Ken’s ITIL Presentation
ITIL = IT Infrastructure Library
Agenda
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Systems vs Service Management
Quality Management
A Process Lead Approach
ITIL
ITIL Framework
ITIL Maturity audits
www.ie3.co.nz
Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
2
Systems vs Service Management
• Systems
– Focus on the individual technical components
– Technical teams tend to work in silos
– KPI’s are usually such things as System Availability times
• Service
– Focus is on the delivery of the business related “Service”
– It is recognised the Services and support for services runs across
different support groups so matrix management is needed
– KPI’s are service related - such as Service availability or “Delay in
call rating” (Vodafone example)
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Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
3
Quality and Process Management
The Demming Circle of
Continuous Improvement
Plan (Project Plan)
Scope Process and
Identify
Relationships (1)
Do (Project)
Check (Audit)
Continuous
Quality
Improvement
Act (New Actions)
Document and
Analyse
Process (2)
Implement
Improved
Process (4)
Consolidation of
the Level Reached
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Design
Improved
Process (3)
Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
4
A Process Led Approach
• Set the Policy
Draft
– A policy is a governing principle that mandates or
constrains actions – often the SLA
– Have a few simple easy to understand rules, such as:
Review
• All security access will be role based
• All users will be able to log on to any workstation
• Each workstation or server has a standard build
• Document the Process
– Include a flowchart
– Use consistent templates
Yes
Rewrite?
No
Finalise
• Document the Procedures
– Checklists, work instructions etc
• Remember ‘Plan, Do, Check, Act’
• Set practical Quality Measurements
– “If you can’t measure it you can’t manage it”
– “If you can’t influence it don’t measure it”
– Measurements should be easily gained
• Team culture that is positively critical and works at
standardisation
www.ie3.co.nz
Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
Process
Owner
Approve?
Release
Documentation
Process
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Documenting Processes
Template Major Headings
Overview
Process Control
Process Goal
Process Owner
Ownership Responsibilities
When Actioned
SLA Details
Quality Parameters & KPI’s
Inputs
Prerequisites
Inputs
Related Documentation
Process Enablers
Group Responsible
Resources
Roles
Process
Process Flowchart
Activities
Outputs
Process
Owner
Process
Goal
SLA's, Quality
Parameters
and KPI's
Process Control
Inputs and Input
specifications
Activities and SubProcess
Outputs and Output
specifications
Process
Resources
Roles
Process Enablers
The Generic Process Model
www.ie3.co.nz
Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
6
Achieving ITIL Based Service
Requirements
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Management strategy
commitment and direction
People with the right skills,
training and service culture
Effective Processes (The ITIL
Service Management
Framework)
The right tools and technology
for support
The focus is on Service
Management, not Systems
Management
www.ie3.co.nz
Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
7
Introducing ITIL
• The IT Infrastructure Library was developed by the
Office of Government Commerce (OGC) in the UK
• It is the most widely accepted approach to IT Service
Management in the world
• A comprehensive and consistent set of best practices
for IT Service Management
• Promotes a quality approach to achieving business
effectiveness and efficiency in the use of information
systems
• Is partially in the public domain
• Is a framework to be built on and adapted -
www.ie3.co.nz
Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
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ITIL Framework
•Availability Plan
•Design criteria
•Targets/Thresholds
•Reports
•Audit reports
•IT Continuity Plans
•Risk Analysis
•Requirements Def’n
•DR contracts
•Reports
•Audit reports
Central Point of
Contact btwn
Users and IT
Service Level
Management
Availability
Management
•SLAs, SLRs, OLAs
•Service reports
•Service Catalogue
•SIP
•Exception Reports
•Audit reports
Financial
Management
SERVICE
DELIVERY
Service
Desk
IT Service
Continuity
Management
Capacity
Management
Change
Management
•Incident Control
•Daily contact btwn
IT & Users
•Business support
•Mgmt reporting
•Identification
•Control
•Status accounting
•Verification
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Incident
Management
Configuration
Management
•Registration
•Authorisation
•Planning
•Control
•Evaluation
Release
Management
SERVICE
SUPPORT
Problem
Management
Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
•Financial Plan
•Types and models
•Costs and Charges
•Reports
•Budgets, Forecasts
•Audit reports
•Capacity Plan
•Targets/Thresholds
•Capacity Reports
•Schedules
•Audit reports
•Storage
•Release build
•Distribution
•Implementation
•Incident Control
•Problem control
•Error control
•Pro-active PM
•Management
reporting
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Implement via a Continuous Service
Improvement Program
How do we keep the
momentum going?
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What is the Vision?
High Level Business
Objectives
Where are we now?
Assessments
Where do we want to
be?
Measureable Targets
How do we get to
where we want to
be?
Process
Improvement
How do we check
that our milestones
have been reached?
Measurements and
Metrics
Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
10
ITIL Maturity Measures
ITIL Maturity Improvement
Service Desk
5.0
Availability Management
4.5
Incident Management
4.0
3.5
3.0
2.5
IT Service Continuity Management
Problem Management
2.0
1.5
1.0
0.5
0.0
Capacity Management
Configuration Management
Starting Point
After 3 Months
Financial Management
Change Management
After 9 Months
Service Level Management
www.ie3.co.nz
Release Management
Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
11
Benefits ...
• Business benefits
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Better business IT alignment
More reliable and productable support
Everyone knows what is expected of them
Better motivated staff
Increased staff and IT productivity
Enhanced customer satisfaction
• Financial benefits
– Cost-justified IT infrastructure and IT services
– The cost and impact of implementing Change is reduced and the
impact on the business will be minimised
– Services are not over-engineered
– ’Just in time' Capacity
– Appropriate service continuity expenditure
www.ie3.co.nz
Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
12
... Benefits
• Innovation benefits
– Clearer understanding of the requirements of the IT service
provision will ensure that IT services are delivered that underpin
business processes
– Increased flexibility and adaptability is likely to exist within the
services
– Improved ability to recognise changing trends and to adapt quickly
to new requirements and market developments ('competitive
edge').
• Internal benefits
– Improved metrics and management reporting
– Improved communications and inter-team working (both IT and
Customer)
– Process maturity benefits that are repeatable, consistent and selfimproving
www.ie3.co.nz
Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
13
References
• ITIL - http://www.ogc.gov.uk/index.asp?id=2261
• ITIL Self Assessments http://www.itsmf.com/bestpractice/selfassessment.asp
• IT Service Management Forum – www.itsmf.com
• Microsoft Operations Framework (MOF) http://www.microsoft.com/technet/itsolutions/techguide/mof/default.mspx
• MOF is a source of good information about ITIL
processes
• The New Zealand IT Service Management Forum is
currently being formed – www.itsmf.co.nz allows you
to register for this forum
• www.bs15000.org.uk provides information on the
British Standard which is expected to be adopted as
the Australian and New Zealand Standard
www.ie3.co.nz
Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
14
Questions
www.ie3.co.nz
Ken Dixon iE3 Consultant 021 615 626 kend@ie3.co.nz
15