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ITpreneurs™ Service Management
REFERENCE MATERIAL
Service Operation release 3.2.0 ITIL® Intermediate
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www.ITpreneurs.com
Copyright © 2012 ITpreneurs. All rights reserved
Copyright Copyright and Trademark Information for Partners/Stakeholders. ITIL® is a registered trademark of the Cabinet Office. IT Infrastructure Library® is a registered trade mark of the Cabinet Office. The Swirl logo™ is a trade mark of the Cabinet Office. All contents in italics and quotes is from the ITIL® Service Lifecycle Suite © Crown copyright 2011 Reproduced under licence from the Cabinet Office. All other text is based on Cabinet Office ITIL® material. Reproduced under licence from the Cabinet Office.
Copyright © 2012 ITpreneurs. All rights reserved. Please note that the information contained in this material is subject to change without notice. Furthermore, this material contains proprietary information that is protected by copyright. No part of this material may be photocopied, reproduced, or translated to another language without the prior consent of ITpreneurs Nederland B.V. The language used in this course is US English. Our sources of reference for grammar, syntax, and mechanics are from The Chicago Manual of Style, The American Heritage Dictionary, and the Microsoft Manual of Style for Technical Publications.
ITIL Service Operation, Classroom course, release 3.2.0
More on: http://www.itil-officialsite.com/IntellectualPropertyRights/TrademarkLicensing.aspx
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Contents
i
LIST OF ICONS V
LIST OF ACTIVITIES (REFER TO THE WORKBOOK) NA
GENERAL TRAINING TIPS NA
ACKNOWLEDGEMENTS VI
FOLLOW US VII
COURSE INTRODUCTION 1
Introductions 2
Course Introduction 2
Course Learning Objectives 3
Unique Nature of the Course 4
COURSE AGENDA
UNIT 1: INTRODUCTION TO SERVICE OPERATION 11
Summary of Unit 1 27
UNIT 2: SERVICE OPERATION PRINCIPLES 29
Summary of Unit 2 71
UNIT 3: SERVICE OPERATION PROCESSES – PART 1 73
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Summary of Unit 3 161
UNIT 4: SERVICE OPERATION PROCESSES – PART 2 171
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Summary of Unit 4 211
UNIT 5: COMMON SERVICE OPERATION ACTIVITIES 219
Summary of Unit 5 289
UNIT 6: ORGANIZING FOR SERVICE OPERATION 293
Summary of Unit 6 401
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UNIT 7: TECHNOLOGY CONSIDERATIONS 405
Summary of Unit 7 429
UNIT 8: IMPLEMENTATION OF SERVICE OPERATION 431
Summary of Unit 8 449
UNIT 9: CHALLENGES, CRITICAL SUCCESS FACTORS, AND RISKS 451
Summary of Unit 9 465
APPENDIX A: CASE STUDY (REFER TO WORKBOOK) NA
APPENDIX B: MIND MAP EXCERCISE 467
APPENDIX C: GLOSSARY 469
APPENDIX D: SYLLABUS 563
APPENDIX E: ANSWERS (REFER TO WORKBOOK) NA
APPENDIX F: DIAGRAMS (MACRO VIEW) 581
APPENDIX G: KEPNER-TREGOE® METHODOLOGY 603
APPENDIX H: RELEASE NOTES 605
STUDENT FEEDBACK FORM (REFER TO WORKBOOK) NA
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LIST OF ICONS
confusing
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ITpreneurs’ Course Reviewers
ITpreneurs’ Course Exercise Writers
ACKNOWLEDGEMENTS
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www.ITpreneurs.com
Copyright © 2012 ITpreneurs. All rights reserved
Before you start the course, please take a moment to:
“Like us” on Facebook
“Follow us” on Twitter
"Add us in your circle" on Google Plus
"Link with us" on Linkedin
"Watch us" on YouTube
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Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved. 1
Course Introduction
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Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved.2
INTRODUCTIONS
2
Course IntroductionCourse IntroductionIntermediateService Operation
Course Introduction Course Learning Objectives Unique Nature of the CourseIntroductions
Welcome!Please share with the class:
®)
COURSE INTRODUCTION
3
Course IntroductionCourse IntroductionIntermediateService Operation
OverviewService Operation is one of the five courses that are part of the ITIL Intermediate Lifecycle stream. The Service Operation course helps you understand and implement ITIL best practices related to:
Course Introduction Course Learning Objectives Unique Nature of the CourseIntroductions
Service Operation principles
Service Operation processes
Service Operation common operation activities
Organizing Service Operation
Technology considerations
Implementation considerations
Challenges, Critical Success Factors, and Risks Sample
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My Notes
Overview
COURSE LEARNING OBJECTIVES
4
Course IntroductionCourse IntroductionIntermediateService Operation
Course Learning ObjectivesAt the end of this training, you will have gained the knowledge and skills to:
Service Management as a practice. importance, principles, purpose, and objectives
processes in Service Operation interact with other Service
subprocesses, activities, methods, and functions used in each Service Operation
roles and responsibilities and functions necessary to ac
measure Service Operation.technology and implementation considerations surrounding
challenges, CSFs , and Risks associated with
Course IntroductionIntroductions
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UNIQUE NATURE OF THE COURSE
5
Course IntroductionCourse IntroductionIntermediateService Operation
Course Delivery Method
Course Introduction Course Learning Objectives Unique Nature of the CourseIntroductions
This course will not be delivered in the traditional mode of technical training.
Participate in your learning experience.
Internalize learning to take your final examination.
Apply new, practical experience.You will benefit
when you:
Course Delivery Methodnot be delivered
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My Notes
6
Course IntroductionCourse IntroductionIntermediateService Operation
Course Introduction Course Learning Objectives Unique Nature of the CourseIntroductions
Samples from the Student Reference Material and Workbook
Student Materials
Student Reference Material:
Student Workbook:
Mock Exam
The Royal Chao Phraya Hotel Case Study
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relate to IT.
Intermediate Course MatrixImportant information on Intermediate-level syllabi:
Core Guidance
COURSE QUALIFICATION SCHEME
7
Course IntroductionCourse IntroductionIntermediateService Operation
Course Agenda and Exam DetailsCourse Qualification Scheme
© Crown Copyright 2011 Reproduced under licence from the Cabinet Office
Legend
SS Service Strategy
SD Service Design
ST Service Transition
SO Service Operation
CSI Continual Service Improvement
OSA Operational Support and Analysis
PPO Planning, Protection, and Optimization
RCV Release, Control, and Validation
SOA Service Offerings and Agreements
ITIL Qualification Scheme and CreditAssignment
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8
Course IntroductionCourse IntroductionIntermediateService Operation
Course Agenda and Exam DetailsCourse Qualification Scheme
Continual Service Improvement
Improvement Process
CSI
OSA
SS SD ST SO
PPO RCV SOA
CSI
OSA
SS SD ST SO
PPO RCV SOA
CSI
OSA
SS SD ST SO
PPO RCV SOA
CSI Manager
Service Owner
Service Manager
CSI
Process Owner
Business and IT Analysts
Internal and external Service Providers
Processes FunctionsLegend:
Service Operation
Event Management
Incident Management
Problem Management
Request Fulfilment
Access Management
Service Desk
Technical Management
SO CSI
SO CSI
SO CSI
SO CSI
SO CSI
OSA
OSA
OSA
OSA
OSA
SO CSI
SO CSI
SO CSI
RCV
SO CSI
SO OSA RCV
OSA
OSA
OSA
OSA
*
*
*
*
*
*
*
*
*Adapted from ITIL Core © Crown Copyright 2011 Reproduced under licence from Cabinet Office
IT Operations Management
Reporting Management
Measurement Management
Application Management
Request Fulfilment Roles
Operational Support and Analysis (OSA):
Planning, Protection, and Optimization (PPO):
Release, Control, and Validation (RCV):
Service Offerings and Agreements (SOA):Sam
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Note:
COURSE AGENDA AND EXAM DETAILS
Course Prerequisites: Capability courses,
Lifecycle courses,
9
Course IntroductionCourse IntroductionIntermediateService Operation
Course Qualification Scheme Course Agenda and Exam Details
Duration: 1.5 hoursQuestions: 8 Multiple-Choice Questions Each question has 4 Answer OptionsScoring Scheme: Most Correct Answer: Worth 5 marksSecond Best Answer: Worth 3 marksThird-Best Answer: Worth 1 markDistracter: No marksFormat: Closed-book, online, or paper-based examinationPass Score: 28/40 or 70% Distinction Score:Contact Hours: 21-hour formal training with Accredited Training Organization (ATO)Personal Study Hours by APMG: 21 hours
Provisions for additional time relating to language: Candidates completing an exam:
language, have a maximum of 120 minutes to complete the exam
Exam Details
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My Notes
Useful Tips for Writing the Exam:
questions.
Note:
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Unit1Introduction to Service Operation
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2
Course IntroductionUnit 1 : Introduction to Service OperationIntermediateService Operation
The Big ‘‘Why’’What is Service Operation?What does Service Operation do for you?What does Service Operation do for your organization? Why Service Operation?
3
Course IntroductionUnit 1 : Introduction to Service OperationIntermediateService Operation
OverviewService Operation:
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My Notes
Overview
“A stage in the lifecycle of a service. Service operation coordinates and carries out the activities and processes required to deliver and manage services at agreed levels to business users and customers. Service operation also manages the technology that is used to deliver and support services.”
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4
Course IntroductionUnit 1 : Introduction to Service OperationIntermediateService Operation
Unit Learning ObjectivesAt the end of this unit, you will be able to:
purpose and objectives of Service Operation.scope of Service Operation.
understanding of Service Operation and how it fits into the Service Lifecycle.
Service Operation creates business value.s of Service Operation.
5
Course IntroductionUnit 1 : Introduction to Service OperationIntermediateService Operation
Topics Covered in This Unit1.1 Purpose and Objectives1.2 Scope of the Process1.3 Context of Service Operation and the Service Lifecycle1.4 Business Value of the Process1.5 Service Operation Fundamentals
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1.1 PURPOSE AND OBJECTIVES
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Course IntroductionUnit 1 : Introduction to Service OperationIntermediateService Operation
1.2 Scope of the Process 1.3 Context of Service Operation and the Service Lifecycle 1.4 Business Value of the Process1.1 Purpose and Objectives
(Source: Service Operation book)
The objectives of Service Operation are to:
(Source: Service Operation book)
Purpose and Objectives of Service OperationCore Guidance Reference — SO 1.1.1
Just Concluded T R A N S I T I O N
1.2Scope of the Process
1.1Purpose and Objectives
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1.2 SCOPE OF THE PROCESS
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Course IntroductionUnit 1 : Introduction to Service OperationIntermediateService Operation
The services themselves
People
Technology
Service Management
processes Scope
1.2 Scope of the Process 1.3 Context of Service Operation and the Service Lifecycle 1.4 Business Value of the Process1.1 Purpose and Objectives
Scope of the ProcessCore Guidance Reference — SO 1.1.2
ITIL Service Operation describes the processes, functions, organization and tools used to underpin the ongoing activities required to deliver and support services. The guidance provided in this publication includes:
The services themselves: Activities that form part of a service are included in service operation, whether it is performed by the service provider, an external supplier or the user or customer of that service.
Service management processes: The ongoing management and execution of the many service management processes that are performed in service operation. Even though a number of ITIL processes (such as change and capacity management) originate at the service design or service transition stage of the service lifecycle, they are
strategy management for IT services and the actual design process itself. These processes focus more on longer-term planning and improvement activities, which are outside the direct scope of service operation; however, service
Technology: All services require some form of technology to deliver them. Managing this technology is not a separate issue, but an integral part of the management of the services themselves. Therefore a large part of ITIL Service Operation is concerned with the management of the infrastructure used to deliver services.
People: Regardless of what services, processes and technology are managed, they are all about people. It is people who drive the demand for the organization’s services and products and it is people who decide how this will be done. Ultimately, it is people who manage the technology, processes and services. Failure to recognize this will result (and has resulted) in the failure of service management activities.”
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My Notes
Just Concluded T R A N S I T I O N
1.3Context of Service Operation and the Service Lifecycle
1.2Scope of the Process
Coming Up
1.3 CONTEXT OF SERVICE OPERATION AND THE SERVICE LIFECYCLE
8
Course IntroductionUnit 1 : Introduction to Service OperationIntermediateService Operation
The Service Lifecycle
Adapted from ITIL service lifecycle © Crown Copyright 2011 Reproduced under licence from Cabinet Office
1.2 Scope of the Process 1.3 Context of Service Operation and the Service Lifecycle 1.4 Business Value of the Process1.1 Purpose and Objectives
Context of Service Operation and the Service LifecycleCore Guidance Reference — SO 1.2
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Service strategy
At the centre of the service lifecycle is service strategy. Value creation begins here with understanding organizational objectives and customer needs. Every organizational asset including people, processes and products should support the strategy.
ITIL Service Strategy provides guidance on how to view service management not only as an organizational capability but as a strategic asset. It describes the principles underpinning the practice of service management which are useful for developing service management policies, guidelines and processes across the ITIL service lifecycle.
Topics covered in ITIL Service Strategy include the development of market spaces, characteristics of internal and external provider types, service assets, the service portfolio and implementation of strategy through the service lifecycle. Business
among the other major topics.
Organizations should use ITIL Service Strategy to set objectives and expectations of performance towards serving customers and market spaces, and to identify, select and prioritize opportunities. Service strategy is about ensuring that organizations are in a position to handle the costs and risks associated with their service portfolios, and are set up not just for operational effectiveness but for distinctive performance.
Organizations already practising ITIL can use ITIL Service Strategy to guide a strategic review of their ITIL-based service management capabilities and to improve the alignment between those capabilities and their business strategies. ITIL Service Strategy will encourage readers to stop and think about why something is to be done before thinking of how.
Service design
For services to provide true value to the business, they must be designed with the business objectives in mind. Design encompasses the whole IT organization, for it is the organization as a whole that delivers and supports the services. Service design is the stage in the lifecycle that turns a service strategy into a plan for delivering the business objectives.
ITIL Service Design provides guidance for the design and development of services and service management practices. It covers design principles and methods for converting strategic objectives into portfolios of services and service assets. The scope of ITIL Service Design is not limited to new services. It includes the changes and improvements necessary to increase or maintain value to customers over the lifecycle of services, the continuity of services, achievement of service levels, and conformance to standards and regulations. It guides organizations on how to develop design capabilities for service management.
Other topics in ITIL Service Design include design coordination, service catalogue management, service level management, availability management, capacity management, IT service continuity management, information security management and supplier management.
Service transition
ITIL Service Transition provides guidance for the development and improvement of capabilities for introducing new and changed services into supported environments. It describes how to transition an organization from one state to another while
service strategy, and encoded in service design, are effectively transitioned so that they can be realized in service operation.
ITIL Service Transition describes best practice in transition planning and support, change management, service asset and
knowledge management. It provides guidance on managing the complexity related to changes to services and service management processes, preventing undesired consequences while allowing for innovation.
ITIL Service Transition also introduces the service knowledge management system, which can support organizational learning
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Service operation
ITIL Service Operation (this publication) describes best practice for managing services in supported environments. It includes
the users and the service provider.
Strategic objectives are ultimately realized through service operation, therefore making it a critical capability. ITIL Service Operation provides guidance on how to maintain stability in service operation, allowing for changes in design, scale, scope and service levels. Organizations are provided with detailed process guidelines, methods and tools for use in two major control perspectives: reactive and proactive. Managers and practitioners are provided with knowledge allowing them to make better decisions in areas such as managing the availability of services, controlling demand, optimizing capacity utilization, scheduling of operations, and avoiding or resolving service incidents and managing problems. New models and architectures such as shared services, utility computing, web services and mobile commerce to support service operation are described.
management and access management processes; as well as the service desk, technical management, IT operations management and application management functions.
Continual service improvement
ITIL Continual Service Improvement provides guidance on creating and maintaining value for customers through better strategy, design, transition and operation of services. It combines principles, practices and methods from quality management, change management and capability improvement.
ITIL Continual Service Improvement describes best practice for achieving incremental and large-scale improvements in service
business needs. Guidance is provided for linking improvement efforts and outcomes with service strategy, design, transition and operation. A closed loop feedback system, based on the Plan-Do-Check-Act (PDCA) cycle, is established. Feedback from any stage of the service lifecycle can be used to identify improvement opportunities for any other stage of the lifecycle.
Other topics in ITIL Continual Service Improvement include service measurement, demonstrating value with metrics, developing baselines and maturity assessments.”
Just Concluded T R A N S I T I O N
1.4Business Value of the Process
1.3Context of Service Operation and the Service Lifecycle
Coming Up
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1.4 BUSINESS VALUE OF THE PROCESS
A C T I V I T Y I N W O R K B O O K
10
Course IntroductionUnit 1 : Introduction to Service OperationIntermediateService Operation
Business Value
1.2 Scope of Service Operation 1.3 Service Operation in the Service Lifecycle 1.4 Value to the BusinessPurpose of Service Operation1.1
Reduced cost
Less Service outages
Improved operational results and data compilation
Better adherence to security policies
Ready access to standard Services
Automated operations
Business Value of Service OperationCore Guidance Reference — SO 1.1.4, SO 3.1.1
causes.
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My Notes
Challenges in Identifying the Value of Services
fact.
Just Concluded T R A N S I T I O N
1.5Service Operation Fundamentals
1.4Business Value of the Process
Coming Up
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1.5 SERVICE OPERATION FUNDAMENTALS
A C T I V I T Y I N W O R K B O O K
12
Course IntroductionUnit 1 : Introduction to Service OperationIntermediateService Operation
Estimates and calculates the performance and productivity of all Service Operations
Includes processes, technologies, functions, and outputs
Generates reports over a period of time
Is applied to working practices within the processes, functions, and technologies
Usually includes small improvements
Does not impact the basics of the process or technology
Optimizing Service Operation Performance
Service Operation Fundamentals1.5
Long-term incremental
improvement
Short-term ongoing
improvement
Optimizing Service Operation PerformanceCore Guidance Reference — SO 3.1.2
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My Notes
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Course IntroductionUnit 1 : Introduction to Service OperationIntermediateService Operation
Processes Within Service Operation
Event Management
Incident Management
Problem Management
Request Fulfilment
Access Management
Service Operation Processes
Service Operation Fundamentals1.5
Processes Within Service OperationCore Guidance Reference — SO 3.1.3
Event Management
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Incident Management
Problem Management
Access Management
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Course IntroductionUnit 1 : Introduction to Service OperationIntermediateService Operation
Functions of Service Operation
1.5 Service Operation Fundamentals
Service Operation Functions
Service Desk
Technical Management
IT Operations Management
Application Management
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My Notes
Service Operation FunctionsCore Guidance Reference — SO 3.1.4
Let us discuss these functions in brief.
Service Desk
Technical Management
IT Operations Management
Application Management
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Summary of Unit 1Introduction to Service OperationUnit Roadmap SummaryOverview Unit Learning Objectives
Learning Objectives of the Unit
1.1 Purpose and Objectives
Purpose“The purpose of the service operation stage of the service lifecycle is to coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers. Service operation is also responsible for the ongoing management of the technology that is used to deliver and support services.”
Objectives
and support of agreed IT services
Minimize the impact of service outages on day-to-day business activities Ensure that access to agreed IT services is only provided to those authorized to receive
those services.”
1.2 Scope of the Process
Scope of Service Operation:
1.3 Context of Service Operation and the Service Lifecycle
The core publications are:
1.4 Business Value of the Process
Business Value of Service Operation
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1.5 Service Operation Fundamentals
Service Operation Performance:
o
o o
o o o
Process in Service Operation:
Functions of Service Operation:
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Unit2Service Operation Principles
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2
Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
The Big ‘‘Why’’Why do we need Service Operation principles?How do Service Operation principles help you and your organizations?
3
Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
Organization
Service Operation
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resources.
Case Study Connect
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Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
IT ConnectionTo stay up-to-date in a rapidly changing environment, an organization should:
defined in the strategy and design phase
IT Context
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Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
Overview
Service Operation focuses on the execution of processes and activitiesto deliver quality to customers and users and optimize costs.
During Service Operation, organizations use relevant processes and tools to manage and deliver Services and detect threats to or failures in Service quality.
Maintain customer satisfaction through the delivery of efficient Services at an acceptable cost and at prescribed Service levels.
6
Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
Unit Learning ObjectivesAt the end of this unit, you will be able to:
achieving balance in Service Operation.Service.
ional Staff in the other phases of the Service Lifecycle.
aspects of operational health to create a plan
importance of communication in Service Operation.importance of documentation in Service Operation.
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My Notes
7
Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
Topics Covered in This Unit2.1 Achieving Balance in Service Operation2.2 Providing Good Service2.3 Operational Staff Involvement in the Service Lifecycle2.4 Operational Health2.5 Communication2.6 Documentation2.7 Inputs and outputs2.8 Sample Test Question
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2.1 ACHIEVING BALANCE IN SERVICE OPERATION
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Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
2.2 Providing Good Service 2.3 Operational Staff Involvement in the Service Lifecycle 2.4 Operational HealthAchieving Balance in Service
Operation2.1
The Big ‘‘Why’’What is “balance?”When does the need to achieve “balance” arise?How does “balanced” Service Operation benefit an organization?What are the risks in the absence of “balance” in an organization?
9
Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
2.2 Providing Good Service 2.3 Operational Staff Involvement in the Service Lifecycle 2.4 Operational HealthAchieving Balance in Service
Operation2.1
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My Notes
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Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
Overview
Service Operation helps deliver specified and agreed levels of Services.
To deliver Services in a constantly changing environment where conflict may arise, Service Operation helps deal with conflicts, achieve balance, and set priorities.
2.2 Providing Good Service 2.3 Operational Staff Involvement in the Service Lifecycle 2.4 Operational HealthAchieving Balance in Service
Operation2.1
OverviewCore Guidance Reference — SO 3.2
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Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
Areas of Conflict
Internal IT view versus external business view
Stability versus responsiveness
Reactive versus proactive
Quality of service versus cost of Service
2.2 Providing Good Service 2.3 Operational Staff Involvement in the Service Lifecycle 2.4 Operational HealthAchieving Balance in Service
Operation2.1
Core Guidance Reference — SO 3.2
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Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
2.2 Providing Good Service 2.3 Operational Staff Involvement in the Service Lifecycle 2.4 Operational HealthAchieving Balance in Service
Operation2.1
Extreme Internal IT View Versus Extreme external Business View
Extreme internal IT View Extreme external Business View
This is the way in which IT components and systems are managed to deliver the Services. This often means that the technology is managed by several different teams or departments – each of which is focused on achieving good performance and availability of “its” systems.
This is the way in which Services are experienced by the users and customers. The details of what technology is used to manage those services are NOT relevant.The concern is that the Services are delivered as required and agreed.
Internal IT View
External IT View
Extreme Internal IT View Versus Extreme External Business ViewCore Guidance Reference — SO 3.2.1
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Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
Achieving Balance Between the Internal and External Views
2.2 Providing Good Service 2.3 Operational Staff Involvement in the Service Lifecycle 2.4 Operational HealthAchieving Balance in Service
Operation2.1
© Crown Copyright 2011 Reproduced under licence from Cabinet OfficeAdapted from Achieving a balance between external and internal focus © Crown Copyright 2011 Reproduced under licence from Cabinet Office
An organization here is out of balance and is in
danger of not meeting business requirements
An organization here is out of balance and is in
danger of under-delivering on promises to the
business
Extreme focus on external
Extreme focus on internal
Achieving Balance Between the Internal and External Views
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My Notes
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Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
Achieving BalanceTo achieve balance, the organization must:
ss is using and the purpose of using those Services.
Impact of Services on the business.ed to provide IT Services.
Service Improvement (CSI) projects.he role of IT operations in both the
2.2 Providing Good Service 2.3 Operational Staff Involvement 2.4 Operational HealthAchieving Balance in Service Operation2.1
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Examples of the Internal IT View Versus the External Business View
“Extreme Internal Focus Extreme External Focus
Primary Focus
Performance and management of IT Infrastructure devices, systems and staff, with little regard to the end result on the IT service
Achieving high levels of IT service performance with little regard to how it is achieved
Metrics
Focus on technical performance without showing what this means for services
Internal metrics (e.g. network uptime) reported to the business instead of service performance metrics
Focus on External Metrics without showing internal staff how these are derived or how they can be improved
Internal staff are expected to devise their own metrics to measure internal performance
Customer/User experience
High consistency of delivery, but only delivers a percentage of what the business needs
Uses a ‘push’ approach to delivery, i.e. prefers to have a standard set of services for all business units
Poor consistency of delivery ‘IT consists of good people
with good intentions, but cannot always execute’
Reactive mode of operation Uses a ‘pull’ approach to
delivery, i.e. prefers to deliver customized services upon request
Operations Strategy
Standard operations across the board
the current architecture and procedures
Multiple delivery teams and multiple technologies
New technologies require new operations approaches and often new IT Operations teams
Procedures and Manual
Focus purely on how to manage the technology, not on how its performance relates to IT services
Focuses primarily on what needs to be done and when and less on how this should be achieved
Cost Strategy
Cost reduction achieved purely through technology consolidation
Optimization of operational procedures and resources
Business impact of cost cutting often only understood later
Return on Investment calculations are focused purely on cost savings or ‘payback periods’
Budget allocated on the basis of which business unit is perceived to have the most need
Less articulate or vocal business units often have inferior services because enough funding is not allocated to their services
TrainingTraining is conducted as an apprenticeship, where new Operations staff have to learn the way things have to be done, not why
Training is conducted on a project-by-project basis
There are no standard training courses since operational procedures and technology are constantly changing
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Operations staff
Specialized staff, organized according to technical specialty
Staff work on the false assumption that good technical achievement is the same as good customer service
Generalist staff, organized partly according to technical capability and partly according to their relationship with a business unit
Reliance on ‘heroics’, where staff go out of their way to resolve problems that could have been prevented by better internal processes”
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Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation
Stability Versus Responsiveness
To maintain a balance between stability and responsiveness
Conflict between stability and responsiveness arises when IT organizations:
Stability Responsiveness
2.2 Providing Good Service 2.3 Operational Staff Involvement in the Service Lifecycle 2.4 Operational HealthAchieving Balance in Service
Operation2.1
responsiveness. ility of the IT infrastructure
or the ability to respond to Changes quickly.
the design.
and that some Changes are an evolution of the Service.
Stability Versus ResponsivenessCore Guidance Reference — SO 3.2.2
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business.
Examples of an Extreme Focus on Stability and Responsiveness
“Extreme Focus on Stability Extreme Focus on Responsiveness
Primary focus Technology
standard IT management techniques and processes
Output to the business Agrees to required changes
before determining what it will take to deliver them
Typical problems experienced
IT can demonstrate that it is complying with SOPs and Operational Level Agreements (OLAs), even when there is clear misalignment to business requirements
execute routine tasks because they are busy on projects for new services
Technology growth strategy
Growth strategy based on analyzing existing demand on existing systems
New services are resisted and Business Units sometimes take ownership of ‘their own’ systems to get access to new services
Technology purchased for each new business requirement
Using multiple technologies and solutions for similar solutions, to meet slightly different business needs
Technology used to deliver IT services
Existing or standard technology to be used; services must be adjusted to work within existing parameters
Over-provisioning. No attempt is made to model the new service on the existing infrastructure. New, dedicated technology is purchased for each project
Capacity Management
Forecasts based on projections of current workloads
System performance is maintained at consistent levels through tuning and demand management, not by workload forecasting and management
Forecasts based on future business activity for each service individually and do not take into account IT activity or other IT services
Existing workloads not relevant”
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