Introduction

Doing IT/ITSM 1994
IT Security 2001

Industries: R&D, Publishing,
Manufacturing, Advertising, Peleg Holzmann, MS, CISSP, ITIL v3 Expert
Education, Training…

2011 Masters Information Systems Security
(with distinction 3.975/4.0)
DePaul University Chicago IL
Thesis: IITL & COBIT – Change Management

Previous Certifications Cobit 4.3 Prince2
MCSE + Internet M_o_R SOX
CCNA GLBA

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Business today want IT to
function like normal utilities
such as water or electric.

Simply having the best technology
does not ensure that IT can provide
the proper UTILITY such as
reliability.


“ITIL is a public framework that describes best
practice in IT Service Management.

…from both a business and a customer
perspective.”

- An Introductory Overview of ITIL V3

* Developed in 1990’s
* Version 1 1989-1996 (more then 30 volumes)
* Version 2 2000-2001 (2009 ITIL v2 Certification retired)
* Version 3 – 2007 (26 processes & functions)
* Version 3 2011 Edition – 2011 (Owned now by HM Government)


483 Pages 442 Pages 347 Pages 370 Pages 246 Pages


The Service Strategy book focuses on how to design, develop, and implement
Service Management as a strategic asset.

1 Demand Management

2 Service Portfolio Management (SPM)

3 Financial Management for IT Services

A Business Relationship Management

B Strategy Management for IT Services


The Service Design book provides guidance for the design and development of
services and processes, covering design principles and methods for converting
strategic objectives into portfolios of services and service assets.
4 Service Catalog Management (SCM)

5 Service Level Management (SLM)

6 Supplier Management

7 Capacity Management

8 Availability Management

9 IT Service Continuity Management (ITSCM)

10 Information Security Management

C Design Coordination
8

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The Service Transition book covers the development and improvement of
capabilities for transitioning new and changed services into the live production /
operating environment.
11 Transition Planning & Support

12 Change Management

Service Asset &
13
Configuration Management (SACM)

14 Release & Deployment Management

15 Service Validation & Testing

16 Change Evaluation

17 Knowledge Management
9


The Service Operation book takes a look at the different practices in the
management of Service Operation and includes guidance on achieving efficiency and
effectiveness in the delivery and support of services

18 Event Management

19 Incident Management

20 Request Fulfillment

21 Problem Management

22 Access Management

10


The Continual Service Improvement book is focused on creating and maintaining value
for customers through better design, introduction, and operation of services.

23 7-Step (CSI) Improvement Process

11


A Business Relationship Management C Design Coordination

B Strategy Management for IT Services 12


Service
Design

Event Management

Service
Strategy

Service Service
Operation Transition

13


14

Continual Service
Improvement (CSI)
Service Transition
Lifecycle Module

(ST)
Service Operation
(SO)
Managing Across the Lifecycle (MALC)

Service Design
(SD)
ITIL V3 Foundation
ITIL V3 Expert

Service Strategy
(SS)
Release Control &
Validation (RCV)

Capability Module
Planning Protection
& Optimization
(PPO)

You are here…
Operational
Support & Analysis
(OSA)
Service Offering &
Agreements (SOA)

IT Service Management:

A set of specialized organizational capabilities for providing value to customers in the
form of services.


Capability
(ITIL Service Design, SD)

The ability of an organization, person, process, application, IT service or other
Configuration Item (CI) to carry out an activity. Capabilities are assets of an organization.
Capabilities represent an organizations ability to coordinate, control and deploy
resources to produce value.

Capabilities can be described as:
• The functions and processes utilized to manage services
• Intangible assets of an organization that cannot be purchased, but rather must be
developed and matured over time.

The ITSM set of organizational capabilities aims to enable the effective and efficient
delivery of services to customers.


…capabilities are shaped by challenges they are
expected to overcome.

Toyota 1950’s had to overcome the challenges of smaller
scale and less financial capital then their American
competition.

Resource:
(ITIL Service Strategy, SS)
A generic term that includes IT infrastructure, people, money or anything else that
might help to deliver an IT service. Resources are considered to be tangible assets of an
organization.


Process:
A structured set of activities designed to accomplish a specific objective. A process
takes one or more defined inputs and turns them into defined outputs. It may
include any of the roles, responsibilities, tools and management controls required to
reliability deliver the outputs. A process may define, policies, standards, guidelines,
activities and work instructions as needed.

A set of coordinated activities combing and implementing resources and capabilities in
order to produce and outcome and provide value to customers and stakeholders.

Processes are strategic assets when they create competitive advantage and market
differentiation. They define roles, responsibilities, tools, management controls,
policies, standards, guidelines, activities and work instructions if they are needed.


Service:

A means of delivering value to Customers by facilitating outcomes customers want to
achieve without the ownership of specific costs or risks.

21

Functions:
A team or group of people and the tools or other resources they use to carry out one or
more processes or activities – for example, the service desk. The term also has two other
meanings:

• A intended purpose for a CI, person, team, process or IT service. For example, one
function of an e-mail service may be to store and forward outgoing e-mails, while
the function of a business process may be to dispatch goods to customers.

• To perform the intended purpose correctly, as in “The computer is functioning
correctly”.
• Service Desk
• Technical Management
• Application Management
• IT Operations Management

22

Process Owner:
The person who is held accountable for ensuring that a process is fit for purpose. The
process owner’s responsibilities include sponsorship, design, change management and
continual improvement of the process and its metrics. The role can be assigned to the
same person who carries out the process manager role, but the two roles may be
separate in larger organizations.

The person responsible for ensuring that the process is fit for the desired purpose (FIT
FOR PURPOSE – UTIILITY) and is accountable for the outputs of that process.

Example: The owner of the Availability Management Process.

23

Process Manager:
A role responsible for the operational management of a process. The process manger's
responsibilities include planning and coordination of all activities required to carry
out, monitor and report on the process. There may be several process managers for on
process – for example, regional change managers or IT service continuity managers for
each data center. The process manager role is often assigned to the person who carries
out the process owner role, but the two roles may be separate in larger organizations.

The person responsible for the operational management of a process. There may be
several Managers for the one process. They all report to the process owner.


Service Owner:

A role responsible for managing one or more services throughout their entire lifecycle.
Service owners are instrumental in the development of service strategy and are
responsible for the content of the service portfolio. See also business relationship
manager.

The person who is accountable for the delivery of a specific IT service. They are
responsible for continual improvement and management of change affecting the
services under their care.


Service Manager:

A generic term for any manager within the service provider. Most commonly used to
refer to a business relationship manger, a process manager or a senior manager with
responsibility for IT services overall.


Internal Service Provider:

An internal service provider that is embedded within a business unit e.g. on IT
organization within each of the business units. The key factor is that the IT services
provide a source of competitive advantage in the market space the business exists in.


Shared Service Provider:

An internal service provider that provides shared IT service to more then one business
unit. E.g. one IT organization to service all businesses in an umbrella organization. IT
services typically don’t provide a source of competitive advantage, but instead support
effective and efficient processes.


External Service Provider:

Service provider that provides IT services to external customers i.e. outsourcing.


Business Case:

Justification for a significant item of expenditure. The business case includes information
about costs, benefits, options, issues, risks and possible returns. See also Cost Benefit
Analysis.

A decision support and planning tool that projects the likely consequences of a business
action. It provides justification for a significant item of expenditure. Incudes information
about costs, benefits, options, issues risks and possible problems.


Services are a means of delivering value to
customers by FACILITATING the
OUTCOMES customers want to achieve
WITHOUT OWNERSHIP of SPECIFIC COST
OR RISK.

Customer satisfaction is crucial. Customers need to not only be satisfied with the
current level of service but they need to be confident in the service providers ability to
continue to provide the required level of service or even improve upon it.


One needs to have a Service Oriented or end-to-end view of what their organization
actually provides to the customer.

Consider how one identifies quality and value of the service being delivered.
I.E. In a restaurant it is not just the quality of the food but….

• The cleanliness of the restaurant
• The friendliness of the staff
• The abidance of the restaurant (lighting, music, decorations etc.)
• The time it takes to get your order taken and the food to arrive
• Were drinks refilled when needed
• Etc.

If just one of these factors is bad then our whole perception of the service will be
adversely affected.


• Communication with customers and end users is effectively maintained.
• Appropriate resolution times are maintained for end user and customer enquiries.
• Transparency and visibility of the IT organization and where money is being spent
is maintained.
• The IT organization works proactively to identify potential problems that should
be rectified or improvement actions that could be made.


Processes define actions, dependencies and sequences. A well defined
process can also improve productivity within the organization and within
functions.
Processes should be:

Measurable
Relevant manner and should be performance driven
measurements

Specific Results
Reason the process exists…deliver specific results (individually
identifiable and countable)

Customers
Delivers to customer or stakeholder

Responds to Trigger
…may be ongoing and iterative, …traceable to specific trigger
event.

Process Control

Owner Policy Objectives
Reports & Reviews

Triggers Documentation Feedback

Process

Activities Metrics Roles
Process Process
Inputs Outputs
Work
Procedures Improvements
Instructions

Process Enablers

Resources Capabilities


• When defining or designing a process it is important to
physical and behavioral aspects that exist. This is
accomplished by ensuring that all required stakeholders are
involved.
• Communication of stakeholders ideas and concerns
• Adequate training and education


Functions are logical groupings of roles and automated
measures that execute a process, an activity or both.

Technical IT Operational Management
Service Desk
Management
IT Operations
Control Application
Mainframes Management

Facilities Financial
Servers
Management Management

Network HR
Applications
Storage
Business
Applications
Desktop

Service Operation Functions

Group: A number of people who are similar in some way.

Team: A team is a more formal type of group.

Department: A formal organizational structure which exists to perform a
specific set of defined activities on a ongoing basis.

Division: A number of departments that have been grouped together often by
geography or product.


Operations
Service Desk Desktop Applications
Management
Logging R, A, C, I - - C, I
Classification R, A, C, I R, C, I C, I
Investigation A, C, I R, C, I R, C, I C, I

R= Responsible
Actually does the work for that activity but reports to the function or position that has
an “A” against it.

A= Accountable
Is made accountable for ensuring that the action takes place, even if they might not do
it themselves. This role implies ownership.

C= Consult
Advice, guidance or information can be gained from this function or position prior to
the action taking place.

I= Inform
The function or position that is told about the even after it has happened.

Only 1 “A” per row can be defined, this ensures accountability.

At lease 1 “R” per row, this indicates that some action is taking place.


• IT Budgets
Service Strategy • Patterns of Business Activity (PBA)
• Service Portfolio Information

• New and changed service assets
Service Design • Service Catalogue, SLA’s, OLS’s, UC’s
• Testing and Validation Criteria

• Known Errors from
Service Transition Development
• Testing and Validation Results
• Change Authorization

• Incidents, Problems, Events,
Service Requests
Service Operation • Request for Change (RFC)
• Information collected for
infrastructure monitoring

Continual Service
• Service and Process Improvements
Improvement


Customer satisfaction is crucial!
Customers need to not only be satisfied
with the current level of service but they
need to be confident in the service
providers ability to continue to provide the
required level of service or even improve
upon it.


The key is was value delivered and the sought after
service delivered to the customer’s satisfaction?
Remember:
Value is in the perception of the customer


Internal Service: support an internal activity
External Service: actually achieve business outcomes

It is important to
recognize that
internal services need
Internal
to be linked to Service
external services
before their External
Service
contribution to
business outcomes
can be measured and
understood.
Especially when looking at
ROI.

Service 3 How the IT services will be aligned with the
3
other chain of dependencies within the
organization.
Service 2
Define
1
Service 1
Outcomes

IT Services IT Services
Outcomes

2 IT Services that support Outcomes


Introduction

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Introduction