Professional implementation of high – quality ITIL processes
We have fully implemented not only operational ITIL processes, but also the necessary processes from the areas of strategy, design, and launching of IT services, and the cyclical CSI process for continuous improvement of services so that they very precisely follow customer requirements.
ITIL makes IT better. Why is that?
ITIL (acronym for IT Infrastructure Library, currently in version 4) is a easily adjustable framework of best practices that helps an IT service provider achieve the desired quality of IT services very specifically according to customer needs.
The first recommendation of ITIL – “tailor” IT services for the needs of specific business goals.
Always in line with the customer’s business goals (ITIL is a “business driven” framework)
Absolutely predictable IT costs (every IT service and function is covered by the Financial Management process)
Guaranteed quality and availability of IT services. Services are measured, evaluated, and adjusted on a regular basis.
Our services follow your business!
ITIL framework focuses on aligning IT services with the needs of the business, and one of its recommendations is to support the use of mobile devices and remote work through the provision of services such as remote access to the company network, teleconferencing, high-quality email, and cloud-based storage for company data.
Advantages of IT service delivery management framework ITIL
A very clear and comprehensive top-down view of your IT
Significantly simpler and more transparent management of IT teams
Full comfort for business – clear offering at first glance
Full comfort for IT – simple and robust processes
Precisely defined, measured and improved IT services
Absolutely predictable costs for budget periods
We use these well-known ITIL processes
We have complete, formalized documentation of our implementations available on request
Service Desk is a function, sometimes called the primary IT service defined by the ITIL library of best practices for IT service management. The main role of the Service Desk is to serve as a single point of contact (Single Point of Contact) for users and IT service providers. Our Service Desk is also the owner of most processes, serves as an escalation point for complicated requests and incidents, and is also responsible for complying with agreed time frames for resolving requests and incidents (SLA).
The goal of the ITIL Incident Management process is to restore the availability of the IT service in the shortest possible time. It covers the life cycle of reported and usually automatically detected incidents or outages of IT services. An IT service outage can also be a degradation of its quality below the agreed level, such as a slow computer or an unstable VPN remote connection to the company.
Incident Management is a daily operational process, and it covers all requests for IT services where users did not meet the agreed level of availability and functionality, as well as automatically detected incidents before they occur.
The ITIL Problem Management process aims to eliminate the root cause of arising incidents and thus prevent them from occurring. It can have a proactive or reactive character.
Unlike Incident Management, Problem Management does not necessarily have to address its agenda immediately; Incident Management is responsible for restoring the service’s operation.
In the Problem Management, there is a separate structure of roles, for example, we never combine the role of Incident and Problem Manager, as they have different goals in principle, but on the contrary, by dividing roles, we support both quick resolution of incidents in daily operations and consistent resolution of their true cause by senior specialists.
In everyday practice, a common case is filling up the hard drive of a server. The monitoring system generates an incident when the free space is approaching a critical state. Incident Management will resolve the cleaning of disk space so that the server can continue to operate without interruption. If the incident repeats or the Service Desk considers the incident suspicious for future repetition, Problem ticket will be opened.
This ticket will be resolved by a senior specialist, who, for example, finds that the server log rotation mechanism is stopped, causing the disk to fill up repeatedly. By repairing the functionality of the rotation mechanism, the Problem is solved and at the same time, it is assumed that a similar incident will not occur on the given server. The specialist documents the solution of the Problem ticket for future use, and thus the Problem Management process for this example is closed.
The goal of the ITIL Request Fulfillment process is to meet the users’ requests for individual IT services. These are requests from users that are not classified as incidents. For example, for the IT service “E-mail,” a typical request is to create a new alias or distribution group, for the IT service “Windows PC,” it may be an extension of the hard drive or installation of a new application.
Requests (Requests) and Incidents (Incidents) are processed in separate queues due to their different nature, priority, and the ability to allocate resources operationally for the necessary task. Requests typically have a longer time frame for resolution (SLA) than Incidents.
Change Management is an ITIL process whose goal is to protect the agreed infrastructure from unauthorized changes. The implementation of this process is one of the most demanding and requires an experienced implementation team and a very good knowledge of local conditions, as it by nature affects sensitive machines, data, and senior workers. The agreed protected infrastructure can be, for example, a set of servers supporting a service (customer-facing service) that is in direct contact with the customer (typically web, application, or database servers). Change Management ensures the formal aspect and therefore necessary approvals depending on the scope of the change not only for regular updates of these servers but also for replacement of HW, applications, or creating completely new infrastructure. Change Management is, like other ITIL processes, connected to the outputs of other operational processes, so for example, a reported Incident (Incident) can be solved by the Service Desk with a Change Request, for example, to increase the operational memory (RAM).
Event Management is an ITIL process whose goal is to give meaning (categorize, prioritize) to events recorded by automatic monitoring mechanisms. In our case, the process serves as a filter between monitoring and the Service Desk. Monitoring, in general, records a large amount of data on the monitored devices. The basic indicators are the availability of the device, the used performance, memory, temperature, and in addition, there are dozens of indicators that we use to monitor trends. Using Event Management, we categorize detected events into three categories, which we then further process in the Incident Management, Request Fulfillment, and other processes. The correlation mechanism in the first level runs automatically, and in the second level, it is provided by the Service Desk, taking into account the need to assess the relevance of events to the operation of active IT services.
Thanks to this, the service outage is usually detected sooner than it has a real impact on users.
Event management is an ITIL process whose goal is to give meaning (categorize, prioritize) to events recorded by automatic monitoring mechanisms. In our case, the process serves as a filter between monitoring and the Service Desk. Monitoring, in general, records a large amount of data about the monitored devices. The basic indicators are the availability of the device, the used performance, memory, temperature, besides there are dozens of indicators that we use to monitor trends. Using Event Management, we categorize detected events into three categories, which we then further process in the Incident Management, Request Fulfillment, and other processes. The correlation mechanism in the first level runs machine, in the second level it is ensured by the Service Desk in view of the need to assess the relevance of events on the operation of active IT services. Thanks to this, the service outage is usually detected before it has a real impact on users.
TIL process Service Level Management is responsible for setting, measuring, evaluating and maintaining the timeframes for resolving issues. This timeframe is called Service Level Agreement (SLA) and it’s an agreement between the business and IT that ensures predictability of IT actions. The business always knows that, for example, the response time of the Service Desk for an incident will be 1 hour and the incident will be resolved within 3 hours. SLAs are set at the interface between IT and the business, between the business and the Service Desk. The Service Desk then further internally within IT (invisible to the customer) enters into Operational Service Agreement (OLA) and Underpinning Contracts (UC) with suppliers. This way we can ensure compliance with the agreement with the business – SLA.
Continual Service Improvement is not an ITIL process but a phase whose output are specific recommendations for improving the IT services provided. The goal of the phase is to ensure that IT services are always in line with changing business needs. The performance of IT is continuously measured and evaluated in order to achieve higher quality and efficiency of services, while maintaining a focus on an effective cost model. The procedure is launched cyclically at set intervals or on request from process owners. Typically, using the Plan – Do – Check – Act approach, we monitor performance using set KPI’s, and through deeper analysis of regular metrics, we look for ways to meet the needs of the business.
In 2023, already 84% of companies in the EMEA region recognize the benefits of process-oriented delivery of their own or outsourced IT
Request a non-binding consultation with an ITIL Expert.
We can precisely assess the level of maturity of your current processes and recommend any improvements.
“AS-IS” analysis of the current state of implemented processes (formal and informal)
Set of recommendations and proposals for improving process performance