nformation

echnology Library

nfrastructure

Version 3.0

Introduction to ITIL
Service Management A set of specialized organizational capabilities for providing value to customers in the form of services and A set of Functions and Processes for managing Services over their Lifecycle

ITIL (the IT Infrastructure Library) Widely accepted approach to ITSM Comprehensive practices Quality approach Effective and efficient utilization of IT systems Good Practice Vs Best Practice and consistent set of best

Introduction to ITIL
Information Technology Infrastructure Library First
published by Office of Government Commerce - OGC Created in 1980s to improve ITSM at UK Central Government Updated to V2 in 2000/2001
- Improved for International audience - New

types of service delivery Updated to V3 in 2007 - Lifecycle model

- Greater focus on strategy and business outcomes

Functions, Roles and Processes

Function:

A team or group of people and the tools they use to carry out one or more processes or activities
Roles: A set of responsibilities, activities authorities granted to a person or team and

Processes:
A process is a sequence of activities combined to achieve a certain goal. A process takes defined inputs and turns them into defined outputs

Process
Process Objectives

Process Control

Process Owners

Process Documentation

Process Feedback

Process Input Activities And Sub-Processes Output

Process Enablers

Resources

Roles

Role based responsibilities

Process - Characteristics
Data, information & knowledge Suppliers Process

Desired Outcome

Activity 1

Activity 2

Activity 3

Customer

Service control & quality Trigger

It is measurable It delivers specific results Primary results are delivered to customers or stakeholders It responds to specific events

The Service Lifecycle

Why Lifecycle?

Building on a great practice base Managing services from cradle to grave Removing process silos
Reflecting the public holistic lifecycle focus feedback for

The Service Lifecycle Service Strategy Service Design Service Transition Service Operation Continual Service Improvement

Service Strategy
Service:

A service is a means of delivering value to

customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.

Service Strategy: Shows the organizations how to transform Service Management into strategic asset and to then think and act in a strategic manner Helps clarify the relationships between various services, systems or processes and the business models, strategies or objectives they support

Service Management as a Practice

Operational efficiency is necessary but not sufficient. Service strategies are required to create long-term value for Customers and Stakeholders.

Service Design

Definition: The design of appropriate and innovative IT services, including their architectures, processes, policies and documentation to meet current and future agreed business requirements

Service Design: Provides guidance for the design and development of services and service management processes The scope includes new services, changes and improvements necessary to increase or maintain value to the customers over the lifecycle of services

Scope of Service Design

Design of: New and changed services Service Portfolio and Service Catalog

Technology architecture and management systems Processes required

Measurement methods and metrics

Scope of Service Design

Value to business of SD

Reduced total cost of ownership (TCO)

Improved quality & Consistency of service Easier implementation of new/changed services Improved service alignment More effective service improvement Improved IT governance Improved information and decision making

Service Transition
Service Transition: Plan and implement the deployment of all releases to create a new service or improve an existing service

Assure that the proposed changes in the service design package are realized Successfully steer releases through testing and into live environment
Transition organizations servicesto/from other

Decommission or terminate services

Scope of Service Transition

Scope of ST: Management and coordination of processes, systems and functions to: - Package, build, test and deploy a release into production - Establish the service specified in the customer and stakeholder requirements

Value to business of ST Management of mergers, de-mergers, acquisitions, transfer of services Higher success rate of changes and releases Better prediction of service levels and warranties More confidence in governance and compliance Better estimating of resource plans and budgets Improved productivity of business and IT Timely savings following disposal or de-commissioning Reduced level of risk

Service Operation (SO)

Service Operation: Coordinate and carry-out day to day activities and processes to deliver and manage services at agreed levels Ongoing management of the technology that is used to deliver and support services Where the plans, optimizations measured designs and are ecuted and

Scope of Service Operation

Scope of SO: Ongoing management of: The services themselves - The Service Management processes - Technology - People Value to business of SO Where actual value of strategy, design and transition are realized by the customers and users Achieving balance (Conflicting Motives)

IT Services v Technology
Reactive v Proactive Stability v Responsiveness Quality of Service v Cost of Service Value of communication Good communication is important across all phrases of the service lifecycle but so particularly in SO Good communication is needed between all ITSM personnel and with users/customers/partners Issues can be often mitigated or avoided through good communication All communication should have: -Intended purpose and/or resultant action -Clear audience, who should be involved in deciding

Continual Service Improvement (CSI)

Service Operation:
Aims to continually align / Realign IT services to changing business needs by identifying and implementing improvements Continually looking for ways to improve process efficiency and effectiveness as well as cost effectiveness

Scope of Continual Service Improvement

Scope of CSI:

Overall health of ITSM as a discipline and of the services

Alignment of the service portfolio with business needs Maturity of processes

Value to business of CSI Improved service quality, higher availability Gradual cost reduction and better cost-justification Better information about existing services and areas for improvement Better business/IT alignment Increased flexibility and adaptability Improved communication ROI/VOI

Key Principles, Models & Concepts

Service Provider RACI Model Process Owner Service Owner Suppliers & Contracts Service Portfolio Service Catalog

sk Management Analysis

Key Principles, Models & Concepts

Service Provider An organization supplying services to one or more internal or external customers

Key Principles, Models & Concepts

RACI Model A RACI model can be used to define roles and responsibilities It identifies the activities that must be performed alongside the various individuals and roles involved RACI is an acronym for the four main roles of:

- Responsible : The person or people responsible for getting the job done Accountable : Only one person can be accountable for each task Consulted : The people who are consulted and whose opinions are sought Informed : The people who are kept up-to-date on progress

Task No 1 2 3 4 5

Task Ticket creation & initial severity assessment Severity re-assessment / upgrade / downgrade Ticket reassignment Status update content Ticket update and closure

IM Support Towers I I C C I R R R R R

SD Operations Team AR NA NA NA AR R NA NA I I

Key Principles, Models & Concepts

Process Owner Responsible for: Assisting with Process Design Documenting the process Making sure the process is being performed as documented Making sure the process meets its aims Monitoring and improving the process over time

Key Principles, Models & Concepts

Service Owner The Service Owner is responsible to the Customer for a particular service Initiation and transition - Ongoing maintenance and support

- Monitoring and reporting

- Identifying improvement opportunities

- Prime customer contact

Key Principles, Models & Concepts

Suppliers and Contracts Supplier - A third party responsible for supplying goods or services - These are required by the service provider to enable them to deliver services

Contract - A legally binding agreement between two or more parties to supply goods or services

Key Principles, Models & Concepts

Service Portfolio
Service Knowledge Management System

Service Portfolio

Service Lifecycle Service Status Requirements Defined Analyzed Approved Chartered Designed Developed Build Test Release Operational Retired

Service Pipeline

Service Catalogue

Customers/Users only allowed access to services in this range

Retired Services

Key Principles, Models & Concepts

Service Catalog

Part of Service Portfolio Services available for deployment or use Information to be shared with customers Business Service Catalog - Services of interest to customers Technical Service Catalog - Underpinning services of interest to IT

Key Principles, Models & Concepts

Risk Management and Analysis
Define a framework

Embed and review

Identify the risks

Gain assurance about effectiveness

Identify probable risk owners

Implement responses

Evaluate the risks

Set acceptable levels of risk

Define a framework Risk Management

Risk Assessment

A Lifecycle Stage at Work

Non-Linear Process

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Service Strategy

Service Strategy
Key Concepts: - Utility and Warranty - Value Creation - Service Provider - Delivery Model Options - Service Model Processes: - Service Portfolio Management (SPM) - Demand Management - Financial Management

Service Strategy - Utility and Warranty

Utility and Warranty define services and work together to create value for the customer Utility: - What does the service do? - Functional requirements Features, inputs, outputs fit for purpose

Warranty: - How well does the service do it? Non-functional requirements Capacity, performance, availability fit for use

Service Strategy
Value Creation Increase in possible gains from the performance of customer assets.

Return on assets

Service

Performance average Performance of customer assets Performance Variation

Utility

Warranty

Service Strategy - Service Provider

An organization supplying services to one or more internal customers or external customers Type 1: - Internal Type 2: - Shared Type 3: - External

bedded in the business unit it serves

ide services to multiple business units

rovide services to many customers

Service Strategy - Delivery Model options

Delivery Strategy

Description

Utilizing In-sourcing internal organizational resources for all stages in the lifecycle

Outsourcing Utilizing the resources of an external organization (s)

The combination of In-sourcing and Outsourcing to co-source key elements Co-sourcing within the lifecycle

Formal arrangement Partnership or between 2 or more organizations to work together. ocus on strategic Multi-sourcing partnerships to leverage expertise or market opportunities

Formal arrangement Business Process between two organizations to relocate and manage on entire Outsourcing business function (BPO)(payroll or call-center) from a low-cost location Formal agreement with an Application Service Provider (ASP) to provide Application Service shared computer based services over a network (Sometimes called onProvision demand software/application)

Provision Knowledge of domain Process based processes and business expertise requiring Outsourcing advanced analytical (KPO) and specialist skills from the outsourcer

Service Strategy - Service Model

aphical representation of the ponents that make up a service

ents workflow and dependencies Used to support design, analysis and communication

Service Strategy - Main Activities

Define the market - Evaluate the services you could potentially offer, and who you may be able to offer them to!

Develop the offerings -Continue to formulate the services you think it will be worthwhile pursuing - Utility and Warranty are considered at this stage

Develop strategic assets -Look for opportunities to exploit your services and capabilities (to allow more services to more customers) -Develop Service Management to that it becomes a strategic asset Prepare for execution - Take all the necessary steps to ensure that we are ready to go ahead and it is worthwhile doing so

Service Strategy

Service Portfolio Management

egy - Service Portfolio Management

Objectives
Decide what services to offer Understand - Why should a customer buy these services? - Why should they buy these services from us? Provide direction to Service Design - So they can manage and fully exploit the services into the future

egy - Service Portfolio Management

Basic Concepts
Business Service that directly supports a business process IT Service business does not - think of in business context or semantics

Business Service Management management in - terms of business processes and business value approach for linking key IT components to the goals of the

s you to understand and predict how technology impacts the

s and how business impacts the IT infrastructure.

Project Charter

e scope, objectives and participants in a project. It provides a

preliminary delineation of roles and responsibilities, outlines the project objectives, identifies the main stakeholders, and defines the authority of the project manager.

egy - Service Portfolio Management

Activities
Service

Strategy

Define

Inventories Business Case Value proposition

Analyze

Prioritization (Supply and Demand) Finalize Service Portfolio Authorize Services and Resources Communication Decisions Resource allocation Charter Services

Approve

Charter

egy - Service Portfolio Management

Roles
Product Manager - Own and manage a set of related services Evaluate market opportunities and customer needs Create business cases - Plan new service development programs Business Relationship Manager - Identify and document customer needs - Sources on Demand - Input to Service Catalogue

Service Strategy

Demand Management

ice Strategy - Demand Management

tives and business value

Understand customer requirements for services and how these vary over the business cycle Ensure the provision of appropriate levels of service - By varying provision or influencing customer demand Ensure that the Warranty and Utility we offer matches the customer needs

ice Strategy - Demand Management

sic Concepts (1 of 3) Core Service - An IT service that delivers outcomes desired by one or more customers - A service that enables or enhances a core service. For example

Supporting Service

ectory service or a backup service

ice Strategy - Demand Management

sic Concepts (2 of 3)

rn of Business Activity (PBA) -Workload profile of one or more business activities -Varies over time -Represents changing business demands User Profile - Pattern of user demand for IT Services Each user profile includes one or more PBAs

ice Strategy - Demand Management

sic Concepts (3 of 3)
Service Package

-Detailed description of a service -Includes a service level package and one or more core services and supporting services

Supporting Level Package - Defined level of utility and warranty for a particular service package

- Designed to meet the needs of a PBA. For example - Gold, Silver or Bronze service

ice Strategy - Demand Management

Roles
Business Relationship Manager Document PBAs and user profiles -

Identify correct service level packages for their customers Identify unmet customer need

Negotiate with Product Managers for creation of new services

Service Strategy

Financial Management

ce Strategy - Financial Management

tives and business value

Financial visibility and accountability Financial compliance and control Enhanced decision making Operational control

Value capture and creation Understand the value of IT Services

ce Strategy - Financial Management

sic Concepts (1 of 2)
Service Valuation Cost of providing the service - Value to the customers receiving the service Business Impact Analysis

- Understand the total lifecycle value and costs of proposed new services or projects
Accounting

- Keeping track of what has been spent, assigned to appropriate categories

ce Strategy - Financial Management

sic Concepts (2 of 2)
Business Case - A decision support and planning tool that predicts outcomes of a proposed action - Used to justify investments Business Impact Analysis - Understanding outages the financial cost of service

ce Strategy - Financial Management

Roles

s have some financial responsibility Senior IT Management own budgets and are ultimately responsible for decisions Many organizations appoint a financial controller to oversee day-to-day finances Accounting department provides governance framework and support

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Service Design

Service Design
What is Service Design?

sign of appropriate and innovative IT services, including their architectures,

processes, policies and documentation, to meet currentand future agreed business requirements

Service Design stage of the lifecycle starts with a set of new or changed business requirements and ends with the development of a service solution designed to meet the documented needs of the business

Service Design

Service Design
Five major aspects of Service Design

The design of new or changed services

The design of the Service

Portfolio, including the Service Catalog

The design of the technology

architecture and management systems

The design of the processes

The design of measurement systems, methods and metrics

Service Design

ycle - Inputs and Outputs

Service Design
Key concepts Service Design Package Details all aspects of a service through all stages of its lifecycle

Requirements Service Functional / Level /

Operational Management

Requirements

Service Design and Topology

Organizational Readiness Assessment Service Lifecycle Strategy

The SDP is passed from Service Design to Service Transition for implementation

Service Design
Processes Service Catalog Management Service Level Management

Availability Management Information Security Management Supplier Management

Capacity Management

Service Continuity Management

Service Catalog Management

sign - Service Catalog Management

Objectives and manage an accurate Service Catalog

Provide a single source of consistent information on all agreed services and ensure that it is widely available to those that are approved to access it

Ensure that a Service Catalog is produced and maintained containing accurate information on all operational services and those being prepared to run operationally

sign - Service Catalog Management

Basic concepts

The Service Catalog - Part of the Service Portfolio - Details of all operational services and those being prepared for transition

Business Service Catalog

- Details of all the IT services delivered to the customers, together with relationships to business units and business process that rely upon the IT services - Visible to the customer Technical Service Catalog

- Details of all the supporting services, together with the relationships to supporting services, shared services, components and CIs necessary to support the provision of the service to the business

- Not usually visible to the customer

sign - Service Catalog Management

sign - Service Catalog Management

Roles

rvice Catalog Manager Produce and maintain the service catalog Ensure all operational services and those being prepared for operational running are recorded Ensure all information in the Service Catalog is accurate and up to date Ensure all the information is consistent with the information in the Service Portfolio Ensure all information is adequately protected and backed-up

Service Level Management

Design - Service Level Management

Objectives

Negotiate, agree and document

service levels

Measure, report and improve service

levels

Communicate with business and

customers

Design - Service Level Management

Scope Ensure quality of service match expectations Existing services Requirements for new or changed services Expectations and perception of the business, customers and users

Design - Service Level Management

Definitions SLA - A contract between the Service Provider (IT Organization) and the Customer that articulates the detail of which services are to be delivered along with the quality, performance and availability. Operational Level Agreement (OLA) - Document to support the SLA agreed with the Internal Departments Underpinning Contract (UC) - Document to support the SLA agreed with the External service providers / suppliers to delivery of one or more components of the end-toend service. Service Catalog - The details of range of services that an IT Organization can deliver and different levels of service that are available to the customer. (Technical and Business Service Catalog)

Service Improvement Program (SIP) - An initiative to improve the performance of a delivering services.
Service Level Requirements (SLR) - Provides the details of list of services that are required by the customer.

Design - Service Level Management

Structure of SLM

Customers

Customer

Customer

Customer

SLA / SLC

IT Service

IT Service Department
IT System IT System

OLA
Maintenance And Supplier

UC

Internal

External

Design - Service Level Management

Activities Design SLA frameworks

Service Level Requirements ( SLRs ) - Agree and document Operational Level Agreement ( OLAs )and Underpinning Contracts Monitor service performance against SLA

Measure and improve Customer Satisfaction Review and revise underpinning agreements and service scope Produce service reports Conduct service reviews and instigate improvements Review and revise SLAs, OLAs and UCs Develop

contacts and relationships compliments

Manage complaints and

Design - Service Level Management

Roles

Service Level Manager Process Owner Understand Customers Create and maintain SLA s and OLA s

Review and reporting Ensure that changes are assessed for impact on service levels

Design - Service Level Management

Key Metrics

Number and % of targets being met

Number and severity of service breaches Number and % of up to date SLAs Number of services with timely reports and service reviews

ovements in Customer Satisfaction

Design - Service Level Management

Process Interfaces

Service Portfolio Management Service Catalog Management

Supplier Management Availability Management, Capacity Management and ITSCM Service Knowledge Management All other

Continuous Service Improvement

service management processes to agree and document required customer outcomes

Availability Management

Service Design - Availability Management

Objectives

Ensure agreed level of availability is provided

Continually optimize and improve the availability of IT infrastructure, organization Services and supporting

Provide

cost effective availability improvements

that can deliver business and customer benefits Produce and maintain an availability plan

Service Design - Availability Management

Definitions Availability - Is the ability of an IT Service or component to perform its required function at a stated instant or over a stated period of time Reliability - The reliability of an IT Service can be qualitatively stated as freedom from operational failure

The ability Maintainability of an IT Infrastructure component to be retained in, or estored to, an operational state

Serviceability (external) - A contractual term used to define the support to be received from the external supplier in which they will support in case of unavailability of one or more services Resilience - The ability of a component or service to keep running, where one or more components have failed. Vital Business Function - Ensure that the primary function / deliverables of a specific service should be available

Service Design - Availability Management

Activities
Determining Availability requirements from the business and designing the availability criteria Defining targets for the Availability, Maintainability and Reliability of the IT infrastructure components Monitoring and Reporting Availability, Maintainability and Reliability of IT services and components Producing and Maintaining an availability plan

e Design - Availability Management

Unavailability Lifecycle
MTRS = Mean Time To Restore Service (Downtime)=> MAINTAINABILITY OR SERVICEABILITY

Incident

Incident MTBF= Mean Time Between Failures (Uptime)=> AVAILABILITY

MTBSI = Mean Time Between System Incidents = RELIABILITY

Time

e Design - Availability Management

Calculating availability

Time Agreed to = Hours of Operations as per SLA Downtime = Outage as reported by Incident Management Actual Time = Time Agreed to - Downtime

% Availability =

Time Actually Available Time Agreed to

X100

Service Design - Availability Management

Roles Service Level Manager Process Owner

Ensure services deliver agreed levels of availability

Creation and maintenance of an availability plan Assessing changes Monitoring and reporting availability Proactive improvement of service availability and optimization of the IT infrastructure to optimize costs Assisting with investigation and diagnosis of incidents and problems which cause availability issues

Information Security Management

- Information Security Management

Objectives To protect the interests of those relying on information To protect the systems and communication that deliver the information Specifically related to harm resulting from failures of : - Availability

- Confidentiality - Integrity

- Information Security Management

Definitions Availability - Information is available and usable when required, and the systems that provide it can appropriately resist attacks and recover from or prevent failures Confidentiality - Information is observed by or disclosed to only those who have a right to know

Integrity- Information is complete, accurate and protected against unauthorized modification

- Information Security Management

Roles
Security Manager Process Owner Develop and maintain Information Security Policy Communicate and publicize security awareness and policy Perform security analysis and risk management Monitor and manage security breaches and incidents

Supplier Management

vice Design - Supplier Management

Objectives Manage supplier relationship and performance Negotiate and agree contracts with SLM liaison Manage contracts throughout their lifecycle Maintain a supplier policy and a supporting Supplier and Contract Database (SCD)

vice Design - Supplier Management

Activities Ensure the UC and OLA with suppliers are aligned to business needs and support and align with targets in SLRs and SLAs, in conjunction with SLM Manage relationship with suppliers Manage supplier performance Negotiate and agree contracts with suppliers and manage them through their lifecycle Maintain a supplier policy and a supporting Supplier and Contract Database (SCB)

Service Design - Supplier Management

Supplier srategy & policy

Service knowledge Management system (SKMS)

Evaluation of new suppliers & controls Establish new suppliers & contracts

Supplier categorization & maintanenance of SCD

Supplier & contract management and performance

Contract renewal and/or termination

Supplier and Contract Database Supplier reports and information

vice Design - Supplier Management

Roles Supplier Manager Process Owner Maintain and review

- Supplier and Contract Database ( SCB) Processes for contract dispute, expected end, early end or transfer of a service Assist in development and review of SLAs, contracts, agreements Perform supplier, contract and SLA reviews Identify improvement actions and ensure these are implemented

Assess changes for impact on suppliers, supporting services and contracts

Capacity Management

vice Design - Capacity Management

Objectives

ce and maintain a capacity plan

To provide advice and guidance on capacity and performance related issues To ensure services meet or exceed performance targets To assist in diagnosing and resolving capacity related problems and incidents To assess the impact of changes on capacity plan

capacity and performance measures

RIGHT CAPACITY at RIGHT TIME with RIGHT MONEY

vice Design - Capacity Management

Basic Concepts lancing costs against resources needed Balancing supply against demand

Should be involved at all the stages of the lifecycle Forward looking, regularly updated capacity plan

Capacity Management System (CMS) Management Information System

Capacity

Modeling

Application Sizing

vice Design - Capacity Management

Activities Monitoring - Monitors the performance of the IT Services and the supporting infrastructure components

Analysis - Analyze the data Tuning - Undertaking activities to make most efficient use of existing services Implementation Storage of Capacity Management Data Demand Management Modeling - Predicting the behavior of computer systems under a given volume and variety of work Application sizing - The objective of this activity is to estimate the resource requirements to support a proposed application change or new application, to ensure that it meets its required service levels

Production of capacity plan

vice Design - Capacity Management

y Management has three levels of concern:

- Business Capacity Management This sub-process is responsible for ensuring that the future business requirements for IT services are considered, planned and implemented in a timely fashion The current resource utilisation by various services is obtained trend, forecast or model the future requirements

- Service Capacity Management The focus of this sub-process is the management of the performance of the IT services used by the customers. It is responsible for ensuring that the performance of all services, as detailed in the SLAs and SLRs is monitored and measured, and the collected data is recorded, analyzed and reported

Component Capacity Management The focus of this sub-process is the management of the individual components of the IT infrastructure. It is responsible for ensuring that all the components within the IT infrastructure that have a finite resource are monitored and measured, and the collected data is recorded, analyzed and reported

vice Design - Capacity Management

Roles

Capacity Manager -

Process Owner Proactive planning Service Level Manager - Provides capacity requirements through discussions with business users Technical and Application Management - Day-to-day capacity management activities - Reacting to capacity incidents and problems

IT Service ntinuity Management

Service Design - ITSCM

Objectives
To maintain Service Continuity and IT Recovery plans that support the Business Continuity Plans To complete regular Business Impact Analysis exercises to ensure that the plans are current and relevant To conduct regular risk assessment and management activities To provide advice and guidance on issues related to Service Continuity To implement measures to meet or exceed Business Continuity targets To check the impact of changes on existing plans

ate necessary contracts with suppliers

Service Design - ITSCM

Activities Initiation Requirement Analysis Implementation

Operational Management

Service Design - ITSCM

Initiation Policy setting

Specify terms of reference and scope

Allocate Resources Define the project organisation and control structure

Agree project and quality plans

Service Design - ITSCM

Business Impact Analysis Critical business processes

The potential damage or loss that may be caused to the organisation as a result of
a disruption to critical business processes

The staffing, skills, facilities and services (including the IT Services) necessary to enable critical and essential business processes to continue operating at a minimum acceptable level The time within which minimum levels of staffing, facilities and services should be recovered The time within which all required business processes and supporting staff, facilities and services should be fully recovered

Service Design - ITSCM

Risk Assessment

Risk Assessment Model

Risk Measurement Table

Service Design - ITSCM

siness Continuity Strategy Risk Measurement Identify risks

Assess threat and Vulnerability levels Assess the levels of risk

Recovery Options Manual Work-around Reciprocal arrangements Gradual recovery - Cold Standby (target recovery normally in excess of 72 hours) Intermediate recovery - Warm Standby (target recovery normally between 24 and 72 hours) Fast recovery - Hot Standby (target recovery normally within 24 hours)

Service Design - ITSCM

Roles Service Continuity Manager Process Owner for ITSM Responsible for producing, testing and maintaining service continuity plans

f overall Business Continuity Team

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Service Transition

Service Transition

hat is Service Transition? Taking the design and transitioning the Service into operations- focused on Service

ing in the actual circumstances

ice Transition practices to: Make it easier for to adopt and manage change Standardize transition activities Maintain the integrity of configurations as they evolve

Expedite effective decisions Ensure new/changes services will be deployable, manageable, maintainable, cost effective

Service Transition
Value to the business - Integrate/align new or changes services with the customers business - Ensure that the changes services can be used in a way that maximizes the value to the business operations

er more change successfully Across the customer base - Reduce unpredicted impact and risks Reduce variation - estimated v. actuals Services - fit for purpose and fit for use

Service Transition

Service Transition - Concepts

Concepts - V Model - Configuration Item - Configuration Management - Knowledge Management
System

- Data Information Knowledge Wisdom Service Knowledge Management System Definitive Media Library

Performed by any department, group or team managing and supporting operational applications

- Change Management - Service Asset and Configuration Management - Release and Deployment Management

Service Transition
Benefits

Delivering what business needs

Services fit for purpose, fit for use

Integrated, holistic, standard approach Reduce variation predicted vs actual Quality, Cost, Time

- Capabilities, Resources, Capacity - Risks, Errors and incidents More IT enabled change that adds value to the
customers business

Service Transition - Configuration Item

Configuration Item (CI)

Anything thats needs to be managed in order to deliver an IT Service CI information is recorded in the Configuration Management System
CI information is maintained throughout its lifecycle by Configuration Management

All CIs are subject to Change Management

CIs typically include

- IT Services, hardware, software, buildings, people, and formal documentation such as Process documentation and SLAs

Service Transition
Configuration Management System (CMS)

Information about all Configuration Items - CI may be entire service, or any component - Stored in one or more database (CMDBs)

CMS stores attributes

- Any information about the CI that might be needed

CMS stores relationships

- Between CIs
- With incident , problem, change record etc

CMS has multiple layers - Data sources and tools, information integration, knowledge processing, presentation

Service Transition
Configuration Management System (CMS)

Service Transition - Knowledge Management

is Knowledge Management? The process responsible for gathering, analyzing, storing and sharing knowledge and information within an organization. The primary purpose of knowledge management is to improve efficiency by reducing the need to rediscover knowledge.

vice Transition - Knowledge Management

Objectives

Enabling the Service provider to be more efficient and improve quality of service, increase satisfaction and reduce the cost of service

Ensure staff have a clear and common understanding of the value that their
services provide to customers and the ways in which benefits are realized from the utilization of those services

Ensuring that, at a given time and location, service provider staff have adequate information of

- Who is currently utilizing their services

- The current state

of consumption

Service delivery constraints

- Difficulties faced by the customer in fully realizing the benefits expected

from the service

Service Transition - DIKW

ata, Information, Knowledge and Wisdom (DIKW)

Wisdom

Knowledge

Information
Data

ement is typically displayed within the DIKW structure.

Service Transition - SKMS

nowledge Management System (SKMS)

Wisdom - Ability to make decisions

Service Knowledge Base

Information Integration Layer

DML Data and Information

ge Management is a superset of CMS and CMDB - The experience of staff, records of peripheral matters, user numbers& behavior and organization performance - Supplier and partners requirements, abilities and expectations -Typical and anticipated user skill levels

hat covers a much wiser base of knowledge, for example:

rvice Transition - Definitive Media Library

ster copies of all software assets - In house, external software house - Scripts as well as code - Management tools as well as applications - Including licenses Quality checked

- Complete, correct, virus scanned.. Reduce unpredicted impact and risks The only source for build and distribution

Transition - DML and CMDB relationship

Service Transition - Processes

rvice Transition Processes:

- Transition Planning and Support

- Change Management - Service Asset and Configuration Management - Release and Deployment Management Service Validation and Testing - Evaluation

- Knowledge Management

nsition - Transition Planning and Support

Integrated Planning
- Transition Capacity and resources - Across all service transition

- With service operations and CSI - With the business, customers and users Support Proactive

Maintain/ re-use transition models Progress tracking & Management

Course corrections Transition closure

Change Management

Service Transition - Change Management

Objectives

nd to changing business requirements

- Respond to business and IT requests to align Services with business needs

Minimize impact of implementing changes - Reduce incidents, disruption and rework

Optimize business risk

mplement changes successfully

Implement changes in times that meets business needs Use standard processes

Record all changes

Service Transition - Change Management

Scope

Addition, Modification or Removed of - Any Service

or Configuration Item or associated documentation

Changes Management in includes - Strategic,

Tactical and Operational changes

Excludes

- Business strategy and process Anything documented as out of scope

Service Transition - Change Management

ge - Value to the Business

Prioritizing and responding to requests

Implementing

changes in required times

Meet agreed service

requirements while optimizing risk

Reducing failed

changes and rework

Correctly estimating quality, time and cost Assessing and managing risks

Managing staff time

Service Transition - Change Management

Change types:
Normal changes Types are specific to the organization determine what assessment is required Standard changes Types

horized with an established procedure Emergency changes Business criticality means there is insufficient time for normal handling use normal process but speeded up

Service Transition - Change Management

Basic Concepts Change - An action that results in a new status for one or more IT infrastructure configuration items Standard Change (pre-approved) Urgent Change

Request for Change (RFC) Forward schedule of Changes (Change Schedule) Change advisory board (CAB)

ency Change advisory board (ECAB)

Service Transition - Change Management

Activities

Change Manager Filters Requests

Change Manager Allocates initial priority Change Manager Decides Category Change Builder builds Change, Devises Back Out And Testing Plans

CAB Members do the Impact and resource assessment, authorization and scheduling

pendent Tester Tests the Changes Change Manager Coordinates implementation Of Change Post Implementation Review

ms Configuration Management to update the CMDB

Service Transition - Change Management

SUPPORT GROUPS CHANGE MANAGEMENT

Planning

Registration Classification

RfC

Build

Approval

Refusal

TestImplementation

Authorization Refusal

Implementation

Back out

Evaluation (PIR)

EXECUTION

CONTROL

Service Transition - Change Management

Change - Inputs
Change Policy and strategy Requests for Change

Change Proposal
Service Management Plans Asset and configuration Items

sting Change Management documents

Change schedule

Projected Service Outage (PSO) Change - Outputs Rejected and approved RFCs Changes to services and CIs Updated

Change schedule

Projected Service Outage (PSO)

Change plans, decisions and actions

Change documents and records

Change management reports

Service Transition - Change Management

nge - Process Interfaces

Asset and Configuration Management IT Service Continuity Management Capacity and Demand Management Release and Deployment Management Security Management

Service Transition - Change Management

Roles
Change Manager

Process Owner

- Ensures that the process is followed

- Usually authorizes minor changes Coordinates and runs CAB meetings Produces change schedule

Coordinates change/built/test/implementation

- Review/Closes change

Service Transition - Change Management

hange - Key Metrics

Number of RFC by status Logged CAB pending Approved

Build Test

Authorize

Implementation Number of RFC by category Number of RFC backed out

CAB Effort per RFC

RFC from logged to implementation

Service Asset and Configuration Management (SACM)

Service Transition - SACM

Objectives

Protect the integrity of service assets and configuration items through the service lifecycle

Provide accurate information to support

business and service management

Establish and maintain a Configuration Management System (CMS) as a part of overall Service Knowledge Management System (SKMS)

Service Transition - SACM

SACM Configuration Item categories

Service Lifecycle CIs - Business case, plan, design package

Service CIs

- Service package, acceptance criteria - Service assets i.e. management, organization, process,
knowledge, people, information, applications, infrastructure, financial capital etc

Organization CIs

Internal and External CIs

Service Transition - SACM

Roles

Service Asset Manager Configuration Manager Each of these is the process owner for their area Implement policy and standards

- Procure and manage finances - Agree scope, processes and procedures - Define
and procure tools

- Recruit and train staff - Oversee collection - Manage audits

and management of data

- Provide management audits Configuration Analyst

Administrator/Librarian

CMS/Tools administrator

Release and Deployment Management

ion - Release & Deployment Management

Objectives

Ensure clear, comprehensive release and deployment plans supporting customer and business change projects Release packages can be built, installed, tested and deployed Efficiently, successfully and on schedule

- With minimal impact on production services, operations and support teams Enabling new or changed services to deliver agreed service requirements and knowledge transfer to enable Customers and users to optimize use of service -

Skills

Operations and support staff to run and support the service

ion - Release & Deployment Management

Basic Concepts Release Unit

CIs that are normally released together Typically includes sufficient components to perform a useful function. For e.g. Fully configured desktop PC , payroll application Big bang versus phased approach

Push versus pull deployment Automated versus manual deployment Release package

Single release or many related releases

are, software, utility, warranty, documentation, training

ion - Release & Deployment Management

Key Concepts

Big-bang approach - the new or changed service is deployed to all user areas in one operation. This
will often be used when introducing an Application change and consistency of service across the organization is considered important

Phased

approach - the service is deployed to a part of the user base initially, and this operation is repeated for subsequent parts of the user base via a scheduled roll out plan

Push approach - This approach is used where the service component is deployed from the centre and
pushed out to the target locations

Pull

Approach - It is used for the software releases where software is made available in a central

location but the users are free to pull the software down to their own location at a time of choosing or when a user workstation restarts

Automation

- Mechanism to release and deploy the service components should be established in the release design phase and tested in build and test stages of the new or changes service

ion - Release & Deployment Management

Definitions
Definitive Media Library DML: The DML includes all the original versions of software items used during production and development. The DML can also include several versions of software, documentation and the source code
Release types: The release type is defined by considering the number of Changes that should be included in one Release

Delta Release

Full Release

Package Release Release Unit: Is the portion of IT Infrastructure that is to be released together. E.g. Changes to the complete PC or the Processor

ion - Release & Deployment Management

Activities
Release Planning Designing, building and configuring a release Release acceptance

Rollout Planning Communication, preparation and training Distribution and installation

Management Information

ion - Release & Deployment Management

ion - Release & Deployment Management

Roles Deployment Manager

cal delivery of service implementation C-ordinates documentation and communications - includes training, service management and technical release notes

loyed with Change, SKMS and SACM Technical and application guidance and support - includes known errors and workarounds

ck on effectiveness of the release

r deployment - to ensure within agreed SLAs

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Service Operation

Service Operation
Processes - Event Management Incident Management Request Fulfillment Problem Management Access Management Functions - Service Desk - Technical Management - IT Operations Management Application Management

Event Management

vice Operation - Event Management

Objectives Detect Events, make sense of them and determine the appropriate control action Event Management is the basis of Operational Monitoring and Control

Basic Concepts
Event An alert or notification created by any IT Service, Configuration Item or monitoring tool. Events typically require IT Operations personnel to take actions and often lead to incidents being logged.
Examples: - A batch job has completed

CPU is above the acceptable utilization rate

etected that the number of licenses allocated has reached the limit

Event Management The process responsible for managing Events throughout their Lifecycle Alert Something that happens that triggers an event or a call for action or human intervention after the event is filtered

vice Operation - Event Management

Logging and Filtering

vice Operation - Event Management

Managing Exceptions

vice Operation - Event Management

formation and Warnings

Do anyone or combination of

vice Operation - Event Management

Roles
Event management roles are filled by people in the following functions Service Desk - Technical Management Application Management - IT Operations Management

Service Operation - Incident Management

Definition Any event which is not part of the standard operation of a service and which causes, or may cause, an interruption to, or a reduction in, the quality of that service is an INCIDENT.

Goal

To restoreNormal service operation as quickly as possible and minimize the adverse impact on business operations.

To ensure that the best possible levels of service quality and availability are
maintained

Service Operation - Incident Management

Scope
Managing any disruption or potential disruption to live IT services

Incidents are identified

Directly by users through the Service Desk

Through an interface from Event Management to Incident Management tools

ed and/or logged by technical staff

Service Operation - Incident Management

Business Value
Quicker incident resolution Improved quality

Reduced support costs

Basic Concepts
An Incident

An

unplanned interruption or reduction in the quality of an IT service event which could affect an IT service in the future is also an Incident

Any

Timescales

Incident Models Major Incidents

Incident Management Activities

Consult with CMDB

Service Operation - Incident Management

Interfaces
Problem Management Service Asset and Configuration Management (SACM) Change Management Capacity Management

Availability Management Service Level Management Event Management

Service Operation - Incident Management

High
I M P Medium A C T

1 1

Highest priority
4 3 2

Low

Low Medium High

URGENCY

PRIORITY = IMPACT * URGENCY

Service Operation - Incident Management

unctional (Technical Competence) Horizontal

Service Operation - Incident Management

Metrics

Total number of incidents Number of incidents resolved within SLA Number of incidents resolved at service desk without referring to other support levels Number of incidents escalated to other teams

Number of incidents processed at each desktop

Cost of solution

Service Operation - Incident Management

Roles
Incident Manager
- May be performed by Service Desk Supervisor

Super Users

First-Line Support
- Usually Service Desk Analysis

Second-Line support Third-Line Support (Technical Management, IT Operations, Application Management, Third-party suppliers)

Service Operation - Incident Management

Challenges
Ability to detect incidents as quickly as possible (Dependency on Event Management)

uring all incidents are logged Ensuring previous history is available (Incidents, Problems, Known Errors, Changes) Integration with Configuration Management System, Service Level Management, and Known Error Database (CMS, SLM, KEDB)

Service Operation

Request Fulfillment

Service Operation - Request Fulfillment

Objectives To Provide a channel for users to request and receive standard services for which a pre-defined approval and qualification process exists To provide information to users and customers about the availability of services and the procedure for obtaining them

To source and deliver the components of requested standard services (licenses and software media) To assist the general information, complaints or comments Basic Concepts: Service Request

-A

request from a user for information or advice, or for a Standard Change (Password Reset, IT Service for a new user) Request model

Service Operation - Request Fulfillment

Self Help
Significant Opportunity -Improve responsiveness -Reduce costs Web based front end menu driven shopping -Extend hours of service -Reduce demand of IT staff -Improve quality

Incident Management Request Fulfillment Change Management Deployment Access Management

Asset or CMDB

Service Operation - Request Fulfillment

Roles Not usually dedicated staff Service Desk staff Incident Management staff Service Operations teams

oblem Management

Service Operation - Problem Management

Objective

To prevent problems and resulting incidents from happening To eliminate recurring incidents

mpact of incidents that cannot be prevented

Service Operation - Problem Management

asic Concepts: (1 of 2)

Problem - the cause of one or more incidents

Problem Models Workaround Known Error Known Error Database

Basic Concepts: (2 of 2)

Reactive

Problem Management - Resolution of underlying cause(s) - Covered in Service

Operation

Proactive Problem Management

- Prevention of future problems - Generally undertaken as part of CSI

Service Operation - Problem Management

Roles Problem Manager Supported by technical groups Technical Management

IT Operations

Application Management Third-party suppliers

Access Management

Service Operation - Access Management

Objectives

Granting authorized users the right to use a service Preventing access to nonauthorized users

Basic Concepts: Access

Identity Rights Service or Service Groups Directory Services

Service Operation - Access Management

Roles:

Not usually dedicated staff

Access management is an execution of Availability

Management and Information Security Management Service Desk staff

Application Management staff IT Operations staff

perations Functions

Service Operation - Functions

Service Desk IT Operations Management

Technical Management

Application Management

Operations Control Facilities Management

Service Desk

Service Operation - Service Desk

Primary point of contact
Deals with all user issues (incidents, requests, standard changes) Coordinates across the IT organization to meet user requirements Virtual, Follow-the-Sun, specialized groups)

Different options (Local, Centralized,

Service Operation - Service Desk

Objectives:

Logging and categorizing Incidents, Service Requests and some categories of change

First line investigation Escalation

and diagnosis

Communication Closing calls

Customer

with Users and IT Staff

satisfaction

Update the CMS if so agreed

Service Desk Types

Service Operation - Service Desk

Staffing:

Correct number and qualifications at any given time,

considering - Customer expectations and business requirements Number of users to support, their languages and skills Coverage period, out-of-hours, time zones/locations Processes and procedures in place

Minimum qualifications - Interpersonal skills Business understanding IT understanding - Telephone skills

er and Technical emphasis, Expert

Service Operation - Service Desk

Metrics:

Average speed of Answer (ASA) Abandoned calls percentage

Average Handling Time (AHT)

First Call Resolution (FCR)

echnical Management

ervice Operation - Technical Management

The groups, departments or teams that provide technical expertise and overall
management of the IT Infrastructure

- Custodians of technical knowledge and expertise related to managing the IT

Infrastructure

- Provide the actual resources to support the IT Service Management Lifecycle - Perform many of the common activities already outlined

- Execute most ITSM processes

ervice Operation - Technical Management

al Management Organization:

Technical teams are usually aligned to the technology they manage

Can include operational activities

Examples

- Mainframe Management Server Management Internet/Web Management Network Management Database Management

ervice Operation - Technical Management

Objectives

Design of resilient, cost-effective

infrastructure configuration

Maintenance of the infrastructure Support during technical failures

Roles

Technical Managers Team Leaders

Technical Analysts/ Technical Operator
Architects

IT Operations Management

ce Operation - IT Operations Management

The department, group or team of people responsible for performing the organizations day-to-day operational activities, such as:

- Console Management - Job Scheduling - Backup and Restore

- Print and Output management Performance of maintenance activities Facilities Management

- Operations Bridge - Network Operations Center

ing the infrastructure, applications and services

ce Operation - IT Operations Management

Objectives

Maintaining the status quo to achieve infrastructure stability

Identify opportunities to improve operational

performance and save costs

s and resolution of operational Incidents

ce Operation - IT Operations Management

Roles

IT Operations Shift Leaders IT Operations IT Operators

Manager

Analysts

plication Management

vice Operation - Application Management

ge Applications throughout lifecycle

Performed by any department, group or team managing and supporting operational applications Role in the design, testing and improvement of Applications that form part of IT services Involved in development projects, but not usually the same as the Application Development teams

Custodian of expertise for Applications

Provides resources throughout the lifecycle
Guidance to IT Operations Management

vice Operation - Application Management

Objectives

Well designed, resilient, cost effective Ensuring availability of functionality

Maintain operational applications

applications

Support during application failures

vice Operation - Application Management

Roles

Application Manager/Team leaders Application Analyst/Architect

Note: Application management teams are usually aligned to the application they manage

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Service Improvement

ontinual Service Improvement (CSI)

I and Organizational Change CSI Model Measurements and metrics The 7 Step Improvement Process Continual Service Improvement roles: - Service Manager

inual Service Improvement Manager

CSI and Organizational Change

Successful CSI requires organizational change Organizational change presents challenges Use format approached to address people-related issues:

- John Kotters Eight steps to

transforming your organization Project Management

Continual Service Improvement

Model

Continual Service Improvement

ervice Measurement
The ability to predict and report service performance against targets of an end-to-end service.

Will require someone to take the individual

measurements and combine them to provide a view of the customer experience trend

This

data can be analyzed over time to produce a

This data can be collected at multiple levels (for example, CIs, Processes, Services)

CSI - Why do we measure?

To Validate
To Justify

Strategic Vision

Factual

Evidence

Your Measurement Framework

To Intervene

To Direct

Changes, corrective actions

Targets and Metrics

Continual Service Improvement

Metrics:

Technology metrics: typically components and applications For example Performance Availability

Process metrics: Critical Success Factors (CSFs), Key

Performance Indicators (KPIs), activity metrics for
ITSM processes

e metrics: end-to-end service metrics

Continual Service Improvement

he 7 Step Improvement

Process Purpose

Fundamental to Continual Service

Improvement is the concept of measurement

The 7 Step Improvement Process is

designed to provide this measurement

CSI - 7 Step Improvement Process

Continual Service Improvement

Role:

Ultimately responsible for the success of all improvement activities Communicates the CSI vision across the IT organization Defines and reports on CSI CSFs, KPIs and CSI activity metrics

Co-ordinates CSI throughout the service lifecycle

Builds effective relationships with the business and IT managers

Ensures monitoring is in place to gather data

Works with process and service owners to identify improvements and improve quality

Continual Service Improvement

Role of Service Manager

Manages the development, implementation,

evaluation and on-going management of new and existing products and services

Develops business case, product line strategy and architecture Develops new service deployment and lifecycle management schedules

ms Service Cost Management activities

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