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The proposed project for implementation of this framework will prioritise and
progressively address the outstanding issues experienced with inconsistent
levels of service provided by IT, and will enable the IT Department to provide
a higher quality customer service given the current budgetary constraints.
Contents
2.0 Introduction 4
5.0 Scope 8
6.0 Objectives 8
2.0 Introduction
The main driver behind the development of ITIL is the recognition that
increasingly organisations are becoming dependent on IT in order to satisfy
their strategic aims and meet their business needs. This increasing
dependency leads to a growing requirement for high quality IT services which
are matched to business needs and user requirements as these evolve.
Since its initial development, ITIL has been revised in collaboration with
hundreds of organisations and individuals from both public and private
sectors. This approach has led to the identification of genuine, recognised
world class practices for service provision. It has been adopted by some of
the world’s largest corporations, including British Airways, Sun Microsystems,
Microsoft, and IBM.
Another major problem which has been recognised is that since the merger of
various departments and support groups to form the IT Department in 2000,
there has been no corresponding re-alignment of the customer’s perceptions
of IT and little integration of the services and support provided. The
perception of IT as a consistent, coherent, coordinated unit will greatly
enhance the confidence of users in IT Department capabilities.
The working party has recognised that many existing internal processes
already follow best practice standards, and as such will not require changes. It
has however, also identified a number of areas where immediate change is
required to effect a better service and ensure that customer service
expectations are met. It has also. A synopsis of the concerns discussed by
the working party, and those communicated by other IT Department staff
follows. This list is not intended to be exhaustive, and it is likely that other
concerns will be identified as the project progresses, or for other concerns to
take precedence for implementation over those included here.
Prioritisation of these issues for resolution will take place during the initiation
phase of the project as detailed in a later section of this document.
5.0 Scope
6.0 Objectives
This list of objectives will define what is initially intended to be achieved during
the overall project. Each sub-project (as discussed in Project Structure below)
will by necessity have its own scope, objectives and deliverables.
The size and complexity of this project dictates that a number of different
groups within the Department are involved. The proposed structure will take
the form of an umbrella project, monitoring and reporting on progress to the
ITM and reference groups, and several sub-projects, which will concentrate on
specific processes within the ITIL framework. This will enable the inclusion of
staff from a wider pool, gaining buy-in and providing a broader base of opinion
on proposed changes.
It is anticipated that this project will concentrate on the first three of these
phases, with the bulk of the implementation completed by the start of the 2003
academic year.
This section is summarises the key deliverables from this project, and their
expected benefits to the IT Department and to the University. Further benefits
resulting from the project implementation will undoubtedly become apparent
during its course.
This list is separated into logical groupings based on the relevant ITIL
disciplines.
Service catalogue
• Users understand what services the IT Department can deliver with
available resources
Once this Project has been approved by ITM, the ITSM will release a letter to
the IT Department staff, advising them that the ITIL framework will be
implemented. The letter will outline the impact and changes that will affect
them in the short term. The letter will also indicate what involvement staff can
expect in the planning exercise. Some staff will be requested, via ITM, to
assist on the implementation groups.
An article will be run in the IT newsletter describing the process that the IT
Department will be going through, to keep the wider user community informed.
Regular newsletter articles will ensure the campus community is kept abreast
of changes.
Regular reports will be provided for the ITM, allowing ITM to retain overall
control of the progression and direction of the project. The reports will
document the achievements for the current period, the expected
achievements for the next period, and any issues encountered which require
ITM input. ITM will also act as change controllers, for example if the scope,
resource requirements or period of the project require changes.
Buy in for the ITIL framework will be increased by the involvement of staff in
the project implementation as previously described. The members of the
ITSM should be respected in their various areas. The members will act as an
internal reference group, allowing the propagation of both ideas and progress
for the project. This will allow the collation of concerns in a non-prejudicial
environment to the project team.
Allocation of time to the project will be requested from a number of staff within
the IT Department. Requests and authorisation for staff resources will be
directed through the proper Manager and Group Leader structure.
Some staff will also be required to take part in the project and sub-project
teams, however the costs to IT of this temporary involvement is difficult to
quantify.
12.3 Software
Magic Total Service Desk
The Magic service desk system is the main tool currently in use to track
incident data, and configuration information. It requires an upgrade to be
optimally effective for ITIL implementation. The option pack ‘Magic Change
and Configuration Management’ will allow Magic to be extended into a
number of management areas where it is not currently utilised.
The initial quote obtained will, in all likelihood, be reduced at the time of
purchase.
Ongoing support costs per annum for this product are $1,465 per seat in the
main product, plus $330 per seat for the option pack.
The prohibitive costs of these additions to Magic may require a review of its
usage if determined by ITM.