ServiceManagementandITIL VG

8/13/2019 ServiceManagementandITIL VG

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FinancialManagement


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Budgeting and Accounting - Objectives


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Budgeting

Predict and control the money required to run IT services

Day-to-day monitoring of current budgets

Compare actual spend against predicted

Accounting

Account for the money spent on IT services

Calculate the cost of IT services

Help identify and justify the cost of changes

Budgeting and Accounting are mandatory

Typical input cost types / elements


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Hardware (LAN, processor, PC)

Accommodation (office, utilities)

Software (O/S, applications, tools)

People (salaries, benefits, consultancy)

External Services (disaster recovery, outsourcing)

Transfer (internal charges from other areas)

Different Types of Costs


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Or

Operational

Day-to-day costs of running a

service; staff, electricity,

maintenance, consumables

Indirect

Costs which must be

apportioned across all or a

number of Customer groups

VariableCosts that vary with usage or

time (overtime, electricity etc.)

Either

Capital

Outright purchase of fixed

assets e.g. new server

Direct

Costs which can be directlyallocated to a single Customer

or Customer group

Fixed

Costs fixed for a reasonable

period of time (salaries,

depreciation, standing charges)

Output Cost Units


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Cost per Customer / business unit Service Department Location Employee e.g. for desktop and network access

Charging Objectives


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Recover from customers the costs of the IT

services provided Ensure that customers are aware of the costs

they impose on IT Operate the IT service as a business unit

Charging is operational

The organisations finance experts will be involved in chargingas this is part of the overall accounting strategy

Charging & Pricing Options


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Charging needs to be seen as simple,

understandable, fair and realistic.

Charging options include :

Cost -------------> Price = cost

Cost plus --------> Price = cost + X % Going rate

Comparable with other internal costs or with similarorganisations

Market rate Matches external suppliers

Fixed price

Set price agreed for set period based on anticipated usage

Possible Problems


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Skill levels of IT financial management staff,especially finding professional with accountingand IT experience.

Political aspects of cost allocation. Monitoring can be expensive Difficult to identify and determine customer

based charges. Integration across functions and tools is essential

for real leverage. Lack of clear IS strategy and objectives.

Benefits


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Costing helps the IT Services Manager to

Base decisions about the services to be provided on assessments of

cost effectiveness, service by service

Make more business-like decisions about IT services and their related

investments

Provide information to justify IT expenditure Plan and budget with confidence

Understand the costs of failing to take advantage of strategic

opportunities to justify the required expenditure (thereby providing

value-added productivity)

Help the users understand the costs associated with the services that

they utilise.

Financial Management - Summary


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Budgeting Predict, understand and control the budgets and the

spend

Accounting Calculate the cost of IT services

Help identify and justify the cost of changes e.g. ROI

Input cost units and Input cost types (F/V, D/I, C/O) Output business cost units

Need for good estimates of business workloads.

Financial Management - Summary


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Charging (but not policy) Determine charges in SLAs (cost recovery, cost +,

market rate, etc)

Influence customer behaviour Charging does not affect costs directly but is an

expensive process

General

Sound stewardship Mininmise risk in decision making Basis of busines estimating, planning, budgeting /

forecasting

Often used in targets & measures / metrics

Service Support


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IT ServiceSupport

IT ServiceDelivery

`

`

IT Finance

Capacity

Release

Change

Problem

Incident

C o

nf i g ur a t i on

ServiceDesk

IT Continuity

Service Levels

U s e r s

C u s

t o m e r s

Availability

IT ServiceDelivery


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Service Desk

Service Desk - Objectives


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To be the primary contact point for all users :

Calls Questions

Service Requests

Complaints Remarks

To manage the incident life-cycle (co-ordinating resolution, owning incidents)

To support business activities

To manager Service Requests

To provide management information

Service Desk StructuresCustomer


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Centralised Decentralised

Customer3

Customer2

Customer1

ServiceDesk A

CentralisedService

Desk

ServiceDesk B

What are the advantages and disadvantages of each type ofservice Desk, including the Virtual desk?

Customer

1

Customer

2

Customer

3

ServiceDesk

Ops

Desktop Supplier

Supplier

Hello Can I help you ?


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Service Desk Summary


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Acts as the Central point of contact between the Customerand the IT service (the buffer between users and the IT Staff)

Handles incidents, problems, requests, and questions

Provides an interface for other activities such as Change,Configuration, Release, Service level, and Service continuityManagement.

Central, de-centralised, virtual service desks.

Requires staff with appropriate attributes and skills

Provides business support

Good communication

Value of metrics on events / incidents / calls.


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Incident Management

Incident Management Objectives


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Restore the service to users as quickly aspossible with minimum disruption to the

business. Ensuring that the best possible levels of

availability and service are maintained.

Ensure best use of resources

Maintain and apply consistent approachto incidents.

The ITIL incident Lifecycle


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Ownership

Monitoring

Tracking

Communication

Incident detection

& recording

Initial Classification & Support

Investigation& diagnosis

Resolution& Recovery

Incident Closure

Prioritization


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Assess and codeimpact / urgency / priority

Priority

Impact Urgency

Impact

Evidence of effect uponbusiness activities

Service Levels in danger

Urgency

Evidence of effect uponbusiness deadlines

Prioritise resources

Manpower

MoneyTime

Escalation and Referral


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Service Desk

Inform / Support(escalation)

Knowledge (functional referral)

Possible Problems


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Too many Desks ?

Service desk is launched too early and gets swamped Interface and information sharing

Ineffective communications between development and service desk

(e.g. at roll-outs)

Tension between Service desk and other IT units

Users try to bypass the system.

No process for escalation

The director as Service desk

Concentrating on the Service Desk instead of the overall need for

Service management.

Benefits


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Higher levels of IT service availability Reduction in time to respond to users and to

resolve incidents

Earlier & more effective identification ofproblem areas Fewer incidents and user difficulties with

business applications

Better utilisation & increased productivity ofskilled staff Provides comprehensive and accurate

management information for IT and thecustomer.

Best Practice


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Integrate with Service Management.

First line fixes are more efficient andquicker but beware loss of data and overreliance on quick fixes

Place less emphasis on reducing ITs costsand more on increasing businesseffectiveness.

Position Service desk as the primaryinterface to IT and use it to increase ITcredibility throughout lines of business.

Incident Management Summary


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Incident : (Expected) disruption to agreed service

Manage the Incident life-cycle

Restore service ASAP

Priority determined by business impact and urgency.

Correct assessment of priorities enables resources to be deployed

in the best interests of the customer.

Escalation and referral. Incident closure

Scripts, diagnostic aids, forward schedule of change.

Comprehensive CMDB invaluable.


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Problem Management

Problem Management -


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Objectives Stabilising IT services through :

Minimising the consequences of incidents Removal of the root causes of incidents

Prevention of incidents and problems.

Improving productive use of resources Improving productivity of support staff

Definitions


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Problem

The unknown root cause of one or moreincidents (not necessarily solved at thetime the incident is closed).

Known Error The successful diagnosis of the root cause

of a problem when the configuration items(Cls) at fault are confirmed (and a

workaround exists) often removed byimplementing a change.

Problem Management -Activities


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Problem identification &

recording

Activities

Ownership

Monitoring

Tracking

Communication

Problem identification &

recording

Initial Classification

Investigation & diagnosis

Error identification &recording

Review & Closure

Error assessment & RFC

Reactive - Proactive


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Reactive

Proactive

Prevention of problems on othersystems and applications

Monitoring of Change Management

Initiating changes to combat:Occurrence of incidentsRepetition of incidents

Identification of trends

Problem identificationProblem diagnosis

Supplying 2 nd / 3 rd line incident support

Processing Known Errors from theD l t E i t


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Development EnvironmentChange

Building

Productionknownerrors

Dev. knownerrors

Problem Management

Change Management

Service Desk &Incidents

Investigation and diagnosis

ReleaseLive

Service

Problem

Investigation and

diagnosisRFC

Possible Problems


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Wrong staff in Problem Management team. Poor understanding of the distinct objectives of

incident and problem management.

Resource conflicts between incident and

problem management. Lack of discipline in support teams. Poor communications between systems

development and error control in the liveenvironment.

Benefits


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Higher availability and less interruption to

users by eliminating repeat incidents. Prevention of incidents from spreading

across systems or even occurring at allthrough proactive analysis.

Minimization of the consequences ofservice interruptions.

Prevention of know errors fromelsewhere being introduced into thisenvironment.

Problem Management - Summary Problem and Known Error definitions


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Problem and Known Error definitions

Objectives

Manage the problem life cycle (other will implement solutions)

Stabilising services through :

Removing the root causes of incidents

Preventing occurrence of incidents and problems

Minimising the consequences of incidents (the quick fix)

Improving Productive use of resources

Activities

Problem Control, Error Control (incl. raising RFCs), Management

information

Reactive to proactive (stop problems occurring / recurring)

Priorities determined by business impact and urgency .


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Configuration Management


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The CMDB


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CMDBProblems / KERs Release / Roll Out

Change

Incident



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Planning

Identification

What is going to be controlled ?

Control

Are you allowed to change it and how is a change to the

configuration controlled ?

Status Accounting

What has changed and why ?

Verification / Audit

Is it what we said we would have ?

Configuration Identification


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What is to be controlled (CIs) baseselection on Criticality, Risk, Interface, Security, Safety E.g.. email service, web service, server,

application, desktop build, network What dependencies / relationships Who is responsible for each CI at which

point in its lifecycle (budgetary, change &release authority)

CIs Scope and DetailInfrastructure


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StandardSoftwaree.g. COTS

Infrastructure

Accommodation DesktopService DesktopAssets People /Users Network

Web Emai l

Local Printer

PC

Word processor

Office bundle

Location

No breakpower

Monitor Keyboard Base Unit

Network printer

Scope

DETAIL

Variants


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A CI that has the same basic functionality asanother CI but is slightly different in somesmall way

Two printer models with different memory cards A standard package is customised for particular

applications or areas of the business. Used when problems or changes affecting one are

likely to affect the other.

Examples of Attributes U i Id tifi


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Warranty expiry date License

Supply Date

Accepted Date

Status (current, date & who

Status (scheduled, date & who

Parent CI(s) Relationships

Child CI(s) & Relationships

Relationships

RFC Numbers

Problem & Incident Numbers

Comment

Unique Identifier CI Name / Title

Version

Copy or Serial Number

Category

Type

Location

Source / Supplier

Owner Responsible

Date owner became responsible

Created by / date time

Model Number (Hardware)

Mark which ones are essential for all CI types

Relationships


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Logical and physical relationships E.g. between environments, software,

hardware, products, services

Relationships to Changes, problems, baselines, software

builds and releases Traceability back to requirements (status

history)

Baselines


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A baseline is a specific and consistent configuration of a product or system

established at a specific pint in time.

It captures the structure and details and is used as :

Sound basis for future work

Record of CIS affected and actually changed by an RFC

A point to fall back to if (or when) things go wrong (such as the ability

to return a service to a trusted state if a change goes wrong)

When would you take a baseline?

Managing Assets &


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Configurations

Order orplan CI

Create /acquire

CI

Change CI(move, add,

change)

Register

CI Register orupdate CI

Delete /

ArchiveCI

records

InstallCI

UpdateRecordUpdateRecord

Disposal / archive

CI

Life Cycle of an IT asset / configuration item

Updating the CMDB

An order, approved plan or RFC

Updating CI Records


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When new CIs and versions are registered E.g. new package and license, new contract

Promotion to the next environment (status) E.g. ordered to delivered, delivered to accepted, development to

test, test to live, live to archive Ownership or roles change

Changes, builds and releases create new versions ofsoftware and documentation

After configuration audits to correct the CM databaseand records.

Configuration Audit


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Audit Tools& Scripts

App. ServerLive

NT ServerLive

DesktopLive

App.Server

As Built

NT ServerAs Built

DesktopAs Built

Perform audit

Log exceptions Notify exceptions

Investigate exceptions

Follow up and resolve

Live InfrastructureAs Built Baseline Records

Possible Problems


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Establishing depth and breadth

Interfaces to other systems where CI information is stored.

Data collection and maintenance of accuracy

Roles and responsibilities in distributed, client / server environments

Establishing owners for CIs

Over-ambitious schedules and scope

Management commitment to importance of Configuration

Management as a foundation block

Benefits Improves asset management


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p g

Reduces risks from changes

Leads to more effective user support Improves security against malicious changes

Facilitates compliance with legal obligations

Supports budget process

Facilitates service level management, better planning & design Improves capability to identify, improve, inspect, deliver, operate,

repair and upgrade

Provides accurate information & configuration history

Supports Continuity and Availability

ExerciseS l i fi i h ld


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Select some important configurations that wouldneed to be held as configuration items in yourorganization for configuration management e.g. forfinancial service, email, desktop or web service.

Try to classify them as a CI type e.g.

Service, System, Hardware, Bespoke Application,External software, Build, Baseline, Release,Accommodation, Facility, Data Set, People

What documentation or attributes do you need to

define each CI ? What lifecycle states would be appropriate ?

Configuration Management - Summary


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Single source and repository for information about the IT infrastructure &

services more than an asset register (CMDB)

Activities

Planning and Identification (including relationships)

Control, Status Accounting, Verification

Management Information

Role in assessing impact of changes

Configuration item :

Categories, Attributes, Relationships, Status, Unique Id, Version, Owner

Scope and detail (value of the information and level of independent change)

Baselines and Variants

Supports all other processes.


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Change Management -


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ObjectiveTo implement approved changes

that

maximize business benefit

efficiently, cost effectively and with

new IT infrastructure and services


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Example RFC ContentsJustification:Unique Ref :


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Time / Implementation Target &

DependenciesImpact Assessment

A summary of the impact to the service,

business and technical aspects, that

could be affected by these changes .

Specify resource requirements known

risk and concerns.

Change Approval

Who will approve the RFC ?

Decision : Accepted or rejected

Change Assignment / Builder

Signature Block

Change originator:

Trigger for Change e.g. problem no.

Category e.g. normal / standard

Affected Configuration Item : e.g. SRV003,

WORD7

Change Priority e.g. Urgent, High, Mediumor Low.

Impact and Risk e.g. High, Medium, Low

Change Requested By

Date / time of Change Request

Change Title / Description

Urgency and PriorityImpact of Problem


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Urgencyfor theremedy

High

Medium

LowHigh Medium

Low

1 2 3

2 3 4

3 4 4

Will solve irritating or missingfunctionality. Can be scheduledMinor Improvement

Medium

Low

3

4

DescriptionNecessary immediately.As soon as possible e.g. 8 hours

UrgentHigh

Priority12

Impact of Change Minor


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Minor Little impact on current services. The Change Manager

is entitled to authorise this RFC.

Significant Clear impact on the services. The RFC must be

discussed by the Change Advisory Board. The ChangeManager requests advice on authorisation and planning.

Major Significant impact on the services and the business.

Considerable manpower and / or resources needed. TheRFC will have to be submitted to board level.


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Standard Changes


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Follow an established path (changemodel)

Accepted solution to specific (set of)

requirement(s) Crucial elements Tasks well known & proven Authority effectively given in advance Usually initiated by service desk Budgetary authority typically pre-

ordained


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Tracking Individual Changest i

o n

Request for Change (RFC)


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M a n a g e m e n

t , t r a c

k i n

g ,

a d m

i n i s t r a

t

ConfigurationManagement

Database (CMDB)`

Assess impact

Obtain Approval

Initiate Implementation

Develop & Test Change& Implement / Release

Change Verification /Implementation Review

CLOSE Request for Change

RFCs and ConfigurationM g t


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Software CI

to bechanged

RelatedOperating CI


Assess Impact & ProposalRelated

Training CI

RelatedHardware CI

Management

Combines Change Request

Initial ChangeRequest

C

M

D

B

Impact and Resource Assessment


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Change management, CAB, CAB / EC & other assessors consider the impact of the

change on

Customers business

Infrastructure & the customers service e.g. SLA, capacity and performance,

reliability and resilience, contingency plans, security

Impact on other services, projects and non-IT infrastructures within the

organisation

Effect of not implementing the change

Current FSC and Projected Service Availability (PSA)

Resources required to implement the change & ongoing resources resulting from

the change

Change Advisory Board (CAB)Change


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ReleaseManager

C A B

ChangeManager (chair)

FinanceManager

Problem

Manager Senior BusinessRepresentation

Office ServicesSuppliers etc.

Application

Manager

Service Level

Manager

CAB/EC is a smaller group / sub-setused for emergency decisions


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BenefitsI d d ti it f t d IT


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Increased productivity of customers and IT

staff Less adverse impact of changes on services Ability to absorb a higher level of error-free

change helps speed to market & quality of

service Better up-front assessment of the cost and

business impact of proposed changes Reduction in the number of disruptive

changes Reduction in the number of failed changes Valuable management information

Best Practice Integrate with Configuration Management and Release


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Integrate with Configuration Management and Release

Management

Go beyond operational environment to encompass projects

Separate the process and the management of the process

Assign ownership of process as independently as possible of the

line hierarchy Plan for urgent changes rather than making urgent changes by

circumventing the normal change procedures

Change Management - Summary Objective


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Only approved changes made, risk and cost assessed, benefit maximized

Applies to all configuration items

Activities

Manage / Filter RFCs; Manage Change Records; Assess impact, risk,

urgency, priority & resources; Approve & schedule changes; Oversee

change building, testing & implementation; Review; Business Support.

CAB and CAB / emergency Committee :

Membership, Advisory role, Urgent changes

Testing of changes and Backout

Change models and standard changes

Links to Configuration and Release Management

Process always ends with a review of the change and closure of the change

record.


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ReleaseManagement

Release Management -Objectives


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j

Holistic view of roll-outs Hardware, software, connections, staffing and skills,documentation, training, logistics etc.

Integrated with Change and Configuration

via combined plan Used for

Large or critical roll-outs Major software roll-outs Distributed software roll-outs e.g. virus update security

patch Bundling or batching related sets of changes.


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Types of Releases


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Full Release (Normal Release)

All components of the release are built, tested,

distributed and implemented together

Delta release (Interim Release) Only those CIs that have actually changed since the last

release are included

Package release (Major Release) Individual releases, both full and delta, are grouped

together to form a package for release.

Release PolicyDefine the Release Unit t pe of release and


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Define the Release Unit, type of release and

release frequency Define and publish the release frequency with anagreed limit for change content (business driven).Specification should be frozen sufficiently inadvance of the release date to allow for sufficienttesting.

Release Numbering ensures each release Isallocated a unique release number

Urgent changes follow the urgent changes

procedure & links to an urgent releasemanagement procedure

Release ManagementActivities

Define the release policies


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Define the release policies

Control the DSL and DHS Plan the content of releases Design and implement distribution & installation

procedures

Manage and oversee the build, release and roll-out of software and related hardware todevelopment, test and live

Provide controlled back-out mechanisms forincomplete or failed releases.

DSL and Software Distribution Maintain the DSL

Quality / virus Checks


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Quality / virus Checks Enough physical storage

space Physical distribution always

from the MASTER in the DSL Provide secure environments.

Where only correct, authorized

and tested versions are installedand copied to duringdistribution.

Use configuration verificationand audit to check theconfigurations

Update the CMDB whensoftware is distributed

Mainframe

PC

PDA

UNIX

Web

CD ROMs

Other Media

D S L

Possible Problems Establishing version and release policies with


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Establishing version and release policies with

outside vendors Attempts to implement software outside ofprocedure

Creating Definite Software Library

Integrating DSL into an automateddistribution environment

Ensuring no circumvention of numberingpolicy

Excessive over-ruling for managementexpedience

Benefits Guaranteed quality of live services

The ability to maintain consistency over many locations


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The ability to maintain consistency over many locations.

Detection and elimination of incorrect versions / unauthorizedcopies of software

Better co-ordination of releases to avoid errors.

Reduced opportunities for unnoticed introduction of viruses or other

malicious software

Software and hardware assets are properly and securely safeguarded

Ability to build and control software used at remote sites from a central

location

Reduced likelihood of illegal copies of software

Baseline and trusted configuration available for fall-back reversions

Release Management Summary Objectives


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Take an holistic view of changes to the infrastructure

Ensure all aspects a release are considered together

Manage rights and obligations

Activities

Control DSL & DHS, define release, build release, manage release,

distribute s/w CIs, software audits

Safeguard software and hardware Configuration Items (CIs)

Ensure only tested, authorised software is in the live environment

DSL and DHS

Reliable versions of all software and associate CIs (source & object)

Logical / Physical storage

Release Management Summary


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Releases Normal Release Unit, Full/package/delta

releases, Numbering, Frequency, Versioncontrol for development testing, live, archive

Urgent releases backouts / testing /documentation


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Summary Slides for

Revision

Service Level Management Summary (1)

We need to understand what we mean by Service Management and by a service


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We need to understand what we mean by Service Management and by a service

Objectives

Improve service quality (customer dependence)

Measurable service levels

Balance between customer demand and IT capabilities

Activities

Manage customer relationships

Create / maintain Service Catalogue

Determine SLRs; Negotiate, prepare & monitor Service Charter, SLAs & OLAs,

Service Reviews

Service Improvement / Quality plans

Minimum requirements for an agreement

Service description, service hours, response times, availability, security &

continuity targets, critical periods .

Availability Management -Summary

Purpose


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p

Plan and manage CI availability to meet Customers business objectives

Scope

hardware, software, environment etc.

Assessing risk

Calculating and monitoring availability

MTBSI, MTTR, MTBF, % availability formulae, thresholds, auto-detection

Aspects

Reliability, Maintainability, Serviceability , Security (CIA)

Resilience redundancy, duplexing, fault tolerance Techniques CFIA, FTA, TOP, SOA

Incident life-cycle occurrence, detection, diagnosis, repair, recovery,restoration.

IT Service Continuity Management -Summary

Disasters will happen and will affect services


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Assets / Threats / Vulnerabilities / Risks / Countermeasures

Part of service planning & design

The IT Service Continuity Plan

Based upon Business Impact Analysis

Assists in fast, controlled recovery

Must be given wide but controlled access

Contents (incl. admin, Infrastructure, People, Return to normal)

Options gradual (cold), intermediate (warm), immediate (hot), reciprocal,

manual work-around, do nothing

Standby options may only be available for limited periods (or not at all!!).

Fixed vs. Portable

Must be tested frequently without unacceptably impacting the live service.

Capacity Management - Summary


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Business CM trend, forecast, model, prototype, size, document futurebusiness requirements.

Service CM Monitor, analyse, tune and report on service performance;

establish baselines and profiles of use (incl. peaks & troughs and

throughput) of services; manage demand for service

Resource CM Monitor, analyse, tune and implement / report on the

utilisation of components; be aware of technologies innovation

Application Sizing and Modeling

Capacity Planning

Defining thresholds and monitoring

Capacity Management is a balancing act

Cost against Capacity : Supply against Demand


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Financial Management - Summary Charging (but not policy)


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g g ( p y) Determine charges in SLAs (cost recovery, cost +,

market rate, etc) Influence customer behavior Charging does not affect costs directly but is an

expensive process General

Sound stewardship Minimise risk in decision making Basis of business estimating, planning , budgeting /

forecasting Often used in targets & measures / metrics

Service Desk - Summary Acts as the central point of contact between the


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Acts as the central point of contact between the

Customer and the IT service (the buffer betweenusers and IT staff)

Handles incidents, problems, and questions Provides an interface for other activities such as

Change, Configuration, Release, Service level, andService Continuity Management

Requires staff with appropriate attributes and skills. Provides business support

Good communication Value of metrics on events / incidents / calls

Problem Management - Summary Problem and Known Error definitions

Obj i


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Objectives

Manage the problem life-cycle (others will implement solutions)

Stabilizing services through :

Removing the root causes of incidents

Preventing occurrence of incidents and problems.

Minimizing the consequences of incidents (the quick fix)

Improving productive use of resources

Activities

Problem Control, Error Control (incl. raising RFCs), Management

information

Reactive to proactive (stop problems occurring / recurring)

Priorities determined by business impact and urgency

Incident Management Summary



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Manage the Incident life-cycle

Restore service ASAP

Priority determined by business impact and urgency

Correct assessment of priorities enables resources tobe deployed in the best interests of the customer.

Escalation and referral

Incident closure Scripts, diagnostic aids, forward schedule of change.

Comprehensive CMDB invaluable

Configuration Management - Summary

Single source and repository for information about the IT


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infrastructure & services more than an asset register (CMDB)

Activities

Planning, Identification, status Accounting, Control, Verification,

Management Information

Role in assessing impact of changes Configuration Item:

Categories, Attributes, Relationships, Status, Unique Id., Version, Owner

Scope and detail (Value of the information and level of

independent change)

Baselines and Variants

Supports all other processes.

Change Management - Summary Objective

Only approved changes made, risk and cost assessed, benefit maximised


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Applies to all configuration items Activities

Manage / Filter RFC; Manage Change Record; Assess impact, risk, urgency,

priority & resources; Approve & schedule changes; Oversee change building,

testing & implementation; Review; Business Support

CAB and CAB/ emergency Committee

Membership, Advisory role, Urgent changes

Testing of changes and Backout

Change models and standard changes

Links to Configuration and Release Management

Process always ends with a review of the change and closure of the Change Record .


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Releases

Release Management -Summary


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Releases Normal Release Unit, Full / package /

delta releases, Numbering, Frequency,Version control for development,

testing, live, archive Urgent releases backouts / testing /documentation


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Thank You

Date post:	04-Jun-2018
Category:	Documents
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ServiceManagementandITIL VG

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