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					                          ITIL 101:

An essential guide to the Help Desk’s role in
          IT Service Management

                          February 5, 2003



Presented by: Dave Gressle,
             Solutions Design Director
                 Agenda
•   Overview of ITIL
•   Origin/History
•   Service Management
•   Service Support Components
•   Industry Insights
•   Learning More…
                   Origins of ITIL

• Founded in the United Kingdom

• Office of Government Commerce (OGC)
   – Created by CCTA (now part of OGC)
   – Promote Sound IT Management Practices
   – Information Technology Infrastructure Library
• Best Practice Framework
   – Over 10 Years of Practical Usage
   – Recently Refined and Updated
   – International User's Group
• To Date, the only comprehensive, non proprietary,
  publicly available guidance for IT Service Management


                                                Source Pink Elephant 2002
             Market Trends
• By 2003, 60% of large companies will adopt a
  balanced set of metrics to guide business
  related IT decisions

• …Managers declare that in the future IT will
  need to be steered on benefits and value to the
  business in place of costs

• Only 45% of business managers said they
  effectively steered IT performance
                                   Source Gartner 2002
                             Benefits
• By improving the process around IT the organization can
  begin to:
   –   Improve resource utilization
   –   Be more productive
   –   Decrease rework
   –   Eliminate redundant work
   –   Improve upon project deliverables and time
   –   Improve availability, reliability and security of mission critical IT
       services
   –   Justify IT spending and the cost of service quality
   –   Provide services that meet business and customer demands
   –   Integrate central processes Document and communicate roles
       and responsibilities in service provision
   –   Learn from previous experience
   –   Provide demonstrable performance indicators
             ITIL Fundamentals

Service Support
  –   Incident Management
  –   Problem Management
  –   Change Management
  –   Configuration Management
  –   Release Management
Service Delivery
  –   Availability Management
  –   Capacity Management
  –   IT Service Continuity Management
  –   Financial Management
  –   Service Level Management
What Does ISO, Six Sigma and ITIL Have in
Common?

All three are aimed at Process Improvement as a vehicle to reduce
cost and increase efficiency

•Core Principles

    • Define

    • Measure

    • Analyze

    • Improve

    • Control

•All three embody development and management of People Process
and Technology in Support of the Business goals and objectives
           Setting the Stage
• Cost/Benefit Analysis
• Example Company statistics for
  Reference:
  – All Employees cost $50/hr
  – Organization size = 500 Users
  – Total Incidents annually = 5,000
  – Avg time to resolve incidents = 10 min
  – A working year has 200 days
Service Support
                 Incident Management
•   Incident –                     •   Assigns Priority –
     – Unexpected Disruption to
       Agreed Service                   – Function of Business
                                          Impact & Urgency
•   Coordination of the Rapid
    Restoration of IT Services
                                   •   Manages Escalation Process
•   Activities                          – Functional
     – Incident Detection &             – Hierarchical
        Recording
     – Initial Support &
        Classification
     – Investigation & Diagnosis
     – Resolution & Restoration
     – Develop Work-around
        Where Possible
     – Incident Closure
     – Ownership, Monitoring,
        Tracking & Communication
         Service Desk Essentials
• Activities
   –   Primary User Interface, (SPOC)
   –   A Function of Incident Management
   –   Customer Communications
   –   Business Operation Support
   –   Management Reporting


• Key Role in the Incident Management Process


• Correct Assessment of Priorities
   – Enables the Deployment of Resources in the Best Interests of the
     Customer


• Escalation
Case Example Supporting Implementation of
Incident Management and the Service Desk
 • Implementation of Incident Mgmt has
   resulted in a decrease of down time per
   user. This is defined as the amount of time
   a user is on the phone to the Service Desk
   or cannot work because of failure.
 • If the downtime per user is reduced by one
   minute per person per day, this saves the
   organization: $83,000.00/annually
   (500 users*200 days*$50/hr*1min)
              Problem Management
•   Objectives                       •   Activities
     – Stabilize Services Through
                                          – Problem Control
         • Removing the Root
           Cause of Incidents             – Error Control
         • Preventing Occurrence          – Proactive Problem
           of Incidents & Problems           Management
         • Minimizing the                 – Management Information
           Consequences of
           Incidents

     – Manage the Problem
       Lifecycle
        • Problem, Known Error,
           Review

         • Improve Productive Use
           of Resources
Elements of Problem Management
 Cost/Benefit Analysis of Problem
          Management
• Implementation of formal Problem
  Management decreases the number of
  recurring incidents by 500 (10% of the
  total incidents annually. This equates to a
  cost savings to the company of $4,150
  per year

 (500 incidents*$50/hr*10 min)
                 Change Management
•   Objective                          • CAB & CAB/EC
     – Only Approved Changes Made
        to enterprise configuration       – Membership
     – Risk & Cost Minimized              – Advisory Role
     – Benefit Maximized                  – Urgent Changes

•   Applies to All IT Infrastructure
    Components                         • Back Out Plan

•   Activities
     – Manage Requests for Change      • Link to Configuration
        (RFCs)                           Management and Release
     – Assess Impact                     Management
     – Urgency/priority & Resources
     – Approve & Schedule Changes
     – Oversee Change Building         • Process Always Ends With a
     – Testing & Implementation          Review of the Change
     – Change Review
     – Business Support
Change Relationship Model
    Case Example in Support of
      Change Management
• Two changes are implemented
  simultaneously, resulting in a major
  problem:
• The customer support system fails,
  resulting in a loss of 50 Customers with an
  average purchasing power of $500.
• This has just cost your company $25,000
  in potential revenue.
           Configuration Management
•   Objective –                               •   Maintains a key role in Assessing
     –   Ensure All Configuration Items Are       Impact of Changes to the Enterprise
         Authorized and Under Control             Configuration
         of the Config Management Process
                                                   –   Attributes
•   Maintains Information About the IT             –   Relationships
    Infrastructure                                 –   Status
     –   More Than an Asset Register               –   Unique Identifier
         (Content, Context & Relationships)

•   Responsible for Configuration             •   Manage the Scope & detail of the
     –   Activities                               Configuration Management
     –   Planning                                 Database
     –   Identification
     –   Status Accounting
     –   Control
     –   Verification
     –   Management Information
Configuration Levels
       Cost Benefit Analysis of
     Implementing Configuration
            Management
• After formalizing Configuration Management
   across all platforms supported by the Service
   Desk, The Service Desk Agents have a much
   greater insight into the relationship between
   users, configuration items and incidents. The
   three people assigned to incident matching can
   be reduced to two resulting in a benefit of
   $80,000/yr
  (200 days a yr*8hrs/day*$50/hr)
                  Release Management
•   Objectives
     –   Safeguard Hardware & Software Configuration Items
     –   Ensure Only Tested, Authorized Hardware & Software Is in the Live Environment
•   Activities
     –   Control DSL, DHS
     –   Define Release
     –   Build Release
     –   Manage Release
     –   Distribute Hardware & Software Configuration Items
     –   Hardware & Software Audits
•   DSL - Reliable Versions of Software (Logical/Physical Storage)

     –   Version Control - Development, Testing, Live, Archive


•   Processes
     –   Release Management (Operational)
     –   Change Management (Control)
     –   Configuration Management (Control & Administration)
Major Activities of Release
      Management
     Case Example Supporting
Implementing Release Management
• Suppose a software “patch” is installed to a
  widely used system and has a “bug”. The
  previous version should be reinstalled but due to
  poor version management, the wrong version is
  used, resulting in a system shutdown that lasts
  three hours and affects two-thirds of all
  employees. This will cost the organization
  $50,000 in lost productivity

 (500 users*$50/hr*3hrs*2/3 of users)
ITIL's framework is not an inflexible set of standards.

•The guidelines can be adapted to suit different business and
 organizational environments.

•Don't spend time in areas where processes are satisfactory
 and close to complying with ITIL guidelines.

•Part-time implementation of ITIL processes will slow project
 completion but result in easier adoption by staff

•Identify areas for quick wins to demonstrate the value of
 improved processes.

•Process improvement always requires a senior executive to
 champion the endeavor while promoting the values and
 maintaining the project's focus.

•An active steering committee also is essential to sustain participation across
the management team.
Bottom Line:

Enterprises will realize valuable process
improvements and better measurement and reporting of
process outcomes through the adoption of ITIL processes
and guidelines.

                                       Source Gartner -2003
 Learning More……

InteQ   http://www.inteqnet.com/educationservices.html#processes

ITSM Institute   http://www.itsmi.com

HP:
http://www.education.hp.com/curr-itsm.htm

http://www.education.hp.com/

Pink Elephant:

http://www.pinkelephant.com/
Questions/Comments
                                                  Glossary
•   CCTA The Central Computer and Telecommunications Agency.
•   Incident An operational event which is not part of the standard operation of a system. It will have an impact on the system, although this
    may be slight and may even be transparent to the users.
•   Customer Recipient of a service; usually the Customer management has responsibility for the cost of the service, either directly throu gh
    charging or indirectly in terms of demonstrable business need.
•   Business Operations Activities and procedures carried out by the user community in performing the business role of and Organization.
    The Help Desk Module is concerned with those business operation that use an IT-based business system.
•   Classification The process of formally identifying incidents, problems and know errors by origin, symptoms and cause (See Incident
    Classification).
•   Resolution Action that will resolve an Incident. This may be a Work-around.
•   Closure When the Customer is satisfied that an incident has been resolved.
•   Process A connected series of actions, activities, Changes etc. performed by agents with the intent of satisfying a purpose or achieving a
    goal.
•   CAB/EC Change Advisory Board/Emergency Committee
•   DSL Definitive Software Library
•   DHS Definitive Hardware Store
•   Build The final stage in producing a usable configuration. The process involves taking one of more input Configuration Items and
    processing them (building them) to create one or more output Configuration Items e.g. software compile and load.
•   Impact Measure of the business criticality of an Incident. Often equal to the extent to which an Incident leads to distortion of agreed or
    expected service levels.
•   Urgency Measure of the business criticality of an Incident or Problem based on the impact and on the business needs of the Customer.
•   Configuration Management The process of identifying and defining the configuration items in a system, recording and reporting the
    status of configuration items and requests for change, and verifying the completeness and correctness of configuration items.

				
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