ITIL v3 Seminar

ITIL v3 Seminar
INTRODUCTION
Saad Al-Wabel, Regional Director
ITIL v3 Seminar - Dubai

26 May 2008
ITIL v3 Seminar - Dubai 26 May 2008
Quint History
• The global independent Management Consulting

firm specialising in IT related organisational
challenges
• Servicing the world since 1992, from branches
spread across four continents
• Thought leadership and practice leadership in
strategy, sourcing and service management
• Creating business excellence by offering ‘cutting
edge’ consultancy, education and measurement
services
Methodologies
• IT Infrastructure Library (ITIL)

• Controlled Objectives for Information and related
Technology (COBIT)
• IEC/ISO 20000 – IT Service Management
• IEC/ISO 27001 – IT Security Management
• Capability Maturity Model Integration (CMMI)
• Implementation of Process orientated Workflows
(IPW)
• Sourcing Governance Framework (SGF)
• Demand Supply Organisation (DSO)
© Quint Wellington Redwood 2008

World-wide Presence
• Amsterdam • Hong Kong • Paris
• Athens • Kuala Lumpur • Riyadh
• Bangalore • Madrid • Sao Paolo
• Brussels • Mexico City • Singapore
• Buenos Aires • Miami • Tokyo
• Dubai • Milan • Toronto
World-wide Example Clientele

• ABN Amro • SME Bank
• Atos-Origin • Visa
• Banco Satander • Cognizant
• Computer Associates • Hong Kong Housing
• EDS Society
• Heineken • HSBC
• Hewlett-Packard • Indonesian Tax Authority
• IBM • Taishin Bank
• IKEA • UCB Pharma
• Johnson & Johnson • Bank Negara Malaysia
• Ministry of Defence • Dell
(Netherlands) • ING
• Philips • Maybank
• Tax service (Netherlands) • Ministry of Finance
• Singapore Health Services (Brunei)
• Shell

Region Specific Clientele

• Saudi Telecom Company • Public Works Authority
(STC) (ASHGHAL )
• Mobily • Qatar Islamic Bank
• National Bank of Dubai • Aljazeera TV channel
(NBD) • Qatar Foundation
• Emirates Bank • UAE Air Force
• Alrajhi Bank • Saudi Air Force
• Inma Bank • Global Security Network
• Saudi Hollandi Bank • Abu Dhabi Investment
• King Khalid Eye specialist authority
hospital • Etisalat
• Food and Drug Authority • Signal Corps UAE
• King Faisal specialist • Department of
hospital Municipalities and Affairs
• Saudi Stock Exchange (Abu Dhabi)
• National Information • Electronics payment
Centre, Ministry of Interior authority (SDAD)
A Brief History
• The ITIL concept emerged in the 1980s.

• The earliest version of ITIL was actually originally
called Government Information Technology
Infrastructure Management (GITIM).
• Large companies and government agencies in
Europe adopted the framework very quickly in
the early 1990s.
• In year 2000, The CCTA merged into the OGC.
• In 2001, version 2 of ITIL was released.
• In 2007 version 3 if ITIL was published.

ITIL a standard
• The only consistent and comprehensive documentation of
best practice for ITSM.
• Used by hundreds of organisations around the world
• ITIL consists of a series of books giving guidance on the
provision of quality IT services
• ITIL has been developed in recognition of organisations'
growing dependency on IT and embodies best practices for
ITSM.
• The ethos behind the development of ITIL is the recognition
that organisations are becoming increasingly dependent on
IT in order to satisfy their corporate aims and meet their
business needs
ITIL v3 Seminar
SERVICE MANAGEMENT AS A PRACTICE

John Greenwood, Practice Manager

Service Culture
• IT is at the heart of the organisation
• The customer and the business are important...

...if they are unhappy they will go elsewhere!
Service as a Concept
• A service is a means of delivering value to

customers by facilitating outcomes customers
want to achieve without the ownership of specific
costs and risks
• Services facilitate outcomes by enhancing the

performance of associated tasks and reducing the
effect of constraints
• The result is an increase in the probability of

desired outcomes
“People want a quarter inch hole, not a quarter inch drill”

Prof T. Levitt, Harvard Business School

Service Management
• Service management aims to achieve common

understanding between the customer and
provider
• Looks at the dependence that businesses and

organisations have on IT services
• Management of service level expectations
• Service quality monitoring
• Value for money and service improvement
Service Management
• IT Service Management definition:
“A set of specialised organisational capabilities

for providing value to customers in the form of
services.”
• A professional practice supported by knowledge,

experience, and skills, focusing on a service-
oriented approach

The Process Model
Process Control 9 Process Owner

9 Objectives & CSFs
9 Documentation
9 Feedback
Process 9 Activities
9 Procedures
9 Work instructions
Inputs 9 Metrics & KPIs Outputs
Triggers
9 Roles & responsibilities Including process
9 Improvement activities reports and review
Process Enablers 9 Capabilities

9 Resources
Processes and Functions
• A process is a set of activities linked

together to bring about change and
transformation towards a specific goal
• Functions are units of specialised

people performing certain types of work
and responsible for specific outcomes

ITIL v3 Seminar
BREAK – RECOMMENCE AT 11:15
ITIL v3 Seminar
THE SERVICE LIFECYCLE

Chris Hazel, Professional Development Manager

Service Lifecycle
The structure of the Service Lifecycle is an organizing framework.
Service Strategy (SS)
Objectives:
• Show how to transform
service management into a
strategic asset
• Identify the relationships
between services, systems
or processes and the
business models,
strategies, or objectives

Service Design (SD)
Objectives:
• Design a new or changed
service
• Ensure there is a holistic
approach to all aspects of
design
• Consider all aspects of the
individual elements of
design:
Functional
Management
Operational
Service Transition (ST)
Objectives:
• Plan and manage the
resources to establish a
new or changed service
into production
• Increase Customer, user
and service management
staff satisfaction
• Ensure the service can be
managed, operated and
supported

Service Operation (SO)
Objectives:
• To coordinate the
processes required to
deliver and manage
services at agreed levels
• To manage the technology
• To manage the day to day
operations
• To monitor performance,
assess metrics and gather
data to enable Continual
Service Improvement
Continual Service Improvement (CSI)
Objectives:
• Review and analyze
Service Level Achievement
results
• Identify and implement
improvement activities to
improve both IT Service
and ITSM Processes
quality.
• Improve cost effectiveness
of IT Services

ITIL Library scope and components

WEB SUPPORT
Governance Methods SERVICES
CORE ill
s
St
an
da
“ITIL LIVE”
Sk rd
& s
e Al
dg Continual Service ig
le nm
w Improvement en
no t
K
Service
Ca
Design
se
s
opic
S tu
lty T
die
Service
s
Strategies
cia
Spe
Templates
ITIL
Service
Operation
Ex
C o Imp
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nt rov
cu
Service
inu em
en ice
tiv
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Transition
em er v
al
ilit
e
t
Int
Se nt
ov S
la b
pr al
rv
ro
a
e
Im tinu
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Sc
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ti
Co
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s
St in
ud W
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Ai
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Qualifications
COMPLEMENTARY
PUBLICATION
ITIL v3 Seminar
KEY CONCEPTS

Why have a service strategy ?
“Long term survival”

To define the goals of the organization
How can a service provider be

successful in a market?
How can a service provider
be of value for the business?
Strategies for Services
Services for Strategies
Value definition
• Value = Utility + Warranty
• Utility – Fit for purpose – what are the expected

features of our service? What support can the
customers expect? – two very important questions
that need to be considered when determining the
value
• Warranty – Fit for use – what levels of capacity,

availability, security and continuity can be agreed
upon in order to determine this value.

Lifecycle Structure – Service Strategy
Service Strategy
Financial
Management
Strategy
Generation
Service
Portfolio
Management
Demand
Management
Service Strategy Process
External factors
Develop Prepare
Define the Develop
Strategic for
Market Offerings
Assets execution
Internal factors

Service Portfolio Management
Inventories of services
Service
Business Case
Strategy
Define
Charter Analyze Value Proposition

Prioritization
Communication
Resource allocation Approve
Service Portfolio
Authorization
Financial Management
• Operational visibility
• Insight
• Superior decision making
• Quantify in financial terms:
Value of IT services
Value of service provisioning assets

Demand Management
• Minimize uncertainty in demand

• Provide reliable planning data for Capacity
Management
• Avoid unused excess capacity and insufficient
capacity
Lifecycle Structure – Service Design
Service Design
Service Level
Service
Management
Catalogue
Management
Capacity
Management
Availability
Management
Service Continuity
Management
Supplier
Management
Information
Security
Management

Value to Business
• To ensure the achievement of business

requirements
• To provide cost effective services
• To deliver improved quality
Service Design Package
• Defines a set of design constraints

• Passes the package to Service Transition
Details and requirements of the Services
Warranty score
(index) Standards and Values and
regulations ethics
Contractual
obligations
Resource
constraints
Cost
Constraints
Solutions Space
Capability
constraints
Other
constraints
Copyrights patents
And trademarks
Utility score
(index)

Service Design Aspects
Processes Technology &

Architecture
Processes
Service
Service
Service
Solutions Measurement
Measurement
Design
Design
Solutions
Systems
& Tools
Service
Portfolio
Lifecycle Structure – Service Transition
Service Transition
Service Asset &

Configuration Change Management
Management
Release and
Knowledge Deployment
Management Management
Evaluation
Transition Service
Planning Testing
and Support and Validation

Service Transition
• Goals and Objectives
• How to introduce new services (or change the

existing services) with appropriate balance of:
Speed
Cost
Safety
Focus on customer expectations and
requirements
Service Knowledge Management System
• The system covers broader aspects of Knowledge

Management, creates knowledge from data, and
facilitates decision making.
Service Knowledge Management System
Presentation Layer
Knowledge Processing Layer
Information Service Management Knowledge Base

Integration
Layer
Integrated Asset & Configuration Information
Data and
CMS CMDB1 DML1
Release Data
Information
Personnel CMDB 2 KEDB
Data

Service Asset and Config Management
• Asset
Any component of a business process
Process (Change Management)
Organization (Experience, Reports)
People, Information, Applications, Infrastructure
Financial Capital
• Configuration Item
‘Any asset being a service component, or other
item under control of Configuration Management’
Lifecycle Structure
Service Operation
Functions: Incident
Service Desk Management
Technical Mgmt
Application Mgmt Problem
IT Operation Mgmt Management
Access
Management
Request
Fulfillment
Event
Management

Goals & Objectives
• Day-to-day operation of Services

• Coordinate and carry out operation required to
manage services at agreed levels.
• Enabling the business to meet its objectives.
• Effective functioning of technology that support
services.
Balancing: Stability vs. Responsiveness
Stability Focus Responsiveness Focus

• Growth based on existing • Growth based on new
systems technology
• Forecast based on current • Forecast based on future
workloads business activity
• OLAs not aligned with • Alignment with business using
business needs multiple technologies for
similar solutions
Stability
Responsiveness

Continual Service Improvement
Aligning and realign IT services to changing

Business needs
Because
Standstill means DECLINE
Service Lifecycle
CSI Phase Effort

BUSINESS
CONTRIBUTION
PROFIT
Value
SS SD ST SO SS SD ST SO SS SD ST SO SSSD ST SO
Service Period 1 Service Period 2 Service Period 3 Service Period 4
Time

Slide 44
SM1 Suzanne Mijnheer, 21/05/2007

Objectives
• Make recommendations for improvements

• Review and analyze SLA results
• Identify and implement activities to improve IT
Services and Processes
• Improve cost effectiveness without sacrificing
customer satisfaction
• Choose and employ quality management
methods
Value to the Business
• Improvement needs justification: the benefits must

outweigh the costs.
• Improvements
• Benefits
• Return on Investment (ROI)
• Value on Investment (VOI)
• Intangibles (soft benefits)

Models and Processes
• Deming Cycle (Plan-Do-Check-Act)

Basis of quality management and improvement
• Continual Service Improvement Model
High-level approach for Continual Service
Improvement
• 7-step Improvement Process
Process for measuring performance
ITIL v3 Seminar
FUNCTIONS

Service Operation Functions
IT Operations Management
Event Service Technical IT Operations Control Application

Management Console Management Management
Management Desk
Job Scheduling
Mainframe Backup & restore
Financial
Print & Output
Incident HR
Server
Management Apps
Facilities Management
Network Data Centers Business
Apps
Recovery Sites
Storage Consolidation
Request
Contracts
Management
Database
Directory
Access Services
Management Desktop
Middleware
Problem
Management Internet/
Web
Service Desk
Service
Alert
Request
Event Incident
Using Reporting
CMS Service Desk
Refers to
External Internal
Service Product Sales & Contract Service
Support Support Marketing Support Support

Role and Objectives
• The Service Desk provides a single point of

contact (SPOC) on a day-to-day basis, and
handles all Incidents and Service Requests
Restores normal Service as quickly as possible
Fulfills Service Requests
Answers other questions
Technical Mgt Role & Objectives

• Provides detailed technical hands-on skills and
resources to support the IT Infrastructure.
Custodian of technical knowledge and
expertise related to managing the IT
infrastructure.
Provides resources to support the IT Service
Management Lifecycle.
• Helps plan, implement and maintain a stable

technical infrastructure to support the
organization’s Business Processes

IT Operations Mgt Role & Objectives
• IT Operations Control
Maintains stability of day-to-day processes and activities
Provides regular scrutiny and recommendations to achieve
improved Service at reduced costs, whilst maintaining
stability
Diagnoses and resolves IT operations failures
Responsible for the daily operational activities needed to
manage and maintain the IT infrastructure.
Console Management (often at IT Operations Bridge)
• Facilities Management
Management of physical IT environment, usually data
centers or computer rooms.
Applications Mgt Role & Objectives

• Responsible for managing applications throughout
their Lifecycle; also supports and maintains
operational applications.
Custodian of technical knowledge and expertise related to
managing applications.
Provides the actual resources to support the IT Service
Management Lifecycle.
• Supports the organization’s business processes

through Applications Management

ITIL v3 Seminar
LUNCH – RECOMMENCE AT 13:30
ITIL v3 Seminar
KEY ROLES

Key Roles
• INCIDENT MANAGER
• CHANGE MANAGER
• SERVICE LEVEL MANAGER
• CSI MANAGER
• SENIOR MANAGEMENT
Participants in the ITIL Framework
What you need to know

to link IT & The Business
together
Sr. IT Sr.
Strategic Mgt Mgt
Tactical Service Level

Management Customers
Operational Service Desk Users
“IT” “The Business”

ITIL v3 Seminar
ITIL QUALIFICATION PATH

OGC Qualification Scheme
There are four levels within the scheme:

•Foundation Level
•Intermediate Level (Lifecycle Stream &
Capability Stream)
•ITIL Expert Master
•ITIL Master.

Intermediate Level
• There are two streams in the intermediate level. Both
assess an individual's comprehension and application
of the concepts of ITIL.
• Intermediate Lifecycle Stream - 5 individual certificates

built around the five core OGC books: Service Strategy,
Service Design, Service Transition, Service Operation and
• Intermediate Capability Stream - 4 individual certificates

loosely based on the current V2 offerings but broader in
scope in line with the updated V3 content.
Intermediate
October 1, 2008
Service Lifecycle Modules:
Service Transition
Service Operation
Service Capability Modules:

Service Offerings & Agreements
Operational Support & Analysis
Release, Control & Validation
January 1, 2009
Service Lifecycle Modules:
Service Strategy
Service Design
Managing Across the Lifecycle
Service Capability Modules:

Planning, Protection & Optimization

ITIL Expert and Master

• To achieve the ITIL Expert in IT Service Management,
candidates must successfully complete, in addition to the
Foundation Level, a number of intermediate units and the
Managing Through The Lifecycle capstone course. This
course brings together the full essence of a Lifecycle
approach to service management, and consolidates the
knowledge gained across the qualification scheme.
ITIL MASTER
• This level of the qualification will assess an individual's
ability to apply and analyse the ITIL concepts in new areas.
This higher level is currently under development.
Points
MASTER

ITIL v3 Seminar
ITIL IN A WORLD OF GOVERNANCE

Frameworks and Standards
• Quality Management
Total Quality Management (TQM)
European Foundation for Quality Management (EFQM)
ISO 9000
ISO/IEC 20000
ISO/IEC 27001
• Quality Improvement
Capability Maturity Model® Integration (CMMI)
Six Sigma
IT Balanced Scorecard

• Information Management
Information Technology Infrastructure Library (ITIL)
Business information Services Library (BiSL)
Enhanced Telecommunications Map (eTOM)
Information Service Procurement Library (ISPL)
Applications Services Library (ASL)
• IT Governance
Australian Standards for Corporate Governance of IT (AS
8015)
Control Objectives for Information and related Technology
(COBIT)
Management Of Risk (M_O_R)
• Project Management
Managing Successful Programs (MSP)
Projects IN Controlled Environments (PRINCE2)
Project Management Body of Knowledge (PMBoK)

ITIL v3 Seminar
PRACTICALITIES OF IMPLEMENTATION
John Greenwood, Practice Manager
Implementation Practice
Do: Don’t:
• Get buy-in from all • Assume anything
stakeholders • Try to do too much too
• Formalise the soon
business case • Underestimate the
• Measure your effort required
progress by • Try to ‘go it alone’, get
milestones skilled help
• Create awareness • Implement the books!
• Educate and empower • Assume a tool will
• Celebrate your solve everything
success

Assessment Baselines
Business vision,
How do we keep the momentum going?
What is the vision? mission, goals

and objectives
Baseline
Where are we now?
assessments
Measurable
Where do we want to be?
targets
Service and
How can we get there? process
improvements
Measurements
How do we know we have arrived?
and metrics
The Reality of Change
Active Acceptance
Anger
Bargaining
Emotional
Response
Testing
Denial
Immobilisation
Depression
Passive
Time

The Change Curve

Performance
Time
Into the Light
• Manageable outcomes that customers want

• IT becomes a true facilitator for business
excellence
• Justifiable and reduced costs
• Clarity of purpose and understanding
• Supports and encourages innovation within the
business organisation
• Allows measurement and performance
management of IT
• Provides a framework for a cycle of continual
service improvement

ITIL v3 Seminar
QUESTION & ANSWER

All
Contacts
• Saad Al-Wabel, Regional Director

s.al-wabel@quintgroup.com
• John Greenwood, Practice Manager

j.greenwood@quintgroup.com
• Chris Hazel, Professional Development Manager

c.hazel@quintgroup.com
Block 2A, Office F73, The Knowledge Village, Dubai.

Telephone: +971 4374 8419, Fax: +971 4429 3614

ITIL v3 Seminar - Dubai

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ITIL v3 Seminar - Dubai

• The global independent Management Consulting

• IT Infrastructure Library (ITIL)

© Quint Wellington Redwood 2008

World-wide Example Clientele

© Quint Wellington Redwood 2008

Region Specific Clientele

• The ITIL concept emerged in the 1980s.

© Quint Wellington Redwood 2008

SERVICE MANAGEMENT AS A PRACTICE

© Quint Wellington Redwood 2008

• IT is at the heart of the organisation

• The customer and the business are important...

• A service is a means of delivering value to

• Services facilitate outcomes by enhancing the

• The result is an increase in the probability of

“People want a quarter inch hole, not a quarter inch drill”

© Quint Wellington Redwood 2008

• Service management aims to achieve common

• Looks at the dependence that businesses and

• Management of service level expectations

• Service quality monitoring

• Value for money and service improvement

• IT Service Management definition:

“A set of specialised organisational capabilities

• A professional practice supported by knowledge,

© Quint Wellington Redwood 2008

The Process Model

Process Control 9 Process Owner

Process Enablers 9 Capabilities

Processes and Functions

• A process is a set of activities linked

• Functions are units of specialised

© Quint Wellington Redwood 2008

BREAK – RECOMMENCE AT 11:15

THE SERVICE LIFECYCLE

© Quint Wellington Redwood 2008

The structure of the Service Lifecycle is an organizing framework.

Service Strategy (SS)

© Quint Wellington Redwood 2008

Service Design (SD)

Service Transition (ST)

© Quint Wellington Redwood 2008

Service Operation (SO)

Continual Service Improvement (CSI)

© Quint Wellington Redwood 2008

ITIL Library scope and components

© Quint Wellington Redwood 2008

Why have a service strategy ?

“Long term survival”

How can a service provider be

Strategies for Services

Services for Strategies

• Value = Utility + Warranty

• Utility – Fit for purpose – what are the expected

• Warranty – Fit for use – what levels of capacity,

© Quint Wellington Redwood 2008

Lifecycle Structure – Service Strategy

Service Strategy Process

© Quint Wellington Redwood 2008

Service Portfolio Management

Charter Analyze Value Proposition