1. ITSM (IT Service Management) ITIL® Management Briefing
Introduction
ITSM (IT Service Management) ITIL® Management Briefing
Presented by:
Amr ELHariry
Managing Director ITMEA/ITEgyptCorp
Welcome to the ITMEA/ITEgyptCorp ITIL Management Briefing.
Definitions given in the course are from ITIL® Glossaries/Acronyms © Crown Copyright 2011 reproduced under licence from the Cabinet Office.
The information contained in this document is subject to change without notice. The document contains propriety information, which is protected by copyright, all rights reserved. No part of this document may be photocopied, reproduced or translated to another language without prior consent of ITMEA/ITEgyptCorp.
ITIL® is a registered trade mark of the Cabinet Office
Version 0.5D

2. Basic Structure for Today
ITIL Overview
Service Management as a Practice
Drivers for Continual Improvement
Benefits of Adoption
The Lifecycle Approach
Overview of Lifecycle Phases
Implementing ITIL
Where to start?
The main topic matter for the briefing is ITIL, which is documented in five volumes containing more than 2000 pages of text. We will also be considering the use and appropriateness of other standards, methods and approaches. In covering all of this in half a day, this event is obviously not intended to cover subjects in exhaustive detail, but please raise any topics that you would like to discuss with your event facilitator who will be pleased to help in way possible.
After the usual introductions, we will start with an overview of good practice in Service Management.

3. Obstacles Prevent Effective Engagement
Overwhelming Demand:
Unstructured capture of requests and ideas
No formal process for prioritization and trade-offs
Reactive vs. proactive
Unfortunately, there are many obstacles preventing effective engagement.
As the arrows starting from the business and ending at IT indicate, every day, IT organizations face multiple and competing demands for services and projects from multiple lines of business.
OVERWHELMING DEMAND
Managing demand for most IT organizations is extremely difficult: demand comes from many different sources, is of vastly different levels of priority, from tactical to strategic, and because there’s no structured process in place to manage this demand.
Even if all the demand is captured, there is often no process by which to make trade-off decisions with the business in terms of priority, timing and budget. Instead, these decisions are often made based on who screams the loudest or who has most influence.
IT SEEN AS A BLACK BOX (LACK OF VISIBILITY)
Further compounding the engagement problem is the lack of visibility that IT’s customers have into the status of their approved initiatives. Often, IT appears as a black box to those who rely on IT for their business technology.
Finally, when IT does deliver new services to the business, there’s often a disconnect between what was envisioned and what was received. This results in customer satisfaction issues that can tarnish IT’s reputation in the organization.
CONCLUSION
No process, poor trade-off decisions, limited visibility and poor satisfaction all define an engagement process that is not working at its best.
IT Seen as Black Box:
Business lacks visibility
Poor customer satisfaction

4. ITSM & Governance Landscape
What connects the business and IT is the processes of ITSM & Governance…
Strong engagement begins with a solid IT Governance process. A key component of IT Governance is Clarity’s Portfolio Management module.
Evaluating project and service requests in a systematic way that allows quick adaptation to changes in the business environment is not only good practice, its good governance.
These multiple inputs to the PfM come from Demand…
From the Business…
…from existing Services….
..and from within the IT organization, specifically from existing Projects…
…and from existing Applications…
Having the right facts is key and since all the Clarity modules are completely integrated, you are guaranteed that the facts you need to perform effective portfolio planning are accurate.
A strong Portfolio process also establishes the foundation for a clear investment model. A clear investment model helps you get control of the organization. For example, Clarity customers that have been able to get the buy in from both business and IT on an agreed upon investment model have been able to decrease incoming demand between 50-80%. How? Only the demand that fits into the agreed upon strategic objectives gets filtered into the portfolio.
Imagine how many hours and dollars that would save you per year!

5. Introduction to ITIL Service Management
The Information Technology Infrastructure Library approach to Service Management has been established over a long period and has become accepted world-wide as the quality framework for the management of IT services.

6. What are Services? “People want quarter-inch hole, not a
“A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks”.
“People want quarter-inch hole, not a
quarter-inch drill”
This shows the intangible nature of services

7. Internal Providers and External Suppliers, including User support
What are Services?
What the User sees
Needs
Internal Providers and External Suppliers, including User support

9. Service As seen by the CEO and CIO
The purpose of a service is to
Create value for the business
Create value for end customers
Reduce costs, or increase productivity
“Facilitate outcomes” the business wants to achieve
Manage costs and risks more effectively

10. Service Management Definition
Introduction
Service Management Definition
“Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services”
Service Management brings quality of service to the business
Continually align IT services with the ever-changing needs of the business
How to do more with less
When business turns on a water tap, they expect to see water flow from it. When business turns on a light switch, they expect to see light fill the room. These very basic things were not as reliable as they are today. Advances in technology have made them reliable enough to be considered a utility. IT today has become the utility of business.
Stakeholders have an interest in an organization, project or service, etc. and may be interested in the activities, targets, resources or deliverables from Service Management. Examples of stakeholders in Service Management include organizations, service providers, customers, consumers, users, partners, employees, shareholders, owners and suppliers.
There are also many stakeholders external to the service provider organization, for example:
Customers - Those who buy goods or services. The customer of an IT service provider is the person or group who defines and agrees the service level targets. This term is also sometimes used informally to mean user – for example, ‘This is a customer-focused organization’;
Users - Those who use the service on a day-to-day basis. Users are distinct from customers, as some customers do not use the IT service directly;
Suppliers - Third parties responsible for supplying goods or services that are required to deliver IT services. Examples of suppliers include commodity hardware and software vendors, network and telecom providers, and outsourcing organizations.
ITILFND01-6, 01-8, 03-41, 03-10

11. What? Why? Who? ITIL - the IT Infrastructure Library
Owned by the Cabinet Office
Globally-recognised framework of integrated processes, roles and responsibilities
Allows us to
Share a common language
Build a service-based culture not
Technology focused. - Right first time, every time
Not cast in stone

12. But, ITIL is NOT a Standard
Local procedures
ITIL
Auditable Standard
Process Definition
Processes in Context
Deployed Solution
ISO/IEC
20000
MOF/HPITSMRM, etc.
ISO/IEC part 1 is the Specification (standard) for Service Management. (‘Shalls’) and part 2 is the Code of Practice - guidance and recommendations for SM processes within scope of formal standard (‘Shoulds’).
ITIL provides a definition of processes, functions and roles that are adaptable and scalable for organizations using any technology and of any size.
Several commercial organizations around the world have produced their own versions of ITIL placed into a commercial product-driven context, such as the Microsoft® Operations Framework (MOF) or Hewlett Packard IT Service Management Reference Model (HPITSMRM). Both of these (and other similar) organizations acknowledge ITIL and are members of the itSMF.
Whatever framework is selected, it has to be implemented with local procedures and work instructions that are unique to a specific organization.
Microsoft is a trademark of the Microsoft group of companies.

13. Why is ITIL so Successful?
Introduction
Why is ITIL so Successful?
Vendor-neutral
ITIL is not based on any particular technology platform or industry type
Non prescriptive
ITIL offers robust, mature and time-tested practices that have applicability to all types of service organization
Best Practice
ITIL represents the learning experiences and thought leadership of the world’s best-in-class service providers
ITIL embraces a practical approach to Service Management – do what works. And “what works” is adapting a common framework of practices that unites all areas of IT service provision towards a single aim – that of delivering value to the business.
ITIL is successful because it describes practices that enable organizations to deliver benefits, return on investment and sustained success. ITIL is adopted by organizations to enable them to:
Deliver value for customers through services;
Integrate the strategy for services with the business strategy and customer needs;
Measure, monitor and optimize IT services and service provider performance;
Manage the IT investment and budget;
Manage risk;
Manage knowledge;
Manage capabilities and resources to deliver services effectively and efficiently;
Enable adoption of a standard approach to Service Management across the enterprise;
Change the organizational culture to support the achievement of sustained success;
Improve the interaction and relationship with customers;
Coordinate the delivery of goods and services across the value network; and
Optimize and reduce costs.
ITILFND01-2

14. ISO/IEC 20000 and ITIL The Standard is aligned with ITIL
ITIL is proven Best Practice process guidelines
ISO/IEC provides a level of quality for these activities which can be audited
ISO/IEC Certification means we can prove we are deploying Best Practice, because an independent, external evaluation against the whole formal standard has been carried out by an approved audit organization

15. Overview of the Service Lifecycle

16. Objective Tree
1-What are some of our organization’s objectives or strategic goals? •We want to increase profits by 15 percent each year • We want to have a good image and reputation with a loyal customer base. 2-What Business Processes aid in achieving those objectives? • Retail/sales , Marketing , Manufacturing , Procurement, HR, finance etc. 3-What IT Services are these business processes dependent on? • Websites (internal and external) • Communication services ( , video conferencing) • Automatic procurement system for buying products , Point of Sale Services,.. 4-We have ITSM in order to make sure that IT Services are: • What we need (Service Level Management, Capacity Management etc.) • Available when we need it (Availability Management, Incident Management etc.) , Provisioned cost-effectively (Financial Management, Service Level Management) 5-IT Technical Activities: The actual technical activities required as part of the execution of the ITIL® processes above. These are technology specific and as such not the focus of ITIL® or this document.

17. ITIL Documentation The Core Volumes Complementary guidance:
Continual
Service
Improve-
ment
The Core Volumes
Service Design
Service Transition
Service Operation
Service
Strategy
Complementary guidance:
Specific business sectors
Small-scale implementations
Templates
The ITIL Service Management core documentation covers a lifecycle of strategy, tactics and operation as shown on the previous page.
To try and manage the difficulties of a framework concerned with a rapidly evolving industry, the guidance given in the core volumes is focussed more on those things that will remain reasonably stable.
The more volatile topics are addressed in complementary guidance. The complementary guidance is likely to come and go and to change, whereas the core guidance should remain extant in its current form for some considerable time.
© Crown Copyright Reproduced under licence from the Cabinet Office.

18. The ‘Why?’ before the ‘How?’
ITIL Service Strategy
Strategies
Service
Transition
Continual Service
Improvement
Operation
Design
ITIL
Strategies
The ‘Why?’ before the ‘How?’
Organizations already practising ITIL may use this book to guide a strategic review of their ITIL-based service management capabilities and to improve the alignment between those capabilities and their business strategies. This volume of ITIL encourages readers to stop and think about why something is to be done before thinking of how.
Answers to the first type of questions are closer to the customer’s business. Service Strategy expands the scope of the ITIL framework beyond the traditional audience of IT service management professionals.
© Crown Copyright Reproduced under licence from the Cabinet Office.

19. ITIL Service Design Service Design Service Operation Design Operation
Transition
Continual Service
Improvement
Operation
Design
ITIL
Strategies
Service
Transition
Design
Operation
Service
Design
Service
Operation
This section, based upon the book Service Design, is about the design of IT services and how the design affects transition and support. It has relevance to the IT Architect, IT managers and practitioners of all levels.
There are several ways of delivering an IT service, such as in-house, out-sourced and partnership. This book is generally relevant to all methods of service provision. So those involved in delivering IT services within their own organization, in out-sourced service provision, or working in partnerships will find that the Service Design book is applicable to them.
Business managers may find the book helpful in understanding and establishing best practice IT services and support.
Managers from supplier organizations will also find this book relevant when setting up agreements for the delivery and support of services.
© Crown Copyright Reproduced under licence from the Cabinet Office.

20. ITIL Service Transition
Continual Service
Improvement
Operation
Design
ITIL
Strategies
Service
Design
Service Operation
Service
This section describes some of the key principles of Service Transition that will enable service providers to plan and implement the Service Transition best practices. These principles are the same irrespective of the organization; however the approach may need to be tailored to circumstances, including the size, distribution, culture and resources.
Service Transition is supported by underlying principles that evolve from Service Strategy considerations and underpin the Service Transition practices and approach. These principles, around understanding what a service is and how it delivers value to the business provide the foundation for Service Transition.
Service Strategy must not only take into account the range (portfolio) of services to be offered, but also the organization that provides those services and the costs and risks associated.
Service
Transition
Service
Transition
© Crown Copyright Reproduced under licence from the Cabinet Office.

21. ITIL Service Operation
Transition
Continual Service
Improvement
Operation
Design
ITIL
Strategies
Service
Design
Service
Service
Operation
Operation
Service
Operation
Service Operation is the phase in the IT Service Management Lifecycle that is responsible for ‘business as usual’ activities.
Service Operation can be viewed as ‘the factory’ of IT. This implies a closer focus on the day to-day activities and infrastructure that are used to deliver services. However, this section is based on the understanding that the overriding purpose of Service Operation is to deliver and support Services. Management of the infrastructure and the operational activities must always support this purpose.
Service Operation staff should have in place processes and support tools to allow them to have an overall view of Service Operation and delivery (rather than just the separate components such as hardware, software applications, networks, that make up the end-to-end service from a business perspective) and to detect any threats or failures to service quality.
Service Operation is neither an organizational unit nor a single process – it includes several functions and many processes and activities. Service Operation is the most easily recognisable of the ITIL guidance sets, as it is based upon Service Desk and Incident and Problem Management as well as having significant responsibility for ICT Infrastructure Management.
Service
Transition
© Crown Copyright Reproduced under licence from the Cabinet Office.

22. ITIL Service Operation
Event Management
Request Fulfilment
Operations, Technical and Application Teams
Service Desk
Access Management
Incident Management
Incident
User Difficulties & Queries
Problem Management
Operational elements of: Change, Release, Knowledge, Configuration, Availability and Capacity, Continuity, Finance, Service Reporting
Change Request
Access Request
Event
Event Management is the process that monitors all events that occur through the IT infrastructure to allow for normal operation and also to detect and escalate exception conditions.
Incident Management concentrates on restoring the service to users as quickly as possible to minimise business impact.
Problem Management involves root-cause analysis to determine and resolve the cause of events and incidents, proactive activities to detect and prevent future problems/incidents and activities to record Known Errors to allow quicker diagnosis and resolution if further incidents do occur.
Request Fulfilment involves the management of customer or user requests that are not generated as an incident from an unexpected service delay or disruption.
Access Management is the process of granting authorized users the right to use a Service, while restricting access to non-authorized users. It is based on being able to accurately identify authorized users and then manage their ability to access services as required during different stages of their human resources (HR) or contractual lifecycle.
In addition, there are several other processes that will be executed or supported during Service Operation, but which are driven during other phases of the Service Management Lifecycle. They include: Change Management, Configuration Management, Release Management, Capacity, Availability Management, and Financial Management.
User Requests
Event Monitoring

23. Continual Service Improvement
Process
Continual Service
Continual Service
Improvement
Improvement
Technology
Service
Service
Design
Design
Service
Service
Strategies
ITIL
ITIL
Service
Service
Operation
Operation
Continual Service
Improvement
Service
Service
Continual Service
Transition
Transition
Improvement
Continual Service Improvement (CSI) is not a new concept. Organizations have talked about it for many years but for most the concept has not moved beyond the discussion stage. For many organizations, CSI becomes a project when something has failed and severely impacted the Business. When the issue is resolved the concept is promptly forgotten until the next major failure occurs.
Once an organization has gone through the process of identifying what its Services are, as well as developing and implementing the IT Service Management (ITSM) processes to enable those Services, many believe that the hard work is done. How wrong they are! The real work is only just beginning.
How do organizations gain adoption of using the new processes?
How do organizations measure, report and use the data to improve not only the new processes but to continually improve the Services being provided?
This requires a conscious decision that CSI will be adopted with clearly defined goals, documented procedures, inputs, outputs and identified roles and responsibilities. To be successful CSI must be embedded within each organization’s culture
Skills
© Crown Copyright Reproduced under licence from the Cabinet Office.

24. Continual Service Improvement
Business vision,
mission, goals and
objectives
What is the vision?
Baseline
assessments
Where are we now?
How do we keep the
momentum going?
Where do we want
to be?
Measurable
targets
The vision is often that which is given and is driven through business objectives. This tells us where we want to be.
What is often difficult (logistically and politically) is a thorough assessment of the current situation in order to show the starting point – where are we now? It is the assessment that provides a baseline as a starting point for change, but also as a base against which to compare progress. As such, it is important that baselines are documented, recognized and accepted at each level: strategic goals and objectives, tactical process maturity and operational metrics.
In order to move from one state to another, there will have to be change, and improvement to the current situation/processes.
Progress will have to be measured using metrics to show progress towards specific targets in order to know when the change has been made successfully.
Service and process
improvement
How do we get there?
Measurements and
metrics
Did we get there?
© Crown Copyright Reproduced under licence from the Cabinet Office.

25. You can contact me at amrh@itmea.com
Any Questions?
You can contact me at

26. Relationship Processes
Scope of ISO/IEC20000
Planning new services
Management responsibility
Documentation requirements
Competences, awareness & training
Management System
Plan, Implement, Monitor, Improve
(Plan, Do, Check, Act)
Planning and implementing
New or changed services
Service Delivery Processes
Capacity Management Service Level Information Security
Service Continuity Management Management
Availability Management Budgeting and Accounting
Service Reporting for IT Services
Release Processes
Release Management
Relationship Processes
Business Relationship Management
Supplier Management
Resolution Processes
Incident Management
Problem Management
Control Processes
Configuration Management
Change Management

27. Change Management CMDB Release & Deployment Management
Change to:
Hardware
Software
Documentation
Infrastructure
Training
3rd party contract
Tactical planning
CMDB
Assessments
RFC
Change Management
Physically implements the change
Release & Deployment Management
Reasons:
Fix a Problem
Changing business requirements
Changing technology
Continuous SIP
Assesses, Approves and manages the request

28. What Is The Vision? Set up a formal programme/project
Roles and responsibilities
Business Case
Business and IT must be involved
Ownership?
What do we want? Vs What do we need?
Agree Vision Statement

29. Where Are You Now? Assessment of As Is: Points of pain
People, Process, Products, Partnerships
Points of pain
What do you actually measure? Where do you find the information?
Benchmarking:
Internal benchmark
Comparison to industry norms by external organization
Direct comparison with similar organizations
Comparison with other internal systems or departments

30. Where Do You Want To Be?
Measurements
Metrics
KPIs
CSFs
Objectives
Goals
Mission
Vision
A statement that describes how the organization wishes to be
in the future
A statement describing the reason why a business
exists
A statement of a general aim to achieve the
“raison d’être”
A specific achievement to be
attained to support the goal
Critical Success Factors: factors
critical to achieving the objective
Key Performance Indicators: measures to enable quality/quantity to be assessed
Measurable elements of a service, process or function
The means of measuring the metric
© Crown Copyright Reproduced under licence from the Cabinet Office.

31. How Do You Get There? Plan, plan, plan! And be realistic! Approaches:
Big bang – careful!
Service focus
Process focus
Lifecycle phase focus
Functional group focus
Address culture change

32. Lessons Learned Don’t underestimate the time and investment required
Don’t bite off more than you can chew
Programme Management, Project Management and Risk Management is vital
Stakeholder Engagement and communications are “make or break”
Don’t ignore measurement just because it’s difficult !

33. The Life of a Service Service Design (Tactics) Service Strategy
Design the Service
Build
Procure
Continual
Service Improvement
Service
Transition
(Tactics)
Business need identified
Requirements Specification
Test
Service Operation
All things have a lifecycle, covering the main stages between birth and death or acquisition and disposal. This slide shows a potential lifecycle, and the overlays give an idea of where considerations and actions should be:
Strategic;
Tactical;
Operational.
Improvement should be a component part of everything that we do.
Optimize
Operate
Deploy
Retire

34. ITIL Training & Certification path
LIFECYCLE BASED
PROCESS/ROLE BASED
There is a modular design of Service Management qualifications as shown here. There is flexibility of choice for people to align their qualifications with their desired career path. The training will be available through both classroom-based and e-learning channels, with on-demand examinations.
The Foundation Certificate is worth two credits. There are five modules in the Lifecycle section, each worth three credits and four modules in the Capability section, each worth four credits. Managing across the Lifecycle is worth five credits.
The Expert level is achieved with 22 credits, which will then allow the candidate to take the ITIL Master certification (still in development).

35. What is IT Service Management?
A series of best practices which allow IT departments to operate more efficiently and effectively
Facilitates the alignment of IT to the business
Collection of industry best practices embodied in a series of books known as ITIL (IT Infrastructure Library)
Produced by The Office of Government Commerce (OGC), published by the Stationery Office
ITIL is widely recognised as the authoritative reference framework for IT Service Management
ITIL forms the basis of ISO 20000, the international standard in IT Service Management

36. Disparate Systems Reduce Efficiency
No Single System of Record for Decision Making
Now let’s take a look within IT and the efficiency challenges being faced there. As an IT leader you are responsible for:
- Delivering completed projects
- Managing to a fixed budget
- Managing people, whether within the IT org or outsourced
Most IT organizations already have systems to manage all 3 categories: they may be using spreadsheets, Microsoft Project, custom-built apps, whiteboards, and s to manage and communicate within and outside the IT organization.
The problem is that these resources, systems, and applications are:
- Disparate systems
- not integrated
- not scalable
- lack a foundation of repeatable processes
which results in having no system of record or system of support for decision-making.
Once again, having no single system of record means no consolidated views, no control of your resources, and no way to make real-time intelligent decisions.
Without a unified (and simplified) system most IT organizations we speak to today look like this.
Relevant Metrics Hard to Obtain
Disparate Systems Costly to Maintain and Upgrade