itil v3 - itsmf · pdf file4.itil v3: an implementation road map. itil v3 official launch...

ITIL V3

David RatcliffePresident

Pink Elephant

George SpaldingVP - Global Events

Pink Elephant

2ITIL V3 © Pink Elephant 2007. All Rights Reserved.

Agenda

1. Introduction2. ITIL V2 vs V3 Certification3. Service Driven Lifecycle vs.

Process Driven: What’s TheDifference

4. ITIL V3: An ImplementationRoad Map

ITIL V3 Official LaunchLondon, UKJune 5, 2007

Pink was there!


Assumptions

1. You know what ITIL is, right? (V1 & V2?)2. You believe ITIL is a good idea, right?3. You’ve already worked with some of the best practices

in ITIL V2, right?4. You’re here because you think this V3 thing might be

more good stuff, right?5. You have a whole host of questions you need settled

in your mind, like: What’s the big deal about V3? Is V2 now defunct, and therefore are we going to be pushed

into V3? If we decide to move to V3, how do we do it? Will the tools be “ITIL V3 Compatible”? What’s going to happen to my V2 certification?


Why?

More practical “how to” guidance Improved consistency & comprehensiveness Extend the focus to measurable business value Visible links to other industry best practices Guidance in context to current needs

Source: Sharon Taylor, ITIL V3 Chief Architect

Note: ITIL V2 isn’t being thrown away but being mappedinto a new, business oriented framework


Opinion gathering Seven Workshops in two weeks – early 2005 Over 100 companies and public sector organizations represented 530 survey respondents and 6000 comments itSMF Chapters led workshops

Conclusions & Findings Improve consistency- structure, process, etc. Add Process Models for every process Include examples, case studies, templates Implementation guidance – including outsourced services Scalability – address small, medium and large Hooks into other best practices e.g. CobiT, CMM More on business benefits and marketing of ITIL Better exams, more qualifications, more consistency Guidance on selecting good tools Consistent terms and definitions

How? A Public Process


ITIL V3 Refresh project 2004 to 2007 APM Group awarded Certification Scheme TSO Publisher Examination Institutes (EI) all use common V3 Exams Authorized Training Organizations (ATOs) - including Pink Elephant

Who?


ITIL V3 Service Lifecycle


Core ITIL v3 Library

ServiceStrategy

ServiceDesign

ServiceTransition

ServiceOperation

ContinualService

Improvement

The OfficialIntroduction to the

ITIL Service Lifecycle+ Complementary Guidance


Service StrategyAuthors:• Michael Nieves, Senior Manager, Accenture,

USA• Majid Iqbal, Project Scientist, Carnegie

Mellon University, USA

Core Book Authors

Service OperationAuthors:• David Cannon, IT Service Management

Practice Principal, HP Education, USA• David Wheeldon, Director of Service

Management, HP Education EMEA, UK

Service DesignAuthors:• Colin Rudd, Director, ITEMS, UK• Vernon Lloyd, International Client Director,

FOX IT, UK

Service TransitionAuthors:• Shirley Lacy, Director, ConnectSphere, UK• Ivor Macfarlane, Director, GUILLEMOT

ROCK, UK

Continual Service Improvement:Authors:• George Spalding, Executive Consultant, Pink

Elephant, USA/Canada• Gary Case, Executive Consultant, Pink

Elephant, USA/Canada


Pink’s Involvement in ITIL

Contributed to all versions of ITIL since its inception in 1986 Founding member of itSMF Leader in ITIL education development and deployment

Service Manager - 1992 Foundation - 1996 Single Process Practitioners - 1997 Clustered Practitioners - 2005 V3 Foundation - May 2007

Host of the world’s largest “ITIL gathering” each year in February Authors of one of the five new volumes Participation in the V3 examination scheme advisory panel


ITIL V3 – The Content Structure

Core Complementary Web

Customized implementation

CoreBest Practice

Guidance

Support for particular market sector or technology

Value added products,process maps,

templates, studies


ITIL V3 Consistent Book Structure

Introduction, Overview, context Service management as a practice Service lifecycle Role of processes in the lifecycle Role of functions in the lifecycle Practice fundamentals Practice principles Processes Organizational design and structures

roles and responsibilities Challenges, critical success factors,

risks Supplemental guidance References


TSO Publications Coming Soon…

Added globalization of multi-language versions The Official Introduction to the ITIL Service Lifecycle Strategic Introduction to the ITIL Service Lifecycle Pocket Books to support the Core set ITIL Small Scale Implementation - revised ITIL Online Portal

Up to date access the latest authoritative text for all five corepublications

Access to an international information centre offering variouslevels of support, guidance and implementation tools

Access to publications via an interactive service model and searchbetween the core titles by content and subject


Life With V3: Key Changes

All existing books will be retired at the end of 2007 ITIL V3 represents a significant change. The core content remains

largely the same however there is at least 50% more contentbeing added to the framework.

Focus is being shifted from a process perspective to a ServiceLifecycle Model.

ITIL V3 Foundations will be required for all new certifications(Bridging exam required for V2 certificate holders)

Education products will be required to reflect the context of thecomplete Service Lifecycle

The certification scheme is changing but past certifications will stillbe recognized.


What Should I Do Next?

1. Don’t be rushed into any changes Whatever V2 implementations:

you’ve done (Past) are doing now (Present) or are planning to do soon (Future) are not going to be a waste

2. Meanwhile look into V3 Review the books Discuss it with others Listen & learn Ask questions & learn Talk & learn


Resources

Questions so far?


Certification

Organizational ISO 20000

Tools PinkVerify

Professional Individual ITIL V3 Certification & Qualification Scheme APM Group

The Individual v3 Certificationand Qualification Scheme


Where Are We Now (Official v2)

Foundation

ITIL Practitioner: Release & Control

ITIL Practitioner: Support & Restore

ITIL Practitioner: Agree & Define

ITIL Practitioner: Plan & Improve

Service Manager


Pink Complementary Courseware

Developing a Vision & Strategy (2 days) ITIL Implementation Road Map (3 days) How to Build a CMDB (2 days) How to Develop a Service Catalog (2 days) Overviews (Targeted at Audience Level) Service Management Operations (2 days) PinkSim (.5 day)

ITIL V3 Global Roadshow

OGCContract Mgmt

TSO

Core Practices

IPMgmt Board

APMG

WebServices

CompPortfolio

QualsBoard

CourseProviders

ExamInstitutes

ExaminerPanels

Marketing

Partners

Publisher Accreditor

Products Partners

Development of Qualification structure for ITIL v3Development of Qualification structure for ITIL v3 Design the certification elements required of the schemeDesign the certification elements required of the scheme Produce the requirements for learning objectives andProduce the requirements for learning objectives and

knowledge competencyknowledge competency Produce the supporting accredited formal syllabiProduce the supporting accredited formal syllabi Produce the requirements for delivery mechanismProduce the requirements for delivery mechanism Produce sample examinations in support of the syllabiProduce sample examinations in support of the syllabi Provide recommendation on the required trainer andProvide recommendation on the required trainer and

course provider competency to deliver against the schemecourse provider competency to deliver against the scheme Manage Exam bankManage Exam bank

Must offer value to the career objectives of the student

Allow innovation and flexibility and value for Course Providers

Meets learning objectives and competency outcomes

Blooms taxonomy for setting exams

Contribute to the maturity of ITSM professionalism

Responsive to evolving market demand

Transitional V2 – V3 bridging

Modular design Official Study aids Flexible Choice Career path oriented V2 to V3 bridging Service Lifecycle Service Capability Classroom E-learning On Demand examination Live Exam Bank

ITIL Diploma

AdvancedSM

ProfessionalDiploma

Managing through the Lifecycle

ITIL ServiceLifecycle Modules

ITIL ServiceCapability Modules

ITIL Foundation for Service Management

LIFEC

YCLE

BAS

ED

PROCESS / ROLE BASED

ITIL Foundation for Service Management

2 credits

15 Credits

3 3 3 3 3

16 Credits

Managing through the Lifecycle5 5

ITIL Diploma Achieved

AdvancedAdvancedSMSM

ProfessionalProfessionalDiplomaDiploma

Lifec

ycle

Stre

amCapability Stream

ITIL Foundation for Service Management2 credits

15 Credits3 3 3 3 3

16 Credits

Managing through the Lifecycle5 5

ITIL Diploma Achieved

AdvancedAdvancedSMSM

ProfessionalProfessionalDiplomaDiploma

V2 FoundationCertificate1.5 credits

V2Service

Manager16 credits

V3ManagerBridge5 credits

V3 Bridge.5 credits

V3 Bridge.5 credits

Foundation Approved - Launch June 13th

V2 – V3 Foundation bridge in review Lifecycle and Capability Modules in development Professional Module in development

QUALIFICATION DATE

V3 Foundation Examination June 2007(V2 Foundation ends Dec 31 2007)

V2 to V3 Foundation Bridge Q3 2007

V2 to V3 Managers Bridge Examination Q3 2007

Diploma available to existing Managers Q3 2007

Lifecycle Modules Q3 2007

Capability Modules Q3 2007

Managing Through The Lifecycle Examination Q4 2007

Diploma available to new students Q4 2007

V2 Managers/Practitioners retired Q4 2008

ITIL V3 Global Roadshow This presentation is the copyright protected property of the OGC. Re-use in any formis prohibited without the express written consent of the OGC.

Questions so far?

Service-Driven Lifecycle vs.Process-Driven

What's The Difference?


The Business & IT Trust Deficit

Do you think there's a trust deficit? How does it show up?

“Service Management is a set of specializedorganizational capabilities for providing value to

customers in the form of services.” ITIL® V3


Changes In Philosophy

The new approach changes the relationship between IT and businesswhereas before, ITIL worked to align service management withbusiness strategy. V3 integrates IT and the business into a singleecosystem.

Service Management LifecycleCollection of Integrated Processes

Dynamic Service PortfoliosLinear Service Catalogs

Value Service Network IntegrationValue Chain Management

Business and IT IntegrationBusiness and IT Alignment

ITIL V3ITIL V2


Technology Focus

Customer Focus

Business Focus

Value Chain Focus

LOW

HIGH

Role Of IT/IS In The Organization

Influ

ence

On

The

Bus

ines

s

Required position

IT is perceived as an internalbusiness partner

IT customers are the customer of theorganization

IT has a single strategy and is focused on the customer,but is perceived as an external supplier

IT is focused on the integration and delivery of end-to-end IT services (business solutions)

IT is focused on technology, infrastructure and applications aretreated as separate and largely unrelated domains

Service Focus

The Changing Role For IT


The Service Orientation Journey

Source: Service Strategy


ITIL V2 Process Model

The

Tech

nolo

gy

The

Busi

ness

The BusinessPerspective

Planning to Implement Service Management

Application Management

Service Management

ICT InfrastructureManagement

ServiceDelivery

ServiceSupport

SecurityManagement


ITIL V3 Service Lifecycle Model


What Is An IT Service?

“One or more technical or professional IT capabilities which enable abusiness process.” (V2)

“A service is a means of delivering value to customers by facilitatingoutcomes customers want to achieve without the ownership of specific costsand risks.” (V3)

Fulfills one or more needs of the customer Supports the customer’s business objectives Is perceived by the customer as a coherent whole


What Is An IT System?

An integrated composite that consists of one or more ofthe processes, hardware, software, facilities and people,that provides a capability to satisfy a stated need orobjective

A collection of Configuration Items that are necessary todeliver an IT service


Service Versus Technology Analogy

MenuStarters

Entrees

Desserts

Wine List

Fix Menu Options or A-la Carte

Assembled Service Offerings Technology Ingredients

Service = Outcomes Not ResourcesAn SLA on a server or an application in isolation is like crafting an SLA on

estimated pickle consumption


Services Vs. Processes

ITIL is a ServiceManagement Framework.This means that theprocesses described by ITILexist for the primary purposeof planning, delivering andsupporting IT services.


Service Unit 3

ExternalBusiness Unit A

ExternalSupplier

Business Unit D

Service Unit 4

Embedded IT

Business Unit A

Business Unit C

Business Unit B

BusinessUnits

Value Service Network

Service ECO System

Service Unit 1

Service Unit 2

Shared ITServices

3 Service SupplierTypes

Service X

Service Z

Service Y

Service WDedicated

Service

SharedService

OutsourcedService


Service Oriented Concepts

BSM

ESA

EAI

SOA

Gra

nula

rity

Process ContextHigh

LOW

Technology Business

BSM: Business Service Mgmt.

ESA: Enterprise Services Architecture

SOA: Service Oriented Architecture

EAI: Enterprise Application Integration

ITIL


Integrated Service Model

E-Commerce Service

Global Product

Security

Web Hosting

$

Banking & Credit CardAuthorization

Marketing & Webdesign

Finance, Billing,Business Support Processes

Production Systems

Distribution Channel

Multiple IT and business services interact todeliver the product to the consumer.


Closed Loop Service Eco-System

Service Strategy

Service Design

Service Transition

Service Operations

Continual Service Improvement

Processes, Functions and Roles



Service Portfolio Management

Services in development

Service Catalogue

Service Pipeline

Service Operation

CUSTOMERS

Third-party catalogue

Service Transition

Retired services

Common pool of resources

Resources Released

Service Design

Service Concepts

Area of circle is proportional to resources currently engaged in the lifecycle

phase. (Service Portfolio & Financial Management )

MARKET

SPACES

Service Portfolio

Continual Service Improvement

Resources Engaged

Return on assetsearned from Service Operation


Service PortfolioManagement:

A dynamic method forgoverning investments in

service managementacross the enterprise andmanaging them for value


Service Transition V Model


Organization

Environment

Corporate or Management Processes

General

IT Services

Primary Business Processes

Innovation,Development,

Knowledge TransferProcesses

Inputs, materials,data, etc.

Products andServices

Source: ITIL – The Business Perspective On Your IT Infrastructure; Understanding & Improving

Business Support

Processes

Defining IT Services


Service Definition Process

Define major business functions and processes.

Define facilitating IT services.

Map IT systems to IT services.

Develop service offerings.

Map IT components to IT systems (configuration

management).

MS ExchangeEmail

Example IT SystemsExample IT Service

Lotus Notes


Infrastructure & Application Services: Messaging File / print Office productivity Desktop services ERP services Trading applications Voice / data LAN

Professional Services: Architecture and engineering Security IT support Project management services Procurement services Application development services

IT Services Example


Example Application Services

BusinessManager

BusinessApplication

Services

Supply chainManagement HR Finance Retail Shipping Supply &

Trading

AssetManagement

AccountsPayable

AccountsReceivable General Ledger Materials

Management


Example Infrastructure Services

BusinessManager

Infrastructure/Technical Services

Communication Storage & Back-up Hosting Mobility Office Automation

CollaborationInfrastructure

EnterpriseApplication

Platform

Broadcasting/Webcasting

Infrastructure

Mainframe BusinessContinuity

Infrastructure

System Control &MonitoringServices


Example Professional Services

BusinessManager

Professional Services

ReportingLicense

Management

ConsultingEnterprise ITSupport

Office Automation

OrganizationalCapability

Strategy &Architecture

IT ServiceManagement

Data Modeling/Consulting

ResourceManagement

ApplicationConsulting

ProjectManagement

IT SupportManagementConsulting

Security

Behavioral ChangeManagementConsulting

BCP Planning &Management


The Service Catalog

Cornerstone for managing the business of IT

The Service Catalog is IT’s vehicle for defining, prioritizing andmarketing what it does for internal customers and users

Clearly communicates to all stakeholders the value of IT, what itdelivers, and how well it performs against expectations

Provides a service-centric view of IT

IT services and their link to IT systems Customer relationships and agreements

Service financials, including pricing and costing

Single point of contact for all demand

The Service Catalog is the Key Enabler in Transforming to a Service-Centric, Customer-Focused Model for IT


Three Natures Of The Service Catalog

Constitutive, in that it defines what IT does and does not do, and onwhat terms;

“We the people (of IT), in order to form a more perfect union (alignmentwith the business), establish justice and insure domestic tranquility…”

What type of restaurant are you?

Actionable, in that it provides the means by which IT and its customerscoordinate and conduct business

What do people want to do?

Governing, in that the key terms, conditions and controls defined in theService Catalog are integrated into the service delivery processes of theorganization

Entitle, authorize, control, charge, account


Views Into The Service Catalog

Service Catalog

End User What services can I buy? What does this include? When will I get it?

Service Level Manager What services do I offer? What levels are available? What are my key metrics?

Business Customer What services am I using? What levels am I receiving? What is my IT spend?


SLM Roles & Customer Engagement

ServiceOwner

Service Level Manager

MonthlyServiceReport

toBU Mgr.

Monthly Service Report(to Customer)

Customer

BusinessApplication

Services

Infrastructure/TechnicalServices

ProfessionalServicesSe

rvic

e C

atal

og o

rSe

rvic

e D

esk

ServiceManager

SLM Process Owner

SubmitRequest

Business RelationshipManager / Account Manager


IT Services & Processes

App. Dev. Infrastructure

SLM

Desktop

Hosting

Security Mgmt

Business App.Service Owner

SO

SLA

SO

Client

Application Service

Infrastructure Service

Process (Incident)

Service andProcessOrganizationstied together bySLM

Process Owner

ProcessImprovementsbased onServiceReporting

Professional Service

Application Services Infrastructure Services Professional Services

SO


CMDB Data Model Structure

Service

System

BusinessProcess

LogicalProduct

Database

Physical

Line ofBusiness

BusinessUnit

Dept.

User

System

Service

SupportingIT Service

CustomerFacing ITService

SLA

OLA

Physical & related CIs thatbelong to the System

SLA

Contract


Service Based Costing

HardwareSoftware People FacilitiesExternalService Transfer

Cost Elements

Direct &Indirect Costs

% Margin built in to the overheadbased on forecasted growth or

unplanned expenses

X% Margin

Total Cost of IT Services

HardwareSoftwarePeople

External Svc.

Facilities

HardwareSoftware

Transfer

HardwareSoftwarePeople

External Svc.

Facilities

Direct Costs Indirect Costs Overhead Costs

Direct Costs Indirect Costs

Cost Unit


Service Based Costing

HW

SW

DB

Docs

FTE

LOC

HW

SWDB

Docs

FTE

LOC

%Allocation

based on adriver

Client Bill

Example: Desktop Service

Component Service: Network

Step 1: Decide whichservices will appear onclient bill

Step 2: Those services noton the client bill areallocated to those which arebased on a driver

Step 3: A unit cost isallocated to the client basedon a driver mapped to ausage level

Unit cost


IT Service Cost Allocation Model

OthersFTESoftwareHardwareOther SharedServices

OthersFTESoftwareHardwareService Delivery

OthersFTESoftwareHardwareSecurity Services

OthersFTESoftwareHardwareShared HostingServices

OthersFTESoftwareHardwareNetwork Services

Others

FTE

Software

Hardware

Others

FTE

Software

Hardware

DirectCosts

IndirectCosts ++=

Total CostsOf an

Client FacingIT Service

% allocationOverhead

Costs

Direct Costs:Costs of hardware,

software, FTE, etc., thatare dedicated to the

client facing services

Indirect Costs:Costs of hardware,software, FTE, etc.,for services that areshared betweenmultiple client facingservices

OverheadUnabsorbed Costs:

Costs of hardware,software, FTE, etc.,that are not directlyattributable to any ofthe IT services (i.e.:HR, Finance,Executives, etc)

VoiceServices

BusinessSystem VOIPDesktop

Services

DesktopServices

MortgageServices

5 %

4 %

3 %

2 %

1 %

5 %

4 %

3 %

2 %

1 %

5 %

4 %

3 %

2 %

1 %

+++

Shared servicescosts are

allocated acrossmultiple clientfacing services

Others

FTE

Software

Hardware

C L I E N T F A C I N G S E R V I C E S


Service Integration Requirements

ServiceCatalog

Budget &Client Bill

CMDBServiceModel

ServicePortfolio


Business Value Technical Metrics

Financial Transparency Unknown Costs

Enterprise Services and Process Organizational “Stovepipes”

Demand-Driven Firefighting Mode

Focused on Customer Outcomes Focused on Technology

Tomorrow’s IT OrganizationsToday’s IT Organizations

Transforming To ITSM

Questions so far?

ITIL® V2 Or V3

Key Questions & Areas To Consider For BusinessPlanning


Decisions, DecisionsManagement

ToolsDifficultiesQueries, Enquiries

CommunicationUpdates

Work-arounds

Service Desk

Incidents

Incidents

CMDB

Change ScheduleCAB MinutesChange StatisticsChange ReviewsAudit Reports

ReleasesCIs

RelationshipsProblemsKnown Errors Changes

CMDB ReportsCMDB StatisticsPolicy/StandardsAudit Reports

Release ScheduleRelease StatisticsRelease ReviewsSecure LibraryTesting standardsAudit Reports

Problem StatisticsTrend AnalysisProblem ReportsProblem ReviewsDiagnostic AidsAudit Reports

ProblemService ReportsIncident statisticsAudit Reports

Releases

Release

The Business, Customers & Users

ChangesIncident

Change

Incidents

Configuration

AvailabilityManagement

CapacityManagement

IT Financial Management

IT ServiceContinuity

SLA’s, OLA’s, SLR’sService requestsService catalogueSIPException reportsAudit reports

Availability PlanAMDBDesign CriteriaTargets/ThresholdsReportsAudit Reports

Capacity PlanCDBTargets/ThresholdsCapacity ReportsScheduleAudit Reports

Financial PlansTypes & ModelsCosts & ChargesReports Budgets & ForecastsAudit Reports

IT Continuity PlansBIA & Risk AnalysisDefine RequirementsControl CentersDR ContactsReportsAudit Reports

The Business, Customers &Users

RequirementsTargets

Achievements

QueriesEnquiries

CommunicationUpdatesReports

Service LevelManagement

Man

agem

ent T

ools

Ale

rts,

Exc

eptio

ns, C

hang

es


There Are New Processes & Functions ToConsider

Service Strategy (SS) Return on Investment (SS) Service Portfolio Management (SS) Demand Management (SS) Service Catalog Management (SD) Supplier Management (SD) Application Management (SD) Data and Information Management (SD) Requirements Engineering (SD) Transition Planning and Support (ST) Configuration Management System (ST) Service Validation and Testing (ST) Valuation (ST) Knowledge Management (ST) Event Management (SO) Request Fulfillment (SO) Access Management (SO) Monitor and Control, IT Operations, Technology Domain Management (SO) Technical Management function (SO) IT Operations Management function (SO) Applications Management function (SO) Seven Step Continuous Improvement (CSI) Service Reporting (CSI) Service Measurement (CSI) ROI for CSI (CSI) Service Improvement (CSI)


So if we add these to our process journey…

What about our work in V2?


Compared V2 Process To Same In V3


Incident Management

Goal – same New terms or ideas:

Timescales – stage timelines Incident models Provides clarity regarding major Incident handling

Activities or concepts: Rename, detect and record to ID and logging (includes classification – iterate

categorization exercise) Adds and provides guidance on categorization Service request filter clarified – hand off to request fulfillment Add prioritization activity Replace initial support with initial diagnosis – front line analysis before

escalation – emphasis on Knowledge Management (KM) Escalation added – specific steps outlined for hierarchical escalation Clarify investigation and diagnosis – emphasis on KM – no mention of Work-

around Add rules for re-opening an Incident

Summary – IM remains similar to V2 – clarity provided for definitions andprocess flow


Service Desk (SD)

Purpose – same: Justification given – decision focused on type of model Very candid discussion of entry level positions

New terms or ideas: None

Activities or concepts: Description of responsibilities Clear descriptions of SD types – local, central, virtual – but lack things

to consider Add “follow the sun” and specialized types Specific guidance provided for creating a mindset for SPOC Good section on SD training, use of super users, metrics, customer

surveys (techniques, advantages/disadvantages) Candid discussion of outsourcing and considerations including tool,

OLA/contract, communications and data ownership Summary – valuable update – lacks a bit in terms of the details of

logistical guidance provided in V2


Problem Management


Problem models Re-definition of Known Error (KE) KE Database (KEDB)

Activities and concepts: Tight interface with KM and CMS defined Eliminate distinction of problem control and error control activities Activity flow looks similar to IM ID and recording = Detection and logging – eliminates detailed Incident matching work flow Classification split into categorization and prioritization Added chronological analysis, pain value analysis, brainstorming, Pareto Analysis to RCA

techniques Adds clarity to problem sources and use of Work-around Error control replaced by resolution and RFC Attention to major Problem review, recording known application errors at Release Proactive problem management tied to CSI

Summary – simplifies flow, Known Error is a state of information, not a condition


Change Management

Goal – business focused, emphasizes cost efficiency and risk reduction New terms and ideas:

Service oriented definition of a Change and an infrastructure Change Interface to Business Change Management, Service Lifecycle and Service Portfolio Requirements for a Change request and a Change proposal (major Change) Change model and standard Changes Remediation Changes to a service is the accountability of Service Manager and Service Owner Schedule of Change (replaces FSC) and Projected Service Outage (replaces PSA) Recognition of virtual CAB meetings Standard, normal or emergency Change types ONLY!

Activities and concepts: Expanded standard change documentation and focus on elimination of bureaucracy Change categorization – risk based – drives impact analysis and authorization Expanded change impact and resource assessment including remediation documentation Specific attention to Change priority Flexible change authorization schema Urgent changes now emergency changes – urgent business changes are normal changes with high

urgency Summary – process is more flexible and straight forward, very similar to V2 process


Configuration Management,Service Asset & Configuration Management

Goal – focused on the logical model of IT services, components New terms or ideas:

Service assets CI categories Configuration Management System (includes the CMDB) Secure Stores Definitive Media Library (replaces DSL) Definitive Spares (replaces DHL) Snapshot

Activities and concepts: Status Reporting – managing the information regarding CI status

changes Summary – processes very similar, now includes DSL and DHS with

different descriptions, extended the CDMB concept


Release ManagementRelease & Deployment Management Goal – simplifies definition – service delivering value to customer New terms:

Release Package, Release Unit and Release Unit Level – eliminate major, minor and emergency Releases Release and Deployment options Release and Deployment models Service V model Service rehearsal

Activities and Concepts: Planning – expanded planning description – testing, pilots, release and build, deployment, logistics and

delivery, financial and commercial Build, test and deploy – integrate validation and testing, documentation, acquire and test, release

packaging Service testing and pilot - service release testing, service rehearsal, pilots Plan and prepare to deploy – readiness assessment, deployment plans Transfer, deploy and retire – new Verify deployment – verify capability of using or operating service Early life support – transition from deployment to operations team Review and close deployment Review and close Service Transition

Summary – very extensive additions to and expansion of the activities

8181


Service Level Management

Goal – similar New terms:

None

Activities and Concepts: Similar activities but with different names Integration with Service Catalog management Develop contacts and relationships Complaints and compliments

Summary – very similar process, greatest change iscreating a separate process for the Service Catalog


Availability Management

Goal – similar New terms:

Service Availability High Availability Continuous Operation Continuous Availability Simplified Availability Measures Service Failure Analysis (rename System Outage Analysis) Single Point Of Failure Analysis

Activities and Concepts: Reactive and proactive activities defined and organized Revised measuring, monitoring and reporting Revised design for availability Availability testing Planned and preventative maintenance and maintenance schedules Production of Projected Service Availability (PSA) document

Summary – better organized, content additions, look to V2 for additional toolsand techniques


Capacity Management

Goal – similar but adds cost justified New terms or ideas:

Inputs to Business Capacity Management – patterns ofBusiness Activity and Service Level Packages

Component Capacity Management (rename Resource CM) Capacity Management Information System (rename CDB)

Activities and concepts: Exploiting new technologies Threshold management and control

Summary – little change from V2


Financial Management Goal – same New terms or ideas:

Provisioning Value – underlying service costs Service Value Potential – value add Planning Confidence Funding Models Financial Implementation Checklist

Activities and concepts: Service valuation Demand modeling Service Provisioning Models and optimization Financial Management Planning Variable Cost Dynamics Business Impact Analysis

Summary – expansion of V2 – specific to service valuation,financial decisions and cost recovery


IT Service Continuity Management


MOR principles replacing CRAMM Sample ITSCM plan included Descriptions of various types of necessary recovery plans

(addition) Expansion of the types of operational tests

Activities and concepts: Simplified operational management

Summary – very similar description and concepts,better alignment with Business Continuity Management


I’m Confused – What Do I Do?

Do I stay with my current V2 processes?

What benefit do I get from adopting V3?

What will be the cost and how do I justify a transition?

Do I stop doing what I’m doing and re-think myapproach?

Is there a natural order to thinking this challengethrough?


Four Step Improvement Model

Where are we now?

Where do we want to be?

How do we get there?

Are we improving? Did we get to where we

wanted to be?

VISION & MISSION

LifecycleAssessment

Goals & Objectives

Continual ServiceImprovement

Close the GapV2/V3 projects

Source: ITIL – The Business Perspective On Your IT Infrastructure; Understanding & Improving


Where Are Your Points Of Pain?

V2 Processes: Service Strategy Service Design Service Transition Service Operation Continual Service

Improvement

V3 Processes: Service Strategy Service Design Service Transition Service Operation Continual Service

Improvement


If V2 Is Your Challenge …

State of ITIL Processes Incident Svc Desk Problem Change Configuration ReleaseService

Level Availability Capacity Financial ITSC

Remain with V2Remain

with V2

Remain

with V2Use V3 to

improve

Use V3 to

improve

Use V3 to

improve

Implemented V2 and MaturingUse V3 to

improve

Use V3 to

improve

Use V3 to

improve

Use V3 to

improve

Use V3 to

improve

Use V3 to

improve

Use V3 to

improveUse V3 to improve

Remain with V2Remain

with V2

Remain

with V2

Use V3 to

improve

Use V3 to

improve

Use V3 to

improve

Use V3 to improveRedesign

with V3

Redesign

with V3

Use V3 to

improve

V2 Processes are a Work in

Progress

Use V3 to

improve

Use V3 to

improve

Use V3 to

improve

Use V3 to

improve

V2 Processes In DesignRedesign

with V3

Redesign

with V3

Redesign

with V3

Redesign

with V3Redesign with V3

Redesign

with V3

Redesign

with V3Remain with V2

Remain

with V2

Remain

with V2

Remain

with V2

Design

using V3 Design using V3

Design

using V3

Take the

Best of V2

Take the Best of

V2

Take the

Best of V2

Just Beginning the JourneyDesign

using V3

Design

using V3

Design

using V3

Design

using V3

Design

using V3

Design

using V3

Design

using V3Design using V3


If Your Challenges Are The V3 Processes Service Strategy (SS) Return on Investment (SS) Service Portfolio Management (SS) Demand Management (SS) Service Catalog Management (SD) Supplier Management (SD) Application Management (SD) Data and Information Management (SD) Requirements Engineering (SD) Transition Planning and Support (ST) Configuration Management System (ST) Service Validation and Testing (ST) Valuation (ST) Knowledge Management (ST) Event Management (SO) Request Fulfillment (SO) Access Management (SO) Monitor and Control, IT Operations, Technology Domain Management (SO) Technical Management function (SO) IT Operations Management function (SO) Applications Management function (SO) Seven Step Continuous Improvement (CSI) Service Reporting (CSI) Service Measurement (CSI) ROI for CSI (CSI) Service Improvement (CSI)


How Do I Tie Into The Other V3 Processes?

A Roadmap for you!

The way forward and priorities


In Summary…Bringing It All Together

Just GettingStarted

Focus on V3 forDesign and Training

Roadmap

Cherry pick V2

In DesignOnly

Evaluate currentSupport or Deliveryprocess designs –

see chart

Remainingprocesses –Roadmap

Migrate to V3training

ProcessOrganization Is

WIP

Use CSI for in-placeSupport or Delivery

processes – seechart

Remainingprocesses –Roadmap

Migrate to V3training

ProcessesImplemented &

Maturing

Implement CSI

Conduct lifecycleassessment

Evaluate

Migrate to V3training as need

arises – newprocesses orassociates

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