• Copyright Bill Cunningham, 2008 . This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

2

Agenda

• ITIL Overview

• How Yale came to consider ITIL

• Yale’s ITIL Project Portfolio:

– Phase 1 – Learning about the Framework

– Phase 2 (present)- Incident, Problem and Change Mgt.

– Phase 3 (future)- Service Catalog, SLM, Configuration Mgt.

3

ITIL Overview

• Who has heard of ITIL?

• Who is doing ITIL?

• Who is thinking about doing ITIL?

• Anybody ITIL Certified?

4

What is ITIL?

• A best practices framework to enable IT Service Management

• Focused, to some extent, on processes

– Has roots in Business Process Management (BPM)

• Flexible

• Non- Prescriptive5

IT Service Management (ITSM)

• Systems Management

– Traditional IT management focus (well, not just IT)

– Leads to ‘silos’ as IT organizes around technical specialties

• Service Management

– Clients and Customers do not consume the ‘systems’ IT Manages

– They use IT Services6

IT Services – IT Processes

IT Services

End –Users Clients

IT Processes

Appl

icati

ons

Info

rmati

on

Infr

astr

uctu

re

Peop

le

7

Process

• Process -

– “a complete end-to-end set of activities that together create value.”

– “a series of related activities aimed

at achieving a set of objectives in a

measurable, usually repeatable

manner.”

8

9

Process

Process OwnerGoals – (Policies)Activities – (ProceduresWork Instructions)Key TermsKPIs – CSFs (Metrics)

Inputs Output

Roles & Resp. (ARCI)

Resources.

reports

Feedback

Generic (ITIL) Process Model

Dependencies

Maturity

ITIL Volumes

• V2:

– Service Support

– Service Delivery

• V3 (released May, 2007)

– Service Strategy

– Service Design

– Service Transition

– Service Operation

– Continual Service Improvement10

11

ITIL V2 - Service Management Responsibility Pyramid

Service Level

Problem Change

Ser

vice

D

esk

Inci

dent

Rel

ease

Con

figur

atio

n

Ava

ilabi

lity

Cap

acity

Fin

anci

al

Ser

vice

C

ontin

uity

Service Delivery

Service Support

12

Incident Management – Goal

Incident management seeks to restore client service as soon as possible while minimizing any negative effect on his/her work

13

Incident Management – Activities

1. Incident Detection & Recording

2. Classification & Initial Support

3. Investigation and Diagnosis

4. Resolution and Recovery

5. Closure6. O

wne

rshi

p, M

onit

orin

g,

Tra

ckin

g &

Com

mun

icat

ions

Service Request?

Service Req. Procedure

14

ITIL V2 - Service Management Responsibility Pyramid

Service Level

Problem Change

Ser

vice

D

esk

Inci

dent

Rel

ease

Con

figur

atio

n

Ava

ilabi

lity

Cap

acity

Fin

anci

al

Ser

vice

C

ontin

uity

Service Delivery

Service Support

15

ITSM, Frameworks and the Primary IT Value Chain

T

Plan Build Run

Demand/Relationship Mgt. Solutions Development Operations/Support

Derived from Charles T. Betz, Architecture and Patterns for IT Service Management, Resource Planning and Governance

ITIL Service Strategy-Service Portfolio

ITIL Service Design-Service Catalog-- SLM--Avail & Capacity

PMBOKPrince2

Critical Chain

Theory of Conscious Alignment

SWEBOK

CMM

ISE

ITIL v2 Service SupportITIL Service Operation -- Incident -- Problem

ITIL Service Transtion-Transitions Planning/Suppt. --Change Management--- SACM (Configuration)-- Release and Deployment---- Svc. Testing and Validation

ITIL CSIBPM

Theory of Constraints

Why ITIL?

• Yale’s traditional Siloe’d IT organization

– The bar keeps getting raised, increasing demands

– Do more with less

– Technology more complex, interrelated

17

Why ITIL?

• Integration – Yale’s Unique Challenge

– Merged Med and Central IT Organizations (Nov. 2005)

– Suddenly, a much larger organization

– Suddenly, two different cultures forced to cooperate

18

19

Phase 1 – Acquiring ITIL Knowledge

• Organizational Change Management

– Any BPM redesign project is fundamentally about organizational change management

– Kotter’s 8 Steps

– ADKAR (Prosci)

20

Phase 1 – Acquiring ITIL Knowledge

• Kotter’s 8 Steps (John Kotter, Leading Change)

– Create a Sense of Urgency

– Form a Guiding Coalition

– Create a Vision for the Change

– Communicate the Vision

– Remove Obstacles

– Create Short Term Wins

– Build on the Change

– Anchor the Changes in the Corp Culture

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Phase 1 – Form Guiding Coalition

• Executive Sponsorship

• Change Agents in organization

• Training (Summer, Fall 2006)

– ITIL Foundations

– ITIL Practitioner

– BPM Concepts

22

Phase 1 – Form Process Project Plans

• Process Projects – Generic Deliverables– Documented and formalized process and

procedures

– Documented and formalized process policies

– Automation requirements defined and customized within technology availability and constraints

– Documented and defined awareness campaign and training activities for process implementation.

– Documented and formalized management reports and key performance indicators

– Documented and formalized ongoing roles and responsibilities for the management and continued ownership and improvement of the process

23

Phase 2 – Incident, Problem, Change Mgt.

• Redesign of Incident and Problem processes in Client Support (begun Oct. 2006)

– No new tool– processes first

– Approx 80 people, 1 of 4 Departments

• Reworked Existing Ticketing System to enable Problem Management

• Experimented with naming Process Managers

24

Phase 2 – Creation of Service Desk

• Combine 2 units into one Service Desk Unit (begun Winter, 2007)

– Client Accounts and Access

– Help Desk

– Still would not be Single Point of Contact

• This remains an incomplete transition

25

Phase 2 – SOP Definition

• Purchased BPM modeling software

• Trained Business and Process Analysts

– Began with 3 part-time

– Later promote a HD staffer to permanent position

• Formed committees to define SOPs, Standardize Supporting Processes

– E.g. – Moves, compromised machines, account setups

– Feedback loop 26

Phase 2 – Expand Scope and Engage Enabling Technology

• Expand to Include Change Management (begun, Summer 2007)

– Managed Workstation (dependency)

• Expand Scope to Include Infrastructure Group

– Approx. doubles organizational scope, 2 of 4 Deps.

• Increased Risk

– Expands complexity

– Cultural issues magnify hurdle of Org. Change Mgt.

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Phase 2 – Enabling Technology

• Increased Scope- heightens need for unifying tool

– Vendors have hit the ITIL compliant space

– Speak to Gartner

• Further increases complexity

– Time to evaluate software

– Time to negotiate contract

– Time to negotiate SOW (January 2008)

29

Phase 2 – Enabling Technology

• Training

– Need to train in house people to assist in process accommodation to technology

– Take over software maintenance and enhancements

• Consultants

– Work on joint project to deliver configured software

30

Phase 2 – Enabling Technology

• Originally slated to go live with enabling technology in April, 2008

• Delays due to contract negotiation, consultant availability

• Currently training staff in use of the tool for Incident and Change Management

• System in production June 2

• June 30 official tool of record

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32

Phase 3 – Already Begun

Service Level

Problem Change

Ser

vice

D

esk

Inci

dent

Rel

ease

Con

figur

atio

n

Ava

ilabi

lity

Cap

acity

Fin

anci

al

Ser

vice

C

ontin

uity

Service Delivery

Service Support

Phase 3 – Planned July 2008, June 2009

• Incident, Problem, Change

– Implement CSI

– Increase Organizational Scope

• Knowledge Management

– Integrated with Incident and Problem Management

33

Phase 3 – Planned July 2008, June 2009

• Service Level Management

– Already begun

– OLA, SLA definition

• Service Catalog 1 – Service Definition

34

Phase 3 – Planned July 2008, June 2009

• Configuration Management

– CMDB Definition

• Change Management matured to include Release

35

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Is ITIL for you?

• ITIL specifies the “what” not the “how”

– Ideal for higher ed, for which commercial models often don’t fit

• Gartner findings

– Most organizations implement ITIL to improve quality, not reduce cost

– The biggest challenge to ITIL implementations is the culture change

37

First Steps: Acquire Knowledge & Training

• High level sponsor

• Introductory workshop

• Appoint an ITIL project manager

– ITIL expertise

– Process mapping and redesign expertise

• Train a subgroup

38

First Steps: Implementation

• Start with Service Desk and Incident Management OR Change Management

• Put process before tools

• Review current implementations, including processes and tools (Remedy, RT, Pinnacle) and target improvements

39

Parting words

• ITIL is about change

• Serious change takes 3-5 years

• You can adapt ITIL to your organization as much as you adapt your organization to ITIL

40

Questions?

Bill Cunninghambill.cunningham@yale.edu