itil v3 for dummies

P r o d u c t I o n s
ITIL V3
for
…or in other words
“What are the
DUMMIES going
to do with
ITIL V3???”

BackgroundBackground
Adopting BEST
Practices costs a
Lot of time, energy
and money
and usually
goes wrong
….IT is quicker,
ITIL V3
Will solve
all our
problems
….IT is quicker,
easier and
costs less to
simply eliminate
WORST practices..
'ITIL® Refresh'
Advisory Group
(IAG) …a new character
the CIO to help
me…
problems
right?!....

ObjectivesObjectives
• Recognize the importance of ABC
• Identify ‘worst practices’ from the last 10
years that STILL haven’t been fixed….
• Recognize how these will impact the way in
which we try to deploy ITIL V3 …
“Where will we PROBABLY go wrong?”“Where will we PROBABLY go wrong?”
I Will finish today with 3 best practice tips…..
‘..down to earth’: both feet on the ground
‘Hard reality’
….before we get too enthusiastic about how
ITIL V3 will make eveything better…

ITIL V3
One ring to rule them all,One ring to rule them all,
One ring to bring them allOne ring to bring them all
& in the darkness bind them& in the darkness bind them
One life cycle to rule them all,One life cycle to rule them all,
One lifeOne life--cycle to bring them allcycle to bring them all
together & align IT & businesstogether & align IT & business

…ITIL V3 is
needed…to support
my goals…
…but it is
going to be
hard to use…
ITIL: Does it help or hinder?
Even harder if
we don’t fix
the reason why
V2 didn’t Deliver…

Weil & Ross :
IT GovernanceIT Governance
Research into 250 companies
Specifying the decision rights
…OUR Worst practices
Underpin the NEED for
IT Governance….
Specifying the decision rights
and accountability framework
to
encourage desirable behavior
in the use of IT

BusinessBusiness perspectiveperspective
TOP PRESS….STOP PRESS….STOP PRESS….STOP PR
…Service Strategy book is a major strength
of the new ITIL library. It encourages the
development of a business perspective.
…to FINALLY give
us the MISSING
Businss focus….
Not in ITIL V2!???
So another
BOOK is going to
make a
difference?....
…Who is fooling
Who here?....
1996
OGC
ITIL
Book
Understanding
&
Improving
So another
BOOK is going to
make a
difference?....
“….fundamental to the matching of
IT services and business need…”
ITIL Conference USA 1997
“….best ITIL Book ever written. This will
finally enable us to align IT Services to
business needs….
….business value indicators….

..Revolutionary change ITIL V3 focusses
on SERVICES instead of PROCESSES…..
making ITIL less internally focussed…..
“The Value of a Service if not fixed in“The Value of a Service if not fixed in
advance is left the discretion of theadvance is left the discretion of the
V1, V2
or V3?
…it’s nothing
NEW It’s just
something
we don’t do well!
FromFrom ProcessProcess toto ServiceService
Customer and Service
minded needs to be
embedded in our
Attitude, our Behavior
and our IT Culture.
advance is left the discretion of theadvance is left the discretion of the
recipient…”recipient…”
Aristotle. 384 Bc- 322 BC

…Service management
capabilities become a
Strategic Asset
to the business…
RESOURCES:
Financial capital,
Infrastructure,
applications,
The achievement
of strategic
goals or objectives
TheThe Service StrategyService Strategy bookbook
applications,
information,
PEOPLE
CAPABILITIES:
Management,
Organization,
Process,
Knowledge,
PEOPLE
EMBEDDED in:
Processes,
Systems,
Technology,
PEOPLE
goals or objectives
requires the use of
strategic assets.
This guidance shows
how to transform
service management
into a
strategic asset.

…in which PEOPLE
play a prominent
role…
RESOURCES:
Financial capital,
Infrastructure,
applications,
Our IT people
Are becoming
Critical assets for
Business growth
and continuity
applications,
information,
PEOPLE
CAPABILITIES:
Management,
Organization,
Process,
Knowledge,
PEOPLE
EMBEDDED in:
Processes,
Systems,
Technology,
PEOPLE
Strategic
Assets
• people

RESOURCES:
Financial capital,
Infrastructure,
applications,…you mean HE
Surveys show continuing adoption (of ITIL)
as well as persistent challenges
But No. 2 on the list strikes a chord, in its
recommendation of the need to ingrain process
into the culture.
ABC
of
ICT
What’s
that?
applications,
information,
PEOPLE
CAPABILITIES:
Management,
Organization,
Process,
Knowledge,
PEOPLE
EMBEDDED in:
Processes,
Systems,
Technology,
PEOPLE
…you mean HE
is a Critical Asset?!!
Boy are we in
deep Doo Doo !...

“…a bunch of
technoids…”
“probably the most important
management fundamental that
is being ignored today is staying
close to the customer to satisfy his
(or her) needs.
In too many companies
the customer has become a
TheThe
BusinessBusiness
ViewView
ofof
ITIT
serviceservice
managementmanagement
Are we avoiding this
because we don’t
understand it?....
FRIGHTENING
Technoid:
spotty faced know-it-all IT technical person that communicates in grunts
and snorts (IT Service management from Hell)
“…they can only
communicate in
techno babble….”
the customer has become a
bloody nuisance whose
unpredictable behavior damages
carefully made strategic
plans, whose activities mess
up computer operations, and who
stubbornly insists that purchased
products should work.”
managementmanagement
1996
We need to Improve
the
Quality of Service
to the business
Where does this
rank in the list of
Business needs
in the survey
of 2007?
…or simply ignoring it
and hoping it will solve
itself?.....like it has in the
last 10 years!!!!
2007

…we need to
engage & collaberate
with the business…
…I’m just listening
to what this
The
Ultimate success
of
Service management
We all have an enormous amount of
TRUST and CREDIBILITY with the business
When we walk in with this book under our
arm…..
…How many people
have Business &
IT alignment under
Control?...
to what this
Customer is saying…
Service management
is indicated by
the relationship
between Customers
and
Service providers…
How do we gainHow do we gain
TRUST and CREDIBILITY?TRUST and CREDIBILITY?
......start demonstrating valuestart demonstrating value

UTILITY Fitness for USE
WHAT the Customer gets
Positive effect on performance of tasks
associated with desired outcomes.
Removal of constraints on performance
…So we need to deliver
Value to the
business.. Value consists
of 2 primary elements
A
service is a
means of
delivering value
to customers by
Only 27% of
IT managers have
directly measured
WARRANTY Fitness for PURPOSE
HOW it is delivered
..Available when needed, in sufficient
Capacity and dependable in terms of
Continuity and Security…
to customers by
facilitating
outcomes
Customers want
to achieve…
directly measured
the return on
investment from
ITIL implementations,
and under half
measured
the value that
IT service management
Delivered
to their business

The design of
appropriate &
innovative
services
to meet
agreed Business
requirements
GRABBA
PIZZA
Strategic
Innovation
I want use IT
to generate more
revenue.
How can ITenable us
to sell more Pizzas
….simple!
We give away a
FREE PC with every
Pizza!!!..
A
service is a
means of
delivering value
to customers by
facilitating
outcomes
Customers want
to achieve…‘….Positive effect on
performance of tasks….’
to achieve…
UTILITY
…and here we see
our innovative, NEW
mobile computing
solution….
Results of survey
1 year ago…..We still think
in terms of systems….
not business value

WARRANTY
Capacity
…it says a short
wait will occur!...
Availability…it says we’ll have
…and we know
how well we
deliver value
at the moment!...
It’s one of our new
Security measures….
Type an incorrect
password 3 timesWARRANTYAvailability…it says we’ll have
the service restored
within 30 minutes!...
Continuity
Security
Type an incorrect
password 3 times
and you get hit by
40.000 volts.
..Available when
needed, in sufficient
Capacity & dependable
in terms of Continuity
and Security…

Only 27% of
IT managers have
directly measured the
return on investment
Capacity
…it says we’ll have
…here we
measured it.
We just didn’t
DELIVER it…
Capacity Availabilityreturn on investment
from
ITIL implementations,
and under half
measured the value that
IT service management
brings
to their business
…it says we’ll have
the service restored
within 30 minutes!...
Continuity
Availability
SecurityContinuity

Can the CIO Justify the
Investment in ITIL - 2006
…this report
shows we still
NEED to get the
Delivery processes
in place..
..Revolutionary change ITIL V3 focusses
on SERVICES instead of PROCESSES…..
making ITIL less internally focussed…..
Results of the 2007
itSMF Survey also show
process maturity issues

Many designs fail
through a lack of
planning and
management….
…so the technoids
who won’t read the
strategy book will pick
up the design book……
they will probably just
look at the pictures…..
Products/
Technology
Processes
People
…So which ball
is missing?...It was
there in V2 and
was seen during QA
as the most valuable
addition….
Strategy
Steering
TheThe Service DesignService Design bookbook
management….
…preparing and
Planning the
effective &
efficient use of
The 4 P’s…
Partners/
suppliers
Technology
Processes Steering
Performance
Value?

Many designs fail
through a lack of
planning and
management….
…preparing and
planning the
effective &
…The People,
the Processes,
the Products and
the Partners…
Apollo 13 – Key Learning points
…These are the
key learning points
of 1000 students..
Designing & applying
ITIL in a simulation
The WORLDS FIRST17,1%
• Dashboard & KPI’s to steer and
be able to demonstrate success
• Effective priority & escalation
mechanisms at all levels and
PERFORMANCE
6,5%
• Tooling to:
- automate & manage workflow
- provide Configuration insight
- support knowledge sharing
- support reporting
PRODUCT
4,6%
• Supply chain focus to manage
the end-to-end delivery
• Manage & steer suppliers
PARTNER
10% 20% 30% 40%
effective &
efficient use of
the 4 P’s…
The WORLDS FIRST
ITIL V3 investigation
…..without even
Knowing it….
44,7%
• Clearly defined and embedded
Tasks, Roles, Responsibilities
• ‘Act’ Customer focused
• Team working & removing SILOS
& barriers between departments
• Effective communication
• Addressing ‘Soft’ aspects
PEOPLEPEOPLE
27,6%
• Defined, documented, deployed,
demonstrable Processes and
Process management
• Apply Continual Service
Improvement approaches
PROCESS
17,1% between IT and business
• ‘Explicit’, known agreements
p.wilkinson@gamingworks.nl

Technical
management
IT Operations
Service Desk
User TechnoidCustomer Geek
Recognize a User
ITIL V2
Geek  System NERD
 Couldn’t
Recognize
a User in a
Police line-up
 Low Service
delivery
capability
 too much
Technobabble
 A bit
better
Customer
focus
capability
 Capacity
 Availability
 Security
 Continuity
 ….in BUSINESS
Terms!!

TheThe Service DesignService Design bookbook …so we are moving the
technogeek who only
speaks in technobable
to the front line…..
to communicate in
Business terms….
RED
…all I asked is
what do we
actually do as
a business?....
RED
CARD

ITIL uses the
terms ‘Customers’
And ‘Users’…what
Term do you use?…
Dorks!
…although we are getting
a bit better at being
Customer focussed…..
…new, fresh, young
technoids enter
our businesses every
day and their view on
Customers & Users?...
ITIL
Customer
User
TheThe Service TransitionService Transition bookbook
…I don’t understand
I followed ALL the
…I’m a certified
ITIL professional….
…ensure staffResults of theI followed ALL the
ITIL procedures!
According to me you
Are a satisfied customer…
ITIL professional….
therefore I am right
therefore you are
satisfied…
…ensure staff
have a
clear and common
understanding
of the value
that their services
provide to customers
Results of the
2007 itSMF
Survey reveals
a weakness in
addressing
these education
issues….
itSMF on-line survey:
“we are not customer
focused”.
89% agreed.

Service Knowledge
Management
System (SKMS)
…During the
Service Lifecycle
an organization
needs to focus
on retrieving,
sharing and
…we have to record
what you know in the
database to help your
colleagues
…if you let the
telephone ring long
enough the users
will eventually give
up and stop bothering
you…
sharing and
utilizing their
knowledge

…record what I know
to help you….
If I did that the
You’d know as much
as me!! ….that will
never do…..
…we still don’t
want to share
knowledge…
Whose job is it to
break through
all these examples of
Attitude,
Behavior
The Service Transition
team will soon become
familiar with the need
to change attitudes
& the operation of
converting culture
for them it is
a routine task,
holding no threat.!!!!
Behavior
& Cultural
issues…?

The space industry has had
some embarrassing moments with
Software:
Apollo 11 landed on the moon
with seconds of fuel remaining..

Performance - load testing.
Atlas-Agena course error &
crash.

Change error , “-”
missing
..to ensure requirments
of service strategies,
set out
in service design
are effectively realized
in Service operations
while controlling the
Risks of failure and
Disruption…..
…who is going
to ensure
Applications
people adopt
ITIL V3
Here are the software updates to the
onboard navigation program.
Arianne 3 explosion at take off,
it thought it was an Arianne 2..

Configuration problem
Mars orbiter? missed..
Program discrepency between
Miles and Kilometers…
missing Disruption…..
What was
Utility
&
Warranty
again?Mars lander? Thought it had
already landed… Software fix
not carried out.

Fit for USE
Fit for PURPOSE

TheThe Service OperationsService Operations bookbook
…remember…
A Fool with a TOOL…
is still a FOOL…
Lots of
Service
Improvement
suggestions
The Operations
bridge represents a
link between
IT Operations teams
& the traditional
Help Desk…..
Distributed Infrastructure Command & Knowledge
C E N T E R
Lots of
NEW
Ways to
Ignore
The
Users

TheThe Service OperationsService Operations bookbook
Distributed Infrastructure Command & Knowledge
C E N T E R
There is a ANGRY User
outside who wants to
speak with G.O.D!...
…Phaser set to
STUN
Mr. Amoeba!...
Event management
…tool suppliers
are happy

Continual Service ImprovementContinual Service Improvement bookbook
…This should
have been the
First book…

Full of enthusiasm we will tell the business we
know all about strategy….(Little trust and it
didn’t work with the last business perspective book)
(Oblivious of the need for ABC….)
People, Process, Product & Partners
(….leaving out the performance…)
Continual Service Improvement (CSI)Continual Service Improvement (CSI)
…That is why
CSI should
Have been
First…
Knowledge transfer? ….knowledge is power.
(The Applications WALL still intact….)
I told you all we needed was a tool….
(Back to a tool solves all problems)
We will then run out of energy and money to do what we
Should have been doing all along which would have probably
made V3 not necessary….

So?…..What is the message?
33 best practice tipsbest practice tips
Most of the issues are things we
should have already been doing for
Years….Will a new framework solve this?…..
What are the most important steps for
the future….?
33 best practice tipsbest practice tips

11 Most importantMost important
instrument?instrument?
…YOU
are the most
IMPORTANT
Instrument of
Change….
instrument?instrument?

22 Framework?Framework?
DESIRABLE
BEHAVIOUR
…don’t focus on
the FRAMEWORKS
focus on the
Attitude, Behavior
& Culture…
22 Framework?Framework?
Mail me with your biggest issue that NEEDS
resolving….or one that YOU have already solved.
p.wilkinson@gamingworks.nl

33 LeadershipLeadership

During the next two years leadership will be the most
important IS capability which will determine IT success.
However, there are formidable challenges in the form of internal
leadership deficiencies and senior executives who fail to
recognize the need for strong leadership. Many IT leadership
teams are poorly equipped to face the next two years.
Desirable behavior? Leadership
The most
popular
Cartoon
so far

What is Leadership?What is Leadership?
 Make change happen at your
customer
 Help motivate – Inspire &
stimulate desirable behavior
 Help ensure shared goals are
created for success- focused on
the Customerthe Customer
 Break down the SILOs & barriers
 Ensure you can Measure &
demonstrate success
 Break down the ABC barrierThe FUTURE
is YOU walk
out of here and
start BEHAVING differently….

I am now a
Strategic asset
Capable of
saving the Business
Single handedly
Thank you

Prove me wrong!
ABC Exercise
• IF you are investing in
an ITSM improvement
program, put this card on
the table in front a teamthe table in front a team
of managers or employees.
• Ask them, “If you met the
CEO in a lift and he asked
you to explain what VALUE|
he(or she) expects to be
realized, what would be your
answer?”.
• Write down the answers and
then see if they are right?
• And then ask yourself
“Do you KNOW this or are you
ASSUMING this?”

itil v3 for dummies

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