1. The Transforming Power of the ITIL Framework for the Project Manager Patrick von Schlag Deep Creek Center November 10, 2010

2. Agenda Origins of ITIL Origins of ITIL ITSM and the Real World ITSM and the Real World The Service Lifecycle The Service Lifecycle Process, Process, Process Process, Process, Process The Service Portfolio The Service Portfolio Service Design Service Design Service Transition Service Transition Service Operations Service Operations Service Improvement Service Improvement

3. You say ITIL, I say … You Say ITIL (eye – til), I Say ITIL (it – ill) You Say ITIL (eye – til), I Say ITIL (it – ill) In Reality it’s the IT Infrastructure Library In Reality it’s the IT Infrastructure Library No Matter How You Pronounce IT No Matter How You Pronounce IT It’s the Subject that Is Important It’s the Subject that Is Important That Is IT Service Management (ITSM) That Is IT Service Management (ITSM) First We’ll Talk About the Library First We’ll Talk About the Library

4. Origins of ITIL United Kingdom – Late 80’s Early 90’s United Kingdom – Late 80’s Early 90’s Office of Government Commerce (OGC) Office of Government Commerce (OGC) Promote Sound IT Service Management Practices Promote Sound IT Service Management Practices Created the IT Infrastructure Library (ITIL) Created the IT Infrastructure Library (ITIL) Knowledge & Guidance - IT Service Management Knowledge & Guidance - IT Service Management Continually Refined and Updated Continually Refined and Updated

5. ITSM - A Real World of Experience ITSM Best Practices ITSM Best Practices Close to 20 Years of Practical Working Experience Close to 20 Years of Practical Working Experience Public Domain with “de facto standard” Status Worldwide Public Domain with “de facto standard” Status Worldwide Promotes the Sound Practice of IT Service Management by Promotes the Sound Practice of IT Service Management by Managing the Entire IT Service Lifecycle Managing the Entire IT Service Lifecycle Alignment of Business & IT Goals Alignment of Business & IT Goals Dealing with Complexity & Change Dealing with Complexity & Change Addressing the Need for Best Practices for Managing Technology Addressing the Need for Best Practices for Managing Technology Promoting Continuous IT Service Improvement Promoting Continuous IT Service Improvement

6. The Service Lifecycle – Value to the Business

7. What is a Process? Trigger Trigger Input Input Process Process Activities Activities Procedures Procedures Tasks Tasks Metrics Metrics Roles Roles Improvements Improvements Controls Controls Owner Owner Objectives Objectives Documents Documents Feedback Feedback Enablers Enablers Resources Resources Capabilities Capabilities Output Output

8. Service Portfolio The Service Portfolio represents the commitments & investments made by a service provider across all customers and market spaces and may include third-party services.

9. Service Design Principles & Processes Introduction Introduction Principles Principles Processes Processes While Service Strategy asks and answers the questions of what to build and why its needed; Service Design answers the question of how it will be built. It provides the architectural, as well as the organizational basis to enable the IT organization to realize the necessary IT service capability to meet the needs of the business.

10. Service Solution Design

11. Using Frameworks Software Development Lifecycle Mgmt Software Development Lifecycle Mgmt Waterfall vs. Agile Waterfall vs. Agile Disciplines and Artifacts Disciplines and Artifacts Iterations and Phases Iterations and Phases SDLC Models (RUP, Scrum, XP, etc.) SDLC Models (RUP, Scrum, XP, etc.) Service Design Service Design Business Requirements vs Service Reqs Business Requirements vs Service Reqs Management Design Management Design Measurement Design Measurement Design Process Design Process Design Technical Design and Enterprise Architecture Technical Design and Enterprise Architecture

12. Managing Service Transition Change, Configuration, and Release Change, Configuration, and Release Testing and Validation Testing and Validation Readiness Readiness “Enough” Rigor “Enough” Rigor Keeps the Focus on Keeps the Focus on Enabling the Business Outcome Enabling the Business Outcome Managing Risk (Business and Technical) Managing Risk (Business and Technical) Facilitating handoff between project teams and operations Facilitating handoff between project teams and operations

13. The Service V Model

14. The Service Operations Model

15. 7 Step Improvement Process 6. Present & use the information 7. Implement corrective action. 3. Gather Data 2. Define what can be measured. 4. Process the data 5. Analyze the data. 1. Define what should be measured. Identify Vision Strategy Goals

16. Sustain/Operate Plan Design Transition Governance Drivers Enterprise Goals IT Goals CobiT ® Framework IT Service Management Processes Framework (Superset of ITIL ® ) PO  AI  DS  ME Program/Project Management Quality Management Security Management ApplicationsInformationInfrastructurePeople Resources Enterprise Outcomes In Support of In Support of Enterprise & IT Alignment Global Frameworks Value Alignment Risk Resource Performance Service Provider Model An IT Practice Model [i/e] SPM Delivery Platform

17. Questions???