Itil PDF

IBM Global Services
Information Technology
Infrastructure Library
ITIL Overview
Terence Okus, IBM Corporation

2007
IBM Global Services
Agenda
Introduction of the ITIL Library

What is ITIL
Why is ITIL such a success?
What are the benefits?
Where to get more information
ITIL Overview Page 2

IBM Global Services
What is ITIL?
ITIL stands for IT Infrastructure Library
Public domain framework of IT management best practices originating

from the UK government in the late 1980’s
(The “OGC” is the Office of Government Commerce)
Further developed by incorporating public and private sector “best

practices” (IBM made significant contributions)
ITIL is a library of books that document industry accepted best practices

for IT Service, Infrastructure and Application Management (considered a
de facto standard in the area of Service Management)
ITIL is an excellent starting point from which to adopt and adapt best
practices for implementation in a unique environment

IBM Global Services
ITIL Implementation: Adopt and Adapt
ITIL describes what needs to be done but not how it should be done.
ITIL does not define:

Every role, job or organization design
Every tool, every tool requirement, every required customization
Every process, procedure and task required to implement
ITIL does not claim to be a comprehensive description of everything within

IT, but IT management “best practices” observed and accepted in the
industry.
Adopt ITIL as a common language and reference point for IT Service

Management best practices and key concepts.
Adapt ITIL best practices to achieve business objectives specific to each

company.

IBM Global Services
It all began with the most common questions asked by IT

managers worldwide:
How do I align IT services with business objectives?
How do I lower the long term costs of IT services?
How do I improve the quality of IT services?

IBM Global Services
Genesis: “In the beginning…”
The British government asked the CCTA to structure the IT

organizations of the British government agencies according to
industry best practices
They commissioned a study to find out “what is the best way to
align IT with business objectives, lower costs and improve
quality
The results of the study were published as a library of books
entitled the Information Technology Infrastructure Library
itSMF was born as a user group focused on best practices in IT
management centered on ITIL

IBM Global Services
The library of books describe best practices in IT

management
They provide:
Guidance to align IT services with the requirements of the business
A common language for IT and the business
A framework, not a methodology
A vendor neutral set of best practices
Guidance, not a step by step how-to for an organization to implement
IT Management processes
More than just a process model:
Guidance on planning and implementation
Suggested staff, role and skill requirements
Suggested education and training
Descriptions of tools features
Example policies and procedures

IBM Global Services
ITIL defines a three tiered structure of Certification training

Practitioners (9 certificates)
Change Manager (5 days)

Foundations
Essential (2 days) Service Level Manager (5 days)
1 hour Multiple choice 1 hour Multiple choice
(Know list of Basic Concepts)
Prerequisites form assessed by Examination Board
Service Support (5 days) In course assessment

3 hour examination (essay form)
Service Delivery (5 days)
3 hour examination (essay form)
Service Manager

IBM Global Services
The itSMF is a world wide user group with branches in
several countries and proactively encourages knowledge
sharing among its members
Workgroups to
enhance and develop
Seminars and
new insights
workshops
http://www.itsmf.com/
Magazines and book Awareness campaigns

reviews

IBM Global Services
Many of the books have been revised in the last 3 years. Version 2
of the the ITIL framework consists of a series of books that
document industry best practices in IT Services management.
Planning to implement service management
Service management
The technology
The business
The ICT
business Service support Infrastructure
perspective management
Service delivery
Security
management
Application management

IBM Global Services
Most people think of ITIL as Service Support, but the increasing

popularity of ITIL should be leveraged against a broader spectrum of
services
• Service Desk
• Configuration Management • Service Level Management
• Availability Management
• Incident Management
• Problem Management • Capacity Management
• Financial Management for IT Services
• Change Management
• Release Management • IT Services Continuity Management
Planning to implement service management

• Not Published
(4/2004) • Design and Plan
• Draft being Service management
• Deployment
The technology
reviewed • Operations
The business
(IBM’ers on The ICT • Technical Support

review team) Service support
business Infrastructure
perspective management
Service delivery • IT Infrastructure Security
Security Management
Software Asset Management management • Security setup from the IT
manager's point of view
Application management
• Manage the Business Value

• What is the vision?
• Organization & Roles • Align Service Delivery with Business Strategy
• Where are we now?
• Process Overview • Drivers and Organizational Capability
• Where do we want to be? • Tools & Technology • Application Lifecycle Management
• How do we check our milestones? • Partners and SAM
• Organization Roles and Functions
• How do we keep momentum?
• Control Methods and Techniques

IBM Global Services
Service Support Service Delivery

Concerned with ensuring that the Determines what service the
Customer has access to the business requires of the provider in
appropriate services to support order to provide adequate support
the business functions. to the business Users.
• Service Desk y Service Level Management
(a function, or department)
y Availability Management
y Incident Management
y Capacity Management
y Problem Management
y IT Service Continuity Management
y Change Management
y Financial Management for IT
y Release Management Services
y Configuration Management
Service Support is the most widely used book because it
addresses the improvement of service operations.

IBM Global Services
Service Management focuses on the operational and tactical processes

required to support and deliver any IT service
Service Management Resolve
Service Delivery Service Support incidents as
they occur
Incident Identify root
Availability
Service Desk
causes of incidents
Single Point of
Problem and submit RfC’s
SLM
Contact for
to remove them
Capacity users of IT
Change Services
ITSCM Ensure standard
Release
methods and
Define what Manage major procedures are
services and FMITS Config hardware and used from the
service levels software releases as RfC to the PIR
will be part of effective
supported and change management
delivered Ensure agreed to services can
recover after a disruption as a
part of business continuity Manage technical
management information regarding the
Ensure the greed version, status,
services are ownership and
available at agreed relationships among IT
levels assets.
Budget, account and optionally
charge for IT services
Ensure agreed services
have the required and
agreed to capacity

IBM Global Services
Service management is divided between Service Support …
Five operational processes and

The business, customers and users
one function / department
Incidents Communications
Management Queries Updates
tools Enquiries Workarounds
Incident Incidents Service

Incidents
management desk Customer Changes
Survey
Problem reports
Service reports
Incident statistics
management
Release
Audit reports
Problem statistics
Change
Trend analysis management
Problem reports
Problem review Change schedule
Diagnostic aids CAB minutes Release
Audit reports Change statistics management
Change reviews
Audit reports Release schedule
Release statistics Configuration
CMDB reports
Release reviews management CMDB statistics
Secure library
Policy standards
Testing standards
Audit reports
Audit reports
Problems CI’s
Incidents Changes Releases
Known errors Relationships
ITILmanagement
Configuration Overview database
Page 14
IBM Global Services
…and Service Delivery
Five tactical processes

The business, customers and users
Availability Queries
Communications
Updates
management Enquiries
Reports
Capacity Service level

Availability plan
AMDB management management
Design criteria
Requirements
Targets/thresholds SLAs, SLRs, OLAs
Targets
Reports Service reports
Audit reports
Capacity plan Financial Achievements
Service catalogue
CDB management for SIP
Targets/thresholds
IT services Exception reports
Capacity reports
Audit reports
Schedules
Audit reports Financial plan
Types and models
Costs and charges
Reports
Budgets and forecasts
IT service IT continuity plans
BIA and risk analysis
Audit reports continuity Requirement definition
management Control centres
System Alerts and DB contracts
Management Exceptions Reports
tools Changes Audit reports

IBM Global Services
Important Concepts – Service Support

Configuration Management
• Single
Point of •Hardware
Contact for
Configuration
Configuration •Software
users of IT Item
Item •Related documentation
Services •Relationships between CIs
Service Desk •Managed Elements of a service
•CMDB
Incident Problem Change

Change Release
Release
Incident Problem
• Incidents • Proactive • Any change to a CI • Large or bundled

• Reactive • Root cause of • “standard” or changes planned,
• Service Requests related incidents preapproved designed, built and
• When understood, changes tested together
becomes a Known • CAB • Subject to change
Error management
Incident Problem Change Release
Management Management Management Management

IBM Global Services
Important Concepts –
Service Delivery
Availability
Availability
•Reliability Capacity
Capacity
•Maintainability
•Serviceability
•Reliability •Business capacity
Service •Resilience •Service capacity
Service •Resource capacity
IT Customer • Service catalog

• SLA’s
• OLA’s & UC’s
• SLAM
Continuity
Continuity
Service Level
Management Finance
Finance
• Business continuity
• Budgeting • Threats
• Accounting • Vulnerabilities
• Charging • Risks

IBM Global Services
Relationships Between ITIL Components
application
Service Level reqts
Agreements Service Delivery Application
Management
new services,
current service Manage the
levels portfolio
service
changes
service level
targets
ICT
Service Support Infrastructure
incidents
Management
Operational support Plan, build, operate a

for services resilient infrastructure

IBM Global Services
What are some of the the best practices?

There are IT Management Best Practices
IT should focus on supporting and delivering services
That in order to support or delivery any IT service, there a defined set of base
processes that are required
Implementation or “getting there” requires phases
It is a best practices to have a well managed Service Desk
It is a best practice to have a well defined incident management process
“Configuration, change, problem etc”
It is a best practice to have the process requirements determine tool requirements
Processes should be enterprise in scope
Processes should have owners
Process roles should be well defined
Processes should be adhered to
Separation of Incident and problem processes and resources

IBM Global Services
Why is ITIL Important?
Key ITIL Benefits:

Infrastructure
• Redirected Support Costs
Infrastructure
• Improve Customer Service
Current
Current Portfolio • Lower TCO
$ Portfolio
• Improve Predictability of IT
Costs and Chargebacks
New • Facilitates Outtasking /
New Development Outsourcing Operations
Development
Need for an IT Management Process
Connect all the pieces of systems
management
Mature into service management
Current Infrastructure Optimized Infrastructure Represents best practices in the industry
Vendor neutral
Consistent concepts and terminology
ITIL services are the key to understanding how well IT is being utilized and the
extent to which the IT function is meeting its service level commitments.

IBM Global Services
Outside specialists are key to the success of ITIL projects
by overcoming the typical causes of failure and reduced
ROI
Meta Group Research on self implementation of ITIL has shown that:
Most IT operational groups already have large lists of improvement activities
Such groups are already resource-constrained
Traditionally, when process development activities were initiated, they were done as "the right thing to do",
but with insufficient regard for resource management, ownership levels and ROI expectations
Although many process improvement activities realize some improvement goals (e.g.,
the development of a change advisory board), more than 70% of process improvement
activities do not yield a definable ROI, with 30%+ never reaching formal completion.
Meta Group estimates that self implementation of ITIL best practices may cost 55% more
than anticipated due to inefficiencies brought on by inexperience
Recent reports from Remedy and other industry sources have shown that some process implementation
projects have taken as long as 4 years.
Implementation best practices dictate using a proven method with experienced method practitioners
Companies that have attempted to implement ITIL have experienced ROI that has ranged
from saving 10-40% of the yearly infrastructure costs to having the entire effort produce
nothing tangible at all but turn into low level tactical projects with no discernable
strategic value. Expert advice from experienced consultants can help avoid the common
causes of ROI dilution.

IBM Global Services
Who needs ITIL?
Desire to align IT with business objectives

Desire to lower the long term costs of IT Service Provision
Desire to improve the quality of IT Services
New business application
New or change to services
New or changes to organization
New or changes to processes
New or changes to Infrastructure
New or changes to a tool suite

IBM Global Services
Keys to successful Implementations

Structured Implementation Method to avoid mistakes, rework and re-direction
Focus on business objective – accomplishing something with ITIL rather than
“ITIL for ITIL’s sake”
Implementation focus clarity: service, infrastructure, process or organization
Maturity Assessment and clearly defined practical objectives
Avoid “Boil the ocean” approaches
Governance Model
Guiding Principles
Phased Implementation

IBM Global Services
Knowing best practices does not tell you how to implement

best practices
According to Gartner Group 70% of systems management technology
implementations fail due to neglect of process and organization
considerations. (Gartner)
A major reason for the failure of these ESM deployments is the lack of well
defined processes within the IT operations group for basic management
disciplines such as problem, asset, configuration, change, capacity and
service-level management. (Gartner) Six Sigma and Design for Six
Sigma are methods for designing
manufacturing and service-
The actual benefits of a tool implementation depend related processes. These

methods are typically used in
improvement projects and other
tactical improvement efforts
on the degree of success in re-engineering its

processes. Bottom Line: Research indicates that 70
ESMDD
percent of the ROI derives from process IBM’s Enterpri se System s
Management Design and
Implementation Methodology
IT Process Model
covering macro design, micro
improvements rather than tools. (Gartner) Satisfy
Customer
design, development and pilot of
M sse str
IT Services or Processes based
ag ris ide
a n ts u c
A fra
Sy em IT
Relation-
an rp v
a g a tu
M nte Pro
In
e
st ent
e nd re
ships on ITPM and ITIL Best Practices
IT
em
E
Support IT Manage IT
Services and Business
Solutions Value
l
es a
R utio
So
ic on
Se per er
ea n
O eliv
l
rv ati
liz s
e
D
ITIL Deploy SEI CMM
Solutions
A.D.E.
Reference: Meta Group SMS115, SMS 1103, SSMS 13 Aug 98.721 Addendum, File 721, Gartner SPA-03-5362

IBM Global Services
If you are interested to find out more about ITIL, here are
some helpful references
OGC - The Office of Government Commerce (includes CCTA)
y http://www.itil.co.uk/
y http://www.ccta.gov.uk/
IT Service Management Forum
y http://www.itsmf.com/
y Htt://www.itsmf.net/
y http://www.itsmf.ca/
Tools to manage
y http://www.tools2manage-it.com/
The examination bodies
y Canada: http://www.loyalistc.on.ca/
y Netherlands: http://www.exin.nl/
y England: http://www.bcs.org.uk/iseb/ism2.htm
For all your ITIL education
y http://www.ibm.com/services/learning/ca

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IBM Global Services

Terence Okus, IBM Corporation

Introduction of the ITIL Library

ITIL Overview Page 2

 ITIL stands for IT Infrastructure Library

 Public domain framework of IT management best practices originating

 Further developed by incorporating public and private sector “best

 ITIL is a library of books that document industry accepted best practices

ITIL Overview Page 3

ITIL Implementation: Adopt and Adapt

 ITIL does not define:

 ITIL does not claim to be a comprehensive description of everything within

 Adopt ITIL as a common language and reference point for IT Service

 Adapt ITIL best practices to achieve business objectives specific to each

ITIL Overview Page 4

It all began with the most common questions asked by IT

How do I align IT services with business objectives?

How do I lower the long term costs of IT services?

How do I improve the quality of IT services?

ITIL Overview Page 5

Genesis: “In the beginning…”

 The British government asked the CCTA to structure the IT

ITIL Overview Page 6

The library of books describe best practices in IT

ITIL Overview Page 7

ITIL defines a three tiered structure of Certification training

Change Manager (5 days)

Essential (2 days) Service Level Manager (5 days)

1 hour Multiple choice 1 hour Multiple choice

(Know list of Basic Concepts)

Prerequisites form assessed by Examination Board

Service Support (5 days) In course assessment

ITIL Overview Page 8

Magazines and book Awareness campaigns

ITIL Overview Page 9

Planning to implement service management

ITIL Overview Page 10

Most people think of ITIL as Service Support, but the increasing

Planning to implement service management

(IBM’ers on The ICT • Technical Support

• Manage the Business Value

ITIL Overview Page 11

Service Support Service Delivery

ITIL Overview Page 12

Service Management focuses on the operational and tactical processes

ITIL Overview Page 13

Service management is divided between Service Support …

Five operational processes and

Incident Incidents Service

…and Service Delivery

Five tactical processes

Capacity Service level

ITIL Overview Page 15

Important Concepts – Service Support

Incident Problem Change

• Incidents • Proactive • Any change to a CI • Large or bundled

ITIL Overview Page 16

IT Customer • Service catalog

ITIL Overview Page 17

ITIL stands for IT Infrastructure Library

Public domain framework of IT management best practices originating

Further developed by incorporating public and private sector “best

ITIL is a library of books that document industry accepted best practices

ITIL does not define:

ITIL does not claim to be a comprehensive description of everything within

Adopt ITIL as a common language and reference point for IT Service

Adapt ITIL best practices to achieve business objectives specific to each

The British government asked the CCTA to structure the IT

Desire to align IT with business objectives

The actual benefits of a tool implementation depend related processes. These