ITIL Implementation V2 - IBM Approach

IBM Global Services
An Enterprise View to Running the Business of IT

Implementing ITIL Based Service Management Programs
and “ERP” like tools
Presented by
Jeff Connie, IBM, IT Infrastructure Principal
jconnie@ca.ibm.com
403-539-3308
IBM Global Services
Business and Infrastructure Silos Must be

Bridged
Business Operational Efficiency

Competitive Advantage
Business Growth and Effectiveness
through Service Excellence
Objectives Diminished Business Performance
CIO Operations LOB Other

CxO
People Staff Staff
Lack of service context.
Processes Requirements Delivery Deployment Continuity and Financial
and Planning Support and and Fulfillment Resilience Management
Assurance
Not closed-looped. Not automated.
Config Asset Billing Operational Compliance
Information Data Relationship Data Data Data…
Data not shared or integrated.

Apps Network Data Center Security Voice Storage…
Technology
Silo-specific. Not Integrated.
ITIL Overview Page 2

IBM Global Services
IT Service Management touches every part of an IT organization

IT services needs to support business goals, similar to business ERP
programs (SAP), the IT side needs the same integrated, consistent approach
Implement policies by integrating information, technologies and people with

automated processes
Process
Clearly defined
Standardized, roles and
federated, IT Service responsibilities
accessible Information Management People
provide a sound
information decision-making
framework
Technology
Products and technologies to automate and integrate tasks and

processes

IBM Global Services
The starting point to a best practice approach is a common

framework…..
ITIL does not claim to be a comprehensive description of everything within

IT, but is a foundation of comman language and processes for IT service
management “best practices”
Adopt ITIL as a common language and reference point for IT Service
Management best practices and key concepts.
Adapt ITIL best practices to achieve business objectives specific to each
company.
ITIL does not define:
Every role, job or organization design
Every tool, every tool requirement, every required customization
Every process, procedure and task required to implement
What is already well defined in CMM, COBIT, BS15000, 7799, ISO
17799

IBM Global Services
…..a common entry point based on priorities to service your business

needs…….
Service Delivery
Capacity Mgt Performance
Service Level Mgt Availability Mgt Management
SERVICE Financial Mgt
ENTRY
POINT
Service Continuity
Security
Demand Mgmt.
Incident data Request for Change
Incident Mgmt Problem Mgmt Change Mgmt

SERVICE
ENTRY
POINT Release Mgt
Repaired CI
End User Configuration Mgmt New version CI
Service Support ® QWR
Operations IT Infrastructure

IBM Global Services
…. and an understanding of how process and technology need to have
integrated workflow and automation

IBM Global Services
The ultimate question is how do you get from “best

practices” to “implemented” – effectively and efficiently?
Crossing the chasm
Islands of fragmented efforts – Enterprise direction, control and

high cost, low quality services execution of valuable services
IBM Global Services
Filling the design and implement gap will require adopting and
adapting ITIL best practices with a phased and structured
approach
What else do you need to

“make ITIL work?
Education & Certification

Manage/Operate
Deployment
Pilot
Develop/Test
Design
Plan

IBM Global Services
Without a structured enterprise approach to implementation,

good intentions can lead to higher expenses
IT Process Model
Satisfy
Customer
ITIL’s popularity has driven a groundswell of
M sse str
bottom up, “grassroots” but fragmented

ag ris ide
an ts uc
A fra
Sy em e IT
Relation-
an rp v
ag a tu
M nte Pro
In
em t
e nd re
st en
ships
IT
E
efforts – which can lead to
Support IT
Services and
Manage IT
Business
Significant rework
Solutions Value
Unwanted items
Costly duplication
l
es a
Re utio
So
ic on
Se per er
al ns
O eliv
l
rv ati
iz
e
D
Deploy
Solutions
Scope creep
ITIL
SEI CMM
Cancellation
A.S.L.
Lot’s of education
A.D.E.
Some existing work can be reused but this

Academic requires detailed assessment of existing:
Tools
Knowledge Roles
Processes
Best Practices Documentation
Frameworks This approach typically goes no where until
there is at least some top down support
Architectures Pursue high level support or seek assistance doing so
“ITIL Awareness” or Executive Briefings” can be helpful

IBM Global Services
What does it take to successfully implement best practices?
What does it take to

“make ITIL work”?
Align IT with
business
Implementation expertise objectives and
(Assess, Plan, Design, enable more
Implement)
innovation
Governance integrating the
business with IT and the
processes into the
organization
Lower the long
Prioritizing & Diagnostic term cost of
Techniques
service delivery
Capability Maturity Model
Design & implementation

methods Improve the
Project management quality of IT
Tool Vendor Relationships
services
Accelerator IC if possible

IBM Global Services
The good news! This is not new and there is an extensive library of
ITIL based templates to facilitate rapid assessment and design
available in the market
3. Change Management Process Overview
Change Management Process Mission Statement
• Change Management will control all changes to all Configuration Items (CIs) in the
managed environment by:
• Ensuring standardized methods, processes, and procedures are used for all
changes from the request for change to the post-implementation review
• Facilitating efficient and prompt handling of all changes
• Minimizing the impact of Change-related Incidents upon service quality thus
improving the day-to-day operations of the organisation
ITIL Process Guides Process Goals

Maintain a proper balance between the need for Change against the impact of the
ITIL Organization Guide •

Change.
Minimize the impact of Change-related Incidents upon service quality and

consequently to improve the day-to-day operations of the organization.
ITIL Service Management Guide • Maintain open channels of communication in order to promote smooth transitions
when Changes take place.
ITIL Process Diagrams: LOVEM, IDEF0 Process Scope
• The process starts with the recognition of the need to put in place and define a
ITIL Metrics •
management system to control Change, including procedures and policies; it ends
with the change being installed and activated.
The process includes managing changes from the creation of a request, its
ITIL Maturity Model •

assessment, through to deployment monitoring and post-implementation review;
The process also encompasses trend analysis and measurement reporting;

•
Management Surveys
The process of Change Management is principally managing the Change.
• The process does not include the technical design and testing of the Change

• The process does not include the actual implementation of the Change, but
ROI Calculator Tool manages and coordinates the implementation of the Change may also be
performed by the calling process, e.g. Release Management.

• Typical in scope changes include:
Workshop Materials • Hardware, Communications Equipment and Software, System Software, Live
Application Software, All Documentation and procedures associated with
Project Plans
running, supporting and maintaining the production environment
• Changes to ongoing projects are out of scope.
Change Management – Carrying Out the Process

Initial (1) Aware (2) Effective (3) Efficient (4) Optimizing (5) Now Goal
Accept & Much confusion over Clear entry point(s), but Good enforcement of Clear entry point(s); Change entry is
Classify the change entry authorization process required information; authorization works automated and process
process, or there are unclear, and known to be tools/database used (evidence of some rules enforced as a
Changes multiple (possibly frequently bypassed. effectively; "informal" "rejects" or requests that result - lead times,
changing) entry points. Required information is authorization process, need to be resubmitted process path,
IT gets involved late in not known by all. possibly with some due to insufficient authorization
the cycle -- no notion of "rubber stamping". Some information). requirements etc. are
authorization to request RFCs are rejected early Change Manager always correct.
changes on if data is missing or confirms all priorities and Emergency RFCs are
there is an obvious categories. RFCs are always justified and
conflict of dates. Many always sent to the correct handled correctly
RFCs are classified as areas for assessment.
ly
Emergency and allowed Some Emergency RFCs
On
through the process are due to poor planning
Review Much confusion over Uneven enforcing of

ct
Evaluation regularly Clear criteria; good High quality requests
tra
Changes via the evaluation criteria: criteria and required includes risk assessment. balance struck between based on criteria that
Ex
not information; process Lead times defined for all process standardization adapt to practical usage;
Change agreed/communicated known to be frequently changes, but not (automation) and organisation feels
Advisory with the change bypassed. Little or enforced. Change types meeting varied positive about using the
Board (CAB) / process participants, ineffective risk are defined but do not departmental needs. change management
Emergency and possibly changing assessment. Lead times include all changes. CAB Risk assessments always process; feedback loop
depending on the defined for major / EC sometimes limited to done. Lead times in place. All change
Committee assessors. There is no changes. Regular CAB those affected by the required for all changes types accepted and
(EC) CAB. meetings with a large change. RFCs sent out are enforced. Change controlled. CAB / EC
group of people electronically for CAB types defined for all frequently consider
preview changes. Membership of RFCs electronically
CAB / EC always varies, without the need for
depending on the RFCs physical meetings.
being reviewed. Business Relevant business areas
areas may be always involved in CAB /
represented on CAB EC decisions

IBM Global Services
IBM offers it’s own brand of a phased approach, which

mirrors a similar business based ERP approach
IGS ESM Lifecycle and Methods
based on industry best practices and analysis
of over 400 large enterprise projects
Phase 1: Strategy Phase 2: Design Solution

And Assessment
Each phase of
Strategy
Technology Data
this lifecycle are
influenced by the
Assessment Processes Organization
following factors:
Selection
High level design Infrastructure &
Organizational
Complexity
Customization
Requirements
# of Physical
Detailed Design
Operation Locations
Development
Manage Delivery
Deployment
Phase 4: Deliver Service Phase 3: Implement Solution

IBM Global Services
Phase 1 : Access and solution Best Practice Considerations
Phase 1: Strategy
And Assessment
Visions and
Where do we
business
want to be? Strategy
objectives
Planning to Implement
Assessment
Selection
Where are we
Assessments
now?
How do we get
where we want Process Change
to be
How do we
know we have Metrics
arrived

IBM Global Services
Planning to implement ITIL best practices requires effective

techniques to diagnose capabilities and prioritize
implementation efforts
Different Assessment Types
ITIL Maturity Workshop - Service Support
Priority to Improve Assessment Incident Management
Quick, High Level Capability Prioritize Problem Management
Configuration Management Current
Review Change Management

Target
Identify and Prioritize improvement Release Management
Overall Rating
opportunities based a fast 1 2 3 4 5
What is healthy?
Maturity
structured and facilitated self

assessment approach What needs improvement?
Capability Maturity Diagnostic
Assessment
A more focused and detailed
assessment of management Diagnose
capability No action
now
Candidates
for internal
iterative
Effectiveness
Identifies specific improvements improvement
programs
Identifies existing re-usable Take

elements significant
action now
9 I.e. implemented tools, job descriptions, Based on your priorities & Importance
current process capabilities
Detailed Process Analysis
Prioritize capability
Activity based analysis as a base improvement
for design
Solution and Transition Planning

IBM Global Services
Solution Selection considers the best approach for the

design and implementation of the solution
Phase 1: Strategy
And Assessment Technology
Technology
Information
Information Services
Services People
People
Strategy
Assessment People Process

Process
Training materials
PILOT
es
Selection
n Teachers
o
st Customized & tested
ile t enabling technologies
m en
r
le
a
g em
c a
es , an Acquire people
tiv ct M
DEV
a
Detailed Design
i
it oje
Develop curriculum
in Customize and test tools
Pr
Development
ed
as
Ph
Deployment
DETAILED
Define jobs & staffing
DESIGN
Workflows Phase 3: Implement Solution
Tool customization requirements
Select and install base tools
Define Roles and skill requirements Phase 2: High Level Design
DESIGN
Define tool requirements
MACRO
Process definition based on best practices Technology Data
Governance model Processes Organization
Guiding principles
Compelling reason to act High level design

IBM Global Services
Several potential approaches to implementation are considered

with the best approach being selected based on the need for
customization
Detail Design
ESM Lifecycle Phase 2 Architecture Data ESM Lifecycle Phase 3
Design the Processes Organization Develop Implement the
Solution Deploy
Solution
High Level Design
Traditional Consulting Approach

Customized
High Level Design Detail Design and Implementation
Fastrack approach based on an ITIL design

Tailored
High Level Design Detail Design and Implementation
IBM ITIL Accelerator Solution

Personalized
Outsourcing Solution
Service
Provider
Offering
How long it takes to design and implement a management solution is based on the need or desire for customization

IBM Global Services
Then, the implementation context should be decided
Design a core set of processes required to support and delivery any

specific service as a foundation for successful service management
ITIL Fast track approach: Design a core set of processes required to
support and delivery any specific service as a foundation for
successful service management
When implementing ITIL, further scope limitation decisions should be made to
aid a quick and effective effort:
Service: implementation will focus on one or more specific services
Infrastructure: implementation will focus on some subset of the
infrastructure
Process: implementation will focus on one or twp processes only
Organization: implementation will focus on some subset of the organization
Improve existing service management based on an incremental change in
infrastructure, systems management tools, organization, sourcing,
services or business applications

IBM Global Services
Phase 2 : Design Solution Best Practice Considerations
ITIL based templates to

Phase 2: Design Solution
enable fast track design
approach
Process Guide Templates Technology Data
Organization Guide Template Processes Organization
Service Support and Delivery
Management Guide Template High level design
Project Plan
High Level Implementation Plan

IBM Global Services
Phase 2: High Level Design focuses on the logical model

for the management framework
Executive Organization Guide
Steering Committee Roles
Management Subprocesses performed
Project Technology Used
Management Office Model & Skill Requirements
Role Location
Guiding Role Levels
Design
Team Principles Skills/Role
Process Guide
Definition
Process Team Process Team Process Team mission
#1 #2 #3 scope
inputs& outputs
activities
Define IT Services measurements
Visible & Invisible

Accounts Sales Marketing Legal Production Retail Warehouse Transport Design Tool Guide
Required Tools
Payroll System Functions Performed
x x Tool Requirements
Accounting
System x x x x x Location used
Invoicing Gap Analysis
x x x x x x
Stock Control
System x x x
Legal System
x Service Guide
Ordering Definition
x x x x x x x x x Customers, Stakeholders etc
Logistics
x x x Interfaces
Postal Service flow
Addresses x x x x x x x x
CAD/CAM
x x ID
2
1
Task Name
Start Stage III
Launch Stage III Project

Feb Mar Apr May Jun Jul
Intranet
3 Reconfirm Project Scope, Objectives, Assumptions , Dependencies
4/8 4/8
x x x x x x x x x Elements
4 Set Up Project Environment
4/8 4/8
5 Develop Project Plan
6 Define first implementation scope

4/8 4/8
Implementation Plan
7 Meet with Tivoli project manager
4/29 4/29
8 Meet with Remedy project manager
4/29 4/30
9 Refine Tasks
4/30 5/2
10 Refine Schedule
5/2 5/3
11 Refine Resource Plan
5/3 5/6
Internet
x x x
12 Document Project Success Criteria
x x
5/6 5/7
13 Review Project Plan
Plan for next steps

14 Review Project plan With Sponsor
5/7 5/8
15 Conduct Project Kick Off with Core team
5/8 5/10
16 Conduct Project Kick Off with PC/LAN Services
To Be Managed
5/9 5/9
17 Conduct Project Kick Off with Aurora
5/10 5/10
18 Conduct Project Kick Off with AD building participants
4/8 4/8
19 Document Success Criteria
Office Suite
20 Success Criteria for Processes
4/8 4/8
(High Level Design)

x x x x x x x x x
21 Success Criteria for Organization
4/8 4/8
22 Success Criteria for Tivoli
4/8 4/10
23 Success Criteria for Remedy
4/8 4/10
24
25 Develop Costs
E-mail
x x x x x x x x x
If a phase 1 assessment has not been done, a fast design based assessment is required to gather the information needed at the
beginning of the project to ensure a rapid successful completion

IBM Global Services
Phase 3 : Implementation Best Practice Considerations

Detailed Design Considerations
Detailed Design
Workflow - Process
Development
Validate services
Deployment
Check standards and policies
User Interfaces Phase 3: Implement Solution
Measurements, Reports
Technology
ES ign or orts ld
Select & procure tools
OC es d W Rep , Fie
Jo
s
PR el D taile def, mes
ow
Configure software and hardware
Re cript el D LE
Cu urc
De gh-le EO
k fl
a
so
rri e A Staf
enlot N
Hi
s
cu
Physical data model
re Pi en
lum cqui fing

Sc cre
ion es
v
P
Po nts, y, S
, T sitio Lev
Organization S
s, ign
ra n
e
e g
-le D
ini
em lo
P
ur no
gh s ,
ng
Define jobs and roles
v
Hi licie
as ech
Me , T
Identify staffing levels

s, res
TOOLS
els
me du
High-level Design
Skill gap analysis
Na roce
Tool Selection & Installation

P
Identify recruitment Tool and Data Customization

Pilot
Identify training needs
IBM Global Services
Phase 3: development & testing considerations

Process
Develop reports Executive Steering
Committee
Develop User Guides
Organization Project Management
Team
Staff is acquired or reassigned for new jobs
Course curricula are obtained and/or
Workflow Team Organization Team Technology Team
developed Technology Team
Orientation
Training Materials, TTT Pilot Team
Testing
Develop test cases
Test every aspect Unit test
cases
User
Integration System
Unit Test Acceptance
Test Test
Unit test Test
System Integration cases
test cases test cases
User Test the

Acceptance Unit test Test the Test all Verifies the
solution
cases function of modules solution
test cases with other
a module within the meets user
system
or program solution requirements
components
Unit test
cases

IBM Global Services
…and the pilot, which is the first part of implementation

Workflow
Execute new services
Validate measurements and controls
tsJo
Re esc gh-l
en
b D Hi PEO
so rip eve
em
Organization
Tr
ur
OC sig sur
ce ions De
ain quis affin
PR el D Mea
ing itio
Ac , S sign
ws s
t
gh Flo dure
Train people on the new system
or roce t

P Pi l o
SS
,
e
E
l
t
n
PL
ev
Validate staffing levels, roles and
k
-L
gL
W
ev
Hi
TOOLS
,
responsibilities
ies
els
lic
High-Level Design
Po
Tool Selection & Installation
Technology Tool and Data Customization
Pilot
Validate tool functionality
Pilot Objectives
Populate data Process and Organization Effectiveness
Workflow is logical and understood by participants
Appropriate information is captured
Meaningful reports are generated
Month 2 Identified roles and staffing levels are valid
ID Task Name Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8
1 Responsibilities are understood
2
3
Process is perceived to add value
Multiple location concept is supported Example
4 Documentation and Training Effectiveness
5 Documentation is of high-quality
6
Training provided is sufficient to use the tools and the process
7
Tool Functionality and Usability
8
Tools are easy to use for all participants
9 On-line help is sufficient
10 Performance is within acceptable ranges
Problems and changes are automatically routed to correct assignees and approvers
Tools adequately support the process
Tools support central coordination and distributed functionality and control

IBM Global Services
Phase 3 ends with the full deployment

Define Deployment Activities
Define Required Deployment Well managed people armed with
Resources the right information executing well
defined technology enabled
Define Deployment Timeframe processes will deliver high quality
services to the businesses they
support
Month 2
1
7
PILOT
Technology
8
10
Information Services People

Month 2
1
6
Process
7
8
DEPLOYMENT
9
10

IBM Global Services
When viewed in entirety, the phased approach breaks the

effort into smaller, manageable, measurable pieces
Determine client’s
current state (6-8 wks)
Strategy
Roadmap for
Prioritization Implementation
Engagement
Capability Maturity of ITIL Accelerator
Output
IT Services Strategy Accelerator
Infrastructure
Deliverables Accelerator
Services
Detail Design Approach
Readiness
Engagement High Level Deliverables
Design Detail Design Build & Deploy
Strategy & Planning
Incident
High Level Deliverables
management
Design Detail Design
Configuration High Level Deliverables
management Design
Service reports Detail Design
Incident statistics Change High Level
Audit reports Deliverables
management Design
CMDB reports
CMDB statistics Detail Design
Policy standards Release
Audit reports
Change schedule
management High Level
CAB minutes
Change statistics Release schedule
Design Problem statistics
Change reviews Release statistics Problem Trend analysis
Audit reports Release reviews Problem reports
Secure library
management Problem review
Testing standards Diagnostic aids
Audit reports Audit reports
CI’s Problems
Incidents Changes Releases
Relationships Known errors
Configuration management database

IBM Global Services
An ITIL Service Management Roadmap provides a methodology driven

series of integrated initiatives that closes the implementation gap
Project Planning &
Preparation
Project Planning
Infrastructure Readiness Engagements
Phase 1
Strategy Incident HLD
Phase 2
Configuration HLD
Design
Change HLD
Service Desk
Release HLD
Problem HLD
Incident Detail Design
Phase 3
Implement Configuration Detail Design
Change Detail Design
Example Service Desk

Schedule will vary on scope, size of
infrastructure, resources and the Release Detail Design
number of processes to be designed.
Problem Detail Design
Kickoff Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7

M M M M M M M M
Strategy ReportDesign report Design report Design report Design report Design report Design reportDesign report

IBM Global Services
Keys to Successful Implementations

Adopt and Adapt – Not "ITIL for ITIL’s sake; Guru of the day vs. "business
objectives
Assess, Plan, Design and Implement Skills are not the same as "Managing" Skills
– once-in-a-career events require help from someone that has done it before.
Don't mistake education for implementation
Governance to integrate the business with IT and an Integrated Process model
ITIL Capability Maturity Model and focus on practical next steps rather than boil
the ocean approaches to achieving “world class”
Project management skills, scope, achievable objectives, clear milestones etc
Effective approach to prioritizing transition initiatives
Tool vendor relationships and the value of “single vendor responsibility"
Anything that speed things up - Intellectual Capital and Accelerators
Service Management Culture – process designs and the people that execute the
activities must see the connection to the customer and the value of what they are
doing so it is not just “a new set of rules” and bureaucracy

IBM Global Services
The ultimate aim of every ITIL implementation is an

integrated solution of people, process and technology
Technology
9 Planned implementation
9 Realistic agreed to objectives

Information Services People
9 Structured approach
Process
Well trained people, armed with 9 Reliance on project

the right information, executing management disciplines
well defined, technology-enabled
processes will deliver high quality
services to the businesses they
support.
9 Executive commitment

ITIL Implementation V2 - IBM Approach

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IBM Global Services

An Enterprise View to Running the Business of IT

Business and Infrastructure Silos Must be

Business Operational Efficiency

CIO Operations LOB Other

Data not shared or integrated.

ITIL Overview Page 2

IT Service Management touches every part of an IT organization

Implement policies by integrating information, technologies and people with

Products and technologies to automate and integrate tasks and

ITIL Overview Page 3

The starting point to a best practice approach is a common

 ITIL does not claim to be a comprehensive description of everything within

ITIL Overview Page 4

…..a common entry point based on priorities to service your business

Incident data Request for Change

Incident Mgmt Problem Mgmt Change Mgmt

ITIL Overview Page 5

ITIL Overview Page 6

The ultimate question is how do you get from “best

Crossing the chasm

Islands of fragmented efforts – Enterprise direction, control and

What else do you need to

Education & Certification

ITIL Overview Page 8

Without a structured enterprise approach to implementation,

bottom up, “grassroots” but fragmented

 Some existing work can be reused but this

ITIL Overview Page 9

What does it take to successfully implement best practices?

What does it take to

 Design & implementation

ITIL Overview Page 10

3. Change Management Process Overview

Change Management Process Mission Statement

 ITIL Process Guides Process Goals

ITIL Organization Guide •

 ITIL Process Diagrams: LOVEM, IDEF0 Process Scope

 ITIL Maturity Model •

Change Management – Carrying Out the Process

Review Much confusion over Uneven enforcing of

ITIL Overview Page 11

IBM offers it’s own brand of a phased approach, which

Phase 1: Strategy Phase 2: Design Solution

Phase 4: Deliver Service Phase 3: Implement Solution

ITIL Overview Page 12

Phase 1 : Access and solution Best Practice Considerations

ITIL Overview Page 13

Planning to implement ITIL best practices requires effective

 Priority to Improve Assessment Incident Management

 Quick, High Level Capability Prioritize Problem Management

Configuration Management Current

Review Change Management

 Identify and Prioritize improvement Release Management

opportunities based a fast 1 2 3 4 5

structured and facilitated self

 Identifies existing re-usable Take

ITIL Overview Page 14

Solution Selection considers the best approach for the

Assessment People Process

Define Roles and skill requirements Phase 2: High Level Design

ITIL Overview Page 15

Several potential approaches to implementation are considered

ITIL does not claim to be a comprehensive description of everything within

Some existing work can be reused but this

Design & implementation

ITIL Process Guides Process Goals

ITIL Process Diagrams: LOVEM, IDEF0 Process Scope

ITIL Maturity Model •

Priority to Improve Assessment Incident Management

Quick, High Level Capability Prioritize Problem Management

Identify and Prioritize improvement Release Management

Identifies existing re-usable Take

Design a core set of processes required to support and delivery any

ITIL based templates to