ITIL Introduction Linpei Zhang April, 2006Slide 2
What\'s ITIL? ITIL (Information Technology Infrastructure Library) is a structure of best practices approaches proposed to encourage the conveyance of brilliant data innovation administrations. - WikipediaSlide 3
Okay, what precisely is ITIL? A progression of productions Best Practices for IT Service Management Processes Guidelines Checklists Worldwide Industry standard Management PhilosophySlide 4
Brief History of ITIL The Central Computer and Telecommunications Agency of United Kingdom initially distributed components of ITIL in 1989. The expectation is to enhance the administration of IT administrations in UK Central Government Contributed to by master IT experts around the globe. The UK Office of Government Commerce was set up in 2000 and fuses the CCTA. The OGC now possesses ITIL and is in charge of its upkeep and further improvementSlide 5
ITIL PublicationsSlide 6
Putting them into settingSlide 7
ITIL is the business standard Widely acknowledged in Europe, Asia and Australia 170,000 ITIL confirmed experts worldwide Over 10,000 organizations received ITIL overall Started to pick up force in United States Over 2000 individuals went to itSMF USA Conference in Chicago, 2005, the ITIL "expo", speaking to more than 700 organizations More than 1000 IT Professionals got ITIL accreditations consistently since 2005Slide 8
Corporate Procter & Gamble Capital One Boeing British Petroleum DHL Microsoft IBM HP Government UK Government Communications Headquarters IRS US Army Virginia Oklahoma City Who\'s Using ITILSlide 9
ITIL Tools Over 100 Vendors Well know instruments supporting ITIL HP Openview Service Desk Remedy Strategic Service Suite CA Unicenter Service Desk Peregrine Service CenterSlide 10
Frameworks Based on ITIL HP ITSM Reference Model "a model that joins ITIL and industry-standard prescribed procedures with years of HP learning and experience." Microsoft Operations Framework (MOF) "Applying the standards of ITIL to the Microsoft innovation stage, MOF gives an establishment to help IT associations meet the difficulties"Slide 11
Other valuable systems concentrate on IT productivity COBIT (Control Objectives for Information and Related Technologies) CMM (Capability Maturity Model) Six Sigma Balanced ScorecardSlide 12
International Industry Standards BS15000 Published by BSI (British Standards Institution) in 2000 as national standard for UK ISO20000 Published by ISO (International Organization for Standardization) on 12/15/2005 The principal International standard for IT Service Management. It depends on and has superseded BS15000. Both gauges are based intensely upon ITILSlide 13
ITIL Philosophy Service Quality Process Measurement Cost ProactiveSlide 14
ITIL Philosophy One - Service IT Service Management (ITSM) implies overseeing IT as an administration business. Send and oversee assets to a discrete arrangement of characterized administrations Thinking ourselves as Service ProvidersSlide 15
Application Services EasyPay EasyPayNet TeleNet DAS AOS FLT EEE … Construction Services Support Services Network Support Service Application Maintenance Service Database Maintenance Service Infrastructure Maintenance Service Management Services Statistics and report Communication and Training Consulting What sorts of administrations would we say we are giving?Slide 16
Behave like Service Providers Align IT administrations to the client and business needs. Discover what the client needs and make those administrations accessible Partner with the client to make better approaches for working together. Make new upper hands. Increment the nature of the current administrations by arranging around administrations and attempting to make those administration proficientSlide 17
Realize the guarantee "We think about our Customer!" Documenting, arranging and concurring Customer and business quality targets and duties in Service Level Agreements (SLAs) Regular appraisal of Customer feelings in Customer Feedback and Customer Satisfaction Surveys IT faculty frequently taking the \'Client trip\' and examining the \'Client encounter\' IT staff taking the Customer and Business point of view and continually attempting to keep Customer associations as straightforward and charming as would be prudentSlide 18
Expected Results Alignment – Better match IT ability and expenses to business needs Efficiency – Extend existing assets Reliability – Ensure predictable execution Agility – Response to business and innovation driven changesSlide 19
ITIL Philosophy Two - Quality is "how much an arrangement of inborn attributes satisfies necessities" as in ISO 9000 Service Quality seems to be "about guaranteeing clients get what they need" as in Managing Service Quality is an intuitive term. It\'s about fulfilling and surpassing Customer Expectations .Slide 20
What does that mean? High caliber of the item can\'t be accomplished without understanding what client needs (necessities) Quality can\'t be measured without asking the client\'s conclusions High quality administration can\'t be conveyed without supposing in client\'s viewpointSlide 21
How Customer Evaluate Service Quality? Did the administration fulfill my desire? Can I get a similar administration next time? Is the administration given by a sensible cost?Slide 22
Parking Reception work area Waiter/Waitress Take arrange Food conveyance Food Feedback Billing Farewell The nature of the dinning administration depends on the nature of ALL the administrations above! A High Quality (Pleasant) Dining Service Question: How to enhance the nature of our IT Services? How might you contribute?Slide 23
Where are we now? Current process & methods Current difficulties & issues Where would we like to be? What are the needs? How would we cross over any barrier? How would we get where we need to be? Educated arranging Experienced execution Are we making strides? Did we get to where we needed to be? Strict control Status correspondence Continuously Improve Service Quality How would we keep the energy goingSlide 24
Deming Circle (PDCA) Plan : Plan ahead for change. Break down and anticipate the outcomes. Do : Execute the arrangement, making little strides in controlled conditions. Check : Study the outcomes Act : Take activity to institutionalize or enhance the procedure How to arrive - Quality Improvement ModelSlide 25
ITIL Philosophy Three - Process "A process is a particular requesting of work exercises crosswise over time and space, with a start and an end, and unmistakably characterized data sources and yields: a structure for activity. ... Adopting a procedure strategy infers embracing the client\'s perspective. Procedures are the structure by which an association does what is important to deliver esteem for its clients." -Thomas Davenport, "Handle Innovation"Slide 26
Characteristics of Processes Definability : It must have unmistakably characterized information and yield Order : It must comprises of exercises that are requested by time and space Customer : There must be a beneficiary of the procedure\'s result Value-including : The change occurring inside the procedure must increase the value of the beneficiarySlide 27
Result versus Prepare Result Oriented Management Results can guide to Activities Results are quantifiable and worth measuring Only material for generally safe assignment Process Oriented Management Define a procedure to accomplish the outcome Break down the general outcome into littler middle of the road comes about More control and lower hazardSlide 28
Why we require Process to give excellent administration? Benefit Intangible: Customer Experience Interactive: One-time, Cannot be put away Process can help Consistent execution Reduce chance Repeatable: Customer experience can be rehashed next timeSlide 29
Give Understand the entire picture Know what to do in any conditions Clearly characterized Roles/Responsibilities Measurable execution Save time and endeavors Take May change way we used to divert out our assignments Take a few adaptabilities But, what does handle intend to me?Slide 30
ITIL Philosophy Four - Measurement If you can\'t gauge it, you can\'t oversee it If you can\'t quantify it, you can\'t enhance it If you can\'t quantify it, you likely couldn\'t care less about it If you can\'t impact it, you don\'t have to quantify itSlide 31
Check in PDCA Evaluate in the event that we are in the correct heading? What do we signify "Measure" here? Objective Are we in the correct course? Begin PointSlide 32
Why "Best Effort" is sufficiently bad? "Best Effort", "Some Progress", "Enhanced Performance"… are not quantifiable. "Execution is enhanced 10%", "Time to Market diminished from 100 days to 50 days", "Consumer loyalty Rate enhances 23 percents". Those are great estimations. Every one of the estimations must be quantitative!Slide 33
What to gauge? Objective (Where would we like to go? What are we need to accomplish?) CSF – Critical Success Factors: Determinate variables to accomplish the objective KPI - Key Performance Indicators: Compare the CSF with models, Quantities estimationsSlide 34
Example: Measure AvailabilitySlide 35
KPI for Availability MTTR (Mean Time to Repair): Average Down Time including Detect Time and Resolve Time. MTBF (Mean Time Between Failures): Average Normal Operation Time MTBSI (Mean Time Between System Incidents): Average time between two episodes Availability Ratio: MTBF/MTBSI*100%Slide 36
Not nearly nothing, not all that much Measurement has costs Tools Time Report Analysis Too numerous estimations just winds up with No estimation Only measure the KEY execution pointersSlide 37
ITIL Philosophy Five - Cost Everything accompanies a cost Equipment Cost Software Cost Organization Cost Accommodation Cost Transfer Cost AccountingSlide 38
How Cost are identified with us? Spending Salary/Bonus Reimb
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