ITIL: What it is What it Can Do For You V2.1

Transcription

1 ITIL: What it is What it Can Do For You V2.1 Service Solution Company Facilitated by: Patrick Musto

2 Agenda Answer the questions what? and how? Historical Background Fundamental Principles 5 Lifecycle Phases Implementation Framework (bet they didn t tell you this!) 2

3 Quality Principles Fact or Fallacy? 1. Quality is expensive? 2. Quality control experts and inspectors can assure quality? 3. Defects are caused by workers? Who or what gets blamed when the process doesn t work? 3

4 Background Service Solution Company Understand and internalize the key fundamental and universal principles inherent in all quality systems. They should be second nature ; a part of who you are, as an individual or an organization Patrick Musto, Service Practitioner

5 Thoughts? This ITIL stuff is only 1. Agility getting in the (People way & Technology) of 2. Readiness delivering IT (People and Process) to my customers! (Anonymous) workshop participant We don t produce gadgets, we create services. We want to make money when people use our devices, not when they buy them. (Not so anonymous) Jeff Bezos, Amazon ESSENTIALLY ITIL IS ABOUT ORGANIZATIONAL 3. Service Alignment (Cultural Alignment) (adapted from CIO Magazine) 5

6 ITIL Evolution Operational and Tactical Focus Strategy and Business Integration Focus 1980 s GITIM Library of 40 Books V2 2 Books SS, SD 11 Processes, 1 Function V3 5 Books 5 Phases 23 Processes, 4 Functions V3 Update 5 Books 5 Phases 26 Processes 4 Functions Central Compute and Telecommunications Agency (CCTA) Office of Government Commerce (OGC) Assortment of Processes Lifecycle Approach Capita & UK Govt. Joint Venture for ITIL & Prince2 GITIM: Government Information Technology Infrastructure 6

7 V2: 2001 Service Support Service Delivery Focus Day to day Planning/longer term S.P.O.C Service Desk Service Level Mgmt Who User Paying Customer Main Focus Service Quality Value for Money ITIL Function Service Desk Data Center ITIL Processes Incident Mgt. Problem Mgt. Change Mgt. Release Mgt. Configuration Mgt. Service Level Mgt. Availability Mgt. Capacity Mgt. IT Service Mgt. Financial Mgt. 7

8 V3 & Refresh SERVICE SUPPORT Incident Problem Change Release Configuration SERVICE DELIVERY Service Level Financial Capacity IT Service Continuity Availability Security FUNCTION Service Desk the better a thing is, the cheaper it is to make Bill Knudsen, GM President Service Strategy Business Relationship Strategy Generation Demand Financial Service Portfolio Continual Service Improvement 7-Step Improvement Model CSI Approach Measurement & Reporting Service Operation Event Incident Request Access Problem Functions Service Desk Technology Application IT Operations Service Design Design Coordination Service Catalog Service Level Supplier Continuity Information Security Capacity Availability Service Transition Transition Planning & Support Validation & Testing Change Evaluation Knowledge Service Asset & Configuration Change Release & Deployment 8

9 Today ITIL is the most successful and widely adopted IT Service framework ITIL is not a standard ISO/IEC 20K provides the international standard for Service ITIL certifies people not organizations, not software/applications 9

10 Good Practice Best Practice Characteristics Generally publicly available Validated across a diverse set of environments Sources Public Domain (ITIL) Standards (ISO, CMMI, COBIT, PRINCE2, PMBOK) Proprietary (company specific) Good Practice Organization-specific bodies of knowledge Built upon standard, publicly available knowledge Proven to improve unique IT capabilities Good Practice is doing those things that have been shown to work

11 So What Is A Best Practice? 11

12 Fundamental Principles Service Solution Company Understand and internalize the key fundamental and universal principles inherent in all quality systems. They should be second nature ; a part of who you are, as an individual or an organization Patrick Musto, Service Practitioner

13 Leverage the Framework Case Study IT Service ITIL Framework Scope QMS ISO 9001 Criteria Mgt. Responsibility Resource Mgt. Product Realization Measurement, Analysis, Improvement Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Quality System Process Definition Process Dependencies Process Planning Process Operation Process Control Process Monitoring Process Measurement Process Improvement Process Documentation Quality Manual 13

14 Governance Pyramid Policy High-level guiding principle. Policy is written from a topdown perspective and is supported by standards and Critical Success Factor Policy Why Process Who, What, When, Where Sub-Process Procedure How Process May be decomposed into sub-processes as dictated by the needs of the organization and level of complexity Work Instructions Tool Specific 14

15 Organizational Readiness While ITIL provides some guidance on roles within an organization, it does not mandate an organizational structure. The ITIL processes interact throughout the organization. The one exception is the function of the Service Desk. System Incident Problem Change Release Storage Configuration Capacity Availability Financial Service Level Application Network Infrastructure Others ITIL Process cross organizational boundaries All organizations are involved in Service Processes must be understood throughout the organization to be effective Service concepts must be understood by all organizations IT Service Continuity

16 Organizational Agility Initiative Objectives and Goals Compliance issues must be defined Rationale must be clear Elevator Speech Governance Ownership Goals Policy KPIs Metrics Process Definition Objectives Ownership Measures Interfaces Policy Why Process Who, What, When, Where Sub-Process Procedure How Work Instructions Tool Specific Pre-Requisites to Automation 16

17 Service Strategy Service Solution Company May God have mercy upon my enemies, because I won't. General George S. Patton Jr.

18 Service Strategy Value Defined Service Strategy Business Relationship Strategy Generation Demand Financial Service Portfolio Position Service as an organizational capability Leverage Service as a strategic asset Set objectives for performance in meeting customer needs Provide for the alignment of Service and business strategies Think about the why! Define market Develop Offerings Develop Strategic Assets Prepare Execution 18

19 Grain Local Corn, Rye, Barley Water Unique Limestone Cave Spring Trees Charcoal, Barrels Labor Skilled, Local Transportation Lynchburg Hwy (55) & 24 19

20 Service Design Service Solution Company Stress the little things because little things lead to big things. Steve Alford, basketball coach

21 Service Design Value Designed Service Design Design Coordination Service Catalog Service Level Supplier Continuity Information Security Capacity Availability Service design and development Convert strategy into a portfolio of services Design of new services Changes to existing services Meet current and future needs IT Services Design Architectures Processes Policies Documentation 21

22 Service Alignment Service Provider Model External Customer(s) Customer User-User-User ENTERPRISE Customer User-User-User Customer User-User-User SLA SLA Service Provider AVAILABILITY OLA IT Support Service Desk-Systems-Network-Software Support RELIABILITY MAINTAINABILITY UC SERVICEABILITY Vendor 22

23 Service Transition Service Solution Company Change is not made without inconvenience, even from worse to better. Richard Hooker, theologian

24 Service Transition Value Transitioned Service Transition Transition Planning & Support Validation & Testing Change Evaluation Knowledge Service Asset & Configuration Change Release & Deployment Plan capability and resources to transition into production Move services into production Minimize risk during transition through structured, rigorous and consistent transition Focus on transitioning the strategic requirements of the design into production Adapt to Environment Align with Business Ensure Capability to Operate within Design Considerations 24

25 Dilemma How Bad Is It - Really? Case Study Emergency Change Should be an exception, is widely and well executed, suggesting a high volume of such changes which potentially introduce significant risk of change failure, service disruption. Change Processes by Quadrant Quality of Execution Clear Closure Criteria (success and failure criteria) Closure and communications are essential for stakeholders knowledge, appropriate reviews, confirmation of success, documentation of any ancillary effects, completion on time and within cost constraints. S c o p e Registration, Planning, Approval Directly impact business alignment, cost, change success, workload, and resource utilization fall in the lower quadrant.. Refinement will streamline Change while bringing visibility to the coordination of all changes Registration 5.0 Appl-Implement 2.0 Planning 6.0 Plan-Closure 3.0 Approval 7.0 Emer-Implement 4.0 Infra-Implement 8.0 Emer-Close 25

26 Service Operation Service Solution Company "I'm astounded by people who want to 'know' the universe when it's hard enough to find your way around Chinatown. Woody Allen

27 Service Operation Value Realized Service Operation Event Incident Request Access Problem Functions Service Desk Technology Application IT Operations Ensure effectiveness and efficiency in the delivery of services See that strategic objectives realized and value is delivered Provide stability through proactive, reactive control Execution of Activities Deliver Services Support Services 27

28 Dilemma Empowered Service Desk Notification First Call Resolution? Hierarchical Escalation Functional Escalation 28

29 Continual Service Improvement Service Solution Company Whenever an individual or a business decides that success has been attained, progress stops. Thomas J. Watson, executive

30 Continual Service Improvement Value Continually Aligned Continual Service Improvement 7-Step Improvement Model PDCA CSI Approach Measurement & Reporting Maintaining value for customers Leverage quality management principles to address: Service quality Operational efficiency Business continuity Provide a closed-loop improvement methodology of PDCA Align Realign Continuously Across ITSM Services - Processes 30

31 Maturity Level Deming Cycle W Edwards Deming Statistician Define Current Define Desired Gather Data Process Data Analyze Data Determine Action - Execute W. Edwards Deming is best known for his philosophy of continual improvement and development of 14 points of attention to managers. Walter A. Shewhart Physicist, Engineer, Statistician A process SYSTEMS-LED led approach underpins the concepts in the Deming Cycle to provide a mechanism for continual improvement. Plan Plan Improvement including goals for improvement and gap analysis (PROJECT PLAN) Do Implement, funding, R&R (PROJECT) Check Monitor, measure, review; Continuous quality control and consolidation report against plans; assessments (AUDIT) ACT CHECK PLAN DO Plan Do Check Act Project Plan Project Audit New Actions Act Continual improvement (NEW ACTIONS) Time Scale Business IT Alignment Effective Quality Improvement Consolidation of the level reached i.e. Baseline Think System seeing things holistically and how interdependencies interact

32 Implementation Framework Service Solution Company Information is not knowledge. Albert Einstein

33 Roadmap

34 Summary Best Practice Framework Nothing New Based on Solid Quality Principles 5 Lifecycle Phases in 5 Volumes (books) Promotes Planning to Design, Deliver, Support & Improve on value Success Demands Organizational Commitment Misconceptions 34

35 Questions "We invented words. We'll tell you how they're suppose to sound." John Oliver, The Daily Show 35