itil awareness

ITIL Awareness SessionUniversity of SussexApril 2008IT Advisory

* 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.

Agenda1) Short overview of ITIL and IT Service Management background2) 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?


ITIL BackgroundConceived by the UK government over 25 years agoEmbraced by non-government institutions to become an international authoritative reference pointFollowed by organisations of various sizes, in various industry sectorsCovers all major elements of operating IT servicesEvolution of best practices has brought us to v3, launched May 2007ITIL is a Library, a collection of books containing leading practices in ITNow available online, by subscription


Implementation BenefitsImprove consistency, remove need to reinvent the wheelImprove end-user satisfactionMeasure service performanceAdopt continual improvement approachIntroduction of service cultureIdentify and reduce operational costsImprove efficiencyMore closely align IT with the businessImprove standard and frequency of communication between IT and the business


What is IT Service Management?A series of best practices which allow IT departments to operate more efficiently and effectivelyFacilitates 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 ManagementOrganisations encouraged to adopt and adapt the processes incorporating existing methods and activities in a structured way leading to better planning and improved alignmentITIL forms the basis of ISO 20000, the international standard in IT Service Management


Some important definitionsWhat is the ITIL framework?A set of guidelines to which we can alignSomething which we can adopt and adaptWhat is a service?The collection of IT elements which come together to deliver something that the user perceives, which supports a business processWhat is a process?A collection of steps which, when executed, deliver a defined outcomeWhats a KPI?A Key Performance Indicator which is used to measure process performance


Everything thats bad about Processes


Critical ComponentsProcessesITILTechnologyInfra- structure including toolsEfficient, Effective and EconomicPeopleCulture, Attitude,Belief, Knowledge and Skills


ITIL v3 PublicationsAccess to KPMG ITIL v3 online: http://www.best-management-practice.com/


Introducing ITILGovernance MethodsStandard AlignmentCase StudiesTemplatesScalabilityQuick WinsQualificationsStudy AidsExecutive IntroductionSpeciality TopicsKnowledge & SkillsService Lifecycle Approach

Continual Service Improvement throughout

Complementary Guidance published / underwayKey Element GuidesStudy GuidesCase StudiesTemplates


ITIL ProcessesService StrategyIT Financial ManagementDemand ManagementService Portfolio ManagementStrategy GenerationService TransitionTransition Planning & SupportChange ManagementService Asset & Configuration ManagementRelease & Deployment ManagementService Validation & TestingEvaluationKnowledge ManagementContinual Service Improvement The 7-steps Improvement Process Service Reporting Service Measurement Return on Investment for CSI

Service OperationEvent ManagementIncident ManagementRequest FulfillmentProblem ManagementAccess ManagementService DesignService Catalogue ManagementService Level ManagementCapacity ManagementAvailability ManagementIT Service Continuity ManagementInformation Security ManagementSupplier Management


Service Portfolio ManagementThe 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 ofService PipelineService CatalogueRetired ServicesCan assist IT in project and operational resourcing, project portfolio management and therefore investment decisions


Service Catalogue ManagementA Service Catalogue contains:Details of the IT Services being providedDetails of the various groups who consume those servicesDetails of the technical elements necessary to deliver those servicesHigh level view of expectations versus capabilities


Service Catalogue ManagementBusiness Service CatalogueTechnical Service Catalogue


Service Level Management (SLM) explainedCustomer requirements are documented within the Service Level Requirements documentThe process is then responsible for determining whether these requirements are achievable by reference to OLAs (Operational Level Agreement) and ContractsThis ensures that SLA targets are achievable prior to customer sign offGaps in capability are addressed through a CSIPSLAOLAContractSLR


The SLM Process


Service DeskA function, rather than a processDescribes the body of people who provide a single point of contact for IT servicesMain features:Service Desk modelsSkillsToolsMeasuresSupporting the business need


DefinitionsAn IncidentAn unplanned interruption to an IT Service or a reduction in the Quality of an IT Service

A ProblemThe unknown underlying cause of one or more Incidents

A Known ErrorA Problem which has been successfully diagnosed and for which a permanent alternative or temporary circumvention exists


Service Support in Action


Incident ManagementAims to quickly restore service to the end user within SLA targetsFronted by the Service Desk, who may call upon 2nd and 3rd line teams, and external suppliers as appropriateIncidents are normally logged in an IT Service Management tool and passed to other groups by means of assigning the incidents to a resolver queueIncidents are normally:Categorised to enable analysis of incident types to take place at a later datePrioritised, by their Impact and Urgency


Incident Management Process FlowClassification and Initial SupportDetection andRecordingInvestigationand DiagnosisResolutionand recoveryClosureOwnership, Monitoring, Tracking and Communication


Problem ManagementRelates to the investigation into the Root Cause of IncidentsConcerned with identifying:WorkaroundsKnown Errors through effective knowledge managementPermanent fixesProspective fixes will be assessed for their viability in terms of cost, complexity, benefit,


Service Asset & Configuration ManagementSeeks to control IT software and hardware assets by recording information about themPrimary benefit is understanding of relationships between assetsAids impact assessment for changes and incidentsImproves knowledge management by managing information about assets, such as support documentationEnsures that each asset can be viewed through its lifecycleKey termsRelationshipsAttributes Information about an assetConfiguration Item The name given to an asset typeStatus Lifecycle The means of tracking past, current and future states


Change ManagementSeeks to minimise the risk to IT service of uncontrolled change through:Ensuring a common definition of the word ChangeEnsuring all changes are loggedEnsuring all changes are subject to an appropriate form of assessmentEnsuring that all changes are appropriately authorised prior to implementationThe primary benefit of Change Management is improving / initiating communication channels between IT and the businessChange Advisory BoardScheduling of change sympathetic to business needsManages the Request for Change rather than the physical deployment


Change ManagementAssesses, Approves and manages the requestChange Management


Release & Deployment ManagementFocussed upon the physical aspects of delivering a changeCommonly misinterpreted as focussing solely on software / applicationPrinciples apply equally to hardware, documentation or any other type of change


Release Management Process SummaryLong range view of forthcoming releasesAgrees release contents

Producing all components of the ReleaseBuild release package

Testing the implementation planFitness for purpose testing

Detailed timetable Selection of rollout type

Update plans and notify interested parties Produce final documentation

CMDB updatedProblem Management produces Known Error Records and redundant CIs decommissioned

Communication, preparation & trainingRelease PlanningRollout PlanningAcceptanceDesign, Build & ConfigureDistribution& installation


IT Financial ManagementFocussed upon understanding IT costsWhere costs are being spentWhat are the biggest IT costs in your organisation?Identification of cost-effective services and support techniquesThree main elementsBudgetingAccountingChargingProvides a formal basis for the Business Service Provider relationshipCan help IT influence user behaviour through demand management


Capacity ManagementFocussed upon proactive management of IT infrastructure capacityAims to reduce unplanned outages and spend caused by poor capacity planningEmphasises need for continual optimisation of IT assetsBenefits from consolidation of infrastructure data into end-to-end service viewEnables business / IT relationship to include performance vs cost discussionsRevolves around periodic production of a Capacity Plan, aligned with business planning cycle


Capacity 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


Availability ManagementTwo key elements to this:Measuring end user experience of availabilityTechniques to analyse how availability could be improved

Identifies single points of failure and weak links in the service infrastructureRecommends improvements in the Availability Plan


IT Service ContinuityAligned with Business Continuity processesEnsures that services can continue to operate at pre-determined levels under specific scenariosInvolves close collaboration with the businessNeeds Business Impact Analysis and IT Operational Risk Management processes in placeImplemented under a project structureVarious arrangements recommended by ITILGradual (Cold Standby)Intermediate (Warm Standby)Immediate (Hot Standby)


ITILGovernance MethodsStandard AlignmentCase StudiesTemplatesScalabilityQuick WinsQualificationsStudy AidsExecutive IntroductionSpeciality TopicsKnowledge & Skills


ISO 20000 The International Standard in IT Service ManagementService Delivery ProcessesControl ProcessesRelease ProcessesRelationship ProcessesResolution ProcessesService Management SystemCapacity ManagementAvailability and Service Continuity ManagementService Level ManagementService ReportingInformation Security ManagementFinancial ManagementRelease ManagementIncident ManagementProblem ManagementBusiness Relationship ManagementSupplier ManagementChange ManagementConfiguration ManagementNote:Introduction of a Service Management SystemIntroduction of Relationship processes not present in ITIL v2 but introduced in ITIL v3Certification in Security means that area is automatically passed for ISO 20000ISO 20000 accreditation is dependent on meeting criteria in ALL areasScope of the services covered is importantKPMG are a Registered Certification Body for this ISO 20000James Kent is key contact


The earliest business guru?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

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