Project Research Document_Jimmy Hill (1).docx

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ITM4 Project Research Student: Jimmy HillDate: 5thJan 2!2 Im"lementin# Ser$ice Transition in Moo# ID %: R&24''

Moog Industrial Group

Information Technology Department

Implementing ITIL Service Transition

Project Research Report

Author !immy "ill

#ourse ITM$

ID R%%%&'$((

Recipients !im )*D+yer , -d #ros.i

Due Date /th!anuary '%01

Presentation Date 2th

!anuary '%01

Revision 0

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#ontents!) Pur"ose**********************************************************************************************4

!)! The Pur"ose o( the research****************************************************************4!)2 The Sco"e o( the Research*****************************************************************'

2) Introduction****************************************************************************************'

2)! The Moo# Industrial +rou"*****************************************************************'

2)2 Moo# Industrial in(ormation Technolo#y +rou"**************************************,

2)2)! -usiness Partners************************************************************************,

2)2)2 .""lications and Solutions************************************************************/

2)2)0 Ser$ice and Su""ort*********************************************************************/

2)2)4 In(rastructure*****************************************************************************&

2)2)4 Moo# IT Structural .li#nment 1ith ITI:*********************************************&

0) ITI .n 3$er$ie1******************************************************************************!

0)! The i$e Phases o( the ITI Ser$ice i(ecycle***************************************!!

0)!)! Ser$ice Strate#y************************************************************************!!

0)!)2 Ser$ice Desi#n**************************************************************************!2

0)!)0 Ser$ice transition**********************************************************************!2

0)!)4 Ser$ice 3"eration**********************************************************************!00)!)5 ontinual Ser$ice Im"ro$ement***************************************************!4

0)!)' In"uts and 3ut"uts o( the Ser$ice i(ecycle "hases************************!5

0)2 The -ene6ts o( ITI************************************************************************!5

4) Ser$ice Transition******************************************************************************!'

4)! .n 3$er$ie1**********************************************************************************!'

4)2 The main conce"ts o( Ser$ice Transition********************************************!,

4)0 The core acti$ities o( Ser$ice Transition**********************************************!/

4)4 -ene6ts o( Ser$ice Transition************************************************************!&

4)5 Ser$ice Transition Processes*************************************************************2

4)5)! han#e Mana#ement*****************************************************************2

4)5)2 Ser$ice .sset and on6#uration Mana#ement * S.M********************25

4)5)0 Release and De"loyment Mana#ement****************************************2,

4)' 3ther 7ey "arts o( the Ser$ice Transition Phase**********************************0

4)')! 8no1led#e Mana#ement***********************************************************0

4)')2 Ser$ice $alidation 9 testin#******************************************************04)')0 Transition Plannin# and su""ort**************************************************0!

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5) rame1or7 om"arisons*******************************************************************02

5)! Microso(t 3"erations rame1or7 M3;*********************************************02

5)!)! .n 3$er$ie1****************************************************************************02

5)!)2 om"arin# ITI 9 M3***************************************************************045)!)0 The Strate#ic .li#nment Model lan7et a""roach)**4'

&) itations******************************************************************************************4/

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03 Purpose

030 The Purpose of the researchIn Moo# Industrial ITA 1e ha$e >ecome only too 1ell a1are o(

the "lace that in(ormation holds in most or#anisations)

In(ormation is the "o1er that #uidesA de6nes and su""orts an

or#anisationBs decision ma7in# and (uture) The in(ormation

technolo#y that 1e are entrusted 1ith to collectA storeA secureA

de$elo" and transmit this in(ormation is no1 more than e$er at

the centre o( most all or#anisations) Co lon#er are "oor IT

ser$ices acce"ta>le no lon#er is do1ntime acce"ta>le and nolon#er can 1e in IT hide >ehind 1hat 1ere considered the

E>lac7 arts o( ITF) Co lon#er can 1e stand >y 1hile EShado1 ITF

#ro1s around us >ecause 1e ha$enBt deli$ered) @e and our

"rocesses must >ecome trans"arent to the >usiness and

accounta>le to the >usiness (or its successes and (ailures 1ith

IT ser$icesA 1e must >e the o1ners or the >ro7ers to all IT

ser$ices)

No longer can IT just do and then send a bill at the end

of the month

It is clear that ser$ice desi#nA deli$ery and su""ort and not just

the technolo#y that under"ins the ser$ices is 1hat is most

im"ortant to the user and the >usiness) That is it does not

really matter to them 1here the ser$ices are comin# (rom as

lon# as they do as reGuiredA 1hen reGuired and a cost that is

justi6a>le to the >usinessA

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A service is a means of delivering value to a customer

by facilitating outcomes customers want to achieve

without the ownership of the specic costs and risks i

@e must >e a>le to de6ne an Moo# IT strate#y that is clearly

ali#ned to the or#anisations >usiness strate#yA (or mana#in#

and su""ort IT ser$ices (or all the users in Moo#A this must

include a strate#y (or insourcin#A outsourcin# and smart

sourcin# o( IT ser$ices) @e must de$elo" >usiness and IT

"artnershi"s and relationshi"s) @e must ensure that 1e ha$e

standardisation o( all common IT ser$ices across all our thirty

sites #lo>ally and that all users ha$e access to all ser$ices and

su""ort (or those ser$ices that they reGuire to su""ort the

>usinesses strate#ic #oals and o>jecti$es) @e need to ha$e

standard and consistent IT "rocesses and controls across

multi"le sitesA 1e must 1or7 in colla>orati$e teams to ensure

that ser$ice $alue and Guality are achie$ed and maintained) It

is also clear that as ser$ices are introduced and im"ro$ed 1e

must >e a1are that it 1ill aect ho1 the or#anisation and users

1or7 1e must >e co#nisant o( this (act and "roacti$ely mana#e

or#anisational chan#e)

@e ha$e sites in many countriesA in usiness lan#ua#e tends to >e e a1are and learn to chec7

and con6rm all assum"tions) @e also ha$e many inter*site

"rocess dierencesA >ut are usin# one a""lication to mana#eA

some o( these dierences are real and some are ima#ined to

stren#then site identityA 1e must 1or7 to >rea7do1n these

dierences and ensure sites 1ill not lose their identityA >ut 1ill

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ha$e >etter Guality ser$ices and more inter site su""ort (or

their "rocess im"ro$ement "rojects)

The IT >ud#et is a 7ey area 1here 1e must centralise and sho1

each user and each site 1hat it cost to ha$e the ri#ht ser$iceAthe ri#ht Guantity o( ser$iceA the ri#ht Guality o( ser$ice

a$aila>le to meet their needs and the >usiness needs) IT must

sho1 the >usiness $alue o( IT and >e a>le to demonstrate the

T3 total cost o( o1nershi"; o( a ser$ice or ser$ices (or the

#rou") @e must also >e a>le to demonstrate the R3I return on

in$estment; on ser$ices 1e de$elo" and de"loy)

ontinuous im"ro$ement is a 7ey com"onent o( all >usiness"rocess and o( all IT "rocesses and must >e im"lemented as

"art o( any (rame1or7 that 1e 1ill im"lement)

.t the end o( the day 1e in IT must (ace in one direction and

(ollo1 one $ision (or the #ood o( IT and (or the #ood o( the

or#anisation as a 1hole) To this end 1e need a mana#ement

(rame1or7 that connects us all to one another throu#h

standard >est "ractise "rocessesA "olicies and "rocedures that

allo1s communicationA colla>oration and sharin# 7no1led#e

and learnin#)

03' The Scope of the ResearchThe research "hase 1ill loo7 at and understand i( ITI Ser$ice

Transition is ri#ht (or Moo# Industrial IT) The research is not

reGuired to loo7 at any o( the other ITI "hases and 1ill only

#i$e an outline o( them so that the relationshi"s >et1een them

and the Ser$ice Transition "hase may >e more easily

understood) This research 1ill loo7 at other (rame1or7sA M3

4) and IS32 to con6rm that ITI ser$ice transition is a

correct 6t (or Moo#)

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'3 Introduction

'30 The Moog Industrial Group

EMoo# Industrial #rou" desi#ns and manu(actures hi#h*"er(ormance and hi#h relia>ility motion control solutions (or a

$ariety o( industrial a""lications includin# "lasticsA metal

(ormin#A "o1er #enerationA steel "roductionA test and

simulationA 1ind ener#yA motors"ort and others)

@ith o$er 0 o"erations in more than 2' countriesA Moo#Industrial deli$ers a hi#h le$el o( ser$iceA su""ort and

colla>orati$e e="ertise tailored to the reGuirements o( machine

>uilders and desi#n en#ineers 1orld1ide)F

rom * htt":111)moo#)com;

The #rou" had Sales o( '2&M in K!! and 1as the second

>i##est #rou" contri>utor to re$enue at 2,L a(ter .ircra(t

#rou" at 0,L) +lo>al economic diculties asideA the"rojections are (or the #rou" sales to #ro1 to #reater than

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!-ill inside 6$e years) To this end IT is seen as a major

contri>utor in su""ortin# this #ro1th throu#h eecti$e IT

ser$ice deli$ery and IT su""ort)

'3' Moog Industrial information Technology

GroupThe tas7 (or the IT #rou" is to eecti$ely use all the s7illsA

7no1led#e and e="erience o( its #lo>al IT sta (or the >ene6t o(

all #lo>al IT users rather than the model o( local IT sta (or local

site users)

Nnder the current dicult economic conditionsA 1e need to

introduce and maintain a 1ide ran#e o( IT Ser$ices at the ri#ht

costA in the ri#ht "lace and at the ri#ht time to o$er thirty

#eo#ra"hically dis"ersed sites across usiness "artnersA one (or uild $ery close relationshi"s 1ith the

>usiness o"erations mana#ers and their stas to ascertain

1hat are the >usiness ser$ice reGuirements in terms o( IT

ser$ices and the demand (or those ser$ices o$er the ne=t 6$e

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years and >eyond) They are tas7ed 1ith >rin#in# an IT strate#y

to the IT e=ecuti$e committee) They are also res"onsi>le (or

>rin#in# a "ort(olio o( ser$ice "rojects 1hich are ali#ned to

>usiness needsA rou#hly costed in terms o( 6nanceA time andresources internal or e=ternal;) These 1ill also >e "rioritised in

terms o( their returns to the >usiness either >y sa$in#s throu#h

automationA throu#h standardisationA throu#h centralisation

and economy o( scale or throu#h increased sales andor user

satis(action) The e=ecuti$e committee 1ill include the #rou" IT

mana#erA Senior ?Ps and the +rou" inancial controller) .lso at

these re$ie1s 1ill >e each o( the mana#ers (rom the other

Pillars o( IT)

'3'3' Applications and Solutions

.""lications and solutions #rou" are res"onsi>le (or the

de$elo"ment o( the so(t1are a""lications and solutions a#reed

>y the >usiness strate#y) They 1ill #ather the detailed

reGuirements (or the ser$ice a""lication or solution; (rom the

>usiness) De$elo" the detailed desi#n "ro"osal and con6rm its

>usiness ali#nment 1ith ori#inal strate#y durin# desi#n re$ie1

1ith the >usiness "artners) They 1ill de$elo" a "roject "lan

includin# a strate#y (or the ser$iceA 1hether it is to >e

de$elo"ed internallyA e=ternally or 1hether a "urchased third

"arty solution is >etter o"tion) They 1ill mana#e this "roject

and it reGuired resourcesA and deli$er the ser$ice (or testin#A

release and de"loyment)

'3'31 Service and Support

Ser$ice and Su""ort is truly a #lo>al multicultural team and hassta mem>ers on all sites 1hich ha$e their o1n IT teams) Some

o( these "eo"le 1ill "er(orm a dual roleA one o( ser$ice su""ort

at le$el one or ser$ice des7 Incident Mana#ementA .ccess

Mana#ement; or as le$el t1o Des7 side su""ort more hands on

technical su""ortA lem

Mana#ement ; and t1o they 1ill still >e res"onsi>le (or the local

in(rastructure o( Ser$ersA Stora#eA Cet1or7sA Des7to"s and

"rinters)

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This team is res"onsi>le (or the ecient and eecti$e transition

o( ser$ices into "roduction en$ironment and o"eration and

continuity o( these ser$ices in "roduction)

'3'3$ InfrastructureThe in(rastructure #rou" 1ill >e res"onsi>le (or the

de$elo"ment and deli$ery o( the hard1are includin# o"eratin#

system; and itBs con6#uration to the su""ort the deli$ery and

o"erations o( the ser$ices o( IT) They 1ill 1or7 to 3.s

3"eration e$el .#reements;) The hard1are 1ill include all

ser$ersA stora#e de$ices and net1or7) They 1ill also >e

res"onsi>le (or deli$erin# all test en$ironments) They 1ill

monitor and re"ort on the com"lete distri>uted in(rastructure to

ensure that IT can deli$er on the S.Bs set do1n (or the

ser$ices "ro$ided)

'3'3$ Moog IT Structural Alignment +ith

ITIL

.>o$e is ho1 I understand the ne1ly announced Moo#

Industrial IT or#anisational structure rou#hly ali#ns 1ith the

"rocesses o( ITI ?0) The restructurin# is still in "rocess and 1ill

continue to e$ol$e o$er time as 1e researchA understand and

im"lement the ITI "rocesses)

Cote: This structure may "ose ris7s to an im"lementation o( ITI

as some o( the ITI roles and res"onsi>ilities may >e dicult to"lace in this structureA as it hasnBt >een made com"letely clear

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1hat the res"onsi>ilities are (or each o( the "illars in the

structure) This 1ill ha$e to >e done as "art o( an or#anisational

re$ie1 >e(ore 1e >e#in the "roject "lannin# "ro"er in 2!0)

The challen#e 1ith such distri>uted or site >ased teams in aculture li7e Moo#Bs is that e$eryone 1ants to and is encoura#ed

to inno$ate (or the >etter o( Moo# locally and as a 1holeA so it

is most im"ortant that 1e ado"t and ha$e a standard

(rame1or7s; and sets o( #uidelines to 1ra" around this

inno$ation to ensure 1e 7no1 ho1 to and are consistent in

deli$ery and mana#ement o( IT ser$ices desi#n and deli$ery

across Moo# Industrial) 3ne o( our main aims is to reduce

du"lication o( eort and e="enditure in the same areas on

dierent sites and to "ool our e="ertise (or the #ood o( all

users) To this end I 1ill e="lain #enerally 1hat ITI is and outline

my research (or im"lementin# ITIBs Ser$ice Transition

"rocesses into Moo# Industrial IT +rou")

13 ITIL : An )vervie+ITI The In(ormation Technolo#y In(rastructure i>rary; is

"ro>a>ly the most 1idely ado"ted (rame1or7 a""roach (or IT

Ser$ice Mana#ement in the 1orld) It "ro$ides a "racticalA no*

nonsense (rame1or7 (or identi(yin#A "lannin#A deli$erin# and

su""ortin# IT ser$ices to the >usiness) ITI ad$ocates that IT

ser$ices must >e ali#ned to the needs o( the >usiness and

under"in the core >usiness "rocesses) It "ro$ides #uidance to

or#anisations on ho1 to use IT as a tool to (acilitate >usiness

chan#eA trans(ormation and #ro1th) ITI 1as "u>lished >et1een

!&/& and !&&5 >y Her MajestyBs Stationery 3ce HMS3; in

the N8 on >ehal( o( the entral ommunications and

Telecommunications .#ency T.; 1hich is no1 "art o( the

3ce o( +o$ernment ommerce 3+;) Its early use 1as really

only in the Nnited 8in#dom and in the Cetherlands) ?ersion t1o

o( ITI 1as "u>lished as a set o( re$ised >oo7s >et1een 2

and 24) The initial $ersion o( ITI consisted o( a li>rary o( 0!

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associated >oo7s co$erin# all as"ects o( IT ser$ice "ro$ision)

This initial $ersion 1as then re$ised and re"laced >y se$enA

more closely connected and consistent >oo7s ITI ?2;

consolidated 1ithin an o$erall (rame1or7) This second $ersion>ecame uni$ersally acce"ted and is no1 used in many

countries >y thousands o( or#anisations as the >asis (or

eecti$e IT ser$ice "ro$ision) In 2,A ITI ?2 1as su"erseded

>y an enhanced and consolidated third $ersion o( ITI ?0A

consistin# o( a core o( 6$e >oo7s co$erin# all the ser$ice

li(ecycle)

The ITI >est "ractices currently

details 6$e core "rocessesA

Ser$ice Strate#yA Ser$ice Desi#nA

Ser$ice TransitionA Ser$ice

3"eration and ontinual Ser$ice

Im"ro$ement 1hich "ro$ide a

systematicA "ro(essional and >est

"ractise a""roach to the

mana#ement o( IT ser$icesA

ena>lin# or#anisations to deli$er

a""ro"riate ser$ices and

continually ensure they are

meetin# >usiness #oals and

deli$erin# >ene6ts) The 6$e core

"rocesses ma" the entire ITI

Ser$ice i(ecycleA >e#innin# 1ith

the identi6cation o( customer needs and dri$ers o( IT

reGuirementsA throu#h to the desi#n and im"lementation o( the

ser$ice into o"eration and 6nallyA on to the monitorin# and

im"ro$ement "hase o( the ser$ice)

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130 The ;ive Phases of the ITIL Service

Lifecycle

13030 Service StrategySer$ice Strate#y acti$ities include de6nin# the mar7et or 1hat

ser$ices are reGuired or 1e 1ill oerA de$elo"in# the ser$ices

that 1ill >e oeredA de$elo"in# the strate#ic IT assets that 1ill

allo1s us to su""ly these ser$ices and "re"aration (or the

e=ecution o( the ser$ice strate#y) Ser$ice strate#y has three

main "rocessesA ser$ice "ort(olio mana#ement 1hich is

res"onsi>le (or mana#in# in$estment across the li(ecycle o( all

acti$e and retired ser$ices and also those in the conce"tAdesi#n and transition "i"eline) It must $alidate the >usiness

case (or a ser$iceA ma=imise the "ort(olio $alue and >usiness

ali#nment and "rioritise and >alance su""ly and demand (or

ser$ices) Demand mana#ement 1hich is res"onsi>le (or

(orecastin# the demand reGuirements (or the ser$ices "ro$ided

and ensurin# the ri#ht ca"acity is a$aila>leA >ased on analysis

o( >usiness demand "atterns) inancial mana#ement loo7s at

the IT >ud#etin#A accountin# and char#e >ac7 (or IT ser$icesAand the $alue o( the ser$ices and assets that underlie them)

1303' Service Design

Ser$ice Desi#n is reGuired to deli$er a ser$ice desi#n "ac7a#e

SDP; (or hando$er to ser$ice transition) This includes a ser$ice

desi#n to meet >usiness needsA de$elo" and maintain

"rocessesA "oliciesA standardsA (rame1or7s and documents to

su""ort ser$ice desi#n and the ser$ice li(ecycleA technolo#y

architectures and mana#ement systemsA desi#n o(

measurement systems and metricsA de$elo" the ca"a>ilities

and s7ill sets 1ithin the IT #rou"A and #i$e in"ut to continued

ser$ice Guality im"ro$ement) The 7ey "rocesses are Ser$ice

catalo#ue mana#ement SM; #i$es an accurate and consistent

list o( a$aila>le IT ser$ices and their details and status (or

>usiness to $ie1) Ser$ice le$el mana#ement SM; a#rees and

documents ser$ice tar#ets 1ith the >usiness (or >oth internally

and e=ternally su""lied ser$ices and monitors and re"orts

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a#ainst a#reed le$els o( ser$ice) The out"uts o( the "rocess are

ser$ice le$el a#reements S.s;A o"erational le$el a#reements

3.s;A under"innin# contracts Ns; (or mana#in# e=ternal

ser$ice "ro$idersA and ser$ice im"ro$ement "lans SIPs;)a"acity Mana#ement "ro$ides (ocus (or mana#in# all ca"acity

and "er(ormance related issues o( ser$ice or resources to

match IT ca"acity to a#reed >usiness demands) .$aila>ility

mana#ement o( ser$ices has >oth reacti$e and "roacti$e

acti$itiesA the reacti$e acti$ities o( monitorin#A measurin#A

analysis and mana#ement o( e$entsA incidents and "ro>lems

aectin# ser$ice a$aila>ilityA and the "roacti$e acti$ities o(

"lannin#A desi#nA recommendation and im"ro$ement o( thea$aila>ility o( ser$ices) IT Ser$ice continuity mana#ement

ITSM; is the "rocess o( introducin# "olicies and strate#ies (or

>usiness ali#ned ris7 reduction measures and ser$ice reco$ery

o"tions to ensure continuity o( ser$ice to the >usiness)

In(ormation Security mana#ement ISM; "ur"ose is to ensure

that in(ormation is a$aila>le and usa>le 1hen reGuired is 7e"t

con6dentialA only a$aila>le to those authorised to see it

in(ormation inte#rity is maintainedA is com"lete and accuratein(ormation is authenticA that isA >usiness transactions and data

e=chan#es can >e trusted)

13031 Service transition

=oteThis is the ne=t "rocess in the li(ecycle and I 1ill discuss

in detail later as it is the main "ur"ose o( this research re"ort)

1303$ Service )peration

Ser$ice o"eration is the ser$ice $alue deli$ery "hase and hasthe "ur"ose o( deli$erin# a#reed le$els o( ser$ice to users and

customersA and is res"onsi>le (or mana#in# and monitorin# the

a""licationsA technolo#y and in(rastructure that su""ort

deli$ery o( the ser$ices) To maintain hi#h Guality o( ser$iceA

ser$ice o"eration must >alance the internal IT $ie1 a#ainst the

e=ternal >usiness $ie1 o( ser$ice deli$ery sta>ility o( IT

ser$ices deli$ered $ersus the need to res"ond to chan#in#

>usiness reGuirements the Guality o( the ser$ice "ro$ideda#ainst the cost o( the ser$ice that the >usiness is 1illin# to

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"ay and >ein# "roacti$e in im"ro$in# "rocesses and ser$ice

deli$ery and Guality a#ainst reactin# all the time to reGuestsA

e$entsA incidents and "ro>lems) The 7ey "rocesses(unctions

include y a con6#uration item I; or a mana#ement

tool that sho1s all is not 1ell and an incident record may >e

createdA all is normal or some inter$ention is reGuired that is

noti6ed to the IT su""ort sta) Incident mana#ementBs "ur"ose

is to ha$e the aected ser$ice >ac7 a$aila>le as soon as is

"ossi>le to minimise the ne#ati$e im"act on the >usiness)

Incidents #et cate#orised to identi(y 1ho should 1or7 on them

and (or trend analysisA and they are "rioritiOed accordin# totheir ur#ency and >usiness im"actA and 1ill >e escalated i( it

cannot >e resol$ed Guic7ly) ReGuest ul6lment "rocessA "ossi>ly

an automated systemA ena>les users to reGuest and recei$e

standard ser$ices (rom the ser$ice catalo#ueA "ro$ides

in(ormation to users and customers a>out the ser$ices and

"rocedures (or o>tainin# them and (eed>ac7 (orum #eneral

in(ormationA com"laints and comments) .ccess mana#ement is

concerned 1ith #i$in# access to authorised users to ser$icesA1hile denyin# access to unauthorised users) Pro>lem

Mana#ement is concerned 1ith "re$entin# "ro>lems and the

resultin# incidents (rom ha""enin#A to #et rid o( recurrin#

incidents and to miti#ate the im"act o( incidents that canBt >e

"re$ented) It includes dia#nosin# causes o( incidentsA

determinin# the resolutionA and ensurin# that the resolution is

im"lemented and maintains in(ormation a>out a""ro"riate

1or7arounds and resolutions) The Ser$ice des7 (unction"ro$ides a central "oint o( contact to IT users ser$ice des7 1ill

lo#A cate#orise and "rioritise all incidentsA ser$ice reGuests and

access reGuests and 1ill act as 6rst line o( in$esti#ation and

dia#nosis and 1ill mana#e the entire incident or reGuest

li(ecycle) Ser$ice des7 also acts as an inter(ace (or all other IT

ser$ice o"eration "rocesses and acti$ities) Technical

Mana#ement (unction su""orts "lannin#A im"lementin# and

maintenance o( a sta>le technical in(rastructure and ensuresthat ri#ht resources and e="ertise are a$aila>le to desi#nA >uildA

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transitionA o"erate and im"ro$e the IT ser$ices and su""ortin#

technolo#y) IT 3"erations Mana#ement is res"onsi>le (or the

mana#ement and maintenance o( the IT in(rastructure) It

includes the IT 3"erations ontrol (unction staed >y shi(ts o(o"erators doin# routine o"erational tas7sA "ro$idin# centralised

monitorin# and controlA and the acilities Mana#ement (unction

res"onsi>le data centresA com"uter rooms and reco$ery sites)

1303/ #ontinual Service Improvement

ontinual Ser$ice Im"ro$ement SI; is concerned 1ith the

maintenance o( ser$ice $alue to the customer throu#h thecontinual e$aluation and im"ro$ement o( the Guality o( ser$ices

and the o$erall Guality and maturity o( the IT ser$ice

mana#ement li(ecycle "rocesses)

The three 7ey "rocesses include ,*Ste" im"ro$ement "rocess

!; De6ne 1hat should >e measuresA 2; De6ne 1hat can >e

measuredA 0; +ather dataA 4; Process the dataA 5; .nalyse the

dataA '; Present 9 use data and ,; Im"lement correcti$e action)

Ser$ice monitorin# and measurement "rocess 1hich loo7s to

$alidate "re$ious decisions madeA to direct acti$ities to ensure

a#reed tar#ets are metA justi(y 1ith (act that a course o( action

is reGuired and to ensure inter$ention at a""ro"riate time to

ta7e correcti$e action) Ser$ice Re"ortin# "rocess re"orts the

in(ormation o( interest and im"ortance to the >usiness)

-usiness in most concerned 1ith re"ortin# historical e$ents

that may continue to >e a threat #oin# (or1ardA and ho1 IT is

#oin# to miti#ate a#ainst such threats)

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1303( Inputs and )utputs of the Service Lifecycle

phases

;igure ' < >ey Lin?s@ inputs , outputs of the service lifecyclephases3

13' The 9enets of ITIL.do"tin# ITI can #i$e you a hu#e ran#e o( >ene6ts that

include:

Kou 1ill ha$e im"ro$ed standardised IT ser$ices (or all users no

matter 1hat site they are on and irrele$ant o( the siOe o( the

site and >ud#ets a$aila>le)

Kou 1ill im"ro$e our IT Ser$ice ali#nment 1ith >usiness needs

and reGuirementsA >usiness 1ill decide 1hat ser$ices they

reGuireA 1hat >ud#et they are 1illin# to s"end and 1hat ser$ice

le$els are reGuired o( the ser$ices and o( IT) IT 1ill then 1or7 to

de$elo"A test and ensure that these ser$ices can >e deli$ered

on*time and on >ud#et to meet the ser$ice le$el a#reement)

@ith "ooled resources and standard mana#ed "rocesses o(

>usiness ali#ned ser$ice deli$ery you 1ill >e a>le to reduce thecosts o( deli$ery and mana#ement o( your ser$ices)

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Kou 1ill ha$e im"ro$ed customer satis(action throu#h a more

standardised "ro(essional a""roach to ser$ice deli$ery) Nsers

1ill >e a>le to see 1hat ser$ices are a$aila>leA the le$el o(

ser$ice oered and the costs o( that ser$ice u" (ront)There 1ill >e im"ro$ed "roducti$ity (or >usiness and ITA

>ecause IT resources 1ill >e 1or7in# and (ocusin# on 1hat the

most im"ortant ser$ices to the >usiness areA >ased on the

"riorities set >y the >usiness and the ser$ice le$els a#reed) It

1ill also >e a>le to sho1 its 1orth throu#h re"ortin# its success

a#ainst these a#reed ser$ice le$els)

Kou can e="ect to ha$e an im"ro$ed customer e="erience dueto users #ettin# the ser$ices and ser$ice le$els they a#reed)

Throu#h access to ser$ices throu#h a sel(*ser$ice "ortal and

throu#h a ser$ice des7 that is customer and incident

mana#ement (ocused)

Throu#h "oolin# o( your resources into e="ert colla>orati$e

teams around a standard (rame1or7A irrele$ant o( their

locationA you 1ould e="ect to im"ro$e your use o( the IT s7ills

and e="erience at your dis"osal and to ensure you only

outsource those s7ills 1here you either donBt ha$e any or donBt

ha$e enou#h)

@ith a standardised "rocess (or the deli$ery o( e=ternal

ser$ices or outsourcin# and throu#h under*"innin# contractsA

you 1ould im"ro$e deli$ery and mana#ement o( third "arty

ser$ices)

$3% Service Transition

$30 An )vervie+

Aligning the new or changed service with the

organisational reuirements and organisational

operationsii

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Ser$ice transitionBs role is to ta7e the ser$ice desi#n "ac7a#e

(rom the ser$ice desi#n sta#e and >rin# to#ether all the

necessary elements to deli$er and su""ort the ser$icesreGuired >y the >usiness into the o"erations sta#eA its

"rocesses and acti$ities hel" to ma=imiOe the >usiness $alue o(

the IT ser$ices 1e "ro$ide) It hel"s to acti$ely mana#e and

miti#ate ris7A and mana#e 7no1led#e to su""ort >etter

decision ma7in#) It ena>les mana#ement o( necessary chan#es

in the IT ser$ice en$ironment) It "ro$ides in(ormation that

allo1s chan#es to >e made 1ith an a1areness o( their "otential

im"act on the other IT ser$ices and on the >usiness) Ser$ice

transition considers more than just one "roject it su""orts all

ser$ices that are currently in transition and maintains

relationshi"s >et1een them to minimise the eects they mi#ht

ha$e on each other) It also "ro$ides su""ort (or these "rojects

>eyond initial im"lementation throu#h early li(e su""ort)

Ser$ice transition also de6nes reGuirements (or understandin#

1hat the >usiness $alue o( the ser$ice isA 1ho 1ill use the

ser$ice and 1ho the main sta7eholders are)

$3' The main concepts of Service

TransitionThe de6nition and im"lementation o( common (rame1or7sA a

set o( standardsA a set o( "oliciesA a set o( "rocedures and

tem"lates (or the transition o( all ser$ices and "rocessesA ne1

or chan#ed into the "roduction or o"erations "hase)

De$elo" a culture o( chan#e mana#ement across the

or#anisation 1here all chan#es to ser$ices or "rocesses are

im"lemented throu#h ser$ice transition and ser$ice chan#e

mana#ement "rocess)

reation o( "rocesses that 1ill re*use e=istin# systems and

"rocesses 1hich 1or7A and reduce the eort >y not recreatin#

the 1heel e$ery time a ne1 reGuirement or a "rocess chan#e isreGuired)

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reate a "rocess that 1or7s 1ith the >usiness to coordinate the

"lannin# and schedulin# o( IT 1ith the "lannin# and schedulin#

o( the >usiness and includin# all sta7eholders to ensure the

least amount o( disru"tion to >usiness (unctions)De$elo" a "rocess that identi6es 1ho the sta7eholders are in

the ser$icess; that are >ein# transitionedA and that creates a

relationshi" 1ith them and in$ol$es them throu#hout the

transition "hase)

reatin# an eecti$e control "rocess that de6nes and mana#es

ho1 assets are to >e identi6edA lo##ed and their con6#uration

details ca"tured and maintained) Ho1 the roles andres"onsi>ilities durin# the ser$ice transition "hase are to >e

de6ned and mana#ed) Ho1 the acti$ities o( Ser$ice Transition

1ith >e mana#ed)

reation o( a "rocess (or 7no1led#e collectionA 7no1led#e

trans(er and decision su""ort systems)

reate a "rocess that "lans the releaseA "ac7a#in# and

de"loyment o( ser$ices into "roduction)

reate a "rocess that dri$es continual im"ro$ement and Guality

assurance o( a ser$ice throu#h the ser$ice transition "hase)

$31 The core activities of Service TransitionSer$ice transition "hase has the $ery im"ortant res"onsi>ility

(or mana#in# communication and commitment across all the"hases o( the IT ser$ice mana#ement (or all transition "rojects

on ne1 or chan#ed ser$ices or "rocesses)

Ser$ice transition loo7s at the eects a ne1 or chan#ed ser$ice

1ill ha$e on "rocesses and >usiness (unctions and the "eo"le

in$ol$ed and hel"s mana#e or#anisation chan#e)

Ser$ice transition loo7s to identi(yA understand and mana#e the

7ey ser$ice sta7eholdersA and their e="ectations (or IT ser$ices)

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So they clearly understand 1hat the ser$ice is that they 1ill >e

recei$in# and the le$el o( ser$ice "ro"osed)

Ser$ice transition ta7es res"onsi>ility (or the "roject "lannin#

and "roject mana#ement o( the ca"acity and resourcesreGuired to "ac7a#eA >uildA testA and de"loy a released

ser$ices; into "roduction on timeA on >ud#et and to ri#ht

Guality standard)

Ser$ice transition "ro$ides a standardised (rame1or7 (or the

lo##in#A assessin#A authorisin#A schedulin# and re"ortin# on all

chan#es to IT .ssetsA con6#uration itemsA ser$ices or their

com"onents)

Ser$ice transition "ro$ides a consistent and ri#orous (rame1or7

(or e$aluatin#A $alidatin# and testin# the Ser$ice ca"a>ility and

ris7 "ro6le in a test en$ironment >e(ore it is released into

"roduction en$ironment)

Ser$ice transition is res"onsi>le (or the esta>lishmentA

maintenance and the inte#rity o( $eri6ed and audited records

o( all the identi6ed Ser$ice .ssetsA includin# all con6#urationsand all license mana#ement)

Ser$ice transition is res"onsi>le (or the "ro$ision o( a #ood*

Guality ser$ice 7no1led#e mana#ement system S8MS;A 1hich

identi6es 7no1led#eA a""ro$esA stores and maintains as

rele$ant o$er time)

Ser$ice transition "ro$ides (or ecientA consistentA testedA

"iloted and re"eata>le >uild and installation and retirementmechanisms (or the deli$ery o( ser$ices)

Ser$ice transition ensures that the Ser$ice can >e mana#edA

o"eratedA and su""orted accordin# to the reGuirements and

constraints s"eci6ed 1ithin the Ser$ice Desi#n "ac7a#e)

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$3$ 9enets of Service TransitionSer$ice transition >rin#s a #reater a>ility to Guic7ly ada"t to

ne1 ser$ice reGuirements and >usiness needs due to its 1ell

documented and re"eata>le "rocesses)

. hi#her success rate o( chan#es and releases due the use o(

tried and tested "rocesses) Due to the use o( 7no1led#e and

learnin# #athered and shared (rom "re$ious ser$ice transitions)

-etter "redictions o( ser$ice le$els and 1arranties (or ne1 and

chan#ed ser$ices due to the use o( standardised ser$ice

$alidation and testin#A and throu#h "ro"er "ilotin#)

. hi#her le$el o( com"liance 1ith reGuirements durin# chan#e

is e="ected due to the detailed ser$ice desi#n "ac7a#e

recei$ed >e $alidated and testedA all chan#es >ein# "rocesses

throu#h chan#e mana#ement and chan#e e$aluation "rocess)

@ith standard inte#rated "lannin# a #reater le$el o( clarity in

"lans 1ill >e achie$ed that 1ill allo1 >usiness to lin7

or#anisational chan#e to ser$ice transitions "lans)

$3/ Service Transition ProcessesirstA IBll co$er 1hat I thin7 are the three major "rocess as"ects

o( Ser$ice Transition are: #hange ManagementM;A Service

Asset and #onguration ManagementS.M;A and

Release and Deployment ManagementRDM;) le (or controllin# the i(ecycle

o( all han#es) The "rimary o>jecti$e o( han#e Mana#ement is

to ha$e a "redicta>le "rocess (or mana#in# chan#es to the

"roduction en$ironment to im"ro$e relia>ility and customer

satis(action) This "rocess is to ena>le >ene6cial han#es to >e

madeA 1ith as little disru"tion to IT Ser$ices as is "ossi>le) It is

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res"onsi>le (or the addin#A chan#in# or remo$in# o( any

ser$iceA con6#uration item or associated documents includin#

the strate#ic or directin# le$elA the tactical or desi#ncontrol

le$el and o"erational le$el chan#es unless it is other1ise statedthat a ser$ice or "rocess is outside o( its control)

!"#"$"$ %hange &ifecycle

The chan#e li(ecycle normally consists o( the (ollo1in# "hases

Initiatin# or recordin# and o##in# the chan#e throu#h a

ReGuest (or han#e R; includin# the ser$ice or con6#uration

item >ein# chan#edA the reason (or the chan#eA 1ho you

>elie$e is aected >y the chan#eA justi6cation (or the chan#e inmonetaryA time or Guality terms)

ilterin# chan#es all chan#es 1ith the e=ce"tion o( those that

can >e dealt 1ith >y a standard chan#e or >y a chan#e model

(or 1hich o"eratin# "rocedure already e=ists are 6ltered and

assessed >y the han#e Mana#er to ensure that they are

a""ro"riate >e(ore they are acce"ted)

Prioritisation 9 ate#orisation 1hen a chan#e has >eendeemed acce"ta>le >y the chan#e mana#erA it needs to >e

"rioritised as either le (or a lar#e num>er o(

"eo"leA Hi#h action need in 4/ hours due to se$ere im"act on

some users or some im"act on a lar#e num>er o( usersA

Medium action needed in ne=t 5 days >ecause chan#e canBt

1ait (or ne=t release o( ser$ice or o1 needs doin# >y a

s"eci6ed date and can 1ait (or the ne=t release or u"#rade o(the ser$ice) ate#orisation o( each chan#e is also done under

the headin#s o( Standard chan#eA Cormal chan#e and

ased

on its im"act to the >usiness 1ill de6ne 1hat le$el o(

authorisation is reGuired to si#n*o the chan#e) Some standard

chan#es 1ith little ris7 or im"act that ha$e "rocedures dra1nu" (or them can >e "re*authorised or may need the si#n*o o(

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sayA the shi(t su"er$isorA other chan#es o( that ha$e lo1 im"act

and lo1 ris7 can >e authorised >y the chan#e mana#erA and

chan#es o( medium to hi#h im"act and ris7 1ould #o to the

han#e .d$isory -oard .-; or e$en senior mana#ement (orsi#n*o)

Plannin# 9 schedulin# a chan#e only a(ter the chan#e has

>een authorised can the chan#e mana#er start "lannin# and

schedulin#A as this sta#e the chan#e mana#er 1ill identi(y 1ho

1ill >uild and test the chan#e and the timeline to com"letion)

Measurin# 9 Re"ortin# on chan#e and chan#e "rocess The

chan#e mana#er is res"onsi>le (or measurin# and re"ortin# onthe eecti$eness o( the chan#e "rocess)

!"#"$"' Types of %hange

=ormal change* . chan#e that (ollo1s all o( the ste"s o( the

chan#e "rocess)

Standard change* . "re*a""ro$ed chan#e that is lo1 ris7A

relati$ely common and (ollo1s a "rocedure or 1or7 instructionA

e)#) "ass1ord reset

-mergency change* . chan#e that must >e introduced as

soon as "ossi>le) e)#) to resol$e a major incident or im"lement

a security "atch)

!"#"$"( The benets of change management )%*+

han#e mana#ement #i$es us a more consistent 1ay o(

"rioritisin# and res"ondin# to or#anisation and customeruser

reGuest (or chan#e R;)

The "rocess re$ie1s all chan#es and assessesA cate#orises and

"rioritises themA so that chan#es are im"lemented that meet

the customersB a#reed ser$ice reGuirements 1hile o"timisin#

costs >y understandin# the relationshi" >et1een chan#es and

throu#h economy o( scale >y #rou"in# and >uildin#A testin# and

im"lementin# chan#es to#ether)

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The "rocess hel"s us meet our #o$ernanceA le#alA contractual

and re#ulatory reGuirements >y re$ie1in# and mana#in# all

chan#es in line 1ith these reGuirements)

Throu#h "ro"er re$ie1 and ris7 assessment o( all chan#es this"rocess hel"s to reduce the num>er o( (ailed chan#es and

there(ore the num>er o( ser$ice disru"tionA de(ects and the

amount o( re1or7 reGuired)

The "rocess allo1s us to deli$er chan#e "rom"tly to meet

>usiness timescales >ecause it sets a standard a""roach to

mana#in# the chan#e li(ecycleA that cate#orises and "rioritises

chan#e >ased on im"act and ris7 to the >usinessA there>y "utthe resources 1here they are needed most)

The "rocess allo1s us to trac7 all chan#es throu#h the

com"lete li(ecycle o( a ser$ice)

The "rocess #athers rele$ant data that allo1s us to create

>etter estimations o( the GualityA time and cost o( chan#e to

the or#anisation)

The "rocess aids "roducti$ity o( sta throu#h minimisin#

disru"tions due to hi#h le$els o( un"lanned or emer#ency

chan#e and hence ma=imisin# the a$aila>ility o( ser$ices)

The "rocess su""orts the reduction o( the Mean Time to Restore

Ser$ice MTRS;A due to Guic7er and more success(ul

im"lementations o( correcti$e chan#es)

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!"#"$"! The change ,rocess

;igure 1 < The #hange Process

!"#"$"# -oles in %hange management

4)5)!)5)! The han#e Mana#er

The chan#e mana#er is res"onsi>le (or the com"lete chan#e

mana#ement "rocess) Their role is to authorise or a""ro$e

minor and lo1 ris7 chan#es) The chan#e mana#er 1ill also call

the .- meetin#s to discuss the hi#her ris7 and si#ni6cant

chan#esA 1here this is a""ro"riateA and ma7e the decision

either to im"lement or reject the chan#e) They 1ill also ensure

that all o( the acti$ities reGuired to >uildA to test and to

im"lement the chan#e are scheduled and underta7en in an

a""ro"riate manner and that they are documented and

re$ie1ed and re"orted to mana#ement 1hen com"leted)

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4)5)!)5)2 The han#e initiator

The chan#e initiatorA in theoryA can >e anyone in the

or#anisationA >ut normally consideration is #i$en to 1ho is

allo1ed to raise a reGuest (or chan#e R;)4)5)!)5)0 han#e .d$isory -oard .-;

.-A the han#e .d$isory -oardA 1ill >e a dynamic #rou" o(

"eo"leA the >oard 1ill include re"resentati$es (rom >usiness

and IT 1ho are rele$ant to the chan#eA 1ho understand the

sta7eholder needs and 1ho need to >e consulted on a

"articular chan#e and this #rou" 1ill assess each chan#e

reGuest under the , RBs o( chan#e mana#ementA @ho Raised

the reGuest (or chan#eA 1hat is the Reason(or the chan#eA

1hat is the Returne="ected (rom chan#eA 6nancialA Guality or

other1iseA 1hat Ris?sare in$ol$ed to the ser$ice and the

>usiness in ma7in# the chan#eA 1hat ResourcesA "eo"leA

6nance etc) are reGuired to ma7e the chan#eA 1ho is

Responsi.le(or the >uildA test and im"lementation o( the

chan#eA 1hat is the Relationship>et1een this and other

chan#es)

. .- meetin#s called >y the chan#e mana#er may ha$e an

a#enda includin# the (ollo1in# items a re$ie1 o( (ailed

chan#esA a re$ie1 o( >ac7ed out chan#esA a re$ie1 o( the

chan#es to >e assessed >y .-A a re$ie1 o( the chan#es that

ha$e >een assessed and are a 1or7 in "ro#ressA a re$ie1 o( the

recently im"lemented chan#esA a re$ie1 o( the chan#e

mana#ement "rocess and any chan#es made to it and 6nally a

re$ie1 o( the success(ul chan#es and the >usiness >ene6tsachie$ed (or the "eriod)

4)5)!)5)4 The chan#e -uilderA Tester and Im"lementer

The chan#e >uilder and im"lementer 1ill normally >e the same

"ersonA >ut not necessarily) The chan#e tester should not >e

the same "erson to ensure im"artial testin# and to a$oid

se#re#ation o( duty issuesA >ut all should >e ac7no1led#ed

su>ject matter e="erts in the area o( the chan#e)

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4)5)!)5)5 The han#e re$ie1ers

This a #rou" called to#ether >y the chan#e mana#er to re$ie1

ho1 a chan#e has #one and to close out the chan#eA this may

>e the ori#inal .- #rou" the authorised the chan#e)

$3/3' Service Asset and #onguration Management le (or

all the other ser$ice li(ecycle "rocesses to ensure that detailed

im"act and ris7 analysis can ta7e "lace to aid decision ma7in#

and resol$e incidents and "ro>lems (aster) This in(ormation also

"ro$ides a sound >asis (or incident mana#ementA "ro>lem

mana#ementA chan#e mana#ement and release mana#ement)

This in(ormation 1ill allo1 us to create a >aseline con6#uration

record (or audit "ur"oses and correction o( e=ce"tions)

!"#"'"$ The roles in .A%*

4)5)2)!)! Ser$ice .sset Mana#er

The ser$ice asset mana#er is res"onsi>le (or im"lementin# the

ser$ice asset mana#ement "olicy and standardsA the

e$aluationA desi#n and im"lementation o( ecient and eecti$easset mana#ement systems) Is res"onsi>le (or de6nin# 1hat

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items are to >e controlled and 1hat details need to >e

recordedA and the namin# con$entions and standards to >e

used) They are also res"onsi>le (or the inter(aces to the other

"rocessesA li7e chan#e mana#ementA release mana#ement and"ro>lem mana#ement etc)

4)5)2)!)2 on6#uration Mana#er

The on6#uration Mana#er is res"onsi>le (or im"lementin# the

con6#uration mana#ement "olicy and standardsA e$aluatin#

and im"lementin# the con6#uration mana#ement systemA

a#reein# the sco"e o( the con6#uration mana#ement

"rocessesA de6nin# the items that 1ill >e controlledA and the

rele$ant con6#uration in(ormation that is to >e recorded a>out

these items) They "lan (or the "o"ulationA inte#rity and

mana#ement o( the con6#uration mana#ement system MS;)

They 1ill also de$elo" con6#uration mana#ement methods and

"rocedures and ensure that chan#es to the con6#uration

mana#ement methods and "rocesses are "ro"erly a""ro$ed

and communicated) They 1ill ensure that sta com"lies 1ith

the identi6cation standards) The 1ill mana#e the inter(aces to

the other "rocesses and "ro$ide mana#ement re"orts)

4)5)2)!)0 on6#uration .nalyst

The con6#uration analyst 1ill a#ree 1ith the .sset and

on6#uration Mana#er the Is that 1ill >e uniGuely identi6ed

1ith namin# con$entions) They 1ill ensure that the de$elo"ers

and other con6#uration system users com"ly 1ith identi6cation

standards (or o>ject ty"esA en$ironmentsA "rocessesA li(ecyclesA

documentationA $ersionsA (ormatsA >aselinesA releases andtem"lates) They 1ill use the MS (or assessin# the im"act o(

"ro"osed chan#es and to ensure that im"lemented chan#es

com"ly) The on6#uration .nalyst is res"onsi>le (or doin#

re#ular audits and house7ee"in# to ensure that "hysical

in$entory is consistent 1ith the asset and the MS)

4)5)2)!)4 on6#uration Mana#ement System Mana#er

The MS mana#er is res"onsi>le (or the e$aluation asset and

con6#uration mana#ement tools and recommends 1hat is >est

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in terms o( or#anisational >ud#etA technical reGuirementsA

customisation and scala>ility) They monitor the "er(ormance

and ca"acity o( the asset and con6#uration mana#ement

systems and ad$ise on "ossi>le im"ro$ements and mana#ehouse7ee"in# and 6ne tunin# o""ortunitiesA al1ays throu#h the

chan#e mana#ement "rocess)

!"#"'"' The /enets of .A%*

3"timisin# the "er(ormance o( ser$ice assets and

con6#urations increases the o$erall ser$ice "er(ormance and

reduces the costs and ris7s caused >y "oorly mana#ed assetsA

e)#) ser$ice outa#esA 6nes (or re#ulatory (ailuresA only "ayin#

the correct licence (ees and a$oidin# (ailed audits)

The ready a$aila>ility o( accurate asset and con6#uration

in(ormation ena>les >etter (orecastin# and "lannin# o(

chan#esA as 1e ha$e Guic7 access to 6nd all the aected

con6#uration items in the MS)

The MS in(ormation on assets and con6#uration sho1in# 1hat

items 1e ha$eA their con6#uration and their location etc) ma7es

chan#es and release e$aluationA "lannin# and deli$ery much

more success(ul)

Throu#h the use o( the in(ormation a$aila>le (rom S.M 1e can

resol$e incidents and "ro>lems more Guic7ly and easily 1ithin

the ser$ice le$el tar#ets set)

The more 1e 7no1 a>out our ser$ice assets and their

con6#uration the >etter 1e can understand our ca"a>ilities to

deli$er ser$ice le$els and 1arranties to the customer)

Due to in(ormation collection and auditin# 1e can >etter ensure

adherence to the a#reed standards and our le#al and

re#ulatory o>li#ations)

S.M can #i$e us access to more >usiness o""ortunities as 1e

can demonstrate control o( our assets and ser$ices to our

customers)

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S.M allo1s us to ha$e tracea>ility o( chan#es >ac7 to the

reGuirements dri$in# the chan#e)

$3/31 Release and Deployment Management

The jo> o( release and de"loyment mana#ement is to de"loy

ne1 or chan#ed ser$ices releases into "roduction and ena>le

their eecti$e use in line 1ith 1hat is stated in the ser$ice

desi#n "ac7a#e and to deli$er a ser$ice that is o( $alue to the

customer) The o>jecti$e o( release and de"loyment

mana#ement is to >uildA test and deli$er the ca"a>ility to

"ro$ide the ser$ices s"eci6ed >y ser$ice desi#n) This includesthe "rocessesA systems and (unctions to "ac7a#eA >uildA testA

and de"loy a release into "roduction and "re"are (or ser$ice

o"eration)

!"#"("$ The release and deployment management

activities

The "rocess must "roacti$ely mana#e all ris7 (rom the

de"loyment o( a ne1 or chan#ed ser$ice or u"#rade and

minimise any ne#ati$e im"act and ma=imise any "ositi$e

im"act on the >usiness

The "rocess must >uildA test and deli$er the ca"a>ility (or

deli$erin# the released ser$ices to the users as s"eci6ed >y

ser$ice desi#n "hase) This may>e automated throu#h sel(*

ser$ice "ortals or >atch*jo>s at lo#in or manual)

The "rocess must de$elo" and "ro$ide clear and

com"rehensi$e de"loyment "lans that ena>le chan#e "rojects

to ali#n their acti$ities 1ith the de"loyment schedule)

The "rocess must ensure "ro"er controls are in "lace to ensure

tracea>ility o( the hard1are and so(t1are >ein# chan#ed and

that only correctA authorised and tested $ersions are a$aila>le

to install)

The "rocess must ensure that all master co"ies o( so(t1are arestored securely in the De6niti$e Media i>rary DM;)

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The "rocess is res"onsi>le (or the ecient and eecti$e >uildA

installationA test and de"loyment o( release "ac7a#es)

The "rocess is res"onsi>le (or trans(errin# ser$ice 7no1led#e

and s7ills are trans(erred to the o"erations sta that 1ill >esu""ortin# the ser$ice)

The "rocess must ensure that ne1 or chan#ed ser$ices are F6t

(or "ur"oseF utility; that it does somethin# use(ul or o( $alue to

the customerA and that is Eit (or useF 1arranty; that it is

a$aila>le enou#hA has enou#h ca"acityA dis"lays enou#h

continuity and is secure enou#h and there>y meets the ser$ice

le$els a#reed)

The "rocess is res"onsi>le (rom communicatin# 1ith the

customer throu#hout the "lannin# and rollout and

understandin# the e="ectations o( the customer and mana#in#

these e="ectations to a$oid loss o( con6dence)

!"#"("' -elease types

Major soft+are releases and hard+are upgradesA

normally containin# lar#e areas o( ne1 (unctionalityA some o(

1hich may ma7e inter$enin# 6=es to "ro>lems redundant) .

major u"#rade or release usually su"ersedes all "recedin#

minor u"#radesA releases and emer#ency 6=es)

Minor soft+are releases and hard+are upgradesA

normally containin# small enhancements and 6=esA some o(

1hich may ha$e already >een issued as emer#ency 6=es) .minor u"#rade or release usually su"ersedes all "recedin#

emer#ency 6=es)

-mergency soft+are and hard+are BesA normally

containin# the corrections to a small num>er o( 7no1n

"ro>lems

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!"#"("( -elease and 0eployment 1ptions

9ig .ang The ne1 or chan#ed ser$ice is de"loyed all at once)-ene6cial 1hen introducin# an a""lication chan#e reGuirin#consistency across the or#anisation)

Phased The ser$ice is de"loyed "iece >y "iece to ascheduled rollout "lan)

Push @hen the ser$ice com"onent is de"loyed "ushed out(rom the centre)

Pull Nsed (or so(t1are releases and u"datesA so(t1are ismade a$aila>le in a central locationA >ut users "ull it do1n1hen they 1ant or at restart)

Automation e used to "ush chan#es)

Manual om"leted >y IT at location one at a time)

!"#"("! /enets of -elease and deployment

*anagement

Release and de"loyment mana#ement #i$es us the a>ility to

deli$er chan#e (aster and more ecientlyA it hel"s us to

eecti$ely control costs and minimise ris7s (rom de"loyin# ne1

or chan#ed ser$ices)

Pro"er test and "ilotin# in line 1ith the reGuirements set out at

the desi#n "hase durin# this "rocess #i$es assurance that

customers can use the ne1 or chan#ed ser$ice in a 1ay that

su""orts the reGuirements and the or#anisationBs #oals)

Throu#h standardisin# in this "rocess much im"ro$ed

consistency in the im"lementation a""roach across the

or#anisation can >e achie$ed)

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$3( )ther ?ey parts of the Service

Transition Phase3ther 8ey areas o( Ser$ice Transition are >no+ledge

ManagementA Service validation , testing and Transition

Planning and support3

$3(30 >no+ledge Management

8no1led#e Mana#ement is res"onsi>le (or settin# the data

reGuirementsA (or the ca"tureA maintenance and mana#ement

o( that data) It is res"onsi>le (or the "rocedures (or data

mana#ement and the e$aluation and im"ro$ement o( that data)

It must ensure that the 7no1led#e is trans(erred to im"ro$e the"er(ormance o( IT ser$ice desi#n and deli$ery) The use o( this

7no1led#e in the ser$ice transition "hase hel"s us to identi(y

1ho our main sta7eholders areA in a ser$ice >ein# transitioned

into o"erations and >uildin# relationshi"s and communications

strate#ies 1ith them) Throu#h the in(ormation #ather in the

7no1led#e mana#ement (rom the desi#n "haseA the ser$ice

desi#n "ac7a#eA it is "ossi>le (or us to understand the ris7

le$els that 1ere a#reed and acce"ta>le and the e="ectations(or "er(ormance o( the ser$ice) It is also "ossi>le to understand

the timescales (or deli$ery o( the ser$ice to achie$e ma=imum

$alue and the resources that are >ein# made a$aila>le to

achie$e com"letion) The Guality and rele$ance o( the

7no1led#e rests in turn on the accessi>ilityA Guality and

continued rele$ance o( the under"innin# data and in(ormation

a$aila>le to ser$ice sta)

It is clear that there is a lot o( data >ein# collected or that can

>e collected throu#hout the "hases and in many dierent

data>asesA it is the inte#ration o( these sources that 1ill

achie$e the #reatest outcome in terms o( the eecti$eness o(

the 7no1led#e mana#ement system)

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$3(3' Service validation , testing

This "rocess or (unction is really "art o( the >uild and test cycle

o( the release and de"loyment mana#ement "rocess and its

main aim is to ensure that the ser$ice 1ill "ro$ide $alue to theor#anisation) @ithout "ro"er testin#A it may cause an increased

num>er o( incidents to >e recordedA o$er1helmin# the ser$ice

des7) May lead to errors that are harder to dia#nose in

"roductionA may cause hi#h le$els o( customer dissatis(actionA

dri$e hi#her costsA mi#ht create re"utation dama#e andor loss

o( re$enue)

!"2"'"$ The activities of service validation and testing

Pre"are test en$ironments Ser$ice $alidation and testin# is

res"onsi>le (or "re"arin# the test en$ironments that mimics the

"roduction en$ironments into 1hich it 1ill >e de"loyedA to test

a ne1 or chan#ed ser$ice in line 1ith the test reGuirements set

out in the ser$ice desi#n "ac7a#e de$elo"ed in the ser$ice

desi#n "hase)

Per(orm Tests the "rocess is res"onsi>le (or "er(ormin# test in

accordance 1ith the test reGuirements that 1ere a#reed at thedesi#n "hase and deli$ered in the ser$ice desi#n "ac7a#e) This

1ill include testin# to ensure that the ser$ice le$els a#reed can

>e met >e(ore the ser$ices are de"loyed into "roduction)

Produce Test Re"ort the "rocess is res"onsi>le (or "roducin#

test re"orts that $alidate the ser$ice is o7ay to #o ahead into

the "ilot testin# "hase or to sho1 that remediation is reGuired

>e(ore it can mo$e on to "ilot and de"loyment)

!"2"'"' /enets of service validation and testing

It 1ill #i$e con6dence that the ne1 or chan#ed ser$ice

outcomes 1ill >e achie$ed)

It #i$es $alidation that ser$ice is Eit (or "ur"oseF Ser$ice

Ntility;)

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It #i$es assurance that Ser$ice is Eit (or useF Ser$ice

@arranty;)

$3(31 Transition Planning and support

The "rocess is res"onsi>le (or the inte#rated "roject "lannin#

all ser$ice transition "rocesses mentioned here and

coordinatin# the resources that they reGuire to esta>lish a ne1

or chan#ed ser$ice into o"erations on timeA on >ud#et and to

Guality reGuirements)

!"2"("$ The activities of Transition planning and

support

This "rocess "lans and coordinates all the resources reGuired to

o"erate the "rojects to esta>lish success(ully a ne1 or chan#ed

ser$ice into "roduction 1ith "redicted costA Guality and time

estimates)

The "rocess "lans the chan#es reGuired that ensures inte#rity

o( all customer assetsA ser$ice assets and con6#urations as

they e$ol$e throu#h ser$ice transition)

The "rocess coordinates acti$ities across all "rojectsA all

su""liers and all ser$ice teamsA there>y understandin# the

relationshi"s >et1een the "rojectsA the ris7s (rom one "roject to

another and "ossi>le im"acts o( one "roject on another)

Res"onsi>le (or o"enin# and maintainin# communication

channels 1ith customersA users and sta7eholders throu#hout

the transition "rocess)

!"2"("' The benets of Transition planning and support

The -ene6ts 1ill >e the a>ility to handle a #reater num>er o(

chan#esA releases and de"loyments and retirements 1ith less

1or7A less ris7 and a hi#her de#ree o( success)

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/3% ;rame+or? #omparisons

/30 Microsoft )perations ;rame+or?

CM);

/3030 An )vervie+

Microso(t 3"erations rame1or7 M3;A 6rst "roduced in !&&&A

is a structured a""roach aimed at hel"in# its customers #et to

IT o"erational e=cellence and 1as created to co$er the entire IT

Ser$ice i(ecycleA in much the same 1ay as ITIA some say it is

>ased on the ori#inal ITI ?2) M3 1as created to #i$e IT"ro(essionals the 7no1led#e and "rocesses they reGuired to

mana#e their Microso(t "lat(orms cost*eecti$ely and to

achie$e hi#h le$els o( relia>ility and o( security) ?ersion 4) o(

the M3 actually >rin#s it closer to ITIA as it 1as >uilt to

res"ond to ne1er challen#es in IT: ho1 IT can demonstrate its

$alue to the >usinessA ho1 it can res"ond to the increasin#

num>er o( re#ulations and ho1 it can im"ro$e or#anisational

ca"a>ilities)

The 7ey to M3 they say is that it oers "ractical #uidance (or

e$eryday tas7s and acti$itiesA and (or all >ud#et conscious IT

mana#ersA its entire documentation is (ree (or useA and e$en

(ree (or reuse under the reati$e ommons .ttri>ution icense

.;)

.s 1ith most (rame1or7s o( the IT ser$ice li(ecycleA M3 loo7s

to ho1 to mana#e alon# the li(e o( an IT ser$iceA (rom "lannin#A>uildin# and re6nin# an IT ser$iceA to ensurin# >usiness

strate#y ali#nmentA ri#ht the 1ay throu#h to deli$ery in

accordance 1ith the customersB reGuirementsA to o"eratin# the

ser$ice and su""ortin# the ser$iceA and ma7in# it a$aila>le to

the users) .lso under"innin# thisA M3 oers a (oundation (or

ho1 IT #o$ernance should o"erateA "rocesses (or mana#in#

ris7s in the IT en$ironmentA ho1 to >ecome com"liant and

maintain com"lianceA M3 oers hel" on IT or#anisational

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structure to su""ort the ser$ice li(ecycleA and a "rocess (or ho1

chan#e should >e mana#ed)

The IT Ser$ice i(ecycle o( M3 see i#ure 4; is com"osed o(

three on*#oin# "hases and one (oundational layer that o"erate

throu#hout all o( the other "hases:

Plan "hase: "lan and o"timiOe an IT ser$ice strate#y in order to

su""ort >usiness #oals and o>jecti$es)

Deli$er "hase: ensure that IT

ser$ices are de$elo"ed eecti$elyA

de"loyed success(ullyA and ready

(or 3"erations)

3"erate "hase: ensure that IT

ser$ices are o"eratedA maintained

and su""orted in a 1ay that meets

>usiness needs and e="ectations)

Mana#e layer: the (oundation o( the IT Ser$ice i(ecycle) This

layer is concerned 1ith IT #o$ernanceA ris7A com"lianceA roles

and res"onsi>ilitiesA chan#e mana#ementA and con6#uration)

Processes in this layer a""ly to all "hases o( the li(ecycle)/303' #omparing ITIL , M);

oth ITI and M3 are (rame1or7s >ased on the

ser$ice li(ecycleA they cannot >e directly com"ared on a one*to*

one >asis until you #o do1n to the "rocesses and (unctions) The

(ollo1in# chart see i#ure 5; sho1s ho1 they o$erlay and 1hile

they tend to >lur the lines >et1een 1hat is a "rocess and 1hat

are (unctions and acti$ities they do co$er the same #eneral

"ractises)

Pa#e 12o( /&

;igure $ < The M); $3% Sho+ingPhases@ Service Management ;unctions, Management Revie+s


39/59


@hile ITI s"ea7s a>out mana#ement "rocessesA M3 s"ea7s

a>out ser$ice mana#ement (unctions uildA test and "ilotin#A

the early li(e su""ort and the release re$ie1)

M3 de"loy ser$ice mana#ement (unction s"ea7s o( de"loyin#

sta>le solution into "roductionA customer acce"tance and the

trans(er (rom "roject team to o"erations and su""ort team)

;igure / < The Lifecycles comparison overlay : fromcrossErefEitilv1Emof$3pdf

/3031 The Strategic Alignment Model -nhanced CSAM-3

S.M< is a >lue"rint or an a""roach to the mana#ement o(or#anisations that loo7s at them under the headin#s o( Strate#y

* Tactics * 3"erations) .t a strate#ic le$el an or#anisation

mana#es its lon#*term o>jecti$es in terms o( identityA $alueA

relationsA choices and "reconditions) .t the tactical le$el these

o>jecti$es are translated into s"eci6c #oals that are directed

and controlled) .t the o"erational le$el these #oals are then

translated into action "lans and realised

Pa#e 1&o( /&

Project

Plans

3"erationalHealth

Port(oli

-usiness

Readiness

Policy and

ontrol

Ser$ice

.li#nme


40/59


The (ollo1in# 6#ure see i#ure '; sho1s clearly ho1 the 6$e

ITI ?0 "rocesses and the (our M3 4) ser$ice mana#ement

"hases occu"y $irtually the same mana#ement s"ace)

;igure ( : Positioning ITIL 61 and M); $3% in the 1B1 SAM- MatriB

/303$ ITIL Service Transition compared M); $3%

Delivery Phase

Co1 to loo7 at ho1 ITI ser$ice transition and "arts o( M3

Deli$ery "hase line u") @ell to >e#in M3 deli$ery "hase

rou#hly co$ers >oth ITIBs ser$ice desi#n "hase and ser$ice

transition "hase as 1as seen in i#ure 5 a>o$e)

Then loo7in# at 6#ure ' a>o$e you 1ill see that ITI ser$ice

transition is more closely ali#ned 1ith the o"erational "art o( IT

and ta7es the ser$ice desi#n "haseA 1hich is at the tactical

"lannin# le$el o( S.M< matri=A out"ut in terms o( the ser$ice

desi#n "ac7a#e and mana#es the resources to de$elo" thesolutionA test the solutionA $alidate the solution and its ser$ice

le$el a#reementsA release the acce"ted solutionA de"loy the

released and do early li(e su""ort o( a ne1 or chan#ed ser$ices)

.lso included in ser$ice transition "hase are chan#e

mana#ementA ser$ice asset and con6#uration mana#ementA

and 7no1led#e mana#ement)

The M3 4) Deli$ery "hase o$erla"s the tactical ando"erational "arts o( the S.M< matri=) It has the ser$ice

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mana#ement (unctions o( ilitiesA 1here this is 7e"t as "art o(

each o( the "rocesses in ITI and the +o$ernanceA Ris7 and

com"liance that ali#ns 1ith more o( ITI Ser$ice Desi#n)

/3' IS)'%%%% #ertication Standard

/3'30 An )vervie+

IS3 2 "romotes the Eado"tion o( an inte#rated "rocessa""roach to eecti$ely deli$er mana#ed ser$ices to meet the

>usiness and customer reGuirementsF) The latest IS32

release is also more closely ali#ned 1ith other mana#ement

system standards o( IS3&!:2/ and IS32,!:25)

IRCAs view is that publication of ISO/IEC 20000-12011

p!ovi"es o!#ani$ations i%ple%entin# I& Se!vice 'ana#e%ent

S(ste%s an" o!#ani$ations nee"in# to con"uct au"its of I&Se!vice 'ana#e%ent S(ste%s an oppo!tunit( to !e-assess thei!

own p!actices an" i"entif( i%p!ove%ent oppo!tunities)*iii

@hile IS3 2 is $ery closely ali#ned 1ith ITI ?0 and can

accredit ITI "rocessesA it does not "rescri>e that its

reGuirements must >e met >y (ollo1in# the ITI

recommendationsA so there are many "ossi>le 1ays to achie$e

com"liance) Ho1e$er it is mostly throu#h introducin# ITIBs

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(rame1or7 o( "rocesses that or#anisations o>tain an IS3 2

certi6cate (or their IT ser$ice mana#ement)

. reason (or the ITI ?0 u"date 1as to #et a closer ali#nment

1ith the IS3 2 standard) The "rinci"le o( continualim"ro$ement and In(ormation security mana#ement 1ere

added to ITIA and thus the "rocesses o( ITI ?0 2, ITI 2!!

and IS3 2 are $ery much in line)

.s a resultA ITI oers a >road ran#e o( >est "ractice

recommendations 1hich are the "er(ect >asis (or de$elo"in#

IS3 2 com"liant "rocesses (or the or#aniOation * the

im"lementation o( ITI is the >est a$aila>le route to1ardsIS32 certi6cation)

/3'3' IS)'%%%% #lause / compared to ITIL Service

transition

lause 5: Desi#n and transition o( ne1 o( chan#ed ser$ices

em"hasises han#e Mana#ement as a 7ee" "rocess as it is in

ITI Ser$ice transition) It also de6nes reGuirements (or "re*

de"loyment ser$ice testin# a#ainst ser$ice "ro$ider and

sta7eholder a#reed criteriaA use o( the release and de"loyment

control "rocess to mi#rate the ser$ice into o"erations and a

"ost*de"loyment re$ie1 "rocess)

Ser$ice transition "rocesses ali#n 1ith dierent "rocesses o(

the IS3 2 standards "rocessesA mainly 1ith ontrol

"rocesses and Release "rocesses and I ha$e sho1n these in

i#ure ,)

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;igure 4 < IS) '%%%% Processes and Service Transition Processes

/3'31 Audit Areas

ReGuirements (or a mana#ement system

Plannin# and im"lementin# ser$ice mana#ement

Plannin# and im"lementin# ne1 or chan#ed ser$ices

Ser$ice deli$ery "rocess

Relationshi" "rocesses

Resolution "rocesses

ontrol "rocesses and

Release "rocesses)

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Ho1e$erA a certi6cation standard and not a (rame1or7 (or

im"lementation li7e ITI ?0 or M3 4)) .lso there is not a lot o(

(reely a$aila>le in(ormation on the 1e> and I currently donBt

ha$e access to the IS32 standard mysel(A e$en thou#hMoo# may ha$e and does ha$e access to the IS3&!

standardA IBm not sure I can #et access to other standards)

(3% #onclusion and Recommendation

(30 #onclusionThis conclusion is >ased on the #oin# ahead as ori#inally

"lanned 1ith me 1or7in# on a "roject to im"lement ser$icetransition "rocesses into Moo# Industrial #rou" >ut as already

discussed 1ith "roject su"er$isor Jim 3BD1yer this is "ro>a>ly

no1 not #oin# to >e actually 1hat ha""ens due to a chan#e o(

mind lately (rom discussions 1ith my >oss in Moo# and other

ITI ado"ters)

I >elie$e that im"lementin# ITI ser$ice transition and the

standardised inte#rated "lannin# and su""ort that it 1ill >rin#to mana#in# IT resourcesA chan#e and ris7 etc) across all o( the

IT "rojects 1ill >ene6t the Moo# IT #rou" and the Moo#

3r#anisation as a 1hole throu#h >etter more $alua>le ser$icesA

controlled costsA and controlled chan#eA ecient and eecti$e

deli$ery models (or the user and o$erall a more trans"arent

ser$ice oriented IT #rou") The centralisin# nature o( the

"rocesses o( ser$ice transition 1ill hel" to turn site (ocused IT

teams to teams 1ho act as a central team to su""ort all usersacross the thirty sites)

@hile other (rame1or7s oer similar outcomesA ITI is the most

1idely ado"ted (rame1or7 and oers a 1ealth o( 7no1led#e

and su""ort throu#h many #rou"s and (orums) I 1ould ho1e$er

ad$ise you not to i#nore the other (rame1or7s 1ho oer a lar#e

amount o( tem"lates and resources that are trans(era>le and

are (ree to do1nload and use)

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@hen all is said and doneA my conclusion is still that a

(rame1or7 li7e ITI certi6ed to IS32 is the >est a""roach

to deli$erin# >etter IT ser$ices in Moo# and creatin# that $irtual

IT or#anisation that 1or7s as one entity 1hile distri>uted allo$er the #lo>e)

(3' RecommendationI 1ould recommend im"lementin# ITI ser$ice transition and

my ori#inal recommendation 1ould ha$e >een to #o ahead 1ith

a >lan7et or >i# >an# a""roach to im"lementin# ser$ice

transition to Moo#) This 1ould >e similar to the "roject "lan

see .""endi= 0; I ha$e 1ritten and 1ould ha$e meant 6rst

dra(tin# the "olicies and "roceduresA the roles and

res"onsi>ilitiesA and the document tem"lates etc) and then

layin# these o$er the or#anisation as a ne1 system) This

ho1e$er 1ould ha$e >ene6ts and issues attached)

(3'30 9enets

. Guic7er im"lementation

le rejection >y IT sta7eholders

More dicult to sell and em>ed

(3'31 Recommended neBt steps

irstA 1e need to create a $ision 1ith senior mana#ement (or

ho1 1e 1ant IT to deli$er ser$ices in the or#anisation) @e need

to communicate and sell this $ision to all in IT Sta and

>usiness mana#ers)

Pa#e $/o( /&


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ThenA 1e need analysin# the or#anisation (or 1hat 1eB$e

already #otA 1hat 1e are already doin# 1ell and to test our

readiness to im"lement ser$ice transition "rocesses)

ThenA 1e can >e#in to start settin# some #oals and o>jecti$esand de$elo"in# a solid "roject "lan 1ith timelinesA milestonesA

resources and deli$era>les)

ThenA 1e can >e#in im"lementin# IT Ser$ice Transition

I ha$e had a num>er o( con$ersations 1ith "eo"le at the IT

ser$ice mana#ement (orum itSM; con(erence and ha$e "lans

to meet local mem>ers a#ain) ou"led 1ith thisA as I said

earlier thin#s ha$e chan#ed and my >oss and I no1 1ant to

discuss a dierent a""roachA >ut still ITI) @e no1 1ant to loo7

at ta7e a Ste"*>y*Ste" a""roach o( ta7in# a ser$ice or small

#rou" o( ser$ices and >uildin# ser$ice mana#ement around

them) This 1ill mean #oin# ri#ht >ac7 to loo7in# at ser$ice

"ort(olio and ser$ice catalo#ue mana#ement 1ith ser$ice le$el

mana#ement de$elo"ment the "rocesses as 1e ta7e the

ser$ices; ri#ht throu#h to Ser$ice o"erations) These

discussions 1ill >e#in in mid*January 1hen my >oss returns to

the N8 (rom a t1o year stint in Ja"an as Re#ion IT Mana#er and

ser$ice and su""ort mana#er) SoA the research >e#ins a#ainA

>ut 1ill run in "arallel 1ith the actual "roject as 1e ste"

throu#h each o( the "rocesses)

(31 ).servationIT Ser$ice mana#ement has a >road >ody o( 7no1led#e out

there and I (ound this research dicult to do and could ha$e

1ritten many more "a#es 1ithout (eelin# that I ha$e co$ered it

adeGuately) -ut 1hat I read is "ositi$e in terms o( the >ene6ts

(or IT Ser$ice transition and ITI in #eneral to an or#anisation)

Pa#e $(o( /&


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43% Referenced materialhtt":111)itil*ocialsite)com.>outITI@hatisITI)as"=

htt":>oo7s)#oo#le)ie>oo7s

ida5,sy+(l9otss1y .nthony 3rr) 3rr is Director o( Ser$ice Mana#ement and

1or7s 1ithin the 3ce o( the T3 at -M So(t1are) He is one

o( the authors (or the ITI 2!! u"date and a senior ITI

e=aminer (or .PM+)

htt":111)#o$ernancetrainin#)comser$ice*transistion)htm

htt":en)1i7i"edia)or#1i7iITZser$iceZmana#ement%rame1or7s

htt":en)it*"rocessma"s)comitiliso*2)html%ITI*IS3*

2

IT ourse notes IT Ser$ice Mana#ement Module)

htt":111)microso(t)comen*usdo1nloaddetails)as"=

id!,'4,(or M3 4) do1nloads)

IR. >rie6n# note IS3 I9cd09$edD/Xj.9urlhtt"L0.L2

L2111)irca)or#L2DocumentsL2"ressL22!2L2IR.

L252>rie6n#L252noteL252IS3L252I


48/59


Pa#e $2o( /&


49/59


23% Appendices

230 AppendiB 0 < The ITIL 61 '%00 Reference5all #hart

Pa#e $&o( /&


50/59


Pa#e /%o( /&


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23' AppendiB ' < ITIL IT Service Management

)vervie+

Service Strategy Service Design Service Transition CST Service )peration#ontinual ServiceImprovement

;orm Strategy Design Service Solutions

Dene , Implement

common Transition

frame+or?s@ Standards

, procedures

"andling conFict of

mantaining current versus

reacting to change

Promote a #SI vision@ +ith

a sense of urgency ,

empo+erment to act

6alue #reation Design Service Portfolio

Implement all #hange

through ST

Achieve a .alance of Sta.ility

to Responsiveness to change

Deming #ycle Plan5

model

-Hective control of

Assets@ Responsi.lities

, Activities -Hective #ommunications

Governance Drives ,

#ontrols

Deliver >no+ledge

Transfer , Decision

Support systems

8se #SI Policies to capture

agreements

Plan Release ,

Deloyment Pac?ages

#ontinue to improve ,

ensure service uality

during ST

;inancial Mgmt Service catalog mgmt

Transition Planning ,

Support -vent mgmt Setting Direction

Demand Mgmt #apacity Mgmt #hange Mgmt Incident Mgmt Service Reporting

Portfolio Mgmt Availa.ility Mgmt

Service Asset , #ong

Mgmt Pro.lem mgmt

#ontinuity Mgmt

Release , Deloyment

Mgmt Reuest ;ullment

InfoSec Mgmt

Service Testing ,

6alidation Mgmt Access Mgmt

Supplier Mgmt -valuation Mgmt>no+ledge Mgmt

Dening Mar?et Develop Reuirements #ommunication Monitoring , #ontrol Service Measurement

Develop )Hering Data , Information Mgmt

)rganisation change

Mgmt Day


52/59


231 AppendiB 1 : IS) Management systems comparison

Pa#e /'o( /&


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Service management system IS)'%%%% compared to IS)I-# &%%0

, IS)I-# '4%%03 CIR#A .rieng note IS) I-# '%%%%


54/59


23$ AppendiB $ < A Service Transition project plan < for

a .lan?et approach3=oteThis "lan has >een summarised (rom & "a#es >y colla"sin# detailson "rocesses a(ter chan#e mana#ement as they (ollo1in# similar

structures)Tas7 Came

Moog < Implementing Service Transition < !immy "ill Student =o R%%%&'$((

Project Proposal Phase

IT Mana#ement ITI Ser$ice Transition Project Initiation Document Pro"osal Presentation

IT Mana#ement ITI Ser$ice Transition Project Initiation Document Pro"osal Re$ie1

-usiness Mana#ement ITI Ser$ice Transition P

Date post:	26-Feb-2018
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