ITIL: What it is… What it Can Do For You V2.1

Service Management Solution Company

Facilitated by: Patrick Musto Agenda

. Answer the questions “what?” and “how?”  Historical Background  Fundamental Principles  5 Lifecycle Phases  Implementation Framework (bet they didn’t tell you this!)

2 Quality Principles

Fact or Fallacy? 1. Quality is expensive? 2. Quality control experts and inspectors can assure quality? 3. Defects are caused by workers?

Who or what gets blamed when the “process” doesn’t work?

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Background

Service Management Solution Company

“Understand and internalize the key fundamental and universal principles inherent in all quality systems. They should be second nature ; a part of who you are, as an individual or an organization“ Patrick Musto, Service Management Practitioner Thoughts?

“We don’t produce “ThisESSENTIALLY ITIL stuff ITIL is IS ABOUTgadgets, ORGANIZATIONAL… we create only1. Agility getting services. We want to (People & Technology) in the way of make money when delivering2. Readiness IT (People and Process) people use our to3. myService customers!” Alignment devices, not when (Anonymous)(Cultural Alignment) workshop participant they buy them.” (Not so anonymous) Jeff Bezos, (adapted from CIO Magazine) Amazon

5 ITIL Evolution

Operational and Tactical Strategy and Business Integration Focus Focus

1980’s 2001 2007 2012 2013

V2 V3 V3 Update GITIM 2 Books 5 Books 5 Books Library of 40 SS, SD 5 Phases 5 Phases Books 11 Processes, 23 Processes, 26 Processes 1 Function 4 Functions 4 Functions

Central Compute and Telecommunications Agency (CCTA) Capita & UK Govt. Joint Venture for ITIL & Prince2 Office of Government Commerce (OGC) Assortment of Processes Lifecycle Approach

GITIM: Government Information Technology Infrastructure Management 6 V2: 2001

Service Support Service Delivery Focus Day to day Planning/longer term S.P.O.C Service Desk Service Level Mgmt Who User ‘Paying’ Customer

Main Focus Service Quality Value for Money

ITIL Function Service Desk Data Center

Incident Mgt. Service Level Mgt. Problem Mgt. Availability Mgt. ITIL Processes Change Mgt. Capacity Mgt. Release Mgt. IT Service Mgt. Configuration Mgt. Financial Mgt.

7 Service Design Service Strategy V3 & Refresh Design Coordination Business Relationship Service Catalog Management Management Strategy Generation •Service Level SERVICE SUPPORT Demand Management Management •Incident Management •Financial Management Supplier Management •Problem Management Service Portfolio •Continuity Management •Change Management Management •Information Security •Release Management Management •Configuration Management •Capacity Management •Availability Continual Service Management Service Transition SERVICE DELIVERY Improvement Transition Planning & •Service Level Management 7-Step Improvement Support •Financial Management Model Validation & Testing •Capacity Management CSI Approach Change Evaluation •IT Service Continuity Measurement & Knowledge Management Management Reporting Service Asset & •Availability Management Service Operation Event Management Configuration •Incident Management Management •Change Management •Security Management Request Management Access Management Release & Deployment •Problem Management Management FUNCTION •Service Desk Functions •Service Desk Technology Management “…the better a thing is, Application Management the cheaper it is to make…” IT Operations Management Bill Knudsen, GM President 8 Today

. ITIL is the most successful and widely adopted IT Service Management framework . ITIL is not a standard . ISO/IEC 20K provides the international standard for Service Management . ITIL certifies people…not organizations, not software/applications

9 Good Practice

Best Practice Good Practice . Characteristics . Organization-specific bodies of  “Generally” publicly available knowledge  Validated across a diverse set of environments . Built upon standard, publicly . Sources available knowledge  Public Domain (ITIL) . Proven to improve unique IT  Standards (ISO, CMMI, COBIT, capabilities PRINCE2, PMBOK)  Proprietary (company specific)

“Good Practice is doing those things that have been shown to work” So What Is A Best Practice?

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Fundamental Principles

Service Management Solution Company

“Understand and internalize the key fundamental and universal principles inherent in all quality systems. They should be second nature ; a part of who you are, as an individual or an organization“ Patrick Musto, Service Management Practitioner Leverage the Framework  Case Study

ISO 9001 Criteria IT Service Management Measurement, ITIL Framework Mgt. Resource Product Scope QMS Analysis, Responsibility Mgt. Realization Improvement Service Strategy     Service Design     Service Transition      Service Operation    Continual Service    Improvement

Quality Management System Process Definition Process Monitoring Process Dependencies Process Measurement Process Planning Process Improvement Process Operation Process Documentation Process Control Quality Manual

13 Governance Pyramid

Policy High-level guiding principle. Policy is written from a “top- Policy down” perspective and is “Why” Process supported by standards May be decomposed and Critical Success Process into sub-processes Factor “Who”, “What”, “When”, “Where” as dictated by the needs of the Sub-Process organization and level of complexity

Procedure “How”

Work Instructions Tool Specific

14 Organizational Readiness

While ITIL provides some guidance on roles within an organization, it does not mandate an organizational structure. The ITIL processes interact throughout the organization. The one exception is the function of the Service Desk.

System Storage Application Network Infrastructure Others… Management Management Management Management Management . ITIL Process cross Incident Management organizational boundaries Problem Management . All organizations are Change Management involved in Service Management Release Management . Processes must be Configuration Management understood throughout Capacity Management the organization to be effective Availability Management . Service Management Financial Management concepts must be understood by all Service Level Management organizations IT Service Continuity Management Organizational Agility

. Initiative Objectives and Goals  Compliance issues must be defined  Rationale must be clear Elevator Speech

. Governance Pre-Requisites  Ownership to Policy Automation  Goals  Policy KPIs Metrics “Why”

Process . Process Definition “Who”, “What”, “When”, “Where”

 Objectives Sub-Process

 Ownership Procedure “How”  Measures Work Instructions  Interfaces Tool Specific

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Service Strategy

Service Management Solution Company

“May God have mercy upon my enemies, because I won't.” General George S. Patton Jr.

Service Strategy Value Defined

Service Strategy Business Relationship Position Service Management as Management an organizational capability Strategy Generation Demand Management Leverage Service Management •Financial Management as a strategic asset Service Portfolio Set objectives for performance in Management meeting customer needs Provide for the alignment of Service Management and business strategies Think about the why!

Define market  Develop Offerings  Develop Strategic Assets  Prepare Execution

18 Grain – Local Corn, Rye, Barley Water – Unique Limestone Cave Spring Trees – Charcoal, Barrels Labor – Skilled, Local Transportation – Lynchburg Hwy (55) & 24

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Service Design

Service Management Solution Company

“Stress the little things because little things lead to big things.” Steve Alford, basketball coach

Service Design Value Designed

Service Design •Service design and development Design Coordination Service Catalog •Convert strategy into a portfolio of Management services •Service Level Management •Design of new services Supplier Management •Continuity Management •Changes to existing services •Information Security •Meet current and future needs Management •Capacity Management •Availability Management

IT Services Design  Architectures  Processes Policies Documentation

21 Service Alignment Service Provider Model

ENTERPRISE

Customer Customer Customer User-User-User User-User-User User-User-User

SLA SLA

Service Provider AVAILABILITY

OLA

RELIABILITY IT Support MAINTAINABILITY UC

Service Desk-Systems-Network-Software External Customer(s) External Support

SERVICEABILITY Vendor

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Service Transition

Service Management Solution Company

“Change is not made without inconvenience, even from worse to better.” Richard Hooker, theologian

Service Transition Value Transitioned

Service Transition Plan capability and resources to Transition Planning & Support transition into production Validation & Testing Move services into production Change Evaluation Knowledge Management Minimize risk during transition Service Asset & through structured, rigorous and Configuration Management consistent transition •Change Management Focus on transitioning the Release & Deployment Management strategic requirements of the design into production

Adapt to Environment  Align with Business  Ensure Capability to Operate within Design Considerations

24 Dilemma  Case Study How Bad Is It - Really?

Change Processes by Quadrant Emergency Change Should be an exception, is widely and well executed, Quality of Execution suggesting a high volume of such changes which 0.00 1.00 2.00 3.00 4.00 5.00 potentially introduce significant risk of change failure, 5.00 service disruption.

4.00 Clear Closure Criteria (success and failure criteria) 7 Closure and communications are essential for S 3.00 c stakeholders’ knowledge, appropriate reviews, o 4 confirmation of success, documentation of any ancillary p 5 6 8 2.00 effects, completion on time and within cost constraints. e 2

1 1.00 3 Registration, Planning, Approval Directly impact business alignment, cost, change 0.00 success, workload, and resource utilization fall in the lower quadrant.. Refinement will streamline Change 1.0 Registration 5.0 Appl-Implement 2.0 Planning 6.0 Plan-Closure Management while bringing visibility to the coordination 3.0 Approval 7.0 Emer-Implement of all changes. 4.0 Infra-Implement 8.0 Emer-Close

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Service Operation

Service Management Solution Company

"I'm astounded by people who want to 'know' the universe when it's hard enough to find your way around Chinatown.“ Woody Allen Service Operation Value Realized

Service Operation Event Management Ensure effectiveness and •Incident Management efficiency in the delivery of services Request Management Access Management See that strategic objectives •Problem Management realized and value is delivered

Functions Provide stability through •Service Desk proactive, reactive control Technology Management Application Management IT Operations Management

Execution of Activities  Deliver Services  Support Services

27 Dilemma Empowered Service Desk

Notification

First Call Resolution

Hierarchical Escalation ?

Functional Escalation

28 Continual Service Improvement

Service Management Solution Company

“Whenever an individual or a business decides that success has been attained, progress stops.” Thomas J. Watson, executive

Value Continual Service Improvement Continually Aligned

Continual Service Maintaining value for customers Improvement Leverage quality management 7-Step Improvement Model principles to address: PDCA Service quality CSI Approach Measurement & Operational efficiency Reporting Business continuity Provide a closed-loop improvement methodology of PDCA

Align  Realign  Continuously Across ITSM – Services - Processes

30 Deming Cycle Define Current– Define Desired– Gather Data – Process Data – Analyze Data – Determine PlanAction – Plan - Execute Improvement including goals for improvement and gap analysis (PROJECT PLAN) Do – Implement, funding, R&R (PROJECT) Continuous Checkquality control – Monitor, and consolidation measure, review; report against plans; assessments (AUDIT) Plan Project Plan Do Project Act – Continual Checkimprovement Audit (NEW ACTIONS) Act New Actions W Edwards Deming Walter A. Shewhart Statistician Physicist, Engineer, Statistician ACT PLAN 1900 - 1993 1891 - 1967 Business IT Alignment CHECK DO W. Edwards Deming is best Level Maturity known for his philosophy of continual improvement and Effective Quality Improvement development of 14 points of attention to managers. Consolidation of the level reached i.e. Baseline A processSYSTEMS led -approachLED Time Scale underpins the concepts in the Deming Cycle to provide a mechanism for continual “Think System” – seeing things holistically and improvement. how interdependencies interact

Implementation Framework

Service Management Solution Company

“Information is not knowledge.” Albert Einstein

Roadmap Summary

. Best Practice “Framework” . Nothing New – Based on Solid Quality Principles . 5 Lifecycle Phases in 5 Volumes (books) . Promotes Planning to Design, Deliver, Support & Improve on value . Success Demands Organizational Commitment . Misconceptions…

34 Questions "We invented words. We'll tell you how they're suppose to sound." John Oliver, The Daily Show

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