What is ITIL?
• Systematic approach to high quality IT service delivery
• Documented best practice for IT Service Management
• Developed in 1980s by what is now The Office of Government Commerce
The Case for IT IL
• The Business is more and more dependent on IT.
• Complexity of IT
• Global competitiveness
• Flexible approach to integration.
• Cost controlling of IT.
• Low customer satisfaction levels.
Benefits to the Organization
• Improve Resource Utilization
• Be more competitive
• Decrease rework
• Eliminate redundant work
• Improve upon project deliverables and time
• Improve availability, reliability and security of mission critical IT services
• Justify the cost of service quality
• Provide services that meet business, customer, and user demands
• Integrate central processes
• Provide demonstrable performance indicators (kpi)
How to
• Create a sense of urgency!
• Service Management Strategy
• Engage all employees
• Communications and Awareness campaigns
• Focus on CTQ
What NOT to do
1. Insufficient Management Budget.
2. Ignoring the need to market and communicate within & outside IT.
3. Thinking that technology alone can address the requirement for ITIL i.e. migrating bad process to new technology so automation is therefore not efficient enough to address IT needs.
4. Not dedicating enough resources to the development effort.
5. Thinking process development equates to process implementation.
6. Weak documentation effort leads to inconsistent approach with very little chance of repeatability amongst IT Staff.
Why Implement ITIL
• Reduce Cost of Operations
• Improve Service Quality
• Improve User Satisfaction
• Improve Compliance
ITIL v3, Core Book Titles:
- Service Strategies
- Service Design
- Service Transition
- Service Operations
- Continual Service Improvement
Service Strategy
• Aligns business and IT so that each brings out the best in the other,
Concept:
Value creation
Service Provider types
Service assets
Service capabilities & resources
Service structure
Defining The service market
Developing service offering
Demand management
Financial management
Service portfolio
Service assessment
Return on investment
Service Design
• The design of new or changed service for
introduction into the live environment
Concept:
Aspect of service design
Service Catalogue Management
Service requirement
Service design model
Capacity Management
Availability Management
Service Level Management
Service Transition
• ALIGN THE NEW CHANGED SERVICES WITH
THE CUSTOMER’S BUSINESS REQUIREMENTS
& BUSINESS OPERATION
Concept:
TRANSITION PLANNING
ASSET & CONFG MNGMT
RELEASE & DEPLOYMENT MNGMT
CHANGE MNGMT
TESTING & VALIDATION
Service Operations
• Day to day operation of services & service
management Processes
Concept:
Incident Management
Problem Management
Event Management
Request Fulfillment
Access Management
Continual Service Improvement
• Review, analyze & make recommendation on
improvement in each lifecycle phase. (PDCA)
Concept:
Business and technology drivers for improvement
Improvement
Benefits
ROI
VOI
Real World Benefits
> Procter & Gamble
Started using ITIL in 1999 and has realized a 6% to 8% cut in operating costs. Another
ITIL project has reduced help desk calls by 10%. In four years, the company reported
overall savings of about $500 million.
> Caterpillar
Embarked on a series of ITIL projects in 2000. After applying ITIL principles, the rate of
achieving the target response time for incident management on Web-related services
jumped from 60% to more than 90%.
> Nationwide Insurance
Implementing key ITIL processes in 2001 led to a 40% reduction of its systems outages.
The company estimates a $4.3 million ROI over the next three years.
> Capital One
An ITIL program that began in 2001 resulted in a 30% reduction in systems crashes and
software-distribution errors, and a 92% reduction in “business-critical” incidents by 2003.
