CERN IT Department CH-1211 Genève 23 Switzerland www.cern.ch/ ITIL at CERN Tony Cass HEPiX LBL, 29 th October 2009
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CERN IT Department
CH-1211 Genève 23
Switzerlandwww.cern.ch/
it
ITIL at CERN
Tony CassHEPiX LBL, 29th October 2009
CERN IT Department
CH-1211 Genève 23
Switzerlandwww.cern.ch/
it
Agenda
• Why?• Why ITIL?• How?• Issues• Status• Plans
ITIL at CERN - 2
CERN IT Department
CH-1211 Genève 23
Switzerlandwww.cern.ch/
it
Why?
• Improve the coherence of communication with the clients.– Ensure and demonstrate we have necessary
and sufficient mechanisms in place.– Reduce cost for the organisation by increasing
satisfaction and reducing the ad-hoc activities
• Improve the coherence of service management.– Major processes should be done wherever
possible in the same way with the same tools.• Reduces cost by pooling resources.• Reduces cost by reducing the load on other services.
– Issues related to service management must be understandable and explainable.
ITIL at CERN - 3
CERN IT Department
CH-1211 Genève 23
Switzerlandwww.cern.ch/
it
Why ITIL?
• “ITIL is the most widely accepted approach to IT service management in the world.”
• “ITIL is the only consistent and comprehensive documentation of best practice for IT Service Management.”
• Staff Interest– CERN/IT doesn’t only employ ex-physicists!– Interest in transferring skills learnt at
CERN to service management elsewhere.
ITIL at CERN - 4
CERN IT Department
CH-1211 Genève 23
Switzerlandwww.cern.ch/
it
How?
• Pragmatically!– ITIL is a documentation of best practices,
not a prescription to follow slavishly. Understand underlying principles and interpret appropriately.
– “Big bang” upheaval more likely to upset users and IT staff than to improve communication and service management.
• Build commonality across IT services– Good practice exists in many areas already– Coordinate and improve on existing best
practice
ITIL at CERN - 5
CERN IT Department
CH-1211 Genève 23
Switzerlandwww.cern.ch/
it
Issues (being) addressed• Service Organisation and Granularity—
seeing the wood for the trees– IT staff focus on the (many) technical
components that they manage. How do these interlink to deliver value to users?
• Customers and Users– Services are actually provided for customers, not
users. But is there a coherent customer voice?• Requests vs Incidents
– Are calls to our service desk really incidents?– Or should incident management focus on
improved follow-up of happenings in the computer centre?
• Sifting incidents from events
• What is a change?– Authorising a user to access a new application?
• View encouraged by ITIL– Monthly patch deployment for SLC?
• Major potential cause of service incidents at CERN.ITIL at CERN - 6
CERN IT Department
CH-1211 Genève 23
Switzerlandwww.cern.ch/
it
Current Status
• We have– a service catalogue– highlighted service roles and responsibilities
• Service Owner– Overall strategy for the service. Service
Catalogue entries, review of KPIs, technology choices
• Service Manager– Operational responsibilities. Monitoring, liaison
with the user community
– established a common process for communicating service change information
ITIL at CERN - 7
CERN IT Department
CH-1211 Genève 23
Switzerlandwww.cern.ch/
it
Next steps
• Open dialogue with our customers on IT services
• Deploy new “Service Desk” with common approach to user interactions for all IT services
• Extend change management process to include review and authorisation steps as appropriate
• Move to use of the Service Catalogue as the definitive list of IT services
• ...
ITIL at CERN - 8
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