ITIL V3 differences from V2

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1 ITIL V3 differences from V2 Stuart Rance FISM, CISSP 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

2 Agenda Overall differences Brief summary of changes in each book Service Strategy Service Design Service Transition Service Operation Continual Service Improvement 2 6. Februar Hewlett-Packard Development Company, L.P.

3 ITIL v2 T h e B u s i n e s s Planning to implement Service Management Business Perspective Application Management Service Delivery Service Support Security Management ICT Infrastructure Management Software Asset Management T h e T e c h n o l o g y 3 6. Februar Hewlett-Packard Development Company, L.P.

4 Process Orientated Working Service Level Management Change Management Incident Management 4 6. Februar Hewlett-Packard Development Company, L.P.

5 The Problem with Processes Processes help organize work better They are aligned to activity and output not necessarily to value You have to know what you want to achieve, or assume the customer does Processes are not strategic Bottom line: Managing IT needs more than just a set of processes, people and tools 5 6. Februar Hewlett-Packard Development Company, L.P.

6 What s different about v3? Centered on business value Seeing IT as a Strategic Business Unit Creating a way to integrate IT Processes, People and Tools with the Business Strategy and desired Outcomes Structured according to the IT Service lifecycle v2 was structured by processes Increased scope 6 6. Februar Hewlett-Packard Development Company, L.P.

7 What is NOT changing? Key concepts are preserved No radical changes to v2 service support and service delivery processes Core books provide generic guidance and remain non-prescriptive Adopt and adapt 7 6. Februar Hewlett-Packard Development Company, L.P.

8 What is a Service? A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks 8 6. Februar Hewlett-Packard Development Company, L.P.

9 ITIL V3 Continual Service Improvement Service Service Design Service Strategy Service Operation ITIL Service Transition 9 6. Februar Hewlett-Packard Development Company, L.P.

10 10 6. Februar 08 How to think and act in a strategic manner How to transform Service Management into a strategic asset Clarifies relationships between services, systems, processes and the business models, strategies or objectives they support 2007 Hewlett-Packard Development Company, L.P.

11 Creating value Service Management Services Business Outcomes Februar Hewlett-Packard Development Company, L.P.

12 Assets, Resources and Capabilities Resource A generic term that includes infrastructure, people, money or anything else that might help to deliver a Service Capability The ability of an organization, person, process, application, configuration item or IT Service to carry out an activity Asset Any resource or capability. Assets of a Service Provider include anything that could contribute to the delivery of a Service Februar Hewlett-Packard Development Company, L.P.

13 Utility and Warranty Utility and Warranty work together to create value Utility What does the service do? Warranty How well does the service do it? Functional Requirements Non Functional Requirements Features, inputs, outputs Capacity, performance, availability fit for purpose fit for use Februar Hewlett-Packard Development Company, L.P.

14 Service Provider An organization supplying services to one or more internal customers or external customers Type 1 Type 2 Type 3 Internal Embedded in the business unit it serves Shared Provide services to multiple business units External Provide services to many customers Februar Hewlett-Packard Development Company, L.P.

15 Service Portfolio Service Portfolio Service Pipeline Service Catalogue Retired Services Februar Hewlett-Packard Development Company, L.P.

16 Service Strategy Processes Strategy Generation Define the market Develop the offerings Develop strategic assets Prepare for execution Financial management Understand the value of IT Services and assets Provide support for forecasting and decision making Return on Investment Februar Hewlett-Packard Development Company, L.P.

17 Service Strategy Processes Service Portfolio Management Provide direction to Service Design so they can manage and fully exploit the services into the future Demand Management Understand and influence Customer demand for services and provision of capacity to meet these demands Februar Hewlett-Packard Development Company, L.P.

18 Design everything needed to realize the strategy Aimed at development AND operations Includes many of the V2 Service Delivery Processes Februar Hewlett-Packard Development Company, L.P.

19 Service Design - Aspects Service solutions Management systems and tools Technical and management architectures Service management processes Measurement systems and metrics Februar Hewlett-Packard Development Company, L.P.

20 Service Design Key Concepts Service Design Package Defines the service through all stages of its lifecycle Passed to Service Transition for implementation Four P s People Processes Products/ Technology Partners/ Suppliers Februar Hewlett-Packard Development Company, L.P.

21 SD New Processes Service Catalogue Management Overall management of the service catalogue Single source of information on all agreed services Ensure it is available to those approved to access it Supplier Management Manage supplier relationships and performance Negotiate and agree contracts Manage contracts throughout lifecycle Maintain a supplier policy and a supporting Supplier and Contract Database (SCD) Februar Hewlett-Packard Development Company, L.P.

22 SD updated processes Information Security Management V2 process was a separate book, otherwise very similar Service Level Management No longer responsible for service catalogue Availability Management MTRS as well as MTTR Availability Management Information System (AMIS) Capacity Management Component Capacity Management (not Resource) Capacity Management Information System (CMIS) IT Service Continuity Management Linkages to Management of Risk (MoR) Fast recovery option Februar Hewlett-Packard Development Company, L.P.

23 Implement Service Design Packages through testing to live Transition services to and from other organizations Organizational change Decommission or terminate services Februar Hewlett-Packard Development Company, L.P.

24 Configuration Management System Change & Release View Asset Mgmt View Service Desk View Presentation Layer Knowledge Processing Layer Information Integration Layer Integrated CMDB Data and Information CMDB1 DML1 DML2 CMDB Februar Hewlett-Packard Development Company, L.P.

25 Service Knowledge Management System (SKMS) Governance View Services View Dashboard View Presentation Layer Knowledge Processing Layer Information Integration Layer Service Knowledge Management Base Data and Information CMDB1 Unstructured DML Service Portfolio Enterprise applications Structured Februar Hewlett-Packard Development Company, L.P.

26 New ST Processes Transition Planning and Support Overall management of Service Transition Knowledge Management Ensure the right information is delivered to the right place or person at the right time in the right format Service Testing and Validation Assure that a new or changed service will be fit for purpose and fit for use. Evaluation Considers whether the performance of something is acceptable, value for money etc. and whether it will be proceeded with, accepted into use, paid for, etc Februar Hewlett-Packard Development Company, L.P.

27 Change and Configuration Change Management Added Strategic / Tactical / Operational changes Added Change Proposals Some name changes CAB/EC ECAB Forward Schedule of Change Change Schedule Projected Service Availability Projected Service Outage Configuration Management New Configuration Management System Asset Management added to make SACM process Service Asset and Configuration Management Februar Hewlett-Packard Development Company, L.P.

28 Release Release and Deployment Management Similar to V2 release management Testing and Validation moved to a separate process Removed terms like full / delta / partial Added Release Package Added Release and Deployment Models Added a number of roles e.g. Package and Build Manager Februar Hewlett-Packard Development Company, L.P.

29 Coordinate and carry-out day-to-day activities Deliver and manage services at agreed levels Manage technology and applications Execute and measure all plans, designs and optimizations Where value is actually delivered to the business Februar Hewlett-Packard Development Company, L.P.

30 New SO Processes Event Management Management of warnings and normal events as well as events leading to incidents Request Fulfilment Requests from users for information or advice, or for a Standard Change Access Management Granting access to services and infrastructure to authorised users only Februar Hewlett-Packard Development Company, L.P.

31 Changed SO Processes Incident Management Removed Event, Access and Request Added Incident Models Problem Management Proactive problem management is part of CSI Removed error control Can raise a known error at any time Added Problem Models Februar Hewlett-Packard Development Company, L.P.

32 Service Operation Functions Service Desk IT Operations Management Technical Management Application Management Operations Control Facilities Management Februar Hewlett-Packard Development Company, L.P.

33 Measurement and improvement Continually looking for ways to improve processes and services efficiency, effectiveness, and cost effectiveness Februar 08 Improve each stage in the lifecycle 2007 Hewlett-Packard Development Company, L.P.

34 Overall CSI Approach The CSI Model What is the vision? Business Vision, mission, goals and objectives Where are we now? Baseline Assessments How do we keep the momentum going? Where do we want to be? Measurable Targets How do we get there? Service and Process Improvement Did we get there? Measurements and Metrics Februar Hewlett-Packard Development Company, L.P.

35 Measurement and Improvement You cannot manage what you cannot control You cannot control what you cannot measure You cannot measure what you cannot define Februar Hewlett-Packard Development Company, L.P.

36 Measurement and Improvement You cannot manage what you cannot control You cannot control what you cannot measure You cannot measure what you cannot define Services and processes need to be implemented with Clearly defined goals and objectives Clearly defined measurements Now we can monitor, measure, and improve Not just discrete projects, but as a way of life Februar Hewlett-Packard Development Company, L.P.

37 Types of Metric Service Metrics The results of the end-to-end service Process Metrics CSFs, KPIs and activity metrics for the service management processes Technology Metrics Component and application based metrics such as utilisation, performance, availability Februar Hewlett-Packard Development Company, L.P.

38 The 7-Step Improvement Process Identify Vision, & Strategy Tactical Goals Operational Goals 1. Define what you should measure 7. Implement corrective action 2. Define what you can measure Goals 6. Present and use the information assessment summary action plans, etc. 3. Gather the data Who? How? When? Integrity of data? 5. Analyze the data Relations? Trends? According to plan? Targets met? Corrective action? 4. Process the data Frequency? Format? System? Accuracy? Februar Hewlett-Packard Development Company, L.P.

39 The 7-Step Improvement Process Wisdom Identify Vision, & Strategy Tactical Goals Operational Goals 1. Define what you should measure 7. Implement corrective action 2. Define what you can measure Goals 6. Present and use the information assessment summary action plans, etc. Knowledge 5. Analyze the data Relations? Trends? According to plan? Targets met? Corrective action? Februar Hewlett-Packard Development Company, L.P. Information 4. Process the data Frequency? Format? System? Accuracy? 3. Gather the data Who? How? When? Integrity of data? Data

40 CSI Processes The 7-Step Improvement Process Service Reporting The right content for the right audience Focused on the future as well as the past This is what happened; this is what we did; this is why it won t happen again; this is how we will improve Service Measurement Service Measurement Framework Underpins scorecards and reports Underpins improvement Februar Hewlett-Packard Development Company, L.P.

41 Questions Continual Service Improvement Service Service Design Service Strategy Service Operation ITIL Service Transition Februar Hewlett-Packard Development Company, L.P.

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