ITIL Delivery

Information Technology Infrastructure Library (ITIL)

An Introduction February 15th 2007

© Deloitte & Touche LLP and affiliated entities.

Today’s Objectives: 1.

Learn the history of ITIL

2.

Understand philosophy behind ITSM and ITIL

3.

Discover all components of the ITIL Framework

4.

Visit each of the core 10 ITIL SM Processes & 1 Function

5.

Understand relationships with other ITSM frameworks/standards

6.

Learn about ITIL Certifications and Career Options

7.

Learn about the future of ITIL


Your Presenter Dalibor Petrovic, PMP, I.S.P. Consulting Manager, IT Strategy and Management, Deloitte.

Certified ITIL Service Manager (ITIL Master) Certified ISO 20000 Consultant and Internal Auditor, Certified CobiT professional Certified Project Management Professional (PMP) President of itSMF-Northern Alberta, Edmonton EXIN Exam Marker for ITIL Master certifications

Role at Deloitte: Helping Business Leaders maximize their Return on IT Investment Helping Technology Leaders demonstrate Value of the IT Investment Industry Focus: Public Sector / Mid-Large Public and Private clients Program Manager and Chief Consultant for the GoA’s ICT Service Management Initiative Contact: +780.421.3716; e-mail: [email protected]


Today IT is in a critical, and ‘tight’ spot! IT has become a vehicle for key business processes. IT is expected to deliver consistently improving services to the business, but with less resources and under ever-increasing expectations: Increasing visibility – the “Front of the Front Office” e.g.. customers and business partners directly logging into systems to perform transitions Increasing demands from the business to deliver effective IT solutions faster, cheaper, better… Increasing complexity of IT infrastructure and processes Increasing competition, e.g. ‘threat’ of outsourcing Increasing pressure to demonstrate value and ROI: Business justification for development projects, control over operational costs, Business Case driven investment decision, Increasing maturity and technical savvyness of users and customers Increasing demands by the business to receive SERVICES… © Deloitte & Touche LLP and affiliated entities.

What our users really expect of IT?

Specification They want to know what it is they are getting? Often, customers don’t know, or can not articulate their true needs – IT should help translate real business requirements into solutions

Conformance Are they getting what the specifications says they should be getting?

Consistency They want the same experience every time!

Value The cost of services should be perceived to be fair, and the quality of service should be perceived to be worth the money spent.

Communication They want to be told what they are getting (or not getting), when, how, and what to do if they have a problem with it. They want to be kept in the loop, and shown due respect


The Solution: different perspective for IT Start by viewing and managing IT as a business that sells services Formulate and deliver unbeatable value proposition for your customers Reposition IT from a cost centre, into a strategic business partner IT Service Management is a discipline that promotes this perspective! The goal of IT Service Management is to provide the service that the Customer wants, at a price they are prepared to pay Objectives of IT Service Management (ITSM): To align IT services with the current and future needs of the business and its

customers

To deliver efficient and effective service to the business and customers

To continually improve the quality of the IT services delivered

To provide more services for the same cost, and reduce the long-term costs of service provision


Scope of IT Service Management


The process approach – a key to ITSM Focus on processes, because good processes … Have well defined inputs, activities, outputs – specification Can be measured, therefore – can be managed - conformance Are repeatable, promoting service consistency Cut across silos – promoting communication and co-operation Can be audited and benchmarked (e.g. Maturity Assessment), demonstrating value to the customer and user Impose organizational discipline Clarify organizational boundaries and roles Capture organizational knowledge Link individuals with the work roles they fill Avoid duplication of effort Form a base for designing good services Support continuous improvement… © Deloitte & Touche LLP and affiliated entities.

And just a reminder - a process is …


What is ITIL? The process focused Defined Common Sense A Library of Books approach to managing IT Origins:

British Government’s effort to improve IT management Developed by the CCTA in the late 1980’s Originally, a library of over 40 books that documented various IT Service areas, processes and standards Today, a library of 8 books, under the auspices of OGC


In the beginning…

…there was Deming! © Deloitte & Touche LLP and affiliated entities.

t Ac

C he

ck

Pl an

o D

Maturity Level

A Quality Management System


The ITIL Library Planning to Implement Service Management

The Business Perspective

Security Management Service Delivery

ICT Infrastructure Management

The Technology

The Business

Service Support

Applications Management

Software Asset Management

Source: OGC © Deloitte & Touche LLP and affiliated entities.

Delivery (Medium to longterm planning and improvement of IT service provision)

IT Service Support (Day-to-day operation and support of IT services)

(Defining, negotiating, agreeing, measuring, and reporting on services, catalogues, service levels, operational support activities & relationships, service metrics)

Availability Mgmt Predicting Service Behaviour (Optimizing the current structure, planning to meet future customer service availability requirements)

Capacity Mgmt Preparing for the Future

Continuity Mgmt Manage the Unthinkable

Financial Mgmt Manage the Cost

(Cost effective (Healthy growth, customer stewardship, allocation and confidence, meet new (Part of business continuity apportionment of service business needs, risk management – plan, costs, optimum VFM, good understand the reduce impact, survive) ROI, financial metrics) infrastructure behaviour)

Change Management Manage Service Improvements (Ensure changes are fast, easy, consistent and authorized – manage risks)

Incident Management Manage Service Failure (Return service ASAP – Lifecycle responsibility for failures, empowered, prepared and consistent)

Problem Management Detect and Remove Cause of Failure (Remove repetitive incidents from the infrastructure, prevent incidents occurring)

Release Management Maintain Service Integrity (Software & hardware control and distribution – service legality and integrity)

Security Management Manage confidentiality, integrity, availability

IT Service

ICT Infrastructure Management Manage Information and Communications Technology operations

Service Level Management Manage the Services

Integrated Service Desk and ITSM Tool-set

The Customers’ Business Processes

Operational Best Practice

Business Objectives & KPIs

Customer Relations and Service Planning Best Practices

The Service Management Structure

Configuration Management Manage infrastructure component (Configuration Item) information (What are the service components and how are they joined together? Infrastructure quality metrics)



Components of Service Support Goal: To operate the IT services in an efficient and effective way and to ensure required stability and availability targets of the day-to-day IT operation are consistently met Service Desk A function, not a process, that provides ‘a central point of contact’ between users and the IT service organization Incident Management Aims to restore normal service operation as quickly as possible and minimizes negative impacts of incidents on business operations, therefore ensuring the maintenance of best possible levels of service quality and availability Problem Management Diagnoses the underlying cause of incidents and problems, provides root-cause analysis, correction of errors and proactive problem and incident prevention Configuration Management Provides a logical model of the infrastructure and services by identifying, controlling, maintaining and verifying the Configuration items. Change Management Ensures that standardized methods and procedures are used for efficient and prompt handling of changes, thus minimizing the impact of any related incidents upon service Release Management Takes a holistic view of a Change to an IT service and ensures that all aspects of a Release, both technical and non-technical, are considered together.


The Service Desk Goals

To act as the central point of contact between Users and IT Service organization and track status of all customer interactions To handle Incidents and Requests, and provide an interface for other activities and processes, such as Change, Problem, Configuration, Release, Service Level, and IT Service Continuity Management


Why the Service Desk? Today’s organizations demand efficient, effective and high quality Support System A Support System that is: easy to access quick to respond capable and knowledgeable equipped to resolve, restore and respond empowered to act!

Such Support System improves an organization’s Competitive Advantage! Service Desk is at the CORE of such a Support System


What is the Service Desk? The Service Desk is more than just a Help Desk The first and the only point of contact for all IT users Provides high quality support to meet business goals Helps identify costs of IT services Enables proactive support and communication of changes Identification of business and training opportunities Increases user satisfaction (gradually)


Responsibilities of the Service Desk Receives and records all calls from users Provides first-line support, through Incident Control activities Escalates to second-line support when necessary Monitors Incident trends and raises Problem Records Keeps users informed on status and progress Provides interface between ITSM processes Produces measurements and metrics Provides Management Information


Types of Service Desk: Local Information


Types of Service Desk: Centralized Information


Types of Service Desk: Virtual Information


Incident Management Goal

To restore normal service operation as quickly as possible with minimum disruption to the business, thus ensuring that the best achievable levels of availability and service are maintained

Incident definition: Any event which is not part of the standard operation of a service and which causes, or may cause, an interruption to, or a reduction in, the quality of that service

Work-around definition: A method of avoiding an Incident or Problem either by employing a temporary fix or technique so the user is no longer reliant on a Configuration Item (CI) that is known to cause failure © Deloitte & Touche LLP and affiliated entities.

The Incident Life Cycle Activities

Including Impact and Urgency selection

Yes

No

Note. This is not Problem Closure © Deloitte & Touche LLP and affiliated entities.

Classification: Categorization Activities

Record User perception of failure in terms of the User’s inability to do something “Batch job output has not been received” “I can’t print, connect to a server or access an application”

Identify affected services (and possibly by association the affected SLA) Categorize and provide details of CI thought to be at fault After resolution: Categorize and provide details of CI eventually found to be at fault Log the quick fix, workaround, or the action taken. © Deloitte & Touche LLP and affiliated entities.

Classification: Prioritization Activities

Impact is the measure of the effect upon the business activities and service levels (the degree of possible harm) - scope Urgency is the measure of effect on business deadlines (when the harm will occur) - time

Priority = Impact X Urgency

Priorities allow the IT service supplier to prioritize its resources: Effort = Time = Money


Illustrative Examples of Priority Information

Payroll Application: System run once per month to run payroll / perform BACS transfers etc.

Failure of payroll server

Impact

Urgency

Priority

High: will effect all employees

Low : Payroll not run for 3 weeks

Low (at the moment)

High: will effect all employees

High : Fix needed before 06:00 tomorrow morning

High

(first week in month) Failure in payroll server (last week of month)

Bank Teller Application: System used by cashiers in bank to transact on accounts Impact

Urgency

Priority

One Branch teller application performing poorly

Medium : one branch out of 150

High : Queues beginning to form

High

Router Interface down

Low : Cashiers and customers not impacted due to redundancy in network

Med : Router needs to be rebooted to restore network redundancy

Med


Escalation types Definitions

Hierarchical escalation would typically include requests for authorization, resources and/or costs Hierarchical (authority) Functional (competence)

Functional escalation might include specialist groups, e.g.. Tier 1 to Tier 2


The use of Support Teams Activities

The use of support teams is important in efficient incident resolution. First line support deals with the communication to the user, resolution of known incidents (e.g.. password resets)… …allowing the second and subsequent levels to focus on resolving assigned incidents. Targets are often set for improving the percentage of incidents resolved at first level. © Deloitte & Touche LLP and affiliated entities.

Problem Management Goal

To minimize the adverse effect on the business of Incidents and Problems caused by errors in the infrastructure, and to proactively prevent the occurrence of Incidents, Problems and errors.


Problems and Known Errors Definitions

Problem

An ‘unknown underlying cause of one or more incidents’

Known Error

An Incident or Problem for which the root cause is known and for which a temporary work around or permanent alternative has been identified. If a business case exists an RFC* will be raised, but in any event it remains a Known Error until it is permanently fixed by a Change’

* - RFC: Request for Change


Activities of Problem Management Activities

Problem Control (reactive) Error Control (reactive) Major Incident Support (e.g.. email server down) Proactive Problem Prevention: Trent Analysis Targeting Support Action

Provision of Management Information Major Problem Reviews


Problem Flow Incidents

Information

Service Desk

Problem

Known Error

Change Process


Configuration Management Goal

To provide logical model of the IT Infrastructure by identifying, controlling, maintaining and verifying the versions of all Configuration Items in existence.


What is in a WORD?…..

Inventory • A list of items • Physical and unique


What is in a WORD?….. Asset Inventory • A list of items • Physical and unique

• Financial data • Governance


What is in a WORD?….. Configuration Asset Inventory • A list of items • Physical and unique

• Financial data • Governance

• Relationships • Decision DB


Configuration Management Definitions

Configuration Item (CI) – a component of an IT infrastructure which is (or is to be) under the control of Configuration Management and therefore subject to formal change control Configuration Management Database (CMDB) – a database which contains details of the attributes and history of each CI and the relationships between CIs Baseline – a snapshot of the state of a CI and its components or related CIs, frozen in time for a particular purpose, such as: The ability to return a service to a trusted state if a change goes wrong A specification for copying the CI or for a roll-out The minimum CIs needed to maintain vital Business Functions after a disaster


Major CI Types

Documentation

People Users, Customers, Who, Where, What Skills, Characteristics, Experience, Roles

Hardware Computers, Computer components, Network components & cables (LAN, WAN), Telephones, Switches

Designs; Reports; Agreements; Contracts; Procedures; Plans; Process Descriptions; Minutes; Records; Events (Incident, Problems, Change Records); Proposals; Quotations

Data Files What, Where, Most Important

Environment Accommodation; Light, Heat, Power; Utility Services (Electricity, Gas, Water, Oil); Office Equipment; Furniture; Plant & Machinery

Services Desktop Support, E-mail, Service Desk, Payroll, Finance, Production Support

Software Network Mgmt Systems; In-house applications; O/S; Utilities (scheduling, B/R); Packages; Office systems; Web Management © Deloitte & Touche LLP and affiliated entities.

Building a CMDB….

Description The The relevant range ofcharacteristics responsibility the interfaces The degree of detail selected that orcovered features exist between bythat Configuration distinguish CIs in the to describe a unique entity oneinfrastructure Management CI from another

Scope

Attributes

CI Level • • • • •

Relationships

Identification Inventory Asset Incidents Changes, ect © Deloitte & Touche LLP and affiliated entities.

CI Relationships and Attributes


Interfaces between processes Information

Configuration Management is heavily dependent upon a number of other disciplines. Effective Change Management, software control, Release Management, operational acceptance testing, and procedures for the installation and acceptance of new/different hardware and network components are all essential. If these are not already in existence, they should be planned alongside Configuration Management. © Deloitte & Touche LLP and affiliated entities.

Change Management Goals

To ensure that standardized methods and procedures are used for efficient and prompt handling of all Changes, in order to minimize the impact of any related Incidents upon service.

Changes can arise as a result of Problems, Known Errors and their resolution, but many Changes can come from proactively seeking business benefits such as reducing costs or improving services


Change Management Definitions

Change – a deliberate action that alters the form, fit or function of Configuration Item (CI) such as an addition, modification, movement, or deletion that impacts the IT infrastructure Request for Change (RFC) – a means of proposing a change to any component of an IT infrastructure or any aspect of an IT service Forward Schedule of Change (FSC) – a schedule that contains details of all the changes approved for implementation and their proposed implementation date Standard Change – a Change that is recurrent, has been proceduralized to follow a pre-defined, relatively risk free path and where Change Management and budgetary authority is effectively give in advance Service Request – a request, usually made through a Service Desk, for a Standard Change Example: providing access to services for a new member of staff or relocating a few PCs © Deloitte & Touche LLP and affiliated entities.

Change Management terminology Terminology

Change Advisory Board (CAB) Forward Schedule of Changes (FSC) Projected Service Availability (PSA) Emergency Committee (EC)

Types of Changes: Basic Change Standard Change Urgent Change


Control Information

Incident Management is responsible for controlling Incidents, Problem Management is responsible for controlling Problems and Errors, and – if a change is required to fix a Known Error, Change Management is responsible for managing Changes

Incident Control

Incident Management

Problem Control Problem Management

Error Control

Change Control

Change Management © Deloitte & Touche LLP and affiliated entities.

Release Management Goal

Release Management takes a holistic view of a Change to an IT service to ensure that all aspects of a Release, both technical and non-technical, are considered together

Good resource planning and management are essential to package and distribute a Release successfully. The focus of Release Management is the protection of the live environment and its services through the use of formal procedures and checks.


Service Support Process Model Management Tools & IT Infrastructure

Incidents

Service Desk

Incident Management

Enquiries, Communications, Workarounds, Updates

Users

Changes Releases

Problem Management

Services Services Reports, Reports, Incidents, Incidents, Statistics, Statistics, Audit Audit Reports Reports

Change Management

Problem Problem Statistics, Statistics, Trend Trend Analysis, Analysis, Problem Problem Reports, Reports, Problem Problem Reviews, Reviews, Diagnostic Diagnostic Aids, Aids, Audit Audit Reports Reports

Incidents

Release Management

Change Change Schedule, Schedule, CAB CAB Minutes, Minutes, Change Change Statistics, Statistics, Change Change Reviews, Reviews, Audit Audit Reports Reports

Problems, Known Errors

Release Release Schedule, Schedule, Release Release Statistics, Statistics, Release Release Reviews, Reviews, Source Source Library, Library, Testing Testing Standards, Standards, Audit Audit Reports Reports Changes

Configuration Management

CMDB CMDB Reports, Reports, CMDB CMDB Statistics, Statistics, Policy/Standards, Policy/Standards, Audit Audit Reports Reports

Releases

CI Relationships

Configuration Management Database



Components of Service Delivery Goal: Plan and deliver IT services in a structured, reliable and cost effective way and achieve consistency and value though continuous improvements and strong relationships with Customers and Users

Service Level Management

Maintains and gradually improves IT service quality through a constant cycle of agreeing, monitoring and reporting on IT service achievements. Instigates actions to eradicate unacceptable levels of services

Financial Management for IT Services

Provides cost-effective stewardship of IT assets and the financial resources used in providing IT Services. Includes sub-processes of Budgeting, Accounting and Charging

Capacity Management

Enables an organization to understand and manage current capacity, understand and meet the future business requirements for capacity and performance cost effectively.

Availability Management

Optimizes the capability IT infrastructure and the supporting organization to deliver cost effective and sustained levels of availability that enables the business to satisfy its objectives

IT Service Continuity Management

Support the overall Business Continuity Management process by ensuring that the required IT technical and services facilities can be required within required and agreed business time scales. © Deloitte & Touche LLP and affiliated entities.

Service Level Management Goals

To maintain and gradually improve business aligned IT service quality, through a constant cycle of defining, agreeing, monitoring, reporting and IT service achievements and through instigating actions to eradicate unacceptable levels of service

Service Level Management manages and improves the agreed level of service between two parties The provider who may be an internal service department or the external organisation that provides an outsourced service The receiver of the servers i.e. the customer who pays the bill. © Deloitte & Touche LLP and affiliated entities.


Financial Management For IT Services Goal

To provide cost-effective stewardship of the IT assets and financial resources used in Services

Note. Financial Management of IT Services used to be known as Cost Recovery in the old ITIL books © Deloitte & Touche LLP and affiliated entities.

Concepts Activities

Budgeting and Accounting (mandatory) Understand costs involved in providing a service Prediction of future costs Monitor actual against predicted costs Account for monetary spend over given period

Charging (optional) Recovery of service costs from Customer Operate IT Division as a business unit if required


Capacity Management Goal

To understand the future business requirements (the required service delivery), the organization's operations (the current delivery), and ensure that all current and future capacity and aspects of the business requirements are provided cost effectively.


Concepts Terminology

Business Capacity Management Service Capacity Management Resource Capacity Management Demand Management Application Sizing and Modeling Also … Throughput (Workload) – the volume of work performed on a system or device by the users Threshold – a pre-determined level at which action is taken (e.g. the time at which escalation occurs) © Deloitte & Touche LLP and affiliated entities.

Availability Management Goal

To optimise the capability of the IT infrastructure and supporting organisations to deliver a cost effective and sustained level of availability that enables the business to satisfy its objectives


Responsibilities Information

Determining availability requirements in business terms Predicting and designing for expected levels of availability and security Optimising availability through monitoring and reporting on all key elements of availability Produce Availability Plan Ensuring service levels are met by monitoring service availability levels against SLAs, and also monitoring OLA/UC availability obligations Continuously reviewing and improving availability to ensure those agreements are met [consistently and without fire fighting day to day availability issues] Recognised techniques in the assessment of faults leading to availability issues include: CFIA – Component Fault Impact Analysis FTA - Fault Tree Analysis © Deloitte & Touche LLP and affiliated entities.

IT Service Continuity Management Goal

To support the overall Business Continuity Management process by ensuring that the required IT technical services and facilities can be recovered within required and agreed business time-scales


Business Continuity Management (BCM) Process Activities

These steps are reflected in the core activities of IT Service Continuity Management….


Participants in IT Service Management

Service Service Delivery Delivery

Sr. IT Mgt

Sr. Mgt

Tactical

Service Level Management

Customers

Operational

Service Desk

Users

IT

The Business

Strategic

Service Service Support Support


Why ITIL? Consistent and predictable results, process improvement and cost saving *

* Source: Forrester Research – Stabilizing IT with Process Methodologies – May, 2005


ITIL is more than a library of books

Training •Fundamentals •Practitioner •Service Manager

Qualifications: Certification at each level

Information Technology Infrastructure Library Consultancy: Provision of IT consulting services to clients based on a de facto standard

Tools: ITIL “compliance” is driving tools manufacturers itSMF: User groups providing seminars, conferences, and workshops


ITSM Training and Accreditation Service Manager Service Managers’ Certificate in ITSM (Masters) (Management program)

ITIL Practitioner Practitioner Certificates in ITSM Processes (For specialists)

ITIL Foundations Certificate

ITSM Awareness Seminars Executive Series Support Staff Series For Technical Staff

ITSM Workshops ITSM the Forgotten Process Achieving Highest Possible Standards (British Standards Institution (BSi)) Process Improvement (CM, SLM, etc…) © Deloitte & Touche LLP and affiliated entities.

The ITIL Foundation Certificate… Recognized qualification in the IT industry 40 Question, Multiple Choice, 60 Minute Certification Exam, 65% Passing Score (26 questions right at minimum) Syllabus is the ‘IT Service Management Pocket Guide’ Recommended preparation is: Active participation in the ITIL Foundations course Becoming familiar with the Pocket Guide Completing Exercises and Sample Exams

Requirements: Know ITIL definitions Know Roles and Responsibilities Know Process Interactions


… further ITIL Certifications ITIL Certification for Individuals: Practitioner's Certificates – for specific groups of disciplines (e.g.. Service Desk+Incident+Problem); multiple choice exam Service Manager's Certificate – 5 years minimum of management experience, 400 + hours of self study, actual case preparation, attendance on 10 days exam preparation programme, and 2 three-hour written exam papers; case-study, essay style exams


Careers in IT Service Management ITIL Foundations

ITIL Practitioners

ITIL Service Managers

Internal Opportunities:

Internal Organization Opportunities:

Internal Organization Opportunities:

ITIL Foundations is becoming a prerequisite for:

• Business Analyst

• IT Service Manager

• Process Engineer

• IT Operations Manager

• Service Desk Analyst

• Operations Team Lead

• Program Manager

• Desktop Analyst

• Project Manager

• Director, IT Service Management

• Process Analyst

• Director, IT Operations • CIO / CTO

Vendor Organization Opportunities:



• Service Desk Analyst

• Service Desk Team Lead

• Senior Specialist / SME

• Desktop Analyst

• Desktop Services Team Lead

• Manager, Managed Services

• Operations Team Lead

• Director, Managed Services

• Manager, Service Desk

• Director, Outsourcing

• Process Specialist / SME

• Director, IT Operations

Consulting Opportunities:



• N/A

• Process Design Consultant

• Senior Consultant

• Senior Operations Consultant

• Advisor to Senior IT Leadership

• Process Specialist / SME

• IT Operations/Service Management Advisor to Business Leaders • Senior Expert / Management Consultant

Deloitte currently has openings for ITIL Business Analysts, Consultants and Senior Consultants. © Deloitte & Touche LLP and affiliated entities.

Complementing frameworks and standards Various frameworks, methodologies and standards exist to help IT organization improve its quality, efficiency and effectiveness. Here is the list of most relevant five:

What is it?

Focus IT Specific How it fits

ITIL

CMM

CobiT

Six Sigma

ISO 2000

The IT Infrastructure Library is a customizable framework of best practises that promote quality IT service, build on a process-model view of controlling and managing operations. ITIL was originally developed by the UK government and has since matured into an internationally recognized standard.

The Capability Maturity Model is a method of evaluating and measuring the maturity of the software development process. Recent revisions (CMMI) provide guidance for improving organization process and manage the development, acquisition and maintenance of products and service

Control OBjectives for Information and related Technology is a framework for information security and provides generally accepted IT control objectives to assist in developing appropriate IT governance and control

A data driven quality management program to control variations and thereby achieve high levels of quality.

A standard concerned primarily with the quality of IT Service Management. It provides the basis to fulfill customer requirements, regulatory requirements, enhance customer satisfaction, and pursue continual improvement

IT Operations – IT Service Management

Development

Governance and Control

Process Improvement

Processes Consistency

Yes

Yes

Yes

No

Yes

Define and implement processes

Determine extent of process maturity

Provide process controls

Improve processes

Certify processes are being followed


Unifying Framework View

ISO20000 CobiT SIX SIGMA CMMi Governance ITIL

Business Process Models


ITIL …Future to this:– from ITILthis…. V.3 Planning to Implement Service Management Service

Strategy

Design

The Business

The Business Perspective

Service

Service

Service Operation Transition Support

LIFECYCLESecurity PERSPECTIVE Management

Service Pocket Guides

Continuous Service Improvmt

ICT Infrastructure Management

Case Studies

Delivery

The Technology

Service

ITIL Practice Working Templates Applications Management Governance Methods Certification-based Study Aids Software Asset Executive Introduction to ITManagement Service Management


In summary: ITIL is: The Library of guidance, advice and terminology The Best Practice in IT Service Management The international de-facto standard for managing IT Services Process oriented approach designed to improve Quality, Efficiency and Effectiveness of IT Services Service focused IT management model, viewed from the perspective of IT customers and users Evolving, vendor-neutral, non-proprietary framework CobiT complementary, Certifiable through ISO20000 DEFINED COMMON SENSE © Deloitte & Touche LLP and affiliated entities.

Q&A


© Deloitte & Touche LLP and affiliated entities. Deloitte, one of Canada's leading professional services firms, provides audit, tax, consulting, and financial advisory services through more than 6,200 people in 50 offices. Deloitte operates in Québec as Samson Bélair/Deloitte & Touche s.e.n.c.r.l. The firm is dedicated to helping its clients and its people excel. Deloitte is the Canadian member firm of Deloitte Touche Tohmatsu. Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms, and their respective subsidiaries and affiliates. As a Swiss Verein (association), neither Deloitte Touche Tohmatsu nor any of its member firms has any liability for each other's acts or omissions. Each of the member firms is a separate and independent legal entity operating under the names "Deloitte," "Deloitte & Touche," "Deloitte Touche Tohmatsu," or other related names. Services are provided by the member firms or their subsidiaries or affiliates and not by the Deloitte Touche Tohmatsu Verein.


ITIL Delivery

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