ITIL V3 Foundation - v1.3 Copyright by ITSM CENTER Ltd. Page 1 ITIL® is a registered trademark of the OGC – the Office of Government Commerce. ITIL V3 Foundation 1 ITIL® is a registered trademark of the OGC – the Office of Government Commerce. Housekeeping • Start and end times • Facilities • Lunch and breaks • Rules for cell phones and pagers, etc. • Group discussion and participation are encouraged • Before examination further self-study is recommended 2
Transcript
ITIL V3 Foundation - v1.3 Copyright by ITSM CENTER Ltd. Page 1
ITIL® is a registered trademark of the OGC – the Office of Government Commerce.
ITIL V3 Foundation
1
ITIL® is a registered trademark of the OGC – the Office of Government Commerce.
Housekeeping
• Start and end times
• Facilities
• Lunch and breaks
• Rules for cell phones and pagers, etc.
• Group discussion and participation are encouraged
• Before examination further self-study is recommended
2
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ITIL® is a registered trademark of the OGC – the Office of Government Commerce.
Please Introduce Yourself
• Your name• Your role
• Your background and experience
• Your ITIL knowledge• Your personal objectives for the course
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Course Objectives
To provide a basic understanding of the phases of the ITIL V3 Service Lifecycle and to prepare you to pass the examination.
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Course agenda• Day 1:
– Introduction to the ServiceLifecycle
– Excercise
– Service Strategy
• Day 2:– Service Design
– Service Transition
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• Day 3– Service Operation
– Continual Service Improvement
– Excercise / simulation– Mock exam
– Exam
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Definition of ITIL
– Provides a comprehensive, consistent and coherent set of best practices focused on the management of IT service processes
– Promotes a quality approach to achieving business effectiveness and efficiency in the use of information systems
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Turning IT into business value...
ITIL offers systematic approach to the delivery of IT services. It gives a detailed description of most of the important process in an IT organization, and includes checklists for tasks, procedures and responsibilities which can be used as a basis for tailoring to the needs of individual organizations.
The context of this publication is the ITIL framework as a source of good practice in service management. ITIL is used by organizations worldwide to establish and improve capabilities in service management. ISO/IEC 20000 provides a formal and universal standard for organizations seeking to have their service management capabilities audited and certified. While ISO/IEC 20000 is a standard to be achieved and maintained, ITIL offers a body of knowledge useful for achieving the standard.
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Parties Involved
• Office Of Government Commerce (OGC)
• The Stationery Office (TSO)
• APM Group (APMG)
• Information System Examination Board (ISEB)
• Examination Institute for Information Science (EXIN)
• IT Service management Forum (itSMF)
• Practitioner Organisations
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Office Of Government Commerce (OGC) The Office of Government Commerce (OGC) is an independent office of the Treasury reporting to the Chief Secretary. The OGC owns and maintains the ITIL framework.
APM Group (APMG) APMG is an Accreditation, Certification and Qualification organisation that is the official ITIL accreditor for OGC. APMG is licensed by the OGC to offer certification.
The Stationery Office (TSO) TSO is the OGC’s official publisher for ITIL books.
Information System Examination Board (ISEB) Information Systems Examinations Board (ISEB) qualifications add value to professional careers by providing both the means and the platform for recognition and enhanced career development.
Examination Institute for Information Science (EXIN) Examination Institute for Information Science (EXIN), the global IT examination provider, is an independent organisation establishing educational requirements, and developing and organising examinations in the field of Information Technology. EXIN is well known worldwide for its ITIL certificates in IT Service Management.
IT Service Management Forum (itSMF) itSMF is the only truly independent and internationally recognised forum for IT Service Management professionals worldwide. This not-for-profit organisation is a prominent player in the ongoing development and promotion of IT Service Management best practice standards and qualifications and has been since 1991.
Practitioner Organisations ITIL is industry independent and is used by organisations around the globe. These organisations have implemented ITIL and have contributed to its dissemination.
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Sources Of Good Practice
Good Practice: That which is considered within an industry to be acceptable to meet that industry’s main objectives while also enabling the organisation utilising the practice to meet external legislative and legal requirements. Good practices are guidelines, activities or principles that are widely recognised as models to strive toward as the organisation embarks on a continual improvement initiative. Sources: There are many sources of good practice, for example: • Standard Practice: A mandatory requirement. Examples include ISO/IEC 20000 (an international
standard), an internal security standard for UNIX configuration, or a government standard for how financial records should be maintained. The term Standard is also used to refer to a Code of Practice or Specification published by a Standards Organisation such as ISO or BSI
• Industry Practices: What is common practice within an industry • Academic Research: Educational organisations contribute through specific studies on various
industries, resulting in statistical information and published works that can be applied to the industry
• Training and Education: The knowledge of public frameworks is more likely to be widely distributed among a large community of professionals through publicly available training and certification. It is easier for organisations to acquire such knowledge through the labor market
• Internal Experience: Within any organisation, there are subject matter experts who know how practices have been applied and how they have worked within the organisation
Drivers: Drivers are events or activities that create the need to adopt a practice. Depending on the driver, some practices may be more desirable, or of higher priority than others. • Substitutes: Replacing one item with another but similar “fit-for-purpose” item • Regulators: Both internal and external authorities that have been designated to watch and report
on the quality and performance of processes • Customers: Those who need, consume and require services Enablers: Enablers assist in the carrying out of activities within a practice. • Employees: The people within the organisation who carry out the activities of one or more
processes • Customers: Those who need, consume and require services • Suppliers: External organisations that provide goods and services that are required by an
organisation. In many cases suppliers have adopted practices that influenced quality that in turn were then adopted by their customers
• Advisors: Consultants and subject matter experts are often contracted to assist an organisation in the adoption of practices
• Technology: Organisations are dependant on technology to assist in the effective repeatable execution of activities that are required to carry out processes within a practice
Scenarios: There are many different situations that will cause an organisation to focus on some areas of practices versus others. • Competition: For organisations that have a high drive to excel above others in the same industry
or sector, good practice can be seen as a way to achieve the lead or improve the current position • Compliance: Ensuring that a standard or set of guidelines is followed, or that proper, consistent
accounting or other practices are being employed • Commitment: An organisation's effectiveness in the adoption of any practice will directly depend
on management’s level of dedication and its capability to mobilise people toward its adoption
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Frameworks and standards
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Operation Transition
Strategy
Design
Improvement
ISO/IEC 20000 ISO/IEC 20000 is the international standard for IT Service Management. Quality in IT Service Management is one of the most important prerequisites for delivering services that are noticed and highly rated by the business. The ISO/IEC 20000 standard specifies a series of minimum requirements that all service providers should meet. It provides an independent baseline from which further service improvement can be made. ISO 9001 ISO 9000 is a family of standards for quality management systems. ISO 9000 is maintained by ISO, the International Organization for Standardization and is administered by accreditation and certification bodies. ISO/IEC 27001 It is intended to be used in conjunction with ISO/IEC 27002, the Code of Practice for Information Security Management, which lists security control objectives and recommends a range of specific security controls. Organizations that implement an ISMS in accordance with the best practice advice in ISO/IEC 27002 are likely to simultaneously meet the requirements of ISO/IEC 27001 but certification is entirely optional (unless mandated by the organization's stakeholders). ISO/IEC 19770 ISO/IEC 19770-1 is a framework of Software Asset Management (SAM) processes to enable an organization to prove that it is performing software asset management to a standard sufficient to satisfy corporate governance requirements and ensure effective support for IT service management
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overall. This part of ISO/IEC 19770-1 describes the life cycle processes for the management of software and related assets. COBIT – Control Objectives for Information and related Technology COBIT has 34 high level processes that cover 210 control objectives categorized in four domains: Planning and Organization, Acquisition and Implementation, Delivery and Support, and Monitoring and Evaluation. COBIT provides benefits to managers, IT users, and auditors. Managers benefit from COBIT because it provides them with a foundation upon which IT related decisions and investments can be based. Decision making is more effective because COBIT aids management in defining a strategic IT plan, defining the information architecture, acquiring the necessary IT hardware and software to execute an IT strategy, ensuring continuous service, and monitoring the performance of the IT system. IT users benefit from COBIT because of the assurance provided to them by COBIT's defined controls, security, and process governance. COBIT benefits auditors because it helps them identify IT control issues within a company’s IT infrastructure. It also helps them corroborate their audit findings. CMMI – Capability Maturity Model Integration Capability Maturity Model Integration (CMMI) in software engineering and organizational development is a process improvement approach that provides organizations with the essential elements for effective process improvement. It can be used to guide process improvement across a project, a division, or an entire organization. CMMI helps integrate traditionally separate organizational functions, set process improvement goals and priorities, provide guidance for quality processes, and provide a point of reference for appraising current processes. EU 8th Directive The 8th Company Law Directive is focusing on statutory audit of annual accounts and consolidated accounts and amends Council Directives 78/660/EEC and 83/349/EEC. Its objectives are to restore credibility of financial reporting and to enhance the EU's protection against the type of scandals that occurred in the past at companies. SOX – Sarbanes-Oxley Act The Act establishes a new quasi-public agency, the Public Company Accounting Oversight Board, or PCAOB, which is charged with overseeing, regulating, inspecting, and disciplining accounting firms in their roles as auditors of public companies. The Act also covers issues such as auditor independence, corporate governance, internal control assessment, and enhanced financial disclosure. Basel II The purpose of Basel II, which was initially published in June 2004, is to create an international standard that banking regulators can use when creating regulations about how much capital banks need to put aside to guard against the types of financial and operational risks banks face. Advocates of Basel II believe that such an international standard can help protect the international financial system from the types of problems that might arise should a major bank or a series of banks collapse. In practice, Basel II attempts to accomplish this by setting up rigorous risk and capital management requirements designed to ensure that a bank holds capital reserves appropriate to the risk the bank exposes itself to through its lending and investment practices. eTOM – Telecom Operations Map The eTOM (enhanced Telecom Operations Map), published by the TM Forum, is a guidebook, the most widely used and accepted standard for business processes in the telecommunications industry. The eTOM model describes the full scope of business processes required by a service provider and defines key elements and how they interact. eTOM is a common companion of ITIL, an analogous standard or framework for best practices in information technology.
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Definition Of A Service
Services are a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.
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Example
Take for example a accommodation service in hotel. You can use service in the means of bed and breakfast. You can also use other services provided by hotel such as internet access, conference facilities, dinner, etc. without the ownership of this services and costs for delivery of this services. Each service is specialized to support a particular type of outcome for customers.
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Definition Of Service Management
Service Management is a set of specialisedorganisational capabilities for providing value to customers in the form of services.
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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 specializations in strategy, design, transition, operation, and continual improvement. The capabilities represent a service organization’s capacity, competency, and confidence for action. The act of transforming resources into valuable services is at the core of service management. Without these capabilities, a service organization is merely a bundle of resources that by itself has relatively low intrinsic value for customers.
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Definition of process
• A process is a set of coordinated activities combining andimplementing resources and capabilities in order to producean outcome, which, directly or indirectly, creates value for anexternal customer or stakeholder.
• A process includes all roles, responsibilities, resources andmanagement controls that are needed to deliver reliableoutput.
• Processes are strategic assets when they create competitiveadvantage and market differentiation.
• Processes are examples of closed-loop systems.
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Control processes in which the value of the outcome has influence (with or without some delay) on the process input in such a manner as to maintain the desired value are closed-loop. Closed-loop solutions, however, are based on compensating feedback. A well-designed household air-conditioner or furnace leaves the home too cool or too warm – unless regulated by the feedback of a thermostat. It is an outcome-based mindset.
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Process ModelProcess Control
ProcessOwner
ProcessDocumentation
ProcessFeedback
ProcessObjectives
Process Enablers
ProcessResources
ProcessCapabilities
TriggersProcess
ProcessInputs
ProcessOutputs
Activities
Work Inst.
Metrics
Improvements
Roles
ProceduresIncludingProcess Reports& Reviews
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ProcessPolicy
The process should be owned by a process owner. This process owner is responsible for the process, for its improvement and for ensuring that the process meets its objectives.
The generic process elements show that data enters the process, is processed and becomes an output. The outcome is then measured and reviewed. A process is always organised around a set of objectives. The main outputs from the process should be driven by the objectives and should always include process measurements (metrics), reports and process improvement. The output produced by a process must conform to operational norms that are derived from business objectives.
Norms define certain conditions that the results should meet. Measuring allows a comparison between what has actually been done and what the organisation is set out to do. Measurement also helps to identify and implement improvements within the process.
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The Characteristics Of Processes
Responds To Specific Event
Measurable
Specific Results
Customers
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0
2
4
6
Processes are measurable – we are able to measure the process in a relevant manner. It is performance driven. Managers want to measure cost, quality and other variables while practitioners are concerned with duration and productivity.
They have specific results – the reason a process exists is to deliver a specific result. This result must be individually identifiable and countable. While we can count changes, it is impossible to count how many Service Desks were completed. So change is a process and Service Desk is not: it is a function.
Processes have customers – every process delivers its primary results to a customer or stakeholder. They may be internal or external to the organization but the process must meet their expectations.
They respond to specific events – while a process may be ongoing or iterative, it should be traceable to a specific trigger.
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FunctionsFunctions are units of organizations specialized to performcertain types of work and be responsible for specific outcomes.
RolesA set of responsibilities, activities and authorities granted to aperson or team. A Role is defined in a Process. One person orteam may have multiple Roles, for example the Roles ofConfiguration Manager and Change Manager may be carried outby a single person
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Generic Roles Throughout The Stages
Service ManagerService OwnerProcess Owner
RACI Matrix
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Service Manager
• Manages the development, implementation, evaluation and on-going management of new and existing products and services
• Responsibilities include: – Delivery and full lifecycle management of products and/or services – Business Strategy development– Competitive market assessment/benchmarking– Financial and internal customer analysis– Vendor Management– Inventory Management– Internal Supplier Management– Cost Management
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Service Managers are accountable for managing very complex projects in order to achieve objectives and strategies and strive for global leadership in the marketplace. In order to attain this goal, they must evaluate new market opportunities, operating models, technologies and the emerging needs of customers in a company with international scope. At this level, Service Managers are recognised as global product/service experts. They drive the decision making processes, manage product/service objectives and strategies, hold internal and external suppliers accountable via formal agreements, and provide the integration of individual product plans and new technologies into a seamless customer focused services. Service Managers may also be required to coach other managers (Service Owners, Process Owners) with differing levels of expertise for managing a business function or a particular product/service, within a specified product/service family.
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Service Owner
• The Service Owner is accountable for a specific service within an organisation regardless of where the underpinning technology components, processes or professional capabilities reside
• Service ownership is as critical to Service Management as establishing ownership for processes which crosses multiple vertical silos or departments
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The Service Owner is responsible to the Customer for the initiation, transition and ongoing maintenance and support of a particular service. The Service Owner has the following responsibilities:
• Act as prime Customer contact for all service related enquiries and issues • Ensure that the ongoing service delivery and support meet agreed Customer requirements • Identify opportunities for Service Improvements, discuss them with the Customer and raise
the Request for Change (RFC) for assessment, if appropriate • Liaise with the appropriate Process Owners throughout the Service Management lifecycle • Solicit required data, statistics and reports for analysis and facilitate effective service
monitoring and performance • Accountable to the IT Director for the delivery of the service
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Process Owner
• The person accountable for ensuring that the process is being performed according to the agreed and documented process and is meeting the aims of the process definition:– Accountable for the overall quality of the process
– Oversees the management of, and organisational compliance to, the process
– Performs role of Process Champion, Design Lead, Advocate, Coach and Protector
– Should be a senior-level manager with credibility, influence and authority
– Required to have the ability to influence and ensure compliance to the policies and procedures
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The process owner is accountable for ensuring that the process is being performed according to the agreed and documented process and is meeting the aims of the process definition. Tasks include:
• Documenting and publicizing the process • Defining the Key Performance Indicators (KPIs) for the process • Reviewing and taking action on KPIs • Improving the process • Reviewing proposed enhancements to the process • Providing input into the Service Improvement Program/Plan (SIP) • Addressing issues with the running of the process • Ensuring that staff are trained and are aware of their process roles • Ensuring that the process and its associated roles and responsibilities are regularly reviewed
and audited • Ensuring that the process receives the needed staff resources
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RACI Model
R Responsible
– The one responsible for getting the job done
A Accountable
– The one person who has the authority for the decision, activity or process results
C Consulted
– Involvement through input of knowledge and information
I Informed
– Receiving information about process execution and quality
Activities andDecisions
ServiceManager
ChangeManager
Problem Manager
Incident Manager
Decision 1 AR C I I
Activity 1 A R I C
Activity 2 I C AR R
Activity 3 I A R I
Decision 2 R A I I
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R responsible Correct execution of process and activities The one for getting the job done
A accountable Ownership of quality, and end result of process The one person who has the ultimate authority for the decision,
activity or process design C consulted Involvement through input of knowledge and information I informed Receiving information about process execution and quality
Points for consideration:
• Have only one “A” per activity • The “A” should remain with the same role • Do not equate the role with the individual • Avoid having too many “R” for an activity • Avoid having too many “R” for a role • Avoid having too many “C” for an activity • Not having any “C” or “I” for a group of activities • Avoid having too many “I” for a role
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4 P’s of Service Strategy
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Perspective Positions
Strategy
Patterns Plans
Vision and mission‘We will be a best-in-class service provider for our law firm.’
Ongoing actions and adjustments‘Decisions on portfolios, technology, sourcing, training and promotions are to be consistent with our position.’
Policies and distinctiveness‘Differentiate ourselves through our attorney-centric service offerings and legal industry know-how.’
Method and execution‘Achieve this position through well understood steps and by an agreed date and budget.’
Perspective – describes a vision and direction. A strategic perspective articulates the business philosophy of interacting with the customer or the manner in which services are provided. For example, a shared service provider (Type II) for a global law firm may adopt the strategic perspective of, ‘We will be a best-in-class service provider for our law firm’. The CIO determined that his business most values a certain type of service provider. By setting a perspective of competing against other industry-specific providers he not only narrows the field of competing alternatives, but also cements his own distinctiveness in the minds of his customers (Figure 3.26).
Position – describes the decision to adopt a well-defined stance. Should the provider compete on the basis of value or low cost? Specialized or broad sets of services? Should value be biased towards utility or warranty? An internal service provider (Type I) restricted to serving one business unit may adopt a position based on ‘product know-how’ or ‘customer responsiveness’. The law firm CIO may adopt a needs-based position: attorney-centric offerings for knowledge, collaboration and document management services.
Plan – describes the means of transitioning from ‘as is’ to ‘to be’. A plan might detail, ‘How do we offer high-value or low-cost services?’ Or in the case of our law firm CIO, ‘How do we achieve and offer our specialized services?’
Pattern – describes a series of consistent decisions and actions over time. A service provider who continually offers specific services with deep expertise is adopting a ‘high-value’ or ‘high-end’ service strategy. A service provider who continually offers dependable and reliable services is adopting a ‘high-warranty’ strategy. If mid-course corrections are to be made within the framework of an existing perspective and position, this is where those decisions and actions are formulated. The law firm CIO, for example, may decide to offer the same specialized services but with enhanced levels of client privacy (warranty).
S E R V I C E
S T R A T E G Y
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Type I: Internal Service Provider
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(Corporate Business Function)
Corporate
MarketingR&D Strategic planning
Government Affairs
Coatings(BU)
Plastics (BU)
Textiles (BU)
Human resourcesFinance & adminCustomer care
IT
Human resourcesFinance & adminCustomer care
IT
Human resourcesFinance & adminCustomer care
IT
Type I providers are typically business functions embedded within the business units they serve. The business units themselves may be part of a larger enterprise or parent organization. Business functions such as finance, administration, logistics, human resources, and IT provide services required by various parts of the business. They are funded by overheads and are required to operate strictly within the mandates of the business. Type I providers have the benefit of tight coupling with their owner-customers, avoiding certain costs and risks associated with conducting business with external parties.
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Type II: Shared Service Unit
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Servicecatalogue
Corporate
(Corporate Business Function)
Coatings (BU)
Plastics(BU)
Textiles (BU)
Business Services(Shared Services Unit)
Human Resources
Finance & Administration
Customer Care
Logistics
Information Technology
BU: Business UnitSSU: Shared Services Unit
Servicecatalogue
Servicecatalogue
Servicecatalogue
Servicecatalogue
Functions such as finance, IT, human resources, and logistics are not always at the core of an organization’s competitive advantage. Hence, they need not be maintained at the corporate level where they demand the attention of the chief executive’s team.Instead, the services of such shared functions are consolidated into an autonomous special unit called a shared services unit (SSU). This model allows a more devolved governing structure under which SSU can focus on serving business units as direct customers. SSU can create, grow, and sustain an internal market for their services and model themselves along the lines of service providers in the open market. Like corporate business functions, they can leverage opportunities across the enterprise and spread their costs and risks across a wider base. Unlike corporate business functions, they have fewer protections under the banner of strategic value and core competence. They are subject to comparisons with external service providers whose business practices, operating models and strategies they must emulate and whose performance they should approximate if not exceed. Performance gaps are justified through benefits received through services within their domain of control.
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Type III: External Service Provider
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Corporate
(Corporate Business Function)
Coatings (BU)
Plastics(BU)
Textiles (BU)
External Providers
Servicecatalogue
Servicecatalogue
Servicecatalogue
Servicecatalogue
Servicecatalogue
Alpha Co.
Beta Inc.
Gamma Ltd.
Delta Plc.
The business strategies of customers sometimes require capabilities readily available from a Type III provider. The additional risks that Type III providers assume over Type I and Type II are justified by increased flexibility and freedom to pursue opportunities. Type III providers can offer competitive prices and drive down unit costs by consolidating demand. Certain business strategies are not adequately served by internal service providers such as Type I and Type II. Customers may pursue sourcing strategies requiring services from external providers. The motivation may be access to knowledge, experience, scale, scope, capabilities, and resources that are either beyond the reach of the organization or outside the scope of a carefully considered investment portfolio. Business strategies often require reductions in the asset base, fixed costs, operational risks, or the redeployment of financial assets. Competitive business environments often require customers to have flexible and lean structures. In such cases it is better to buy services rather than own and operate the assets necessary to execute certain business functions and processes. For such customers, Type III is the best choice for a given set of services.
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Value Creation
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Value
Percetion
BusinessoutcomePreferences
Value is defined not only strictly in terms of the customer’s business outcomes: it is also highly dependent on customer’s perceptions. Perceptions are influenced by attributes of a service that are indications of value, present or prior experiences with similar attributes, and relative endowment of competitors and other peers. Perceptions are also influenced by the customer’s self-image or actual position in the market, such as those of being an innovator, market leader, and risk-taker. The value of a service takes on many forms, and customers have preferences influenced by their perceptions. Definition and differentiation of value is in the customer’s mind.
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Value Creation
• Marketing mindset– 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?
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What are the outcomes that matter? How are they identified and ranked in terms of customer perceptions and preferences? Effectiveness in answering such questions requires a marketing mindset, which is quite different from engineering and operations mindsets. Rather than focusing inward on the production of services, there is a need to look from the outside in, from the customer’s perspective.
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Utility & Warranty
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Fit for Purpose ?
Fit for Use ?
Value CreatedAND
AND
OR
Performance Supported ?
Constraints Removed ?
Available Enough?
Large Enough?
Continuous Enough?Secure
Enough?
Utility
Warranty
Utility is derived from the attributes of a service that have a positive effect on the performance of activities, objects and tasks associated with desired outcomes. Removal or relaxation of constraints on performance is also perceived as a positive effect.
Warranty is derived from the positive effect of the service being available when needed and in sufficient capacity or magnitude. It also refers to the dependability of the service in terms of continuity and security. Utility is about what the customer gets. Warranty is about how the service is delivered to the customer.
Both Utility and Warranty are necessary for Value. Customers cannot benefit from something that is fit for purpose (Utility) but not fit for use (Warranty) and vice versa. When the Utility of a service is not backed up by Warranty, customers worry about possible losses due to poor service quality more than the possible gains from receiving the promised Utility. To allay such concerns and influence customer perceptions of possible gains and losses, it is important that the value of a service is fully described in terms of Utility and Warranty.
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Service Unit
Service AssetManagement
Processes
Organisation
Knowledge
People
Information
Applications
Infrastructure
Financial Capital
Capabilities
Resources
Goods/ServicesBusiness
Create Value
Generates Returns
Resources
Capabilities
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Resources and capabilities are types of assets. Organizations use them to create value in the form of goods and services. Resources are direct inputs for production. Management, organization, people, and knowledge are used to transform resources. Capabilities represent an organization’s ability to coordinate, control, and deploy resources to produce value. They are typically experience-driven, knowledge-intensive, information-based, and firmly embedded within an organization’s people, systems, processes and technologies. It is relatively easy to acquire resources compared to capabilities.
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Resources and Capabilities
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• Resources:• Considered to be assets of an organization• It includes: IT Infrastructure, people, money or anything else that might
help deliver and IT service
• Capability:• Considered to be intangible assets of an organization
• Is the ability of a service organization, person, process, application, configuration item or IT service to carry out activity
• Cababilities represents an organization’s ability to coordinate, controland deploy resources to produce value
Capabilities are developed over time. The development of distinctive capabilities is enhanced by the breadth and depth of experience gained from the number and variety of customers, market spaces, contracts, and services. Experience is similarly enriched from solving problems, handling situations, managing risks, and analysing failures. For example, the combination of experience in a market space, reputation among customers, long-term contracts, subject matter experts, mature processes, and infrastructure in key locations, results in distinctive capabilities difficult for alternatives to offer. This assumes the organization captures knowledge and feeds it back into its management systems and processes. Investments in learning capabilities are particularly important for service providers for the development of strategic assets.
Service providers need to develop distinctive capabilities to retain customers with value propositions that are hard for competitors to duplicate. For example, two service providers may have similar resources such as applications, infrastructure, and access to finance. Their capabilities, however, differ in terms of management systems, organization structure, processes, and knowledge assets. This difference is reflected in actual performance.
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Risk Management
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Identify the Risks
Identify probablerisk owners
Evaluate the risks
Set acceptablelevels of risks
Identify suitableresponses to risks
Embed and review
Gain assuranceabout effectiveness
Implementresponses
Define a framework
MANAGEMENT of RISK RISK ANALYSIS
Every organization manages its risk, but not always in a way that is visible, repeatable and consistently applied to support decision making. The task of management of risk is to ensure that the organization makes cost-effective use of a risk framework that has a series of well-defined steps. The aim is to support better decision making through a good understanding of risks and their likely impact. There are two distinct phases: risk analysis and risk management.
Risk analysis is concerned with gathering information about exposure to risk so that the organization can make appropriate decisions and manage risk appropriately.
Management of risk involves having processes in place to monitor risks, access to reliable and up-to-date information about risks, the right balance of control in place to deal with those risks, and decision-making processes supported by a framework of risk analysis and evaluation.
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Service Model
• Documents and describes how service assets interact with other service assets or business assets
• Captures the structure and dynamics of the interaction required to deliver a service strategy to create value in a market space
• Describes how outcomes will be achieved through the workings of the model including the underlying service asset utility and warranty
• A Service Model is made up of:– Activities– Flows of resources– Coordination– Interactions of patterns of business activity
– Demand Patterns– Exceptions and variations
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Service models codify the service strategy for a market space. They are blueprints for service management processes and functions to communicate and collaborate on value creation. Service Models describe how service assets interact with customer assets and create value for a given portfolio of contracts. Interaction means demand connects with the capacity to serve. Service agreements specify the terms and conditions in which such interaction occurs with commitments and expectations on each side. The outcomes define the value to be created for the customer, which itself rests on the utility provided to customers and the warranty.
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Service Strategy Activities
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Define the market Develop the Offerings
Prepare for Execution Develop Strategic Assets
Service Strategy
Define the market:
Services and strategy. Understanding the customer. Understanding the opportunities. Classifying and visualizing services.
Develop the offerings:
Market space / The consumers’ market.
Outcome-based / Results-oriented definition of services.
Service portfolio, pipeline and catalogue.
Develop strategic assets:
Service Management as a closed-loop control system.
Service Management as a strategic asset.
o Increasing the service potential.
o Increasing performance potential.
o Demand, capacity and cost
Prepare for execution: Strategic assessment. Setting objectives. Aligning service assets with customer
outcomes. Defining Critical Success Factors
(CSFs). Critical Success Factor and competitive
analysis. Prioritizing investments. Exploring business potential. Alignment with customer needs. Expansion and growth. Differentiations in market spaces.
S E R V I C E
S T R A T E G Y
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Roles In Service Strategy
• Chief Sourcing Officer
• Director of Service Management
• Contract Manager
• Product Manager
• Business representative
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Chief Sourcing Office Champions the sourcing strategy and the sourcing office while working closely with the CIO to develop a sourcing strategy.
Director Of Service Management Senior executive who understands the business and defines, plans, purchases and manages all aspects of service delivery on behalf of business units.
Contract Manager Constructs, negotiates, monitors and manages the legal and commercial contract on behalf of the sourcing organization.
Product Manager Defines, plans, purchases and manages sourced elements of the service and performance on behalf of sourcing organization.
Business Representative Primary service recipient on behalf of each Business Unit who defines business requirements, monitors services, raises service requests and owns budgets.
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The Funding Lifecycle
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Funds
Resources
Output Value
The IT financial cycle starts with funding applied to resources that create output. That output is identified as value by the customer, and this in turn induces the funding cycle to begin again.
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Service Portfolio Management
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Objectives & Scope
• Describes Service Provider services in terms of business value
• Provides a means of comparing service competitiveness across alternate providers
• Provides a framework for making service priority decisions
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S E R V I C E
S T R A T E G Y
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The Service Portfolio
Market Spaces
CustomersBusiness
Needs
Service Design
Continual Service Improvement
Service Operation
Service Transition
Third Party Catalogue
Retired Services
Service Pipeline
Service Catalogue
Portfolio Decisions
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Common pool of resources
Resourcesengaged
Resourcesreleased
The Service Portfolio represents the commitments and investments made by a service provider across all customers and market spaces. It represents present contractual commitments, new service development, and ongoing service improvement plans initiated by Continual Service Improvement. The portfolio also includes third-party services, which are an integral part of service offerings to customers. Some third-party services are visible to the customers while others are not.
The Service Portfolio represents all the resources presently engaged or being released in various phases of the Service Lifecycle. Each phase requires resources for completion of projects, initiatives and contracts. This is a very important governance aspect of Service Portfolio Management (SPM). Entry, progress and exit are approved only with approved funding and a financial plan for recovering costs or showing profit as necessary. The Portfolio should have the right mix of services in the pipeline and catalogue to secure the financial viability of the service provider. The Service Catalogue is the only part of the Portfolio that recovers costs or earns profits. The Service Portfolio is divided into three phases:
The Service Pipeline phase consists of services under development for a given Market Space or Customer. These services will be phased into operation by Service Transition after completion of Design, Development and Testing.
The Service Catalogue is the subset of the Service Portfolio that is visible to Customers. It consists of services presently active in the Service Operation phase as well as those services approved for offering to current or prospective Customers.
Retired Services are services in the Service Catalogue that are phased out or retired. The act of phasing out a service is part of Service Transition and ensures that all commitments made to Customers are duly fulfilled and service assets are released from contracts.
S E R V I C E
S T R A T E G Y
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Service Portfolio MethodsService Strategy
Define
Analyse
Approve
Charter
Service Strategy
Define
Analyse
Approve
Charter
Service Strategy
Define
Analyse
Approve
Charter
Service Strategy
Define
Analyse
Approve
Charter
By acting as the basis of a decision framework, a Service Portfolio either clarifies or helps to clarify the following strategic questions:
Why should a customer buy a service? Why should the customer buy this service from us? What are the pricing or chargeback models? What are our strengths, weaknesses, priorities and risks? How should our resources and capabilities be allocated?
Define Define the portfolio – Inventory existing services, develop business cases, identify the data required for the analysis phase Inventory services Business cases
Analyse Analyse each of the investment options on the basis of how well they serve the strategic intent of the organisation Establish strategic intent Establish priorities by allocating services into investment and budget categories
Approve Approvals based on the analysis and an established set of criteria Approve decisions and decision outcomes
Charter Decisions are then communicated and resources allocated Communicate decisions Allocate resources
S E R V I C E
S T R A T E G Y
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Investment categories and budget allocation
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RTB - Run the Business
• Non-Discretionary• Core
GTB - Grow the Business
• Growth• Discretionary
TTB• Venture
Risk
- Transform the Business
Services investments are split between three strategic categories:
Run the business (RTB) – RTB investments are centered on maintaining service operations Grow the business (GTB) – GTB investments are intended to grow the organization’s scope
of services Transform the business (TTB) – TTB investments are moves into new market spaces.
The investment categories are further divided into budget allocations: Venture – create services in a new market space. Growth – create new services in existing market space. Discretionary – provide enhancements to existing services. Non-discretionary – maintain existing services. Core – maintain business critical services.
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Demand Management
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Objectives
64
Optimising the use of Capacity by moving Workload to less utilised times, servers, or places.
Challenges in managing demand for services: • Poorly managed demand is a source of risk for service providers because of uncertainty in
demand. • Insufficient capacity has impact on the quality of services delivered and limits the growth of the
service. • Service level agreements, forecasting, planning, and tight coordination with the customer can
reduce the uncertainty in demand but cannot entirely eliminate it.
S E R V I C E
S T R A T E G Y
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Basic Concepts
• Activity-based Demand Management– Patterns of Business Activity (PBA) and user
profiles
• Service Packages
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Business activities drive demand for services. Customer assets such as People, Processes, and Applications generate patterns of business activity (PBA). PBA define dynamics of a business and include interactions with customers, suppliers, partners and other stakeholders. Services often directly support PBA. Since PBA generate revenue, income and costs they account for a large proportion of business outcomes.
Patterns of business activity (PBA) are identified, codified, and shared across process for clarity and completeness of detail. One or more attributes such as frequency, volume, location and duration describe business activity. They are associated with requirements such as security, privacy and latency or tolerance for delays (Table 5.8). This profile of business activity can change over time with changes and improvements in business processes, people, organization, applications and infrastructure. PBA are placed under change control.
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Demand Management process
66
Demand pattern
Capacity management
plan
Demand management
Delivery scheduleIncentives and
panalties to influence consumption
Pattern of business activity
Business Process
Service Process
Service belt
Business processes are the primary source of demand for services. Patterns of business activity (PBA) influence the demand patterns seen by the service providers. It is very important to study the customer’s business to identify, analyze and codify such patterns to provide sufficient basis for Capacity Management. Visualize the customer’s business activity and plans in terms of the demand for supporting services.
For example, the fulfillment of a purchase order (business activity) may result in a set of requests (demand) generated by the order-to-cash process (business process of customer). Analyzing and tracking the activity patterns of the business process makes it possible to predict demand for services in the catalogue that support the process. It is also possible to predict demand for underlying service assets that support those services. Every additional unit of demand generated by business activity is allocated to a unit of service capacity.
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End of Service Strategy
Questions?
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Question 1
What is the RACI model used for?a) Documenting the roles and relationships of stakeholders
in a process or activity
b) Defining requirements for a new service or process
c) Analysing the business impact of an Incident
d) Creating a Balanced Scorecard showing the overall status of service management
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S E R V I C E
S T R A T E G Y
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Question 2
A process Owner is responsible for which of thefollowing?
a) Purchasing tools to support the process
b) Ensuring that targets specified in SLA are met
c) Carrying out activities defined in the process
d) Ensuring that the process is performed as documented
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Question 3
Functions are best described as?a) A body of knowledge
b) Closed loop systems
c) Self-Contained units of organizations
d) Projects focusing on transformation
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S E R V I C E
S T R A T E G Y
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Question 4
Which statement about Value Creation throughservices is CORRECT?
a) The customer’s perception of the service is an importantfactor in Value Creation
b) The value of a service can only ever be measured in financial terms
c) Delivering customer outcomes is unimportant in thevalue of a service
d) Service provider preferences drive the value perceptionof a service
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Question 5
Which of the following statements is CORRECT for all IT services?
a) They deliver resources and capabilities to customersb) They deliver costs and risks to customers
c) They deliver business solutions to customersd) They deliver value to customers
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S E R V I C E
S T R A T E G Y
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Question 6
“Warranty of service” means?a) The service is fit for purpose
b) There will be no failures in applications and infrastructureassociated with the service
c) All service-related problems are fixed free of charge for a certain period of time
d) Customers are assured of certain levels of availability, capacity, continuity and security
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Question 7
Which of the following is a MAJOR activity in Demand Management?
a) Increasing customer value
b) Understanding patterns of business activity
c) Increasing the value of IT
d) Aligning the business with IT cost
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S E R V I C E
S T R A T E G Y
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Service DesignGoals and Concepts
RolesService Catalogue Management
Service Level ManagementCapacity Management
Availability ManagementIT Service Continuity ManagementInformation Security Management
Supplier Management
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Goals & Objectives
• The main goal of the Service Design stage of the lifecycle is the design of new or changed service for introduction into the live environment (for Service Transition and ServiceOperation)
• Service Design– Takes a holistic approach to the design of IT services, including their
architectures, processes, policies and documentation, to meet current and future agreed business requirements, functionality and quality.
– Considers all aspects and impact of the service including functional, management and operational requirements.
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S E R V I C E
D E S I G N
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Business Value
• Deliver quality, cost effective services, and to ensure that business requirements are being met
• Benefits to the business include:– Reduced Total Cost of Ownership (TCO)– Improved quality of service– Improved consistency of service– Easier implementation of new or changed services– Improved service alignment– More effective service performance– Improved IT governance– More effective Service Management and IT processes– Improved information and decision making
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Reduced Total Cost of Ownership (TCO): cost of ownership can only be minimized if all aspects of services, processes and technology are designed properly and implemented against the design
Improved quality of service: both service and operational quality will be enhanced Improved consistency of service: as services are designed within the corporate strategy,
architectures and constraints Easier implementation of new or changed services: as there is integrated and full Service
Design and the production of comprehensive SDPs Improved service alignment: involvement from the conception of the service, ensuring that
new or changed services match business needs, with services designed to meet Service Level Requirements
More effective service performance: with incorporation and recognition of Capacity, Financial Availability and IT Service Continuity Plans
Improved IT governance: assist with the implementation and communication of a set of controls for effective governance of IT
More effective Service Management and IT processes: processes will be designed with optimal quality and cost-effectiveness
Improved information and decision-making: more comprehensive and effective measurements and metrics will enable better decision-making and continual improvement of Service Management practices in the design stage of the Service Lifecycle.
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Serv
ice
Portf
olio
Serv
ice
Cat
alog
ue
SKMS
The business/customersRequirements
Service Strategy
Service Design
Service Transition
Service Operation
Strategies PoliciesResource & constraints
Objectives from Requirements
Solution Designs
ArchitecturesStandards
SDPs
Transition Plans
Tested solutions
Operational services
Continual Service
Improvement Improvement actions & plans
Key links, inputs and outputs of Service Design
82
All designs and design activities need to be driven principally by the business needs and requirements of the organization. Within this context they must also reflect the needs of the strategies, plans and policies produced by Service Strategy processes, as illustrated on figure above.
This figure gives a good overview of the links, inputs and outputs involved at each stage of the Service Lifecycle. It illustrates the key outputs produced by each stage, which are used as inputs by the subsequent stages. The Service Portfolio acts as ‘the spine’ of the Service Lifecycle. It is the single integrated source of information on the status of each service, together with other service details and the interfaces and dependencies between services. The information within the Service Portfolio is used by the activities within each stage of the Service Lifecycle.
The key output of the Service Design stage is the design of service solutions to meet the changing requirements of the business. However, when designing these solutions, input from many different areas needs to be considered within the various activities involved in designing the service solution, from identifying and analyzing requirements, through to building a solution and SDP to hand over to Service Transition.
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Aspects Of Service Design
There are five (5) major aspects to Service Design• Design of the service solutions
– Requirements, resources and capabilities agreed
• Design of the Service Management systems and tools– especially Service Portfolio Management and Service Controls
• Design of the technology architectures– Architectures and tools required to provide the service
• Design of the processes needed to undertake and deliver the services– Design, Transition, Operation and Improvement
• Design of the measurement systems– Including methods and metrics for services
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The Service Management systems and tools, especially the Service Portfolio: to ensure that this new or changed service is consistent with all other services, and that all other services that interface, support or depend on the new or changed services are consistent with the new service. If not, either the design of the new service or the other existing services will need to be adapted. Also the Service Management systems and tools should be reviewed to ensure they are capable of supporting the new or changed service.
The technology architectures and management systems: to ensure that all the technology architectures and management systems are consistent with the new or changed service and have the capability to operate and maintain the new service. If not, then either the architectures or management systems will need to be amended or the design of the new service will need to be revised.
The processes: to ensure that the processes, roles, responsibilities and skills have the capability to operate, support and maintain the new or changed service. If not, the design of the new service will need to be revised or the existing process capabilities will need to be enhanced. This includes all IT and Service Management processes, not just the key Service Design processes.
The measurement methods and metrics: to ensure that the existing measurement methods can provide the required metrics on the new or changed service. If not, then the measurement methods will need to be enhanced or the service metrics will need to be revised.
There are many activities that have to be completed within the Service Design stage for a new or changed service. A formal and structured approach is required to produce the new service at the right cost, functionality, quality and within the right time frame. This process and its constituent stages are illustrated figure above, together with the other major areas that will need to be involved within the process. This process must be iterative/incremental to ensure that the service delivered meets the evolving and changing needs of the business during the business process development and the IT Service Lifecycle. Additional project managers and project teams may need to be allocated to manage the stages within the lifecycle for the deployment of the new service.
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Designing supporting systems, especially the Service Portfolio
85
The business3
2BusinessProcess 1
98Business
Process 7
Business Unit A Business Unit C
65Business
Process 4
Business Unit B
GFEDCB
SystemH/W
SystemS/W DBMS Networks Environment Data Applications
Infrastructure
(iii)(ii)Support
team (i)
Teams
(iii)(ii)
Supplier (i)
Suppliers
OLAs
Contracts
IT
Supportingservices
Supportingservices
SLAsService A
Service Status Owner …..Service AService BService C
The Service Portfolio
Once a strategic decision to charter a service is made, this is the stage in the Service Lifecycle when Service Design begins architecting the service, which will eventually become part of the Service Catalogue. The Service Portfolio should contain information relating to every service and its current status within the organization.
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Service Portfolio and its contents
86
Service Knowledge Management System
Service Portfolio
Service Lifecycle
Service Pipeline
Service
Status:
Requirements
Defined
Analysed
Approved
Chartered
Designed
Developed
Built
Test
Released
Operational
Retired
Service Catalogue
Retired Services
Customer/support team viewable section of the Service Portfolio (the Service Catalogue, with selected fields viewable)
Customers and users would only be allowed access to those services within the Service Portfolio that were of a status between ‘chartered’ and ‘operational’, as illustrated by the box in figure above, i.e. those services contained within the Service Catalogue. Service Strategy and Service Design personnel would need access to all records within the Service Portfolio, as well as other important areas such as Change Management. Other members of the service provider organization would have access to a permitted subset of the records within the Service Portfolio. Although the Service Portfolio is designed by Service Design, it is owned and managed by Service Strategy within the Service Portfolio Management process.
S E R V I C E
D E S I G N
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Technology Design
• Architecture:– The fundamental organisation of a system
embodied in its components, their relationships to each other and to environment
• System:– A collection of components organized to
accomplish a specific function or a set of functions
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Architectual Relationships
88
ServicePortfolio
Using
Business/Organization Architecture
Delivery, feedback & monitoring
Service Architecture
Supported by
Application Architecture Influenced by
Information/Data Architecture
Environmental ArchitectureIT Infrastructure
ArchitectureManagement Architecture
Product Architecture
Service Knowledge Management System
Within the framework, it is possible to identify (at least) three architectural roles. These could all report to a senior ‘Enterprise Architect’ in the organization:
Business/Organizational Architect: concerned with business models, business processes and organizational design – the structural and functional components of the organization and their relationship, and how the business functions and activities of the organization are distributed among them; also the governance of the organization and the roles and responsibilities required
Service Architect (often separate roles of Applications Architect and Information/Data Architect): concerned with the Service, Data and Application Architectures – the logical architectures supporting the business and the relationships between them
IT Infrastructure Architect: concerned with the physical technology model, the infrastructure components and their relationships, including choices of technologies, interfaces and protocols, and the selection of products to implement the infrastructure.
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Designing processesProcess Control
ProcessOwner
ProcessDocumentation
ProcessFeedback
ProcessObjectives
Process Enablers
ProcessResources
ProcessCapabilities
TriggersProcess
ProcessInputs
ProcessOutputs
Activities
Work Inst.
Metrics
Improvements
Roles
ProceduresIncludingProcess Reports& Reviews
89
ProcessPolicy
Processes, once defined, should be documented and controlled. Once under control, they can be repeated and become manageable. Degrees of control over processes can be defined, and then process measurement and metrics can be built in to the process to control and improve the process, as illustrated in figure.
The tree in figure above is illustrative of an example of a Metrics Tree based on a typical Balanced Scorecard. Balanced Scorecards represent a management system that enables increasing numbers of organizations to clarify their vision and strategy into action. They provide feedback regarding the internal business processes and external outcomes in order continually to improve strategic performance and results. This enables everybody within the organization to get a picture of the performance of the organization at the appropriate level.
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Design Constraints
91
Resource constraints including schedules
Level of warranty
Desired Service Solution
Value & ethics
Technology constraints
Compliance with Standards & regulations
Other constraints: policy, governance, etc.
Utility to be provided
Capability constraints
Copyright, patents & trademarks
Comparative unit costs
Existing commitments
Acceptable Service Solution
Solution space or the set of designs that are allowed with the given set of constraints
‘Design is the art of gradually applying constraints until only one solution remains.’
All design activities operate within many constraints. These constraints come from the business and Service Strategy and cover many different areas, as illustrated in figure above.
This means that designers are not always ‘free’ to design the most appropriate solution for the business, because it does not fall within the imposed constraints, as illustrated in figure above. The most obvious constraint is the financial one. There may be insufficient budget available for the most appropriate solution, therefore a cheaper alternative service would have to be identified and agreed with the business. The designer can only provide the solution that fits within all of the currently known constraints, or else try lifting or renegotiating some of the constraints – for instance, by obtaining a bigger budget. In figure above, not only will more budget need to be obtained to implement the desired solution, but it would also be non-compliant with some of the relevant standards and regulations. So in this case an alternative, cheaper compliant solution would be probably be required.
So the Service Design processes must recognize the fact that they are free to design solutions, but they are working in an environment where many external factors can influence the design.
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4 P’s: People, Processes, Products & Partners
People
Partners/Suppliers
Technology/ProductsProcesses
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Many designs, plans and projects fail through a lack of preparation and management. The implementation of ITIL Service Management as a practice is about preparing and planning the effective and efficient use of the four Ps: the People, the Processes, the Products (services, technology and tools) and the Partners (suppliers, manufacturers and vendors). __________________________________________________________________________________
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Delivery strategy
Description
Insourcing This approach relies on utilizing internal organizational resources in the design, development, transition, maintenance, operation and/or support of new,
changed or revised services or data centre operations
Outsourcing This approach utilizes the resources of an external organization or organizations in a formal arrangement to provide a well-defined portion of a service’s design,
development, maintenance, operations and/or support. This includes the consumption of services from Application Service Providers (ASPs) described
below
Co-sourcing Often a combination of insourcing and outsourcing, using a number of outsourcing organizations working together to co-source key elements within the
lifecycle. This generally involves using a number of external organizations working together to design, develop, transition, maintain, operate and/or
support a portion of a service
Partnership or multi-sourcing
Formal arrangements between two or more organizations to work together to design, develop, transition, maintain, operate and/or support IT service(s). The
focus here tends to be on strategic partnerships that leverage critical expertise or market opportunities.
Business Process Outsourcing
(BPO)
The increasing trend of relocating entire business functions using formal arrangements between organizations where one organization provides and
manages the other organization’s entire business process(es) or functions(s) in a low-cost location. Common examples are accounting, payroll and call centre
operations
Application Service
Provision
Involves formal arrangements with an Application Service Provider (ASP) organization that will provide shared computer-based services to customer
organizations over a network. Applications offered in this way are also sometimes referred to as on-demand software/applications. Through ASPs, the complexities and costs of such shared software can be reduced and provided to
organizations that could otherwise not justify the investment
Knowledge Process
Outsourcing (KPO)
The newest form of outsourcing, KPO is a step ahead of BPO in one respect. KPO organizations provide domain-based processes and business expertise rather
than just process expertise, and require advanced analytical and specialized skills from the outsourcing organization
S E R V I C E
D E S I G N
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Roles in Service Design
• Process Owner
• Service Design Manager• IT Planner
• IT Designer / Architect
• Others on future slides:– Service Catalogue Manager, Service Level Manager,
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Service Catalogue Management
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Objectives
• To manage the information contained within the Service Catalogue and to ensure that:
– It is accurate
– It reflects the current details, status, interfaces and dependencies of all services that are being run or being prepared to run in operational environment
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S E R V I C E
D E S I G N
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Service Catalogue
Business Service Catalogue
Technical Service Catalogue
Business Process 1
Business Process 2
Business Process 3
Service A Service B Service C Service D Service E
SupportServices Hardware NetworkSoftware Data
100
The Service Catalogue has two aspects:
The Business Service Catalogue: containing details of all the IT services delivered to the customer, together with relationships to the business units and the business process that rely on the IT services. This is the customer view of the Service Catalogue.
The Technical Service Catalogue: containing details of all the IT services delivered to the customer, together with relationships to the supporting services, shared services, components and CIs necessary to support the provision of the service to the business. This should underpin the Business Service Catalogue and not form part of the customer view.
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Availability Management Metrics
INCIDENT
Responsetime
Diagnosis
Repairtime
Repair
Recovery
Detection
Detectionelapsed
time
INCIDENT
Time betweenfailures or ‘uptime’ (M)TBF
Time between system incidents (M)TBSI
Restoration
Recoverytime
Time to restore Service(M)TRS
Time125
Incident detection: the time at which the IT service provider organization is made aware of an incident. Systems management tools positively influence the ability to detect events and incidents and therefore to improve levels of availability that can be delivered.
Incident diagnosis: the time at which diagnosis to determine the underlying cause has been completed. When IT components fail, it is important that the required level of diagnostics is captured, to enable problem determination to identify the root cause and resolve the issue.
Incident repair: the time at which the failure has been repaired/fixed. Repair times for incidents should be continuously monitored and compared against the targets agreed within OLAs, underpinning contracts and other agreements. This is particularly important with respect to externally provided services and supplier performance. Wherever breaches are observed, techniques should be used to reduce or remove the breaches from similar incidents in the future.
Incident recovery: the time at which component recovery has been completed. Incident restoration: the time at which normal business service is resumed. An incident can only
be considered ‘closed’ once service has been restored and normal business operation has resumed.
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IT Service Continuity Management
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Goal
To support Business Continuity Managementby ensuring that required IT services can berecovered within agreed timescales in theevent of ITSCM invocation
130
S E R V I C E
D E S I G N
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BusinessContinuityManagement
Basic Concepts
1. Initiation
4.Ongoing Operations
3. Implementation
2. Requirements & Strategy
Invocation
Business Continuity Strategy
Business Continuity Plans
Key Activities
• Policy setting• Scope• Initiate a project
• Business impact analysis• Risk assessment• IT service continuity strategy
• Develop IT service continuity plans• Develop IT plans, recovery plans
and procedures• Organisational planning• Testing strategy
• Education, awareness and training• Review and audit• Testing• Change Management
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Supplier Management
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Objectives
The process responsible for ensuring that allcontracts with suppliers support the needs ofthe business, and that all suppliers meet theircontractual commitments
142
S E R V I C E
D E S I G N
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Roles and interfaces
143
Supplier Mgt.Process Owner
ContractsManager
Finance &Purchasing
Legal
SupplierManager 1
SupplierManager 2
SupplierManager 3
SupplierManager 4
Service Provider
Service
Supplier 6Supplier 5
Supplier 4Supplier 3
Supplier 2Supplier 1
Sub-contractedSupplier 1
Service Service Service Service Service
Sub-contractedSupplier 2
To ensure that relationships are developed in a consistent manner and that suppliers’ performance is appropriately reviewed and managed, roles need to be established for a Supplier Management process owner and a Contracts Manager. In smaller organizations, these separate roles may be combined into a single responsibility.
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Basic Concepts
144
Supplier categorisation& maintenance of the
SCD
Supplier & contractmanagement &
performance
Establish newsuppliers &contracts
Contract renewaland/or
termination
Evaluation of newsuppliers & contracts
Supplier strategy& policy
Supplier & ContractDatabaseSCD
Supplier reportsand information
Ideally the SCD should form an integrated element of a comprehensive CMS or SKMS, recording all supplier and contract details, together with details of the type of service(s) or product(s) provided by each supplier, and all other information and relationships with other associated CIs. The services provided by suppliers will also form a key part of the Service Portfolio and the Service Catalogue. The relationship between the supporting services and the IT and business services they support are key to providing quality IT services.
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Supplier categorization
145
OperationalSuppliers
TacticalSuppliers
StrategicSuppliers
CommoditySuppliers
Valu
e an
d im
porta
nce
High
Risk and impact
Medium
Low
OperationalSuppliers
Low Medium High
The amount of time and effort spent managing the supplier and the relationship can then be appropriate to its categorization:
Strategic: for significant ‘partnering’ relationships that involve senior managers sharing confidential strategic information to facilitate long-term plans. These relationships would normally be managed and owned at a senior management level within the service provider organization, and would involve regular and frequent contact and performance reviews.
Tactical: for relationships involving significant commercial activity and business interaction. These relationships would normally be managed by middle management and would involve regular contact and performance reviews, often including ongoing improvement programmes (e.g. a hardware maintenance organization providing resolution of server hardware failures).
Operational: for suppliers of operational products or services. These relationships would normally be managed by junior operational management and would involve infrequent but regular contact and performance reviews (e.g. an internet hosting service provider, supplying hosting space for a low-usage, low-impact website or internally used IT service).
Commodity: for suppliers that provide low-value and/or readily available products and services, which could be alternatively sourced relatively easily (e.g. paper or printer cartridge suppliers).
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End of Service Design
Questions?
147
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Question 8
148
Which of the following is the BEST description of an Operational Level Agreement (OLA)?
a) An agreement between an IT Service Provider and another part of the same organisation that assists in the provision of services
b) A written agreement between the IT Service Provider and the IT Customer(s) defining key targets and responsibilities of both parties
c) An agreement between two Service Providers about the levels of Service required by the customer
d) An agreement between a 3rd party Service Desk and the IT customer about fix and response times
S E R V I C E
D E S I G N
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Question 9
149
The MAIN goal of Availability Management is?
a) To monitor and report availability of services and components
b) To ensure that all targets in Service Level Agreements (SLAs) are met
c) To guarantee availability levels for services and components
d) To ensure that service availability matches or exceeds the agreed needs of the business
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Question 10
150
Defining the functional requirements for a new service ispart of:
a) Service Operation: Application Management
b) Service Strategy: Service Portfolio Management
c) Service Design: Design the technology architecture
d) Service Design: Design the service solutions
S E R V I C E
D E S I G N
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Question 11
151
The Service Design Package should detail all aspects of the service and its requirements through subsequent stages of its lifecycle. Which of the following are valid elements?
1. Agreed and documented Business Requirements2. A service definition for operations3. Requirements for new or changed processes4. Metrics to measure the service
a) 1 onlyb) 2 and 3 onlyc) 1,2 and 4 onlyd) All of the above
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Question 12
152
Which of the following activities is Service Level Management (SLM) responsible for?
a) Designing the Configuration Management system from a business perspective
b) Creating technology metrics to align with customer needs
c) Discuss service achievements with customers
d) Training Service Desk staff how to deal with customer complaints about service
S E R V I C E
D E S I G N
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Question 13
153
Which of the following should a Service Catalogue contain?
a) The version information of all software
b) The organizational structure of the company
c) Asset information
d) Details of all operational services
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Question 14
154
Which of the following describes the Four Ps of Service Design?
a) A process for the design of effective services
b) The Planning, Perspective, Position and People aspects of Service Design
c) Questions that should be asked when reviewing design specifications
d) The People, Partner, Product and Process elements to be considered in the design of services
S E R V I C E
D E S I G N
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Question 15
155
The Information Security Policy should be available to which groups of people?
a) Senior Business Managers and all IT staff
b) Senior Business Managers, IT Executives and the Security Manager
c) All Customers, Users and IT staff
d) Information Security Management staff only
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Question 16
156
Which process reviews Operational Level Agreements (OLAs) on a regular basis?
a) Supplier Management
b) Service Level Management
c) Service Portfolio Management
d) Demand Management
S E R V I C E
D E S I G N
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Service Knowledge Management System (SKMS)
A set of tools and databases used to manageknowledge and information. The SKMS includesthe Configuration Management System (CMS) aswell as other tools and databases. SKMS looksafter all the information needed by a provider tomanage the full lifecycle of IT services
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Basic Concepts
• Normal Change
• Standard Change
• Emergency Change
169
Normal Change Changes to the infrastructure that are not service-encompassing but are significant enough to require a Request for Change (RFC) to be submitted for each instance that it is performed.
Standard Change A pre-approved Change that is low risk, is relatively common and follows a procedure or work instruction; for example, provision of standard equipment to a new employee. They are logged and tracked using a different mechanism, such as a Service Request.
Emergency Change An emergency change is a Change that must be introduced as soon as possible; for example, to resolve a Major Incident or implement a Security patch. The Change Management Process will normally have a specific Procedure for handling Emergency Changes.
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Seven Rs Of Change ManagementTo effectively assess the potential impact of a change, astandardised assessment must be performed to establish thepotential impact, costs, business benefit vs. risk, etc. Thisassessment can be performed using the seven Rs:
– Who RAISED the change?
– What is the REASON for the change?
– What is the RETURN required from the change?– What are the RISKS involved in the change?
– What RESOURCES are required to deliver the change?– Who is RESPONSIBLE for the build, test and implementation of the
change?
– What is the RELATIONSHIP between this change and other changes?
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Service Asset & Configuration Management
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Objectives
The objective is to define and control the components ofservices and infrastructure and maintain accurate configurationrecords. This enables an organisation to comply with corporategovernance requirements, control its asset base, optimise itscosts, manage Change and Releases effectively, and resolveIncidents and Problems faster
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S E R V I C E
T R A N S I T I O N
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Service Asset and Configuration Management (SACM)
• Asset Management– Full lifecycle management of IT and service assets
from acquisition to disposal
– Maintenance of the asset inventory
• Configuration Management– Identification and control of selected components
of a complete system
– Provision of a model of services, assets and infrastructure by recording relationships
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Example of Configuration Model
178
E-bankingsupportservice
ApplicationApplication
hostingservice
Availability Userexperience
Businesslogic Messaging Data
servicesWeb
servicesNetworktopology
Authentication Networkservice
Technicalinfrastructure
service
Customer Servicelevel package
Service portfolio
Contract Bankingcore service
Serviced by
Supported by Hosted Uses
The real power of Configuration Management’s logical model of the services and infrastructure is that it is THE model – a single common representation used by all parts of IT Service Management, and beyond, such as HR, finance, supplier and customers.
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Definitive Media Library (DML)
The DML is the secure library in which the definitive authorised versions of allmedia CIs are stored and protected. It stores master copies of versions thathave passed quality assurance checks
– May consist of one or more software libraries or file-storage areas, separate from development, test or live file-store areas
– Should include definitive copies of purchased software, as well as software developed on site
– Holds master copies of controlled documentation in electronic form – Should include a physical store to hold master copies (e.g.: A fireproof
safe)
– Only authorised media should be accepted into the DML, strictly controlled by SACM
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DML – Definitive Media Library
184
CMDB
Information about the CIsPhysical CIsDML
DML and CMDB
Release Record
Electronic CIs
Build new Release
Test new Release
Implement new Release
Distribute new Release to live locations
The Definitive Media Library (DML) is the secure library in which the definitive authorized versions of all media CIs are stored and protected. It stores master copies of versions that have passed quality assurance checks. This library may in reality consist of one or more software libraries or file-storage areas, separate from development, test or live file-store areas. It contains the master copies of all controlled software in an organization. The DML should include definitive copies of purchased software (along with licence documents or information), as well as software developed on site. Master copies of controlled documentation for a system are also stored in the DML in electronic form.
The DML will also include a physical store to hold master copies, e.g. a fireproof safe. Only authorized media should be accepted into the DML, strictly controlled by SACM.
The DML is a foundation for Release and Deployment Management.
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Service Asset Manager Role
The Service Asset Manager will work withConfiguration Manager and with ChangeManager to ensure that the aims of ServiceAsset and Configuration Management are met
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Release & Deployment Management
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Objectives
The objectives of Release And Deployment Management are to ensure that:
– There are clear and comprehensive release and deployment plans
– A release package can be built, installed, tested and deployed efficiently, successfully and on schedule
– A new or changed service and its enabling systems, technology and organisation are capable of delivering the agreed service requirements
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S E R V I C E
T R A N S I T I O N
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Definitions
• Release– Used to describe a collection of authorised changes to an IT service. A
release is defined by the RFCs that it implements
• Release Policy• Deployment Models
– Big Bang vs. Phased– Push and Pull– Automation vs. Manual
189
‘Big bang’ vs phased ‘Big bang’ option – the new or changed service is deployed to all user areas in one operation. This will often be used when introducing an application change and consistency of service across the organization is considered important.
Phased approach – the service is deployed to a part of the user base initially, and then this operation is repeated for subsequent parts of the user base via a scheduled rollout plan. This will be the case in many scenarios such as in retail organizations for new services being introduced into the stores’ environment in manageable phases.
Push and pull A push approach is used where the service component is deployed from the centre and pushed out to the target locations. In terms of service deployment, delivering updated service components to all users – either in big-bang or phased form – constitutes ‘push’, since the new or changed service is delivered into the users’ environment at a time not of their choosing.
A pull approach is used for software releases where the software is made available in a central location but users are free to pull the software down to their own location at a time of their choosing or when a user workstation restarts.
Automation vs. manual
Whether by automation or other means, the mechanisms to release and deploy the correctly configured service components should be established in the release design phase and tested in the build and test stages.
S E R V I C E
T R A N S I T I O N
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Definitions • Release Unit
– The portion of the service or infrastructure that is normally released together in accordance with an organisation’s Release policy. The unit may vary, depending on the type or item of software and hardware
• Release Types
– Delta Release
– Full Release
– Package Release– Emergency Fix/Release
• Version– An identified instance of a Configuration Item for the purpose of
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Early Life SupportEarly life support (ELS) provides the opportunity to
transition the new or changed service to Service
Operations in a controlled manner and establish the new
service capability and resources.
ELS provides appropriate resources to resolve operational and support issues quickly, centrally and locally, to ensure that the users can use the service to support their business activities without unwarranted disruption. The deployment teams should analyze where users and support resources will experience issues and problems, perhaps based on previous experience.
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Release and Deploymnet Manager Role
The Release and Deployment Manager isresponsible for the planning, design, build,configuration and testing of all software andhardware to create the release package for thedelivery of, or changes to, the designated service
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Other Service Transition Roles
• Performance and Risk Evaluation manager
• Service Test Manager
• Test Support• Release Package and Build Manager
• Knowledge Management Process Owner
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End of Service Transition
Questions?
S E R V I C E
T R A N S I T I O N
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Question 17
196
The scope of the Change Management process includes changes to services and ther Configuration Items (CIs) across the whole Service Lifecycle. What types of changes are NOT usually included within the scope of Change Management?
a) Changes to a mainframe computer
b) Changes to Business Operations
c) Changes to a Service Level Agreement
d) The retirement of a service
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Question 18
197
Which of the following statements are CORRECT?
1. Service Transition provides guidance on moving new and changed services into production
2. Service Transition provides guidance on testing3. Service Transition provides guidance on the transfer of services to or
from an external service provider
a) 1 and 2 onlyb) 1 onlyc) All of the aboved) 1 and 3 only
S E R V I C E
T R A N S I T I O N
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Question 19
198
Which of the following is an activity of the Service Asset and Configuration Management process?
a) Account for all the financial assets of the organisation
b) Specify the relevant attributes of each Configuration Item (CI)
c) Build service models to justify ITIL implementations
d) Implement ITIL across the organisation
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Question 20
199
Which of the following would be stored in the Definitive Media Library (DML)?
1. Copies of purchased software2. Copies of internally developed software3. Relevant license documentation4. The Change Schedule
a) All of the aboveb) 1 and 2 onlyc) 2, 3 and 4 onlyd) 1, 2 and 3 only
S E R V I C E
T R A N S I T I O N
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Question 21
200
Which of the following are aims of the Release and Deployment Management process?
1. To ensure there are clear release and deployment plans2. To ensure that Customers are satisfied with the Service Transition
practices and outputs3. To ensure there is minimal unpredicted impact on production services,
operations and support4. To provide cost justifiable IT capacity that is matched to the needs of
the business
a) 1, 2 and 3 onlyb) All of the abovec) 1 and 3 onlyd) 1, 3 and 4 only
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Question 22
201
Which of the following are examples of tools that might support the Service Transition phase of the Lifecycle?
1. A tool to store definitive versions of software2. A workflow tool for managing changes3. An automated software distribution tool4. Testing and validation tools
a) 1, 3 and 4 onlyb) 1, 2 and 3 onlyc) All of the aboved) 2, 3 and 4 only
S E R V I C E
T R A N S I T I O N
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Question 23
202
Which statement about the relationship between the Configuration Management System (CMS) and the Service Knowledge Management System (SKMS) is CORRECT?
a) The SKMS is part of the CMSb) The CMS forms part of the SKMS c) The CMS and SKMS are the same thing d) There is no relationship between the CMS and the SKMS
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Question 24
203
What is the role of the Emergency Change Advisory Board (ECAB)?
a) To assist the Change Manager in ensuring that no urgent Changes are made during particularly volatile business periods
b) To assist the Change Manager by implementing Emergency Changes
c) To assist the Change Manager in evaluating Emergency Changes and to decide whether the Change should be approved
d) To assist the Change Manager in speeding up the Emergency Change Process so that no unacceptable delays occur
S E R V I C E
T R A N S I T I O N
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Service Operation
Goals and ConceptsEvent Management
Incident ManagementRequest Fulfillment
Problem ManagementAccess Management
Functions
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Goal & Objectives
Goal– Service Operation is responsible for the ongoing management of the
technology that is used to deliver and support services
Objectives– Provide and manage well-designed processes for day to day
operations of IT services– Monitor performance, assess metrics and gather data to support
service improvement and service management activities– Meet SLA, OLA and contract targets
205
S E R V I C E
O P E R A T I O N
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Business Value
The operation of service is where these plans, designs and optimisations are executed and measured. From a customer viewpoint, Service Operation is where actual value is seen
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Incident Management
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Goal, Objective & Scope
Goal• The goal of the Incident Management process is to restore normal service
operation as quickly as possible and minimise the adverse impact on business operations
Objective• To ensure that the best possible levels of service quality and availability
are maintained
Scope• Incident Management includes any Event which disrupts, or which could
disrupt, a service. This includes Events which are communicated directly by users, either through the Service Desk or through an interface from Event Management to Incident Management tools
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S E R V I C E
O P E R A T I O N
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Incident
An unplanned interruption to an IT Service orreduction in the Quality of an IT Service.
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Basic Concepts
• Timescales
• Incident model
• Major Incidents
• Note: People sometimes use loose terminology and/or confuse a Major Incident with a Problem. In reality, an incident remains an incident forever – it may grow in impact or priority to become a Major Incident, but an incident never ‘becomes a Problem’. A Problem is the unknown cause of one or more incidents and remains a separate entity always!
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Request Fulfillment
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Objectives
• To provide a channel for users to request and receive standard services for which a predefined approval and qualification process exists
• To provide information to users and customers about the availability of services and the procedure for obtaining them
• To source and deliver the components of requested standard services (e.g.: licenses and software media)
• To assist with general information, complaints or comments
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S E R V I C E
O P E R A T I O N
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Basic Concepts
Request model• A request model is a way of predefining the steps that should
be taken to handle a process (in this case a process for dealing with a particular type of request) in an agreed way
• Support tools can then be used to manage the required process. This will ensure that ‘standard’ requests are handled in a pre-defined path and within pre-defined timescales
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Problem Management
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Objectives
• Problem Management is the process responsible for managing the Lifecycle of all Problems
• The primary objectives of Problem Management are to prevent Problems and resulting Incidents from happening
• Eliminate recurring Incidents
• Minimise the Impact of Incidents that cannot be prevented
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S E R V I C E
O P E R A T I O N
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Basic Concepts
Problem model
• A problem model is a way of predefining the steps that should be taken to handle a process (in this case a process for dealing with a particular type of problem) in an agreed way
• Support tools can then be used to manage the required process. This will ensure that ‘standard’ problems are handled in a pre-defined path and within pre-defined timescales
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Problem
The unknown cause of one or more Incidents. The cause is notusually known at the time a Problem Record is created, and theProblem Management process is responsible for furtherinvestigation
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Access Management
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Objectives
• The process responsible for allowing users to make use of IT services, data or other assets.
• Access Management sometimes referred to as Rights Management or Identity Management
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Basic Concepts
• Access
• Identity
• Rights – also called privileges
• Services or Service groups
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Access Refers to the level and extent of a service’s functionality or data that a user is entitled to use Identity Refers to the information about them that distinguishes them as an individual, and which verifies their status within the organisation. By definition, the Identity of a user is unique to that user Rights - also called privileges Refer to the actual settings whereby a user is provided access to a service or group of services. Typical rights, or levels of access include read, write, execute, change, delete Services or Service groups Most users do not only use one service, and users performing a similar set of activities will use a similar set of services. Instead of providing access to each service for each user separately, it is more efficient to be able to grant each user – or group of users – access to the whole set of services that they are entitled to use at the same time __________________________________________________________________________________
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Service Desk Function
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Role Of The Service Desk
• A Service Desk is a functional unit made up of a dedicated number of staff responsible for dealing with a variety of service events, often made via telephone calls, web interface, or automatically reported infrastructure events
• The Service Desk is a vitally important part of an organisation's IT Department and should be the single point of contact for IT users on a day-by-day basis – and will handle all incidents and service requests, usually using specialist software tools to log and manage all such events
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O P E R A T I O N
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Objectives
• The primary aim of the Service Desk is to restore the ‘normal service’ to the users as quickly as possible
• While this could involve fixing a technical fault, it could equally involve fulfilling a service request or answering a query – anything that is needed to allow the users to return to working satisfactorily
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Technical ManagementFunction
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Technical Management
• It is the custodian of technical knowledge and expertise related to managing the IT Infrastructure. In this role Technical Management ensures that the knowledge required to design, test, manage and improve IT services is identified, developed and refined
• It provides the actual resources to support the IT Service Management Lifecycle. In this role Technical Management ensures that resources are effectively trained and deployed to design, build, transition, operate and improve the technology required to deliver and support IT Services
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S E R V I C E
O P E R A T I O N
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Objectives of Technical Management
• The objectives of Technical Management are to help plan, implement and maintain a stable technical infrastructure to support the organisations business processes through:
– Well designed and highly resilient, cost-effective technical topology
– The use of adequate technical skills to maintain the technical infrastructure in optimum condition
– Swift use of technical skills to speedily diagnose and resolve any technical failures that do occur
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Application ManagementFunction
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Application Management• It is the custodian of technical knowledge and expertise
related to managing applications
• It provides the actual resources to support the IT Service Management Lifecycle
• Providing guidance to IT Operations about how best to carry out the ongoing operational management of applications
• The integration of the Application Management Lifecycle into the IT Service Management Lifecycle
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O P E R A T I O N
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Objectives of Application Management
• The objectives of Application Management are to support the organisation’s business processes by helping to identify functional and manageability requirements for application software, and then to assist in the design and deployment of those applications and the ongoing support and improvement of those applications
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IT Operations Management Function
IT Operations Control
Facilities Management
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IT Operations Management
The role of Operations Management is to execute the ongoingactivities and procedures required to manage and maintain theIT infrastructure so as to deliver and support IT Service at theagreed levels
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O P E R A T I O N
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Objectives
• Maintenance of the ‘status quo’ to achieve stability of the organisation’s day-to-day processes and activities
• Regular scrutiny and improvements to achieve improved service at reduced costs, while maintaining stability
• Swift application of operational skills to diagnose and resolve any IT operations failures that occur
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IT Operations Control
A subset of IT Operations Management, It oversees theexecution and monitoring of the operational activities andevents in the IT infrastructure. This can be done with theassistance of an Operations Bridge.
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Facilities Management
• A subset of the IT Operations Management function.It refers to the management of the physical IT environment
• Facilities Management also includes the coordination of large scale consolidation projects, e.g.: data centre consolidation or server consolidation projects
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End of Service Operation
Questions?
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Question 25
267
Which of the following is NOT an objective of Service Operation?
a) Thorough testing to ensure that services are designed to meet business needs
b) To deliver and manage IT services
c) To manage the technology used to deliver services
d) To monitor the performance of technology and processes
S E R V I C E
O P E R A T I O N
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Question 26
268
Operations Control refers to?
a) The managers of the Technical and Applications Management functions
b) Overseeing the execution and monitoring of operational activities and events
c) The tools used to monitor and display the status of the IT Infrastructure and Applications
d) The situation where the Service Desk is required to monitor the status of the infrastructure when Operators are not available
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Question 27
269
Which of the following basic concepts are included in Access Management?
1. Verifying the identity of users requesting access to services2. Setting the rights or privileges of systems to allow access to authorized
users3. Defining security policies for system access4. Monitoring the availability of systems that users should have access to
a) 2 and 4 onlyb) 1 and 3 onlyc) 2 and 3 onlyd) 1 and 2 only
S E R V I C E
O P E R A T I O N
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Question 28
270
Which of the following statements are CORRECT?
1. Problem Management ensures that all resolutions or workarounds that require a change to a Configuration Item (CI) are submitted through Change Management
2. Problem Management provides management information about the cost of resolving and preventing problems to Financial Management
a) 1 onlyb) 2 onlyc) Both of the aboved) Neither of the above
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Question 29
271
What is the purpose of the Request Fulfilment Process?
a) Dealing with Service Requests from the users
b) Making sure all requests within an IT organisation are fulfilled
c) Ensuring fulfilment of Change Requests
d) Making sure the Service Level Agreement (SLA) is met
S E R V I C E
O P E R A T I O N
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Question 30
272
Which of the following BEST describes the purpose of Event Management?
a) The ability to detect events, make sense of them and determine theappropriate control action
b) The ability to implement monitoring tools
c) The ability to monitor and control the activities of technical staff
d) The ability to report on the successful delivery of services by checking the uptime of infrastructure devices
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Question 31
273
A technician uses a pre-defined technique to restore service as the Incident has been seen before.This is an example of which of the following?
a) A Workaround
b) A Standard Change
c) A Service Capability
d) An Alert
S E R V I C E
O P E R A T I O N
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Question 32
274
Which of the following is a benefit of using an incident Model?
a) It will make problems easier to identify and diagnose
b) It means known incident types never recur
c) It provides pre-defined steps for handling particular types of incidents
d) It ensures all incidents are easy to solve
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Question 33
275
Which of the following is the CORRECT sequence of activities for handling an Incident?
a) Identification, Logging, Categorisation, Prioritisation, Initial Diagnosis,Functional Escalation, Investigation and Diagnosis, Resolution and Recovery, Closure
b) Identification, Prioritisation, Logging, Categorisation, Initial Diagnosis,Functional Escalation, Investigation and Diagnosis, Resolution and Recovery, Closure
c) Identification, Logging, Initial Diagnosis, Categorisation, Prioritisation,Functional Escalation, Investigation and Diagnosis, Resolution and Recovery, Closure
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Question 34
276
Which of the following statements about the Service Desk are CORRECT?
1. The Service Desk is a function that provides a means of communication between IT and its users for all operational issues
2. The Service Desk is always the owner of the Incident Management process
a) 2 onlyb) 1 onlyc) Both of the aboved) Neither of the above
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Question 35
277
Which of the following represents the BEST course of action to take when a problem workaround is found?
a) The problem record is closedb) The problem record remains open and details of the workaround are
documented within itc) The problem record remains open and details of the workaround are
documented on all related incident recordsd) The problem record remains open and details of the workaround are
documented in a Request for Change(RFC)
S E R V I C E
O P E R A T I O N
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Continual Service Improvement
Goals and ConceptsSeven Step Improvement Process
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Objectives
• Review, analyse and make recommendations on improvement opportunities in each lifecycle phase: Service Strategy, Service Design, Service Transition and Service Operation
• Review and analyse Service Level Achievement results• Identify and implement individual activities to improve IT
service quality and improve the efficiency and effectiveness of enabling ITSM processes
• Improve cost effectiveness of delivering IT services without sacrificing customer satisfaction
• Ensure applicable quality management methods are used to support continual improvement activities
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C O N T I N U A L
S E R V I C E I
M P R O V E M E N T
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Business Value• Improvements
• Benefits
• Return on Investment (ROI)
• Value on Investment (VOI)
Outcomes that when compared to the ‘before’ state, show a measurable increase in a desirable metric or decrease in an undesirable metric
The gains achieved through realisation of improvements, usually but not always expressed in monetary terms
The extra value created by establishment of benefits that include non-monetary or long-term outcomes. ROI is a subcomponent of VOI
The difference between the benefit (saving) achieved and the amount expended to achieve that benefit, expressed as a percentage
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The Seven (7) Step Improvement Process
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Objectives
The goal of the Seven Step Improvement process is tocontinually define what should and can be measured and totransform the raw data collected into a meaningful set ofcorrective action by using various methods and tools throughoutthe service lifecycle.
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C O N T I N U A L
S E R V I C E I
M P R O V E M E N T
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Qualitative Example
• CSF: Improving IT service quality
• KPI: 10 percent increase in customer satisfaction rating for handling incidents over the next 6 months.
• Metrics required:– Original customer satisfaction score for handling incidents
– Ending customer satisfaction score for handling incidents.
• Measurements:
– Incident handling survey score
– Number of survey scores.
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Quantitative Example
• CSF: Reducing IT costs
• KPI: 10 percent reduction in the costs of handling printer incidents.• Metrics required:
– Original cost of handling a printer incidents – Final cost of handling a printer incidents
– Cost of the improvement effort.
• Measurements:– Time spent on the incident by first-level operative and their average salary – Time spent on the incident by second-level operative and their average salary
– Time spent on Problem Management activities by second-level operative and their average salary
– Time spent on the training first-level operative on the workaround
– Cost of a service call to third-party vendor
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C O N T I N U A L
S E R V I C E I
M P R O V E M E N T
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The Deming PDCA Model
Effective Quality Improvement
CHECK
PLANACT
DO
Time Scale
Mat
urity
Lev
el
Consolidation of the level reachedi.e. Baseline
BusinessIT
Alignment
Plan Project PlanDo ProjectCheck AuditAct New Actions
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Baseline Information Is Critical To CSI
The initial baseline allows an organisation to define if animprovement program has been successful. If no baseline isinitially created, the first time you measure a service or servicemanagement process will become your initial baseline .
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These metrics are the results of the end-to-end service. Component metrics are used to compute the service metrics.
Three Types Of Metrics• Technology metrics
• Process metrics
• Service metrics
These metrics are often associated with component and application-based metrics such as performance, availability, etc.
These metrics are captured in the form of CSFs, KPIs and activity metrics for the service management processes. These metrics can help determine the overall health of a process. Four key questions that KPIs can help answer are around quality, performance, value and compliance of following the process. CSI would use these metrics as input in identifying improvement opportunities for each process.
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Service Reporting
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Business Views
Collate
The BusinessDefine Reporting
Policies and Rules
Translate and Apply
Publish
IT Liaison, Education and Communication
Service Reporting
Simple and effective customizable and automated reporting is crucial to a successful, ongoing reporting system that is seen as adding value to the business. Over time, many of the initial standard reports may become obsolete in favour of the regular production of custom reports which have been shaped to meet changing business needs and become the standard.
The end result is the targeted recipient having clear, unambiguous and relevant information in a language and style they understand and like, accessible in the medium of their choice, and detailing the delivery of IT into their environment within their boundaries, without such information being clouded by the data related to the delivery of IT into other areas of the business.
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Point in time information
Service scorecard
IT scorecard or balanced scorecard
Service dashboard
Real time information
Key Performance Indicators
Rolled up service measurement
results
Component 1 Measure
Component 2 Measure
Component 3 Measure
IT Scorecard or Balanced scorecard
Creating a Service Measurement Framework will require the ability to build upon different metrics and measurements. The end result is a view of the way individual component measurements feed the end-to-end service measurement which should be in support of key performance indicators defined for the service. This will then be the basis for creating a service scorecard and dashboard. The service scorecard will then be used to populate an overall Balanced Scorecard or IT scorecard. As shown in figure above there are multiple levels that need to be considered when developing a Service Measurement Framework.
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Role Of Governance
Corporate Governancei.e.: Conformance
Value Creationi.e.: Resource Utilisation
Accountabilityi.e.: Assurance
Business Governancei.e.: Performance
Enterprise Governance
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Enterprise governance is an emerging term ... to describe a framework that covers both the corporate governance and the business management aspects of the organization. Achieving a panacea of good corporate governance that is linked strategically with performance metrics will enable companies to focus all their energies on the key drivers that move their business forward.
This is a huge challenge as well as a huge opportunity. Much work has been carried out recently on corporate governance. But the performance aspects of governance have not received so much attention. Enterprise governance considers the whole picture to ensure that strategic goals are aligned and good management is achieved.
Corporate governance is about promoting corporate fairness, transparency and accountability.
IT governance is the responsibility of the board of directors and executive management. It is an integral part of enterprise governance and consists of the leadership, organizational structures and processes that ensure that the organization’s IT sustains and extends the organization’s strategies and objectives.
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Continual Service Improvement Manager
This new role is essential for a successful improvement program.The CSI “owner” is ultimately responsible for the success of allimprovement activities. This single point of accountabilitycoupled with competence and authority virtually guarantees asuccessful improvement program
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End of Continual Service Improvement
Questions?
298
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Question 36
299
Learning and Improvement is the PRIMARY concern of which of the following phases of the Service Lifecycle?
a) Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement
b) Service Strategy, Service Transition, and Service Operation
c) Service Operation and Continual Service Improvement
d) Continual Service Improvement
C O N T I N U A L
S E R V I C E I
M P R O V E M E N T
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Question 37
300
The four stages of the Deming Cycle are?
a) Plan, Measure, Monitor, Report
b) Plan, Check, Re-Act, Implement
c) Plan, Do, Act, Audit
d) Plan, Do, Check, Act
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Question 38
301
Which of the following is an objective of Continual Service Improvement?
1. To improve process efficiency and effectiveness2. To improve services3. To improve all phases of the Service Lifecycle except ServiceStrategy4. To improve standards such as ISO/IEC 20000
a) 1 and 2 onlyb) 2 onlyc) 1, 2 and 3 onlyd) All of the above
C O N T I N U A L
S E R V I C E I
M P R O V E M E N T
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Question 39
302
Which of the following is NOT defined as a main metric type by Continual Service Improvement (CSI)?
a) Process Metrics
b) Service Metrics
c) Personnel Metrics
d) Technology Metrics
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Question 40
303
What is the CORRECT order of the first four activities in the 7 Step Improvement Process?
a) Define what you should measure, define what you can measure, gatherdata and process data
b) Gather data, process data, analyse data and present data
c) What is the vision, where are we now, what do we want to be, how dowe get there?
d) Gather data, process data, define what you should measure and definewhat you can measure
C O N T I N U A L
S E R V I C E I
M P R O V E M E N T
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Technology & Architecture
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Generic RequirementRequirements for integrated IT Service ManagementTechnology :
– Self Help
– Workflow or Process Engine– Integrated CMS
– Discovery/Deployment/Licensing Technology
– Remote Control– Diagnostic Utilities
– Reporting– Dashboards
– Integration with Business Service Management
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Service Automation
Automated resources will impact service assets such asManagement, Organisation, People, Process, Knowledge andInformation by:
– Adjusting capacity easily
– Operate round-the-clock
– Make measurement easier– Simplify optimisation problems
