Determining Best Fit. for ITIL Implementations

Transcription

1 Determining Best Fit for ITIL Implementations Michael Harris President David Consulting Group

2 Agenda Why ITIL? The Evolution of IT Metrics Towards the Business What do businesses need from IT Introduction to ITIL Determining Best Fit ITIL Implementations Lessons Learned To find out more ITIL is a Registered Trade Mark and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the US Patent and Trademark Office 1

3 Why ITIL? The IT organization of the future will need to be different: Business focus Increasingly based on contractual rather than organizational supply chain for service delivery Expectation of highly transparent, easily audited, repeatable processes Growing dependency of process standardization 2

4 The Evolution of IT Metrics towards the Business Watch the game (business) from afar Metrics: CPU utilization, server availability, disk space Watch the game (business) as shared experience Metrics: Frequency of changes, service availability, incident closure % Play the game (business) Metrics: State of business service, end user experience, business transaction volume/backlog/duration 3

5 What do Businesses need from IT Services? Utility Derived from the attributes of a service that have a positive effect on the performance of activities, objects and tasks associated with desired outcomes. Removal or relaxation of constraints on performance is also a positive effect. Warranty Derived from the positive effect of the service being available when needed and in sufficient capacity or magnitude. It also refers to the dependability of the service in terms of continuity and security. VALUE = (UTILITY) AND (WARRANTY) 4

6 Introduction to ITIL What is Information Technology Infrastructure Library (ITIL)? Set of best practices focused on the management of IT service processes Promotes quality and efficiency in the use of IT Content is owned by the UK Office of Government Commerce (OGC) The goals of ITIL Service Management are: Align IT services with business needs Improve the quality of IT services Reduce the long term cost of IT services 5

7 ITIL V2 9 core books 10 processes Strong process orientation Planned withdrawal 12/31/07 now 12/31/08 (maybe) 6 Source: itsmf

8 ITIL V3 5 books (more to come) 24 processes Focus on service life cycle Business and IT are integrated Support changes in evolving IT industry Service Strategy 7

9 ITIL V2 to V3 Mapping Service Strategy Service Delivery Financial Management + Service Strategy Service Portfolio Management Demand Management Service Design Service Delivery IT Service Continuity Management Capacity Management + Availability Management Service Level Management Service Catalog Management Supplier Management Information Security Management Service Transition Service Support Change Management Service Asset & Configuration Management Release & Deployment Management + Knowledge Management Transition Planning & Support Service Validation Evaluation Service Operation Service Support Incident Management Problem Management + Event Management Access Management Request Fulfillment 8 Continual Service Improvement Seven Step Improvement

10 Service Providers, Suppliers & Agreements SLAs A Service Provider IT Functions Non IT Functions AD/M IT Operations Service Desk Tech Mgmt OLAs HR Finance Marketing Other OLAs OLAs Contracts (may include SLAs) 9

11 Service Knowledge Management System (SKMS) Service Knowledge Management System Configuration Management System Availability MIS Definitive Media Library CMDB Capacity MIS Service Level MIS Incident DB and others 10

12 Determining Best Fit ITIL Implementations Service Strategy & Continual Service Improvement? Define the market Develop the Offerings What is the Vision? Business Vision, Mission, Goals and Objectives Service Strategy How do we keep the momentum going? Where are we now? Where do we want to be? Baseline Assessments Measurable Targets Prepare for Execution Develop Strategic Assets How do we get there? Did we get there? Service & process Improvement Measurement & Metrics 11

13 Determining Best Fit ITIL Implementations Most Business Value in your organization? Service Design Delivers quality, cost effective services and ensure that business requirements are met Reduces TCO Improves quality of service Improves consistency of service Improved service alignment Improved IT governance Improved information and decision making Service Transition Enables Service provider to cope with higher volumes of change without impacting service quality Responsiveness Support for M&A Increased success rate for Changes & Releases Confidence in compliance with regulations Increased accuracy of scope and content for maintenance contracts Increased understanding of risk during and after change. Service Operation The operation of the service is where the plans, designs and optimizations are executed and measured. From a customer viewpoint, this is where actual value is seen. 12

14 Monitoring Best Fit ITIL Implementations Example Metrics Service Design Number and % of service targets being met Number and severity of security breaches Number of services with up to date SLA s Number of services with timely reports and current service reviews Positive responses on customer sat. surveys and so on. Service Transition Reduction in number of disruptions to services, defects and re work caused by inaccurate specification or incomplete impact analysis Reduction in number of unauthorized changes Reduction in backlog of change requests Reduction in the % of unplanned changes/emergency fixes Reduction in Incidents attributable to Changes and so on Service Operation Total number of incidents (broken down by stage) Mean elapsed time to achieve Incident resolution or work around (broken down by impact code) % of incidents handled within agreed response times Incident response time Average cost per Incident First line resolution rate Customer satisfaction Number of calls to service desk and so on 13

15 The Business Case Required for all or most changes A decision support and planning tool Projects likely consequences of a business action Must be maintained until pay back is achieved or business action is cancelled Structure Introduction Methods and Assumptions Business Impacts Risks and contingencies Monitoring and review schedule Captures Business Value of IT 14

16 Determining Best Fit ITIL Implementations Summary Think About. What process areas provides the most business benefit to your organization? What are the priorities based on the service strategy and/or continual improvement analysis and associated business cases? What basic processes need to be in place to move up the maturity path? How do we ensure shared priorities for ITIL among IT groups? 15

17 Lessons Learned Provide effective organizational communication and organizational change management Provide ITIL and process training for IT management and staff Set realistic goals and expectations on improving process maturity levels Establish practical implementation guidelines Involve stakeholders early in the process (during the development of new processes) Don t forget about tools and automating the process when possible For example, the Service Management Knowledge System (SKMS) is key to institutionalizing Change and Configuration Management 16

18 To find out more

19 Question & Answer 18

20 DCG Offerings DCG offers the following services to support each phase of ITIL from Initiate through Implementation: Planning and Scoping Understand Business and IT Objectives Facilitate definition of ITIL initiative objectives and scope ITIL training Operational Gap Assessments to understand current process maturity and define the desired future process Implementation Plans based on organization goals and resources Implementation Support including tool selection Measurement definition and collection to support continuous process improvement 19 DCG is an experienced advisor to help ensure the success of ITIL Best Practice implementation

21 Contact Information Diane Bloodworth Tony Timbol Tom Cagley