ITIL 2011 Introduction & Overview. Agenda for the session. What is ITIL? What about ITIL, v2 v3 & 2011? Key Concepts Service Management & Delivery The Service Lifecycle The Five Stages of the lifecycle ITIL Roles Functions and Processes Further Learning Accreditation.
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– Aligned with ISO20000 standard for service management
Service Strategy- Concepts clarified, no change to the overall message, more practical guidance and examples. New process of Strategy management for IT Services covers developing and maintaining business and IT Strategies.
Service Design- Concepts and principles clarified, added the Design Coordination process and quite a bit of work to simplify the five aspects of Service Design, design of the service portfolio and service catalogue.
Service Transition - CMS and SKMS have been re-structured to clarify the concepts and some material added on how to use a change proposal. Also SACM has new content relating to asset management, release and deployment and Change evaluation.
Service Operation - Work done on all processes and the relationship between application management and application development has been clarified. Expanded section on problem analysis techniques and more material added on managing physical facilities.
Continual Service Improvement - Work done to clarify the seven step improvement process and it’s connection to Deming’s PDCA. The CSI model is now referred to as the CSI approach and the CSI register concept has been added. Quite a bit of work on defining relationships from CSI to other phases of the lifecycle.
Note - If you already hold existing ITIL V3 certifications then you will not need to become re-certified and they will remain relevant.
policy and documents; the design goal is to meet the current and future business requirements.
Service Transition - STThe phase of realizing the requirements from previous stages and improving the capabilities for the transition of new and modified services to production. Processes and functions:Change Management Change Evaluation Project Management (Transition Planning and Support) Application Development Release and Deployment Management Service Validation and Testing Service Asset and Configuration Management Knowledge ManagementService Operation - SOThe phase of achieving effectiveness and efficiency in providing and supporting services in order to ensure value for the customer and the service provider. Processes and functions: Event Management Incident Management Request Fulfillment Access Management Problem Management IT Operations Control Facilities Management Application Management Technical Management
Continual Service Improvement – CSIThe phase of creating and maintaining the value for the customer by design improvement, and service introduction and operation. Functions and processes: Service Review Process Evaluation Definition of CSI Initiatives Monitoring of CSI Initiatives
This section provides an overview of the basic functions and processes that are included in the five phases of the service lifecycle.
Processes and functions are defined as follows:
• Process - A structured set of activities designed to accomplish a defined objective. Processes have inputs and outputs, result in a goal-oriented change, and utilize feedback for self-enhancing and self-corrective actions. Processes are measurable, provide results to customers or stakeholders, are continual and iterative and are always originating from a certain event. Processes can run through several organizational units. An example of a process is change management.
• Function - A team or group of people and the tools they use to carry out one or more processes or activities, specialized in fulfilling a specified type of work, and responsible for specific end results. Functions have their own practices and their own knowledge body. Functions can make use of various processes. An example of a function is a service desk. (Note: “function” can also mean “functionality”, “functioning”, or “job”.)
We can study each process separately to optimize its quality:
• The process owner is responsible for the process results.
• The process manager is responsible for the realization and structure of the process, and reports to the process owner.
• The process operatives are responsible for defined activities, and these activities are reported to the process manager.
– Delivers value to customer by facilitating
outcomes customers want to achieve without
ownership of the specific costs and risks
e.g. “People want a quarter-inch hole, not a quarter-inch drill.”
more service level targets
• Red = 1 hour response 24/7
• Amber = 4 hour response 8/5
• Green = Next business day
• Configuration Management System (CMS)
unplanned reduction in its quality
without resolving it
Perspective: the distinctive vision and direction
Position: the basis on which the provider will compete
Plan: how the provider will achieve their vision
Pattern: the fundamental way of doing things - distinctive patterns in decisions and actions over time
Define the Market
Develop the Offerings
Develop Strategic Assets
Prepare for Execution
– Business Case
demand at agreed quality
– E.g. Economy 7 electricity, Congestion Charging
How are we going to provide it?
How are we going to build it?
How are we going to test it?
How are we going to deploy it?
Holistic approach to determine the impact of
change introduction on the existing services and
Business Process A
Business Process B
Business Service Catalogue
Business Process C
Technical Service Catalogue
Keeps service information away from business information
Provides accurate and consistent information enabling service-focused working
– Operational Level Agreements
– Underpinning Contracts
• External Organization
• Supplier Management
– Can be an annexure to a contract
– Should be clear and fair and written in
easy-to-understand, unambiguous language
– How many services have SLAs?
– How does the number of breaches of SLA change
time (we hope it reduces!)?
– All customers get same deal for same services
– Different customers get different deal (and
different cost) e.g. Silver, Gold, Platinum
– These involve corporate, customer and service
levels and avoid repetition
costs while maintaining quality of service
– Mean Time Between Service Incidents
– Mean Time Between Failures
– Mean Time to Restore Service
– Mean Time to Repair
– E.g. Stock Exchange can’t afford 5 minutes
downtime but 2 hours downtime probably wont
badly affect a departmental accounts office or a
–Accommodation and environment ready but no
– As cold plus backup IT equipment to receive data
– Full duplexing, redundancy and failover
– Making sure only those authorized can see data
– Making sure the data is accurate and not
– Making sure data is supplied when it is requested
provided at the right place and the right time
to the right person to enable informed
- who, what , where?
Wisdom cannot be assisted by technology
– it only comes with experience!
Service Knowledge Information
Management System is crucial to retaining
this extremely valuable information
recent baseline plus any implemented approved changes
that will align the services with the business
– Change Manager
– Change Authority
• Change Advisory Board (CAB)
• Emergency CAB (ECAB)
error or poor change control (Gartner)
– Non-urgent, requires approval
– Non-urgent, follows established path, no approval
– Requires approval but too urgent for normal
changes ready for deployment
– e.g. Office 2007
– e.g. Windows Update
– e.g. Windows Service Pack
Value is seen
Explained in detail in following slides
Services or reductions in their quality
impacted a service is also an incident (e.g.
Disk in RAID failure)
– Technical Staff
– Monitoring Tools
appropriate control actions planned and
– Identity (Authentication, AuthN)
– Rights (Authorization, AuthZ)
– Service Group
Interpersonal Skills (patient!)
continue to support the business
What can we
– Ensures Fit for Purpose
– Monitors and Reports on Process
– Accountable for Delivery
– Responsible for initiation, transition and
– Service Asset Manager
– Service Knowledge Manager
– Configuration Manager
– Configuration Analyst
– Configuration Librarian
– CMS tools administrator
– Structured set of activities designed to accomplish
a defined objective
– Inputs & Outputs
– e.g. ??
– Team or group of people and tools they use to carry
out one or more processes or activities
– Own practices and knowledge body
– e.g. ??
– BCS/ISEB is accredited by APM