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Crown Copyright 2011 - reproduced under license from the Cabinet Office

ITILITIL 20112011

Budapest October 2011

Colin RuddFSM, FBCS, CITP, CEng, FIITT

Service Management consultant, mentor and coachITIL Author

IT Enterprise Management Service [email protected] of itSMF UK


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The ITILThe ITIL refresh projectrefresh project

Where we are now and how we got there

The ITIL 2011 refresh

The major changes to the core books

Discussion and questions

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The ITIL journeyThe ITIL journey

1990: 44 books published



2011: 5 books revised and published

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Where we are nowWhere 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

Its business as usual

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Why improve ITIL ?Why improve ITIL ?

In scope: Resolve:

Errors and inconsistencies

Improved ease of use:

Make it easier to read

Clearer, single common structure

Clarify concepts and principles, more examples

Consistent additional guidance

Out of scope: New concepts

Changes that would invalidate the current adoption of ITIL

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ITIL 2011ITIL 2011-- Project teamProject team

ITIL update project board

ITIL update project board

Project manager, TSO

Team manager, TSO

Project manager, TSO

Team manager, TSO

Advisors to the project

board

Advisors to the project

board

Project mentors

Project mentors

Project authors

Project authors

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ITIL 2011ITIL 2011 -- Authors and mentorsAuthors and mentors

A s s ig n m en t A u th o r s M en to r

S erv ic e S t ra teg y D av id C an n o n D av id W h ee ld o n

S er v i c e Des ig n L o u Hu n n eb ec k C o l in R u d d

S er v i c e Tr an s i t i o n S tu a r t R an c e C o l in R u d d

S er v i c e O p era t io n R a n d y S t e in b e r g C o l in R u d d

C o n t in u a l S e rv ic e Im p . Ve r n o n L lo y d D av id W h ee ld o n

O f f i c ia l In t r o d u c t io n A n th o n y O r r S h i r ley L ac y

P ro jec t m en to r S h i r ley L ac y

Te c h n i c a l c o n t i n u i t y A s h l e y H a n n a

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ITIL 2011ITIL 2011 Project approachProject approach

Simplify Re-useConsistentstructure

Signpost

T e r m s a n d d e f in i tio n s

C o n c e p t s

D i a g r a m s (w it h t ex t ) I n t e r f a c e s

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ITIL 2011ITIL 2011 Book structureBook structure

1. Introduction

2 . S e rv ic e m a n a g e m e n t a s a p ra c tic e

3. Principles

4. Processes

5. Specific for each book

6. Organizing for

7. Technology considerations

8. Implementing

9. Challenges, risks, critical success

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ITIL 2011ITIL 2011 Process sectionProcess section

1. Purpose and objectives

2. Scope

3. Value to business

4. Policies, principles and basic concepts5. Process activities, methods and techniques

6. Triggers, inputs, outputs and interfaces

7. Information management

8. CSFs and KPIs9. Challenges and risks

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ITIL 2011ITIL 2011 -- AppendicesAppendices

Specific appendices- each book

Commonappendices

Risk assessment

and management

Related guidance

Terms anddefinitions

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ITIL 20111ITIL 20111 Whats in it for you ?Whats in it for you ?

Consistentprocesses withmore examples

Roles, skills,functions,

organisation +examples

Servicestrategy,

concepts andlanguage are

clearer

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AgendaAgenda

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 answer

these questions?

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Why not production management?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

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WhyWhy serviceservice management?management?

Dynamic, real-time demand

Variable output

Changeable routing

Dynamic components Output less important than

outcome

Value only exists whenused by the consumer

Value is carried in the relationship

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StrategyStrategy

Perspective

Position

Plans Patterns

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StrategyStrategy

Plans Patterns

DeferredPlans

+-

=

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CustomersCustomers

Different types of customer: Internal:

Same business objectives

IT is involved in their decision-making

We work together to achieve common outcomes

External:

Different business objectives

IT is involved in understanding their requirements

We enable their outcomes so that we keep theirbusiness

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Definition of serviceDefinition of service

A service is a m eans of d e l i v e r i n g v a l u e t o

custom ers by f a c i l i t a t i n g o u t c o m e s

custom ers w ant to achieve wi thout t he

ow nership of s p e c i f i c c o s t s a n d r i s k s

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ValueValue

M oney spent

Value added

Value realized

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What does this mean for IT?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

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Customers and servicesCustomers and services

Exte rna lC u s t o m e r

Ex te rna lC u s t o m e r




Value added

Value realized

Business U nit Business U nit

IT U n it IT U n it IT U n itIT U n it

M oney spent

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Measuring ROIMeasuring ROI (external service provision)(external service provision)

Ex te rna l

serv icep ro v i d e r

C u s t o m e r

Revenue

ServiceO u t c o m e

O u t c o m e

O u t c o m e

Custom er valueService pr ovider

value

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Measuring ROIMeasuring ROI (internal service provision)(internal service provision)

Business value

In te rna l

serv icep ro v i d e r

Funding

Service

Businessun i t C u s t o m e r

Revenue

Service

Business investm ent

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Strategy management for IT servicesStrategy management for IT services

Strategicplans

BU st r at egy

Businessstra tegy

Ente rp r i se

IT

Servicest ra tegy

Technologystra tegy

Manu fac tu r i ng

Produc ts t ra tegy

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Strategy management for IT servicesStrategy management for IT services

Strategic

assessment

Internal

External

Opportunities

Objectives

Strategy

generation

Perspective

Position

Plans

Patterns

Strategy

execution

(realization)

Through thelifecycle

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Service portfolio managementService 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

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SPM processSPM process

Define

AnalyzeApprove

Charter

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Service Portfolio

Service portfolio managementService portfolio management

Servicepipeline

Servicecatalogue

Retiredservices

CMSCMS

Customer

AgreementPortfolio

Customerportfolio

Customer

agreementportfolio

Supplier &contract

management

Supplier &contract

management

Applicationportfolio

Projectportfolio

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Other processesOther processes

Demand management Understanding the customers demand for services

Ensuring Service Providers ability to supply servicesthat meet the demand

Business relationship management (BRM)t A process in line with ISO/IEC 20000

Supports the BRM role

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Other new areas addedOther new areas added

Governance

Enterprise architecture

Application development ITSM implementation strategies

A logical organization structure for ITSM

An appendix on cloud and service strategy

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