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ULACIT
ADMINISTRACION DE PROYECTOS INFORMATICOS
Executive Summary
ITIL ®
Information Technology Infrastructure Library
JIMMY NAVARRO
VICTOR M. JIMENEZ
SAN JOSE, JUNE 2011
1. Contents
1. CONTENTS ......................................................................................................................................2
2. INTRODUCTION ............................................................................................................................3
3. WHAT IS SERVICE MANAGEMENT? .......................................................................................4
4. WHAT IS ITIL?................................................................................................................................5
5. ORIGINS OF ITIL ...........................................................................................................................7
6. THE SERVICE LIFECYCLE .........................................................................................................9
6.1. THE ITIL SERVICE LIFECYCLE APPROACH .................................................................11
7. WHY ITIL.......................................................................................................................................12
7.1. WHY WOULD AN ORGANIZATION BE INTERESTED IN ITIL? ......................................................12
7.2. WHAT ARE THE BENEFITS OF ITIL?..........................................................................................12
7.2.1. Alignment with business needs ...........................................................................................12
7.2.2. Negotiated achievable service levels ..................................................................................12
7.2.3. Predictable, consistent processes .......................................................................................12
7.2.4. Efficiency in service delivery ..............................................................................................12
7.2.5. Measurable, improvable services and processes................................................................13
7.3. WHICH COMPANIES USE ITIL? .................................................................................................13
7.4. THE BENEFITS OF ITIL.............................................................................................................14
8. ITIL STRUCTURE ........................................................................................................................15
8.1. STRUCTURE..............................................................................................................................15
8.2. SERVICE SUPPORT ....................................................................................................................15
8.2.1. Service Desk (function).......................................................................................................15
8.2.2. Incident Management .........................................................................................................15
8.2.3. Problem Management.........................................................................................................15
8.2.4. Configuration Management................................................................................................16
8.2.5. Change Management..........................................................................................................16
8.2.6. Release Management..........................................................................................................16
8.3. SERVICE DELIVERY..................................................................................................................16
8.3.1. Service Level Management .................................................................................................16
8.3.2. Capacity Management........................................................................................................16
8.3.3. IT Service Continuity Management ....................................................................................16
8.3.4. Availability Management....................................................................................................17
9. ELEMENTS OF ITIL V3 ..............................................................................................................18
9.1. ASPECTS OF ITIL V3 ................................................................................................................18
9.2. INPUTS & OUTPUTS OF LIFECYCLE STAGES ...............................................................................19
9.3. A HIGH LEVEL VIEW OF THE SERVICE MODEL ...........................................................................20
9.4. SERVICE STRATEGY .................................................................................................................20
The four Ps of Strategy: ....................................................................................................................20
9.5. SERVICE DESIGN ......................................................................................................................21
There are 5 individual aspects of Service Design:............................................................................21
Four Ps of Design:............................................................................................................................21
9.6. SERVICE TRANSITION...............................................................................................................21
9.7. SERVICE OPERATION................................................................................................................22
9.8. CONTINUAL SERVICE IMPROVEMENT.......................................................................................22
10. CONSIDERATIONS .................................................................................................................23
10.1. MATTERS MUST BE CONSIDRED AT MOMENT TO IMPLEMENT ITIL IN SOME COMPANY .............23
10.2. RELATED STANDARDS AND OTHER SOURCES ..........................................................................23
11. SUMMARY ................................................................................................................................24
12. BIBLIOGRAPHY ......................................................................................................................25
2. Introduction
Like a short preview of ITIL following will present summarize of principals referred
to this acknowledge of technology.
ITIL become some smart answered to solve the planning, organization, controlling,
and management of the majority of IT departments around the world.
This due ITIL is able to adapt it to much kind of companies, different activities and
sizes. ITIL is commonly accepted for IT managers and IT auditing people.
ITIL is a set of Best Practices, specifically in IT, oriented to service management
which becomes the target of implementation of this kind of theory or
documentation.
3. What is Service Management?
First, is important define what’s service.
“A service is a means of delivering value to customers by facilitating outcomes
customers want to achieve without the ownership of specific costs and risks. “
http://www.itilfoundations.com/about-itil/what-is-it-service-management/
After close to service management
“IT service management (ITSM or IT services) is a discipline for managing information
technology (IT) systems, philosophically centered on the customer's perspective of IT's
contribution to the business”
http://www.tech-faq.com/itsm.html
http://en.wikipedia.org/wiki/IT_service_management
4. What is ITIL?
Next step, to explain what exactly is ITIL talking about.
ITIL mean itself as Information Technology Infrastructure Library, which is “A set of
books that describe industry best practice for IT services”
Also it is recognized by be known as:
• Stands for IT Infrastructure Library
• Global Best Practice for ITSM
• Provide a framework “adopt and adapt”
• Supported by itSMF
www.propointsolutions.com/Learning/ITIL.pdf , ITIL® Executive Overview, Propoint
Solutions
ITIL is a public framework that describes Best Practice in IT service management. It
provides a framework for the governance of IT, the ‘service wrap’, and focuses on the
continual measurement and improvement of the quality of IT service delivered, from
both a business and a customer perspective. This focus is a major factor in ITIL’s
worldwide success and has contributed to its prolific usage and to the key benefits
obtained by those organizations deploying the techniques and processes throughout
their organizations.
http://www.itilfoundations.com/about-itil/what-is-itil/
ITIL become so solve need of IT managers which their top concerns for could be
numerated as:
• Aligning IT and organization Strategy
• Meeting Organization and user needs
• Coping with change
• Managing cost and resources
• Recruiting and retaining staff
• Keeping up with Technology
• Time and resource management
• Infrastructure Management
• Maintaining skills and knowledge
Based in the before concers, ITIL provide solution by means of the goals of ITIL based
ITSM
• Maintain operational services
• Agree, monitor and measure service quality
• Ensure the development of the Organization and IT Relationship
• Minimize downtime and interruptions to service
• Implement changes effectively
• Ensure that all services are delivered cost effectively
• Supports both the live and development environment
5. Origins of ITIL
It is hard to believe that the IT Infrastructure Library or ITIL® is 20 years old. On its
third version now, ITIL is the most widely adopted framework for IT Service
Management in the world. It is a practical, no-nonsense approach to the identification,
planning, delivery and support of IT services to the business.
In the early 80’s, the evolution of computing technology moved from mainframe-centric
infrastructure and centralized IT organizations to distributed computing and
geographically dispersed resources. While the ability to distribute technology afforded
organizations more flexibility, the side effect was inconsistent application of processes
for technology delivery and support. The UKs Office of Government Commerce
recognized that utilizing consistent practices for all aspects of a service lifecycle could
assist in driving organizational effectiveness and efficiency as well as predictable
service levels and thus, ITIL was born. ITIL guidance has since been a successful
mechanism to drive consistency, efficiency and excellence into the business of
managing IT services.
Since ITIL is an approach to IT “service” management”, the concept of a service must
be discussed. A service is something that provides value to customers. Services that
customers can directly utilize or consume are known as “business” services. An
example of a business service that has common applicability across industries would
be Payroll. Payroll is an IT service that is used to consolidate information, calculate
compensation and generate paychecks on a regular periodic basis. Payroll may rely on
other “business” services such as “Time Tracking” or “Benefits Administration” for
information necessary to calculate the correct compensation for an employee during a
given time period. In order for Payroll to run, it is supported by a number of technology
or “infrastructure” services. An infrastructure service does its work in the background,
such that the business does not directly interact with it, but technology services are
necessary as part of the overall value chain of the business service. “Server
Administration”, “Database Administration”, “Storage Administration” are all examples
of technology services required for the successful delivery of the Payroll business
service.
IT has traditionally been focused on the “infrastructure” services and managing the
technology silos. IT Service Management guidance in ITIL suggests a more holistic
approach to managing services from end-to-end. Managing the entire business service
along with its underlying components cohesively assures that we are considering every
aspect of a service (and not just the individual technology silos) – to assure that we are
delivering the required functionality (or utility – accurate paychecks for all employees)
and service levels (or warranty – delivered within a certain timeframe, properly
secured, available when necessary) to the business customer.
ITIL is typically used in conjunction with one or more other good practices to manage
information technology such as:
• COBIT (a framework for IT Governance and Controls)
• Six Sigma ( a quality methodology)
• TOGAF (a framework for IT architecture)
• ISO 27000 (a standard for IT security)
6. The Service Lifecycle
ITIL is organized around a Service Lifecycle: which includes:
• Service Strategy,
• Service Design,
• Service Transition,
• Service Operation and Continual Service Improvement.
The lifecycle starts with Service Strategy – understanding who the IT customers are,
the service offerings that are required to meet the customers’ needs, the IT capabilities
and resource that are required to develop these offerings and the requirements for
executing successfully. Driven through strategy and throughout the course of delivery
and support of the service, IT must always try to assure that cost of delivery is
consistent with the value delivered to the customer.
Service Design assures that new and changes services are designed effectively to
meet customer expectations. The technology and architecture required to meet
customer needs cost effectively is an integral part of Service Design. Additionally,
processes required to manage services are also part of the design phase.
Service management systems and tools that are necessary to adequately monitor and
support new or modified services must be considered as well as mechanisms for
measuring service levels, technology and process efficiency and effectiveness.
Through the Service Transition phase of the lifecycle the design is built, tested and
moved into production to assure that the business customer can achieve the desired
value. This phase addresses managing changes, controlling the assets and
configuration items (underlying components – hardware, software, etc) associated with
new and changed systems, service validation and testing and transition planning to
assure those users, support personnel and the production environment has been
prepared for the release to production.
Once transitioned, Service Operation then delivers the service on an ongoing basis,
overseeing the daily overall health of the service. This includes managing disruptions to
service through rapid restoration of incidents, determining the root cause of problems
and detecting trends associated with recurring issues, handling daily routine end user
requests and managing service access.
Enveloping the Service Lifecycle is Continual Service Improvement (CSI). CSI offers a
mechanism for IT to measure and improve the service levels, the technology and the
efficiency and effectiveness or processes used in the overall management of services.
6.1. The ITIL Service Lifecycle Approach
7. Why ITIL
7.1. Why would an organization be interested in ITIL?
Although today’s technologies allow us to be able to provide robust capabilities and
afford significant flexibility, they are very complex. The global reach available to
companies via the internet provides tremendous business opportunity while
presenting additional challenges regarding the confidentiality, integrity and
availability or our services and our data. Additionally, IT organizations need to
continue to be able to meet or exceed service expectations while working as
efficiently as possible. Consistent repeatable processes are the key to efficiency,
effectiveness and the ability to improve services. These consistent, repeatable
processes are outlined in the ITIL framework.
7.2. What are the benefits of ITIL?
7.2.1. Alignment with business needs
ITIL becomes an asset to the business when IT can proactively recommend
solutions as a response to one or more business needs. The IT Strategy Group
recommended in Service Strategy and the implementation of Service Portfolio
Management gives IT the opportunity to understand the business’ current and
future needs and develop service offerings that can address them.
7.2.2. Negotiated achievable service levels
Business and IT become true partners when they can agree upon realistic
service levels that deliver the necessary value at an acceptable cost. •
7.2.3. Predictable, consistent processes
Customer expectations can be set and are easier to meet with through the use
of predictable processes that are consistently used. As well, good practice
processes are foundational and can assist in laying the groundwork to meet
regulatory compliance requirements.
7.2.4. Efficiency in service delivery
Well-defined processes with clearly documented accountability for each activity
as recommended through the use of a RACI matrix can significantly increase
the efficiency of processes. In conjunction with the evaluation of efficiency
metrics that indicate the time required to perform each activity, service delivery
tasks can be optimized.
7.2.5. Measurable, improvable services and processes
The adage that you can’t manage what you cannot measure rings true here.
Consistent, repeatable processes can be measured and therefore can be
better tuned for accurate delivery and overall effectiveness. For example,
presume that a critical success factor for incident management is to reduce the
time to restore service. When predictable, consistent processes are used key
performance indicators such as Mean Time To Restore Service can be
captured to determine whether this KPI is trending in a positive or negative
direction so that the appropriate adjustments can be made. Additionally, under
ITIL guidelines, services are designed to be measurable. With the proper
metrics and monitoring in place, IT organizations can monitor SLAs and make
improvements as necessary
7.3. Which companies use ITIL?
• Literally thousands of companies’ world-wide and of all industries and sizes
have adopted ITIL. These include:
• Large technology companies such as Microsoft, HP, Fujitsu, IBM;•
• Retailers such as Target, Walmart and Staples
• Financial services organizations such as Citi, Bank of America, Barclay’s Bank;
• Entertainment entities such as Sony, Disney • Manufacturers such as Boeing,
Toyota, Bombardier
• Life Sciences companies such as Eli Lilly, Pfizer, Takeda Pharmaceuticals.
7.4. The Benefits of ITIL
• Provides a single, definable, repeatable, and scalable documented framework
for IT best practices that flows across the IT organization
• Improves ability of IT to adjust as Organization opportunities and challenges are
presented
• Improves relationship of IT with the Organization
• Improves customer and user satisfaction
• Focuses on delivering the services that the Organization needs
• Improves the return on IT investment -put the processes in place that improve
utilization of resources and ultimately their effectiveness and reduce duplication
of effort
8. ITIL Structure
8.1. Structure
Itil is organized as follow picture
8.2. Service Support
8.2.1. Service Desk (function)
Act as the central point of contact between the User and IT Services
Management, handle Incidents and Requests, and provide an interface for other
activities such as Change, Release, Service Level, and IT Services Continuity
Management
8.2.2. Incident Management
Restore normal service operation as quickly as possible with minimum
disruption to the business, thus ensuring that the best achievable levels of
availability and service are maintained
8.2.3. Problem Management
Minimize the adverse effect (on the business) of Incidents and Problems
caused by errors in the infrastructure -proactively prevent the occurrence of
Incidents, Problems and Errors
8.2.4. Configuration Management
Provide a logical model of the IT infrastructure by identifying, controlling,
maintaining and verifying the versions of all Configuration Items.
Configuration Management 3 key components1. Configuration Management
Database (CMDB)Made up of Configuration Items (CI)2.Definitive Software
Library (DSL)Where physical master copies of all software CIs are
stored3.Definitive Hardware Store (DHS)Similar to the DSL but for spare
hardware.
8.2.5. Change Management
Ensure that standardized methods and procedures are used for efficient and
prompt handling of all Changes, in order to minimize the impact of any related
Incidents upon service.
8.2.6. Release Management
Take a holistic view of Changes to an IT service and ensure that all aspects of a
Release (both technical and non-technical) are considered together
8.3. Service Delivery
8.3.1. Service Level Management
Maintain and improve business aligned IT service quality, through a continuous
cycle of monitoring, reporting and reviewing IT service achievements and
through instigating actions to eradicate unacceptable levels of service
Financial Management for IT Services Provide cost effective stewardship of the
IT assets and the financial resources used in providing IT services
8.3.2. Capacity Management
Ensure that all current and future capacity and performance aspects of the
business requirements are provided in a cost effective manner through an
understanding of: future business requirements the organization’s operation the
IT infrastructure
8.3.3. IT Service Continuity Management
Support the overall Business Continuity Management process by ensuring that
the required IT technical and services facilities can be recovered within required
and agreed upon business timelines.
8.3.4. Availability Management
Optimize the capacity of the IT infrastructure and supporting organization to
deliver a cost effective and sustained level of availability that enables the
business to satisfy its objectives.
9. Elements of ITIL v3
The five core books of ITIL cover each stage of the service lifecycle from the initial
definition and analysis of business requirements in Service Strategy and Service
Design, through migration into the live environment within Service Transition, to live
operation and improvement in Service Operation and Continual Service Improvement.
9.1. Aspects of ITIL v3
The V3 of ITIL is centralized in these aspects.
Service Strategy: The achievement of strategic goals or objectives requires the use
of strategic assets. The guidance shows how to transform service management into
a strategic asset.
Service Design: guidance on designing IT services, along with the governing IT
practices, processes and policies, to realize the strategy and facilitate the
introduction of services into the live environment ensuring quality service delivery,
customer satisfaction and cost-effective service provision.
Service Transition: guidance for the development of capabilities for transitioning
new and changed services into operations, ensuring the requirements of Service
Strategy, encoded in Service Design, are effectively realized in Service Operations
while controlling the risks of failure and disruption.
Service Operation: guidance on achieving effectiveness and efficiency in the
delivery and support of services to ensure value for the customer and the service
provider. Strategic objectives are ultimately realized through Service Operations.
Continual Service Improvement: guidance in creating and maintaining value for
customers through better design, introduction and operation of services, linking
improvement efforts and outcomes with service Strategy, Design, Transition and
Operation.
9.2. Inputs & outputs of lifecycle stages
9.3. A high level view of the service model
9.4. Service Strategy
The service strategy of any service provider must be grounded upon a fundamental
acknowledgement that its customers do not buy products, they buy the satisfaction
of particular needs. Therefore, to be successful, the services provided must be
perceived by the customer to deliver sufficient value in the form of outcomes that
the customer wants to achieve.
The four Ps of Strategy:
• Perspective: the distinctive vision and direction
• Position: the basis on which the provider will compete
• Plan: how the provider will achieve their vision
• Pattern: the fundamental way of doing things – distinctive patterns in
decisions and actions over time.
9.5. Service Design
Service Design is a stage within the overall service lifecycle and an important
element within the business change process. The role of Service Design within the
business change process can be defined as:
The design of appropriate and innovative IT services, including their architectures,
processes, policies and documentation, to meet current and future agreed business
requirements.
There are 5 individual aspects of Service Design:
• New or changed service solutions
• Service management systems and tools, especially the Service Portfolio
• Technology architectures and management systems
• Processes, roles and capabilities
• Measurement methods and metrics.
Four Ps of Design:
• People: the people, skills and competencies involved in the provision of IT
• services
• Products: the technology and management systems used in the delivery of
• IT services
• Processes: the processes, roles and activities involved in the provision of
ITservices
• Partners: the vendors, manufacturers and suppliers used to assist and
support IT service provision.
9.6. Service Transition
The role of Service Transition is to deliver services that are required by the
business into operational use. Service Transition delivers this by receiving the
Service Design Package from the Service Design stage and delivering into the
Operational stage every necessary element required for ongoing operation and
support of that service. If business circumstances, assumptions or requirements
have changed since design, then modifications may well be required during the
Service Transition stage in order to deliver the required service.
9.7. Service Operation
The purpose of Service Operation is to deliver agreed levels of service to users and
customers, and to manage the applications, technology and infrastructure that
support delivery of the services.
It is only during this stage of the lifecycle that services actually deliver value to the
business, and it is the responsibility of Service Operation staff to ensure that this
value is delivered.
9.8. Continual Service Improvement
Continual Service Improvement (CSI) is concerned with maintaining value for
customers through the continual evaluation and improvement of the quality of
services and the overall maturity of the ITSM service lifecycle and underlying
processes.
10. Considerations
10.1. Matters must be considred at moment to implement ITIl in some company
• Senior Management buy-in
• IT staff buy-in
• Awareness
• Communication
• People first –always
• Process next –adapted to fit your organization
• Products (tools and technology) to enable your process
• Do not forget the Partners
• Measure, review and re-align –ITIL is a journey not a destination!
• Remember “adapt” –you can’t do ITIL from the book
10.2. Related Standards and Other Sources
• ITIL provides advice and guidance on Best Practice relating to the
provision of
• IT services. The following public frameworks and standards are
relevant :
• ISO/IEC 20000: IT Service Management
• ISO/IEC 27001: Information Security Management (ISO/IEC 17799 is
corresponding Code of Practice)
• Capability Maturity Model Integration (CMMI®)
• Control Objectives for Information and related Technology (COBIT®)
• Projects in Controlled Environments (PRINCE2®)
• Project Management Body of Knowledge (PMBOK®)
• Management of Risk (M_o_R®)
• eSourcing Capability Model for Service Providers (eSCM-SP™)
• Telecom Operations Map (eTOM®)
• Six Sigma™.
11. Summary
Many organizations still see IT service management as being predominantly a
technology issue. ITIL promotes a much more “joined up”, “end-to-end” approach to IT
service management replacing the ‘technology silos’ and isolated ‘islands of
excellence’. The focus of IT management has been changing for some time and in the
future management will be even less focused on technology and still more integrated
with the overall needs of the business management and processes. New management
systems are already starting to evolve and will continue to evolve over the next few
years. This development will accelerate, as the management standards for the
exchange of management information between tools become more fully defined. In
essence, management systems will become:
12. Bibliography
http://www.itil-officialsite.com/AboutITIL/WhatisITIL.aspx , Best Management Practice
Partnership, An Introductory Overview of ITIL® V3,. The IT Service Management
Forum, By
Alison Cartlidge Xansa – Steria, Ashley Hanna HP, Colin Rudd itEMS Ltd, Ivor
Macfarlane IBM, John Windebank Sun, Stuart Rance HP
www.propointsolutions.com/Learning/ITIL.pdf , ITIL® Executive Overview, Propoint
Solutions
www.best-management-practice.com/gempdf/ITIL_The_Basics.pdf , ITIL®: The Basics,
Valerie Arraj, Managing Director, Compliance Process Partners, LLC, White Paper,
May 2010, APM Group Limited 2010
