ULACIT

ADMINISTRACION DE PROYECTOS INFORMATICOS

Executive Summary

ITIL Information Technology Infrastructure Library

JIMMY NAVARRO VICTOR M. JIMENEZ

SAN JOSE, JUNE 2011

1. Contents
1. 2. 3. 4. 5. 6. 6.1. 7. CONTENTS ......................................................................................................................................2 INTRODUCTION ............................................................................................................................3 WHAT IS SERVICE MANAGEMENT? .......................................................................................4 WHAT IS ITIL?................................................................................................................................5 ORIGINS OF ITIL ...........................................................................................................................7 THE SERVICE LIFECYCLE .........................................................................................................9 THE ITIL SERVICE LIFECYCLE APPROACH .................................................................11 WHY ITIL .......................................................................................................................................12 7.1. WHY WOULD AN ORGANIZATION BE INTERESTED IN ITIL? ......................................................12 7.2. WHAT ARE THE BENEFITS OF ITIL?..........................................................................................12 7.2.1. Alignment with business needs ...........................................................................................12 7.2.2. Negotiated achievable service levels ..................................................................................12 7.2.3. Predictable, consistent processes .......................................................................................12 7.2.4. Efficiency in service delivery ..............................................................................................12 7.2.5. Measurable, improvable services and processes................................................................13 7.3. WHICH COMPANIES USE ITIL? .................................................................................................13 7.4. THE BENEFITS OF ITIL.............................................................................................................14 8. ITIL STRUCTURE ........................................................................................................................15 8.1. STRUCTURE ..............................................................................................................................15 8.2. SERVICE SUPPORT ....................................................................................................................15 8.2.1. Service Desk (function).......................................................................................................15 8.2.2. Incident Management .........................................................................................................15 8.2.3. Problem Management.........................................................................................................15 8.2.4. Configuration Management................................................................................................16 8.2.5. Change Management..........................................................................................................16 8.2.6. Release Management..........................................................................................................16 8.3. SERVICE DELIVERY ..................................................................................................................16 8.3.1. Service Level Management .................................................................................................16 8.3.2. Capacity Management........................................................................................................16 8.3.3. IT Service Continuity Management ....................................................................................16 8.3.4. Availability Management....................................................................................................17 9. ELEMENTS OF ITIL V3 ..............................................................................................................18 9.1. ASPECTS OF ITIL V3 ................................................................................................................18 9.2. INPUTS & OUTPUTS OF LIFECYCLE STAGES ...............................................................................19 9.3. A HIGH LEVEL VIEW OF THE SERVICE MODEL ...........................................................................20 9.4. SERVICE STRATEGY .................................................................................................................20 The four Ps of Strategy: ....................................................................................................................20 9.5. SERVICE DESIGN ......................................................................................................................21 There are 5 individual aspects of Service Design:............................................................................21 Four Ps of Design:............................................................................................................................21 9.6. SERVICE TRANSITION ...............................................................................................................21 9.7. SERVICE OPERATION ................................................................................................................22 9.8. CONTINUAL SERVICE IMPROVEMENT .......................................................................................22 10. 10.1. 10.2. 11. 12. CONSIDERATIONS .................................................................................................................23 MATTERS MUST BE CONSIDRED AT MOMENT TO IMPLEMENT ITIL IN SOME COMPANY .............23 RELATED STANDARDS AND OTHER SOURCES ..........................................................................23 SUMMARY ................................................................................................................................24 BIBLIOGRAPHY ......................................................................................................................25

2. Introduction Like a short preview of ITIL following will present summarize of principals referred to this acknowledge of technology. ITIL become some smart answered to solve the planning, organization, controlling, and management of the majority of IT departments around the world. This due ITIL is able to adapt it to much kind of companies, different activities and sizes. ITIL is commonly accepted for IT managers and IT auditing people. ITIL is a set of Best Practices, specifically in IT, oriented to service management which becomes the target of implementation of this kind of theory or documentation.

3. What is Service Management? First, is important define whats service. 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. http://www.itilfoundations.com/about-itil/what-is-it-service-management/ After close to service management IT service management (ITSM or IT services) is a discipline for managing information technology (IT) systems, philosophically centered on the customer's perspective of IT's contribution to the business http://www.tech-faq.com/itsm.html http://en.wikipedia.org/wiki/IT_service_management

4. What is ITIL? Next step, to explain what exactly is ITIL talking about. ITIL mean itself as Information Technology Infrastructure Library, which is A set of books that describe industry best practice for IT services Also it is recognized by be known as: Stands for IT Infrastructure Library Global Best Practice for ITSM Provide a framework adopt and adapt Supported by itSMF

www.propointsolutions.com/Learning/ITIL.pdf , ITIL Executive Overview, Propoint Solutions ITIL is a public framework that describes Best Practice in IT service management. It provides a framework for the governance of IT, the service wrap, and focuses on the continual measurement and improvement of the quality of IT service delivered, from both a business and a customer perspective. This focus is a major factor in ITILs worldwide success and has contributed to its prolific usage and to the key benefits obtained by those organizations deploying the techniques and processes throughout their organizations. http://www.itilfoundations.com/about-itil/what-is-itil/ ITIL become so solve need of IT managers which their top concerns for could be numerated as: Aligning IT and organization Strategy Meeting Organization and user needs Coping with change Managing cost and resources Recruiting and retaining staff Keeping up with Technology Time and resource management Infrastructure Management Maintaining skills and knowledge

Based in the before concers, ITIL provide solution by means of the goals of ITIL based ITSM Maintain operational services Agree, monitor and measure service quality Ensure the development of the Organization and IT Relationship Minimize downtime and interruptions to service Implement changes effectively Ensure that all services are delivered cost effectively Supports both the live and development environment

5. Origins of ITIL It is hard to believe that the IT Infrastructure Library or ITIL is 20 years old. On its third version now, ITIL is the most widely adopted framework for IT Service Management in the world. It is a practical, no-nonsense approach to the identification, planning, delivery and support of IT services to the business. In the early 80s, the evolution of computing technology moved from mainframe-centric infrastructure and centralized IT organizations to distributed computing and geographically dispersed resources. While the ability to distribute technology afforded organizations more flexibility, the side effect was inconsistent application of processes for technology delivery and support. The UKs Office of Government Commerce recognized that utilizing consistent practices for all aspects of a service lifecycle could assist in driving organizational effectiveness and efficiency as well as predictable service levels and thus, ITIL was born. ITIL guidance has since been a successful mechanism to drive consistency, efficiency and excellence into the business of managing IT services. Since ITIL is an approach to IT service management, the concept of a service must be discussed. A service is something that provides value to customers. Services that customers can directly utilize or consume are known as business services. An example of a business service that has common applicability across industries would be Payroll. Payroll is an IT service that is used to consolidate information, calculate compensation and generate paychecks on a regular periodic basis. Payroll may rely on other business services such as Time Tracking or Benefits Administration for information necessary to calculate the correct compensation for an employee during a given time period. In order for Payroll to run, it is supported by a number of technology or infrastructure services. An infrastructure service does its work in the background, such that the business does not directly interact with it, but technology services are necessary as part of the overall value chain of the business service. Server Administration, Database Administration, Storage Administration are all examples of technology services required for the successful delivery of the Payroll business service. IT has traditionally been focused on the infrastructure services and managing the technology silos. IT Service Management guidance in ITIL suggests a more holistic approach to managing services from end-to-end. Managing the entire business service along with its underlying components cohesively assures that we are considering every aspect of a service (and not just the individual technology silos) to assure that we are

delivering the required functionality (or utility accurate paychecks for all employees) and service levels (or warranty delivered within a certain timeframe, properly secured, available when necessary) to the business customer. ITIL is typically used in conjunction with one or more other good practices to manage information technology such as: COBIT (a framework for IT Governance and Controls) Six Sigma ( a quality methodology) TOGAF (a framework for IT architecture) ISO 27000 (a standard for IT security)

6. The Service Lifecycle ITIL is organized around a Service Lifecycle: which includes: Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement.

The lifecycle starts with Service Strategy understanding who the IT customers are, the service offerings that are required to meet the customers needs, the IT capabilities and resource that are required to develop these offerings and the requirements for executing successfully. Driven through strategy and throughout the course of delivery and support of the service, IT must always try to assure that cost of delivery is consistent with the value delivered to the customer. Service Design assures that new and changes services are designed effectively to meet customer expectations. The technology and architecture required to meet customer needs cost effectively is an integral part of Service Design. Additionally, processes required to manage services are also part of the design phase. Service management systems and tools that are necessary to adequately monitor and support new or modified services must be considered as well as mechanisms for measuring service levels, technology and process efficiency and effectiveness. Through the Service Transition phase of the lifecycle the design is built, tested and moved into production to assure that the business customer can achieve the desired value. This phase addresses managing changes, controlling the assets and configuration items (underlying components hardware, software, etc) associated with new and changed systems, service validation and testing and transition planning to assure those users, support personnel and the production environment has been prepared for the release to production. Once transitioned, Service Operation then delivers the service on an ongoing basis, overseeing the daily overall health of the service. This includes managing disruptions to service through rapid restoration of incidents, determining the root cause of problems and detecting trends associated with recurring issues, handling daily routine end user requests and managing service access.

Enveloping the Service Lifecycle is Continual Service Improvement (CSI). CSI offers a mechanism for IT to measure and improve the service levels, the technology and the efficiency and effectiveness or processes used in the overall management of services.

6.1. The ITIL Service Lifecycle Approach

7. Why ITIL 7.1. Why would an organization be interested in ITIL? Although todays technologies allow us to be able to provide robust capabilities and afford significant flexibility, they are very complex. The global reach available to companies via the internet provides tremendous business opportunity while presenting additional challenges regarding the confidentiality, integrity and availability or our services and our data. Additionally, IT organizations need to continue to be able to meet or exceed service expectations while working as efficiently as possible. Consistent repeatable processes are the key to efficiency, effectiveness and the ability to improve services. These consistent, repeatable processes are outlined in the ITIL framework. 7.2. What are the benefits of ITIL? 7.2.1. Alignment with business needs ITIL becomes an asset to the business when IT can proactively recommend solutions as a response to one or more business needs. The IT Strategy Group recommended in Service Strategy and the implementation of Service Portfolio Management gives IT the opportunity to understand the business current and future needs and develop service offerings that can address them. 7.2.2. Negotiated achievable service levels Business and IT become true partners when they can agree upon realistic service levels that deliver the necessary value at an acceptable cost. 7.2.3. Predictable, consistent processes Customer expectations can be set and are easier to meet with through the use of predictable processes that are consistently used. As well, good practice processes are foundational and can assist in laying the groundwork to meet regulatory compliance requirements. 7.2.4. Efficiency in service delivery Well-defined processes with clearly documented accountability for each activity as recommended through the use of a RACI matrix can significantly increase the efficiency of processes. In conjunction with the evaluation of efficiency metrics that indicate the time required to perform each activity, service delivery tasks can be optimized.

7.2.5. Measurable, improvable services and processes The adage that you cant manage what you cannot measure rings true here. Consistent, repeatable processes can be measured and therefore can be better tuned for accurate delivery and overall effectiveness. For example, presume that a critical success factor for incident management is to reduce the time to restore service. When predictable, consistent processes are used key performance indicators such as Mean Time To Restore Service can be captured to determine whether this KPI is trending in a positive or negative direction so that the appropriate adjustments can be made. Additionally, under ITIL guidelines, services are designed to be measurable. With the proper metrics and monitoring in place, IT organizations can monitor SLAs and make improvements as necessary 7.3. Which companies use ITIL? Literally thousands of companies world-wide and of all industries and sizes have adopted ITIL. These include: Large technology companies such as Microsoft, HP, Fujitsu, IBM; Retailers such as Target, Walmart and Staples Financial services organizations such as Citi, Bank of America, Barclays Bank; Entertainment entities such as Sony, Disney Manufacturers such as Boeing, Toyota, Bombardier Life Sciences companies such as Eli Lilly, Pfizer, Takeda Pharmaceuticals.

7.4. The Benefits of ITIL Provides a single, definable, repeatable, and scalable documented framework for IT best practices that flows across the IT organization Improves ability of IT to adjust as Organization opportunities and challenges are presented Improves relationship of IT with the Organization Improves customer and user satisfaction Focuses on delivering the services that the Organization needs Improves the return on IT investment -put the processes in place that improve utilization of resources and ultimately their effectiveness and reduce duplication of effort

8. ITIL Structure 8.1. Structure Itil is organized as follow picture

8.2. Service Support 8.2.1. Service Desk (function) Act as the central point of contact between the User and IT Services Management, handle Incidents and Requests, and provide an interface for other activities such as Change, Release, Service Level, and IT Services Continuity Management 8.2.2. Incident Management Restore normal service operation as quickly as possible with minimum disruption to the business, thus ensuring that the best achievable levels of availability and service are maintained 8.2.3. Problem Management Minimize the adverse effect (on the business) of Incidents and Problems caused by errors in the infrastructure -proactively prevent the occurrence of Incidents, Problems and Errors

8.2.4. Configuration Management Provide a logical model of the IT infrastructure by identifying, controlling, maintaining and verifying the versions of all Configuration Items. Configuration Management 3 key components1. Configuration Management Database (CMDB)Made up of Configuration Items (CI)2.Definitive Software Library (DSL)Where physical master copies of all software CIs are stored3.Definitive Hardware Store (DHS)Similar to the DSL but for spare hardware. 8.2.5. Change Management Ensure that standardized methods and procedures are used for efficient and prompt handling of all Changes, in order to minimize the impact of any related Incidents upon service. 8.2.6. Release Management Take a holistic view of Changes to an IT service and ensure that all aspects of a Release (both technical and non-technical) are considered together 8.3. Service Delivery 8.3.1. Service Level Management Maintain and improve business aligned IT service quality, through a continuous cycle of monitoring, reporting and reviewing IT service achievements and through instigating actions to eradicate unacceptable levels of service Financial Management for IT Services Provide cost effective stewardship of the IT assets and the financial resources used in providing IT services 8.3.2. Capacity Management Ensure that all current and future capacity and performance aspects of the business requirements are provided in a cost effective manner through an understanding of: future business requirements the organizations operation the IT infrastructure 8.3.3. IT Service Continuity Management Support the overall Business Continuity Management process by ensuring that the required IT technical and services facilities can be recovered within required and agreed upon business timelines.

8.3.4. Availability Management Optimize the capacity of the IT infrastructure and supporting organization to deliver a cost effective and sustained level of availability that enables the business to satisfy its objectives.

9. Elements of ITIL v3 The five core books of ITIL cover each stage of the service lifecycle from the initial definition and analysis of business requirements in Service Strategy and Service Design, through migration into the live environment within Service Transition, to live operation and improvement in Service Operation and Continual Service Improvement. 9.1. Aspects of ITIL v3 The V3 of ITIL is centralized in these aspects. Service Strategy: The achievement of strategic goals or objectives requires the use of strategic assets. The guidance shows how to transform service management into a strategic asset. Service Design: guidance on designing IT services, along with the governing IT practices, processes and policies, to realize the strategy and facilitate the introduction of services into the live environment ensuring quality service delivery, customer satisfaction and cost-effective service provision. Service Transition: guidance for the development of capabilities for transitioning new and changed services into operations, ensuring the requirements of Service Strategy, encoded in Service Design, are effectively realized in Service Operations while controlling the risks of failure and disruption. Service Operation: guidance on achieving effectiveness and efficiency in the delivery and support of services to ensure value for the customer and the service provider. Strategic objectives are ultimately realized through Service Operations. Continual Service Improvement: guidance in creating and maintaining value for customers through better design, introduction and operation of services, linking improvement efforts and outcomes with service Strategy, Design, Transition and Operation.

9.2. Inputs & outputs of lifecycle stages

9.3. A high level view of the service model

9.4. Service Strategy The service strategy of any service provider must be grounded upon a fundamental acknowledgement that its customers do not buy products, they buy the satisfaction of particular needs. Therefore, to be successful, the services provided must be perceived by the customer to deliver sufficient value in the form of outcomes that the customer wants to achieve. The four Ps of Strategy: Perspective: the distinctive vision and direction Position: the basis on which the provider will compete Plan: how the provider will achieve their vision

Pattern: the fundamental way of doing things distinctive patterns in decisions and actions over time.

9.5. Service Design Service Design is a stage within the overall service lifecycle and an important element within the business change process. The role of Service Design within the business change process can be defined as: The design of appropriate and innovative IT services, including their architectures, processes, policies and documentation, to meet current and future agreed business requirements. There are 5 individual aspects of Service Design: New or changed service solutions Service management systems and tools, especially the Service Portfolio Technology architectures and management systems Processes, roles and capabilities Measurement methods and metrics.

Four Ps of Design: People: the people, skills and competencies involved in the provision of IT services Products: the technology and management systems used in the delivery of IT services Processes: the processes, roles and activities involved in the provision of ITservices Partners: the vendors, manufacturers and suppliers used to assist and support IT service provision. 9.6. Service Transition The role of Service Transition is to deliver services that are required by the business into operational use. Service Transition delivers this by receiving the Service Design Package from the Service Design stage and delivering into the Operational stage every necessary element required for ongoing operation and support of that service. If business circumstances, assumptions or requirements

have changed since design, then modifications may well be required during the Service Transition stage in order to deliver the required service. 9.7. Service Operation The purpose of Service Operation is to deliver agreed levels of service to users and customers, and to manage the applications, technology and infrastructure that support delivery of the services. It is only during this stage of the lifecycle that services actually deliver value to the business, and it is the responsibility of Service Operation staff to ensure that this value is delivered. 9.8. Continual Service Improvement Continual Service Improvement (CSI) is concerned with maintaining value for customers through the continual evaluation and improvement of the quality of services and the overall maturity of the ITSM service lifecycle and underlying processes.

10. Considerations 10.1. Matters must be considred at moment to implement ITIl in some company Senior Management buy-in 10.2. IT staff buy-in Awareness Communication People first always Process next adapted to fit your organization Products (tools and technology) to enable your process Do not forget the Partners Measure, review and re-align ITIL is a journey not a destination! Remember adapt you cant do ITIL from the book

Related Standards and Other Sources ITIL provides advice and guidance on Best Practice relating to the provision of IT services. The following public frameworks and standards are relevant : ISO/IEC 20000: IT Service Management ISO/IEC 27001: Information Security Management (ISO/IEC 17799 is corresponding Code of Practice) Capability Maturity Model Integration (CMMI) Control Objectives for Information and related Technology (COBIT) Projects in Controlled Environments (PRINCE2) Project Management Body of Knowledge (PMBOK) Management of Risk (M_o_R) eSourcing Capability Model for Service Providers (eSCM-SP) Telecom Operations Map (eTOM) Six Sigma.

11. Summary Many organizations still see IT service management as being predominantly a technology issue. ITIL promotes a much more joined up, end-to-end approach to IT service management replacing the technology silos and isolated islands of excellence. The focus of IT management has been changing for some time and in the future management will be even less focused on technology and still more integrated with the overall needs of the business management and processes. New management systems are already starting to evolve and will continue to evolve over the next few years. This development will accelerate, as the management standards for the exchange of management information between tools become more fully defined. In essence, management systems will become:

12. Bibliography

http://www.itil-officialsite.com/AboutITIL/WhatisITIL.aspx , Best Management Practice Partnership, An Introductory Overview of ITIL V3,. The IT Service Management Forum, By Alison Cartlidge Xansa Steria, Ashley Hanna HP, Macfarlane IBM, John Windebank Sun, Stuart Rance HP Colin Rudd itEMS Ltd, Ivor

www.propointsolutions.com/Learning/ITIL.pdf , ITIL Executive Overview, Propoint Solutions

www.best-management-practice.com/gempdf/ITIL_The_Basics.pdf , ITIL: The Basics, Valerie Arraj, Managing Director, Compliance Process Partners, LLC, White Paper, May 2010, APM Group Limited 2010