2006 Hew lett-Packard Development Company, L.P.The informa tion conta ined herein is subject to change w ithout notice
ITIL v3 a t HP:A C ase Study W illiam Dupley
IT Stra tegist
HP Canada
214 September 2 0 0 7
Agenda1 . ITIL V3 Stages
Service Stra tegies Service Design Service Transition Service O pera tions Continua l Service Improvement
2 . HP C ase Study1 . N ew Service Lifecycle2 . Existing Service Lifecycle3 . Asset M anagement Lifecycle4 . Integra ted Change & Configura tion lifecycle
Continua l Service Improvement: ITSM Team skills IT Service M anagement Technology Architecture
3 . C lose
314 September 2 0 0 7
ServiceDesign
Service
ITIL
ServiceStra teg ies
ServiceO pera tion
ServiceDesign
Continua l ServiceImprovement
ServiceTransition
ITIL V3 The Package
Source: ITIL Refresh Project
414 September 2 0 0 7
1 . Service Stra teg iesP u r p ose
To identify the demand for new services and deve lop an integra ted comprehensive p lan to supp ly these services.
To justify IT expend itures consistently
C larify the rela tionships between various services, systems, processes, business mode ls, stra teg ies and ob jectives they support
V a lu e to B usin ess
C lear definition of Services, Service mode l, & Service Delivery models
C lear decision making on Project justifica tion, and portfolio management
Pr ocessesService Portfolio M anagement (SPM)Demand M anagementFinancia l M anagement
Service
ITIL
ServiceStra tegy
514 September 2 0 0 7
2 . Service DesignP u r p ose
To design IT services, together w ith governing practices, processes and policies, to rea lize the organiz a tions stra tegy
To ensure qua lity service delivery, customer sa tisfaction and cost-effective service provision
V a lu e to B usin ess
Reduced tota l cost of ownership (TC O ), Improved qua lity of service , Improved consistency of service , Easier imp lementa tion of new / changed services and Improved service a lignment
Pr ocessesService C a ta log M anagementService Leve l M anagement Ava ilab ility M anagement Informa tion Security M anagementSupp lier M anagement C apacity M anagementIT Service Continuity M anagement
ServiceDesign
Service
ITIL
ServiceStra tegy
ServiceDesign
614 September 2 0 0 7
3 . Service TransitionP u r p ose
To p lan and imp lement the dep loyment of a ll re leases to crea te a new service or improve and existing service . Assure tha t the proposed changes in the Service Design Package are rea lized .
Successfully steer releases through testing and into live environment. Transition services to / from other or organiz a tions. Decommission or termina te services
V a lu e to B usin ess
Ability to react quickly to g ive competitive edge . Transition management re mergers, de-mergers, acquisitions, transfer of services. H igher success ra te of changes and re leases. More confidence re governance and comp liance . Reduced leve l of risk
Pr ocessesChange M anagementService Asset and Configura tion M anagementRe lease and Dep loyment M anagement
ServiceDesign
Service
ITIL
ServiceStra tegy
ServiceDesign
ServiceTransition
714 September 2 0 0 7
4 . Service O pera tionsP u r p ose
To coord ina te and carry-out day-to-day activities and processes to deliver and manage services a t agreed leve ls. O ngoing management of the technology tha t is used to de liver and support services
V a lu e to B usin ess
Decreased Down time , and Slow time
Rap id Service Restore time
Pr ocesses Event M anagementIncident M anagementRequest FulfillmentProb lem M anagementAccess M anagement
ServiceDesign
Service
ITIL
ServiceStra tegy
ServiceO pera tion
ServiceDesign
ServiceTransition
814 September 2 0 0 7
5 . Continua l Service ImprovementPurpose
To continua lly a lign IT services to changing business needs by identifying and implementing improvements to services, processes, and lifecycles
Continua lly looking for ways to improve process efficiency and effectiveness and well as cost effectiveness
Va lue to BusinessImproved service qua lity, higher ava ilability, Gradua l cost reductions and better cost-justifica tion, Better informa tion about existing services and areas for improvement. Improved communica tion
ProcessesThe 7 Step Improvement Process
ServiceDesign
Service
ITIL
ServiceStra tegy
ServiceO pera tion
ServiceDesign
Continua l ServiceImprovement
ServiceTransition
HP C ase Study
1 014 September 2 0 0 7
IT Service Management Model
Service planning
IT business assessment
IT stra tegy and architecture planning
Customer management
Service build and test
Release to production
Ava ilability management
Continuity management
Security management
Capacity management
Financia l managementService-level management
Change management
Configura tionmanagement
Opera tions management
Problem management
Incident and servicerequest management
Stable IT
Efficient IT
Adaptive IT
1 114 September 2 0 0 7
HP ITSM and ITIL V3 .0
ServiceDesign
Service
ITIL
ServiceStra tegy
ServiceO pera tion
ServiceDesign
Continua l ServiceImprovement
ServiceTransition
Change management
Configura tionmanagement
Service planning
IT stra tegy and architecture planning
IT business assessment
Incident and servicerequest management
Opera tions management
Service build and test
Release to production
Financia l management
Service-level management
Ava ilability management
Capacity management
Customer managementProblem management
1 214 September 2 0 0 7
BUSINESS
PLAN DELIVER OPERATE
Service Driven Operations
Consolidated service desk
Asset Management
Procurement
Service request management
Quality Assessment
Consolidated Operations
Portfolio Mgnt
Business Service Management
Program Mgnt
Conf
igur
e &
Prov
isio
n
Serv
ice
Depe
nden
cy M
appi
ng
BUSINESS
PLAN DELIVER OPERATE
1 . N ew Service Lifecycle ServiceDesignServiceITIL
ServiceStrategy
ServiceO peration
ServiceDesign
ServiceTransition
1 314 September 2 0 0 7
BUSINESS
PLAN DELIVER OPERATE
Service Driven Operations
Consolidated service desk
Asset Management
Procurement
Service request management
Quality Assessment
Consolidated Operations
Portfolio Mgnt
Business Service Management
Program Mgnt
Conf
igur
e &
Prov
isio
n
Serv
ice
Depe
nden
cy M
appi
ng
BUSINESS
PLAN DELIVER OPERATE
1 . N ew Service Lifecycle ServiceDesignServiceITIL
ServiceStrategy
ServiceO peration
ServiceDesign
ServiceTransition
Service Stra tegyService Design
Service Transition
Continuous Service Improvement
Service O pera tions
1 414 September 2 0 0 7
Decision SupportConsolidated Demand
IT Financial Management
Service Driven Operations
Consolidated service desk
Request
Incident Problem
Change
Asset Management
InventoryContracts Finance Chargeback
SLM
Vendor mgntCost mgnt
Procurement
Service request managementIT Services/UserNew Applications & Enhancements
Testing
Quality Assessment
Validation
Strategic Projects
Release
Consolidated OperationsServer Storage Network
Portfolio Mgnt
Prioritize
Allo
cate
re
sour
ces Capital
PeopleInfrastructure
Service definition
Business Service Management
B-SLMAnalytics
Program Mgnt
Project
Time
Resource
Conf
igur
e &
Prov
isio
n
Serv
ice
Depe
nden
cy M
appi
ng
BUSINESS
PLAN DELIVER OPERATE
1 . N ew Service Lifecycle From definition to delivery
ServiceDesign
Service
ITIL
ServiceStrategy
ServiceO peration
ServiceDesign
ServiceTransition
1 514 September 2 0 0 7
Business Va lue is defined by Focus Area Voting Results. Each Investment is prioritized based on the area it supports and its.impact on key metrics.
Portfolio Prioritiz a tion Process
Portfolio Investment Ma trixIn v est m e n t M a tr i x
Bubb le size = 2H04 $s (Bus and IT)
M inimize Investments
Redefine Stra tegy & Approach
Take Action Invest Heavily
0
500
1000
0 500 1000
Readiness
Busi
ness
Val
ue
Cost ofGoods Sold
Field SellingCost
MarketingCostEnvelopeMarketing &Field SellingCost
M inimize or Redefine Investments
Service
ITIL
ServiceStra tegy
Elimina te from portfolio
1 614 September 2 0 0 7
IT Tactica l Plan of RecordService
ITIL
ServiceStra tegy
A consistent means of reporting results of progress across projects for a business
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AArchitecture
VisionHArchitecture
Change Management
GImplementation
Governance
CInformation
System Architectures
Requirements
BBusiness
Architecture
EOpportunitiesand Solutions
FMigrationPlanning
Prelim: Framework and
Principles
DTechnology
Architecture
HP EA Methodology, based on TO G AF
The EA Methodology is adapted from the TO G AF 8 .1 Architecture Development Method (ADM)
The EA Methodology points to HP resources and uses HP terminology, while reta ining the intent of the ADM phases
Emphasizes the preliminary phase through Phase E
Complementary to the IT Methodology and Project Architecture Review process which provide implementa tion governance
ServiceDesign
Service
ITIL
ServiceStrategy
ServiceDesign
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Architecture InitiativesUsing EA Methodology
Using the EA Methodology and IT Methodology Promotes Ag ility
Phase OpportunityDevelopment Analysis Design Construction Implementation
Application Production
Support
Process
TestingProjectScoping
IT Methodology
Future State (or Target) Architecture
Implementation Programs/Projects
Implemented Solutions
Pre
A B
F E DCG
HReq .
Current State Architecture
Customer Engagement Project Delivery Support
ServiceDesign
Service
ITIL
ServiceStrategy
ServiceDesign
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Exp.
LegendLegendIT Systems Review Board Funding & Prioritization Decision Point
Exp. Exp. Cap. Cap. Cap. Exp.Funding
MonetaryCost
Phase OpportunityDevelopment Analysis Design Construction Implementation
Application Production
Support
Customer Engagement Project DeliverySupport
Process
Testing
Cap.
ProjectScoping
Application LandscapeScope from charter
BIMWorkflow ModelsTech. & Info Summary-Draft
Implementation Readiness Summary
A
AA
A
Change Assessment Lead
External Environment
AMT
Domain Contributors
Domain Architects
ITO EA Program
Cross D
omain C
hange
N o
Yes
Ass
essm
ent L
ead
Not
ifica
tion
Task Assignm
ents
Y e s
N o
No
YesDomain Specific Change
No
Yes
AMT Approva l
Yes
Rejection/Issues/Request for Modifications
No
ExternalChange
Announced
ChangeIdentified
ChangeIdentified
ChangeIdentified
A c t i o nReq?
DetermineAffected
Domains
AssessChange(detailed
level)
AssessChange(detailed
level)
Select
ChangeAssessment
L e a d
I n i t i a t e
AssessmentPro ject
Assemble Results &
Recommendation
Assemble Results &
Recommendation
DomainChange?
CommunicateRecommendation
(EA Community)
ArtifactChange?
ChangeArtifact(s)
ChangeDomainStructure
Communicate
Recommendation(EA Community)
Dra f tChanges
Req AMTApproval?
ReviewProposedChanges
ChangeApproved?
AssessChange(highlevel)
A
Tech. & Info Summary-Final
Draft
Final
P a th w a y to Pr o d uct i o n (P 2 P)
page 1 8 2 0 0 2 June 4th, 2 0 0 2ITO Enterprise Architecture
External Services Providers
Application Landscape WW HR Systems EXAMPLE 1
H PPeopleSoft 8.1
CompaqPeopleSoft PS Ops. DataStore (ODS)
Health
Benefits(Hewitt)
RetirementPlan
(Fidelity)
Stock Plan
Payroll(SAP)
Multiple Application Feeds Multiple Application Feeds
New Interface by Day 30 (Temporary) 15 min. l ag
24 hrs. lag
Payroll(SAP)
DataWarehouse
(GEM)
GL, Cost Ctr.Codes (SAP)
SMTPAddresses(Exchange)
FacilitiesLocations
DataWarehouse
Recruiting Data(RecruitSoft)
InLine
@hp
EnterpriseDirectory
ContingentWorkforce
(Ext. Agencies)
ApplicationsReference File
ApplicationsReference File
Legend:
Asset being retired
Interface across Firewall
Existing Interface
New interface
EAI/Messaging infrastructure
Interface can be retired
Existing AssetData warehouse
Other data store or file
BLUE New asset
Core application
Satellite application
WHITE Intranet or Extranet
External service provider application
Existing Asset being changed
or
Existing Interface being changed
Interface being retiredo r
HP Project Architecture Review ProcessServiceDesign
Service
ITIL
ServiceStrategy
ServiceDesign
2 014 September 2 0 0 7
Definition Measure of time to deliver against time boxing target durations Target durations are based on summary phase (Planning,
Development or Warranty) Phase must be completed to be included in the time boxing
calculation
Result Percentage of projects on target for each summary phase and
overall
IT Metric Time Boxing ServiceDesign
Service
ITIL
ServiceStrategy
ServiceO peration
ServiceDesign
Continua l ServiceImprovement
ServiceTransition
2 114 September 2 0 0 7
PAR Metrics and Reporting A consistent means of reporting results of PAR Reviews across projects for a business
PAR Metrics are tracked and reported on an enterprise basis.
ServiceDesign
Service
ITIL
ServiceStrategy
ServiceO peration
ServiceDesign
Continua l ServiceImprovement
ServiceTransition
2 214 September 2 0 0 7
2 . Existing Service Lifecycle
Eco n o m ic B u y e r (Se r v ice C o nsu m e r)
Order Mgmt Resource Ra tiona liza tionBuild / Configure Provision
Demand Planning & Mgmt
Inventory & Asset Mgmt
Supplier & Partner Mgmt
Qua lity Mgmt & Reporting
O n g o in g Su p p o r t O p e r a t i o ns
ITIL / ITS M Pr ocesses
ServiceDesign
Service
ITIL
ServiceStrategy
ServiceO peration
ServiceDesign
ServiceTransition
2 314 September 2 0 0 7
2 . Existing Service Lifecycle
Eco n o m ic B u y e r (Se r v ice C o nsu m e r)
Order Mgmt Resource Ra tiona liza tionBuild / Configure Provision
Demand Planning & Mgmt
Inventory & Asset Mgmt
Supplier & Partner Mgmt
Qua lity Mgmt & Reporting
O n g o in g Su p p o r t O p e r a t i o ns
ITIL / ITS M Pr ocesses
Se r v ice Tr a nsit i o n
Se r v ice O p e r a tio ns
Se r v ice D esi g n
ServiceDesign
Service
ITIL
ServiceStrategy
ServiceO peration
ServiceDesign
ServiceTransition
2 414 September 2 0 0 7
2 514 September 2 0 0 7
2 614 September 2 0 0 7
O rder Receiver Stock Build Pre-Prod Production Decomm D ispose
ProcurementInterface RFID
W ork Flow & Tickets
HPAsset CentreAsset Mgnt
HPService CentreConfigura tion
MgntA MDB C MDB
Links Asset to C I to facilita teAsset lifecycle synchroniz a tion
ServiceDesign
Service
ITIL
ServiceStrategy
ServiceO peration
ServiceDesign
ServiceTransition
3 . Asset M anagement Lifecycle Synchroniz a tion
Continuous Process Improvement example
Fin a nc i a l O r g a n i z a tio n
ITO r g a n i z a tio n
Q u a lit y Issu es: Tracking Age Tracking Loca tion Tracking accuracy
Ariba
2 714 September 2 0 0 7
4 . Integra ted Change and Configura tion Lifecycle
Prioritize change requests
A lloca te resourcesM anage projectTrack approva ls
Model functiona l changes to
ensure qua lity
BUSIN ESS
PLA N DELIVER OPERATE
Universa l C MDB
Va lida te performance
aga inst business demand
M anage Service Leve ls
Business Ava ilability Center
O pera tions Center N etwork M anagement CenterService M anagement Center
Performance CenterProject & Portfolio Management Center Change and Configura tion Center
Q ua lity Center
Ana lyze change impact
Approve / reject RFCs
Dep loy and verify changes
Record for aud it
Simple changes starting point:
Consolida te / crea te RFCs
M anage process via workflow
M anage change sta tus
through release
Identify impacted C Is for each RFC
Incorpora te CI informa tion w ith RFC
Va lida te C Is upda ted a fter change deployment
Discover assets and map dependencies
Monitor change impact to
ensure ava ilab ility and
performance of services
Complex changes starting point:
ServiceDesign
Service
ITIL
ServiceStrategy
ServiceDesign
ServiceTransition
2 814 September 2 0 0 7
2 914 September 2 0 0 7
EPR provides Business Process and Applica tion rela tionship maps
3 014 September 2 0 0 7
Applica tion Eco-System DependenciesData
Connectivity
Operating System(s)Soft Partitioning; Dynamic Resource Sharing; Clustering and Load
Balancing; Networking; Workload and Resource Management; OS Security
Server and Storage Hardware Platform(s)Hard Partitioning, Cluster and Interconnect; SAN; NAS; DAS
Load Balancing; Console and Storage Controller Mgmt and Firmware
Network Infrastructure(s)Physical; Logical; Protocols (TCP/IP, IPX, SNA, DECnet, NetBEUI);
TCP/IP Mgmt (WINS, DNS, DDNS, DHCP, Host/LMhost files); Load Balancing; Future - IPV6
Datacenter and Environmental Infrastructure(s)Site Selection, Power, Air Conditioning; Electrical; Space; Site Physical Security (including medical e.g. SARS), Weather and Disaster Planning
3 114 September 2 0 0 7
Application Ecosystem
Discovery System
HP Universal CMDB
HP Universal CMDB Engine: App
Server, RDBMS, etc
Usershttp(s)
http(s)/ http(s)/
Discovery SystemDiscovery Gateway
Discovery Manager Lab 1
Discovery Gateway
RMI RMI
Discovery Manager Lab 2
Discovery of the O SI layers of an Applica tion Eco-system
Sweep10.1.1.0/24&10.1.2.0/24
ICMP10.1.1.23
10.1.1.233
10.1.1.17
10.1.1.94
10.1.1.9810.1.2.182
10.1.2.22210.1.1.1 10.1.2.1
Identify hostsSSH, WMI
SNMP
tcp 8080
tcp 7001
tcp 1433
AIX
Windows 2003
Windows 2000
Linux
AIX
Cisco6000 Cisco6000 Win 2003
Whos talking To whom?
SNMP, WMI,Telnet, SSH
Apache
Weblogic
SQL Server
Host Details?SNMP, SSH
WMI
APServer02 - Red Hat4 x 1.8 Ghz Intel Pentium IV CPU
-2 GB RAM
- 2 x 40 GB Seagate SCSI III Disks
-Intel 10/100 Network Interface
DiscoverApplicationsJMX, SQL,
WMI
3 42 5 6 7
OSI Layers 1 Physical2 Data Link3 Network4 Transport5 Session6 Presentation7 Application
3 214 September 2 0 0 7
HP Universa l C MDB - Visua liz a tion
3 314 September 2 0 0 7
C apturing Applica tion Eco-System Rela tionships
Mapping of Relationships Types Between Hosts
3 414 September 2 0 0 7
Understanding Applica tion Eco-System Rela tionshipsCapturing the Application Relationship Attributes
3 514 September 2 0 0 7
Understanding Rela tionship ImportanceBy Capturing Traffic Volumes, Ports, Clients
3 614 September 2 0 0 7
Continua l Service ImprovementITSM Team Skills
ITSM Team Role IT Lifecycle definition IT Lifecycle implementa tion IT Lifecycle /Process improvement Process improvement intervention specia lists (Six sigma method)
Black Belt and Master Black Belt Specia lists
ServiceDesign
Service
ITIL
ServiceStrategy
ServiceO peration
ServiceDesign
Continua l ServiceImprovement
ServiceTransition
3 714 September 2 0 0 7
Identify Vision, & Strategy Tactical Goals Operational Goals
1. Define what you should measure
2. Define what you can 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 use the information
assessment summaryaction plans, etc.
7. Implement corrective action
ITIL V3 7-Step Improvement Process
Si x Si g m a M e th o d o lo g y
D e f i n e t h e i m p r o v e m e nt a r e a
M e a su r e th e p r ocess p e r f o r m a nce o v e r a p e r i o d o f t i m e
A n a l y z e th e d a t a to f i n d th e i m p r o v e m e n t a r e a s a n d r o o t c a uses
I m p r o v e th e o p p o rtu n iti es a r e a s
C o n tr o l t h e p r ocess i n t h e i m p r o v e d st a g e
3 814 September 2 0 0 7
Server Build increased throughput Less than 5 a day to greater than 40 day Provision in shared Infrastructure utility in 1 hour
Infrastructure and network test Decrease change management approval from three weeks to three days
Server Decommissioning Worldwide process implemented from 30 days to 9 days
On time delivery of projects ?% - 79%- 90% - currently at 95% OTD
IT Continuous Improvement results ServiceDesign
Service
ITIL
ServiceStrategy
ServiceO peration
ServiceDesign
Continua l ServiceImprovement
ServiceTransition
3 914 September 2 0 0 7
IT Service M anagement Technology Architecture
Customermanagement
Service Design &
Management
Service development & deployment
Service delivery assurance Financia l management
Opera tions Management
Q uote Configure
O rder mgmt
Serviceca ta log
Configura tionmgmt
Changemgmt
SLAmgmt
Assetmgmt
Usagereporting
Businessintelligence
CRM
W orkforcemgmt
Usagemed ia tion
ProjectArchitectureReview
Share pointRepository
Provisionsystem
Incidentmgmt
Problemmgmt
Pla tformmgmt
W ork orderMgmt
Softw areLibrary
Customer interface and porta l
Performance .mgmt
Web services and message broker (HP Service Bus)
Processrules androutingengine
Opera tiona lda tastore
Servicecosting
ServiceDesign
Service
ITIL
ServiceStrategy
ServiceO peration
ServiceDesign
Continua l ServiceImprovement
ServiceTransition
4 014 September 2 0 0 7
ITIL V3