ITIL v3 - Overview. Claudio Tancini Marzo 2015 INTERNAL USE ONLY

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1 ITIL v3 - Overview Claudio Tancini Marzo 2015

2 ITIL Da Wikipedia, l'enciclopedia libera. Information Technology Infrastructure Library (ITIL) è un insieme di linee guida ispirate dalla pratica (Best Practices) nella gestione dei servizi IT (IT Service Management) e consiste in una serie di pubblicazioni che forniscono indicazioni sull'erogazione di servizi IT di qualità e sui processi e mezzi necessari a supportarli. Sebbene sia stato sviluppato negli anni ottanta, ITIL non è stato largamente adottato fino alla metà degli anni novanta. Questa più larga adozione e conoscenza ha condotto all emissione di standard a supporto, incluso ISO/IEC (precedentemente British Standards BS 15000), il quale è uno standard internazionale che ricopre molti degli elementi di ITIL per la gestione dei servizi IT. ITIL viene spesso considerato a fianco di altri framework di best practice quali Information Services Procurement Library (ISPL), Application Services Library (ASL), Dynamic Systems Development Method (DSDM), Capability Maturity Model (CMM/CMMI), e viene spesso collegato con l IT governance attraverso Control Objectives for Information and related Technology (COBIT).

3 Struttura L IT Infrastructure Library (ITIL) classificata inizialmente come una collezione di libri, i quali ricoprono ognuno una specifica pratica all interno della gestione dei servizi IT. Dopo l iniziale rilascio, il numero di pubblicazioni aumentò esponenzialmente (all interno di ITIL v1) fino ad oltre 30 libri. Questo rese ITIL non più accessibile (ed abbordabile) a coloro che desideravano esplorarlo, una delle aspirazioni del progetto per la seconda versione ITIL v2 fu proprio quella di consolidare i lavori in un numero di serie logiche che puntavano insieme ai relativi gruppi di linee guida di processi per i differenti aspetti di gestione dei sistemi, delle applicazioni e dei servizi IT. Con il rilascio della versione 3 il core di ITIL si costituisce di 5 pubblicazioni, una per ciascuno dei 5 processi di base.

4 I vantaggi di ITIL (1/2) 1. Improved Visibility and Control If you want greater visibility and control of your IT environment and how it supports business services, you need a clear understanding of what you are doing. 2. Greater Integration with Business Objectives Improvements to IT will make the business more efficient and effective by increasing customer satisfaction, reducing downtime, automating tasks, and achieving required compliance. 3. Increased Focus on Continual Service Improvement ITIL recommends that you implement a continual service improvement program. This type of program uses the results of measurement and analysis to help IT prioritize improvements that will support changing business needs.

5 I vantaggi di ITIL (2/2) 4. Increased OperationalEfficiency You can improve operational efficiency by following ITIL guidance related to examining your processes and objectives and identifying targeted areas for improvement. 5. Greater Agility Agility also is important for today s corporations. The business must be able to respond quickly to changing conditions to remain competitive. 6. Increased Productivity Why wait for something to break when you can anticipate problems and prevent them from happening? The degree to which problem management and availability management processes are proactive can reveal much about the maturity of the IT organization. 7. Improved Communication The single biggest issue every organization seems to identify is communication or rather the lack of it both within IT and between IT and the business.

6 Il Service Life Cycle

7 7 04/11/2009

8 8 04/11/2009

9 9 04/11/2009

10 Service Strategy : What are services? The value proposition 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. Services are a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. Outcomes are possible from the performance of tasks and are limited by the presence of certain constraints. Broadly speaking, services facilitate outcomes by enhancing the performance and by reducing the grip of constraints. The result is an increase in the possibility of desired outcomes. While some services enhance performance of tasks, others have a more direct impact. They perform the task itself. 10

11 Service Strategy : What are services? The value composition: From the customer s perspective, value consists of two primary elements: utility or fitness for purpose and warranty or fitness for use. Utility is perceived by the customer from the attributes of the service that have a positive effect on the performance of tasks associated with desired outcomes. Removal or relaxation of constraints on performance is also perceived as a positive effect. Warranty is derived from the positive effect being available when needed, in sufficient capacity or magnitude, and dependably in terms of continuity and security. Utility is what the customer gets, and warranty is how it is delivered. Customers cannot benefit from something that is fit for purpose but not fit for use, and vice versa. It is useful to separate the logic of utility from the logic of warranty for the purpose of design, development and improvement (Figure 2.2). Considering all the separate controllable inputs allows for a wider range of solutions to the problem of creating, maintaining and increasing value.

12 Service Strategy : What are services? 12

13 Service Strategy : Business Service Management Business Service Management is the ongoing practice of governing, monitoring and reporting on IT and the business service it impacts.

14 Service Strategy : What is a process? Process definitions describe actions, dependencies and sequence. Processes have the following characteristics: Processes are measurable we are able to measure the process in a relevant manner. It is performance driven. Managers want to measure cost, quality and other variables while practitioners are concerned with duration and productivity. They have specific results the reason a process exists is to deliver a specific result. This result must be individually identifiable and countable. While we can count changes, it is impossible to count how many Service Desks were completed. So change is a process and Service Desk is not: it is a function. Processes have customers every process delivers its primary results to a customer or stakeholder. They may be internal or external to the organization but the process must meet their expectations. They respond to specific events while a process may be ongoing or iterative, it should be traceable to a specific trigger. 14

15 Service Strategy : Service Portfolio, Pipeline and Catalogue The Service Portfolio represents the commitments and investments made by a service provider across all customers and market spaces. It represents present contractual commitments, new service development, and ongoing service improvement plans initiated by Continual Service Improvement. The portfolio also includes third-party services, which are an integral part of service offerings to customers. Some third-party services are visible to the customers while others are not. The Service Portfolio is divided into three phases: Service Catalogue, Service Pipeline and Retired Services 15

16 Service Strategy : Service Portfolio, Pipeline and Catalogue 04/11/2009

17 Service Strategy : Service Catalog Business & Technical

18 Service Strategy : Service Portfolio Management methods

19 Service Strategy : ROI - Return on Investment Return on Investment (ROI) is a concept for quantifying the value of an investment. Its use and meaning are not always precise. When dealing with financial officers, ROI most likely means ROIC (Return on Invested Capital), a measure of business performance. This is not the case here. In service management, ROI is used as a measure of the ability to use assets to generate additional value. In the simplest sense, it is the net profit of an investment divided by the net worth of the assets invested. The resulting percentage is applied to either additional top-line revenue or the elimination of bottom-line cost. A business case is a decision support and planning tool that projects the likely consequences of a business action. A financial analysis, for example, is frequently central to a good business case. 19

20 Service Strategy : Demand Management 20

21 Service Strategy : Risk Management 04/11/2009

22 Service Design:

23 Service Design: 23

24 Service Design : Le 4 P (holistic view) People Process Products Partner

25 Service Design : La RACI Table Responsible - the person who is responsible for completing the task Accountable - just one person who is accountable for each task Consulted - people who give advice Informed - people who must be kept in the loop regarding the rogress of the project

26 Service Transition : Il SKMS Service Knowledge Management System

27 Service Transition : Il V Service Model

28 Service Operation : I 4 diversi Balance 28

29 Service Operation : The goal of Service Operation is to deliver and support services in an efficient and effective manner and to maintain stability in service operations while at the same time allowing for changes and improvement. Objectives The objectives of Service Operation are: coordinating and carrying out activities and processes required to provide and manage services for business users and customers within a specified agreed service level; Service Operation is also responsible for management of the technology required to provide and support the services. Scope Service Operation is about fulfilling all activities required to provide and support services. 29

30 Continual Service Improvement : 30

31 Continual Service Improvement : Il PDCA (Deming Cycle)

32 Continual Service Improvement : Knowledge Management 32

33 Le certificazioni ITIL V3

34 Le certificazioni ITIL V3 : I questionari Q1. Which of the following is NOT a step in the Continual Service Improvement (CSI) model? a) What is the vision? b) Did we get there? c) Is there budget? d) Where are we now? Answer: C Q2. What is the RACI model used for? a) Documenting the roles and relationships of stakeholders in a process or activity b) Defining requirements for a new service or process c) Analyzing the business impact of an incident d) Creating a balanced scorecard showing the overall status of Service Management Answer: A

35 Alcuni link utili: : come per ogni ricerca aperta google e il principale punto di partenza ( googling ) 04/11/2009

36 Alcuni link utili: : documentazione di base ITIL Buon punto di inizio per ricerche 04/11/2009

37 Alcuni link utili: : corsi online (quasi tutti in Inglese ma free) 37 04/11/2009

38 Alcuni link utili: : gruppi di IT professional

39 Alcuni link utili: : gruppi di IT professional, non al livello di linkedin 39 04/11/2009

40 ITIL v3 - Overview FINE PRESENTAZIONE

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