ITIL Introduction
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Brief Introduction of ITIL with focus on service desk
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ITIL Introduction
- 1. ITIL Introduction Ravikiran ITIL V3 Expert, ITSM Certified and TOGAF V9.1 Certified
- 2. Agenda Introduction History of ITIL About ITIL Service Desk RACI Benefits of ITIL to GG
- 3. What do we do ? (As IT Service provider & IT Professionals) We offer services, Turn Key solutions We manage networks, servers, storage We manage technical manpower We manage projects and produce deliverables We create a technical service catalog
- 4. Definition of ITIL ITIL is an integrated best practice for the Service Lifecycle Management of IT enabled services Service Strategy Service Design Service Transition Service Operation Continual Service Improvement The Official Introduction To The ITIL® Service Lifecycle + Complementary Guidance
- 5. ITIL History Late 1980 UK government Cabin Office project started in development plus practitioner and consulting organizations Early 1990s: V1 library completed Late 1990s. Introduced ITIL to North America (1997) 2000-2007: V2 books introduced – process based ITIL based international standard ISO 20000, Sarbanes-Oxley and other legislation ITSM vendor community support of ITIL and introduction of integrated tools The beginnings of broad adoption of ITIL globally Early Industry Adopters: Financial Government Utilities Medical ITIL 2011 V3 - Update
- 7. Service Strategy Processes DEFINITION: How to design, develop, and implement service management as a strategic asset Financial Management Secure appropriate funding to design, develop, and deliver services that meet the strategy of the organization, while balancing cost & value Demand Management To understand, anticipate & influence customer demand for services & to work with capacity management to ensure the service provider has capacity to meet this demand
- 8. Service Strategy Processes Business Relationship Management Establish & maintain relationship between Service Provider & Customer Identify Customer needs & ensure Service Provider can meet those needs over time Strategy Generation Define the market, develop the offerings, develop the strategic assets and prepare for execution Service Portfolio Management Ensure clear definition of services linked to Business outcomes Ensure Service Provider offers right mix of services Track investment in services throughout service lifecycle to ensure desired returns
- 9. Service Design Processes OBJECTIVE: Design and development of new or changed services and service management processes. Design Coordination To provide a single point of coordination and control for the processes and activities within service design to produce quality SDP (Service design package) s as agreed Service Catalog Management To provide a single source of consistent information on all of the agreed services, and ensure that it is widely available to those who are approved to access it Service Level Management To ensure all current and planned IT services are delivered to agreed targets and to establish a constant cycle of negotiating, agreeing, monitoring, reporting, and reviewing service level performance Agreements Service Level Agreements (SLAs) • Between IT Service Provider & Business/Customer Operational Level Agreements (OLAs) • Between Internal support groups & various parts of IT
- 10. Service Design Processes Supplier Management To obtain value for money from suppliers and to ensure that suppliers perform to the targets, terms & conditions contained within their contracts Agreements Underpinning Contracts (UCs) • Between External Suppliers & IT Service Provider • Legally binding Capacity Management To ensure that the level of capacity delivered matches the agreed capacity needs of the business Availability Management To ensure that the level of availability delivered matches the agreed availability needs of the businessIT Service Continuity Management To ensure that the service provider can deliver minimum agreed business continuity-related service levels IT Security Management To align IT security with business security and ensure confidentiality, integrity, and availability of assets, information, data, and IT services
- 11. Service Transition process OBJECTIVE: Guidance for the development and improvement of capabilities necessary to transition new and/or changed services into operations Transition Planning and Support To provide overall planning for service transitions To coordinate resources that service transitions require Change Management To ensure that authorized changes are prioritized, planned, tested, implemented, documented & reviewed in a controlled manner To minimize the disruption to the environment & therefore to services through Service Asset & Configuration Management (SACM) To ensure accurate & reliable information about service assets exists & is available when needed (CMDB & CMS)
- 12. Service Transition Processes Release & Deployment Management To plan, schedule & control the build, test & deployment of releases Service Validation & Testing To provide objective evidence that the new or changed service will support the customer’s business & stakeholder requirements Change Evaluation to provide a consistent and standardized means of determining the performance of a service change Knowledge Management To ensure that the right information is delivered to the appropriate place or competent person at the right time to enable informed decisions
- 13. Service Operation OBJECTVE: Guidance on achieving effectiveness and efficiency in the delivery and support of services. Value is achieved for the customer. Event Management Activities to detect events, make sense of them, & determine appropriate response Incident Management To restore normal service as quickly as possible & minimize adverse impact on business Request Fulfillment To manage the lifecycle of requests from users
- 14. Service Operation Problem Management To manage the lifecycle of all problems from identification to removal & minimize the adverse impact of incidents and problems Access Management To provide the right for users to use a service To execute policies & actions defined in Information Security Management
- 15. Service Desk - Functions
- 16. Service Desk Function Functional unit - dedicated staff SPOC for all users - day-to-day Communication point for users Coordination point for several IT functions & processes Handle incidents, service requests, general questions, potentially some RFC categories Vitally important function—value should not be underestimated: Good service desk can compensate for deficiencies elsewhere. Poor service desk can give bad impression of an otherwise effective IT organization. Staff needs to have the right mix of skills.
- 17. Objectives of the Service Desk Return service operation to normal state for users as quickly as possible: Incidents Specific responsibilities: Logging incidents & service requests Providing first-line response & diagnosis Resolving incidents / requests at first contact when possible Escalating incidents / requests they cannot resolve within agreed timeframes Keeping users informed of incident / request progress Closing all resolved incidents / requests Conducting customer / user satisfaction surveys Communicating with users Handling general inquiries
- 18. Continual Service Improvement OBJECTIVE: Sustains the creation and maintenance of customer value through better design, introduction, and operation of services Seven-Step Improvement Process To define & manage the steps needed to identify, define, gather, process, analyze, present & implement improvements CSI Approach To provide questions to be answered from both a business & IT perspective for Improvement initiatives
- 19. Major types of CSI Metrics Technology metrics measure components and applications: Server or system availability Application performance Process metrics measure the overall health of a process: Quality Performance Value Compliance Service metrics measure the end-to-end performance of the service: Service availability (end-to-end) Transaction response time
- 20. Story of 4 people… There are four people named Every body, Somebody, Anybody and Nobody. There was an important work to be done. Everybody was asked to do it. Anybody could have done it, but nobody did it. Everybody thought that anybody could do it, but nobody realized that at least somebody should do it. Finally, everybody blamed somebody while nobody accused anybody.
- 21. RACI Model Most business revolve around activities and decisions of particular service A RACI model can be used to help define roles and responsibilities It identifies the activities that must be performed along side the various individuals and roles involved RACI is an acronym for the four main roles of: Responsible – The person or people responsible for getting the job done(means correct execution of process & activities) Accountable – Only one person can be accountable for each task ( Ownership of quality, and end result of process ) Consulted – The people who are consulted and whose opinions are sought ( involvement through input of knowledge & information Informed – The people who are kept up-to-date on progress (Receiving information about process execution and quality)
- 22. Example of RACI Process owner Service Manager Security Manager TIM Head Chief Architect Process Owner Create a framework for defining IT services C R C C I C Build an IT service catalogue C R I C I C Define SLA for critical IT services C A/R C R I R Monitor and report SL performance I A/R I I I R Review SLAs, OLAs and UCs C A/R C R I R Review and Update IT service catalogue C R I C I C Create service improvement Plan I R I C I R
- 23. Lifecycle Processes 23 SERVICE STRATEGY • Service Strategy • Service Portfolio Management • Financial Management • Demand Management SERVICE OPERATION • Event Management • Incident Management • Request Fulfillment • Problem Management • Access Management SERVICE DESIGN • Design Coordination • Service Catalog Management • Service Level Management • Supplier Management • Capacity Management • Availability Management • IT Service Continuity Management • Information Security Management SERVICE TRANSITION • Transition Planning and Support • Change Management • Service Asset & Configuration Management • Release & Deployment Management • Service Validation • Evaluation • Knowledge Management CONTINUAL SERVICE IMPROVEMENT • Seven Step Improvement
- 24. Some facts About ITIL ITIL is not project management ITIL is not a tool ITIL is not an all-or-nothing proposition
- 25. Advantages of Adoption ITIL Business orientation of IT The RACI (Responsible, Accountable, Consulted, Informed) model brings clarity to organizations’ functions and roles, and it constitutes the foundation for communication between IT and business. Professional and proven processes integrate customer value and outcomes in every process, role and function, while at the same time increasing customer satisfaction. Organization Optimized and reduced cost : Financial Management is integrated throughout the service lifecycle. That means that costs are planned and controlled, and cost justification can be easily made. The staff inside an ITIL-based organization gains competence and increases capability and productivity, which lead to higher staff satisfaction and retention. Operational processes, With SLA parameter measurement (mostly by tools) incident and problem management become more efficient, controlled and measured, which increases productivity and the satisfaction of both staff and customers Quality of service Constant measurements and improvements guarantee that quality assurance of the service does not end with the customer acceptance test, but it continues throughout the service lifecycle. Lessons learned and experienced on existing services will be integrated in every new service developed or improvement made on existing ones. The focus on customer needs and perception shifts away from a technological debate toward value received, customer satisfaction and customer relation. There are many more areas where ITIL implementation means one step forward toward satisfied customers and the creation of a competitive advantage. The business world, as well as the IT world, is changing very quickly.
- 26. Q & A
- 27. Thank you
Notas do Editor
- The Service Knowledge Management System (SKMS) is the central repository of the data, information and knowledge that the IT organization needs to manage the lifecycle of its services. Its purpose is to store, analyze and present the service provider's data, information and knowledge. The SKMS is not necessarily a single system – in most cases it will be a federated system based on a variety of data sources. The Service Portfolio is the core repository for all information for all services in an organization. Each service is listed along with its current status and history. ITIL Service Catalogue Management aims to ensure that a Service Catalogue is produced and maintained, containing accurate information on all operational services and those being prepared to be run operationally. Service Catalogue Management provides vital information for all other Service Management processes: Service details, current status and the services' interdependencies.
- Creating a restaurant chain is tough, key business decisions like atmosphere, cuisine and price are usually made by restaurant chain head quarters. They call it restaurant theming The inner most ITIL cycle is service strategy. Its like theming. It provide process that brings the enterprise and IT together to make business cases and set the business goals that defines goals IT service can do
- When is defined menu has to be designed. That’s chef job. Chef has to balance ingredients, production, cost and suppliers. So every location delivers consistence meal In ITIL we can this has service design. Define information services that needs business case requirements while balancing overall enterprise needs
- Which chain menu designed the kitchen just do not cook up all the recipes. They practice prep and document, so dishes can be delivered with consistence taste and quality ITIL calls this service transition. Where IT plans releases of services and changes into enterprise for maximum business benefit. configuration management database (CMDB) is a repository that acts as a data warehouse for information technology (IT) organizations. Its contents are intended to hold a collection of IT assets that are commonly referred to as configuration items (CI), as well as descriptive relationships between such assets. A CMS may manage more than one physical Configuration Management Databases (CMDBs). Its underlying structure is defined by the Configuration Model, a logical model of the IT organization's service assets.
- Waiters naturally focus on delivery. They know what each customer wants. They also know what kitchen should start cooking next. They own overall customer satisfaction. In ITIL, this is service operation. Where IT services resources like service desk take owner ship of delivering IT services business (in our case customer) consuming and any problems with those services
- Like every major restaurant have maître D coordinating all the activates and keep up the standards of the place, ITIL has CSI to constantly measure and improve the services offered.
- 23
- GG transforming from product company to service company by offering managed services, Cloud services etc. 1. Business orientation of IT The RACI (Responsible, Accountable, Consulted, Informed) model brings clarity to organizations’ functions and roles, and it constitutes the foundation for communication between IT and business. Have you ever been a part of an organization where decision making, as well as execution, takes too long due to vaguely defined roles and respective responsibilities? Too often, isn’t it? Professional and proven processes integrate customer value and outcomes in every process, role and function, while at the same time increasing customer satisfaction. The organization changes from being a reactive to a proactive one, IT is integrated with business and it can respond more quickly to changing business (or market) requirements. 2. Organization Financial Management is integrated throughout the service lifecycle. That means that costs are planned and controlled, and cost justification can be easily made. The business can rely on the financial parameters provided and agreed upon with IT, and it can integrate them in business services provided within the market. The staff inside an ITIL-based organization gains competence and increases capability and productivity, which lead to higher staff satisfaction and retention. Operational processes, e.g. incident and problem management, are efficient, controlled and measured, which increases productivity and the satisfaction of both staff and customers. Efficient IT organizations have defined roles and responsibilities for operational processes, they use tools with implemented SLA parameters, and they have incident/problem catalogues in place. In such a way, processes and procedures are clear, resolution of incidents and problems is measured and compared to SLA requirements, and staff utilization is documented. 3. Quality of service If an organization implements a framework that is proven to work, it is easier to agree on the service level and quality of the provided service to the customer. Constant measurements and improvements guarantee that quality assurance of the service does not end with the customer acceptance test, but it continues throughout the service lifecycle. Lessons learned and experienced on existing services will be integrated in every new service developed or improvement made on existing ones. The focus on customer needs and perception shifts away from a technological debate toward value received, customer satisfaction and customer relation. I found that many customers attach more importance to their perception of a provided service than to the purely technical description of what a particular service does. And that directly influences future orders and relationships with that customer. There are many more areas where ITIL implementation means one step forward toward satisfied customers and the creation of a competitive advantage. The business world, as well as the IT world, is changing very quickly. IT needs to be a company’s engine, business oriented, adaptive and efficient. For a long time ITIL mastered operational tasks, but Service Strategy, Service Design and Continual Service Improvement are powerful tools in IT Management’s hands, when implemented and used correctly. IT enabled enterprises can movie resources across the enterprise (like manpower transfer from sister restaurant for party)