ITIL Introduction

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ITIL Introduction

• Linpei Zhang
• April, 2006

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Whats ITIL?

• ITIL (Information Technology Infrastructure
  Library) is a framework of best practices
  approaches intended to facilitate the delivery of
  high quality information technology services.
• - Wikipedia

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Okay, what exactly is ITIL?

• A series of publications
• Best Practices for IT Service Management
• Processes
• Guidelines
• Checklists
• Worldwide Industry standard
• Management Philosophy

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Brief History of ITIL

• The Central Computer and Telecommunications
  Agency of United Kingdom first published elements
  of ITIL in 1989.
• The intention is to improve the management of IT
  services in UK Central Government
• Contributed to by expert IT practitioners around
  the world.
• The UK Office of Government Commerce was
  established in 2000 and incorporates the CCTA.
• The OGC now owns ITIL and is responsible for its
  maintenance and further development

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ITIL Publications
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Putting them into context
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ITIL is the industry standard

• Widely accepted in Europe, Asia and Australia
• 170,000 ITIL certified professionals worldwide
• Over 10,000 companies adopted ITIL worldwide
• Started to gain momentum in United States
• Over 2000 people attended itSMF USA Conference in
  Chicago, 2005, the ITIL trade show,
  representing over 700 companies
• More than 1000 IT Professionals got ITIL
  certifications every month since 2005

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Whos Using ITIL

• Corporate
• Procter Gamble
• Capital One
• Boeing
• British Petroleum
• DHL
• Microsoft
• IBM
• HP

• Government
• UK Government Communications Headquarters
• IRS
• US Army
• Virginia
• Oklahoma City

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ITIL Tools

• Over 100 Vendors
• Well know tools supporting ITIL
• HP Openview Service Desk
• Remedy Strategic Service Suite
• CA Unicenter Service Desk
• Peregrine Service Center

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Frameworks Based on ITIL

• HP ITSM Reference Model
• a model that combines ITIL and industry-standard
  best practices with years of HP knowledge and
  experience.
• Microsoft Operations Framework (MOF)
• Applying the principles of ITIL to the Microsoft
  technology platform, MOF provides a foundation to
  help IT organizations meet the challenges

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Other useful frameworks focus on IT efficiency

• COBIT (Control Objectives for Information and
  Related Technologies)
• CMM (Capability Maturity Model)
• Six Sigma
• Balanced Scorecard

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International Industry Standards

• BS15000
• Published by BSI (British Standards Institution)
  in 2000 as national standard for UK
• ISO20000
• Published by ISO (International Organization for
  Standardization) on 12/15/2005
• The first International standard for IT Service
  Management. Its based on and has superseded
  BS15000.
• Both standards are based heavily upon ITIL

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ITIL Philosophy

• Service
• Quality
• Process
• Measurement
• Cost
• Proactive

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ITIL Philosophy One - Service

• IT Service Management (ITSM) means managing IT as
  a service business.
• Deploy and manage resources to a discrete set of
  defined services
• Thinking ourselves as Service Providers

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What kinds of services are we providing?

• Application Services
• EasyPay
• EasyPayNet
• TeleNet
• DAS
• AOS
• FLT
• EEE
• Construction Services

• Support Services
• Network Support Service
• Application Maintenance Service
• Database Maintenance Service
• Infrastructure Maintenance Service
• Management Services
• Statistics and report
• Communication and Training
• Consulting

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Behave like Service Providers

• Align IT services to the customer and business
  needs. Find out what the customer needs and make
  those services available
• Partner with the customer to create new ways of
  doing business. Create new competitive
  advantages.
• Increase the quality of the existing services by
  organizing around services and working to make
  those service efficient

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Realize the promise We care about our Customer!

• Documenting, negotiating and agreeing Customer
  and business quality targets and responsibilities
  in Service Level Agreements (SLAs)
• Regular assessment of Customer opinions in
  Customer Feedback and Customer Satisfaction
  Surveys
• IT personnel regularly taking the Customer
  journey and sampling the Customer experience
• IT personnel taking the Customer and Business
  perspective and always trying to keep Customer
  interactions as simple and enjoyable as possible

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Expected Results

• Alignment Better match IT capability and costs
  to business needs
• Efficiency Extend existing resources
• Reliability Ensure consistent performance
• Agility Response to business and
  technology-driven changes

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ITIL Philosophy Two - Quality

• Quality is the degree to which a set of inherent
  characteristics fulfils requirements as in ISO
  9000
• Service Quality is about ensuring customers get
  what they want as in Managing Service Quality
• Quality is a interactive term. Its all about
  satisfying and exceeding Customer Expectations.

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What does that mean?

• High quality of the product cannot be achieved
  without understanding what customer wants
  (requirements)
• Quality cannot be measured without asking the
  customers opinions
• High quality service cannot be delivered without
  thinking in customers perspective

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How Customer Evaluate Service Quality?

• Did the service satisfy my expectation?
• Can I get the same service next time?
• Is the service provided by a reasonable cost?

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A High Quality (Pleasant) Dining Service
Question How to improve the quality of our IT
Services? How can you contribute?

• Parking
• Reception desk
• Waiter/Waitress
• Take order
• Food delivery
• Food
• Feedback
• Billing
• Farewell

• The quality of the dinning service is based on
  the quality of ALL the services above!

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Continuously Improve Service Quality
How do we keep the momentum going
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How to get there - Quality Improvement Model

• Deming Circle (PDCA)
• Plan Plan ahead for change. Analyze and predict
  the results.
• Do Execute the plan, taking small steps in
  controlled circumstances.
• Check Study the results
• Act Take action to standardize or improve the
  process

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ITIL Philosophy Three - Process

• A process is a specific ordering of work
  activities across time and space, with a
  beginning and an end, and clearly defined inputs
  and outputs a structure for action. ... Taking a
  process approach implies adopting the customers
  point of view. Processes are the structure by
  which an organization does what is necessary to
  produce value for its customers.
• - Thomas Davenport, Process Innovation

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Characteristics of Processes

• Definability It must have clearly defined input
  and output
• Order It must consists of activities that are
  ordered by time and space
• Customer There must be a recipient of the
  process outcome
• Value-adding The transformation taking place
  within the process must add value to the recipient

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Result vs. Process

• Result Oriented Management
• Results can map to Activities
• Results are measurable and worth measuring
• Only applicable for low risk task
• Process Oriented Management
• Define a process to achieve the result
• Break down the overall result into smaller
  intermediate results
• More control and lower risk

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Why we need Process to provide high quality
service?

• Service
• Intangible Customer Experience
• Interactive One-time, Cannot be stored
• Process can help
• Consistent performance
• Reduce risk
• Repeatable Customer experience can be repeated
  next time

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But, what does process mean to me?

• Give
• Understand the whole picture
• Know what to do in any circumstances
• Clearly defined Roles/Responsibilities
• Measurable performance
• Save time and efforts

• Take
• May change way we used to carry out our tasks
• Take away some flexibilities

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ITIL Philosophy Four - Measurement

• If you cannot measure it, you cannot manage it
• If you cannot measure it, you cannot improve it
• If you cannot measure it, you probably dont care
  about it
• If you cannot influence it, you dont need to
  measure it

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What do we mean Measure here?

• Evaluate if we are in the right direction?

• Check in PDCA

Goal
Are we in the right direction?
Start Point
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Why Best Effort is not good enough?

• Best Effort, Some Progress, Improved
  Performance are not measurable.
• Performance is improved 10, Time to Market
  decreased from 100 days to 50 days, Customer
  Satisfaction Rate improves 23 percents. Those
  are good measurements.
• All the measurements must be quantitative!

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What to measure?

• Goal (Where do we want to go? What are we want to
  achieve?)
• CSF Critical Success Factors Determinate
  factors to achieve the goal
• KPI - Key Performance Indicators Compare the CSF
  with standards, Quantities measurements

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Example Measure Availability
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KPI for Availability

• MTTR (Mean Time to Repair) Average Down Time
  including Detect Time and Resolve Time.
• MTBF (Mean Time Between Failures) Average Normal
  Operation Time
• MTBSI (Mean Time Between System Incidents)
  Average time between two incidents
• Availability Ratio MTBF/MTBSI100

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Not too little, not too much

• Measurement has costs
• Tools
• Time
• Report
• Analysis
• Too many measurements only ends up with No
  measurement
• Only measure the KEY performance indicators

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ITIL Philosophy Five - Cost

• Everything comes with a cost
• Equipment Cost
• Software Cost
• Organization Cost
• Accommodation Cost
• Transfer Cost
• Cost Accounting

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How Cost are related to us?

• Budget
• Salary/Bonus
• Reimbursement
• Training Cost
• Tools
• Hiring
• Its everywhere in our working life! (Personal
  life too)

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Cost Awareness Thinking as the Management

• Budget
• Can we make the ends meet?
• New Project
• ROI (Return Of Investment) Profit / Investiment
• New Software/Hardware/Tool
• TOS (Total Ownership Cost) Cost in its lifetime

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Hidden costs

• Management cost
• Statistics and Report
• Communication and Training
• Support cost
• Installation/Upgrade
• Incident Support
• Performance Tuning

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Efficient IT Service

• Cost
• Investment
• Spending

• Quality
• Capacity
• Availability
• Performance
• Support
• Disaster Recovery

• Customer Requirement
• Can quality and cost satisfy the business needs?

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ITIL Philosophy Six - Proactive

• Common feelings about work
• I am too busy
• Work is chasing me. I am stressed out
• I dont have time to do the meaningful things.
• Those issues are so bugging. They kept coming
  back!

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Breaking things down

• Reactive activities
• Handle customer complains
• Handle production outage
• Last minute purchase
• Deal with disasters
• Preventative activities
• Create contingency plan
• Setup knowledge database
• Setup Production Monitors
• Capacity Planning
• Create Disaster Recovery Plan

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First thing first

• The more you work on Preventative Activities, the
  less you need to work on Reactive Activities
• Take the control back!
• Preventative activities are under your control
  while Reactive Activities control you.

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Some Proactive Activities Suggested by ITIL

• Problem Management Study the trend of the
  incidents. Dig out and fix the fundamental
  problem.
• Configuration Management Keep track of important
  things and their relationships
• Capacity Management Project the workload. Plan
  the capacity ahead of time
• And a lot more.

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Whats actually in ITIL?

• Goals/Benefits
• Processes
• Guidelines
• Check lists
• Critical Success Factors
• Key Performance Indicators
• Implementation tips

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Service Lifecycle

• Design Requirements
• Define Service Level Agreement
• Delivery Construct, Test, Release
• Support Incident, Problem, Change
• Measure Service Level Report
• Improve Service Improvement Plan

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Core ITIL Processes
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Service Delivery

• Face the Customer. Satisfy Customer requirements
• Business driven
• Strategic level processes
• Forward-looking, planning, proactive activities
• Do the right things

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Service Delivery Processes

• Service Level Management Define a service
  catalog Identify, negotiate, monitor and review
  service level agreements (SLAs)
• Financial Management Review budgeting, charging
  and IT accounting analysis of running costs and
  charging policies
• Availability Management Review of reliability,
  availability, resilience, maintainability and
  serviceability plan, monitor and report
  availability

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Service Delivery Processes Cont.

• Capacity Management Review of application
  sizing, workload, performance, demand and
  resource management Modeling Define the
  Capacity Management Database and the Capacity
  Plan
• IT Service Continuity Management Review the
  Business Continuity, risk analysis and risk
  management define assets, threats,
  vulnerabilities develop, test and maintain the
  IT Service Continuity Plan and IT recovery options

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Put Into Context
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Service Support

• Face the User. Response to user requests
• Event driven
• Operational level processes
• Reactive/Responsive activities
• Do things right

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Service Support Processes

• Service Desk Single point of contact between
  users and IT Service Management. Handle incidents
  and requests Customer surveys
• Incident Management Restore a normal service
  operation as quickly as possible when an incident
  happens Minimize business impact and ensure the
  best possible of service quality
• Problem Management Resolve the root cause of
  incidents Prevent recurrence of incidents
  related to errors within the IT infrastructure

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Service Support Processes Cont.

• Configuration Management Track all the
  individual configuration items (CI) in a system
  including software, hardware, network and
  documents. Track their versions, status and
  relationships
• Change Management Ensure that standardized
  methods and procedures are used for efficient
  handling of all Changes. Minimize the impact of
  change related incidents
• Release Management Distribute software and
  hardware, including license controls across the
  entire IT infrastructure

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Put into context
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Benefits of ITIL to IT Department
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How can ITIL help us?

• Big picture view
• Common language
• Clear definition of roles, goals,
  responsibilities and interfaces
• Measurable performance
• Guidelines/Checklist

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Development

• Currently Involved Processes
• All the processes in Service Delivery and Service
  Support

• Benefits
• Effective and efficient delivery
• Better understanding of our responsibilities
• Learn from best practices
• Proactively task planning
• Fair performance evaluation based on all tasks
• Better project planning
• More efficient communication with other teams

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QA/RATE

• Currently Involved Processes
• Change Management
• Release Management
• Capacity Management

• Benefits
• Better understanding of ALL the aspects of
  Quality
• Extend roles and responsibilities with more
  proactive participations in other Quality related
  processes

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Release Management

• Currently Involved Processes
• Change Management
• Release Management

• Benefits
• Better understanding of all the aspects of Change
  and Release
• Leverage Best Practices to establish a more
  efficient release process
• Extend responsibilities in full cycle of Change
  Management and Release Management

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Infrastructure

• Currently Involved Processes
• Capacity Management
• Availability Management
• IT Service Continuity Management
• Configuration Management
• Incident Management
• Problem Management
• Change Management
• Release Management

• Benefits
• Better understanding of the big picture
• Clearer understanding of the tasks
• More efficient interfaces with other team
• Leverage best practices to provide better services

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Support

• Currently Involved Processes
• Incident Management
• Problem Management
• Configuration Management

• Benefits
• Establish an more efficient incident management
  process based on the best practices
• Better understand the value of work
• Measurable performance
• More efficient communications with other teams

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Implement ITIL

• Full of Challenges
• A complete culture and organizational change
  change how people work and how work are organized
• Wide impact internal and external
• Extensive and complicate materials
• Without current benchmarks, its hard to measure
  ROI
• Time consuming and resource intensive

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Face the challenge

• Management commitment
• Pick a ITIL Project owner
• Focus on people training and early involvement
  in redefining the processes
• Take baby steps. One process, then another
• Dont reinvent the wheel build upon existing
  processes
• Produce quick-wins
• Bring in experts
• Tools Cannot solely count on it, cannot live
  without

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Critical Success Factors
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Interesting! Now what?

• Read more about ITIL
• Publication
• Articles
• Success Stories
• Get certified in ITIL
• Apply the best practices to improve your everyday
  work
• Support department adoption of ITIL!