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Overview of ITIL Service Desk
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TFHD IT Service DeskITIL Best Practices Part 1Overview
Objective TFHD IT Service Desk To present the basic concepts and tools for IT Services Management within the ITIL Framework and to illustrate how IT Customers can better understand the value delivered through IT Services.
Scope of TFHD IT Service DeskITIL FrameworkIT Service Life CycleIT Service StrategyService PlanningService Design and OperationsService Metrics
EVOLUTION OF ITILITIL - Information Technology Infrastructure LibraryHistoryOriginally created in late 80s by the UK governmentNow truly global and applicable to all IT Services Focus on process and roles rather than organisationVersion 1 in 1991- focused on UK GovernmentVersion 2 in 2000 - Industry wide and took into account changes in technologyVersion 3 in June 2007 Life Cycle Approach
OGCOffice of Government Commerce UK Treasury ministry
ITSMFThe driver behind all things ITIL taken over from OGCGlobalUSA, Canada, Mexico, Argentina, and Brazil - AmericasAustralia, India, Singapore - Asia PacificDenmark, France, Germany, Netherlands, Sweden, UK - EMEA
Is a collection of books which contain recommendations & suggestions to improve provision of IT ServicesNot a standard but a Best Practices FrameworkNeeds to be adopted and/or adapted
ITIL
Benefits of ITIL framework:-
increased user and customer satisfaction with IT servicesimproved service availability, directly leading to increased business profits and revenuefinancial savings from reduced rework, lost time, improved resource management and usageimproved time to market for new products and servicesimproved decision making and optimized risk.
Standards based on ITILITILBS 15000ISO 20000BS15000 the first standard derived from ITIL
ISO 20000: ISO standard derived from ITIL
SUMMARY OF ITIL v3 PROCESSES & FUNCTIONS
SERVICE LIFE CYCLE APPROACH
The Four Ps
The implementation of ITIL as a practice is about preparing and planning the effective use of The Four Ps:People Processes Products Partners
FOCUS AREAS
Key CONCEPTS..Service & Service OwnerService ManagementProcess & Process OwnerFunctions, Staff, RolesMetrics, Interfaces Accountable, Responsible, Consulted, Informed or ARCIPlan, Do, Check, Act or PDCA, Deming's Process Improvement Cycle Compliance & GovernanceConcept of Caps
ARCI Model Accountable = Sign off Authority Responsible = The DoersConsulted = Have InputInformed = Kept Aware
Key:
A= Accountable; ultimately answerable for completion of task (only 1 person per task)
R = Responsible; performs the task
C= Consulted; provides information or assistance
I = Informed; kept apprised of the activity
Continuous step by step improvementConsolidated of the level reached(e.g. ISO 9001)PLAN DO CHECK ACT (Demings Cycle for Improvement)
STORY TIME
1. SERVICE STRATEGY
ACTIVITIES OF SERVICE STRATEGYIdentify market & define your target areasDecide what services you will offer & who are the customers. IE CPSI, Varian
Develop your service offeringsBuild on/improve your services
Develop strategic assetsDevelop new services as requested by customer.
Help clarify the relationships between different services, processes, strategies etc.
SERVICE STRATEGY
1.Demand Management
2.Service Portfolio Management
3.Financial Management
SERVICE STRATEGY 1 OF 3 DEMAND MANAGEMENT
Simply SpeakingDemand Management = Know your customer and then identify his / her requirements
BASIC CONCEPTS OF SERVICE STRATEGYUtility It is derived from the attributes of service which have a positive effect on the performanceWhat does the service do?Functional requirementsFeatures, inputs, outputsFit for purpose
Warranty It is derived from positive effect being available when needed, in sufficient capacity & magnitude & dependably in terms of Continuity & SecurityHow well service does itFit for use
OBJECTIVESTo understand customers current requirements
Trend of requirements over a period/business cycle
Match the customers expectations with organization's capabilities of providing services
Ensure IT Sevices are in alignment with customers needs
KEY CONCEPTS
Core service vs. Supporting Service
Pattern of Business Activity (PBA), User profile
Business Relationship Management
Core Service vs Supporting ServiceCore Service is the service which actually brings value to the customer. Its a service which is KEY from organization's perspective as wellLab Testing, the core services provided will be all lab samples testing so IT Services that support Soft would be the Core Service. Supporting Service supports or enhances the core servicesIts like an added feature which may not be desired but important to haveMany times it becomes necessity E.g. supporting services in above case could be providing a helpdesk which helps/troubleshoots any issues/queries faced by users when they access the website
Pattern of Business Activity (PBA) & User ProfileRepresents change in pattern of customers demands as explained by organizationImportant to track as it helps organization identify improvements in existing services or identify future opportunitiesAlso important to study customers business & changing business needs
User ProfileDemand patterns shown by usersUsers means people or even processes/functions etc.Is usually associated with/is subset of PBA
Business Relationship ManagementCustomer centric activities
Constant communication with customer
Helps to know the improvements & future scope for business
Usually the First Point of contact for the customer especially for a first time/new business
METRICSAccurate understanding of customers business needs
Loss of Business to competitors especially for a new services
Improved Customer Relationships
ROLES & RESPONSIBILITIESBusiness Relationship ManagerDocumenting the customers business needs, PBAs, User Profile etc.Ensure SLP matches customers needsDiscussions with internal teams for setting up new SLPs or establishing the existing onceAnalyze potential SLP improvements , Look for future business opportunities with customer
He may have a team working with multiple customers
SERVICE STRATEGY 2 OF 3SERVICE PORTFOLIO MANAGEMENT
Simply SpeakingSPM = How to bundle/package the services
OBJECTIVESPlan for services you can offer
Record of all the services including current, expired & in Pipeline
Provide information/guidance to Service Design
KEY CONCEPTSService Portfolio, Its Components & structure
Business Service, Business Service Management
Business Service vs. IT Service
Service PortfolioIt describes how the services are bundled & packaged
Takes care of Marketing components such asWhat is the REASON customer will buy these services?What is the REASON customer will buy these services from US?SWOT analysis for our Organizations service capabilitiesWhat could be our pricing modelsHow best to allocate resources & capabilities
ACTIVITIESDAAC (Based on DMAIC cycle)DefineTake Service Strategy as input, Define Inventories, Business Case, Validation of Data
AnalyzeDecide Value Proposition, Prioritization, Balance of Demand & Supply
ApproveAuthorize / Finalize the Portfolio, Services, Resources
CharterCommunicate information / decisions, Resource allocation, Chartering of services
Continually Update/ Improve the portfolio begins next DAAC
METRICSHow Accurate & Up-to-Date Portfolio is
Is the information contained is relevant from Market perspective
Is it in alignment with customer needs
ROLES & RESPONSIBILITIESProduct ManagerCreate Business caseEvaluate Marketing OpportunitiesDeploy new services/retire the old onesManage a set of related services
Business Relationship ManagerFirst Point of ContactDocument Customer needs
SERVICE STRATEGY 3 OF 3FINANCIAL MANAGEMENT
Simply SpeakingFinancial Management = Getting the biggest BANG for the IT $$$$.
OBJECTIVESTo serve as strategic tool to align IT services with Financial Decisions
To balance the Cost & Price as appropriate
Accounting for IT Services
Facilitate Accurate Budgeting
Finalize Financial Policies (e.g. Charging)
Financial Review & Control
COST VS PRICECost = Actual Expenditure of providing IT Services
Price = The amount at which one Sells IT Services
Hence Price Cost = Profit
KEY CONCEPTSService Valuation (Previously known as Charging)
Service Investment Analysis (Previously known as Budgeting)
Accounting
SERVICE VALUATION (CHARGING)A mechanism which helps organization to recover at least the expenditure incurred on providing IT services with additional monitorial profits as applicable
Types Cost Recovery (Actual)Cost Plus Fixed FeeCost Plus % of CostsCost Plus IncentivesNotional ChargingFixed PriceTime & Material
SERVICE INVESTMENT ANALYSISWas termed as Budgeting in v2
It is a Time phased allocation of Funds
It helps Track & Control the expenditure pattern
Also guide how to utilize the funds
ACTIVITIESTo design mechanisms for service valuation, Investment Analysis & Accounting
To align IT Business with Districts Finance Priorities
Ensure the accuracy in implementing IT Cost Accounting
METRICSAccuracy in Budgeting, Forecasting & Controls
Quick & Effective financial decision making
Proper IT Accounting
Ensure Timely Bill Payments & Collections
Overall performance of Finance Dept.
Best Practice vs. Good Practice Good practice could be either the application of Best Practice or could be an input to Best Practice itself.Read ALL slides till IT PROCESSES & POSITIONS.There can not be >1 person Accountable for any Task. Any single person can not be Accountable & Responsible for the same task.Please see the Roles & Responsibilities of Demand Management