"We have decided that we should adopt ITIL as a framework of best practices for managing our IT Services. But where should we start?" This webinar will help you to avoid undesirable situations and to foresee the main obstacles that you can expect when trying to keep the whole service lifecycle under control from the beginning. A set of simple recommendations will help you to effectively put in place the processes that will turn your IT organisation into a controlled environment according to the best practices described by ITIL. This presentation was used in a live webinar that was presented on BrightTalk on April 23, 2015 and is available (with audio) via the following link: https://www.brighttalk.com/webcast/534/142943

1. Javier García Bolao
@JGarciaBolao
fgarciabolao@gmail.com
es.linkedin.com/javiergarciabolao/
Adopting best practices based on
ITIL®
- Where do I start?

2. The ITIL service lifecycle, functions and
processes
Strategy management for IT services
Service portfolio management
Financial management for IT services
Demand management
Business relationship management
The seven step improvement process
Event management
Incident management
Service request fulfillment
Problem management
Access management
Design coordination
Service catalogue management
Service level management
Availability management
Capacity management
IT service continuity management
Information security management
Supplier management
Transition planning and support
Change management
Configuration management
Service asset and configuration mgmnt
Release and deployment management
Service validation and testing
Change evaluation
Knowledge management
FUNCTIONS
• Service desk
• Technical management
• IT operations management
• Applications management

3.  26 processes and 4 functions requiring definition of:
• Policies
• Activities
• Workflows
• Roles
• CSFs, KPIs, metrics…
 The recommendation of
adopting a holistic
approach to ITSM.
 Where do I start?
The situation

4.  ITIL is not a standard, so it should not be read verbatim
• No “templates” provided
• No “right sequence” established
• No “how-to’s” defined
 ITIL is a framework. Once adopted, it has to be
adapted to the particular needs
of your business.
ITIL as a framework

5.  ITSM is the core capability of a service provider.
 ITSM should be considered as a strategic asset.
 Strategy should be defined by the managerial areas.
 ISO 20000 requires identifying a top-level manager
that will be accountable for the achievement of the
ITSM plans.
Obtain a clear mandate from the top
management

6.  The IT steering group will ensure that business and IT
services remain synchronized.
 The ISG will leverage the design and implementation
of business relationship management and other
critical service strategy processes.
Build an IT steering group

7.  Even if your processes are not formalized, your teams
are probably doing most of the activities that should
be done.
 Focus on improving how these activities are being
done.
 A process is just a set of activities designed to
produce a result.
 Now it’s just a matter of maturity levels.
Trust yourself (Trust your IT)

8.  Assess the perception that the business has about
the services as they are being provided now.
 This will let you understand which
processes provide more value.
 This will help you realize
what will be considered as
successful by the business.
Know yourself (Know your business)

9. Initial
Process maturity assessment
1
Managed
Defined
Quantitatively
managed
Optimizing
2
3
4
5

10. From vision to measurements

11. The power of documenting
Document what you do, do what you document

12.  To understand how activities are performed.
The power of documenting

13.  To understand how activities are performed.
 To identify all the stakeholders.
The power of documenting

14.  To understand how activities are performed.
 To identify all the stakeholders.
 To get all the stakeholders involved in the initiative.
The power of documenting

15.  To understand how activities are performed.
 To identify all the stakeholders.
 To get all the stakeholders involved in the initiative.
 To capture a baseline that will enable you to measure
future improvements.
The power of documenting

16.  A technique that comes from lean management.
 Maps the value chain of a process.
 Useful for identifying and reducing wastes.
Value stream mapping (VSM)

17.  Big bang rarely works!
• A modular approach is more desirable.
Avoiding mistakes

18.  Big bang rarely works!
• A modular approach is more desirable.
 Flee from “standard” sequences of implementation!
 Ask yourself: Why?
Avoiding mistakes
Incident
management
Problem
management
Change
management Service asset &
config mgmnt.

19. Manage the entire service lifecycle
Service
strategy
Service
design
Service
transition
Service
operation
Continual
service
improvement

20. Manage the entire service lifecycle
Service
strategy
Service
design
Service
transition
Service
operation
Continual
service
improvement
ACTIVITIES:
Strategy management
Service portfolio
Financial management
Demand management
Business relationship
ACTIVITIES:
Design coordination
Service catalogue
Service Levels
Availability
Capacity
Continuity
IT security
Supplier management
ACTIVITIES:
Transition planning
Change management
Service asset management
Release and deployment
Validation and testing
Change evaluation
Knowledge management
ACTIVITIES:
Event management
Incident management
Service requests
Problem management
Access management
ACTIVITIES:
Seven-step improvement

21. Manage the entire service lifecycle
Service
strategy
Strategy management for
IT services
Service portfolio
management
Financial management
for IT services
Demand management
Business relationship
management
Service
design
Design coordination
Service catalogue
management
Service level
management
Availability management
Capacity management
IT service continuity
management
Information security
management
Supplier management
Service
transition
Transition planning and
support
Change management
SACM
Release and deployment
management
Service validation and
testing
Change evaluation
Knowledge management
Service
operation
Event management
Incident management
Service request
fulfillment
Problem management
Access management
Continual
service
improvement
The seven-step
improvement process

22.  Businesses need to persist over time.
 Persisting requires adaptation.
 Adaptation needs change/improvement
 The seven-step improvement process maintains links
to all the processes and functions of the service
lifecycle.
 The seven-step improvement process ensures that
services remain alligned with to the business
requirements.
The magic of continual service improvement

23. 1. A top-level manager should be identified.
Summary

24. 1. A top-level manager should be identified.
2. Build an IT steering group (ISG).
Summary

25. 1. A top-level manager should be identified.
2. Build an IT steering group (ISG).
3. Understand the business perception of IT services.
Summary

26. 1. A top-level manager should be identified.
2. Build an IT steering group (ISG).
3. Understand the business perception of IT services.
4. Assess the maturity of existing processes.
Summary

27. 1. A top-level manager should be identified.
2. Build an IT steering group (ISG).
3. Understand the business perception of IT services.
4. Assess the maturity of existing processes.
5. Decide next processes to be implemented (ISG).
Summary

28. 1. A top-level manager should be identified.
2. Build an IT steering group (ISG).
3. Understand the business perception of IT services.
4. Assess the maturity of existing processes.
5. Decide next processes to be implemented (ISG).
6. Design and put in place a continual service
improvement process.
Summary

29. Javier García Bolao
@JGarciaBolao
fgarciabolao@gmail.com
es.linkedin.com/javiergarciabolao/
Thanks for your attention