1. I nformation T echnology I nfrastructure L ibrary
Mary Kay Wegner

2. Help Desk Northwest @ MKWEGNER
ITIL Overview
ITIL Goals
The Service Desk (why should we be so excited about ITIL)
Service Support Processes & Service Delivery Processes
Resources (including certification and implementation)
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3. Help Desk Northwest @ MKWEGNER
ITIL Goals
Align IT Services with the business needs (current and future)
Improve the quality of IT services
Reduce the long-term cost of provisioning IT services
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4. But first … a little context
Where and when did ITIL originate?
Which companies will benefit?
Why all the excitement … now?
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5. Help Desk Northwest @ MKWEGNER
ITIL Processes
Service Delivery -
Defining quality services & the framework within which to deliver them; more strategic in nature; working with the customers of IT Services
Service Support –
Supporting quality services; operational/tactical in nature; working with the users of IT services
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6. Help Desk Northwest @ MKWEGNER
ITIL Processes
Service Delivery
Service Level Management
Availability Management
Capacity Management
IT Service Continuity
Financial Mgmt of IT Services
Service Support
SERVICE DESK function
Incident Management
Problem Management
Configuration Management
Change Management
Release Management
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7. “Why Should We Have A Service Desk?” “What Would We Do Without One?”
The question is not …
“Why Should We Have A Service Desk?”
The question is …
“What Would We Do Without One?”
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8. Help Desk Northwest @ MKWEGNER
SERVICE DESK
A function, not a process
The goals of the service desk are to:
Provide a single point of contact for customers and users
Facilitate the restoration of normal operational service with minimal business impact on the customer within agreed service levels and business priorities
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9. SERVICE DESK responsibilities:
Serve as SPOC (single point of contact)
Communication
Recording, Assessment & Tracking
Monitoring & Escalation
Coordination
Resolution & Closure
Provide Management Information
Problem Identification
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10. Service SUPPORT Processes
CHANGE MGMT
RELEASE MGMT
SERVICE DESK
INCIDENT MGMT
PROBLEM MGMT
CONFIG MGMT
Operational, addressing the support of IT service “consumers” aka USERS
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11. Service Support Processes
Incident Management
Problem Management
Configuration Management
Change Management
Release Management
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12. Help Desk Northwest @ MKWEGNER
Incident Management
The primary objectives are to …
Restore normal service operation as quickly as possible (and)
Minimize the adverse impact on business operations
“Normal Service Operation” is defined as service operation within Service Level Agreement limits
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13. Incident Mgmt ACTIVITIES
Incident detection and recording
Classification and initial support
Investigation and Diagnosis
Resolution and Recovery
Incident Closure
Ownership, monitoring, tracking and communication
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14. TERMINOLOGY: Priority
IMPACT
(business criticality) +
URGENCY
(the necessary speed to solve an incident) =
PRIORITY
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15. TERMINOLOGY: Incident or Service Request?
An incident is defined as any event which (a) is not part of the standard operation of a service and (b) causes, or may cause, an interruption to, or reduction in, the quality of service
A service request represents an addition, modification or deletion of an existing service or component
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16. TERMINOLOGY: Incidents or Problems?
An incident is defined as any event which (a) is not part of the standard operation of a service and (b) causes, or may cause, an interruption to, or reduction in, the quality of service
A problem is an unknown underlying cause of one or more incidents
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17. Help Desk Northwest @ MKWEGNER
Problem Management
The primary objective is the …
Detection of the underlying causes of an incident and its subsequent resolution and prevention.
Seeks to get to the root cause of incidents and then initiates actions to improve or correct the situation
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18. Problem Mgmt ACTIVITIES
Problem Control
Error Control
Proactive Problem Management
Note: very often the problem manager and the knowledge manager are one and the same person (so closely interrelated)
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19. Help Desk Northwest @ MKWEGNER
PROBLEM CONTROL
Problem identification and recording
Problem classification
Problem investigation and diagnosis
Note these activities are distinct from incident management
ERROR CONTROL
Error identification and recording
Error assessment
Recording error resolution (investigation of solution; the creation of a request-for-change RFC)
Error closure
Monitoring problem and error resolution progress
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20. Proactive Problem Mgmt
Trend Analysis
Targeting support action
Providing information to the organization
Conducting major problem reviews
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21. Help Desk Northwest @ MKWEGNER
If you never get past Incident Management you will never stop being a REACTIVE Service Desk!!
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22. Configuration Management
The primary objective is the identification, recording and reporting of IT components, including their versions, constituent components and relationships.
Asset Management on Steroids!!
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23. Config Mgmt ACTIVITIES
Planning (the hardest part)
Identification (selecting which specifics, allowing only those details into the CMDB)
Control (maintaining internal controls)
Status Accounting (current and historical status on each CI)
Verification & Audit (more formal validation/audit, identify discrepancies and fix process)
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24. Config Mgmt TERMINOLOGY
CI – configuration item; each component in the IT infrastructure
CMDB – configuration management database
DSL – definitive software library
Baseline – a snapshot of details about each CI at a moment in time
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25. Help Desk Northwest @ MKWEGNER
Config Mgmt
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26. Help Desk Northwest @ MKWEGNER
Change Management
Ensures that standardized methods and procedures are used for efficient and prompt handling of all changes to minimize the impact of change-related incidents on business operations.
Focused on approvals and internal controls
Recommendation: Change Advisory Board
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27. Release Mgmt ACTIVITIES
As distinct from change management
… release management processes include the planning, design, build, configuration and testing of hardware and software through the use of formal procedures and checks before packaging and distributing releases into the production/customer environment.
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28. RM Key Performance Indicators (KPI’s)
• % of releases on time and budget
• # of Incidents caused by releases
• Accuracy of DSL
• Software licensing compliance
• Accuracy of CMDB
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29. What a wonderful world it would be …
RELEASE MGMT
INCIDENT MGMT
PROBLEM MGMT
CONFIG MGMT
CHANGE MGMT
SERVICE DESK
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30. Help Desk Northwest @ MKWEGNER
BREAK
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31. Service DELIVERY Processes
AVAILABILITY MGMT
CAPACITY MGMT
CONTINUITY MGMT
SERVICE DESK
FINANCIAL MGMT
SERVICE LEVEL MGMT
Strategic, addressing the customers of IT services – those who commission, pay for and own the IT Services
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32. Service Delivery Processes
Service Level Management
Availability Management
Capacity Management
IT Service Continuity Management
Financial Management for IT Svcs
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33. Service Level Management
To maintain and improve IT service quality through a constant cycle of identifying, agreeing to, monitoring and reporting on IT Service achievements. This process involves more than just creating Service Level Agreements.
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34. Service Level Mgmt ACTIVITIES
Create a service catalog
Negotiate and manage Service Level Agreements (SLAs)
Implement Service Level Management
Conduct service review meetings
Implement a service level improvement program
Establish SLA, contract and OLA maintenance cycle
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35. Financial Mgmt for IT Services
What?
Budgeting
Accounting
Charging (optional)
Why?
Increase confidence in IT budgets
Enhance accuracy of cost information in support of IT investments
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36. Availability Management
Enables the business to satisfy its objectives by delivering a cost effective and sustained level of availability.
Availability has a cost ~
Unavailability has a cost too!
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37. Availability Mgmt BENEFITS
Design IT services to deliver levels of availability required by the business
Provide availability reporting to demonstrate reliability and maintainability
Reduce over time the frequency and duration of incidents that impact availability
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38. Availability Mgmt BENEFITS
A single point of accountability (process owner) is established within the IT organization
IT Services are designed to meet the IT Availability requirements determined from the business
The levels of IT Availability are cost justified
The levels of Availability required are agreed to, measured, and monitored to fully support Service Level Management
Shortfalls in achieving the required levels of availability are recognized and appropriate corrective actions identified and implemented
A business and user perspective of IT Service Availability is taken toe nsure optimal usage and performance to deliver maximum benefit
The frequency and duration or IT Service Failures is reduced over time
IT support organization mindset moves from error correction to service enhancement; from reactive to proactive focus
The IT support organization is seen to add value to the business
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39. Help Desk Northwest @ MKWEGNER
Capacity Management
Ensures that the capacity of the IT Infrastructure matches the evolving demands of the business in the most cost-effective and timely manner
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40. Capacity Mgmt ACTIVITIES
Ongoing
Monitoring
Analysis
Tuning
Implementation
Demand Management
Storage of Data in the CDB
Ad Hoc
Modeling
Application Sizing
Regular Activities
Production of the Capacity Plan
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41. IT Service Continuity Mgmt
~ aka ~ “Disaster Recovery”
Business Impact Analyses
Risk Assessments
Business Continuity Strategy
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42. Help Desk Northwest @ MKWEGNER
ITIL Processes
Service Delivery
Service Level Management
Availability Management
Capacity Management
IT Service Continuity
Financial Mgmt of IT Services
Service Support
SERVICE DESK function
Incident Management
Problem Management
Configuration Management
Change Management
Release Management
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43. Help Desk Northwest @ MKWEGNER
Discussion …
Who (or what) can be ITIL certified?
How is your organization measured against ITIL objectives?
How do we “sell” ITIL?
What do we implement first?
Other resources … see handout
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44. Help Desk Northwest @ MKWEGNER
ITIL Certifications …
• ITIL FOUNDATION CERTIFICATE
No prerequisites (orientation training helpful)
One-hour, 40 questions, all multiple choice
• ITIL PRACTITIONER’S CERTIFICATE
Requires: Foundation cert + practical experience
1) In-course assessment
2) Two-hour, 40 question, multiple choice re: case study.
[8 of 10 processes have associated practitioner certifications (nothing for continuity mgmt or release mgmt)]
• ITIL MANAGER’S CERTIFICATE
Requires: Foundation cert; 3 years + training
2) Three-hour case-study essay exam in Service Delivery
3) Three-hour case-study exam in Service Support
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45. Selling others on the value of ITIL
“ PAIN can be a great motivator … few organizations developed a comprehensive service management approach from the start. Most come to the realization that their IT service provision is inconsistent at best, or out-of-control at worst. “
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46. Help Desk Northwest @ MKWEGNER
A phased approach …
The implementation of ITIL processes (or improvements to existing processes) brings benefits immediately. An organization does not need to wait until all processes are in place to realize significant benefits!!
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47. Help Desk Northwest @ MKWEGNER
ITIL and MOF
The ITIL philosophy is to “adopt and adapt,” and that’s just what Microsoft did when it created Microsoft Operations Framework. MOF is a set of publications providing both descriptive (i.e., what to do and why) and prescriptive (i.e., how to do) guidance on IT service management.
Microsoft published the first elements of MOF in 2000 for customer, partner and internal use. Microsoft created MOF with the following objective in mind: Create comprehensive operations guidance to help customers achieve mission-critical production system reliability, availability, and manageability on the Microsoft platform.
The Microsoft Operations Framework provides in-depth technical guidance and consulting support for the operation of mission-critical systems on Microsoft technology.
ItSMF recognized MOF for providing technical guidance that covers the entire spectrum of IT management, addressing the people, process, technology and management issues involved in complex, distributed and heterogeneous IT environments.
To develop MOF, Microsoft worked with partners that have extensive experience with mission-critical computing. The framework is built on best practices from the IT Infrastructure Library, a series of books that hundreds of organizations around the world use for comprehensive guidance on providing quality IT services.
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48. I nformation T echnology I nfrastructure L ibrary
Mary Kay Wegner