The ITIL V3 Service Management Awareness Pocket Guide - The ITIL V3 Pocket Toolbook: A Quick Reference Guide to all the processes and activities for Improving Quality and Speed

The ITIL® V3 Service Management Awareness Pocket Guide: The ITIL V3 Pocket Toolbook – A Quick Reference Guide to all th...

Author: Michael Wedemeyer | Gerard Blokdijk | Ivanka Menken

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The ITIL® V3 Service Management Awareness Pocket Guide: The ITIL V3 Pocket Toolbook – A Quick Reference Guide to all the Processes and Activities for Improving Quality and Speed Michael Wedemeyer and Ivanka Menken

The ITIL® V3 Awareness Pocket Guide | 2

Copyright © The Art of Service

Notice of Rights All rights reserved. No part of this book may be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

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The Art of Service Email: [email protected] | Web: http://theartofservice.com | eLearning: http://theartofservice.org Phone: +61 (0)7 3252 2055 | Brisbane, Australia

3 | The ITIL® V3 Awareness Pocket Guide

TABLE OF CONTENTS Quick Overview........................................................................................................ 6 What Exactly is ITIL? ................................................................................................. 7 ITIL Version 3 ............................................................................................................. 7 ITIL & Best Practices .................................................................................................. 8 Parties Involved ......................................................................................................... 8 ITIL Popularity ........................................................................................................... 9 Training & Certification .......................................................................................... 10 ITIL Essentials / Foundation Program ..................................................................... 11 ITIL Intermediate Programs .................................................................................... 11 Lifecycle Programs .............................................................................................. 11 Capability Programs ............................................................................................ 12 Managing Across the Lifecycle Programs ........................................................... 12 Advanced Programs ............................................................................................ 13 What is ITSM? ........................................................................................................ 14 Extra Definitions for Adopting a Common Language.............................................. 14 Objective Tree: Illustrating Business and IT Alignment ........................................... 16 Process .................................................................................................................... 17 ITIL V3 Service Lifecycle ......................................................................................... 20



Service Strategy ..................................................................................................... 22 Goals ....................................................................................................................... 22 Objectives ................................................................................................................ 22 Processes ................................................................................................................. 23 Financial Management for IT Services ................................................................ 23 Service Portfolio Management ........................................................................... 24 Demand Management ........................................................................................ 26 Service Design Phase.............................................................................................. 28 Goals ....................................................................................................................... 28 Processes ................................................................................................................. 28 5 Major Aspects of Service Design...................................................................... 29 Service Design Package....................................................................................... 30 Service Level Management................................................................................. 32 Capacity Management........................................................................................ 35 Availability Management .................................................................................... 38 IT Service Continuity Management .................................................................... 39 Information Security Management .................................................................... 42 Supplier Management ........................................................................................ 44 Service Catalogue Management ......................................................................... 47 Service Transition Phase ........................................................................................ 48 Goals ....................................................................................................................... 48 Processes ................................................................................................................. 48 Knowledge Management ................................................................................... 49 The Art of Service Email: [email protected] | Web: http://theartofservice.com | eLearning: http://theartofservice.org Phone: +61 (0)7 3252 2055 | Brisbane, Australia


Service Asset & Configuration Mgt ..................................................................... 52 Change Management ......................................................................................... 54 Release & Deployment Management................................................................. 56 Service Operation Phase ........................................................................................ 58 Goals ....................................................................................................................... 58 Functions & Processes ............................................................................................. 58 Service Desk Function ......................................................................................... 60 Technical Management Function ....................................................................... 63 IT Operations Management Function................................................................. 65 Applications Management Function .................................................................. 66 Incident Management Process ........................................................................... 67 Request Fulfilment Process ................................................................................ 68 Problem Management Process .......................................................................... 69 Event Management Process ............................................................................... 70 Access Management Process ............................................................................. 71 Continual Service Improvement Phase .................................................................. 72 Goals ....................................................................................................................... 72 Processes ................................................................................................................. 72 Service Measurement & Reporting .................................................................... 73 7 Steps to Continual Service Improvement ........................................................ 75 CSI & the Service Lifecycle in Action ................................................................... 76



QUICK OVERVIEW The ITIL Service Management Awareness Pocket Guide is for those people who wish to gain a concise, fundamental understanding of the IT Infrastructure Library (ITIL). ITIL is globally recognized as the de-facto world’s best practice in IT Service Management. This program is available online, so you can take this course anywhere in the world, in your own time. Or you can be led by our certified professionals with real-world IT management experience on your premises, or at ours. This pocket guide will provide you with: •

Insight into the best practices for IT Service Management (ITSM);

•

Highlight the ITIL v3 framework, the theory and the concepts;

•

Brief overview of each process and function; and

•

Highlight the importance of ITIL in IT Organizations to support business processes. V3 ITIL has undergone some intensive changes. Notably, the

title of the framework itself has been changed. Once called the IT Infrastructure Library, ITIL is now known as ITIL Service Management Practices. So, what’s in a name?



The name change is a reflection of ITIL’s evolution, from an operationally focused set of

processes to a mature service

management set of practice guidance. Just the new name itself implies a broader scope for ITIL and this is definitely the case for Version 3.

What Exactly is ITIL? The IT Infrastructure Library® (ITIL) is the most widely accepted approach to IT service management in the world. ITIL is a cohesive best practice framework, drawn from the public and private sectors internationally. ITIL is supported by a comprehensive qualifications scheme, accredited training organizations, and implementation and assessment tools.

ITIL Version 3 ITIL Version 3 was released on the 30th of June 2007, replacing Version 2 which had been in operation since 2000. In order to continue to reflect current “best practices” a refresh was needed to respond to the evolution and continued maturity of the IT industry. ITIL Version 3 continues to provide a wealth of knowledge describing internationally recognized best practices for IT Service Management. The Art of Service Email: [email protected] | Web: http://theartofservice.com | eLearning: http://theartofservice.org Phone: +61 (0)7 3252 2055 | Brisbane, Australia


ITIL & Best Practices Generally, best practices are those formalized as a result of being successful in wide-industry use. There are several sources for best practices including: •

Public frameworks;

•

Standards; and

•

The proprietary knowledge of organizations and individuals.

Parties Involved •

OGC: Office of Government Commerce (the trademark owners of ITIL);

•

APMG: In 2006 APMG won the tender to own the rights for accreditation and certification of the ITIL courses. EXIN and ISEB used to be independent bodies, but now sublicense through APMG;

•

EXIN: Stichting EXameninstituut voor INformatica – translates as ‘Foundation for EXamination INformation Systems’;

•

ISEB:

Information

Systems

Examination

Board

–

this

certification is recognized worldwide; The Art of Service Email: [email protected] | Web: http://theartofservice.com | eLearning: http://theartofservice.org Phone: +61 (0)7 3252 2055 | Brisbane, Australia


•

TSO: The Stationery Office;

•

Tool Vendors: (HP, Infra, Remedy, HEAT, etc.) Provide technical solutions for customers trying to implement ITIL/IT service management;

•

ITSMF:

(IT

internationally

Service

Management

recognized

and

Forum)

independent

The

only

organization

dedicated to ITSM; and •

Accredited Vendors (e.g. The Art of Service): Only accredited vendors can provide ITIL training.

ITIL Popularity ITIL is very popular around the world.



TRAINING & CERTIFICATION

Since the launch of ITIL v3 in July 2007, a new certification path was also released. This new path encompasses all the new v3 Programs, ending in the possible attainment of “Expert Status”. The figure below demonstrates the possible pathways that you could take to achieve the Expert status.



ITIL Essentials / Foundation Program •

3 Day Program;

•

Overview of ITIL;

•

1 Hour MC Exam; and

•

Foundation Certification (EXIN/APMG).

ITIL Intermediate Programs Lifecycle Programs •

4 Day Programs;

•

ITIL Book Focused;

•

90 Minute MC Exam; and

•

Intermediate Level Certification.



Capability Programs •

5 Day Programs;

•

“Practitioner” Based Level;

•


•

Intermediate Level Certification.

Managing Across the Lifecycle Programs •

5 Day Program;

•


•

Intermediate Level Certification. To achieve Expert status, you are required to gain a minimum

of 22 points by completing various ITIL® v3 programs: •

You must complete the V3 Foundation Program (2 points);

•

You must complete the Managing Across the Lifecycle Program (5 points); and

•

The remaining 15 points must come from the Intermediate Stream (Capability and Lifecycle Programs).



Advanced Programs It is yet to be finalized how the ‘Advanced’ Level can be achieved, but is expected to be based on demonstration of practical experience in ITIL and IT Service Management.



WHAT IS ITSM? •

ITSM: IT Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services; and

•

Capabilities: Take on the form of functions and processes for managing services – the ITSM set of organizational capabilities aims to enable the effective and efficient delivery of services to customers.

Extra Definitions for Adopting a Common Language •

RESOURCES: A generic term that includes IT Infrastructure, people, money or anything else that might help to deliver an IT service. Resources are also considered to be tangible assets of an organization; and

•

CAPABILITY: The ability of an organization, person, process, application, CI or IT service to carry out an activity. Capabilities are intangible assets of an organization – the ITSM set of organizational capabilities aims to enable the effective and efficient delivery of services to customers.





Objective Tree: Illustrating Business and IT Alignment What are some of your Organizational Objectives or strategic goals? What Business Processes aid in achieving those objectives? What IT Service Provisions do these processes use / are these processes dependent on? IT Service Management enables the IT group to provide effective and efficient Information Systems to meet the requirements of the business processes, irrespective of the way these services are delivered to the external customers!!! This in turn enables the organization to meet its Business Objectives. ITSM may also be critical in providing the business with a source of competitive advantage in the market place. There are four perspectives (‘4Ps’) or attributes to explain the concept of ITSM: 1. Partners /Suppliers Perspective: Involved with alignment of the vision, strategy, goals of the day to day activities in IT; 2. People Perspective: Concerned with the “soft” side: IT staff, customers, & effective management of external suppliers; 3. Products/Technology

Perspective:

Takes

into

account

hardware & software, budgets, tools; and The Art of Service Email: [email protected] | Web: http://theartofservice.com | eLearning: http://theartofservice.org Phone: +61 (0)7 3252 2055 | Brisbane, Australia


4. Process Perspective: Relates the end to end delivery of service based on process flows.

Process Every process has a goal, inputs, outputs, and activities. We use norms and measures to measure the effectiveness and efficiency of the process



Example Process

What is the Goal?

To bake a cake

Inputs?

The ingredients (eggs, milk, flour, sugar, butter, chocolate) plus equipment (pans, mixers, etc.)

Activities?

Mix, pre-heat oven, bake, cool, decorate, etc.

Measures?

Volume of ingredients, time to bake, temperature setting, etc.

Norms?

The recipe

Outputs?

Cake!

As we can see, the basis of ITIL’s approach to Service Management is on the interrelated activities: •

Unlike a project, a process is never ending

•

In this example, baking a specific cake (e.g. a birthday cake for Jane) is a project;

•

The goals, activities, inputs, outputs, goals, measures and norms defined make up the process for baking cakes; and



•

The process owner (e.g. head chef in the kitchen) is responsible for the output of the process, e.g. the cake itself.

Processes are mapped onto the Existing IT Organization. The introduction of processes does not mean you have to change your organizational structure. It is possible that you may not even be creating new functions. It is the same with ITIL, which describes how most processes are employed by some or all IT functions or teams. For example: Incident and Problem MGT are enacted by the Service Desk, Incident and Problem Managers and various technical support groups. When mapping processes you need to clearly define: A. Who is the Process Owner? B. What are the IT staff roles and responsibilities? C. What are the Process activities in relation to the IT functional areas? A process is a logically related series of activities for the benefit of a defined objective. This slide illustrates cross functional process flows.



ITIL V3 SERVICE LIFECYCLE

To help demonstrate how the ITIL V3 processes contribute to providing quality IT Service Management, we shall use the example of implementing a new video conferencing service which has instant messaging capabilities and VOIP capabilities), a.k.a. ‘Hype’.



•

The Service Lifecycle phases (and ITIL books) are shown through the purple arrows;

•

The concepts in blue / light shading are the V2 ITIL concepts;

•

The concepts not shaded are the new ITIL V3 concepts; and

•

The concepts in grey / dark shading are Functions.



SERVICE STRATEGY Goals •

Design, develop and implement service management, as a strategic asset;

•

Organizations in a position to handle costs and risks associated with their service portfolios; and

•

Key Role: Stop and think about WHY something has to be done, before thinking HOW.

Objectives •

Design, develop and implement service management as a strategic asset and assisting growth of the organization; and

•

Define the strategic objectives of the IT organization.



Processes •

Financial Management;

•

Service Portfolio Management; and

•

Demand Management.

Financial Management for IT Services •

To provide cost effective stewardship of the IT assets and the financial resources used in providing IT services;

•

The process of budgeting, accounting and charging for IT Services;

•

To be able to account fully for the spend on IT Services and to attribute these costs to the services delivered to the organization’s customers; and

•

Using FMIT to provide services with cost transparency (e.g. via service catalogue) clearly understood by the business and then rolled into the planning process for demand modeling and funding is a powerful benefit.

Before we consider developing ANY new service, we need to have clear understanding of budgets and cost of ‘Hype’.



Service Portfolio Management •

Why should a customer buy these services?

•

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 are resources and capabilities to be allocated?

By acting as a basis to the decision-making framework, Service Portfolio Management clarifies or helps to clarify these strategic questions. A Service Portfolio describes a provider’s services in terms of business value. It articulates business needs and the provider’s response to those needs through a range of services. The Service Strategy book definition states that: “Service Portfolio Management is a dynamic method for governing investments in service management across the enterprise and managing them for value.”



Service Portfolios have a much larger scope than Service Catalogues, and are used to manage the lifecycle of all services in order to maximize the value of IT Service Management to the business. Included in the Service Portfolio are the Service Pipeline, Service Catalogue and Retired Services. Service Strategy (SS) defines the strategic objectives of the IT organization for the provision of services to customers. These strategic objectives provide fundamental direction to the other Service Lifecycle phases. Service Portfolio Management Methods: Refreshing the Portfolio As conditions, regulations and markets change, some services may no longer be required. CIO must monitor, measure, reassess and make changes as the business needs change. By organizing an efficient portfolio with optimal levels of Return on Investment (ROI) and risk, the organization maximizes the value realization on its resources and capabilities. External events occur that have significant impact such as mergers and Acquisitions, new public legislation or redeployed missions. As soon as ‘Hype’ is ’born’ it will be listed in the Service Pipeline.



Demand Management Demand Management is responsible for understanding and strategically responding to business demands for services by: •

Analyzing patterns of business activity and user profiles; and

•

Influencing demand in line with the strategic objectives. Demand

Management

is

a

critical

aspect

of

service

management. Poorly managed demand is a source of risk for service providers because of uncertainty in demand. Demand Management was previously an activity found within Capacity Management, and now within Version 3 of ITIL it has been made a separate process found within the Service Strategy phase. The reasoning behind this was that, before we decide how to design for capacity, decisions must be made regarding why demand should be managed in a particular way. Such questions asked here include: •

Why does the business need this capacity?

•

Does the benefit of providing the required capacity outweigh the costs?

•

Why should the demand for services be managed to align with the IT strategic objectives?



Business processes are the primary source of demand for services. Patterns of business activity (PBA) influence the demand patterns seen by the service providers. It is very important to study the customer’s business to identify, analyze and codify such patterns to provide sufficient basis for capacity management. Analyzing and tracking the activity patterns of the business process make it possible to predict demand for services in the catalogue that support the process. Every additional unit of demand generated by business activity is allocated to a unit of service capacity. Activity-based DM can link the demand patterns to ensure that the customers’ business plans are synchronized with the service management plans of the service provider. Demand Management (or Workload & Demand Management): •

Involves balancing workloads, i.e. the use of services by the users; and

•

This can be used this to influence user behavior.

Demand Mgt will be used to analyze business use of current phone and emails used to quickly communicate. This will later help to manage the demand of the new ‘Hype’ service.



SERVICE DESIGN PHASE Goals •

To convert strategic objectives into service assets and service portfolios.

Processes •

Service Level Management;

•

Capacity Management;

•

Availability Management;

•

IT Service Continuity MGT;

•

Information Security MGT;

•

Supplier Management; and

•

Service Catalogue Management.



5 Major Aspects of Service Design •

Service Solutions;

•

Service Management Systems & Tools;

•

Technology Architectures;

•

Processes; and

•

Measurement Systems and Metrics.

All of the above are to ensure that standards and conventions are followed. An overall, integrated approach should be adopted for the design activities and should cover the design of: •

Service Solutions: Including all of the functional requirements, resources and capabilities needed and agreed;

•

Service Management Systems and Tools: Especially the Service Portfolio for the management and control of services through their lifecycle;

•

Technology Architectures: Technology architectures and management architectures and tools required to provide the service;



•

Processes: Processes needed to design, transition, operate and improve the service; and

•

Measurement Systems: Measurement systems, methods and metrics for the services, the architectures and their constituent components and the processes. The key aspect in the design of new or changed services is to

meet changing business needs. Every time a new service solution is produced, it needs to be checked against each of the other aspects to ensure that it will integrate and interface with all of the other services in existence.

Service Design Package Service Design Package defines all aspects of an IT Service and its requirements through each stage of its Lifecycle. A Service Design Package is produced for each new IT Service, major Change, or IT Service Retirement. The information contained within a Service Design Package, including all aspects of the service and its requirements, is used to provide guidance and structure through all of the subsequent stages of its lifecycle.



Examples of Service Design Package contents: •

Business Requirements;

•

Service Applicability;

•

Service Contacts;

•

Service Functional Requirements;

•

Service Level Requirements;

•

Service Program;

•

Service Transition Plan;

•

Service Operational Plan;

•

Service Acceptance Criteria;

•

Service Design & Topology; and

•

Organizational Readiness Assessment.



Service Level Management Goal •

To ensure that the levels of IT service delivery are achieved, both for existing services and new services in accordance with the agreed targets. The success of Service Level Management (SLM) is very

dependent on the quality of the Service Portfolio and Service Catalogue and their contents, because they provide the necessary information on the services to be managed within the SLM process. Service Level Management (SLM) is a process that is found within two Service Lifecycle phases. Within Service Design, Service Level Management is concerned with: •

Designing and planning the SLM process and Service Level Agreement (SLA) Structure;

•

Determining the requirements of customers groups to produce Service Level Requirements (SLRs);

•

Negotiating and Agreeing upon the relevant Service Level targets with customers to produce Service Level Agreements; and



•

Negotiating and Agreeing upon the support elements required by the internal IT groups and External Suppliers to produce Operational Level Agreements (internal) and Underpinning Contracts (external). Within

Continual

Service Improvement, Service

Level

Management is concerned with improving services and processes through constant: •

Monitoring;

•

Reporting;

•

Evaluating; and

•

Improving.

SLM Objective •

Maintaining and gradually improving business aligned IT service quality, through a constant cycle of

agreeing,

monitoring, reporting and reviewing IT service achievements and through instigating actions to eradicate unacceptable levels of service.



The success of SLM is highly dependent on the quality of the Service Portfolio and Service Catalogue and their contents, because they provide the necessary information on the services to be managed within the SLM process. Typical Contents of SLAs •

Introduction

•

Service description

•

Mutual responsibilities

•

Scope

•

Service hours / service availability

•

Reliability

•

Customer support

•

Contact points & escalation

•

Service performance

•

Batch turnaround times

•

Security

•

Charging



Information contained within an SLA must be measurable. The language used should always be clear and concise in order to aid understanding. SLAs are not used as legal documents for imposing penalties, which would be in conflict with the goal of improving relationships between customers and the IT Service provider. SLM will identify all service level requirements for new ‘Hype’ service, sign off on SLA and hand over to Service Design Manager.

Capacity Management Capacity Management is the process that manages:  the right capacity,  at the right location,  at the right moment,  for the right customer,  against the right costs, All of the above in order to meet the current and future capacity and performance demands of the customer regarding IT service provision.



Capacity Management needs to: •

Understand the business requirements (the required Service Delivery);

•

Understand the organization’s operations (the current Service Delivery);

•

Understand the IT Infrastructure components (the means of Service Delivery); and

•

Ensure that all the current and future Capacity and performance aspects of the business requirements are provided costeffectively. Essentially it is a balancing act of cost against capacity

(ensuring cost effective purchases for business capacity needs). Capacity Management naturally sits predominantly in the Service Design phase, but also plays an important role in the other phases too. Capacity Management is initially supported by the Service Strategies phase, via Demand Management and the development of Service Level Packages.



Capacity Management consists of these main activities: • Performance Monitoring: Measuring, monitoring, and tuning the performance of IT Infrastructure components; • Demand Management: Aims to influence the demand on capacity. This is the application of the policy laid out in the Service Strategy phase; • Application Sizing: Determining the hardware or network capacity to support new or modified applications and the predicted workload; • Modeling: Used to forecast the behavior of the infrastructure and identify areas that could be better utilized; • Tuning: Modifications made for better utilizations of current infrastructure; • Storage of Capacity Management Data; • Capacity Planning; and • Reporting. Capacity Management will need to consider the capacity requirements of current desktops - video cards, RAM, as well as Bandwidth and storage of all data for new ‘Hype’ service.



Availability Management • Optimizing the capability of the IT infrastructure and supporting the organization to deliver a cost effective and sustained level of availability that enables the business to satisfy its objectives. Other Availability Management objectives are: • Reduction in the frequency and duration of Availability related incidents; and • To maintain a forward looking Availability plan. Proactive and Reactive Elements • Proactive Activities: Involve the proactive planning, design and improvement of availability. These activities are principally involved within design and planning roles (Service Design Phase). • Reactive

Activities: Involve the monitoring, measuring,

analysis and management of all events, incidents and problems regarding availability (Service Operation Phase). Availability Management will need to consider the availability requirements to make sure ‘Hype’ is available as per agreement – and to maintain and service systems to keep them running.



IT Service Continuity Management • To support the overall Business Continuity Management by ensuring that the required IT infrastructure and the IT service provision can be recovered within required and agreed business time scales. • IT Disaster: The unavailability for a longer period of time of IT service provision, which makes it necessary to switch to an alternative system and for which the actions to be taken are not part of daily routine. What constitutes a disaster is determined by the SLA, and based on BCM, decided by ISC Manager.



Overall BCM Model with 4 main Stages:

Stage 1:

Define scope of BCM

INITIATION Stage 2:

Business Impact Anaylsis;

REQUIREMENTS & STRATEGY

Risk Assessment; Business Continuity Strategy

Stage 3:

Organization & Implementation Planning; Stand-By Arrangements & Risk-Reduction Measures; Recovery Plans & Procedures; Initial Testing

Stage 4:

Education & Awareness;

OPERATIONAL MANAGEMENT

Review & Audit; Testing; Change Management

BOTTOM LINE:

Assurance



A Business Impact Analysis (BIA) would identify: • Critical business processes & Vital Business Functions; • Potential damage or loss caused by disruption; • Possible escalations caused by damage or loss; • Necessary resources required to enable continuity of critical business processes • Time constraints for minimum recovery of facilities and services; and • Time constraints for complete recovery of facilities and services.

Decisions will have to be made as to what to do if ‘Hype’ encounters a disaster, like the ISP going down, and choose an appropriate countermeasure (e.g. use phone).



Information Security Management •

The process that ensures the confidentiality, integrity and availability of an organization’s assets, information, data and IT services. Information Security Management aligns IT security with

business security and ensures that information security is effectively managed in all service and Service Management activities.



Basic Concepts: Security Measures There are various security threats to our infrastructure and we want to prevent or reduce the damage of these as much as possible. •

In the case that they do pass our prevention mechanisms, we need to have detection techniques to identify when and where they occurred;

•

Once a security incident has occurred, we want to repress or minimize the damage associated with this incident;

•

We then want to correct any damage caused and recover our infrastructure to normal levels; and

•

After this process we need to review how and why the breach occurred and how successful were we in responding to the breach.

Information Security will develop a policy to ensure that all users use a different user name and password for ‘Hype’, as well as ensuring the secure connections for VOIP and video conferencing.



Supplier Management •

To manage suppliers and the services they supply, to provide seamless quality of IT service to the business and ensure that value for money is obtained. The process responsible for ensuring that all contracts with

suppliers support the needs of the business and that all contractual commitments are met. Basic Concepts & Terminology •

SSIP: Supplier service improvement plans – used to record all improvement actions and plans agreed between suppliers and service providers;

•

Supplier Survey Reports: Feedback gathered from all individuals that deal directly with suppliers throughout their day to day role. Results are collated and reviewed by Supplier Management, to ensure consistency in quality of service provided by suppliers in all areas;

•

Shared risk & reward: e.g. agreeing how investment costs and resultant efficiency benefits are shared, or how risks and rewards from fluctuations in material costs are shared; and



•

Supplier & Contract performance reports: used as input for the Supplier & Contract review meetings to manage the quality of the service provided by suppliers and partners. This should include information on shared risk, when appropriate.

Arrangements with Suppliers •

Co-Sourcing;

•

Partnership or Multi-Sourcing;

•

Business Process Outsourcing (BPO);

•

Knowledge Process Outsourcing; and

•

Application Service Provision.

Main Objectives of Supplier Management •

Obtain value for money from Suppliers and Contracts;

•

Work with Service Level Mgt to ensure Underpinning Contracts (UC’s) support and are aligned with business needs, SL Requirements and SL Agreements;

•

Negotiate and agree UC’s and manage through their lifecycle, including renewal or termination;

•

Manage supplier relationships and performance;



•

Maintain a supplier policy and a Supplier and Contract Database (SCD);

•

Supplier Management is involved in all stages of Service Lifecycle, from Strategy to design, through transition and operation, to improvement; and

•

Supplier Management constantly monitors to ensure that suppliers perform to the targets contained within their UC’s, while conforming to all terms and conditions.

Supplier Management will source the Webcams, and negotiate with ISP for new ‘Hype’ service.



Service Catalogue Management •

The process that ensures that a Service Catalogue is produced, maintained

and

contains

accurate

information

on

all

operational services and those ready for deployment. Provides a widely available, single source of consistent information on all agreed services for authorized users.

The Service Catalogue

Once the ‘Hype’ service is live, it will be detailed in the Service Catalogue.



SERVICE TRANSITION PHASE •

The

development

and

improvement

of

capabilities

for

transitioning new and changed services into operation.

Goals •

Development and improvement of capabilities for transitioning new and changed services into operation; and

•

Manage complexities of changes related to services and service management processes, Controls risks of failure and disruption.

Processes •

Knowledge Management;

•

Service Asset & Configuration Management;

•

Change Management;

•

Release & Deployment Management; and

•

Validation and Testing.



Service Transition (ST) is concerned with transitioning services and releases into operation and managing change to the IT infrastructure (including services, hardware, software etc).

Knowledge Management •

Responsible for gathering, analyzing, storing and sharing knowledge and information within the organization. The primary purpose is to improve efficiency by reducing the need to rediscover knowledge.

Knowledge Management System •

Experience of staff;

•

Records of peripherals matters;

•

Supplier and partner requirements and abilities; and

•

Typical and anticipated user skill level.



Benefits Of a successful KMS to the business and IT organization: •

We can stop having to continually reinvent the wheel;

•

More efficient use of resources (including people); and

•

Enables the organization to continually mature and develop.

Challenges In implementing and operating a SKMS: •

Getting staff to use the systems;

•

Having the extra time required to record relevant information and knowledge; and

•

Managing information and knowledge that is no longer correct or relevant for the organization.



Terms •

SKMS – Service Knowledge Management System: The complete set of tools and databases that are used to manage knowledge and information. The SKMS includes the CMS as well as other tools and databases. The SKMS stores, manages, updates and presents all information that an IT service provider needs to manage the full lifecycle of it services.

•

CMS – Configuration Management System: A set of tools and databases that are used to manage an IT service provider’s

configuration

data.

The

CMS

also

includes

information about incidents, problems, known errors, changes and releases; and may contain data about employees, suppliers’ locations, business units, customers and users. Maintained by Configuration Management and is used by all IT service management processes. •

CMDB – Configuration Management Database

•

KEDB – Known Error Database: This database is created by Problem Management and used by Incident and Problem Management. The KEDB is part of the Service Knowledge.

Knowledge Management will help by identifying skills and staffing from an established SKMS for the building of ‘Hype’.



Service Asset & Configuration Mgt •

Supports the agreed IT service provision by managing, storing and providing information about Configuration Items (CI’s) throughout their life cycle. No organization can be fully effective unless it manages its

assets, services and IT components well, particularly those that are vital to the running of the customer’s or organization’s business. This process manages the service assets and Configuration Items in order to support the other Service Management processes.



IT Infrastructure

SACM may cover non-IT assets, work products used to develop the services and configuration items required to support the service that are not formally classified as assets. The scope covers interfaces to internal and external service providers where there are assets and configuration items that need to be controlled e.g. shared assets.

SACM will record all new Webcams and servers used to provide ‘Hype’ service, and can be used by Service Desk if there is an incident with ‘Hype’ service.



Change Management •

To ensure that standardized methods and procedures are used for efficient and prompt handling of all Changes, in order to minimize the impact of Change-related Incidents upon service quality, and consequently to improve the day-to-day operations of the organization.

REMEMBER: Not every change is an improvement, but every improvement is a change. The 7 R’s of Change Management 1. Who RAISED the change? 2. What is the REASON for the change? 3. What is the RETURN required from the change? 4. What are the RISKS involved in the change? 5. What RESOURCES are required to deliver the change? 6. Who is RESPONSIBLE for the build, test and implementation of the change? 7. What is the RELATIONSHIP between this change and other changes?



These questions must be answered for all changes. Without this information the impact assessment cannot be completed, and the balance of risk and benefit to the live service will not be understood. This could result in the change not delivering all the possible or expected business benefits or even of it having a detrimental, unexpected effect on the live service. Change Management & Project Management How

does

Change

Management

work

with

Project

Management? Change Management authorizes, controls, coordinates - does not plan, build, test or implement. Change Management is concerned with Remediation Planning to ensure that each RFC has a fallback / backout plan. Key Points •

Change Management coordinates, assesses and approves process; and

•

Change Management performs Post Implementation Review (PIR).

Change Management must approve the ‘Hype’ service BEFORE it is built – will check to see that there is an RFC to upgrade ISP bandwidth.



Release & Deployment Management •

Aims to build, test and deliver the capability to provide the services specified by SERVICE DESIGN.

•

This includes the processes, systems and functions to package, build, test and deploy a release into production and prepare for SERVICE OPERATION.

Difference between Change Mgt and Release & Deployment Mgt? •

Change Management assesses, authorizes and coordinates Changes; and

•

Release & Deployment Management actually do the build, test and deploy and manage the overall release process.

Release Identification Examples Major Release – Banking_System v1, v2, v3 etc.: Major Roll-Out of new hardware and/or software. Minor Release – Banking_System v1.1, v1.2, v1.3 etc.: A few minor improvements and fixes to Known Errors. Emergency Fix – Banking_System v1.1.1, v1.1.2 etc.: A temporary or permanent Quick Fix for a Problem or Known Error.



Key Points 

Change driven by customer demand



Version control of Release through lifecycle



Close relationship with Change Management

Why keep old versions in DML/DS? For rollback/integrity purposes, in case something goes wrong deploying the release. Release and Deployment will build and test the ‘Hype’ service.



SERVICE OPERATION PHASE Goals 

Management of SO;



Achieving effectiveness and efficiency in delivery and support;



Stability in SO – allowing for changes in design, scale, scope and service levels; and



Key Role: Reactive and Proactive. The management of IT Services that ensures effectiveness and

efficiency in delivery and support – Service Operation (SO) is concerned with the effective and efficient delivery and support of IT Services.

Functions & Processes What is the difference between functions and processes? A Process is a set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome and provide value to customers or stakeholders. Functions are teams or groups of people and the tools they use to carry out one or more Processes or Activities. The Art of Service Email: [email protected] | Web: http://theartofservice.com | eLearning: http://theartofservice.org Phone: +61 (0)7 3252 2055 | Brisbane, Australia


Below are the 4 Service Operation Functions and 5 SO Processes: Functions 

Service Desk;



Technical Management;



IT Operations Management; and



Applications Management.

Processes 

Incident Management.



Request Fulfillment Management;



Problem Management;



Event Management; and



Access Management;



Service Desk Function 

Supports the agreed IT service provision by ensuring the accessibility and availability of the IT-organization and by performing various supporting activities.

The diagram demonstrates how much responsibility the Service Desk and the Technical Support Groups have in the Service Operation Processes.



Local Service Desk

Centralized Service Desk



Virtual Service Desk

Follow the Sun

Asia

USA Service Desk & Support Groups set up in different time zones to provide 24/7 service Service Desk

Australia

Knowledgebase

London



Technical Management Function TM is not normally provided by a single department or group. One or more technical support teams or departments will be needed to provide TM and support for the IT Infrastructure In all but the smallest organizations where a single combined team or department may suffice, separate teams or departments will be needed for each type of infrastructure being used. In many organizations the TM departments are also responsible for the daily operation of a subset of the IT Infrastructure. TM will provide guidance to IT Ops about how best to carry out the ongoing operational management of technology. This will partly be carried out during the SD process but will be an everyday communication with IT Ops as they seek to achieve stability and optimum performance. Specialist Technical Architects & Designers (Primarily involved in SD) + Specialist Maintenance & Support Staff (Primarily involved in SO) = Technical Management.



Other examples of typical TM teams or departments: 

Storage team or dept, responsible for the management of all data storage devices and media;



Network Support team or dept, looking after the organizations internal WAN/LAN’s and managing any network external network suppliers; or



Database

team

or

dept,

responsible

for

the

creation,

maintenance and support of the organizations databases.

Service Desk will provide ongoing support for ‘Hype’ service.



IT Operations Management Function In some organizations this is a single, centralized department. In others, some activities and staff are centralized and some are provided by distributed and specialized departments.

IT Operations Management: SO Function: 

Maintenance of the ‘status quo’ to achieve stability of the organizations day to day processes and activities;



Regular scrutiny and improvements to achieve improved service at reduce costs, whilst maintaining stability; and



Swift application of operational skills to diagnose and resolve any IT operations failures that occur.

IT Operations will be responsible for doing the backups of all data related to the ‘Hype’ service.



Applications Management Function Application Management is usually divided into departments based on the application portfolio of the organization, allowing easier specialization and more focused support. 

Responsible for managing Applications throughout their lifecycle;



Supports and maintains operational applications, and plays an important

role

in

design,

testing

and

improvement

of

applications that form part of IT Services; 

Support the organization’s business processes by helping to identify

functional

and

manageability

requirements

for

application software; 

Assist in the design and deployment of those Applications; and



Provide

ongoing

support

and

improvement

of

those

applications. Application Management may assist with writing the ‘Hype’ application, if they choose not to buy an off-the-shelf product.



Incident Management Process 

To restore normal service operation as quickly as possible and minimize the adverse impact on business operations, thus ensuring that the best possible levels of service quality and availability are maintained.

Terms 

Incident: An unplanned interruption to an IT service or reduction in the quality of an IT service. Failure of a CI that has not yet affected service is also an incident.



Service Request: A request by a user for information, advice or for a standard change or for access to an IT service, e.g. reset a password, or to provide a standard IT service for a new user. Service Requests are usually handled by a Service Desk, and do not require a RFC to be submitted.

Incident Management will help to restore the ‘Hype’ service if a user is experiencing a loss of service.



Request Fulfilment Process 

Manages the entire lifecycle of all customer or user.

Terms •

Service Request: Provides a channel for users to make requests and receive standard Services; a channel for information to users and customers regarding the availability of Services.

A Service Request is: •

A request for information or advice;

•

A request for a standard change; and / or

•

A request for access to an IT Service.

•

Standard Change: For example, a user asking for a password reset or for the provision of standard IT services. These are usually handled by the Service Desk and do not require a RFC for Change Management.

Request Fulfilment – a user may request a copy of a previous conversation.



Problem Management Process •

To minimize the adverse impact of Incidents and Problems on the business that are caused by errors within the IT infrastructure, and to prevent the recurrence of Incidents related to these errors.

Defined as two major processes: •

Reactive Problem Management; and

•

Proactive Problem Management (initiated in Service Operation but generally driven as part of Continual Service Improvement).

Problem Management will help to find out why users’ Webcams keep crashing, and hopefully find a permamant solution.



Event Management Process •

The process that monitors all events that occur through the IT infrastructure to allow for normal service operation and to detect and escalate exceptions. An Event can be defined as a change of state that has

significance for the management of a Configuration Item (including IT Services). This can be detected by technical staff or be automated alerts or notifications created by CI monitoring tools. Diagram of Event Management: Activities

Event Management will create events to let IT Support know that the backups of all ‘Hype’ data occurred successfully or failed.



Access Management Process •

The process for granting authorized users the right to use a Service while preventing access to non-authorized users. Access Management helps to protect the confidentiality,

integrity and availability (CIA) of assets; therefore it is the execution of policies and actions defined in Security and Availability Management. Access Management: C.I.A. •

Confidentiality:

Protecting information against unauthorized

use; •

Integrity: Accuracy and completeness of information; and

•

Availability:

Information is available at any moment within the

agreed timeframe.

Access Management will assist with providing rights to use ‘Hype’ service.



CONTINUAL SERVICE IMPROVEMENT PHASE This phase is responsible for managing improvements to IT Service Management Processes and IT Services.

Goals •

Creating and maintaining value for customer;

•

Combining principle, practices and methods;

•

Linking improvement efforts and outcomes with SS, SD and ST;

•

Based on the ‘Plan, Do, Check, Act’ model; and

•

Using a ‘closed-loop feedback system’.

Processes •

Service Level Management (addressed in Service Design);

•

Service Measurement; and

•

CSI Improvement Process.



Service Measurement & Reporting •

Responsible for defining how to measure and report IT Service Management and IT Service improvements and coordinate the data collection for measurements from the other processes and functions.

There are four main reasons to monitor and measure: 1. To Validate: Are we supporting the strategy and vision? 2. To Direct: Based on factual data, people can be guided to change behavior. 3. To Justify: Do we have the right targets and metrics? 4. To Intervene: Take corrective actions such as identifying improvement opportunities.

Measurement and reporting will be used to collect and collate user data on usage, time, etc so improvements can be made to ‘Hype’ Service.



Metrics and Measurement There are 3 types of metrics that an organization will need to collect in order to support CSI activities as well as other process activities: •

Technology Metrics: Often associated with component and application-based metrics such as performance, availability, etc.;

•

Process Metrics: Captured in the form of KPIs and activity metrics for the service management processes, these help to determine the overall health of a process. Four key questions KPIs can help answer are centered on Quality, Performance, Value and Compliance. CSI uses these metrics to identify improvement opportunities for each process; and

•

Service Metrics: The results of the end-to-end service. Component metrics are used to calculate the service metrics.



7 Steps to Continual Service Improvement

This brings us back full circle to CSI and the phases begin again.

This process will be used to find ways to continually improve the ‘Hype’ service for the customer.



CSI & the Service Lifecycle in Action

Although there are 5 phases throughout the Lifecycle, they are not separate, nor are the phases necessarily carried out in a particular order. The whole ethos of the Service Lifecycle approach is that each phase will affect the other, creating a continuous cycle. For this to work successfully, the Continual Service Improvement (CSI) phase is incorporated throughout all of the other phases.


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