Processes Technology
Three-legged stool
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Components Components -- TechnologyTechnology
Automate where possibleIntegrate and interfaceManagement Information
Infrastructure(Tools)
Service Support & Service Delivery
Culture, Attitude, Beliefs, Skills
StrategySteeringDirection
Integration
People
Processes Technology
Three-legged stool
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Costs Costs
Required hardware and software toolsProject managementStaff costs - recruitment, training, consultancyAccommodation - working environment and facilitiesOngoing:
Maintenance and upgrades to hardware and software tools Staff costs - salaries, further training and ad-hoc consultancyAccommodation costs - leasing, rental, energyCentral co-ordination and reporting of capacity info
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BenefitsBenefits
Services focused on business needContinuous improvement in service qualityConsistent terminologyGreater productivityRe-allocation of resources to make best use of available skillsImprove recruitment and retentionBetter information flowsStaff have appropriate standards and guidanceCompliance to procedures can be audited
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Common Problem AreasCommon Problem Areas
Lack of attention to the 'Process enablers‘Management commitment during the entire 'plan-do-check-act' cycle is lackingAll aspects of the Service Management framework are not addressed properlyLack of staff commitment and understanding, or training Implementing staff not given sufficient authority to make the required decisions Loss of the person driving the Service Management implementation Loss of impetus after the initial hype Lack of initial funding and lack of quantifiable long term Cost benefits