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ITIL Awareness SessionUniversity of Sussex
April 2008
IT Advisory
2© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Agenda
1) Short overview of ITIL and IT Service Management background
2) What are the benefits of following the ITIL framework?
3) What are the key elements for success?
4) What are the ITIL processes?
5) What alternatives to ITIL exist, and how do they complement one another?
3© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
ITIL Background
Conceived by the UK government over 25 years ago
Embraced by non-government institutions to become an international authoritative reference point
Followed by organisations of various sizes, in various industry sectors
Covers all major elements of operating IT services
Evolution of best practices has brought us to v3, launched May 2007
ITIL is a Library, a collection of books containing leading practices in IT
Now available online, by subscription
4© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Implementation Benefits
Improve consistency, remove need to “reinvent the wheel”
Improve end-user satisfaction
Measure service performance
Adopt continual improvement approach
Introduction of service culture
Identify and reduce operational costs
Improve efficiency
More closely align IT with the business
Improve standard and frequency of communication between IT and the business
5© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
What is IT Service Management?
A series of best practices which allow IT departments to operate more efficiently and effectively
Facilitates the alignment of IT to the business
Collection of industry best practices embodied in a series of books known as ITIL (IT Infrastructure Library)
Produced by The Office of Government Commerce (OGC), published by the Stationery Office
ITIL is widely recognised as the authoritative reference framework for IT Service Management
Organisations encouraged to adopt and adapt the processes incorporating existing methods and activities in a structured way leading to better planning and improved alignment
ITIL forms the basis of ISO 20000, the international standard in IT Service Management
6© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Some important definitions
What is the ITIL framework? A set of guidelines to which we can align
Something which we can adopt and adapt
What is a service? The collection of IT elements which come together to deliver
something that the user perceives, which supports a business process
What is a process? A collection of steps which, when executed, deliver a defined outcome
What’s a KPI? A Key Performance Indicator which is used to measure process
performance
7© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Everything that’s bad about “Processes”
8© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Processes ITIL TechnologyInfra-
structure including
tools
Critical Components
Efficient, Effective and Economic
People
Culture, Attitude,Belief, Knowledge
and Skills
9© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
ITIL v3 Publications
Access to KPMG ITIL v3 online: http://www.best-management-practice.com/
10© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Introducing ITIL
Service Design
ITIL
ServiceStrategies
ContinualServiceImprovement
ContinualService
Improvement
Continual ServiceImprovement
ServiceOperation
ServiceTransition
Governance Methods
StandardAlignment
CaseStudies
Templates
Scalability
Quick WinsQualifications
StudyAids
ExecutiveIntroduction
SpecialityTopics
Knowledge& Skills
• Service Lifecycle Approach
• Continual Service Improvement throughout
• Complementary Guidance published / underway
• Key Element Guides• Study Guides• Case Studies• Templates
11© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
ITIL Processes
Service Strategy IT Financial Management
Demand Management
Service Portfolio Management
Strategy Generation
Service Transition Transition Planning & Support
Change Management
Service Asset & Configuration Management
Release & Deployment Management
Service Validation & Testing
Evaluation
Knowledge ManagementContinual Service Improvement The 7-steps Improvement Process
Service Reporting
Service Measurement
Return on Investment for CSI
Service OperationEvent Management
Incident Management
Request Fulfillment
Problem Management
Access Management
Service DesignService Catalogue Management
Service Level Management
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Supplier Management
12© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Service Portfolio Management
The Service Portfolio represents the commitments and investments made by a service provider across all customers and market spaces.
It represents present contractual commitments, new service development, and ongoing service improvement plans initiated by Continual Service Improvement
The service portfolio provides a holistic view of
Service Pipeline
Service Catalogue
Retired Services
Can assist IT in project and operational resourcing, project portfolio management and therefore investment decisions
13© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Service Catalogue Management
A Service Catalogue contains:
Details of the IT Services being provided
Details of the various groups who consume those services
Details of the technical elements necessary to deliver those services
High level view of expectations versus capabilities
14© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Service Catalogue Management
Business Process 1
Business Process 2
Business Process 3
Service A Service B Service DService C Service E
Support Services
Hardware Software Applications Data
Business Service Catalogue
Technical Service Catalogue
15© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Service Level Management (SLM) explained
Customer requirements are documented within the Service Level Requirements document
The process is then responsible for determining whether these requirements are achievable by reference to OLAs (Operational Level Agreement) and Contracts
This ensures that SLA targets are achievable prior to customer sign off
Gaps in capability are addressed through a CSIP
SL
A
Users
IT Service Provider
Deskto
p
Netw
ork
Serv
er
Netw
ork
Tele
phony
Secu
rity
Applica
tion
Data
base
Internal or 3rd party Technical Providers
OL
A
Co
ntract
SL
R
16© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
The SLM Process
Planning
Implementation
Establish Function
Review SLAs, OLAsand ContractsReview SLM
process
Periodic Reviews
Create and maintainService Catalogue
Produce and maintaindraft SLA structureNegotiate new and
maintain existing SLAsReview Contracts
and OLAsAgree new andamended SLAs
Implement andmaintain SLAs
Establish and maintainSLRs
Monitor achievements
Produce regularreports
Conduct customerreviews
Ongoing Management
Feed enhancementsinto continuous SIP
Instigate anyremedial actions
17© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Service Desk
A function, rather than a process
Describes the body of people who provide a single point of contact for IT services
Main features:
Service Desk models
Skills
Tools
Measures
Supporting the business need
18© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Definitions
An Incident
An unplanned interruption to an IT Service or a reduction in the Quality of an IT Service
A Problem
The unknown underlying cause of one or more Incidents
A Known Error
A Problem which has been successfully diagnosed and for which a permanent alternative or temporary circumvention exists
19© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Incident
Problem
Known ErrorChange
Release CMDB
Service Support in Action
20© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Incident Management
Aims to quickly restore service to the end user within SLA targets
Fronted by the Service Desk, who may call upon 2nd and 3rd line teams, and external suppliers as appropriate
Incidents are normally logged in an IT Service Management tool and passed to other groups by means of assigning the incidents to a resolver queue
Incidents are normally:
Categorised to enable analysis of incident types to take place at a later date
Prioritised, by their Impact and Urgency
21© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Classification and Initial Support
Incident Management Process Flow
Detection andRecording
Investigationand Diagnosis
Resolutionand recovery
Closure
Ow
ners
hip
, M
on
itori
ng
, T
rackin
g a
nd
Com
mu
nic
ati
on
22© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Problem Management
Relates to the investigation into the Root Cause of Incidents
Concerned with identifying:
Workarounds
Known Errors through effective knowledge management
Permanent fixes
Prospective fixes will be assessed for their viability in terms of cost, complexity, benefit,
23© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Service Asset & Configuration Management
Seeks to control IT software and hardware assets by recording information about them
Primary benefit is understanding of relationships between assets
Aids impact assessment for changes and incidents
Improves knowledge management by managing information about assets, such as support documentation
Ensures that each asset can be viewed through it’s lifecycle
Key terms
Relationships
Attributes – Information about an asset
Configuration Item – The name given to an asset type
Status Lifecycle – The means of tracking past, current and future states
24© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Change Management
Seeks to minimise the risk to IT service of uncontrolled change through:
Ensuring a common definition of the word “Change”
Ensuring all changes are logged
Ensuring all changes are subject to an appropriate form of assessment
Ensuring that all changes are appropriately authorised prior to implementation
The primary benefit of Change Management is improving / initiating communication channels between IT and the business
Change Advisory Board
Scheduling of change sympathetic to business needs
Manages the “Request” for Change rather than the physical deployment
25© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Assesses, Approves and manages the
request
Change Management
ChangeManagementRFC
CMDB
Assessments
Reasons:•Fix a Problem•Changing business requirements•Changing technology•Continuous SIP
Change to:HardwareSoftwareDocumentation InfrastructureTraining3rd party contractTactical planning
Physically implements the
change
Release & DeploymentManagement
26© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Release & Deployment Management
Focussed upon the physical aspects of delivering a change
Commonly misinterpreted as focussing solely on software / application
Principles apply equally to hardware, documentation or any other type of change
27© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Release Management Process Summary
Long range view of forthcoming releases Agrees release contents
Producing all components of the Release Build release package
Testing the implementation plan Fitness for purpose testing
Detailed timetable Selection of rollout type
Update plans and notify interested parties Produce final documentation
CMDB updated Problem Management produces Known
Error Records and redundant CIs decommissioned
Communication, preparation & training
Release Planning
Rollout Planning
Acceptance
Design, Build & Configure
Distribution& installation
28© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
IT Financial Management
Focussed upon understanding IT costs
Where costs are being spent What are the biggest IT costs in your organisation?
Identification of cost-effective services and support techniques
Three main elements
Budgeting
Accounting
Charging
Provides a formal basis for the Business – Service Provider relationship
Can help IT influence user behaviour through demand management
29© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Capacity Management
Focussed upon proactive management of IT infrastructure capacity
Aims to reduce unplanned outages and spend caused by poor capacity planning
Emphasises need for continual optimisation of IT assets
Benefits from consolidation of infrastructure data into end-to-end service view
Enables business / IT relationship to include performance vs cost discussions
Revolves around periodic production of a Capacity Plan, aligned with business planning cycle
30© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Capacity Management
ComponentCapacity
Management
ServiceCapacity
Management
BusinessCapacity
Management
• Talking to the business to determine their strategy• Translate these business initiatives into IT requirements• Influence business strategy by providing capacity advice• Design and procure solutions to meet future requirements
• Manage capacity requirements in the context of SLAs• Consolidate component capacity data into an end-to-end service view• Optimise infrastructure components to meet SLA targets• Monitor and report upon Service capacity• Identify trends and take proactive action to maintain SLA targets
• Manage infrastructure component capacity• Identify trends and take proactive action• Consider innovative technology solutions to meet business requirements
31© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
Availability Management
Two key elements to this:
Measuring end user experience of availability
Techniques to analyse how availability could be improved
Identifies single points of failure and “weak links” in the service infrastructure
Recommends improvements in the Availability Plan
32© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
IT Service Continuity
Aligned with Business Continuity processes
Ensures that services can continue to operate at pre-determined levels under specific scenarios
Involves close collaboration with the business
Needs Business Impact Analysis and IT Operational Risk Management processes in place
Implemented under a project structure
Various arrangements recommended by ITIL
Gradual (Cold Standby)
Intermediate (Warm Standby)
Immediate (Hot Standby)
33© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
ITIL
Service Design
ITIL
ServiceStrategies
ContinualServiceImprovement
ContinualService
Improvement
Continual ServiceImprovement
ServiceOperation
ServiceTransition
Governance Methods
StandardAlignment
CaseStudies
Templates
Scalability
Quick WinsQualifications
StudyAids
ExecutiveIntroduction
SpecialityTopics
Knowledge& Skills
34© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
ISO 20000 – The International Standard in IT Service Management
Service Delivery Processes
Control Processes
Release Processes
Relationship Processes
Resolution Processes
Service Management System
Capacity Management
Availability and Service Continuity
Management
Service Level Management
Service Reporting
Information Security Management
Financial Management
Release Management
Incident Management
Problem Management
Business Relationship Management
Supplier Management
Change Management
Configuration Management
Note:• Introduction of a Service
Management System• Introduction of Relationship
processes not present in ITIL v2 but introduced in ITIL v3
• Certification in Security means that area is automatically passed for ISO 20000
• ISO 20000 accreditation is dependent on meeting criteria in ALL areas
• Scope of the services covered is important
• KPMG are a Registered Certification Body for this ISO 20000
• James Kent is key contact
35© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
HERE is Pooh Bear, coming downstairs now,
bump, bump, bump, on the back of his head, behind
Christopher Robin.
It is, as far as he knows, the only way of coming
downstairs, but sometimes he feels that there really is
another way, if only he could stop bumping for a moment and think of it.
AA Milne
The earliest business guru?
Questions?
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