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ITIL v3 at COMPUTERLAND : presentation to the team - Sept 2014
This document provides an overview of ITILv3 and its key concepts. ITIL is a framework for IT service management best practices that focuses on aligning IT services with business needs. Version 3 simplified the framework into 5 core publications and placed more emphasis on strategic guidance. The service lifecycle consists of 5 stages: service strategy, design, transition, operation, and continual service improvement. The goal is to design, transition, and operate services that meet business requirements and strategic objectives.
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ITIL v3 at COMPUTERLAND : presentation to the team - Sept 2014
- 1. ITILv3 Introduction andOverview Technical Broadcast – septembre
- 2. Agenda for theSession • What is ITIL? • What about V3? • Key Concepts • Service Management & Delivery • The Service Lifecycle • The Five Stages of the lifecycle • ITIL Roles • Functions and Processes
- 3. What is ITIL? ITIL I nformation Technology I nfrastructure L ibrary
- 4. What is ITIL? • Systematic approach to high quality IT service delivery • Documented best practice for IT Service Management • Provides common language with well-defined terms • Developed in 1980s by what is now The Office of Government Commerce • itSMF also involved in maintaining best practice documentation in ITIL - itSMF is global, independent, not-for-profit - www.itsmf.be – www.itsmf.com
- 5. What about V3? • V1 ITIL started in 80s. – 40 publications! • V2 came along in 2000-2002 – Still Large and complex – 8 Books – Talks about what you should do • V3 in 2007 – Much simplified and rationalised to 5 books – Much clearer guidance on how to provide service – Easier, more modular accreditation paths – Keeps tactical and operational guidance – Gives more prominence to strategic ITIL guidance relevant to senior staff – Aligned with ISO20000 standard for service management
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- 7. Key Concepts Whatmeans SERVICE for you? In ITIL glossary: Service : A means of delivering value to Customers by facilitating Outcomes Customers want to achieve without the ownership of specific Costs and Risks. (Un moyen d'offrir une valeur aux clients en facilitant les résultats que les clients veulent réaliser sans donner la propriété des coûts et des risques spécifiques.)
- 8. Key Concepts •IT Service (ITILv1): A set of related functions provided by IT systems in support of one or more business areas, which in turn may be made up of software, hardware and communications facilities, perceived by the customer as a coherent and self-contained entity. • IT Service (ITILv2): A set of related components provided in support of one or more business processes. The service will comprise a range of Configuration Item (CI) types but will be perceived by Customers and Users as a self-contained, single, coherent entity. • IT Service (ITILv3): A Service provided to one or more Customers, by an IT Service Provider. An IT Service is based on the use of Information Technology and supports the Customer's Business Process. An IT Service is made up from a combination of People, Processes and technology and should be defined in a Service Level Agreement.
- 9. Key Concepts •SERVICE LEVEL – Measured and reported achievement against one or more service level targets – E.g. • Red/Gold = 1 hour response 24/7 • Amber/Silver = 4 hour response 8/5 • Green/Bronze = Next business day • SERVICE LEVEL AGREEMENT – Written and negotiated agreement between Service Provider and Customer documenting agreed service levels and costs
- 10. Key Concepts •CONFIGURATION MANAGEMENT SYSTEM(CMS) – Purpose : provide accurate and up-to-date information regarding how the environment is configured – What : Repository and interfaces for management of information concerning items under configuration control (Configuration Items) in the environment – How : stores records of CI in the CMDB – Includes information about Incidents, Problems, Know Errors, Changes and Releases – May contain data about Employees, Suppliers, Locations, Business Units, Customers and Users
- 11. Key Concepts •CONFIGURATION MANAGEMENT DATABASE (CMDB) – Tool for collecting, storing, managing, updating and presenting data about all Configuration Item and their relationships. – Records hardware, software, documentation and anything else important to IT provision – The heart beating • CONFIGURATION ITEM - Each element contains in the CMDB
- 12. Key Concepts •RELEASE and DEPLOY ITIL Release Management's goal is to protect the live or production environment services through use of formal procedures and checks. Collection of hardware, software, documentation, processes or other components required to implement one or more approved changes to IT Services. The content of each Release are managed, tested and deployed as a single entity. • CHANGE The addition, modification or removal of anything that could have an effect on IT Services. The scope should include all IT Services, Configuration Items, Documentation …
- 13. 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
- 14. 4 Ps ofService Management • People – skills, training, communication • Processes – actions, activities, changes, goals • Products – tools, monitor, measure, improve • Partners – specialist suppliers
- 15. How the Lifecyclestages fit together
- 16. How the Lifecyclestages fit together
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- 18. 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 model
- 19. Assets • ServiceAssets: 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 • Strategic Assets: Physical assets Products Services contained in a service lifecycle
- 20. 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
- 21. Financial Management •Requires determination of : the actual cost of service; the price to charge for all services; reporting ongoing costs and cost recovery and integration with financial applications
- 22. Demand Management •Ensures we don’t waste money with excess capacity • Ensures we have enough capacity to meet demand at agreed quality • Patterns of Business Activity to be considered: « Profil de charge de travail d’une ou de plusieurs activités métier. Les schémas d’activité métier aident le fournisseur de service informatique à comprendre et à planifier les variations d’activités liées au métier. »
- 23. ROI • Returnon Investment • Demonstrate value of new and existing services or service improvements by providing ROI information
- 24. How the Lifecyclestages fit together
- 25. 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?
- 26. Service Catalogue BusinessProcess A Business Process B Business Process C Business Service Catalogue Service 1 Service 2 Service 3 Service 4 Service 5 Service 6 Technical Service Catalogue Hardware Software Support Applications Databases Capability
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- 29. Service Level Management • Service Level Management can generally be described in four words: “building and managing relationships.” That is building relations with IT customers, building relationships between functional groups within IT , and building relationships with the vendor community who provide services to IT .
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- 31. Service Level Management • Service Level Agreements • Between Business and Service Provider • Operational Level Agreements • Internal • Underpinning Contracts • External Organisation • Supplier Management Can be an annex to a contract Should be clear, 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?
- 32. Capacity Management •Right Capacity, Right Time, Right Cost! Balances Cost against Capacity so minimises costs while maintaining quality of service. 3 types of Capacity: Business Capacity Management – Ensuring future business requirements for IT services are planned, and current service provision is business aligned Service Capacity Management – Management of the performance of live, operational IT application services Component Capacity Management – Management of the individual components of the IT infrastructure
- 33. Availability Management •Services are available for use during expected timeframes as specified in SLAs. • Ensure that IT services matches or exceeds agreed targets. • Optimize the capability of the IT infrastructure, services and supporting organization to deliver a cost effective and sustained level of service availability that meets business requirements.
- 34. Availability Management •Serviceability – where a service is provided by a 3rd party organization, this is the expected availability of a component. • Reliability – the time for which a component can be expected to perform under specific conditions without failure. • Recoverability – the time it should take to restore a component back to its operational state after a failure. • Maintainability – the ease with which a component can be maintained, which can be both remedial and preventative. • Resilience – the ability to resist to failure. • Security – the ability of components to resist to breaches of security.
- 35. IT Service ContinuityManagement – what? IT Service Continuity Management is • The Process responsible for managing risks that could seriously impact IT Services. ITSCM ensures that the IT Service Provider can always provide minimum agreed Service Levels, by reducing the Risk to an acceptable level and Planning for the Recovery of IT Services. • ITSCM should : – be designed to support Business 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
- 36. 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
- 37. How the Lifecyclestages fit together
- 38. Service Transition •Service Transition involves the development of capabilities for transitioning new and changed services into operations while ensuring the requirements of Service Strategy, encoded in Service Design, are effectively realized in Service Operations. • Service Transition helps to control the risk of failure and disruption while introducing new or changed services into production : Build Deployment Testing User acceptance In production
- 39. Good service transition • Set customer expectations • Enable release integration • Reduce performance variation • Document and reduce known errors • Minimise risk • Ensure proper use of services
- 40. Service Asset andConfiguration • 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
- 41. Configuration Management System Service Management KB Asset and Configuration Info Change Data Release Data Application Data Document Definitive Media Library Configuration Management DB
- 42. Build the heart... • A Baseline is a “last known good configuration” • But the CMS will always be a “work in progress” and probably always out of date. But still worth having • Current configuration will always be the most recent baseline plus any implemented approved changes
- 43. 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)”
- 44. 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
- 45. Change Advisory Board • Who must be present: Change Manager (VITAL) One or more of – Customer/User – User Manager – Developer/Maintainer – Expert/Consultant – Contractor • CAB considers the 7 Rs Who RAISED?, REASON, RETURN, RISKS, RESOURCES, RESPONSIBLE, RELATIONSHIPS to other changes
- 46. 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
- 47. Phased or BigBang? • Phased release is less painful but more work • Deploy 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
- 48. Validation, Testing andEvaluation • Service Validation and Testing: – Develop and implement a structured validation and test process that provide objective evidence that new or changed services will support the defined requirements and agreed service levels • Evaluation: – Provide a consistent and standardized process to determine the performance of a service change as it relates to existing and proposed services and the IT infrastructure
- 49. 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
- 50. Data-Information-Knowledge-Wisdom Data Information - who, what , where? Knowledge - How? Wisdom - 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
- 51. How the Lifecyclestages fit together
- 52. Service Operation •Maintenance • Management • Realises Strategic Objectives and is where the Value is seen
- 53. Service Operation Balances A B Proactive Stability Quality External Reactive Responsiveness Cost Internal
- 54. 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
- 55. Event Management •A change of state which has significance for the management of a Configuration Item or IT Service. • The term Event is also used to mean an Alert or Notification created by any IT Service, Configuration Item or Monitoring tool. • Events typically require IT Operations personnel to take actions, and often lead to Incidents being logged. • Need to make sense of events and have appropriate control actions planned and documented.
- 56. Request Fulfilment •The Process responsible for managing the lifecycle of all Service Requests. • Many of these service requests are actually: – small changes, – low risk, – frequently occurring, – low cost, – … • Should not be classed as Incidents or Changes e.g.: Password resets Standard software installations Additions to distribution lists User provisioning User deletion
- 57. Problem Management •The primary objective of this process is to prevent Incidents from happening and to minimize the impact of incidents that cannot be prevented. – 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
- 58. Access Management •Right things for right users at right time • Concepts Access Identity (Authentication) Rights (Authorisation) Service Group Directory
- 59. Service Desk •Local, Central or Virtual • 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!
- 60. How the Lifecyclestages fit together
- 61. 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)
- 62. Service Measurement "ifit's not measured, it doesn't exist" • Technology (components, MTBF etc) • Process (KPIs - Critical Success Factors/CSF) • 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
- 63. 7 Steps toImprovement What should we measure? What can we measure? Gather data Corrective action Present and use info Analyse data Process data
- 64. ITIL Roles •Process Owner – Ensures Fit for Purpose • Process Manager – Monitors and Reports on Process • Service Owner – Accountable for Delivery • Service Manager – Responsible for initiation, transition and maintenance. Lifecycle!
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- 66. More Roles •Business Relationship Manager A business relationship manager is the connection between the IT department and the business units it services. • Service Asset & Configuration Service Asset Manager Service Knowledge Manager Configuration Manager Configuration Analyst Configuration Librarian CMS tools administrator
- 67. Functions and Processes • Process – Structured set of activities designed to accomplish a defined objective – Inputs & Outputs – Measurable • Function – Team or group of people and tools they use to carry out one or more processes or activities – Own practices and knowledge body
- 68. The End ofthe story • Training: ITIL foundation • Game : Apollo 13 • Coaching : by our experts • itSMF : bi-annual conference • Some books
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- 70. See you latersoon!
- 71. Personal Details DemierbeMarie France [email protected] +32 474 85 11 60 Function: Incident and Problem Manager
Editor's Notes
- #5 ITIL n’est pas une norme -> la norme inspirée de ITIL est ISO 20 000 Tout le monde parle la même langue, il existe des glossaires avec les termes ITIL utilisés Cela ne date pas de la dernière décennie mais bien avant et démarre de l’Europe itSMF, j’ay ai travaillé bénévolement pendant ¾ ans. Une conférence a lieu tous les ans à Anvers en mars/avril
- #6 En passant de V1 à V2 : on part de l’application en infrastructure pure vers l’application en gestion de service IT. En passant de V2 à V3, on peur se rendre compte de la gestion de service qui ne s’appliquait qu’à de l’IT peut aussi s’appliquer au business et vise plus l’alignement entre le business et l’IT. Ex: j’ai proposé la gestion de s incidents à la poste belge en se basant sur le processus « Incident Management ». Dans la V3, on parle bien de gouvernance ou encore d’amélioration continue.
- #7 En passant de V1 à V2 : On passe de fournisseur de technologie en fournisseur de service. En passant de V2 à V3 : On passe de fournisseur de service à PARTENAIRE stratégique! Dans la V3, on parle bien d’amélioration continue. Le cycle de DEMING:
- #9 ITIL entend pas la gestion de services informatiques: la gestion de prestations délivrées (aide, support, exploitation...) pour permettre au utilisateurs de disposer de l’énergie informatique dont ils ont besoin. ITIL fait aussi la différence entre : CLIENT: la personne qui paie pour ce service et en définit le niveau UTILISATEUR : la personne qui utilise le système d’information au quotidien
- #10 Le gestion du niveau de service passe par le définition de ces différents niveaux de service. Cela peut apparaître comme du GOLD/SILVER/BRONZE – je reprends toujours le cas de la carte VISA – GOLD ou encore, dans un avion, le service RyanAir vs. Le service de la Sabena ou encore de la Lufthansa -> classe éco vs. classe business
- #53 Les avantages de mettre en place un base de connaissance: Capacité à résoudre plus rapidement des dysfonctionnements Lors de turnover dans les équipes, la connaissance de reste pas dans la tête de celui qui part Permet une recherche plus aisée de solution connue Donne une structure à la connaissance parce que force à une organisation des articles présents dans la KB
- #54 Widsom = sagesse Plusieurs outils existent: Alfresco, Sharepoint, KB Publisher, …
- #57 Il est souvent urgent de régler des dysfonctionnements donc, on a tendance à être réactif plus que proactif. Ce que coûte la mode proactif est géré autrement que le coût du réactif. Le proactif met plus de temps à être reconnu par le management qui peut penser: « le dysfonctionnement est réglé et c’est ce qui compte » mais, s’il réapparaît plusieurs fois, il est mieux d’analyser la pourquoi!
- #58 Le pompier Le vite fait et parfois mal fait parce que ne va pas jusqu’au bout des choses.
- #59 La gestion des events est à considérer différemment de la gestion d’un incident. La gestion des events peut être prédéfinie au travers d’une politique de monitoring. Le processus de monitoring étant, bien étendu, plus large que la simple génération d’event. The difference between monitoring and event management – These two areas are very closely related, but slightly different in nature. Event management is focused on generating and detecting meaningful notifications about the status of the IT infrastructure and services. Whilst monitoring is required to detect and track these notifications, monitoring is broader than event management. For example, monitoring tools will check the status of a device to ensure that it is operating within acceptable limits, even if that device is not generating events. Les events sont générés automatiquement alors que l’incident est adressé par une utilisateur. Ils aboutissent tout deux dans un même interface de gestion de ticket. Ces events peuvent être générés à titre d’information, de mise en garde ou d’exception
- #60 La gestion des events est à considérer différemment de la gestion d’un incident. La gestion des events peut être prédéfinie au travers d’une politique de monitoring. Le processus de monitoring étant, bien étendu, plus large que la simple génération d’event. The difference between monitoring and event management – These two areas are very closely related, but slightly different in nature. Event management is focused on generating and detecting meaningful notifications about the status of the IT infrastructure and services. Whilst monitoring is required to detect and track these notifications, monitoring is broader than event management. For example, monitoring tools will check the status of a device to ensure that it is operating within acceptable limits, even if that device is not generating events. Les events sont générés automatiquement alors que l’incident est adressé par une utilisateur. Ils aboutissent tout deux dans un même interface de gestion de ticket. Ces events peuvent être générés à titre d’information, de mise en garde ou d’exception