www.itegyptcorp.com
www.itmea.com
ITSM (IT Service Management)
ITIL® Management Briefing
Presented by:
Amr ELHariry
Managing Director ITMEA/ITEgyptCorp
amrh@itmea.com
ITIL® is a registered trade mark of the Cabinet Office
Version 0.5D
Basic Structure for Today
• ITIL Overview
• Service Management as a Practice
• Drivers for Continual Improvement
• Benefits of Adoption
• The Lifecycle Approach
• Overview of Lifecycle Phases
• Implementing ITIL
• Where to start?
Obstacles Prevent Effective Engagement
Overwhelming Demand:
Unstructured capture of
requests and ideas
No formal process for
prioritization and trade-offs
Reactive vs. proactive
IT Seen as Black Box:
Business lacks
visibility
Poor customer
satisfaction
ITSM & Governance Landscape
Introduction to ITIL Service
Management
What are Services?
“A means of delivering value to customers
by facilitating outcomes customers want to
achieve without the ownership of specific
costs and risks”.
“People want quarter-inch hole, not a
quarter-inch drill”
This shows the intangible nature of services
What are Services?
What the User sees
Needs
Internal Providers and External Suppliers, including User support
Service As seen by the CEO and CIO
•The purpose of a service is to
• Create value for the business
• Create value for end customers
• Reduce costs, or increase productivity
• “Facilitate outcomes” the business wants to achieve
• Manage costs and risks more effectively
1-9
Service Management Definition
• “Service Management is a set of specialized
organizational capabilities for providing value to
customers in the form of services”
• Service Management brings quality of service to
the business
• Continually align IT services with the everchanging needs of the business
• How to do more with less
ITILFND01-6, 01-8, 03-41, 03-10
What? Why? Who?
• ITIL - the IT Infrastructure Library
• Owned by the Cabinet Office
• Globally-recognised framework of integrated
processes, roles and responsibilities
• Allows us to
• Share a common language
• Build a service-based culture not
Technology focused.
- Right first time, every time
Not cast
in stone
But, ITIL is NOT a Standard
ISO/IEC
20000
Auditable Standard
ITIL
MOF/HPITSMRM, etc.
Local procedures
Process Definition
Processes in
Context
Deployed
Solution
Why is ITIL so Successful?
• Vendor-neutral
• ITIL is not based on any particular technology platform or
industry type
• Non prescriptive
• ITIL offers robust, mature and time-tested practices that have
applicability to all types of service organization
• Best Practice
• ITIL represents the learning experiences and thought leadership
of the world’s best-in-class service providers
ITILFND01-2
ISO/IEC 20000 and ITIL
• The Standard is aligned with ITIL
• ITIL is proven Best Practice process guidelines
• ISO/IEC 20000 provides a level of quality for
these activities which can be audited
• ISO/IEC 20000 Certification means we can
prove we are deploying Best Practice, because
an independent, external evaluation against the
whole formal standard has been carried out by
an approved audit organization
Overview of the Service Lifecycle
Objective Tree
1-What are some of our organization’s objectives or strategic goals?
•We want to increase profits by 15 percent each year
• We want to have a good image and reputation with a loyal customer base.
2-What Business Processes aid in achieving those objectives?
• Retail/sales , Marketing , Manufacturing , Procurement, HR, finance etc.
3-What IT Services are these business processes dependent on?
• Websites (internal and external)
• Communication services (email, video conferencing)
• Automatic procurement system for buying products , Point of Sale Services,..
4-We have ITSM in order to make sure that IT Services are:
• What we need (Service Level Management, Capacity Management etc.)
• Available when we need it (Availability Management, Incident Management etc.) ,
Provisioned cost-effectively (Financial Management, Service Level Management)
5-IT Technical Activities: The actual technical activities required as part of the execution of
the ITIL® processes above. These are technology specific and as such not the focus of
ITIL® or this document.
ITIL Documentation
Continual
The Core Volumes
Service Design
Service
Strategy
Complementary guidance:
• Specific business sectors
• Small-scale
implementations
• Templates
• www.itil-live-portal.com
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
ITIL Service Strategy
Continual Service
Improvement
Service
Design
Service
Strategies
Service
Strategies
ITIL
Operation
Service
Transition
The ‘Why?’ before the ‘How?’
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
ITIL Service Design
Continual Service
Improvement
Service
Design
Service
Strategies
Service
Service
Design
ITIL
Operation
Service
Design
Service
Transition
Service
Service
Operation
Operation
Service
Transition
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
ITIL Service Transition
Continual Service
Improvement
Service
Design
Service
Strategies
Service
Service
Design
ITIL
Operation
Service
Transition
Service
Service
Operation
Service
Transition
Service
Transition
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
ITIL Service Operation
Continual Service
Improvement
Service
Design
Service
Strategies
Service
Service
Design
ITIL
Operation
Service
Transition
Service
Service
Operation
Operation
Service
Operation
Service
Transition
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
ITIL Service Operation
Service Desk
User
Difficulties
& Queries
Change
Request
User
Requests
Event
Monitoring
Operations, Technical
and Application Teams
Continual Service Improvement
Process
Continual Service
Improvement
Service
Design
Service
Strategies
Service
Operation
ITIL
Service
Transition
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
Continual Service Improvement
How do we keep the
momentum going?
What is the vision?
Business vision,
mission, goals and
objectives
Where are we now?
Baseline
assessments
Where do we want
to be?
Measurable
targets
How do we get there?
Service and process
improvement
Did we get there?
Measurements and
metrics
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
Any Questions?
You can contact me at
amrh@itmea.com
Scope of ISO/IEC20000
Management System
Planning and implementing
Planning new services
Management responsibility
Documentation requirements
Competences, awareness & training
Plan, Implement, Monitor, Improve
(Plan, Do, Check, Act)
Planning and implementing
New or changed services
Service Delivery Processes
Capacity Management
Service Level
Service Continuity
Management
Availability Management
Service Reporting
Information Security
Management
Budgeting and Accounting
for IT Services
Control Processes
Configuration Management
Change Management
Relationship Processes
Release Processes
Resolution Processes Business Relationship
Release Management
Incident Management
Management
Problem Management
Supplier Management
Change to:
Change Management
Hardware
Software
Documentation
Infrastructure
Training
3rd party contract
Tactical planning
Reasons:
•Fix a Problem
•Changing business
requirements
•Changing
technology
•Continuous SIP
CMDB
Assessments
RFC
Change
Management
Assesses, Approves and manages
the request
Release &
Deployment
Management
Physically implements the
change
What Is The Vision?
• Set up a formal programme/project
• Roles and responsibilities
• Business Case
• Business and IT must be involved
• Ownership?
• What do we want? Vs What do we need?
• Agree Vision Statement
Where Are You Now?
• Assessment of As Is:
• People, Process, Products, Partnerships
• Points of pain
• What do you actually measure? Where do you find the
information?
• Benchmarking:
•
•
•
•
Internal benchmark
Comparison to industry norms by external organization
Direct comparison with similar organizations
Comparison with other internal systems or departments
Where Do You Want To Be?
Vision
A statement that describes how the organization wishes to be
in the future
A statement describing the reason why a business
exists
Mission
A statement of a general aim to achieve the
“raison d’être”
Goals
A specific achievement to be
attained to support the goal
Objectives
Critical Success Factors: factors
critical to achieving the objective
CSFs
Key Performance Indicators: measures to enable
quality/quantity to be assessed
KPIs
Measurable elements of a service, process or
function
Metrics
The means of measuring the metric
© Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
Measurements
How Do You Get There?
• Plan, plan, plan! And be realistic!
• Approaches:
•
•
•
•
•
Big bang – careful!
Service focus
Process focus
Lifecycle phase focus
Functional group focus
• Address culture change
Lessons Learned
• Don’t underestimate the time and investment
required
• Don’t bite off more than you can chew
• Programme Management, Project Management
and Risk Management is vital
• Stakeholder Engagement and communications
are “make or break”
• Don’t ignore measurement just because it’s
difficult !
The Life of a Service
Design the
Service
Service Strategy
Business need
identified
Requirements
Specification
Service Design (Tactics)
Service
Transition
Build
Procure
(Tactics)
Service Operation
Optimize
Continual
Service Improvement
Operate
Test
Deploy
Retire
ITIL Training & Certification path
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
• ITIL forms the basis of ISO 20000, the international
standard in IT Service Management
Disparate Systems Reduce Efficiency
No Single System of Record
for Decision Making
Relevant Metrics
Hard to Obtain
Disparate Systems Costly to
Maintain and Upgrade