W H I T E P A P E R

Information Technology
Infrastructure Library (ITIL)
Relative to CMII
(Rev B)

SUMMARY —ITIL provides a framework for

organizing service management in an IT environment
and is used to reveal the interfaces and any communica-
tions deficiencies within existing IT processes.

ITIL makes CM an integral part of the service manage-

ment process. However, it would appear that the steps
used to process reported incidents are excessive.

Incidents could be processed more efficiently and the

number of steps could be reduced through better
integration of the CM-related activities.

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CM
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IT INFRASTRUCTURE LIBRARY (ITIL)
ITIL (Information Technology Infrastructure Library) is a registered trademark
of the Office of Government Commerce (OGC) within the UK.

ITIL is closely aligned with BSI standard BS 15000 and Code of Practice
(PD0005). It provides a framework for organizing service management.

It provides a framework in which to place existing IT processes to reveal their

interfaces and any communications deficiencies.

Service Design and Management Processes

Security Management Service Level Management Capacity Management
Availability and Contingency Service Reporting Financial Management
Management

Control Processes
Asset and Configuration Management
Release Processes Change Management Supplier Processes
Customer Relationship
Release Management
Resolution Processes Management
Incident Management
Supplier Management
Problem Management

Automation
Code of Practice for IT Service Management - PD0005; http://www.tso.co.uk/demo/itil2/cd/content/ss/ss01_09.htm, Nov 2002

Insight to how these processes interrelate is provided by the following life cycle
example of an incident:

1. A user calls the Service Desk to report difficulties with online service.

2. The Incident Management process deals with Incident.

3. The Problem Management process investigates underlying causes and

calls in Capacity Management to assist in this process. Service Level
Management is alerted that the SLA has been breached.

4. The Change Management process raises and coordinates a Request for

Change.

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 5. The IT Financial Management process assists with the business case cost
justification for the hardware upgrade.

6. The IT Service Continuity process gets involved in the Change

Management process to ensure recovery is possible on the current
backup configuration.

7. The Release Management process controls the implementation of

the change by rolling out replacement hardware and software.
Release Management updates Configuration Management with the
details of new releases and versions.

8. The Availability Management process is involved in the upgrade to

ensure that it can meet the required availability and reliability levels.

9. The Configuration Management process ensures the Configuration

Management Data Base (CMDB) is updated throughout the process.

10. The Customer Relationship Management process liaises with Customer

throughout the process to ensure he/she is kept abreast of progress.
Code of Practice for IT Service Management - PD0005; http://www.tso.co.uk/demo/itil2/cd/content/ss/ss01_09.htm, Nov 2002

A configuration management system is used to identify relationships between

items to be changed and other elements of the infrastructure.

Relationships between configuration management, change management, ca-

pacity management and release management are shown below.

Change Change Release

Management Management Management

•
Assesses Impact
•
Approves Change
•
Controls release
of new version of
software or
hardware if
Capacity Configuration Configuration required to
Management Management Management implement change

•
Assesses Impact •
Identifies •
Updates
on Business & areas impacted records
IT Performance
Configuration Management; http://www.tso.co.uk/demo/itil2/cd/content/ss/ss02_01.htm, Nov 2002

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Configuration Management is an integral part of all other Service Management
processes. With current, accurate and comprehensive information about all
components in the infrastructure, the management of Change, in particular, is
more effective and efficient. It is recommended that the logging and implemen-
tation of Changes be done under the control of a comprehensive Configuration
Management system. All Changes should be entered into the Configuration
Management Database (CMDB) and the records updated as the Change
processes through to implementation.

The CMDB should be available to the entire Service Support group so that
Incidents and Problems can be resolved more easily by understanding the
possible cause of the failing component. The CMDB should also be used to link
Incident and Problem records to other appropriate records such as the failing
Configuration Item (CI) and the User. Release Management will be difficult and
error prone without integration of the Configuration Management process.
Configuration Management; http://www.tso.co.uk/demo/itil2/cd/content/ss/ss02_01.htm, Nov, 2002

The Change Advisory Board is a group of people who can give expert advice to
the Change Management team on the implementation of changes. This board
is made up of representatives from all areas within IT and business units.
Change Management; http://www.tso.co.uk/demo/itil2/cd/content/ss/ss02_02.htm, Nov, 2002

Although ITIL focuses on the operation and maintenance phase of the life cycle,
it can be easily expanded to include development.

Key (and CMII-compliant) strengths of ITIL include:

• Strong emphasis on processes and process owners.

• Recognition that ability to process changes effectively is dependent

upon the infrastructure of the information to be changed.

• Emphasis on the importance of the configuration management data

base (CMDB) and integrity of the information contained therein.

• The CMDB is a moving baseline in that it is promptly updated with

each change. All users have access to the CMDB.

On the other hand, it would appear that the steps required to process an incident
are excessive and/or the participating activities could be better integrated.

With CMII, all CM-related activities are brought together under one umbrella.

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CM, AS REINVENTED, UNDER CMII
Configuration management is a multifaceted process with many elements.
Those elements are often fragmented and may exist under various names.

Each element is important in its own way. With CMII, they are brought together
under one umbrella and integrated into one cohesive unit.

Overall effectiveness, before and after integration, is measured by the ability to

accommodate change and keep the baselines clear, concise and valid.

As information integrity improves, the need for corrective action declines. As

corrective action declines, real improvements become increasingly robust.

To "reinvent CM" is to provide a better business process infrastructure and

thereby enable other core business processes to be more reliable and efficient.

The power of CMII is derived from how the CM-related elements are identified
and integrated into one cohesive unit.

CMII

Project Configuration Quality

Management, Management Assurance
Product (business process (validation)
infrastructure) Building
Development, the right
Life-Cycle product?
Support, (verification)
Requirements Management
Building
Etc. Change Management
the product
Release Management
(planning and right?
Data Management
business decisions) Records Management
Document Control
Library Management

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PROJECT MANAGEMENT: TWO CYCLES, NOT ONE
The project management cycle (plan, do, study and act) is ideal for demonstrat-
ing the proper role of CM and how key elements should be integrated.

First, it must be recognized that project management is two cycles, not one. A
requirements cycle coexists with a physical item cycle.

The physical item cycle is driven by the requirements cycle. Quality assurance
activities (validation and verification) have their proper place in each cycle.

Requirements must lead and physical items must conform. A fast and efficient
change process is a prerequisite.

PLAN DO
Validate & Schedule Work Perform
Release and Baseline Authorizations Work

Requirements Physical Items

Upgrade Docu- Verify
ECNs CRB ECRs
ments & Data Conformance
Change Review Board

ACT STUDY

Project Configuration Quality

Management, Management Assurance
Product (business process (validation)
infrastructure) Building
Development, the right
Life-Cycle product?
Support, Requirements Management (verification)
Change Management Building
Etc. Release Management the product
(planning and Data Management right?
Records Management
business decisions) Document Control
Library Management

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KEYS TO CM AND INFORMATION MANAGEMENT
Again, a change process cannot be fast and efficient change if the information
being changed is not properly identified, structured, linked and owned.

Baselines are the ideal place to maintain and display the structure for each model
and to link each item at each level to its supporting documents.

Physical item hierarchies provide the ideal framework for dividing huge
amounts of design and process information into manageable increments.

Once baselines and their content are properly established, it is then possible to
design the change process in a manner that optimizes speed and integrity.

The appropriate change process is closed-loop (to enhance integrity) and

includes a fast-track feature (to enhance speed).

Speed and integrity are further optimized by ensuring that each information set
is co-owned by its assigned creator and one or more designated users.

Physical items, documents, forms and records are the lowest common denomi-
nators for managing information.

Closed-loop
CMII process for Closed-
Baseline managing Loop
improvements Change
(always clear,
concise and valid) and
incidents Process
Items and Documents

Forms and Records

Metadata

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