Information Technology Service Management Group 8 : Agnes Fitria Utami - 1501142983 Erni - 1501145575 Hanna Septiani - 1501148394 Novie Ratna Sari - 1501151786 Lianto - 1501171724

Information Technology Service Management a set of specialized organizational capabilities for providing value to customers in the form of services Framework in ITSM : CMMI, TOGAF, ETOM, Six Sigma, PMBOK, PRINCE2, SOA, MOR

Information Technology Infrastructure Library most widely adopted approach for IT Service Management in the world now. It provides a practical, no-nonsense framework for identifying, planning, delivering and supporting IT services to the business.

History of ITIL Late 1980s : The OGC Developed the ITI to help improve IT Service Management Mid- 1990s : ITIL still not widely adopted. 2006 : The ITIL v2 was published. 2007: ITIL V3 released. 2011 : New version of ITI, named 2011 Edition of ITIL. Late 1980s : The OGC Developed the ITI to help improve IT Service Management in the UK central government. Mid- 1990s : ITIL still not widely adopted. 2006 : The ITIL v2 was published. 2007: ITIL V3 released. This version covers the initial conception, development, transition, operations, and improvement of a service. 2011 : New version of ITI, named 2011 Edition of ITIL.

Package of ITIL ITIL Service Strategy ITIL Service Design ITIL Service Transition ITIL Service Operation ITIL Continual Service Improvement ITIL Service Strategy: understands organizational objectives and customer needs. ITIL Service Design: turns the system strategy into a plan for delivering the business objectives. ITIL Service Transition: develops and improves capabilities for introducing new services into supported environments. ITIL Service Operation: manages services in supported environments. ITIL Continual Service Improvement: achieves services incremental and large-scale improvements.

Implementation of ITIL Prepare the ITIL Project Define the IT Service Structure Select ITIL Roles and Role Owners Define the Process Interfaces Define the To-Be Process Structure Analyze the As-Is Processes – ITIL Self-Assessment Establish ITIL Process Control Define the ITIL Process Flows Application Systems Prepare the ITIL Project Organizations that wish to implement ITIL should put a few prerequisites in places right at the beginning, to ensure that the ITIL principles are adopted in the long term.   Define the IT Service Structure Any ITIL initiative should start by looking service. After all, the whole idea behind introducing ITIL is to achieve stronger focus on services. Select ITIL Roles and Role Owners At the beginning of any ITIL initiative it is important to nominate the individuals who will be in charge of running the new ITIL processes. This means it must be determined which ITIL roles are necessary and to whom those roles are assigned Analyze the As-Is Processes – ITIL Self-Assessment An analysis of the current situation should precede any process reorganization; this will make it possible to decide which current processes may be left unchanged and where, on the other hand, there is an especially urgent need for action. Define the To-Be Process Structure Following the analysis of the initial situation, it can be decided in more detail where the ITIL project will put its focus. Define the Process Interfaces Just how great the importance of process interfaces is for the design of optimal work procedures frequently becomes apparent during the analysis of as-is Processes. Weaknesses in processes often occur at those points where one process ends and another one begins. Establish ITIL Process Control Process Owners use objective quality criteria (quality measurements, also known as Key Performance Indicators or KPIs) to assess whether their processes are running “well”. This puts them in a position to decide upon the need for process improvements. Define the ITIL Process Flows Determining the sequences of activities within each ITIL process (defining the “ITIL process flows”) is bound to require considerable effort. This makes it important to concentrate on the areas which really matter to your organization. Application Systems If new or changed application systems are needed in order to support the ITIL processes, these must first be procured or developed and implemented. It is important to take into account functional as well as non-functional aspects when specifying the system requirements Process Implementation & Training Finally, IT staff receives thorough training in order to be able to apply the new processes in practice, and clients or users might need to be informed – in so far as these are affected by the new ITIL processes Process Implementation & Training

ITIL Implementation by Organization

Control Objectives for Information and Related Technology an IT governance framework and supporting toolset that allows managers to bridge the gap between control requirements, technical issues and business risks. enables clear policy development and good practice for IT control throughout organizations. helps organizations to increase the value attained from IT, enables alignment and simplifies implementation of the enterprises' IT governance and control framework.

History of COBIT 1996: COBIT was developed by Information Systems Audit and Control Foundation 1998: Founding of the ITGI (IT Governance Institute). ITGI begins an initiative for better IT Governance, focused around COBIT referred as second edition of COBIT 2000: The third edition of COBIT released 2003: The online version become available 2005: Fourth Edition of COBIT released 2007: COBIT were revised and received the 4.1 Edition 2012: The new COBIT 5 was released.

Implementation of COBIT What are the drivers? This phase starts with recognizing and agreeing to the need for an implementation. It identifies the current pain points and triggers and creates a desire to change at executive management levels.   What are we now? This phase is focused on defining the scope of the implementation using COBIT’s mapping of enterprise goals to IT-related goals to the associated IT processes, and considering how risk scenarios could also highlight key processes on which to focus. What do we want to be? In this phase, an improvement target is set, followed by a more detailed analysis using COBIT’s guidance to identify gaps and potential solutions. Some solutions may offer quick wins and others might be more challenging. What needs to be done? This plans practical solutions by defining projects supported by justifiable business cases. A change plan for implementation is also developed. How do we get there? The proposed solutions are implemented into day-to-day practices in this phase. Measures can be defined and established using COBIT’s goals and metrics to ensure that business alignment is achieved and maintained and performance can be measured. Did we get there? This phase focuses on the sustainable operation of the new or improved enablers and the monitoring of the achievement of expected benefits. How do we keep the momentum going? In this phase, the overall success of the initiative is reviewed, further requirements for the governance or management of enterprise are identified and the need for continual improvement is reinforced.

COBIT Implementation by Organization The Federal Government of Nigeria IT Policy Compliance Group (ITPCG South African Government Insurance & Capital Market Supervisor in Israel Government of Alberta Canada Department of Defense The U.S. Postal Service Government of Kerala, India Superintendencia Financiera de Colombia The Federal Government of Nigeria—has adopted COBIT 5 to help address the security challenges facing the country. IT Policy Compliance Group (ITPCG)—the “masters of IT” are using COBIT to improve alignment and deliver more value. (December 2010) South African Government—In 2002, and again in November 2010, the GITO Council adopted the implementation of COBIT as ICT Governance Framework for implementation in the Public Service. Insurance & Capital Market Supervisor in Israel—Declared COBIT an acceptable and recommended control framework. (August 2010) Government of Alberta Canada—COBIT is the basis for its Information Management and Technology (IMT) Governance Framework. Department of Defense—COBIT is used in a white paper titled U.S. Department of Homeland Security (DHS), Information Technology Governance. The U.S. Postal Service—COBIT was used to conduct an assessment of IT policies, processes and controls. Government of Kerala, India—ordered the acceptance of COBIT as part of its national e-governance plan. Superintendencia Financiera de Colombia—Regulator of banks in Colombia adopted and requires the use of COBIT as a reference model for its evaluations.

ITIL vs COBIT Similarity Business orientation High level (“helicopter view”) : see things differently Independent of organization structures, architectures or technologies

ITIL vs COBIT Differences COBIT covering the Enterprise End-to-End ITIL only covering the IT side only and focused on processes COBIT covering the Enterprise End-to-End including the business processes from the board of directors to the IT operation levels While ITIL only covering the IT side only and focused on processes only which doesn't allow any holistic approach.

Combination ITIL and COBIT facilitate the transition to Business Service Management. ITIL provides a framework for best practice processes in ITSM that help IT manage resources from a business perspective. COBIT provides the framework for setting business goals and objectives, and measuring the progress of “ITIL-izing” the organization to meet those goals and objectives. IT can meet business objectives and reap the resulting rewards, including the delivery of higher quality business services at lower costs to the organization.