ITIL Service Management Any organisation that delivers IT services to their customers with a goal to support the business processes, needs some sort of structure to achieve that.
Historically, that structure was based around functions and technical capabilities.
Currently, with the ever-increasing speed of changes, and the need for flexibility that is no longer an option. That is why IT organisations are looking for alternatives: TQM processes and continuous improvement projects Cobit as a control mechanism CMM for control and structure in software (and system) development ITIL for operational and tactical management of service delivery Which framework, model or tool you use is heavily reliant on the company: ‘horses for causes’ is the adagio you need to keep in mind. For many IT organisations, ITIL is a very good way of managing service delivery and to perform the IT activities in end-to-end processes. Business Alignment By implementing IT Service Management in your IT organisation you support the IT objectives of delivering those services that are required by the business.
You can’t do this without aligning your strategy with the business strategy.
You can’t deliver effective IT services without knowing about the demands, needs and wishes of your customer.
This is why IT Service Management supports the IT organisation in the business alignment of their IT activities and service delivery. Processes IT service Management helps the IT organisation to manage the service delivery by organising the IT activities into end-to-end processes.
These processes cross the functional areas within the IT group and improve the efficiency. A process is a series of activities carried out to convert an input into an output.
We can associate the input and output of each of the processes with quality characteristics and standards to provide information about the results to be obtained by the process.
This produces chains of processes which show what goes into the organisation and what the result is, as well as monitoring points in the chains to monitor the quality of the products and services provided by the organisation. Processes can be measured for effectiveness (did the process achieve its goal?) and efficiency (did the process use the optimum amount of resources to achieve its goal).
The measurement points are at the input, the activities or the output side of the process. — History During the late 1980’s the CCTA (Central Computer and Telecommunication Agency) in the UK started to work on what is now known as the Information Technology Infrastructure Library (ITIL). Large companies and government agencies in Europe adopted the framework very quickly in the early 1990’s and the ITIL framework has since become known as an industry best practice. ITIL has become the standard in delivering IT Services for all types of organisations.
Both government and non-government organisations benefit from the process driven approach, regardless of the size of the IT shop. ITIL is used globally; the majority of IT organisations in the following countries use it as their way of delivering IT services: UK The Netherlands Germany France USA South Africa Australia In 2000 the British Treasury set up the OGC – Office for Government Commerce – to deal with all commercial activities within the government.
This also includes all activities formerly done by CCTA (Central Computer and Telecommunications Agency).
Even though the CCTA no longer exists, we still mention it in this syllabus because they were the original developers of the ITIL framework. In 2000, Microsoft used ITIL as the basis of their Microsoft Operations Framework (MOF) to support the launch of their ‘Datacentre’ product. In 2001, ITIL version 2 was released with the Service Support Book and the Service Delivery book.
The other books (and CD-ROMs) are currently being published. Groups involved ITIL is a Public Domain framework, meaning that even though the copyright rests with OGC, every organisation can use the books to implement the processes in their own organisation.
This also supported the growth in the number of supporting services like training, tools and consultancy services.
The important part is that the framework is independent of any of the vendors. EXIN and ISEB are the examination bodies that organise and control the entire certification scheme.
They guarantee that the personal certification is fair and honest and independent from the organisations that delivered the course.
EXIN is based in the Netherlands and ISEB is part of the British Computer Society.
Both bodies give out accreditations for training organisations to guarantee a consistent level of quality in the course delivery. The personal certification is the only type of independent certification in regards to ITIL Service Management.
There is no independent tool certification or organisational certification (yet). People and organisations that wish to discuss their experience with ITIL Service Management implementation can become a member of the IT Service Management Forum.
The ITSMf should be independent, just like ISEB and EXIN, to stimulate the best practice component of ITIL and to support the sharing of ‘war stories’ and tips.
There is an ITSMf chapter in every country that is actively involved with ITIL Service Management. ? EXTRA READING (elective) Case study: Service Management implementation: British Telecom The Emergence of BT. British Telecom (BT) is an international private sector company operating in the field of telecommunications.
From 1912 telecommunications was as part of the Post Office, held in public ownership.
It was originally nationalised to ensure the provision of an integrated telegraphic and telephonic service .
British Telecom was split off from the Post Office in 1981 as a prelude to its own privatisation three years later.
The aim was to make it easier for the management of the two organisations to focus on the business strategies of their respective operations. — To report or not to report A lot of the organisations that start implementing Service Level management fall into the trap of over-reporting.
Everything is monitored, and all results are reported back to the client. Negotiate the reporting strategy with your customer during the SLA-negotiations.
A report is only valuable if your clients use it for their own work. Another pitfall is the fact that some people only report when things are going wrong.
The image you build with an agreement like that is a negative one.
The client only hears from IT when there is a problem or when service levels aren’t met.
ALWAYS report on the positive things as well! It’s OK to say NO… Often, when you start implementing Service Level Management in your organisation you’ll find that you can’t deliver a lot of the user’s requests.
You can’t deliver because you don’t have the underpinning processes in place, you don’t have enough budget and a lot of other reasons. And that’s OK, as long as you discuss it with your clients.
Service Level Management is all about managing the expectations of your clients. Internal and external agreements The beauty of implementing ITIL is that everybody in the organisation speaks the same language, and therefore you need to be very strict with your choice of words.
A Service Level Agreement is an internal agreement with your clients and an agreement with an external party is an underpinning contract. Don’t talk about service level agreements with vendors and suppliers because that is confusing everybody. Financial Management for IT Services When Service Level Management agrees with the customer on Service Levels, it has to know how much money is involved in delivering this service.
Especially when the cost for IT services is charged on to the customer. Financial Management creates awareness of the total cost of the service both within the IT group and with the customers, and provides opportunities to increase the efficiency of the IT organisation. This information comes from Financial Management for IT Services.
It basically deals with 3 areas: Budgets IT Accounting Charging The sub-process of charging is implemented, subject to the company policy of internal invoicing structures.
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