ITILV3 Overview

ITIL & eHealth
An Introduction to Information
Infrastructures Library
Technology
Course Objectives
Provide a high level overview of ITIL Introduce basic terminology & concepts
Course Outline
Introduction Service Lifecycle Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Review
Miscellaneous
3 hours One break Washrooms Coffee Cell phones Handout
INTRODUCTION
ITIL - What, Why & Where

The Information Technology Infrastructure Library (ITIL) is a set of concepts & policies for managing information technology, infrastructure, development & operations ITILis the most widely accepted approach to IT service management in the world
ITIL provides a cohesive set of best practice, drawn from the public & private sectors internationally
http://www.itil-officialsite.com/home/home.asp
The Library
ITIL is a set of books
1st published by the UK govt in the late 1980s Publicly available & now universally accepted V1, V2, V3
A best practice framework

An approach that has been proven Not a recipe
Where Does Best Practice Fit?

What should we do? Standard How should we do it? How should we do it in a particular context? How should we do it in our organization ? BS 15000/ISO20000
Best Practice
ITIL, PRINCE2
Applied Framework
LOVEM
Organizational Policies, Process, Practices & Procedures
Most companies have good people, the companies that win in the long term have the best practices Peter Drucker
(Father of Modern Management)
The Need for ITIL

ITIL evolved to solve issues such as Lengthy support wait times Unreliable application availability Break-change-break cycle Inconsistent & unreactive customer support Over-promising & under-delivering Current resources failing to meet business demands & too expensive
Value of ITIL
Business
Strategic alignment Derive greater value ROI
Management
Clarifies services & expectation Provides a base line to measure services
Staff
Understand roles & accountabilities Clarifies priorities
Why Should eHealth Adopt ITIL?

Increased customer satisfaction Improved service availability
Leads to increased business profits & revenue
Financial savings
Reduced rework & lost time Improved resource management & usage
Improved time to market for new services Improved decision making Common & consistent language
Preparing for the Future

In the next 10 years, it is projected that more than of business expenses will be IT related Companies that gain control of these expenses will have a competitive advantage
ITIL Success Stories

Rogers in Toronto Bank of Montreal Johnson & Johnson Pharmaceuticals Safeway Best Buy / Future Shop
Complementary Practices
CMMI (Capability Maturity Model Integration) PRINCE2 (Projects in Controlled Environments) Six Sigma ISO/IEC 20000 COBIT Others
ITIL V3 Certification
ITIL Certification & eHealth

eHealth has promoted the ITIL Foundation program & certification eHealth will cover the cost of the Foundation exam
Requires Manager approval Forward approval to CTS@manitoba-ehealth.ca CTS will schedule the exam
Exam prep courses are available online

Example: http://www.bwyze.mindmuze.com/ Cost NOT covered by eHealth
ITIL & eHealth

eHealth is committed to the implementation of ITIL best practices Senior management has declared ITIL a priority practice ITIL is a journey & over the next few years we will design & apply, then maintain best practices Although some processes have been in place for some time, the near future will bring significant change that will impact many of us
ITIL & eHealth
(continued)
A new position has been created for ITIL process implementation eHealth employees to receive ITIL training
Minimum 1/2 day overview
ITIL & You

Area specific questions may be directed to your manager
SERVICE LIFECYCLE
Lifecycle Overview
Service
A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs & risks
Examples of eHealth Services

Service Desk Work Order Management Tech Services Database Administration Account Management Desktop Management Application Development Training
IT Service Management
A set of specialized organizational capabilities for providing VALUE to customers in the form of services
Resources
Valuable Services
Service Lifecycle
ITIL V3 focuses on the way that service management components are linked The Service Lifecycle is a model that illustrates these components & the relationships between them 5 stages in the lifecycle
Lifecycle Overview
The Five Stages

Continual Service Improvement
Service Strategy Policy making & setting objectives
Learning & improving
Service Design Service Transition Service Operation Adjustment & change
Stages Analogy New Hospital

SERVICE STRATEGY Initial planning Will there be a demand for this service? How will it be funded? Where will it be located? What is the time frame? Who will build it?

SERVICE DESIGN What will the capacity be? What services will be offered? What are the associated costs? What service levels will need to be met? What supplier agreements need to be place?

SERVICE TRANSITION Construction phase How will traffic be diverted? How will changes be communicated to the public & other stakeholders? What determines when the hospital is ready?

SERVICE OPERATION Day to day activity of the hospital Availability for patients Staffing Customer service Billing

CONTINUAL SERVICE IMPROVEMENT Analyze reports Which areas need improvement? Implement corrective actions
Process
A structured set of activities designed to accomplish a specific objective Transforms inputs into outputs
Inputs
Activities
Outputs
Process
Process Characteristics
Measurable performance driven; cost, quality, duration, productivity Deliver a specific result that is individually identifiable & measurable Deliver results to a customer or stakeholder (internal or external) Respond to a specific event traceable to a single trigger
Processes & People

People can play multiple roles within various processes while having one job
Each process in the ITIL lifecycle has one Process Owner

Process A Process B Process C
Review
Which is NOT a stage in the Service Lifecycle? a) Service Design b) Service Optimization c) Service Transition d) Continual Service Improvement
Review
ITIL is best described as a: a) Best practice b) Standard c) Process d) Policy
Review
Which statement is true for ALL processes? a) They are measurable. b) They support external Customers. c) They eliminate the impact of a Problem. d) They are specific to a particular job.
Review
Which statement is correct for all IT services? a) They deliver b) They deliver c) They deliver d) They deliver Customers. costs to Customers. change to Customers. value to Customers. business solutions to
SERVICE STRATEGY
Service Strategy Stage
Service Strategy
Overview
Provides guidance in the design, development & implementation of service management
How do we create value for our customers? How should we define service quality? What services should we offer? How do we differentiate ourselves from competition? How do we allocate resources?
Service Strategy
Phones of Tomorrow
?
Service strategy will shape the future of cell phones
Service Strategy
Value
Service strategy begins with the customers desired outcomes Customers dont buy products, they buy the satisfaction of particular needs What the customer values is often different from what the service provider thinks it provides
CS
Service Strategy
Listen to the Customer!
Service Strategy
Utility & Warranty
UTILITY
Fit for purpose What the customer gets (ensures usefulness)
WARRANTY
Fit for use How it is delivered (ensures it works)
VALUE
Utility & Warranty are key to understanding the customers perspective of value
Service Strategy
Buying a Car
UTILITY How am I going to use this car? How will this car improve my life? What am I going to get from this car? WARRANTY Whats the guarantee on the transmission? Whats the bumper-to bumper guarantee? Is road side assistance included?
Other Stages
Service Strategy
Resources & Capabilities

RESOURCES Raw materials Money Infrastructure Applications Information People CAPABILITIES Skills Management Organization Processes Knowledge People
Organizations use resource & capability assets to create value in the form of goods & services
Other Stages
Service Strategy
Service Portfolio
Complete set of services managed by a Service Provider
Why should a customer buy these Services? Why should they buy these Services from us? What are the pricing or chargeback models? What are our strengths, weaknesses, priorities & risks? How should our resources & capabilities be allocated?
Service Strategy
Service Level Package (SLP)

A defined level of Utility & Warranty Each SLP is designed to meet the needs of a particular business activity
Cust 1 SLP Service A Service B Cust 2 SLP Cust 3 SLP Service A Cust 4 SLP
Service B Service C Service C Service C
Core Services
Service Portfolio (complet e set of services)
Service Strategy
Main Activities
Define the market Develop offering Develop strategic assets Prepare execution
Service Strategy
Key Processes
Service Portfolio Management Demand Management Financial Management
Other Stages
Service Strategy
Service Portfolio Management

Service Pipeline (Proposed or in development)
Published to customers
Service Catalogue (Live or available for deployment)
Retired Services
Service Strategy
Demand Management
Understand & influence customer demand for IT services Provide capacity to meet demand
Capacity
Customer Demand
Service Strategy
Financial Management
Budgeting Accounting Charging requirements
Requirements
The Business / Customers
Service Strategy
Strategies
Policies
Resources & Constraints
Service Level Packages
Service Portfolio
SERVICE DESIGN
Service Design Stage
Service Design
A fool with a A common mistake that people tool is still make when trying to design a fool!
something completely foolproof is to underestimate the ingenuity of complete fools. Douglas Adams
(author Hitchhikers Guide to the Galaxy)
Service Design
Overview
The design of new or changed services for introduction into the live environment Includes architectures, processes, policies, documentation
Functionality Performance
Service Design
The 4 Ps
People Products
Processes
Partners
Other Stages
Service Design
Five Aspects
Service solutions Service Portfolio Technology architectures & mgmt systems Processes Measurement methods & metrics
If you cant measure it, you cant manage it
Service Design
Service Design Package (SDP)

A document that defines all aspects of an IT service & its requirements Produced for each
New service Major change Service retirement
Service Design
Key Processes
Service Catalogue Management Service Level Management Availability Management Capacity Management IT Service Continuity Management Information Security Management Supplier Management
Service Design
Service Catalogue Management

Service Pipeline (Proposed or in development)
Published to customers
Retired Services
CSM
Service Design
Service Level Management

Responsible for negotiating Service Level Agreements & ensuring that these are met Service Level Agreement
Between an IT Service Provider & a Customer Describes the IT Service, documents service level targets, responsibilities of Provider & Customer
Operational Level Agreement

Between an IT Service Provider & another part of the same business
Underpinning Contract
Agreement between an IT Provider & 3rd party supplier
CSM
Service Design
Availability Management
Ensure services are available when needed Ensure IT infrastructure, processes, tools & staff roles are appropriate for the agreed targets
Service Design
Capacity Management
Match capacity of IT to the agreed business demands in a cost effective & timely manner Current & future needs
Service Design
IT Service Continuity Management

Ensures that agreed service levels can be resumed in event of a disaster
Service Design
Information Security Management

Manage IT security risks Confidentiality information is available only to those who have a right to know Integrity information is complete & accurate Availability info is available when needed
Service Design
Supplier Management
Obtain value for money from suppliers Ensure suppliers meet the targets contained within their contracts
Service Design
Service Design Processes
SIP
Service Design
Good design is the most important way to differentiate ourselves from our competitors. Samsung Electronics CEO Yun Jong Yong
Requirements
Service Strategy
Strategies
Policies
Service Design
Solution Designs
Architectures
Standards
Service Design Packages
Service Portfolio
Review
Which statement(s) are correct with regards to the Service Portfolio? i) It includes live & retired services. ii)All parts are published to Customers. a) i only b) ii only c) Both of the above d) Neither of the above
Review
What does Warranty of a service mean? a) There will very few Problems with the service. b) Problems are fixed free of charge. c) The service is fit for purpose. d) Customers are assured of certain service levels.
Review
An organization uses Resources & Capabilities to create value in the form of a) utility & warranty. b) functionality & performance. c) people & products. d) goods & services.
Review
Which is NOT one of the 5 aspects of Service Design? a) Design of b) Design of c) Design of d) Design of metrics processes solutions functions measurement methods &
Review
What is the main objective of Availability Management? a) Ensure that service availability matches the agreed levels b) Report on the availability of services c) Guarantee service availability d) Ensure that all targets in the Service Level Agreements are met
Review
Setting policies & objectives is the primary concern of which lifecycle stage? a) Service b) Service c) Service d) Service Operation Strategy Design Transition
Review
The purpose of Service Catalogue Management is a) To provide information to the business b) To provide up to date, accurate information c) To print copies of the Service Catalogue d) To provide information to IT staff
Review
Who negotiates Service Level Agreements within eHealth? a) Service Desk Analysts b) Director of Operations c) Chief Executive Officer d) Customer Service Managers
SERVICE TRANSITION
Service Transition Stage
Service Transition
Overview
CONTROLLED transition of new & changed IT services into operation Predicted cost, quality & time estimates Minimal impact on production Proper use of the services Align transition plans with the business
Service Design Package Transition Operation
Service Transition
Key Processes
Change Management Service Asset & Configuration Management Release & Deployment Management Transition Planning & Support Service Validation & Testing Evaluation Knowledge Mgmt
Service Transition
Processes Overview
Oversee management of organization & stakeholder change Service Transition Planning & Support
Service Validation, Testing & Evaluation Knowledge Management
Service Transition
Change Management
Ensure change happens in a controlled manner
Record Evaluate Authorize
Prioritize
Plan
Test
Implement
Document CAB
Service Transition
Service Asset & Configuration Mgmt

Track & report the value & ownership of IT assets Maintain information about IT components, including the relationships between them
Service Transition

Configuration Item (CI)
IT component (services, hardware, software, buildings, people, documentation)
Configuration Management Database (CMDB)

Stores configuration records about the attributes of CIs (including relationships)
Serial # Model # Location
eHeal
Service Transition

Configuration Management System (CMS) Provides reliable, quick, & easy access to accurate configuration information & is updated as & when changes are implemented
HR Database Asset Database
CMS Interface
Known Error Database
Incident Control System
CMDB
SD
Service Transition
Release & Deployment Management

Ensure the correct components are released into the live environment Plan & oversee the rollout Definitive Media Library (DML)
One or more locations in which approved versions of software Configuration Items are securely stored Only software from the DML is acceptable for use in a release
Service Transition
Interconnection
Change Management
Record Change Request Assess Change Approve/Reject Change Coordinate Change Implementation Review Change Close Change
Release & deploy New/changed CIs
Configuration Management
Reports & Audits Identify Affected Items Update Records Capture Baselines Audit Items Check Records Updated
Configuration Management System (CMS)
Service Transition
Transition Planning & Support

Plan & coordinate resources to ensure that the requirement of Service Strategy encoded in Service Design are effectively realized in Service Operations Identify, manage & control the risks of failure & disruption across transition activities Can improve a service providers ability to handle high volumes of change & releases
T2P
Service Transition
Service Validation & Testing

Provides objective evidence that the new/changed service supports the business requirements including the agreed Service Level Agreements The service is tested against the utilities & warranties set out in the service design package
Functionality, availability, continuity, security, etc
Service Transition
Evaluation
Ensures the service will be useful to the business & will continue to be relevant Addresses
Relevance of service design Transition approach Suitability of the new/changed service for the actual operational environments
Service Transition
Knowledge Management
Ensures that the right person has the right knowledge at the right time to deliver & support the services required by the business Service Knowledge Mgmt System (SKMS)
Encloses huge quantity of data that constitutes knowledge Supported by CMS & CMDB but is much broader
Better knowledge = better decisions
Service Transition
Knowledge Management
Service Knowledge Management System (SKMS)
Configuration Management System (CMS)
Service Knowledge Management System (SKMS)

Configuration Management Databases (CMDB)
Service Transition
Service Transition within eHealth

Have
Change management in the form of change control Service Transition - transition planning & support (formerly T2P)
Working on
CMDB Knowledge Management
Requirements
Service Strategy
Strategies
Policies
Service Design
Solution Designs
Architectures
Standards
Service Portfolio
Service Transition
Transition Plans
Tested Solutions
Service Knowledge Management System
SERVICE OPERATION
Service Operation Stage
Service Operation
Overview
Deliver agreed levels of service to users Manage applications, technology & infrastructure that support the services Only stage that actually delivers value to the customer Great design is worth little if it cannot be delivered
Service Operation
Balancing Act
IT vs. Business View Quality vs. Cost Stability vs. Responsiveness Reactive vs. Proactive
IT Reactive Stability Quality View
ResponsBusiness Proactive Cost iveness View
Service Operation
Common Activities
Server Management Network Management Storage & Archive Database Administration Account Management Desktop Management Internet / Web Management
Service Operation
Key Processes
Incident Management Request Fulfillment Problem Management Event Management Access Management
Service Operation
Incident Management
Incident - an unplanned interruption or a reduction in the quality of an IT Service
Printer in ER is not working User cannot log in to a clinical system
Purpose of Incident Management is to

Restore normal service as quickly as possible Minimize adverse impact on business operations
Service Operation
Incident Management
Incidents are
Categorized - who should work on them Prioritized (P1-P4) - impact + urgency
Incidents that cannot be resolved within service level parameters are escalated
Technical support +/or mgmt
A tool is essential to record & manage Incident information

eHealth uses Service Desk Express
Service Operation
Request Fulfillment
Service request - a user request for information, advice, or a Standard Change Request fulfillment deals with these requests Can include self service solutions All requests should be logged & tracked
eHealth uses Service Desk Express
Service Operation
Problem Management
Problem - root cause of one or more Incidents Problem management includes
Diagnosing causes of Incidents Determining resolution Ensuring the resolution is implemented (where appropriate) Maintaining information about Problems, workarounds & resolutions
Service Operation
Problem Management
Workaround reducing or eliminating the impact of an Incident/Problem for which a full resolution is not yet available Known Error a Problem that has a documented root cause & a workaround Known Error Database database containing all the Known Error records
Service Operation
Incident & Problem Management

Incident Management restoring service Problem Management root cause
Service Operation
Incident & Problem Scenario

Custome r Service Desk Analyst
Cant print & calls the Service Desk
1) Creates ticket & classifies it as an Incident 2) Checks the Known Error Database but does not find a match 3) Troubleshoots without success
4) Changes default printer so that customer can print to another printer (workaround) 5) Closes the Incident 6) Creates a Problem record & relates the Incident to it
Service Operation

L2 Support
1) Investigates the printer Problem & finds that a patch is required from the vendor 2) Documents root cause & workaround in Known Error Database
Service Operation

Custome r Service Desk Analyst
Cant print to same printer & calls the Service Desk
1) Creates ticket & classifies it as an Incident 2) Sees that this is a Known Error & immediately applies the workaround 3) Relates the Incident to the Problem record 4) Closes the Incident
Service Operation

PATCH RECEIVED FROM VENDOR
Patch is applied to the printer & tested Affected customers are notified that they can now use the printer Problem record is closed
Service Operation
Event
Alert or notification created by any IT service
Something not functioning properly Routine intervention Normal activity
May lead to an Incident, Problem or change or simply be logged Response may be automated or require manual intervention
Service Operation
Event Management
Provides the ability to
Detect events Make sense of them Determine if the appropriate control action has been provided
Service Operation
Access Management
Make sure that the policies & actions defined in Security & Availability Management are executed appropriately
Grant access to services Log & track access Remove/modify rights
Service Operation
Function
Specialized organizational units Carry out one or more processes or activities Include people & tools
Departments, groups, teams
Service Operation
Functions within Service Operation

Service Desk
Single point of contact for IT users Deal with a variety of service events
IT Operations Management
Daily operational activities needed to manage the IT Infrastructure (data centers, recovery sites, etc.)
Technical & Application Management

Plan, implement & maintain a stable technical infrastructure Support & maintain operational applications Play an important role in the design, testing, & improvement of applications that form part of IT Services
Service Operation
Functions within Service Operation
Requirements
Service Strategy
Strategies
Policies
Service Design
Solution Designs
Architectures
Standards
Service Portfolio
Service Transition
Transition Plans
Tested Solutions
Service Operation
Operational Plans
Operational Services
Review
Where could a Service Desk analyst look to see which servers are undergoing maintenance? Agreement a) Service Level b) Configuration Management Database c) Service Design Package d) Known Error Database
Review
What is usually NOT an activity of the Service Desk? a) Handling service requests b) Handling customer complaints c) Tracing the underlying cause of Incidents d) Providing information on products & services
Review
How does Problem Management support Service Desk activities?
a) It resolves serious Incidents b) It makes information on a Known Error available to the Service Desk c) It studies all Incidents resolved by the Service Desk d) It communicates the resolution directly to the user
Review
Which of the following is NOT an objective of Service Operation?
a) Thorough testing to ensure services meet business needs b) Deliver & manage IT services c) Manage technology used to deliver services d) Monitor performance of technology & processes
Review
Incident Management provides value to the business by a) helping to control infrastructure costs of adding new technology. b) enabling users to resolve Problems. c) reducing the impact of service outages. d) helping to align people & process for the delivery of service.
Review
What is the difference between a Problem & a Known Error?
a) A Known Error is always the result of an Incident, a Problem is not b) There is no real difference between them c) In the case of a Known Error, there is a fault in the infrastructure, with a Problem there is not d) In the case of a Known Error, the underlying cause of the Problem is known
Review
Which of the following statements are correct with regards to the Service Desk?
i) It is a function that provides a means of communication between IT & its users. ii) It is always the owner of the Incident Mgmt process. a) i only b) ii only c) Both of the above d) Neither of the above
Review
The objective of the Change Management process is most accurately described as
a) Ensuring that all Changes to IT infrastructure are managed efficiently & effectively. b) Ensuring that all Changes have appropriate backout plans in the event of failure. c) Ensuring that all Changes are recorded, managed, tested & implemented in a controlled manner. d) Protecting services by not allowing Changes to be made.
Review
Which tool does eHealth use to record & manage Incident information? a) Clarity b) Service Desk Express c) EDIS d) RIS/PACS
CONTINUAL SERVICE IMPROVEMENT
Continual Service Improvement Stage
Overview
Create & maintain value for customers through continual evaluation & improvement
Better design, introduction & operation of services Continually align & re-align IT services to the changing business needs
To be successful, CSI needs to become routine

Not just when something has failed

S rv eSStrategy e ic Service trategy Febc edak : Lsos es n La e e rn d Febc edak : Lsos es n La e e rn d
Service Design
S rv eD s n e ic e ig
Febc edak : Lso es La e e rn d
Febc edak : Lsos esn La e e rn d
Service Transition
S rv eT n itio e ic ra s n
Service Operation
Febc ed ak : Lsos esn La e e rn d S rv eO e tio e ic p ra n

C n u l S rv eIm ro e e t o tin a e ic p v mn
A tiv sinth S rv eL c c c itie e e ic ife y le
CSI Model
HOW DO WE KEEP THE MOMENTUM GOING?
Where do we want to be or What is the Vision? Where are we now?
High Level Business Objectives & Goals Process Maturity & Baseline Assessments Measurable Targets Process/Service Improvement Metrics & Measurements
Where do we want to be? How do we get where we want to be? How do we know we made it there?
Dr. W. Edwards Deming

Father of modern quality control American statistician & professor Significant contribution to Japans high-quality products & economic power Proposed the Deming Cycle for quality improvement
1900 - 1993
Deming Cycle
Plan - Project Plan Do - Project Check - Audit Act - New Actions
Maturity Level
ACT PLAN CHEC K DO
Business IT Alignm ent Effective Quality Improvement
Consolidation of the Level Reached i.e. ISO 20000 or Quality Standards Time
Service Improvement Plan (SIP)

A formal plan to implement improvements to a process or IT Service
Key Processes
7-Step Improvement Process Service Measurement Service Reporting
7-Step Improvement Process

Identify Vision Goals
Define what should be measured
Implement corrective action
2
Goals
Define what you can measure
Present & use the info
3 5
Analyze data
Gather data
Process Data
Service Measurement
There are 4 basic reasons to measure: VALIDATE previous decisions DIRECT activities to meet targets JUSTIFY that a course of action is required INTERVENE & take corrective action
Service Reporting
Present relevant data to the business: Past periods performance Events that continue to be a threat going forward How IT intends to deal with such threats
Requirements
Service Strategy
Strategies
Policies
Service Design
Solution Designs
Architectures
Standards
Service Portfolio
Service Transition
Transition Plans
Tested Solutions
Service Operation
Operational Plans
Operational Services
Improvement Actions & Plans
REVIEW
Review
Handout 15 minutes
Fill in the Blanks

Problem Service Design Package event Capabilities utility Service Level Agreement workaround function Definitive Media Library
Incident
Short Answer
What are the 4 Ps of Service Design?
People, products, processes, partners
List 3 reasons why eHealth should adopt ITIL.

Increased customer satisfaction Improved service availability Financial savings Improved time to market for new services Improved decision making Common & consistent language
Short Answer
Draw a diagram that illustrates the relationship between the Service Portfolio & the Service Catalogue.
Published to customer s
Service Portfolio (complete set of services)
Short Answer
Explain the main difference between Incident Management & Problem Management.
Incident Mgmt is concerned with restoration of service while Problem Mgmt is concerned with root cause.
Provide an example that illustrates the difference between utility & warranty.
Matching
C D A C B B E D B A
Matching
B C A C B E D C C D

ITILV3 Overview

Uploaded by

Copyright:

Available Formats

ITILV3 Overview

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

ITILV3 Overview

Uploaded by

Copyright:

Available Formats

ITIL & eHealth

ITIL - What, Why & Where

A best practice framework

Where Does Best Practice Fit?

Organizational Policies, Process, Practices & Procedures

The Need for ITIL

Why Should eHealth Adopt ITIL?

Preparing for the Future

ITIL Success Stories

ITIL Certification & eHealth

Exam prep courses are available online

ITIL & eHealth

ITIL & eHealth

ITIL & You

Examples of eHealth Services

The Five Stages

Learning & improving

Service Design Service Transition Service Operation Adjustment & change

Stages Analogy New Hospital

Stages Analogy New Hospital

Stages Analogy New Hospital

Stages Analogy New Hospital

Stages Analogy New Hospital

Stages Analogy New Hospital

Processes & People

Each process in the ITIL lifecycle has one Process Owner

Service Strategy Stage

Listen to the Customer!

Utility & Warranty

Fit for use How it is delivered (ensures it works)

Resources & Capabilities

Service Level Package (SLP)

Service B Service C Service C Service C

Service Portfolio (complet e set of services)

Service Portfolio Management

Service Catalogue (Live or available for deployment)

Service Portfolio (complet e set of services)

The Business / Customers

Resources & Constraints

Service Level Packages

Service Design Stage

Service Design Package (SDP)

Service Catalogue Management

Service Catalogue (Live or available for deployment)

Service Portfolio (complet e set of services)

Service Level Management

Operational Level Agreement

IT Service Continuity Management

Information Security Management

Service Design Processes

The Business / Customers

Resources & Constraints

Service Level Packages

Service Design Packages

Service Transition Stage

Service Validation, Testing & Evaluation Knowledge Management

Service Asset & Configuration Mgmt

Service Asset & Configuration Mgmt

Configuration Management Database (CMDB)