Presented By: VIKAS

Today’s Topics
 IT Organizations Current Challenges
 IT Organization focus Today vs Tomorrow
 Service & IT Service Management
 ITIL
 History
 Problem Definition
 WHY ITIL
 Ten Core processes of ITIL
 Service Lifecycle
 Key Concepts to understand
 CORE ITSM Components
Today’s Topics
•Service Strategy
•Service Design
•Service Transition
•Service Operation
•Continual Service Improvement
•Benefits of These Core Components
•Change Management Process explained in ITIL
•Helpdesk Management Process explained in ITIL
•Benefits of ITSM
•Conclusions and Recommendations
 IT Organization Current Challenges
Increasing Business Performance

Business Challenges
Improving ROI

Minimizing cost & time-to-

market
Minimizing risk in a dynamic
business scenario

Adapting quickly to changing

needs

Minimizing costs & complexity

IT enables the business to meet its goals

Optimizing resources & costs

IT Responsibilities
Ensuring a stable & flexible IT
environment
The IT organization of the future
will have a different focus
Today’s focus Tomorrow’s focus
Dependable and efficient Commodity computing utility
operations

Broad technology focus Narrow technology focus;

broad business focus

Stretched across proprietary Exploiting standards

technologies
Poorly documented, widely Transparent, consistent, and
variable procedures easily audited processes

Collection of stovepiped Process-based, both inside IT and

functions with the business
 Organizations
increasingly
dependent on
IT

Drivers
Competition for High High
visibility of
for Customers
Quality IT failure

Services

User
Requirements
 SERVICE

“ A service is a means of delivering value to customers by

facilitating the outcomes that customers want to achieve
without the ownership of specific costs and risks.”

What is an IT Service?
An "IT Service" is a set of IT-related functions (HW & SW)

User Web Server Application Server Database Server

 What is IT Service Management?
IT Service Management is the totality of IT
Service Provision, including the management of
the infrastructure and the environment
INFRASTRUCTURE ENVIRONMENT

IT Service IT Service IT Service IT Service

Good IT Service Management ensures that Customer

requirements; and expectations are met with consistency .
 IT Service Management Objectives
•To align IT Services with the current and future needs of the
Business and its Customers
•To improve the quality of the IT services delivered
•To reduce the long term cost of service provision

Needs

Cost Quality
 Key Elements
Customer / End Users Service Manager / Team

PEOPLE Production Acceptance

Executive Sponsor Team

Change Control Hardware

Problem Management
Software

PROCESS PRODUCTS
Capacity Planning Tools / Technology
Configuration
Management
PARTNERS
Project Manager / Team Suppliers / Outsourcers
 ITIL : Information Technology Infrastructure Library

• Developed in late 1980s in the UK in response to growing dependence on

IT
• Now a public body of knowledge for Service Management best practices
• Helps organizations improve service levels and reduce the cost of IT
operations
• A framework, defining ten interlocking processes for service support and
service delivery
• Also provides guidance on IT security, business management
• The ten ITIL processes are described in two volumes:
- Service Support focuses on management of essential operational
processes
- Service Delivery on strategic management of the IT services
 The History behind ITIL


ITIL
Version 1 ITIL
10+30 books Version 2
2+N books ITIL
Version 3
British civil
service 2+N books
The Netherlands
Rest of the
world
Defining the Problem

WHY ITIL? Because IT is critical to the Busin
 ITIL is process-oriented
Leaders
People

Middle mgmt
Roles

ITIL
Employees

Traditionally
Subtasks

Processes Areas of work

Top-down, controlling
Task-oriented, non-hierarchical
areas of responsibility
 Ten core processes of ITIL
(… and one function)
Service Desk
 Service Level mgmt
Financial mgmt
Incident mgmt
for IT-services
Problem mgmt Capacity mgmt
ITIL
Config. mgmt IT Services
Continuity mgmt
Change mgmt

Release mgmt Availability mgmt

 What ITIL is not?
 A complete blue-print, but bricks and material from
which you can build your own building depending
on your needs.
 A quick fix, but a set of processes that you have to
build into the mind-set of your employees, and
which must be continually updated and improved.
 Something you buy, although you can buy help to
implement it, the core of the work is changing your
own organization and how it thinks and functions.
 Another method of control, but a way of setting up
your organizaton so that it works towards the goals
without controlling management.
ITIL Service Lifecycle
Five Phases of ITILv3
ITIL: the process improvement
program
Typical program elements
People • Allocate roles and responsibilities (reorganization?)
• Align skills to business needs
• Organize ITIL training and motivation
• Project/change management
Processes • Define processes and process tasks and document
• Define process metrics/KPIs
• Integrate process information
• Initiate customer survey cycle
Tools • Process automation, process integration
• Asset management repository
• Configuration management database (CMDB)
• Business service definition and mapping
“ Thinkof ITIL not as a destination, but
as a vehicle you can use to help you
travel more quickly and efficiently on
your ongoing journey of continuously
improving service levels”
ITIL is a CATALYST for transforming IT.
Traditionally IT has operated in functional silos
with separate goals and objectives.
But in Today’s environment, IT is changed with
transforming itself into a service oriented culture,
where cross functional teams are unified in the
common pursuit of service excellence and business
alignment.
ITIL is DESCRIPTIVE
versus
PRESCRIPTIVE

ITIL describes what needs to be done to improve service,

BUT
It does not explain how to do it.
 Key Concepts
 Configuration Management System (CMS)
 Tools and databases to manage IT service provider’s
configuration data
 Contains Configuration Management Database (CMDB)
 Records hardware, software, documentation and anything else
important to IT provision
 Release
 Collection of hardware, software, documentation, processes or
other things require to implement one or more approved
changes to IT Services
 Key Concepts
 Incident
 Unplanned interruption to an IT service or an unplanned
reduction in its quality
 Work-around
 Reducing or eliminating the impact of an incident without
resolving it
 Problem
 Unknown underlying cause of one or more incidents
 Key Concepts

Processes(s): are structured sets of activities designed to

achieve a specific objective.
Function(s): are self-contained subsets of an organization
intended to accomplish specific tasks. They usually take
the form of a team or group of people and the tools they
use.

“Processes help organizations accomplish specific

objectives often across multiple functional groups”
whereas
“Functions add structure and stability to organization”
 Key Concepts
•Roles: are defined collections of specific responsibilities and
privileges. Roles may be held by individuals or teams. Individuals and
teams may hold more than one role. ITIL® emphasizes a number of
standard roles include, most importantly:
•Service Owner -- Accountable for the overall design, performance,
integration, improvement, and management of a single service.
•Process Owner -- Accountable for the overall design, performance,
integration, improvement, and management of a single process.
•Service Manager -- Accountable for the development, performance,
and improvement of all services in the environment.
•Product Manager – Accountable for development, performance, and
improvement of a group of related services.
 More Roles
 Business Relationship Manager
 Service Asset & Configuration
 Service Asset Manager
 Service Knowledge Manager
 Configuration Manager
 Configuration Analyst
 Configuration Librarian
 CMS tools administrator
CORE ITSM COMPONENTS
Incident
Management

Problem
Management

Service Desk

Release
Service Support Management

Configuration
Management
Service Management
Change
Management

Service Level
Management

Service Delivery Capacity

Management

Availability
Management

Service
Continuity
Management

Financial
Management
SERVICE STRATEGY
 What are we going to provide?
 Can we afford it?
 Can we provide enough of it?
 How do we gain competitive advantage?
 Perspective
 Vision, mission and strategic goals
 Position
 Plan
 Pattern
 Must fit organisational culture
SERVICE STRATEGY HAS FOUR ACTIVITIES

Define the Market

Develop the Offerings

Develop Strategic Assets

Prepare for Execution

SERVICE ASSETS

 Resources
 Things you buy or pay for
 IT Infrastructure, people, money
 Tangible Assets

 Capabilities
 Things you grow
 Ability to carry out an activity
 Intangible assets
 Transform resources into Services
SERVICE PORTFOLIO MANAGEMENT

 Prioritises and manages investments and

resource allocation
 Proposed services are properly assessed
 Business Case
 Existing Services Assessed. Outcomes:
 Replace
 Rationalise
 Renew
 Retire
 Service Design
• How are we going to provide it?
• How are we going to build it?
• How are we going to test it?
• How are we going to deploy it?

Holistic approach to determine the impact of

change introduction on the existing services and
management processes
 Processes in Service Design
• Availability Management
• Capacity Management
• ITSCM (disaster recovery)
• Supplier Management
• Service Level Management
• Information Security Management
• Service Catalogue Management
 Service Level Management
• Service Level Agreement
– Operational Level Agreements
• Internal
– Underpinning Contracts
• External Organisation
• Supplier Management
– Can be an annexe to a contract
– Should be clear and fair and written in easy-to-
understand, unambiguous language
• Success of SLM (KPIs)
– How many services have SLAs?
– How does the number of breaches of SLA change over
time (we hope it reduces!)?
 Things you might find in an SLA

Service Hours of User Response

Description operation times

Incident Availability &

Resolution
Response Continuity
times
times targets

Critical Change
Customer
operational Response
Responsibilities
periods Times
 Types of SLA
• Service-based
– All customers get same deal for same services
• Customer-based
– Different customers get different deal (and
different cost)
• Multi-level
– These involve corporate, customer and service
levels and avoid repetition
Right Capacity, Right Time, Right Cost!
• This is capacity management
• Balances Cost against Capacity so minimises
costs while maintaining quality of service
 Is it available?
• Ensure that IT services matches or exceeds
agreed targets
• Lots of Acronyms
– Mean Time Between Service Incidents
– Mean Time Between Failures
– Mean Time to Restore Service
• Resilience increases availability
– Service can remain functional even though one or
more of its components have failed
 ITSCM – what?
• IT Service Continuity Management
• Ensures resumption of services within agreed
timescale
• Business Impact Analysis informs decisions
about resources
– E.g. Stock Exchange can’t afford 5 minutes
downtime but 2 hours downtime probably wont
badly affect a departmental accounts office or a
college bursary
 Standby for liftoff...
• Cold
– Accommodation and environment ready but no IT
equipment
• Warm
– As cold plus backup IT equipment to receive data
• Hot
– Full duplexing, redundancy and failover
Information Security Management
• Confidentiality
– Making sure only those authorised can see data
• Integrity
– Making sure the data is accurate and not
corrupted
• Availability
– Making sure data is supplied when it is requested
 Service Transition
 Build
 Deployment
 Testing
 User acceptance
 Bed-in
 Good service transition
 Set customer expectations
 Enable release integration
 Reduce performance variation
 Document and reduce known errors
 Minimise risk
 Ensure proper use of services
 Some things excluded
 Swapping failed device
 Adding new user
 Installing standard software
 Knowledge management
 Vital to enabling the right information to be provided at
the right place and the right time to the right person to
enable informed decision
 Stops data being locked away with individuals
 Obvious organisational advantage
 Data-Information-
Knowledge-Wisdom
Data Information Knowledge Wisdom
- who, what , where? - How? - Why?

Wisdom cannot be assisted by technology

– it only comes with experience!

Service Knowledge Information

Management System is crucial to retaining
this extremely valuable information
 Service Asset and
Configuration
 Managing these properly is key
 Provides Logical Model of Infrastructure and Accurate
Configuration information
 Controls assets
 Minimised costs
 Enables proper change and release management
 Speeds incident and problem resolution
Configuration Management
System
Service Asset and
Management Configuration Change Data
KB Info

Application
Release Data Document
Data

Configuration
Definitive
Management
Media Library
DB
 BASELINE
 A Baseline is a “last known good configuration”
 But the CMS will always be a “work in progress” and
probably always out of date.
 Current configuration will always be the most recent
baseline plus any implemented approved changes
 Change Management – or
what we all get wrong!
 Respond to customers changing business requirements
 Respond to business and IT requests for change that will
align the services with the business needs
 Roles
 Change Manager
 Change Authority
 Change Advisory Board (CAB)
 Emergency CAB (ECAB)
 80% of service interruption is caused by operator error
or poor change control (Gartner)
 Change Types
 Normal
 Non-urgent, requires approval
 Standard
 Non-urgent, follows established path, no approval needed
 Emergency
 Requires approval but too urgent for normal procedure
 Change Advisory Board
 Change Manager (VITAL)
 One or more of
 Customer/User
 User Manager
 Developer/Maintainer
 Expert/Consultant
 Contractor
 CAB considers the 7 R’s
 Who RAISED?, REASON, RETURN, RISKS, RESOURCES,
RESPONSIBLE, RELATIONSHIPS to other changes
 Release Management
 Release is a collection of authorised and tested changes
ready for deployment
 A rollout introduces a release into the live environment
 Full Release
 e.g. Office 2007
 Delta (partial) release
 e.g. Windows Update
 Package
 e.g. Windows Service Pack
 Phased or Big Bang?
 Phased release is less painful but more work
 Deployment can be manual or automatic
 Automatic can be push or pull
 Release Manager will produce a release policy
 Release MUST be tested and NOT by the developer or
the change instigator
 Service Operation
• Maintenance
• Management
• Realises Strategic Objectives and is where the
Value is seen
 Processes in Service Operation
• Incident Management
• Problem Management
• Event Management
• Request Fulfilment
• Access Management
 Functions in Service Operation
• Service Desk
• Technical Management
• IT Operations Management
• Applications Management
Service Operation Balances

A B
Reactive Proactive

Responsiveness Stability

Cost Quality

Internal External
 Incident Management
• Deals with unplanned interruptions to IT
Services or reductions in their quality
• Failure of a configuration item that has not
impacted a service is also an incident (e.g.
Disk in RAID failure)
• Reported by:
– Users
– Technical Staff
– Monitoring Tools
 Event Management
• 3 Types of events
– Information
– Warning
– Exception
• Can we give examples?
• Need to make sense of events and have
appropriate control actions planned and
documented
 Request Fulfilment
• Information, advice or a standard change
• Should not be classed as Incidents or Changes
• Can we give more examples?
 Problem Management
• Aims to prevent problems and resulting incidents
• Minimises impact of unavoidable incidents
• Eliminates recurring incidents
• Proactive Problem Management
– Identifies areas of potential weakness
– Identifies workarounds
• Reactive Problem Management
– Indentifies underlying causes of incidents
– Identifies changes to prevent recurrence
 Access Management
• Right things for right users at right time
• Concepts
– Access
– Identity (Authentication, AuthN)
– Rights (Authorisation, AuthZ)
– Service Group
– Directory
 Service Desk
• Local, Central or Virtual
• Examples?
• Single point of contact
• Skills for operators
– Customer Focus
– Articulate
– Interpersonal Skills (patient!)
– Understand Business
– Methodical/Analytical
– Technical knowledge
– Multi-lingual
• Service desk often seen as the bottom of the pile
– Bust most visible to customers so important to get right!
 Continual Service Improvement
• Focus on Process owners and Service Owners
• Ensures that service management processes
continue to support the business
• Monitor and enhance Service Level
Achievements
• Plan – do –check – act (Deming)
 Service Measurement
• Technology (components, MTBF etc)
• Process (KPIs - Critical Success Factors)
• Service (End-to end, e.g. Customer Satisfaction)
• Why?
– Validation – Soundness of decisions
– Direction – of future activities
– Justify – provide factual evidence
– Intervene – when changes or corrections are needed
 Benefits of ITIL Service Strategy
 Alignment of new & changing services to
organizational strategy
 Supports business cases for investment
 Resolves conflicting demands for services
 Improves service quality by strategic planning
 Ensures that organizations can manage the costs
and risks associated with their Service Portfolios
 Benefits of ITIL Service Design
 Agreeing service level agreements with
internal departments and external third
party suppliers
 Measuring IT quality in business terms
 Reduced total cost of ownership
 Improved quality/consistency of service
 Improved IT governance
 More effective Service Management
 Benefits of ITIL Service Transition
 Align the new or changed service with the
Organization’s requirements & business
operations
 Ability to adapt quickly to new service
requirements
 Improved success rate of changes
 Improved organisational agility and flexibility
 Provides a consistent & rigorous framework for
evaluating the service capability & risk before a new
or changed service is released
 Benefits of ITIL Service Operation
• Delivering & managing services at agreed
levels to Organizational customers & users
• Management & monitoring of the technology
that is used to deliver & support services
• Management of Incidents, including Major
Incidents, & ensuring recovery of service
• Ensuring the appropriate IT organisation is in
place to support the overall service
requirements of the Organization
• Cost-effective Service Delivery
 Benefits of ITIL Continual
Service Improvement
 Commitment to ongoing service quality
 Ongoing improvements to service & supporting
processes
 Review & implementation of appropriate
business-focused service measures
 ROI (Return on Investment)
 VOI (Value on Investment)
 Continual improvement becomes part of
“Business as Usual”
 Change Management process explained
in ITIL

It is one of the most central and most important

ITIL processes
Everything that changes a status in a CI in CMDB in
ITIL
Change mgr should have a good broad overview,
some in-depth knowlegde in key areas, and know
lots of the local history.
 Relationship to other processes
Incident mgmt
Release
mgmt
Problem mgmt

Service level
Change mgmt
mgmt

Capacity mgmt
Config.
mgmt IT service Availability mgmt
cont mgmt
 Goal

Ensure that all changes are performed in a

structured, documented and well-planned
process.
Balance between flexibility (what needs to
be done right now) and stability (so that
changes does not break anything.
 Rôles

Change manager
Change coordinator
Change Advisory Board (CAB)
 Change mgr, Service Level mgr, repr/service desk,
repr/problem mgmt, management, business rep, user
reps, development rep, system administrators, vendor
reps.
CAB/Emergency Commitee (CAB/EC)
 Only the most essential members of CAB.
 Activities
RFC submission, Recording
Rejection,
Acceptance; filtering RFCs possibly
new RFC
Classification, category and priority

Yes Urgent
Urgent?
Configuration mgmt processes info

procedures
Planning; Impact and Resources
and monitors the status of CIs

Build Test
Coordination

No
Implement Working Start back-out
plan

Evaluation and Close

 Registration of an RFC
Identification number
References to problems and known errors
Description and references to CIs involved
Rationale for the change
Current and future CIs that will be changed
Name and contact info for the person that
suggested the RFC
Date etc
Overview of resource usage and time
estimates
 Acceptance

The process of accepting an RFC, has as its goal to

filter out proposed changes that are incomplete,
impractival, impossible, too expensive, unclear, that
is untimely (must wait to a better time), or that has
unwanted consequences.
Further information in an RFC
 Data on categorization and priority
 Estimate on how it will affect the rest of the system
 Recommendations from change mgr
 History of the handling of this RFC, including acceptance and
autorization
 Plans for backup
 Requirements for maintenance
 Plan for implementation
 Roles for the implementation phase, including casts
 Timing for the implementation
 Timing for evaluation
 Test results and observed problems
 If the change is rejected, a reason why
 Information on scenarios and evaluation
 Classification

Priority: Categories
 Low (postponable)  Low impact
 Normal  Significant impact
 High  Great impact
 Urgent (must do now)
 Planning and Acceptance

Three levels of Forward Schedule of

acceptance: Change (FSC):
 Financial (can we afford overview over future,
this? Cost/benefit?)
 Technical (is it doable and planned changes
is it smart to do it?)
 Business (is it constructive CAB should discuss:
compared to focus of what 1. Unautorized changes
we do as an organization?) 2. Autorized changes that
shortcut the CAB
3. RFCs for review in CAB
4. Changes that is open or that
was recently closed.
5. Review of changes that
have been implemented.
 Coordination

Key notions:
Build  Iterative process
 Should be tested in a
laboratory
 Holistic view: SW, HW,
Test docs, procedures etc…
 RFC is the plan that
controls the changes
Implement  No change without a
RFC
 Evaluation

 Was the goals for the

change achieved?
There should be a Post-
implementation Review  What is (if relevant) the
(PIR) after the completion satisfaction of the users?
of the change.  Was any side effects
This must be governed by discovered after this
the CAB. change?
 Was the change on
budget and on time?
 Are there any points to
follow up?
 Standard changes

For small, structured, frequent, trivial and

easily understandable changes, it is possible
to give acceptance in advance – as a standard
change.
Std chg are like templates or procedures
which are to be used in certain, predefined
situations with-out further process.
Std chg must be logged, but Change mgr is
not involved in each specific case.
 Emergency changes

If absolutely necessary, every non-essential,

non-technical stage can be circumvented …
… but the procedures for such must be defined
for the organization in advance:
 CAB/EC is a sub-set of CAB and it is easier to
arrange for a meeting
 Change mgr can make decisions by himself
 Testing, documentation etc can be done post
factum.
Important: all shortcuts must be evaluated
afterwards.
 Reporting

Performance indicators:
Reports:  No of changes pr time
 Number of changes pr unit.
time unit and pr CI  Avg time to perform a
 Overview of origin for change
changes and RFCs  No of rejected changes
 No of successful changes  No of incidents that can
 No of back-outs be related to changes
 No of incidents that can  No of back-outs
be related to changes  Costs related to changes
 Graphs and trends  Share of changes that is
within time and budget
 Input and output
FSC (forward schedule of change)
FSC
RFC

Triggers for
Change other proc
mgmt
CMDB

History

Reports
THE ROLE OF THE HELPDESK

Single
point of
entry

IT-sysadmin- Customers
Helpdesk E-mail
staff
Physical
access
Telephone
Web
Porjects Interrupt- Chat
controlled
SINGLE POINT OF ENTRY – WHY

 To maintain control over the speed

 To make things more uniform for the users
 To prioritize between different tasks
 To get an overview over which tasks
remains
 To limit interruptions to a small part of the
organization
 Centralize expertize on user communication
KEY POINTS FOR HELPDESK

 Not everybody is suitable for work there …

 Consider interior and location
 Estimate sufficient staffing
 Announce it actively, target user groups
 Monitor it for performance
 Use relevant tools to support the helpdesk
SUITABLE (?) PERSONALITIES

If we stopped caring about

the customers, maybe they
would stop bothering us?
LOCATION AND INTERIOR (IF PHYSICAL)

 Location
 An area where lots of people pass by
 Preferably a neutral area
 Interior:
 Sufficient room (space and air)
 Friendly colors and furniture
 No ’hang-arounds’, ’old friends’ or ’pentioneers’
HOW MUCH STAFF IS SUFFICIENT?

Ratio between helpdesk staff and users

depends on the situation:
 University environment (emploees): 50-100

 Students: 300-2000

 ISP: 5000-50000

Note: these numbers are only examples (and

they change all the time)
INFORMATION AND ANNOUNCEMENTS

Location Focus
“Nobody” read the
documentation
Timing

Briefness
Docs must be
Especially designed Repetition

Variation

Relevance & Comprehensible

Usefulness
METRICS FOR HELPDESK

 Number of customers by helpdesk staffer

 Volume of contact, and the change over time
to this volume
 Degree of fulfillment of SLA
 Need for personalized training and education
 Share of incidents that is escalated
METRICS FOR TIMING

Problem
Closure
Symptom

Fixing Final
Error message feedback
1 minute 1 hour
First feedback
Note: the times
given is just Analysis
examples for 10 minutes
discussion
INCIDENTS IN A HELPDESK
 Priority
 Ownership
 Connect similar cases
 Contact-info and  Close old cases
customer info
 Dispatch cases
 Timestamps
 Refs to CIs  Make statistics
 Status
 Search in old cases
 Categorizations
 History  Prioritize between
cases
 Escalate cases
PRIORITY AND PARAMETERS

Coverage – How many are covered by the error (1 – 5

– 100 – all)?
Severity – what is the consequence if the error is not
corrected (beauty-error – inconvenience – error –
crisis)?
Frequency – how often does this error ocurr?
(continually – daily – monthly – once)?
Status – how important is the reporter of the error
(your boss -- paying – non-paying)
STATE DIAGRAM FOR AN INCIDENT

New Analysed Archived

Open In work

More info Wait Closed

DEFINITION OF THE COVERAGE

 Which machines and applications

 Who can contact the helpdesk
 Where can they get help
 When can they get help
 How long must they expect to wait
 How is the incident escalated
HELPDESK – PHASES

Problem Planning and

Welcome Verification
identification execution

Greet them Classification Alternatives By sysadmin

Description Selection a By user
Verification Solution Closure
Implementation
THE WELCOME PHASE

 This phase is often under-estimated (But, it is just a

nice ’hello’)
 It is often a critical phase – it is a first impression,
and some users can easily feel dismissed.
 If done well, it will facilitate the next message from
that user.
PROBLEM IDENTIFICATION

1. Classification – which area is this problem within.

Might be partly automatic
2. Description – Make a short and explicit description
of the incident,
3. Verification – check that the problem is
reproducible
EXECUTION PHASE

 Suggest different solutions – maybe on

temporary for ’today’ and a possible permanent
for the future. Often a task for experts
 Select a solution – prioritize between the
solutions, involve the user, and a suitable
solution.
 Execution – let a sysadmin execute the solution if
neccessary, or otherwise help the user
VERIFICATION PHASE

 Sysadm-verification – Let those who have changed

something or suggested a solution test it before
forwarding it to the user
 User-verification – Let the user himself test the
solution, and come with feedback on whether the
solution worked or not.
INCORRECT ROLES
The bogeyman – frightens the user away … no work
The forwarder – sends the user somewhere else
The assumptionist – knows what the problem is, even
without having studied the problem and symptoms
The conceptualist – who fixes minor things by
changing ’everything’
The typo-ist – who never is able to write docs,
commands, or scripts without typos.
Hit-and-run-Sysadm – comes, writes commands, runs
(doesn’t tests)
The Sandman – closes ticket – nice and quetly
The Benefits of ITSM
Cut IT costs
•Streamline IT support through automation of processes
•Optimize resource usage through better visibility and planning
•Measure, monitor and reduce cost of service provision
Maximize productivity and customer retention through better
services and support
•External IT support is more responsive and consistent, increasing customer satisfaction and
retention
•Internal IT support is more effective, keeping business users productive and increasing
capacity to generate revenue
Gain a competitive edge through increased agility
•Become more responsive to the needs of the business
•Streamline IT support and drive a transformation from reactive to proactive IT
•Take new lines of business to market quicker through faster delivery of supporting IT services
Mitigate risk and ensure business continuity
•Plan changes and assess impact
•Escalate decision-making to management
 Conclusions and
recommendations
 ITIL is an enabler for process improvement
 A combination of processes/people/tools is required
 Only tools can provide effective automation
 The tool investments will generate ROI, not the “ITIL project”
 Always measure your progress by measuring before and
after process improvements
 IT process planning tool — other departments may already
have a tool to plan/measure business processes
ITIL v3 Certification Roadmap
Thank You