Using ITIL Best Practice Guidelines in the Real World

1
Using ITIL Best Practice Guidelines in the Real
World
Greg Charles, Ph.D. Area Senior Technology
Specialist Western U.S. ITIL Best Practices
Lead CA, Inc.
November 2007
2
Todays Objective

• To discuss some of the challenges, successes and
  implementation methods in the area of Service
  Management using ITILs Best Practice guidelines

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Todays Agenda

• Level-Set and Updates on ITIL
• Case Studies
• Challenges and Benefits
• Discussion

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ITIL Origins and Evolution

• ITIL is a series of books containing best
  practices for the planning, delivery and
  management of quality IT services

Information Technology Infrastructure Library
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ITIL 21 Years of Service Improvement

• ITIL Version 3
• Business-IT service integration and value
  generation
• Service Management for business and technology

• ITIL Version 2
• Business-IT alignment
• Quality and efficiency of IT processes

Business Value
IT

• ITIL Version 1
• Stability and control of IT infrastructure
• IT Infrastructure Management process

Maturity
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Whats ITIL Service Management All About?

• Aligning/Integrating IT services with business
  requirements
• A set of best practices, not a methodology
• Providing guidance, not a step-by-step, how-to
  manual the implementation of ITIL processes will
  vary from organization to organization
• Providing optimal service provision at a
  justifiable cost
• A non-proprietary, vendor-neutral,
  technology-agnostic set of best practices.

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The ITIL Books version 2
T h e Technology
Planning To Implement Service Management
T h e B u s i n e s s
Service Management
Service Support
The Business Perspective
ICTInfrastructureManagement
Service Delivery
Security Management
Application Management
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Version 2 10 books, 2 used

• Service Support
• Five operational processes and one function
  (Service Desk)
• Describe how a customer gains access to support
  services
• A foundation upon which to build business value
• Service Delivery
• Five tactical processes.
• Describe the services a customer needs and what
  is needed to provide those services.
• Transforms IT activities into strategic business
  value

Most organizations start here
Efficiency
Many organizations Moving here
Value
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ITIL v2 Service Support Model
The Business, Customers or Users
Monitoring Tools
Difficulties Queries Enquiries
Communications Updates Work-arounds
Incidents
Customer Survey reports
Service Desk
Incidents
Changes
Incident Management
Customer Survey reports
Problem Management
Releases
Service reports Incident statistics Audit reports
Change Management
Problem statistics Problem reports Problem
reviews Diagnostic aids Audit reports
Change schedule CAB minutes Change
statistics Change reviews Audit reports
Release Management
Release schedule Release statistics Release
reviews Secure library Testing standards Audit
reports
Configuration Management
CMDB reports CMDB statistics Policy
standards Audit reports
Cls Relationships
Problems Known Errors
Changes
Releases
Incidents
CMDB
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ITIL v2 Service Delivery
Business, Customers and Users
Queries Enquiries
Communications Updates Reports
Availability Management
Service Level Management
Availability plan AMDB Design criteria Targets/Thr
esholds Reports Audit reports
Capacity Management
SLAs, SLRs OLAs Service reports Service
catalogue SIP Exception reports Audit reports
Requirements Targets Achievements
Capacity plan CDV Targets/thresholds Capacity
reports Schedules Audit reports
Financial Management For IT Services
Financial plan Types and models Costs and
charges Reports Budgets and forecasts Audit
reports
IT Service Continuity Management
IT continuity plans BIS and risk
analysis Requirements defined Control centers DR
contracts Reports Audit reports
Alerts and Exceptions Changes
Management Tools
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ITIL V3 Delivered May 30, 2007
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ITIL Changed From V2 To V3

• V2 Focus IT to Business Alignment
• Service Support support day-to-day activities
  maintain IT services
• Service Delivery plan and deliver quality IT
  services

• V3 Focus IT to Business Integration through the
  Service Lifecycle approach
• V3 documented and updated the V2 Service Support
  and Service Delivery processes
• Use V3 to design or redesign Service Support
  plus Service Level management
• Use V3 to improve remaining Service Delivery
  processes

Two of the five books are devoted to service
strategies and service design. Inclusion of
this content will broaden the relevance of ITIL
beyond IT infrastructure and operations managers
to the CIO-level decision makers. Gartner, 5
June 2007
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The Business / Customers
Requirements
Service Portfolio Service Catalogue
Operational services
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Case Studies

• Working in the Real World

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Case Study (Commonalities)

• Reasons for going to ITIL
• Cost Savings
• Do more with less
• Operations growth is out of control
• Improve service
• Grow the business
• Governance (Config, Change, Bus. Cont.).

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Case Study (Commonalities)

• Must Have
• Support (both up and down)
• Direction / Roadmap
• Ownership
• Method of Implementation
• Where to start
• Back-in / Replacement.
• IN SHORT HAVE A PLAN!!!

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Common View of The Real World?
Identity Manager
Load Balancer
Network
Firewall
Portal
Mainframe
Router
Database
Switch
Web Servers
Applications
End User
Web Services
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The Cruel Reality
Source Gartner
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Case Study List (2006-2007)

• Company A Company B Company C Company D
• _________ _________ _________ _________
• Change / Change Service Configuration
• Incident Mgmt Desk Mgmt
• 100s internal 150K internal 16K internal
  210K internal
• 1K external handful gt1M external 17M
  external
• Improve Stem Mandated Governance
• Service / Growth from above of massive org.
• Grow
• Business

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Case Study List (2006-2007)

• Company A Company B Company C Company D
• _________ _________ _________ _________
• Change / Change Service Configuration
• Incident Mgmt Desk Mgmt
• 100s internal 150K internal 16K internal
  210K internal
• 1K external handful gt1M external 17M
  external
• Improve Stem Mandated Governance
• Service / Growth from above of massive org.
• Grow
• Business

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Company A

• 4400 employees world-wide / 52B in assets
• Recently de-centralized IT
• IT Management changes (wind out of their sails)
• Committed to ITIL, but will implement regionally
• New focus on Service Desk, Incident, Problem and
  Change Management (single tool)
• ITIL Pass/Fail requirements of IT employees
• 22 improvement in time to closure
• 1st call resolution still a high-priority

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Company B

• 150K internal/ county employees-users
• Starting with Change Management (reduce I/P)
• ITIL believers, but still lack knowledge
• Afraid of over-expecting results
• Ground-swell being created over ITIL in county
• CIO backing best-practices focus
• Yet to see benefits lack of implementation
• They have a plan, but need to act on that plan!!!

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Company C

• Lacking previous metrics
• Project dollars at risk (no business visibility)
• Found a savior in Business Alignment
• Improved
• Escalation capabilities (automated)
• User satisfaction (per surveys)
• Perceived response times (lack of metrics)
• IT Mgmt considers ITIL a successful journey
• YOY 20 growth rate w/o additional headcount
• Lowered turnover rate on Service Desk
• (17 down to 6)

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Company D

• Traditional low-tech has moved to high-tech
• IT provides internal support and B2B and B2C
• Some internal perception that IT is the
  business
• Went to ITIL 3 yrs ago
• Started with Service Level Management
• Found difficulties
• Integration with other processes
• Communication to users/business
• Keeping the wind in the sails
• Remained focused on process improvement
• Heavily vendor influenced

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Case Study (Summary)

• Have a plan (ongoing project?)
• Keep in the end in mind
• Cost Savings
• Do more with less
• Operations growth is out of control
• Improve service
• Grow the business
• Governance (Config, Change, Bus. Cont.).
• Leverage your current environment
• Automate whenever possible

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ITIL Moving Forward

• Currently Version 2 Service Support
• Continue your journey and look to the next step
• Knowledge Management
• Self Help
• Integration of Event Management
• Request for Service
• Change Management
• Service Transition get granular
• CMDB
• CMS leverage current data stores

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Have a Plan to get It Right From The Start
Assess
Blueprints (through assessment)
Customer Need
Design Build
Client maturity isolates appropriate transition
point, roadmap ROI
Optimize

• Best Practices-Based Solutions (ITIL, COBIT,
  etc.)
• Identifies Pain Points and Business Requirements
• Actionable and Phased Plan to Desired To-Be
  State with Strategic Recommendations
• Quantifies ROI for Business Case Justification
  and Goal Achievement
• Improved Business Processes

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Using ITIL Best Practice Guidelines in the Real
World
Greg Charles, Ph.D. Area Senior Technology
Specialist Western U.S. ITIL Best Practices
Lead CA, Inc.
November 2007