ITSM & ITIL (Part 2)

Instructor: Prof. Dr. Martin Knahl

1
HP ITSM Referenzmodel
HP ITSM Referenzmodel
 ITILv3

Source: http://www.pressebox.de/pressemeldungen/iet-solutions-gmbh/boxid-126831.html
 Problem Knowledge
Management Management

Incident Avaibility
Management Management

SLA Configuration
Management Management

Security Change
Management Management 5
ITIL Processes

Source: http://www.itil-process-wiki.org/index.php?title=Main_Page 6
 Part 1:

ITILv2: ITSM Service Delivery

ITILv3 “Governance Processes”:

Service Strategy & Continual Service
Improvement

7
ITIL –
Service
Delivery
Processes

[OGC Service Delivery]

Financial Management

• Financial Management includes budgeting, accounting, and

charging for IT services being delivered to the customers.
• Budgeting and accounting involves understanding the costs of
providing various services
• Financial Management ensures that any IT service proposed is
justified from a budget point of view.
• Allows IT departments to function as a business unit.
• Allows customers to demand a value for their money.

9
Financial Management
• The discipline of ensuring the IT infrastructure is obtained at
the most effective price
– Not necessarily the cheapest!
• IT Costs can be divided into different units:
– Equipment
– Software
– Organization (staff, overtime, etc.)
– Transfer (costs of 3rd party service providers)
• Calculating the costs of providing the service so the
organization can justify the costs of its IT services
– Costs can then be recovered from the customer of the service
– Costs can also be divided into direct and indirect costs, and can be
capital costs or ongoing costs.

10
SLAs a la Feit

Q: How can you (e.g. a customer) assure that you receive

an appropriate quantity and quality of service?
A: Negotiate a Service Level Agreement (SLA) with the
provider. An SLA will typically include verifiable,
quantitative thresholds that define the provider’s
deliverables, and sets penalties (e.g. compensation) that
will be imposed if the provider fails to meet its SLAs.
[Feit1999]

11
Agreement regarding:
• Service contents
• Level of Quality SLA
• Costs / Penalties

Service Level Agreements

de
its
m

m
m

an
co

ds
IT Services
Service Customer /
offers Main Services: uses
Provider User
• Application Services
• Communication Services
Additional Services:
• Support Services
• Teaching Services
• Consulting Services
• ...

12
SLAs should be SMART
SMART means that goals must be …
•Specific - defined unambiguously
•Measurable - be measurable (who/what when,
what/how much, how often)
•Appropriate - be achievable (e.g. with regards to
resources)
•Relevant - must provide a required and effective
service (i.e. add value)
•Timetabled - must be mapped to time limits

13
Question: What should be included
in an SLA?
• Provide a list of SLA contents
• 5 minutes

• Afterwards we compare…

14
SLA Template
• See http://wiki.en.it-
processmaps.com/index.php/Checklist_SLA_O
LA , last accessed 8 December 2017

16
Service Level Management
• Provides a way to align the IT services with the business
requirements.
• Customers and IT personnel can discuss and asses how well a
service is being delivered.
– Primary Objective: Provide a way for setting clear expectations with
both customers and user groups
– Service Level Management is dependent upon all the other areas of
service delivery
• Business processes associated with SLM:
– Reviewing existing services
– Negotiating with the customers
– Implementation of Service Improvement policies and processes
– Planning for service growth
– Involvement in accounting to asses costs of services

17
Service Catalogue & SLAs
• Service Catalogue
– Documents IT Services
– Transparent to customers
• SLAs
– Specification of Service Characteristics
– Defines and determines mutual responsibilities
– Can be based on a given SLA template

18
OLA, UC & SLA

19
(Buchsein, 2008: 126)
 SLA, OLA & UC
• Service Level Agreements (SLAs):
– Communicate and document the agreed-upon expectations of business-facing
IT services.
– Are agreed upon between business and IT representatives.
• Operating Level Agreements (OLAs):
– Communicate and document the agreed-upon expectations of dependent IT
services.
– Are agreed upon between IT teams.
• Underpinning Contract (UC):
– Ensures there is a contract between suppliers, third parties, and the
organization.
– Communicates and documents the agreed-upon expectations between the
suppliers, third parties, and the organization.
Source:
http://technet.microsoft.com/en-
us/library/cc543312.aspx, 8 May 2012
20
OLA, UC & SLA
• SLA
– ISO 20000 „… a written agreement between a service provider and a customer
that documents services and agreed service levels“ (i.e. a collection of
promises)
– ITIL und ISO20000 contain recommendations for the creation of SLAs
regarding typical contents, structure, reporting and measurement
– CobiT: Refers to SLAs when defining Control Objectives and Performance
Indicators. No requirements regarding contents of SLAs
• OLA (Operational Level Agreement): An Agreement between an IT Service
Provider and another part of the same organization. An OLA supports the
IT Service provider's delivery of IT Services to Customers. The OLA defines
the goods or Services to be provided and the responsibilities of both
parties.
• UC (Underpinning Contract): Contract with external suppliers
→ Sum of agreed OLAs and UCs secure SLAs

21
 SLA, OLA & UC

Source:
http://technet.microsoft.com/en-
us/library/cc543312.aspx, 8 May 2012
22
SLA, OLA & UC

Source:
http://technet.microsoft.com/en-
us/library/bb734740.aspx, 8 May 2012
23
SLA, OLA & UC

Source:
http://www.thenetworkguru.org, 8 May 2012

24
SLA, OLA & UC

Source:
http://www.thenetworkguru.org, 8 May 2012

25
SLA, OLA & UC

Source:
http://www.thenetworkguru.org, last access 8 May
2012
26
Service Catalogue & SLAs
• Service Catalogue
– Documents IT Services
– Transparent to customers
• SLAs
– Specification of Service Characteristics
– Defines and determines mutual responsibilities
– Can be based on a given SLA template

27
SLA – Typical Applications
• (Tele-)Communications Services
• Facility, Netzwerk and System Management
• Service Desk / Callcenter
• Enterprise-Resource-Planning (ERP)
• Hosting
• ...

http://www.sla-zone.co.uk/
28
SLA Metrics (Examples)
• Uptime Agreements: Common agreements include percentage of system /
network uptime, power uptime, amount of scheduled maintenance
windows etc.
• Performance Agreements: Performance (eg speed, response time,
turnaround time of system)
• ABA (Abandon Rate): Percentage of calls abandoned while waiting to be
answered.
• ASA (Average Speed to Answer): Average time (usually in seconds) it takes
for a call to be answered by the service desk.
• TSF (Time Service Factor): Percentage of calls answered within a definite
timeframe, e.g. 80% in 20 seconds.
• FCR (First Call Resolution): Percentage of incoming calls that can be
resolved without the use of a callback, or without having the caller call
back the helpdesk to finish resolving the case.
• TAT (Turn Around Time): Time taken to complete a certain task. 31
Service Level Management
• Provides a way to align the IT services with the business
requirements.
• Customers and IT personnel can discuss and asses how well a
service is being delivered.
– Primary Objective: Provide a way for setting clear expectations with
both customers and user groups
– Service Level Management is dependent upon all the other areas of
service delivery
• Business processes associated with SLM:
– Reviewing existing services
– Negotiating with the customers
– Implementation of Service Improvement policies and processes
– Planning for service growth
– Involvement in accounting to asses costs of services

33
Capacity Management
• Includes planning, sizing, and controlling service solution
capacity to satisfy user demands.
• This requires a collection of information about usage
scenarios and patterns as well as stated performance
requirements
• Inputs:
– Performance monitoring
– Workload monitoring
– Application sizing
– Resource forecasting
– Demand forecasting
– Modeling

34
IT Service Continuity Management
• Also known as contingency management
– Focuses on minimizing the disruptions to businesses caused by failure of “mission-
critical” systems
– Deals with planning to cope with and recover from an IT disaster
– Also considers what activities need to be taken in the event certain services are not
available
– often overlooked until it is too late!
• Basic steps:
– Prioritizing the businesses to be recovered by conducting a Business Impact
Analysis (BIA)
– Performing a Risk Assessment (Risk Analysis) for each of the IT Services to identify
the assets, threats, vulnerabilities and countermeasures for each service.
– Evaluating the options for recovery
– Producing the Contingency/Recovery Plan
– Testing, reviewing, and revising the plan on a regular basis

35
Availability Management
• Main goal is to ensure the IT services are available to users when they need them.
• Availability is usually calculated and reported as a percentage of the agreed service
hours for which the service was available.
• Calculating availability:
– Serviceability – when a service is provided by a 3rd party, this is the expected availability of
those components
– Reliability – how long a component can be expected to perform under certain conditions
without failing
– Recoverability – how long it should take to restore a component back to its normal state after
a failure
• Measuring availability:
– Agreement statistics – what is included within the agreed service
– Availability – agreed service times, response times
– Help Desk Calls – number of incidents raised, response times, resolution times
– Capacity – performance timings for online transactions, report production, numbers of users, etc.
– Costing Details – charges for the service, and any penalties should service levels not be met.

36
Discussion
• Which KPIs are essential for the provision of
Service Level Management, Capacity
Management, Availability Management,IT
Service Continuity Management?
• Which are the most relevant KPIs for each
process?

See also:
http://wiki.en.it-processmaps.com/index.php/ITIL_KPIs_Service_Design

37
ITIL KPIs Availability Management
• Service Availability: Availability of IT Services relative to the
availability agreed in SLAs and OLAs
• Number of Service Interruptions: Number of service
interruptions
• Duration of Service Interruptions: Average duration of service
interruptions
• Availability Monitoring: Percentage of services and
infrastructure components under availability monitoring
• Availability Measures: Number of implemented measures
with the objective of increasing availability

http://wiki.en.it-
processmaps.com/index.php/ITIL_KPIs_Service_Design#ITIL_ 38
KPIs_Availability_Management
 ITILv3 & Sourcing
• Internal Customer – Service Provider
• Outtasking: Services delivered through a Service Provider
(external) under the control and guidance of (internal) IT
• Partial Outsourcing: Provision of concrete IT-Services (i.e. IT-
Service are sourced from (external) Service Provider. IT uses
/combines these with other (internal & external) services and
keeps overall IT control
• „Full“ IT-Outsourcing
– Entire IT is outsourced to a Service Provider
– IT is merely a Sourcing-Unit

Discussion: Which elements of ITIL are essetial for successfull IT

Outsourcing?

Quelle: Bundesministerium des Inneren. ITIL und IT-Beschaffung. 39

Schriftenreihe der KBSt, Band 93. März 2007
 Part 2:
ITILv2: ITSM Service Support
ITIL v3: Service Transition, Service Operation, Service
Design

40
Common Service Operation Functions
& Activities (1 of 2)
• Monitoring & Control
• IT Operations; console management, operations bridge,
job scheduling, back-up & restore, print & output
• Mainframe Management
• Server Management & Support
• Network Management
• Storage & Archive
• Database Administration
41
Common Service Operation Functions
& Activities (2 of 2)
• Directory Services Management
• Desktop Support
• Middleware Management
• Internet/Web Management
• Facilities & Datacentre Management
• IT Security Management & IT Operations
• Improvement of Operational Activities

42
Context - Monitor Control Loop
Norm

Control Compare

Monitor

Input Activity Output

43
 Complex Monitor Control Loops
Norm

Control Compare

Monitor

Norm Norm Norm

Control Compare Control Compare Control Compare

Monitor Monitor Monitor

Input Activity OutputInput Activity OutputInput Activity Output

44
 Context - The ITSM Lifecycle
Business Executives, Business Unit Managers, Customers
Service
IT Managers, Vendor Account Execs, IT Execs

Strategy 1

Portfolio,
Standards, Service Continual
Architectures Design 2 Service
Service Transition Improve-

Users
Tech Architectures,
ment
Performance Stds 3 +
Service
Operation
Norm Norm Norm

Control Compare Control Compare Control Compare

Monitor Monitor Monitor

Input Activity OutputInput Activity OutputInput Activity Output

Technical Experts, Vendor Support, IT Operational Staff 45

ITIL – Service Support Processes

[OGC Service Support]

Service Support – Configuration
Management
• Configuration Management is a process that
tracks all of the individual items in a system. A
system may be a single server, or an entire IT
department.
• Goals:
– Create a list of every hardware and software item
(Configuration Item, CI) in the system
– Define their relationship while tracking their
current status as well as their history
è CMDB. 47
Service Support – Release Management
• Release Management is responsible for the management of
software support, development, and installation.
• Goal:
– Plan the rollout of software.
– Implement procedures for the distribution of changes to the IT system.
• Path:
– Proper Release Management means to organize a way of controlling
and monitoring distribution of software, often by creating a single
point of storage for all software.
– For internal software this also means creating a logical store to track
releases, and store previous versions of software.
– Create a standardized process for implementing software.

49
Service Desk

50
Service Support – Service Desk
• Service Support revolves service (or help) desk
– Centralised and/or “Virtual”
– Permissions of helpdesk
– Levels of expertise & training
• Unskilled (used for incident tracking and call dispatching)
• Skilled (incidents are solved at the helpdesk)
– Lines of communication; Transition of Incidents to Problems
• Questions / Issues:
– Customer needs and business needs are understood.
– The service desk is an integral part of any organization, an effective
service desk with strong communication can lower costs throughout
the organization.
• The #1 call received by a helpdesk is to help reset/restore a password
• Provide alternate means to reset passwords, and other common helpdesk
functions.

http://www.itil.org.uk/sm-activites.htm
51
Service Support – Service Desk
• Service Support revolves largely around a strong service or help desk.
– Centralised and/or “Virtual”

52
What is Service Operation?
• Business as usual, Day-to-day
• “Factory” of IT
• Synthesis of Service and Infrastructure
• Execution of all processes and services
• Operational validation

53
Why Service Operation?
• Stability but not stagnation
• Realizing value of IT
• Responding to operational needs in Business and
Technology
• Great design is worth little if it can not be
delivered
• Great work is worth little if it is not appreciated

54
Event Management
Logging and Filtering

Exception

Filter Warning

Event

Information

55
Event Management
Managing Exceptions

Incident Incident
Management

Incident/
Problem Problem
Exception Problem /
Management
Change?

RFC Change
Management

56
Event Management
Information & Warnings
Incident

Incident/
Problem / Problem
Change?
RFC

Alert Human
Intervention

Warning
Auto Response

Log
Information
57
 Service Support – Event, Incident and
Problem Management
• Event: A change of state which has significance for the
management of a Configuration Item or IT Service (or alert or
notification created by any IT Service, Configuration Item or
Monitoring tool….events often lead to Incidents being logged)
• Incident: Any event which is not part of the standard operation of a
service and which causes, or may cause, an interruption to the
quality of that service.
• Problem: A problem is the result of multiple incidents that results in
a RFC or Known Error instead of a fix.
• Goals:
– Restore systems as quickly as possible with minimal impact to the business.
– Ensure that the integrity, confidentiality, and availability of IT services are
maximized throughout the organization.

58
 Event
Management

Jan van Bon. IT Service Management

– An Introduction. itSMF International /
Van Haren Publishing. 2007. 59
 Incident
Management

Jan van Bon. IT Service Management

– An Introduction. itSMF International /
Van Haren Publishing. 2007. 60
 Problem
Management

Jan van Bon. IT Service Management

– An Introduction. itSMF International /
Van Haren Publishing. 2007. 62
 Change Management

63
Jan van Bon. IT Service Management – An Introduction. itSMF International / Van Haren Publishing. 2007.
Service Support – Change Management
• If Change Management procedures are not effective, this may
result in unauthorized changes to IT Services, which could
have major impacts on the business even collapse of the
business that the IT Services are there to support.
• Goal
– Ensure that standardized methods and procedures are used for
handling of changes.
– Sarbanes-Oxley makes this more important than ever!
• Path:
– RFC’s should go through multiple checks and must pass some final
decision making point, CAB or manager.
– All RFC’s should be subjected to a routine scrutiny.
– Good project management

64
 Change Management

65
Jan van Bon. IT Service Management – An Introduction. itSMF International / Van Haren Publishing. 2007.
 Change Management

66
Jan van Bon. IT Service Management – An Introduction. itSMF International / Van Haren Publishing. 2007.
 Incident Management Cont.
Question:
– How do we reduce incidents and keep the organization aware
of known errors?
– How can we resolve RFC’s as quickly as possible?
• Trend analysis, incident classification, and a healthy flow of
information are all needed for good management.

67
 ITSM / Service Desk Management
Tools

Source:
The Forrester Wave™: Service Desk Management Tools (Q2 2008), Forrester Research, Inc. 68
 ITSM / Service Desk Management
Tools (Large Organisations) - Metrics
• Can the tool … handle large call volume
– Organizations with 5,000 to 10,000+ employees
– 60+ Support Staff that “touch the Service Desk suite in some capacity“
– 100,000+ tickets per year, multiple database records for each ticket.
• Model complex organizations into logical, business centric services
– Model workflows
– handle diverse change management approval
– Automated service request management process
– Support critical business systems
– Integrate with common systems and asset management tools
• Support installation and support needs of large, global enterprises
– Installing and customizing a full service management suite in a large
organization can take six to 12 months.
– Does the vendor have the experience, size, and partnerships required to make
these customers successful in the appropriate geographies?

Source:
The Forrester Wave™: Service Desk Management Tools (Q2 2008), Forrester Research, Inc. 69
 ITSM / Service Desk Management
Tools (Large)

Source:
The Forrester Wave™: Service Desk Management Tools (Q2 2008), Forrester Research, Inc. 70
 ITSM / Service Desk Management
Tools
(Large)

Source:
The Forrester Wave™: Service Desk Management Tools (Q2 2008), Forrester Research, Inc. 71
 ITSM / Service Desk Management
Tools (Small)
• Lowerplatformdemands
– Likely: Only a singleinstance of theservicedeskmanagementapplication
– 10+ Support Staffthat “touchthe Service Desk suite in somecapacity“
– Support theserver and databaseoptionsmostlikelyfoundwithin a smallerenterprise
• Support core ITSM disciplines
– Likely to bechartered [predominantly] withimprovingIncident and Problem Management
– Tools and capabilities to assistboththeservicedesktechnician and the end user in
solvingissuesquickly and correctly
• Lowerrequirementsfortraining and expertresources.
– Define and manage theirownworkflows
– Manage and administertheuserinterface, applications and
userswithouttheneedforexpensiveorhighlytrainedresources.
• Desktop life-cyclecapabilities
– One-stopshoppingfordesktopinventory, assetmanagement, and life-
cyclemanagementneeds.
– Includeortightly link to PC discovery, inventory, assetmanagement, remotecontrol, and
Source: softwareinstallationtools
The Forrester Wave™: Service Desk Management Tools (Q2 2008), Forrester Research, Inc. 72
 ITSM / Service Desk Management
Tools (Small)

“Theevaluationuncovered a
market in
whichthereisverylittle to
distinguishbasicproductfunc
tionality... thisisclearly a
buyer’smarket“

Source:
The Forrester Wave™: Service Desk Management Tools (Q2 2008), Forrester Research, Inc. 73
ISO 20.000 (ISO/IEC 20000-1:2011)
- 9 Sections, based on BS 15.000 / ITIL
1. Scope
2. Normative references
3. Terms and definitions
4. Service management system general requirements
5. Design and transition of new or changed services
6. Service delivery processes
7. Relationship processes
8. Resolution processes
9. Control processes

74
ITIL mkes everyone happy… ?

itSMF: Not the IT Infrastructur Library

ITIL & Related Management
Activities
“In addition to ITIL, the IT professionals polled cited that
they are also planning to implement or have implemented
the following initiatives:
- storage allocation and resource management (87%)
- virtual server management (80%)
- storage capacity management (68%)
- business continuity and disaster recovery (68%)
- application availability (according to 64%).”
Symantec. "State of the Data Center" Study. Conducted in
April 2007, survey of 500 IT professionals from enterprise-
class companies in North America, Europe and the Asia
Pacific. April 2007.
The consultant’s (& Headhunter’s)
perspective: Things to remember…
• ITSM is the use of in-depth management
techniques used to add value to IT!
– IT is a manageable business! Not just a bunch of
computer geeks writing code!
– Many companies miss this added value by not
capitalizing on ITSM.
• (View your career within this framework and
you will be more prepared when you end up
in a management level position!)

80
Initiatoren IT Service Management Initiativen Initiatoren

Methodik zur sinnvollen und

Wissenschaftler bedarfsorientierten Integration der
Initiativen

Zertifizierung (ITSM) IT Revision

ISO ISACA
ISO 20000 Cobit

Qualitätsmanagement- Referenzprozessmodelle Training EXIN / ISEB

Methoden
-HP ITSM - TÜV
- Gap Analyse
- Self - IBM ITPM -…
Assessment - MOF Berater /
- Benchmarking - IPW IT-Dienstleister
Anwender Werkzeuge
- Reifegradmodelle - eTOM
(IT Service CMM, - ITPLK
MITO) - Pulinco - HP Open View SD
- Six Sigma -… - Peregrine SC Hersteller
- Balanced - Tivoli
Scorecard - ARS Remedy
- Qualitätskosten - Kintana
-… -…

Best Practice
OGC / ITSMF
IT Infrastructure Library 81
SWOT Analysis
• A strategic planning method
– Evaluation of Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a
business venture.
– It involves specifying the objective of the business venture or project and identifying the
internal and external factors that are favorable and unfavorable to achieve that objective.
– The technique is credited to Albert Humphrey, who led a convention at Stanford University in
the 1960s and 1970s using data from Fortune 500 companies.
• A SWOT analysis must first start with defining a desired end state or objective. A
SWOT analysis may be incorporated into the strategic planning model. Strategic
Planning has been the subject of much research.[citation needed]
• SWOT
– Strengths: characteristics of the business or team that give it an advantage over others in the
industry.
– Weaknesses: are characteristics that place the firm at a disadvantage relative to others.
– Opportunities: external chances to make greater sales or profits in the environment.
– Threats: external elements in the environment that could cause trouble for the business.

83
SWOT Analyse ITIL – University of
Applied Sciences Sciences
Furtwangen
• Strengths
• Weaknesses
• Opportnities
• Threats

Organisational Context: 3 Campuses (Furtwangen, Villingen, Tuttlingen),

approx. 4500 students, main Campus in Furtwangen with approx. 3000
students, central IT department (Rechenzentrum approx. 12 employees),
decentralised IT support staff in faculties (approx. 15), centralised IT
services (eg some labs, services like E-Mail) provided by Rechenzentrum

84
SWOT Analyse ITIL – Deutsche Bank
Frankfurt
• Strengths
• Weaknesses
• Opportnities
• Threats

Organisational Context: Multinational company, millions of banking

customers and thousand of IT staff

85
 Case study#2
Case study#1 • You are the IT Manager of the Operational
Department at Deutsche Bank. Your bank is
currently going through a management
• You are the manager of IT at VGU and you
shakeup and is undergoing restructuring and
want to improve Service Quality for the
costs cutting. Your strategy prior to this aimed
customers. to improve Service Quality for the users of IT
• You hire an ITIL consultant and he Services.
recommends the use of Event, Incident • You hire an ITIL consultant and he recommends
and Problem Management Processes. the use of Event, Incident and Problem
• You are the consultant and you want to Management Processes.
get the consultancy project. Provide a 10- • You are the IT Manager of the Operational
Department and you want to get the ITSM
15 minute pitch to the manager of IT at
project approved by the CIO. Provide a 10-
VGU to outline your proposal based on 15 minute pitch to the CIO of Deutsche
the follwing three questions. Bank to outline your proposal based on the
a. Who are your customers? Is ITSM follwing three questions.
relevant? a. Who are your users? Is ITSM relevant?
b. What would you do and why? b. What would you do and why?
c. Provide a roadmap, e.g. c. Provide a roadmap, e.g. Implemenent all
processes straight away? Or just one process
Implemenent all processes straight
(which one)? What will you do, why, and how
away? Or just one process (which will you do it?
one)? What will you do, why, and
86
how will you do it?
ITIL Reflection
Work 10 minutes on preparation, plan 5 minutes presentation

Case Study #1 – Group 1 & 2

•List the 5 most relevant advantages or contributions when adapting
ITIL for VGU.
•List the 5 most relevant critical aspects or challenges when adapting
ITIL for VGU.

Case Study #2 – Group 3 & 4

•List the 5 most relevant advantages or contributions when adapting
ITIL for VGU.
•List the 5 most relevant critical aspects or challenges when adapting
ITIL for VGU.

87
Gartner Hype Cycle

90
The most telling Hype Cycle ever?!
Gartner E-business Hype Cycle as Published in 1999
“E Is Best”

Dot.Com Share
European IPOs
Fallout
1999
Investor Disillusionment
U.S.
Christmas
1998 “Brick-and-Mortar” Failures

U.S. IPOs Dot.Com

Shake-out Post-Net
1997/1998 Businesses
Optimized
Publicized E-Business
E-Failures “True”
“Dot.Com” E-Business
Begins Emerges
Business
Disillusionment
Internet
Web

91
Gartner Hype Cycle – ITIL for Higher
Education

Hype Cycle History 2007: Hype Cycle History 2006:

On the rise On the rise
* ... * COBIT
* Open-Source Higher-Education Financials * Technology-enabled classrooms
* CobiT — Higher Education * Global library digitalization projects
* Technology-Enabled classrooms At the peak of inflated expectations
At the peak of inflated expectations * ITIL
* Global Library Digitalization Projects * Personally owned devices
* ITIL — Higher Education with campus network access 92
SWOT Analysis for ITIL at your
institution
• Context
– SWOT analysis starts with defining a desired end state or
objective.
– It may be incorporated into the strategic planning model.
• Strengths: characteristics of the business or team that
give it an advantage over others in the industry.
• Weaknesses: are characteristics that place the firm at a
disadvantage relative to others.
• Opportunities: external chances to make greater sales
or profits in the environment.
• Threats: external elements in the environment that
could cause trouble for the business.

93
 Answer
Questions? Y Known? Y
Answer

N
N

Thank State that time

Audience has run out

Leave

94
95
ITIL Service Delivery & Service Support

96
Release Management

97
Configuration Management

98
Problem Management

99
Incident Management

100
Service Desk

101
Gartner Hype Cycle

102
The most telling Hype Cycle ever?!
Gartner E-business Hype Cycle as Published in 1999
“E Is Best”

Dot.Com Share
European IPOs
Fallout
1999
Investor Disillusionment
U.S.
Christmas
1998 “Brick-and-Mortar” Failures

U.S. IPOs Dot.Com

Shake-out Post-Net
1997/1998 Businesses
Optimized
Publicized E-Business
E-Failures “True”
“Dot.Com” E-Business
Begins Emerges
Business
Disillusionment
Internet
Web

103
Gartner Hype Cycle – ITIL for Higher
Education

Hype Cycle History 2007: Hype Cycle History 2006:

On the rise On the rise
* ... * COBIT
* Open-Source Higher-Education Financials * Technology-enabled classrooms
* CobiT — Higher Education * Global library digitalization projects
* Technology-Enabled classrooms At the peak of inflated expectations
At the peak of inflated expectations * ITIL
* Global Library Digitalization Projects * Personally owned devices
* ITIL — Higher Education with campus network access 104
 Are you happy?
l How many people are interested in a future career
in some type of management?
l How many people have a background in IT
Service Management?