ITIL Foundation

Flipcharts
ITIL

CCTA, OGC, Axelos

Good Practise

Best Practise

What and not How

Adopt und Adapt

Scalable

Not a Standard (ISO 20000)

Bad Good

Best
Worst

ITIL + Brain = Success

ITSM! What is a Service?

Outcome Cost

IT Organization Custome Organization

Market Risk

GP GP Strategical

Service SLA
Level
Vendor Customer Taktical Consumer
Manager

Service
User
Desk Operational

Value Chain
3
What is our offer?

Goods

Resources

Service Actions
Service Management

Holistic Management Approach

4 P’s / 4 D’s

Service Assets
People Products
(People and (Technology and
Resourcen Capabilities
Organization) Information)
- People - ?????
- Infrastructur
- Money
- Knowledge
Prozesses Partner - Tools
(Prozesse and (vendor’s and
Value Streams) Partner)
Processes
Target <8h

Role Role Prozess-Owner (Nur 1)

SD 1st 2nd Prozess-Manager
Prozess-Practitioner

Outputs CMMI =0, 1, 2, 3, 4

Input Task
- Reg
- Kat
- Prio
Trigger
- ….
Close

Controls

Measure
Wertströme

Input: Step1 Step2 Step3 Step4 Realized value

Output

Praktise Praktise Praktise Praktise

1 2 3 4

Praktices = Resources
- People
- Knowledge
- Tools
- …..
Incident Records
1

1 1’10 9 10 14 14‘30 14‘52 15‘12 16‘20 17‘02 18

Ident 1st 2nd 3rd Rep Res RECOVER Info Doc Close

Report

Improve

Control
Priorisierung
1

Urgency?

Business Impact?
Impact?
Service?
Nr. User?

$
Prio 1, 2, 3 ……

t
Timeline #MA $
8, 24, 48h SLA Communication
Problem Management

Incident Workaround

Problem
Ident Reg Cat Prio Specialist/Root Cause Analyse Known Error Solution Review Close

KEDB

RFC Change
Problem Management

Our Organisation

ABC

MS KEDB

Symptom
Workaround
Error
Solution
Community
Vendor
Problem Management

Incident Closed

Problem
Error Workaround Solution Closed
Event Management und Monitoring

Event

Passiv Exeption
- Incident

Action
Monitoring - Human

Prt ✓ Router
- Maschine
- Informativ
- Log
Aktiv
x
x x x
Server 1 Server2 Server3
Servicedesk

Wien

x x x
Bern
Berlin
LSD
LSD LSD

Autom
Call
Distribution

CSD
Indien
Transition

Improve
Strategie

Plan

Design

Transition

Deliver & Support

Negativ Impact/Interrupt current Operation as less as possible

Assure Quality/Time of Change according acceptance criteria
15
Change, Release, Deploy und Definitive Media Library

Change Release, Test und Deploy

RFC

Registration

Prove

Impact/Risk/Plan(CAB)

Genehmigung (Approve)
Build

Test
Freigabe (Approve) DML

Deployment

Abnahme (Review)
16
Configuration Management

Business SLA 5*8h

Service
Technical
Service Kunde

LAN
Peter
Telefon
- Name Activ
Ser - Attributs
- State
ver - History (Incidents,
Probleme, Changes)

PC SW
CHANGE
Configuration und Change Management

SOLL
11.0 Change
CMS
x
9.0

PC RFC MP 9=>11

Reg
Prove
Approve
Buid
Delta Test
Soll
Ist
IMPL t

IST Audit
1x IST

18
Service Katalog

Business Services
✓ Customer perspective
✓ Complete, actuall
✓ To support sales

Approch
✓ Offer
✓ SLA
✓ System

Technical Services
✓ Supporting Services
✓ From internal and external vendors and partner
20
SLM

Customer
Terminate S- Level Requiremts

S-Catalog
S-Renew
Asure
S-Extend Internal: OLA

External:
Underpinning
S-Improvement C ontract
Plan

S-Review Offer
C- Satisfaction
Negogiate

SLAM
Report

Measure Agree
Monitor
1.1.2024
Capacity and Performance Management

Capacity Demad
Subprozesse
1. Business Capacity Management

We buy tomorrow double capacity

to the half price from today! 2. Service Capacity Management
Incident

t 3. Component Capacity Management

Aufgaben
1. Plan, Test and Implement
2. Monitor and Measure
• Reportt
• Incidents
• Probleme
• Improve
3. Changemanagement
1.1 31.12

21
Availability & IT Service Continuity Management

∞$ % SLA times:
>97%
1. Service
Costs 2. Planned Maintainance
Impact 3. Unplanned „Incidents“
• Reaction
128k$ • Recover

0 89% 100%
t

Alive
90%/10%
Dead

Aufgaben:
Support 1. Business Impact Analyse
($, Live and Health, Image, Compliance)
HA 2. Risc Managament

3. Plan, Test and Implement

48h 4. Measure and Monitor
5. Incidents, Problems and Improve
6. Changemanagement

Car/Technology Garage/Support
Lokale und Zentrale, Interne und Externe IT Organisationen

Lokale IT

Zentral IT
(Shared)

Externe IT
Service Lifecycle (Ausgaben, Invest und Einnahmen)

Geld
+

Strategie Design Transition Operation

Geld
-

Improvement
Deeming Cycle

A P
C D

T
 Vision
Mission
Prüfung
CSF Punkte
Ziel/Herausforderungen: Überleben
KPI >=26
CSf : Kosten
Risko
KPI :<500 Eur
Metriken :personal, logistik, material
Risiko :

26 ITIL® 4 Foundation _Dok. V1.4.8_06/2020_Copyright © AXELOS Limited 2018. Material is reproduced under license from AXELOS Limited. All rights reserved.
Balancen

Balancen sind wichtig!

Kosten versus Qualität

IT Sicht versus Business Sicht
Proaktive versus reaktive Sicht
Stabilitäte versus agile Sicht
 Knowledge

CMS Information

Daten

N CMDB
Risiko Management Schaden Business Impact Analyse

Business Value Treath

Vulnerbility Risc
Impact (Impact) Probability
Analyse Analyse

RISC

Risc
Management
Proactiv PROAKTIV
REACTIV Transfer Accept Vaccination
Medicin
Matrixorganisation

IT ChefChef

HW Chef SW Chef Support (SD)

Incident Prozess Owner/Manager Egon
Servic Tanja
Deployment
Mmgt. Fritz Egon
Office Capacity
Susi (1st)
SMO Franz Babs
Support Anwender/Servicedesk/Portale

€/h Support

SD

IT

Anwender 60€
100€
80€

Self Help