Post on 22-Jul-2015
Javier García Bolao
@JGarciaBolaofgarciabolao@gmail.com
es.linkedin.com/javiergarciabolao/
Adopting best practices based onITIL® - Where do I start?
The ITIL service lifecycle, functions and processes
Strategy management for IT servicesService portfolio managementFinancial management for IT servicesDemand managementBusiness relationship management
The seven step improvement process
Event managementIncident managementService request fulfillmentProblem managementAccess management
Design coordinationService catalogue managementService level managementAvailability managementCapacity managementIT service continuity managementInformation security managementSupplier management
Transition planning and supportChange managementConfiguration managementService asset and configuration mgmntRelease and deployment managementService validation and testingChange evaluationKnowledge management
FUNCTIONS
• Service desk• Technical management• IT operations management• Applications management
26 processes and 4 functions requiring definition of:• Policies• Activities• Workflows• Roles• CSFs, KPIs, metrics…
The recommendation ofadopting a holisticapproach to ITSM.
Where do I start?
The situation
ITIL is not a standard, so it should not be read verbatim• No “templates” provided• No “right sequence” established• No “how-to’s” defined
ITIL is a framework. Once adopted, it has to be adapted to the particular needsof your business.
ITIL as a framework
ITSM is the core capability of a service provider.
ITSM should be considered as a strategic asset.
Strategy should be defined by the managerial areas.
ISO 20000 requires identifying a top-level manager that will be accountable for the achievement of theITSM plans.
Obtain a clear mandate from the top management
The IT steering group will ensure that business and IT services remain synchronized.
The ISG will leverage the design and implementation of business relationship management and other critical service strategy processes.
Build an IT steering group
Even if your processes are not formalized, your teams are probably doing most of the activities that should be done.
Focus on improving how these activities are being done.
A process is just a set of activities designed to produce a result.
Now it’s just a matter of maturity levels.
Trust yourself (Trust your IT)
Assess the perception that the business has about the services as they are being provided now.
This will let you understand whichprocesses provide more value.
This will help you realizewhat will be considered assuccessful by the business.
Know yourself (Know your business)
Initial
Process maturity assessment
1
Managed
Defined
Quantitativelymanaged
Optimizing
2
3
4
5
From vision to measurements
The power of documenting
Document what you do, do what you document
To understand how activities are performed.
The power of documenting
To understand how activities are performed.
To identify all the stakeholders.
The power of documenting
To understand how activities are performed.
To identify all the stakeholders.
To get all the stakeholders involved in the initiative.
The power of documenting
To understand how activities are performed.
To identify all the stakeholders.
To get all the stakeholders involved in the initiative.
To capture a baseline that will enable you to measurefuture improvements.
The power of documenting
A technique that comes from lean management.
Maps the value chain of a process.
Useful for identifying and reducing wastes.
Value stream mapping (VSM)
Big bang rarely works!• A modular approach is more desirable.
Avoiding mistakes
Big bang rarely works!• A modular approach is more desirable.
Flee from “standard” sequences of implementation!
Ask yourself: Why?
Avoiding mistakes
Incidentmanagement
Problemmanagement
Changemanagement Service asset &
config mgmnt.
Manage the entire service lifecycle
Service strategy
Service design
Service transition
Service operation
Continualservice
improvement
Manage the entire service lifecycle
Service strategy
Service design
Service transition
Service operation
Continualservice
improvement
ACTIVITIES:Strategy managementService portfolioFinancial managementDemand managementBusiness relationship
ACTIVITIES:Design coordinationService catalogueService LevelsAvailabilityCapacityContinuityIT securitySupplier management
ACTIVITIES:Transition planningChange managementService asset managementRelease and deploymentValidation and testingChange evaluationKnowledge management
ACTIVITIES:Event managementIncident managementService requestsProblem managementAccess management
ACTIVITIES:Seven-step improvement
Manage the entire service lifecycle
Service strategy
Strategy management forIT services
Service portfolio management
Financial managementfor IT services
Demand management
Business relationshipmanagement
Service design
Design coordination
Service catalogue management
Service levelmanagement
Availability management
Capacity management
IT service continuitymanagement
Information securitymanagement
Supplier management
Service transition
Transition planning and support
Change management
SACM
Release and deploymentmanagement
Service validation and testing
Change evaluation
Knowledge management
Service operation
Event management
Incident management
Service requestfulfillment
Problem management
Access management
Continualservice
improvement
The seven-stepimprovement process
Businesses need to persist over time.
Persisting requires adaptation.
Adaptation needs change/improvement
The seven-step improvement process maintains links to all the processes and functions of the servicelifecycle.
The seven-step improvement process ensures thatservices remain alligned with to the businessrequirements.
The magic of continual service improvement
1. A top-level manager should be identified.
Summary
1. A top-level manager should be identified.
2. Build an IT steering group (ISG).
Summary
1. A top-level manager should be identified.
2. Build an IT steering group (ISG).
3. Understand the business perception of IT services.
Summary
1. A top-level manager should be identified.
2. Build an IT steering group (ISG).
3. Understand the business perception of IT services.
4. Assess the maturity of existing processes.
Summary
1. A top-level manager should be identified.
2. Build an IT steering group (ISG).
3. Understand the business perception of IT services.
4. Assess the maturity of existing processes.
5. Decide next processes to be implemented (ISG).
Summary
1. A top-level manager should be identified.
2. Build an IT steering group (ISG).
3. Understand the business perception of IT services.
4. Assess the maturity of existing processes.
5. Decide next processes to be implemented (ISG).
6. Design and put in place a continual serviceimprovement process.
Summary
Javier García Bolao
@JGarciaBolaofgarciabolao@gmail.com
es.linkedin.com/javiergarciabolao/
Thanks for your attention