August 24, 2004 v1.5
DRAFT - FOR DISCUSSION PURPOSES ONLY

 Why do we wish to be ITIL Compliant?
 What is ITIL?
 ITIL and CMM Working Together
 ITIL Initiative Objectives and Scope
 How will TSDC Practices be affected by the ITIL
Processes?
 What will I need to do?
 How much effort will it take?
 Key Milestones for 2004
 Key Contacts
 Appendix Reference
•
Implementation Road Map; Organization Structure; Roles and Responsibilities
• Service Support & Service Delivery Processes Definitions
• Useful Links
August 2004 1

 Better manage the services we provide to our existing customers resulting in:
• Efficient end-to-end service delivery
• Increased customer satisfaction
• Reduced cost
 Demonstrate to existing customers that we follow Industry best practices
 Support new business opportunities
 Establish common processes and terminology to leverage best practices across Capgemini
August 2004 2

 Information Technology Infrastructure Library (ITIL)
 ITIL is the most widely accepted approach to IT Service
Management in the world.
 Set of books on CD-ROM and hard-copy
• First published in 1989 in the U.K.
• Public Domain. © of the Office of Government Commerce (OGC)
• Increasing following in North America.
 Framework of comprehensive, consistent and coherent best practices:
• To align IT services with the current and future needs of the business and its customers
• To improve the quality of the IT services delivered
• To reduce long-term cost of service provision
 Guides and identifies the best practices for implementation
August 2004 3

ITIL
(Information Technology Infrastructure Library)
SEI CMM
(Capability Maturity Model)

Based on defining best-practice processes for IT service delivery and support, rather than defining a broad-based control framework. It focuses on the method.

Is organized into sets of texts which are defined by related functions:
 IT Service Management
 service support
 service delivery
 managerial
 software support
 computer operations
 security management
 Environmental
ITIL Initiative
Focus
For H2 ‘04
 Captures best practices in IT that can be used to deliver “customer focused quality services and support” to their customers.
 ITIL Service Management does not provide a framework for software development -- this is best captured by the SEI CMM .


The SEI Capability Maturity Model (CMM www.sei.cmu.edu/cmm/cmm.html) defines practices and processes around application development (maintenance, enhancement and net new).
 Recognized as a useful framework for improving software development processes and application quality.
 Creates creates an overlying project management, process improvement and quality measurement structure that is used for continuous improvement.
CMM does not provide a framework for operations and support of the applications and underlying infrastructure.
ITIL and CMM are complementary and have become the industry's leading defacto best practices.
August 2004 4

 Objectives
• Achieve ITIL Capability Level 3 for the following Service Support function and processes:
 Service Desk (H2 2004)
 Incident Management (H2 2004)
 Problem Management (H2 2004)
 Change Management (H2 2004)
 Configuration Management (H2 2004)
 Release Management (H1 2005)
• Position TSDC Service Support processes for BS 15000 Certification on IT Service
Management practices.
• Achieve ITIL Foundation, Practitioner and Service Manager certifications for key staff.
•
Deliver ITIL Awareness training to the majority of TSDC IM, AM and PDG staff.
 Scope
• Process and procedure gap analysis
•
Process and procedure development
• Organization change to support processes
• Tool customization (minor) to support processes
•
Process roll-out and training
• 3rd party ITIL Assessment
• ITIL training
August 2004 5

 IM, AM (ERP and CAS) and PDG organizations will be required to follow updated Incident Management, Problem Management , Configuration
Management and Change Management processes, as well as effectively leverage TSDC's Service Desk function.
 For example, the Incident Management process will define how
Incidents / Issues are to be addressed, whether they are identified by the user, identified and resolved by AM and IM organizations.
 Application Management (ERP and CAS): The ITIL Initiative will have minimal effect on Application Development practices. The ITIL Initiative will work to keep terminology and interfaces between CMM and ITIL as clear and clean as possible.
 Project Delivery : The ITIL Initiative will have minimal effect on Project
Delivery practices.
August 2004 6

 Take the ITIL Awareness Web Based Training prior to Sept
30, 2004 to provide you with an overview of ITIL and the
ITIL Initiative.
 Take process specific training in October and November
2004 to support the roll-out of the updated processes and procedures.
 For designated Team Leads and Managers
• September: Review and provide input into Process Development and Roll-Out Planning prior to training and roll-out to the TSDC.
• October & November: Take "Train the Trainer" sessions and work with the Process Teams to deliver training to key staff on updated practices for the affected processes.
August 2004 7

 2 - 3 hours for the ITIL Awareness Training
 Training sessions to affected staff on updated Incident
Management, Service Desk, Problem Management,
Change Management and Configuration Management. This will depend on the extent of the planned changes. (work to define the changes is currently underway)
 The ITIL Process Teams will be in contact with designated
Team Leads and Managers to identify what groups will be affected by any process changes.
August 2004 8

 August
 ITIL Foundations Training for ITIL Initiative for Project Team completed
 Process Gap Analysis completed
 September

ITIL Awareness Training for TSDC AM, IM, PDG Staff completed
 ITIL Foundations Training for designated Team Leads and Managers completed
 Process Document and Workflows Completed
 Process Procedures Completed
 Roll-out Plan Completed
 October

Process Training Material Completed
 Tools Customized / Updated
 Trainers Trained
 Process Roll-out Started
 November
 Process Roll Out Completed
August 2004 9

 ITIL Initiative Program Manager - Przemek Tomczak
• (416) 592-2671 przemek.tomczak@torsdc.ca
 ITIL Initiative Sponsor - Robert Basque
• (416) 592-6906 robert.basque@torsdc.ca
 AM Point of Contact for ITIL - Wayne Morrison
• (416) 345-5526 wayne.morrison@inergi.ca
 Training Contact - Jose Cruz
• (416) 592-3117 jose.cruz@torsdc.ca
Additional information on the ITIL Initiative is available on the NHSS web site at http://solutions.newhorizonsolutions.com/Projects/ITIL/default.asp
.
August 2004 10

August 2004 11

For Incident, Problem, Change, Configuration Mgt and Service Desk
ITIL Process Implementation Road Map
August
ITIL Foundations Training
To Process Teams (3D + exam)
ITIL Foundations Training
To Key Staff (3D + exam)
Confirm Process Owner Staff positions / roles
Assign Process Manager
Executive Awareness
Training / Session
September
ITIL Awareness Training (2-3 hours session)
October
Train Staff to
Execute the process and use tools
“Train the
Trainer” in Line
Organization
Process Gap Analysis
- NHSS VS INERGI VS ITIL
- Requirements and Actions
Define / Update Process
- Process Def’n, Policies, Standards
- Roles & Responsibilities
Define/ Update Process
Workflows
Develop Process Training for TSDC Staff
Define / Update Procedures
Publish Scope, Roles and
Responsibilities
Develop Roll-Out Plan
Define EARS
Customization,
Configuration and
Reporting Requirements
Define Other Tool
Requirements
EARS Customization /
Configuration
Other Tool Design / Install
/ Customize / Implement
November
Roll-Out
“Burn In Period”
IM
AM
PDG
Process Owner & Manager
Roles & Responsibilities
Document &
Communication
High Level Self
Assessment NHSS VS
INERGI VS ITIL OGC / BS
15000
Action Plan / Process
Requirements
Executive Awareness
Presentation
ITIL Training Content &
Vendor
ITIL Training Sessions
Process Guide
Document
Process Workflow
Document
Roles &
Responsibilities
Document &
Communication
Procedures
Document(s)
Process & Tool
Training Content
Process & Tool Training Sessions
Training Lessons
Learned & Action
Plan
Roll-Out Plan
August 2004 12

TSDC Senior Management Team
Sponsor
Rob Basque
Incident
Management
(Steve Allin)
Service Desk
(Steve Allin)
Problem
Management
(Kent Lindsey)
Change
Management
(Kent Lindsey)
Program Manager
Przemek Tomczak
Target: H2 2004 - Level 3 Capability
Configuration
Management
(Rob Basque)
ITIL Training Work Program
Process Owner
Suresh Gosyne
Function Owner
Janie Wiles
Process Owner
Ted Neundorf
Process Owner
Ted Neundorf
Process Owner
Sofia Barsanti
ITIL Training
Project Lead
Process Manager & Consultant
Linda Geddes
Process Manager & Consultant
Courtney Salmon
Project Lead &
Consultant
Ajay Sharma /
Tony Alonzi
Process
Consultant
Frank Arthur
Project Lead &
Process
Consultant
Scott Milburn
Process Manager
& Consultant
Sandra Baumken
Process Manager
Steve Pipes &
SSM
Training / Roll-out Consultant
Jose Cruz
Process Manager
Andre
Ramsaroop
Incident, Service Desk and
Problem Management to be rolled together
Project Lead &
Consultant
Sofia Barsanti
Process
Consultant
TBD
Process Manager
Sofia Barsanti
Target: H1 2005 - Level 3 Capability
Process Training
(Roll-out)
Developed by each process team
Training Consultant
Jose Cruz
Release Management
(Kent Lindsey)
Process Owner
Ted Neundorf
Process Manager
TBD
Process
Consultant
(Project Lead)
TBD
Process
Consultant
TBD
ITIL 3 rd Party
Assessment
Dependencies
ARS to EARS
Conversion
(Mike Bilon)
Configuration &
Asset Mgt Tools
(Sofia Barsanti)
Primus
Knowledge
Management
(Sanjay Swarup)
August 2004 13

Core Process Development
And Roll-Out Team
 Project Leads*
• Accountable for delivery of process improvement initiative to Program Manager,
Process Owner and LOB Director
•
Defines detailed work plan to achieve milestones and objectives.
• Manages day-to-day process development and implementation activities against work plan
• Roll-out planning
• Manage deployment and implementation of process within TSDC
• Hand-off process to process managers and owners
 Process Consultants*
• Process, workflow, procedure development
• Roll-out planning
•
Process training development
• Train staff to execute on process
• Support deployment and implementation
For Each Process:
Process
Owner
Program
Manager
Project Lead & Consultant
Process Consultant
Core Team
(2 individuals)
Process
Managers
Training
Consultant
Process
Owner
TSDC Team
Leads &
Managers
TSDC AM, IM and PDG Staff
Extended
Team
* NB: For each process, Project Lead and Process Consultant roles performed by one individual.
August 2004 14

 TSDC Senior Management Team

Support ITIL and process training in their organizations
 Approve ITIL Direction

Align resources to support Initiative
 Support enforcement of new process roll-out
 Initiative Sponsor - Rob Basque
•
Overall accountability for ITIL Capability Initiative
• Issue escalation and resolution
• Assign resources within IM to support ITIL initiative
• Status and progress reporting to SMT (as required)
 Initiative Program Manager - Przemek Tomczak
• Direction and oversight; ensure each process team is working towards overall Initiative
Objectives
•
Status and progress reporting to Sponsor
• Manage integrated schedule and interdependencies
•
Manage and report on risks and issues
• Review and approve scope for each process project
•
Resolve any inter-process issues across each project team
•
Key deliverables QA
 Division Directors - Kent Lindsey, Steve Allin
• Accountable to Initiative Sponsor and Program
Manager for delivery of ITIL Process initiatives within their organizations.
•
Process Owner and Project Leads report to LOB
Director to deliver Process improvements.
•
Process deliverables QA
•
Support deployment and implementation
• Assign resources within their organizations to support process development and roll-out.
 TSDC Staff - AM, IM, PDG
 Take awareness training (all staff)
 Take foundation training and complete exam for identified staff
 Take process training

Support and comply with processes
 TSDC Team Leads & Managers
 Support process development and roll-out planning
(review and awareness)
 Take process training
 Deliver training to team on new process

Support enforcement and compliance with processes
August 2004 15

 Process Owners

Initiative
• Process deliverables QA, including reviewing and accepting process deliverables
•
Support deployment and implementation
• Approve objectives, mission, and scope of process improvement initiative

Ongoing
 Defines the overall process mission
• Establishes and communicates the process mission, goals and objectives
• Resolves any cross organization and departmental issues
•
Ensures consistent execution of the process across the organization
•
Reports on the effectiveness of the process to senior management
• Initiates any process improvement initiatives
 Process Manager
•
Initiative
• Support process development
• Review and accept process deliverables
• Manage and drive roll-out of process deployment and implementation with
Project Lead
• Ongoing
• Drives and measures the efficiency and effectiveness of the process
• Monitors and tracks process activities
• Provides management reports and metrics
• Participates in regular service reviews
• Follows up on process issues
•
Empowered to escalate issues when required; Escalates potential issues or concerns
• Makes recommendations for improvements
•
Promotes and maintains awareness of the process across the organization
•
Develops and maintains the process and supporting tools
• Maintains supporting procedures .
August 2004 16

 Training Consultant - Jose Cruz

Co-ordinate delivery of ITIL Training
 Provide weekly status reporting on ITIL
Training

Training subject matter expert to process teams
 Support roll-out of process training to TSDC
August 2004 17

 A function not a process
 Single point of contact
 Facilitate handling of incidents
 Interface to processes and activities
Definition
 Function providing a central point of contact between the User and IT
Service Management to achieve the following:
• Single point of contact
•
Deliver high quality support critical for achieving business goals
• Help identify and lower cost of ownership for IT services as a whole
• Support changes across business, technology and process boundaries
• Aid in user retention and satisfaction
• Assist identification of business opportunities
August 2004 18

 Identify, control, track, verify components of IT infrastructure.
 Tell me what, where, how much, for whom and why?
Definition
 Logical model of the IT infrastructure by identifying, controlling, maintaining and verifying the versions of all Configuration Items (CIs) in existence to achieve the following:
• Account for all IT assets
• Provide accurate information to support other IT Service Management
Processes
• Verify records against infrastructure and to correct exceptions
• Provide a sound basis for Incident, Problem, Change and Release
Management
August 2004 19

 Quick fix
 Restore service as soon as possible
 Ensure minimal impact to business
 Respond to customer service requests
Definition
 Restores normal service operation as quickly as possible with minimum disruption to the business, thus ensuring that the best achievable levels of availability and service are maintained to achieve the following:
• Ensure the best use of resources to support the business
• Develop and maintain meaningful records relating to Incidents
• Devise and apply Incidents reported
August 2004 20

 Permanent fix
 Root cause analysis
 Improve reliability and availability
Definition
 Minimizes the adverse effect on the business of Incidents and Problems caused by errors in the infrastructure, and to proactively prevent the occurrence of Incidents, Problems and errors to achieve the following:
• Resolve Problems quickly and effectively
• Ensure resources are prioritized to resolve Problems in the most appropriate order based on the business need
• Proactively identify and resolve Problems and Known Errors thus minimizing
Incident occurrences
• Provide relevant management information
August 2004 21

 Control / manage changes to IT environment
 Improve reliability and availability
Definition
 Ensures that standardized methods and procedures are used for the efficient and prompt handling of all Changes, in order to minimize the impact of any related Incidents upon service to achieve the following:
• Facilitate efficient and prompt handling of all Changes
• Maintain the proper balance between the need for Change and the potential detrimental impact of Changes
August 2004 22

 Broader view of change management
 Ensure application, database, server, network, users and other factors, etc. are considered as part of a change to IT environment or service
Definition
 Takes a holistic view of a Change to an IT service and ensures that all aspects of a release, both technical and non-technical, are considered together including:
• Large or critical hardware roll-outs
• Major software roll-outs
• Bundling or batching related sets of Changes
August 2004 23

 Know requirements & future plans
 Know current IT capabilities
 Anticipate and plan
Definition
 Ensures that all current and future capacity aspects of the business requirements are provided cost effectively and encompasses:
• Monitoring the performance and throughput of IT services and supporting IT components, and tuning activities to make efficient use of resources
• Understanding the current demands for IT resources and deriving forecasts for future requirements
•
Influencing the demand for resource, in conjunction with other IT Service
Management Processes
• Producing a Capacity Plan predicting the IT resources needed to achieve agreed service levels
August 2004 24

 Proactive and reactive view to recovery of IT services (technology, staff, and other resources)
Definition
 Optimizes the capability of the IT infrastructure and supporting organization to deliver a cost effective and sustained level of availability that enables the Business to satisfy it objectives and is influenced by the following:
• Business demand and the cost to meet it
•
The Configuration and complexity of the IT infrastructure including the level of redundancy, the reliability of the infrastructure and its components, and the levels of infrastructure maintenance
•
The processes and procedures used by IT services, human factors and external events
August 2004 25

 IT Service continues to operate and/or be recovered in event of sustained unplanned outage.
Definition
 Supports the overall Business Continuity Management process by ensuring that the required IT technical and services facilities can be recovered within required and agreed business time scales:
•
Ensuring business survival by reducing the impact of a disaster or major failure
• Reducing the vulnerability and risk to the business by effective risk analysis and risk management
• Preventing the loss of Customer and User confidence
• Producing IT recovery plans that are integrated with and fully support the organization’s overall Business Continuity Plan
August 2004 26

 Budgeting, accounting, charging, billing, etc.
Definition
 Provides cost effective stewardship of the IT assets and the financial resources used in providing IT services. An effective IT Financial
Management system will:
• Assist in the management and reduction of overall long term costs
• Identify the actual cost of services and their provision
• Provide accurate and vital financial information to assist in decision making
August 2004 27

 IT Service Quality
 Agree, monitor, report, and review
Definition
 Maintains and gradually improves business aligned with IT service quality, through a constant cycle of agreeing, monitoring, reporting and reviewing IT service achievements and through instigating actions to eradicate unacceptable levels of service by measuring and reporting.
• Service Levels actually being achieved against target
• Resources required and cost of service provision
August 2004 28

 http://solutions.newhorizonsolutions.com/Projects/ITIL/default.asp
 http://www.itsmf.com
 http://www.itsmf.ca
 http://www.bsi-global.com
August 2004 29