The ITIL® path is long and challenging, but you have to start somewhere. In this on-demand presentation, TrainSignal instructor Lowell Amos discusses the benefits of obtaining an ITIL® certification. Where do you start? Why should you bother? How can this certification transform your career? Let Lowell guide you through the first ladder of the ITIL® climb to success.
2. Agenda
• The objective of this overview is to demonstrate the
capabilities of the ITIL framework to managers, practitioners,
and executives
• What will this overview provide?
– This overview will provide you some basic understanding of the
value of the ITIL Framework and an introduction to its definitions
– This is an introduction meant to demonstrate the value of ITIL
– An overview of the certification schema for ITIL
3. So why should I care? What is the
value?
• ITIL has been adopted by approximately 75% of the publically traded
firms in the world in some format according to a research survey of
CIO‟s
• It has been around for 30 years (tried and true) and has gone through
several iterations of development as a best practice framework.
• Companies have empirically reported that ITIL:
– Lowers risks – enforces controls and policies
– Lowers operational costs – do more with same funding
– Increases customer satisfaction – clear SLA and OLA
– Increases productivity – Incident Management
– Improves perception of IT – Professionalism
– Common Language – less confusion
– Governance and Control – Transparency
4. So how does ITIL do this?
• ITIL consists of thousands of pages of material and
guidance but it comes to this:
“Better Outcomes through better Decisions”
• ITIL provides all levels within an organization a way to
think about their decisions with the customer outcomes in
mind
• It provides a way to define value of IT Services from the
point of view of the customer
6. ITIL is a best practice framework for
delivering IT Service Management
• IT Service Management is a means to deliver
Value to a Customer in the form of Services
• By definition Service Management is a set or
organizational capabilities for delivering value to
customers in the form of services
• So what is a service?
• And what is value?
7. A service is a means of delivering a customer
outcome that they wish to achieve without the
customer incurring specific costs and risks.
• For Example the electric company facilitates the customer
outcome of lighting your house when it is dark. You as the
customer do not incur the specific costs and risks of power
generation
• A cellular phone company allows customers to
communicate without having the specific costs and risks of
managing a cellular network
8. •Utility is Fitness of Purpose.
– Does the service do what I need it to
do or does it remove a constraint?
Value is defined in two dimensions: utility
and warranty.
•Warranty is Fitness of Use and
is defined in terms of:
– Available enough?
– Enough Capacity?
– Secure Enough?
– Continuous Enough?
9. The point of ITIL is to provide framework guidance
on how to deliver value to customers through
services.
• What is a customer?
• What services do they want? What should we provide them?
• How do we know when they work?
• How do our customers know?
• How much „warranty‟ is needed?
• How do I Design, Build, Test, and manage services?
• Once I build them how should they operate?
• How do I fix them when they break?
• How do I know they are broken?
• Etc…etc….etc.
10. ITIL is a series of books:
• Service Strategy: To provide guidance on how to design develop and implement
service management whilst providing direction for grown not only as an
organizational capability but as a strategic asset.
• Service Design: To provide guidance on the design and development of service
management processes to define design principles and methods for converting
strategic objectives into portfolios of services and service assets of existing and
new services.
• Service Transition: To provide guidance on how to develop and improve
capabilities for transitioning new and changed services into operations and ensure
requirements of Service Strategy defined in Service Design are effectively realized
in Service Operations.
• Service Operations: To provide guidance on how to achieve effectiveness and
efficiency in the delivery and support of services to ensure value for the customer
and service provider.
• Continual Service Improvement: To provide guidance on how to create and
maintain value for customers through better design, introduction, and operation of
service and establish principles, practices, and methods from quality management
and capability improvement.
12. Service Strategy is about the mechanism of
how to create value and make economic
trade offs.
• It answers questions such as:
– Who are my customers and what do they value?
– How do I maximize return at an acceptable risk level?
– How do I dynamically manage a capital budget for investment.
– How will demand for services change over time?
– What roles do I need in place to execute this strategy?
13. Service Strategy provides a set of tools to analyze
patterns of business activity and evaluate
competing alternatives:
14. One principle outcome of the service
strategy phase of the life cycle is the
business case
• A business case is a decision support tool that
models the likely outcome of a business decision.
– What are the benefits (in terms of customer outcomes)?
– What are the projected costs.
– What are the intangible costs/benefits?
– What are the risks of the project?
• Uncertainty in outcome.
16. Service Design is focused on the creation of a Service Design
Package (SDP) that delivers a utility and warranty combination
to a market space.
• There are five aspects to service design:
– The service itself (utility components).
– Technical and Management Architectures.
– Processes Required
– Metrics
– Supporting Management Systems Required
• The Service Design aspects now have language to provide
greater clarity and consistency across the life cycle phases.
18. The Service Transition Publication focuses
on moving from conceptual design to
service operations.
• The service transition publication focuses on how
to build, deploy, test, and transfer services into an
operations (or production) environment.
• The publication also speaks extensively to change
governance, baseline record keeping, and
knowledge collection and management.
19. The Service “V” Model gives a framework
integrating Build and Test.
Service Review
Service Acceptance
Service Operational Criteria
Service Release Criteria
Assembly Test
Service
Component
Build and Test
Define Business
Requirements
Validate Service
Packages
Define Service
Requirements
Acceptance Test
Define Service
Solution
Operational
Readiness Test
Define Service
Release
Release
Package Test
Develop Service
Solution
Component &
Assembly Test
21. Service Operations
• From a customer point of view, Service Operations is where
value is realized and seen. This is the „business as usual‟
activities of IT.
• Service Operations is “making the donuts” or can be thought
of as the „factory of IT‟.
• This includes:
– Incident Management
– Problem Management
– Access Management
– Event Management
– Request Fulfillment
22. Organizational Considerations
• ITIL defines four functions (units of organization
to perform specific work and responsible for
specific outcomes).
– Service Desk: Primary responsible for interfacing with user and
restoring service to them (IM, RF)
– Technical Management: Stewards of the technical infrastructure skills,
people, processes, etc.
– Application Management: Stewards of the applications skills, people,
processes, etc.
– Operations Management: Stewards of the day to day.
• Facilities are included in this function.
24. Continual Service
Improvement
• This publication is concerned primarily with continually
aligning services to ever changing business needs or
improving performance of a service where required.
• This is the lifecycle that is embedded across everything
else in the framework.
• This process provides feedback into the framework for
decision making.
25. • Service Strategy: To provide guidance on how to design develop and implement service
management whilst providing direction for grown not only as an organizational capability but
as a strategic asset.
– Who are our customers and what should we offer them?
• Service Design: To provide guidance on the design and development of service
management processes to define design principles and methods for converting strategic
objectives into portfolios of services and service assets of existing and new services.
– Does our design meet the needs of our customer?
• Service Transition: To provide guidance on how to develop and improve capabilities for
transitioning new and changed services into operations and ensure requirements of Service
Strategy defined in Service Design are effectively realized in Service Operations.
– How do we build a service that meets the design requirements?
• Service Operations: To provide guidance on how to achieve effectiveness and efficiency in
the delivery and support of services to ensure value for the customer and service provider.
– How do we run services so real value is realized?
• Continual Service Improvement: To provide guidance on how to create and maintain
value for customers through better design, introduction, and operation of service and
establish principles, practices, and methods from quality management and capability
improvement.
– How do we make our services better over time or align them to changes in the business environment?
26. ITIL is a closed loop framework that addresses the
creation, design, operation, and improvement of
services through a life cycle
Continual
service
improvement
Service
transition
Service
strategy
Service
Operation
Service
design
27. The ITIL Certification Scheme
More information about the
certification and education can be
found at
www.itil-officialsite.com
