hp’s ITSM – ITIL differences
Processes Variances from ITIL
History
HP’s ITSM is based on the IT Infrastructure Library (ITIL)
• Developed by the British Governments Central Computing and Telecommunications Agency (CCTA) in the early 80’s
• Single standardized method of setting up and running the IT infrastructures of various scope (Central Government, Health Service, District and County Councils, …) • ITIL is platform and vendor independent
• Today ITIL is spreading fast beyond the boundaries of government agencies (AC, IBM, Mercedes Benz, …)
June 1997: HP releases the ITSM Reference Model internally Sep. 1997: HP releases the ITSM Reference Model to the world
June 1998: HP releases major update to the ITSM Reference Model (including the HP ITSM Process Guide) January 2000: HP releases major update to the ITSM Reference Model reflecting new developments in e-commerce, e-business and e-services.
To know more, visit HP consulting web site:
http://consulting.hp.com/solutions/itsol/refmodel/index.htm
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hp’s ITSM – ITIL differences
Business-IT Alignment Variances from ITIL
Business Assessment Variances from ITIL
There is no BUSINESS ASSESSMENT process within the ITIL library, although certain ITIL books touch on different aspects of it, such as In Times of Radical Change, the IT Services Organization, and Planning and Control for IT Services.
HP has dedicated a separate, distinct process to the concepts ITIL has only scattered briefly throughout a few books, because HP understands the importance of:
q Structuring the important activities related to running IT as a business, i.e., identifying potential market
segments, understanding the competition, pricing services according to perceived value, planning for services that fit a specific value chain, etc.
q Aligning customer business needs with a thorough understanding of available markets and IT
capabilities.
Customer Management Variances from ITIL
There is no CUSTOMER MANAGEMENT process within the ITIL library, although certain ITIL books touch on different aspects of it, such as Customer Liaison.
HP has dedicated a separate, distinct process because HP understands the importance of:
q Structuring the important activities related to the creation and maintenance of strong business relationships
between the IT services organization and its business customers into a well-defined, measurable process.
q Providing value though scheduled sales and review cycles, continually listening and responding to “the voice
of the customer.”
IT Strategy Development Variances from ITIL
There is no IT STRATEGY DEVELOPMENT process within the ITIL library, although certain ITIL books touch on different aspects of it, such as Planning and Control for IT Services and An Introduction to IT Infrastructure Planning.
HP has dedicated a separate, distinct process to the concepts ITIL has only scattered briefly throughout a few books, because HP understands the importance of:
q Structuring the important activities related to the “managing IT as a business” into a well-defined,
measurable process.
q Providing value though scheduled planning and review cycles, continually seeking to add value to the
customer through sound strategic plans tied to the business.
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Service Design & Management Variances from ITIL
Service Planning Variances from ITIL
In the ITIL guide Planning and Control for IT Services, ideas relating to HP’s ITSM Service Planning process are touched upon, but currently no such process exists in the ITIL library.
HP has dedicated a separate, distinct process to the concepts ITIL has covered incompletely and only briefly, because HP understands the importance of:
q Investing in the definition, design and development of a standard service which can be leveraged across
multiple customers efficiently and effectively
q Planning as a service management discipline
q Providing a linkage between market input, IT strategy, and effective service design in order to add value
to customer businesses
q Overall service portfolio alignment, optimization and management
This process includes refinement of the service design, breaking down the service definition into appropriate service functions and components, providing the granularity necessary to develop specifications that guide the purchase or development in-house and deployment of capabilities needed to support the service.
Service Planning includes, as part of its scope, the design of business application services (applications are often a component of an IT service). ITIL does not include business applications as components within an IT service (it only includes the IT infrastructure applications which support business applications).
Service Level Management Variances from ITIL
ITIL Definition: \"Service Level Management is the process of negotiating, defining, contracting, monitoring and reviewing the levels of user service, that are both required and cost justified.\"
While HP's ITSM SERVICE PLANNING process provides standard service (anticipated leveragability across multiple customers) and service level design (the Service Level Manager contributes service level definition for standard services to the SERVICE PLANNING process), ITSM's SERVICE LEVEL MANAGEMENT provides custom service
(customer-specific) and service level design, as well as ongoing performance monitoring and management for services delivered to individual customers.
Business application services may require custom application components designed in this process.
Security Management Variances from ITIL
The HP's ITSM SECURITY MANAGEMENT process has been highlighted as key one from HP's ITSM AVAILABILITY MANAGEMENT process. To know more, see HP’s ITSM AVAILABILITY MANAGEMENT process.
Availability Management Variances from ITIL
The ITIL guidances of Availability Management, Contingency Planning, and Managing Supplier Relationships have been combined for HP's ITSM Reference Model. Contingency planning is treated as an extension of
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availability management in preventing IT service disruption and/or ensuring IT service continuity in the face of a disastrous event. Managing supplier relationships is a key responsibility for the AVAILABILITY MANAGEMENT process because suppliers can directly affect overall service availability.
Because HP understands the importance of investing in the definition, design and development of a standard service which can be leveraged across multiple customers efficiently and effectively, HP has focused its ITSM AVAILABILITY MANAGEMENT process on standard service availability design and management.
HP’s ITSM designs availability for standard services; plans for the implementation of that availability; monitors performance to (1) ensure that availability service levels are met, and (2) continuously improve the design and planning portion of the process. All availability activities are done within capacity and cost constraints. AVAILABILITY MANAGEMENT includes, as part of its scope, the availability design and management of business application services (applications are often a component of an IT service). ITIL does not include business applications as a component in a service.
Capacity Management Variances from ITIL
ITIL states in its guidance Capacity Management that its purpose is to \"support the optimum and cost-effective provision of IT services by helping organizations to match their IT resources to the demands of their business.\" Clearly, ITIL focuses on customer-specific capacity design.
Because HP understands the importance of investing in the definition, design and development of a standard service, which can be leveraged across multiple customers efficiently and effectively, HP has focused its ITSM CAPACITY MANAGEMENT process on standard service capacity design and management.
HP’s ITSM designs capacity for standard services; plans for the implementation of that capacity; monitors performance to (1) fine-tune supply and demand, and (2) continuously improve the design and planning portion of the process. All capacity activities are done within availability and cost constraints.
CAPACITY MANAGEMENT includes, as part of its scope, the capacity design of business application services (applications are often a component of an IT service). ITIL does not include business applications as
components within an IT service; therefore it only deals with sizing the IT infrastructure that supports business applications.
Cost Management Variances from ITIL
ITIL states that the aim of COST MANAGEMENT is \"to promote the running of IT Services as a business operation\facilitating the provision of \"cost effective IT services, using the costing system to help ensure that the cost of providing the various services reflects real business needs, and using the charging system to provide income to the IT Services organization.\"
In support of the concept that IT should more effectively operate as a successful business operation, providing cost-effective services, HP’s ITSM has broadened the scope of COST MANAGEMENT from ITIL's focus of costing and charging for IT infrastructure resource usage, to incorporate costing and charging for overall service usage (including business applications).
In addition, because HP understands the importance of investing in the definition, design and development of a standard service which can be leveraged across multiple customers efficiently and effectively, HP has focused the cost planning and budgeting portion of ITSM’s COST MANAGEMENT process on standard services, though it tracks and controls costs across both the standard service and customer-specific service fronts.
COST MANAGEMENT includes, as part of its scope, the cost planning of business application services (applications are often a component of an IT service). ITIL does not include business applications as a component in a service.
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Service Development & Deployment Variances from ITIL
Build & Test Variances from ITIL
There is no specific “BUILD & TEST” process within ITIL, although some concepts pertaining to the development of service components and testing an IT service are discussed within the ITIL books – Testing an IT Service for Operational Use, Computer Installation and Acceptance, and Software Lifecycle Support.
HP has dedicated a separate, distinct process to the concepts ITIL has only scattered briefly throughout a few books, because HP understands the importance of:
q Integrating all of the major activities required to develop (i.e. “build”) and test a component, service
function, or end-to-end service into a single, defined, measurable IT process required for today’s large client/server environments.
q Defining a robust, standardized methodology for controlled construction and testing of components,
service functions, or end-to-end services.
q Including application development as a core competency required for a total, complete BUILD & TEST
process.
Release To Production Variances from ITIL
There is no specific “RELEASE TO PRODUCTION” process within ITIL, although some concepts pertaining to the installation of service components and testing an IT service are discussed within the ITIL books – Software Control & Distribution, Computer Installation and Acceptance, and Testing an IT Service for Operational Use. HP has dedicated a separate, distinct process to the concepts ITIL has only scattered briefly throughout a few books, because HP understands the importance of:
q Leveraging multiple customer-specific releases from standardized manufacturing instructions for
components, service functions, and end-to-end services to support multiple customers more efficiently and effectively
q Defining a robust, standardized methodology for controlled implementation of these releases into the
customer’s production environment (the “do” of the implementation, managed by THE CHANGE MANAGEMENT process)
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Service Delivery Assurance Variances from ITIL
Change Management Variances from ITIL
ITIL describes the mission of Change Management to “ensure that standardized methods and procedures are used for efficient and prompt handling of all changes, in order to minimize the impact of change related problems upon IT service quality.” Taking this mission to heart, the HP’s ITSM includes all activities required to manage change to services and/or infrastructure in this process.
Configuration Management Variances from ITIL
ITIL describes Configuration Management as a “discipline which can be used for controlling all components of an IT infrastructure.” The two main distinctions between the IT Service Management Reference Model and ITIL versions of this process are:
q Scope of data managed – the Reference Model manages all service and infrastructure data in this
process; ITIL manages some types of service and infrastructure data separately (e.g., incident data, problem records, performance data, service documents, change records, etc.); neither ITIL nor the Reference Model includes business data (e.g., bill of materials for manufacturing customers, inventory for distribution customers, etc.) in the scope of data managed here
q Format of data managed – the Reference Model treats the configuration management database
(“CMDB”) as a logical view of distributed data repositories; ITIL treats it as a single, physical, relational database.
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Operation Bridge Variances from ITIL
Operations Management Variances from ITIL
The ITIL books Computer Operations Management and Network Management have been combined for HP’s purposes. In distributed computing environments, with the increasing prevalence of Internet activities, and in light of recent network computer technologies, it is becoming nearly impossible to operate IT services without viewing the client, server, and networks connecting them as an integrated whole.
ITIL treats Operations as a mixture of organization and process. For example, ITIL includes urgent incident resolution as part of this process. Such a decision is based on traditional organizational models of IT. Since HP’s IT Service Management Reference Model is a process model, and one organizational mapping is just as valid as any other, urgent incident resolution has been included in the Incident Management process.
Incident Management Variances from ITIL
ITIL’s guidances, Help Desk and Problem Management, address this process. HP has chosen to avoid the name “Help Desk” because many of the conflicting meanings in the industry today assign an organizational meaning to that term. Thus, to emphasize the process, and intentionally bypass organizational implementation of the process, the term “Incident Management” has been used. Additionally, there is a great deal of overlap between ITIL’s Help Desk and Problem Management guidances, de-emphasizing the importance of each individually. HP’s IT Service Management Reference Model has separated these processes to show their significance.
Problem Management Variances from ITIL
ITIL’s Problem Management guidance includes four major elements: incident control, problem control, error control, and management information. In HP’s IT Service Management Reference Model , incident control – restoring normal service operation quickly, sometimes via workarounds, in order to minimize end user impact – has been pulled out separately into the Incident Management process in order to reduce the overlap between ITIL’s Help Desk and Problem Management books. Error control, while owned in the Problem Management process, is dependent on HP ITSM’s Change Management process, a link recognized by ITIL. Problem control – handling escalated incidents and preventing similar incidents by addressing root causes – is consistent between ITIL and HP’s ITSM.
Management of problems arising from escalated incidents could have been placed in HP ITSM’s Incident Management process. However, since this concept is so well understood within IT organizations, HP’s ITSM keeps this deep support aspect in the Problem Management process in accordance with ITIL guidance.
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