Itil 2011 Mind Maps 6s491i
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13 ITIL Mind Maps:
Service Management as a Practice ITIL Service Strategy ITIL Service Strategy Processes ITIL Service Design ITIL Service Design Processes ITIL Service Transition ITIL Service Transition (SACM) ITIL Service Transition (Change and Evaluation) ITIL Service Operation ITIL Service Operation Functions ITIL Service Operation Processes ITIL Continual Service Improvement ITIL CSI Improvement Processes
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ITIL - Service Management as a Practice Facilitates outcomes without costs & risks Uncertainty of outcome
Standards - ISO20000
Risk
Training and education Sources
Functionality Fitness for purpose
Industry practice - Sarbanes Oxley (SOX), Financial Services Authority (FSA)
What the customer gets
Best Practice
Fitness for use Performance
Warranty
Internal and external experience Research
Utility
Value to customers
How service is delivered
Service
Employees Customers Enablers
Economic value
Suppliers Advisors
Reputation
Shown by
Technology
Customer Perception
Knowledge to achieve business objectives Core Enabling
Classification
Coordinated activities
Enhancing
Performance driven Creates value for customers
Maintenance
Defines roles, activities, guidelines
Process
Prime customer
Measurable
Ensures delivery meets requirements
Service Owner
Identify areas for input into CSI / raise RFC's Communication with Process Owners Reporting & monitoring able for delivery of service
Characteristics
Service Management as a Practice
Definitions
Function
Perform certain types of work
Responsible able
Assists with design
RACI Model
Documentation
Input to CSI
Specialised units
Responsibility within process or function
Defines Strategy, policy, standards
Communication
Consulted Clarifies roles and responsibilities
Process manager
Owner Control
Documentation Objectives
Provides value for customers via services IT service management
Service Management
One person
Informed
Process Owner
Process practitioner
Set of specialised capabilities
Customers Responds to triggers
Role
Audits
Specific Results
Process Model
Activities Procedures Process
Metrics Improvement Roles
Enablers
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ITIL Service Strategy Current state assessment
Automation can affect performance
target state definition
Simplify processes
Gap analysis
Technology
Project estimation Project consolidation Roap
Understand flow of activities Minimise interactions
Implementation
Definition of roles Service portfolio, customer portfolio, customer agreement portfolio Demand management procedures, techniques and tools
Define the market and identify customers Understand the customer
Deg the strategy
Quantify the outcomes
Interfaces between all service strategy processes and other processes
Establish and maintain business relationships Ensure service provider can meet needs of the business
Classify and visualise the service Understand the opportunities
Rules, policies, processes by which businesses are operated, regulated, controlled
Define services based on outcomes Service models
Assists business in articulating value of service
Core Services - deliver basic outcomes
Evaluates, direc ts, monitors the strategy, policies and plans
Strategy principles
Evaluate Direct
Activities
Enabling services are needed in order for a core service to be delivered Enhancing services are excitement factors Define service units and packages
Monitor Establish responsibilities
Deliver the basic outcomes desired by the customer Represent the value the customer wants ing Services
Strategy to set and meet objectives
Either enable or enhance the value proposition
Acquire for valid reasons
Framework
Ensure performance when required
Governance
Packaging core and ing services is an essential aspect of market strategy
Ensure conformance with rules
Packaging will also have an impact on the design and operation of a service
Ensure respect for human factors Service through collaboration
Strategic Asset
Service through coordination Services through delegation
Service Management
Stages
Finances
Services through direction
Infrastructure
Services through network
Resources
Applications People
What is our business? Who is our customer? What does the customer value?
Service Strategy
Marketing mind set
Who depends on our services?
Assets
How do they use our ser vices?
Information Service Assets
Management Organisation Capabilities
Processes Knowledge
Why are they valuable to them?
People Internal (Type I)
Future vs Present
Shared Service Unit (SSU) (Type II)
Opposing dynamics
External (Type III) Supplies service to one or more customers Outsourcing Insourcing
Service provider
Disaggregation
Operational effectiveness vs improvements in functionality Value capture
Perspective
Aggregation
Positions Defined by customers
4 P's
Affordable mix of features Achievement of objectives Changes over time and circumstance Business outcome achieved Customer's preferences
Patterns
Value
Ongoing Actions
Value for customer
Benefits
Basic Factors Performance Factors
Business Portrayal How to achieve vision
Cost effectiveness
Creating value
Customer's perception of what was delivered
Excitement Factors
Plans
Vision
Kano model
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Standardised processes Services create value Respond quickly to changes in business environment
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ITIL Service Strategy Processes
How a service provider will enable an organization to achieve its business outcomes Analyse internal and external factors
Service Design Development Operational Services
Service Catalogue
Define market spaces
Assessment
Service Pipeline
Identify strategic industry factors
Contents
Establish objectives Determine perspective
Retired Services
Strategy Management for IT Services
Tracks investment through lifecycle and ensures appropriate returns are achieved Ensures services clearly defined and linked to business outcomes Why should they buy these services from us?
Adopt patterns of action Align assets with outcomes Optimise CSFs
Execution
Prioritise investments Measurement and evaluation
Clarify the answers to key strategic questions
What are our pricing and chargeback models?
Craft a plan
Process
Purpose
Why should a customer buy these services?
Form a position
Generation
To ensure service provider has the right mix of services to balance the investment in IT with ability to meet business outcomes
CSI Expansion and growth
Annual planning cycles
What are our strengths, weaknesses, priorities and risks?
New business opportunity Triggers
How should our resources and capabilities be allocated? Strategy management
Changes to internal and external environments Mergers or acquisitions
Business relationship management
Process initiation
CSI Other service management processes
Enhanced decision making Strategy
Speed of change
Request from business Value to the business
Service improvement opportunities Service suggestion Existing services
Finance compliance and control Operational control
Define
Value capture and creation
Service, customer and business outcomes
Portfolio Management
Service models Impact on service portfolio and service model
Cost centre Profit centre
Service portfolio review Analyse investments, value and priorities
SPM
Analyse
Policy decisions
Process
Funding
External Internal Rolling plan
Articulate value proposition Funding models Retain Rationalise Refactor Renew
Approve
Zero based Trigger based
Service Strategy Processes
Replace
Service valuation Service Investment Analysis
Assesses the value or return of a service over the total lifecycle Based on the value received and the costs incurred
Compliance
Retire Outputs
Change proposal
Cost optimisation Seeks to translate outage severity into a financial value
Change management authorisation Change proposal authorised
Business Impact Assessment (BIA)
Financial management
Communicate with stakeholders Service design and transition processes
Charter
Aid to decision making and prioritisation Helps to identify
Cost of service outage Relative value of services
Planning confidence
Track progress and update portfolio Analysis of previous budget Opportunity
Assessment of plans
Value proposition
Budgeting
Business outcomes ed Priorities
Budget(s)
Portfolio Contents
Cost model
Risks
Cost centres and cost units
Offerings & packages
Cost types and elements
Investments required ing
Cost & pricing
Scope
Analyse patterns of business activity
Analysis and reporting Action plans Objective
Cost recovery or break even
Demand Management
Work with capacity management Achieve balance between cost and value of outcomes Refines understanding of interactions
Cost classification Chart of s
To identify and analyse the patterns of business activity that initiate demand for services Profiles
Specification of changes to funding and spending Cost and income estimation
Business cases
Policies
Decide on chargeable items
Enable executives to evaluate real investment
Pricing Billing Service provider Contract
Establish and maintain business relationships Ensure service provider can meet needs of the business Assists business in articulating value of service
Objective
Cross subsidisation Notional charging
Charging
Value to business
Recovery with margin
Business Relationship Management
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Design Operational Market
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ITIL Service Design
Statement of requirements (SOR)
Identify business need
Invitation to tender (ITT) Business case
People
Award contract Negotiate
Evaluation and procurement of new contracts and suppliers
4 P's
Select supplier
Supplier and contract categorisation Maintains supplier and contract management information system (SCMIS) Value for money
Supplier Management
Service solutions Why should a customer buy these services?
Design IT services, together with the governing IT practices, processes and policies, to realize the service provider’s strategy and to facilitate the introduction of these services into ed environments ensuring quality service delivery, customer satisfaction and cost-effective service provision.
Manage supplier and contract performance
Define and maintain policies and methods Plan design resources and capabilities Coordinate design activities Improve service design
Partners Processes
Ensure contracts are aligned to business
Manage design risks and issues
Products
Design coordination
Plan, coordinate and monitor individual designs Review designs and ensure handover of SDPs
Why should they buy these services from us? What are the pricing or chargeback models? What are our strengths and weaknesses, priorities and risks? How should our resources and capabilities be allocated? Opportunity Service portfolio
Value proposition Business outcomes ed Business cases Contents
Systems and tools
Risks Offerings and packages
Corporate visions, strategies, etc
Investments required
Service management visions, strategies, policies, objectives and plans
Ongoing costs and pricing
Constraints and requirements for compliance with standards and regulations
Key Principles
IT strategies, policies and plans Business requirements
Priorities
Inputs
Services
5 major aspects
ed levels of performance Policies
Service portfolio
Minimum requirements
ITSM processes, risks and issues s
Ordering and request
Service catalogue
Revisions to IT strategies, policies, designs, plans, architectures, processes
and conditions Dependencies
Service level package
Points of
Service Design
Reduced total cost of ownership (TCO) Improved quality of service Consistency of service
Pricing and charging Business / organisation Enterprise
Easier implementation of new services
Service Technology and management architectures
Better service alignment Improve service performance Improve IT governance
Benefits
Application Data / Information Environment
Improved service alignment
IT Infrastructure
More effective service management
Design top down, build bottom up Processes required
Better IT processes
Progress
Improved information and decision making Measurement methods and metrics Coordinate all design activities
Functionality
Balanced design
Produce associated service design packages Ensure service designs and/or SDPs are produced and handed over to service transition
Ensure all service models and service solution designs conform to strategic, architectural, governance and other corporate requirements Improve the effectiveness and efficiency of service design activities and processes Ensure that all parties adopt a common framework of standard, reusable design practices
Effectiveness Efficiency
Plan and coordinate the resources and capabilities required to design new or changed services
Manage the quality criteria, requirements and handover between design, strategy and transition
Compliance
Resources Schedule ITSC
Objectives
Availability
Other Service Design Processes
See "Service Design Processes" Map
Monitor and improve the performance of the service design lifecycle stage
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Capacity Service Level Service Catalogue
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ITIL Service Design Processes Align IT security with business security Effectively manage information security Management of risks
Manage information contained in service catalogue
Training & awareness
Ensure service catalogue is available and accurate
Security strategy and plan
Service Catalogue Management
Management of suppliers and contracts regarding access to systems and services Management of all security breaches and incidents associated with all systems and services Proactive improvement of security controls, and security risk management and the reduction of security risks
Control Plan
Live services Business service catalogue
Integration of security aspects within all other IT service management processes Manage information security management system
Ensure service catalogue s evolving needs of service management processes
Technical service catalogue
Information Security Management
Security Framework
Implement
Delivered service matches or exceeds needs of customer
Evaluate
Perform as agreed
Maintain
Service availability
Availability
Preventive
Component availability Design for availability and recovery
Reductive Measures
Detective
Perform as its agreed function
Reliability
Repressive
Speed to restore to normal working
Maintainability
Corrective
Serviceability
Agreed level of IT Service
Ability of 3rd party to meet of contract
Achievable targets
Identifying vital business functions (VBFs)
Proactive measures Produce and agree service level requirements (SLRs) Negotiate between internal service providers
Deg in availability
Availability Management
Improvements to service
Component failure impact analysis (CFIA)
Define
Single point of failure (SPOF) Proactive Activities
Operational level agreement (OLA)
Modelling Risk assessment
Service Multi Level
Fault tree analysis (FTA)
Negotiate between IT and customer
Planned maintenance
Document
Service level agreement (SLA)
Service Level Management
Customer External contractors
Contracts
Process Agree Measure
Projected service outage document (PSO) document
Service Design processes
Monitor, measure, analyse, report Expanded incident lifecycle Reactive Activities
Unavailability analysis
Component failure impact analysis (CFIA)
Monitor Regular Ad-Hoc
Required services resumed within required and agreed timescales
Report
business continuity management (BCM)
Red, amber, green (RAG) / Service level agreement monitor (SLAM) charts
Agreed and required timescales Review
Policy setting of reference and scope
Cost justifiable capacity available in time
Initiation
Capacity matched to evolving agreed needs of customer
Resource allocation Project organisational and control structure
Supply vs demand
Agree project and quality plans
Cost vs resource
Business impact analysis (BIA)
Capacity plan Proactive activities
Risk analysis
Activities
Assistance with Capacity incident resolution
IT Service Continuity Management (ITSC)
Modelling and trending Application sizing Monitoring Tuning
Iterative
Techniques
Manual
ITSC strategy
Process
Demand management
Live service capacity Incident / problems Performance, capacity, utilisation
Gradual Intermediate Fast
Capacity Management
Immediate Implementation
Threshold management and control
Requires financial plans and business strategy
Reciprocal
Requirements & strategy
Analysis
Future business needs
Service failure analysis (SFA)
Develop plans / procedures Testing Education, awareness, training
Business capacity management Service capacity management
Ongoing operations
Testing Change management
Invocation
Component capacity management
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ITIL Service Transition
Plan and manage service changes efficiently and effectively Manage risks relating to new, changed or retired services
Speed vs accuracy
Successfully deploy service releases into ed environments
Safety critical services
Objectives
Difficulties
Restricted resources Working with difficult customers
Set correct expectations on the performance and use of new or changed services Ensure that service changes create the expected business value Provide good-quality knowledge and information about services and service assets.
Stakeholder change Communications Stakeholder map
Confidence that a new or changed service will deliver the value and outcomes required of it
Stakeholder commitment analysis
Benefits
Emotional cycle of change
Governance process Organisational capabilities
Provides a measured degree of confidence.
Managing People
Leadership Organisational adoption Organisational change
Understanding of risk
Define customer requirements Design
V Model
Strong communication process Kotter's 8 steps
Provide clear comprehensive plans Assure quality
Transition Planning and
Produce transition strategy Activities
Validate service packages Service acceptance
Service Validation and Testing
Release policy
Plan and coordinate transition
Design service solution Design service release
Business and service performance measures
Prepare for transition
Define service requirements
Test
Service operational readiness Service release package Component and assembly Library of tests
Plan and design tests
Levels of testing
Service Transition
Provide transition process
Test environment
test plan and designs Process
Prepare test environment Perform tests Evaluate exit criteria
See "Change and Change evaluation Map" See "Change and Change evaluation Map" See "Knowledge, Service Asset and Configuration Map"
Report
Change
Test and clean up
Other Service Transition Processes
Evaluation
Service Asset and Configuration
See "Knowledge, Service Asset and Configuration Map"
Knowledge
Should be separate to release and deployment manager Enable projects to estimate the cost, timing, resource requirement and risks associated with the service transition stage more accurately Result in higher volumes of successful change Be easier for people to adopt and follow Enable service transition assets to be shared and re-used across projects and services Reduce delays from unexpected clashes and dependencies
Big bang / phased Release options
Push / pull
Benefits
Automated / manual
Result in higher volumes of successful change
Full Delta
Be easier for people to adopt and follow
Release unit
Enable service transition assets to be shared and re-used across projects and services
Package
Release and Deployment Management
Planning Preparation Build and test Service testing and pilot Planning and preparing for deployment
Enable projects to estimate the cost, timing, resource requirement and risks associated with the service transition stage more accurately
Activities
Performing transfer, deployment and retirement
Reduce delays from unexpected clashes and dependencies
To assist organisations seeking to plan and manage service changes and deploy service releases into the production environment successfully
Early life Review and closure of deployment and Service Transition Role should be separate to test manager
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ITIL Service Transition - SACM IT staff to understand the configuration and relationships of services and the configuration items
Policies
Better forecasting and planning of changes
Objectives, scope, resources
Successful assessment, planning and delivery of changes and releases
Planning & management
Resolution of incidents and problems within the service level targets Delivery of service levels and warranties Better adherence to standards, legal and regulatory obligations More business opportunities as the service provider is able to demonstrate control of assets and services Traceability of changes from requirements
CSFs Involve change/release Start small
SACM Benefits
Regulatory compliance An asset, service component or other item which is or will be, under the control of configuration management Types
Ability to identify the costs of a service Reduced cost and time to discover configuration information when it is needed
Define
Proper stewardship of fixed assets that are under the control of the service provider
Design, manage & maintain configuration management system (CMS) Control receipt, identification, storage of CI's
Regular housekeeping Amend database to suit business requirements
Attributes Relationships Business case
Configuration manager
Service lifecycle
Configuration librarian
Create process & procedures & training
Naming convention
SACM Activities
Configuration analyst CMS tools
SACM Roles
Hardware
Configuration item (CI) identification
People External / internal Categories
Documentation Organisation
Service asset manager
Agrees naming convention
Service Transition:
- Knowledge Management - Service Asset and Configuration Management
Configuration management databases (CMDB's) Definitive media libraries (DML's) information Known error databases (KEDB)
Data, information & tools layer
Availability management information system (AMIS) Service knowledge management system (SKMS)
Capacity management information system (CMIS) Data mining
Information integration layer
Modelling
Knowledge processing layer Reports
Presentation layer Data, Information, Knowledge, Wisdom (DIKW) Improve the quality of management
Accommodation Software
Design & maintain asset management systems Asset management system processes & procedures
Service management plans
Service Configuration control Status ing
Internal policies Business strategy
Service capability assets Service resource assets
Authorised CIs CIs under change control Define each status Before /after major change
Verification and audit
After IT service continuity invoked Planned, regularly, random Automate
Knowledge Management
Enable the service provider to be more efficient and improve quality of service, increase satisfaction and reduce the cost of service by reducing the need to rediscover knowledge Ensure that staff have a clear and common understanding of the value of their services Maintain a service knowledge management system (SKMS) that provides controlled access to knowledge, information and data that is appropriate for each audience
Configuration management databases (CMDB's) Definitive media libraries (DML's) Data, information & tools layer
SACM CMS
Known error databases (KEDB) Availability management information system (AMIS) Capacity management information system (CMIS)
Physical storage information
Definitive spares Definitive media library
Gather, analyse, store, share, use and maintain knowledge, information and data throughout the service provider organization.
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Change and Evaluation
Raised by
Recorded
Reason
Assessed/evaluated
Return Risks Resource
7 R's
Impact
Responsible
(ChM) Change process
(ChM) Change assessment
Relationship Cost
Authorised Prioritised Planned Tested Implemented Reviewed
Regular
Strategic
Assess, plan, schedule changes Review previous changes
Tactical
(ChM) Change advisory board (CAB)
Flexible hip Change schedule (CS)
Consider remediation / back out plans Test as much as possible Retrospective RFC
Operational activity
- C hange M anagement ( ChM) - Change Evaluation (ChE)
Projected service outage (PSO)
Control using change model
reset
Service Transiti on
(ChM) Request for Change
(ChM) Emergency change advisory board (ECAB)
Standard change
Lack of commitment to the process by the business, management or IT staff
Evaluate the intended and unintended effects of a service change
Evaluation required before each of authorization by the suitable authority to provide advice and guidance
Preauthorised, accepted procedure
Normal change
Set stakeholder expectations correctly
Provide good-quality outputs so that change management can expedite an effective decision about whether or not a service change is to be authorized.
Reboot Project change proposal
Emergency change
Provide effective and accurate information to change management
(ChE) Change evaluation
(ChM) Change risks
Bying the process Change assessment being reduced to box ticking Overly-bureaucratic process Insufficient time
Change evaluation is concerned with value. Establish the use made of resources in of delivered benefit
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Interface with request fulfilment
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ITIL Service Operation Reduced labour / costs Reduced duration / frequency of service outages
Value to business
Meet goals of ISM policy Increased effectiveness and efficiency
Undertake activities & processes that manage and deliver services at agreed levels to business s and customers. To manage the technology used to deliver the services and to collect information on performance & Service metrics Manage operational costs
Services Service management processes Technology
Maintain live services to defined service standards
Benefits
Scope
People
Ensure access to service for authorised s
Protect live services Proactive activities
Maintain business satisfaction Minimise impact of service outages
Identify incidents & problems
Objectives
Service Operation
Deliver services at agreed levels to the business Manage day to day activities and processes
Objectives
Internal (technology) vs external (services) Stability vs responsiveness Cost vs quality
Balance
Monitor ongoing performance Manage the service technology Harvest data & report against agreed metrics
Reactive vs proactive Technical management See "Service Operation Functions" map
Incident management Event management Problem management Access management Request fulfilment
See "Service Operation Processes" map
Functions Processes
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ITIL Service Operation Functions Manage knowledge and expertise Ensure applications appropriately designed
Single point of
Assist in resolution of failures
Manage service requests
Design and deployment of applications
Application Management
Incident management Request fulfilment Record changes
Provide resource throughout lifecycle Research and development Training programmes
Supplier liaison
Application portfolio
Provide information Complaints
Manage and maintain IT infrastructure
Improve customer service Improve communication Virtual and follow the sun Central Local
Types
Provide stable environment
Service Desk
Diagnose & resolve IT failures Console management Job scheduling
Business Technical
Skill set
Interpersonal Outsourcing
Print & output management Ongoing maintenance Physical environment
Service Operation Functions
Retention
Directory service
Restores
IT Operations Management
Staffing depends on organisational requirements
Super s
Back ups
Operations Control
Specialised
Facilities Management
Recovery sites Datacentres
Standard operating procedures (SOP) Documentation
Operations logs Shift schedules and reports
IT Operations Middleware
Manage technical knowledge
Internet/Intranet
Help in planning, implementation and maintenance of infrastructure
Network
Guidance to Service Operations for live environment
Server Mainframe
Technical management
Database Storage / Archive Desktop and mobile Facilities / Datacentre management Improvement of operations activities
Common Service Operation Activities
Closed
Definition of standards Problem management Provide resource throughout lifecycle
Active / ive
Open
Training programmes Research and development
Technical specialisation
Reactive / Proactive Continuous / Exception
Guidance to Service Design in development
Activity
Monitoring
Organisational Structures
Control loops
Internal / External Reporting
Process Geography Hybrid Combined
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ITIL Service Operation Processes
Eliminate recurring incidents Objective
Restore normal service operation as quickly as possible
Minimise impact of incidents that cannot be prevented
Purpose
Prevent problems and resulting incidents from happening Underlying cause of one or more incidents
Identify training requirements
Problem
Align business with IT activity
Reactive Proactive
Benefits
Identify potential improvements Increased availability and customer satisfaction
Temporary way of overcoming difficulties
Workaround
Restore service asap
Predefined
Known Error (KE)
Incident is an unplanned interruption to an IT Service Incident
Reduction in the quality of an IT Service
Problem diagnosis complete and workaround identified
Detection
Failure of a CI that has not yet impacted an IT service
Logging Event Management
Categorisation
Web interface
Input
Telephone
Prioritisation
eMail
Incident Management
Identification Logging
Investigation and diagnosis
Process
Create KE Raise RFC Resolution
Categorisation Urgency Business Impact
Closure
Prioritisation
Technical Hierarchical
Problem Management
Process
Investigation and Diagnosis Escalation
Possible major problem review
Event management Incident management Input
Service desk Proactive problem management Supplier or contractor
Resolution and Recovery Closure
Updated records Resolved problems
Specific incidents Standardised method
Output
Incident Model
Pre defined steps
RFCs Workarounds Known errors
Major Incident
Problem management reports Follow policies from Information security management
Kepner & Tregoe
identity of s
Ishikawa
's rights / privileges
Brainstorming
Restricting non s access
Access Management
Logging and tracking access RFC Service request
Chronological Pain value
Service Operation Processes
Triggers
Request from HR or manager Detect, analyse, take appropriate control action
Techniques
Pareto Affinity mapping 5 Whys Hypothesis testing Lotus blossom Technical observation
Early detection of events Automated operations
Predefined method to handle repeat requests
Request model
Assign before outage occurs Detectable or discernable occurrence
Day to day demands from s
Informational
Small changes Types of event
Warning
Service Request
Low risk and cost
Exception
Frequently performed
Constant state CIs Software licence Security
Scope
Event Management
Normal activity Any change of state that has significance for the management of a CI
Reactive
Pre approved by change authority Self service and self select tools Standard change
Channel for: Monitoring
Managed as service request Pre-approved change
Standard service request
Event
Active ive
Request Fulfilment
Information on availability of services General information Comments and complaints
Proactive
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ITIL Continual Service Improvement
To align IT services to the changing business needs by identifying and implementing improvements to IT services that business processes.
Lead to a gradual and continual improvement in service quality Ensure that IT services remain continuously aligned to business requirements
Define success Build framework Choose measures
Value
Steps
Define procedures & policies
Gradual improvements in cost effectiveness through a reduction in costs and or the capability to handle more work at the same cost Identify opportunities for improvement in all lifecycle stages and processes through monitoring and reporting Identify opportunities for improvements in organizational structures, resourcing capabilities, partners, technology, staff skills, training and communications
Assessment Gap analysis Benchmarking
Provides an environment within which CSI can operate and thrive
Comparison with industry norms
Business governance
Process maturity comparison Total cost of ow nership (TCO)
Enterprise Governance
Return on investment (ROI) Availability reporting
Service measurement
Predict and report service performance against targets
IT governance
Ensures IT sustains and extends the organisation's strategies and objectives
Technology
Availability CSF
Processes
Ensure applicable quality management methods are used to continual improvement activities
Process
KPI End to end service
Service
Metrics
Continual Service Improvement
Resources Balancing elements
Tension
Schedule
Objectives
Ensure that processes have clearly defined objectives and measurements that lead to actionable improvements Understand what to measure, why it is being measured and what the successful outcome should be Ownership is fundamental to any improvement strategy
Financial Customer Innovation
Balanced Scorecard
Internal
able for ensuring best practice is adopted and sustained throughout the organization
Methods and Techniques
Chief advocate and owns all CSI issues CSI manager
Strengths Weaknesses Opportunities
SWOT
Baselines
Strategic goals and objectives Must be established at each level:
Ensures adequate resources to and enable CSI
able and responsible for the production and maintenance of the CSI
Used to establish an initial data point to determine if a service or process needs to be improved Must be documented, recognized and accepted throughout the organization
able for the success of CSI in the organization Not able for improvements to specific services which are the responsibility of the appropriate service owner working within the CSI framework
Threats
Tactical process maturity
Leadership Organisational structure
Performance
Functionality
Responsibility of board of directors and executive management.
Critical Roles
able for the delivery of a specific IT service
Operational metrics and KPIs Service Owner
To validate To direct To justify
Responsible to the customer for the initiation, transition and ongoing maintenance and of a particular service able to the IT director or service management director for the delivery of the service
Measure value
To intervene
Reviews and analyses data from components, systems and sub systems in order to obtain a true and end-to-end service achievement
Contains important information for the overall service provider Reporting analyst
Introduces a structure and visibility to CSI ensuring all initiatives are captured and recorded, and benefits realized Improvement opportunities should be categorized into initiatives that can be achieved quickly, or in the medium or longer term Each improvement initiative should show the benefits that will be achieved by its implementation
Service level manager CSI
Should be held and regarded as part of the service knowledge management system (SKMS) Provides a coordinated, consistent view of the potentially many improvement activities
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CSI processes and Inte gration with other processes
CSI approach see "CSI Integration" Map
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7 Step improvement Deming cycle
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ITIL CSI Processes and Interaction What is the vision? Where are we now? Where do we want to be? How will we get there? How do we know we have arrived?
CSI Approach
How do we keep the momentum going?
Identify strategy for improvement Define what will you measure Gather the data
CSI 7 Step Process
Plan Do Check Act
Process the data Analyse the information and data Present and use the information Implement improvement
CSI Deming Cycle
Defining security monitoring and data collection requirements
To align business needs with IT service delivery
Monitoring, ing and tracking the levels of security according to the organizational security policies and guidelines
Involving the business to determine its service level requirements (SLRs) Identifying internal relationships in IT organizations, negotiating and responsibilities and codifying them with operational level agreements (OLAs) Working with the supplier manager to Identify existing contractual relationships with external vendors and ing that the underpinning contracts (UCs) meet the revised business requirements Using the service catalogue as the baseline to negotiate service level agreements (SLAs) with the business
Assisting in determining effects of security measures on the data monitoring and collection from the confidentiality, integrity and availability perspectives
Security
Processing response and resolution data on security incidents Creating trend analyses on security breaches
Service level
Validating success of risk mitigation strategies Utilizing the agreed upon reporting format Analysing processed data for accuracy
Reviewing service achievement and identifying where improvements are required, feeding them into CSI
Fault tree analysis Service fault analysis Technical observation
Monitoring and collecting data associated with the actual expenditures versus budget
Continual Service Improvement processes and interaction with other processes
Component failure impact analysis
Availability
Extended incident lifecycle SIPs and reports
Provides input on questions such as whether costing or revenue targets are on track
Financial
Monitors the ongoing cost per service etc Provides the necessary templates to assist CSI to create the budget and expenditure reports for the various improvement initiatives Provides the means to compute the ROI of the improvements
Business
SIP
Service
Root cause Analysis
Component Iterative activities Application sizing
Problem Capacity
Identify improvements / trends Preventative action Reporting
Demand management Modelling
Documenting and reviewing incident trends on incidents, service requests and telephony statistics over a period of time to identify any consistent patterns
SIPs and reports
Implementing improvement Post Implementation review CAB
Comparing results with prior months, quarters or annual reports
Service Desk and Incident Management
Manage RFCs from SIPs
Change & Release
Comparing results with agreed-to levels of service Identifying improvement opportunities Analysing processed data for accuracy Input into SIPs
Kotter's 8 steps SKMS
Identify risk Identify changes that affect ITSC Regulatory impact
ITSC
CMS
CMDB
Data, information, knowledge, wisdom
Knowledge
Shared knowledge Inclusion in CSI Building SIPs
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Service Management as a Practice ITIL Service Strategy ITIL Service Strategy Processes ITIL Service Design ITIL Service Design Processes ITIL Service Transition ITIL Service Transition (SACM) ITIL Service Transition (Change and Evaluation) ITIL Service Operation ITIL Service Operation Functions ITIL Service Operation Processes ITIL Continual Service Improvement ITIL CSI Improvement Processes
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ITIL - Service Management as a Practice Facilitates outcomes without costs & risks Uncertainty of outcome
Standards - ISO20000
Risk
Training and education Sources
Functionality Fitness for purpose
Industry practice - Sarbanes Oxley (SOX), Financial Services Authority (FSA)
What the customer gets
Best Practice
Fitness for use Performance
Warranty
Internal and external experience Research
Utility
Value to customers
How service is delivered
Service
Employees Customers Enablers
Economic value
Suppliers Advisors
Reputation
Shown by
Technology
Customer Perception
Knowledge to achieve business objectives Core Enabling
Classification
Coordinated activities
Enhancing
Performance driven Creates value for customers
Maintenance
Defines roles, activities, guidelines
Process
Prime customer
Measurable
Ensures delivery meets requirements
Service Owner
Identify areas for input into CSI / raise RFC's Communication with Process Owners Reporting & monitoring able for delivery of service
Characteristics
Service Management as a Practice
Definitions
Function
Perform certain types of work
Responsible able
Assists with design
RACI Model
Documentation
Input to CSI
Specialised units
Responsibility within process or function
Defines Strategy, policy, standards
Communication
Consulted Clarifies roles and responsibilities
Process manager
Owner Control
Documentation Objectives
Provides value for customers via services IT service management
Service Management
One person
Informed
Process Owner
Process practitioner
Set of specialised capabilities
Customers Responds to triggers
Role
Audits
Specific Results
Process Model
Activities Procedures Process
Metrics Improvement Roles
Enablers
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Capabilities Resources
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ITIL Service Strategy Current state assessment
Automation can affect performance
target state definition
Simplify processes
Gap analysis
Technology
Project estimation Project consolidation Roap
Understand flow of activities Minimise interactions
Implementation
Definition of roles Service portfolio, customer portfolio, customer agreement portfolio Demand management procedures, techniques and tools
Define the market and identify customers Understand the customer
Deg the strategy
Quantify the outcomes
Interfaces between all service strategy processes and other processes
Establish and maintain business relationships Ensure service provider can meet needs of the business
Classify and visualise the service Understand the opportunities
Rules, policies, processes by which businesses are operated, regulated, controlled
Define services based on outcomes Service models
Assists business in articulating value of service
Core Services - deliver basic outcomes
Evaluates, direc ts, monitors the strategy, policies and plans
Strategy principles
Evaluate Direct
Activities
Enabling services are needed in order for a core service to be delivered Enhancing services are excitement factors Define service units and packages
Monitor Establish responsibilities
Deliver the basic outcomes desired by the customer Represent the value the customer wants ing Services
Strategy to set and meet objectives
Either enable or enhance the value proposition
Acquire for valid reasons
Framework
Ensure performance when required
Governance
Packaging core and ing services is an essential aspect of market strategy
Ensure conformance with rules
Packaging will also have an impact on the design and operation of a service
Ensure respect for human factors Service through collaboration
Strategic Asset
Service through coordination Services through delegation
Service Management
Stages
Finances
Services through direction
Infrastructure
Services through network
Resources
Applications People
What is our business? Who is our customer? What does the customer value?
Service Strategy
Marketing mind set
Who depends on our services?
Assets
How do they use our ser vices?
Information Service Assets
Management Organisation Capabilities
Processes Knowledge
Why are they valuable to them?
People Internal (Type I)
Future vs Present
Shared Service Unit (SSU) (Type II)
Opposing dynamics
External (Type III) Supplies service to one or more customers Outsourcing Insourcing
Service provider
Disaggregation
Operational effectiveness vs improvements in functionality Value capture
Perspective
Aggregation
Positions Defined by customers
4 P's
Affordable mix of features Achievement of objectives Changes over time and circumstance Business outcome achieved Customer's preferences
Patterns
Value
Ongoing Actions
Value for customer
Benefits
Basic Factors Performance Factors
Business Portrayal How to achieve vision
Cost effectiveness
Creating value
Customer's perception of what was delivered
Excitement Factors
Plans
Vision
Kano model
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Standardised processes Services create value Respond quickly to changes in business environment
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ITIL Service Strategy Processes
How a service provider will enable an organization to achieve its business outcomes Analyse internal and external factors
Service Design Development Operational Services
Service Catalogue
Define market spaces
Assessment
Service Pipeline
Identify strategic industry factors
Contents
Establish objectives Determine perspective
Retired Services
Strategy Management for IT Services
Tracks investment through lifecycle and ensures appropriate returns are achieved Ensures services clearly defined and linked to business outcomes Why should they buy these services from us?
Adopt patterns of action Align assets with outcomes Optimise CSFs
Execution
Prioritise investments Measurement and evaluation
Clarify the answers to key strategic questions
What are our pricing and chargeback models?
Craft a plan
Process
Purpose
Why should a customer buy these services?
Form a position
Generation
To ensure service provider has the right mix of services to balance the investment in IT with ability to meet business outcomes
CSI Expansion and growth
Annual planning cycles
What are our strengths, weaknesses, priorities and risks?
New business opportunity Triggers
How should our resources and capabilities be allocated? Strategy management
Changes to internal and external environments Mergers or acquisitions
Business relationship management
Process initiation
CSI Other service management processes
Enhanced decision making Strategy
Speed of change
Request from business Value to the business
Service improvement opportunities Service suggestion Existing services
Finance compliance and control Operational control
Define
Value capture and creation
Service, customer and business outcomes
Portfolio Management
Service models Impact on service portfolio and service model
Cost centre Profit centre
Service portfolio review Analyse investments, value and priorities
SPM
Analyse
Policy decisions
Process
Funding
External Internal Rolling plan
Articulate value proposition Funding models Retain Rationalise Refactor Renew
Approve
Zero based Trigger based
Service Strategy Processes
Replace
Service valuation Service Investment Analysis
Assesses the value or return of a service over the total lifecycle Based on the value received and the costs incurred
Compliance
Retire Outputs
Change proposal
Cost optimisation Seeks to translate outage severity into a financial value
Change management authorisation Change proposal authorised
Business Impact Assessment (BIA)
Financial management
Communicate with stakeholders Service design and transition processes
Charter
Aid to decision making and prioritisation Helps to identify
Cost of service outage Relative value of services
Planning confidence
Track progress and update portfolio Analysis of previous budget Opportunity
Assessment of plans
Value proposition
Budgeting
Business outcomes ed Priorities
Budget(s)
Portfolio Contents
Cost model
Risks
Cost centres and cost units
Offerings & packages
Cost types and elements
Investments required ing
Cost & pricing
Scope
Analyse patterns of business activity
Analysis and reporting Action plans Objective
Cost recovery or break even
Demand Management
Work with capacity management Achieve balance between cost and value of outcomes Refines understanding of interactions
Cost classification Chart of s
To identify and analyse the patterns of business activity that initiate demand for services Profiles
Specification of changes to funding and spending Cost and income estimation
Business cases
Policies
Decide on chargeable items
Enable executives to evaluate real investment
Pricing Billing Service provider Contract
Establish and maintain business relationships Ensure service provider can meet needs of the business Assists business in articulating value of service
Objective
Cross subsidisation Notional charging
Charging
Value to business
Recovery with margin
Business Relationship Management
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Risks
Design Operational Market
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ITIL Service Design
Statement of requirements (SOR)
Identify business need
Invitation to tender (ITT) Business case
People
Award contract Negotiate
Evaluation and procurement of new contracts and suppliers
4 P's
Select supplier
Supplier and contract categorisation Maintains supplier and contract management information system (SCMIS) Value for money
Supplier Management
Service solutions Why should a customer buy these services?
Design IT services, together with the governing IT practices, processes and policies, to realize the service provider’s strategy and to facilitate the introduction of these services into ed environments ensuring quality service delivery, customer satisfaction and cost-effective service provision.
Manage supplier and contract performance
Define and maintain policies and methods Plan design resources and capabilities Coordinate design activities Improve service design
Partners Processes
Ensure contracts are aligned to business
Manage design risks and issues
Products
Design coordination
Plan, coordinate and monitor individual designs Review designs and ensure handover of SDPs
Why should they buy these services from us? What are the pricing or chargeback models? What are our strengths and weaknesses, priorities and risks? How should our resources and capabilities be allocated? Opportunity Service portfolio
Value proposition Business outcomes ed Business cases Contents
Systems and tools
Risks Offerings and packages
Corporate visions, strategies, etc
Investments required
Service management visions, strategies, policies, objectives and plans
Ongoing costs and pricing
Constraints and requirements for compliance with standards and regulations
Key Principles
IT strategies, policies and plans Business requirements
Priorities
Inputs
Services
5 major aspects
ed levels of performance Policies
Service portfolio
Minimum requirements
ITSM processes, risks and issues s
Ordering and request
Service catalogue
Revisions to IT strategies, policies, designs, plans, architectures, processes
and conditions Dependencies
Service level package
Points of
Service Design
Reduced total cost of ownership (TCO) Improved quality of service Consistency of service
Pricing and charging Business / organisation Enterprise
Easier implementation of new services
Service Technology and management architectures
Better service alignment Improve service performance Improve IT governance
Benefits
Application Data / Information Environment
Improved service alignment
IT Infrastructure
More effective service management
Design top down, build bottom up Processes required
Better IT processes
Progress
Improved information and decision making Measurement methods and metrics Coordinate all design activities
Functionality
Balanced design
Produce associated service design packages Ensure service designs and/or SDPs are produced and handed over to service transition
Ensure all service models and service solution designs conform to strategic, architectural, governance and other corporate requirements Improve the effectiveness and efficiency of service design activities and processes Ensure that all parties adopt a common framework of standard, reusable design practices
Effectiveness Efficiency
Plan and coordinate the resources and capabilities required to design new or changed services
Manage the quality criteria, requirements and handover between design, strategy and transition
Compliance
Resources Schedule ITSC
Objectives
Availability
Other Service Design Processes
See "Service Design Processes" Map
Monitor and improve the performance of the service design lifecycle stage
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Capacity Service Level Service Catalogue
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ITIL Service Design Processes Align IT security with business security Effectively manage information security Management of risks
Manage information contained in service catalogue
Training & awareness
Ensure service catalogue is available and accurate
Security strategy and plan
Service Catalogue Management
Management of suppliers and contracts regarding access to systems and services Management of all security breaches and incidents associated with all systems and services Proactive improvement of security controls, and security risk management and the reduction of security risks
Control Plan
Live services Business service catalogue
Integration of security aspects within all other IT service management processes Manage information security management system
Ensure service catalogue s evolving needs of service management processes
Technical service catalogue
Information Security Management
Security Framework
Implement
Delivered service matches or exceeds needs of customer
Evaluate
Perform as agreed
Maintain
Service availability
Availability
Preventive
Component availability Design for availability and recovery
Reductive Measures
Detective
Perform as its agreed function
Reliability
Repressive
Speed to restore to normal working
Maintainability
Corrective
Serviceability
Agreed level of IT Service
Ability of 3rd party to meet of contract
Achievable targets
Identifying vital business functions (VBFs)
Proactive measures Produce and agree service level requirements (SLRs) Negotiate between internal service providers
Deg in availability
Availability Management
Improvements to service
Component failure impact analysis (CFIA)
Define
Single point of failure (SPOF) Proactive Activities
Operational level agreement (OLA)
Modelling Risk assessment
Service Multi Level
Fault tree analysis (FTA)
Negotiate between IT and customer
Planned maintenance
Document
Service level agreement (SLA)
Service Level Management
Customer External contractors
Contracts
Process Agree Measure
Projected service outage document (PSO) document
Service Design processes
Monitor, measure, analyse, report Expanded incident lifecycle Reactive Activities
Unavailability analysis
Component failure impact analysis (CFIA)
Monitor Regular Ad-Hoc
Required services resumed within required and agreed timescales
Report
business continuity management (BCM)
Red, amber, green (RAG) / Service level agreement monitor (SLAM) charts
Agreed and required timescales Review
Policy setting of reference and scope
Cost justifiable capacity available in time
Initiation
Capacity matched to evolving agreed needs of customer
Resource allocation Project organisational and control structure
Supply vs demand
Agree project and quality plans
Cost vs resource
Business impact analysis (BIA)
Capacity plan Proactive activities
Risk analysis
Activities
Assistance with Capacity incident resolution
IT Service Continuity Management (ITSC)
Modelling and trending Application sizing Monitoring Tuning
Iterative
Techniques
Manual
ITSC strategy
Process
Demand management
Live service capacity Incident / problems Performance, capacity, utilisation
Gradual Intermediate Fast
Capacity Management
Immediate Implementation
Threshold management and control
Requires financial plans and business strategy
Reciprocal
Requirements & strategy
Analysis
Future business needs
Service failure analysis (SFA)
Develop plans / procedures Testing Education, awareness, training
Business capacity management Service capacity management
Ongoing operations
Testing Change management
Invocation
Component capacity management
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ITIL Service Transition
Plan and manage service changes efficiently and effectively Manage risks relating to new, changed or retired services
Speed vs accuracy
Successfully deploy service releases into ed environments
Safety critical services
Objectives
Difficulties
Restricted resources Working with difficult customers
Set correct expectations on the performance and use of new or changed services Ensure that service changes create the expected business value Provide good-quality knowledge and information about services and service assets.
Stakeholder change Communications Stakeholder map
Confidence that a new or changed service will deliver the value and outcomes required of it
Stakeholder commitment analysis
Benefits
Emotional cycle of change
Governance process Organisational capabilities
Provides a measured degree of confidence.
Managing People
Leadership Organisational adoption Organisational change
Understanding of risk
Define customer requirements Design
V Model
Strong communication process Kotter's 8 steps
Provide clear comprehensive plans Assure quality
Transition Planning and
Produce transition strategy Activities
Validate service packages Service acceptance
Service Validation and Testing
Release policy
Plan and coordinate transition
Design service solution Design service release
Business and service performance measures
Prepare for transition
Define service requirements
Test
Service operational readiness Service release package Component and assembly Library of tests
Plan and design tests
Levels of testing
Service Transition
Provide transition process
Test environment
test plan and designs Process
Prepare test environment Perform tests Evaluate exit criteria
See "Change and Change evaluation Map" See "Change and Change evaluation Map" See "Knowledge, Service Asset and Configuration Map"
Report
Change
Test and clean up
Other Service Transition Processes
Evaluation
Service Asset and Configuration
See "Knowledge, Service Asset and Configuration Map"
Knowledge
Should be separate to release and deployment manager Enable projects to estimate the cost, timing, resource requirement and risks associated with the service transition stage more accurately Result in higher volumes of successful change Be easier for people to adopt and follow Enable service transition assets to be shared and re-used across projects and services Reduce delays from unexpected clashes and dependencies
Big bang / phased Release options
Push / pull
Benefits
Automated / manual
Result in higher volumes of successful change
Full Delta
Be easier for people to adopt and follow
Release unit
Enable service transition assets to be shared and re-used across projects and services
Package
Release and Deployment Management
Planning Preparation Build and test Service testing and pilot Planning and preparing for deployment
Enable projects to estimate the cost, timing, resource requirement and risks associated with the service transition stage more accurately
Activities
Performing transfer, deployment and retirement
Reduce delays from unexpected clashes and dependencies
To assist organisations seeking to plan and manage service changes and deploy service releases into the production environment successfully
Early life Review and closure of deployment and Service Transition Role should be separate to test manager
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ITIL Service Transition - SACM IT staff to understand the configuration and relationships of services and the configuration items
Policies
Better forecasting and planning of changes
Objectives, scope, resources
Successful assessment, planning and delivery of changes and releases
Planning & management
Resolution of incidents and problems within the service level targets Delivery of service levels and warranties Better adherence to standards, legal and regulatory obligations More business opportunities as the service provider is able to demonstrate control of assets and services Traceability of changes from requirements
CSFs Involve change/release Start small
SACM Benefits
Regulatory compliance An asset, service component or other item which is or will be, under the control of configuration management Types
Ability to identify the costs of a service Reduced cost and time to discover configuration information when it is needed
Define
Proper stewardship of fixed assets that are under the control of the service provider
Design, manage & maintain configuration management system (CMS) Control receipt, identification, storage of CI's
Regular housekeeping Amend database to suit business requirements
Attributes Relationships Business case
Configuration manager
Service lifecycle
Configuration librarian
Create process & procedures & training
Naming convention
SACM Activities
Configuration analyst CMS tools
SACM Roles
Hardware
Configuration item (CI) identification
People External / internal Categories
Documentation Organisation
Service asset manager
Agrees naming convention
Service Transition:
- Knowledge Management - Service Asset and Configuration Management
Configuration management databases (CMDB's) Definitive media libraries (DML's) information Known error databases (KEDB)
Data, information & tools layer
Availability management information system (AMIS) Service knowledge management system (SKMS)
Capacity management information system (CMIS) Data mining
Information integration layer
Modelling
Knowledge processing layer Reports
Presentation layer Data, Information, Knowledge, Wisdom (DIKW) Improve the quality of management
Accommodation Software
Design & maintain asset management systems Asset management system processes & procedures
Service management plans
Service Configuration control Status ing
Internal policies Business strategy
Service capability assets Service resource assets
Authorised CIs CIs under change control Define each status Before /after major change
Verification and audit
After IT service continuity invoked Planned, regularly, random Automate
Knowledge Management
Enable the service provider to be more efficient and improve quality of service, increase satisfaction and reduce the cost of service by reducing the need to rediscover knowledge Ensure that staff have a clear and common understanding of the value of their services Maintain a service knowledge management system (SKMS) that provides controlled access to knowledge, information and data that is appropriate for each audience
Configuration management databases (CMDB's) Definitive media libraries (DML's) Data, information & tools layer
SACM CMS
Known error databases (KEDB) Availability management information system (AMIS) Capacity management information system (CMIS)
Physical storage information
Definitive spares Definitive media library
Gather, analyse, store, share, use and maintain knowledge, information and data throughout the service provider organization.
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Change and Evaluation
Raised by
Recorded
Reason
Assessed/evaluated
Return Risks Resource
7 R's
Impact
Responsible
(ChM) Change process
(ChM) Change assessment
Relationship Cost
Authorised Prioritised Planned Tested Implemented Reviewed
Regular
Strategic
Assess, plan, schedule changes Review previous changes
Tactical
(ChM) Change advisory board (CAB)
Flexible hip Change schedule (CS)
Consider remediation / back out plans Test as much as possible Retrospective RFC
Operational activity
- C hange M anagement ( ChM) - Change Evaluation (ChE)
Projected service outage (PSO)
Control using change model
reset
Service Transiti on
(ChM) Request for Change
(ChM) Emergency change advisory board (ECAB)
Standard change
Lack of commitment to the process by the business, management or IT staff
Evaluate the intended and unintended effects of a service change
Evaluation required before each of authorization by the suitable authority to provide advice and guidance
Preauthorised, accepted procedure
Normal change
Set stakeholder expectations correctly
Provide good-quality outputs so that change management can expedite an effective decision about whether or not a service change is to be authorized.
Reboot Project change proposal
Emergency change
Provide effective and accurate information to change management
(ChE) Change evaluation
(ChM) Change risks
Bying the process Change assessment being reduced to box ticking Overly-bureaucratic process Insufficient time
Change evaluation is concerned with value. Establish the use made of resources in of delivered benefit
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Interface with request fulfilment
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ITIL Service Operation Reduced labour / costs Reduced duration / frequency of service outages
Value to business
Meet goals of ISM policy Increased effectiveness and efficiency
Undertake activities & processes that manage and deliver services at agreed levels to business s and customers. To manage the technology used to deliver the services and to collect information on performance & Service metrics Manage operational costs
Services Service management processes Technology
Maintain live services to defined service standards
Benefits
Scope
People
Ensure access to service for authorised s
Protect live services Proactive activities
Maintain business satisfaction Minimise impact of service outages
Identify incidents & problems
Objectives
Service Operation
Deliver services at agreed levels to the business Manage day to day activities and processes
Objectives
Internal (technology) vs external (services) Stability vs responsiveness Cost vs quality
Balance
Monitor ongoing performance Manage the service technology Harvest data & report against agreed metrics
Reactive vs proactive Technical management See "Service Operation Functions" map
Incident management Event management Problem management Access management Request fulfilment
See "Service Operation Processes" map
Functions Processes
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ITIL Service Operation Functions Manage knowledge and expertise Ensure applications appropriately designed
Single point of
Assist in resolution of failures
Manage service requests
Design and deployment of applications
Application Management
Incident management Request fulfilment Record changes
Provide resource throughout lifecycle Research and development Training programmes
Supplier liaison
Application portfolio
Provide information Complaints
Manage and maintain IT infrastructure
Improve customer service Improve communication Virtual and follow the sun Central Local
Types
Provide stable environment
Service Desk
Diagnose & resolve IT failures Console management Job scheduling
Business Technical
Skill set
Interpersonal Outsourcing
Print & output management Ongoing maintenance Physical environment
Service Operation Functions
Retention
Directory service
Restores
IT Operations Management
Staffing depends on organisational requirements
Super s
Back ups
Operations Control
Specialised
Facilities Management
Recovery sites Datacentres
Standard operating procedures (SOP) Documentation
Operations logs Shift schedules and reports
IT Operations Middleware
Manage technical knowledge
Internet/Intranet
Help in planning, implementation and maintenance of infrastructure
Network
Guidance to Service Operations for live environment
Server Mainframe
Technical management
Database Storage / Archive Desktop and mobile Facilities / Datacentre management Improvement of operations activities
Common Service Operation Activities
Closed
Definition of standards Problem management Provide resource throughout lifecycle
Active / ive
Open
Training programmes Research and development
Technical specialisation
Reactive / Proactive Continuous / Exception
Guidance to Service Design in development
Activity
Monitoring
Organisational Structures
Control loops
Internal / External Reporting
Process Geography Hybrid Combined
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ITIL Service Operation Processes
Eliminate recurring incidents Objective
Restore normal service operation as quickly as possible
Minimise impact of incidents that cannot be prevented
Purpose
Prevent problems and resulting incidents from happening Underlying cause of one or more incidents
Identify training requirements
Problem
Align business with IT activity
Reactive Proactive
Benefits
Identify potential improvements Increased availability and customer satisfaction
Temporary way of overcoming difficulties
Workaround
Restore service asap
Predefined
Known Error (KE)
Incident is an unplanned interruption to an IT Service Incident
Reduction in the quality of an IT Service
Problem diagnosis complete and workaround identified
Detection
Failure of a CI that has not yet impacted an IT service
Logging Event Management
Categorisation
Web interface
Input
Telephone
Prioritisation
Incident Management
Identification Logging
Investigation and diagnosis
Process
Create KE Raise RFC Resolution
Categorisation Urgency Business Impact
Closure
Prioritisation
Technical Hierarchical
Problem Management
Process
Investigation and Diagnosis Escalation
Possible major problem review
Event management Incident management Input
Service desk Proactive problem management Supplier or contractor
Resolution and Recovery Closure
Updated records Resolved problems
Specific incidents Standardised method
Output
Incident Model
Pre defined steps
RFCs Workarounds Known errors
Major Incident
Problem management reports Follow policies from Information security management
Kepner & Tregoe
identity of s
Ishikawa
's rights / privileges
Brainstorming
Restricting non s access
Access Management
Logging and tracking access RFC Service request
Chronological Pain value
Service Operation Processes
Triggers
Request from HR or manager Detect, analyse, take appropriate control action
Techniques
Pareto Affinity mapping 5 Whys Hypothesis testing Lotus blossom Technical observation
Early detection of events Automated operations
Predefined method to handle repeat requests
Request model
Assign before outage occurs Detectable or discernable occurrence
Day to day demands from s
Informational
Small changes Types of event
Warning
Service Request
Low risk and cost
Exception
Frequently performed
Constant state CIs Software licence Security
Scope
Event Management
Normal activity Any change of state that has significance for the management of a CI
Reactive
Pre approved by change authority Self service and self select tools Standard change
Channel for: Monitoring
Managed as service request Pre-approved change
Standard service request
Event
Active ive
Request Fulfilment
Information on availability of services General information Comments and complaints
Proactive
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ITIL is a ed trademark of the Cabinet Office. This document may be shared internally.
ITIL Continual Service Improvement
To align IT services to the changing business needs by identifying and implementing improvements to IT services that business processes.
Lead to a gradual and continual improvement in service quality Ensure that IT services remain continuously aligned to business requirements
Define success Build framework Choose measures
Value
Steps
Define procedures & policies
Gradual improvements in cost effectiveness through a reduction in costs and or the capability to handle more work at the same cost Identify opportunities for improvement in all lifecycle stages and processes through monitoring and reporting Identify opportunities for improvements in organizational structures, resourcing capabilities, partners, technology, staff skills, training and communications
Assessment Gap analysis Benchmarking
Provides an environment within which CSI can operate and thrive
Comparison with industry norms
Business governance
Process maturity comparison Total cost of ow nership (TCO)
Enterprise Governance
Return on investment (ROI) Availability reporting
Service measurement
Predict and report service performance against targets
IT governance
Ensures IT sustains and extends the organisation's strategies and objectives
Technology
Availability CSF
Processes
Ensure applicable quality management methods are used to continual improvement activities
Process
KPI End to end service
Service
Metrics
Continual Service Improvement
Resources Balancing elements
Tension
Schedule
Objectives
Ensure that processes have clearly defined objectives and measurements that lead to actionable improvements Understand what to measure, why it is being measured and what the successful outcome should be Ownership is fundamental to any improvement strategy
Financial Customer Innovation
Balanced Scorecard
Internal
able for ensuring best practice is adopted and sustained throughout the organization
Methods and Techniques
Chief advocate and owns all CSI issues CSI manager
Strengths Weaknesses Opportunities
SWOT
Baselines
Strategic goals and objectives Must be established at each level:
Ensures adequate resources to and enable CSI
able and responsible for the production and maintenance of the CSI
Used to establish an initial data point to determine if a service or process needs to be improved Must be documented, recognized and accepted throughout the organization
able for the success of CSI in the organization Not able for improvements to specific services which are the responsibility of the appropriate service owner working within the CSI framework
Threats
Tactical process maturity
Leadership Organisational structure
Performance
Functionality
Responsibility of board of directors and executive management.
Critical Roles
able for the delivery of a specific IT service
Operational metrics and KPIs Service Owner
To validate To direct To justify
Responsible to the customer for the initiation, transition and ongoing maintenance and of a particular service able to the IT director or service management director for the delivery of the service
Measure value
To intervene
Reviews and analyses data from components, systems and sub systems in order to obtain a true and end-to-end service achievement
Contains important information for the overall service provider Reporting analyst
Introduces a structure and visibility to CSI ensuring all initiatives are captured and recorded, and benefits realized Improvement opportunities should be categorized into initiatives that can be achieved quickly, or in the medium or longer term Each improvement initiative should show the benefits that will be achieved by its implementation
Service level manager CSI
Should be held and regarded as part of the service knowledge management system (SKMS) Provides a coordinated, consistent view of the potentially many improvement activities
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CSI processes and Inte gration with other processes
CSI approach see "CSI Integration" Map
www.itiltrainingzone.com
7 Step improvement Deming cycle
ITIL is a ed trademark of the Cabinet Office. This document may be shared internally.
ITIL CSI Processes and Interaction What is the vision? Where are we now? Where do we want to be? How will we get there? How do we know we have arrived?
CSI Approach
How do we keep the momentum going?
Identify strategy for improvement Define what will you measure Gather the data
CSI 7 Step Process
Plan Do Check Act
Process the data Analyse the information and data Present and use the information Implement improvement
CSI Deming Cycle
Defining security monitoring and data collection requirements
To align business needs with IT service delivery
Monitoring, ing and tracking the levels of security according to the organizational security policies and guidelines
Involving the business to determine its service level requirements (SLRs) Identifying internal relationships in IT organizations, negotiating and responsibilities and codifying them with operational level agreements (OLAs) Working with the supplier manager to Identify existing contractual relationships with external vendors and ing that the underpinning contracts (UCs) meet the revised business requirements Using the service catalogue as the baseline to negotiate service level agreements (SLAs) with the business
Assisting in determining effects of security measures on the data monitoring and collection from the confidentiality, integrity and availability perspectives
Security
Processing response and resolution data on security incidents Creating trend analyses on security breaches
Service level
Validating success of risk mitigation strategies Utilizing the agreed upon reporting format Analysing processed data for accuracy
Reviewing service achievement and identifying where improvements are required, feeding them into CSI
Fault tree analysis Service fault analysis Technical observation
Monitoring and collecting data associated with the actual expenditures versus budget
Continual Service Improvement processes and interaction with other processes
Component failure impact analysis
Availability
Extended incident lifecycle SIPs and reports
Provides input on questions such as whether costing or revenue targets are on track
Financial
Monitors the ongoing cost per service etc Provides the necessary templates to assist CSI to create the budget and expenditure reports for the various improvement initiatives Provides the means to compute the ROI of the improvements
Business
SIP
Service
Root cause Analysis
Component Iterative activities Application sizing
Problem Capacity
Identify improvements / trends Preventative action Reporting
Demand management Modelling
Documenting and reviewing incident trends on incidents, service requests and telephony statistics over a period of time to identify any consistent patterns
SIPs and reports
Implementing improvement Post Implementation review CAB
Comparing results with prior months, quarters or annual reports
Service Desk and Incident Management
Manage RFCs from SIPs
Change & Release
Comparing results with agreed-to levels of service Identifying improvement opportunities Analysing processed data for accuracy Input into SIPs
Kotter's 8 steps SKMS
Identify risk Identify changes that affect ITSC Regulatory impact
ITSC
CMS
CMDB
Data, information, knowledge, wisdom
Knowledge
Shared knowledge Inclusion in CSI Building SIPs
For Online ITIL Training and Details of Special Offers - Visit:
www.itiltrainingzone.com
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