ITIL v 3 IT Service Management Slide 1

ITIL v 3 IT Service Management Slide 1

What is ITIL? Ø Ø Ø Slide 2 Global best practice for IT Service Management Provides a framework Supported by the it. SMF First published by UK Government in the late 1980 s Updated to v 2 in 2000/2001 Updated to v 3 in 2007/2008 Ø A lifecycle model with more focus on strategy, business outcomes & business value

Why use ITIL v 3? Ø Ø Ø Ø Slide 3 Designed around providing value to the business Aligned to ISO/IEC 20000 & other best practices Recognising that IT is a Strategic Business Unit Guidance on tool selection Industry and topic specific guidance Implementation guidance Integrated process maps

Drivers for ITIL in the HE Sector Ø Focus on the requirements of the University & not the technology Ø Implement Service Management best practice Ø Became part of the business planning process Ø Using an existing recognised framework (not “re-inventing the wheel”) Ø Introduction to IT Services of a service culture & increase in staff awareness of Service Management Slide 4

Drivers for ITIL in the HE Sector Ø Commitment to continual service improvement & a service culture Ø Driving IT service delivery through process improvement & process implementation Ø Ability to measure Service Delivery to the University Ø Change Control/Management Ø To reduce the cost of “keeping the lights on” Ø Customer service is paramount – adding value to the Student Experience Slide 5

Drivers for ITIL in the HE Sector Ø To become a process-based organisation and to “join up” existing processes Ø To manage Major Incidents Ø Reducing unplanned outages Ø Building relationships with all parts of the University – other service departments, faculties, schools, etc. Ø It is “Best Practice” Slide 6

ITIL v 3 – The Service Lifecycle Slide 7

The Lifecycle Approach Service Design – establish solutions to meet requirements Service Strategy – establishes an overall strategy for IT Services & ITSM Slide 9 Service Transition – managing the transition through the lifecycle Service Operation – day-to-day management of IT Services Continual Service Improvement – managing improvements to IT Services and ITSM Processes

Benefits of ITIL Service Strategy Ø Alignment of new & changing services to University strategy Ø Supports business cases for investment Ø Resolves conflicting demands for services Ø Improves service quality by strategic planning Ø Ensures that Universities can manage the costs and risks associated with their Service Portfolios Slide 10

Benefits of ITIL Service Design Ø Agreeing service level agreements with internal faculties, schools & departments Ø Measuring IT quality in business/University terms Ø Reduced total cost of ownership Ø Improved quality/consistency of service Ø Improved IT governance Ø More effective Service Management Slide 11

Benefits of ITIL Service Transition Ø Align the new or changed service with the University’s requirements & business operations Ø Ability to adapt quickly to new service requirements Ø Improved success rate of changes Ø Improved organisational agility and flexibility Ø Provides a consistent & rigorous framework for evaluating the service capability & risk before a new or changed service is released Slide 12

Benefits of ITIL Service Operation Ø Delivering & managing services at agreed levels to University customers & users Ø Management & monitoring of the technology that is used to deliver & support services Ø Management of Incidents, including Major Incidents, & ensuring recovery of service Ø Ensuring the appropriate IT organisation is in place to support the overall service requirements of the University Ø Cost-effective Service Delivery Slide 13

Benefits of ITIL Continual Service Improvement Ø Commitment to ongoing service quality Ø Ongoing improvements to service & supporting processes Ø Review & implementation of appropriate University/business-focused service measures Ø ROI (Return on Investment) Ø VOI (Value on Investment) Ø Continual improvement becomes part of “Business as Usual” Slide 14

The ITIL Adopters! Ø Slide 15 Adoption rate of is rapidly increasing globally

To Name a Few in HE Ø The University of Leeds Ø The University of Dundee Ø The University of Edinburgh Ø The University of Ulster Ø The University of Birmingham Ø Huddersfield University Ø The University of Nottingham Ø Sheffield Hallam University Ø The University of Exeter Ø Nottingham Trent University Ø The University of Leicester Ø Coventry University Ø The University of Cardiff Ø Edinburgh Napier University Ø Loughborough University Slide 16

To Name a few more outside HE Ø EDS Ø Oracle Ø Exxon Ø Hewlett Packard Ø Federal Express Ø UK Post Office Ø GE Capital Ø Procter & Gamble Ø General Accident Ø Remedy Corp. Ø J. D. Edwards & Company Ø Royal Mail Ø KPMG Ø Scottish Provident Ø Legal & General Insurance Ø Shell Ø Merrill Lynch Ø Standard Life Assurance Ø Microsoft Corp. Ø The Equitable Insurance Company Slide 17

Critical Steps to Success Ø Ø Ø Ø Develop a Vision & a Strategy Communicate the Change Vision Empower employees for broad-based action Generate short-term wins Anchor new approaches in the culture of the IT organisation Management “buy-in” ITIL® awareness & training Don’t get stuck in the planning – do something! Slide 18

The ITIL Outcome Ø Repeatable, documented processes are essential to improving IT service delivery & management Ø The ITIL framework provides an effective foundation for quality IT service management Slide 19

ITIL Lessons Learned in the HE Sector Ø Buy-in from IT Senior Management, IT staff & any other key people / stakeholders is critical to overall success Ø Realistic understanding of the time taken to plan & implement ITIL® processes is needed Ø Resource required to carry out process development is an issue Ø Structure – understand what your structure should look like to support the appropriate processes & roles Slide 20

ITIL Lessons Learned in the HE Sector Ø Focus on the development of the IT organisation required to support Service Management Ø Have dedicated roles rather than part time – i. e. Change Manager Ø Don’t do ITIL® from the book – it needs to be adapted to the organisation Ø Communication is key at all stages Ø Don’t underestimate the internal effort in changing to a new Service Management tool Slide 21

ITIL Lessons Learned in the HE Sector Ø Investment – there has to be some budget – ITIL® training (the common message) & the development of process (backfill for resource) Ø Consider placing all Support Teams under central management – this leverages synergies & is more cost effective Ø ITIL® “is a journey not a destination” Ø Requires commitment as the payback is not immediate & may not be seen for a couple of years Slide 22

ITIL Lessons Learned in the HE Sector Ø Launch sooner! Don’t spend months & months planning – it is better to get started & deliver something! Ø Time pressures – it took much longer than originally planned/anticipated – be realistic with the timescales Ø Engage with those who will be involved in the process – this ensures “buy-in” at all levels & ensures contribution/collaboration in the process development Slide 23

The Overall Benefits/Payback! Ø Reduced cost of “Business as Usual” Ø Reduced effort involved in “keeping the lights on” Ø Delivery of quality service which fits the requirements of the University Ø Improved availability/reliability of services Ø Helped establish better relationships across IT & the University Ø Introduction of a service culture Slide 24