ITIL V3 Over View ITIL V3 Over View ITIL V3 Over View ITIL V3 Over View
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ITIL V3 Over ViewITIL V3 Over ViewITIL V3 Over ViewITIL V3 Over View
ITIL V3 StructureITIL V3 Structure
Service Strategy
Service Design
Service Transition
ITIL V3 Overview
Process orientationTerminologyInputs and outputsActivitiesProcess flow / diagram
Service Strategy
Service Design
2
Service Operation
CSI
ITIL V3 Overview
Process flow / diagramProcess RolesChallenges KPIs
Model (ITILModel (ITIL--V2)V2)
IT CustomerRelationshipManagement
Release Management
Change Management
Configuration ManagementIncident Management
Problem Management
Service Support
3
Capacity Management
Financial Managementfor IT Services
Security Management
IT ServiceContinuity Management
Service Level Management
Availability Management
Service Delivery
Service Desk
Product Product vsvs ServiceService
� What is a service?
� A service should have
◦ Expectations, Interaction, Utility, Warranty, Problem addressing mechanism & Pricingaddressing mechanism & Pricing
4
Service and Service ManagementService and Service Management
� Service is: a means of delivering value to customer by facilitating outcomes customers want to achieve without the ownership of specific costs and risks
� Service management is:set of specialized organizational capabilities for providing value to customers in the form of services
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Customer SatisfactionCustomer Satisfaction
� It is difference between perceived qualityand expected quality
The difference between perceived quality and expected quality determines customer satisfaction
� For a product:� For a product:
◦ the Satisfaction comes after usage
� For a service:
◦ Satisfaction happens while it is being consumed
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Four Ps of Service ManagementFour Ps of Service Management
ProcessPeople
Increase competence by
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Products
Partners
Role of IT GovernanceRole of IT Governance
ENTERPRISE GOVERNANCE
Corporate Governancei.e. Conformance
Business Governancei.e. Performance
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AccountabilityAssurance
Value CreationResource Utilization
IT Governance is an integral part of enterprise governance(By providing transparency & accountability )
Quality: Deming's Circle (Shewhart Cycle)Quality: Deming's Circle (Shewhart Cycle)
DOPLAN
Maturity
CHECKACT
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Time Scale
Maturity
Consolidation level 1
Continuous Step by step improvement
Consolidation level 2
IT Service LifecycleIT Service Lifecycle
� We need to look towards IT operations from a service perspective (preparing, delivering, retiring)
� For business satisfaction, business needs must be addressed by appropriate corresponding services
� For user satisfaction, their ability to complete their work more effectively and efficiently must be enhancedmore effectively and efficiently must be enhanced
� Service is remembered not by products but by the quality of interaction
For these requirements, a process based approach under a lifecycle
model will prove to be effective
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What are Good Practices…What are Good Practices…
Good practices: Practices that are widely used in industry by companies getting good results
Reasons to adopt good practice:◦ Dynamic environments◦ Performance pressure◦ Performance pressure
Benefits: They help organizations benchmark themselves against peers in the same and global markets to close gaps in capabilities
Sources: Public frameworks, standards, proprietary knowledge of individuals and organizations, community practices, etc.
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Sourcing Good PracticesSourcing Good PracticesEmployees
Customers
Suppliers
Advisors
Technologies
Standards
Industry practices
Academic research
Training & education
Internal experience
Sources (Generate)
Enablers (Aggregate)
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Competition
Compliance
Commitments
Substitutes
Regulators
Customers
Drivers (Filter)
Scenarios (Filter)
Knowledge fit for business objectives, context, and purpose
Processes, Roles & FunctionsProcesses, Roles & Functions
Processes:� A process is a set of coordinated activities ◦ combining and implementing resources and capabilities ◦ in order to produce an outcome◦ which, directly or indirectly, creates value ◦ for an external customer or stakeholder
Roles:Roles:� A set of responsibilities ◦ defined in a process ◦ and assigned to a person or team
One person or team may have multiple roles
Functions:� Functions are units of organizations ◦ specialized to perform certain types of work◦ and be responsible for specific outcomes
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Process ModelProcess ModelProcess Control
Triggers
Process
Process Owner
Process Documentation
Process Policy
Process Objectives
Process Feedback
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ProcessInputs
Process ActivitiesProcess Metric
Process Procedures
Process Work Instructions
Process Enablers
Process Outputs
Including process reports and reviews
Process Roles
Process Improvements
Process ResourcesProcess
Capabilities
Characteristics of ProcessesCharacteristics of Processes
1. They are measurable
2. They have specific results2. They have specific results
3. Processes have customers
4. They respond to specific events
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RACI ModelRACI Model
Responsible (the “doer”) � The individual (s) who actually completes the task
Accountable (the “Manager”)
◦ The individual who is ultimately responsible
◦ Only 1 person can be accountable for each task
◦ yes or no authority and veto power
Consulted ( the “gyannis”)Consulted ( the “gyannis”)
◦ The individual (s) to be consulted prior to a final decision or action
◦ involvement through input of knowledge and information
Informed ( the “keep in loop” types)
◦ who needs to be informed after a decision or action is taken.
◦ This incorporates one-way ‘ communication
◦ receiving information about process execution and quality
RACI model ensures adequate spread of responsibilities
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Changing Trends in Changing Trends in Business & Importance Business & Importance of Service Managementof Service Management� Organizations wish to use resources without owning them
� Self service channels expose business functions(web-sites, kiosks, etc)
� Physical capacity is not a quality constraint
New Services are composed from existing services available � New Services are composed from existing services available in public space
� Service oriented architectures reduce business complexity
� Information itself is a basis for value, not merely a supporting element
� IT capabilities and resources � basis for creating value
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ITIL V3 CoreITIL V3 Core
Continual Service
Improvement
Service Transition
Governance Methods
ISO / IEC20000
SOX
Certified
CMMI
TOGAF
eTOM
6 Sigma
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ServiceStrategy
Service Design
Service operation
Templates
Qualifications
CertifiedTraining
ISO/IEC17799
ISO/IEC19770
PMBOK
PRINCE 2
SOA
CobiT
M_o_R
Focal points in each phaseFocal points in each phase
Serv
ice P
ort
folio
Serv
ice C
ata
logue
ServiceStrategy
ServiceDesign
StrategiesPolicies
ConstraintsRequirements
SolutionDesigns
ArchitecturesStandards
SDP s
Requirements The Business / Customers
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Serv
ice P
ort
folio
Serv
ice C
ata
logue
ServiceTransition
Service Operation
TransitionPlans
Testedsolutions
SKMS
Improvementactions and plans
OperationalPlans
Continual ServiceImprovement
OperationalServices
Service StrategyService Strategy
The achievement of strategic goals orobjectives requires the use of strategicassets. The guidance shows how totransform service management into atransform service management into astrategic asset.
What is ‘Strategic’?What is ‘Strategic’?
� Strategic perspective needs to understand how services provide differentiated value
� Being lowest-cost provider is not sufficient unless the provider can give strategic advantage
� Strategic assets provide:Strategic assets provide:◦ Basis for core competence
◦ Distinctive performance
◦ Durable advantage, and
◦ Qualifications to participate in business opportunities
� Means to become “not optional”◦ Differentiating your offering (what, form, terms, etc.) to outperform the ‘alternatives’ available to the customer
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Utility and WarrantyUtility and Warranty
UTILITY
T/F
T/F
Fit for purpose?
Fit for use?
OR
Performance
supported?
Constraints removed?
Available enough?
Value-createdAND
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WARRANTY
T/F
T/FFit for use?
AND
Available enough?
Capacity enough?
Continuous enough?
Secure enough?
T: TrueF: False
Resources and CapabilitiesResources and Capabilities
A1
A2
A9
A8
Capabilities Resources
Management
Organization
Financial capital
InfrastructureA2
A3
A4
A5
A8
A7
A6
Organization
Processes
Knowledge
People
Infrastructure
Applications
Information
People
Gartner Group Maturity ModelGartner Group Maturity Model
Service
Value
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Fire Fighting
Proactive
Reactive
Economic Value of Using ServiceEconomic Value of Using ServiceNegativedifference
Positivedifference
Netdifference
+
–
Gains from utilizing the service
Losses from utilizing the service
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Based on DIY strategy or existing arrangements
Reference Value
Economic value of service
Service Portfolio ManagementService Portfolio ManagementService Portfolio
Service CatalogueService Pipeline
Continual Service Improvement
Marketspaces
Service designs
Third-party catalogue
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Service concepts
Customers
Service transition Service
operation
Retired services
Resources engaged
Return on assets earned from Service
operation
Resources released
Common pool of resources
Area of circle is proportional to resources currently engaged in the lifecycle phase (Service Portfolio and Financial Management)
Service DesignService Design
It guides on designing IT services, alongwith the governing IT practices, processesand policies, to realize the strategy andfacilitate the introduction of services intofacilitate the introduction of services intothe live environment ensuring qualityservice delivery, customer satisfaction andcost-effective service provision.
Service Design Service Design -- DefinitionDefinition
The design of appropriate and innovative IT Services, including their achitecture, processes, policies and documentation, to meet current and future agreed business meet current and future agreed business requirements
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Service RequirementsService RequirementsService RequirementsService Requirements
Business requirementsBusiness requirements
Business requirementsBusiness requirements
Business requirementsBusiness requirements
Business requirementsBusiness requirements
Pilot or warranty period
Pilot or warranty period
Live operationLive
operation
Design and developmentDesign and development
Project (Project Team)Project (Project Team)
SACSAC SACSAC SACSAC SACSAC SACSAC SACSAC
Document & agree businessrequirements(Strategy & Design)
Document & agree businessrequirements(Strategy & Design)
Design service solution (Design)
Design service solution (Design)
Develop service solution (Design)
Develop service solution (Design)
Build service solution (Transition)
Build service solution (Transition)
Test service solution (Transition)
Test service solution (Transition)
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SLRSLR SLApilotSLApilot
SLRSLRSLRSLRSLRSLRSLRSLR SLASLA
LiLivveeSLMSLM
AApppprroovveded fforor
buildbuild
SDPSDP
(Strategy & Design)(Strategy & Design) (Design)(Design) (Design)(Design)
StrategyStrategy
DesignDesign
TransitionTransition
Transition & Operation involvementTransition & Operation involvement
Change Management:Change Management:RFC releasedRFC released
Approved for designApproved for design
Approved for testApproved for test
Approved for developmentApproved for development
Approved for warrantyApproved for warranty
Approved for live releaseApproved for live release
Review & closureReview & closure
Build, Test, Release and Deployment ManagementBuild, Test, Release and Deployment Management
OperationOperation
ImprovementImprovement
SLM SLM -- ProcessProcess
GFDCBService A
The business
3
2Business
Process 1
6
5Business
Process 4
Business Unit A Business Unit B
SLA(s)
SLM
SLA(s)SLR(s)
Determine,
document & agree
requirements for new
Monitor service
performance against
SLA & produce
Conduct service
review & instigate
improvements within
Document
standards &
templates
Assist with the
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Contracts
requirements for new
services SLRs &
make SLAs
SLA & produce
service reports
improvements withinan overall SIP
Assist with the
Service Catalogue
& maintain document
templates
Develop contacts
& relationships,
record & manage
complaints &
compliments
Collate, measure
& improve
customer
satisfaction
Review & revise
SLAs, service
scope & underpinning
agreements
Service
Catalogue
Service
Reports
OLAs
Support teams Supplier Management Suppliers
Service TransitionService TransitionTransitioning services into operation without disturbing existing Transitioning services into operation without disturbing existing servicesservices
Guidance for the development of capabilitiesfor transitioning new and changed servicesinto operations, ensuring the requirements ofinto operations, ensuring the requirements ofService Strategy, encoded in Service Design,are effectively realized in Service Operationswhile controlling the risks of failure anddisruption.
ChM ChM –– ObjectivesObjectives
� To ensure that changes are recorded and
then evaluated, authorized, prioritized,
planned, tested, implemented,
documented and reviewed in a controlled documented and reviewed in a controlled
manner.
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Scope of Change ManagementScope of Change ManagementSupplierBusiness Service Provider
Manage the business
Strategic change
Manage the
Manage the suppliers’ business
Manage external
Manage IT services
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Tactical change
Operational change
Manage the business processes
Manage the business operations
Service change
Manage external services
External operations
Service portfolio
Service Operation
ChMChM –– Process for Normal ChangeProcess for Normal ChangeCreate RFC
Change proposal (optional)
Record the RFC
Review RFC
Assess and evaluate change
Initiatorrequested
Change Management Ready for evaluation
Ready for decision
Update ch
ange an
d co
nfigu
ration informatio
n in CMS
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scheduled
closed
*I t
Authorize Change proposal
Authorize Change
Plan updates
Co-ordinate change implementation*
Change authority
Change Management
Change Management
Evaluation report
implemented
Review and close change record
Work orders
Work orders
authorized
Ready for decision
Update ch
ange an
d co
nfigu
ration informatio
n in CMS
ELS ELS –– Early Life SupportEarly Life SupportStart
Operate Service
Collect service performance data
Plan and manage improvements/risk mitigation/change
Report service performance achieved
Incident and Problem Management
Change and Configuration Management
Service Level Management
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End
SKMS/CMS
Yes
No
Compare progress against ELS plan
Verify service stability
Exit criteria met?
Identify quick wins/improvements/risk mitigation/changes
CMS CMS –– Configuration Mgmt SystemConfiguration Mgmt SystemPresentation
LayerPortal
Change and Release View Schedules/plansChange RequestStatus Change
Advisory Board agenda and minutes
Asset Management ViewFinancial Asset
Asset Status ReportsAsset Statements and BillsLicence ManagementAsset Performance
Configuration Lifecycle View
Project configurations
Service, Strategy, Design, Transition,
Operations configuration baselines and changes
Technical Configuration ViewService Applications
Application Environment
Test Environment Infrastructure
Quality Management View
Asset and Configuration Management
Policies, Processes, Procedures, forms, templates, checklists
Service Desk ViewUser assets
User configuration,Changes, Releases, Asset and Configuration item and related incidents, problems, workarounds
changes
Knowledge Processing Layer
Search, Browse, Store, Retrieve, Update, Publish, Subscribe, Collaborate
Query and Analysis ReportingPerformance Management
Forecasting, Planning, Budgeting ModellingMonitoring Scorecards, Dashboards Alerting
Customer/ User – Service – Application – Infrastructure mapping
W
K
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Structured
CMDBs
CMDB1
CMDB2
CMDB3
Information Integration Layer
Data and Information Sources and Tools
Service Portfolio Service
Package
Service Release
Service Change
Integrated Asset and Configuration Information
Common Process Data and Information
Schema Mapping
Meta Data Management
Data Reconciliation
Extract, Transform,
Load
Data Synchronization
Mining
Project Document Filestore
Project Software
Definitive Media Library
Definitive Document Library
Definitive Media Library1
Definitive Media Library2
Data Integration
Discovery, Asset
Management and audit tools
Software Configuration Management
Platform Configuration Tools e.g. Storage Database Middleware Network
Mainframe Distributed Desktop
Enterprise ApplicationsAccess ManagementHuman Resources
Supply Chain ManagementCustomer Relationship
Management
I
D
Service OperationService Operation
Guidance on achieving effectiveness andefficiency in the delivery and support ofservices to ensure value for the customerand the service provider. Strategicand the service provider. Strategicobjectives are ultimately realized throughService Operations.
ITOMF ITOMF –– Organizational Organizational OverlapOverlapService Desk
Technical
Management
Mainframe
Server
Network
Application Management
Financial Apps
HR Apps
Business Apps
IT Operations Control
Console Management
Job Scheduling
Backup and Restore
Print and Output
Facilities Management
Data Centres
Recovery Sites
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Storage
Database
Directory
Services
Desktop
Middleware
Recovery Sites
Consolidation
Contracts
AMF AMF –– Organisational OverlapOrganisational Overlap
Requirements
DesignOptimize
IT Service Management
Strategy, Design,
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Build and Test
Deploy
Operate
Strategy, Design, Transition and Improvement
Application Development
Application Management
SD categoriesSD categories
� Call Centre◦ It is a centralized office used for the purpose of receiving and transmitting a large volume of requests by telephone.
� Service Desk◦ The Service Desk extends the range of services and offers a more broad and user centric approach, which seeks to provide a user with an informed single point of contact for all of their ICT user with an informed single point of contact for all of their ICT requirements. A Service Desk seeks to facilitate the integration of business processes into the Service Management infrastructure.
� Help Desk◦ A help desk is an information and assistance resource that troubleshoots problems with computers and similar products. Corporations often provide help desk support to their customers via a toll-free number, website and/or e-mail.
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Local Service DeskLocal Service DeskFor Local business needs and onsite
support
� Desktop support
Network support
Local User
Local User
Local User
First line support
� Network support
� Application support
� Systems and operations support
� Third party support
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Third Party Support
Service Desk
Network &OperationSupport
Application Support
DesktopSupport
Centralized Service DeskCentralized Service Desk• In multi location environment local SD becomes expensive
• Central SD is established serving all locations
• All service request are logged at a central physical location
CentralizedService Desk
CustomerSite 1
CustomerSite 2
CustomerSite 3
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at a central physical location
• Key benefits
– Reduced operational costs
– Consolidated Mgmt reports.
– Better resource allocation Third Party Support
Service Desk
Network &OperationSupport
Application Support
DesktopSupport
Second Line Support
Virtual Service DeskVirtual Service Desk
� Virtual service desk can be accessed from anywhere in the world
� If the organization is MNC it gives same benefits of centralized service desk
Sydney Service Desk
Amsterdam Service Desk
ParisService Desk
London Service Desk
Modem
Modem
Wan
Virtual Service Desk
Internet
� Maintains central database accessible from all locations
� The only difficulty is the person required at Virtual SD needs to be specialist
� Follow The Sun Model
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Service Mgmt
Database (S)
User Site 1 User Site a
Internet
Toranto Service Desk
Telephone
Fax
Lan
Lan
New YorkService Desk
Local Users
Local Users Remote UsersThird Party Supplier
Service Desk
Incident Management Incident Management -- ProcessProcess
From Event Mgmt From Web Interface User Phone call
Incident Identification
Email – Technical Staff
Incident loggingIncident Prioritization
Service Request
To Request FulfillmentY
N
Y
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Incident Categorization
Initial Diagnosis
Investigation & Diagnosis
Functional Escalation to next level
Resolution & Recovery
Hierarchical EscalationNeeded ?
Major Incident
Management Escalation
Major Incident Procedure
Incident Closure
Functional EscalationNeeded ?
Y
N
Y
N
Y
Balances in Service OperationBalances in Service Operation
� Internal versus external focus (IT Services versus Technology components)
� Stability versus Responsiveness
� Quality of Service versus Cost of Service� Quality of Service versus Cost of Service
� Reactive versus Proactive
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Cost versus QualityCost versus QualityCost of service Service
46
Cost of service
Quality of Service(Performance, Availability, Recovery)
Range of optimal balance between Cost and Quality
CSI CSI –– Continual Service ImprovementContinual Service Improvement
Guidance in creating and maintainingvalue for customers through betterdesign, introduction and operation ofservices, linking improvement efforts andservices, linking improvement efforts andoutcomes with Service Strategy, Design,Transition and Operation.
CSI CSI –– Running across all phasesRunning across all phases
Feedback
Lessons Learnedfor Improvement
Output
FeedbackLessons Learned
for Improvement
Feedback
Lessons Learnedfor Improvement
Service Strategies
Strategies,
Policies,
Standards
Service Design
Plans to create and modify
services and servicemanagement processes
Feedback
Lessons Learnedfor Improvement
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Output
Output
Service Transition
Manage the transition of
new or changed services
or service managementprocess into production
Service Operation
Day-to-day operations of
services and servicemanagement processes
Continual Service ImprovementActivities are embedded in the service lifecycle
Feedback
Lessons Learnedfor Improvement
CSI ModelCSI Model
What is the vision?
Where do we want
Where are we now? Baseline
assessments
Business vision,
mission, goals and
objectives
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Where do we want
to be?
How do we get there?
Did we get there?
How do we keepthe momentum going?
Service & process
improvement
Measurable
targets
Measurements &
metrics
Measurement Measurement –– Business valueBusiness value
To Validate To Direct
Why Measure ? – Purpose of reports
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To InterveneTo Justify
Your Measurement Framework
Value to businessValue to business
Basically, there are four reasons to monitor and measure:
■ To validate – monitoring and measuring to validate previous decisions
■ To direct – monitoring and measuring to set direction for activities in order to meet set targets. It is the most prevalent reason for direction for activities in order to meet set targets. It is the most prevalent reason for monitoring and measuring
■ To justify – monitoring and measuring to justify, with factual evidence or proof, that a course of action is required
■ To intervene – monitoring and measuring to identify a point of intervention including subsequent changes and corrective actions.
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ITIL® Qualification scheme
P&R-Service Portfolio & Relationship
O&S-Service Operation and Support
M&C-Service Monitoring and Control
D&O-Service Design and Optimization
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