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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
Crown Copyright 2011 - reproduced under license from the Cabinet Office
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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
2000: 7 books published
2007: 5 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
Ex te rna lC u s t o m e r
Ex te 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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