itil v3 seminar - dubai

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ITIL v3 Seminar - Dubai

26 May 2008

ITIL v3 Seminar

INTRODUCTION

Saad Al-Wabel, Regional Director



ITIL v3 Seminar - Dubai 26 May 2008

© Quint Wellington Redwood 2008

Quint History

• The global independent Management Consulting

firm specialising in IT related organisational

challenges

• Servicing the world since 1992, from branches

spread across four continents

• Thought leadership and practice leadership in

strategy, sourcing and service management

• Creating business excellence by offering ‘cutting

edge’ consultancy, education and measurementservices

Methodologies

• IT Infrastructure Library (ITIL)

• Controlled Objectives for Information and relatedTechnology (COBIT)

• IEC/ISO 20000 – IT Service Management

• IEC/ISO 27001 – IT Security Management

• Capability Maturity Model Integration (CMMI)

• Implementation of Process orientated Workflows(IPW)

• Sourcing Governance Framework (SGF)

• Demand Supply Organisation (DSO)





World-wide Presence

• Amsterdam• Athens• Bangalore• Brussels• Buenos Aires• Dubai

• Hong Kong• Kuala Lumpur• Madrid• Mexico City• Miami• Milan

• Paris• Riyadh• Sao Paolo• Singapore• Tokyo• Toronto

World-wide Example Clientele

• ABN Amro• Atos-Origin• Banco Satander• Computer Associates• EDS• Heineken• Hewlett-Packard

• IBM• IKEA• Johnson & Johnson• Ministry of Defence

(Netherlands)• Philips• Tax service (Netherlands)• Singapore Health Services

• SME Bank• Visa• Cognizant• Hong Kong Housing

Society• HSBC• Indonesian Tax Authority

• Taishin Bank• UCB Pharma• Bank Negara Malaysia• Dell• ING• Maybank• Ministry of Finance

(Brunei)• Shell





Region Specific Clientele

• Saudi Telecom Company(STC)

• Mobily• National Bank of Dubai

(NBD)• Emirates Bank• Alrajhi Bank• Inma Bank• Saudi Hollandi Bank• King Khalid Eye specialist

hospital• Food and Drug Authority• King Faisal specialist

hospital• Saudi Stock Exchange• National Information

Centre, Ministry of Interior

• Public Works Authority(ASHGHAL )

• Qatar Islamic Bank• Aljazeera TV channel• Qatar Foundation• UAE Air Force• Saudi Air Force• Global Security Network• Abu Dhabi Investment

authority• Etisalat

• Signal Corps UAE• Department ofMunicipalities and Affairs(Abu Dhabi)

• Electronics paymentauthority (SDAD)

A Brief History

• The ITIL concept emerged in the 1980s.

• The earliest version of ITIL was actually originallycalled Government Information Technology Infrastructure Management (GITIM).

• Large companies and government agencies in

Europe adopted the framework very quickly inthe early 1990s.

• In year 2000, The CCTA merged into the OGC.

• In 2001, version 2 of ITIL was released.

• In 2007 version 3 if ITIL was published.





ITIL a standard

• The only consistent and comprehensive documentation ofbest practice for ITSM.

• Used by hundreds of organisations around the world

• ITIL consists of a series of books giving guidance on theprovision of quality IT services

• ITIL has been developed in recognition of organisations'growing dependency on IT and embodies best practices forITSM.

• The ethos behind the development of ITIL is the recognitionthat organisations are becoming increasingly dependent on

IT in order to satisfy their corporate aims and meet theirbusiness needs

ITIL v3 Seminar

SERVICE MANAGEMENT AS A PRACTICE

John Greenwood, Practice Manager





Service Culture

• IT is at the heart of the organisation

• The customer and the business are important...

...if they are unhappy they will go elsewhere!

Service as a Concept

• A service is a means of delivering value to

customers by facilitating outcomes customers

want to achieve without the ownership of specificcosts and risks

• Services facilitate outcomes by enhancing the

performance of associated tasks and reducing theeffect of constraints

• The result is an increase in the probability ofdesired outcomes

“People want a quarter inch hole, not a quarter inch drill” Prof T. Levitt, Harvard Business School





Service Management

• Service management aims to achieve common

understanding between the customer and

provider

• Looks at the dependence that businesses and

organisations have on IT services

• Management of service level expectations

• Service quality monitoring

• Value for money and service improvement

Service Management

• IT Service Management definition:

“A set of specialised organisational capabilities for providing value to customers in the form of

services.”

• A professional practice supported by knowledge,

experience, and skills, focusing on a service-

oriented approach





The Process Model

Activities Procedures Work instructions Metrics & KPIs Roles & responsibilities

Improvement activities

Process Owner Objectives & CSFs Documentation Feedback

Capabilities Resources

Process Control

Process Enablers

Inputs Outputs

Process

Including process reports and review

Triggers

Processes and Functions

• A process is a set of activities linked

together to bring about change and

transformation towards a specific goal

• Functions are units of specialised

people performing certain types of work

and responsible for specific outcomes





ITIL v3 Seminar

BREAK – RECOMMENCE AT 11:15

ITIL v3 Seminar

THE SERVICE LIFECYCLE

Chris Hazel, Professional Development Manager





Service Lifecycle

The structure of the Service Lifecycle is an organizing framework.

Service Strategy (SS)

Objectives:

• Show how to transformservice management into a

strategic asset

• Identify the relationshipsbetween services, systems

or processes and thebusiness models,

strategies, or objectives





Service Design (SD)

Objectives:

• Design a new or changed

service

• Ensure there is a holistic

approach to all aspects ofdesign

• Consider all aspects of the

individual elements ofdesign:

Functional

Management

Operational

Service Transition (ST)

Objectives:

• Plan and manage theresources to establish a

new or changed service

into production

• Increase Customer, user

and service managementstaff satisfaction

• Ensure the service can be

managed, operated andsupported





Service Operation (SO)

Objectives:

• To coordinate the

processes required todeliver and manage

services at agreed levels

• To manage the technology

• To manage the day to day

operations

• To monitor performance,

assess metrics and gatherdata to enable Continual

Service Improvement

Continual Service Improvement (CSI)

Objectives:

• Review and analyzeService Level Achievement

results

• Identify and implementimprovement activities to

improve both IT Serviceand ITSM Processes

quality.

• Improve cost effectivenessof IT Services





ITIL Library scope and components

ServiceTransition

Continual ServiceImprovement

Continual Service

Improvem

ent

C o n t i n u a l S e r v i c

e

I m p r o v e m

e n

t

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

Governance MethodsS t a n d a r d s A l i g n m

e n t

C a s e S t u d i e s

T empl at es

Scalability

Quick Wins

Qualifications

S t u d y A i d s

Know

ledg e & Skills

S p ecialty To p ics

E x e c u t i v e I n t r o

d u c t i o

n

ServiceTransition


Continual Service

Improvem

ent


e

I m p r o v e m

e n

t

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

ServiceTransition


Continual Service

Improvem

ent


e

I m p r o v e m

e n

t

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL


e n t


T empl at es

Scalability

Quick Wins

Qualifications

S t u d y A i d s

Know

ledg e & Skills



d u c t i o

n


e n t


T empl at es

Scalability

Quick Wins

Qualifications

S t u d y A i d s

Know

ledg e & Skills



d u c t i o

n

CORE

WEB SUPPORTSERVICES“ITIL LIVE”

COMPLEMENTARYPUBLICATION

ITIL v3 Seminar

KEY CONCEPTS






Why have a service strategy ?

“Long term survival”To define the goals of the organization

Strategies for Services

Services for Strategies

How can a service providerbe of value for the business?

How can a service provider besuccessful in a market?

Value definition

• Value = Utility + Warranty

• Utility – Fit for purpose – what are the expected

features of our service? What support can thecustomers expect? – two very important questions

that need to be considered when determining thevalue

• Warranty – Fit for use – what levels of capacity,

availability, security and continuity can be agreed

upon in order to determine this value.





Service Strategy

Lifecycle Structure – Service Strategy

FinancialManagement

StrategyGeneration

ServicePortfolio

Management DemandManagement

Service Strategy Process

Define the

MarketDevelopOfferings

DevelopStrategic

Assets

Preparefor

execution

Internal factors

External factors





Service Portfolio Management

Define

Approve

AnalyzeCharter

Inventories of servicesBusiness Case

Value PropositionPrioritization

Service PortfolioAuthorization

CommunicationResource allocation

ServiceStrategy

Financial Management

• Operational visibility

• Insight

• Superior decision making

• Quantify in financial terms:

Value of IT services

Value of service provisioning assets





Demand Management

• Minimize uncertainty in demand

• Provide reliable planning data for CapacityManagement

• Avoid unused excess capacity and insufficient

capacity

Service Design

Lifecycle Structure – Service Design

Service LevelManagement

AvailabilityManagement

Capacity

Management

Service ContinuityManagement

ServiceCatalogue

Management

InformationSecurity

Management

SupplierManagement





Value to Business

• To ensure the achievement of business

requirements

• To provide cost effective services

• To deliver improved quality

Service Design Package

• Defines a set of design constraints

• Passes the package to Service Transition

Details and requirements of the Services

CostConstraints

Contractualobligations

Warranty score(index)

Utility score(index)

Capabilityconstraints

Otherconstraints

Copyrights patentsAnd trademarks

Standards and

regulations

Values andethics

Resourceconstraints

Solutions Space





Service Design Aspects

Processes

Systems

& Tools

MeasurementSolutionsServiceDesign

Processes

ServicePortfolio

MeasurementServiceSolutions

ServiceDesign

Technology &Architecture

Service Transition

Lifecycle Structure – Service Transition

Change ManagementService Asset &ConfigurationManagement

Release and

DeploymentManagement

KnowledgeManagement

TransitionPlanning

and Support

ServiceTesting

and Validation

Evaluation





Service Transition

• Goals and Objectives

• How to introduce new services (or change the

existing services) with appropriate balance of:

Speed

Cost

Safety

Focus on customer expectations and

requirements

Service Knowledge Management System

• The system covers broader aspects of Knowledge

Management, creates knowledge from data, and

facilitates decision making.

Service Knowledge Management System

Presentation Layer

Knowledge Processing Layer

Service Management Knowledge BaseInformationIntegrationLayer

Data andInformation

Integrated Asset & Configuration Information

PersonnelData

CMDB1

CMDB 2

DML1

KEDB

Release Data

CMS





Service Asset and Config Management

• Asset

Any component of a business process

Process (Change Management)

Organization (Experience, Reports)

People, Information, Applications, Infrastructure

Financial Capital

• Configuration Item

‘Any asset being a service component, or otheritem under control of Configuration Management’

Service Operation

Lifecycle Structure

IncidentManagement

ProblemManagement

RequestFulfillment

AccessManagement

Functions:Service Desk

Technical MgmtApplication Mgmt

IT Operation Mgmt

EventManagement





Continual Service Improvement

Aligning and realign IT services to changingBusiness needs

Because

Standstill means DECLINE

Service Lifecycle

SSSDST SOSS SD ST SO SS SD ST SO

CSI

SS SD ST SO

Time

Value

BUSINESSCONTRIBUTION

PROFIT

Phase Effort

S er vi ce Pe rio d 1 Se rv ic e P er iod 2 S er vic e Pe ri od 3 Service Period 4



Slide 44

SM1 Suzanne Mijnheer, 21/05/2007





Continual Service Improvement

Objectives

• Make recommendations for improvements

• Review and analyze SLA results

• Identify and implement activities to improve IT

Services and Processes

• Improve cost effectiveness without sacrificing

customer satisfaction

• Choose and employ quality managementmethods

Value to the Business

• Improvement needs justification: the benefits must

outweigh the costs.

• Improvements

• Benefits

• Return on Investment (ROI)

• Value on Investment (VOI)

• Intangibles (soft benefits)





Models and Processes

• Deming Cycle (Plan-Do-Check-Act)

Basis of quality management and improvement

• Continual Service Improvement Model

High-level approach for Continual ServiceImprovement

• 7-step Improvement Process

Process for measuring performance

ITIL v3 Seminar

FUNCTIONS






Service Operation Functions

Service

Desk

IT Operations Management

Technical

Management

Middleware

Mainframe

Server

Network

Storage

Database

Directory

Services

Desktop

Internet/

Web

IT Operations ControlConsole Management

Job SchedulingBackup & restorePrint & Output

Facilities Management

Data CentersRecovery SitesConsolidation

Contracts

Application

Management

Financial

HR

Apps

Business

Apps

Event

Management

Incident

Management

Request

Management

AccessManagement

Problem

Management

Service Desk

Event

Alert

Incident

Service

Request

External

Service

Support

Product

Support

Sales &Marketing

Contract

Support

Internal

Service

Support

Service DeskUsingCMS Reporting

Refers to





Role and Objectives

• The Service Desk provides a single point of

contact (SPOC) on a day-to-day basis, and

handles all Incidents and Service Requests

Restores normal Service as quickly as possible

Fulfills Service Requests

Answers other questions

Technical Mgt Role & Objectives

• Provides detailed technical hands-on skills andresources to support the IT Infrastructure.

Custodian of technical knowledge andexpertise related to managing the ITinfrastructure.

Provides resources to support the IT Service

Management Lifecycle.

• Helps plan, implement and maintain a stabletechnical infrastructure to support theorganization’s Business Processes





IT Operations Mgt Role & Objectives

• IT Operations Control Maintains stability of day-to-day processes and activities

Provides regular scrutiny and recommendations to achieveimproved Service at reduced costs, whilst maintainingstability

Diagnoses and resolves IT operations failures

Responsible for the daily operational activities needed tomanage and maintain the IT infrastructure.

Console Management (often at IT Operations Bridge)

• Facilities Management Management of physical IT environment, usually data

centers or computer rooms.

Applications Mgt Role & Objectives

• Responsible for managing applications throughouttheir Lifecycle; also supports and maintainsoperational applications. Custodian of technical knowledge and expertise related to

managing applications.

Provides the actual resources to support the IT ServiceManagement Lifecycle.

• Supports the organization’s business processesthrough Applications Management





ITIL v3 Seminar

LUNCH – RECOMMENCE AT 13:30

ITIL v3 Seminar

KEY ROLES






Key Roles

• INCIDENT MANAGER

• CHANGE MANAGER

• SERVICE LEVEL MANAGER

• CSI MANAGER

• SENIOR MANAGEMENT

Participants in the ITIL Framework

“IT” “The Business”

UsersService Desk

CustomersService LevelManagement

Operational

Tactical

Sr. ITMgt

Sr.MgtStrategic

What you need to know

to link IT & The Business

together





ITIL v3 Seminar

ITIL QUALIFICATION PATH


OGC Qualification Scheme

There are four levels within the scheme:•Foundation Level•Intermediate Level (Lifecycle Stream &Capability Stream)•ITIL Expert•ITIL Master.

Master





Intermediate Level

• There are two streams in the intermediate level. Bothassess an individual's comprehension and applicationof the concepts of ITIL.

• Intermediate Lifecycle Stream - 5 individual certificatesbuilt around the five core OGC books: Service Strategy,Service Design, Service Transition, Service Operation andContinual Service Improvement

• Intermediate Capability Stream - 4 individual certificates

loosely based on the current V2 offerings but broader inscope in line with the updated V3 content.

Intermediate

October 1, 2008Service Lifecycle Modules:

Service Transition Service Operation

Service Capability Modules: Service Offerings & Agreements Operational Support & Analysis

Release, Control & Validation

January 1, 2009Service Lifecycle Modules: Service StrategyService DesignContinual Service ImprovementManaging Across the Lifecycle

Service Capability Modules: Planning, Protection & Optimization





ITIL Expert and Master

• To achieve the ITIL Expert in IT Service Management,candidates must successfully complete, in addition to theFoundation Level, a number of intermediate units and theManaging Through The Lifecycle capstone course. Thiscourse brings together the full essence of a Lifecycleapproach to service management, and consolidates theknowledge gained across the qualification scheme.

ITIL MASTER

• This level of the qualification will assess an individual'sability to apply and analyse the ITIL concepts in new areas.This higher level is currently under development.

Points

MASTER





ITIL v3 Seminar

ITIL IN A WORLD OF GOVERNANCE


Frameworks and Standards

• Quality Management Total Quality Management (TQM)

European Foundation for Quality Management (EFQM)

ISO 9000

ISO/IEC 20000

ISO/IEC 27001

• Quality Improvement Capability Maturity Model® Integration (CMMI)

Six Sigma

IT Balanced Scorecard






• Information Management Information Technology Infrastructure Library (ITIL)

Business information Services Library (BiSL)

Enhanced Telecommunications Map (eTOM)

Information Service Procurement Library (ISPL)

Applications Services Library (ASL)

• IT Governance Australian Standards for Corporate Governance of IT (AS

8015) Control Objectives for Information and related Technology

(COBIT)

Management Of Risk (M_O_R)


• Project Management Managing Successful Programs (MSP)

Projects IN Controlled Environments (PRINCE2)

Project Management Body of Knowledge (PMBoK)





ITIL v3 Seminar

PRACTICALITIES OF IMPLEMENTATION

John Greenwood, Practice Manager

Implementation Practice

Do:

• Get buy-in from allstakeholders

• Formalise thebusiness case

• Measure yourprogress by

milestones

• Create awareness

• Educate and empower

• Celebrate your

success

Don’t:

• Assume anything

• Try to do too much too

soon

• Underestimate the

effort required• Try to ‘go it alone’, get

skilled help

• Implement the books!

• Assume a tool willsolve everything





Assessment Baselines

Where are we now?

Where do we want to be?

How can we get there?

How do we know we have arrived?

Measurable

targets

Baselineassessments

Service and

processimprovements

Measurementsand metrics

What is the vision?Business vision,mission, goalsand objectives

How do w

e keep the momentum going?

The Reality of Change

Active

Passive

Emotional

Response

Immobilisation

Denial

Anger

Bargaining

Depression

Testing

Acceptance

Time





The Change Curve

Performance

Time

?

Into the Light

• Manageable outcomes that customers want

• IT becomes a true facilitator for businessexcellence

• Justifiable and reduced costs

• Clarity of purpose and understanding

• Supports and encourages innovation within thebusiness organisation

• Allows measurement and performance

management of IT

• Provides a framework for a cycle of continualservice improvement




ITIL v3 Seminar

QUESTION & ANSWER

All

Contacts

• Saad Al-Wabel, Regional [email protected]

• John Greenwood, Practice [email protected]

• Chris Hazel, Professional Development [email protected]

Block 2A, Office F73, The Knowledge Village, Dubai.

Telephone: +971 4374 8419, Fax: +971 4429 3614

itil v3 seminar - dubai

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