What Every Project Manager Should Know About Itil
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This presentation will provide a high-level view of ITIL and will identify where the ITIL Service Lifecycle Framework and the PMBOK Guide complement each other. Understanding of ITIL will help the IT project manager over the lifecycle of their projects, from defining a better project charter focused on IT services to a smoother transition to operations and an increased satisfaction of all stakeholders. The role of an IT PMO as the Voice of IT and its role with Service Level Management will also be discussed as a key enabler to align IT to the business.
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What Every Project Manager Should Know About Itil
- 1. What Every Project Manager should know about ITIL’s Service Lifecycle Framework Daniel Cayouette PMP - daniel@cayouette.com Sept 19, 2009
- 4. Intro to ITIL (IT Infrastructure Library) © 2009 Daniel Cayouette
- 5. Methods Used to Manage IT Services Somewhat old information and a small sample size Source: INS 2006, 227 global IT Professionals. ITIL Framework Adoption Trends Companies w/ Rev > $1B 2004 – 13% 2006 – 40% 2008 – 60% Source: Forrester 2005 How Critical is ITIL to IT Process Management? Companies w/ Rev > $1B Critical – 41 % Somewhat Critical – 45% Not So Critical – 13% Not at all Critical – 1% Source: INS 2006 Source: INS 2006, 227 global IT Professionals.
- 6. ITIL v3 - Service Lifecycle Framework Defines everything that IT does in a holistic way Source: © http://www.itil.org
- 9. What ITIL is Not (key to managing expectations) Source: © Nortel ITIL Program What ITIL is NOT What ITIL IS A proprietary method or formula A framework of best practices as used in the industry A set of templates or processes A set of recommendations for approach and process activities Easy to adopt / A magic bullet Involves a long term commitment to cultural change A project A state of mind – there is no fixed end For only certain areas of IS – e.g. just the Help Desk Requires the participation of the whole IS organization Something consultants can do for you Something you have to build / own yourself with help as required An exclusive answer Works in concert with your existing organization & other methods A new organization chart Roles based rather than organization hierarchy based An add-on or overlay An ongoing activity of everyone in the organization
- 10. ITIL V3 Processes and Services Lifecycle Service Strategy Service Transition Service Design Service Operation Continual Service Improvement 7 Step Improvement Process Service Reporting Service Measurement Financial Management Service Portfolio Mgmt. Demand Management Strategy Generation Service Level Mgmt Availability Mgmt Capacity Mgmt IT Service Continuity Management Information Security Management Supplier Management Change Mgmt Service Asset and Configuration Mgmt Release and Deployment Mgmt Transition Planning & Support Service Validation & Testing Evaluation Knowledge Mgmt Service Desk Function Incident Management Problem Management Access Management Event Management Request Fulfillment Technical Management Function IT Operations Management Function Application Management Function Service Catalogue Management Source: © Nortel ITIL Program & ITIL V3 Core Publications From ITIL V2 New in ITIL V3 Functions Legend:
- 11. Benefits to a Project Manager © 2009 Daniel Cayouette
Notas del editor
- ITIL 1.0 2000 ITIL 2.0 2004 ITIL 3.0 2007
- Initial chart, puts the following charts in context
- Service Strategy: focused on service management as a organizational capability, but also as a strategic asset – it ensures organizations are able to accommodate costs and risks with their service portfolios, are set up for operational effectiveness, and distinctive performance Strategy Generation: The process responsible for generating a Strategic Plan designed to achieve defined Objectives. This includes the highest of three levels of Planning and delivery (Strategic, Tactical, Operational). Strategic Activities include Objective setting and long-term Planning to achieve the overall Vision. Demand Management: Activities that understand and influence Customer demand for Services and the provision of Capacity to meet these demands. At a Strategic level Demand Management can involve analysis of Patterns of Business Activity and User Profiles. At a tactical level it can involve use of Differential Charging to encourage Customers to use IT Services at less busy times. See also Capacity Management. Service Portfolio Management: The Process responsible for managing the Service Portfolio. Service Portfolio Management considers Services in terms of the business value that they provide. Service Portfolio is the complete set of Services that are managed by a Service Provider. The Service Portfolio is used to manage the entire Lifecycle of all Services, and includes three Categories: Service Pipeline (proposed or in Development); Service Catalogue (Live or available for Deployment); and Retired Services. See also Service Portfolio Management, Contract Portfolio. Financial Management: The Function and Processes responsible for managing an IT Service Provider’s Budgeting, Accounting and Charging Requirements. Financial Management is concerned with three main processes of Budgeting, IT Accounting and Charging. Budgeting is the process of predicting and controlling the spending of money within the enterprise and consists of a periodic negotiation cycle (usually annual) to set limits on budgets and the day to day monitoring of the current budgets. IT Accounting is the set of processes that enable the IT organisation fully to account for the way its money is spent - particularly the ability to identify costs by Customer, by service, by activity. Charging is the set of processes required to charge Customers for the services supplied to them. To achieve this requires sound Accounting, to a level of detail determined by the requirements of the analysis, billing and reporting processes.
- Service Design: focused on service design and development of services and service management processes, plus changes and improvements to services, continuity of service, achievement of service levels, and conformance to standards and regulations Supplier Management: Goal is to manage suppliers and the services they supply, to provide seamless quality of IT service to the business, ensuring value for money is obtained Information Security Management: Goal is to align IT security with business security, and ensure that information security is effectively managed in all service and Service Management activities IT Service Continuity Management: responsible for taking risk reduction measures to reduce the chances of major disasters occurring and for the production of an IT recovery plan which interfaces into the overall business continuity plans. The IT recovery plans will need to be cost effective and justified by the business. Goal is to ensure that the required IT technical and service facilities (including computer systems, networks, applications, data repositories, telecommunications, environment, technical support and Service Desk) can be resumed within required, and agreed, business timescales Capacity Management: The focal point for all IT performance and capacity issues. It is essential that Capacity Management has a close, two way relationship with the business strategy and planning processes within an organisation. The process needs to understand the long term strategy of the business while providing information on the latest ideas, trends and technologies being developed by the suppliers of computing hardware and software. Goal is to ensure that cost-justifiable IT capacity in all areas of IT always exists and is matched to the current and future agreed needs of the business, in a timely manner Availability Management : concerned with the design, implementation, measurement and management of IT infrastructure availability to ensure the stated business requirements for availability are consistently met. Availability Management will consider all aspects of the IT infrastructure and supporting organization which may impact availability, including training, skills, policy, process, procedures and tools. Goal is to ensure that the level of service availability delivered in all services is matched to, or exceeds, the current and future agreed needs of the business, in a cost-effective manner Service Level Management (SLM): Responsible for planning, coordinating, drafting, agreeing, monitoring and reporting on Service Level Agreements (SLAs), and the ongoing reviewing of service achievements to ensure that the required and cost justifiable service quality is maintained or where necessary improved. SLAs provide the basis for managing the relationship between the provider and the Customer goal is to maintain and improve IT service quality, through an annual cycle of ratifying service level agreements (SLAs), monitoring and reporting upon IT service achievements to these SLAs, and instigation of actions to eradicate poor service. Service Catalogue Management: Goal is to ensure that a Service Catalogue is produced and maintained, containing accurate information on all operational services and those being prepared to be run operationally
- Service Transition is focused on moving new or changed services into the live production environment - how requirements of Service Strategy encoded in Service Design are effectively realized in Service Operation while controlling the risks of failure and disruption: Transition Planning and Support responsible for Planning all Service Transition Processes and coordinating the resources that they require. These Service Transition Processes are Change Management, Service Asset and Configuration Management, Release and Deployment Management, Service Validation and Testing, Evaluation, and Knowledge Management. Knowledge Management The Process responsible for gathering, analysing, storing and sharing knowledge and information within an Organization. The primary purpose of Knowledge Management is to improve Efficiency by reducing the need to rediscover knowledge. Evaluation: Service Testing and Validation Evaluation The Process responsible for Validation and Testing of a new or Changed IT Service. Ensures that the IT Service matches its Design Specification and will meet the needs of the Business. Release Management and Deployment Management The primary Objective of Release Management is to ensure that the integrity of the Live Environment is protected and that the correct Components are released Very closely linked with Configuration Management and Change Management, and undertakes the planning, design, build, and testing of hardware and software to create a set of release components for a live environment. Activities cover the planning, preparation and scheduling of a release to Customers and locations Responsible for Planning, scheduling and controlling the movement of Releases to Test and Live Environments.. Deployment Management is the Activity responsible for movement of new or changed hardware, software, documentation, Process, etc. to the Live Environment Service Asset and Configuration Management: Asset Management is the Process responsible for tracking and reporting the value and ownership of financial Assets throughout their Lifecycle. Configuration Management is responsible for maintaining information in the CMDB about Configuration Items required to deliver an IT Service, including their Relationships. This information is managed throughout the Lifecycle of the CI. Change Management: The Process responsible for controlling the Lifecycle of all Changes. The primary objective of Change Management is to enable beneficial Changes to be made, with minimum disruption to IT Services Covers the process of IT Change for all types of Change, from the Request for Change, to assessment, to scheduling, to implementing, and finally to the review. It is the Change Management process that produces approval (or otherwise), for any proposed Change.
- IT Operations Management Function: Applications Management Function: Technical Management Function: Transition Planning and Support Service Desk Function The Service Desk differs from the other main areas of Service Management in that it is not a process but is the central point of contact for Customers to report difficulties, complaints or questions. Additionally the Service Desk extends the range of services allowing business processes to be integrated into the Service Management infrastructure by providing an interface for other activities such as Customer Change requests, maintenance contracts, software licenses, Service Level Agreements and Configuration Management. Many Call Centers and Help Desks naturally evolve into Service Desks to improve and extend overall service to the Customers and the business.
- Request Fulfillment/Management: The Process responsible for managing the Lifecycle of all Service Requests. Event Management: The Process responsible for managing Events throughout their Lifecycle. Events are a change of state that has significance for the management of a Configuration Item or IT Service. Access Management Access Management is the process of granting authorized users the right to use a service, while restricting access to non-authorized users. It also has been called Identity or Rights Management in some organizations. Problem Management The Process responsible for managing the Lifecycle of all Problems. The primary objectives of Problem Management are to prevent Incidents from happening, and to minimize the Impact of Incidents that cannot be prevented The goal of Problem Management is to minimize the adverse impact of Incidents and Problems on the business that are caused by errors within the IT Infrastructure, and to prevent recurrence of Incidents related to these errors. In order to achieve this goal, Problem Management seeks to get to the root cause of Incidents and then initiate actions to improve or correct the situation. The Problem Management process has both reactive and proactive aspects. The reactive aspect is concerned with solving Problems in response to one or more Incidents. Proactive Problem Management is concerned with identifying and solving the underlying causes of Incident before they recur. Incident Management The primary goal of the Incident Management process is to restore normal service as quickly as possible following loss of service, and to minimize the adverse impact on business operations, thus ensuring that the best possible levels of service quality and availability are maintained. An Incident is defined as any event which is not part of the standard operation of a service and which causes, or may cause, an interruption to, or a reduction in, the quality of that service. The Process responsible for managing the Lifecycle of all Incidents. The primary Objective of Incident Management is to return the IT Service to Customers as quickly as possible.