IBM Global Services

An Enterprise View to Running the Business of IT

Implementing ITIL Based Service Management Programs
and ERP like tools
Presented by
Jeff Connie, IBM, IT Infrastructure Principal
jconnie@ca.ibm.com
403-539-3308

IBM Global Services

Business and Infrastructure Silos Must be

Bridged
Business
Objectives

People

Processes

Competitive Advantage
through Service Excellence

Business Growth

Operational Efficiency
and Effectiveness

Diminished Business Performance

Operations
Staff

CIO

CxO

Other
Staff

LOB

Lack of service context.

Requirements
and Planning

Delivery
Support and
Assurance

Deployment
and Fulfillment

Asset
Relationship

Billing
Data

Continuity and
Resilience

Financial
Management

Not closed-looped. Not automated.

Information

Config
Data

Operational
Data

Compliance
Data

Data not shared or integrated.

Technology

Apps

Network

Data Center

Security

Voice

Storage

Silo-specific. Not Integrated.

ITIL Overview

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IBM Global Services

IT Service Management touches every part of an IT organization

IT services needs to support business goals, similar to business ERP

programs (SAP), the IT side needs the same integrated, consistent approach
Implement policies by integrating information, technologies and people with
automated processes

Process

Standardized,
federated,
accessible
information

IT Service
Information Management

People

Clearly defined
roles and
responsibilities
provide a sound
decision-making
framework

Technology

Products and technologies to automate and integrate tasks and

processes
ITIL Overview

Page 3

IBM Global Services

The starting point to a best practice approach is a common

framework..

ITIL does not claim to be a comprehensive description of everything within

IT, but is a foundation of comman language and processes for IT service
management best practices
Adopt ITIL as a common language and reference point for IT Service
Management best practices and key concepts.
Adapt ITIL best practices to achieve business objectives specific to each
company.
ITIL does not define:
Every role, job or organization design
Every tool, every tool requirement, every required customization
Every process, procedure and task required to implement
What is already well defined in CMM, COBIT, BS15000, 7799, ISO
17799

ITIL Overview

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IBM Global Services

..a common entry point based on priorities to service your business

needs.

Service Delivery

Capacity Mgt
Performance
Availability Mgt
Management
Financial Mgt
Service Continuity

Service Level Mgt

SERVICE
ENTRY
POINT

Security

Demand Mgmt.
Incident data

Incident Mgmt

Request for Change

Problem Mgmt

SERVICE
ENTRY
POINT

Change Mgmt
Release Mgt

Repaired CI

End User

Configuration Mgmt

Service Support

New version CI

QWR

Operations IT Infrastructure

ITIL Overview

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IBM Global Services

. and an understanding of how process and technology need to have

integrated workflow and automation

ITIL Overview

Page 6

IBM Global Services

The ultimate question is how do you get from best

practices to implemented effectively and efficiently?

Crossing the chasm

Enterprise direction, control and

execution of valuable services

Islands of fragmented efforts

high cost, low quality services
ITIL Overview

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IBM Global Services

Filling the design and implement gap will require adopting and
adapting ITIL best practices with a phased and structured
approach

Pilot
Develop/Test
Design

Education & Certification

Deployment

Manage/Operate

What else do you need to

make ITIL work?

Plan

ITIL Overview

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IBM Global Services

Without a structured enterprise approach to implementation,

good intentions can lead to higher expenses

IT
e nd re
ag a tu
an ts uc
M sse str
A fra
In

Satisfy
Customer
Relationships

ITIL

Deploy
Solutions
SEI CMM

A.S.L.
A.D.E.

Academic
Knowledge
Best Practices
Frameworks
Architectures

ITILs popularity has driven a groundswell of

bottom up, grassroots but fragmented
efforts which can lead to

Manage IT
Business
Value

e
iz
al ns
Re utio
l
So

D
O eliv
Se per er
rv ati
ic on
es a
l

Support IT
Services and
Solutions

E
M nte Pro
an rp v
ag ris ide
Sy em e IT
st en
em t

IT Process Model

Some existing work can be reused but this

requires detailed assessment of existing:

Significant rework
Unwanted items
Costly duplication
Scope creep
Cancellation
Lots of education

Tools
Roles
Processes
Documentation

This approach typically goes no where until

there is at least some top down support

Pursue high level support or seek assistance doing so

ITIL Awareness or Executive Briefings can be helpful

ITIL Overview

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IBM Global Services

What does it take to successfully implement best practices?

What does it take to
make ITIL work?
Implementation expertise
(Assess, Plan, Design,
Implement)
Governance integrating the
business with IT and the
processes into the
organization
Prioritizing & Diagnostic
Techniques

Align IT with
business
objectives and
enable more
innovation

Lower the long

term cost of
service delivery

Capability Maturity Model

Design & implementation
methods
Project management
Tool Vendor Relationships

Improve the
quality of IT
services

Accelerator IC if possible

ITIL Overview

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IBM Global Services

The good news! This is not new and there is an extensive library of
ITIL based templates to facilitate rapid assessment and design
available in the market
3. Change Management Process Overview
Change Management Process Mission Statement

Change Management will control all changes to all Configuration Items (CIs) in the
managed environment by:

Ensuring standardized methods, processes, and procedures are used for all
changes from the request for change to the post-implementation review

Facilitating efficient and prompt handling of all changes

Minimizing the impact of Change-related Incidents upon service quality thus

improving the day-to-day operations of the organisation

ITIL Process Guides

ITIL Organization Guide
ITIL Service Management Guide
ITIL Process Diagrams: LOVEM, IDEF0
ITIL Metrics
ITIL Maturity Model
Management Surveys
ROI Calculator Tool
Workshop Materials
Project Plans
Process Goals

Maintain a proper balance between the need for Change against the impact of the
Change.

Minimize the impact of Change-related Incidents upon service quality and

consequently to improve the day-to-day operations of the organization.

Maintain open channels of communication in order to promote smooth transitions

when Changes take place.

Process Scope

The process starts with the recognition of the need to put in place and define a
management system to control Change, including procedures and policies; it ends
with the change being installed and activated.

The process includes managing changes from the creation of a request, its
assessment, through to deployment monitoring and post-implementation review;

The process also encompasses trend analysis and measurement reporting;

The process of Change Management is principally managing the Change.

The process does not include the technical design and testing of the Change

The process does not include the actual implementation of the Change, but
manages and coordinates the implementation of the Change may also be
performed by the calling process, e.g. Release Management.

Typical in scope changes include:

Hardware, Communications Equipment and Software, System Software, Live

Application Software, All Documentation and procedures associated with
running, supporting and maintaining the production environment

Changes to ongoing projects are out of scope.

Change Management Carrying Out the Process

Aware (2)

Effective (3)

Efficient (4)

Optimizing (5)

Accept &
Classify
Changes

Much confusion over

the change entry
process, or there are
multiple (possibly
changing) entry points.
IT gets involved late in
the cycle -- no notion of
authorization to request
changes

Initial (1)

Clear entry point(s), but

authorization process
unclear, and known to be
frequently bypassed.
Required information is
not known by all.

Good enforcement of
required information;
tools/database used
effectively; "informal"
authorization process,
possibly with some
"rubber stamping". Some
RFCs are rejected early
on if data is missing or
there is an obvious
conflict of dates. Many
RFCs are classified as
Emergency and allowed
through the process

Clear entry point(s);

authorization works
(evidence of some
"rejects" or requests that
need to be resubmitted
due to insufficient
information).
Change Manager
confirms all priorities and
categories. RFCs are
always sent to the correct
areas for assessment.
Some Emergency RFCs
are due to poor planning

Change entry is
automated and process
rules enforced as a
result - lead times,
process path,
authorization
requirements etc. are
always correct.
Emergency RFCs are
always justified and
handled correctly

Review
Changes via
Change
Advisory
Board (CAB) /
Emergency
Committee
(EC)

Much confusion over

the evaluation criteria:
not
agreed/communicated
with the change
process participants,
and possibly changing
depending on the
assessors. There is no
CAB.

Uneven enforcing of
criteria and required
information; process
known to be frequently
bypassed. Little or
ineffective risk
assessment. Lead times
defined for major
changes. Regular CAB
meetings with a large
group of people

Evaluation regularly
includes risk assessment.
Lead times defined for all
changes, but not
enforced. Change types
are defined but do not
include all changes. CAB
/ EC sometimes limited to
those affected by the
change. RFCs sent out
electronically for CAB
preview

Clear criteria; good

balance struck between
process standardization
(automation) and
meeting varied
departmental needs.
Risk assessments always
done. Lead times
required for all changes
are enforced. Change
types defined for all
changes. Membership of
CAB / EC always varies,
depending on the RFCs
being reviewed. Business
areas may be
represented on CAB

High quality requests

based on criteria that
adapt to practical usage;
organisation feels
positive about using the
change management
process; feedback loop
in place. All change
types accepted and
controlled. CAB / EC
frequently consider
RFCs electronically
without the need for
physical meetings.
Relevant business areas
always involved in CAB /
EC decisions

ly
On
ct
tra
Ex

Now Goal

ITIL Overview

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IBM Global Services

IBM offers its own brand of a phased approach, which

mirrors a similar business based ERP approach
IGS ESM Lifecycle and Methods
based on industry best practices and analysis
of over 400 large enterprise projects
Phase 1: Strategy
And Assessment

Strategy

Assessment

Phase 2: Design Solution

Technology

Data

Processes

Organization

Selection
High level design

Each phase of
this lifecycle are
influenced by the
following factors:
Infrastructure &
Organizational
Complexity
Customization
Requirements

Detailed Design
Operation

# of Physical
Locations

Development
Manage Delivery
Deployment

Phase 4: Deliver Service

Phase 3: Implement Solution

ITIL Overview

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IBM Global Services

Phase 1 : Access and solution Best Practice Considerations

Planning to Implement

Where do we
want to be?

Visions and
business
objectives

Phase 1: Strategy
And Assessment
Strategy
Assessment
Selection

Where are we
now?

Assessments

How do we get
where we want
to be

Process Change

How do we
know we have
arrived

Metrics

ITIL Overview

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IBM Global Services

Planning to implement ITIL best practices requires effective

techniques to diagnose capabilities and prioritize
implementation efforts
Different Assessment Types
ITIL Maturity Workshop - Service Support

Priority to Improve Assessment

Incident Management

Quick, High Level Capability

Prioritize
Review
Identify and Prioritize improvement
opportunities based a fast
What is healthy?
structured and facilitated self
assessment approach
What needs improvement?

Problem Management
Current

Configuration Management

A more focused and detailed

assessment of management
capability
Identifies specific improvements
Identifies existing re-usable
elements
9

Overall Rating
1

Maturity

Diagnose

I.e. implemented tools, job descriptions, Based on your priorities &

Detailed Process Analysis

Release Management

Capability Maturity Diagnostic

Assessment

Target
Change Management

Activity based analysis as a base

for design

current process capabilities

Effectiveness

No action
now

Candidates
for internal
iterative
improvement
programs

Take
significant
action now

Importance

Prioritize capability
improvement

Solution and Transition Planning

ITIL Overview

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IBM Global Services

Solution Selection considers the best approach for the

design and implementation of the solution
Phase 1: Strategy
And Assessment

Technology
Technology

Information
Information

Ph

st
ile t
m en
r
a
em
le
g
c
a
s , an
e
tiv ct M
a
i
it oje
in
Pr
d
e
as

PILOT

es
n
o

Acquire people
Develop curriculum
Customize and test tools

Services
Services

People
People

Process
Process

Detailed Design
Development

Deployment

Define jobs & staffing

Workflows
Tool customization requirements
Select and install base tools
Define Roles and skill requirements
Define tool requirements
Process definition based on best practices
Governance model
Guiding principles
Compelling reason to act

ITIL Overview

DETAILED
DESIGN

Selection

People
Training materials
Teachers
Customized & tested
enabling technologies

Phase 3: Implement Solution

Phase 2: High Level Design

MACRO
DESIGN

Assessment

DEV

Strategy

Technology

Data

Processes

Organization

High level design

Page 15

IBM Global Services

Several potential approaches to implementation are considered

with the best approach being selected based on the need for
customization
ESM Lifecycle Phase 2
Design the
Solution

Architecture

Detail Design

Data

Processes Organization

Develop

High Level Design

Deploy

ESM Lifecycle Phase 3

Implement the
Solution

Traditional Consulting Approach

Customized
High Level Design

Detail Design and Implementation

Fastrack approach based on an ITIL design

Tailored
High Level Design

Detail Design and Implementation

IBM ITIL Accelerator Solution

Personalized

Outsourcing Solution
Service
Provider
Offering

How long it takes to design and implement a management solution is based on the need or desire for customization
ITIL Overview

Page 16

IBM Global Services

Then, the implementation context should be decided

Design a core set of processes required to support and delivery any

specific service as a foundation for successful service management

ITIL Fast track approach: Design a core set of processes required to

support and delivery any specific service as a foundation for
successful service management

When implementing ITIL, further scope limitation decisions should be made to

aid a quick and effective effort:

Service: implementation will focus on one or more specific services

Infrastructure: implementation will focus on some subset of the

infrastructure

Process: implementation will focus on one or twp processes only

Organization: implementation will focus on some subset of the organization

Improve existing service management based on an incremental change in

infrastructure, systems management tools, organization, sourcing,
services or business applications
ITIL Overview

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IBM Global Services

Phase 2 : Design Solution Best Practice Considerations

ITIL based templates to

enable fast track design
approach

Phase 2: Design Solution

Process Guide Templates

Organization Guide Template
Service Support and Delivery
Management Guide Template
Project Plan
High Level Implementation Plan

ITIL Overview

Technology

Data

Processes

Organization

High level design

Page 18

IBM Global Services

Phase 2: High Level Design focuses on the logical model

for the management framework
Executive
Steering Committee

Organization Guide
Roles
Subprocesses performed
Technology Used
Skill Requirements
Role Location
Role Levels
Skills/Role

Management
Model &
Guiding
Principles

Project
Management Office

Design
Team

Process Guide
Process Team
#1

Process Team
#2

Definition
mission
scope
inputs& outputs
activities
measurements

Process Team
#3

Define IT Services
Visible & Invisible
Accounts
Payroll System
Accounting
System
Invoicing

x
x
x

Sales

x
x

Marketing

x
x

Legal

x
x
x

Stock Control
System
Legal System
Ordering

x
x

Logistics
Postal
Addresses
CAD/CAM
Intranet
Internet
Office Suite
E-mail

x
x
x
x

x
x
x
x

x
x
x
x

x
x
x
x

Production

x
x

Retail

Warehouse

Transport

Tool Guide

Design

Required Tools
Functions Performed
Tool Requirements
Location used
Gap Analysis

x
x
x

x
Service Guide

x
x
x
x
x
x
x

x
x
x
x
x

x
x
x
x
x
x

x
x
x
x
x
x

Definition
Customers, Stakeholders etc
Interfaces
Service flow

x
x
x
x
x

ID
1
2
3

Elements
To Be Managed

4
5

Task Name
Start Stage III

Reconfirm Project Scope, Objectives, Assumptions , Dependencies

Set Up Project Environment

Define first implementation scope

Meet with Tivoli project manager
Meet with Remedy project manager
Refine Tasks

10

12
13
14

Apr

4/8

4/8

4/8

4/8

4/8

4/8

May

4/29

4/29

4/29

4/30

4/30

5/2

Jun

Jul

Refine Schedule

5/2

Refine Resource Plan

5/3

5/3

Document Project Success Criteria

5/6

5/6

5/7

5/7

5/8

Implementation Plan

Review Project Plan

Review Project plan With Sponsor

15

Conduct Project Kick Off with Core team

16

Conduct Project Kick Off with PC/LAN Services

17

Conduct Project Kick Off with Aurora

18

Conduct Project Kick Off with AD building participants

19

Mar

Develop Project Plan

8
9

11

Feb

Launch Stage III Project

6
7

4/8

4/8

Document Success Criteria

20

Success Criteria for Processes

21

Success Criteria for Organization

22

Success Criteria for Tivoli

23

Success Criteria for Remedy

4/8

4/8

4/8

4/8

4/8

4/10

4/8

4/10

5/8

5/10

5/9

5/9

5/10

5/10

Plan for next steps

(High Level Design)

24
25

Develop Costs

If a phase 1 assessment has not been done, a fast design based assessment is required to gather the information needed at the
beginning of the project to ensure a rapid successful completion

ITIL Overview

Page 19

IBM Global Services

Phase 3 : Implementation Best Practice Considerations

Detailed Design Considerations
Detailed Design

Development
Deployment

Phase 3: Implement Solution

Technology
Select & procure tools
Configure software and hardware
Physical data model

ng
ini
ra n
els
, T sitio Lev
lum cqui fing
cu
rri e A Staf
Cu urc
s, ign
so
ion es
Re cript el D LE
v
s
P
De gh-le EO
P
Hi

Organization
Define jobs and roles
Identify staffing levels
Skill gap analysis
Identify recruitment
Identify training needs

b
Jo

Workflow - Process
Validate services
Check standards and policies
User Interfaces
Measurements, Reports
P
Na roce
me du
s, res
Me , T
as ech
ur no
em lo
e g
Po nts, y, S
Sc cre
Hi licie
re Pi en
gh s ,
enlot N
-le D
a
e
v
PR el D taile def, mes
OC es d W Rep , Fie
ES ign or orts ld
k fl
S
ow
s

TOOLS

High-level Design
Tool Selection & Installation
Tool and Data Customization
Pilot

ITIL Overview

Page 20

IBM Global Services

Phase 3: development & testing considerations

Process

Develop reports
Develop User Guides

Executive Steering
Committee

Organization

Project Management
Team

Staff is acquired or reassigned for new jobs

Course curricula are obtained and/or
Workflow Team
developed
Orientation
Training Materials, TTT

Organization Team

Technology Team

Technology Team

Pilot Team

Testing

Develop test cases

Test every aspect

Unit test
cases

Unit Test

System
test cases
User
Acceptance
test cases

Integration
test cases

Unit test
cases

Unit test
cases

Test the
function of
a module
or program

Integration
Test

Test all
modules
within the
solution

System
Test

Test the
solution
with other
system
components

User
Acceptance
Test

Verifies the
solution
meets user
requirements

Unit test
cases

ITIL Overview

Page 21

IBM Global Services

and the pilot, which is the first part of implementation

Workflow

Organization

SS

Train people on the new system

Validate staffing levels, roles and
responsibilities

Po
lic
ies
,

Technology

ID
1

Task Name

Validate tool functionality

Populate data

Week 1

Week 2

Week 3

Week 4

els
ev
n
ing itio
gL
ain quis affin
t
Tr
Ac , S sign
ce ions De
l
ur
t
so rip eve
E
Re esc gh-l
PL
b D Hi PEO
Jo

Execute new services

Validate measurements and controls

en
ts

P Pi l o
or roce t
k
Hi
gh Flo dure
-L
ws s
ev
,
PR el D Mea
e
OC sig sur
em
n
E

TOOLS

High-Level Design
Tool Selection & Installation
Tool and Data Customization
Pilot

Pilot Objectives

Month 2
Week 5

Week 6

Week 7

Week 8

Process and Organization Effectiveness

Workflow is logical and understood by participants
Appropriate information is captured
Meaningful reports are generated
Identified roles and staffing levels are valid
Responsibilities are understood
Process is perceived to add value
Multiple location concept is supported

Example

2
3

Documentation and Training Effectiveness

Documentation is of high-quality
Training provided is sufficient to use the tools and the process

4
5
6
7

Tool Functionality and Usability

Tools are easy to use for all participants
On-line help is sufficient
Performance is within acceptable ranges
Problems and changes are automatically routed to correct assignees and approvers
Tools adequately support the process
Tools support central coordination and distributed functionality and control

8
9
10

ITIL Overview

Page 22

IBM Global Services

Phase 3 ends with the full deployment

ID
1

Define Deployment Activities

Define Required Deployment
Resources
Define Deployment Timeframe

Task Name

Week 1

Week 2

Week 3

Week 4

Month 2
Week 5

Week 6

Well managed people armed with

the right information executing well
defined technology enabled
processes will deliver high quality
services to the businesses they
support
Week 7

Week 8

2
3
4
5

Technology

PILOT

7
8
9
10

Information
ID
1

Task Name

Week 1

Week 2

Week 3

Week 4

Month 2
Week 5

Week 6

Week 7

Services

People

Week 8

2
3
4

Process

5
6
7
8

DEPLOYMENT

9
10

ITIL Overview

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IBM Global Services

When viewed in entirety, the phased approach breaks the

effort into smaller, manageable, measurable pieces
Determine clients
current state (6-8 wks)

Strategy
Roadmap for
Implementation
of ITIL

Prioritization
Engagement
Output

Capability Maturity
IT Services Strategy

Infrastructure
Services
Readiness
Engagement
Strategy & Planning

Accelerator
Accelerator
Accelerator
Approach

Deliverables
Detail Design
High Level
Design
Incident
management

Deliverables
Detail Design
High Level
Design
Configuration
management

Service reports
Incident statistics
Audit reports
CMDB reports
CMDB statistics
Policy standards
Audit reports

Incidents

Deliverables
Detail Design
High Level
Design
Change
management

Change schedule
CAB minutes
Change statistics
Change reviews
Audit reports

CIs
Relationships

Build & Deploy

Deliverables
Detail Design
High Level
Design
Release
management

Release schedule
Release statistics
Release reviews
Secure library
Testing standards
Audit reports

Changes

Releases

Deliverables
Detail Design
High Level
Design
Problem
management

Problem statistics
Trend analysis
Problem reports
Problem review
Diagnostic aids
Audit reports

Problems
Known errors

Configuration management database

ITIL Overview

Page 24

IBM Global Services

An ITIL Service Management Roadmap provides a methodology driven

series of integrated initiatives that closes the implementation gap
Project Planning &
Preparation

Phase 1
Strategy

Project Planning
Infrastructure Readiness Engagements
Incident HLD

Phase 2
Design

Configuration HLD
Change HLD
Service Desk
Release HLD
Problem HLD
Incident Detail Design

Phase 3
Implement

Configuration Detail Design

Change Detail Design

Example

Service Desk

Schedule will vary on scope, size of

infrastructure, resources and the
number of processes to be designed.

Kickoff

Month 1

Month 2
M

Month 3
M

Strategy ReportDesign report

Release Detail Design

Problem Detail Design

Month 4

Month 5

Month 6
M

Month 7
M

Design report Design report Design report Design report Design reportDesign report

ITIL Overview

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IBM Global Services

Keys to Successful Implementations

Adopt and Adapt Not "ITIL for ITILs sake; Guru of the day vs. "business
objectives

Assess, Plan, Design and Implement Skills are not the same as "Managing" Skills
once-in-a-career events require help from someone that has done it before.

Don't mistake education for implementation

Governance to integrate the business with IT and an Integrated Process model

ITIL Capability Maturity Model and focus on practical next steps rather than boil
the ocean approaches to achieving world class

Project management skills, scope, achievable objectives, clear milestones etc

Effective approach to prioritizing transition initiatives

Tool vendor relationships and the value of single vendor responsibility"

Anything that speed things up - Intellectual Capital and Accelerators

Service Management Culture process designs and the people that execute the
activities must see the connection to the customer and the value of what they are
doing so it is not just a new set of rules and bureaucracy
ITIL Overview

Page 26

IBM Global Services

The ultimate aim of every ITIL implementation is an

integrated solution of people, process and technology

9 Planned implementation

Technology

Information

Services

People

9 Realistic agreed to objectives

9 Structured approach

Process
Well trained people, armed with
the right information, executing
well defined, technology-enabled
processes will deliver high quality
services to the businesses they
support.

9 Reliance on project
management disciplines

9 Executive commitment

ITIL Overview

Page 27