ITIL & CMMI for Services

© 2013 National University of Singapore unless otherwise stated. All Rights Reserved.

ITIL & CMMI for Services

1

Singapore Computer Society 4 Sep 2013

Please see Acknowledgements & Notices in second last slide


My Organisation

• Institute of Systems Science www.iss.nus.edu.sg • Part of National University of Singapore • Support national IT competency development

needs • Faculty of practitioners from industry with average

of more that 15 years experience each • Caters to working IT professionals

– Post-Graduate Programmes – Executive Programmes – Industry Research – Consulting (CMMI, Enterprise Architecture etc)

• Official Partner of • ISS credentialed to conduct CMMI advisory and appraisal

services

2

http://www.iss.nus.edu.sg/�


About Myself

3

ITIL Expert, TOGAF 9 Enterprise Architect, CITPM (Senior), COMIT, CGEIT, Chartered IT Professional 20 years of IT management experience

Process Improvement Enterprise Architecture and Planning IT Operations Application Development

Consultancy for private and public sector

CMMI Enterprise Architecture

Goh Boon Nam Chief, New Initiatives Institute of Systems Science


ITIL

4


ITIL - Agenda

• Why ITIL? • ITIL® 26 management processes • Service Operations • Service Transition • Service Design • Service Strategy • Continual Service Improvement • Summary

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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?

– Cutover was too big to manage and caused too many incidents?

– 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?

6


• IT Service Management (ITSM) can complement Project Management to help ensure success of a project

• ITIL is the international best practice for ITSM

7

http://itsminfo.com/2012-itil-exam-statistics/2012itilfound4/

Why ITIL? (2)

http://itsminfo.com/2012-itil-exam-statistics/2012itilfound4/�


ITIL – 26 Management Processes

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Continual Service Improvement “Enhancing the value”

Service Portfolio Management

Demand Management

Financial Management

Service Catalogue Management

Service Level Management

Capacity Management

Availability Management

IT Service Continuity Management

Information Security Management

Supplier Management

Event Management

Incident Management

Problem Management Request Fulfilment Access Management

Service Strategy Service Design Service Transition Service Operation

7 Step Improvement process

Strategy Management for IT services

Business Relationship Management

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 Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office


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?

9 9

Event Management

Incident Management

Problem Management

Request Fulfilment

Access Management

Service Operation Manage project / service when it goes “live”



Event Management

• Best practice process to know early – When incident occurs – Or before incident even

occurs • Best practice concepts

– Different types of events • Exception • Warning • Informational

– Event correlation & filtering

– Relevant actions to take • Automated • Manual

10

© Crown Copyright 2011 Reproduced under license from the cabinet office


Incident Management

• Best practice process to quickly restore normal service

• Best practice concepts – Service desk as single point of

contact – Emphasis on restoring normal

service as quickly as possible – Use of Known Error Database

• Recorded resolutions • Or else workarounds

– Prioritisation – Escalation

• Functional • Management

– Logging & Categorisation – Normal & Major Incidents

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Problem Management

• Best practice process to prevent incident happening again

• Best practice concepts – Type of problem mgt

• Reactive • Proactive

– Problem analysis techniques

– Prioritisation – Root cause identification

& resolution

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Request Fulfillment

• Best practice process to satisfy user requests – Small changes – Enquiries

• Best practice concepts – Standard change – Request models

(standard procedures for common requests)

– Self-service – Request status tracking – Prioritisation – Approvals

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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

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Service Transition

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Manage service when it is “live”

Manage service before it is “live” to ensure it works well 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

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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


17


Change Management

• Best practice process to control changes across all systems in the enterprise

• Best practice concepts – Change advisory board (CAB) – Change schedule – Remediation planning – Normal change – Emergency change – Emergency CAB – Standard change

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Service Asset and Configuration Management

• Best practice process to keep track of customers, services, components and their relationships

• Best practice concepts – Service assets – Configuration items – Relationships – Configuration baseline

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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

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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

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

22 © Crown Copyright 2011 Reproduced under license from the cabinet office



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

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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

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Service Design

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Manage service when it is “live”

Manage service before it is “live” to ensure it works well when it is “live”



Service Design

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• 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



Capacity Management




Supplier Management

Design coordination


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• Best practice process to ensure availability meets agreed targets in cost effective manner

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Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office


Capacity Management

• Best practice process to ensure capacity and response-time performance meets agreed targets in cost effective manner

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IT Service Continuity

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

30 © Crown Copyright 2011 Reproduced under license from the cabinet office


IT Security Management

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

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Supplier Management

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

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

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• Best practice process to ensure single, accurate and updated source of information on IT services that are operational or going to be

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Some rights reserved by Charles Haynes http://www.flickr.com/photos/haynes/3944396470/

https://itservices.uchicago.edu/service-catalog

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Design Coordination

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

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Service Strategy

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Ensure services or projects are done well

Plan right services or projects to do and ensure they 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?


Demand Management


Service Strategy




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• Best practice process to maintain good relationship with the customer to – understand his needs – so as to keep him satisfied

Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 38


Demand Management

• Best practice process to – Understand the customer’s changing

demand for each service – Influence the demand


39



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



Strategy Management for IT Services

• Best practice process to strategize how a service provider will enable an organization to achieve its business outcomes.


41



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


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ITIL – 26 Management Processes

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Demand Management




Capacity Management




Supplier Management

Event Management

Incident Management

Problem Management Request Fulfilment Access Management





Design coordination

Change Management






Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office


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

Continual Service Improvement

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IT Service Management

• Imagine an IT project developed and put into production

• With IT Service Management: – Teething problems of the “live” project

resolved promptly – Cutover is done at most optimal point

where less impact with other systems and impact well managed

– Cutover scope at right size to manage well

– System availability meets the SLA requirements

– Response time meets SLA requirements – Customer is satisfied with the project

as it meets his needs – Project is well aligned to overall

business needs

45


ITIL Individual Certification

2

3 3 3 3 3 4 4 4 4

5

OSA – Operational Support and Analysis PPO – Planning, Protection and Optimization RCV – Release, Control and Validation SOA – Service Offerings and Agreements

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CMMI for Services

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What do these organisations have in common?

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

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


What do these organisations have in common?

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

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Isn’t CMMI only for Application Development?

CMMI for Development

since 1993 (as CMM)

CMMI for Services since 2009

CMMI for Acquisition

since 2002 (as CMM)

50


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

51


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

52




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 capabilities but also recognition for – institutionalisation and maturity of

capabilities as 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/

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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.isoiec20000ce

rtification.com/home/ISOCertifiedOrganizations/ISOCountryListings.aspx

One of the many Registered Certification Bodies who audits and certifies

Listing of ISO20000 Certified Organisations

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http://www.isoiec20000certification.com/home/ISOCertifiedOrganizations/ISOCountryListings.aspx�





Why the need to work at the Organisational level?

Mature Service Management Organisation ? Capable Processes ?

Is having staff trained and certified sufficient?

55


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?

56


Agenda

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

Management achievements CMMI Capability Level guidance/recognition for


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


57


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 Management etc.. http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/

#1 #2 #3 etc..

58










Choice of Process Areas

Service Delivery

(i.e. SLM)

Strategic Service

Management

Capacity & Availability

Management

Incident Resolution & Prevention

Service System

Transition

Service Continuity

Service System

Development

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

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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 )

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

Capability Levels [Continuous Representation]


#1 #2 #3 etc..


Management


Service Continuity

Management

CL0 – Incomplete Not comply fully with specific goals of PA

CL1 – Performed Process fully comply with CMMI specific goals of PA but through individual expertise (“all in his head”)

CL2 – Managed Fully comply through sub-units having own planned processes etc but no organisation standards etc to tailor from (informal “copy & paste” only)

CL3 – Defined Fully comply and have organisation standards / best examples etc to plan/tailor sub-unit processes (formal “inherit, modify, paste”)

61










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

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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 1 Tailored Process



Eg. Singapore Eg. China Eg. Thailand

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

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Agenda


Management achievements • CMMI Capability Level guidance/recognition for


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


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

Second method of recognition via: 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 required ML3 – 12 more PAs required ML4 – 2 more PAs required ML5 – 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

65










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 – Initial Adhoc, Chaotic – any success due to individual expertise (“all in his head”)

ML2 – Managed Sub-units having own planned processes etc but no organisation standards etc to tailor from (informal “copy & paste” only). Basic processes catered for.

ML3 – Defined Organisation standards / best examples etc to plan/tailor sub-unit processes (formal “inherit, modify, paste”). Advanced processes catered.

ML4 – Quantitatively Managed See next few slides

ML5 – Optimizing See next few slides

66










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 Control Limit

Lower Control Limit

CMMI Maturity Level 4 Quantitatively

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 of CMMI Maturity Level 4’s

“Quantitatively Managed”?

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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 Control Limit

Lower Control Limit

CMMI Maturity Level 4 Quantitatively

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.

68

Adapted from: http://www.techrepublic.com/blog/project-management/use-statistical-process-control-to-ensure-your-deliverables-are-of-acceptable-quality/157

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?

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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/

ML4 Quantitatively

Managed

Maturity Level 5 Optimizing

Quantitative Process Analysis & Improvement

Improved Process

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http://advmgmt.net/2011/06/02/control-charts/�




CMMI for Services 24 Process Areas (1)


Not appraised

8 specified PAs

12 more PAs

2 more PAs

2 more

What are the CMMI Process Areas for each level?

71



CMMI for Services 24 Process Areas (2)

Adapted from http://www.lamri.com/resources/CMMI-SVC-ISO20000%20v1.pdf

Service Delivery

Strategic Service

Management


Management


Service System

Transition

Service Continuity

Service System

Development

Organisational Process Focus

Organisational Process

Definition Organisational

Training

Integrated Work (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

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http://www.lamri.com/resources/CMMI-SVC-ISO20000 v1.pdf�


Agenda




• 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

73


CMMI Process Areas maps to most of the ITIL Processes (1)

ITIL Process CMMI Process Area/s

“Strategy Management For IT Services”

Strategic Service Management

“Service Portfolio Management” Strategic Service Management

“Financial Management For IT 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.

Service Strategy

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http://www.amazon.com/gp/product/images/0113313047/ref=dp_image_z_0?ie=UTF8&n=283155&s=books




“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


Service Design

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“Transition Planning And Support” Service System Transition

“Change Management” Requirements Management, Configuration Management

“Service Asset And Configuration Management”


“Release And Deployment Management”

Service System Transition

“Service Validation And Testing” Service System Development

“Change Evaluation” Requirements Management, Configuration Management

“Knowledge Management” Work Planning, Work Monitoring & Control


Service Transition

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“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]



Service Operation

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“The Seven-step Improvement Process”

Work Monitoring & Control, Measurement & Analysis, Organisation Process Focus, Organisation Process Definition, Organisation Training, Organisation Process Performance, Quantitative Work Management Organisation Performance Management, Causal Analysis and Resolution



Continual Service

Improvement

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Agenda





(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

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ISO 20000 Overview

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

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Agenda





(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

81


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

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For Further Information

• For further details on ITIL Foundation course – http://www.iss.nus.edu.sg/ProfessionalCourses/SearchC

ourse/CourseDetail/tabid/267/cid/33/cname/nicf-itil-v3-foundation-for-it-service-management/Default.aspx

• For other related courses: – http://www.iss.nus.edu.sg/ProfessionalCourses/CourseC

atalogue.aspx

• For other information: – Please refer to:

• http://www.iss.nus.edu.sg/

– Or email Goh Boon Nam at: • [email protected]

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Acknowledgements & Notices

• CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University

• ITIL® and PRINCE2® are registered trade marks of the Cabinet Office

• The Swirl logo™ is a trade mark of the Cabinet Office • 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.


The End

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ITIL & CMMI for Services

Technology

Transcript of ITIL & CMMI for Services