ITIL Delivery

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

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

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…

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

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

Scope of IT Service Management

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…
And just a reminder - a process is …

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

In the beginning…
…there
was
Deming!
A Quality Management System
Maturity Level
an
D
o
Pl
ck
he
Ac
C
t

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
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)

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
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.

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

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

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)

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

Types of Service Desk: Local
Information

Types of Service Desk: Centralized
Information

Types of Service Desk: Virtual
Information

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
The Incident Life Cycle
Activities
Including Impact and Urgency

selection
Yes
No
Note. This is not Problem Closure

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.

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

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
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

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.
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.

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

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

Problem Flow
Information Incidents
Service Desk
Problem
Known Error
Change Process

Goal
To provide logical model of the IT Infrastructure by identifying,

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

What is in a WORD?…..
Inventory
• A list of items
• Physical and unique

Asset
Inventory
• A list of items • Financial data

• Physical and unique • Governance

Configuration
Asset
Inventory
• A list of items • Financial data • Relationships

• Physical and unique • Governance • Decision DB

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

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
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
CI Relationships and Attributes

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.
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

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
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

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
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.

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

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
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.

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

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.

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

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

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.

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)

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

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

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

Business Continuity Management (BCM)
Process
Activities
These steps are

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

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

Why ITIL? Consistent and predictable results,
process improvement and cost saving
* Source: Forrester Research – Stabilizing IT with Process Methodologies – May, 2005

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

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…)

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

… 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

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.
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

Unifying Framework View
ISO20000
CobiT
SIX SIGMA
CMMi
Governance
Business
ITIL Process
Models

…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

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

Q&A

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as Samson Bélair/Deloitte & Touche s.e.n.c.r.l. The firm is dedicated to helping its clients and its
people excel. Deloitte is the Canadian member firm of Deloitte Touche Tohmatsu.
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their respective subsidiaries and affiliates. As a Swiss Verein (association), neither Deloitte Touche
Tohmatsu nor any of its member firms has any liability for each other's acts or omissions. Each of the
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the member firms or their subsidiaries or affiliates and not by the Deloitte Touche Tohmatsu Verein. © Deloitte & Touche LLP and affiliated entities.

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Information Technology

Infrastructure Library (ITIL)

February 15th 2007

© Deloitte & Touche LLP and affiliated entities.

1. Learn the history of ITIL

© Deloitte & Touche LLP and affiliated entities.

Certified ITIL Service Manager (ITIL Master)

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

© Deloitte & Touche LLP and affiliated entities.

Increasing demands from the business to deliver effective IT

Increasing complexity of IT infrastructure and processes

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

Increasing pressure to demonstrate value and ROI:

Increasing maturity and technical savvyness of users and customers

Increasing demands by the business to receive SERVICES…

© Deloitte & Touche LLP and affiliated entities.

© Deloitte & Touche LLP and affiliated entities.

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

Objectives of IT Service Management (ITSM):

To deliver efficient and effective service to the business and customers

To continually improve the quality of the IT services delivered

© Deloitte & Touche LLP and affiliated entities.

© Deloitte & Touche LLP and affiliated entities.

Have well defined inputs, activities, outputs – specification

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British Government’s effort to improve IT management

© Deloitte & Touche LLP and affiliated entities.

© Deloitte & Touche LLP and affiliated entities.

Software Asset Management

Customer Relations and Service

Planning Best Practices

Integrated Service Desk and ITSM Tool-set

Manage confidentiality, integrity, availability

service provision) (Healthy growth, customer Unthinkable

IT Service Change Management

© Deloitte & Touche LLP and affiliated entities.

© Deloitte & Touche LLP and affiliated entities.

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

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

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Today’s organizations demand efficient, effective and high

Such Support System improves an organization’s

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The Service Desk is more than just a Help Desk

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Receives and records all calls from users

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To restore normal service operation as quickly as possible with

Including Impact and Urgency

Note. This is not Problem Closure

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

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Impact is the measure of the effect upon the business activities

Priority = Impact X Urgency

Priorities allow the IT service supplier to prioritize its resources:

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Impact Urgency Priority

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

Hierarchical escalation would typically

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