An Introduction To Service Management (ITIL)

Chapter 1 :

The Service Lifecycle

Service Strategy : Goal & Considerations

Goal

– Provide organizations the ability to design, develop and implement Service Management as a strategic asset and to think and act in a strategic manner

Considerations

Competing Alternatives

Allocate Resources

Service Quality

Financial Visibility

Value for customers

Services to offer and to

whom

Alternatives to improve

service quality

Resolve conflicting demands

Value for Stakeholders

Investments

AND

AND

OR

UTILITY

WARRANTY

Performance supported?

Constraints supported?

Available enough?Capacity enough?

Continuous enough?

Secure enough?

T/F

T/F

Fit for purpose?

Fit for use?

Value-createdT/F

Service Strategy :Value To The Business

Service Design: Goal & ObjectivesGoal

– The main goal of Service Design is the design of new or changed service for introduction into the live environment.

Objectives– Take a holistic approach to the design of IT services, including

their architectures, processes, policies and documentation, to meet current and future agreed business requirements, functionality and quality

– Ensure consistency and integration within all activities and processes across the entire IT technology

– Consider all aspects and impact of service including functional, management and operational requirements,

Service Design :Value to the Business

• Deliver quality, cost effective services, and to ensure that business requirements are being met

• Benefits to the business include:

Improved• Quality of service• Consistency of service• Service Alignment• IT Governance• Information and decision making

• More effective• Service performance• Service management• IT processes

• Reduced Total Cost of Ownership (TCO)•Easier implementation of new or changed services

Service Transition : Goals

• Set customer expectations about how the service can be used to enable business processes

• Coordinate the release of new service between the business and IT changes/projects

• Reduce variations between the predicted and actual performance of the transitioned service

• Reduce the Known Errors and tasks associated with the transition of the service

• Ensure that the service meets the service requirements

Service Transition: Objectives

• To plan and manage the sources required to establish a new and changed service

• Minimize the unpredicted impact on the production services, operations and support organization

• Increase the customer, user and service management staff satisfaction with the service transition practises

• Increase proper use of the services

• Provide clear and comprehensive plans that enable alignment between the business change project and the service transition plans

• Service Transition’s biggest contribution is to enable the service provider to cope with higher volumes of change without impacting service quality

• Responsiveness to new business and market developments• Support for mergers and acuisition and transfer if services • Confidence in compliance with business and governance

requirements• Variances information of planning an budgeting and productivity

information related to the new of changed service• Increased accuracy of scope and content for maintenance contracts• Timely cancellation or changes to maintenance contracts when

components are disposed or de-commissioned• Increased understanding of risk during and after a Change

Service Transition: Value to the Business

Continual Service Improvement : Goal & Objectives

• Goal– To continually align and realign IT services to the changing business

needs by identifying and implementing improvements to IT services that support business processes

• Objectives– Review ,analyze and make recommendations on improvement

opportunities in each lifecycle phase– Review and analyze Service Level Achievement results– Identify and implement individual activities to improve IT service

quality and improve the efficiency and effectiveness of enabling ITSM processes

– Improve cost effectiveness of delivering IT services without sacrificing customer satisfaction

– Ensure applicable quality management methods are used to support continual improvement activities

IMPROVEMENTS• Outcomes that when compared to the before state show a measureable increase in a desirable metric or a decrease in an un-desirable

BENEFITS• The gains achieved through the realization of improvements, usually but not always expressed in management terms

VOI• The extra value created by establishment of benefits that include non-monetary or long-term outcomes. ROI is a subcomponent of VOI

ROI• The difference between the benefit(saving) achieved and the amount expended to achieve that benefit ( as a %age )

CSI : Value to the business

Some Generic Concepts & Definitions

A Service

– Services facilitate outcomes by enhancing the performance of associated tasks and reducing the effect of constraints

– The results in an increase in the probability of desired outcomes

Services are a means of delivering value to customers by facilitating outcomes customers want to achieve, without the ownership of specific costs and risks.

Definition of Service Management

• Service Management is a set of specialized organizational capabilities for improving valueto customers in the form of service

– Service Management takes the form of a set of Functions and Processes for managing Services over their Lifecycle. Service Management

– Service Management is also a professional practice supported by an extensive body of knowledge, experiences and skills

Utility & Warranty Create Value

AND

AND

OR

UTILITY

WARRANTY

Performance supported?

Constraints removed?

Available enough?Capacity enough?

Continuous enough?

Secure enough?

T/F

T/F

Fit for purpose?

Fit for use?

Value-createdT/F

Utility + Warranty = Value

Utility & Warranty

Process Model

OutputsInputs

OWNER POLICY OBJECTIVES

DOC’s FEEDBACK

ACTIVITIESMETRICSCSF/KPI

ROLES

PROCEDURESIMPROVE -

MENTSWORK

INSTRUCTIONS

RESOURCES CAPABILITIES

Process Control

Process

Process Enabler

Triggers

Including process reports & review

The Characteristic Of Processes

1. Measurable 2. Customer

3. SpecificResults

4. Responds to Specific Events

Functions & Roles

FUNCTIONEach function within an IT organization is

specialized to perform a certain type ofwork and is responsible for specific outcomesEach function will have its own capabilities and resources. Functions build their own body of knowledge through ongoingexperience

ROLESA set if responsibilities, activities and

authorities granted to a person or teamA role is defined in a Process. One person oror team may have multiple Roles, for example the Roles of Configuration Manager and Change Manager may be carries out by a single person

Generic Roles Throughout The Stages

Service Manager

• Manages the development, implementation, evaluation and on-going management of new and existing products and services

• Responsibilities include:– Delivery and full lifecycle management of products and/or services– Business Strategy development - Participate– Competitive market assessment/bench-marking– Financial and internal customer analysis– Vendor Management– Inventory Management– Internal Supplier Management– Cost Management– SLA/SLM

Service Owner

• The Service Owner is accountable for a specific service within an organization regardless of where the underpinning technology components, processes or professional capabilities reside

• Service ownership is as critical to Service Management as establishing ownership for processes which crosses multiple vertical silos or department.

Process Owner

• The person accountable for ensuring that the process is being performed according to the agreed and documented process and is meeting the aims of the process definition:– Accountable for the overall quality of the process– Oversees the management of, and organizational

compliances to, the process– Performs role of Process Champion, Design Lead,

Advocate, Coach and Protector– Should be a senior-level manager with credibility ,

influence and authority– Required to have the ability to influence and ensure

compliance to the policies and procedures

RACI Model

R Responsible– Correct execution of the process and activities. The one

responsible for getting the job done

A Accountable– Ownership of quality, and result of the process. The one

person who has the authority for the decision, activity or process results

C Consulted– Involvement through input knowledge and information

I Informed– Receiving information about process execution and quality