ITIL Introduction

Linpei Zhang April, 2006

Whats ITIL? ITIL (Information Technology Infrastructure Library) is a framework of best practices approaches intended to facilitate the delivery of high quality information technology services. - Wikipedia

Okay, what exactly is ITIL?

A series of publications Best Practices for IT Service Management
Processes Guidelines Checklists

Worldwide Industry standard Management Philosophy

Brief History of ITIL

The Central Computer and Telecommunications Agency of United Kingdom first published elements of ITIL in 1989. The intention is to improve the management of IT services in UK Central Government Contributed to by expert IT practitioners around the world. The UK Office of Government Commerce was established in 2000 and incorporates the CCTA. The OGC now owns ITIL and is responsible for its maintenance and further development

ITIL Publications

Putting them into context

ITIL is the industry standard

Widely accepted in Europe, Asia and Australia
170,000 ITIL certified professionals worldwide Over 10,000 companies adopted ITIL worldwide

Started to gain momentum in United States

Over 2000 people attended itSMF USA Conference in Chicago, 2005, the ITIL trade show, representing over 700 companies More than 1000 IT Professionals got ITIL certifications every month since 2005

Whos Using ITIL

Corporate
Procter & Gamble Capital One Boeing British Petroleum DHL Microsoft IBM HP

Government
UK Government Communications Headquarters IRS US Army Virginia Oklahoma City

ITIL Tools
Over 100 Vendors Well know tools supporting ITIL
HP Openview Service Desk Remedy Strategic Service Suite CA Unicenter Service Desk Peregrine Service Center

Frameworks Based on ITIL

HP ITSM Reference Model
a model that combines ITIL and industry-standard best practices with years of HP knowledge and experience.

Microsoft Operations Framework (MOF)

Applying the principles of ITIL to the Microsoft technology platform, MOF provides a foundation to help IT organizations meet the challenges

Other useful frameworks focus on IT efficiency COBIT (Control Objectives for Information and Related Technologies) CMM (Capability Maturity Model) Six Sigma Balanced Scorecard

International Industry Standards

BS15000
Published by BSI (British Standards Institution) in 2000 as national standard for UK

ISO20000
Published by ISO (International Organization for Standardization) on 12/15/2005 The first International standard for IT Service Management. Its based on and has superseded BS15000.

Both standards are based heavily upon ITIL

ITIL Philosophy
Service Quality Process Measurement Cost Proactive

ITIL Philosophy One - Service

IT Service Management (ITSM) means managing IT as a service business. Deploy and manage resources to a discrete set of defined services Thinking ourselves as Service Providers

What kinds of services are we providing?

Application Services
EasyPay EasyPayNet TeleNet DAS AOS FLT EEE

Support Services
Network Support Service Application Maintenance Service Database Maintenance Service Infrastructure Maintenance Service

Management Services
Statistics and report Communication and Training Consulting

Construction Services

Behave like Service Providers

Align IT services to the customer and business needs. Find out what the customer needs and make those services available Partner with the customer to create new ways of doing business. Create new competitive advantages. Increase the quality of the existing services by organizing around services and working to make those service efficient

Realize the promise We care about our Customer!

Documenting, negotiating and agreeing Customer and business quality targets and responsibilities in Service Level Agreements (SLAs) Regular assessment of Customer opinions in Customer Feedback and Customer Satisfaction Surveys IT personnel regularly taking the Customer journey and sampling the Customer experience IT personnel taking the Customer and Business perspective and always trying to keep Customer interactions as simple and enjoyable as possible

Expected Results
Alignment Better match IT capability and costs to business needs Efficiency Extend existing resources Reliability Ensure consistent performance Agility Response to business and technology-driven changes

ITIL Philosophy Two - Quality

Quality is the degree to which a set of inherent characteristics fulfils requirements as in ISO 9000 Service Quality is about ensuring customers get what they want as in Managing Service Quality Quality is a interactive term. Its all about satisfying and exceeding Customer Expectations.

What does that mean?

High quality of the product cannot be achieved without understanding what customer wants (requirements) Quality cannot be measured without asking the customers opinions High quality service cannot be delivered without thinking in customers perspective

How Customer Evaluate Service Quality? Did the service satisfy my expectation? Can I get the same service next time? Is the service provided by a reasonable cost?

A High Quality (Pleasant) Dining Service

Parking Reception desk Waiter/Waitress Take order Food delivery Food Feedback Billing Farewell

Question: How to improve the quality of our IT Services? How can you contribute?

The quality of the dinning service is based on the quality of ALL the services above!

Continuously Improve Service Quality

Where are we now?
Current process & procedures Current challenges & problems

Where do we want to be?

How do we keep the momentum going

What are the priorities? How do we bridge the gap?

How do we get where we want to be?

Informed planning Experienced execution

Are we improving? Did we get to where we wanted to be?

Strict control Status communication

How to get there - Quality Improvement Model

Deming Circle (PDCA) Plan: Plan ahead for change. Analyze and predict the results. Do: Execute the plan, taking small steps in controlled circumstances. Check: Study the results Act: Take action to standardize or improve the process

ITIL Philosophy Three - Process

A process is a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action. ... Taking a process approach implies adopting the customers point of view. Processes are the structure by which an organization does what is necessary to produce value for its customers.
- Thomas Davenport, Process Innovation

Characteristics of Processes
Definability: It must have clearly defined input and output Order: It must consists of activities that are ordered by time and space Customer: There must be a recipient of the process outcome Value-adding: The transformation taking place within the process must add value to the recipient

Result vs. Process

Result Oriented Management
Results can map to Activities Results are measurable and worth measuring Only applicable for low risk task

Process Oriented Management

Define a process to achieve the result Break down the overall result into smaller intermediate results More control and lower risk

Why we need Process to provide high quality service?

Service
Intangible: Customer Experience Interactive: One-time, Cannot be stored

Process can help

Consistent performance Reduce risk Repeatable: Customer experience can be repeated next time

But, what does process mean to me?

Give Understand the whole picture Know what to do in any circumstances Clearly defined Roles/Responsibilities Measurable performance Save time and efforts Take May change way we used to carry out our tasks Take away some flexibilities

ITIL Philosophy Four - Measurement If you cannot measure it, you cannot manage it If you cannot measure it, you cannot improve it If you cannot measure it, you probably dont care about it If you cannot influence it, you dont need to measure it

What do we mean Measure here?

Check in PDCA Evaluate if we are in the right direction?
Goal
Are we in the right direction?

Start Point

Why Best Effort is not good enough?

Best Effort, Some Progress, Improved Performance are not measurable. Performance is improved 10%, Time to Market decreased from 100 days to 50 days, Customer Satisfaction Rate improves 23 percents. Those are good measurements.

All the measurements must be quantitative!

What to measure?
Goal (Where do we want to go? What are we want to achieve?) CSF Critical Success Factors: Determinate factors to achieve the goal KPI - Key Performance Indicators: Compare the CSF with standards, Quantities measurements

Example: Measure Availability

KPI for Availability

MTTR (Mean Time to Repair): Average Down Time including Detect Time and Resolve Time. MTBF (Mean Time Between Failures): Average Normal Operation Time MTBSI (Mean Time Between System Incidents): Average time between two incidents Availability Ratio: MTBF/MTBSI*100%

Not too little, not too much

Measurement has costs
Tools Time Report Analysis

Too many measurements only ends up with No measurement Only measure the KEY performance indicators

ITIL Philosophy Five - Cost

Everything comes with a cost
Equipment Cost Software Cost Organization Cost Accommodation Cost Transfer Cost Cost Accounting

How Cost are related to us?

Budget Salary/Bonus Reimbursement Training Cost Tools Hiring Its everywhere in our working life! (Personal life too)

Cost Awareness Thinking as the Management

Budget
Can we make the ends meet?

New Project
ROI (Return Of Investment) = Profit / Investiment

New Software/Hardware/Tool
TOS (Total Ownership Cost): Cost in its lifetime

Hidden costs
Management cost
Statistics and Report Communication and Training

Support cost
Installation/Upgrade Incident Support Performance Tuning

Efficient IT Service
Quality
Capacity Availability Performance Support Disaster Recovery

Cost
Investment Spending

Customer Requirement
Can quality and cost satisfy the business needs?

ITIL Philosophy Six - Proactive

Common feelings about work
I am too busy Work is chasing me. I am stressed out I dont have time to do the meaningful things. Those issues are so bugging. They kept coming back!

Breaking things down

Reactive activities Handle customer complains Handle production outage Last minute purchase Deal with disasters Preventative activities Create contingency plan Setup knowledge database Setup Production Monitors Capacity Planning Create Disaster Recovery Plan

First thing first

The more you work on Preventative Activities, the less you need to work on Reactive Activities Take the control back!
Preventative activities are under your control while Reactive Activities control you.

Some Proactive Activities Suggested by ITIL

Problem Management: Study the trend of the incidents. Dig out and fix the fundamental problem. Configuration Management: Keep track of important things and their relationships Capacity Management: Project the workload. Plan the capacity ahead of time And a lot more.

Whats actually in ITIL?

Goals/Benefits Processes Guidelines Check lists Critical Success Factors Key Performance Indicators Implementation tips

Service Lifecycle
Design: Requirements Define: Service Level Agreement Delivery: Construct, Test, Release Support: Incident, Problem, Change Measure: Service Level Report Improve: Service Improvement Plan

Core ITIL Processes

Service Delivery
Face the Customer. Satisfy Customer requirements Business driven Strategic level processes Forward-looking, planning, proactive activities Do the right things

Service Delivery Processes

Service Level Management: Define a service catalog; Identify, negotiate, monitor and review service level agreements (SLAs) Financial Management: Review budgeting, charging and IT accounting; analysis of running costs and charging policies Availability Management: Review of reliability, availability, resilience, maintainability and serviceability; plan, monitor and report availability

Service Delivery Processes Cont.

Capacity Management: Review of application sizing, workload, performance, demand and resource management; Modeling; Define the Capacity Management Database and the Capacity Plan IT Service Continuity Management: Review the Business Continuity, risk analysis and risk management; define assets, threats, vulnerabilities; develop, test and maintain the IT Service Continuity Plan and IT recovery options

Put Into Context

Service Support
Face the User. Response to user requests Event driven Operational level processes Reactive/Responsive activities Do things right

Service Support Processes

Service Desk: Single point of contact between users and IT Service Management. Handle incidents and requests; Customer surveys Incident Management: Restore a normal service operation as quickly as possible when an incident happens; Minimize business impact and ensure the best possible of service quality; Problem Management: Resolve the root cause of incidents; Prevent recurrence of incidents related to errors within the IT infrastructure

Service Support Processes Cont.

Configuration Management: Track all the individual configuration items (CI) in a system including software, hardware, network and documents. Track their versions, status and relationships Change Management: Ensure that standardized methods and procedures are used for efficient handling of all Changes. Minimize the impact of change related incidents Release Management: Distribute software and hardware, including license controls across the entire IT infrastructure

Put into context

Benefits of ITIL to IT Department

How can ITIL help us?

Big picture view Common language Clear definition of roles, goals, responsibilities and interfaces Measurable performance Guidelines/Checklist

Development
Currently Involved Processes
All the processes in Service Delivery and Service Support

Benefits
Effective and efficient delivery Better understanding of our responsibilities Learn from best practices Proactively task planning Fair performance evaluation based on all tasks Better project planning More efficient communication with other teams

QA/RATE
Currently Involved Processes Benefits

Change Management Release Management Capacity Management

Better understanding of ALL the aspects of Quality Extend roles and responsibilities with more proactive participations in other Quality related processes

Release Management
Currently Involved Processes Benefits

Change Management Release Management

Better understanding of all the aspects of Change and Release Leverage Best Practices to establish a more efficient release process Extend responsibilities in full cycle of Change Management and Release Management

Infrastructure
Currently Involved Processes
Capacity Management Availability Management IT Service Continuity Management Configuration Management Incident Management Problem Management Change Management Release Management

Benefits

Better understanding of the big picture Clearer understanding of the tasks More efficient interfaces with other team Leverage best practices to provide better services

Support
Currently Involved Processes Benefits
Establish an more efficient incident management process based on the best practices Better understand the value of work Measurable performance More efficient communications with other teams

Incident Management Problem Management Configuration Management

Implement ITIL
Full of Challenges
A complete culture and organizational change: change how people work and how work are organized Wide impact: internal and external Extensive and complicate materials Without current benchmarks, its hard to measure ROI Time consuming and resource intensive

Face the challenge

Management commitment Pick a ITIL Project owner Focus on people: training and early involvement in redefining the processes Take baby steps. One process, then another Dont reinvent the wheel: build upon existing processes Produce quick-wins Bring in experts Tools: Cannot solely count on it, cannot live without

Critical Success Factors

Interesting! Now what?

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