1. IT Service Management Concepts

8/8/2019 1. IT Service Management Concepts

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Introduction to ITIL


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What ITIL is

Contents of this module:

What ITIL is ITIL history

Contents of ITIL books

Popularity and benefits of ITIL


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ITIL: de facto standard for service management

built on industry best practice

What is ITIL? ITIL stands for Information Technology Infrastructure Library A set of books that describe best practices for IT infrastructure management An internationally-recognized set of best practices in the public domain

Provides guidance, but not a step-by-step methodology

A holistic approach to IT infrastructure management

ITIL by its widespread use became a de facto standard The aims in developing the IT Infrastructure Library are To facilitate the quality management of IT services, and in doing so increase the

efficiency with which the corporate objectives and business requirements are met To improve efficiency, increase effectiveness, and reduce risks To provide codes of practice in support of total quality

Benefits of implementing ITIL

Enhanced customer satisfaction, as it is clear what service providers know and deliver Formalize the use of procedures so that they are more reliable to follow Improved quality of service more reliable business support Better motivated staff through better management of expectations and responsibilities


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Partners

What ITIL is

Main characteristics of ITIL are: IT services are business-oriented, and

provision of quality customer service

Other Characteristics of ITIL

Service and customer focused

Helicopter view of processes and activities

Provides a common language. This makes education very important to provide this

common language to all people in the process.

Independent of organizational structures, architectures or technologies

IT management is all about the efficient and effective use of the four Ps: people,

processes, products (tools and technology), and partners (suppliers, vendors, and

outsourcing organizations).

ProductsProcesses

People


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What ITIL is

Originally created by the UKs Central Computer and

Telecommunications Agency (CCTA)

Origin and History of ITIL

Originated from UK government in late 1980s (CCTA Central Computer and

Telecommunications Agency

First publications appeared in 1989

Further developed by incorporating public and private sector best practice (IBM, HP,

Microsoft, and so on) Consolidated in 1999 into ITIL Version 2. Two books to improve consistency and focus

on service management were published Service Support and Service Delivery

These two core books were supplemented by new books that cover implementation

planning, security management, infrastructure management, application management,

and the business perspective

2001: the CCTA is incorporated within the Office of Government Commerce (OGC). ITIL

is a registered mark of OGC.

ITIL has subsequently been used as the basis for the development of a British Standard

for Service Management.


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What to

achieve

Deployed

solution

Management

overview

Process

definitions

Guidance

Standard

BS15000

In-house processes &

procedures

PD0005

ITIL

Specification

Code of Practice

OGC

questionnaire

PD0015

What ITIL is

The BSI roadmap to make ITIL a standard for service management

British Standards Institution (BSI)

1998 - Code of Practice [PD0005]

2000 - Self-assessment Workbook [PD0015]

- Specification [BS15000:2000]

2001 - Early adopters Feedback 2002 - Rewrite as Part 1 & 2

- Rewrite PD0015/PD0005

2003 - Formal certification scheme

2006 - ISO Standard


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What ITIL is

ITIL is a library of books that aim to describe best practices for IT

infrastructure management

Content of ITILCurrently ITIL consists in a set of books,

which document and place existing

methods and activities in a structured

context."

ITIL as a Guidance

"ITIL does not cast in stone every actionyou should do on a day to day basisbecause that is something that will differfrom organization to organization. Insteadit focuses on best practice that can beutilized in different ways according toneed."


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What ITIL is

Service management focuses on the tactical and operational processes

of service support and service delivery and their relationships, including

security management (separate ITIL book)

Capacity

Management

Availability

Management

Service Level

Management

Release

Management

Change

Management

Problem

Management

Incident

Management

Configuration

Management

Financial

Management

IT Service

Continuity

Service Support - Providestability and flexibility for IT

service provision

Service Delivery -

Provide quality, cost-

effective IT Services

Security

Management


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What ITIL is

The ITIL books describe best practices in IT management, with a

special focus on service management

Busines

s

Technolo

gy

ITIL Planning to Implement Service Management

The Business

Perspective

Application Management

ICT

Infrastructure

Management

Service Management

Service DeliveryService Support

SecurityManagement


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What ITIL is

ITIL processes in service support represent many of the reactive

processes within IT operations (operational)

Service Desk

Central point of contact between users and the IT service organization.

Incident Management

Restore normal service operations as quickly as possible.

Problem ManagementPrevent and minimize the adverse effect on the business of errors in the IT Infrastructure.

Configuration Management

Provide a logical model of the IT infrastructure by identifying, controlling, maintaining, and verifying theversions of all configuration items.

Change ManagementEnsure standardized methods and procedures are used for efficient, prompt, and authorized handling ofall changes in the IT infrastructure.

Release Management

Ensure that all technical and non-technical aspects of a release are dealt with in a coordinatedapproach.


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What ITIL is

Service Delivery focuses on what service the business requires in order

to provide adequate support to the business users (tactical)

Service Level Management

Maintain and improve IT service quality through a constant cycle of agreeing, monitoring, reporting, and reviewing ITservice achievements.

Financial Management for IT Services

Provide cost-effective stewardship of IT assets and resources used in providing IT services.

Capacity Management

Ensure that capacity and performance aspects of the business requirements are provided in a timely and cost-effective manner.

Availability Management

Optimize the capability of the IT infrastructure and supporting organization to deliver a cost-effective and sustainedlevel of availability to satisfy business objectives.

IT Service Continuity Management

Ensure that the required IT technical and service facilities can be recovered within the time scales required byBusiness Continuity Management.

Security Management

Manage a defined level of security on information and IT services.


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Delivering Services,

Perception & Communication


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Delivering Services

Nothing is more central to an organization'seffectiveness than its ability to transmit accurate,

relevant, and understandable information among itsmembers.

All the advances of organizations - economy ofscale, financial, and technical resources, diversetalents, and contracts, are of no practical value ifthe organization's members are unaware of whatother members require of them and why.


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With ITIL Service Delivery, users, customers and serviceproviders can properly define the content, role andresponsibilities of each party so that they can set

expectations of the speed, quality and availability of theservice.

ITIL Service Delivery will work upon and improve onexisting IT infrastructure for continuous improvement of

service.

It is custom made to specifically meet the needs ofbusinesses.

ITIL Service Delivery clearly illustrates a responsiblecorporate behavior in the use of the IT infrastructure inorder to maximize profits and reduce unnecessaryexpenses.


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Interdependent Technologies & Unplanned Downtime

Today, technologies are massively interdependent andbusinesses can no longer function without the aide ofinterdependent technologies.

As technologies become increasingly dependent,communication disconnections between technology silosleads to increasing amounts of unplanned downtime.

The challenge then becomes how to keep the deep technical

expertise found in silos, while minimizing the communicationdisconnection that increasingly causes unplanned downtime.


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For instance, Microsoft Exchange 2000 is dependentupon Windows 2000 Domain services.

Messaging, provided by the Exchange application, is theservice that end-users care about and that customerspurchase.

Domain services, however, are services that very fewend-users ever recognize as being a service, yet theyare critical to the messaging services upon which end-users depend.

Other services depend upon domain services as well,which means that domain services support multiple ITcustomers.


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Communication exists for two main purposes:

to impart information

to meet needs

Imparting information is a simple form of communication and onlyrequires the transmission of data.

To meet needs, both the giver and receiver of information mustspeak the same language in order for the data to be successfullycommunicated.

However, if an organization has need to satisfy customers then

that organization must understand the language of its customersand learn to communicate effectively in that language.


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If we are not speaking the same language of ourcustomers or if we do not understand the source of ourcustomer's need because of our communication deficit,

then we cannot service the customer and will loserevenue.

Imagine trying to conduct a sales call on a new customerwhen you each speak a different language and no

interpreter is available; it seems an impossible task.

The essence of effective communication is identifying thecustomer's needs and primary language in order to meet

those needs and provide a valued service to thatcustomer.


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Communications outside of IT utilize either

customer or end-user terminology.

Communications outside of IT focus on

the needs and concerns of eithercustomers or end-users.

Communications internal to IT focus onrecognition that IT exists primarily to

provide IT services to the business.


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"Perception is reality."

It all depends on how we look at things and not on howthey are in themselves

IT service management provides concrete operationalactivities and tactics for managing perception of twocrucial groups, end-users and customers.

More importantly, it makes a case for why IT should caremore about how it presents itself to the business.

However, the trend is beginning to change as business

leaders become more technologically savvy and astechnology becomes more commoditized.

Business is beginning to demand that IT conform to moretraditional ways of operation.


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Manage to Process & Deliver

Quality


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Manage to Process

If you can't describe what you are doing as a process, you don't know what

you're doing.

Process is how business operates. Businesses have processes for building

products, for taking orders, for serving customers, and for each and every

set of activities they perform.

Processes also ensure consistent delivery of products or services. Processcontrols provide consistent parameters for operation and a method for

assuring stakeholders that the organization will produce acceptable results.

Process is defined as a series of related activities aimed at achieving a set

of objectives in a measurable, usually repeatable manner.

It defines information inputs and outputs; consumes resources; and is

subjected to management controls over time, cost, and quality.


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Manage to Process ( Contd )

IT customers and end-users deserve the same level of consistency

and low cost from the services IT provides.

Process is the mechanism that delivers consistency of service at

low cost.

When a business or industry is newly formed, heroic efforts arerequired by individuals and groups to get the business/industry up

and running, and business owners generally recognize that they

cannot sustain these efforts over time.

Organizational disciplines must be used to ensure repetitiveactivities are completed quickly, cost effectively, and consistently.


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IT is a maturing discipline shifting from heroic effort to organizational

discipline. The business is beginning to question the justifications for

reliance on a hero model.

As a result, IT managers are beginning to appreciate the value of

managing to process and are actively pursuing process based

management skills.

Businesses increase profits by creating competitive advantage. IT

managers have three primary resources from which they can create

competitive advantage people, process, and technology.

IT managers already do everything in their power to hire the best

people and deploy the best technologies. They compete in an open

market for existing talent and are constrained by competitive

realities in how effectively they can attract and retain employees.


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In the rush to keep up with the rapidly moving technology curve,

most IT organizations have invested very few resources developing

and managing the business processes that support delivery oftechnology services.

As a result, organizations are over spending on people and

technology to meet the service levels demanded by the business

and living in a continuous reactive fire-fighting state.

Additionally, process improvements become unique to organizations

and are not easily duplicated by competitors.

Even when competitors attempt to duplicate successful processes,

they are hampered by incomplete information and the fact that

process improvement is cumulative over time.


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A common trap for IT managers is the belief, as demonstrated by their actions,

that software can substitute for process.

Software applications are critical components in modern business processes, and

most businesses could not compete without software applications that automate

routine business activities.

However, because software automates many of the process activities, it becomes

very easy to think that simply installing the right software application will solve allthe problems. This trap compounds or shifts the underlying problems.

Poorly designed processes end up producing sub-standard outputs faster and

more consistently thus magnifying problems in other processes as those outputs

become inputs.

Problems that were previously fixed by well-meaning employees now become too

numerous to fix by the heroic method and often cause significant negative

impacts; the source of which goes unrecognized.


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Deliver Quality

Give them quality. That's the best kind of advertising.

Dr. Deming was able to demonstrate with very simple physical experimentsthat systems naturally reach levels of stability (equilibrium), where thesystem is producing the maximum level of quality that the system is capableof producing.

These experiments show that when a system has reached stability, any

attempts to improve quality within the system always results in increasedvariability of quality.

He proved, statistically and experimentally, that the only way to improvequality once a system reaches stability is to change the system.

He created a quality initiative, which proposes that workers tend to producethe maximum quality allowed by the system within which they work.Workers are naturally constrained by the system and rarely have theauthority to change it. The authority to change the system rests in the handsof managers. Therefore, the managers hold responsibility for the qualityoutput of the system.


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Deliver Quality ( Contd ) He proposed a system of continuous improvement by which managers with

input from workers could improve output quality over time. He developed a

very simple PDCA cycle to help companies accomplish this. Plan - Design or revise business process components to improve results.

Do - Implement the plan and measure its performance.

Check - Assess the measurements and report results to decision makers.

Act - Decide on changes needed to improve the process.


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Deliver Quality ( Contd )

Today there are a number of well-known quality initiatives that come from

this philosophy.

You may recognize names such as TQM (Total Quality Management),

EFQM (European Foundation for Quality Management), or Six Sigma.

The Japanese have even coined the phrase Kaizen for Dr. Deming's

continuous improvement philosophy:

Kaizen - the philosophy of continual improvement; that every process can

and should be continually evaluated and improved in terms of time required,

resources used, resultant quality, and other aspects relevant to the process.

When applied to the workplace, Kaizen means continuing improvement

involving everyone - managers and workers alike.

Kaizen is not limited to manufacturing systems only. It also means

continuing improvement in personal life, home life, social life, and working

life.


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Deliver Quality ( Contd )

One of the most impressive demonstrations of the value of this

philosophy is the success of a Japanese company that was little

known in the early 1970s in the west.

Toyota was third worldwide in automobile production behind

General Motors and Ford.

Today it has surpassed General Motors as the largest producer of

automobiles in the world. In 2002,

Just as Japanese companies have adapted and adopted Dr.

Deming's recommendations to fit their cultural requirements, ITneeds to adapt and adopt his recommendations to fit IT

requirements.

Documents

1. IT Service Management Concepts