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ITIL (Key concepts and summary)

Presented by
Clency Laperotine
& Florent Negre
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ITIL (Key concepts and summary)

Index
› ITIL
› Definition
› Service lifecycle
› ITSM

› The different processes of production support :

› Incident management
› Problem management
› Request management
› Change management
› Release management
› Knowledge management
› KPI indicators
› Best pratices
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ITIL definition

ITIL (Information Technology Infrastructure Library)

« Bibliothèque pour l'infrastructure des technologies de l'information »

ITIL is a set of best practice processes for delivering IT services to customers.

- The Primary focus is to maximize value to customers (the business) by aligning IT resources
with business needs. At it’s core is the basic idea that value is provided in the form of
business-aligned IT Services.

IT Goals & targets :

- Better organization of IT
- Improve IT efficiency
- Reduce risks
- Add value to IT, customers

ITIL Service Strategy explains business goals and customer requirements.

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ITIL
Some Basics IT Service Management Terminology & Key Concepts
› Service
› A service is a means of delivering value to customers by facilitating outcomes customers want to
achieve without the ownership of specific costs and risks.”
› In more concrete words, it is made of –and not only– the IT components, the IT teams, the users,
the customers, the implemented business process logic, the performance and quality indicators …
› Customer
› Person/entity who buys (finances) services
› End-User
ProviderPerson/entity who uses services
› Entity who conceives/implements/operates/improves a service from an IT point of view
› Utility
› It is the beneficial business value provided to the users by the service
› For instance, one of the utilities of Credit Risk services is to give more control over the impact of
market operations within a bank
› Warranty
› Certainty the user has to see the service operating as expected
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ITIL
Definition
› A service purpose is to create added value to business

Performance improvement

Service utility
or
Constraint removal

and Added value

Capacity enough
Availability enough

Continuity enough
and Service warranty

Safety enough

› If the utility and warranty conditions are met, the service is then able to generate
added value, in other words to serve the purpose of a business need through IT
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ITIL service life cycle

ITIL lifecycle consists of 5 different stages :
› Service Strategy
› Define the ways a service can bring added value
to customers/users
› Service Design
› Conception of the new features or improvement
of existing ones according to Strategy
› Service Transition
› Scheduling and management of the different
resources needed to implement/maintain the
features
› Service Operation
› Coordination of the different processes needed
to make sure the service is operating as
expected
› Service Continous Improvement
› Detection and execution of any action that
provides an improvement of the service
quality/performance/cost/efficiency…
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ITSM (ITIL service management )

› ITSM refers to all the activities and processes that support a service throughout its lifecycle,
from service management to change management, problem and incident management, asset
management, and knowledge management.

› It measures the operational efficiency of a solution in meeting the service level expectations of
the end-user and how technical IT manages these systems to deliver the desired service level.

› SLA
› Each service can have an associated service-level agreement (SLA), which codifies the
expectations of performance and availability and the ramifications if the service falls below these
expectations.
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ITIL
The different processes

› Main processes of Service Operation :

› Service management
Identify and Define IT service & business needs
› Event Management
› Implement how to handle changes in the IS
› Incident Management
› Fix abnormal behaviors of the service
› Change Management
› Control all organizational changes and mode of operation on IT
› Request Management
› Perform tasks listed in the service catalog
› Problem Management
› Address recurrent incidents/requests with long term solutions
› Release Management > Release deployment
› Deliver enhancements/corrections on the service with minimum disruption
› Knowledge Management
› Document every operational process so as to enhance service supervision and application knowledge
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Service Management (role and activities )

The Service Manager

› Role & responsabilities

› - Defining the service & ensuring services meet the business needs in accordance with agreed business
requirements, and managing the service lifecycle service.
› - Identify service team needs and facilitate team meetings and activities.
› - Coordinate SLA/OLA creation, reviews, and updates.
› - Identify and publish service metrics.
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Event Management

› Definition of an Event
› Detectable or discernible occurrence that has significance for the management of the IT Infrastructure or the
delivery of IT service.

› Objective of Event Management

› Make sure Configuration Items (CIs) and services are constantly monitored. The Event Management process aims to
filter and categorize Events in order to decide on appropriate actions if required

› Event main activities

› Notification
› An error happens, a threshold is approached, a process has finished and a « message » is generated by
the IS

› Detection
› This message is detected by a monitoring tool according to a predefined monitoring setting

› Filtering
› The message is either ignored or communicated to the management tool.
› It is also categorized (Information, Warning, Exception)

› Action
› Depending the event, it will either be processed by production team, automatically communicated to users, logged
in a file on the device
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Incident Management
› Definition of an Incident
› An unplanned interruption to an IT Service or reduction in the quality of an IT service. Failure of a configuration item
that has not yet affected service is also an incident.

› Objective of Incident Management

› Restore a normal service operation as quickly as possible and to minimize the impact on business operations

› Incident main activities

› Incident detection and recording
› Manual or automatic detection and recording of the incident in a ticketing tool
› Priority Classification and initial support
› Set a priority to the incident according to its impact * urgency
› Incident reporting and communication
› Communicate to users before, duringm after the incident and keep a track of past incidents
› Investigation and analysis
› First analysis by production team
› Analysis from Infrastructure team, project team
› Resolution and record
› Apply a fix or a workaround and keep a track of the resolution tasks for future occurrences of the incident
› Incident closure
› Update the status if the incident
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Change management
› Role & responsibilities
› The primary objective of Change Management is to enable beneficial Changes to be made, with
minimum disruption to IT Services.
› The role of the Change Manager is to review, authorise and schedule the Change
› regarding the risk and impact for the business.

› Definition :
› CAB: (Change Advisory Board) Approve requested changes, assisting in the assessment and prioritization
of changes.
› - Prerequisites : chronogram,service impact, criticity level ,planning, sdm& Pm approval, roll back
described, ressources
› RFC - Request For Change: can be triggered from different sources: Incident/Problem resolution,
introduction/upgrade/removal of the CI...
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Change management - process

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Request Management
› Definition of an Request
› A user request for information or advice, or for a standard change (a pre-approved change that is
low risk, relatively common and follows a procedure) or for access to an IT service.

› Objectives of Request Management

› Maintain user and customer satisfaction through efficient and professional handling of all service
requests.
› Request main activities
› Fullfilment Support
› Provide and maintain the tools, processes, skills and rules for an effective and efficient handling of Service
Requests
› Logging and Categorization
› The request can be filled in a ticketing tool directly by the user or by the production team
› Model Execution
› Procedures can exist with the different tasks needed to process the request
› Monitoring and Escalation
› Follow up of the request and potential escalation if delay or dissatisfaction occurs
› Closure and Evaluation
› Update of the status of the request and feedback from user on the request processing
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Problem Management
› Definition of an Problem
› The cause of one or more incidents

› Objectives of Problem Management

› Prevent Incidents from happening, and to minimize the impact of incidents that cannot be
prevented

› Problem main activities

› Proactive Problem Identification
› Identify the tendencies and try to see to what extent an incident applies to different configuration items
› Problem Categorization and Prioritization
› Record and prioritize the Problem with appropriate diligence, in order to facilitate a swift and effective
resolution.
› Problem Diagnosis and Resolution
› Identify the underlying root cause of a Problem and initiate the most appropriate solution
› Problem and Error Control
› Constantly monitor outstanding Problems with regards to their processing status
› Closure and Evaluation
› Ensure that - after a successful Problem solution - the Problem Record contains a full historical description
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Release Management > Release deployment

› Definition of the Release deployment

› A change or adding of configuration item to the service

› Objectives of Release Deployment sub-process

› To deploy the Release components into the live production environment

› Release deployment main activities

› Ensure that the production team has the capacity to deliver the release
› If the production environment is unstable or if too many releases are planned, it may prevent a release to be
deployed
› Control the content of the release before delivering it
› Check the rollout, rollback and post-release check procedures, check the impact analysis
› Communicate the proper information to users and other teams impacted
› When a release is about to be delivered, users and other involved teams should be aware of the status of the
service during and after delivery, as well as the status of the release itself(delivered, in rollback, postponed)
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Knowledge Management
› Definition of the Knowledge management
› Central process responsible for providing knowledge to all other IT Service Management processes

› Objectives of Knowledge management

› Aims to gather, analyse, store and share knowledge and information within an organization.

› Knowledge management main activities linked to production support

› Communication templates
› Templates to communicate on incidents, deliveries,
› Procedures
› Procedures to handle incidents, requests, releases, disaster recovery,
› Onboarding materials
› Templates for prod training, user training or presentations
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Indicators KPI
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Definition of KPI

A Key Performance Indicator (KPI) is a measurable value that demonstrates how effectively a company is
achieving key business objectives.

Organizations use key performance indicators at multiple levels to evaluate their success at reaching
targets.

High-level KPIs may focus on the overall performance of the enterprise, while low-level KPIs may focus
on processes or employees in departments such as sales, marketing or a call center.
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KPI Definition
REF KPI DEFINITION UNIT Acceptance threshold Criticity Threshold

1 Application availability 1 Ratio between application opening time and time of availability % de 95% à 99% > 95 %
2 % P1 between 45 % and 50 % < 45
3 % P2 between 67,5 and75 % < 67,5
4 % P3 between 72 and 80 % < 72
2 Incident Resolution time by priority Average time of resolved incidents priority classification number or percentage
3 Problem open Open number of problems during the reporting period number or percentage
4 Problem ageing Period time of opening incidents until the problem tickets are closed number or percentage
5 Number of open tickets per each level of support Open number of tickets during the reporting period classified by level of number
support
Number of open tickets by priority and by
6 responsability
Opening incident tickets due to their impact and criticity level number

Number of open tickets by priority and by business Opening incident tickets due to the criticity level, impact assessment and
7 infrastructure impact service degradation.
number or % of total of tickets

8 Number of open tickets by priority and by typology Opening incident categorized by origin, ( type , pririority level ) number or % of total of tickets
9 Number of stock of tickets number or % of total of tickets
10 Incidents sorted by level of support
11 Major incidents workload repartition Major incidents workload sorted by application
12 Log full incidents focus Log full incidents are due to several active transactions on database
13 Application outage List of all events which generate outage / or degradation of service
Stock of problems and monthly open /closed
14 problems
Stock = volume of open problems
15 Stock of problems by application
16 Stock of problems by responsability
17 Stock of problems without ETA
18 Stock of problems linked to an incident
19 Stock of problems by age
20 Support tickets by team
21 Support tickets by criticality
22 Support tickets created and closed

› Using KPI metrics is a way for businesses to quantify their business objectives so they can regularly
check up on their performance and determine where they are successful and where they need to
improve.
Below here are some KPI examples that has been defined on IT delivery service support by the service
manager
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Priority Matrix
A matrix can be used to decide properties for performance improvement from a list of indicators
Such a matrix also may be used to decide priorities among possible causes of a performance
weakness or problem to address, or to choose the best solution for given problem.
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Best practices
› Communication is a central task of production support
› When a user raise a request/incident, rephrase it to be sure you understood what he wants
› Ask as many details as possible :
› Did the incident already occured ?
› What precise actions have been done ?
› What is the urgency of the request/incident ?

› Provide clear view of the process that is going to be put in place to resolve/address the
incident/request :
› What actions are going to be done by which teams
› What is the usual duration to process the incident/request N°****
› If the user wants to chase, how to do it : call toss line, escalate to the manager Mr ????

› If the ticket processing takes too much time, communicate new deadline to the user before he
chases you
› If a workaround exists, communicate it

All these communication aspects give control to the user, as he knows what is supposed to happen.
This makes users less angry, and more understanding of what it costs to get an incident/request
processed.
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Best practices
2/2

› Proactivity helps process incidents/requests faster

› Don’t do simple forwarding to user or dev team, as they don’t know how to communicate
together (don’t put them in the same mail loop)
› When communicating to DEV team :
› Enrich the user request/incident with contextual information (DB instance name, production logs or file
samples …)
› Explain the reason of a request/incident (regulatory requirement), the expected result, the impact if the
request/incident are not processed in time
› Do the breakdown of the request/incident, explain the upstream or downstream. Pass a phone call to first
discuss what information is supposed
› When communicating to the user :
› Rephrase the reply of DEV team in more functionnal terms to ease the user’s comprehension
› Explain in very simple terms the fact that his request/incident cannot be processed in time or at all: « data
corruption », « application unavailability », « performance issue », …
› When an asset fails and users are going to be impacted, communicate as soon as possible
› If users are notified of a malfunction, they won’t call the support team to ask what is going on,
which save time for everyone
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