I nformation T echnology I nfrastructure L ibrary

1
I nformationT echnology I nfrastructureL
ibrary

• Mary Kay Wegner

2
ITIL Overview

• ITIL Goals
• The Service Desk (why should we be so excited
  about ITIL)
• Service Support Processes Service Delivery
  Processes
• Resources (including certification and
  implementation)

3
ITIL Goals

• Align IT Services with the business needs
  (current and future)
• Improve the quality of IT services
• Reduce the long-term cost of provisioning IT
  services

4
But first a little context

• Where and when did ITIL originate?
• Which companies will benefit?
• Why all the excitement now?

5
ITIL Processes

• Service Delivery -
• Defining quality services the framework within
  which to deliver them more strategic in nature
  working with the customers of IT Services
• Service Support
• Supporting quality services operational/tactical
  in nature working with the users of IT services

6
ITIL Processes

• Service Support
• SERVICE DESK function
• Incident Management
• Problem Management
• Configuration Management
• Change Management
• Release Management

• Service Delivery
• Service Level Management
• Availability Management
• Capacity Management
• IT Service Continuity
• Financial Mgmt of IT Services

7
SERVICE DESK
The question is not Why Should We Have A
Service Desk? The question is What Would We
Do Without One?
8
SERVICE DESK

• A function, not a process
• The goals of the service desk are to
• Provide a single point of contact for customers
  and users
• Facilitate the restoration of normal operational
  service with minimal business impact on the
  customer within agreed service levels and
  business priorities

9
SERVICE DESK responsibilities

• Serve as SPOC (single point of contact)
• Communication
• Recording, Assessment Tracking
• Monitoring Escalation
• Coordination
• Resolution Closure
• Provide Management Information
• Problem Identification

10
SERVICE DESK
Service SUPPORT Processes
CHANGE MGMT
RELEASE MGMT
INCIDENT MGMT
PROBLEM MGMT
CONFIG MGMT
Operational, addressing the support of IT service
consumers aka USERS
11
Service Support Processes

• Incident Management
• Problem Management
• Configuration Management
• Change Management
• Release Management

12
Incident Management

• The primary objectives are to
• Restore normal service operation as quickly as
  possible (and)
• Minimize the adverse impact on business
  operations
• Normal Service Operation is defined as service
  operation within Service Level Agreement limits

13
Incident Mgmt ACTIVITIES

• Incident detection and recording
• Classification and initial support
• Investigation and Diagnosis
• Resolution and Recovery
• Incident Closure
• Ownership, monitoring, tracking and communication

14
TERMINOLOGY Priority

• IMPACT
• (business criticality)
• URGENCY
• (the necessary speed to solve an incident)
• PRIORITY

15
TERMINOLOGYIncident or Service Request?

• An incident is defined as any event which (a) is
  not part of the standard operation of a service
  and (b) causes, or may cause, an interruption to,
  or reduction in, the quality of service
• A service request represents an addition,
  modification or deletion of an existing service
  or component

16
TERMINOLOGYIncidents or Problems?

• An incident is defined as any event which (a) is
  not part of the standard operation of a service
  and (b) causes, or may cause, an interruption to,
  or reduction in, the quality of service
• A problem is an unknown underlying cause of one
  or more incidents

17
Problem Management

• The primary objective is the
• Detection of the underlying causes of an
  incident and its subsequent resolution and
  prevention.
• Seeks to get to the root cause of incidents and
  then initiates actions to improve or correct the
  situation

18
Problem Mgmt ACTIVITIES

• Problem Control
• Error Control
• Proactive Problem Management
• Note very often the problem manager and the
  knowledge manager are one and the same person (so
  closely interrelated)

19

• PROBLEM CONTROL
• Problem identification and recording
• Problem classification
• Problem investigation and diagnosis
• Note these activities are distinct from
  incident management

• ERROR CONTROL
• Error identification and recording
• Error assessment
• Recording error resolution (investigation of
  solution the creation of a request-for-change
  RFC)
• Error closure
• Monitoring problem and error resolution progress

20
Proactive Problem Mgmt

• Trend Analysis
• Targeting support action
• Providing information to the organization
• Conducting major problem reviews

21
If you never get past Incident Management you
will never stop being a REACTIVE Service Desk!!
22
Configuration Management

• The primary objective is the identification,
  recording and reporting of IT components,
  including their versions, constituent components
  and relationships.
• Asset Management on Steroids!!

23
Config Mgmt ACTIVITIES

• Planning (the hardest part)
• Identification (selecting which specifics,
  allowing only those details into the CMDB)
• Control (maintaining internal controls)
• Status Accounting (current and historical status
  on each CI)
• Verification Audit (more formal
  validation/audit, identify discrepancies and fix
  process)

24
Config Mgmt TERMINOLOGY

• CI configuration item each component in the IT
  infrastructure
• CMDB configuration management database
• DSL definitive software library
• Baseline a snapshot of details about each CI at
  a moment in time

25
Config Mgmt
26
Change Management

• Ensures that standardized methods and
  procedures are used for efficient and prompt
  handling of all changes to minimize the impact of
  change-related incidents on business operations.
• Focused on approvals and internal controls
• Recommendation Change Advisory Board

27
Release Mgmt ACTIVITIES

• As distinct from change management
• release management processes include the
  planning, design, build, configuration and
  testing of hardware and software through the use
  of formal procedures and checks before packaging
  and distributing releases into the
  production/customer environment.

28
RM Key Performance Indicators (KPIs)

• of releases on time and budget
• of Incidents caused by releases
• Accuracy of DSL
• Software licensing compliance
• Accuracy of CMDB

29
What a wonderful world it would be
SERVICE DESK
30
BREAK
31
SERVICE DESK
Service DELIVERY Processes
AVAILABILITY MGMT
CAPACITY MGMT
CONTINUITY MGMT
FINANCIAL MGMT
SERVICE LEVEL MGMT
Strategic, addressing the customers of IT
services those who commission, pay for and own
the IT Services
32
Service Delivery Processes

• Service Level Management
• Availability Management
• Capacity Management
• IT Service Continuity Management
• Financial Management for IT Svcs

33
Service Level Management

• To maintain and improve IT service quality
  through a constant cycle of identifying, agreeing
  to, monitoring and reporting on IT Service
  achievements. This process involves more than
  just creating Service Level Agreements.

34
Service Level Mgmt ACTIVITIES

• Create a service catalog
• Negotiate and manage Service Level Agreements
  (SLAs)
• Implement Service Level Management
• Conduct service review meetings
• Implement a service level improvement program
• Establish SLA, contract and OLA maintenance cycle

35
Financial Mgmt for IT Services

• What?
• Budgeting
• Accounting
• Charging (optional)
• Why?
• Increase confidence in IT budgets
• Enhance accuracy of cost information in support
  of IT investments

36
Availability Management

• Enables the business to satisfy its objectives
  by delivering a cost effective and sustained
  level of availability.
• Availability has a cost
• Unavailability has a cost too!

37
Availability Mgmt BENEFITS

• Design IT services to deliver levels of
  availability required by the business
• Provide availability reporting to demonstrate
  reliability and maintainability
• Reduce over time the frequency and duration of
  incidents that impact availability

38
Availability Mgmt BENEFITS

• A single point of accountability (process owner)
  is established within the IT organization
• IT Services are designed to meet the IT
  Availability requirements determined from the
  business
• The levels of IT Availability are cost justified
• The levels of Availability required are agreed
  to, measured, and monitored to fully support
  Service Level Management
• Shortfalls in achieving the required levels of
  availability are recognized and appropriate
  corrective actions identified and implemented
• A business and user perspective of IT Service
  Availability is taken toe nsure optimal usage and
  performance to deliver maximum benefit
• The frequency and duration or IT Service Failures
  is reduced over time
• IT support organization mindset moves from error
  correction to service enhancement from reactive
  to proactive focus
• The IT support organization is seen to add value
  to the business

39
Capacity Management

• Ensures that the capacity of the IT
  Infrastructure matches the evolving demands of
  the business in the most cost-effective and
  timely manner

40
Capacity Mgmt ACTIVITIES

• Ongoing
• Monitoring
• Analysis
• Tuning
• Implementation
• Demand Management
• Storage of Data in the CDB
• Ad Hoc
• Modeling
• Application Sizing
• Regular Activities
• Production of the Capacity Plan

41
IT Service Continuity Mgmt

• aka Disaster Recovery
• Business Impact Analyses
• Risk Assessments
• Business Continuity Strategy

42
ITIL Processes

• Service Support
• SERVICE DESK function
• Incident Management
• Problem Management
• Configuration Management
• Change Management
• Release Management

• Service Delivery
• Service Level Management
• Availability Management
• Capacity Management
• IT Service Continuity
• Financial Mgmt of IT Services

43
Discussion

• Who (or what) can be ITIL certified?
• How is your organization measured against ITIL
  objectives?
• How do we sell ITIL?
• What do we implement first?
• Other resources see handout

44
ITIL Certifications

• ITIL FOUNDATION CERTIFICATE
• No prerequisites (orientation training helpful)
• One-hour, 40 questions, all multiple choice
• ITIL PRACTITIONERS CERTIFICATE
• Requires Foundation cert practical experience
• 1) In-course assessment
• 2) Two-hour, 40 question, multiple choice re
  case study.
• 8 of 10 processes have associated practitioner
  certifications (nothing for continuity mgmt or
  release mgmt)
• ITIL MANAGERS CERTIFICATE
• Requires Foundation cert 3 years training
• 1) In-course assessment
• 2) Three-hour case-study essay exam in Service
  Delivery
• 3) Three-hour case-study exam in Service Support

45
Selling others on the value of ITIL

• PAIN can be a great motivator few
  organizations developed a comprehensive service
  management approach from the start. Most come to
  the realization that their IT service provision
  is inconsistent at best, or out-of-control at
  worst.

46
A phased approach

• The implementation of ITIL processes (or
  improvements to existing processes) brings
  benefits immediately. An organization does not
  need to wait until all processes are in place to
  realize significant benefits!!

47
ITIL and MOF

• The ITIL philosophy is to adopt and adapt, and
  thats just what Microsoft did when it created
  Microsoft Operations Framework. MOF is a set of
  publications providing both descriptive (i.e.,
  what to do and why) and prescriptive (i.e., how
  to do) guidance on IT service management.
• Microsoft published the first elements of MOF in
  2000 for customer, partner and internal use.
  Microsoft created MOF with the following
  objective in mind Create comprehensive
  operations guidance to help customers achieve
  mission-critical production system reliability,
  availability, and manageability on the Microsoft
  platform.
• The Microsoft Operations Framework provides
  in-depth technical guidance and consulting
  support for the operation of mission-critical
  systems on Microsoft technology.
• ItSMF recognized MOF for providing technical
  guidance that covers the entire spectrum of IT
  management, addressing the people, process,
  technology and management issues involved in
  complex, distributed and heterogeneous IT
  environments.
• To develop MOF, Microsoft worked with partners
  that have extensive experience with
  mission-critical computing. The framework is
  built on best practices from the IT
  Infrastructure Library, a series of books that
  hundreds of organizations around the world use
  for comprehensive guidance on providing quality
  IT services.

48
I nformationT echnology I nfrastructureL
ibrary

• Mary Kay Wegner