The Origins of ITIL Practices
Practice
·
A set of
organizational resources designed for performing work or accomplishing an
objective.
The Origins of ITIL
Practices
·
General Management
Practices
2. Service Management Practices
3. Technical Management Practices
General Management Practices
- Continual Improvement
- Information Security Management
- Relationship Management
- Supplier Management
Service Management
Practices
- Change Enablement
- Incident Management
- IT Asset Management
- Monitoring and Event Management
- Problem Management
- Release Management
- Service Desk
- Service Level Management
- Service Request Management
Technical Management
Practices
- Deployment Management
Continual Improvement
Practice**
·
Purpose is to align
the organization's practices and services with changing business needs through
the ongoing identification and improvement of services, service components,
practices or any element involved in the efficient and effective management of
products and services.
Information Security
Management*
·
The Purpose is the
protect the information needed by the organization to conduct it's business.
Includes understanding and managing risks to confidentiality, integrity, and
availability of information
Relationship
Management*
·
Purpose is to
Establish and Nurture the links between the organization and it's stakeholders
at Strategic and Tactical levels.
Supplier Management
Practice*
·
The Purpose is to
ensure the organization's suppliers and their performance are managed
appropriately to support the provision of seamless, quality products, services
and components.
Change Enablement
Practice**
·
The purpose is the
maximize the number of successful service and product changes by ensuring the
risks have been Properly Assessed, Authorizing Changes To Proceed, And Managing
The Change Schedule.
Incident Management
Practice**
·
The purpose is to
minimize the negative impact of incidents by restoring normal service operation
as quickly as possible.
IT Asset Management
Practice *
·
The purpose is to plan
and manage the full lifecycle of all IT assets, to help the organization.
Monitoring and Event
Management Practice*
·
To systematically
observe a service or service component, and record and report selected changes
of state identified as events.
Problem Management**
·
The Purpose is to
reduce the likelyhood and impact of incidents by Identifying Actual And
Potential Causes of Incidents, and Managing Workarounds, known errors.
Release Management
Practice*
·
To make new and
changed services and features Available For Use.
Service Configuration
Management*
·
The purpose is to
ensure that Accurate and Reliable Information about the configuration of
services, and the CI's (configuration item) that support them, is available
when and where it is needed.
Service Desk Practice**
·
The purpose is to
capture demand for incident resolution and service requests. They have a major
influence on user experience. It is going to Engage and Deliver/Support.
Service Level
Management Practice**
·
The Purpose is to set
clear business-based targets for service performance, so that the delivery of a
service can be properly Assessed, Monitored, and Managed Against These Targets.
ie..SLA (service level agreement)
Service Request
Management Practice**
·
The purpose is to
support the agreed quality of a service by handling all predefined, user
initiated service requests in an effective and user friendly manner.
Deployment Management
Practice*
·
To move new or changed
hardware, software, documentation, processes, or any other component to Live
Environments.
What Practice in
integral to the development and maintenance of every other practice as well as
the complete lifecycle of all services and the SVS itself.
·
The Continual
Improvement Practice
The Continual
Improvement Model
·
Are linked to the
organization's goals
2. Are properly prioritized.
3. Produce sustainable results
4. Puts a strong focus on customer value.
8 Examples of
Continual Improvement methods and techniques:
·
Lean Methods to reduce
waste
2. Multi-phased projects
3. Maturity assessments
4. DevOps
5. Balanced Scorecard
6. Incremental agile improvements
7. Quick wins
8. SWOT Analysis
Continual Improvement
Register (CIR)
·
A database or
structured document to track and manage improvement ideas from identification
through to final action.
Continual Improvement
Roles & Responsibilities
·
Leaders (top of the
pyramid)
2. Continual Improvement team
3. Everyone in the Organization
4. Partners and Suppliers (bottom of the pyramid)
Service Level
Agreement (SLA)
·
A documented agreement
between a service provider and a customer that identifies both the services
required and the expected level of service. From the customers point of view.
Key Requirements of a
Service Level Agreement (SLA)
·
Related to a defined
service.
2. Related to defined outcomes based on a balanced bundle of metrics.
3. Reflect an "agreement" between the service provider and the
service customer.
4. Simply written and easy to understand for all parties.
Service Desks provide
a clear path for users to?
·
Report - issues,
queries, requests
2. To Have them - Acknowledged, Classified, Owned and Actioned.
Service Desks Skills
and Competencies
- Excellent Customer service skills
- Empathy
- Incident analysis and prioritization
- Effective communication
- Emotional intelligence
8 Examples of Service
Desk supporting technologies:
·
Intelligent telephony
systems
2. Workforce management/ Resource planning systems
3. Call recording and quality control
4. Dashboard and monitoring tools
5. Workflow systems
6. Knowledge Base
7. Remote Access controls
8. Configuration Management Systems
Service Request
·
A request from a user
or a user's authorized representative that initiates a service action that has
been agreed as a normal part of service delivery.
Service Requests
are...
·
A normal part of
service delivery, not a failure or degradation of service.
2. Pre-defined and pre-agreed.
3. They can usually be formalized, with a clear, standard Procedure.
Incident
·
An unplanned
interruption to a service, or reduction in the quality of a service.
Incidents should be?
·
Logged
2. Manage to ensure agreed upon resolution times meet customer and user
expectations.
2a. Target resolution times are agreed upon, documented and communicated to
ensure that expectations are realistic.
3. Prioritized based on an agreed upon classification to ensure that incidents
with the highest business impact are resolved first.
Incident Management
Processes and Procedures
- There should be a formal process for Logging
and Managing incidents.
- There may be separate processes for managing major incidents and information
security incidents.
- Incident management processes do not usually include detailed procedures for
how to diagnose, investigate and resolve incidents.
- Techniques may make investigation and diagnosis more efficient. Scripts for
collecting information from users may lead directly to diagnosis and resolution
of simple incidents. Knowledge and expertise is needed for more complicated
incidents.
Problem
·
A cause , or potential
cause, of one or more incidents.
Known Error
·
A problem that has
been analyzed and has not been resolved.
Workaround
·
A solution that
Reduces and Eliminates the Impact of an incident or problem for which a Full
Resolution is not yet available. Some workarounds reduce the likelihood of
incidents. Workarounds can be done at any stage. They should include a clear
definition of symptoms it applies to. The effectiveness of workarounds should
be evaluated each time it's used.
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