Discovery Activity 15: Services and Benefits What services and agencies can help you get How will these services and agencies help you a job? with this job? _____________________________________ ______________________________________ _____________________________________ ______________________________________ _____________________________________ ______________________________________ YOUR JOB: MANAGING IT : WHAT IS ITIL? Since its inception in the late 1980’s ITIL® has been the framework of choice for many IT organisations across the world.
In fact, it has been so popular that ITIL certification is a stated requirement in most Job Advertisements for IT related roles and the framework is taught at Universities as part of their Post-graduate and MBA programs.
As a result of industry involvement and the rapidly growing maturity of the IT industry at large, ITIL is now in its 3rd version.? The ITIL V3 framework consists of a library of books that cover the 5 phases of the Service Lifecycle: Book title Content – main focus of this phase in the lifecycle Service Strategy Discusses the reason WHY the IT service is needed, and to what extent the service would be needed by the customers. Service Design Design consideration and Quality criteria for the Service that is to be created AND the environment that is required to support the service to the customer’s needs. Service Transition Control and risk mitigation strategies while the new – or changed – service is moved into the Production environment. Service Operations Activities and departments that are needed to support the IT Services on an ongoing basis to the standards that have been agreed upon with the customer. Continual Service Improvement Methodologies for the ongoing improvement of the services, the IT environment and its processes. One important thing to remember is that ITIL is a FRAMEWORK, it is not a prescriptive set of checklists, nor is it a standard.
The ITIL books provide the reader with guidelines on what is generally considered to be good practice (based on 20+ years of experience). The processes described in the books are aimed at the management of activities in an IT organization, irrespective of company size and technology use.
The processes are completely independent of any type of hardware or software that is (or will be) available on the market. In 2005, the International Standards Organisation (ISO) published an independent standard for IT Service Management, called ISO/IEC 20000.
This standard consists of BEST PRACTICE requirements (part I) and guidance (part II) for the control and management of Service Management processes in an IT organisation.
This standard is mostly based on the ITIL Framework. REASONS FOR IMPLEMENTATION The reason for the implementation of ITIL Service Management is varied, but most of the companies seem to have the desire to formalize their IT Service Management practices to achieve one or more of the following benefits: Improve the quality and efficiency of IT Services Comply with management or business requirements Follow global standards Reduce IT Costs Achieve regulatory compliance, or standards certification Address a specific IT Operational issue The top benefit gained from ITIL implementation is improved customer satisfaction.
Other benefits include delivery of IT services in accordance with agreed service levels and improved IT service reliability. When organisations are implementing ITIL Service Management they usually have a team of 1 – 5 internal staff working on the project on a fulltime basis.
Approx. 1/3 of organisations also use 1 – 5 external consultants to support with process design and tool implementation. Factors that contribute to the success of ITIL implementation are: Senior Management commitment Sufficient Funding Effective Change Management Existence of an ITSM champion Sufficient allocation and provision of ITIL training to IT staff Team commitment HOWEVER, as visualised in figure 1 below, ITIL is only a small component of IT Service Management.
The books only cover guidance on the processes, the activities and some of the associated tools and metrics.
The other components of IT Service Management are only briefly touched upon in the ITIL core guidance publications.
The other components of IT Service Management (technology, people and organisation) are a crucial part in the successful achievement of the desired deliverables and should be planned for. Figure SEQ Figure \* ARABIC 1 IMPLEMENTING ITIL As mentioned in the previous paragraph, ITIL Service Management is a framework.
It is not a software application or generic tool.
This in itself brings some implementation challenges to the project organisation… In general, products are easier to implement than frameworks.
However, when you begin to implement the ITIL framework, you’re suddenly faced with decisions about how to fit your existing process model into the ITIL view.
Given that your existing processes are embedded inside existing applications, you will be challenged to wire them together.
This will take time and a lot of workshops, discussions and heated debates! Don’t expect to find a single best answer.
You must use your training to articulate the tradeoffs of different approaches and the limits of the tools you might employ to automate ITIL-based processes.
But perhaps, most importantly, you must move stakeholders to commit to their decisions.
Because ITIL doesn’t tell people to work in just one way, people may want to hold their options open as long as possible.
If you find yourself in this situation, remind your stakeholders that each project is just a step in a long journey.
You may revisit a decision in a future phase. Most companies contemplating an ITIL implementation have developed a methodology to execute projects.
Fewer companies have mechanisms for managing groups of related projects over multiple years (and don’t forget that your key people might actually change company during the time that you are working on the implementation project).
You will have to engage in ongoing awareness campaigns and education programs. Given that ITIL implementations very often span years and projects typically have shorter durations, you may want to create a team that exists beyond the lifespan of an individual project–a program group.
The program group’s responsibility is to ensure continuity of vision during the course of the entire implementation and to arbitrate conflicts between projects running parallel. IMPLEMENTATION OF SERVICE STRATEGY Strategic positions are converted into plans with goals and objectives for execution through the Service Lifecycle.
Figure A outlines the process whereby positions are driven by the need to service specific customers and market spaces and are influenced by strategic perspectives as a service provider.
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