How does ITIL Support the Delivery of a Service

How does ITIL Support the Delivery of a Service

ITIL History:

  • UK government was seeking a way to deliver services and sought input from a number of vendors.
  • They recognized the similarities between vendors
  • ITIL V1 was the consolidated view of these practices
    • 40 processes
  • 2001: U.S. refines the approach in 2001: ITIL V2 is born
    • 10 processes and 1 function
  • 2007: May 31, 2007 ITIL V3 is born
    • Focused on delivering services as a part of a lifecycle
    • Repeatable, continual growth based on 5 stages
      1. Service Strategy
      2. Service Design
      3. Service Transition
      4. Service Operations
      5. Continual Service Improvement
  • 2011: 5 Core books are republished, and the ITIL framework is updated
    • ITIL has now dropped the version number, and as such is referenced by year – not version number.
    • In 2011 additional processes were introduced.
    • ITIL has been established for over 10 years.

Best Practices

  • IT service organizations are constantly challenged to improve their ability to deliver quality services at prices customers can afford.
  • Best practices are developed and often shared.
    • Public frameworks
    • Examples: ITIL, PMBOK, Six Sigma
  • ITIL is not a standard.
  • Businesses have proprietary knowledge. ITIL can contribute to proprietary knowledge.
    • Often embedded within the organization
    • Difficult to duplicate
    • Usually undocumented
    • Customized for specific needs
    • May require purchasing or licensing
  • Public Frameworks
    • Validation can occur across a diverse set of environments
    • Broad reviews can be conducted across organizations
    • Knowledge is more widely distributed
    • Training and certification is often available
  • Sources of best practices
    • They are no good unless you can leverage an enabling activity
    • Usually it is people who enable a best practice
    • ITIL is all about adapt and adopt – through the use of enabling.
      1. Sources (Generate)
      2. Drivers (Filter)
      3. Enablers (Aggregate)
      4. Scenarios (Filters)

 

Challenges of IT Service Management

Common Challenges

  • Organizational capabilities are developed to overcome challenges
  • Services are intangible and difficult to measure, control, and validate
  • Demand is tightly coupled with customer assets
  • There is little or no buffer between the service provider and the customer
  • Service output and service capacity have perishable natur

How Are Services Delivered

howAreServicesDelivered

  • Assets (Resources and Capabilities) See Above
  • Processes
    • Characteristics of Processes
      • Measurable
      • Delivers specific results
      • Value to customers and stakeholders
      • Responsiveness to specific triggers
  • Functions
    • Service Desk: Is the single point of contact for users when there is a service disruption, a service request, or even some categories of requests for change.
    • Technical Management
    • IT Operations Management
    • Application Management

Process Roles

  • Owner (Process)
    • Being accountable for the process meeting stakeholder and business objectives
    • Defining the process strategy and assisting with the process design
    • Sponsoring, designing, and managing process changes and improvements
    • Ensuring the appropriate levels of documentation and communication
    • Periodically reviewing and auditing process compliance and performance
    • Addressing process related issues and reviewing opportunities for process improvements
    • Ensuring process resources have required knowledge to perform activities
    • Periodically review process trategy
  • Manager
  • Responsible for operational management of the process
  • Working with the process owner to coordinagte all process activities
  • Ensuring activities are carried out as required
  • Appointing resources to the required roles and managing process resources
  • Working with service owners and other process managers
  • Identifying process improvement opportunities for inclusion in the CSI register
  • Working with the process owner and CSI manager to prioritize process improvements
  • Making improvements to the process implementation
  • Practitioner
  • Carry out one or more process activities
  • Understanding how the role contributes to the delivery of services and value creation
  • Working with process stakeholders to ensure their contributions are effective
  • Ensure process inputs, outputs and interfaces for their activities are correct
  • Creating or updating records related to the activities performed
  • Service Owner
  • Being the single point of accountability for the delivery of a specific service
  • Representing the service across the organization
  • Ensuring that the ongoing service delivery and support meets agreed customer requirements
  • Working with business relationship management to understand customer requirements
  • Ensuring consistent and appropriate communication with customers
  • Assiting in defining service models
  • Assisting in the assessment of proposed changes and improvements to the service
  • Identify service improvement opportunities and discuss these with the customer
  • Liaising with process owners as necessary to ensure IT processes are effectively supporting the service.