ITILV3 SOA Pultorak Sample 2011

7/27/2019 ITILV3 SOA Pultorak Sample 2011

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Presentation 1

2011 by Pultorak & Associates, Ltd. All rights reserved.Course 4276 Service Offerings and Agreements v2.1

www.pultorak.com(206) 729-1107

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Presentation 2



Processes across the lifecycle pertaining to Service Offerings and Agreements

Service Portfolio Management which provides documentation for services and prospective

services in business terms

Service Catalog Management which is concerned with the production and documentation of the

Service Catalog from a business and a technical viewpoint

Service Level Management which sets up a Service Level Agreement (SLA) structure and ensures

that all SLAs have an underpinning support structure in place

Demand Management which identifies Patterns of Business Activity to enable the appropriatestrategy to be implemented

Supplier Management which ensures all partners and suppliers are managed in the appropriate

way and includes contract management

Financial Management which includes ensuring understanding of the service value and the

management of all financial considerations

Business Relationship Managers who have responsibility to represent customers and ensure the

Service Catalog and Portfolio have the right needs

The ITIL Intermediate Qualification: Service Offerings and Agreements (SOA) Certificate is a

freestanding qualification, but is also part of the ITIL Intermediate Capability stream, and one of the

courses that leads to the ITIL Expert in IT Service Management Certificate. The purpose of this courseand the associated exam and certificate is, respectively, to impart, test, and validate the knowledge on

industry practices in Service Management as documented in the ITIL Service Lifecycle core

publications. The ITIL Certificate in Service Offerings and Agreements is intended to enable the

holders of the certificate to apply the practices in resolution and support of the Service Management

Lifecycle.


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Presentation 3



Processes across the lifecycle pertaining to Service Offerings and Agreements

Service Portfolio Management which provides documentation for services and prospective

services in business terms

Service Catalog Management which is concerned with the production and documentation of the

Service Catalog from a business and a technical viewpoint

Service Level Management which sets up a Service Level Agreement (SLA) structure and ensures

that all SLAs have an underpinning support structure in place

Demand Management which identifies Patterns of Business Activity to enable the appropriatestrategy to be implemented

Supplier Management which ensures all partners and suppliers are managed in the appropriate

way and includes contract management

Financial Management which includes ensuring understanding of the service value and the

management of all financial considerations

Business Relationship Managers who have responsibility to represent customers and ensure the

Service Catalog and Portfolio have the right needs

The ITILIntermediate Qualification: Service Offerings and Agreements (SOA) Certificate is a

freestanding qualification, but is also part of the ITILIntermediate Capability stream, and one of the

courses that leads to the ITIL

Expert in IT Service Management Certificate. The purpose of this courseand the associated exam and certificate is, respectively, to impart, test, and validate the knowledge on

industry practices in Service Management as documented in the ITILService Lifecycle core

publications. The ITILCertificate in Service Offerings and Agreements is intended to enable the

holders of the certificate to apply the practices in resolution and support of the Service Management

Lifecycle.


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Presentation 4



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The syllabus for this course specifies a terminology list. After studying this course, you are expected

to understand the meanings of the terms on the list in the context of SOA. This list does not include

terms that are explicitly mentioned within the learning units of this syllabusfor example, "service

level management. The list is shown here and in the content that immediate follows; some terms are

simply listed, as they will be defined in context later in the course.

* These are the SOA terms that have not been defined within the modules, but are defined in the

summary module of this course.

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Presentation 6



The syllabus for this course specifies a terminology list. After studying this course, you are expected

to understand the meanings of the terms on the list in the context of SOA. This list does not include

terms that are explicitly mentioned within the learning units of this syllabusfor example, "service

level management. The list is shown here and in the content that immediate follows; some terms are

simply listed, as they will be defined in context later in the course.

* These are the SOA terms that have not been defined within the modules, but are defined in the

summary module of this course.

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Presentation 7



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This module introduces you to the concepts and terminology of the Service Lifecycle and the role of

SOA within the Lifecycle. To meet the learning outcomes and examination level of difficulty, you

should be able to describe:

The concept of Service Management as a practice (SS 2.1, ST 2.1)

The concept of Service, its value proposition and composition (SS 2.2, ST 2.2)

The functions and process across the Lifecycle (SS 2.6, ST 2.3)

The role of Processes in the Service Lifecycle (SS 2.6.2, SS 2.6.3)

How Service Management creates business value (SS 3.1, SD 2.4.3, ST 2.4.3, SO 2.4.3, CSI3.7.2)

How the processes within the Service Offerings and Agreements curriculum supports the Service

Lifecycle (SD 2.4.5, SS 5.1 up to 5.1.2, SS 5.5.1, SS 5.3 up to 5.3.1)

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Presentation 9



This learning module of this course provides an introduction to the core concepts and terminology of

the service lifecycle stages that are related to SOA. These include select processes from service

strategy and service design.

SOA is a collection of relevant practices from the core guidance that are related to the creation and

management of service offerings and the agreements required to support them. The relevant

introduction to SOA includes an overview only, of two other processes: strategy management for IT

services, and design coordination.

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Presentation 10



This learning module of this course provides an introduction to the core concepts and terminology of

the service lifecycle stages that are related to SOA. These include select processes from service

strategy and service design.

SOA is a collection of relevant practices from the core guidance that are related to the creation and

management of service offerings and the agreements required to support them. The relevant

introduction to SOA includes an overview only, of two other processes: strategy management for IT

services, and design coordination.

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The ITIL core consists of five lifecycle publications. Each provides part of the guidance necessary for

an integrated approach as required by the ISO/IEC 20000 standard specification.The ITIL guidance is

structure in the five stages of the service lifecycle as shown in SS Figure 1.1, with a core publication

providing best-practice guidance for each stage.This guidance includes key principles, required

processes and activities, organization and roles, technology, associated challenges, critical success

factors and risks. The service lifecycle uses a hub-and-spoke design, with service strategy at the hub,

and service design, transition and operation as the revolving lifecycle stages or spokes. Continual

service improvement surrounds and supports all stages of the service lifecycle. Each stage of thelifecycle exerts influence on the others and relies on them for inputs and feedback. In this way, a

constant set of checks and balances throughout the service lifecycle ensures that as business demand

changes with business need, the services can adapt and respond effectively.

Each of the five core publications addresses capabilities having direct impact on a service providers

performance. The core is expected to provide structure, stability and strength to service management

capabilities, with durable principles, methods and tools. This serves to protect investments and provide

the necessary basis for measurement, learning and improvement. The introductory guide,Introduction

to the ITIL Service Lifecycle, provides an overview of the lifecycle stages described in the ITIL core.

ITIL guidance can be adapted to support various business environments and organizational strategies.Complementary ITIL publications provide flexibility to implement the core in a diverse range of

environments. Practitioners can select complementary publications as needed to provide traction for

the ITIL core in a given context, in much the same way as tires are selected based on the type of

vehicle, purpose and road conditions. This is to increase the durability and portability of knowledge

assets and to protect investments in service management capabilities. See http://www.itil-

officialsite.com/Publications/Complementary.aspx for up to date information on complementary

publications.


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Presentation 12



Service Strategydefines the perspective, position, plans and patterns that a service provider needs to execute

to meet an organizations business outcomes. Service strategy includes the following processes: strategy

management for IT services, service portfolio management, financial management for IT services, demand

management, and business relationship management. Although these processes are associated with service

strategy, most processes have activities that take place across multiple stages of the service lifecycle.

Service Designincludes the design of the services, governing practices, processes and policies required to

realize the service providers strategy and to facilitate the introduction of services into supported environments.

Service design includes the following processes: design coordination, service catalog management, service level

management, availability management, capacity management, IT service continuity management, informationsecurity management, and supplier management. Although these processes are associated with service design,

most processes have activities that take place across multiple stages of the service lifecycle.

Service Transitionensures that new, modified or retired services meet the expectations of the business as

documented in the service strategy and service design stages of the lifecycle. Service transition includes the

following processes: transition planning and support, change management, service asset and configuration

management, release and deployment management, service validation and testing, change evaluation, and

knowledge management. Although these processes are associated with service transition, most processes have

activities that take place across multiple stages of the service lifecycle.

Service Operationcoordinates and carries out the activities and processes required to deliver and manage

services at agreed levels to business users and customers. Service operation also manages the technology that is

used to deliver and support services. Service operation includes the following processes: event management,

incident management, request fulfillment, problem management, and access management. Service operationalso includes the following functions: service desk, technical management, IT operations management, and

application management. Although these processes and functions are associated with service operation, most

processes and functions have activities that take place across multiple stages of the service lifecycle.

Continual Service Improvementensures that services are aligned with changing business needs by identifying

and implementing improvements to IT services that support business processes. The performance of the IT service

provider is continually measured and improvements are made to processes, IT services and IT infrastructure in

order to increase efficiency, effectiveness and cost effectiveness. Continual service improvement includes the

seven-step improvement process. Although this process is associated with continual service improvement, most

processes have activities that take place across multiple stages of the service lifecycle.


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At the center of the service lifecycle is service strategy. Value creation begins here with understanding

organizational objectives and customer needs. Every organizational asset including people, processes

and products should support the strategy.

ITIL Service Strategy provides guidance on how to view service management not only as an

organizational capability but as a strategic asset. It describes the principles underpinning the practice

of service management which are useful for developing service management policies, guidelines and

processes across the ITIL service lifecycle.

Topics covered in ITIL Service Strategy include the development of market spaces, characteristics of

internal and external provider types, service assets, the service portfolio and implementation of

strategy through the service lifecycle. Business relationship management, demand management,

financial management, organizational development and strategic risks are among the other major

topics.

Organizations should use ITIL Service Strategy to set objectives and expectations of performance

towards serving customers and market spaces, and to identify, select and prioritize opportunities.

Service strategy is about ensuring that organizations are in a position to handle the costs and risks

associated with their service portfolios, and are set up not just for operational effectiveness but fordistinctive performance.

Organizations already practising ITIL can use ITIL Service Strategy to guide a strategic review of

their ITIL-based service management capabilities and to improve the alignment between those

capabilities and their business strategies. ITIL Service Strategy will encourage readers to stop and

think about why something is to be done before thinking of how.


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For services to provide true value to the business, they must be designed with the business objectives

in mind. Design encompasses the whole IT organization, for it is the organization as a whole that

delivers and supports the services. Service design is the stage in the lifecycle that turns a service

strategy into a plan for delivering the business objectives.

ITIL Service Design provides guidance for the design and development of services and service

management practices. It covers design principles and methods for converting strategic objectives into

portfolios of services and service assets. The scope of ITIL Service Design is not limited to newservices. It includes the changes and improvements necessary to increase or maintain value to

customers over the lifecycle of services, the continuity of services, achievement of service levels, and

conformance to standards and regulations. It guides organizations on how to develop design

capabilities for service management.

Other topics in ITIL Service Design include design coordination, service catalog management, service

level management, availability management, capacity management, IT service continuity

management, information security management and supplier management.

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Presentation 16



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ITIL Service Transition also introduces the service knowledge management system, which can support

organizational learning and help to improve the overall efficiency and effectiveness of all stages of the

service lifecycle. This will enable people to benefit from the knowledge and experience of others,

support informed decision-making, and improve the management of services.

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Strategic objectives are ultimately realized through service operation, therefore making it a critical

capability. ITIL Service Operation provides guidance on how to maintain stability in service

operation, allowing for changes in design, scale, scope and service levels. Organizations are provided

with detailed process guidelines, methods and tools for use in two major control perspectives: reactive

and proactive. Managers and practitioners are provided with knowledge allowing them to make better

decisions in areas such as managing the availability of services, controlling demand, optimizing

capacity utilization, scheduling of operations, and avoiding or resolving service incidents and

managing problems. New models and architectures such as shared services, utility computing, webservices and mobile commerce to support service operation are described.

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ITIL Continual Service Improvement describes best practice for achieving incremental and large-scale

improvements in service quality, operational efficiency and business continuity, and for ensuring that

the service portfolio continues to be aligned to business needs. Guidance is provided for linking

improvement efforts and outcomes with service strategy, design, transition and operation. A closed

loop feedback system, based on the Plan-Do-Check-Act (PDCA) cycle, is established. Feedback from

any stage of the service lifecycle can be used to identify improvement opportunities for any other stage

of the lifecycle.

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Presentation 21



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ITIL Processes and Functions Across the Lifecycle Mapping. This diagram shows how the different

processes and functions are mapped within the different Service Lifecycle processes.

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Presentation 23



Although senior IT executives will participate in this level of strategy management, most IT

organizations use this process to manage a service strategy which forms part of the overall enterprise

strategy.

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Presentation 24



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Presentation 25



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Presentation 26



Strategy management is the responsibility of the executives of an organization. It enables them to set

the objectives of the organization, to specify how the organization will meet those objectives and to

prioritize investments required to meet them. However, in medium to large organizations it is unlikely

that the executives themselves will conduct the assessments, draft the strategy documents and manage

the execution. This is normally performed by a dedicated strategy and planning manager reporting

directly into the board of directors.

An organizations strategy is not limited to a single document or department. The overall strategy ofan organization will be broken down into a strategy for each unit of the business.SS Figure 4.1 gives

an example of how a business strategy might be broken down into strategies for IT and for

manufacturing. There are likely to be several strategies within each organization. Strategy

management for the enterprise has to ensure that these are all linked and consistent with one another.

Strategy management for IT services has to ensure that the services and the way they are managed

support the overall strategy of the enterprise.

In an external service provider, the business strategy might be related to IT services delivered to an

external customer, and the IT strategy would be related to how those services will be delivered and

supported. At the same time, external service providers do not just provide IT services to customers.

They are also consumers of their own (and potentially other third-party) IT services. External serviceproviders also have internal IT service requirements that must be met to enable them to survive.

Key message

A service strategy is a subset of the overall strategy for the organization. In the case of an IT

organization, the IT strategy will encompass the IT service strategy.


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Presentation 27



The scope of strategy management is illustrated in SS Figure 4.2. This diagram shows how a businessstrategy is used to develop a set of tactics (detailed approaches, processes and techniques that will beused to achieve strategic objectives) and operations (specific procedures, technologies and activitiesthat will be executed by individuals and teams). The IT strategy (and therefore also the strategy for IT

services) is derived from the business strategy, but it also provides validation of the business strategy.The IT strategy can determine whether a strategic objective is technologically possible, and what levelof investment would be required to meet that objective. The business is then able to decide on whetherthe objective should be included and at what priority.

IT tactics are partly determined by the IT strategy, but also by the business tactics. For example, if abusiness tactic requires compliance with a regulation or standard, then IT will have to ensure that itstactics support this. If they do not, the business and IT can then decide what level of investment isrequired to address the situation. IT tactics can also help the business determine whether their tacticsare appropriate. For example, defining how a sales team will work will partly depend on what type ofsales automation services are provided by IT. Again, if the limits imposed by IT are too rigid, then the

business and IT can investigate what level of investment would resolve the situation, and whether thisis appropriate.IT operations are derived from the IT tactics, but also by the requirements of business operations. Theway in which the different operational environments are coordinated and how they interact is veryimportant to strategy management for IT services. It is only once a strategy has been executed that itcan be validated. Assessment of the actual performance of activities and services can indicate whether

the parameters used in setting the strategy were accurate, and can also validate any assumptions made.Also in SS Figure 4.2 IT strategy is related (using a dotted line) to business tactics.Since both ITstrategy and business tactics are derived from the business strategy, they have to be checked to ensureconsistency. IT should not define a strategy that clashes with the business tactics. Also, the businesstactics should not make a tactical decision about how IT services are going to be used if the IT strategydoes not allow for that type of usage.A similar relationship exists between business operation and IT tactics. Since IT exists to support the

business, it is important that any tactic they deploy needs to be valid for business operation.


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Presentation 28



Strategy management for IT services is intended for managing the strategy of a service provider. It

will include a specification of the type of services it will deliver, the customers of those services and

the overall business outcomes to be achieved when the service provider executes the strategy. The IT

service strategy is a subset of the IT strategy that, in addition to the IT service strategy, includes

strategies for IT architecture, portfolio management (other than services), application management,

infrastructure management, project management, technological direction etc.

The strategy of an individual service is defined during the service portfolio management process anddocumented in the service portfolio. This will include a description of the specific business outcomes

that the service will support, and also define how the service will be delivered. The information in the

service portfolio will be used as input into the process of defining the service providers strategy.

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The strategy of an organization articulates its objectives, and defines how it will meet those objectivesand how it will know it has met those objectives. Without a strategy the organization will only be ableto react to demands placed by various stakeholders, with little ability to assess each demand and howthey will impact the organization. In these cases the actions of the organizations tend to be led bywhoever is making the loudest demands, rather than by what is best for the organization. Strategy

becomes a function of organizational politics and self-interest, rather than the overall achievement ofits objectives. A well-defined and managed strategy ensures that the resources and capabilities of theorganization are aligned to achieving its business outcomes, and that investments match the

organizations intended development and growth.Strategy management ensures that all stakeholders are represented in deciding the appropriatedirection for the organization and that they all agree on its objectives and the means wherebyresources, capabilities and investment are prioritized. Strategy management also ensures that theresources, capabilities and investments are appropriately managed to achieve the strategy.For a service provider, strategy management for IT services ensures that it has the appropriate set ofservices in its service portfolio, that all of its services have a clear purpose, and that everyone in theservice provider organization knows their role in achieving that purpose.For the customer of the service provider, strategy management for IT services enables them toarticulate clearly their business priorities in a way that is understandable to the service provider. Theservice provider is then able to make a decision about how to respond to the customer. In some cases,the customer demand represents a departure from the service providers strategy. The service provider

will use strategy management for IT services to make a decision about whether to change theirstrategy, or whether to turn down the business. Where the service provider is an internal ITorganization the second option is not always possible, and in these cases they will use strategymanagement for IT services to work with the business units to make them aware of the impact of theirdemand on the current strategy. The business executives will be able to work with IT either to changethe existing strategy, or to decline the opportunity.In other cases, customer demands do not change the service providers strategy, but will require it tochange its priorities. Strategy management for IT services enables the service provider to determinethe best way to change its priorities and balance its resources, capabilities and investments.


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The ITIL core consists of five lifecycle publications. Each provides part of the guidance necessary for

an integrated approach as required by the ISO/IEC 20000 standard specification.The ITIL guidance is

structure in the five stages of the service lifecycle as shown in SD Figure 1.1, with a core publication

providing best-practice guidance for each stage.This guidance includes key principles, required

processes and activities, organization and roles, technology, associated challenges, critical success

factors and risks. The service lifecycle uses a hub-and-spoke design, with service strategy at the hub,

and service design, transition and operation as the revolving lifecycle stages or spokes. Continual

service improvement surrounds and supports all stages of the service lifecycle. Each stage of thelifecycle exerts influence on the others and relies on them for inputs and feedback. In this way, a

constant set of checks and balances throughout the service lifecycle ensures that as business demand

changes with business need, the services can adapt and respond effectively.

Each of the five core publications addresses capabilities having direct impact on a service providers

performance. The core is expected to provide structure, stability and strength to service management

capabilities, with durable principles, methods and tools. This serves to protect investments and provide

the necessary basis for measurement, learning and improvement. The introductory guide,Introduction

to the ITIL Service Lifecycle, provides an overview of the lifecycle stages described in the ITIL core.

ITIL guidance can be adapted to support various business environments and organizational strategies.Complementary ITIL publications provide flexibility to implement the core in a diverse range of

environments. Practitioners can select complementary publications as needed to provide traction for

the ITIL core in a given context, in much the same way as tires are selected based on the type of

vehicle, purpose and road conditions. This is to increase the durability and portability of knowledge

assets and to protect investments in service management capabilities. See http://www.itil-

officialsite.com/Publications/Complementary.aspx for up to date information on complementary

publications.


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Presentation 31



Service Strategydefines the perspective, position, plans and patterns that a service provider needs to execute

to meet an organizations business outcomes. Service strategy includes the following processes: strategy

management for IT services, service portfolio management, financial management for IT services, demand

management, and business relationship management. Although these processes are associated with service

strategy, most processes have activities that take place across multiple stages of the service lifecycle.

Service Designincludes the design of the services, governing practices, processes and policies required to

realize the service providers strategy and to facilitate the introduction of services into supported environments.

Service design includes the following processes: design coordination, service catalog management, service level

management, availability management, capacity management, IT service continuity management, informationsecurity management, and supplier management. Although these processes are associated with service design,

most processes have activities that take place across multiple stages of the service lifecycle.

Service Transitionensures that new, modified or retired services meet the expectations of the business as

documented in the service strategy and service design stages of the lifecycle. Service transition includes the

following processes: transition planning and support, change management, service asset and configuration

management, release and deployment management, service validation and testing, change evaluation, and

knowledge management. Although these processes are associated with service transition, most processes have

activities that take place across multiple stages of the service lifecycle.

Service Operationcoordinates and carries out the activities and processes required to deliver and manage

services at agreed levels to business users and customers. Service operation also manages the technology that is

used to deliver and support services. Service operation includes the following processes: event management,

incident management, request fulfillment, problem management, and access management. Service operationalso includes the following functions: service desk, technical management, IT operations management, and

application management. Although these processes and functions are associated with service operation, most

processes and functions have activities that take place across multiple stages of the service lifecycle.

Continual ServiceImprovementensures that services are aligned with changing business needs by identifying

and implementing improvements to IT services that support business processes. The performance of the IT service

provider is continually measured and improvements are made to processes, IT services and IT infrastructure in

order to increase efficiency, effectiveness and cost effectiveness. Continual service improvement includes the

seven-step improvement process. Although this process is associated with continual service improvement, most

processes have activities that take place across multiple stages of the service lifecycle.


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Presentation 32



At the center of the service lifecycle is service strategy. Value creation begins here with understanding

organizational objectives and customer needs. Every organizational asset including people, processes

and products should support the strategy.

ITIL Service Strategy provides guidance on how to view service management not only as an

organizational capability but as a strategic asset. It describes the principles underpinning the practice

of service management which are useful for developing service management policies, guidelines and

processes across the ITIL service lifecycle.

Topics covered in ITIL Service Strategy include the development of market spaces, characteristics of

internal and external provider types, service assets, the service portfolio and implementation of

strategy through the service lifecycle. Business relationship management, demand management,

financial management, organizational development and strategic risks are among the other major

topics.

Organizations should use ITIL Service Strategy to set objectives and expectations of performance

towards serving customers and market spaces, and to identify, select and prioritize opportunities.

Service strategy is about ensuring that organizations are in a position to handle the costs and risks

associated with their service portfolios, and are set up not just for operational effectiveness but fordistinctive performance.

Organizations already practising ITIL can use ITIL Service Strategy to guide a strategic review of

their ITIL-based service management capabilities and to improve the alignment between those

capabilities and their business strategies. ITIL Service Strategy will encourage readers to stop and

think about why something is to be done before thinking of how.


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Presentation 33



For services to provide true value to the business, they must be designed with the business objectives

in mind. Design encompasses the whole IT organization, for it is the organization as a whole that

delivers and supports the services. Service design is the stage in the lifecycle that turns a service

strategy into a plan for delivering the business objectives.

ITIL Service Design provides guidance for the design and development of services and service

management practices. It covers design principles and methods for converting strategic objectives into

portfolios of services and service assets. The scope of ITIL Service Design is not limited to newservices. It includes the changes and improvements necessary to increase or maintain value to

customers over the lifecycle of services, the continuity of services, achievement of service levels, and

conformance to standards and regulations. It guides organizations on how to develop design

capabilities for service management.

Other topics in ITIL Service Design include design coordination, service catalog management, service

level management, availability management, capacity management, IT service continuity

management, information security management and supplier management.

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ITIL Service Transition also introduces the service knowledge management system, which can support

organizational learning and help to improve the overall efficiency and effectiveness of all stages of the

service lifecycle. This will enable people to benefit from the knowledge and experience of others,

support informed decision-making, and improve the management of services.

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Strategic objectives are ultimately realized through service operation, therefore making it a critical

capability.ITIL Service Operation provides guidance on how to maintain stability in service operation,

allowing for changes in design, scale, scope and service levels. Organizations are provided with

detailed process guidelines, methods and tools for use in two major control perspectives: reactive and

proactive. Managers and practitioners are provided with knowledge allowing them to make better

decisions in areas such as managing the availability of services, controlling demand, optimizing

capacity utilization, scheduling of operations, and avoiding or resolving service incidents and

managing problems. New models and architectures such as shared services, utility computing, webservices and mobile commerce to support service operation are described.

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ITIL Continual Service Improvement describes best practice for achieving incremental and large-scale

improvements in service quality, operational efficiency and business continuity, and for ensuring that

the service portfolio continues to be aligned to business needs. Guidance is provided for linking

improvement efforts and outcomes with service strategy, design, transition and operation. A closed

loop feedback system, based on the Plan-Do-Check-Act (PDCA) cycle, is established. Feedback from

any stage of the service lifecycle can be used to identify improvement opportunities for any other stage

of the lifecycle.

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The activities of the service design stage are detailed and complex. Only through well-coordinated

action can a service provider hope to create comprehensive and appropriate designs that will support

the achievement of the required business outcomes.

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The scope of the design coordination process includes all design activity, particularly all new or

changed service solutions that are being designed for transition into (or out of, in the case of a service

retirement) the live environment.

Some design efforts will be part of a project, whereas others will be managed through the change

process alone without a formally defined project. Some design efforts will be extensive and complex

while others will be simple and swift. Not every design activity requires the same level of rigor to

ensure success, so a significant number of design efforts will require little or no individual attention

from the design coordination process. Most design coordination process activity focuses around thosedesign efforts that are part of a project, as well as those that are associated with changes of defined

types. Typically, the changes that require the most attention from design coordination are major

changes, but any change that an organization believes could benefit from design coordination may be

included.

Each organization should define the criteria that will be used to determine the level of rigour or

attention to be applied in design coordination for each design. Some organizations take the perspective

that all changes, regardless of how small in scope, have a design stage, as it is important that all

changes have clear and correct plans for how to implement them. In this perspective, the lifecycle

stage of service design still occurs, even if the designs for simple or standard changes are usually pre-

built and are reused frequently and quickly. Sometimes the stage is quite complex and long and

sometimes it is simply a rapid check that the right design (procedure) is being used. Otherorganizations take the perspective that only changes that fit certain criteria, such as those associated

with a project or major change, have a formal service design stage. In this perspective, changes that

fail to meet the agreed criteria may be considered out of the scope of this process.

Whichever perspective is adopted by an organization, the end result should be more successful

changes that deliver the required business outcomes with minimal disruption or other negative impacts

on business operations. If an organizations approach produces that result, then the organization is

performing design coordination correctly

Date post:	14-Apr-2018
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ITILV3 SOA Pultorak Sample 2011

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