1. New York, NY November 3, 2006 Demystifying ITIL Understanding ITIL Without the Hype

2. Objectives  Introduction  Key Issues  IT Service Management (ITSM)  History of ITIL  The ITIL Framework  Using ITIL in Your Company  CA Service Management Accelerator (Brian Johnson)

3. Click to edit Master title style Obligatory Dilbert slide Accepting Change

4. Key Issues facing IT Managers  Aligning IT and Business goals  Implementing Continuous Improvement  Measuring IT organization effectiveness and efficiency  Reducing the Total Cost of Ownership (TCO)  Demonstrating the business value of IT  Managing the constant change in business and IT

5. Manage services to customers, NOT technology to users What is IT Service Management? Definition  Three key elements contribute to the success of a comprehensive IT Service Management program: —Process Management —Quality Management —ITIL IT Service Management (ITSM) is the process of managing IT services to effectively and efficiently meet the needs of the Customer

6. IT Service Management Business Benefits  Continuous Improvements in the delivery of services —Providing consistent and more predictable IT services  Improved communication and relationships  Strong business partnerships —Expectations are clear throughout the value chain  Increased IT customer satisfaction —Well-linked and well-understood handoffs between IT processes means that customers and their problems don’t “fall through the cracks,”  Reduced long-term costs —“Best practices are the key to cost reduction, with potential savings of up to 48%” (source: Gartner)

7. What is a “Best Practice” A Working Definition  Best Practices are a set of guidelines based on the best experiences of the most qualified and experienced professionals in a particular field  It is based on: —More than one person —More than one organization —More than one technology —More than one event

8. Where Do Best Practices Fit A Hierarchy Standard Best Practice Applied Framework Organizational Policies, Practices & Procedures How should we do it in our organization? What should we do? BS 15000 How should we do it? ITIL How should we do it in a particular context? ITSM

9. What is ITIL? The Information Technology Infrastructure Library  Documented set of best practices (books) for IT Service Management  Originated and maintained in the UK by the Office of Government Commerce (OGC)  Process based approach to IT service delivery that is internationally accepted and recognized  Written by consultants, vendors, IT practitioners  Over 200,000 copies of the library have been sold world-wide  Originally published nearly 20 years ago, ITIL was refreshed in 2001 to reflect current best practices  Active international user group, the itSMF (IT Service Management Forum)

10.  Provides “Best Practice” guidelines to ensure IT processes are aligned to business processes  ITIL is not a standard, so tools, processes or people cannot be “ITIL compliant”  Is process driven, scalable and flexible  Organizations should adopt the guidelines, principles and concepts, then adapt to fit their environment  Platform independent —Version 1 is 10+ years old – mostly centralized IT —Version 2 adds in decentralized processing ITIL Philosophy

11. Is ITIL the Answer?  Incident Management - Restore normal service as quickly as possible  Problem Management - Get to the root cause of incidents  Change Management - Ensure that standardized methods and procedures are used for prompt handling of changes  Service Level Management – Maintain and improve IT service quality…through reporting

12. Why ITIL? Benefits of ITIL  Reduction in TCO  Greater alignment of IT services, processes and goals with business requirements, expectations and goals  Improved business profitability and productivity  Support staff that are more aware of business processes and their impact on the business  Provide more proactive services to customers  Improved service levels and quality of service

13. ITIL Organizational Structure The Library Incident Management Problem Management Change Management Configuration Management Release Management Availability Management Capacity Management Continuity Management Financial Management Service Level Management SERVICE SUPPORT LIBRARY SERVICE DELIVERY LIBRARY

14. ITIL Processes Service Support  Day-to-day  Short to medium-term management cycles  Service Desk  Configuration Management Database  Maintain flexibility of the infrastructure  Focus on control of the infrastructure  A basis for Service Delivery

15. ITIL Processes Service Delivery  Forward-looking  Medium to longer term management cycles  Focus on developing plans for improving the quality of IT services  What are the business requirements?  How do we structure services to meet these?  What level of quality do we need and how do we achieve it?

16. ITIL Driven Cost Reductions Direct and Indirect Direct  Reduced cost of incident resolution  Reduced self-inflicted incidents via integrated and reliable change  Increased productivity of IT staff  Improved asset utilization, life cycle management and accurate software licensing costs  Reduced service cycle times  End-to-end service cost optimization  Automation Indirect  Reduced peer support  Standardization  Consolidation  Non-IT staff more productive  Improved availability  Managing appropriate expectations  Improved efficiency of security and business continuity planning processes  Improved IT governance  Drives continual improvement

17. Gartner Group Opinion on ITIL  ITIL is a well established, easily accessible, affordable process model for IT Service Management that is built around a set of best practices  ITIL is better known for its back-office operational process definitions than for its application management processes  ITIL is based on defining best-practice processes for IT service delivery and support, rather than defining a broad-based control framework  ITIL's structure enables incremental adoption, which facilitates continuous improvement Source: Gartner Research

18. Do We Need ITIL?  Supports IT Service Management Program  Not an alternative framework, but: —Builds on what you have already started and are doing well —Not an obscure theory, but guidelines based on what has been proven to work —At the core of what you do, not an add-on  Reduce costs  Improve quality of service

19.  Senior Management buy-in  Tools alone do not solve problems  If it isn’t broken, don’t fix it  Reorganization is the last thing on the agenda, not the first  Take one step at a time  Communicate and sell at all stages  Be prepared for Change Secrets of Success Successful use of ITIL

20. Moving Forward Recommendations Source: Gartner Measure IT costs and relate results to process analysis to find saving and improvement opportunities for optimization Seek opportunities to learn from and copy best-practice processes Success in IT Service Management is based on repeatable processes. Use ITIL as the basis for IT operational processes and then focus on continually improving them IT Service Management requires fundamental cultural and behavioral change. Pay careful attention to organizational change management issues IT Service Management will be a prerequisite for demonstrating business value. Success requires commitment and perseverance. Start now!

21. Taking the next step with ITIL – CA Service Management Accelerator presented by: Brian Johnson

22. Certification Foundation Certificate In IT Service Management Foundation Certificate In IT Service Management Service Support Service Delivery Service Level & Financial Management Capacity, Availability & Service Continuity Management Configuration, Change & Release Management Service Desk, Incident & Problem Management PRACTITIONER’S CERTIFICATE PRACTITIONER’S CERTIFICATE PRACTITIONER’S CERTIFICATE PRACTITIONER’S CERTIFICATE PRACTITIONER’S CERTIFICATE PRACTITIONER’S CERTIFICATE Master’s Certificate in IT Service Management Master’s Certificate in IT Service Management