IT Service Excellence v3_v1 8

7/29/2019 IT Service Excellence v3_v1 8

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What is that you seek from this training?

© BTP Technologies Pvt. Ltd. © BTP Technologies Pvt. Ltd. www.mybtp.inwww.mybtp.in ITIL ® is a Registered Trade Mark of the OGC.

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Program Overview (2 days)

> 2 Days covering IT Service Management Basic Concepts based

on ITIL v3 includin

• Service Strategy

• Service Design

• Service Transition• Service Operations

• Continual Service Improvement


2



Program Overview

> Good Practices during the training Mobile phones ringer on silent mode

Participation)

Respect difference in views / opinions

We will use the white board to park points

Breaks during the day


3

• m nu es ea co ee rea e ore an a er unc• 45 minutes lunch break



Program Overview

> Introduction & OverviewModule-1: Intro to IT Service Management

-

Module-3: Service Strategy

Module-4: Service Design

Module-5: Service Transition

Module-6: Service Operations


4

Module-7: Continual Service ImprovementModule-8: Quiz



Getting Started Quiz

Note Your understanding / thoughts / examples on following (in brief bulletpoints)

> Following acronyms or terms

ITSM, ITIL, SOA, ISO 20000, ISO 27001, COBIT

> erv ce an erv ce anagement> Process, Function & Role

> Perceived advantages and disadvantages of

Adopting Processes

Conformance to Best Practices and Standards

> Service Lifecycle


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Module-1: Introduction to IT Service Management

Define & Understand the following> 01-1. Concept of Good Practice

> 01-2. Conce t of a Service

> 01-3. Concept of Service Management

> 01-4. Functions, Roles and Processes

> 01-5. The process model> 01-6. Characteristics of processes


6

.

> 01-8. Service Management Technology &Automation



01-1. Concept of Good Practice

> Participants to discuss real life example on Good Practices, Standards, Guidelines

Difference between Service & Product


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01-1. Concept of Good Practice

> Mature organizations in an industry achieveleadership position, because of their creation or

ado tion of best ractice.

> Gradually, others in the industry adopt the same

practice or else become uncompetitive.

> Once the “common practice” is in place then theindustry operates in a state of good practice.


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Best Practice Good Practice •Generally accepted principles•Wisdom•Regulatory requirements

Evolution from Best Practice to Good Practice to generally accepted principles



01-2. Concept of a Service

> What is a Service?‘A means of delivering value to customers by

facilitatin outcomes that the want to achieve without the ownership of specific costs and risks’

- ITIL® v3 Service Strategy

Facilitate outcomes:• Enhance performance & reduce effect of constraints

• Increase robabilit of desired outcomes


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services facilitate outcomes by enhancing the performance and by reducing the grip of constraints.



01-3. Concept of Service Management

> What is Service Management?

‘A set of specialized organizational capabilities for providing

’ - ITIL® v3 Service Strategy

Where capabilities:

• Exist as processes & functions – manage services over a lifecycle

– specializes in strategy, design, transition, operation & continual improvement

• Represent capacity, competency, & confidence for action


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• Add value for customers & Are shaped by challenges

Transforming resources into valuable services is at the core of service management!



I believe services are a means of

delivering value by facilitating

outcomes customers want to achieve

without the ownership of specific costs

and risks.

Well, services facilitate outcomes by

I must ask, do you have a

definition for services?

What would that mean in

operational terms?

Give me a few handles.

1

3

2

having a positive effect on activities,objects and tasks, to create conditions for

better performance. As a result, the

probability of desired outcomes is higher.

But without the ownership of

costs and risks? Customers

cannot wish them away.

Aha! Because the provider is

specialized with capabilities for

dealing with those costs and risks.

No, they cannot but what they can do islet the provider take ownership. That’s

really why it is a service. If customers

manage it all by themselves, they

wouldn’t need a service would the ?

Manager(Operations)

Manager(Strategy) 6

5

7


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And also because the provider can

possibly spread those costs and risks

across more than one customer.

Yes, and also because the customer would

rather specialize in those outcomes.

Let’s write a book on

service management !!

(A casual conversation

at the coffee Machine)

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10

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The Big Picture: Value Creation through Services

Return onassets

+

Return onassets

+

Performance potential Capability to serve

Performance

of customer

assets

Servicelevels

delivered

Performanceof Service

assets

Risks Cost to serve+

-

+

+

+

+

CompensationAsset

income


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ROA = Compensation / Cost to serveValue = Potential increased + risks reduced

Value≥≥≥≥ Compensation

-Demand Unused

capacity



The Big Picture: Value Creation through Services

Business

environment

Bundle of assets

Organization

Management

Goods or

Services

Customer

Influence

Capabilities

Resources

Coordinate,

Control and

deploy

Value create

+

Assets consumed

+

Generate returns

On assets consumed +

Knowledge

Information

PeopleCategories

of assets


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`Infrastructure

Financial capital



01-4. Functions, Roles and Processes

> What is a Function?‘A logical concept referring to people & automated

measures that execute a defined process, an activity or a

com nat on t ereo- ITIL® v3 Service Strategy

• Self-contained, specialized organization unit with requiredcapabilities & resources, responsible for specific outcomes

– Have own body of knowledge through experience

– Optimize their work methods – focus on outcome


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Process Models:• Poor coordination leads to functional silos

• Improve productivity with well-defined cross-functional processes




> What is a Role?

‘A set of connected behaviors or actions that are

performed by a person, team or group in aspecific context’

-ITIL® v3 Service Strategy

• Group, Team, Unit or person perform tasks connected


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• Scope of role & trigger is defined by relevant process,agreed by management






Process (continued)

> Processes are often described using procedures & work instructions• Procedure: description of logically related activities & who carries them out.• Work instructions: defines how one or more activities should be carried out.

> Process Control

‘The activity of planning & regulating a process, with the objective of performinga process in an effective, efficient and consistent manner.’

- ITIL® v3 Service Design

• Define, Document & Control• Repeatable & Manageable• Measure & Improve


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> Process Model

‘Enables understanding & assists in articulating distinct process features’- ITIL® v3 Service Design







01-6. Characteristics of processes

> Processes are measurableManagers measure cost, quality and other variables

Practitioners are concerned with duration and

> Processes have specific results

Individually identifiable & countable

> Processes deliver to customersMaybe internal or external


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> Processes respond to a specific event

Traceable to a specific trigger



01-7. Role definitions

> Process OwnersResponsible for ensuring that their process is

bein erformed accordin to the a reed and

documented process and is meeting the aims ofthe process definition.

> Service OwnersThe Service Owner is responsible to the


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,

ongoing maintenance and support of a particularservice.





01-8. Service Management Technology & Automation

> Generic Functionality Requirements from ServiceManagement tools includeSelf Help: a web front-end allowing web pages to be

defined offering a menu-driven range of Self-Help and

erv ce eques s – w a rec n er ace n o e ac -end process-handling software.Workflow or Process Engine: should allow

responsibilities, activities, timescales, escalation paths

and alerting to be pre-defined and then automaticallymanaged.Integrated CMS: CIs, Relationships, Records related to


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, ,

Discovery/Deployment technology: populate or verifyCMS data, assist in license management, ability todeploy new software at target locations













ContinualService

Improvement

ServiceStrategy

Service

ServiceTransition

Service


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02-1. The structure, scope, components and interfaces of the ITIL



Continual

ServiceImprovement

ServiceTransition

Continual

ServiceImprovement

ServiceTransition

ServiceTransition

Governance Methods S t a n d a r d s A l i g n m

e n t K n

o w l e d

g e & S k

i l l s

S p e c i a l t y

T o p i c

s C a s e S t u d i e s

ISO / IEC20000

SOX

Certified

CMMI

TOGAF

eTOM

6 Sigma

SS:

• Axis of rotation

• Policies & Objective

p pLibrary

Service

Strategy

ServiceDesign

Serviceoperation

Service

Strategy

ServiceDesign

Serviceoperation

Service

Strategy

ServiceDesign

Serviceoperation

S c a l a b i l i t y

em

pl a t e s

Q u i c k

W i n s

E x e c u t i v

e I n

t r o d u c t i o

n

Qualifications

S t u d y A i d

s

Training

ISO/IEC17799

ISO/IEC19770

PMBOK

PRINCE 2

SOA

CobiT

M_o_R

SD, ST, SO:• Progressive phases

• Change & Transformation

• Implement Strategy

CSI:

• Learning & Improvement

TOGAF: The Open Group Architecture Framework

PMBOK: Project Management Body of Knowledge


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• Prioritize strategy improvement

Complementary Publications:

• Publications to aid adoption andadaptation of IT ServiceManagement

COBIT: Control Objectives for Information & related Technology







Service Strategies



e

Service Strategies

Strategies, Policies,

Standards

Service Design

Plans to create andOutput Feedback

Feedback

Lessons Learned

for Improvement

Feedback

Lessons Learned

Feedback

Lessons Learned

for Improvement

S e r v i c e L i f e c y c

l

service managementprocesses

Service Transition Manage the

transition of a new or changed

service and / or service

managementprocess into production

Output

for Improvement

Feedback

Lessons Learned

for Improvement

for Improvement


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0 2 - 2 .

T h

e

Continual Service ImprovementActivities are embedded in the service lifecycle

Day-to-day operations

of Services and service

management processes

Output



03-1. Goals and Objectives



03 1. Goals and Objectives

> Goal:To help service providers to operate and grow

successfull in the lon -term and rovide the

ability to think and act in a strategic manner

> Objective:To provide direction for Growth, Prioritizing


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nves men s an e n ng ou comes aga nswhich the effectiveness of service managementmay be measured



Business Value of Service Strategy



gy

> Sets clear direction for everyone for quickerdecision

> Helps service organisation to prioritizeinvestments

> Helps building strategic assets which add valueto business


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> Guides entire SD, ST & SO in a coherentmanner for effective service operations

03-2. Concepts & Definitions



p

> Resources & Capabilities

A1 A9

Capabilities Resources

Management Financial capital

A2

A3

A4

A8

A7

A6

Organization

Processes

Knowledge

Infrastructure

Applications

Information


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A5People People

Organizations use these assets to create value in the form of goods andservices











03-3. Key Principles & Models



VentureNew MarketTransform theBusiness (TTB)

Risk &Investment

GrowthNew services – Existing market

Discretionary

Enhance existing services

Grow the Business(GTB)


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on- scret onary

Maintain Existing services

Core

Maintain Business critical services

Run the Business(RTB)

03-4. Service Strategy Processes



> 4 Main activitiesActivity 1 - Define the Market

Activit 2 - Develo the Offerin s

Activity 3 - Develop Strategic AssetsActivity 4 - Prepare for Execution

> Processes


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Demand ManagementFinancial Management




4 Main activities of SS

> 1. Define the market

Services and strategy

Understand the customer

Understand the opportunities Classify and visualize

> 2. Develop the offerings

Understand market space (customer desired outcomes supported by

services)Outcome-based definition of services

Service Portfolio (Pipeline, Catalogue & Retired services)


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> 3. Develop strategic assets

Service management as a closed-loop control system

Service management as a strategic asset

> 4. Prepare for execution ….




4 Main activities of SS

> 4. Prepare for execution

Strategic assessment (Analyse internal / external factors)

ett ng o ect vesAligning service assets with customer outcomes

Defining critical success factors

Critical success factors and competitive analysis

Prioritizing investments

Exploring business potential


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Expansion and growth

Differentiation in market spaces (affordability, deliveryplatform, lead times, availability)






Service Portfolio

Service CatalogueService Pipeline

Continual ServiceImprovement

Retired services • Service Portfolio• Services at any stage

of their lifec cle

Marketspaces

Serviceconcepts

Customers

Servicedesigns

Servicetransition Service

operation

Third-party

catalogue

Retired services

• Service Pipeline• Developed services

• Service Catalogue• Services offered to & consumed by customer


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Resourcesengaged

Return on assetsearned from Service

operation

Resourcesreleased

Common pool of resources

Area of circle is proportional to resources currently engaged in the lifecycle phase (Service Portfolio and Financial Management)












SS Process: Service Portfolio Management

> Key Role within SPM

Product Manager

Lines ofService (LOS)

ro uc anager

Manager

Sources ofdemand

ServiceCatalogue


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SS Process: Demand Management

> Goal of demand management is to:Understand and influence Customer demand for

Services &

Provide capacity to meet these demands

> Objective of Demand ManagementReduce risk of unavailability because of poorly managed

demandManage cost & create value through reducing excess

ca acit


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Balance supply & demand of resourcesEnsure quality of service is maintained with sufficientcapacity






Demand pattern

Demand

Capacitymanagementplan

Delivery schedule

Incentives and penalties to

Pattern of

businessactivity (PBA)

Process

Process

Service belt


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influence consumption

Demand Management interacts with the Capacity Planning to introduce mechanismsto influence demand




Customer

CustomerSegment Z2

SLP to Match PBA• SLP is a defined level of

Segment X

CustomerSegment Y

CustomerSegment Z

‘OEM’Segment

ServiceLevel

Package D

ServiceService

y an arran y or a

particular ServicePackage.• Each SLP is designed tomeet the needs of a

particular Pattern ofBusiness Activity (PBA).


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evePackage B

evePackage A

Core Service Package






SS Process: Financial Management

> Financial Management provides operational visibility,

FM Provides Business and IT with the quantification:

• In financial terms

• Value of IT services• Value of underlying assets that provide the services

•


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SS P Fi i l M t



SS Process: Financial Management

> Key Role within Financial Management

• Assist to identify, document & agree value of services to the

business

• Participate in Demand Modeling activities (incentive or penalty)

• Provision of cost information for Service Portfolio Management

• Maintain regulatory compliance regarding financial issues


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Module-4: Service Design

D fi & U d t d th f ll i



Define & Understand the following

> 04-1. Goals and Objectives

- .

> 04-3. Key Principles & Models

> 04-4. Service Design Processes


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> Objective



> Objective

Design services to satisfy business objectives, based on the quality,compliance, risk and security requirements

Delivering more effective and efficient IT services

Coordinating all design activities for IT services to ensure

consistency and business focus

> Business Value

Reduced Total Cost of Ownership (TCO)

Improved quality & consistency of service

Easier implementation of new or changed services


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Improved service alignment with business

Improved IT governanceMore effective SM and IT processes

Improved information and decision-making




> Contract



> ContractLegally binding, covering obligations each entity has to

the other; from the first day of the contract, oftenextendin be ond its termination

> Service Design Package (SDP)A SDP details all aspects of the service and its

requirements during the design stage through all of thesubsequent stages of its lifecycle.


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> AvailabilityThe proportion of time that a customer is able to access a

particular service.


> 4P’s of Service Management



> 4P s of Service Management

> Service Management implementation is aboutpreparing and planning the effective and efficient use of

PeopleProcesses

Products (services, technology and tools)

Partners (suppliers, manufacturers and vendors)

> To obtain the best benefits:


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determine the roles of processes and people,

implement the tools to automate the processes

facilitating people’s roles and tasks


> 5 Major aspects of Service Design S



Service Portfolio Management• Managing and controlling services through their lifecycle with service management systems

and tools.

Identification of Business Re uirements, definition of Service re uirements anddesign of Services

• Services are designed with all the functional requirements, resources and capabilitiesneeded.

Technology architectural design• Designing the technology architectures and management systems required to provide the

services

Process design• Designing the processes needed for transition, to operate and improve the services, the


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Measurement design• Designing the measurement methods and metrics of the services, the architectures and their

constituent components and the processes

Businessrequirements




Pilot or warrantyperiod

Liveoperation

D i d d l t d e l



Design and development

Project (Project Team)

SAC SAC SAC SAC SAC SAC

r i t e r i a

e l s

c l e M o

SDP

Document &

agree businessrequirements

(Strategy & Design)

Design

servicesolution

(Design)

Develop

servicesolution

(Design)

Build

service solution(Transition)

Test

service solution(Transition)

Strategy

Design

Transition

Transition & Operation involvement Operation

Improvement

S e r v i c e

A c c e p t a n c

e

r i n c i p l e s & M

o

e S e r

v i c e L i f e

c


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SLR SLApilot

SLRSLRSLRSLR SLA

LiveSLM

Approved for

build

Change Management:RFCreleased

Approved fordesign

Approved fortest

Approved fordevelopment

Approved forwarranty

Approved forlive release

Review &closure

Build, Test, Release and Deployment Management S A C :

0 4 - 3 .

K e

y

S D i n t

Business/Organization Architecture

Delivery,feedback &



e l s

Service

feedback &

monitoring

Service Architecture

M o d e l


o Portfolio

Using

Supportedby

Application ArchitectureInfluenced

by

Information/DataArchitecture

Environmental Architecture i t e c t u

r e D e s i g

n


74

0 4 - 3 .

K e

y

IT InfrastructureArchitecture

ManagementArchitecture

ProductArchitecture

ServiceKnowledgeManagementSystem

A

r c



c t u r e



e l s

B i g P i c


o

i c e D e s i g n : T h


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0 4 - 3 .

K e

y

S

e r



04-4. Service Design Processes - SLM

> The Goal of Service Level Management (SLM) is to ensure that:



an agreed level of IT service is provided for all current IT services future services are delivered to agreed achievable targets

Proactive measures are taken to seek and implement improvementsto the level of service delivered

> Scope Develop relationships with business

• Negotiate & agree: – Current requirements (SLA)

– Future requirements (SLR)

• Develop & manage: – SLA OLA ali ned tar ets


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Review contracts with Supplier management

Report & manage services

Service Improvement Plan (SIP)


> Objectives:



Object es

To ensure clear understanding between

• Negotiates, Agree and documents IT Services

To ensure proactive activities to enhance

level of services• Monitor, measure, report and review IT Services


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To improve customer satisfaction• Close relationship & Communication with Customers

and Business


> Basic Concepts:



Service Level Management (SLM)• A communication channel & relationship with appropriate customers &

business representatives

• Written agreement between an IT service provider & the IT customer(s),defining the key service targets and responsibilities of both parties.

Operational Level Agreement (OLA)• Agreement between an IT service provider & another part of the same

organization that assists with the provision of services

Underpinning Contract (UC)•


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.

Service Catalogue (Technical & Business)

SLR - Service Level Requirements

SIP - Service Improvement Program

S L M



s e s -

e D e s

i g n P r o c e

K e y A

c t i v i t i e s


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0 4 - 4 .

S e r v i

S L M :


> General > Support:



> IntroductionPartiesSignatories

Service hoursSupport hoursChange procedures

SignaturesService descriptionPeriod

> Reporting and reviewing

ContentFrequency

> Incentives nd en lties

Escalation mechanism

> DeliveryAvailabilityReliability

Transaction responseTimesThroughput


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> Roles and responsibilities of

involved parties

Batch turnaround times

Contingency and securityCharging

SLA Elements


> Key Metrics



Percentage reduction in:•

• SLA targets threatened• SLA breaches (because of UC)

• SLA breaches (because of OLA)

Percentage increase in:•


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achievements

– Service reviews

– Customer Satisfaction Survey responses


> Key Challenges



Engaging with business to determine service level requirements Identifying internal service portfolios

• Planned, developed services

Defining a customer-facing Service Catalogue

• With details of every service and service package offered by IT withoptions, parameters and pricing

Defining of IT department relationships:

• negotiating the terms and responsibilities of the internal relationships,

and codifying them with Operational Level Agreements (OLAs) Identifying contractual relationships

• UCs meet business re uirements


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Create a Service Improvement Plan (SIP) to monitor and improve

levels of service.


> Key Role: Service Level Manager



Aware of changing business needs

Identify, understand & document current/future service requirements

Assist in Production/maintenance:• Service Portfolio

• Service Catalogue

• Application Portfolio

Ensure Underpinning Contract’s alignment with SLA & SLR targets

Develo relationshi s & communication with stakeholders


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customers & key users

Measurement, recording, analysis & improvement of customersatisfaction

04-4. Service Design Processes - SCM

> Service Catalogue Management (SCM)



> The goal is to ensure : that a Service Catalogue is produced and maintained,

it contains accurate information on all operational & planned services

> Objectives:manage the information contained within the Service Catalogue

ensure accuracy in

• current details, status, interfaces and dependencies

of all services in scope


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All services that are being transitioned or have been transitioned to the liveenvironment


> Basic Concepts

B i S i C l i



Business Service Catalogue contains• details of all the IT services from customers perspective

•

• business process that rely on the IT services(This is the customer’s view of the Service Catalogue)

Technical Service Catalogue contains• details of all the IT services from IT perspective

• relationships to the supporting services


87

• shared services, components and CIs necessary to support the

provision of the service to the businessTSC Should underpin the BSC and not form part of the

customer view.


B i B i B i



BusinessProcess 1

BusinessProcess 2

BusinessProcess 3

Business Service Catalogue

Service A Service B Service C Service D Service E

Technical Service Catalogue


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SupportServices

Hardware Software Applications Data

Service Catalogue: BSC & TSC


> Key Role: Service Catalogue Manager



Produce & maintain Service Catalogue

• e o ex s ng new se v es n e v e a a ogue

• Ensure Service Catalogue information is accurate

• Ensure Service Catalogue & Service Portfolioinformation is consistent

• Ensure Service Catalogue information is adequatelyprotected & backed-up


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04-4. Service Design Processes – Availability Management

> Goal is to ensure that level of service availability delivered in all services ismatched to or exceeds the current and future agreed needs of the businessin a cost effective manner



in a cost-effective manner.> Scope : design, implementation, measurement, management and

improvement of IT service and component availability>

Produce and maintain an appropriate and up to date Availability Plan thatreflects the current and future needs of the business Provide advice and guidance to all other areas on availability related issues Ensure that service availability achievements meet or exceed the agreed

targets, by managing services and resources related availability

performance Assist with diagnosis and resolution of availability related incidents and

problems


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and capacity of services and resources

Ensure that proactive measures are implemented to improve the availabilityof services wherever it is cost justifiable


> Basic Concepts

A il bilit th bilit f i t CI t



Availability: the ability of a service, component or CI toperform its agreed function when required.

Reliability: a measure of how long a service, component

or CI can perform its agreed function without interruption.

Maintainability: a measure of how quickly andeffectively a service, component or CI can be restored to

normal working after a failure.

Serviceability: the ability of a third party supplier to meet


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the terms of their contract. Often this contract will include

agreed levels of availability, reliability and / ormaintainability for a supporting service or component.


Incident

start

Incident

startIncident

start e



Uptime Uptime Uptime (availability)

e c y c l

Service

available

Service

availableService available

Availability

Diagnose Recover

Availability

Service

unavailable

Downtime

Service unavailable

Downtime (time to restore)

(MTRS)

d e d I n c i d e n t

L i


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Time between system incidents

Time

Detect Repair

Restore

Time between failures

(MTBF)

E x

p a


> Key Role: Availability Manager



Participate in IT infrastructure design

• es gn o new se v es

• Event management systems

• Reliability, maintainability & serviceability

• Availability & recovery design criteria

Monitor actual IT availabilit achieved


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• Ensure availability levels against SLAs

• Investigation & diagnosis of incidents & problems

• Improve service availability to optimize availability



04-4. Service Design Processes – Capacity Management

> Goal - To ensure that Cost-justifiable IT capacity ismatched to the current and future agreed needs



matched to the current and future agreed needs

of the business in a timel manner

> Scope :

IT Services

IT Components

Resources


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> Objectives

Produce and maintain an appropriate and up to date Capacity Planfl ti th t d f t d f th b i



Produce and maintain an appropriate and up to date Capacity Plan,reflecting the current and future needs of the business

Provide advice and guidance to all other areas of the business and

Ensure that service performance achievements meet or exceed all ofthe agreed targets, by managing the performance and capacity ofboth services and resources

Assist with the diagnosis and resolution of performance and capacity

related incidents and problems Asses the impact of all changes on the Capacity Plan and the

performance and capacity of all services and resources


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Ensure that proactive measures are implemented to improve the

performance of services, wherever it is cost justifiable to do so


Basic Concepts> Balancing Act

Cost against Capacity



Cost against Capacity Supply against Demand

> Business Ca acit Mana ement Focused on current and future business requirements

Translates business needs and plans into Services and IT Infrastructure

> Service Capacity Management Focused on delivery of the existing services that support the business

Management, control and prediction of the end-to-end performance andcapacity of the live, operational IT services usage and workloads.


97

> omponent apac ty anagement Focused on the IT infrastructure that underpins service provision Management, control and prediction of the performance, utilization and

capacity of individual IT technology components.




> Key Role: Capacity Manager

E d t IT C it



Ensure adequate IT Capacity

• Understand ca acit re uirements, usa e and ca acit

• Sizing new services & systems (future requirements)

• Production, review & revision of the Capacity Plan

Aligning capacity & demand correctly

Optimize existing capacity


99

Focal point for capacity & performance issues

• Management reports: current usage, trends and forecasts

04-4. Service Design Processes – SCM

Service Continuity Management (SCM)

> Goal : Support the larger business continuity plan



> Goal : Support the larger business continuity plan> Scope:

Services, computer systems, networks, applications, data

repositories, telecommunications, environment, technicalsupport and Service Desk

Also includes resources (People)

> The objectives are ensuring thatrequired IT technical and service facilities can be


100

resume

within required, and agreed, business timescalesFollowing a major disruption





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Key Activities in IT SCM


> Recovery options for rapid recovery of IT Services:

Do nothing



Do nothing

Fortress ApproachReciprocal arrangements

Gradual recovery (Cold site)

Intermediate recovery (Warm site)Fixed / Portable

Internal / External


102

Immediate recovery (Hot site)

Combination of options


> Key Role: ITSCM Manager

Implement & maintain ITSCM process in accordance with BCMprocess



p pprocess• Plans, risks & activities

• Risk assessment & management• Communication & awareness

Develop & maintain continuity strategy & plans• Assess potential service continuity issues (invoke plan if required)

• Manage Service Continuity Plan while in operation• Develop & manage ITSCM plans• Ensure all IT service areas’ preparedness


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• Third party recovery services contracts

Assess change impact

04-4. Service Design Processes – Info Security Management

> Goal - To align IT security with business security and

ensure that information security is effectively managed



y y gin all service and Service Management activities

must ensure t at an n ormat on ecur ty o cy s pro uce ,

maintained and enforced

> Scope - The ISM process should cover appropriate useof all IT systems and services for all IT security issues

> Objective - To protect the interests of those relying oninformation, systems and communications


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04-4. Service Design Processes – Info Security Management

> Role: Security Manager

> Responsible for following Information Security Policy



Information Security Policy• Communicate & publish

• n orcement a erence

• Promote (awareness) Business Impact Analyses Security controls

• Maintain, review & audit

Security incidents• Impact & volumes

• Security reviews


106

SLAs & statutory requirements• Assess changes - CAB• Access: external partners & suppliers• Focal point for security issues

04-4. Service Design Processes – Supplier Management

> Goal - To manage suppliers and the services they

supply to provide seamless quality of IT service to the



supply, to provide seamless quality of IT service to the

, .

> Scope - The Supplier Management process should

include the management of all suppliers and contracts


107

business





Module-5: Service Transition





j

- .

> 05-3. Key Principles & Models> 05-4. Service Transition Processes

Transitioning services into operation without disturbing


110






> Configuration Item (CI)

An asset, service component or other item which is, orwill be under the control of configuration management



will be, under the control of configuration management.

The CMS holds all the information for CIs within scope.> Definitive Media Library (DML)

A secure library which stores & protects definitive

authorized versions of all media CIs.> Service Change


113

The addition, modification or removal of an authorized,

planned or supported service or component & associateddocumentation.


> Change types

Normal



• A -

Standard (Pre-Authorized)• A service change pre-authorized by change

management with an accepted, established

procedure to provide a specific change requirement.Emergency


114

• A service change intended to repair an error

(vulnerability) in an IT service that (could) negativelyimpact the business to a high degree.


> Release unit

Portions of a service or IT infrastructure that is normallyreleased together according to the organization’s release



released together according to the organization s release

> Change Management – 7 R’sWho RAISED the change?

What is the REASON for the change?

What is the RETURN required from the change?

What are the RISKS involved in the change?


115

What RESOURCES are required to deliver the change?

Who is RESPONSIBLE to build, test & implement the change?What is the RELATIONSHIP between this change & other changes?


> The Service V-Model Service Level Package (SLP)

• (Service Strategy) A defined level of Utility and Warranty for a particular Service Package.Each SLP is designed to meet the needs of a particular Pattern of Business Activity (PBA)

Service Design Package (SDP)



Service Design Package (SDP)• (Service Design) Document(s) defining all aspects of an IT Service and its Requirements

roug eac s age o s ecyc e. erv ce es gn ac age s pro uce or eac newService, major Change, or IT Service Retirement.

Service Provider Interface (SPI)• (Service Strategy) An interface between the IT Service Provider and a User, Customer,

Business Process, or a Supplier. Analysis of Service Provider Interfaces helps to coordinateend-to end management of IT Services.

Service Level Requirement (SLR)• (Service Design) (Continual Service Improvement) A Customer Requirement for an aspect of

an IT Service. SLRs are based on Business Objectives and are used to negotiate agreedService Level Targets.

Left-hand side: The specification of the service requirements down to the detailedservice desi n.


116

Right-hand side: Focuses on the validation activities that are performed against the

specifications defined on the left-hand side.

At each stage on the left, there is direct involvement by the equivalent party on theright.

d e l s

Level 1

Level 2Define Service

Requirements

Define Service

Requirements

2a

1a

Define Customer /

Business

Requirements

Service

Acceptance

Test

2b

1b

Validate Service

Packages, Offerings

and contracts

Service Review Criteria / Plan

Service Acceptance Review Criteria / Plan

• Contract, Service Package, SLP, SPI

• SLR• Draft SLA



o d

Service

2b

Service O erational Criteria / Plan

y P r i n c i p l e s &

Level 3

Level 4

Level 5Develop Service

Solution

Design Service

Release

Design Service

Release

es gn erv ce

Solution

es gn erv ce

Solution

4a

3a

Component and

Assembly Test

Service Release

Package Test

pera ona

Readiness Test

3b

Service Release Test Criteria

and Plan

• SDP including:

• Service Model

• Capacity and resource plans

• Release Design

• Release Plan

4b


117

0 5 - 3 .

K e

Internal and external

suppliers

Service

Component

Build andTest

5b5aLevels of configuration

and testing

BLBaseline point

Deliveries from

internal andexternal suppliers

The V-Model

05-4. Service Transition Processes

> Change Management

> Service Asset & Configuration Management



> Service Asset & Configuration Management( ACM)

> Release & Deployment Management


118



05-4. Service Transition Processes- Change Management

Change Management Process

Goal:> Respond to the customer’s changing business requirements

M i i RFC l d d i id di i d k



> Maximize RFC value and reduce incidents, disru tion and re-work

> Respond to the business and IT requests for change that will align

the services with the business needs

Objective:

> To ensure that changes are recorded and then evaluated,

authorized, prioritized, planned, tested, implemented, documented

and reviewed in a con rolled manner.


120



s - C h a n g e

requested Initiator

Record the

RFC

ReviewRFC

ready for evaluationChange

M t

Change Proposal

(optional)

Change Proposal

(optional)

Change Proposal

(optional)

CreateRFC

U p d a t e



e s ready for evaluationManagement

e c h

T r a n s

i t i o n P r o c

e s s

n t

Assess and

evaluate change

Authorize Change

Plan updates

ready for decision

authorized

scheduled

Change

Authority

Change

Management

Work orders

Work orders

Authorize

Change proposal

n g e a n d c onf i g ur a t i oni nf o

r m a t i oni n C

•Create & record Changes

•Review RFC & proposal•Assess & evaluate•Authorize


122

0 5 - 4 .

S e r v i c e

M a n a g

e m

Co-ordinate change

implementation*

Co-ordinate change

implementation*

Review and close

change record

Review and close

change record

implemented

Change

Management

closed

Evaluation report

* Includes build and test the change

M S

Normal Change Process

•Implementation•Review & Close


Communications,

decisions and

actions

Communications,

escalations for RFCs,

Risks, issues

Change

authority

Examples of

Configurations level

impacted

L l 1

Business

ti b d

High cost/risk

change – requireso

d e l



Level 1 executive board decision from o

Level 2

Level 3

executives

IT

management board

CAB or

Emergency CAB

Change impacts

multiple services

or organizational

divisions

Change whichimpacts only

local or service A u t h

o r i z a t i o n


123

Level 4 Local authorization

group

Standard

change C h a n g e


> Impact Assessment of RFC – 7 R’s

Who RAISED the change?What is the REASON for the chan e?



What is the REASON for the chan e?

What is the RETURN required from the change?

What are the RISKS involved in the change?

What RESOURCES are required to deliver the

change?Who is RESPONSIBLE for the build, test and


124

implementation of the change?

What is the RELATIONSHIP between thischange and other changes?


> Key metrics

The top five risk indicators of poor ChM are:



p p

• Unauthorized changes

• Unplanned outages

• A low change success rate

• A high number of emergency changes

• Delayed project implementations.


125


> Key Challenges

Lack of ownership of the impacted systems



ac o o e s p o t e pacted syste s

Inaccurate configuration data may result in poorimpact assessments

Bypassing the agreed procedures

There ma be resistance a ainst an umbrella of


126

Change Management authority





05-4. Service Transition Processes- SACM

Service Asset & Configuration Management (SACM)

Objective:> To define and control the com onents of services and



> To define and control the com onents of services andinfrastructure and maintain accurate configuration

information on the historical, planned and current stateof the services and infrastructure.

Scope:

> Asset Management covers service assets across the


129

w o e serv ce ecyc e.

> It provides a complete inventory of assets and who isresponsible for their control.


> Configuration Item (CI)

Any Component that needs to be managed in



order to deliver an IT Service.

Information about each CI is recorded in a

Configuration Record within the Configuration

Management System and is maintained


130

roug ou s ecyc e y on gura on

Management.






Information about the CIsDML Physical CIs



Release

Record

CMDB

Electronic CIs

Build new Release


133

Distribute new Release

to live locations

Test new Release

Implement new Release


Service Knowledge

Mana ement S stem



Configuration Management System

Decisions

Confi uration Mana ement


134

Relationship between CMDB, CMS & SKMS

Databases


> Configuration Management System (CMS)

The CMS holds all the information relating to CIs withinscope.



IT Service Provider's Configuration data.

Includes information about Incidents, Problems, KnownErrors, Changes and Releases; and may contain dataabout employees, Suppliers, locations, Business Units,

Customers and Users.Includes tools for collecting, storing, managing, updating,


135

and presenting data about all Configuration Items and

their Relationships.Is maintained by Configuration Management and is usedby all IT Service Management Processes.

c e s s e s - S A C M

Search, Browse, Store, Retrieve, Update, Publish, Subscribe, Collaborate

Query and Analysis

Service Desk View

User assetsUser configuration,

Changes, Releases,

Assets and Configuration

item and related

incidents, problems,

Workaround, changes

Quality Management

ViewAssets and

Configuration,

Management Policies,

Processes, Procedures,

forms, templates,

checklists

Technical

Configuration ViewService Applications

Application

Environment

Test Environment

Infrastructure

Configuration

Life Cycle ViewProject configurations

Service Strategy,

Design, Transition,

Operations

Configuration

baselines and changes

Asset Management

ViewFinancial assets

Assets Status Report

Assets Statements

and Bills

Licence Management

Assets Performance

Change and Release

ViewSchedules/plans

Change Request Status

Change Advisory Board

agenda and minutes

Portal

Presentation

Layer

ReportingPerformance Management

Forecasting, Planning, BudgetingModelling

Monitoring

Scorecards, Dashboards

Alerting

Knowledge

Processing

Layer



e T r a

n s i t i o n P r

MiningExtract, Transform,Load

DataSynchronization

DataReconciliation

Meta DataManagement

SchemeMapping

Common Process,

Data andinformation Model

Service Portfolio

Service Catalogue Service

ModelIntegrated CMDB Service Release

Service Change

Data Integration

InformationIntegration

Layer

Business / Customer / Supplier /User – Service – Application – Infrastructure mapping


136

0 5 - 4 .

S e

r v i c

Data and

Information

Sources

and Tools

Enterprise

Applications

Access ManagementHuman Resources

Supply Chain

Management

Customer Relationship

Management

Discovery,

Asset

Managementand audit

Tools

Software

Configuration

Management

Platform

Configuration Tools

E.g. Storage Database

Middleware Network

Mainframe

Distributed Desktop

Mobile

Definitive Media

Library

`

Structured

CMDB1

CMDB2

CMDB3

DefinitiveDocument LibraryDefinitiveDocument Library

Definitive

Multimedia Library 1

Definitive

Multimedia Library 2

Project Document

Filestore

Project

Software

Physical CMDBs

Configuration Management System


> Service Knowledge Management System (SKMS)

A set of tools and databases that are used to manage

.



The SKMS includes the Configuration ManagementSystem, as well as other tools and databases.

The SKMS stores, manages, updates, and presents all

information that an IT Service Provider needs to manage


137

e u ecyc e o erv ces.

c e s s e s - S A C M

Search, Browse, Store, Retrieve, Update, Publish, Subscribe, Collaborate

Query and Analysis

Self Service View

Service and Product

Catalogue Contacts,

FAQs My assets –

Procurement, Install,

Move, Add, Change

processing and

monitoring

Service Desk and

Support View

Service Catalogue,

Customers, Users,

Stakeholders, Assets

Incidents, Problems,

Changes, Releases,

Configurations

Performance

Assets Configuration View

Financial Asset

CMS information

Status Reports

CMDB data

Definitive Sources

Services View

Dashboard

Service Catalogue,

Utilities and

Warranties

Service Bundles /

Packages

Service Reports

Quality Management

View

Policies, Processes,Procedures, forms

Templates,

Checklists

IT Governance

Service Portfolio

ReportsContinual

Improvement

Risks and Issues

Portal

Presentation

Layer

ReportingPerformance Management

Forecasting, Planning, BudgetingModelling

Monitoring

Scorecards, Dashboards

Alerting

Knowledge

Processing

Layer

Learning and

Training View



e T r a n s i t i o n P r

MiningExtract, Transform,

Load

Data

Synchronization

Data

Reconciliation

Meta Data

Management

Schema

Mapping

Common Process,

Data and

information Model

Service Knowledge

Management Base

Data Integration

Information

Integration

Layer


138

0 5 - 4 .

S e

r v i c

Service Knowledge Management System

Data and

Information

Sources

and Tools

Enterprise

Applications

Access Management

Human ResourcesSupply Chain

Management

Customer Relationship

Management

Legacy

Systems

Application,

System and

Infrastructure

Management

Event and

Alert

ManagementStructured

CMDB2

CMDB1CMDB1DBDB

CMDB

Definitive Media

Library

Software

Documentation

Multi-media

Document

Store

File

Store

Unstructured


Knowledge management is typically displayed within the

Data–Information–Knowledge–Wisdom structure:



Information comes from providing context to data or byasking questions on the data

Knowledge is composed of the concepts, tacit

experiences, ideas, insights, values and judgments of

© BTP Technologies Pvt. Ltd. © BTP Technologies Pvt. Ltd. www.mybtp.inwww.mybtp.in ITIL ® is a Registered Trade Mark of the OGC.139

Wisdom gives the ultimate discernment of the material

and guides a person in the application of knowledge


Context



Knowledge

How?

Why?

Wisdom


Data

Information

Who, what,When, where?

Understanding

05-4. Service Transition Processes- Release & Deployment

Release & Deployment Management

> Release and Deployment Management aims to build,test and deliver the ca abilit to rovide the services



specified by Service Design.

> The goal of Release and Deployment Management

is to deploy releases into production and establish


e ect ve use o t e serv ce n or er to e ver va ue to

the customer and be able to handover to serviceoperations.


> Release & Deployment Management

The scope of Release and DeploymentMana ement includes the rocesses s stems



and functions to package, build, test anddeploy a release into production and establishthe service specified in the Service Design

package before final handover to serviceoperations.



> Release Unit

Components of an IT Service that are normally

.



• For example one Release Unit could be a DesktopPC, including Hardware, Software, Licenses,

Documentation etc.

• A different Release Unit may be the complete Payroll


pp ca on, nc u ng pera ons roce ures an

User training.


> Release & Deployment approaches

Big Bang vs. Phased



Push vs. Pull

Automation vs. Manual


Module-6: Service Operation



- .



> 06-3. Key Principles & Models> 06-4. Service Operation Processes

> 06-5. Service Operation Functions



> To focus on effectively managing the day-to-day

aspects while maintaining a perspective of thereater context.



> ObjectivesDeliver and manage services at agreed levels

Manage technology

Conduct, manage & control day-to-day operation


o processes

Enable Continual Service Improvement


> Business value of Service Operations

The only value that matters, is that perceived by thecustomer - Service Operation is where the value is



Service Strategy• Where service value is modeled

Service Design & Service Transition


Continual Service Improvement• Where measures for optimization are identified


> Impact, Urgency & Priority Impact:

• Measure the effect of an Incident, Problem or Change on BusinessProcesses

Ur enc :• How quick a solution is required



How quick a solution is required

Priority• Time required for actions to be taken

• Priority is a function of Impact & Urgency



Call Categories> Service Request:

User requesting information for a change or access to an IT Service

> Event ot cat on create y a serv ce, or mon tor ng too



> Alert Warning or notice about threshold, change or failure that has occurred

> Incident Unexpected interruption or reduction in quality of an IT service

> Problem: A cause of one or more Incidents.



Workaround & Errors

> Workaround:



> Known Error

A Problem that has a documented Root Cause &

a Workaround


> Known Error Database

Storage for previous knowledge on requests andknown errors


> Balance IT Services vs Technology Components

IT Services• How customers/users experience services.

Customers/Users don’t worry about the details of what



y

technology is used to manage services, but are onlyconcerned that the services are delivered as requiredand agreed.

Technology Components• How IT components and systems are managed to


.manage technology, thus each should focus on

achieving good performance and availability of ‘its’systems.


> Balance Stability vs Responsiveness

Stability• Develop & refine standard IT management techniques &

processes • Service components needs to be available & perform consistently



Responsiveness• Ability to respond to changes without impact to other services

• Take care when agreeing to required changes - Consider ALLrequirements and impact of delivering change

For example: a Business Unit requires additional IT Services, more capacityand faster response times.

• To respond to this type of change without impacting other services is a significant


.• Many IT organizations are unable to achieve this balance and tend to focus on

either the stability of the IT Infrastructure or the ability to respond to changes

quickly.


> Balance Quality of Service vs Cost of Service

Too much focus on quality – deliver more than

necessary a g er cos



Too much focus on cost – deliver on or underbudget, risk due to sub-standard services

> Achieving a balance will ensure delivery of thelevel of service necessary to meet Business


requirements at an optimal cost


> Balance Reactive vs. Proactive

Reactive – does not act unless prompted by external driver

Proactive – alwa s lookin for wa s to im rove current situation

• Continually scan, looking for potentially impacting changes



y g p y p g g

• Seen as positive behavior• Can be expensive

Better to manage proactively

Achieve balance between reactive and proactive, requires:


• orma , n egra e ro em an nc en anagemen processes

• Ability to prioritize technical faults and demands

• Data from Configuration and Asset Management• Ongoing involvement from Service Level Management in Service

Operations

06-4. Service Operation Processes

> Incident Management

> Event Management



> Request Fulfillment

> Problem Management

> Access Management


06-4. Service Operation Processes- Incident Management

Incident Management (IM)

> ObjectivesTo Restore normal service operation as quickly as

possible



Minimize the impact on business operationMaintain optimal levels of service quality & availability

> Scope


,

Logged / reported requests by technical staff

Not all events are incidents

06-4. Service Operation Processes- IM




Process Activities (Basic Incident Flow)


> Metrics

Monitor and report to determine effectiveness & efficiency

• total numbers of Incidents

• breakdown of incidents at each stage

• s ze o current nc ent ac og

• number & percentage of major incidents



number & percentage of major incidents

• average cost per Incident etc

> Challenges

Ability to detect incidents early

Ensuring all incidents are logged


Integration into:

• relationships between CI’s & history• SLM: to correctly assess impact and priority

• SLM: use defined escalation procedures


> Role: Incident Manager

Drive efficiency & effectiveness

st nd



Manage work of Incident support staff (1st

& 2nd

line)Monitor effectiveness of process & recommend

improvement

Develop & maintain Incident Management systems


Manage Major Incidents

Develop & maintain the process & procedures

06-4. Service Operation Processes- Event Management

> Objectives

Detect & analyze eventsDetermine appropriate control actions

Provide entry point for execution of processes & activities



Provide entry point for execution of processes & activitiesCompare actual performance & behavior vs. design

standards & SLAs

> Basic Concepts


• Indicate regular operation

• Indicate an exception• Indicate unusual, but not exceptional, operation

06-4. Service Operation Processes- Request Fulfillment

Request Fulfillment> Objectives

Provide channel to request & receive standard services Provide information about availability & obtaining services

Assist with general information



> Basic Concepts Request Models

• Predefined process flow - similar to incident models

• Standard Change


Service Desk & Incident Management staff handles Service requests

• Eventual fulfilment of requests will be undertaken by appropriate ServiceOperation team(s) or departments and/or by external suppliers, asappropriate

06-4. Service Operation Processes- Problem Management

Problem Management

> Objectives

Manage the lifecycle of all problems



Prevent problems & resulting incidentsEliminate recurring incidents

Minimize impact of incidents that cannot beprevented


06-4. Service Operation Processes- Access Management

Access Management> Objectives

Provide user rights to enable use of a service or group of services Enable the execution of policies and actions

> Basic Concepts



> Basic Concepts

Access• Level & extent of functionality or data that a user can use

Identity• Unique distinguishing information of an individual, verifies status

Rights• Actual settings to allow access (privileges)

Services of Service Grou s


• Access to set of services or group of users, not individual access to

separate services Directory Services

• Tool to manage access & rights

06-5. Service Operation Functions

Functions in Service Operations

> TMF – Technical Management Function Custodian of technical knowledge and expertise related to managing the IT

– Custodian of technical knowledge and expertise related to managing applications Overlaps with Application Development



p pp p

> ITOMF – IT Operations Management Function Responsible for the daily operational activities needed to manage the IT Infrastructure Has IT Operations control & Facilities Management Overlaps with TMF & AMF

> SDF – Service Desk Function SPOC


Focuses on service restoration Uses TMF & AMF for call support

Increase user perception and satisfaction

06-5. Service Operation Functions

Service DeskTechnical

Management

Mainframe

Application

Management

Financial AppsIT Operations Control

Console Management

Server HR Apps

Backup and Restore

Print and Output



Network

Storage

Database

Business AppsFacilities Management

Data Centres

Recovery Sites

Consolidation

ContractsITOM Org

Functional Overlap


Directory

Services

Desktop

Middleware

06-5. Service Operation Functions- Service Desk

D e s



L o c a

l S e r v i c e D



k

D e s



e n t r

a l S e r v i c e

© BTP Technologies Pvt. Ltd. © BTP Technologies Pvt. Ltd. www.mybtp.inwww.mybtp.in ITIL ® is a Registered Trade Mark of the OGC. 167


D e s



i r t u a l S e r v i c e


Module-7: Service Improvement (Continual)


> 07-1. Goals and Objectives- .



> 07-3. Service Improvement Processes



Goal:

> To continually align and realign IT services to thechanging business needs by identifying and



Objectives:

> Review, analyze and make recommendations:

On improvement opportunities

Service levels


To improve effectiveness and efficiency in deliveringservices by ensuring applicable quality practices areused





The Deming Cycle- Continuous Improvement P-D-C-A Model


What is the vision?Business vision,

mission, goals andobjectives

Where are we now? Baselineassessments



Where do we want

to be?

How do we keepthe momentum going?

Service & process

Measurabletargets


CSI Model

Did we get there? Measurements &metrics

07-3. Service Improvement Processes

Identify• Vision• Strategy• Tactical Goals• Operational Goals

1. Define what you

should measure

7 Implement

2. Define what you

can measure



7. Implementcorrective action

6. Present and use theinformation, assessment

summary, action plans, etc.

can measure

3. Gather the dataWho? How? When?

Integrity of data?

Goals


4. Process the data

Frequency? Format?System? Accuracy?

5. Analyze the data

Relations? Trends?According to plan?Targets met?Corrective action?

The 7 Step

ImprovementProcess

Module-8: End of Program Quiz

End of Program Quiz

> 08-1. Get your Number from Facilitator- .

08 3 C l t & S b it h t



> 08-3. Complete & Submit your response sheet> 08-4. Get your score from the Facilitator


Congratulations!! on Completing the Course




Documents

IT Service Excellence v3_v1 8