ITIL Version 3 Road Show

ITIL V3 Global Road Show

Todays agenda

Introduction & high level story The 5 books Qualifications The road ahead

Housekeeping

Where to go if The Lord of the Ringtones Breaks Other

Thanks to

The Author team Our Sponsors The Delivery team

ITIL V3 Global Roadshow

TheITILServiceTeam

Contract Mgmt

TSO Core Practices Web Services

IP Mgmt Board

Exam Institutes Examiner Panels

Quals Board

Marketing
Comp Portfolio Course Providers

Partners

CorePracticeTeam TheChiefs
OGCOPERATIVE ChiefEditor Author ITILEvangelist
THEIR MISSION E L IB S S O P IM
TSOOPERATIVE Publisher Taskmaster ITILEvangelist
ChiefArchitect Author ITILQueen INOPERATIVE

TheAgents

Michael Nieves Accenture Majid Iqbal Carnegie Mellon University David Wheeldon Hewlett Packard David Cannon Hewlett Packard Colin Rudd ITEMS Ltd Vernon Lloyd Fox IT
George Spalding Pink Elephant Gary Case Pink Elephant
Shirley Lacy ConnectSphere Ivor Macfarlane Guillemot Rock Sharon Taylor Aspect Group
GLOSSARY Ashley Hannah HP Stuart Rance - HP SERVICE MODEL Jeroen Bronkhorst - HP

ThePurposeofV3

Meettheneedsoftodayandtomorrow EvolveSMpracticestonextlevelofmaturity Addresscurrentpracticegaps Embedsolidprocessesintoaservicelifecycle Strongerconnectiontoconverging frameworks
Governance Standards Management

Theneedforchange

Morepracticalhowto guidance Improvedconsistencyandcomprehensiveness Extendthefocustomeasurablebusinessvalue Visiblelinkstootherindustrypractices Guidanceincontexttocurrentneeds

ITIL AtyourService

CoreStructure
ISO 20000 CMMI eSCM ISO 27001 COBIT Six Sigma

WhyaLifecycle?

Buildingonagreatpractice base Enablingintegrationwith businessprocess Managingservicesfromcradle tograve Removingprocesssilos Reflectingthepublicfeedback forholisticlifecyclefocus

Alifecyclestageatwork

Plan Do Check

Policies& Principles

Processes

Measure

Fundamentals

Activities

Review

Organization R&R

Functions

Deliverablesto nextstage

Nonlinearprocess
Event Incident Problem Technology Access Financial

Generation

Catalogue Service Level Availability Capacity Continuity Supplier Portfolio

Demand

Change Asset & Configuration Release and Deployment Validate

ValueforServices

ServicesasAssets
Sustainableperformance ServiceUtilityandWarranty
What the customer gets fit for purpose
How it is delivered fit for use

TheServicePortfolio

Service Portfolio
Description Value Proposition Business Cases Priorities Risks Offerings and Packages Cost and Pricing
Services Service Catalogue(s) Services Supported Products Services Supported Products Policies Supported Products Policies Ordering and Request Policies Procedures and Request Ordering Procedures and Ordering Support Terms and Request Procedures Conditions Terms and Support Conditions Support Entry Points and Terms and Escalations EntryConditions Points and EscalationsPoints and Entry Pricing and Chargeback Escalations Pricing and Chargeback Pricing and Chargeback
Service Catalogue(s) Service Catalogue(s)
FiveAspectsofServiceDesign
1. 2. 3. 4. 5. Requirements,Resources,Capabilities ManagementSystems,Tools TechnologyandManagementarchitectures Processes Measurementsystems
ServiceKnowledgeandStability
Service Knowledge Management System Wisdom

Presentation Layer

Knowledge
Knowledge Processing Layer Informatio n Integration Layer Data and Informatio n Service Knowledge base CMIS KEDB AMIS

What ever happened to other process frameworks such as TQM, BPR, QC, et al.?
What is the service strategy of ITILv2?
A model whereby the strategy is the optimization of work tasks. The parameters of value are contained within the walls of IT Value means making whatever you want more efficiently. Not wrong, but are you making the right things to begin with, or can you create more value by undertaking broader or narrower missions?
ITIL v2 Publication Framework
What is the service strategy of ITILv3?
It is a model whereby the strategy begins with the customers desired outcomes. Customers dont buy products, they buy the satisfaction of particular needs. This means that what the customer values is often different from what the service provider thinks he or she provides. Acknowledges that every service provider is subject to competitive forces.
Service Strategy sits at the core of the new ITIL v3 Service Lifecycle

What is a Service?

Services are a means of delivering value to customers by facilitating outcomes customers want to achieve, without the ownership of specific costs and risks.
Utility: What the Customer gets
Utility is measured on the basis of the number of key outcomes supported and constraints removed
Warranty: How is it delivered
Warranty is measured in terms of the levels of Availability, Capacity, Continuity and Security

Value Creation

The basis of differentiation in the Market Space
What is a Service Strategy? A means to become not optional.
The lifecycle begins with Service Strategy, the discernment of an IT organizations strategic purpose; a topic that often gets short shrift in the pursuit of day-to-day practicalities. It service strategy helps senior managers understand how their organization will differ from competing alternatives and thereby satisfy both customers and stakeholders. Properly done, these core strategic concepts can and should lead to powerful and practical insights where is the organization headed and what does it need to do to get there?
Operational efficiency is necessary but not sufficient.
IT services are now part of the fabric of the business and customers expect guaranteed levels of service:
A few years ago, customers could only use ATMs to withdraw cash.
Service strategies are required to create long-term value for Customers and Stakeholders.
A few years ago, customers could only use ATMs to withdraw cash. Today, the entire customer experience may take place through ATMs:
withdraw cash; pay in cheques and cash; manage their accounts; transfer money; obtain quotes for loans; top-up their mobile phones.

Who will shape the service strategies of tomorrow?
Service strategies will shape the ATMs of tomorrow.
Why should CIOs care about ITILv3?
Whilst CIOs will still care about achieving operational excellence in order to deliver robust services to the Business and its Customers
Inability to react effectively to major Service Events or Crisis
Unacceptable levels of Service availability Unclear and uncontrolled Service costs Inability to respond to changing Business needs Ineffective Service improvement Programmes Inconsistent reporting of Service performance
Perception of poor quality and inconsistent ways of working Inability to demonstrate regulatory compliance (eg SOX)? Unclear compliance against Software Licence Agreements Complex infrastructure and unclear end-to-end IT Services
they will also need to understand how to shape service strategies that create value for Business and its Customers. The new Service Strategy volume deals with these C-Level Business concepts. For example:
Defining Services; Defining Strategy; Value Networks, Value Creation and Value Capture; Market Spaces and Solution Spaces; Business and IT Service Management; Service Portfolios; Enterprise Architecture and Service Oriented Architecture; Types of Service Providers; The Business Case for building Service Assets and Service Management Capabilities; Measuring Service Performance.
Business outcomes and performance of customer assets are the basis for valuing services and service management

Leverage

People dont buy quarter-inch drills. They buy quarter-inch holes. - Theodore Levitt
2007 Metaphor Systems. All rights reserved.
Service management synchronizes the productive capacity of service assets with business activity of customer assets

Customer

Service Provider
Operation schedules Resource allocation Capacity adjustments
Usage profiles Patterns of business activity

Customer assets

Service assets
Service Level Packages Pricing policies Service Level Agreements
Principles in practice Specialization & coordination Synchronization Closed-loop system Feedback & learning Loose-coupling
Services and service level packages are tagged with the outcomes for which they have service potential

WSP1 WSP2 WSP3

COM1 COM2 COM3

STR1 STR2 STR3

SEC1 SEC2 SEC3
Keeping geeks happy for over a quarter of a century. Credo of James J. Skees Building Facilities Manager, School of Computer Science, Carnegie Mellon University
2006-2007 Crown Copyright.
On behalf of customers, Relationship Managers negotiate productive capacity in the form of suitable services
Product Manager Productive capacity
Principles in practice Separation of concerns

Service Catalogue

Agency Loose-coupling Portfolio
The Service Portfolio represents investments across the Service Lifecycle necessary to implement strategy

Third-party catalogue

Service Design Service Operation

Retired services

Economy does not lie in sparing money, but in spending it wisely. - Thomas Henry Huxley
So, Service Strategy is not the exclusive concern of strategists who come to work in specially marked cars!!

CIO / Director

Thank you!

Product Manager

Service Design
Authors Colin Rudd ITEMS Vernon Lloyd FoxIT
See first that the design is wise and just: that ascertained, pursue it resolutely do not for one repulse forego the purpose that you resolved to effect William Shakespeare 1564 -1616 A common mistake that people make when trying to design something completely foolproof was to underestimate the ingenuity of complete fools. Douglas Adams

Business Process Change

Business Requirements & Feasibility
Business Process Development
Business Process Implementation

IT Service

Business Benefits Realisation

IT Service Requirement

IT Service Lifecycle

Service Definition

Definition:
'The design of appropriate and innovative IT services, including their architectures, processes, policies and documentation, to meet current and future agreed business requirements'

Requirements

The Business / Customers
Objectives from Requirements

Strategies Policies

Resource and constraints
Service Portfolio Service Catalogue
Solution Designs Architectures

SDPs Standards

Service Transition

Transition Plans

SKMS Tested solutions

Service Operation

Operational Plans

Operational services

Continual Service Improvement
Improvement actions & plans
The five aspects of Service Design
Design of the service solutions
Design of the Service Management Tools (and other supporting systems) Design of the technology architectures and management systems Design of the processes Design of the measurement systems, methods and metrics
There is a requirement to design all processes Processes covered in detail: Service Level Management Availability Management IT Service Continuity Management Supplier Management Information Security Management Capacity Management Service Catalogue Management.

The Service Catalogue

Business Process 1

Business Process 2

Business Process 3
Business Service Catalogue
Service A Service B Service C Service D Service E
Technical Service Catalogue

Support Services

Hardware

Software

Applications

Customer perspective

Business perspective

Innovative perspective

Financial perspective
Business objectives & metrics
IT objectives & metrics
Overall service & customer metrics
(Response & (Financial (Process (Customer Satisfaction) performance) innovation) performance)
Service Customer Customer Service quality feedback complaints functionality
Individual Process metrics
Process 3 quality Process 2effectiveness costs efficiency quality Process 1effectiveness costs efficiency
progress compliance effectiveness efficiency
Service D Service Customer Customer Service Service quality surveys complaints functionality C Service Customer Customer Service functionality Service Service Customer Customer Service B quality surveys complaints quality surveys complaints functionality Service Customer Customer Service Service A quality surveys complaints functionality
Individual Component metrics
Component 3 Availability ComponentPerformance Capacity Failures Changes 2 Availability Performance Capacity Failures Changes Component 1
Availability Performance Capacity Failures Changes
Individual service & customer metrics
Design is the art of gradually applying constraints until only one solution remains.

Level of warranty

Resource constraints including schedules

Desired service solution

Value & ethics
Existing commitments Comparative unit costs
Acceptable service solution

Technology constraints

Copyright, patents & trademarks
Solution space or the set of designs that are allowed with the given set of constraints
Compliance with Standards & regulations

Capability constraints

Utility to be provided
Other constraints: policy, governance, etc.

New Requirements

Operational New Services Strategies and constraints Service Design Package

Service Operations Service Design
Analyse requirements, document & agree

Design service solution

Evaluate alternative solutions
Procure the preferred solution

Develop the solution

Architectures

Measurement Methods

Key Service Design processes Service Catalogue
SLM: Policy, plans, SIP, SLRs, SLAs, OLAs, reports Capacity: Policy, plans, CMIS, reports, sizing, forecasts Availability Policy, plans, design criteria, risk analysis, AMIS, reports, schedules IT SCM: Policy, Plans, BIA, BCPs, IT SCPs, risk analysis, reports & schedules Security: Policy, plans, risk analysis, reports, classification, controls Supplier: Policy, plans, reports, SCD , contracts

Service Catalogue M.

Service Level Management

Capacity Management

Availability Management

IT Service Continuity M.

Information Security

Supplier Management

Processes input from other areas: including Event, Information, Incident, Problem, Request Fulfilment, Access, Change, Configuration, Knowledge,, Release Planning, Risk Evaluation, Testing, Build and Test, Release Acceptance, Deployment, IT Financial, Service Portfolio, Demand Management

Summary

Design is so critical it should be on the agenda of every meeting in every single department. Tom Peters Design is not just what it looks like and feels like. Design is how it works. Steve Jobs Good design is the most important way to differentiate ourselves from our competitors. Samsung CEO Yun Jong Yong Your products run for election every day and good design is critical to winning the campaign. Procter & Gamble CEO A.G.

Lafley

Design's fundamental role is problem solver Fast Company
The better the design the less the need for rework

Col & Vern 2007

Colin Rudd FISM Vernon Lloyd FISM
Authors: Shirley Lacy, ConnectSphere Ivor Macfarlane IBM
Service Transition Taking ITIL forward

Value to the business

Integrate/align new or changed services with the customers business Ensure that the changed service can be used in a way that maximizes value to the business operations Deliver more change successfully

Across the customer base Reduce unpredicted impact and risks Reduce variation - estimated v. actuals Services - fit for purpose, fit for use
What is Service Transition?
Taking the design and transitioning the Service into operations focused on Service Delivering in the actual circumstances Practices to:
Make it easier for to adopt and manage change Standardize transition activities Maintain the integrity of configurations as they evolve Expedite effective decisions Ensure new / changed services will be deployable, manageable, maintainable, cost-effective

Key Processes

Lots that isnt new - but improved Change management Configuration management Release and Deployment Nothing much there to upset your Tools Training Practitioners

Change Management Scope

Business Strategic change

Manage the business

Service provider

Supplier

Manage the suppliers business

Manage IT services

Tactical change
Manage the business processes Service change

Service portfolio

Manage external services

Operational change

Manage business operation

Service operations

External operations
Whats improved Change & configuration management

Change

Normal, standard emergency change models Change evaluation More granular change authorization

Design

Configuration structures, models, levels Processes, procedures, workflows Configuration management system
Managing change to service assets and configurations
Optimisation and lifecycle management of service assets Capturing baselines and releases Minimizing issues due to improper configurations
Configuration Management System - CMS
Presentation Layer Knowledge Processing Layer Information Integration Layer

Integrated CMDB

Data and Information
Whats improved Release and Deployment
Change Management Service Asset and Configuration Management

Plan and prepare release

Build and test
Service testing and pilots
Plan & prepare deployment
Transfer, Deploy, Retire Early Life Support
Review and close service transition

Release and Deployment

Whats new Transition planning and support

Integrated planning

Transition capacity and resources Across all service transition
With service operations and CSI With the business, customer and users

Proactive support

Maintain/ re-use transition models Progress tracking & management Course corrections Transition closure

What Else is New

Oversee management of organization and stakeholder change Service Transition Planning and Support
Plan and prepare release Service testing and pilots Plan & prepare deployment Transfer, Deploy, Retire Early Life Support Review and close service transition
Service Validation, Testing and Evaluation Knowledge Management
Whats new Service V model
Level 1 Level 2 Level 3 Level 4 Level 5
Build & Test Business/ Customer Needs Service Design Service Operations Service Acceptance Service Op. Readiness Test Service Transition Stage 1
Test models and Testing perspectives
Structure, baselines, evidence More controlled handovers / release

Whats new SKMS

Service Knowledge Management System

Decisions

Configuration Management System
Configuration Management Databases
Whats new - Managing organizational change
Strategies to manage organization, stakeholder, people change Peoples commitment, roles and emotions
Performance optimum performance
shock external blame avoidance self blame
The emotional cycle of change
Service Transition Moving ITIL forward
Delivering what the business needs Services fit for purpose, fit for use Integrated, holistic, standard approach Reduce variation predicted vs actual
Quality, Cost, Time Capabilities, Resources, Capacity Risks, Errors and incidents
More IT enabled change that adds value to the customers business
Shirley Lacy Ivor Macfarlane

Business as Usual

Why Service Operation?
Stability but not stagnation Realizing value Responding to operational needs in Business and Technology Great design is worth little if it can not be delivered Achieving balance

What Were we Thinking?

Service and Infrastructure are not different worlds Different service models will be operated differently we limited ourselves to IT The what and the who are equally important The world of Operation does not stand alone

Context

Monitoring and Control
Context - Monitor Control Loop

Control

Compare

Monitor

Activity

Output

Complex Monitor Control Loops

Norm Control Compare

Output Input
Context - The ITSM Lifecycle
IT Managers, Vendor Account Execs, IT Execs Business Executives, Business Unit Managers, Customers
Portfolio, Standards, Architectures

1 Service Design

Tech Architectures, Performance Stds

2 Service Transition 3

OutputInput
Technical Experts, Vendor Support, IT Operational Staff
Service Operation Processes

Incident Management

Event Management

Request Fulfillment

Incident Management Self Help Request Fulfillment

Self Help

Significant potential to:
Improved responsiveness Reduced demands on IT staff Reduced costs Improved standardization Improved quality
Web Based Front End Menu Driven Shopping Cart Experience Incident Management Request Fulfillment Change Management Deployment Access Management Asset or CMDB
Event Management Logging and Filtering

Exception

Filter Event

Warning

Event Management Managing Exceptions
Incident Incident Management

Incident/

Problem / Change?

Problem

Problem Management

Change Management

Event Management Information & Warnings
Incident Incident/ Problem / Change? Problem

Human Intervention

Auto Response
Problem Control Error Control Problem Control
Service Operation Reactive Processes

Known Error

Service Operation Functions
Service Desk IT Operations Management

Technical Management

Operations Control Facilities Management

Application Management

Common SO Activities
Mainframe Management Server Management Network Management Storage and Archive Database Administration Directory Services Management Desktop Management Internet / Web Management Etc.
The Application Management Lifecycle

Optimize

Design

Operate

Deploy

Questions?

Answer Known?

Answer

Thank Audience Leave
State that time has run out
ITIL v3 Continual Service Improvement
Gary Case George Spalding Pink Elephant
Organizations Have Always Talked About It
CSI is not a new concept. Organizations have talked about it for many years; but, for most, the concept has not moved beyond the discussion stage. For many organizations, CSI becomes a project when something has failed and severely impacted the business. When the issue is resolved, the concept is promptly forgotten until the next major failure occurs

Whats Different in v3

Most everything CSI was only addressed as part of Service Level Management in v2 Addressed as part of the overall Service Lifecycle Improvement Model in v3 Continual Improvement Process in v3
CSI Goals, Scope & Key Processes

Goals

To identify and implement improvement activities on IT Services that support the business processes as well as identify and implement improvements to IT Service Management processes. The improvement activities will support the Lifecycle approach through Service Strategies, Service Design, Service Transition, and Service Operations and should always be looking for ways to improve process effectiveness, efficiency as well as cost effectiveness
Service and Service Management improvement All of IT
Service Level Management (monitor, report, review) Problem Management (Proactive / trending / analysis) Knowledge Management (DIKW)

CSI Objectives

Review, analyze and make recommendations on improvement opportunities in each lifecycle phase: Service Strategies, Service Design, Service Transition, and Service Operations Review and analyze Service Level Achievement results Identify and implement improvement activities to improve IT Service quality and improve the efficiency and effectiveness of ITSM processes Improve cost effectiveness of delivering IT Services Identify and implement improvement activities of the ITSM processes and supporting tools Ensure applicable quality management methods are used to support continual improvement activities
Continual Service Improvement Model
What is the Vision? Business Vision, mission, goals and objectives Baseline Assessments
Where are we now? How do we keep the momentum going?

Where do we want to be?

Measurable Targets

How do we get there?

Service & Process Improvement Measurements & Metrics

Did we get there?

The Continual Improvement Process
Service Lifecycle Improvement
Service Strategy Strategies Policies & Standards Feedback lessons learned for improvement Feedback lessons learned for improvement
Service Design Output Plans to create and modify services and service management processes
Feedback lessons learned for improvement Service Transition
Feedback lessons learned for improvement
Manage the transition into production of a new or changed service and/or service management process

Feedback lessons learned for improvement Service Operation
Day to day operations of services and service management processes
Activities are Embedded in the Service Lifecycle

CSI Review

Key Messages
Everyone has responsibility for continual improvement Each handoff can provide an opportunity for improvement Relies on other service management processes
Needs to be treated just like any other process
Policies Roles and responsibilities (different for program, project and production) Procedures Management information and reporting
Publisher TSO Products Core Practices Web Services Marketing
Comp Portfolio IP Mgmt Board

Accreditor APMG Partners

Exam Institutes Examiner Panels Course Providers
Examiners, Working Groups
Development of Qualification structure for ITIL v3 Design the certification elements required of the scheme Produce the requirements for learning objectives and knowledge competency Produce the supporting accredited formal syllabi Produce the requirements for delivery mechanism Produce sample examinations in support of the syllabi Provide recommendation on the required trainer and course provider competency to deliver against the scheme Manage Exam bank
Must offer value to the career objectives of the student Allow innovation and flexibility and value for Course Providers Meets learning objectives and competency outcomes Blooms taxonomy for setting exams Contribute to the maturity of ITSM professionalism Responsive to evolving market demand Transitional V2 V3 bridging
Modular design Official Study aids Flexible Choice Career path oriented V2 to V3 bridging Service Lifecycle Service Capability Classroom E-learning On Demand examination Live Exam Bank
Advanced SM Professional Diploma

ITIL Diploma

E OC PR

BA SE D

Managing through the Lifecycle

LI FE CY CL

ITIL Service Lifecycle Modules
ITIL Service Capability Modules

SS /R E OL

D SE BA
ITIL Foundation for Service Management

ITIL Diploma Achieved

15Credits 16 Credits

Ca bi pa

Li f ec yc le

re St am

2 credits

V3 Manager Bridge 5

5 Managing

15Credit s 3 3

through the Lifecycle 5

16 Credits

V2 Service Manager 17

V3 Bridge.5 V3 Bridge.5

V2 Foundation Certificate 1.5

ITILFND01

Content Service Management as a practice The purpose of this unit is to help the candidate to define Service and to comprehend and explain the concept of Service Management as a practice. Specifically, candidates must be able to: 1.Describe the concept of Good Practice (SS, SD, ST, SO, CSI 1.2.2) 2.Define and explain the concept of a Service (SS, SD, ST, SO, CSI 2.2.1) 3.Define and explain the concept of Service Management (SS, SD, ST, SO, CSI 2.1) 4.Define and distinguish between Functions, Roles and Processes (SS 2.3, 2.6.1, 2.6.2, SD 2.3, SD 3.6.4, ST 2.3, SO 2.3, 3.1, CSI 2.3) 5.Explain the process model (SD 3.6.4) 6.List the characteristics of processes (Measurable, Specific results, Customers, and Responds to a specific event) (SS 2.6.2, SD, ST, SO, CSI 2.3.2) The recommended study period for this unit is 1 hour.

Foundation Approved - Launch June 13th V2 V3 Foundation bridge in review Lifecycle and Capability Modules in development Professional Module in development
QUALIFICATION V3 Foundation Examination V2 to V3 Foundation Bridge V2 to V3 Managers Bridge Examination Diploma available to existing Managers Lifecycle Modules Capability Modules Managing Through The Lifecycle Examination Diploma available to new students V2 Managers/Practitioners retired
DATE June 2007 (V2 Foundation ends Dec 31 2007) QQQQQQQQ4 2008
This presentation is the copyright protected property of the OGC. Re-use in any form is prohibited without the express written consent of the OGC.

Reaping what we sow

Service Management is the means but not an end
A route guide and trip planner
V3 Core practices are the seeds of future vision A community garden tended by fellow travelers
Applied the service lifecycle to V3

Strategy

Defined our market Created the portfolio scope Built the organizational structure
Gathered requirements Designed the infrastructure Delivered a SDP to the author team

Transition

Built the practice Tested and validated with QA Established the SAC Deployed the service

Operation

Now in Early Life support Begin monitoring and control
Need your feedback to measure and monitor the health of ITIL itSMF members are a nucleus of knowledge and experiences You are our partners in research and innovation

ITIL for our future

The Core radiates knowledge, The Complement builds upon it, The ITSM community breathes life into it. When we invest in the future We create it!

Q&A