Itilv 3 Overview

ITIL v3 Overview
The ITIL Framework

Key ITIL Principles
IT Services are aligned to the customers
needs
Dynamic Lifecycle approach to service
Interconnections between processes
Quality of Service
Reduced cost to serve because of use of
standard process
Service
Transition
Continual Service
Improvement
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Governance Methods
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ITIL is NOT
A methodology
A complete set of predefined low level processes
only the framework with which to build them
Processes inside ITIL
Service
Transition
Continual Service
Improvement
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Service
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ITIL
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Continual Service
Improvement
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Strategy
Service Strategy
Market Intelligence
Financial
Management
Service Portfolio
Management
Demand
management
Risk Management
Design
Service portfolio management
Service catalogue management
Service Level Management
Capacity management
Availability management
Service continuity management
Information security management (ISO 27K & 20K)
Supplier and Contract management
Organisational change and communications

Operation
Monitoring and event
management
Incident management
Request fulfilment
(Standard Changes)
Problem management
Access Management
Service desk

Transition
Change Management
Service asset and configuration
management
Knowledge management and
Service Knowledge Management
System
Service release and deployment
planning
Performance and risk evaluation
Testing
Acquire, build, test and pilot
Service release acceptance test
and pilot
Deployment, de-commission and
transfer
Infrastructure
management
Application management
IT Operations
Facilities management
Processes
Functions
Continual
improvement
Measurement and
control
Service measurement
Service assessment and
analysis
Process assessment and
analysis
Service Level
Management
Improvement planning

ITIL v3 Overview - Rob Goodwin-Davey
Service Strategy
Establishes the overall strategy for IT Services and for
IT Service Management.

the primary objective is to provide superior
performance to competing alternatives.
IT Service organisations (BT) seek to know what
customers need.
Strategy Processes
Strategy Generation determines what service to
offer to whom and determines how to differentiate the
organisation from competing alternatives.

Demand Management understands and anticipates
patterns of business activity (PBAs) influences demand
for IT Services. The best example of this is BTs own
calling packages targeted at day use, or evenings and
weekends use etc.

Strategy Processes
Service Portfolio Management describes IT Services in
terms of business value.

- A Service Portfolio describes a providers services in terms
of business value and then articulates business needs and
the providers response to those needs. It also represents
the commitments and investments made by a service
provider across all customers and market spaces.

Financial Management is responsible for managing an IT
Service Providers Budgeting, Accounting & Charging
requirements.

Service Design
The design of appropriate and innovative IT Services,
including their architectures, processes, policies, and
documentation to meet current and future agreed
business requirements.

Design Processes
Service Catalogue Management ensures
that an accurate Service Catalogue is
produced and maintained containing
information on all operational services.
It contains a customer-facing view of the IT
services in use, how they are intended to be used,
the business process they enable, and the levels
and quality of service the customer can expect for
each service.

Design Processes
Service Level Management ensures that an agreed level of
IT Service is provided for all current IT Services and that future
services are delivered to achievable targets.
This is very much an As Is process for BT.
Design Processes
Supplier Management to manage suppliers and the
services they supply, to provide seamless quality of IT
service to the business, ensuring that value for money is
obtained.

each service provider should have formal processes for the
management of all suppliers and contracts, and the processes should
adapt to cater for the importance of the supplier and/or contract and
the potential business impact on the provision of services.

Design Processes
Availability Management ensures that the level of
service availability delivered in all services is matched to,
or exceeds, the current and future agreed needs of the
business, in a cost-effective manner.

this process depends heavily on the measurement of service
and component achievements with regards to availability.
What to measure and how to report it depends on which
activity is being supported, who the recipients are and how the
information is to be utilised.

Design Processes
Capacity Management ensures that cost justifiable IT
capacity in all areas of IT always exists and is matched to the
current and future needs of the business, in a timely way.

Another As Is process for BT, it provides a point of focus and
management for all capacity and performance-related issues, with
regards to both services and resources.

Design Processes
Information Security Management aligns IT security
with business security and to ensure that information
security is effectively managed in all service and Service
Management scenarios.

the objective is to protect the interests of those relying on
information, and the systems and communications that deliver the
information from harm resulting from failures of availability,
confidentiality and integrity.
Design Processes
IT Service Continuity Management - supports the overall Business
Continuity Management process by ensuring that the required IT technical
and service facilities can be resumed within required, and agreed,
business timescales.

purpose is to maintain the necessary ongoing recovery capability within the IT
services and their supporting components.
Service Transition

Service Transition builds, tests and deploys a release
and establishes that the new or changed service will
deliver the requirements specified by the customer
and stakeholders.
Transition Processes
Change Management responds to the customers changing
business requirements while maximising value and reducing
Incidents, disruption and re-work.
Release & Deployment Management deploys releases into
production.
Service Validation & Testing assures that a service will
provide value to customers and their business.
Knowledge Management enables organisations to improve
the quality of management decision making by ensuring that
reliable and secure information and data is available
throughout the service lifecycle.

Service Operation
Focuses on the activities required to operate the services and
maintain their functionality as defined in the SLAs.

To coordinate and carry out the activities and processes required to
deliver and manage services to business users and customers at
agreed levels.

Operation Processes
Event Management detects Events, makes sense of them and determines the
appropriate control action.

Incident Management focuses primarily on returning the IT Service to Users as
quickly as possible and to minimise the adverse impact on business operations.

Problem Management focuses primarily on preventing Incidents from
happening, and to minimise the impact of Incidents that cannot be prevented.

Request Fulfilment is responsible for managing the lifecycle of all Service
Requests (password resets etc)

Access Management provides the right for users to be able to use a service or
group of services.

Continual Service Improvement
Responsible for managing improvements to IT Service
Management Process and IT Services across the whole Service
Lifecycle.

To continually align and re-align IT services to the changing business
needs by identifying and implementing improvements to IT services
that support business processes.

CSI Processes
CSI is looking for ways to improve process effectiveness
and efficiency as well as cost effectiveness.

The following statements should be considered:

You cannot manage what you cannot control
You cannot control what you cannot measure
You cannot measure what you cannot define.
CSI Processes
Deming Cycle

Plan, Do, Check, Act
Project Plan, Project, Audit, New Actions
Fundamental tenet of CSI
Critical at 2 points in CSI:
Implementation of CSIs
Application of CSI to services and service management processes

Cycle is underpinned by a process-led approach to management where
defined processes are in place, the activities are measured for compliance to
expected values and outputs are audited to validate and improve the process.
CSI Processes
7 Step Improvement Process

Fundamental to CSI is the concept of measurement
Obvious that all the activities of the improvement process will assist
CSI in some way
Relatively simple to identify what takes place but difficulty lies in
understanding exactly how this will happen.
CSI Processes

Step 1 Define what you should measure

Compile a list of what you should measure
Make it simple! The number of what you should measure can grow
quite rapidly
Identify & link: Corporate & IT vision, mission, goals and objectives
CSFs
Service Level targets
Job description for IT staff.

CSI Processes

Step 2 Define what you can measure

Every organization may find they have a limit on what they can
actually measure. If you cannot measure something then it should not
be in an SLA.
Create a list of tools and what they measure against what information
is being collected and reported on.
Perform gap analysis on the 2 lists & report back to the business,
customers & IT.
CSI Processes

Step 3 Gathering the data

Need some form of monitoring in place.
Quality is the key objective of monitoring in CSI
Focuses on the effectiveness of a service, process, tool, organization or
Configuration Item (CI).
Gather whatever data has been identified as both needed and
measurable.
Gathering data is defined as the act of monitoring and data collection
CSI Processes

Step 4 Processing the data

Convert the data in the required format and for the required audience.
Metric to KPI to CSF.
This step is often overlooked in CSI.
An example is taking the data from monitoring of the individual
components such as the mainframe, applications, WAN, LAN, servers
etc and process this into a structure of an end-to-end service from the
customers perspective.
CSI Processes

Step 5 Analysing the data

This transforms the information into knowledge of the events that are
affecting the organization.
More skill and experience is required to perform data analysis than
data gathering and processing.
Verification against goals and objectives is expected to validate that
objectives are being supported and value is being added.
Looking for: clear positive or negative trends, if changes are required,
are targets being met, are corrective actions required etc
CSI Processes

Step 6 Presenting and using the information

Take knowledge and present it, turning it into wisdom by utilizing
reports, monitors, action plans, reviews, evaluations and
opportunities.
3 distinct groups to present to:
Business real need is to understand whether IT delivered the service they
promised at the levels they promised and if not what they have done to correct it
Senior IT management focussed on results around CSFs and KPIs such as
customer satisfaction, actual v plan, costing and revenue targets
Internal IT interested in KPIs and activity metrics that help them plan, coordinate,
schedule and identify incremental improvement opportunities.
CSI Processes

Step 7 Implementing Corrective Action

Use the knowledge gained to optimize, improve and correct services
Need to identify issues and present solutions
Explain how the corrective actions to be taken will improve service.
Based on goals, objectives and types of service breaches, an
organization needs to prioritise improvement activities.
These may be driven externally such as regulatory requirements,
changes in competition or even political decisions.

Itilv 3 Overview

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ITIL v3 Overview

The ITIL Framework

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