View
523
Download
0
Category
Preview:
Citation preview
ITIL AND CMMI FOR SERVICES
28 Oct 2015 / Goh Boon Nam
(Total Slides=107) 24/03/2016 12:35 pm - d:\iss\slideshare\itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 1
Why ITIL? (1)
• Imagine an IT project developed and put into production
• Is the project a success if:• Teething problems of the “live” project are
not resolved promptly as they occur?• Cutover is at a critical period and causes
unforeseen incidents in your system and other systems?
• System availability does not meet the SLA requirements?
• Response time is below SLA requirements?
• Customer is not satisfied with the project?• Project is not aligned to overall business
needs?
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 2
• IT Service Management (ITSM) can complement Project Management and Software Development LifeCycle (SDLC) best practices to help ensure success of a project
• ITIL is the international best practice for ITSM
Why ITIL? (2)
ReqInit Design Code Test Impl
Project Management
ServiceDesign
ServiceTransition
ServiceOperation
Continual Service Improvement
ServiceStrategy
ITIL
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 3
ITIL – 26 Management ProcessesContinual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of
Singapore. All Rights Reserved 4
WHY ITIL/ITSM –SOME HIGHLIGHTS OF SOME OF THE ITIL MANAGEMENT PROCESSES
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 5
Service Operations
• How to know if any incident occurred or may occur?• How to resolve incident and quickly restore normal
service?• How to prevent incidents from happening again?• How to handle requests (e.g. enquiries) so as to
keep users satisfied?• How to ensure that the correct security access given
to users?
6
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service OperationManage project / service when it goes “live”
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 6
ITIL – Incident ManagementContinual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of
Singapore. All Rights Reserved 7
Incident Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
Non-IT IncidentCompany car broke down.
How to manage this incident to help the affected company staff? (e.g. on way to airport for a business trip)
8
ITIL Recommendation for Incident Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
FirstPriority
SecondPriority
In ITIL Incident Management the objective is to: • minimize adverse impact on
business operations and restorenormal service (or near normal service) as quickly as possible
Concept of • Workarounds
• Most famous IT workaround?• “Reboot the machine”
• Logging• Categorisation• Prioritisation• Escalation • etc
9
ITIL – Problem ManagementContinual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of
Singapore. All Rights Reserved 10
Problem Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
Did we fully solve her problem?
• Find the root cause• Fix it and bring it back
to the required service level
• Make sure it does not happen again for her car (or a computer)
• Is that what root cause means?
11
Problem Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
Do they all have common root cause?ITIL Problem Management has many root cause analysis techniques.For example – Kepner-Tregoe technique
What happens if during a short period, many company cars have incidents?
12
Problem Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
What happens if suddenly, many company cars have incidents?
Kepner-Tregoe technique (“is / is not” technique)• What they are not and what does that imply?
• They are not same types (models) of cars affected• Perhaps imply not issue with specific part in specific model
• They are not same car age (some newer, some older)• Perhaps imply not wear and tear issue
• etc...• What they are and what does that imply?
• From investigation, they are all recently-washed cars• Hmm... (right way - video1) (wrong way - video2)
IT story #1 – hard disk; IT story #2 –Incorrect procedure
13
Problem Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
Some of the other concepts in ITIL Problem Management• Linking similar incidents to likely same root cause problem• Logging • Prioritisation (do we find and fix all root causes?)• Creation of workaround• Known error database (the link back to incident
management)• Many of the root cause analysis techniques look for
Changes made because in IT, the root cause of incidents is usually related to some changes made (we’ll come back to this in a later ITIL process)
• etc..14
ITIL – Event ManagementContinual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of
Singapore. All Rights Reserved 15
Event Management
• How to know of incident as early as possible?• Wait for user to call the service desk?
• Event Management concepts• Automated event alerts if possible
besides manual (e.g. user-initiated) alerts• 3 types of alerts
• Exception (i.e. incident occurred; can we know even earlier? how?)
• Warning (i.e. incident going to occur)• Information (e.g. logs to understand normal
conditions)
• etc.
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 16
Service Transition
Continual Service Improvement “Enhancing the value”
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Manage servicewhen it is “live”
Manage servicebefore it is “live”to ensure it workswell when it is “live”
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 17
Service Transition
• Service Transition• Transition of service to
production• Causes change to
production environment• Gives rise to high risk of
incidents/ problems• Need to manage transition
well to minimise risks
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 18
Service Transition
• How to control changes across all systems?
• How to document components so as to assess change impact?
• How to evaluate impact of change?• How to scope and phase the release to
a manageable scope?• How to test that the system is ready for
deployment• How to document relevant knowledge
for reuse?• How to plan for the overall transition to
production?
Service Transition
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 19
ITIL – Change ManagementContinual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of
Singapore. All Rights Reserved 20
Change Management• Change is main cause of incidents
• Hence, don’t allow any changes?
• No, manage the changes
• Project management also have concept of change management – e.g. via change control board. What is ITIL difference?:• ITIL concept makes clear besides change authority to
approve, needs Change Advisory Board (CAB) i.e. panel to experts to analyse impact of change so as to manage the risk (e.g. clash with other changes, clash with critical business period etc.)
• ITIL concepts of:• Remediation planning (i.e. recovery plan)
• Standard changes
• etc..24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of
Singapore. All Rights Reserved 21
ITIL – Asset & Config ManagementContinual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of
Singapore. All Rights Reserved 22
Asset and Configuration Management
• How many of you do software configuration management?
• In ITIL, configuration management is more complete• Key concepts in ITIL Asset and Configuration
Management• People are also configuration items in addition to usual IT
components (why?)• Keep track not just the CIs but also their relationships
(why?)• Link back to Event Management• Configuration baseline (to know what changed)• etc
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 23
Asset and Configuration Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
Ability to trace from event alert to: who are affected, who in charge, possible CIs causing problem etc
24
Service Design
Continual Service Improvement “Enhancing the value”
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Manage servicewhen it is “live”
Manage servicebefore it is “live”to ensure it workswell when it is “live”
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 25
Service Design
• Service Design• Emphasis on areas that
• Will affect actual performance in production
• But usually not sufficient attention given in conventional design
• Not just technical measures but also management measures
• Not just for design phase but also for subsequent operations phase
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 26
Service Design
• How to ensure project will be able to meet the availability SLAs?
• How to ensure project will be able to meet the capacity/response SLAs?
• How to ensure project is able to cater to disasters?
• How to ensure that project is secure?• How to “design” and manage the supplier
relationship to ensure good service?• How to arrive at a workable SLA to design
against and how to manage the SLA?• How to design and manage the catalogue
to inform customers/users of the service being implemented?
• How to coordinate all the above processes?
Service Design
Service Catalogue Management
Service Level Management
CapacityManagement
AvailabilityManagement
Service Continuity IT Service Continuity Management
Information Security Information Security Management
SupplierManagement
Design coordination
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 27
ITIL Continual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
Which 4-letter words do users use to complain about incidents?
• “System is d _ _ _ - get it fixed!”
• “System is s _ _ _ - get it fixed!”
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 28
ITIL Continual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
Which 4-letter words do users use to complain about incidents?
• “System is d o w n - get it fixed!”
• “System is s l o w - get it fixed!”
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 29
ITIL – Availability Management Continual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of
Singapore. All Rights Reserved 30
Availability Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
What’s the availability of a system with the down time below?= (3 times * 5 hrs / 100 hr ) = 15/100 = 15% unavailability = 100% -15%= 85% availability
#1 #2 #3
If 85% not good enough, how to improve further?
31
Availability Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
If 85% not good enough, how to improve further?Reduce no. of times down - say from 3 times in 100 hours to 2 times (how?)(e.g. via better components or analyse/introduce redundancy via CFIA or replacing before failure – remember event management?)
Detect30min-> 5 min
Diagnose1 hr-> 30 min
Repair2 hr-> 1 hr
RecoverComponent30 min-> 5 min
RestoreService1 hr-> 20 min
Reduce incident lifecycle – say, from 5 hrs to 2 hrs (how?)• Auto-detect (remember event management?)• Auto-log down error codes & link to
knowledge base• Local storage of most commonly
required hardware spares• Auto-script for server startup• Standby staff when almost repaired to
resume business service
Improved availability= 2 times * 2 hrs / 100 hrs= 4% unavailability = 96% availability
-> 2 hrs -> 2 hrs
32
ITIL – Capacity Management Continual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of
Singapore. All Rights Reserved 33
Capacity Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
Why is slow (or frozen) system response a capacity issue?Which of the below can go faster?
6000cc 1500cc
One-SocketServer
Four-SocketServer
Feb 2008
...
Should we rush out to pay and increase capacity every time the IT service slows down?
34
Capacity Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
Should we rush out to pay and increase capacity every time the IT service slows down?
NO
ITIL Capacity Management concept is to save money by doing these first:• Iterative Activities (Monitor & Tune)• Demand Management - reduce peak demand
(why?)• infra is sized for peak demand and not for
average demand (how to reduce peak?)• Capacity Modelling (collect data to improve
estimate of capacity required for increased demand)
• Do advance (e.g. annual) Capacity Planning(why?)
• rather than last-minute when too late and too expensive
• (how?)
E-Filing Cash Lucky Draw (Feb 2002)The top 3 prizes for the lucky draw are $20,000, $10,000 and $5,000 ... Those who e-file earlier will also get more chances in the draw as follows:
22 Feb - 15 Mar 02 - 3 chances16 Mar - 31 Mar 02 - 2 chances1 Apr - Filing due date - 1 chance
Business Capacity Management
Service Capacity Management
Component Capacity Management
Early Bird
35
If all the ITIL processes so far “done well” means “well done”?
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
If your IT Dept has an IT service that has• Low number of incidents• High availability within SLA• Online response time within
SLA
Does it mean the company management are happy with the service provided?
Perhaps not. (why?)
Perhaps not aligned with business wishes and their longer-term needs
36
Service Strategy
Continual Service Improvement “Enhancing the value”
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Ensure services or projects are done well
Plan right services or projects to do and ensurethey get done
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 37
Service Strategy
• How to maintain good relationship with customer to understand their needs and ensure their satisfaction?
• How to understand and influence customer demand for each service?
• How to analyse and manage the finances of IT services?
• How to analyse, plan and oversee the high level strategies for IT services?
• How to select the right services to implement and to oversee their implementation?
Service Portfolio Management
DemandManagement
FinancialManagement
Service Strategy
Strategy Management for IT services
Business RelationshipManagement
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 38
ITIL – Strategy Management Continual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of
Singapore. All Rights Reserved 39
Business Relationship Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
Image courtesy of digitalart / FreeDigitalPhotos.net
• Who determines what is important to the organisation? • Does IT know them and their needs well?
IT Dept
OtherDepts
TopManagement
Customers
40
Business Relationship Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
Image courtesy of Ambro / FreeDigitalPhotos.net
What does ITIL recommend?
• Establish relationship managers as single points of contact for each key customer
41
ITIL – Strategy Management Continual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of
Singapore. All Rights Reserved 42
Strategy Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
We now have access to users but what should we ask them?
• Business internal factors • (strengths, weaknesses)
• Business external factors• (opportunity, threats)
Is that all? What about IT’s own analysis?
• Technology internal factors• (strengths, weaknesses)
• Technology external factors• (opportunity, threats)
What type of services to provide and to which group of users?
43
ITIL – Strategy Management Continual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of
Singapore. All Rights Reserved 44
http://commons.wikimedia.org/wiki/File:Conflict_Resolution_in_Human_Evolution.jpg
Continual Service Improvement
Continual Service Improvement “Enhancing the value”
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
© Crown Copyright 2011Reproduced under license from the cabinet office
https://www.youtube.com/watch?v=wLOk0UXo70g
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 45
Example of a CSI Register (1)Opportunity
no.Date
raised
Size (small,
medium, large)
Timescale (short,
medium, long)
DescriptionPriority (urgent, 1, 2, 3)
KPI metric Justification Raised byTo be
actioned by
Date required
by
1 1/4/2011 Small Short A number of failures have occurred when implementing updated or new applications. This has been caused by the testing procedure in release and deployment using out-of-date test data. The requirement is to update the test data in repository test 4371
Urgent 50% reduction in failures
Significant reduction in failures after transition and resulting business impact
A. Other J. Doe 4/4/2011
2 1/5/2011 Medium Long Event management: the number of alerts from the ABC 479 module of the payroll suite is still excessive causing unnecessary analysis time. Additional filtering required.
2 70% reduction in spurious events
Will help reduce the amount of analysis time and avoid potential oversight of significant events
N. More J. Smith 1/7/2011
Example of a Continual Service Improvement Register
Copyright © AXELOS Limited 2011. All rights reserved.. Material is reproduced under licence from AXELOS
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 46
Example of a CSI Register (2)Opportunity
no.Date
raised
Size (small,
medium, large)
Timescale (short,
medium, long)
DescriptionPriority (urgent, 1, 2, 3)
KPI metric Justification Raised by
To be actioned
by
Date required
by
3 1/6/2011 Medium Long Training issue: Service desk staff would benefit from additional training in the use of the human resources (HR) joiners and leavers application
3 30% improvement in relevant staff trained in the HR joiners and leavers application
All queries to the service desk on this application currently have to be escalated to the application management team. With some basic training a number of these could be dealt with by first line support
B. Floor F. Less 1/9/2011
4 1/7/2011 Large Medium Change management process: having multiple authorization channels has caused issues with some users because of uncoordinated changes
3 Alignment to single channel
Redesign of the change management process will reduce confusion and impact to stakeholders
J. Jones B. Car 1/10/2011
Copyright © AXELOS Limited 2011. All rights reserved.. Material is reproduced under licence from AXELOS
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 47
CSI Roles
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved
© Crown Copyright 2011Reproduced under license from the cabinet office
48
IT Service Management
• Imagine an IT project developed and put into production
• With ITIL / IT Service Management:• Teething incidents/problems of the “live”
project resolved promptly• Changes are done at most optimal point
where less impact with other systems and impact well-managed
• System availability meets the SLA requirements
• Capacity managed so that response time meets SLA requirements
• Customer is satisfied with the project as it meets his needs
• Project is well aligned to overall business needs
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 49
ITIL Individual Certification
2
3 3 3 3 3 4 4 4 4
5
OSA – Operational Support and AnalysisPPO – Planning, Protection and OptimizationRCV – Release, Control and ValidationSOA – Service Offerings and Agreements
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 50
What do these organisations have in common?
https://sas.cmmiinstitute.com/pars/pars.aspx
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 52
What do these organisations have in common?
https://sas.cmmiinstitute.com/pars/pars.aspx
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 53
Isn’t CMMI only for Application Development?
CMMI forDevelopment
since 1993(as CMM)
CMMI for Servicessince 2009
CMMI forAcquisition
since 2002(as CMM)
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 54
Agenda
CMMI for Services – Key features• Milestones for organisation IT Service Management
achievements• CMMI Capability Level guidance/recognition for
• IT Service Management • (Optional) Work/Project Management
• CMMI Maturity Level guidance/recognition for• Implementation of pre-defined sets of Practices• (Optional) Quantitative process control capabilities (such as use
of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL • Quick Look at ISO20000• Possible criteria for use of CMMI for Services
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 55
What is CMMI for Services? Key Features
• For Organisations rather than for Individuals
• Eg. Organisation maturity / capability level appraisal vs Individual certification
• States the “Whats” rather than the detailed “Hows”
• Detailed “Hows” provided by ITIL and other sources
• CMMI has 24 Process Areas • (ITIL has 26 Processes)
• Caters to official appraisals & published appraisal results
• https://sas.cmmiinstitute.com/pars/pars.aspx
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 56
What is CMMI for Services? Key Features
• Well-known for its 5 Levels of Maturity• Complements ITIL as it includes
recognition not just for• IT service management capabilitiesbut also recognition for • institutionalisation and maturity of
capabilitiesas well as optional extensions for • project & work management capabilities • quantitative process control capabilities
(such as use of 6-sigma type of techniques) • Explicitly designed to be usable for non-IT
services also, or for mixed IT cum non-IT services
• Free (CMMI for Services – best practice model document 508 pages) -http://cmmiinstitute.com/resource/cmmi-for-services-version-1-3/
http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 57
Is CMMI the only way to recognise an organisation for IT Service Mgt?
• There is also the ISO20000 certification
• Caters to official audits and & listing of Certified Organisations
• http://www.isoiec20000certification.com/home/ISOCertifiedOrganizations/ISOCountryListings.aspx
One of the many RegisteredCertification Bodies who auditsand certifies
Listing of ISO20000 CertifiedOrganisations
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 58
Why the need to work at the Organisational level?
Mature Service ManagementOrganisation ?
Capable Processes ?
Is having staff trained and certified sufficient?
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 59
Possible to immediately become a mature service management organisation?
• Is it possible to straightaway become an excellent service management organisation?
• ITIL has 26 process areas – possible to implement all of them at same time?
• ISO20000 is an all-or-nothing certification
• All of ISO20000 must be complied with –else no certificate
• See later slide of what are the ITIL processes in ISO20000
• Is there some other way to set milestones for progressive implementation and get recognition along the way?
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 60
Agenda
• CMMI for Services – Key features• Milestones for organisation IT Service Management
achievementsCMMI Capability Level guidance/recognition for
• IT Service Management • (Optional) Work/Project Management
• CMMI Maturity Level guidance/recognition for• Implementation of pre-defined sets of Practices• (Optional) Quantitative process control capabilities (such as use
of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL • Quick Look at ISO20000• Possible criteria for use of CMMI for Services
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 61
CMMI recognition of progress in service management achievement (1a)
via: Capability Levels[Continuous Representation]
Choose which CMMI Process Areas (PA) you wish to start on and the Capability Level (CL) you want each PA to achieve?
Eg. Process Area (PA) #1 – Capacity & Availability Management#2 – Incident Resolution & Prevention#3 – Service Continuity Managementetc..
http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/
#1 #2 #3 etc..
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 62
Choice of Process Areas
Service Delivery
(i.e. SLM)
StrategicService
Management
Capacity & Availability
Management
Incident Resolution & Prevention
Service System
Transition
Service Continuity
Service System
Development(mini SDLC)
Risk Management
Requirements Management
Work (Project)Planning
Work (Project)
Monitoring & Control
Measurement & Analysis
Process & Product Quality
Assurance
Configuration Management
Process Areas related to IT Service Management
Process Areas related to Work (Project) Management
Supplier Agreement
Management
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 63
Example of a CMMI Process Area
• SG 1 Prepare for Incident Resolution and Prevention • SP 1.1 Establish an Approach to Incident Resolution and Prevention • SP 1.2 Establish an Incident Management System
• SG 2 Identify, Control, and Address Individual Incidents • SP 2.1 Identify and Record Incidents • SP 2.2 Analyze Individual Incident Data • SP 2.3 Resolve Incidents • SP 2.4 Monitor the Status of Incidents to Closure • SP 2.5 Communicate the Status of Incidents
• SG 3 Analyze and Address Causes and Impacts of Selected Incidents
• SP 3.1 Analyze Selected Incidents • SP 3.2 Establish Solutions to Respond to Future Incidents • SP 3.3 Establish and Apply Solutions to Reduce Incident Occurrence
Incident Resolution & Prevention: Process Area
Specific Goal
Specific Practices
*Example work products
*Sub-Practices
( * - Not shown here )
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 64
CMMI recognition of progress in service management achievement (1b)
Capability Levels[Continuous Representation]
http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/
#1 #2 #3 etc..
Capacity & Availability
Management
Incident Resolution & Prevention
Service Continuity
Management
CL0 – IncompleteNot comply fully with specificgoals of PA
CL1 – PerformedProcess fully comply with CMMI specificgoals of PA but through individual expertise (“all in his head”)
CL2 – ManagedFully comply through sub-units having own planned processes etc but no organisation standards etc to tailor from (informal “copy & paste” only)
CL3 – DefinedFully comply and have organisation standards / best examples etc to plan/tailor sub-unit processes (formal “inherit, modify, paste”)
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 65
CL2 Details
• CL2 means these are done• Policy – “Thou must do process” (What to do)• Plan the process (How to do)• Provide resources• Involve process stakeholders• Define roles and responsibilities• Training on the process• (Do the process)• Monitor and control the process• Control (eg. version control) of process
deliverables• Review with management on the process• Quality audit the process
Achieve above for Incident Resolution & Prevention process area and your organisation will be recognised as CL2 for IRP
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 66
CL3 Details
• CL3 means these are done• All of CL2 + • Have organisation-level
standard process for sub-units to plan & tailor their process from
• Rather than no guidance and each sub-unit has to plan a process on their own
• Collect lessons learnt, good examples, measurements etc at an organisation level to help in process improvement
Organisational Standard Process
+Tailoring Guidelines
Eg. ABC Pte Ltd Global Standard for Incident
Resolution & Prevention
Sub-unit 1TailoredProcess
Sub-unit 2TailoredProcess
Sub-unit 3TailoredProcess
Eg. Singapore Eg. China Eg. Thailand
What if you don’t have global standard but each sub-unit has its own standard?
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 67
Agenda
• CMMI for Services – Key features• Milestones for organisation IT Service Management
achievements• CMMI Capability Level guidance/recognition for
• IT Service Management • (Optional) Work/Project Management
CMMI Maturity Level guidance/recognition for• Implementation of pre-defined sets of Practices• (Optional) Quantitative process control capabilities (such as use
of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL • Quick Look at ISO20000• Possible criteria for use of CMMI for Services
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 68
CMMI recognition of progress in service management achievement (2a)
Second method of recognitionvia: Maturity Levels[Staged Representation]
CMMI will specify certain Process Areas (PA) required for each Maturity Level (ML) There is no choice of PA here but there are progressive milestones provided.
ML2 – 8 specified PAs requiredML3 – 12 more PAs required ML4 – 2 more PAs requiredML5 – 2 more PAs required
http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/
Not appraised
8 specified PAs
12 more PAs
2 more PAs
2 more
*My personal recommendation –Start with CL, then later change to ML, if desired
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 69
CMMI recognition of progress in service management achievement (2b)
Maturity Levels[Staged Representation]
http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/
Not appraised
8 specified PAs
12 more PAs
2 more PAs
2 more
ML1 – InitialAdhoc, Chaotic – any success due to individualexpertise (“all in his head”)
ML2 – ManagedSub-units having own planned processes etc but no organisation standards etc to tailor from (informal “copy & paste” only). Basic processes catered for.
ML3 – DefinedOrganisation standards / best examples etc to plan/tailor sub-unit processes (formal “inherit, modify, paste”). Advanced processes catered.
ML4 – Quantitatively ManagedSee next few slides
ML5 – OptimizingSee next few slides
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 70
CMMI recognition of progress in service management achievement (2c)
Measure(eg. Performance,Effort, Duration etc)
Eg. Duration to Provision (create) a New Virtual Server
(eg, Jan, Feb, Mar etc)
4 Hr
Natural (Statistical) Process Variation
Upper ControlLimit
Lower ControlLimit
CMMIMaturity Level 4Quantitatively
Managed
5 Hr
3 Hr
CMMI does NOT dictate the quantitative management method to use. The above is just one of the possible methods.
Average
What is the meaning ofCMMI Maturity Level 4’s
“Quantitatively Managed”?
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 71
CMMI recognition of progress in service management achievement (2c)
Measure(eg. Performance,Effort, Duration etc)
Average
Eg. Duration to Provision (create) a New Virtual Server
4 Hr
Natural (Statistical) Process Variation
Upper ControlLimit
Lower ControlLimit
CMMIMaturity Level 4Quantitatively
Managed
5 Hr
3 Hr
(eg, Jan, Feb, Mar etc)CMMI does NOT dictate the quantitative management method to use. The above is just one of the possible methods.
Adapted from: http://www.techrepublic.com/blog/project-management/use-statistical-process-control-to-ensure-your-deliverables-are-of-acceptable-quality/157
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 72
CMMI recognition of progress in service management achievement (2d)
At ML4, organisations know quantitatively when their processes are going out of control and will take appropriate corrective actions
What about ML5?
Adapted from: http://www.techrepublic.com/blog/project-management/use-statistical-process-control-to-ensure-your-deliverables-are-of-acceptable-quality/157
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 73
CMMI recognition of progress in service management achievement (2e)
In Control
Adapted from: http://advmgmt.net/2011/06/02/control-charts/
ML4Quantitatively
Managed
Maturity Level 5Optimizing
QuantitativeProcess
Analysis & Improvement
ImprovedProcess
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 74
CMMI for Services24 Process Areas (1)
http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/
Not appraised
8 specified PAs
12 more PAs
2 more PAs
2 more
What are the CMMI Process Areasfor each level?
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 75
CMMI for Services24 Process Areas (2)Adapted from http://www.lamri.com/resources/CMMI-SVC-ISO20000%20v1.pdf
Service Delivery
StrategicService
Management
Capacity & Availability
Management
Incident Resolution & Prevention
Service System
Transition
Service Continuity
Service System
Development
OrganisationalProcessFocus
OrganisationalProcessDefinition
OrganisationalTraining
IntegratedWork (Project)Management
Decision Analysis & Resolution
Risk Management
Requirements Management
Work (Project)Planning
Work (Project)Monitoring &
Control
Measurement & Analysis
Process & Product Quality
Assurance
Configuration Management
Organisational Performance Management
Causal Analysis & Resolution
Organisational Process
Performance
Organisational Work (Project) Performance
Note large overlap with CMMI for Devt
Core to all 3 CMMI
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 76
Agenda
• CMMI for Services – Key features• Milestones for organisation IT Service Management
achievements• CMMI Capability Level guidance/recognition for
• IT Service Management • (Optional) Work/Project Management
• CMMI Maturity Level guidance/recognition for• Implementation of pre-defined sets of Practices• (Optional) Quantitative process control capabilities (such as use
of 6-sigma type of techniques) Mapping CMMI for Services to ITIL • Quick Look at ISO20000• Possible criteria for use of CMMI for Services
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 77
CMMI Process Areas maps to most of the ITIL Processes (1)
ITIL Process CMMI Process Area/s“Strategy Management ForIT Services”
Strategic Service Management
“Service Portfolio Management”
Strategic Service Management
“Financial Management ForIT Services”
minor coverage in - Work Planning, Work Monitoring & Control
“Demand Management” Strategic Service Management,Service System Development
“Business Relationship Management”
Strategic Service Management,Service System Development
Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related.Pl. note that mapping is the author’s own and not part of the official CMMI documentation.
ServiceStrategy
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 78
CMMI Process Areas maps to most of the ITIL Processes (2)
ITIL Process CMMI Process Area/s
“Design Coordination” Service System Development
“Service Catalogue Management” Strategic Service Management
“Service Level Management” Service Delivery
“Availability Management” Capacity and Availability Management
“Capacity Management” Capacity and Availability Management
“IT Service Continuity Management”
Service Continuity
“Information Security Management”
[* catered by another SEI model called CERT®-Resilience Management Model]
“Supplier Management” Supplier Agreement Management
Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related.Pl. note that mapping is the author’s own and not part of the official CMMI documentation.
ServiceDesign
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 79
CMMI Process Areas maps to most of the ITIL Processes (3)
ITIL Process CMMI Process Area/s
“Transition Planning And Support” Service System Transition
“Change Management” Requirements Management,Configuration Management
“Service Asset And ConfigurationManagement”
Configuration Management
“Release And DeploymentManagement”
Service System Transition
“Service Validation And Testing” Service System Development
“Change Evaluation” Requirements Management,Configuration Management
“Knowledge Management” Work Planning, Work Monitoring & Control + Level 3 for all processes
Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related.Pl. note that mapping is the author’s own and not part of the official CMMI documentation.
ServiceTransition
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 80
ITIL Process CMMI Process Area/s“Event Management” Incident Resolution and
Prevention“Incident Management” Incident Resolution and
Prevention“Request Fulfilment” Service Delivery“Problem Management” Incident Resolution and
Prevention,Causal Analysis and Resolution
“Access Management” [* catered by another SEI model called CERT®-Resilience Management Model]
CMMI Process Areas maps to most of the ITIL Processes (4)
Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related.Pl. note that mapping is the author’s own and not part of the official CMMI documentation.
ServiceOperation
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 81
ITIL Process CMMI Process Area/s“The Seven-step Improvement Process”
Work Monitoring & Control,Measurement & Analysis,
Organisation Process Focus,Organisation Process Definition,Organisation Training,
Organisation Process Performance,Quantitative Work ManagementOrganisation Performance Management,Causal Analysis and Resolution
CMMI Process Areas maps to most of the ITIL Processes (5)
Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related.Pl. note that mapping is the author’s own and not part of the official CMMI documentation.
ContinualService
Improvement
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 82
Agenda
• CMMI for Services – Key features• Milestones for organisation IT Service Management
achievements• CMMI Capability Level guidance/recognition for
• IT Service Management • (Optional) Work/Project Management
• CMMI Maturity Level guidance/recognition for• Implementation of pre-defined sets of Practices• (Optional) Quantitative process control capabilities (such as use
of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL Quick Look at ISO20000• Possible criteria for use of CMMI for Services
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 83
ISO 20000 Overview
http://itservicemngmt.blogspot.sg/2007/05/itil.html
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 84
Agenda
• CMMI for Services – Key features• Milestones for organisation IT Service Management
achievements• CMMI Capability Level guidance/recognition for
• IT Service Management • (Optional) Work/Project Management
• CMMI Maturity Level guidance/recognition for• Implementation of pre-defined sets of Practices• (Optional) Quantitative process control capabilities (such as use
of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL • Quick Look at ISO20000Possible criteria for use of CMMI for Services
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 85
Summary
• Organisations may want to consider CMMI for Services if they
• Wish to move IT service management beyond just individual staff capability to organisational capability and maturity
• Wish to have guidance and recognition while progressively adopting IT service management
• Have non-IT services or mixed IT and non-IT services• Find ISO20000 not fully applicable to them• Want not just recognition for IT service management but
also for other areas e.g. work & project management and perhaps, 6-sigma type of quantitative process management
• Already have ISO20000 but would like the additional visibility that CMMI recognition can bring it
• Already have CMMI for Devt and would like to extend to Services
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 86
ANNEX
OTHER ITIL PROCESSES
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 87
ITIL – 26 Management ProcessesContinual Service Improvement “Enhancing the value”
Service Portfolio Management
DemandManagement
FinancialManagement
Service CatalogueManagement
Service LevelManagement
CapacityManagement
AvailabilityManagement
Service ContinuityIT Service ContinuityManagement
Information Security Information Security Management
SupplierManagement
Event Management
IncidentManagement
ProblemManagement
RequestFulfilment
AccessManagement
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy Management for IT services
Business RelationshipManagement
Design coordination
Change Management
Service Asset & Configuration Mgt
Release &Deployment Mgt
Service Knowledge Management
Transition Planning& Support
Service Validation & Testing
Change Evaluation
Reproduced from UXC ConsultingBased on Cabinet Office ITIL® material. Reproduced under license from the cabinet office24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of
Singapore. All Rights Reserved 88
Request Fulfilment (1)
• Best practice process to satisfy user requests
• Small changes• Enquiries
• Best practice concepts• Standard change, if possible• Request models (standard
procedures for common requests)
• Self-service menu & link to Service Catalog
• Financial & other approvals• Request status tracking• Prioritisation• Approvals
https://demochannel.service-now.com/navpage.do
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 89
Request Fulfilment (2)
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 90
Access Management
• Best practice process to control user security access
• Best practice concepts• Identity• Roles• Service groups• Avoidance of role conflicts• Identity Status
• Job changes• Promotion or demotions• Transfers• Resignation or death• Retirement• Disciplinary action• Dismissals
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 91
Change Evaluation
• Best practice process to evaluate impact of change to whole environment in terms of
• Intended and unintended effects • Whether performance meets
requirements• Best practice concepts
• Unintended effects• Risk Profile• Deviations• Predicted Performance vs
Customer Requirements• Actual Performance vs
Customer Requirements
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 92
Release & Deployment Management
• Best practice process to plan and carry out the actual release to production while protecting the integrity of existing systems
• Best practice concepts• Release windows• Big Bang option• Phased approach• Early Life Support
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 93
Service Validation & Testing
• Best practice process to ensure project meets the needs of the business (validation) and meets the requirements/design (verification)
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 94
Service Knowledge Management
• Best practice process to ensure knowledge is prepared to help in managing the service
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 95
Transition Planning and Support
• Best practice process to ensure that the various processes for Service Transition are planned in an integrated manner and work well together to make the transition as smooth as possible
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 96
IT Service Continuity
• Best practice process to support business continuity through continuity of required IT services in the event of a disaster
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 97
IT Security Management
• Best practice process to ensure IT security matches the agreed needs of the business
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 98
Supplier Management
• Best practice process to ensure suppliers support the needs of the business and meet their contractual commitments
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 99
Service Level Management
• Best practice process to ensure IT services are delivered to agreed achievable targets.
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 100
Service Catalogue Management
• Best practice process to ensure single, accurate and updated source of information on IT services that are operational or going to be
Some rights reserved by Charles Hayneshttp://www.flickr.com/photos/haynes/3944396470/
https://itservices.uchicago.edu/service-catalog
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 101
Design Coordination
• Best practice process to ensure that the various processes for Service Design are planned in an integrated manner and work well together
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 102
Demand Management
• Best practice process to• Understand the customer’s changing demand for
each service• Influence the demand
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 103
Financial Management
• Best practice process for financial management –including budgeting, securing funding, accounting and charging of services.
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 104
Service Portfolio Management
• Best practice process to decide and oversee the implementation and operation of the suite of services to provide for the customer.
© Crown Copyright 2011Reproduced under license from the cabinet office
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 105
Acknowledgements & Notices
• ITIL® are registered trade marks of AXELOS Ltd• The Swirl logo™ is a trade mark of the AXELOS Ltd• Quoted text is from ITIL® Service Strategy, ITIL® Service
Design, ITIL® Service Transition, ITIL® Service Operation and ITIL® Continual Service Improvement all © Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
• © 2013 NUS unless otherwise stated.
24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 106
Recommended