COPYRIGHTS: The information contained in this classroom material is subject to change without notice. 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. | © Copyright 2011 by ITpreneurs Nederland B.V. All rights reserved. | © Crown Copyright 2011 Reproduced under license from Cabinet Offi ce. | ITIL® Glossaries/Acronyms © Crown Copyright Offi ce of Government Commerce. | Reproduced with the permission of the Controller of HMSO and the Offi ce of Government Commerce. | ITIL ® is a Registered Trade Mark, and a Registered Community Trade Mark of the Offi ce of Government Commerce, and is Registered in the U.S. Patent and Trademark Offi ce. | ITIL® - Published for the Offi ce of Government Commerce under license from the Controller of Her Majesty’s Stationery Offi ce © Crown Copyright 2011.
The ITIl®First Aid KitThe ITIL® First Aid kit is an essential toolkit for the eff ective utilization of the IT Infrastructure Library (ITIL®) in any organization. However, it does not provide any one-size-fi ts-all solutions or formulae that ensure a successful IT Service Management (ITSM) implementation. This kit is meant as guidance to provide you with areas of attention and possible strategies to include in your program approach. Each organization is diff erent, and your program needs to be unique to your organizational needs and business drivers. The kit provides essential ITIL program approaches to support you when you need them the most. In every ITSM program emergency, think of this kit before looking elsewhere.
Source: Service Strategy - Cabinet Office, 2011
1 The Need to Deliver Value
• Information,previouslyasup-
portingelement,hasbecomethe
basisforvalueitself.Inaddition,
information-basedServicesare
changingandevolvingatarapid
rate.
• Capabilitiesandresourcesinthe
managementofITandservices
arenolongerperceivedassimply
operationalconcernfordetail.They
arethebasisforcreatingvalue,for
competition,andfordistinctive
performance.
• ITorganizationsrequireakeen
senseofthenatureanddynamics
ofServicesasameansofproviding
valuetocustomers.
• ItisimportantforITorganiza-
tionstoreviewtheirpositionsand
toclearlyunderstandhowthey
providedifferentiatedmarketvalue
totheircustomers.
• Awell-managedITorganizationcan
actlikeabusinesswithinabusiness
anddelivervaluethatmeetsor
exceedsothercommercialalterna-
tives.Forthisreason,conceptssuch
asUtility,Warranty,marketspaces,
andportfoliosareintroducedinthe
ServiceStrategyprocesseswithin
theServiceLifecycle.
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?
1.1 Ensure Value Creation by Asking
Service Strategy is your main body of reference to assist with structuring the flowof and answering these key questions.
Source: Service Strategy - Cabinet Office, 2011
1.2 Multiple Views of IT
V I E W V I S UA L I Z AT I O N V E R N A C U L A R
Components of systems and processesIT / Component “OurbillingsystemisIT-enabled”
“Weuseittoimproveinteractionswithourcustomers
throughselfserviceterminalsatkeylocations.”
“ITtoucheseverypartofourbusiness.Withoutappropriate
controlsthatinitselfisarisk.”
Internal unit function of the enterprise
or commercial Service Providers
IT / Organization “OurITisheadedbyaCIOoftremendousexperienceinthe
transportationindustry.”
“OurheavilycentralizedITsuitsourbusinessmodelwhich
morethananythingrequiresstabilityandcontrolover
businessoperators.”
“ITdoesnotunderstandthenatureofourbusiness.
Muchislostintranslation.”
Type of shared service utilized by
Business Units
IT / Service “Ihaven’tbeenabletoaccesstheinternetsinceyesterday.
whendoyouexpecttheservicetoberestored?”
“Ourremoteaccessserviceisverysecurebutitisalsovery
difficulttosetupanduse.”
“Wedecidednottouseourownenterpriseapplications
foradministrativefunctions.WearebetteroffutilizingIT
servicesprovidedtousunderacommercialcontract.”
Capabilities and resources that provide
a dependable stream of benefits
IT / Asset “Itisthecoreofourbusinessprocess.WeuseITtocreate
valueforcustomers.Itispartofourcoreproduction
process.”
“OurITinvestmentsarelikeCostsofGoodsSold(COGS).
Theyaredirectcostsnotoverheads.”
“ITisourbusiness.”
Source: Service Strategy - Cabinet Office, 2011
2 Management of Change (MOC)
Aspectsofmanagingthecultural/behavioral
Changeexperiencedwiththeimplementa-
tionofITILprocessesneedtobeidentifiedand
controlled.ThisChangeismainlytheshiftfrom
beinganIT-centricorganizationtobecominga
customer-focusedorganization.Lessemphasis
isplacedonindividualITunitsperformingwell
inisolationthanononewhereeachITunit
needstounderstanditspartindeliveringSer-
vicetotheenduserandinbeingaccountable
foritsperformanceinthesupplychain.
AformalITSMprogramapproachisusedto
managetheseelementsofculturalchange,
withspecificemphasisplacedonthede-
velopmentofawarenesscampaignsaimed
atalltargetaudiences–ITmanagement,IT
staff,andcustomers–andstrongcommuni-
cationsplanning.
Itisimportanttonotethatthemostsuc-
cessfulITSMprogramsarethosethatfocus
onattainingcorporateobjectives.Indeed,
thesooneryoucandroptheprojectname –
ITSMorITILprogram–andalignthiswork
tosupportasetofcorporateinitiatives,the
moresuccessfultheimplementationwillbe.
2.1 The 4 Ps
PeOPle PrOCeSSeS ParTNerS PrODuCTS
The implementation of ITSM as a practice is about preparing and planning for the effective and efficient use of the 4 Ps. This approach is critical when designing your ITSM program, for correctly focusing on clarity of communication, and for ensuring a culture that supports and rewards process adherence through changed behaviors. It is especially important to focus on the People aspect of the 4 Ps because this is where your Change effort will succeed or fail; after all, it is people who run our businesses.
Many designs, plans, and projects fail because of a lack of preparation and management.
Establish a Sense of Urgency
• Examinemarketand
competitiverealities.
• Identifyanddiscusscrises,
potentialcrises,ormajor
opportunities.
Form a Powerful Guiding Coalition
• Assembleagroupwithenough
powertoleadtheChangeeffort.
• Encouragethegrouptowork
asateam.
Create a Vision
• Createavisiontohelp
directtheChangeeffort.
• Developstrategiesfor
achievingthatvision.
Communicate the Vision
• Useeveryvehiclepossibleto
communicatethenewvision
andstrategies.
• Teachnewbehaviorsbycitingthe
exampleoftheguidingcoalition.
Empower Others to Act on
the Vision
• RemoveobstaclestoChange.
• Changesystemsorstructures
thatseriouslyundermine
thevision.
• Encouragerisktakingand
nontraditionalideas,activities,
andactions.
Plan for and Create Short-Term Wins
• Planforvisibleperformance
improvements.
• Createthoseimprovements.
• Recognizeandreward
employeesinvolvedin
theimprovements.
Consolidate Improvements and Produce More Change • Useincreasedcredibilitytochange
systems,structures,andpoliciesthatdon’tfitthevision.
• Hire,promote,anddevelopemplo-yeeswhocanimplementthevision.
• Reinvigoratetheprocesswithnewprojects,themes,andChangeagents.
Institutionalize New Approaches• Articulatetheconnections
betweenthenewbehaviorsandorganizationalsuccess.
• Developthemeanstoensure
leadershipdevelopmentand
succession
2.2 Eight Steps to Transform Your Organization
John P. Kotter of the Harvard Business School introduced this approach to manage Change within an organization. This approach has proven successful over the years and can be helpful when designing the management of Change into your ITSM program.
1
2
3
4
5
6
7
8
Source: Leading Change - John P. Kotter - 1996
Writing a memo instead of lighting a fire
AtleasthalfoffailedChangeeffortsbunglethefirstcriticalstep—estab-lishingasenseofUrgency.
Talking too much and saying too little
Mostleadersunder-communicatetheirChangevisionbyafactorof10(or100oreven1,000!).Inaddition,
theeffortstheymaketoconveytheirmessagearetypicallyoftheleastconvincingvariety—speechesandmemos.
Declaring victory before the war is over
Whenaprojectiscompletedoraninitialgoalmet,itistemptingtocongratulateallinvolvedandproclaimtheadventofanewera.Whileitisimportanttocelebrateresultsalongtheway,kiddingyourselforothersaboutthedifficultyanddurationoforga-nizationaltransformationcanbecatastrophic.Celebratingincrementalimprovementsisagreatwaytomarkprogressandsustaincommitment,butdon’tforgethowmuchworkisstilltocome.
Looking for villains in all the wrong places
Theperceptionthatlargeorganiza-tionsarefilledwithrecalcitrantmiddlemanagerswhoresistallchangeisnotonlyunfair,butalsountrue.InprofessionalServiceorganiza-tions,andinmostorganizationswithaneducatedworkforce,peopleateverylevelareengagedinChangeprocesses.Often,it’sthemiddlelevelthatbringsissuestotheattentionoftheseniorexecutives.
Lack of focus on short-term winsTomaintainmomentumand
sustainfundingandsupport,itisimportanttodeliveronshort-termwinsandtocommunicatethesewinstoallstakeholdersintheprogram.
2.3 Pitfalls when Attempting to Change the Organization
In his book, “Leading Change,” Kotter identifies the errors observed when undertaking Change initiatives in practice. Make sure that you plan to mitigate these Risks in your ITSM program.
1
2
3
4
5
LONG-TErM PrOGrAM ChALLENGES
• Changesinsponsorship/leadership
• Changesinteam
• Changeinbusiness(mergers,
acquisitions, and so on)
• Temporarychangesin
economic fortunes
• Poorlyarticulatedprojectstrategy
• Initialexcitementbasedonade-
sired result without investing in the
necessary, underpinning processes
• Wishfulthinkingontimeframes,
meaning not enough planning for
thelongerterm(scenarios/phases)
• Wrongemphasisontoolsatthe
wrong time
• Inadequatefocusonthehuman
element
3 The Value of Training Two critical success factors within an ITSM program are communication and training. A well-thought-out ITIL training strategy and plan play a key role in successful ITSM programs.
3.1 Typical approach to trainingTypically,ahighnumberofstaffisinitiallytrainedinFoundations,alongwithsomeServiceManager/Advanced-leveltraining.Mostofthetrainingbudgetisspent
upfront,withlittlelefttosustainChangethroughouttheprogram.Thisisaconcernbecausemostcoursesrepresentasignificantinvestmenttothecompanyand
thereisaRiskofhavingthewrongpeopletrainedbeforemajororganizationaldecisionsarecomplete.
3.2 Recommended approach to trainingThisapproachwillsustaininvolvementoverthelengthoftheprogram,maximizeeducationspend,andensurethattrainingisdeliveredonajust-in-time(JIT)basis.
Theapproachbeginswithasimulation.Simulationsarevaluedfortheirabilitytotouchpeopleata“feeling”level,tofirmlyanchortherequirementforChange.“I hear
and I forget, I see and I remember, I do and I understand.”–Confucius,600BC
SimulationisthenbestfollowedbyacoreFoundationtrainingasalevel-set.ThisbasictrainingisthenbestfollowedwithaMobilizationWorkshopaspartofyour
overalltrainingstrategy.
IntroducingaMobilizationWorkshopasthenextstepinyourtrainingstrategyisintendedtofurtherenhancetheeffectivenessofManagementofChange.Mobiliza-
tionprovidesafocusedworkshopforkeystakeholders,wheretheyassesstheircurrentITSMenvironmentandagreeviagroupconsensusontheneedforChange,
emergingwithastrongteamcommitmenttoandownershipoftheongoingprogramactivities.
TheremainderofthetrainingplanovertheLifecycleoftheprogramshouldbedesignedasrole-based(oncethenewprocessroleshavebeenassigned),withap-
propriatefundingovertime,andshouldincludeastrategyfortrainingnewemployeesenteringintotheprocess-basedorganization.
3.3 Factors to Consider in Your Training Strategy• Corporategeography,timezones,andshifts
• Budget
• JITtraining
• Role-basedtraining
• Overallprogramapproachandobjectives
• FormalcertificationtrainingANDcustomizedtraining,forexample,ITIL101’s(basic)process/producttraininguniquetotheorganization
3.4 A Winning Program Strategy• Respectthecultural/behavioralmanagementofchange–mobilizeearlyandfocusonquickwins.
• ThemostsuccessfulITSMprogramsarethosethatarenotcalledITSMprograms.
• Introduceformaltrainingandcommunicationplanning.
THEDIFFERENCES
4 Services “A means of delivering value to customers by facilitating the outcomes that the customers want to achieve without the ownership of specific costs and risks.”
SErVICETangible(products)/intangible(activities)
Soldfirst,developedafterwards
AServiceiscompiledfrommostlyalargenumberof
products
Perceivedasan“end-to-end”service
Performancemeasuredatthecustomerinterface
Definedinthe“customer’slanguage”
Directlysupportingthe“businessprocesses”
PrODUCTTangible
Producedfirst,soldafterwards
AproductcanbeinvolvedinoneormoreServices
Perceivedasan“end-to-end”Service
PerformancemeasuredinIT-technicalterms
MostlydefinedinITterms
DirectlysupportingtheServices
Storage Service
StoreWhat?
StoreHow?
Store Information
Store equipment
Online Database
Portable Devices
Secure Cabinets
Store Files
SerVICe
PrODuCTS
Source: Service Strategy - Cabinet Offi ce, 2011
5Processes-WhatAreWeTalkingAbout?
Processes are routines:• Toorganizetheworkasefficientlyandeffectivelyaspossible.
• Topreventreinventingthewheel.
• Tomeasureandimprove.
Benefits of Process Management:• ProvideclaritytothebusinessaboutwhatITdoes.
• Imposeorganizationaldiscipline.
• Defineorganizationalboundariesandroles.
• Supportcontinuousimprovement.
• Allowprocessestobeauditedandimproved.
5.1 What Is a Process?
“It is a set of activities in a logical order that transfers input into output, to achieve an objective for a customer.”
Source: Service Strategy - Cabinet Offi ce, 2011Source: Service Strategy - Cabinet Offi ce, 2011
Process Control ProcessTriggers Process enblers
Including Processreports and reviews
Process resources
Process Capabilities
Process Metrics
Process Activities
Process Procedures
Process WorkInstructions
Process roles
Process Improvements
Process Policy
Process Owner
Process Documentation
Process Objectives
Process Feedback
Process Input
Process Output
5.2 Characteristics of a process• Aremeasurable
• Havespecificresults
• Havecustomersand/orstakeholders
• Consistofanumberofsuccessiveactivities
• Haveaclearstartandend,aswellasinputandoutput
• Arerepeatable
• Providevaluefortheorganization/stakeholders
• Respondtospecificevents–whileaprocessmaybeongoingoriterative,itshouldbetraceabletoaspecifictrigger
Eachpreviousactivitydeliversvaluetothefollowingactivityintheprocess;otherwise,thisactivityshouldbeeliminated.
5.3 Characteristics of a Process According to ITIL
MEASUrABLE
• Performancedriven
• Cost,quality,duration,productivity,andsoon
SPECIFIC rESULTS
• Deliveryofaspecificresult
• Individuallyidentifiableandcountable
CUSTOMErS
• Resultdeliverytoacustomerorstakeholder
• Couldbeinternalorexternal
• Meetingcustomerexpectations
rESPOND TO A SPECIFIC EVENT
• Traceabletoaspecifictrigger
5.4 Critical success factors in process management design and implementation
• Kickoffanimprovementinitiativeorprocess
designworkshopwiththeprocessesthatare
clearlydefinedalready.Someroomtoalterthese
processesmustbeallowedtofacilitateChange
acceptance.
• Ensurethattheprocessesaredetailedattheright
levels.Anoverlydetailedprocessdescription
willlimittheflexibilityrequiredtocustomizethe
processfortheorganization.
• Startprocessdesignactivitieswithaclearvision
andspecificobjectives.
• Delegatetheprocesstasks,responsibilities,and
processownershiptopeoplewiththerightlevelof
skills,knowledge,andauthority.
• EnsurethecorrectpositionsoftheProcessOwners,
asrequireduniquelybytheorganization.Consider
amixwithProcessManagers,asappropriate.
• Demonstratemanagementcommitment.
• Demonstratestrongtraining,communication,and
awarenesscampaigns.
1 Define the vision:Whyyouwanttoworkwithprocesses,whatistobeachieved,whatistherelationshipwiththecompany’sstrategy,andwhatarethebusinessrequirements–rememberthatProcessManagementisnotagoalbyitself.
Define the objectives:EnsurethatyouuseSMART(Specific,Measureable,Achievable,Realistic,andTimely)asanapproachtodefinemeasureableobjectivesinlinewiththecompany’sstrategyandvision.
Identify the processes:Decidewhichprocessesareinscope.
Define the format of the processes:Processesshouldbedefinedusingastandardtemplateforcreatingahighlevelofacceptance,reorga-nization,andavailability–seeAppendixCinServiceDesign–CabinetOffice,2011formoredetails.
Design and document the processes:InvolvethekeystakeholdersintheorganizationtohelppreventresistancetoChangeandtobuildastrongcrewofChangeagents.
Implement the processes:Activatethepro-cessesaccordingtothedefineddescriptions.
Audit the processes:Audittheprocessesperi-odicallytoensurecomplianceandadherence.
Measure the performance of the processes:BasedondefinedKeyPerformanceIndicators(KPIs),theprocessescanbemeasuredforef-ficiencyandeffectivenessinsupportoffurtherimprovementovertime.
2
34
5
678
While it is important to note that there is no “one-size-fits-all” formula for process implementation, here is a set of steps that can be considered when designing your program. Remember, when you start with implementing processes, you are also changing the way people are used to working. Normally, people will resist Change, so it is important to also consider your MOC approach, such as Kotter’s 8 Steps for Change, as part of your overall process design/improvement activities within your ITSM program.
5.5 Process implementation approach
6 Functions and roles
“Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services. The capabilities take the form of functions and processes for managing services over a Lifecycle, with specialization in strategy, design, transition, operation, and continual improvement.”
DIFFERENCEBETWEENFUNCTIONSANDROLES
It is important to understand the difference between a formal function within an organization and
the process roles that the function is expected to perform. A formal function may fulfill more than one
specific Service Management role and conduct activities relating to more than one process.
Forexample,aformalfunction,NetworkAdministrator,mayberesponsibleforperformingIncidentManage-
mentaswellasCapacityManagementactivities.AlthoughtheNetworkAdministratormayreporttoafunc-
tionallinemanager,theNetworkAdministratorisalsoresponsibleforperformingactivitiesfortheService
DeskManager,theIncidentManagementProcessOwner,andtheCapacityManagementProcessOwner.
• Areunitsoforganizationsspecializedtoperform
specifictypesofworkandberesponsiblefor
specificoutcomes.
• Areself-contained,withthecapabilitiesand
resourcesnecessaryfortheirperformanceand
outcomes.
• Havetheirownbodyofknowledge,accumulated
throughexperience.
• Providestructureandstabilitytoorganizations.
• Typicallydefinerolesandtheassociatedauthori-
tiesandresponsibilitiesforaspecificperformance
andoutcome.
• Tendtooptimizeworkmethodslocallytofocus
onassignedoutcomes.
• Poorcoordinationbetweenfunctions,combined
withaninwardfocus,leadstofunctionalsilosthat
hinderthealignmentandfeedbackcriticaltothe
successoftheorganizationasawhole.
• Well-definedprocessescanimproveproductivity
withinandacrossfunctions.
6.1 Functions
Source: Service Operation - Cabinet Office, 2011
6.2 Roles
Is accountable for the overall quality of the process and oversees the management of and
compliance with the processes, procedures, data models, policies, and technology associated
with the IT business process.
Is responsible for the Operational Management of a process. There may be several Process
Managers for one process, for example, regional or departmental Change Managers or IT
Service Continuity Managers for each data center.
Is accountable for the delivery of a specific service, regardless of where the underpinning
technology components, processes, or professional capabilities reside.
“A set of responsibilities defined in a process and assigned to a person or team. One person or team may have multiple roles, for example, the roles of Configuration Manager and Change Manager can be performed by one person.”
R O L E
Process Owner
Process Manager
Service Owner
R E S P O N S I B I L I T Y
rACI is an authority model used to help defi ne roles and responsibilities.
rACI is an acronym for the four main roles of:
7 raCI
the person or people respon-
sible for getting the job done
only one person can be
accountable for each task
the people who are
consulted and whose opinions
are required
the people who are kept
up-to-date on progress
R reSPONSIBle
AaCCOuNTaBle
CCONSulTeD
IINFOrMeD
7.1 Building a RACI
“Whether rACI or some other tool or model
is used, the important thing is to not just
leave the assignment of responsibilities
to chance or leave it to the last minute to
decide. Conflicts can be avoided and
decisions can be made quickly if the
roles are allocated in advance.”
Identify
theactivities/
processes.
Identify/Define
thefunctional
roles.
Conduct
meetingsand
assignRACI
codes.
Identify
anygapsor
overlaps,for
example,where
therearetwo
AsornoAs.
Distribute
thechartand
incorporate
feedback.
Ensure
thattheas-
signmentsare
activatedinthe
organization.
1 2 3 4 5 6
Source: Service Strategy book
Source: Service Design – Cabinet Office, 2011
TheauthorityorRACImatrixclarifies—toallinvolved—whichactivitiestheyareexpectedtofulfillandidentifies
anygapsinServicedeliveryandresponsibilities.TheRACImatrixcanalsobeusedtoassessanddevelopstaffing
modelsinthefollowingway:
IntheRACImodel,onlyonepersoncanbeaccountableforanactivitywhile
severalpeoplemayberesponsibleforanactivityorpartsofanactivity.
“In this model, accountable means end-to-end accountability for the process.
Accountability should remain with the same person for all activities of a
process.”
A C T I V I T Y 1
A C T I V I T Y 2
A C T I V I T Y 3
A C T I V I T Y 4
A C T I V I T Y 5
Director Service Management
Service levelManager
Problem Manager
SecurityManager
ProcurementManager
A R C I I C
A R C C C
I A R I C
I A R I
I I A C I
Example RACI Matrix
Source: Continual Service Improvement - Cabinet Office, 2011
7.2 Critical Success Factors with RACI
• Havingmorethanonepersonaccountableforapro-
cess,meaningthat,inpractice,nooneisaccountable
• Delegationofresponsibilityoraccountabilitywithout
necessaryauthority
• Focusingonmatchingprocessesandactivitieswith
departments
• Incorrectdivision/combinationoffunctions;conflict-
ingagendasorgoals
• Combinationofresponsibilityforcloselyrelated
processes,suchasIncidentManagement,Problem
Management,ConfigurationManagement,Change
Management,andReleaseManagement
Beawareofthetimedemandsofeachoftheactivitiesbecausetheimmediateactivitieswillalwaystakeprece-
denceoverthemoreproactiveactivities.
Forexample,combiningIncidentManagementactivitieswithProblemManagementactivitieswithinthesame
function.
Identifythegapsandremovetheoverlapsforthebestapproachtoprocessefficiencyandeffectiveness.
Source: Continual Service Improvement - Cabinet Office, 2011
7.3 The Service Management Process Maturity Framework
The Service Management Process Maturity Framework (PMF) is the de facto standard for measuring the maturity of any process.
Itisimportanttocreateanoriginalbaselinewhen
startingyourITSMprogramtoanswerthe“Whereare
wenow?”questionposedintheContinualService
Improvement(CSI)model.ThePMFcanbeusedto
assessthisinitialbaseline.Becausethisapproachis
industrystandardandhasbeeninplaceforseveral
years,itmaybepossibletoassessyourorganization’s
maturityagainstindustrybenchmarks.
However,becautiousinthisapproachbecause
itmaybedifficulttofindbenchmarksthatcome
significantlyclosetotheuniquecharacteristicsof
yourorganization.Thesebenchmarkscanbeused
toanswerthe“Wheredowewanttobe?”question
withintheCSImodel.
Source: Continual Service Improvement - Cabinet Office, 2011
A way to think about assessment timing is in line with the Deming
improvement Lifecycle.
7.4 When to Assess?
At the end of a process project, it is important to vali-
date the increased maturity of the process and the
process organization because of the overall project.
Assessthe:
Visionandsteering
Process
People
Technology
Culture
What to Assess?
PLAn (Project Initiation)
assessthetargetedprocessesatthe
startofprocessintroductiontoform
thebasisforaprocessimprovement
project.
PLAn(Project Midstream)
acheckduringprocessimplementa-
tionorimprovementactivitiesserves
asvalidationthatprocessproject
objectivesarebeingmetand,most
importantly,providestangible
evidencethatbenefitsarebeing
achievedfromtheinvestmentoftime
andresourcesinprocessinitiatives.
DO/CHECk(Process in Place)
attheendofaprocessproject,itis
importanttovalidatetheincreased
maturityoftheprocessandthe
processorganizationbecauseofthe
overallproject.Source: Continual Service Improvement - Cabinet Office, 2011
7.5 The Process Maturity Framework (PMF)
Source: Continual Service Improvement –
Cabinet Offi ce, 2011
1 Initial
I n t e r m o f :
V i s i o n a n d S t e e r i n g
P e o p l e
P r o c e s s e s
Te c h n o l g y
C u l t u r e
2 repeatable
3 Defi ned
4 Managed
5 Optimizing
InITIAL
(LEVEL 1)
Theprocesshasbeenrecog-
nized,butthereislittleorno
ProcessManagementactivity.
Theprocessisassignedas
ofnoimportance,withno
resourcesorfocuswithinthe
organization.Thislevelcan
alsobedescribedasadhocor
occasionallyevenchaotic.
REPEATABLE
(LEVEL 2)
Theprocesshasbeen
recognizedandisallocated
littleimportance,resources,
orfocuswithintheoperation.
Ingeneral,activitiesrelatedto
theprocessareuncoordinated,
irregular,withoutdirection,
ordirectedtowardprocess
effectiveness.
DEFInED
(LEVEL 3)
Theprocesshasbeenrecog-
nizedandisdocumentedbut
thereisnoformalagreement,
acceptance,orrecognitionof
itsrolewithinIToperationsas
awhole.However,theprocess
hasaprocessowner,formal
objectives,andtargetswith
allocatedresourcesandis
focusedontheefficiencyas
wellastheeffectivenessofthe
process.Reportsandresults
arestoredforfuturereference.
MAnAGED
(LEVEL 4)
Theprocesshasnowbeen
fullyrecognizedandaccepted
throughoutIT.ItisService
focusedandhasobjectives
andtargetsthatarebasedon
businessobjectivesandgoals.
Theprocessisfullydefined,
managed,andhasbecome
proactive,withdocumented,
establishedinterfacesand
dependencieswithotherIT
processes.
OPTIMIZInG
(LEVEL 5)
Theprocesshasnowbeen
fullyrecognizedandhas
strategicobjectivesand
goalsalignedwiththeoverall
strategicbusinessandIT
goals.TheseITgoalshave
nowbecomeinstitutionalized
aspartofeverydayactivities
foreveryoneinvolvedinthe
process.Aself-contained,con-
tinualprocessofimprovement
isestablishedaspartofthe
process,whichisnowdevelop-
ingapre-emptivecapability.
REPEATABLE
(LEVEL 2)
Theprocesshasbeen
recognizedandisallocated
littleimportance,resources,
orfocuswithintheoperation.
Ingeneral,activitiesrelatedto
theprocessareuncoordinated,
irregular,withoutdirection,
ordirectedtowardprocess
effectiveness.
DEFInED
(LEVEL 3)
Theprocesshasbeenrecog-
nizedandisdocumentedbut
thereisnoformalagreement,
acceptance,orrecognitionof
itsrolewithinIToperationsas
awhole.However,theprocess
hasaprocessowner,formal
objectives,andtargetswith
allocatedresourcesandis
focusedontheefficiencyas
wellastheeffectivenessofthe
process.Reportsandresults
arestoredforfuturereference.
MAnAGED
(LEVEL 4)
Theprocesshasnowbeen
fullyrecognizedandaccepted
throughoutIT.ItisService
focusedandhasobjectives
andtargetsthatarebasedon
businessobjectivesandgoals.
Theprocessisfullydefined,
managed,andhasbecome
proactive,withdocumented,
establishedinterfacesand
dependencieswithotherIT
processes.
OPTIMIZInG
(LEVEL 5)
Theprocesshasnowbeen
fullyrecognizedandhas
strategicobjectivesand
goalsalignedwiththeoverall
strategicbusinessandIT
goals.TheseITgoalshave
nowbecomeinstitutionalized
aspartofeverydayactivities
foreveryoneinvolvedinthe
process.Aself-contained,con-
tinualprocessofimprovement
isestablishedaspartofthe
process,whichisnowdevelop-
ingapre-emptivecapability.
54321Source: Continual Service Improvement – Cabinet Offi ce, 2011
8 Metrics
8.1 Succeed with Measurements Oneofthemanagementtrendsofthepastyearsistoworkaccordingtoperformanceindicators.
Organizationsuseperformanceindicatorstocheckwhetherornotthe“shipisstillgoinginthe
rightdirection.”
Thisissometimesreferredtoasthe“organization’scockpit”ordashboard.
ThisapproachtousemetricsandmeasurementsthroughouttheITSMprogramanswersthe“Did
wegetthere?”questionposedintheCSImodel.
8.2 Why Measure?
YOur
MeaSureMeNT
NETWORK
TODIRECT TarGeT aND MeTrICS
TOJUSTIFY
FaCTual eVIDeNCe
STraTeGY VISION
CHaNGeS aND
COrreCTIVe aCTIONS
TOVALIDATE
TOINTERVENE
Source: Continual Service Improvement – Cabinet Offi ce, 2011
It is important to link the
creation and management
of KPIs and metrics to the
corporate vision, mission,
goals, and objectives.
What does the KPI really tell us about achieving the goal?
how easy is it to analyze the KPI, and does the KPI support decision making?
how accurate and stable is the KPI?
At what frequency do we need to report on the KPI?
Who owns the KPI?
ASK yOUrSELF
VISION
MISSION
GOalS
OBJeCTIVeS
CSF
KPI
MeTrICS
MeaSureMeNTS
Source: Continual Service Improvement – Cabinet Offi ce, 2011
8.3 Continual Service Improvement Process
DeFINeWHATYOU
WILLMeaSure WISDOM
DaTa
aPPlY
21GaTHer THe DaTa
Who?How?When?
Criteriatoevaluate
integrityofdata
Operationalgoals
Servicemeasurement
3
IDeNTIFY THe
STraTeGY FOr
IMPrOVeMeNT
Vision
Businessneed
Strategy
Tacticalgoals
Operationalgoals
IMPleMeNT
IMPrOVeMeNT 7PlaN
aCT DO
Source: Continual Service Improvement – Cabinet Offi ce, 2011
PrOCeSS THe DaTa
Frequency?
Format?
Toolsandsystems?
Accuracy?
4aNalYZe THe
INFOrMaTION
aND DaTa
Trends?
Targets?
Improvementsrequired?
5
PreSeNT aND uSe THe
INFOrMaTION
Assessmentsummary
Actionplans
Etc.
6
KNOWLEDGE INFOrMaTION
Metrics and measures using the 7-Step Improvement model from Continual Service Improvement:Identify the strategy for improvement, defi ne what you will measure, gather the data, process the data, analyze the information and data, present and use the information, and implement improvement.
CHeCK
8.4 Goals, Questions, and Metrics Approach
The Goals, Questions, and Metrics (GQM) paradigm (Basili – 1980s) stands the test of time as an approach to assist with identifying metrics.
GOAL
Reducethebusiness
impactofIToutages
anduser-experienced
problems.
• WhichServicesimpactthebusinessthemost?Accordingtowhom?
• WhatisthecurrentImpactofoutagesonthesebusinessServices?
• Whatarethereasonsfortheseoutages?
• WhatarethemajorperceivedProblemsaccordingtousers?
• HowcanwereducetheamountanddurationoftheseoutagesandProb-
lems?
• Wherecanwegainthemostsuccessorquickwins?
QUESTIONS METRICS• CurrentIncidentvolume,outagetime,and
reasonsforkeyITServiceoutages
• IdentifiedProblemscausingmultipleoutages
• ChangescarriedouttorectifyProblems
• Incidentvolume/outagetimefollowing
Changes
Source: Planning to Implement Service Management – Cabinet Office, 2011
8.5 Balanced Scorecard Approach In early 1992, Kaplan and Norton first introduced the idea of a Balanced Scorecard in the harvard Business review. Since then, many organizations have used this approach to measure initiative success against corporate strategy.
INTerNalWhatmustourIT
providers (internally)
excelat?
Service-orientedculture
SkilledstaffandITexpertise
EfficiencyofITServiceprovision
Servicedeliverytimes
Processingcapacity
Security
AccountabilityofITprovision
CuSTOMerWhatdoweas
customersexpect
ofITprovision?
AvailabilityofITServices
QualityofITServices
PerformanceofITServices
ValueformoneyITServices
ReliabilityoftheITInfrastructure
Supportofhands-onITusers
INNOVaTIONDoes our IT infrastructure
enable us to continue to
improvethebusiness?
FlexibilityoftheITinfrastructureAbilitytocontrolChangestoITServicesandtheITinfrastructureAdaptabilityoftheITinfrastructuretochangingdemandinthebusinessCommunicationandknowledgetransferBusinessproductivityinrelationtoITcostsHarnessing(new)technology
FINaNCIalas customers how do
we view the costs of
ITprovision?
UnderstandingITcoststothebusiness
AbilitytocontrolITcoststothebusiness
EconomyofITprovision
ReturnonITinfrastructureinvestments
ITcontractsmanagement
Source: Continual Service Improvement – Cabinet Office, 2011
8.6 The format of a Performance Indicator
Performance indicators should be defined and documented
in a format that is owned and maintained as a document CI
in the CMDB. For each performance indicator, the following
should be defined and maintained:
• Title
• Description
• Measurementunit
• Reportfrequency
• Periodofthereport
• Employeesresponsibleforthedeliveryofinformation
• Datasources
• Performanceindicatorownership(roleaccountableforaction
onanyreportedexceptions)
Steps to develop Performance Indicators
• Leadthemeasurementeffort.
• Educatetheteamaboutperformanceindicatorsandthemeasurement
andreportingofcorporatestandards.
• Createateamforeachprocesstodeterminemeasurementpointsand
capabilities.
• Createperformanceindicatordocumentation.
• ValidatetheITandbusinessperformanceindicatorswiththemanage-
mentteam.
• Implementmeasurementsandreporting.
Here is an example of a step-by-step plan to develop performance
indicators in the processes. The Process Owner / Manager should:
8.7 Pitfalls During the Development of Performance IndicatorsSome of the pitfalls faced when developing perfor-
mance indicators are:
• Obsessivemeasurement
• Nondirectedmeasurement–measurebecausewecan
• Lackofownershipofresults
• Measurementsnotlinkedtobusinessobjectives
Itisrecommendedtostartwithaminimumnumberof
highlyrelevantperformanceindicatorsandtoaddor
changethem,asrequired,tovalidate,direct,intervene,or
justifyongoingprograminvestmentandcontinuity.
Why Use Performance Indicators in Processes?
• Measurementsareknowledge.
• Processesarecontrolled.
• Improvementpointsareidentified.
• Facts,insteadofopinions,becomeknown.
• Therearelinkswithpolicyandstrategy.
• Businessdecisionsaresupported.
It is recognized that the use of Service Management tools is essential for the success of all but the very smallest process implementations. however, it is important that the tool(s) being used support the processes, not the other way around. As a rule, don’t modify processes to fit the tool.
With today’s sophisticated levels of integrated Service Management applications, it is important to work closely with your technology partner to understand possible process functionality limitations that might be expensive to recode and support, as required. These decisions and limitations may need to be taken into account when designing your processes.
9. Technology 9.1 Service Design Tools
• Assistwithautomatinghardware,software,environment,
process,anddatadesigns.
• Speedupthedesignprocess.
• Ensurethatstandardsandconventionsarefollowed.
• Offerprototyping,modeling,andsimulationfacilities.
• Enable“Whatif?”scenariostobeexamined.
• Enableinterfacesanddependenciestobecheckedand
correlated.
• Validatedesignsbeforetheyaredevelopedandimplementedto
ensurethattheysatisfyandfulfilltheirintendedrequirements.
Source: Service Design - Cabinet Office, 2011
• Serviceachievement,ServiceLevel
Agreement(SLA),OperationalLevel
Agreement(OLA),contractualandsupplier
measurement,reporting,andmanagement
• ConsolidatedmetricsandMetricsTrees,
withviewsfrommanagementdashboards
downtodetailedcomponentinformation,
performanceandfaultanalysis,and
identification
• Consistentandconsolidatedviewsacross
allprocesses,systems,technologies,and
groups
• Acomprehensivesetofsearchand
reportingfacilities,enablingaccurate
informationandanalysisforinformed
decision-making
• ManagementofServicecosts
• Managementofrelationships,interfaces,
andinterdependencies
• ManagementoftheServicePortfolioand
ServiceCatalogue
• ConfigurationManagementSystem(CMS)
• CMDB
• ServiceKnowledgeManagementSystem
(SKMS)
9.2 Tools to Support the Service Lifecycle
A Statement of Requirements (SoR) is essential for
use during the selection process. This can be used as
a check list, categorized using the MoSCoW analysis:
MUST have thisM
S
C
W
SHOULD have this if at all possible
COULD have this if it does not aff ect anything else
WON’T have this time but WOULD like in the future
Source: Service Design - Cabinet Offi ce, 2011
• Breadthanddepthoffunctionality
• Flexibilityinimplementation,usage,
anddatasharing
• Implementationcomplexity
• Easeofuseandqualityandextent
ofsuppliertraining
• Qualityofmanagementinformation
producedasstandard
• Easewithwhichdatacanbeanalyzed
andpresented
• Datastructure,handling,andintegration
• Distributeddatainputpluscentraldataview
• Experienceandcommitmentofthe
suppliertobestpractices
• Databackupandsecurity
• Cost
9.3 Service Management Tools
The exact requirements for the tool must be considered. You need to check what the man-datory requirements and the desired requirements are. There are many integrated tools in the marketplace to enable the Service Management processes and provide integration between the processes.
Some aspects that organizations should consider when evaluating Service Management tools:
SHOrT lISTING
WHATREQUIREMENTS IDeNTIFY PrODuCTS SeleCTION CrITerIa
eValuaTe PrODuCTS
SCOrINGraNK THe PrODuCTSSeleCT a PrODuCT
Identifyyourtoolrequirementsbefore
researchingproducts.Someofyour
researchmayresultinnewrequire-
ments.Completethisiterativeprocess
(ifrequired)beforedefiningyour
selectioncriteria.
9.4 The Tool Evaluation Process
Source: Service Design - Cabinet Offi ce, 2011
SErVICE STrATEGy
Providesguidanceon
designing,developing,
andimplementingService
Management,notonlyasan
organizationalcapabilitybut
alsoasastrategicasset.
SErVICE DESIGN
Providesguidanceonthe
designanddevelopmentof
ServicesandServiceManage-
mentprocesses.Itcovers
designprinciplesandmeth-
odsfortranslatingstrategic
objectivesintoportfoliosof
servicesandServiceAssets.
SErVICE TrANSITION
Providesguidanceonthe
developmentandimprove-
mentofcapabilitiesfortran-
sitioningnewandchanged
Servicesintooperations.It
alsoprovidesguidanceon
howtherequirementsofSer-
viceStrategy,asarchitected
inServiceDesign,arefinally
realizedinServiceOperations
whilecontrollingtherisksof
failureanddisruption.
SErVICE OPErATION
Achieveseffectivenessand
efficiencyinthedeliveryand
supportofServices,forensur-
ingvalueforthecustomer
andtheServiceProvider.
MaintainsstabilityinService
operationswhileallowing
forChangesindesign,scale,
scope,andServicelevels.
CONTINUAL SErVICE IMPrOVEMENTProvidesguidanceoncreat-
ingandmaintainingvalue
forcustomersthroughthe
provisionofapproachesand
methodstoachieveimprove-
mentsinServicequality,
operationalefficiency,and
businesscontinuity.
Source: ITIL Books - Cabinet Office, 2011
Provides an overview of ITIL to participants and helps them understand why organizations use ITIL.
Focuses on selective subjects and helps practitioners attain the required level of knowledge. Both Intermediate
streams assess an individual’s comprehension and application of the concepts of ITIL. Candidates are able to take
units from either of the Intermediate streams, which give them credits toward ITIL Expert. These streams are.
a. The Lifecycle stream: Is built around the five core Cabinet Office books, namely, Service Strategy, Service
Design, Service Transition, Service Operation, and Continual Service Improvement.
b. The Capability stream: Is built around four clusters: Planning, Protection, and Optimization(PPO); Service
Offerings and Agreement(SOA); Release, Control, and Validation(RCV); and Operational Support and
Analysis(OSA).
The Managing across the Lifecycle course brings together the full essence of the Lifecycle approach to Service
Management. After someone has gained the requisite credits through their education at
the Foundation, Intermediate, and Managing across the Lifecycle levels, they will be awarded
ITIL Expert certification.
Assesses an individual’s ability to apply and analyze the ITIL concepts in new areas.
F O U N D AT I O N L E V E L
I N T E R M E D I AT E L E V E L
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