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IT Advisory

ITIL Awareness Session


University of Sussex
April 2008

Agenda
1) Short overview of ITIL and IT Service Management
background
2) What are the benefits of following the ITIL framework?
3) What are the key elements for success?
4) What are the ITIL processes?
5) What alternatives to ITIL exist, and how do they
complement one another?

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

ITIL Background
Conceived by the UK government over 25 years ago
Embraced by non-government institutions to become an international

authoritative reference point


Followed by organisations of various sizes, in various industry sectors
Covers all major elements of operating IT services
Evolution of best practices has brought us to v3, launched May 2007
ITIL is a Library, a collection of books containing leading practices in IT
Now available online, by subscription

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

Implementation Benefits
Improve consistency, remove need to reinvent the wheel
Improve end-user satisfaction
Measure service performance
Adopt continual improvement approach
Introduction of service culture
Identify and reduce operational costs
Improve efficiency
More closely align IT with the business
Improve standard and frequency of communication between IT and the

business

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

What is IT Service Management?


A series of best practices which allow IT departments to operate more

efficiently and effectively

Facilitates the alignment of IT to the business


Collection of industry best practices embodied in a series of books known

as ITIL (IT Infrastructure Library)

Produced by The Office of Government Commerce (OGC), published by

the Stationery Office

ITIL is widely recognised as the authoritative reference framework for IT

Service Management

Organisations encouraged to adopt and adapt the processes

incorporating existing methods and activities in a structured way leading


to better planning and improved alignment

ITIL forms the basis of ISO 20000, the international standard in IT

Service Management

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

Some important definitions


What is the ITIL framework?
A set of guidelines to which we can align
Something which we can adopt and adapt

What is a service?
The collection of IT elements which come together to deliver

something that the user perceives, which supports a business process

What is a process?
A collection of steps which, when executed, deliver a defined outcome

Whats a KPI?
A Key Performance Indicator which is used to measure process

performance

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

Everything thats bad about Processes

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

Critical Components
People
Culture, Attitude,
Belief, Knowledge
and Skills

Processes

ITIL

Infrastructure
including
tools

Technology

Efficient, Effective and Economic


2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

ITIL v3 Publications

Access to KPMG ITIL v3 online:


http://www.best-management-practice.com/

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

Introducing ITIL
Governance Methods

Knowledge
& Skills

Service Lifecycle Approach


Standard
Alignment

Continual Service
Improvement
Speciality
Topics

Case
Studies

Service Design

Service
Strategies

Executive
Introduction

Templates

ITIL

Service
Operation
Continual
Service
Improvement

Service
TransitionContinual
Service
Improvement

Study
Aids

Continual Service
Improvement throughout
Complementary Guidance
published / underway
Key Element Guides
Study Guides
Case Studies
Templates

Scalability

Qualifications

Quick Wins

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

10

ITIL Processes
Service Strategy
IT Financial Management
Demand Management
Service Portfolio Management

Service Design

Strategy Generation
Service Catalogue Management
Service Level Management
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Supplier Management

Service Transition
Transition Planning & Support
Change Management
Service Asset & Configuration

Management

Service
Operation
Release
& Deployment

Management
Event
Management
Service Validation & Testing
Incident
Management
Evaluation
Request Fulfillment
Continual
Service
Improvement
Knowledge
Management
Problem Management
The 7-steps Improvement Process
Access Management
Service Reporting
Service Measurement
Return on Investment for CSI

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

11

Service Portfolio Management


The Service Portfolio represents the commitments and investments

made by a service provider across all customers and market spaces.


It represents present contractual commitments, new service

development, and ongoing service improvement plans initiated by


Continual Service Improvement
The service portfolio provides a holistic view of
Service Pipeline
Service Catalogue
Retired Services
Can assist IT in project and operational resourcing, project portfolio

management and therefore investment decisions

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

12

Service Catalogue Management


A Service Catalogue contains:
Details of the IT Services being provided
Details of the various groups who consume those services
Details of the technical elements necessary to deliver those services
High level view of expectations versus capabilities

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

13

Service Catalogue Management


Business
Process 1

Business
Process 2

Business
Process 3

Business Service Catalogue

Service A

Service B

Service C

Service D

Service E

Technical Service Catalogue

Support
Services

Hardware

Software

Applications

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

Data
14

Service Level Management (SLM) explained


Users

Customer requirements are

SLA

SLR

documented within the Service Level


Requirements document
The process is then responsible for

determining whether these


requirements are achievable by
reference to OLAs (Operational Level
Agreement) and Contracts

IT Service
Provider

Contract

OLA

This ensures that SLA targets are

achievable prior to customer sign off

Internal or 3rd party Technical Providers


Database

Security

Telephony

Network

Server

Network

Desktop

Application

Gaps in capability are addressed

through a CSIP

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

15

The SLM Process


Establish Function
Planning
Implementation

Periodic Reviews
Review SLAs, OLAs
and Contracts
Review SLM
process

Implement and
maintain SLAs
Create and maintain
Service Catalogue
Establish and maintain
SLRs
Produce and maintain
draft SLA structure
Ongoing
Negotiate new and
Management
maintain existing SLAs
Monitor achievements
Review Contracts
and OLAs
Produce regular
Agree new and
reports
amended SLAs
Conduct customer
reviews
Instigate any
remedial actions
Feed enhancements
into continuous SIP

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

16

Service Desk
A function, rather than a process
Describes the body of people who provide a single point of contact for IT

services
Main features:
Service Desk models
Skills
Tools
Measures
Supporting the business need

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

17

Definitions
An Incident
An unplanned interruption to an IT Service or a reduction in the Quality

of an IT Service
A Problem
The unknown underlying cause of one or more Incidents

A Known Error
A Problem which has been successfully diagnosed and for which a

permanent alternative or temporary circumvention exists

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

18

Service Support in Action

Incident

Release

Problem

CMDB

Change

Known Error

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

19

Incident Management
Aims to quickly restore service to the end user within SLA targets
Fronted by the Service Desk, who may call upon 2nd and 3rd line teams,

and external suppliers as appropriate


Incidents are normally logged in an IT Service Management tool and

passed to other groups by means of assigning the incidents to a resolver


queue
Incidents are normally:
Categorised to enable analysis of incident types to take place at a

later date
Prioritised, by their Impact and Urgency

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

20

Ownership, Monitoring,
Tracking and Communication

Incident Management Process Flow


Detection and
Recording
Classification and
Initial Support
Investigation
and Diagnosis
Resolution
and recovery

Closure
2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

21

Problem Management
Relates to the investigation into the Root Cause of Incidents
Concerned with identifying:
Workarounds
Known Errors through effective knowledge management
Permanent fixes
Prospective fixes will be assessed for their viability in terms of cost,

complexity, benefit,

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

22

Service Asset & Configuration Management


Seeks to control IT software and hardware assets by recording information

about them
Primary benefit is understanding of relationships between assets
Aids impact assessment for changes and incidents
Improves knowledge management by managing information about assets,

such as support documentation


Ensures that each asset can be viewed through its lifecycle
Key terms
Relationships
Attributes Information about an asset
Configuration Item The name given to an asset type
Status Lifecycle The means of tracking past, current and future states

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

23

Change Management
Seeks to minimise the risk to IT service of uncontrolled change through:
Ensuring a common definition of the word Change
Ensuring all changes are logged
Ensuring all changes are subject to an appropriate form of

assessment

Ensuring that all changes are appropriately authorised prior to

implementation

The primary benefit of Change Management is improving / initiating

communication channels between IT and the business


Change Advisory Board

Scheduling of change sympathetic to business needs


Manages the Request for Change rather than the physical deployment
2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

24

Change Management
Change to:
Hardware
Software
Documentation
Infrastructure
Training
3rd party contract
Tactical planning
Reasons:
Fix a Problem
Changing
business
requirements
Changing
technology
Continuous SIP

CMDB
Assessments

RFC

Change
Management
Assesses,
Approves and
manages the
request

Release &
Deployment
Management
Physically
implements the
change

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

25

Release & Deployment Management


Focussed upon the physical aspects of delivering a change
Commonly misinterpreted as focussing solely on software / application
Principles apply equally to hardware, documentation or any other type

of change

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

26

Release Management Process Summary


Release Planning
Design, Build
& Configure
Acceptance

Long range view of forthcoming releases


Agrees release contents
Producing all components of the Release
Build release package
Testing the implementation plan
Fitness for purpose testing
Detailed timetable

Rollout Planning

Selection of rollout type


Update plans and notify interested parties

Communication,

preparation & training

Produce final documentation

CMDB updated

Distribution
& installation

Problem Management produces Known Error

Records and redundant CIs decommissioned

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

27

IT Financial Management
Focussed upon understanding IT costs
Where costs are being spent
What are the biggest IT costs in your organisation?

Identification of cost-effective services and support techniques


Three main elements
Budgeting
Accounting
Charging
Provides a formal basis for the Business Service Provider relationship
Can help IT influence user behaviour through demand management

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

28

Capacity Management
Focussed upon proactive management of IT infrastructure capacity
Aims to reduce unplanned outages and spend caused by poor capacity

planning
Emphasises need for continual optimisation of IT assets
Benefits from consolidation of infrastructure data into end-to-end service

view
Enables business / IT relationship to include performance vs cost

discussions
Revolves around periodic production of a Capacity Plan, aligned with

business planning cycle

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

29

Capacity Management

Business

Capacity
Management

Service
Capacity
Management

Component
Capacity
Management

Talking to the business to determine their strategy


Translate these business initiatives into IT requirements
Influence business strategy by providing capacity advice
Design and procure solutions to meet future requirements

Manage capacity requirements in the context of SLAs


Consolidate component capacity data into an end-to
service view
Optimise infrastructure components to meet SLA targ
Monitor and report upon Service capacity
Identify trends and take proactive action to maintain
targets
Manage infrastructure component capacity
Identify trends and take proactive action
Consider innovative technology solutions to
meet
business requirements

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

30

Availability Management
Two key elements to this:
Measuring end user experience of availability
Techniques to analyse how availability could be improved

Identifies single points of failure and weak links in the service

infrastructure
Recommends improvements in the Availability Plan

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

31

IT Service Continuity
Aligned with Business Continuity processes
Ensures that services can continue to operate at pre-determined levels

under specific scenarios


Involves close collaboration with the business
Needs Business Impact Analysis and IT Operational Risk Management

processes in place
Implemented under a project structure
Various arrangements recommended by ITIL
Gradual (Cold Standby)
Intermediate (Warm Standby)
Immediate (Hot Standby)
2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

32

ITIL
Governance Methods

Knowledge
& Skills

Standard
Alignment

Continual Service
Improvement
Speciality
Topics

Case
Studies

Service Design

Service
Strategies

Executive
Introduction

Templates

ITIL

Service
Operation
Continual
Service
Improvement

Service
TransitionContinual

Service
Improvement

Study
Aids

Scalability

Qualifications

Quick Wins

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

33

ISO 20000 The International Standard in IT


Service Management
Service Management System
Note:

Introduction of a Service
Management System
Introduction of Relationship
processes not present in ITIL
v2 but introduced in ITIL v3
Certification in Security means
that area is automatically
passed for ISO 20000
ISO 20000 accreditation is
dependent on meeting criteria
in ALL areas
Scope of the services covered
is important
KPMG are a Registered
Certification Body for this ISO
20000
James Kent is key contact

Service Delivery Processes


Service Level Information Security
Management
Management

Capacity
Management
Availability and
Service Continuity
Management

Service Reporting

Control
Processes

Financial
Management

Change Management

Release
Processes
Release
Management

Configuration
Management

Resolution
Processes
Incident
Management
Problem
Management

Relationship
Processes
Business
Relationship
Management
Supplier
Management

2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

34

The earliest business guru?


HERE is Pooh Bear,
coming downstairs now,
bump, bump, bump, on the
back of his head, behind
Christopher Robin.
It is, as far as he knows,
the only way of coming
downstairs, but sometimes
he feels that there really is
another way, if only he
could stop bumping for a
moment and think of it.
AA Milne
2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms
affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.
KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

35

Questions?