Revisit the Foundations of ITSM SMSG 10 th October 2013
Ian Connelly Over 15 years experience working in IT, principally in Service Operations for Telcos, ISPs & the Insurance sector Service Management Advocate Member of BCS SMSG Committee, Branch & External Liaison Member of itsmf UK Currently with Domestic & General based in Wimbledon MBCS, CEng, CITP & ITIL Expert 2
Brian Scott MBCS, ITIL Expert Over 25 years experience working in IT, Service and Telecoms Management Roles included Design Engineer, Design Authority and Solution Architect Chair of BCS SMSG & Committee Member on CMSG uk.linkedin.com/in/bpscotty/ 3
BCS Service Management Specialist Group The Service Management Specialist Group provides an avenue for developing and promoting IT service management techniques and standards such as ITIL, COBIT and ISO/IEC 20000 The goal of the SMSG is to facilitate free and open exchange of ideas, experiences and best practice in all that is IT Service Management We look to do this by delivering open events for Continual Professional Development to all levels of the community from top industry and academic speakers, practitioners and thought leaders 4
Agenda What is IT Service Management? The benefits of IT Service Management What is ITIL? Key concepts The Service Lifecycle ISO/IEC 20000 Associated topics Further information Questions 5
Overview Service Management has been adopted by many thousands of companies worldwide but what is it? Fundamentally, it s a way to manage the delivery of IT, focussed on the customers perception of IT s contribution to the business. This short introduction to Service Management will explain the key concepts and features and will give sufficient information to understand and build upon the essentials. We ll begin with what the industry is getting out of Service Management, move on to explain ITIL and ISO20000 in some detail and then finish with a brief look at other linked topics. 6
What is IT Service Management? A discipline concerned with the delivery and support of IT services that are appropriate to the business requirements of the organisation Objectives: Ensure that IT services are aligned to current and future needs of the business and its customers Improve the quality of the IT services delivered Reduce the long term cost of service provision 7
Benefits of Service Management Financial savings Improved service availability Improved time to market for new products/services Improved decision making and optimized risk Better liaison between business and IT provider Increased customer satisfaction with IT services Common language throughout Dealing with a changing world Better IT governance and regulation 8
Who is doing Service Management? 9
What is ITIL? A series of books describing a best practice framework for the provision of quality IT services to be adopted and adapted to meet organisational needs Developed by the Office of Government Commerce (OGC) in association with many thousands of experienced IT professionals and organisations worldwide Non-proprietary, impartial, generic and widely available Provides common language with well-defined terms Basis for International Standard ISO/IEC 20000 Version 1 Late 1980 s Version 2 2002 Version 3 2007/2011 ITIL is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries. 10
ITIL v3 2011 Greatly simplified over ITIL v2 and rationalised to 5 core books based around the service lifecycle Much clearer guidance on how to provide service Kept tactical and operational guidance but gave more prominence to strategic ITIL guidance relevant to senior staff Easier, more modular accreditation paths Better aligned with ISO20000 11
ITIL Adoption ITIL is recognized as the de facto standard for IT Service Management; formally adopted by UK, EU and Canada Government as well as private enterprises ITIL figures twice in the "Top 15 Highest Paying Certifications in the Technology Industry Organizations using ITIL have reported quantitative and tangible benefits: More than 70% reduction in service downtime Savings of nearly $200 million annually 50% reduction in new product cycles Models such as ITIL to formalise IT Operations is on the agenda of 65% CIOs worldwide 12
The 4 Ps of Service Management People Processes Products Partners Skills, training, communication Actions, activities, changes, goals Tools, monitor, measure, improve Specialist suppliers 13
The Service Lifecycle Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Crown copyright reproduced with the permission of the controller of Her Majesty's Stationery Office (HMSO) 14
Service Strategy Guidance on how to think and act in a strategic manner about the provision of IT services Focussing on: What services should we offer and to whom? How do we create value for our customers? Also need to think about: Warranty and Utility Resources and Capabilities (Service Assets) Strategic Risks Different forms of service strategy 15
Service Design Guidance for the design and development of services and Service Management processes Covers Design principles and methods for converting strategic objectives into portfolios of services and service assets Considerations should include How are we going to provide it? How are we going to build it? How are we going to test it? How are we going to deploy it? 16
Service Transition Guidance on how to deliver services and changes required by the business into live/operational use. Encompasses the "project" side of IT rather than "BAU Goals: Set customer expectations Enable release integration Reduce performance variation Document and reduce known errors Minimise risk Ensure proper use of services Some things excluded: Swapping failed device Adding new user Installing standard software 17
Service Operation Guidance on the activities required for the maintenance and management of live services to agreed levels Where the value is seen by the customer Balancing Reactive Responsiveness Cost Against Proactive Stability Quality Internal External 18
CSI Continual Service Improvement Guidance on how to continually align and re-align IT services to changing business needs Implement corrective action Define what you should measure Define what you can measure Focus on Process Owners and Service Owners Ensures that Service Management processes continue to support the business Present and use the information Gather the data Monitor and enhance service level achievements Analyse the data Process the data 19
Adopting ITSM Using ITIL Adapt & Adopt Analyse your environment Determine the parts needed Build a Business Case Implement in steps Big versus small ITIL Lite 20
Not Just for IT! 21
AXELOS and the Future of ITIL
Who are AXELOS? True Joint Venture between Cabinet Office and Capita i.e. separate entity with two stakeholders Custodians of ITIL and PPM No longer bound by UK Government constraints Remit to provide industry leadership, build on existing strengths, encourage growth Company to be fully operational from 1 January 2014
AXELOS Engaging with Stakeholders...
Further Learning ITIL Foundation (3 day course) The full ITIL books or the Key Element Guides (KEGs) Internet forums and groups BCS; itsmf; LinkedIn; Facebook; ITSM Portal; ITSM Watch; IT Skeptic; and many more Attend a BCS SMSG or CMSG event, an itsmf regional group, a BrightTalk webinar, a Pink seminar 25
Associated Topics ISO/IEC 20000 Information Security IT Governance and Risk Management Improvement and Efficiency Assessments Other standards 26
ISO/IEC 20000 Made up of multiple parts ITIL in a QMS wrapper Standard against which organisations can achieve certification 27
Relationship between ITIL and ISO 20000 28
ISO 20000 Processes 29
Information Security Overview Coverage within ITIL Relationship with ISO/IEC 20000 ISO/IEC 27001 30
IT Governance and Risk Management Overview Relationship with ITIL and ISO/IEC 20000 COBIT and M_o_R Standards 31
Governance and Management Governance ensures that enterprise objectives are achieved by evaluating stakeholder needs, conditions and options; setting direction through prioritisation and decision making; and monitoring performance, compliance and progress against agreed-on direction and objectives. Management plans, builds, runs and monitors activities in alignment with the direction set by the governance body to achieve the enterprise objectives. (ISO 38500 Code of practice) 32
The COBIT 5 Framework COBIT 5 helps enterprises create optimal value from IT by maintaining a balance between realising benefits and optimising risk levels and resource use. COBIT 5 enables IT to be governed and managed in a holistic manner for the entire enterprise, taking in the full end-to-end business and functional areas of responsibility, considering the IT-related interests of internal and external stakeholders. 33
COBIT 5 and Governance Source: COBIT 5, figure 15. 2012 ISACA All rights reserved. 34
Improvement and Efficiency Six Sigma What is it? Relationship with Service Management Lean Service Management What is it? Other improvement models 35
Assessments CMMI / SPICE What is it? Relationship with Service Management ISO/IEC 20000 part 8 Process assessment model (in development, to be published as ISO/IEC 15504-8) 36
Other Associated Topics BS 25999 for Business Continuity Management ISO/IEC 19770 for Software Asset Management PMBOK and PRINCE2 for Project Management SFIA Framework for managing roles/skills 37
Any Questions? 38
Contact Information Ian Connelly ic5@bcs.org.uk Brian Scott bpscotty@yahoo.co.uk 39