ITIL summary

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ITIL® is a (registered) Trade Mark of AXELOS Limited. All rights reserved.
IT Infrastructure Library® is a (registered) Trade Mark of AXELOS Limited. All rights reserved.
Trainer: Robert Edward Pinnington

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Agenda
Day 1
10:00-10:30 Introduction
10:30-12:00 What is ITIL?
12:00-13:00 Lunch
13:00-16:00 Operations
Day 2
09:30-12:00 Transition
12:00-13:00 Lunch
13:00-16:00 Design
Day 3
09:30-12:00 Strategy
12:00-13:00 Lunch
13:00-16:00 Continual Service Improvement

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Agenda
Overview & Context
Why is ITIL so successful?
Services and service management
Basic concepts
Governance and management systems
The service lifecycle
Responsibility model – RACI
Competence and training

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Overview
Core Publications
• An Introduction to the
Service Lifecycle
• Service Strategy
• Service Design
• Service Transition
• Service Operation
• Continual Service
Improvement

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History
1980’s there was no IT Service Management (ITSM).
ITIL created by UK Govt & now most widely used ITSM.
Version 1 was published between 1989 & 1998 in 34 different documents.
Version 2 was published in 2000 & reduce this to 8 documents.
Version 3 was published in 2007 & reduced this to 5 documents.
Version 2011 was published in 2011 & updated the 5 documents.
Provides a set of processes & procedures that are effective & efficient.
Associated qualification scheme enables individuals to demonstrate
understanding & application.
Integrated approach as required by ISO/IEC 20000 standard
.

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Context
An Introduction to the Service Lifecycle provides an overview of the
lifecycle stages described in the ITIL core.
ITIL guidance can be adapted to support various business environments
& organizational strategies.
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement

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Context
Each one addresses capabilities having direct impact on a service
provider’s performance. The core is expected to provide structure, stability
and strength to service management capabilities, with durable principles,
methods and tools. This serves to protect investments and provide the
necessary basis for measurement, learning and improvement.
The introductory guide, Introduction to the ITIL Service Lifecycle, provides
an overview of the lifecycle stages described in the ITIL core.
ITIL guidance can be adapted to support various business environments
and organizational strategies. Complementary ITIL publications provide
flexibility to implement the core in a diverse range of environments

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Service Strategy
Provides guidance on how to view service management not only as an
organizational capability but as a strategic asset.
It describes the principles underpinning the practice of service
management which are useful for developing service management
policies, guidelines & processes across the ITIL service lifecycle.
Topics covered include the development of market spaces, characteristics
of internal & external provider types, service assets, the service portfolio &
implementation of strategy through the service lifecycle

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Service Design
It provides guidance for the design & development of services & service
management practices.
It describes design principles & methods for converting strategic
objectives into portfolios of services & service assets.
Topics covered include design coordination, service catalogue
management, service level management, availability management,
capacity management, IT service continuity management, information
security management & supplier management.

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Service Operation
It provides guidance on achieving effectiveness & efficiency in the delivery
& support of services to ensure value for the customer, the users & the
service provider.
It describes principles to maintain stability in service operation, allowing
for changes in design, scale, scope & service levels.
Topics covered include event management, incident management,
request fulfilment, problem management & access management
processes; as well as the service desk, technical management, IT
operations management & application management functions.

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Service Transition
Provides guidance for the development & improvement of capabilities for
introducing new & changed services into supported environments.
It describes principles used to transition an organization from one state to
another while controlling risk & supporting organizational knowledge for
decision support.
Topics covered include transition planning & support, change
management, service asset & configuration management, release &
deployment management, service validation & testing, change evaluation
& knowledge management.

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Continual Service Improvement
It provide guidance on creating & maintaining value for customers through
better strategy, design, transition & operation of services.
It describes the principles for achieving incremental & large-scale
improvements in service quality, operational efficiency & business
continuity, & for ensuring that the service portfolio continues to be aligned
to business needs.
Topics covered include service measurement, demonstrating value with
metrics, developing baselines & maturity assessments.

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Agenda
Overview & Context
Basic concepts

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Why is ITIL Successful?
Vendor-neutral
ITIL service management practices are applicable in any IT organization
because they are not based on any particular technology platform or
industry type. ITIL is owned by the UK government & is not tied to any
commercial proprietary practice or solution.
Non-prescriptive
ITIL offers robust, mature & time-tested practices that have applicability to
all types of service organization. It continues to be useful & relevant in
public & private sectors, internal & external service providers, small,
medium & large enterprises, & within any technical en
Best practice
ITIL represents the learning experiences & thought leadership of the
world’s best-in-class service providers.

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Agenda
Overview & Context
Basic concepts

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Services
Services
A means of delivering value to customers by facilitating the outcomes
customers want to achieve without the ownership of specific costs & risks.
IT service:
A service provided by an IT service provider. An IT service is made up of a
combination of information technology, people and processes. A customer-
facing IT service directly supports the business processes of one or more
customers and its service level targets should be defined in a service level
agreement. Other IT services, called supporting services, are not directly
used by the business but are required by the service provider to deliver
customer-facing services.
Outcome
The result of carrying out an activity, following a process, or delivering an IT
service etc. The term is used to refer to intended results, as well as to actual
results.

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Service management
Service management is a set of specialized organizational capabilities for
providing value to customers in the form of services. The more mature a
service provider’s capabilities are, the greater is their ability to consistently
produce quality services that meet the needs of the customer in a timely
and cost-effective manner. The act of transforming capabilities and
resources into valuable services is at the core of service management.
Without these capabilities, a service organization is merely a bundle of
resources that by itself has relatively low intrinsic value for customers
Service management
A set of specialized organizational capabilities for providing value to
customers in the form of services.
Service provider
An organization supplying services to one or more internal or external
customers.

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IT Service Management
Information technology (IT) is a commonly used term that changes
meaning depending on the different perspectives that a business
organization or people may have of it. A key challenge is to recognize and
balance these perspectives when communicating the value of IT service
management (ITSM) and understanding the context for how the business
sees the IT Organization.
IT Service Management
The implementation & management of quality IT services that meet the
needs of the business. IT service management is performed by IT service
providers through an appropriate mix of people, process & information
technology.
IT service provider
A service provider that provides IT services to internal or external
customers.

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Services Providers
There are three main types of service provider. While most aspects of
service management apply equally to all types of service provider, other
aspects such as customers, contracts, competition, market spaces,
revenue and strategy take on different meanings depending on the
specific type
Type I – internal service provider
An internal service provider that is embedded within a business unit.
There may be several Type I service providers within an organization.
Type II – shared services unit
An internal service provider that provides shared IT services to more than
one business unit.
Type III – external service provider
A service provider that provides IT services to external customers

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Stakeholders in Service Mgmt
Stakeholders have an interest in an organization, project or service etc.
and may be interested in the activities, targets, resources or deliverables
from service management
Customers
Those who buy goods or services. The customer of an IT service provider
is the person or group who defines & agrees the service level targets.

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There is a difference between customers who work in the same
organization as the IT service provider, and customers who work for other
organizations
Internal customers
These are customers who work for the same business as the IT service
provider. For example, the marketing department is an internal customer
of the IT organization because it uses IT services. The head of marketing
& the chief information officer both report to the chief executive officer. If
IT charges for its services, the money paid is an internal transaction in the
organization’s accounting system, not real revenue.
External customers
These are customers who work for a different business from the IT
service provider. External customers typically purchase services from the
service provider by means of a legally binding contract or agreement.

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Users
Those who use the service on a day-today basis. Users are distinct from
customers, as some customers do not use the IT service directly.
Suppliers
Third parties responsible for supplying goods or services that are required
to deliver IT services. Examples of suppliers include commodity hardware
& software vendors, network & telecom.

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Utility & Warranty
Service Utility
The commitment that a service functions to agreed functional business
requirements i.e. it is fit for purpose so that it performs as expected with
constraints are removed
Service Warranty
The assurance that the service will deliver the expected business benefit
to the customer. i.e. it is fit for use. Warranty comes from the positive
effect of a service being available when needed in sufficient capacity &
dependably
Customers can only realize the expected value from something that is fit
for purpose & fit for use

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Utility & Warranty

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ITIL is the most widely recognized & trusted source of best-practice
guidance in the area of ITSM. Public frameworks are better than proprietary
because:
Proprietary knowledge is deeply embedded in organizations & therefore
difficult to adopt, replicate or even transfer with the cooperation of the
owners.
Proprietary knowledge is customized for the local context & the specific
needs of the business.
Owners of proprietary knowledge expect to be rewarded for their inv
Publicly available frameworks & standards such as ITIL, Six Sigma,
PRINCE2, are validated across a diverse set of environments &
situations.
Public frameworks are widely distributed among a large community of
professionals through publicly available training & certification.
Public domain

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Agenda
Overview & Context
Service management as a practice
Basic concepts
Governance and managementsystems

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Assets
Asset
Any resource or capability used by an organization to create value in the
form of goods & services.
Customer asset
Any resource or capability used by a customer to achieve a business
outcome.
Service asset
Any resource or capability used by a service provider to deliver services
to a customer.

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Resources & Capabilities
Resources
Are the direct inputs for production & are relatively easy to acquire.
Capabilities
Are an organization’s ability to coordinate, control & deploy resources to
produce value. Capabilities are typically experience-driven, knowledge-
intensive, information-based & firmly embedded within an organization’s
people, systems, processes & technologies.
Capabilities by themselves cannot produce value without
adequate & appropriate resources.

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Processes
A process is a structured set of activities designed to accomplish a
specific objective. A process takes one or more defined inputs & turns
them into defined outputs.
Processes have four key characteristics :
Measurable
Specific results
Customers
Responsiveness

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Processes
Measurable
We are able to measure the process in a relevant manner. It is
performance driven. Managers want to measure cost, quality & other
variables while practitioners are concerned with duration & productivity.
Specific results
The reason a process exists is to deliver a specific result. This result must
be individually identifiable & countable.
Customers
Every process delivers its primary results to a customer or stakeholder.
Customers may be internal or external to the organization, but the
process must meet their expectations.
Responsive
Responsiveness to specific triggers While a process may be ongoing or
iterative, it should be traceable to a specific trigger.

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Process Model
All Process models should include
Process Controls
A description of policy, objectives, owners, documentation & feedback
Process Description
A description of the inputs, outputs, activities, procedures, work
instructions, roles, metrics & improvements.
Process Enablers
A description of the required resources & capabilities.

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Process Model

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Process Maturity Framework
Initial (chaotic, ad hoc, individual heroics) - the starting point for use of a
new or undocumented repeat process.
Repeatable - the process is at least documented sufficiently such that
repeating the same steps may be attempted.
Defined - the process is defined/confirmed as a standard business
process, & decomposed to levels 0, 1 & 2 (the latter being Work
Instructions).
Managed - the process is quantitatively managed in accordance with
agreed-upon metrics.
Optimizing - process management includes deliberate process
optimization/improvement.

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Service Mgmt Organisation
Functions - For the service lifecycle to be successful, an organization will
need to clearly define the roles & responsibilities required to undertake
the processes & activities.
Group - A group is a number of people who are similar in some way.
Team - A team is a more formal type of group. These are people who
work together to achieve a common objective, but not necessarily in the
same organizational structure.
Department - Departments are formal organizational structures which
exist to perform a specific set of defined activities on an ongoing basis.
Division - A division refers to a number of departments that have been
grouped together, often by geography or product line

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Roles
A role is a set of responsibilities, activities & authorities granted to a
person or team. A role is defined in a process or function. One person or
team may have multiple roles – for example, the roles of configuration
manager & change manager may be carried out by a single person.
Roles are often confused with job titles but it is important to realize that
they are not the same. Each organization will define appropriate job titles
& job descriptions which suit their needs, & individuals holding these job
titles can perform one or more of the required roles.

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Roles
Generic service owner role - To ensure that a service is managed with a
business focus, the definition of a single point of accountability is
absolutely essential to provide the level of attention & focus required for
its
Generic process owner role - The process owner role is accountable for
ensuring that a process is fit for purpose. The process owner role is
accountable for ensuring that their process is performed according to the
agreed & documented standard & meets the aims of the process
definition.
Generic process manager role - The process manager role is accountable
for operational management of a process. There may be several process
managers for one process, for example regional change managers or IT
service continuity managers for each data centre.

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Culture & Behaviour
Organizational culture is the set of shared values & norms that control the
service provider’s interactions with all stakeholders, including customers,
users, suppliers, internal staff etc. An organization’s values are desired
modes of behaviour that affect its culture. Examples of organizational
values include high standards, customer care, respecting tradition &
authority, acting cautiously & conservatively, & being frugal.

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The Service Portfolio
The service portfolio is the complete set of services that is managed by a
service provider & it represents the service provider’s commitments &
investments across all customers & market spaces.
Service pipeline
All services that are under consideration or development, but are not yet
available to customers.
Service catalogue
All live IT services, including those available for deployment. It is the only
part of the service portfolio published to customers, & is used to support
the sale & delivery of IT services.
Retired services
All services that have been phased out or retired.

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SKMS
Quality knowledge & information enable people to perform process
activities & support the flow of information between service lifecycle
stages & processes. Implementing an Service Knowledge Management
System (SKMS) enables effective decision support & reduces the risks
that arise from a lack of proper mechanisms. In practice, an SKMS is
likely to consist of multiple tools & repositories & several layers
Presentation layer
Knowledge processing layer
Information integration layer
Data layer

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SKMS
Presentation layer
Enables searching, browsing, retrieving, updating, subscribing &
collaboration.
Knowledge processing layer
Is where the information is converted into useful knowledge which enables
decision-making.
Information integration layer
Provides integrated information that may be gathered from data in multiple
sources in the data layer.
Data layer
Includes tools for data discovery & data collection, & data items in
unstructured & structured forms

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Governance
Governance is the single overarching area that ties IT & the business
together, & services are one way of ensuring that the organization is able
to execute that governance Management systems.
Ensures that policies & strategy are actually implemented, & that required
processes are correctly followed. Governance includes defining roles &
responsibilities, measuring & reporting, & taking actions to resolve any
issues identified.

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Organizing for Service Strategy
Roles
Generic service owner role
Generic process owner role
Generic process manager role
Generic process practitioner role

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Management Systems
A systems approach to service management ensures learning &
improvement through a big picture view of services & service
management.
The framework of policy, processes, functions, standards, guidelines &
tools that ensures an organization or part of an organization can achieve
its objectives.
A management system of an organization can be adapted from one of the
multiple management system standards, such as ISO/IEC 20000.

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RACI
Clear definitions of accountability & responsibility are essential
for effective service management. The RACI model or ‘authority
matrix’ is often used within organizations to define the roles &
responsibilities in relation to processes & activities. The
acronym is as follows:
Responsible: The person or people responsible for correct execution – for
getting the job done.
Accountable: The person who has ownership of quality & the end result.
Only one person can be accountable for each task.
Consulted: The people who are consulted & whose opinions are sought.
They have involvement through input of knowledge & information.
Informed. The people who are kept up to date on progress. They receive
information about process execution & quality.

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Competence & Training
Competence & Training
Delivering service successfully depends on personnel involved in service
management having the appropriate education, training, skills & experience
Standardizing job titles, functions, roles & responsibilities can simplify
service management & human resource management
Training in service management helps service providers to build & maintain
their service management capability. Training needs must be matched to the
requirements for competence & professional development.

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Service Lifecycle
Service
Strategy
Service
Design
Service
Transition
Service
Operation
Continual
Service
Improvement
Strategy
Management
Service Portfolio
Management
Financial
Management
Business
Relationship
Management
Demand
Management
Design Coordination
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
IT Service Continuity
Management
Supplier
Management
Information Security
Management
Transition Planning
& Support
Change
Management
Service Asset &
Configuration
Management
Service Validation &
Testing
Release &
Deployment
Management
Change Evaluation
Knowledge
Management
Event
Management
Incident
Management
Request
Fulfilment
Access
Management
Problem
Management
Seven Step
Improvement

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