Transcription
ITIL 2011Budapest – October 2011Colin RuddFSM, FBCS, CITP, CEng, FIITTService Management consultant, mentor and coachITIL AuthorIT Enterprise Management Service Ltd.colin.rudd@itemsltd.co.ukDirector of itSMF UK Crown Copyright 2011 - reproduced under license from the Cabinet Office Crown Copyright 2011 - reproduced under license from the Cabinet Office
The ITIL refresh project Where we are now and how we got there The ITIL 2011 refresh The major changes to the core books Discussion and questions Crown Copyright 2011 - reproduced under license from the Cabinet Office
The ITIL journey 1990: 44 books published 2000: 7 books published 2007: 5 books published 2011: 5 books revised and published Crown Copyright 2011 - reproduced under license from the Cabinet Office
Where we are now ITIL is ITIL ITIL is now owned by the Cabinet Office(used to be the OGC) The revised core books were published on the29th July 2011 It’s business as usual Crown Copyright 2011 - reproduced under license from the Cabinet Office
Why improve ITIL ? In scope: Resolve: Errors and inconsistenciesImproved ease of use: Make it easier to read Clearer, single common structure Clarify concepts and principles, more examplesConsistent additional guidance Out of scope: New conceptsChanges that would invalidate the current adoption of ITIL Crown Copyright 2011 - reproduced under license from the Cabinet Office
ITIL 20112011-- Project teamITIL update project boardProject manager, TSOTeam manager, TSOAdvisors to the projectboardProject mentorsProject authors Crown Copyright 2011 - reproduced under license from the Cabinet Office
ITIL 2011 - Authors and mentorsAssignmentAuthorsMentorService StrategyDavid CannonDavid WheeldonService DesignLou HunnebeckColin RuddService TransitionStuart RanceColin RuddService OperationRandy SteinbergColin RuddContinual Service Imp.Vernon LloydDavid WheeldonOfficial IntroductionAnthony OrrShirley LacyProject mentorShirley LacyTechnical continuityAshley Hanna Crown Copyright 2011 - reproduced under license from the Cabinet Office
ITIL 2011 – Project tandardiseTerms and definitionsConceptsDiagrams (with text)Interfaces Crown Copyright 2011 - reproduced under license from the Cabinet Office
ITIL 2011 – Book structure1.2.3.4.5.6.7.8.9.IntroductionService management as a practicePrinciplesProcessesSpecific for each bookOrganizing for book title Technology considerationsImplementing book title Challenges, risks, critical success Crown Copyright 2011 - reproduced under license from the Cabinet Office
ITIL 2011 – Process section1.2.3.4.5.6.7.8.9.Purpose and objectivesScopeValue to businessPolicies, principles and basic conceptsProcess activities, methods and techniquesTriggers, inputs, outputs and interfacesInformation managementCSFs and KPIsChallenges and risks Crown Copyright 2011 - reproduced under license from the Cabinet Office
ITIL 2011 - AppendicesSpecific appendices- each bookCommonappendicesRisk assessmentand managementRelated guidanceTerms anddefinitions Crown Copyright 2011 - reproduced under license from the Cabinet Office
ITIL 20111 – What’s in it for you ?Servicestrategy,concepts andlanguage areclearerConsistentprocesses withmore examplesRoles, skills,functions,organisation examples Crown Copyright 2011 - reproduced under license from the Cabinet Office
Service strategyDavid Canon Crown Copyright 2011 - reproduced under license from the Cabinet Office
Agenda Why is IT managed as a service? Customers and value Are all customers the same?Is all value the same?How should value be measured?Can a customer ever be wrong? How does service strategy help IT to answerthese questions? Crown Copyright 2011 - reproduced under license from the Cabinet Office
Why not production management? Fixed output Unvarying route through the factory Repeatable, predictable actions Raw materials converted to physical products Value is created and realized whenever the productchanges hands Value is carried in the product Crown Copyright 2011 - reproduced under license from the Cabinet Office
Why service management? Dynamic, real-time demand Variable output Changeable routing Dynamic components Output less important thanoutcome Value only exists whenused by the consumer Value is carried in the relationship Crown Copyright 2011 - reproduced under license from the Cabinet Office
StrategyPerspectivePlansPatternsPosition Crown Copyright 2011 - reproduced under license from the Cabinet Office
Strategy Plans- PatternsDeferredPlans Crown Copyright 2011 - reproduced under license from the Cabinet Office
Customers Different types of customer: Internal: Same business objectives IT is involved in their decision-making We work together to achieve common outcomesExternal: Different business objectives IT is involved in understanding their requirements We enable their outcomes so that we keep theirbusiness Crown Copyright 2011 - reproduced under license from the Cabinet Office
Definition of serviceA ‘service’ is a means of delivering value tocustomers by facilitating outcomescustomers want to achieve without theownership of specific costs and risks Crown Copyright 2011 - reproduced under license from the Cabinet Office
ValueMoney spentValue realizedValue added Crown Copyright 2011 - reproduced under license from the Cabinet Office
What does this mean for IT? If IT wants to demonstrate value it has tolink its services to where value is realized,not where value is added If IT can not do this it will always beviewed as ‘money spent’ not ‘value added’ Crown Copyright 2011 - reproduced under license from the Cabinet Office
Customers and servicesExternalCustomerExternalCustomerBusiness UnitExternalCustomerValue realizedExternalCustomerBusiness UnitValue addedIT UnitExternalCustomerIT UnitMoney spentIT Unit Crown Copyright 2011 - reproduced under license from the Cabinet OfficeIT Unit
Measuring ROI (external service tomerOutcomeRevenueOutcomeService providervalueCustomer value Crown Copyright 2011 - reproduced under license from the Cabinet Office
Measuring ROI (internal service itFundingBusiness investmentServiceCustomerRevenueBusiness value Crown Copyright 2011 - reproduced under license from the Cabinet Office
Strategy management for IT servicesBusinessstrategyEnterpriseBU ngTechnologystrategy Crown Copyright 2011 - reproduced under license from the Cabinet OfficeProductstrategy
Strategy management for IT servicesStrategygenerationStrategicassessment Internal Perspective External Position Opportunities Plans Objectives Patterns Crown Copyright 2011 - reproduced under license from the Cabinet OfficeStrategyexecution(realization)Through thelifecycle
Service portfolio management The “gatekeeper” of IT New services or changes to existing services Decides what services will be used to achievethe business outcomes Assesses and proposes services based onhigh-level models Charters the design and build of services Crown Copyright 2011 - reproduced under license from the Cabinet Office
SPM processDefineAnalyzeApproveCharter Crown Copyright 2011 - reproduced under license from the Cabinet Office
Service portfolio managementService PortfolioServicepipelineServicecatalogueSupplier tfolioApplicationportfolio Crown Copyright 2011 - reproduced under license from the Cabinet OfficeProjectportfolio
Crown Copyright 2011 - reproduced under license from the Cabinet Office
Other processes Demand management Understanding the customers’ demand for servicesEnsuring Service Provider’s ability to supply servicesthat meet the demand Business relationship management (BRM)t A process in line with ISO/IEC 20000Supports the BRM role Crown Copyright 2011 - reproduced under license from the Cabinet Office
Other new areas added Governance Enterprise architecture Application development ITSM implementation strategies A logical organization structure for ITSM An appendix on cloud and service strategy Crown Copyright 2011 - reproduced under license from the Cabinet Office
The ITIL journey 1990: 44 books published 2000: 7 books published 2007: 5 books published . ITIL 2011 ITIL 2011 -- Authors and mentors Authors and mentors Assignment Authors Mentor Service
