Implementing itil v3
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This document discusses the enhancements and applications of ITIL version 3, emphasizing the importance of the end-to-end service lifecycle, strategic planning, and continual service improvement (CSI). It outlines various levels of service changes and their respective phases within the lifecycle, as well as the role of strategic, service, and tactical improvements in driving value. Key insights include the necessity of establishing a strategic CSI board and focusing on tactical management to enhance service delivery.
Implementing itil v3
- 1. ITIL Version 3 Learnings and Applications James Hunter
- 2. Now focuses on the end-end lifecycle of all services ITIL® Why v3?
- 3. Why v3? • “Adds” – Strategic planning – Security – Designing services – Knowledge Management (the new Sci-Fi) • “Enhances” – Transition Planning – Continual (nee Continuous) Improvement – Integration between “Change” and “Ops” – Financial Management • “Tweaks” – Most of everything else
- 4. Interpreting the Lifecycle • All about “Focii” and “Levels” • CSI drives implementation • Everything DOESN’T start with Strategy • Use it to drive Value – Re-use – Strategic planning – Quality
- 5. Focii and Levels • Focus is WHEN in it’s lifecycle any given change is, or should, be • Level is WHERE in the organisation the change applies (Strategic, Service or Tactical) • E.g. – Update an SD diagnosis script to improve first-time fix rates • Tactical improvement that STARTS in the Transition phase (probably) – Develop a new web-service to support a specific client requirement • Service Level improvement that STARTS in the Strategic phase – Overhaul the transition processes • Strategic Level improvement that STARTS in the Design phase (probably) – Bring a new Client on-board • Strategic development that STARTS in the Strategy phase
- 6. CSI (No, not that one) • CSI drives the vast majority of improvement – CSI improvements • Update this script to improve first-time fix rates • Develop a new web-service to support a specific client requirement • Enhance the transition processes • But clearly not all – Strategic Developments • Bring a new client on-board (e.g. Kraft) • Move to ITIL V3
- 7. Strategy • Keep it lightweight • Very few things are Strategic AND start in Strategy! – Implement ITIL V3 – Develop a new service • Develop the portfolio first, not the Strategy (maybe) (maybe)
- 8. Driving Value • Re-use – Identify the CURRENT Services Portfolio – Build CLIENT services from TECHNICAL services where possible • Strategic Planning – Define upcoming CLIENT service needs – Define TECHNICAL services to construct – Define demand and feed into capacity plans • Quality – Measure all existing processes – Feed into CSI – Improve Transition
- 9. So How to Begin? Simples
- 10. It all begins with CSI • Strategic Level – Convene a Strategic CSI board to own Strategic CSI – Accountable for defining all TECHNICAL services – Provides governance for Strategic Projects (e.g. implement and improve tools/processes, develop new, generic TECHNICAL services) • Service Level – SDMs own the Service level CSI (per client) – Accountable for all CLIENT services which they deliver – Own CLIENT service across the lifecycle • Tactical – Bring all current processes under Management – Make everyone responsible for identification and delivery of Tactical CSIs – Transition Manager is accountable for Quality (PMs may challenge this)
- 11. Then Implement Design • Define scope (actually this is Strategy, but it’s a neater narrative this way) • Design all “current” processes in scope • Reverse-design all existing catalogue services in scope • Design Service Level Package Requirements and Templates – Base this on current OA checklists etc • Use SLP templates to reverse-define service requirements for in-scope current project deliverables √
- 12. And go on to Strategy • Do not confuse with Strategic LEVEL • Confirm scope () • Identify the Service Level Packages for each CURRENT service in scope • Build Service Level Packages for pipeline services in scope early in their design process • Build out the portfolio at a high level (i.e. the requirements) • CSI strategic Board can then become Strategic Board, governing across all projects and identifying Strategic Offerings
- 13. And Back to CSI Taking it to the next stage • Strategic – Identify next baseline to achieve • Service – Integrate all changes to live services • Tactical – Update any operational procedures