ITIL and CMMI for service

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


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


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


ITIL – Incident ManagementContinual Service Improvement “Enhancing the value”


DemandManagement

FinancialManagement



CapacityManagement




SupplierManagement

Event Management

IncidentManagement

ProblemManagement

RequestFulfilment

AccessManagement





Design coordination

Change Management






Change Evaluation



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


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”


DemandManagement

FinancialManagement



CapacityManagement




SupplierManagement

Event Management

IncidentManagement

ProblemManagement

RequestFulfilment

AccessManagement





Design coordination

Change Management






Change Evaluation



Problem Management


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


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


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


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”


DemandManagement

FinancialManagement



CapacityManagement




SupplierManagement

Event Management

IncidentManagement

ProblemManagement

RequestFulfilment

AccessManagement





Design coordination

Change Management






Change Evaluation



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.


Service Transition

Continual Service Improvement “Enhancing the value”



Manage servicewhen it is “live”

Manage servicebefore it is “live”to ensure it workswell when it is “live”



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


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






Change Evaluation



ITIL – Change ManagementContinual Service Improvement “Enhancing the value”


DemandManagement

FinancialManagement



CapacityManagement




SupplierManagement

Event Management

IncidentManagement

ProblemManagement

RequestFulfilment

AccessManagement





Design coordination

Change Management






Change Evaluation



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


ITIL – Asset & Config ManagementContinual Service Improvement “Enhancing the value”


DemandManagement

FinancialManagement



CapacityManagement




SupplierManagement

Event Management

IncidentManagement

ProblemManagement

RequestFulfilment

AccessManagement





Design coordination

Change Management






Change Evaluation



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


Asset and Configuration Management


Ability to trace from event alert to: who are affected, who in charge, possible CIs causing problem etc

24

Service Design




Manage servicewhen it is “live”

Manage servicebefore it is “live”to ensure it workswell when it is “live”



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


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


Service Continuity IT Service Continuity Management


SupplierManagement

Design coordination



ITIL Continual Service Improvement “Enhancing the value”


DemandManagement

FinancialManagement



CapacityManagement




SupplierManagement

Event Management

IncidentManagement

ProblemManagement

RequestFulfilment

AccessManagement





Design coordination

Change Management






Change Evaluation


Which 4-letter words do users use to complain about incidents?

• “System is d _ _ _ - get it fixed!”

• “System is s _ _ _ - get it fixed!”


ITIL Continual Service Improvement “Enhancing the value”


DemandManagement

FinancialManagement



CapacityManagement




SupplierManagement

Event Management

IncidentManagement

ProblemManagement

RequestFulfilment

AccessManagement





Design coordination

Change Management






Change Evaluation


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!”


ITIL – Availability Management Continual Service Improvement “Enhancing the value”


DemandManagement

FinancialManagement



CapacityManagement




SupplierManagement

Event Management

IncidentManagement

ProblemManagement

RequestFulfilment

AccessManagement





Design coordination

Change Management






Change Evaluation



Availability Management


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


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”


DemandManagement

FinancialManagement



CapacityManagement




SupplierManagement

Event Management

IncidentManagement

ProblemManagement

RequestFulfilment

AccessManagement





Design coordination

Change Management






Change Evaluation



Capacity Management


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


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”?


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




Ensure services or projects are done well

Plan right services or projects to do and ensurethey get done



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?


DemandManagement

FinancialManagement

Service Strategy





ITIL – Strategy Management Continual Service Improvement “Enhancing the value”


DemandManagement

FinancialManagement



CapacityManagement




SupplierManagement

Event Management

IncidentManagement

ProblemManagement

RequestFulfilment

AccessManagement





Design coordination

Change Management






Change Evaluation



Business Relationship Management


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


Image courtesy of Ambro / FreeDigitalPhotos.net

What does ITIL recommend?

• Establish relationship managers as single points of contact for each key customer

41



DemandManagement

FinancialManagement



CapacityManagement




SupplierManagement

Event Management

IncidentManagement

ProblemManagement

RequestFulfilment

AccessManagement





Design coordination

Change Management






Change Evaluation



Strategy Management


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



DemandManagement

FinancialManagement



CapacityManagement




SupplierManagement

Event Management

IncidentManagement

ProblemManagement

RequestFulfilment

AccessManagement





Design coordination

Change Management






Change Evaluation



http://commons.wikimedia.org/wiki/File:Conflict_Resolution_in_Human_Evolution.jpg

Continual Service Improvement





© Crown Copyright 2011Reproduced under license from the cabinet office

https://www.youtube.com/watch?v=wLOk0UXo70g


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


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


CSI Roles



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


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


CMMI for Services

51

What do these organisations have in common?

https://sas.cmmiinstitute.com/pars/pars.aspx


Isn’t CMMI only for Application Development?

CMMI forDevelopment

since 1993(as CMM)

CMMI for Servicessince 2009

CMMI forAcquisition

since 2002(as CMM)


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


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


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/


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


Why the need to work at the Organisational level?

Mature Service ManagementOrganisation ?

Capable Processes ?

Is having staff trained and certified sufficient?


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?


Agenda

• CMMI for Services – Key features• Milestones for organisation IT Service Management

achievementsCMMI Capability Level guidance/recognition for





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..


#1 #2 #3 etc..


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


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 )


CMMI recognition of progress in service management achievement (1b)

Capability Levels[Continuous Representation]


#1 #2 #3 etc..


Management


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”)


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


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



Eg. Singapore Eg. China Eg. Thailand

What if you don’t have global standard but each sub-unit has its own standard?


Agenda




CMMI Maturity Level guidance/recognition for• Implementation of pre-defined sets of Practices• (Optional) Quantitative process control capabilities (such as use



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


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


CMMI recognition of progress in service management achievement (2b)

Maturity Levels[Staged Representation]


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


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”?


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


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


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


CMMI for Services24 Process Areas (1)


Not appraised

8 specified PAs

12 more PAs

2 more PAs

2 more

What are the CMMI Process Areasfor each level?


CMMI for Services24 Process Areas (2)Adapted from http://www.lamri.com/resources/CMMI-SVC-ISO20000%20v1.pdf

Service Delivery

StrategicService

Management


Management


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


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


Agenda





of 6-sigma type of techniques) Mapping CMMI for Services to ITIL • Quick Look at ISO20000• Possible criteria for use of CMMI for Services


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



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


ServiceDesign



ITIL Process CMMI Process Area/s

“Transition Planning And Support” Service System Transition

“Change Management” Requirements Management,Configuration Management

“Service Asset And ConfigurationManagement”


“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


ServiceTransition


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]



ServiceOperation


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



ContinualService

Improvement


Agenda





of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL Quick Look at ISO20000• Possible criteria for use of CMMI for Services


ISO 20000 Overview

http://itservicemngmt.blogspot.sg/2007/05/itil.html


Agenda





of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL • Quick Look at ISO20000Possible criteria for use of CMMI for Services


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


ANNEX

OTHER ITIL PROCESSES


ITIL – 26 Management ProcessesContinual Service Improvement “Enhancing the value”


DemandManagement

FinancialManagement



CapacityManagement




SupplierManagement

Event Management

IncidentManagement

ProblemManagement

RequestFulfilment

AccessManagement





Design coordination

Change Management






Change Evaluation



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


Request Fulfilment (2)


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



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



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




• Best practice process to ensure project meets the needs of the business (validation) and meets the requirements/design (verification)




• Best practice process to ensure knowledge is prepared to help in managing the service



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



IT Service Continuity

• Best practice process to support business continuity through continuity of required IT services in the event of a disaster



IT Security Management

• Best practice process to ensure IT security matches the agreed needs of the business



Supplier Management

• Best practice process to ensure suppliers support the needs of the business and meet their contractual commitments



Service Level Management

• Best practice process to ensure IT services are delivered to agreed achievable targets.



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


Design Coordination

• Best practice process to ensure that the various processes for Service Design are planned in an integrated manner and work well together



Demand Management

• Best practice process to• Understand the customer’s changing demand for

each service• Influence the demand



Financial Management

• Best practice process for financial management –including budgeting, securing funding, accounting and charging of services.




• Best practice process to decide and oversee the implementation and operation of the suite of services to provide for the customer.



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.


THANK [email protected]


ITIL and CMMI for service

Technology

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