ITIL in the Real World:

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• ITIL in the Real World
• Leveraging ITIL Best Practices for
• Service Improvement at NYU

Presented by Ben Maddox, NYU Information
Technology Services Ben.maddox_at_nyu.edu or
212-992-9298
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ITIL in the Real World Leveraging ITIL Best
Practices for Service Improvement at NYU

• New York University at a Glance
• About Information Technology Services (ITS) at
  NYU
• About ITIL
• Overview
• Key Components
• Putting ITIL into Action
• ITIL ITS
• A Few Real-World Examples
• Lessons Learned, Next Steps
• Summary
• Information Technology Infrastructure Library

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New York University at a Glance

• The nations largest private University, at over
  50,000 students and more than 14,000 employees
• Large and complex fiscal and physical operation
• Consistently ranked as one of countrys more
  wired campuses
• Impacted by HIPPAA, FERPA, Graham Leach Bliley
  and other regulatory policies
• Currently implementing Active Directory
• One central IT organization, but schools,
  divisions and departments may have local support
  teams, systems administrators and tools.

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About Information Technology Services at NYU
In advancement of the NYU communitys commitment
to teaching, learning, research, and public
service, the purpose of NYU Information
Technology Services is to serve, to lead,
to innovate with services that are readily
available, responsive, reliable and
cost-effective. ITS Mission Statement,
adopted 1999
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About Information Technology Services at NYU
Structure
.edu Services
Communications Computing Services
Enterprise Computing Support Services
Technology services for faculty and students, in
support of research, scholarship, and
instruction Internet2 resources computer labs,
ResNet services, classes, and more development
and management of web, email, and NYUHome portal
services, and of strategic technology initiatives.
Operation, management, evolution and security of
NYU's large-scale technology infrastructure
providing voice (telephone) and data network
services, and computing resources supporting a
wide range of essential, computer-based
University services.
SIS, Albert, HRIS/PASS, fame, BSR Advance, Data
Warehouse, BIA, eReports, Brio, Remedy, and
more. IT Service Desk for faculty, students,
staff, and application development support for
core University admin. systems desktop support,
accounts, training, publications, directory,
database, and application security services
Adapted from http//www.nyu.edu/its/about/
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Enterprise Computing at a Glance
Wikis
University Data Warehouse
Calendaring and PDAs
Digital Content, ePortfolio
fame (PeopleSoft)
Student Information Systems
Blogs
E-Vote
Business Intelligence Reporting (Hyperion
Brio)
eServices (NYUHome portal email)
Enterprise Systems
Document Content Management
Human Resources Information System
BSR Advance (Sungard)
Incident Change Management (Remedy and ModTrak)
Learning Management (Blackboard , Sakai)
HPC - High Performance Computing
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Responding to Demand The Hunt for Three Octobers
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About ITIL Overview

• Developed in late 1980s in the UK in response to
  growing dependence on IT
• Now a public body of knowledge for Service
  Management best practices
• Helps organizations improve service levels and
  reduce the cost of IT operations
• A framework, defining ten interlocking processes
  for service support and service delivery
• Also provides guidance on IT security, business
  management, and other topics
• The ten ITIL processes are described in two
  volumes
• - Service Support focuses on management of
  essential operational processes
• - Service Delivery on strategic management of the
  IT services

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About ITIL Key Components
Service Support Service Desk Incident
Management Problem Management Configuration
Management Change Management Release
Management A function, not a process. Service
Delivery Service Level Management Financial
Management for IT Services Capacity Management IT
Service Continuity Management Availability
Management
Adapted from ITIL training material.
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About ITIL Key Components (continued)
Service Support Service Desk Incident
Management Problem Management Configuration
Management Change Management Release
Management A function, not a process. Service
Delivery Service Level Management Financial
Management for IT Services Capacity Management IT
Service Continuity Management Availability
Management
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ITIL V3 Were Gonna Need a Bigger Boat

• The ITIL v3 refresh project is expected to begin
  with the publication of five new core texts with
  publication planned for May 2007.
• A key change to ITIL under version 3 has been a
  focus on the alignment of IT and 'the business'
  and on the management of IT throughout the
  complete lifecycle.
• ITIL v3 core volumes
• Service Strategy
• Service Design
• Service Transition
• Service Operation
• Continual Service Improvement
• ITIL v3 complementary material
• While the new ITIL core will draw heavily on
  current industry practice in IT service
  management and relevant research. It will reflect
  the major changes in the way businesses buy and
  utilize IT services. The complementary material
  will make it easier for ITIL to address specific
  vertical markets and industries (e.g. Public
  Sector, Financial Services) and will provide a
  venue for more rapidly changing guidance around
  the application and implementation of the best
  practice described in the core works.
• It is likely that the complimentary material will
  include both a detailed glossary, process maps
  and mappings to governance and other frameworks
  (e.g. COBIT) and methodologies (e.g. Six Sigma).

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Getting Started Asking the Right Questions
Where do we want to be?
Vision and business objectives
Where are we?
Assessment
How can we get where we want to be?
Process improvement
How do we know that we have arrived?
Metrics
Adapted from IT Service Management, an
introduction, a publication of the IT Service
Management Forum.
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Putting ITIL into Action at NYU

• The alignment of IT and business, mapping product
  and service delivery to institutional planning
  and identified needs, is strongly emphasized in
  the ITIL framework.
• Over the course of the last three years, ITS has
  provided ITIL Essentials Training or workshops to
  more than 70 staff members of our staff. In
  addition, staff members take advantage of tuition
  remission and workshop offerings in project
  management, service delivery and communication.
• ITS has been leveraging ITILs Best Practices for
  internal communication and project planning.
• ITS is committed to long term strategic and
  tactical partnerships with ITS service partners
  and academic and operational units. These
  includes areas directly recommended by ITIL best
  practices, such as the strengthening of service
  delivery, service support, and continuity and
  availability management.

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ITIL ITS A Few Real-World Examples

• Client Communication Feedback
• ITS Services Catalog
• Ask ITS Service Portal
• Remedy-Integrated Knowledge Base
• ITS Service Delivery Cycle
• Leveraging Available Data Tools
• Tracking Change

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Real-World ITIL ITS Client Communication
Feedback

• Formal Stakeholder Feedback
• Spot Surveys
• Cross-Organization Collaboration
• ASAP
• CIO Council
• IT Support Managers
• Systems Administrators Working Group
• Others
• Creation of Services Catalog

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Real-World ITIL ITS Service Catalog (Internal)
The ServTrak data-entry and search screen
Searching by keyword.
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Real-World ITIL ITS Service Catalog, continued.
ServTrak records are created, updated, and edited
within this interface. Note the tabs for
information on hours of availability,
eligibility, dependencies (with respect to other
services), and contact information for
second-tier and client-facing support.
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Real-World ITIL ITS Service Catalog (Public) .
A mockup of the web-based client facing interface
currently being developed.
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Real-World ITIL ITS Service Catalog, continued.
The mockup, in further detail.
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Real-World ITIL ITS The Ask ITS Service Portal
NYU students, faculty and staff access Ask ITS
through the NYUHome Portal.
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Real-World ITIL ITS Ask ITS Service Portal,
continued.
It is available through a channel on the Home
tab, and through a link at the top of each tab.
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Real-World ITIL ITS Ask ITS Service Portal,
continued.
An area within Ask ITS provides information about
an upcoming interruption to service availability.
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Real-World ITIL ITS Knowledge Base
The web-based login screen of our
Remedy-integrated knowledge base. The knowledge
base can be accessed from the Remedy console,
from within a Remedy ticket, and directly via the
web.
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Real-World ITIL ITS Knowledge Base, continued.
The knowledge base Home screen. (The Authoring
and Reports tabs are available only to knowledge
base administrators.)
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Real-World ITIL ITS The ITS Service Cycle,
Mapped to ITIL
Best Practices e.g., ITIL
Metrics Feedback
Portfolio Project Manage-ment
Service Catalogue
Change Incident Management
Marketing, Training, Documentation
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Real-World ITIL ITS Leveraging Data Tools
Managers and Team Leaders in ITS departments
receive this automatically generated report
daily.
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Real-World ITIL ITS Leveraging Data Tools,
continued.
They also receive an automatically generated
monthly summary.
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Real-World ITIL ITS Leveraging Data Tools,
continued.
Other automatically generated reports are mailed
out daily and monthly to our service partners in
the Human Resources Division.
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Real-World ITIL ITS Leveraging Data Tools,
continued.
Portions of the template for the monthly report
that is automatically generated and emailed to
our service partners in the Human Resources
Division. (Data shown is for illustration only.)
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Real-World ITIL ITS Tracking Change
ModTrak is our locally developed system used by
ITS staff and our service partners to request,
track, and obtain reports of system changes.
Above, initiating a search for changes made to
the New Budget systems online help.
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Real-World ITIL ITS Tracking Change, continued.
Our search results. Clicking a Change Number
brings further details and the opportunity to
update the record. Information can also be
exported as Excel or PDF files.
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Real-World ITIL ITS Tracking Change, continued.
The Details-Edit Request screen. Note the tabs
for tracking line items, issues, migration
testing.
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ITIL ITS Next Steps, Lessons Learned

• Process enhancement is incremental - take the
  long look
• Use the framework to connect the dots of
  initiatives and build a portfolio
• Change is coming to ITIL prepare for ITIL v3.
• Integrate support planning earlier in our product
  and service development cycles, so that the
  products we release are easier to use and
  support.
• Ask your client communities what will support
  their business and leverage ITIL to map your
  initiatives
• Resource limitations will impact your timelines
• Make noticeable improvements in procedures people
  have to follow to get ITS services.
• Mitigate the impact of service disruptions by
  using innovative notification approaches.
• Work with other help-providing groups at NYU to
  coordinate services more effectively.
• Intensify our use of metrics in driving
  improvements and of the Remedy trouble ticket
  system to track problems, identify trends, and
  evaluate the effects of improvement measures
  introduced.

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Additional Projects Mapped to Specific ITIL Areas
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Mapping ITIL Processes to ITS Initiatives
ITIL Service Support Process ITS Projects Services
Service Desk Single point of contact with the IT organization Incident Problem Management is its primary process May also include a Change Management role May also have roles with respect to Configuration Management, Service Level Management Release Management Knowledge base creating populating with IT solutions Cross-training for more complex issues, such as accounts and eligibility Emphasis on single point of contact for communication Sharing of information across IT areas Creation and deployment of ServTrak, in-house services tracking tool to support Services Catalogue University-wide course-management support group Facilitating Enterprise-wide adoption of incident management tools
A function.
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Mapping Processes Service Support (continued)
ITIL Service Support Process ITS Projects Services
Incident Management An incident is 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. Incidents are recorded, classified and allocated to appropriate specialists, incident progress is monitored, and incidents are resolved and they are closed. Incident Management (BMC Remedy) innovation and enhancement Creation of new roles for escalation within Service Desk e.g., IT Support Technicians I and II, Analyst II Increased in-house training and knowledge sharing ACD/Remedy/UDW reporting Daily key performance indicator (KPI) reporting
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Mapping Processes Service Support (continued)
ITIL Service Support Process ITS Projects Services
Problem Management Identifying or detecting system/application/infrastructure problems based on a collection of related incidents. Enacting and tracking appropriate solutions. Collaborating with IT service partners to increase problem definition and tracking Facilitating enterprise-wide availability of incident management tools Increasing use of knowledge base Supervisory Team has greater access to metrics
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Mapping Processes Service Support (continued)
ITIL Service Support Process ITS Projects Services
Configuration Management Provide reliable and up-to-date details about the IT infrastructure. Marimba deployment asset tracking via BMC Remedy Change Request tracking ITS Security initiatives for criticality and system administration Security Architecture Working group formed Non-ITS systems administrators forum created
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Mapping Processes Service Support (continued)
ITIL Service Support Process ITS Projects Services
Change Management Manage the process of change and consequently limit incidents related to changes. Creation and deployment of ModTrak, in-house change management tool University Data Warehouse data sharing across toolsets Enhancements of incident management and change request systems
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Mapping Processes Service Support (continued)
ITIL Service Support Process ITS Projects Services
Release Management Ensure the quality of the production environment, by using formal procedures and checks when implementing new versions. (Release Management is concerned with implementation, unlike Change Management, which is concerned with verification.) Use of ModTrak for documentation related to change Use of ProjTrak, in-house project management tool providing timelines and project tracking through completion Technical Review Team for assessment of projects feasibility and completion
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Mapping ITIL Processes Service Delivery
ITIL Service Delivery Process ITS Projects Services
Service Level Management Process of negotiating, defining, measuring, managing and improving the quality of IT services at an acceptable cost Optimizing the use of SLAs, including reporting and notification Enterprise-wide technical support working groups Providing incident management tools and training for non-technical areas, such as Human Resources Divisions ServTrak - Creation and deployment of in-house service tracking tool Developing ITS operational-level agreements (OLAs) Providing incident management
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Mapping Processes Service Delivery (continued)
ITIL Service Delivery Process ITS Projects Services
Financial Management for IT Services Promote the efficient and economic use of IT resources, by changing over from budget-based organizations with fixed budgets to cost-conscious businesslike organizations. Use of Trak toolset to document and evaluate IT services and products Use of Service Level Agreements (SLAs) Cross-ITS and business unit collaboration in the development of and compliance with IT controls policy
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Mapping Processes Service Delivery (continued)
ITIL Service Delivery Process ITS Projects Services
Capacity Management Provide the required capacity for data processing and storage, at the right time and in a cost effective way. Creation and deployment of ProjTrak, in-house project-tracking tool Created cross-ITS working group for enterprise applications and systems administration
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Mapping Processes Service Delivery (continued)
ITIL Service Delivery Process ITS Projects Services
IT Service Continuity Management Contingency planning proactive, rather than reactive with an emphasis on preventing disasters. Disaster Recovery planning, formal testing, and assessment Communicating business continuity as a priority to ITS leadership, management, and staff Collaborating with partners across University regarding emergency and continuity planning Extended Service Coverage (XSC) program
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Mapping Processes Service Delivery (continued)
ITIL Service Delivery Process ITS Projects Services
Availability Management Ensuring the IT infrastructure its availability, reliability, maintainability, and serviceability. Multiple redundancy projects for network and hardware Extended Service Coverage (XSC) Communicating Scheduled Maintenance windows to clients via Ask ITS service portal Creation of cross-ITS working group for enterprise applications and systems administration
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ITIL in Action