ITIL 2011 Mind Maps ®
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13 ITIL Mind Maps: Service Management as a Practice ITIL Service Strategy ITIL Service Strategy Processes ITIL Service Design ITIL Service Design Processes ITIL Service Transition ITIL Service Transition (SACM) ITIL Service Transition (Change and Evaluation) ITIL Service Operation ITIL Service Operation Functions ITIL Service Operation Processes ITIL Continual Service Improvement ITIL CSI Improvement Processes
ServiceManagementas a Practice
BestPractice
Sources
Standards - ISO20000Training and education
Internal and external experienceResearch
Industry practice - Sarbanes Oxley (SOX),Financial Services Authority (FSA)
Enablers
Employees
CustomersSuppliers
AdvisorsTechnology
Knowledge to achieve business objectives
Definitions
Process
Coordinated activitiesPerformance driven
Creates value for customersDefines roles, activities, guidelines
Characteristics
MeasurableSpecific Results
CustomersResponds to triggers
FunctionSpecialised unitsPerform certain types of work
Role Responsibility within process or function
RACI Model
Responsible
Accountable One person
ConsultedInformed
Clarifies roles and responsibilities
ProcessModel
Control
OwnerDocumentation
ObjectivesFeedback
Process
Activities
ProceduresMetrics
Improvement
Roles
EnablersCapabilitiesResources
ServiceManagement
Set of specialised capabilitiesProvides value for customers via services
IT service management
ProcessOwner
Defines Strategy, policy, standardsAssists with design
DocumentationAudits
CommunicationInput to CSI register
Process managerProcess practitioner
ServiceOwner
MaintenancePrime customer contact
Ensures delivery meets requirementsIdentify areas for input into CSIregister / raise RFC's
Communication with Process OwnersReporting & monitoring
Accountable for delivery of service
Service
Facilitates outcomes without costs & risks
RiskUncertainty of outcome
Value to customers
Utility
FunctionalityFitness for purpose
What the customer gets
Warranty
Fitness for usePerformance
How service is delivered
Shown by
Economic value
ReputationCustomer Perception
ClassificationCore
EnablingEnhancing
ITIL - Service Management as a Practice
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ServiceStrategy
Technology
Automation canaffect performanceSimplify processesUnderstand flow ofactivitiesMinimise interactions
Strategyprinciples
Define the market and identify customersUnderstand the customerQuantify the outcomesClassify and visualise the serviceUnderstand the opportunitiesDefine services based on outcomesService models
Define serviceunits andpackages
Core Services - deliver basic outcomes
Enabling services are needed in order fora core service to be delivered
Enhancing services are excitement factors
Deliver the basic outcomes desired by the customerRepresent the value the customer wants
Supporting Services
Either enable or enhance the value proposition
Packaging core and supporting servicesis an essential aspect of market strategy
Packaging will also have an impact on thedesign and operation of a service
Assets
Strategic Asset Service Management
Service Assets
Resources
FinancesInfrastructure
Applications
People
Information
Capabilities
Management
Organisation
Processes
KnowledgePeople
Opposingdynamics
Future vs PresentOperational effectiveness vsimprovements in functionalityValue capture
4 P's
Perspective Vision
Positions Business Portrayal
Plans How to achieve vision
Patterns Ongoing Actions
Benefits
Cost effectivenessValue for customerStandardised processesServices create valueRespond quickly tochanges in businessenvironment
Kano modelBasic Factors
Excitement FactorsPerformance Factors
Value
Defined by customersAffordable mix of featuresAchievement of objectives
Changes over time and circumstance
Creating value
Business outcome achieved
Customer's preferences
Customer's perception of what was delivered
Service provider
Internal (Type I)Shared Service Unit (SSU) (Type II)
External (Type III)Supplies service to one or more customers
DisaggregationOutsourcing
AggregationInsourcing
Marketing mind set
What is our business?Who is our customer?
What does the customer value?Who depends on our services?How do they use our services?
Why are they valuable to them?
Governance
Rules, policies, processes by whichbusinesses are operated, regulated,controlled
Establish and maintain business relationships
Ensure service provider can meet needs of the business
Assists business in articulating value of service
Evaluates, directs, monitors the strategy, policies and plans
ActivitiesEvaluate
Direct
Monitor
Framework
Establish responsibilities
Strategy to set and meet objectives
Acquire for valid reasons
Ensure performance when required
Ensure conformance with rules
Ensure respect for human factors
Stages
Service through collaborationService through coordination
Services through delegation
Services through direction
Services through network
Implementation
Current state assessmenttarget state definition
Gap analysisProject estimation
Project consolidationRoadmap
Designing the strategy
Definition of roles
Service portfolio, customer portfolio, customer agreement portfolio
Demand management procedures, techniques and tools
Interfaces between all service strategy processes and other processes
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ITIL Service Strategy
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ServiceStrategy
Processes
StrategyManagementfor ITServices
How a service provider will enable anorganization to achieve its businessoutcomes
Process
Assessment
Analyse internal and external factors
Define market spacesIdentify strategic industry factorsEstablish objectives
Generation
Determine perspectiveForm a position
Craft a planAdopt patterns of action
Execution
Align assets with outcomesOptimise CSFsPrioritise investments
Measurement and evaluationCSI
Expansion and growth
Triggers
Annual planning cyclesNew business opportunityChanges to internal and externalenvironmentsMergers or acquisitions
Financialmanagement
Value to the business
Enhanced decision makingSpeed of changeSPM
Finance compliance and controlOperational controlValue capture and creation
Policy decisions
Cost centreProfit centre
FundingExternalInternal
Funding models
Rolling planZero basedTrigger based
Outputs
Service valuation
Service Investment AnalysisAssesses the value or return of a service over the total lifecycleBased on the value received and the costs incurred
ComplianceCost optimisation
Business Impact Assessment (BIA)
Seeks to translate outage severity into a financial valueAid to decision making and prioritisation
Helps to identifyCost of service outageRelative value of services
Planning confidence
Scope
Budgeting
Analysis of previous budgetAssessment of plansSpecification of changes to funding and spendingCost and income estimation
Budget(s)
Accounting
Cost modelCost centres and cost unitsCost types and elementsCost classification
Chart of accountsAnalysis and reportingAction plans
Charging
Policies
Cost recovery or break evenRecovery with margin
Cross subsidisationNotional charging
Decide on chargeable itemsPricing
Billing
Risks
Service providerContractDesignOperationalMarket
Business RelationshipManagement
ObjectiveEstablish and maintain business relationships
Ensure service provider can meet needs of the business
Assists business in articulating value of service
DemandManagement
Objective
To identify and analyse the patterns of business activity thatinitiate demand for services
Analyse patterns of business activityUser Profiles
Work with capacity management
Value to businessAchieve balance between cost and value of outcomes
Refines understanding of interactionsEnable executives to evaluate real investment
PortfolioManagement
Contents
Service PipelineService Design
Development
Service CatalogueOperational Services
Retired Services
Purpose
To ensure service provider has the right mix of services tobalance the investment in IT with ability to meet businessoutcomes
Tracks investment through lifecycle and ensuresappropriate returns are achieved
Ensures services clearly defined andlinked to business outcomes
Clarify the answers to keystrategic questions
Why should a customer buy these services?
Why should they buy these services from us?What are our pricing and chargeback models?
What are our strengths, weaknesses, priorities and risks?How should our resources and capabilities be allocated?
Process
Process initiation
Strategy management
Business relationship managementCSI
Other service management processes
Define
StrategyRequest from business
Service improvement opportunitiesService suggestion
Existing servicesService, customer and business outcomes
Service modelsImpact on service portfolio and service model
Analyse
Service portfolio reviewAnalyse investments, value and priorities
Articulate value proposition
Approve
Retain
ReplaceRationalise
RefactorRenew
RetireChange proposal
Change management authorisationChange proposal authorised
Charter
Communicate with stakeholders
Service design and transition processesTrack progress and update portfolio
Portfolio Contents
OpportunityValue proposition
Business outcomes supported
Business casesPriorities
RisksOfferings & packages
Investments requiredCost & pricing
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ITIL Service Strategy Processes
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ServiceDesign
Key Principles
4 P's
PeopleProductsPartnersProcesses
5 major aspects
Service solutions
Systems and tools
Service portfolio
Why should a customer buythese services?Why should they buy theseservices from us?What are the pricing orchargeback models?What are our strengths andweaknesses, priorities and risks?How should our resources andcapabilities be allocated?
Contents
OpportunityValue propositionBusiness outcomessupportedBusiness casesPrioritiesRisksOfferings and packagesInvestments requiredOngoing costsand pricing
Service catalogue
ServicesSupported levels of performancePoliciesMinimum requirementsOrdering and requestSupport terms and conditionsDependenciesPoints of contactPricing and charging
Technology and managementarchitectures
Business / organisationEnterpriseServiceApplicationData / InformationEnvironmentIT InfrastructureDesign top down, build bottom up
Processes required
Measurement methods and metrics
ProgressComplianceEffectivenessEfficiency
Balanced designFunctionalityResourcesSchedule
Other Service DesignProcesses
See "Service Design Processes" Map
ITSCAvailabilityCapacityService LevelService Catalogue
Objectives
Coordinate all design activities
Plan and coordinate the resources and capabilities required to designnew or changed services
Produce associated service design packagesEnsure service designs and/or SDPs are produced and handedover to service transition
Manage the quality criteria, requirements and handover between design,strategy and transition
Ensure all service models and service solution designs conform tostrategic, architectural, governance and other corporate requirements
Improve the effectiveness and efficiency of service design activities and processesEnsure that all parties adopt a common framework of standard, reusabledesign practices
Monitor and improve the performance of the service design lifecycle stage
Benefits
Reduced total cost of ownership (TCO)Improved quality of service
Consistency of serviceEasier implementation of new services
Better service alignmentImprove service performance
Improve IT governanceImproved service alignment
More effective servicemanagement
Better IT processesImproved information and decision making
Inputs
Corporate visions, strategies, etcService management visions, strategies,policies, objectives and plans
Constraints and requirements for compliancewith standards and regulations
IT strategies, policies and plansBusiness requirements
Service portfolioITSM processes, risks and issues registers
Revisions to IT strategies, policies, designs, plans,architectures, processes
Service level package
Design coordination
Define and maintain policiesand methods
Plan design resources andcapabilitiesCoordinate design activities
Manage design risks and issuesImprove service design
Plan, coordinate and monitorindividual designsReview designs and ensurehandover of SDPs
SupplierManagement
Identify business needStatement of requirements (SOR)
Invitation to tender (ITT)Business case
Evaluation and procurement of new contracts and suppliersAward contract
NegotiateSelect supplier
Supplier and contractcategorisation
Maintains supplier and contract management informationsystem (SCMIS)
Manage supplier and contractperformanceValue for money
Ensure contracts are aligned to business
Design IT services,together with thegoverning IT practices,processes and policies,to realize the serviceprovider’s strategy andto facilitate theintroduction of theseservices into supportedenvironments ensuringquality service delivery,customer satisfactionand cost-effectiveservice provision.
ITIL Service Design
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ServiceDesign
processes
Service CatalogueManagement
Manage information contained in service catalogue
Ensure service catalogue is available and accurate
Ensure service catalogue supports evolving needsof service management processes
Live services
Business service catalogue
Technical service catalogue
Availability Management
Delivered service matches or exceeds needs of customer
Availability
Perform as agreed
Service availability
Component availability
Design for availability and recovery
Reliability Perform as its agreed function
Maintainability Speed to restore to normal working
Serviceability Ability of 3rd party to meet terms of contract
Proactive Activities
Identifying vital business functions (VBFs)
Designing in availability
Component failure impact analysis (CFIA)
Single point of failure (SPOF)
Fault tree analysis (FTA)
Modelling
Risk assessment
Planned maintenance
Projected service outage document (PSO) document
Reactive Activities
Monitor, measure, analyse, report
Unavailability analysis
Expanded incident lifecycle
Service failure analysis (SFA)
Component failureimpact analysis (CFIA)
IT Service ContinuityManagement (ITSC)
Required services resumed within required and agreed timescales
Support business continuity management (BCM)
Agreed and required timescales
Process
Initiation
Policy setting
Terms of reference and scope
Resource allocation
Project organisational and control structure
Agree project and quality plans
Requirements & strategy
Business impact analysis (BIA)
Risk analysis
ITSC strategy
Manual
Reciprocal
Gradual
Intermediate
Fast
Immediate
ImplementationDevelop plans / procedures
Testing
Ongoing operations
Education, awareness, training
Review & audit
Testing
Change management
Invocation
Capacity Management
Cost justifiable capacity available in timeCapacity matched to evolving agreed needs of customer
Supply vs demandCost vs resource
ActivitiesCapacity plan
Proactive activities
Assistance with Capacity incident resolution
Techniques
Modelling and trending
Application sizing
Iterative
Monitoring
Tuning
Analysis
Demand management
Threshold management and control
Business capacity managementFuture business needs
Requires financial plans and business strategy
Service capacity managementLive service capacity
Incident / problems
Component capacity managementPerformance, capacity, utilisation
Service LevelManagement
Agreed level of IT ServiceAchievable targets
Proactive measuresImprovements to service
Process
DefineProduce and agree service level requirements (SLRs)
Document
Operational level agreement (OLA)Negotiate between internal service providers
Service level agreement (SLA)Negotiate between IT and customer
Service
Multi Level
Customer
ContractsExternal contractors
Agree
Measure
Monitor
Report
Regular
Ad-Hoc
Red, amber, green (RAG) / Service levelagreement monitor (SLAM) charts
Review
Information SecurityManagement
Align IT security with business securityEffectively manage information security
Management of risksTraining & awareness
Security strategy and planManagement of suppliers and contracts regarding access to systems and services
Management of all security breaches and incidents associated with all systems and servicesProactive improvement of security controls, and security risk management and the reduction of security risks
Integration of security aspects within all other IT service management processesManage information security management system
Security Framework
Control
Plan
Implement
Evaluate
Maintain
Measures
Preventive
Reductive
Detective
Repressive
Corrective
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ITIL Service Design Processes
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ServiceTransition
Objectives
Plan and manage service changes efficiently and effectivelyManage risks relating to new, changedor retired servicesSuccessfully deploy service releases into supported environmentsSet correct expectations on the performance and use ofnew or changed servicesEnsure that service changes create the expected business valueProvide good-quality knowledge and information aboutservices and service assets.
ServiceValidationandTesting
Benefits
Confidence that a new or changed service willdeliver the value and outcomes required of itUnderstanding of riskProvides a measured degree of confidence.
V Model
Design
Define customer requirementsDefine service requirementsDesign service solutionDesign service release
Test
Validate service packagesService acceptanceService operational readinessService release packageComponent and assembly
Process
Plan and design testsLibrary of testsTest environmentLevels of testing
Verify test plan and designsPrepare test environmentPerform testsEvaluate exit criteriaReportTest and clean up
Should be separate to release and deployment manager
Benefits
Enable projects to estimate the cost, timing, resource requirement andrisks associated with the service transition stage more accuratelyResult in higher volumes of successful changeBe easier for people to adopt and followEnable service transition assets to be shared and re-used across projects and servicesReduce delays from unexpected clashes and dependenciesEnable projects to estimate the cost, timing, resource requirement and risksassociated with the service transition stage more accuratelyResult in higher volumes of successful changeBe easier for people to adopt and followEnable service transition assets to be shared and re-used across projects and servicesReduce delays from unexpected clashes and dependencies
Release andDeploymentManagement
Release optionsBig bang / phased
Push / pullAutomated / manual
Release unitFull
DeltaPackage
Activities
PlanningPreparation
Build and testService testing and pilot
Planning and preparing for deploymentPerforming transfer, deployment and retirement
Early life supportReview and closure of deployment and Service Transition
Role should be separate to test manager
OtherServiceTransitionProcesses
ChangeSee "Change and Change evaluation Map"
EvaluationSee "Change and Change evaluation Map"
Service Asset and ConfigurationSee "Knowledge, Service Assetand Configuration Map"
KnowledgeSee "Knowledge, Service Asset and Configuration Map"
TransitionPlanning andSupport
Release policyProvide clear comprehensive plans
Assure quality
Activities
Produce transition strategyPrepare for transition
Plan and coordinate transitionProvide transition process support
ManagingPeople
Stakeholder changeCommunicationsStakeholder map
Stakeholder commitment analysisEmotional cycle of change
Organisational change
LeadershipOrganisational adoption
Governance processOrganisational capabilities
Business and service performance measuresStrong communication process
Kotter's 8 steps
Difficulties
Speed vs accuracySafety critical services
Restricted resourcesWorking with difficult customers
To assist organisations seeking to plan and manage service changes anddeploy service releases into the production environment successfully
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ITIL Service Transition
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Service Transition:- Knowledge Management- Service Asset and
Configuration Management
SACMActivities
Planning & management
PoliciesObjectives, scope, resources
CSFsInvolve change/release
Start smallRegulatory compliance
Configuration item (CI) identification
An asset, service component or other item which is orwill be, under the control of configuration management
Define
TypesNaming convention
AttributesRelationships
Categories
Service lifecycleBusiness caseServicemanagement plans
External / internal
Hardware
PeopleAccommodation
SoftwareDocumentation
OrganisationInternal policies
Business strategy
ServiceService capability assets
Service resource assets
Configuration controlAuthorised CIs
CIs under change control
Status accounting Define each status
Verification and audit
Before /after major change
After IT service continuity invokedPlanned, regularly, random
Automate
SACMCMS
Data, information & tools layer
Configuration management databases (CMDB's)
Definitive media libraries (DML's)Known error databases (KEDB)
Availability management information system (AMIS)Capacity management information system (CMIS)
Physical storage informationDefinitive sparesDefinitive media library
KnowledgeManagement
Service knowledgemanagement system (SKMS)
Data, information & tools layer
Configuration management databases (CMDB's)
Definitive media libraries (DML's) informationKnown error databases (KEDB)
Availability management information system (AMIS)Capacity management information system (CMIS)
Information integration layerData mining
Knowledge processing layerModelling
Presentation layerReports
Data, Information, Knowledge, Wisdom (DIKW)Improve the quality of management
Enable the service provider to be more efficient and improve quality of service,increase satisfaction and reduce the cost of service by reducing the need torediscover knowledge
Ensure that staff have a clear and common understanding of the value of their servicesMaintain a service knowledge management system (SKMS) that provides controlledaccess to knowledge, information and data that is appropriate for each audience
Gather, analyse, store, share, use and maintain knowledge, information anddata throughout the service provider organization.
SACMRoles
ConfigurationmanagerDesign, manage & maintain configuration management system (CMS)
Configuration librarianControl receipt, identification, storage of CI's
Configuration analystCreate process & procedures & training
CMS tools administratorRegular housekeeping
Amend database to suit business requirements
Service asset managerDesign & maintain asset management systems
Asset management system processes & proceduresAgrees naming convention
SACMBenefits
IT staff to understand the configuration and relationships of services and the configuration itemsBetter forecasting and planning of changes
Successful assessment, planning and delivery of changes and releasesResolution of incidents and problems within the service level targets
Delivery of service levels and warrantiesBetter adherence to standards, legal and regulatory obligations
More business opportunities as the service provider is able to demonstrate control of assets and servicesTraceability of changes fromrequirements
Ability to identify the costs of a serviceReduced cost and time to discover configuration information when it is needed
Proper stewardship of fixed assets that are under the control of the service provider
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ITIL Service Transition - SACM
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Service Transiti on- Change M anagement (ChM)- Change Evaluation (ChE)
(ChM)Changeprocess
RecordedAssessed/evaluatedAuthorisedPrioritisedPlannedTestedImplementedReviewed
(ChM)Requestfor Change
StrategicTactical
Operational activityPassword resetUser access requestReboot
Project change proposal
Standard change
Preauthorised,accepted procedureInterface withrequest fulfilment
Emergency changeNormal change
(ChM)Changerisks
Lack of commitment to the process by thebusiness, management or IT staffBypassing the processChange assessment being reduced to box tickingOverly-bureaucratic processInsufficient time
(ChE) Changeevaluation
Set stakeholder expectations correctlyProvide effective and accurate information to change management
Evaluate the intended and unintended effects of a service changeProvide good-quality outputs so that change management canexpedite an effective decision about whether or not a service change isto be authorized.
Evaluation required before each of authorization by the suitableauthority to provide advice and guidance
Change evaluation is concerned with value.Establish the use made of resources in terms of delivered benefit
(ChM) Emergencychange advisoryboard (ECAB)
Control using change modelConsider remediation / back out plans
Test as much as possibleRetrospective RFC
(ChM) Changeadvisory board (CAB)
RegularAssess, plan, schedule changes
Review previous changesFlexible membership
Change schedule (CS)Projected service outage (PSO)
(ChM) Changeassessment
Impact7 R's
Raised byReasonReturn
RisksResource
ResponsibleRelationship
Cost
Change and Evaluation
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ServiceOperation
Benefits
Manage operational costs
Maintain live services to defined service standards
Identify incidents & problemsProtect live services
Proactive activities
Objectives
Deliver services at agreed levels to the business
Manage day to day activities and processes
Monitor ongoing performanceManage the service technology
Harvest data & report against agreed metrics
Functions
See "Service OperationFunctions" map
Technical management
IT Operations managementCommon service operation activities
Service desk
Application managementProcesses
See "Service OperationProcesses" map
Incident management
Event managementProblem management
Access management
Request fulfilment
Balance
Internal (technology) vs external (services)
Stability vs responsivenessCost vs quality
Reactive vs proactive
ObjectivesMaintain business satisfaction
Minimise impact of service outagesEnsure access to service for authorised users
Scope
ServicesService management processes
Technology
People
Value to business
Reduced labour / costsReduced duration / frequency of service outages
Meet goals of ISM policy
Increased effectiveness and efficiency
Undertake activities & processes that manage anddeliver services at agreed levels to business usersand customers. To manage the technology used todeliver the services and to collect information onperformance & Service metrics
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ITIL Service Operation
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ServiceOperationFunctions
ApplicationManagement
Manage knowledge and expertiseEnsure applications appropriately designedAssist in resolution of failuresDesign and deployment of applicationsProvide resource throughout lifecycleResearch and developmentTraining programmesApplication portfolio
IT OperationsManagement
Manage and maintain IT infrastructureProvide stable environmentDiagnose & resolve IT failures
Operations Control
Console management
Job schedulingBack ups
Restores
Print & output management
Ongoing maintenance
Facilities ManagementPhysical environment
Recovery sites
Datacentres
DocumentationStandard operating procedures (SOP)
Operations logs
Shift schedules and reports
Technicalmanagement
Manage technical knowledgeHelp in planning, implementationand maintenance of infrastructureGuidance to Service Operations for live environmentGuidance to Service Design in developmentTraining programmesDefinition of standardsResearch and developmentProblem managementProvide resource throughout lifecycle
OrganisationalStructures
TechnicalspecialisationActivityProcessGeographyHybridCombined
Common ServiceOperation Activities
Directory serviceIT Operations
MiddlewareInternet/Intranet
NetworkServer
MainframeDatabase
Storage / ArchiveDesktop and mobile support
Facilities / Datacentre managementImprovement of operations activities
Monitoring
Active / PassiveReactive / Proactive
Continuous / Exception
Control loopsOpen
Closed
Internal / ExternalReporting
ServiceDesk
Single point of contactManage service requests
Incident managementRequest fulfilment
Record changesSupplier liaison
Provide informationComplaints
Improve customer serviceImprove communication
Types
Virtual and follow the sun
Central
Local
Specialised
Staffing dependson organisationalrequirements
Skill set
Business
Technical
Interpersonal
Outsourcing
Super users
Retention
ITIL Service Operation Functions
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ServiceOperationProcesses
ProblemManagement
ObjectiveEliminate recurring incidents
Minimise impact of incidents that cannot be prevented
Prevent problems and resulting incidents from happening
ProblemUnderlying cause of one or more incidents
Reactive
Proactive
WorkaroundTemporary way of overcoming difficulties
Predefined
Known Error (KE) Problem diagnosis complete and workaround identified
Process
Detection
LoggingCategorisation
Prioritisation
Investigation and diagnosis
Create KE
Raise RFC
Resolution
Closure Possible major problem review
Input
Event managementIncident management
Service desk
Proactive problem management
Supplier or contractor
Output
Updated records
Resolved problems
RFCs
Workarounds
Known errors
Problem management reports
Techniques
Kepner & Tregoe
Ishikawa
Brainstorming
ChronologicalPain value
Pareto
Affinity mapping
5 Whys
Hypothesis testing
Lotus blossom
Technical observation
RequestFulfilment
Request model Predefined method to handle repeat requests
Service Request
Day to day demands from users
Small changes
Low risk and costFrequently performed
Pre approved by change authority
Self service and self select tools
Standard changeManaged as service request
Pre-approved change
Channel for:
Standard service request
Information on availability of services
General information
Comments and complaints
EventManagement
Detect, analyse, take appropriatecontrol action
Early detection of eventsAutomated operations
Assign support before outage occursDetectable or discernable occurrence
Types of eventInformational
Warning
Exception
Scope
Constant state CIs
Software licence
Security
Normal activity
EventAny change of state that has significance for the management of a CI
Monitoring
ActivePassive
Reactive
Proactive
AccessManagement
Follow policies from Information security managementVerify identity of users
User's rights / privilegesRestricting non users accessLogging and tracking access
TriggersRFC
Service requestRequest from HR or manager
IncidentManagement
PurposeRestore normal service operation as quickly as possible
Benefits
Identify training requirements
Align business with IT activityIdentify potential improvements
Increased availability and customer satisfaction
Restore service asap
IncidentIncident is an unplanned interruption to an IT Service
Reduction in the quality of an IT Service
Failure of a CI that has not yet impacted an IT service
Input
Event Management
Web interfaceTelephone
Process
Identification
LoggingCategorisation
PrioritisationUrgency
Business Impact
Investigation and Diagnosis
EscalationTechnical
HierarchicalResolution and Recovery
Closure
Incident Model
Specific incidents
Standardised methodPre defined steps
Major Incident
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ITIL Service Operation Processes
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ContinualService
Improvement
Value
Lead to a gradual and continual improvement in service qualityEnsure that IT services remain continuously aligned to business requirementsGradual improvements in cost effectiveness through areduction in costs and or the capability to handle more work atthe same costIdentify opportunities for improvement in all lifecycle stagesand processes through monitoring and reportingIdentify opportunities for improvements in organizational structures,resourcing capabilities, partners, technology, staff skills, training andcommunications
EnterpriseGovernance
Provides an environment within which CSI can operate and thriveBusiness governance
IT governance
Responsibility of board of directors andexecutive management.
Ensures IT sustains and extends theorganisation's strategies and objectives
LeadershipProcessesOrganisational structure
Objectives
Ensure applicable quality management methodsare used to support continual improvementactivitiesEnsure that processes have clearly definedobjectives and measurements that lead toactionable improvementsUnderstand what to measure, why it is beingmeasured and what the successful outcomeshould be
CriticalRoles
CSI manager
Ownership is fundamental to any improvement strategyAccountable for ensuring best practice is adopted andsustained throughout the organizationChief advocate and owns all CSI issuesAccountable for the success ofCSI in the organizationEnsures adequate resources to support and enable CSINot accountable for improvements to specific services whichare the responsibility of the appropriate service owner workingwithin the CSI frameworkAccountable and responsible for the production andmaintenance of the CSI register
Service Owner
Accountable for the delivery of aspecific IT serviceResponsible to the customer for the initiation,transition and ongoing maintenance and support of aparticular serviceAccountable to the IT director or servicemanagement director for the delivery of theservice
Reporting analyst
Reviews and analyses data from components, systemsand sub systems in order to obtain a true and end-to-endservice achievement
Service level manager
CSI processesand Inte grationwith other processes
see "CSI Integration" MapCSI approach7 Step improvementDeming cycle
Methods andTechniques
Steps
Define successBuild framework
Choose measuresDefine procedures & policies
AssessmentGap analysis
BenchmarkingComparison with industry norms
Process maturity comparisonTotal cost of ownership (TCO)
Return on investment (ROI)
Service measurementAvailability reporting
Predict and report service performance against targets
Metrics
TechnologyPerformance
Availability
ProcessCSFKPI
ServiceEnd to end service
TensionBalancing elementsResources
FunctionalitySchedule
Balanced Scorecard
FinancialCustomerInnovation
Internal
SWOT
StrengthsWeaknessesOpportunities
Threats
Baselines
Used to establish an initial data point to determine if a service or process needs to be improvedMust be documented, recognized and accepted throughout the organization
Must be established at each level:Strategic goals and objectives
Tactical process maturityOperational metrics and KPIs
Measure value
To validateTo directTo justify
To intervene
CSI register
Contains important information for the overall service providerIntroduces a structure and visibility to CSI ensuring all initiatives are captured and recorded, andbenefits realized
Improvement opportunities should be categorized into initiatives that canbe achieved quickly, or in the medium or longer term
Each improvement initiative should show the benefits that will be achieved by its implementationShould be held and regarded as part of the service knowledge managementsystem (SKMS)
Provides a coordinated, consistent view of the potentially manyimprovement activities
To align IT services to the changing business needsby identifying and implementing improvements to ITservices that support business processes.
ITIL Continual Service Improvement
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Continual ServiceImprovement
processes andinteraction withother processes
CSI 7 Step Process
Identify strategy for improvementDefine what will you measure
Gather the dataProcess the dataAnalyse the information and dataPresent and use the information
Implement improvement
Security
Defining security monitoring and data collection requirements
Monitoring, verifying and tracking the levels of security accordingto the organizational security policies and guidelinesAssisting in determining effects of security measures on the datamonitoring and collection from the confidentiality, integrity andavailability perspectives
Processing response and resolution data on security incidentsCreating trend analyses on security breachesValidating success of risk mitigation strategiesUtilizing the agreed upon reporting format
Analysing processed data for accuracy
Financial
Monitoring and collecting data associated with the actualexpenditures versus budget
Provides input on questions such as whether costing or revenuetargets are on track
Monitors the ongoing cost per service etcProvides the necessary templates to assist CSI to create the budgetand expenditure reports for the various improvement initiativesProvides the means to compute the ROI of the improvements
Problem
SIPRoot cause AnalysisIdentify improvements / trends
Preventative actionReporting
Service Deskand IncidentManagement
Documenting and reviewing incident trends on incidents, servicerequests and telephony statistics over a period of time to identifyany consistent patternsComparing results with prior months, quarters or annual reports
Comparing results with agreed-to levels of serviceIdentifying improvement opportunitiesAnalysing processed data for accuracyInput into SIPs
Knowledge
SKMS CMS CMDB
Data, information, knowledge, wisdomShared knowledgeInclusion in CSI registerBuilding SIPs
ITSCIdentify risk
Identify changes that affect ITSCRegulatory impact
Change & Release
Manage RFCs from SIPsImplementing improvementPost Implementation review
CABKotter's 8 steps
Capacity
Business
ServiceComponent
Iterative activitiesApplication sizing
Demand managementModelling
SIPs and reports
Availability
Component failure impact analysis
Fault tree analysisService fault analysis
Technical observationExtended incident lifecycle
SIPs and reports
Service level
Involving the business to determine its service level requirements (SLRs)Identifying internal relationships in IT organizations, negotiating terms andresponsibilities and codifying them with operational level agreements (OLAs)
Working with the supplier manager to Identify existing contractualrelationships with external vendors and verifying that the underpinningcontracts (UCs) meet the revised business requirements
Using the service catalogue as the baseline to negotiate servicelevel agreements (SLAs) with the business
Reviewing service achievement and identifying whereimprovements are required, feeding them into CSI
CSI DemingCycle
Plan
DoCheck
ActTo align business needs with IT service delivery
CSIApproach
What is the vision?Where are we now?
Where do we want to be?How will we get there?
How do we know we have arrived?How do we keep the momentum going?
ITIL CSI Processes and Interaction
ITIL is a registered trademark of the Cabinet Office. This document may be shared internally.
For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com