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Information Technology

Infrastructure Library (ITIL)


An Introduction

February 15th 2007

© Deloitte & Touche LLP and affiliated entities.


Today’s Objectives:

1. Learn the history of ITIL


2. Understand philosophy behind ITSM and ITIL
3. Discover all components of the ITIL Framework
4. Visit each of the core 10 ITIL SM Processes & 1 Function
5. Understand relationships with other ITSM frameworks/standards
6. Learn about ITIL Certifications and Career Options
7. Learn about the future of ITIL

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Your Presenter
Dalibor Petrovic, PMP, I.S.P.
Consulting Manager, IT Strategy and Management, Deloitte.

 Certified ITIL Service Manager (ITIL Master)


 Certified ISO 20000 Consultant and Internal Auditor,
 Certified CobiT professional
 Certified Project Management Professional (PMP)
 President of itSMF-Northern Alberta, Edmonton
 EXIN Exam Marker for ITIL Master certifications

Role at Deloitte:
 Helping Business Leaders maximize their Return on IT Investment
 Helping Technology Leaders demonstrate Value of the IT Investment

Industry Focus: Public Sector / Mid-Large Public and Private clients


 Program Manager and Chief Consultant for the GoA’s ICT Service Management Initiative
 Contact: +780.421.3716; e-mail: dpetrovic@deloitte.ca

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Today IT is in a critical, and ‘tight’ spot!
IT has become a vehicle for key business processes. IT is expected to
deliver consistently improving services to the business, but with less
resources and under ever-increasing expectations:
Increasing visibility – the “Front of the Front Office”
e.g.. customers and business partners directly logging into systems to
perform transitions

Increasing demands from the business to deliver effective IT


solutions faster, cheaper, better…

Increasing complexity of IT infrastructure and processes

Increasing competition, e.g. ‘threat’ of outsourcing

Increasing pressure to demonstrate value and ROI:


Business justification for development projects, control over operational
costs, Business Case driven investment decision,

Increasing maturity and technical savvyness of users and customers

Increasing demands by the business to receive SERVICES…

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What our users really expect of IT?
 Specification
They want to know what it is they are getting? Often, customers don’t know,
or can not articulate their true needs – IT should help translate real business
requirements into solutions

 Conformance
Are they getting what the specifications says they should be
getting?

 Consistency
They want the same experience every time!

 Value
The cost of services should be perceived to be fair, and the quality of service
should be perceived to be worth the money spent.

 Communication
They want to be told what they are getting (or not getting), when, how, and
what to do if they have a problem with it. They want to be kept in the loop,
and shown due respect

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The Solution: different perspective for IT
 Start by viewing and managing IT as a business that sells services
 Formulate and deliver unbeatable value proposition for your customers
 Reposition IT from a cost centre, into a strategic business partner
IT Service Management is a discipline that promotes this perspective!

The goal of IT Service Management is to provide the service that the


Customer wants, at a price they are prepared to pay

Objectives of IT Service Management (ITSM):

 To align IT services with the current and future needs of the business and its
customers

 To deliver efficient and effective service to the business and customers

 To continually improve the quality of the IT services delivered

 To provide more services for the same cost, and reduce the long-term costs of
service provision

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Scope of IT Service Management

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The process approach – a key to ITSM
Focus on processes, because good processes …

 Have well defined inputs, activities, outputs – specification


 Can be measured, therefore – can be managed - conformance
 Are repeatable, promoting service consistency
 Cut across silos – promoting communication and co-operation
 Can be audited and benchmarked (e.g. Maturity Assessment),
demonstrating value to the customer and user
 Impose organizational discipline
 Clarify organizational boundaries and roles
 Capture organizational knowledge
 Link individuals with the work roles they fill
 Avoid duplication of effort
 Form a base for designing good services
 Support continuous improvement…
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And just a reminder - a process is …

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What is ITIL?

The process
Defined Commonfocused
Sense
A Library of Books
approach to managing IT

Origins:

 British Government’s effort to improve IT management


 Developed by the CCTA in the late 1980’s
 Originally, a library of over 40 books that documented various
IT Service areas, processes and standards
 Today, a library of 8 books, under the auspices of OGC

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In the beginning…

…there
was
Deming!
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A Quality Management System
Maturity Level

an

D
o
Pl

ck
he
Ac

C
t

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The ITIL Library
Planning to Implement Service Management

Service

The Technology
Support
The Business

ICT
The Business Security Infrastructure
Perspective Management Management

Service
Delivery

Applications Management

Software Asset Management

Source: OGC
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The Service Management Structure
Business
Objectives &
KPIs The Customers’ Business

Customer Relations and Service


Processes

Planning Best Practices

Integrated Service Desk and ITSM Tool-set


Service Level Management
Manage the Services
(Defining, negotiating, agreeing, measuring, and reporting on services, catalogues, service levels, operational
support activities & relationships, service metrics)
Manage Information and Communications Technology operations

IT Service
Delivery
(Medium to long-

Manage confidentiality, integrity, availability


Capacity Mgmt
term planning and Availability Mgmt
Continuity Mgmt Financial Mgmt
Preparing for the
improvement of IT Predicting Service Manage the Cost
Future Manage the
Behaviour (Cost effective
ICT Infrastructure Management

service provision) (Healthy growth, customer Unthinkable


(Optimizing the current stewardship, allocation and
confidence, meet new (Part of business continuity
structure, planning to meet apportionment of service

Security Management
business needs, risk management – plan,
future customer service costs, optimum VFM, good
understand the reduce impact, survive)
availability requirements) ROI, financial metrics)
infrastructure behaviour)

IT Service Change Management


Manage Service Improvements
Support
(Ensure changes are fast, easy, consistent and authorized – manage risks)
(Day-to-day

Operational Best
operation and
support of IT Incident Management Problem Management

Practice
Release Management
services) Manage Service Failure Detect and Remove Cause of
Maintain Service Integrity
(Return service ASAP – Lifecycle Failure (Software & hardware control and
responsibility for failures, (Remove repetitive incidents from
distribution – service legality and
empowered, prepared and the infrastructure, prevent incidents
integrity)
consistent) occurring)

Configuration Management
Manage infrastructure component (Configuration Item) information
(What are the service components and how are they joined together? Infrastructure quality metrics)

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Components of Service Support
Goal: To operate the IT services in an efficient and effective way and to ensure required
stability and availability targets of the day-to-day IT operation are consistently met

 Service Desk
A function, not a process, that provides ‘a central point of contact’ between
users and the IT service organization
 Incident Management
Aims to restore normal service operation as quickly as possible and minimizes
negative impacts of incidents on business operations, therefore ensuring the
maintenance of best possible levels of service quality and availability
 Problem Management
Diagnoses the underlying cause of incidents and problems, provides root-cause
analysis, correction of errors and proactive problem and incident prevention
 Configuration Management
Provides a logical model of the infrastructure and services by identifying,
controlling, maintaining and verifying the Configuration items.
 Change Management
Ensures that standardized methods and procedures are used for efficient and
prompt handling of changes, thus minimizing the impact of any related incidents
upon service
 Release Management
Takes a holistic view of a Change to an IT service and ensures that all aspects of
a Release, both technical and non-technical, are considered together.

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The Service Desk
Goals

 To act as the central point of contact between Users and IT Service


organization and track status of all customer interactions

 To handle Incidents and Requests, and provide an interface for other


activities and processes, such as Change, Problem, Configuration,
Release, Service Level, and IT Service Continuity Management

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Why the Service Desk?

Today’s organizations demand efficient, effective and high


quality Support System
A Support System that is:
 easy to access
 quick to respond
 capable and knowledgeable
 equipped to resolve, restore and respond
 empowered to act!

Such Support System improves an organization’s


Competitive Advantage!
Service Desk is at the CORE of such a Support System

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What is the Service Desk?

 The Service Desk is more than just a Help Desk


 The first and the only point of contact for all IT users
 Provides high quality support to meet business goals
 Helps identify costs of IT services
 Enables proactive support and communication of changes
 Identification of business and training opportunities
 Increases user satisfaction (gradually)

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Responsibilities of the Service Desk

 Receives and records all calls from users


 Provides first-line support, through Incident Control activities
 Escalates to second-line support when necessary
 Monitors Incident trends and raises Problem Records
 Keeps users informed on status and progress
 Provides interface between ITSM processes
 Produces measurements and metrics
 Provides Management Information

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Types of Service Desk: Local
Information

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Types of Service Desk: Centralized
Information

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Types of Service Desk: Virtual
Information

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Incident Management
Goal

To restore normal service operation as quickly as possible with


minimum disruption to the business, thus ensuring that the best
achievable levels of availability and service are maintained

Incident definition:
Any event which is not part of the standard operation of a
service and which causes, or may cause, an interruption to,
or a reduction in, the quality of that service

Work-around definition:
A method of avoiding an Incident or Problem either by
employing a temporary fix or technique so the user is no
longer reliant on a Configuration Item (CI) that is known to
cause failure
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The Incident Life Cycle
Activities

Including Impact and Urgency


selection

Yes

No

Note. This is not Problem Closure


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Classification: Categorization
Activities

 Record User perception of failure in terms of the User’s


inability to do something
 “Batch job output has not been received”
 “I can’t print, connect to a server or access an application”
 Identify affected services (and possibly by association the
affected SLA)
 Categorize and provide details of CI thought to be at fault

After resolution:
 Categorize and provide details of CI eventually found to be
at fault
 Log the quick fix, workaround, or the action taken.

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Classification: Prioritization
Activities

 Impact is the measure of the effect upon the business activities


and service levels (the degree of possible harm) - scope
 Urgency is the measure of effect on business deadlines (when
the harm will occur) - time

Priority = Impact X Urgency

Priorities allow the IT service supplier to prioritize its resources:


Effort = Time = Money

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Illustrative Examples of Priority
Information Payroll Application: System run once per month to run
payroll / perform BACS transfers etc.

Impact Urgency Priority


Failure of payroll High: will effect all Low : Payroll not Low (at the
server employees run for 3 weeks moment)
(first week in
month)
Failure in payroll High: will effect all High : Fix needed High
server (last week employees before 06:00
of month) tomorrow morning

Bank Teller Application: System used by cashiers in bank to transact on accounts


Impact Urgency Priority
One Branch teller Medium : one High : Queues High
application branch out of 150 beginning to form
performing poorly
Router Interface Low : Cashiers and Med : Router Med
down customers not needs to be re-
impacted due to booted to restore
redundancy in network
network redundancy
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Escalation types
Definitions

Hierarchical escalation would typically


include requests for authorization,
resources and/or costs

Hierarchical (authority)

Functional (competence)

Functional escalation might include specialist groups, e.g.. Tier 1 to Tier 2

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The use of Support Teams
Activities The use of support
teams is important
in efficient
incident
resolution.

 First line support


deals with the
communication to
the user, resolution
of known incidents
(e.g.. password
resets)…

 …allowing the second


and subsequent
levels to focus on
resolving assigned
incidents.

 Targets are often set


for improving the
percentage of
incidents resolved at
first level.
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Problem Management
Goal

To minimize the adverse effect on the business of Incidents and


Problems caused by errors in the infrastructure, and to
proactively prevent the occurrence of Incidents, Problems and
errors.

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Problems and Known Errors
Definitions

Problem An ‘unknown underlying cause of one or more


incidents’
Known An Incident or Problem for which the root cause
Error is known and for which a temporary work
around or permanent alternative has been
identified.

If a business case exists an RFC* will be raised,


but in any event it remains a Known Error until
it is permanently fixed by a Change’
* - RFC: Request for Change

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Activities of Problem Management
Activities

 Problem Control (reactive)


 Error Control (reactive)
 Major Incident Support (e.g.. email server down)
 Proactive Problem Prevention:
 Trent Analysis
 Targeting Support Action

 Provision of Management Information


 Major Problem Reviews

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Problem Flow
Information Incidents

Service Desk

Problem

Known Error

Change Process

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Configuration Management
Goal

To provide logical model of the IT Infrastructure by identifying,


controlling, maintaining and verifying the versions of all Configuration
Items in existence.

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What is in a WORD?…..

Inventory

• A list of items
• Physical and unique

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What is in a WORD?…..

Asset

Inventory

• A list of items • Financial data


• Physical and unique • Governance

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What is in a WORD?…..
Configuration

Asset

Inventory

• A list of items • Financial data • Relationships


• Physical and unique • Governance • Decision DB

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Configuration Management
Definitions

Configuration Item (CI) – a component of an IT infrastructure which is


(or is to be) under the control of Configuration Management and therefore
subject to formal change control

Configuration Management Database (CMDB) – a database which


contains details of the attributes and history of each CI and the
relationships between CIs

Baseline – a snapshot of the state of a CI and its components or related


CIs, frozen in time for a particular purpose, such as:
 The ability to return a service to a trusted state if a change goes wrong
 A specification for copying the CI or for a roll-out
 The minimum CIs needed to maintain vital Business Functions after a disaster

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Major CI Types

Documentation Data Files


Designs; Reports; What, Where,
Agreements; Contracts; Most Important Environment
Procedures; Plans; Process Accommodation; Light,
Descriptions; Minutes; Heat, Power; Utility
People Records; Events (Incident, Services (Electricity,
Users, Customers, Problems, Change Records); Gas, Water, Oil); Office
Who, Where, What Proposals; Quotations Equipment; Furniture;
Skills, Characteristics, Plant & Machinery
Experience, Roles

Services
Hardware Desktop Support, Software
Computers, Computer E-mail, Service Desk, Network Mgmt Systems;
components, Network Payroll, Finance, In-house applications; O/S;
components & cables Production Support Utilities (scheduling, B/R);
(LAN, WAN), Packages; Office systems;
Telephones, Switches Web Management
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Building a CMDB….

Scope Description
The
The relevant
range ofcharacteristics
responsibility
the interfaces
The degree of detail selected
that
orcovered
features
exist between
bythat
Configuration
distinguish
CIs in the
to describe a unique entity
oneinfrastructure
Management
CI from another

CI Level Attributes Relationships

• Identification
• Inventory
• Asset
• Incidents
• Changes, ect
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CI Relationships and Attributes

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Interfaces between processes
Information Configuration Management is
heavily dependent upon a
number of other disciplines.

Effective Change Management,


software control, Release
Management, operational
acceptance testing, and
procedures for the installation and
acceptance of new/different
hardware and network
components are all essential.

If these are not already in


existence, they should be planned
alongside Configuration
Management.
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Change Management
Goals

To ensure that standardized methods and procedures are used for


efficient and prompt handling of all Changes, in order to minimize the
impact of any related Incidents upon service.

Changes can arise as a result of Problems, Known Errors and their


resolution, but many Changes can come from proactively seeking
business benefits such as reducing costs or improving services

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Change Management
Definitions

Change – a deliberate action that alters the form, fit or function of


Configuration Item (CI) such as an addition, modification, movement, or
deletion that impacts the IT infrastructure

Request for Change (RFC) – a means of proposing a change to any


component of an IT infrastructure or any aspect of an IT service

Forward Schedule of Change (FSC) – a schedule that contains details of


all the changes approved for implementation and their proposed
implementation date

Standard Change – a Change that is recurrent, has been proceduralized


to follow a pre-defined, relatively risk free path and where Change
Management and budgetary authority is effectively give in advance

Service Request – a request, usually made through a Service Desk, for a


Standard Change
 Example: providing access to services for a new member of staff or
relocating a few PCs
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Change Management terminology
Terminology

 Change Advisory Board (CAB)

 Forward Schedule of Changes (FSC)

 Projected Service Availability (PSA)

 Emergency Committee (EC)

Types of Changes:
 Basic Change

 Standard Change

 Urgent Change

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Control
Information

Incident Management is responsible for controlling Incidents, Problem Management is


responsible for controlling Problems and Errors, and – if a change is required to fix a Known
Error, Change Management is responsible for managing Changes

Incident
Incident Control Management

Problem Control

Problem
Management

Error Control

Change
Change
Control
Management
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Release Management
Goal

Release Management takes a holistic view of a Change to an IT service to


ensure that all aspects of a Release, both technical and non-technical,
are considered together

Good resource planning and management are essential


to package and distribute a Release successfully.

The focus of Release Management is the protection of


the live environment and its services through the use
of formal procedures and checks.

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Service Support Process Model

Management Service Enquiries,


Tools & IT Incidents Communications, Users
Infrastructure Desk Workarounds,
Incident
Updates
Management
Changes
Problem Releases
Management
Services
Services Change
Reports,
Reports, Management
Incidents,
Incidents,
Statistics,
Statistics, Problem
Problem Release
Audit
Audit Reports
Reports Statistics,
Statistics, Management
Trend
Trend Analysis,
Analysis,
Problem
Problem
Reports, Change Configuration
Reports, Change
Management
Problem
Problem Schedule,
Schedule, Release
Release
Reviews,
Reviews, CAB
CAB Minutes,
Minutes, Schedule,
Schedule,
Diagnostic
Diagnostic Change
Change Release
Release
Aids,
Aids, Statistics,
Statistics, Statistics,
Statistics, CMDB
CMDB Reports,
Reports,
Audit
Audit Reports
Reports Change
Change Release
Release CMDB
CMDB Statistics,
Statistics,
Reviews,
Reviews, Reviews,
Reviews, Policy/Standards,
Policy/Standards,
Audit
Audit Reports
Reports Source
Source Library,
Library, Audit
Audit Reports
Reports
Testing
Testing
Standards,
Standards,
Audit
Audit Reports
Reports

Incidents Problems, Changes Releases CI Relationships


Known Errors

Configuration Management Database

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Components of Service Delivery
Goal: Plan and deliver IT services in a structured, reliable and cost effective way and
achieve consistency and value though continuous improvements and strong relationships
with Customers and Users
Service Level Management
Maintains and gradually improves IT service quality through a constant cycle of
agreeing, monitoring and reporting on IT service achievements. Instigates actions to
eradicate unacceptable levels of services
Financial Management for IT Services
Provides cost-effective stewardship of IT assets and the financial resources used in
providing IT Services. Includes sub-processes of Budgeting, Accounting and Charging
Capacity Management
Enables an organization to understand and manage current capacity, understand and
meet the future business requirements for capacity and performance cost effectively.
Availability Management
Optimizes the capability IT infrastructure and the supporting organization to deliver
cost effective and sustained levels of availability that enables the business to satisfy
its objectives
IT Service Continuity Management
Support the overall Business Continuity Management process by ensuring that the
required IT technical and services facilities can be required within required and agreed
business time scales.

© Deloitte & Touche LLP and affiliated entities.


Service Level Management
Goals

To maintain and gradually improve business aligned IT


service quality, through a constant cycle of defining,
agreeing, monitoring, reporting and IT service achievements
and through instigating actions to eradicate unacceptable
levels of service

Service Level Management


manages and improves the
agreed level of service between
two parties

The provider who may be an


internal service department or
the external organisation that
provides an outsourced service

The receiver of the servers i.e.


the customer who pays the bill.

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Financial Management For IT Services
Goal

To provide cost-effective stewardship of the IT assets and financial


resources used in Services

Note. Financial Management of IT Services used to be known as Cost Recovery in the old ITIL books

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Concepts
Activities

Budgeting and Accounting (mandatory)

 Understand costs involved in providing a service

 Prediction of future costs

 Monitor actual against predicted costs

 Account for monetary spend over given period

Charging (optional)

 Recovery of service costs from Customer

 Operate IT Division as a business unit if required

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Capacity Management
Goal

To understand the future business requirements (the required


service delivery), the organization's operations (the current
delivery), and ensure that all current and future capacity and
aspects of the business requirements are provided cost
effectively.

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Concepts
Terminology

 Business Capacity Management


 Service Capacity Management
 Resource Capacity Management
 Demand Management
 Application Sizing and Modeling

Also …
Throughput (Workload) – the volume of work performed
on a system or device by the users
Threshold – a pre-determined level at which action is
taken (e.g. the time at which escalation occurs)

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Availability Management
Goal

To optimise the capability of the IT infrastructure and supporting


organisations to deliver a cost effective and sustained level of availability
that enables the business to satisfy its objectives

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Responsibilities
Information

Determining availability requirements in business terms


Predicting and designing for expected levels of availability and security
Optimising availability through monitoring and reporting on all key
elements of availability
Produce Availability Plan
Ensuring service levels are met by monitoring service availability levels
against SLAs, and also monitoring OLA/UC availability obligations
Continuously reviewing and improving availability to ensure those
agreements are met [consistently and without fire fighting day to day
availability issues]

Recognised techniques in the assessment of faults leading to availability


issues include:
 CFIA – Component Fault Impact Analysis
 FTA - Fault Tree Analysis

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IT Service Continuity Management
Goal

To support the overall Business Continuity Management process by


ensuring that the required IT technical services and facilities can be
recovered within required and agreed business time-scales

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Business Continuity Management (BCM)
Process
Activities

These steps are


reflected in the core
activities of IT
Service Continuity
Management….

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Participants in IT Service Management

Sr. IT Sr. Service


Service
Strategic Mgt Mgt Delivery
Delivery

Tactical Service Level Customers Service


Service
Management Support
Support

Operational Service Desk Users

IT The Business

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Why ITIL? Consistent and predictable results,
process improvement and cost saving

* Source: Forrester Research – Stabilizing IT with Process Methodologies – May, 2005

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ITIL is more than a library of books

Training Qualifications:
•Fundamentals Certification at each
•Practitioner level
•Service Manager

Information Technology Infrastructure Library

Consultancy:
Tools: ITIL
Provision of IT
“compliance” is
consulting services to
driving tools
clients based on a de
manufacturers
facto standard
itSMF: User groups
providing seminars,
conferences, and
workshops

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ITSM Training and Accreditation
Service Manager
Service Managers’
Certificate in ITSM (Masters)
(Management program)

ITIL Practitioner
Practitioner Certificates
in ITSM Processes
(For specialists)

ITIL Foundations Certificate

ITSM Workshops
ITSM Awareness Seminars
ITSM the Forgotten Process
Executive Series
Achieving Highest Possible Standards
Support Staff Series
(British Standards Institution (BSi))
For Technical Staff
Process Improvement (CM, SLM, etc…)

© Deloitte & Touche LLP and affiliated entities.


The ITIL Foundation Certificate…
Recognized qualification in the IT industry
40 Question, Multiple Choice, 60 Minute
Certification Exam, 65% Passing Score (26
questions right at minimum)
Syllabus is the ‘IT Service Management Pocket
Guide’
 Recommended preparation is:
 Active participation in the ITIL Foundations course
 Becoming familiar with the Pocket Guide
 Completing Exercises and Sample Exams

Requirements:
 Know ITIL definitions
 Know Roles and Responsibilities
 Know Process Interactions

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… further ITIL Certifications

ITIL Certification for Individuals:


 Practitioner's Certificates – for specific groups of disciplines (e.g..
Service Desk+Incident+Problem); multiple choice exam

 Service Manager's Certificate – 5 years minimum of management


experience, 400 + hours of self study, actual case preparation, attendance
on 10 days exam preparation programme, and 2 three-hour written exam
papers; case-study, essay style exams

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Careers in IT Service Management
ITIL Foundations ITIL Practitioners ITIL Service Managers

Internal Opportunities: Internal Organization Opportunities: Internal Organization Opportunities:


ITIL Foundations is becoming a prerequisite • Business Analyst • IT Service Manager
for: • Process Engineer • IT Operations Manager
• Service Desk Analyst • Operations Team Lead • Program Manager
• Desktop Analyst • Project Manager • Director, IT Service Management
• Process Analyst • Director, IT Operations
• CIO / CTO

Vendor Organization Opportunities: Vendor Organization Opportunities: Vendor Organization Opportunities:


• Service Desk Analyst • Service Desk Team Lead • Senior Specialist / SME
• Desktop Analyst • Desktop Services Team Lead • Manager, Managed Services
• Operations Team Lead • Director, Managed Services
• Manager, Service Desk • Director, Outsourcing
• Process Specialist / SME • Director, IT Operations

Consulting Opportunities: Consulting Opportunities: Consulting Opportunities:


• N/A • Process Design Consultant • Senior Consultant
• Senior Operations Consultant • Advisor to Senior IT Leadership
• Process Specialist / SME • IT Operations/Service Management
Advisor to Business Leaders
• Senior Expert / Management Consultant

Deloitte currently has openings for ITIL Business Analysts, Consultants and
Senior Consultants.
© Deloitte & Touche LLP and affiliated entities.
Complementing frameworks and standards
Various frameworks, methodologies and standards exist to help IT organization improve its
quality, efficiency and effectiveness. Here is the list of most relevant five:

ITIL CMM CobiT Six Sigma ISO 2000


The IT Infrastructure The Capability Maturity Control OBjectives A data driven quality A standard concerned
What is it? Library is a Model is a method for Information and management program primarily with the
customizable of evaluating and related Technology to control variations quality of IT Service
framework measuring the is a framework for and thereby achieve Management. It
of best practises that maturity of the information security high levels of quality. provides the basis to
promote quality IT software development and provides fulfill customer
service, build on a process. Recent generally accepted requirements,
process-model view revisions (CMMI) IT control objectives regulatory
of controlling and provide guidance for to assist in developing requirements, enhance
managing operations. improving organization appropriate IT customer satisfaction,
ITIL was originally process and manage governance and and pursue continual
developed by the UK the development, control improvement
government and has acquisition and
since matured into maintenance of
an internationally products and service
recognized standard.

IT Operations – IT Development Governance and Process Improvement Processes Consistency


Focus Service Management Control

Yes Yes Yes No Yes


IT Specific

Define and implement Determine extent of Provide process Improve processes Certify processes are
How it fits processes process maturity controls being followed

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Unifying Framework View

ISO20000
CobiT
SIX SIGMA
CMMi
Governance
Business
ITIL Process
Models

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…Future
ITIL to this:– from
ITILthis….
V.3
Planning to Implement Service Management

Service Service Service Service Continuous


Strategy Design
Service
Transition
Operation Service

The Technology
Support Improvmt
The Business

ICT
The Business LIFECYCLESecurity
PERSPECTIVE Infrastructure
Perspective Management Management

Service
Pocket Guides Case Studies
Delivery
ITIL Practice Working Templates
Applications Management
Governance Methods Certification-based Study Aids

Software Asset
Executive Introduction to ITManagement
Service Management

© Deloitte & Touche LLP and affiliated entities.


In summary:
ITIL is:

 The Library of guidance, advice and terminology


 The Best Practice in IT Service Management
 The international de-facto standard for managing IT
Services
 Process oriented approach designed to improve Quality,
Efficiency and Effectiveness of IT Services
 Service focused IT management model, viewed from the
perspective of IT customers and users
 Evolving, vendor-neutral, non-proprietary framework
 CobiT complementary, Certifiable through ISO20000
 DEFINED COMMON SENSE

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Q&A

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