ITIL Awareness

IT Advisory
ITIL Awareness Session

University of Sussex
April 2008
Agenda
1) Short overview of ITIL and IT Service Management
background
2) What are the benefits of following the ITIL framework?
3) What are the key elements for success?
4) What are the ITIL processes?
5) What alternatives to ITIL exist, and how do they
complement one another?
2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
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KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.
ITIL Background
Conceived by the UK government over 25 years ago
Embraced by non-government institutions to become an international
authoritative reference point

Followed by organisations of various sizes, in various industry sectors
Covers all major elements of operating IT services
Evolution of best practices has brought us to v3, launched May 2007
ITIL is a Library, a collection of books containing leading practices in IT
Now available online, by subscription
Implementation Benefits
Improve consistency, remove need to reinvent the wheel
Improve end-user satisfaction
Measure service performance
Adopt continual improvement approach
Introduction of service culture
Identify and reduce operational costs
Improve efficiency
More closely align IT with the business
Improve standard and frequency of communication between IT and the
business
What is IT Service Management?

A series of best practices which allow IT departments to operate more
efficiently and effectively
Facilitates the alignment of IT to the business

Collection of industry best practices embodied in a series of books known
as ITIL (IT Infrastructure Library)
Produced by The Office of Government Commerce (OGC), published by
the Stationery Office
ITIL is widely recognised as the authoritative reference framework for IT
Service Management
Organisations encouraged to adopt and adapt the processes
incorporating existing methods and activities in a structured way leading

to better planning and improved alignment
ITIL forms the basis of ISO 20000, the international standard in IT
Service Management
Some important definitions

What is the ITIL framework?
A set of guidelines to which we can align
Something which we can adopt and adapt
What is a service?
The collection of IT elements which come together to deliver
something that the user perceives, which supports a business process
What is a process?
A collection of steps which, when executed, deliver a defined outcome
Whats a KPI?
A Key Performance Indicator which is used to measure process
performance
Everything thats bad about Processes
Critical Components
People
Culture, Attitude,
Belief, Knowledge
and Skills
Processes
ITIL
Infrastructure
including
tools
Technology
Efficient, Effective and Economic

ITIL v3 Publications
Access to KPMG ITIL v3 online:

http://www.best-management-practice.com/
Introducing ITIL
Governance Methods
Knowledge
& Skills
Service Lifecycle Approach

Standard
Alignment
Continual Service
Improvement
Speciality
Topics
Case
Studies
Service Design
Service
Strategies
Executive
Introduction
Templates
ITIL
Service
Operation
Continual
Service
Improvement
Service
TransitionContinual
Service
Improvement
Study
Aids
Continual Service
Improvement throughout
Complementary Guidance
published / underway
Key Element Guides
Study Guides
Case Studies
Templates
Scalability
Qualifications
Quick Wins
10
ITIL Processes
Service Strategy
IT Financial Management
Demand Management
Service Portfolio Management
Service Design
Strategy Generation
Service Catalogue Management
Service Level Management
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Supplier Management
Service Transition
Transition Planning & Support
Change Management
Service Asset & Configuration
Management
Service
Operation
Release
& Deployment
Management
Event
Management
Service Validation & Testing
Incident
Management
Evaluation
Request Fulfillment
Continual
Service
Improvement
Knowledge
Management
Problem Management
The 7-steps Improvement Process
Access Management
Service Reporting
Service Measurement
Return on Investment for CSI
11
Service Portfolio Management

The Service Portfolio represents the commitments and investments
made by a service provider across all customers and market spaces.

It represents present contractual commitments, new service
development, and ongoing service improvement plans initiated by

Continual Service Improvement
The service portfolio provides a holistic view of
Service Pipeline
Service Catalogue
Retired Services
Can assist IT in project and operational resourcing, project portfolio
management and therefore investment decisions
12

A Service Catalogue contains:
Details of the IT Services being provided
Details of the various groups who consume those services
Details of the technical elements necessary to deliver those services
High level view of expectations versus capabilities
13

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
Data
14
Service Level Management (SLM) explained

Users
Customer requirements are
SLA
SLR
documented within the Service Level

Requirements document
The process is then responsible for
determining whether these

requirements are achievable by
reference to OLAs (Operational Level
Agreement) and Contracts
IT Service
Provider
Contract
OLA
This ensures that SLA targets are
achievable prior to customer sign off
Internal or 3rd party Technical Providers

Database
Security
Telephony
Network
Server
Network
Desktop
Application
Gaps in capability are addressed
through a CSIP
15
The SLM Process

Establish Function
Planning
Implementation
Periodic Reviews
Review SLAs, OLAs
and Contracts
Review SLM
process
Implement and
maintain SLAs
Create and maintain
Service Catalogue
Establish and maintain
SLRs
Produce and maintain
draft SLA structure
Ongoing
Negotiate new and
Management
maintain existing SLAs
Monitor achievements
Review Contracts
and OLAs
Produce regular
Agree new and
reports
amended SLAs
Conduct customer
reviews
Instigate any
remedial actions
Feed enhancements
into continuous SIP
16
Service Desk
A function, rather than a process
Describes the body of people who provide a single point of contact for IT
services
Main features:
Service Desk models
Skills
Tools
Measures
Supporting the business need
17
Definitions
An Incident
An unplanned interruption to an IT Service or a reduction in the Quality
of an IT Service
A Problem
The unknown underlying cause of one or more Incidents
A Known Error
A Problem which has been successfully diagnosed and for which a
permanent alternative or temporary circumvention exists
18
Service Support in Action
Incident
Release
Problem
CMDB
Change
Known Error
19
Incident Management
Aims to quickly restore service to the end user within SLA targets
Fronted by the Service Desk, who may call upon 2nd and 3rd line teams,
and external suppliers as appropriate

Incidents are normally logged in an IT Service Management tool and
passed to other groups by means of assigning the incidents to a resolver

queue
Incidents are normally:
Categorised to enable analysis of incident types to take place at a
later date
Prioritised, by their Impact and Urgency
20
Ownership, Monitoring,
Tracking and Communication
Incident Management Process Flow

Detection and
Recording
Classification and
Initial Support
Investigation
and Diagnosis
Resolution
and recovery
Closure
21
Problem Management
Relates to the investigation into the Root Cause of Incidents
Concerned with identifying:
Workarounds
Known Errors through effective knowledge management
Permanent fixes
Prospective fixes will be assessed for their viability in terms of cost,
complexity, benefit,
22
Service Asset & Configuration Management

Seeks to control IT software and hardware assets by recording information
about them
Primary benefit is understanding of relationships between assets
Aids impact assessment for changes and incidents
Improves knowledge management by managing information about assets,
such as support documentation

Ensures that each asset can be viewed through its lifecycle
Key terms
Relationships
Attributes Information about an asset
Configuration Item The name given to an asset type
Status Lifecycle The means of tracking past, current and future states
23
Change Management
Seeks to minimise the risk to IT service of uncontrolled change through:
Ensuring a common definition of the word Change
Ensuring all changes are logged
Ensuring all changes are subject to an appropriate form of
assessment
Ensuring that all changes are appropriately authorised prior to
implementation
The primary benefit of Change Management is improving / initiating
communication channels between IT and the business

Change Advisory Board
Scheduling of change sympathetic to business needs

Manages the Request for Change rather than the physical deployment
24
Change Management
Change to:
Hardware
Software
Documentation
Infrastructure
Training
3rd party contract
Tactical planning
Reasons:
Fix a Problem
Changing
business
requirements
Changing
technology
Continuous SIP
CMDB
Assessments
RFC
Change
Management
Assesses,
Approves and
manages the
request
Release &
Deployment
Management
Physically
implements the
change
25
Release & Deployment Management

Focussed upon the physical aspects of delivering a change
Commonly misinterpreted as focussing solely on software / application
Principles apply equally to hardware, documentation or any other type
of change
26
Release Management Process Summary

Release Planning
Design, Build
& Configure
Acceptance
Long range view of forthcoming releases

Agrees release contents
Producing all components of the Release
Build release package
Testing the implementation plan
Fitness for purpose testing
Detailed timetable
Rollout Planning
Selection of rollout type

Update plans and notify interested parties
Communication,
preparation & training
Produce final documentation
CMDB updated
Distribution
& installation
Problem Management produces Known Error
Records and redundant CIs decommissioned
27
IT Financial Management
Focussed upon understanding IT costs
Where costs are being spent
What are the biggest IT costs in your organisation?
Identification of cost-effective services and support techniques

Three main elements
Budgeting
Accounting
Charging
Provides a formal basis for the Business Service Provider relationship
Can help IT influence user behaviour through demand management
28
Capacity Management
Focussed upon proactive management of IT infrastructure capacity
Aims to reduce unplanned outages and spend caused by poor capacity
planning
Emphasises need for continual optimisation of IT assets
Benefits from consolidation of infrastructure data into end-to-end service
view
Enables business / IT relationship to include performance vs cost
discussions
Revolves around periodic production of a Capacity Plan, aligned with
business planning cycle
29
Capacity Management
Business
Capacity
Management
Service
Capacity
Management
Component
Capacity
Management
Talking to the business to determine their strategy

Translate these business initiatives into IT requirements
Influence business strategy by providing capacity advice
Design and procure solutions to meet future requirements
Manage capacity requirements in the context of SLAs

Consolidate component capacity data into an end-to
service view
Optimise infrastructure components to meet SLA targ
Monitor and report upon Service capacity
Identify trends and take proactive action to maintain
targets
Manage infrastructure component capacity
Identify trends and take proactive action
Consider innovative technology solutions to
meet
business requirements
30
Availability Management
Two key elements to this:
Measuring end user experience of availability
Techniques to analyse how availability could be improved
Identifies single points of failure and weak links in the service
infrastructure
Recommends improvements in the Availability Plan
31
IT Service Continuity
Aligned with Business Continuity processes
Ensures that services can continue to operate at pre-determined levels
under specific scenarios

Involves close collaboration with the business
Needs Business Impact Analysis and IT Operational Risk Management
processes in place
Implemented under a project structure
Various arrangements recommended by ITIL
Gradual (Cold Standby)
Intermediate (Warm Standby)
Immediate (Hot Standby)
32
ITIL
Governance Methods
Knowledge
& Skills
Standard
Alignment
Continual Service
Improvement
Speciality
Topics
Case
Studies
Service Design
Service
Strategies
Executive
Introduction
Templates
ITIL
Service
Operation
Continual
Service
Improvement
Service
TransitionContinual
Service
Improvement
Study
Aids
Scalability
Qualifications
Quick Wins
33
ISO 20000 The International Standard in IT

Service Management
Service Management System
Note:
Introduction of a Service
Management System
Introduction of Relationship
processes not present in ITIL
v2 but introduced in ITIL v3
Certification in Security means
that area is automatically
passed for ISO 20000
ISO 20000 accreditation is
dependent on meeting criteria
in ALL areas
Scope of the services covered
is important
KPMG are a Registered
Certification Body for this ISO
20000
James Kent is key contact
Service Delivery Processes

Service Level Information Security
Management
Management
Capacity
Management
Availability and
Service Continuity
Management
Service Reporting
Control
Processes
Financial
Management
Change Management
Release
Processes
Release
Management
Configuration
Management
Resolution
Processes
Incident
Management
Problem
Management
Relationship
Processes
Business
Relationship
Management
Supplier
Management
34
The earliest business guru?

HERE is Pooh Bear,
coming downstairs now,
bump, bump, bump, on the
back of his head, behind
Christopher Robin.
It is, as far as he knows,
the only way of coming
downstairs, but sometimes
he feels that there really is
another way, if only he
could stop bumping for a
moment and think of it.
AA Milne
35
Questions?

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IT Advisory

ITIL Awareness Session

authoritative reference point

What is IT Service Management?

efficiently and effectively

Facilitates the alignment of IT to the business

as ITIL (IT Infrastructure Library)

Produced by The Office of Government Commerce (OGC), published by

the Stationery Office

ITIL is widely recognised as the authoritative reference framework for IT

Organisations encouraged to adopt and adapt the processes

incorporating existing methods and activities in a structured way leading

ITIL forms the basis of ISO 20000, the international standard in IT

Some important definitions

something that the user perceives, which supports a business process

Everything thats bad about Processes

Efficient, Effective and Economic

Access to KPMG ITIL v3 online:

Service Lifecycle Approach

Service Portfolio Management

made by a service provider across all customers and market spaces.

development, and ongoing service improvement plans initiated by

management and therefore investment decisions

Service Catalogue Management

Service Catalogue Management

Business Service Catalogue

Technical Service Catalogue

Service Level Management (SLM) explained

Customer requirements are

documented within the Service Level

determining whether these

This ensures that SLA targets are

achievable prior to customer sign off

Internal or 3rd party Technical Providers

Gaps in capability are addressed

The SLM Process

permanent alternative or temporary circumvention exists

Service Support in Action

and external suppliers as appropriate

passed to other groups by means of assigning the incidents to a resolver

Incident Management Process Flow

Service Asset & Configuration Management

such as support documentation

Ensuring that all changes are appropriately authorised prior to

The primary benefit of Change Management is improving / initiating

communication channels between IT and the business

Scheduling of change sympathetic to business needs

Release & Deployment Management

Release Management Process Summary

Long range view of forthcoming releases

Selection of rollout type

preparation & training

Produce final documentation

Problem Management produces Known Error

Records and redundant CIs decommissioned

Identification of cost-effective services and support techniques

business planning cycle

Talking to the business to determine their strategy

Manage capacity requirements in the context of SLAs

Identifies single points of failure and weak links in the service

under specific scenarios

ISO 20000 The International Standard in IT

Service Delivery Processes

The earliest business guru?