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IT Infrastructure Library (ITIL)Part 6 - ConclusionCONNECTING BUSINESS &TECHNOLOGY
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Agenda
From ITIL v2 to ITIL v3
EMEA ITIL Survey
2
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ITIL v3
Official publication : 2007 May 30
Main topic :
IT services management processus
IT services lifecycle managementprocessus
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ITIL v3 : new organisation for processes
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ITIL v3 : links between publications
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Les processus ITIL v3
Service Transition
Transition Planning and Support Change Management
Service Asset and Conf igurat ion
Management
Release and Deployment
Management
Service Validation and testing Evaluation Knowledge Management
Service Operation
Event Management
Incident Management Request Fulfillment Problem Management
Access Management
Service Design
Service Catalogue Management Service Level Management
Capacity Management
Availabi l i ty Management IT Service Contin uity Management Information Security Management Supplier Management
Continual Service Improvement
The 7-step Improvement Process
Service Reporting
Service Measurement Return on Investment for CSI Business questions for CSI Service Level Management
Processus
issus de
ITIL v 2
Service Strategy
Financial Management
Demand Management Service Portfolio Management
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ITIL v3 : service relationships
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ITIL v3 : service catalogue, service portfolio and SMKS
Service portfolio Architectural relationships
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ITIL v3 : From CMDB to CMS
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ITIL v3 : Design (1)
Service catalogue
management
Service levelmanagement
Capacitymanagement
Availabilitymanagement
IT service continuitymanagement
Information securitymanagement
Supplier management
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ITIL v3 : Design (2)
Service catalogue management Input : business information, business requirements, service portfolio, CMS Output : the service catalogue Activities :
Agreeing and documenting a service definition
Integrating with service portfolio management
Producing and maintening a service catalogue Interfacing with the business and ITSCM
Interfacing with support teams, suppliers, and configuration management
Interfacing with business relationship management ans SLM
Service level management Input : business information, business requirements, Service straegy (strategies, policies,
contraints), service portfolio/catalogue Output : service reports, SIP, SLAs, SLRs, OLAs, service review Activities
Determining SLA frameworks
Determine, document, agree requirement for new services and produce SLRs
Monitor service performance against SLA
Collate, measure and inproce customer satisfaction
Review and revise underpinning agreements and service scope Produce service reports
Conduct service reviews and instigate improvments (SIP)
Review and revise SLAs
Develop contact and relationships
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ITIL v3 : Design (3)
Capacity management
Input : business information, service and IT information, workload information, performanceissues
Output : CMIS, capacity plan, capacity and performance reports
Activities : Business Capacity Management
Service Capacity Management
Component Capacity Management
Underpinning activities : utilization monitoring, response time monitoring, analysis, tuning, implementation
Threshold management and controldemand management
Modellin and trending
Application sizing
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ITIL v3 : Design (4)
Availability management
Input : service information, business impact information, prvious risk analysis Output : AMIS, availability and recovery design criteria, availability, relaibility and
maintenability reports, preventive maintenance schedules
Activities Reactive activities : monitor, measure, analyse and report, unavailability analysis, service
failure analysis
Proactive activities : identifying VBFs, designing for availibility (from base products toredundancy) , fault tree, analysis, risk analysis and management, planned and prevantivemaintenance,
IT service continuity management
Input : business information
Output : ITSCM plans, ITSCM tests
Activities
Initiation
Requirements and strategy Implementation
Ongoing operation
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ITIL v3 : Design (5)
Information security management
Activities Security controls
Management of security breaches andincidents
Supplier management
Output : SCD, supplier and contractsreports
Activities
Evaluation of new supplier and contracts
Supplier categorization and maintenance ofthe Supplier and Contracts Database (SCD)
Establishing new suppliers and contracts
Supplier and contracts management andperformance
Contract renewal and/or termination
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ITIL v3 : Transition (1)
Transition Planning
and Support
Change management
Service asset &configurationmanagement
Release &
deploymentmanagement
Service & validationtesting
Evaluation
Knowledge
management
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ITIL v3 : Transition (2)
Transition Planning and Support
Input : authorized RFC, Service Design Package, Release package definition and designspecification, Service Acceptance Criteria
Output : Transition strategy, integrated set of service transition plans
Activities :
Transition strategy
Prepare for service Transition
Planning and coordinating Service Transition
Provide transition process supportChange Management
Input : RFC, Change proposal
Output : Rejected or Approved RFC
Activities
Create and record RFC
Review the RFC
Assess and evaluate the change Authorizing the change
Coordinating change implementation
Review and close the change
CAB, Normal changes, Emergency changes
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ITIL v3 : Transition (3)
Service Asset and Configuration Management * Triggers : RFC, PO, acquisitions, and service requests
Activities :
Management and Planning
Configuration Identification
Configuration Control
Status Accounting and Reporting
Verification & Audit
Release & Deployment Management
Input : authorized RFC, service package
Output : release & deployment plan, service notification
Activities
Planning
Preparation for build, test, deployment
Build and test
Service testing an pilots
Plan & Prepare for deployment
* Service CIs : Service capability assets (organization, people,
processes, knowledge), service ressource assets (finacial capital,
systems, applications, information, data), service model, service
package, Release package, service acceptance criteria
Perform transfer, deployment and retirement
Verify deployment
Early life support
Review and close a deployment
Review and close Service Transition
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ITIL v3 : Transition (4)
Service Validation and Testing Input : service package, SLP, releas & deployment plans, acceptance criteria
Output : Configuration basline of the testing environment, results form tests, analysis of the results
Activities : Validation and test management
Plan and design test
Verify test plan and test design
Prepare test environment
Perform tests
Evaluate exit criteria and report
Test clean up anc closure
Evaluation Input : service package, Service Acceptance Criteria, test results and reports
Output : Evaluation report for change management
Activities Evaluation plan
Understanding the intended effects of a change
Understanding the unintended effects of a change
Evaluation of predicted performance
Evaluation of actual performance
Risk management
ITIL 3 T iti (5)
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ITIL v3 : Transition (5)
Knowledge Management
Activities :
Knowledge management stratgy
Knowledge transfer
Data and information management
Using the service management knowledge system
ITIL 3 O ti (1)
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ITIL v3 : Operation (1)
Event
Management
IncidentManagement
Request Fulfilment
Problemmanagement
Accessmanagement
Common ServiceOperation activities
ITIL 3 O ti (2)
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ITIL v3 : Operation (2)
Event Management
Activities : Event notification
Event detection
Event filtering
Significance of events
Event correlation
Trigger
Response selection
Review actions Close event
Incident Management
Activities
Incident identification
Incident logging
Incident categorization
Incident prioritization
Initial diagnosis
Incident escalation
Resolution and recovery
Incident closure
ITIL 3 O ti (3)
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ITIL v3 : Operation (3)
Request Fulfilment
Input : ServiceDesk
Activities :
Menu selection
Financial approval
Other approval
Fulfilment
Closure
Problem Management
Activities
Problem detection
Problem logging
Problem categorization
Problem prioritization
Problem investigation and diagnosis
Workarounds
Raising a known error record
Problem resolution
Problem closure
Major problems review
ITIL v3 : Operation (4)
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ITIL v3 : Operation (4)
Access Management Input : RFC, service request, other request
Activities : Requesting access
Verification
Providing rights
Monitoring identity status
Logging and tracking accessremoving or restricting rights
Common Service OperationActivities Monitoring and control
IT Operations (Jpb scheduling,backup, output)
Mainframe management Server management and support Network management Storage and archive Database administration Directory services management Desktop support Middleware management Internet / web management Facilities and data centre
management Information security management
A d
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Agenda
From ITIL v2 to ITIL v3
EMEA ITIL Survey
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Context
The 2009 ITIL and Business Performance Management was targetedat EMEA(Europe, Middle East and Africa) companies
26 questions
Carried out between November and December 2009
20countries are contacted (Middle East counts as one)17countries participated
70persons from 11countries answered
38 from France
8 from Austria
5 from Norway
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History and Investment
The question of investment is important because
its the first maturity indicator of companies aboutthe best practices ITIL.
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The average time ofinvestment in ITIL is 3.5
yearsin 2009 against 2.9
yearsin 2008
Since 2007, ITIL budgets,
for the most part, have either
remained stable or have
grown.
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Customers and Services
The IT Departments work for inner customers; the
customers satisfaction and the degree offormalization of Service Catalogue are indicators
of companies maturity.
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Customers and Services
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The formalization of the serviceoffers is function of the investment
period.
Investment for less 3 years
Investment for more 5 years
More the investment period is
important and more the service
offers are formalized and more the
contracts of service are used for
the inner invoices.
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Organization and Processes25/11/2013
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The IT Departments create always a Service Desk tomanage their customers.
ITIL v2 are quite implemented with Incident, Problem andChange Management
ITIL v3 appear with Request Fulfillment Management
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Organization and Processes25/11/2013
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The change resistance andthe lack of middlemanagement support are themain reasons against theinvestment in ITIL.
The Service Qualityimprovement is the main
reason of the investment
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Industrial Integration
To be efficient, the processes of best practices
must be thought with a view of industrialization and
automation. Processes are more efficient if theycommunicate and if the implement is
homogenous.
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Industrial Integration
The automation of the CMDB/CMS is also limited. Only the processesof Incident, Problem and Change Management are supported by the
CMDB/CMS.
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Industrial Integration
The maturity of ITIL isnt measured for many companies
The measure of the Quality of Service (QoS) is automated for theIncident Management.
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Industrial Integration
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The Incident/ProblemManagement is
implemented with a
homogenous solution
The other processes are
less implemented but
homogeneity is searched
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Industrial Integration
Many companies use a self-service desk and the main utility for the final
user is to submit (or read) information about incidents.
An access to the Service Catalogue is also present for some companies.
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Performance Management
The Performance Management allows to the IT
Department to provide a Service Level fitted to the
customers needs.The following questions talk about the used
methods.
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Performance Management
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The best practices ITIL are
seen as a help to realize the ITDepartment objectives
P f M t
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Performance Management25/11/2013
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Its still difficult to measure the
contribution of these practices about
the productivity.
The innovation isntintegrated in the CSI.
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Performance Management
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Companies make a effort toverify their control about
suppliers
They prefer to manageinternally their service
management tools.
Performance Management
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The Software as a Service arent cited in this survey. Two possible reasons :
They arent known by IT Departments IT Departments perfer traditionnal solutions to manage the IS
Conclusion
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Conclusion
The survey confirm : ITIL implementation with the Request Fulfillment Management, the
service contract and service portal
Harmonization of processes and rationalization of tools
A pragmatical implementation of ITIL v3
To ensure an optimal QoS, IT departments invest : To rationalize their functioning using ITIL
To evaluate their performance using KPI
The 2 key factors for deploying ITIL are: organizational change management
sponsorship of managers
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Contact
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C O N N E C T I N G B U S I N E S S & T E C H N O L O G Y
Author
Date
FurtherInformation
Contact
ContactDevoteam Jean-Marc Chevereau
Phone +33 1 41 49 48 48 / +33 6 64 48 96 99
Email [email protected]
Country France
www.devoteam.com
Algeria
Austria
Belgium
Czech Republic
Denmark
France
Germany
Italy
Jordan
Luxembourg
Morocco
Netherlands
Norway
Poland
Russia
Saudi Arabia
Spain
Sweden
Switzerland
Tunisia
Turkey
United Arab Emirates
United Kingdom
Devoteam Group
This document is not to be copied or reproduced in any way without Devoteam express permission.
Copies of this document must be accompanied by title, date and this copyright notice.
Jean-Marc Chevereau
Janvier 2010
http://www.devoteam.com/http://www.devoteam.com/