ITSM & ITIL (Part 1)

Instructor: Prof. Dr. Martin Knahl

1
ITILv2 Service Support / ITILv3: Service Operation –
Event, Incident and Problem Management
• Event: A change of state which has significance for the
management of a Configuration Item or IT Service (or alert or
notification created by any IT Service, Configuration Item or
Monitoring tool….events often lead to Incidents being logged)
• Incident: Any event which is not part of the standard operation of a
service and which causes, or may cause, an interruption to the
quality of that service.
• Problem: A problem is the result of multiple incidents that results in
a RFC or Known Error instead of a fix.
• Goals:
– Restore systems as quickly as possible with minimal impact to the business.
– Ensure that the integrity, confidentiality, and availability of IT services are
maximized throughout the organization.

2
 Event
Management

Jan van Bon. IT Service Management

– An Introduction. itSMF International /
Van Haren Publishing. 2007. 3
 Event
Management

Jan van Bon. IT Service Management

– An Introduction. itSMF International /
Van Haren Publishing. 2007. 4
 Event
Management

Jan van Bon. IT Service Management

– An Introduction. itSMF International /
Van Haren Publishing. 2007. 5
 Incident
Management

Jan van Bon. IT Service Management

– An Introduction. itSMF International /
Van Haren Publishing. 2007. 6
Problem Management

7
http://www.itil-process-wiki.org/index.php?title=Problem_Management
ITIL Processes

8
Source: http://www.itil-process-
Case study
(i) What are the similarities between the Event Management,
Incident Management and Problem Management Process?
(ii) What are the differences between the Event Management,
Incident Management and Problem Management Process?
(iii) What is the aim of the Event Management, Incident Management
and Problem Management Process?
(iv) ITIL defines processes – what else should be defined/covered by
ITIL to make it useful?
(v) ITIL defines processes – what might those processes contribute to
ITSM?
• Group Work (groups of 4-5 students), 30 minutes preparation
time
• Present the answers to the questions on Whiteboard or Power
Point or posters to the rest of the group and facilitate a
discussion.

9
Process Owner
„The initial planning phase of any ITIL project must include appointing the
key role of Process Owner. Typically, a Process Owner should be a senior
level manager with credibility, influence and authority across the various
areas impacted by the activities of the process.
A Process Owner’s job is not necessarily to do the hands-on process re-
engineering and improvement, but to ensure that it gets done. He or she
typically assembles the project team, obtains the resources that the team
requires, protects the team from internal politics, and works to gain
cooperation of the other executives and managers whose functional
groups are involved in the process. Once the new process is successfully
embedded, the Process Owner remains responsible for the integrity,
communication,functionality, performance, compliance and business
relevance of the process.
The three major activities of the Process Owner are Process Design,
Organizational Awareness, and Advocacy.“
Source: Process Owners – ‘Architects’ Of ITIL Project Success. Pink
Elephant. PinkLink. December 2006
10
ITILv3 Roles
Process Owner
• A role responsible for ensuring that a process is fit for purpose. The
Process Owner’s responsibilities include sponsorship, design, and
continual improvement of the process and its metrics.
• This role is often assigned to staff holding one of the major Service
Management roles (e.g. the Incident Manager is the Process Owner of the
Incident Management process).
Process Manager
• The Process Manager is responsible for planning and coordinating all
Process Management activities.
• He supports all parties involved in managing and improving processes, in
particular the Process Owners.
• This role will also coordinate all Changes to processes, thereby making
sure that all processes cooperate in a seamless way.
11
ITILv3 Roles
1 ITIL V3 roles within Service Strategy
1.1 IT Steering Group (ISG)
1.2 Financial Manager
1.3 Service Portfolio Manager
2 ITIL V3 roles within Service Design
2.1 Service Catalogue Manager
2.2 Service Level Manager
2.3 Service Owner
2.4 Service Design Manager
2.5 Applications Analyst/ Architect
2.6 Technical Analyst/ Architect
2.7 Risk Manager
2.8 Capacity Manager
2.9 Availability Manager
2.10 IT Service Continuity Manager
2.11 IT Security Manager
2.12 Compliance Manager
2.13 IT Architect
2.14 Supplier Manager
3 ITIL V3 roles and boards within Service Transiti n
3.1 Change Manager
3.2 Change Advisory Board (CAB)
.....
3.10 Test Manager
4 ITIL V3 roles and boards within Service Operation
4.1 1st Level Support
4.2 2nd Level Support
4.3 3rd Level Support
4.4 Major Incident Team
4.5 Incident Manager
4.6 Problem Manager
4.7 Service Request Fulfilment Group
4.8 Access Manager
4.9 IT Operations Manager
4.10 IT Operator
4.11 IT Facilities Manager
5 ITIL V3 roles within Continual Service Improvemen
6 ITIL V3 roles outside the IT organization
6.1 User
6.2 Customer
7 Roles and boards according to ITIL Version 2
12
ITIL Processes Case Study
1. What can the ITIL processes be used for?
2. What are the differences between the ITIL
processes?
3. What are the similarities between the ITIL
processes?
4. Which of these processes is most relevant
and why?

13
Are you ready?
• How many people are interested in a future
career in some type of management?
• How many people have a background in IT
Service Management?

14
Scenario
• Your CIO orders your boss to a meeting and
your boss decides to send you!
• A great opportunity for your career, but also a
possible set back if you are unprepared.
• The topic of the meeting is IT Service Design,
Planning & Management….and you don’t
know a thing!

15
Traditional view of IT operations

Business
Process

IT Functions
IT - Oriented IT – Oriented
Investment Performance

16
“Modern” view of IT operations

Business
Process

IT Services
Service Business
Orientieted Orientied
Investment Services

ITSM Reference-Models
17
 IT Service Management Context
Initiators
§IT Service Management ‘Best IT Service Management Initiatives Initiators
IT Infrastructure Library (ITIL)
Management
Practice’ , Leitfaden für IT-Service-

ISO
§zunächstentwickeltCertification (ITSM)
in den späten 80er IT Revision
ISACA
ISO20000
JahrendurchBritscheRegierungsstellen Cobit
(Office ofGovernment Commerce,
OGC)
§Version 2 eingeführt in 2000/1Reference Process Models
§Version 3 eingeführt in 2007 - HP ITSM Consultants /
- IBM ITPM Service Provider
- MOF
§ Entwickelt vom - IPW
der britischen Regierung seit den späten 80ern
- eTOM

§ Einzige umfassend dokumentierte Empfehlung („Urvater“) und

Beschreibung von Prozessen und Rollen

§ Enthält generische „Best Practices“

Best Practice
§ Öffentlicher de-facto Standard, praxiserprobt ITSMF
IT Infrastructure Library

18
Definition - Process
• Business Process: a method or system for
achieving a commercial result
• Computing Process: a computer program or an
instance of a program running concurrently with
other programs
• Engineering Process : a set of transformations of
input elements into products with specific
properties, characterized by transformation
parameters
è ITIL: Process Reference Model
19
 ITIL: Process Reference Model

2nd Layer: Process

• Business Process: a method or system for achieving a commercial result

• Computing Process: a computer program or an instance of a program
running concurrently with other programs
• Engineering Process : a set of transformations of input elements into
products with specific properties, characterized by transformation
parameters
20
 ITIL: Process Reference Model

2nd Layer
In ITILv3: „Roles“ within
process

3rd Layer: Process-Enabler

e.g. machines to
manufacture
sausages & employees

21
 ITIL: Process Reference Model
Measure whether
1st Layer
process meets
Prozesss Control
process goals (ITIL:
Roles on Process
CSF, KPI)

2nd Layer
In ITILv3: „Roles“ within
process

3rd Layer: Process-Enabler

e.g. machines to
manufacture
sausages & employees
22
Process Owner
„The initial planning phase of any ITIL project must include appointing the
key role of Process Owner. Typically, a Process Owner should be a senior
level manager with credibility, influence and authority across the various
areas impacted by the activities of the process.
A Process Owner’s job is not necessarily to do the hands-on process re-
engineering and improvement, but to ensure that it gets done. He or she
typically assembles the project team, obtains the resources that the team
requires, protects the team from internal politics, and works to gain
cooperation of the other executives and managers whose functional
groups are involved in the process. Once the new process is successfully
embedded, the Process Owner remains responsible for the integrity,
communication,functionality, performance, compliance and business
relevance of the process.
The three major activities of the Process Owner are Process Design,
Organizational Awareness, and Advocacy.“
Source: Process Owners – ‘Architects’ Of ITIL Project Success. Pink
Elephant. PinkLink. December 2006
23
ITILv3 Roles
Process Owner
• A role responsible for ensuring that a process is fit for purpose. The
Process Owner’s responsibilities include sponsorship, design, and
continual improvement of the process and its metrics.
• This role is often assigned to staff holding one of the major Service
Management roles (e.g. the Incident Manager is the Process Owner of the
Incident Management process).
Process Manager
• The Process Manager is responsible for planning and coordinating all
Process Management activities.
• He supports all parties involved in managing and improving processes, in
particular the Process Owners.
• This role will also coordinate all Changes to processes, thereby making
sure that all processes cooperate in a seamless way.
24
ITILv3 Roles
1 ITIL V3 roles within Service Strategy
1.1 IT Steering Group (ISG)
1.2 Financial Manager
1.3 Service Portfolio Manager
2 ITIL V3 roles within Service Design
2.1 Service Catalogue Manager
2.2 Service Level Manager
2.3 Service Owner
2.4 Service Design Manager
2.5 Applications Analyst/ Architect
2.6 Technical Analyst/ Architect
2.7 Risk Manager
2.8 Capacity Manager
2.9 Availability Manager
2.10 IT Service Continuity Manager
2.11 IT Security Manager
2.12 Compliance Manager
2.13 IT Architect
2.14 Supplier Manager
3 ITIL V3 roles and boards within Service Transiti n
3.1 Change Manager
3.2 Change Advisory Board (CAB)
.....
3.10 Test Manager
4 ITIL V3 roles and boards within Service Operation
4.1 1st Level Support
4.2 2nd Level Support
4.3 3rd Level Support
4.4 Major Incident Team
4.5 Incident Manager
4.6 Problem Manager
4.7 Service Request Fulfilment Group
4.8 Access Manager
4.9 IT Operations Manager
4.10 IT Operator
4.11 IT Facilities Manager
5 ITIL V3 roles within Continual Service Improvemen
6 ITIL V3 roles outside the IT organization
6.1 User
6.2 Customer
7 Roles and boards according to ITIL Version 2
25
Definitions IT-Service
„The service being supplied via an IT System“
www.cmpp.net/CMS/Media/Docs/ITIL/ITIL%20Glossary%20o
f%20Terms01.doc

„ITILv3: A service is a means of delivering value to

customers by facilitating outcomes customers want to
achieve without the ownership of specific costs and risks
[focus on business outcomes].

26
Definition IT-Service-Management
OGC >> keine <<

ISO 20000 service management

management of services to meet the business
requirements [ISO/IEC 20000-1:2005]

Wikipedia „[ITSM] is not concerned with the details of how to use a

particular vendor's product, or ... with the technical
details of the systems under management.
Instead, it focuses upon providing a framework to
structure IT-related activities and the interactions of IT
technical personnel with business customers and users.
[Wikipedia 15.04.09]
27
What is ITSM?
• ITSM
– A discipline for holistic Management of IT
– A set of guidelines for different aspects of “best-practice”
management
– …..
• Different Frameworks, standards, tools, etc. are available
• Different definitions / conceptions of the same
frameworks are available, eg based on ITILv2
– ITSM split into two groups and eleven disciplines.
– The two groups inside of ITSM are Service Delivery and
Service Support.

28
ITSM - Challenges
§ Unidentified IT-Services / IT-Components / IT Inefficiencies / Costs / ...
§ Lack of planning regarding avaliability, capacity, etc.
§ Missing and / or unsatisfactory Service Level Agreements
§ (Inofficial) Peer-Support („Hey, Jo!“-Principle)
§ Difficulties in justifying investments and changes
§ Lack of integrated IT Process Model
§ Lack or ambiguity of measurement criteria (e. g. for Service Levels and
Process improvements)
§ Lack of IT-Alignment
§....

29
“Modern” view of IT operations

Business
Process

IT Services
Service Business
Oriented Orientied
Investment Services

ITSM Reference-Models
30
Value of IT-Service-Management
§ Offer IT-Services that are (really) required by the customer
(justify existence, alignment with business model)
§ Increase in IT-Service stability and standardisation
§ Continous improvement of Service with help of the
customer
§ Customer retention (shared responsibilty, trust,
transparence)
§ Improved cost control and transparency
§ Simplified and transparent Service-Reporting
31
ITSM – Context
• ITSM is (initially) aimed at the strategic level of
a corporation, not the ground floor.
• By understanding it’s main concepts, one will
gain competitive advantage over others and
be better prepared for a future in
management.
• ITSM is used in all companies to some degree,
one can use it to improve the practice in your
workplace.

32
Overview
Goal: IT-Governance
Value for Business
Processes

„From reactive technology management to

proactive ITSM“

IT-Service-Management
Element-, Task- and active
Service-Management

Distributed Client/Server
Management
Element- und Task Management
Facility Management
System Management
Network Management

Mainframe Systems Management

Development of IT
33
ITIL – Symantec Survey 2007
“Of the respondents polled, 18 percent have already
implemented ITIL and 52 percent indicate that it is an ongoing
process, 20 percent will implement ITIL over the next year and
9 percent will implement ITIL over the next three years.”
Symantec. "State of the Data Center" Study. Conducted in April
2007, survey of 500 IT professionals from enterprise-class
companies in North America, Europe and the Asia Pacific. April
2007.

34
Ergebnisse MATERNA Studie 2006

Kernaussagen der Studie

537 ITSM-Entscheider aus Deutschland und Österreich wurden eingeladen.

130 ITSM-Entscheider haben den Fragebogen vollständig ausgefüllt.

32% der Teilnehmer sind IT-Leiter und CIOs.

20% sind IT-Projektleiter

68% der befragten Unternehmen setzen ITIL ein

89% der Teilnehmer, bei den ITIL im Unternehmen eingesetzt wird, würden den Einsatz
auch anderen Unternehmen empfehlen.

35
ITSM-Processes implemented
according to ITIL principles

Why Incident Management and Service Desk?

36
ITSM Motivation in Industry

itSMF 2013 Global Survey On IT Service Management. ITSMF. 2013.

Global survey by itSMF International with assistance of the National University of Singapore and itSMF chapters. April 2013, 738 respondents from 49
countries/regions participated in the survey. 37
ITSM Motivation in Industry

38
itSMF 2013 Global Survey On IT Service Management. ITSMF. 2013.
Relevance of Referenzmodels in Industry

itSMF 2013 Global Survey

On IT Service Management. ITSMF. 2013
39
Relevance of Referenzmodels in Industry

itSMF 2013 Global Survey

On IT Service Management. ITSMF. 2013
40
ITIL Motivation in Industry

41
itSMF 2013 Global Survey On IT Service Management. ITSMF. 2013.
ITIL Motivation in Industry

42
itSMF 2013 Global Survey On IT Service Management. ITSMF. 2013.
ITIL Motivation in Industry

43
itSMF 2013 Global Survey On IT Service Management. ITSMF. 2013.
Benefits & Critical Aspects of “Best-Practice”
Process Models for IT
§ Document and structure entire IT operation and knowledge (avoid
„Kopfmonopole“)
§ Alignment of IT Operations based on a globally tested and
continuously enhanced Reference Model è facilitates
Benchmarking
§ Transparency regarding internal IT processes, communication and
flow of information

But:
§Hardfacts (e.g. technical Standards) versus Softfacts (e.g.
definition of Roles, Processes) – deviation from „Standards“ does
not (always) result in measurable consequencesKonsequenzen
§CIO Magazine, Dean Meyer: ITIL “Traps” eg "becoming a slave to
outdated definitions…letting ITIL become religion...it doesn't describe the
complete range of processes needed to be world class. It's focused on ...
managing ongoing services." 44
 COBIT - Komplementäre Verwendung mit ITIL

ITIL COBIT

• Model from practice for • Model originated in revision and

practice auditing domain (Goal: IT-Auditing)

• Focus on IT-Services – • Focus on IT-Governance –

optimise operation of IT Control und Governance of IT

IT as Service IT
Provider Services
In practice, ideas and concepts from both models are used
to reposition IT
• Organisation of IT-Processes according to ITIL
IT
Governance • Development of Control- and Steering Instrument according
to IT-Governance principles
IT als Regulator
 The 8 ITIL publications – ITILv2
Application Management ICT Infrastructure Management Security Management The Business Perspective

Service Delivery Service Support Planning to Implement Software Asset

Service Management Management
 ITILv2 Framework

Planning to Implement Service Management

Technology Infrastructure
Service
The Business

The
Support
Service
Business Managemen Infrastructure
Perspectiv t Management
e Service
Delivery Security
Management

Applications Management
 ITILv2: In a nutshell

Service Delivery
–IT Financial Management
–Capacity Management
–Availability Management
–IT Continuity Management
–Service Level Management

Picture taken from Arcondis AG, ITSM Presentation

50
 ITILv2: In a nutshell

Service Support
–Change Management
–Release Management
–Problem Management
–Incident Management
–Configuration Management
Picture taken from Arcondis AG, ITSM Presentation
–Service Desk

51
 Service Desk:
Service Organisation as a Cell
The cell is the structural and functional
Backroom Team
unit of all known living organisms. Knowledge
It is the
smallest unit of an organism that is
classified as living, and is often called the Backroom Team

building bricks of life.

• Response to external and internal
Service Desk stimuli Backroom Team
such as changes in temperature
• Metabolism,
User including taking in raw
Backroom Team
materials, building cell components,
converting energy, molecules and
releasing by-products Backroom Team

• Growth and development

• Structure
Service Organisation
…
• Reproduction by cell division
 Gatekeeper

Backroom Team
Knowledge

Incidents Backroom Team

Service Requests

Service Desk Backroom Team

Backroom Team

Gatekeeper Backroom Team

• Reduced interruptions
• Reduced “simple” enquiries
 Communicator

Backroom Team
Knowledge

Incidents Backroom Team

Service Requests

Service Desk Backroom Team

Backroom Team

Communicator Backroom Team

• Understands users
• Understands user language
• Understands service
• Understands service language
 Translator

Workarounds Backroom Team

Knowledge
Service announcements
Training/documentation
Backroom Team

Service Desk Backroom Team

Backroom Team

Backroom Team

Translator
• Speaks to each in their own language
 Director

Backroom Team
Knowledge
Incidents
Service Requests Backroom Team

Service Desk Backroom Team

Backroom Team

Backroom Team

Director
• Manages internal complexity of service
 Collator

Workarounds Backroom Team

Service announcements Knowledge
Training/documentation
Backroom Team

Service Desk Backroom Team

Backroom Team

Backroom Team
Collator
• Produces single communication
• Coherent, intelligible, targeted communication
 Shop Front

Backroom Team
Knowledge

Backroom Team

Service Desk Backroom Team

Backroom Team

Backroom Team
Shop Front
• Public face of service
• Represents the service to the user
• Imposes order on chaos?
 Shop Front

Backroom Team
Knowledge

Backroom Team

Service Desk Backroom Team

Backroom Team

Backroom Team
Shop Front
• Public face of service
• Represents the service to the user
• Makes whole service look bad?
 Service Desk - Staff Skills

l Business Awareness
- Understand the users and their needs
l Interpersonal Skills
- Excellent “interface” communicators
l Technical Awareness
- Understand the service on a technical level
 Service Desk Continuum

Call
Skilled Expert
Logging

First Time
Few Many
Fixes

Calls
Escalated Many Few

Cost of
Analyst Cheap Expensive
What is ITIL? Service Desk, Service
Delivery and Service Support
 "We were getting 200,000 alarms a day,
which is not manageable...It was mostly
false alarms, such as someone entering a
wrong password. With the monitoring tools
we are filtering, aggregating and
correlating the data, and have 10 to 100
alarms per day."

Athens Network Operating Centre, 2004

63 http://blogs.zdnet.com/BTL/?p=1225
 First American’s IT Service Centre
64 http://newsroom.cisco.com/dlls/2007/hd_072407.html
Integration of Management
Services

Status

Management
Framework /
Plattform

65
INSM Process
• Build history
• Baseline

P L A N / DE • Trend analysis
S • Capacity planning

O
I

PE
• Procurement

G
• Topology design
RA

N
TE

• Define thresholds
/ M A I NT

• Monitor exceptions
• Notify • Installation and

Y
configuration

LO
• Correlate
• Address management
• Isolate problems

EP
AI N

• Adds, moves, changes

• Troubleshoot

D
/ • Security

I M PLE M E N T
• Bypass/resolve
• Accounting/billing
• Validate
and report • Assets/inventory
• User management
• Data management

66
 V2 Processes Agree
Service Level Management
&
Service Desk Define Financial Management
Incident Management
Problem Management
Configuration Management
Support
Change Management Plan
& &
Release Management
Restore Improve
Service Level Management
Service DeskManagement
Capacity Capacity Management
Incident Management
Availability Management Availability Management
ProblemFinancial
Management
Management IT Service Continuity Management
Release
IT Service Continuity Management
&
Control

Configuration Management
Bridging the Gap between ITIL
Change Management V2 and ITIL V3, Roc Paez HP
Education
67 Release Management
 Service Measurement Agree
Continual Service Service Level Management
Improvement
Service Reporting & Service Level Management
Financial Management
Service Improvement Define Service Catalog Management
Service
Availability Management
Design
Capacity Management

IT Service Continuity Management

Service Supplier Management

Strategy
Information Security Management

Support Financial Management Plan

Service
& Operation Demand Management &
Restore Event Management Service Portfolio Management Improve
Incident Management

Service Desk Request Fulfillment

Service Capacity Management
Transition
Incident Management
Problem Management
Availability Management
Transition Planning & Support
Access Management
Problem Management IT Service
Change Management Continuity Management
Service Desk Release Configuration Management

Technical Management & Release Management

IT Operations Management
Control Service Validation & Testing

Applications Management Evaluation

Configuration Management
Knowledge Management

Bridging the Gap between ITIL

Change Management V2 and ITIL V3, Roc Paez HP
Education
68 Release Management
 ITILv3

Source: http://www.pressebox.de/pressemeldungen/iet-solutions-gmbh/boxid-126831.html
ITIL evolution
Role of the IT Function
Service
Management
ITIL v3
Business-centric
Strategic
partner

Focus: Business-IT Alignment & Integration

• Service Mgmt for Business & Technology
• Automated and Integrated Operations
• Strategy and Portfolio Governance
• Continuous Improvement
IT Service
Management
IT-centric
provider
Service

ITIL v2
Focus: Quality and Efficiency of IT
Processes
• IT is a service provider
• IT is separable from business
• IT budgets as expenses to control
Technology

IT Infrastructure
provider

GITIM (ITIL v1)

Management
Focus: Stability and Control of the Infrastructure
Techno-centric
• IT are technical experts
• IT concerned with minimizing business disruption
• IT budgets are driven by external benchmarks

Time

Source: HP
70
ITILv3: Questions & Concerns
• Scope
– Too big….
– Too complex….
– Too expensive…..
• ITILv2: A process based framework, ITILv3 a lifecycle
based framework - potential conflicts, eg Change
Management
– Cuts across a number of lifecycles, must exist at different
stage´s of the lifecycle
– end-to-end documentation / picture for the „key“
lifecycle (eg Problem Management in Service
Operation) – to avoid having to go to multiple books,
but also in any particular stage of the lifecycle where it
is relevant.
• Many “new” methods
and activities
• Aimed at the CIO
• Consideration of sourcing
strategies
• Financial management
significantly enhanced
• Portfolio Management

Performance Service
Business Unit potential potential Service Unit

Capabilities
+ + Capabilities
Service +
- Risks Levels Cost to serve

Resources
Demand
+ Unused - Resources
capacity
 • Aimed at development
AND operations
• Much new material not
covered in V2
• Includes many of the V2
Service Delivery
Processes
Availability
Management

Information
Service Level Capacity Supplier
Security
Management Management Management
Management

IT Service
Continuity
Management

Service
Service Catalog
Portfolio

Service Catalog Management

• Updated change, release
and configuration
management
• Knowledge Management
• Testing and Evaluation

Service Knowledge Management System

Presentation Layer

Knowledge Processing Layer

Information Service Knowledge base

Integration
Layer CMIS KEDB AMIS Integrated CMDB

Data and CMDB1 DML1

Information
CMDB2 DML2
• Includes much of
Infrastructure Management
book
• Incident and Problem
Management
• New processes and
functions
Request
Self Help Fulfillment
Access
Customer Management

Request or
Incident?
Problem
Management
Incident
Management

Event
Management
Service
Desk

Customer Common Service Operation Activities

Technical
Management
IT Operations
Management
Application
Management
• Measurement and
improvement
• Lots of new content
• Some things from
v2 Service Level
Management
and v2 Planning to
Implement
ITIL v3 processes

Service From ITIL v2

Service Service
improvemen
reporting measurement
t
New in ITIL v3
CONTINUAL SERVICE IMPROVEMENT

STRATEGY DESIGN TRANSITION OPERATIONS

Service
Strategy Change Event
catalog
generation management management
management

Demand Service level Availability Service asset Transition Incident Access

management management management & config planning support management management

Service
Supplier Capacity Knowledge Service testing & Problem Request
portfolio
management management management validation management fulfillment
mgmt.

Financial IT service
Release &
continuity
management deploy mgmt.
management

Information Service
security evaluation
Source: HP management

77
 Service Lifecycle& Prozesse

compare (Beims, 2008: 19):

Incident & Problem Management: Service
Operation and Service Transition.
Event Mgmt only Service Operation
Ralf Buchsein, Frank Victor, Holger Günther, Volker Machmeier. IT-
Management mit ITILv3.Vieweg&Teubner / Springer. 2008.
ITIL Roles & RACI
• ITIL defines numerous roles for actors that (i) supervise processes (eg Process
Owner, Process Manager) and (ii) engage in processes, eg Incident Manager:
– Erstellung und Weiterentwicklung des Incident-Management Prozesses
– Überwachung Effektivität des Prozesses
– Verantwortung für Auswahl und Integration benötigter Werkzeuge
– Management Reporting
– Steuerung der Durchführung von Major Incidents
– ...

• ITIL glossary RACI Model:

"A model used to help define roles and responsibilities. RACI standards for Responsible,
Accountable, Consulted and Informed" and also "Authority Matrix is synonym for RACI".
• ITIL v3 Service Design book, chapter 6 indicates:
– Responsible – the person or people responsible for getting the job done
– Accountable – only one person can be accountable for each task
– Consulted – people who are consulted and whose opinions are sought (MUST BE
CONSULTED...)
– Informed – people who are kept up-to-date on progress (MUST BE INFORMED...)

79
Review – ITILv3 Publication
• Look for book reviews…..
• Look for ITIL video….
 Case study#2
Case study#1

• You are the CIO at Deutsche Bank.

• You are the Manager of IT at Your bank is currently going through
VGU and you want to improve a management shakeup and is
Service Quality for the undergoing restructuring and costs
customers. cutting. Your strategy prior to this
• You hire an ITIL consultant and aimed to improve Service Quality
he recommends the use of for the users of IT Services.
Event, Incident and Problem • You hire an ITIL consultant and he
Management Processes. recommends the use of Event,
a. Who are your customers? Is Incident and Problem Management
ITSM relevant? Processes.
b. What would you do and why? a. Who are your users? Is ITSM
relevant?
c. Provide a roadmap, e.g.
Implemenent all processes? b. What would you do and why?
Just one process (which one)? c. Provide a roadmap, e.g.
Implemenent all processes? Just
one process (which one)?

Case study#1
• You are te Manager of IT at
VGU and you want to improve
Service Quality for the
customers.
• You hire an ITIL consultant and
he recommends the use of
Event, Incident and Problem
Management Processes.
a. Who are your customers? Is
ITSM relevant?
b. What would you do and why?
c. Provide a roadmap, e.g.
Implemenent all processes?
Just one process (which one)?
Case study#2
• You are the CIO at Deutsche
Bank and you want to improve
Service Quality for the users of
IT Services.
• You hire an ITIL consultant and
he recommends the use of
Event, Incident and Problem
Management Processes.
a. Who are your users? Is ITSM
relevant?
b. What would you do and why?
c. Provide a roadmap, e.g.
Implemenent all processes?
Just one process (which
one)?<<
Case study#2
• You are the Manager of IT at Hochschule
Furtwangen and you want to improve Service
Quality for the customers.
• You hire an ITIL consultant and he recommend
the use of Event, Incident and Problem
Manageent Processes.
• What would you do?
• Implemenent all processes? Just one process
(which one)?