© 2004 hewlett-packard the information contained herein is
TRANSCRIPT
© 2004 Hewlett-Packard The information contained herein is subject to change without notice
What is ITIL and Why Should I Care?
diane hoschlersr. itsm solution architect december 2004
Diane HoschlerSr. ITSM Solution ArchitectHP Consulting & Integration
[email protected] 785-0991
The big shifts in The big shifts in businessbusiness All processes and content are being transformed from physical and static to digital, mobile and virtual.
The demand for simplicity, manageability and simplicity, manageability and adaptabilityadaptability is changing how the company works and organizes, buys and uses technology.
Horizontal, heterogeneous, networked organization. With acquisitions, need to embrace StandardsStandards to improve connection and use use common languagecommon language.
CIO vs. CEO Priority
60% of CEOs Say IT is aligned with their goals.
CIO Management Priorities1. Increase Business Efficiency through
IT-enabled process improvement2. Align IT and business goals3. Improve internal customer satisfaction4. Create competitive advantage through IT5. Control IT costs
1. Align IT and business goals2. Increase Business Efficiency through
IT-enabled process improvement3. Create competitive advantage through IT4. Improve internal customer satisfaction5. Control IT costs
CEO Management Priorities for IT
CIOM a g a z i n e
Minimize risk:• Ensure security and continuity of
internal business operations, while minimizing exposure to external risk factors
Maximize return:• Improve business results; grow
revenue and earnings, cash flow, and reduced cost of operations
Improve performance:• Improve business operations
performance end-to-end across the enterprise
• Increase customer and employee satisfaction
Increase agility:• Enable the business
organization and operations to adapt to changing business needs
CIO balancing actCIO balancing act
Defining, Measuring and Assessing “Agility”
easeLevel of effort, cost, and risk required to introduce and support change.
rangeBreadth of change that can be supported or introduced.
timeSpeed at which infrastructure changes can be implemented.
Running IT as a business (but not just any business)
Customers
Enterprise
Delivery Processes
Offered Business Service
Management ProcessesSuppliers
Consumed Business Service
Business Strategy
Business Objectives and Goals
People(roles/job design,
organizations,measurement
s)
OtherAssets(facilities,
brand,capital)
IT services
(process automation, information, applications,
infrastructure)
Business Process Model
Synchronization
IT Services
Customers
Synchronized Business Service Delivery
Delivery Processes
Offered Business Service
Control ProcessesSuppliersConsumed Business Service
IT Strategy
Business Process Model
IT Objectives and Goals
PeopleTech.
Process
… … an IT Services Delivery Businessan IT Services Delivery Business
“A set of related components provided in support of one or
more business processes.
The service will comprise of a range of Configuration Item
types, but will be perceived by the customer and users as a self-
contained, single, coherent entity.”Source: A dictionary of IT Service management Terms, Acronyms and Abbreviations
OK, then what is an IT OK, then what is an IT Service?Service?
What is an IT Service?What is an IT Service?
ITIT
PeoplePeople
ProcessesProcesses
TechnologyTechnology
Public InfrastructurePublic Infrastructure
FedExFedEx
PeoplePeople
ProcessesProcesses
TechnologyTechnology
Public InfrastructurePublic Infrastructure
Either your Infrastructure determines your Service Level
Or
Your Service Level determines your Infrastructure.
How we got here…
Today Automating the IT infrastructure’s abilityto adapt to every business decision
Emphasis:Effectiveness
+Stability+Reliability+Speed +RoIT
1990s Automating the front office
Emphasis:Speed Efficiency
1980s Automating the back office
Emphasis:
StabilityReliability
Horizontal architecture stable, flexible, supply matches demand
Silos of technologyinflexible to change, over-provisioned
Building toward an Agile, Adaptive Enterprise
busi
ness
valu
e
Sta
bili
tyA
gili
tyEffi
cien
cy
IT maturity
Business processesIT resources IT services
AdaptiveEnterprise
Technologyprovider
Serviceprovider
Businesspartner
ITSM
ITSM Market TrendsITSM Market Trends
• Entering phase of mass adoption
• Market growth rate estimates:Gartner Group 32% CAGRIDC 30% CAGRMeta Group 26% CAGR
• In 2004…
−Multi Billion $ Industry se
rvic
e m
an
ag
em
en
t ad
op
tion
’02
’03
’04
’05
’06
’07
50%
100%
25%
75%75%
20%
IInformation nformation TTechnology echnology IInfrastructure nfrastructure LLibraryibrary• Result of years of analysis and research • Currently consists of 7 books providing guidance on the planning, delivery and management of quality IT services to support their business.• THE de facto global standard of IT Service Management best practices• ITIL is Vital! It’s not a question of whether you’re doing IT Service Management or not… it’s a question of how well - or poorly - you’re doing it!
What is ITIL?What is ITIL?
Planning to Implement Service Management
Service Management Core
ServiceSupport
ServiceDelivery
The
Business
The Business
Perspective
Applications Management
ICTInfrastructureManagement
The
Technology
Security Management
ITILITIL®® Publications Map Publications Map
Application Asset ManagementAvailable now
available now
available now
available now
available nowComing Soon! available now
certification bodies:
• ISEB (The Information Systems Examination Board) – UK • EXIN (Examination Institute for Information Science) –
Netherlands
available certification:
• Foundation Certificate – entry-level multiple choice exam
• Practitioner’s Certificates – for specific disciplines; pass in-course assessments and a case-study based multiple choice exam
• Manager’s Certificate – requires passing 2 three-hour essay exams after successfully passing an accredited 10 day training course
(ITIL accreditation demonstrates that an individual has met the standards as set by an examination certification board comprising representatives from OGC, itSMF and the examining boards.)
ITIL® certificationITIL® certification
Core ITIL® Service Management Processes
Service Support• Service Desk*• Incident Management• Problem Management• Configuration
Management• Change Management• Release Management
Service Delivery• Service Level
Management• Financial Management
for IT Services• Capacity Management• IT Service Continuity
Management• Availability
Management
* Service Desk is a function not a process
Source: IT Service Management, ITSMF
“IT Services are there solely to support the business and its efficient and effective operation.”– itSMF ITIL® Pocket Guide
Integration
Simplification
Standardization
Modularity
+
+
+
Applied consistently across:• Business
processes
• Applications
• Infrastructure
• Reduce number of elements• Eliminate customization• Automate change
• Use standard technologies and interfaces
• Adopt common architectures• Implement standard processes
• Break down monolithic structures
• Create reusable components • Implement logical
architectures
• Link business and IT • Connect applications and business
processes within & outside the enterprise
You don’t buy an Adaptive Enterprise. You build it.
BusinessBusiness “Front Wheel” Alignment
ITIT
“Spectacular Results” Alignment
BusinessBusiness ITIT
“We’re behind you all the way” Alignment
BusinessBusinessITIT
Business and IT Alignment
““Bold Fusion” AlignmentBold Fusion” Alignment
Business Business andand IT IT
Business and IT Alignment
Relationship between people, process, and technology
[HP] ITSM processes • Consist of activities to manage
the IT services lifecycle• Are the glue between:
− People and management technology− IT services and IT infrastructure
People• Execute, control, and own the HP ITSM processes• Design, build, integrate, and manage IT services
Management technology• Enables execution and control of HP ITSM processes• Automates provisioning and assurance of IT services
• Reduced risk and implementation time• Lower costs• Increased customer satisfaction• Competitive advantage
What You Get…What You Get…
• Proven processes based on industry best practices• Faster time-to-market• Balance between customer requirements and service costs• Transparent support of business processes• Measurable, well-defined services• Management of customer expectations• Continuous improvement of service quality• Improved/strong relationships with both customers and partner providers• Time to be proactive• Built-in “Management of Change”• Ability to dynamically address changing business requirements with flexibility and speed (agility)
Because you now have…
Process
Process
People
Technology
The Right Balance for Success
…an approach that brings togetherProcess, People, and Technologythrough a powerful reference model…
HP ITSM Reference Model vs3.0
Availability management
Continuity management
Security management
Capacity management
Service-level management
Change management
Financial management
Configurationmanagement
Service planning
IT business assessment
IT strategy and architecture planning
Customer management
Service build and test
Release to productionOperations management
Problem management
Incident and servicerequest management
It’s time to:Demand more from IT than it’s ever delivered before. Make it prove its value, make it pay.
Demand a new IT architecture: one that is open, modular and flexible; one that adapts, and adapts quickly, to every IT event triggered by every business decision.
Demand that technology yield to the disciplines of business and be subject to the same practices and return analysis as any other business decision.
Demand an alternative way to how IT and IT services have been purchased, implemented and operated for the last two decades.
Demand the ultimate state of IT fitness: Insist that business and IT be perfectly synchronized, and speed the evolution toward an adaptive enterprise.
The IT Service Management Forum is the only internationally recognized and independent
organization dedicated to IT Service Management. It is a not-for-profit body, wholly
owned, and principally operated, by its membership.
It was formed in the UK in 1991 & has national chapters around the globe.
The itSMF USA was formed in 1997 and has over 1600 members representing over 500 companies.
What is the itSMF?What is the itSMF?
Area happenings………• itsmF USA (www.itsmfusa.org)
− Complementary copy of ITSM Overview• https://asp5.catalog.com/khamilto2/books/itSMF%20Overview%
20Pocket%20Guide.pdf• www.itsmf.no/bestpractice/itil_overview.pdf
− Annual conference (/www.jupiterevents.com/itsmf/fall05/index.html)• 2004 Long Beach, CA (9/04)• 2005 Chicago, IL (9/05)
• Norcal itsmF LIG (www.norcalitsm.com)− 2nd Tuesday of the month− No December meeting− Jan 11 topic: Configuration management
• itSMF USA: − www.itsmf.net
• itSMF International: − www.itsmf.com
• ITIL®: − www.itil.co.uk
• HP: − www.hp.com/go/itsm
• Other: − www.itsmwatch.com
Looking for more?
© 2004 Hewlett-Packard The information contained herein is subject to change without notice
What is ITIL and Why Should I Care?
diane hoschlersr. itsm solution architect december 2004
Diane HoschlerSr. ITSM Solution ArchitectHP Consulting & Integration
[email protected] 785-0991