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itil v3 for dummies

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  • Loved this presentation especially the funny drawings it makes learning fun. Also worth checking out this downloadable training guide for ITIL www.v3examcertification.co.uk
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itil v3 for dummies

  1. 1. P r o d u c t I o n s ITIL V3 for …or in other words “What are the DUMMIES going to do with ITIL V3???”
  2. 2. P r o d u c t I o n s BackgroundBackground Adopting BEST Practices costs a Lot of time, energy and money and usually goes wrong ….IT is quicker, ITIL V3 Will solve all our problems ….IT is quicker, easier and costs less to simply eliminate WORST practices.. 'ITIL® Refresh' Advisory Group (IAG) …a new character the CIO to help me… problems right?!....
  3. 3. P r o d u c t I o n s ObjectivesObjectives • Recognize the importance of ABC • Identify ‘worst practices’ from the last 10 years that STILL haven’t been fixed…. • Recognize how these will impact the way in which we try to deploy ITIL V3 … “Where will we PROBABLY go wrong?”“Where will we PROBABLY go wrong?” I Will finish today with 3 best practice tips….. ‘..down to earth’: both feet on the ground ‘Hard reality’ ….before we get too enthusiastic about how ITIL V3 will make eveything better…
  4. 4. P r o d u c t I o n s ITIL V3 One ring to rule them all,One ring to rule them all, One ring to bring them allOne ring to bring them all & in the darkness bind them& in the darkness bind them One life cycle to rule them all,One life cycle to rule them all, One lifeOne life--cycle to bring them allcycle to bring them all together & align IT & businesstogether & align IT & business
  5. 5. P r o d u c t I o n s …ITIL V3 is needed…to support my goals… …but it is going to be hard to use… ITIL: Does it help or hinder? Even harder if we don’t fix the reason why V2 didn’t Deliver…
  6. 6. P r o d u c t I o n s Weil & Ross : IT GovernanceIT Governance Research into 250 companies Specifying the decision rights …OUR Worst practices Underpin the NEED for IT Governance…. Specifying the decision rights and accountability framework to encourage desirable behavior in the use of IT
  7. 7. P r o d u c t I o n s BusinessBusiness perspectiveperspective TOP PRESS….STOP PRESS….STOP PRESS….STOP PR …Service Strategy book is a major strength of the new ITIL library. It encourages the development of a business perspective. …to FINALLY give us the MISSING Businss focus…. Not in ITIL V2!??? So another BOOK is going to make a difference?.... …Who is fooling Who here?.... 1996 OGC ITIL Book Understanding & Improving So another BOOK is going to make a difference?.... “….fundamental to the matching of IT services and business need…” ITIL Conference USA 1997 “….best ITIL Book ever written. This will finally enable us to align IT Services to business needs…. ….business value indicators….
  8. 8. P r o d u c t I o n s TOP PRESS….STOP PRESS….STOP PRESS….STOP PR ..Revolutionary change ITIL V3 focusses on SERVICES instead of PROCESSES….. making ITIL less internally focussed….. “The Value of a Service if not fixed in“The Value of a Service if not fixed in advance is left the discretion of theadvance is left the discretion of the V1, V2 or V3? …it’s nothing NEW It’s just something we don’t do well! FromFrom ProcessProcess toto ServiceService Customer and Service minded needs to be embedded in our Attitude, our Behavior and our IT Culture. advance is left the discretion of theadvance is left the discretion of the recipient…”recipient…” Aristotle. 384 Bc- 322 BC
  9. 9. P r o d u c t I o n s …Service management capabilities become a Strategic Asset to the business… RESOURCES: Financial capital, Infrastructure, applications, The achievement of strategic goals or objectives TheThe Service StrategyService Strategy bookbook applications, information, PEOPLE CAPABILITIES: Management, Organization, Process, Knowledge, PEOPLE EMBEDDED in: Processes, Systems, Technology, PEOPLE goals or objectives requires the use of strategic assets. This guidance shows how to transform service management into a strategic asset.
  10. 10. P r o d u c t I o n s …in which PEOPLE play a prominent role… RESOURCES: Financial capital, Infrastructure, applications, Our IT people Are becoming Critical assets for Business growth and continuity TheThe Service StrategyService Strategy bookbook applications, information, PEOPLE CAPABILITIES: Management, Organization, Process, Knowledge, PEOPLE EMBEDDED in: Processes, Systems, Technology, PEOPLE Strategic Assets • people
  11. 11. P r o d u c t I o n s RESOURCES: Financial capital, Infrastructure, applications,…you mean HE TheThe Service StrategyService Strategy bookbook Surveys show continuing adoption (of ITIL) as well as persistent challenges But No. 2 on the list strikes a chord, in its recommendation of the need to ingrain process into the culture. ABC of ICT What’s that? applications, information, PEOPLE CAPABILITIES: Management, Organization, Process, Knowledge, PEOPLE EMBEDDED in: Processes, Systems, Technology, PEOPLE …you mean HE is a Critical Asset?!! Boy are we in deep Doo Doo !...
  12. 12. P r o d u c t I o n s “…a bunch of technoids…” “probably the most important management fundamental that is being ignored today is staying close to the customer to satisfy his (or her) needs. In too many companies the customer has become a TheThe BusinessBusiness ViewView ofof ITIT serviceservice managementmanagement Are we avoiding this because we don’t understand it?.... FRIGHTENING Technoid: spotty faced know-it-all IT technical person that communicates in grunts and snorts (IT Service management from Hell) “…they can only communicate in techno babble….” the customer has become a bloody nuisance whose unpredictable behavior damages carefully made strategic plans, whose activities mess up computer operations, and who stubbornly insists that purchased products should work.” managementmanagement 1996 We need to Improve the Quality of Service to the business Where does this rank in the list of Business needs in the survey of 2007? …or simply ignoring it and hoping it will solve itself?.....like it has in the last 10 years!!!! 2007
  13. 13. P r o d u c t I o n s TheThe Service StrategyService Strategy bookbook …we need to engage & collaberate with the business… …I’m just listening to what this The Ultimate success of Service management We all have an enormous amount of TRUST and CREDIBILITY with the business When we walk in with this book under our arm….. …How many people have Business & IT alignment under Control?... to what this Customer is saying… Service management is indicated by the relationship between Customers and Service providers… How do we gainHow do we gain TRUST and CREDIBILITY?TRUST and CREDIBILITY? ......start demonstrating valuestart demonstrating value
  14. 14. P r o d u c t I o n s TheThe Service StrategyService Strategy bookbook UTILITY Fitness for USE WHAT the Customer gets Positive effect on performance of tasks associated with desired outcomes. Removal of constraints on performance …So we need to deliver Value to the business.. Value consists of 2 primary elements A service is a means of delivering value to customers by Only 27% of IT managers have directly measured WARRANTY Fitness for PURPOSE HOW it is delivered ..Available when needed, in sufficient Capacity and dependable in terms of Continuity and Security… to customers by facilitating outcomes Customers want to achieve… directly measured the return on investment from ITIL implementations, and under half measured the value that IT service management Delivered to their business
  15. 15. P r o d u c t I o n s The design of appropriate & innovative services to meet agreed Business requirements TheThe Service StrategyService Strategy bookbook GRABBA PIZZA Strategic Innovation I want use IT to generate more revenue. How can ITenable us to sell more Pizzas ….simple! We give away a FREE PC with every Pizza!!!.. A service is a means of delivering value to customers by facilitating outcomes Customers want to achieve…‘….Positive effect on performance of tasks….’ to achieve… UTILITY …and here we see our innovative, NEW mobile computing solution…. Results of survey 1 year ago…..We still think in terms of systems…. not business value
  16. 16. P r o d u c t I o n s WARRANTY TheThe Service StrategyService Strategy bookbook Capacity …it says a short wait will occur!... Availability…it says we’ll have …and we know how well we deliver value at the moment!... It’s one of our new Security measures…. Type an incorrect password 3 timesWARRANTYAvailability…it says we’ll have the service restored within 30 minutes!... Continuity Security Type an incorrect password 3 times and you get hit by 40.000 volts. ..Available when needed, in sufficient Capacity & dependable in terms of Continuity and Security…
  17. 17. P r o d u c t I o n s Only 27% of IT managers have directly measured the return on investment TheThe Service StrategyService Strategy bookbook Capacity …it says we’ll have …here we measured it. We just didn’t DELIVER it… Capacity Availabilityreturn on investment from ITIL implementations, and under half measured the value that IT service management brings to their business …it says we’ll have the service restored within 30 minutes!... Continuity Availability SecurityContinuity
  18. 18. P r o d u c t I o n s Can the CIO Justify the Investment in ITIL - 2006 …this report shows we still NEED to get the Delivery processes in place.. TOP PRESS….STOP PRESS….STOP PRESS….STOP PR ..Revolutionary change ITIL V3 focusses on SERVICES instead of PROCESSES….. making ITIL less internally focussed….. Results of the 2007 itSMF Survey also show process maturity issues
  19. 19. P r o d u c t I o n s Many designs fail through a lack of planning and management…. …so the technoids who won’t read the strategy book will pick up the design book…… they will probably just look at the pictures….. Products/ Technology Processes People …So which ball is missing?...It was there in V2 and was seen during QA as the most valuable addition…. Strategy Steering TheThe Service DesignService Design bookbook management…. …preparing and Planning the effective & efficient use of The 4 P’s… Partners/ suppliers Technology Processes Steering Performance Value?
  20. 20. P r o d u c t I o n s Many designs fail through a lack of planning and management…. …preparing and planning the effective & TheThe Service DesignService Design bookbook …The People, the Processes, the Products and the Partners… Apollo 13 – Key Learning points …These are the key learning points of 1000 students.. Designing & applying ITIL in a simulation The WORLDS FIRST17,1% • Dashboard & KPI’s to steer and be able to demonstrate success • Effective priority & escalation mechanisms at all levels and PERFORMANCE 6,5% • Tooling to: - automate & manage workflow - provide Configuration insight - support knowledge sharing - support reporting PRODUCT 4,6% • Supply chain focus to manage the end-to-end delivery • Manage & steer suppliers PARTNER 10% 20% 30% 40% effective & efficient use of the 4 P’s… The WORLDS FIRST ITIL V3 investigation …..without even Knowing it…. 44,7% • Clearly defined and embedded Tasks, Roles, Responsibilities • ‘Act’ Customer focused • Team working & removing SILOS & barriers between departments • Effective communication • Addressing ‘Soft’ aspects PEOPLEPEOPLE 27,6% • Defined, documented, deployed, demonstrable Processes and Process management • Apply Continual Service Improvement approaches PROCESS 17,1% between IT and business • ‘Explicit’, known agreements p.wilkinson@gamingworks.nl
  21. 21. P r o d u c t I o n s Technical management IT Operations Service Desk User TechnoidCustomer Geek TheThe Service DesignService Design bookbook Recognize a User ITIL V2 Geek  System NERD  Couldn’t Recognize a User in a Police line-up  Low Service delivery capability  too much Technobabble  A bit better Customer focus capability  Capacity  Availability  Security  Continuity  ….in BUSINESS Terms!!
  22. 22. P r o d u c t I o n s TheThe Service DesignService Design bookbook …so we are moving the technogeek who only speaks in technobable to the front line….. to communicate in Business terms…. RED …all I asked is what do we actually do as a business?.... RED CARD
  23. 23. P r o d u c t I o n s ITIL uses the terms ‘Customers’ And ‘Users’…what Term do you use?… Dorks! …although we are getting a bit better at being Customer focussed….. …new, fresh, young technoids enter our businesses every day and their view on Customers & Users?... ITIL Customer User TheThe Service TransitionService Transition bookbook …I don’t understand I followed ALL the …I’m a certified ITIL professional…. …ensure staffResults of theI followed ALL the ITIL procedures! According to me you Are a satisfied customer… ITIL professional…. therefore I am right therefore you are satisfied… …ensure staff have a clear and common understanding of the value that their services provide to customers Results of the 2007 itSMF Survey reveals a weakness in addressing these education issues…. itSMF on-line survey: “we are not customer focused”. 89% agreed.
  24. 24. P r o d u c t I o n s TheThe Service TransitionService Transition bookbook Service Knowledge Management System (SKMS) …During the Service Lifecycle an organization needs to focus on retrieving, sharing and …we have to record what you know in the database to help your colleagues …if you let the telephone ring long enough the users will eventually give up and stop bothering you… sharing and utilizing their knowledge
  25. 25. P r o d u c t I o n s …record what I know to help you…. If I did that the You’d know as much as me!! ….that will never do….. TheThe Service TransitionService Transition bookbook …we still don’t want to share knowledge… Whose job is it to break through all these examples of Attitude, Behavior The Service Transition team will soon become familiar with the need to change attitudes & the operation of converting culture for them it is a routine task, holding no threat.!!!! Behavior & Cultural issues…?
  26. 26. P r o d u c t I o n s The space industry has had some embarrassing moments with Software: Apollo 11 landed on the moon with seconds of fuel remaining..  Performance - load testing. Atlas-Agena course error & crash.  Change error , “-” missing TheThe Service TransitionService Transition bookbook ..to ensure requirments of service strategies, set out in service design are effectively realized in Service operations while controlling the Risks of failure and Disruption….. …who is going to ensure Applications people adopt ITIL V3 Here are the software updates to the onboard navigation program. Arianne 3 explosion at take off, it thought it was an Arianne 2..  Configuration problem Mars orbiter? missed.. Program discrepency between Miles and Kilometers… missing Disruption….. What was Utility & Warranty again?Mars lander? Thought it had already landed… Software fix not carried out.  Fit for USE Fit for PURPOSE
  27. 27. P r o d u c t I o n s TheThe Service OperationsService Operations bookbook …remember… A Fool with a TOOL… is still a FOOL… Lots of Service Improvement suggestions The Operations bridge represents a link between IT Operations teams & the traditional Help Desk….. Distributed Infrastructure Command & Knowledge C E N T E R Lots of NEW Ways to Ignore The Users
  28. 28. P r o d u c t I o n s TheThe Service OperationsService Operations bookbook Distributed Infrastructure Command & Knowledge C E N T E R There is a ANGRY User outside who wants to speak with G.O.D!... …Phaser set to STUN Mr. Amoeba!... Event management …tool suppliers are happy
  29. 29. P r o d u c t I o n s Continual Service ImprovementContinual Service Improvement bookbook …This should have been the First book…
  30. 30. P r o d u c t I o n s Full of enthusiasm we will tell the business we know all about strategy….(Little trust and it didn’t work with the last business perspective book) (Oblivious of the need for ABC….) People, Process, Product & Partners (….leaving out the performance…) Continual Service Improvement (CSI)Continual Service Improvement (CSI) …That is why CSI should Have been First… Knowledge transfer? ….knowledge is power. (The Applications WALL still intact….) I told you all we needed was a tool…. (Back to a tool solves all problems) We will then run out of energy and money to do what we Should have been doing all along which would have probably made V3 not necessary….
  31. 31. P r o d u c t I o n s So?…..What is the message? 33 best practice tipsbest practice tips Most of the issues are things we should have already been doing for Years….Will a new framework solve this?….. What are the most important steps for the future….? 33 best practice tipsbest practice tips
  32. 32. P r o d u c t I o n s 11 Most importantMost important instrument?instrument? …YOU are the most IMPORTANT Instrument of Change…. instrument?instrument?
  33. 33. P r o d u c t I o n s 22 Framework?Framework? DESIRABLE BEHAVIOUR …don’t focus on the FRAMEWORKS focus on the Attitude, Behavior & Culture… 22 Framework?Framework? Mail me with your biggest issue that NEEDS resolving….or one that YOU have already solved. p.wilkinson@gamingworks.nl
  34. 34. P r o d u c t I o n s 33 LeadershipLeadership
  35. 35. P r o d u c t I o n s During the next two years leadership will be the most important IS capability which will determine IT success. However, there are formidable challenges in the form of internal leadership deficiencies and senior executives who fail to recognize the need for strong leadership. Many IT leadership teams are poorly equipped to face the next two years. Desirable behavior? Leadership The most popular Cartoon so far
  36. 36. P r o d u c t I o n s What is Leadership?What is Leadership?  Make change happen at your customer  Help motivate – Inspire & stimulate desirable behavior  Help ensure shared goals are created for success- focused on the Customerthe Customer  Break down the SILOs & barriers  Ensure you can Measure & demonstrate success  Break down the ABC barrierThe FUTURE is YOU walk out of here and start BEHAVING differently….
  37. 37. P r o d u c t I o n s I am now a Strategic asset Capable of saving the Business Single handedly Thank you
  38. 38. P r o d u c t I o n s Prove me wrong! ABC Exercise • IF you are investing in an ITSM improvement program, put this card on the table in front a teamthe table in front a team of managers or employees. • Ask them, “If you met the CEO in a lift and he asked you to explain what VALUE| he(or she) expects to be realized, what would be your answer?”. • Write down the answers and then see if they are right? • And then ask yourself “Do you KNOW this or are you ASSUMING this?”

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