ITIL V3 Foundation Course

ITIL V3 : Conceptual Overview

Overview

Objectives
Upon completion of this unit, you will be able to: Define and explain the concept of a service Define and explain the concept of Service Management Define and distinguish between functions, roles, and processes List the characteristics of processes Explain the process model

History of ITIL
Developed by the British Office of Government Commerce (OGC) in the late 1980s
The OGC has partnerships with many organizations worldwide, such as the IT Service Management Forum (itSMF). The OGC governs ITIL publications of ITIL best practices with the singleminded goal of properly aligning technology services with business needs. ITIL promotes a quality approach to achieving business efficiency and effectiveness in the use of information systems ITIL best practices are applicable to all IT organizations, no matter what their size or what technology they use ITIL Version 1 contained over 40 books, which were consolidated into 7 books between 1999 and 2006 in ITIL Version 2 ITIL Version 3 currently consists of 5 core books.

What is ITIL?
IT Service Management as a practice Produced by Office of Government Commerce (OGC) Non proprietary and Crown Copyright Published by The Stationery Office Guidance rather than standard Organizations will need to adopt and adapt the processes Supported by software solutions
The UK's Office o f Government Commerce (OGC) has documented a set of processes and procedures for the delivery and support of high quality IT services that are designed and managed to meet the needs of an organization. These processes and procedures are referred to as the Information Technology Infrastructure Library (ITIL). As of version 3, ITIL comprises 5 core books.

ITIL is:
Independent Public domain Business focused Has a quality and holistic approach Is the worldwide defacto standard for ITSM Good Practice

ITIL can be used to enhance the quality of IT service management within an organization

Why Do We Need IT Service Management?

Increased dependency on IT services Higher visibility of IT service failure Increased complexity of IT services and service provision Higher customer expectations

External influences due to untied customers

Charging for IT services

Contents of the Library

The ITIL library is a set of books that describe internationally accepted BEST PRACTICES for IT service management. These include the following practices:
A process-based approach to IT service management A common language for IT service management A framework that is independent of organizational structures, architectures, or technologies

The FIVE Volumes that makeup the ITIL Lifecycle are: 1. 2. 3. 4. 5. ITIL Service Strategy ITIL Service Design ITIL Service Transition ITIL Service Operation ITIL Continual Service Improvement

Introduction to the ITIL Service Lifecycle

The ITIL Lifecycle is based on the 5 ITIL publications: 1.Service Strategy 2.Service Design 3.Service Transition 4.Service Operation 5.Continual Service Improvement

Services

Services deliver value to customers by helping customers achieve what they want without the ownership of specific costs and risks.

Services facilitate outcomes by enhancing the performance of associated tasks and reducing the effect of constraints, resulting in an increase in the probability of expected outcome.

Service Management
1. Service Management is a set of specialized organizational capabilities which take the form of:
Processes Functions Roles

2. Act as transforming resources into the valuable services.

3. provide value to customers in the form of services throughout a lifecycle and specialized in each phase of the lifecycle. 4. The capabilities represent the capacity, competency, and confidence for action of the service organization.

Goals of IT Service Management

Clear view of IT capability

Understanding of customer needs

Professional approach and processes Focus on business value through quality and availability of services Enhanced customer satisfaction More motivated IT staff Increased profitability

Processes
A Process is a structured set of activities designed to accomplish a specific objective Takes one or more inputs and turns them into defined outputs. Includes all of the roles, responsibilities, tools, and management controls required to reliably deliver the outputs. Processes are closed-loop systems because they have the following characteristics:

1. Provide change and transformation towards a goal 2. Use feedback for self-reinforcing and self-corrective action

Characteristics of Processes
1. Measurable

Ex:

Cost , Quality, Duration, Productivity

2. Specific results -- individually identifiable and countable 3. Customers every process delivers its primary results to a customer or stakeholder; they may be internal or external to the organization but the process must meet their expectations 4. Respond to a specific event or are triggered at specific times

-- A process can be ongoing or iterative, and it should be able to trace to a specific trigger.
******* Every process delivers a primary result to a customer or stakeholder ******* Processes should be defined, documented, and controlled

Generic Process Elements

Process: Process Activities: Process information is gathered, reported, and recorded. Process Metrics: Help determine the overall health of a process. Key Performance Indicators (KPIs) can help answer questions about quality, performance, value, and compliance in following the process. Process Roles: Include all of the different groups or individuals that are necessary to complete a process, such as technical management, applications management, change managers, change approvers, change review boards, and so on, depending on each process. Process Procedures: High-level, overall framework for following the business process. Process Work Instruction: Specific details on how to accomplish or produce something by following the process.

Process Improvement: Identifying and delivering improvements to the process in critical business areas across manufacturing and relevant divisions.

Process Inputs and Outputs Inputs are the events or information that either triggers or is necessary to complete a process. Inputs might include the error information for problem, event, or incident or the necessary information to complete and approve a change, or other functions. Outputs include reports and the actual change that needs to occur or the resolution of an incident or the completion of a Root Cause Analysis for problem management.

Process Enablers: Process Resources: People, finances, information, hardware, and software used to enable the business process. Process Capabilities: Roles played by each of the various process resources.

Process Control:
Process Owner: Focuses on the flow and structure of an assigned process, and carefully monitors and manages the process to ensure that it can be continually improved and meets the objectives set for it. Process Objectives: What the process needs to accomplish. For instance, the Incident Management process is intended to restore normal service operation. That is its objective. Process Documentation: A reference document for a specific process or a collection of processes that provides guidance for process participants in how to handle the process. Process Feedback: Managing the changes that stem from information generated from feedback of the process outputs.

ITIL Processes
Version 3 ITIL books focus on the following items: Sets of processes The lifecycle of a service

The Process Model A process model enables understanding and helps to articulate the distinctive features of a process.

The implementation of ITIL as a practice is about preparing and planning the effective use of The 4

Ps:

ITIL has two key roles that assist in the delivery of quality services:

1. Service Owner 2. Process Owner

Service Owners provide focus for their Services.

The Service Owner is responsible to the customer for the initiation, transition, and ongoing maintenance and support of a particular service. The Service Owner has the following responsibilities: Act as prime customer contact for all service related enquiries and issues Ensure that the ongoing service delivery and support meet agreed customer requirements Will identify opportunities for Service Improvements, discuss with the customer, and will raise the RFC (Request For Comments) for assessment if appropriate Will liaise with the appropriate Process Owners throughout the Service Management lifecycle Will solicit required data, statistics and reports for analysis and to facilitate effective service monitoring and performance Will be accountable to the IT Director for the delivery of the service

Process Owner is responsible for ensuring that all activities defined within
the process are undertaken. The Process Owner's responsibilities include:
Define the process strategys Assist with process design

Ensure that appropriate process documentation is available and current

Define appropriate policies and standards to be employed throughout the process Periodically audit the process to ensure compliance to policy and standards Periodically review the process strategy to ensure that it is still appropriate and change as required Communicate process information or changes as appropriate to ensure awareness Provision of process resources to support activities required throughout the Service Management lifecycle Ensure process technicians have the required knowledge and the required technical and business understanding to deliver the process, and understand their role in the process Review opportunities for process enhancements and for improving the efficiency and effectiveness of the process Address issues with the running of the process Provide input to the ongoing Service Improvement Program

Functions
1. Units of organizations specialized to perform certain types of work

2. Responsible for specific outcomes

3. Self-contained, including, for example: --- Capabilities --- Resources necessary for performance and outcomes 4. Capabilities include work methods that are internal to the functions. 5. Functions have their own body of knowledge, which is accumulated from experience of the functional organization.

6. Functions provide structure and stability to organizations.

Roles
A role refers to a set of connected behaviors or actions that are performed by a person, team, or group in a specific context. The scope of their role and what triggers them to play that role are defined by the relevant process and agreed upon by their line manager.

RACI Model
A key characteristic of a process is that all related activities need not necessarily be limited to one specific organizational unit. Since processes and their component activities run through an entire organization, individual activities should be mapped to defined roles. The roles and activities can then be coordinated by process managers. Once detailed procedures and work instructions have been developed, an organization must map the defined roles and the activities of the process to its existing staff. To assist with this task an authority matrix is often used within organizations indicating roles and responsibilities in relation to processes and activities. The RACI Model is such a matrix. R Responsible A Accountable C Consulted I Informed

Responsible (the doer) The individual (s) who actually completes the task Accountable (the Manager) The individual who is ultimately responsible Only 1 person can be accountable for each task yes or no authority and veto power Consulted ( the gyannis) The individual (s) to be consulted prior to a final decision or action involvement through input of knowledge and information Informed ( the keep in loop types) The individual (s) who needs to be informed after a decision or action is taken. This incorporates oneway communication receiving information about process execution and quality

RACI model ensures adequate spread of responsibilities

The Service Lifecycle

The ITIL core architecture is based on a Service Lifecycle. Each volume of the core is represented in the Service Lifecycle.

1. Service Strategy represents policies and objectives.

2. Service Design, Service Transition, and Service Operation are progressive phases of the lifecycle that represent change and transformation.

3. Continual Service Improvement represents learning and improvement.

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