ITIL Intermediate Course: SOA Student Handbook (Reference material_r3.2.1) (Portuguese)

ITpreneurs™ Service Management

MATERIAL DE REFERÊNCIA

Service Offerings and Agreements release 3.2.1

ITIL® IntermediateITIL® is a registered trademark of the Cabinet Office.Sam

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Copyright © 2013, ITpreneurs Nederland B.V. All rights reserved.

Copyright ITIL Service Offerings and Agreements, Classroom course, release 3.2.1

Copyright and Trademark Information for Partners/Stakeholders.

ITIL® is a registered trademark of the Cabinet Office.

IT Infrastructure Library® is a registered trade mark of the Cabinet Office.

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

All contents in italics and quotes is from the ITIL® Service Lifecycle Suite © Crown copyright 2011 Reproduced under licence from the Cabinet Office.

All other text is based on Cabinet Office ITIL® material. Reproduced under licence from the Cabinet Office.

More on:

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Copyright © 2013 ITpreneurs. All rights reserved.

Please note that the information contained in this material is subject to change without notice. Furthermore, this material contains proprietary information that is protected by copyright. No part of this material may be photocopied, reproduced, or translated to another language without the prior consent of ITpreneurs Nederland B.V.

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Contents

i

LIST OF ICONS V

LIST OF ACTIVITIES (REFER TO WORKBOOK) NA

GENERAL TRAINING TIPS NA

ACKNOWLEDGEMENTS VI

FOLLOW US VII

COURSE INTRODUCTION 1

Introductions 2

Course Introduction 3

Course Learning Objectives 5

Unique Nature of the Course 5

Course Qualifi cation Scheme 7

Course Agenda and Exam Details 9

UNIT 1: INTRODUCTION TO SERVICE OFFERINGS AND AGREEMENTS 11

1.1 SOA in the Service Strategy Stage 14

1.2 Purpose and Objectives of the Strategy Management for IT Services Process 17

1.3 Scope of the Strategy Management for IT Services Process 18

1.4 Value of the Strategy Management for IT Services Process to the Business 21

1.5 SOA in the Service Design Stage 22

1.6 Purpose and Objectives of the Design Coordination Process 24

1.7 Scope of the Design Coordination Process 25

1.8 Value of the Design Coordination Process to the Business 26

1.9 Utility and Warranty, and Their Relevance to SOA Processes 27

1.10 SOA Processes and Customer Requirements 39

1.11 Return on Investment and the Business Case 46

Summary of Unit 1 57

UNIT 2: SERVICE PORTFOLIO MANAGEMENT 61

2.1 Service Portfolio and Its Relationships with the Service Catalogue and Service Pipeline 66

2.2 Purpose and Objectives 73

2.3 Scope of SPM 74

2.4 Value to the Business 75

2.5 Policies, Principles, and Basic Concepts 76

2.6 Process Activities, Methods, and Techniques 82

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2.7 Triggers, Inputs, Outputs, and Interfaces 109

2.8 Information Management 114

2.9 Critical Success Factors and Key Performance Indicators 115

2.10 Challenges and Risks 117

2.11 Designing the Service Portfolio 119

2.12 Group/Individual Exercise 120

2.13 Sample Test Question 120


UNIT 3: SERVICE CATALOGUE MANAGEMENT 125

3.1 Importance of the Service Catalogue to the Service Lifecycle and Its Interface to the Service Portfolio 129


3.3 Scope of the Process 134



3.6 Process Activities 143

3.7 Triggers, Inputs, Outputs, and Interfaces with Other Processes 144




3.11 Production of a Service Catalogue 150



UNIT 4: SERVICE LEVEL MANAGEMENT 155

4 .1 Purpose and Objectives 160




4.5 Process Activities, Methods, Techniques, and Relationships with the Service Lifecycle 169





4.10 Contents of SLAs and OLAs 195




UNIT 5: DEMAND MANAGEMENT 201

5.1 Importance of Demand Management to the Service Lifecycle 206





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5.6.1 Identifying Sources of Demand Forecasting 215

5.6.2 Patterns of Business Activity 216

5.6.3 User Profi les 218

5.6.4 Activity-Based Demand Management 219

5.6.5 Develop Differentiated Offerings 221

5.6.6 Management of Operational Demand 222





5 .11 Group/Individual Exercise 231



UNIT 6: SUPPLIER MANAGEMENT 237


6.2 Scope of The Process 242

6.3 Value to The Business 244

6.4 Policies, Principles and Basic Concepts 245









UNIT 7: FINANCIAL MANAGEMENT FOR IT SERVICES 277

7.1 Importance to The Service Lifecycle 281


7.3 Scope of The Process 284

7.4 Value to The Business 286










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UNIT 8: BUSINESS RELATIONSHIP MANAGEMENT 349






8.6 Triggers, Inputs, Outputs, and Interfaces 386







UNIT 9: ROLES AND RESPONSIBILITIES 399

9.1 Generic Roles 402

9.2 Roles and Responsibilities of Service Portfolio Management 404

9.3 Roles and Responsibilities of Service Catalogue Management 405

9.4 Roles and Responsibilities of Service Level Management 407

9.5 Roles and Responsibilities of Demand Management 410

9.6 Roles and Responsibilities of Supplier Management 411

9.7 Roles and Responsibilities of Financial Management for IT Services 414

9.8 Roles and Responsibilities of Business Relationship Management 416




UNIT 10: TECHNOLOGY AND IMPLEMENTATION CONSIDERATIONS 423

10.1 Generic Technology Requirements to Assist Service Design 426

10.2 Evaluation Criteria for Technology and Tooling for Process Implementation 430

10.3 Good Practices for Practice and Process Implementation 437

10.4 Challenges, CSFs, and Risks in Implementing Practices and Processes 448

10.5 Planning and Implementing Service Management Technologies 465



APPENDIX A: CASE STUDY (REFER TO WORKBOOK) NA

APPENDIX B: MIND MAP EXCERCISE 475

APPENDIX C: GLOSSARY 477

APPENDIX D: SYLLABUS 625

APPENDIX E: ANSWERS (REFER TO WORKBOOK) NA

APPENDIX F: DIAGRAMS (MACRO VIEW) 649

APPENDIX G: RELEASE NOTES 669

STUDENT FEEDBACK FORM (REFER TO WORKBOOK) NA

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Copyright © 2013, ITpreneurs Nederland B.V. All rights reserved. v

LIST OF ICONS

Refers to content that is meant for the instructor to lecture in class

Refers to content that is meant for the student to read on his/her own in class or at home

Refers to information items that are not covered by the instructor in class but help the student understand a particular topic in detail

Refers to a Scenario-Based Activity that the student must do in class or as homework after the completion of a topic or in between a topic

Refers to items or contents that are given in a step-by-step-instruction or checklist format

Refers to an important snippet of information that the instructors should remember to touch upon while conducting an activity or during a lecture

Refers to the simplifi cation of content that was previously diffi cult to understand or confusing

Refers to an extra piece of information that is not very important but still good to know

Refers to light, conversational snippets of information or that the instructor can use in class to break the monotony of a serious and tedious lecture

Refers to general-knowledge-based information that the instructor can use to provide relief to students during a serious or tedious classroom lecture

Refers to space for the students to take notes

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Copyright © 2013, ITpreneurs Nederland B.V. All rights reserved.vi

Gostaríamos de sinceramente agradecer aos especialistas que contribuíram para o desenvolvimento da suíte de produtos Intermediários ITIL da ITpreneurs.

Revisores do curso da ITpreneursAnessi, Ray – Pangloss Group

Costigan, Michael D – CSC

Mohr, Julie – Blue Print Audits

Vikdal, Mike – Auslyn Group

Wigmore, Michael – Independente

Pondman, Dick – Independente

Burgers, Jurian – Independente

Rijken, Adriaan – Independente

Dumasia, Rohinton – RD TAPS

Kaushik, Jitendra – ITpreneurs

(Revisor do Curso em Português do Brasil)

Claudio Rostelato – Proprietário da Rostelato Consultoria

Escritores dos exercícios do curso da ITpreneurs

Foederer, Marcel – ITpreneurs

Mohr, Julie – Blue Print Audits

Vikdal, Mike – Independente

Wigmore, Michael – Independente

AGRADECIMENTOS

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www.ITpreneurs.com

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Copyright © 2013, ITpreneurs Nederland B.V. All rights reserved. 1

Course Introduction

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ITIL Intermediate Certifi cation Level | Service Offerings and Agreements

Copyright © 2013, ITpreneurs Nederland B.V. All rights reserved.2

INTRODUCTIONS

2

Introdução ao CursoITIL

Intermediate® Service Offerings and Agreements

Bem-vindo!Favor compartilhar com a classe:

• Seu nome• Sua profissão• Seu cargo• Seu histórico na TI• Sua familiaridade com a Biblioteca de Infraestrutura de Tecnologia da

Informação (ITIL®)• O que você espera aprender nos próximos dias

Apresentação do CursoApresentações Objetivos de Aprendizado do Curso Natureza Única do Curso

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Student | ITIL Intermediate Certifi cation Level | Course Introduction


My Notes

COURSE INTRODUCTION

3



Visão GeralO Service Offerings and Agreements (SOA) faz parte da rota ITIL Intermediate Capability.O curso SOA lhe ajuda a entender e a implementar as melhores práticas ITIL relacionadas a:

O curso SOA foca em como gerenciar e entregar Serviços através da organização.

PapéisProcessos

Gerenciamento de Fornecedor

Gerenciamento de Portfólio de Serviço

Gerenciamento de Catálogo de Serviço (GCS)

Gerenciamento Financeiro

Gerenciamento de Nível de Serviço (GNS)

Gerenciamento de Demanda

Gerenciamento de Relacionamento de Negócio


Gerente de Portfólio de ServiçoGerente de Catálogo de ServiçoGerente de Nível de ServiçoGerente de DemandaGerente de FornecedorGerente FinanceiroGerente de Relacionamento de Negócio

OverviewSOA is one of the four courses that are part of the ITIL Intermediate Capability stream. The SOA course helps you understand and implement ITIL best practices related to Service Portfolio Management, Service Catalogue Management (SCM), Service Level Management (SLM), Demand Management, Supplier Management, Financial Management, and Business Relationship Management.

The SOA course focuses on a single approach to managing and delivering Services across the organization.

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Pré-requisito do CursoOs candidatos que desejam ser treinados e examinados para essa qualificação devem ter o Certificado ITIL Foundation in IT Service Management que deve ser apresentado como documento de evidência para obter a admissão no curso. Os candidatos que tem as seguintes qualificações são também elegíveis e evidência similar será requerida:

• ITIL (V2) Foundation anterior mais o Foundation Bridge• Certificado ITIL Expert Certificate in IT Service Management (alcançado

através das rotas Service Manager ou Practitioner bridging).


5



Pré-requisito do Curso (Cont.)É recomendado que os candidatos:

• Possam demonstrar familiaridade com a terminologia de TI e entender que o contexto do Gerenciamento de Acordos e Ofertas de Serviço dentro de nosso ambiente de negócio é altamente recomendado

• Ter experiência de trabalhar em Gerenciamento de Serviço dentro de um ambiente do provedor de serviço, com responsabilidade por pelo menos um dos seguintes processos e atividades do Gerenciamento:

o Gerenciamento de Portfólio de Serviçoo Gerenciamento de Catálogo de Serviçoo Gerenciamento de Nível de Serviçoo Gerenciamento de Demandao Gerenciamento de Fornecedoro Gerenciamento de Financeiro para Serviços de TIo Gerenciamento de Relacionamento de Negócio

Antes de participar desse curso, é altamente recomendado que os candidatos revejam seus conceitos do curso Fundamentos.


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COURSE LEARNING OBJECTIVES

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Objetivos de Aprendizado do CursoAo final desse treinamento, você terá obtido conhecimento e habilidades para:

• Compreender a importância do conceito e os princípios do Gerenciamento de Serviço como uma Prática, propósito e objetivos da Operação de Serviço.

• Entender a importância do SOA enquanto fornece Serviço.• Aprender como todos os processos no SOA interagem com os outros processos do

Ciclo de Vida de Serviço.• Identificar os processos, atividades, métodos e funções usados em cada um dos

processos SOA e como cada um desses processos, atividades e funções são usados para atingir a excelência operacional.

• Explicar como medir o SOA.• Reconhecer as considerações de tecnologia e implementação em torno do

SOA.• Esboçar os desafios, Fatores Críticos de Sucesso (FCSs) e Riscos associados

com o SOA.


UNIQUE NATURE OF THE COURSE

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Método de Entrega do Curso


Participar com sua experiência para o aprendizado.

Internalizar o aprendizado para fazer o seu exame final.

Aplicar nova experiência prática.Você irá se beneficiar quando:

Esse curso não será entregue no modo tradicional de “treinamento técnico”.

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This course will not be delivered in the traditional mode of “technical training,” where the instructor presents and lectures on slide after slide. Instead, you will be expected to participate in the learning experience through discussions, exercises, and the sharing of practical experiences. This is to ensure that you internalize the learning, as required, to sit for your fi nal examination successfully and to apply your new practical experience back at the workplace.

8



Amostra do Material de Referência do Aluno e Caderno de Tarefas


Student MaterialsThe student materials consist of two parts:

Student Reference Material: Contains the concepts that are covered in class. We recommend that you use the Reference Material to study each evening, after class, to prepare for the fi nal exam. Each unit ends with Sample Test Questions. These questions have been created based on the format of the qualifi cation exam. The answers to these questions are given in Answers: Appendix E in the Workbook.

Student Workbook: Contains all the exercises you have to do in class. The answers to these questions are given in Answers: Appendix E in the Workbook.

Mock ExamThe Exam Preparation Guide contains the two sample exams released by APMG. Mock Exam 1 consists of Sample Paper 1 (a complete set with scenarios + question-and-answer options with their rationale) and Mock Exam 2 contains Sample Paper 2 (a complete set with scenarios + question-and-answer options with their rationale). On the last day of the course, you will have the opportunity to attempt the Mock Exam questions, which will help you prepare for the fi nal exam.

The Royal Chao Phraya Hotel Case StudyActivities in this course are aimed at improving the retention of concepts learned. The Royal Chao Phraya Hotel case study provides the “scenario setting” for these activities.

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Scenario-Based Activities are based on Single Points of Failure (SPOFs) that occur because of IT challenges at the Royal Chao Phraya hotel. The scenarios are often intentionally not situated in the IT department, to establish the real-life connect between IT and business.

The SPOFs at the Royal are illustrative of the connection between business and IT, and the fact that IT failures or challenges lead to business challenges and setbacks.

Working through the IT challenges faced by the Royal, students will understand the value of implementing ITIL to overcome IT challenges and, consequently, comprehend how to ensure smooth business operations at their workplace.

Also, the Royal Chao Phraya hotel is used in the Intermediate-level courses to provide a “scenario setting” for the assignments, rather than in an analogous manner, as in the Foundation-level course. This has been designed to ensure that the assignments, far more complex at this level, focus directly on the job at hand, and consequently, directly relate to IT.

Intermediate Course MatrixImportant information on Intermediate-level syllabi:

The composition of the ITIL Intermediate-level syllabi has a fair degree of overlap in concepts across each of the qualifi cations. The courses too, consequently, refl ect this syllabus overlap. As you progress through the Intermediate levels and add one qualifi cation after another, you may fi nd this repetition of concepts increasing.

From a syllabus point of view, this is done to ensure that students have skills in and knowledge of all the content areas required for a given Intermediate qualifi cation. In practice, for example, the same concept may differ in the way it is applied in say SOA vis-à-vis how it is applied in Service Operation.

COURSE QUALIFICATION SCHEME

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Agenda do Curso e Detalhes do Exame

Esquema de Qualificação do Curso

Legenda

SS Service Strategy

SD Service Design

ST Service Transition

SO Service Operation

CSI Continual Service Improvement

OSA Operational Support and Analysis

PPO Planning, Protection, and Optimization

RCV Release, Control, and Validation

SOA Service Offerings and Agreements

Esquema de Qualificação ITIL e Atribuição de Créditos

© Crown Copyright 2011 Reproduzido sob licença do Cabinet Office

ITIL Master

ITIL Expert

Mínimo de 22 créditos necessários para alcançar

5 Managing Across the Lifecycle 5

SS SD ST SO CSI OSA PPO RCV SOA

Módulos CapabilityMódulos Lifecycle

15 Créditos 16 Créditos

3 3 3 3 3 4 4 4 4

2 Créditos

2 ITIL Foundation Certificate in IT Service Management 2Sample

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Qualifi cation SchemeThe purpose of this topic is to help you understand the Qualifi cation Scheme, distinguish between the purposes of the two Intermediate streams, mention the included certifi cates and diplomas, and understand the different options for further training (noexaminable).

There are four levels within the new scheme: a Foundation level, two Intermediate levels, the Managing Across the Lifecycle level, and an Advanced level.

The Foundation level focuses on knowledge and comprehension to provide a good grounding in the key concepts, terminology, and processes of ITIL.

The new Intermediate level contains two streams, a Lifecycle stream and a Capability stream. The Lifecycle stream is built around the fi ve core Cabinet Offi ce books: Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement.

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Desenho de Serviço

Gerenciamento de Catálogo


Gerente de Catálogo de Serviço

Gerente de nível de Serviço

Gerente de Fornecedor

Melhoria Contínua de Serviço

Processo de Melhoria

Gerenciamento de Relato

CSI

OSA

SS SD ST SO

PPO RCV SOA

CSI

OSA

SS SD ST SO

PPO RCV SOA

CSI

OSA

SS SD ST SO

PPO RCV SOA

Processos PapéisLegenda:

Estratégia de ServiçoGerenciamento de

PortfólioGerenciamento de

DemandaGerenciamento Financeiro

Adaptado de Principal da ITIL © Crown Copyright 2011 Reproduzido sob licença do Cabinet Office

Gerenciamento de Realacionamento de

Negócio

Gerente de Relacionamento de

Negócio

Gerenciamento de Medidção

Gerenciamento de Nível de Serviço

The Capability stream is built around four clusters:

Operational Support and Analysis (OSA): Event Management, Incident Management, Request Fulfi lment, Problem Management, Access Management, Service Desk, Technical Management, IT Operations Management, and Application Management

Planning, Protection, and Optimization (PPO): Availability Management, Capacity Management, IT Service Continuity Management, Demand Management, Risk Management, and Information Security Management

Release, Control, and Validation (RCV): Change Management, Service Release and Deployment Management, Service Validation and Testing, Service Asset and Confi guration Management, Knowledge Management, Request Fulfi lment, and Evaluation

Service Offerings and Agreements (SOA): Service Portfolio Management, SLM, SCM, Demand Management, Supplier Management, Financial Management, and Business Relationship Management

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Both Intermediate streams assess your comprehension and application of the concepts of ITIL. You will be able to take units from either of the Intermediate streams, giving you credits toward a diploma.

The Managing Across the Lifecycle course brings together the full essence of the Lifecycle approach to Service Management.

After gaining the requisite number of 22 credits through your education at the Foundation, Intermediate, and Managing Across the Lifecycle levels, you will be awarded the ITIL Expert Qualifi cation. No further examination or course is required to gain the qualifi cation.

The Advanced-level diploma will assess your ability to apply and analyze the ITIL concepts in new areas.

Note: The ITIL Qualifi cation scheme is not examinable and is intended as information only. According to the APM Group, this qualifi cation is subject to change.

COURSE AGENDA AND EXAM DETAILS

Course Prerequisites:For the Capability courses, there is no minimum mandatory experience requirement, but 2 to 4 years’ professional experience working in IT Service Management is highly desirable.

For the Lifecycle courses, there is no minimum experience requirement but basic IT literacy and around 2 years’ IT experience are highly desirable.

To be eligible for the exam you must hold the Foundation Certifi cate in IT Service Management or other appropriate earlier ITIL and bridge qualifi cations.

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Duração: 1h 30minQuestões: 8 Questões de Múltipla Escolha Cada questão tem 4 Opções de RespostaEsquema de Pontuação: Resposta Mais Correta: Vale 5 pontosSegunda Melhor Resposta: Vale 3 pontosTerceira Melhor Resposta: Vale 1 pontoDistração: Nenhum pontoFormato: Exame sem consulta, on-line ou em papelPontuação para Aprovação: 28/40 ou 70% Pontuação de Distinção: Ainda não definidoHoras de Contato: 30-horas de treinamento formal com Accredited Training Organization (ATO)Horas de Estudo Pessoal pela APMG: 12 horas

Provisões para tempo adicional relacionado ao idioma: Os candidatos que completam um exame:• Em um idioma o qual não é o seu idioma natal e• Onde o idioma do exame não é o seu principal idioma de negócios, tem

um máximo de 120 minutos para completarem o exame e tem a permissão de usar um dicionário

Detalhes do Exame

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Useful Tips for Writing the Exam:

Review the syllabus in your course material.

Use the syllabus to focus your study within the identifi ed chapters in the core ITIL books to prepare for these exams.

The exam is written to a depth where you not only need to have a strong core competency in the ITIL best practice, but you also need to be able to apply this knowledge in practical scenarios.

Read the question CAREFULLY.

Remember that there will be qualifi ers such as NOT and BEST.

Make note of the unique business situation presented – this scenario may point you in the direction of the “best” answer from the list.

As far as possible, try to eliminate the incorrect distracter question by using your ITIL theory and assessment of the provided information.

Use your ITIL theory to assist with answering the question and selecting the best remaining answers from which to choose.

Because this exam is gradient marked, you will most likely fi nd very close similarities with the remaining answers.

If you are stuck on a question, skip it and move to the next one.

As you progress through the exam, you will pick up the rhythm of the structure and the language of the questions.

When in doubt, guess – you will not lose marks for providing the wrong answer.

Note: Refer to the Workbook for the Course Agenda.

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Unit 1Introduction to Service Offerings

and Agreements

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Unidade 1: Introdução aos Acordos e Ofertas de ServiçoITIL

Intermediate®

2

Service Offerings and Agreements

O Grande ‘‘Por quê”• O que é Acordos e Ofertas de Serviço (SOA)?• Por que SOA?


Intermediate®

3


Visão Geral: A Estrutura de Arquitetura do SOA

TIFlexível e responsivo

para o negócio

Adaptativo Custo eficaz

Ferramentas e Tecnologia

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Student | ITIL Intermediate Certifi cation Level | Introduction to Service Offerings and Agreements


My Notes

OverviewService Offerings and Agreements (SOA) helps in understanding how to develop and use Services that matches to specifi c business processes. The architectural framework of SOA consists of set of tools and technologies which when combined helps in achieving current and new tasks easily and consistently.

The SOA approach makes the IT more fl exible and responsive to the business, more cost-effective, and more adaptive to the environment by monitoring, reporting, and responding to the rapidly evolving business environment.


Intermediate®

4


Objetivos de Aprendizado da UnidadeAo final dessa unidade, você será capaz de:

• Compreender o contexto dos processos SOA na etapa de Estratégia de Serviço.• Entender o propósito e objetivos dos processos do Gerenciamento Estratégico para

Serviços de TI.• Explicar o escopo do processo de Gerenciamento Estratégico para Serviços de TI.• Entender como os processos de Gerenciamento Estratégico para Serviços de TI

agregam valor ao negócio.• Identificar o contexto dos processos SOA do estágio de Desenho de Serviço.• Entender o propósito e objetivos dos processos de coordenação de desenho.• Explicar o escopo dos processos de coordenação de desenho.• Entender como o processo de Coordenação de Desenho agrega valor ao negócio.• Identificar Utilidade e Garantia como os dois fatores para a percepção dos clientes de

um Serviço como bem sucedido e sua relevância aos processos do SOA.• Compreender como os processos SOA ajudam a entender e a identificar as

necessidades dos clientes.• Entender o Retorno do Investimento (RDI) e o caso de negócio.

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Intermediate®

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Tópicos Cobertos Neste Módulo:1.1 SOA na etapa de Estratégia de Serviço1.2 Propósito e Objetivos do processo de Gerenciamento Estratégico para

Serviços de TI1.3 Escopo do Processo de Gerenciamento Estratégico para Serviços de TI1.4 Valor do Processo de Gerenciamento Estratégico para Serviços de TI para o

Negócio1.5 SOA no etapa de Desenho de Serviço1.6 Propósito e Objetivos do Processo de Coordenação de Desenho1.7 Escopo do Processo de Coordenação de Desenho1.8 Valor do Processo de Coordenação de Desenho para o Negócio1.9 Utilidade e Garantia e sua Relevância para os Processos SOA1.10 Processos SOA e Requisitos de Cliente 1.11 Retorno do Investimento e o Caso de Negócio

1.1 SOA IN THE SERVICE STRATEGY STAGE


Intermediate®

6


1.2Propósito e Objetivos do processo de Gerenciamento Estratégico paraServiços de TI

1.3Escopo do processo de Gerenciamento Estratégico para Serviços de TI

1.4Valor do processo de Gerenciamento Estratégico para Serviços de TI para o Negócio

SOA na Etapa deEstratégia de Serviço1.1

O Ciclo de Vida de Serviço ITIL Melhoria Contínua

de ServiçoTransição de Serviço

Estratégia de Serviço

Operação de Serviço

Desenho de Serviço

Adaptado de O Ciclo de Vida de Serviço ITIL© Crown Copyright 2011 Reproduzido sob licença do Cabinet Office

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My Notes

The ITIL Service Lifecycle

Core Guidance Reference — SS 1.2

The diagram on the slide shows the ITIL core, which consists of fi ve Lifecycle phases. These are Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement (CSI). Each Lifecycle phase provides guidance that is essential for an integrated approach, as specifi ed by the ISO/IEC 20000 standard.

“Service strategyAt the centre of the service lifecycle is service strategy. Value creation begins here with understanding organizational objectives and customer needs. Every organizational asset including people, processes and products should support the strategy.

ITIL Service Strategy provides guidance on how to view service management not only as an organizational capability but as a strategic asset. It describes the principles underpinning the practice of service management which are useful for developing service management policies, guidelines and processes across the ITIL service lifecycle.

Topics covered in ITIL Service Strategy include the development of market spaces, characteristics of internal and external provider types, service assets, the service portfolio and implementation of strategy through the service lifecycle. Business relationship management, demand management, fi nancial management, organizational development and strategic risks are among the other major topics.

Organizations should use ITIL Service Strategy to set objectives and expectations of performance towards serving customers and market spaces, and to identify, select and prioritize opportunities. Service strategy is about ensuring that organizations are in a position to handle the costs and risks associated with their service portfolios, and are set up not just for operational effectiveness but for distinctive performance.

Organizations already practising ITIL can use ITIL Service Strategy to guide a strategic review of their ITIL-based service management capabilities and to improve the alignment between those capabilities and their business strategies. ITIL Service Strategy will encourage readers to stop and think about why something is to be done before thinking of how.

Service designFor services to provide true value to the business, they must be designed with the business objectives in mind. Design encompasses the whole IT organization, for it is the organization as a whole that delivers and supports the services. Service design is the stage in the lifecycle that turns a service strategy into a plan for delivering the business objectives.

ITIL Service Design provides guidance for the design and development of services and service management practices. It covers design principles and methods for converting strategic objectives into portfolios of services and service assets. The scope of ITIL Service Design is not limited to new services. It includes the changes and improvements necessary to increase or maintain value to customers over the lifecycle of services, the continuity of services, achievement of service levels, and conformance to standards and regulations. It guides organizations on how to develop design capabilities for service management.

Other topics in ITIL Service Design include design coordination, service catalogue management, service level management, availability management, capacity management, IT service continuity management, information security management and supplier management.

Service transitionITIL Service Transition provides guidance for the development and improvement of capabilities for introducing new and changed services into supported environments. It describes how to transition an organization from one state to another while controlling risk and supporting organizational knowledge for decision support. It ensures that the value(s) identifi ed in the service strategy, and encoded in service design, are effectively transitioned so that they can be realized in service operation.

ITIL Service Transition describes best practice in transition planning and support, change management, service asset and confi guration management, release and deployment

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management, service validation and testing, change evaluation and knowledge management. It provides guidance on managing the complexity related to changes to services and service management processes, preventing undesired consequences while allowing for innovation.

ITIL Service Transition also introduces the service knowledge management system, which can support organizational learning and help to improve the overall effi ciency and effectiveness of all stages of the service lifecycle. This will enable people to benefi t from the knowledge and experience of others, support informed decision-making, and improve the management of services.

Service operationITIL Service Operation describes best practice for managing services in supported environments. It includes guidance on achieving effectiveness and effi ciency in the delivery and support of services to ensure value for the customer, the users and the service provider.

Strategic objectives are ultimately realized through service operation, therefore making it a critical capability. ITIL Service Operation provides guidance on how to maintain stability in service operation, allowing for changes in design, scale, scope and service levels. Organizations are provided with detailed process guidelines, methods and tools for use in two major control perspectives: reactive and proactive. Managers and practitioners are provided with knowledge allowing them to make better decisions in areas such as managing the availability of services, controlling demand, optimizing capacity utilization, scheduling of operations, and avoiding or resolving service incidents and managing problems. New models and architectures such as shared services, utility computing, web services and mobile commerce to support service operation are described.

Other topics in ITIL Service Operation include event management, incident management, request fulfi lment, problem management and access management processes; as well as the service desk, technical management, IT operations management and application management functions.

Continual service improvementITIL Continual Service Improvement provides guidance on creating and maintaining value for customers through better strategy, design, transition and operation of services. It combines principles, practices and methods from quality management, change management and capability improvement.

ITIL Continual Service Improvement describes best practice for achieving incremental and large-scale improvements in service quality, operational effi ciency and business continuity, and for ensuring that the service portfolio continues to be aligned to business needs. Guidance is provided for linking improvement efforts and outcomes with service strategy, design, transition and operation. A closed loop feedback system, based on the Plan-Do-Check-Act (PDCA) cycle, is established. Feedback from any stage of the service lifecycle can be used to identify improvement opportunities for any other stage of the lifecycle.

Other topics in ITIL Continual Service Improvement include service measurement, demonstrating value with metrics, developing baselines and maturity assessments.”

(Source: Service Strategy book)

Organizations can adapt to the core ITIL guidance for supporting various business environments and organizational strategies. There are also complementary ITIL publications that provide fl exibility for implementing the core in a diverse range of environments. Practitioners can select complementary publications as needed to apply the ITIL core in a given context.

Just Concluded T R A N S I T I O N

1.2Purpose and Objectives of the Strategy Management for IT Services Process

1.1SOA in the Service Strategy Stage

Coming Up

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1.2 PURPOSE AND OBJECTIVES OF THE STRATEGY MANAGEMENT FOR IT SERVICES PROCESS


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Service Offerings and AgreementsPr

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•“O propósito de uma estratégia é articular como o provedor de serviço irá possibilitar uma organização alcançar seus resultados de negócio; ela estabelece os critérios e mecanismos para decidir quais serviços serão mais adequados para atender os resultados de negócio e a forma mais eficaz e eficiente para gerenciar esses serviços. O Gerenciamento Estratégico para serviços de TI é o processo que garante que a estratégia seja definida, mantida e alcance seu propósito.”

(Fonte: livro de Estratégia de Serviço)

Obj

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Os objetivos do Gerenciamento Estratégico para Serviços de TI são para:

• “Analisar os ambientes externos e internos, nos quais o provedor de serviço existe, para identificar oportunidades que vão beneficiar a organização.

• Identificar as restrições que podem evitar a realização dos resultados, a entrega de serviços ou o gerenciamento de serviços; e definir como essas restrições poderiam ser removidas ou seus efeitos reduzidos.

• Acordar a perspectiva do provedor de serviço e revisar regularmente para garantir relevância contínua. Isso irá resultar em uma declaração clara da visão e missão do provedor de serviço.”


Consultar o Material de Referência do Aluno para mais objetivos do Gerenciamento Estratégico para Serviços de TI.





Purpose and Objectives

Core Guidance Reference — SS 4.1.1

Strategy Management for IT Services is the process of defi ning and maintaining an organization’s perspective, position, plans, and patterns with regard to its Services and the management of those Services. The slide lists the purpose of a Service Strategy. The slide also lists some objectives of Strategy Management for IT Services. Some more objectives are to:

“Establish the position of the service provider relative to its customers and other service providers. This includes defi ning which services will be delivered to which market spaces, and how to maintain a competitive advantage.

Produce and maintain strategy planning documents and ensure that all relevant stakeholders have updated copies of the appropriate documents. This will include the IT strategy, the service management strategy, and the strategy plans for each service, where appropriate.

Ensure that strategic plans have been translated into tactical and operational plans for each organizational unit that is expected to deliver on the strategy.

Manage changes to the strategies and related documents, ensuring that strategies keep pace with changes to the internal and external environments.”

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1.3Scope of the Strategy Management for IT Services Process

1.2Purpose and Objectives of the Strategy Management for IT Services Process

Coming Up

1.3 SCOPE OF THE STRATEGY MANAGEMENT FOR IT SERVICES PROCESS


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Adaptado de Estratégia de negócio geral e estratégias de unidades de negócio © Crown Copyright 2011 Reproduzido sob licença do Cabinet Office

Gráfico ampliado fornecido no Apêndice F.

Estratégia Geral de Negócio e Estratégias de Unidades de Negócio





Estratégia de Negócio• Visão e missão• Objetivos• Como os objetivos serão

alcançados?• Quais são nossas prioridades?• Qual é o nosso mercado?• Quem são os nossos clientes?• Quais serviços e produtos

oferecemos?• Como fazemos investimentos?• Organização e governança

corporativa• Como vamos melhorar nosso

negócio?Estratégia de TI ( incluindo a estratégia de serviço de TI)• Quais resultados de negócio

devemos suportar?• Quais serviços iremos oferecer

para suportar esses objetivos?• Quem são nossos clientes

internos e externos?• Quais espaços de mercado

atendemos?• Padrões de tecnologia de

informação• Arquitetura• Como priorizamos e decidimos

sobre investimentos?• Organização e governança de

TI• Quais restrições devemos

gerenciar?

Estratégia de Fabricação• Quais produtos devemos

fabricar?• Quem são e onde estão os

nossos clientes?• Quais espaços de mercado

atendemos?• Quais métodos de

fabricação são mais apropriados para nós?

• Padrões de Automação e Tecnologia de fabricação

• Quais investimentos precisamos fazer e como os priorizamos?

• Estratégias de trabalho e de relações de trabalho

• Quais restrições devemos gerenciar?

Overall Business Strategy and Strategies of Business Units


Executives are responsible for Strategy Management in the organization. The executives set the objectives, specify how to meet those objectives, and prioritize the investments that are necessary to meet the objectives. They do not usually conduct the assessments, draft strategy documentation, or manage the execution of the strategy. A dedicated Strategy and Planning manager usually performs these activities and then reports to the senior staff and board.

The strategy of the organization applies to all Business Units. The organization is likely to have multiple strategies for managing the enterprise and other aspects of the business. The slide illustrates an example of how a business strategy might be broken down into strategies for IT and for manufacturing. These strategies must be linked and consistent with each other. This process ensures that the Services and the way they are managed support the overall strategy of the organization. Sam

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Escopo do Gerenciamento Estratégico

Adaptado de O Escopo do Gerenciamento Estratégico © Crown Copyright 2011 Reproduzido sob licença do Cabinet Office






Estratégia de Negócio• Visão e Missão• Objetivos• Como os objetivos serão

alcançados?• Quais são as nossas prioridades?• Qual é o nosso mercado?• Quem são os nossos clientes?• Quais serviços e produtos vamos

oferecer?• Como fazemos investimentos?• Organização e governança

corporativa• Como vamos melhorar o nosso

negócio?

Estratégia de TI (incluindo a estratégia de serviço de TI)• Quais resultados de negócio devem ser

suportados?• Quais serviços de TI vamos oferecer para suportar

esses objetivos?• Quem são os nossos clientes externos e internos?• Quais espaços de mercado atendemos?• Padrões de tecnologia• Arquitetura• Como priorizamos e decidimos sobre

investimentos?• Organização e governança de TI

Táticas de Negócio• Como vamos criar e entregar os

serviços e produtos?• Como vamos vender nossos

produtos e serviços?• De quais recursos e habilidades

necessitamos?• Como gerenciamos os

fornecedores?• Como medimos a eficácia de

nossos investimentos?

Táticas de TI para serviços• Como desenhamos e entregamos os serviços de

TI?• Como fazemos a transição e gerenciamos a

mudança para os serviços de TI?• Como implantamos os recursos e habilidades?• Como garantimos a disponibilidade e

desempenho dos serviços de TI?• Como suportamos os nossos clientes e usuários?• Como garantimos o uso adequado de

investimentos?• Como identificamos as áreas para melhoria?• Como gerenciamos os fornecedores?

Operação de Negócio• Construir e entregar produtos• Entregar serviços• Gerar receita• Gerencia fornecedores• Identificar e gerenciar exceções

Operação de Serviço de TI• Entregar serviços de TI• Gerenciar desempenho e disponibilidade de

serviços de TI e os sistemas que os suportam• Gerenciar incidentes, problemas e mudanças• Gerenciar os recursos que são usados para

entregar e suportar os serviços de TI

Scope of Strategy Management


Strategy Management is a generic process that applies to the business as a whole or to any of the Business Units. Take an example of Strategy Management applied to an external IT Service Provider. Here, the business strategy might be related to IT Services delivered to an external customer and the IT strategy would be related to how those Services will be delivered and supported.

The diagram on the slide shows the scope of Strategy Management in ITIL Service Strategy where a business strategy is used to develop a set of tactics and operations. The IT strategy, and therefore also the strategy for IT Services, is derived from the overall business strategy and validates the business strategy. For example, the IT strategy can validate the technical feasibility of a strategic objective, enabling the business to decide on the inclusion of the objective. As shown in the diagram, IT tactics are determined by both the IT strategy and business tactics. On the other hand, IT tactics help business determine whether the business tactics are appropriate. For example, defi ning how a sales team will work will partly depend on the type of sales automation services provided by IT.

IT operations are derived from both IT tactics and the requirements of business operations. The type of coordination and interaction between different operational environments infl uences Strategy Management for IT Services. This is because you can validate a strategy only after it executes. Assessment of the actual performance of activities and services can indicate whether the parameters used in setting the strategy were accurate and also validate any assumptions made.

The top dotted line in the diagram indicates that IT strategy is related to business tactics. Since both IT strategy and business tactics are derived from the business strategy, they have to be checked to ensure consistency. IT should not defi ne a strategy that clashes with the business tactics. Also, the business tactics should not

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make a tactical decision about how IT Services are going to be used if the IT strategy does not allow for that type of usage.

The bottom dotted line in the diagram indicates a similar relationship between business operation and IT tactics. Any tactics deployed by IT should be valid for business operation.

Key message

“A Service Strategy is a subset of the overall strategy for the organization. In the case of an IT organization, the IT strategy will encompass the IT service strategy.”


Service Strategy is not the same as an ITSM strategy. The table sums up the differences.

“Service Strategy: The strategy that a service provider will follow to defi ne and execute services that meet a customer’s business objectives. For an IT service provider the service strategy is a subset of the IT strategy.”


“ITSM Strategy: The plan for identifying, implementing and executing the processes used to manage services identifi ed in a service strategy. In an IT service provider, the ITSM strategy will be a subset of the service strategy.”



1.4Value of the Strategy Management for IT Services Process to the Business

1.3Scope of the Strategy Management for IT Services Process

Coming Up

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My Notes

1.4 VALUE OF THE STRATEGY MANAGEMENT FOR IT SERVICES PROCESS TO THE BUSINESS


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Valor para o Negócio

Mais Investimentos Mudando de Prioridades de Investimento

Economia de Custo





Value to the Business


A well-defi ned and managed strategy ensures that the organization’s resources and capabilities are in alignment with the business outcomes. It also ensures that investments match development and growth. With effective Strategy Management, all stakeholders are represented in the direction and objectives, and agree on how the resources, capabilities, and investments are prioritized. It also ensures that resources, capabilities, and investments are managed appropriately to achieve the strategy.

Strategy Management for IT Services ensures that the Service Provider has the right Services in its Service Portfolio, with a clear purpose, and that everyone knows their role in achieving that purpose. The results are:

“Cost savings, since investments and expenditure are matched to achievement of validated business objectives, rather than unsubstantiated demands

Increased levels of investment for key projects or service improvements

Shifting investment priorities. The service provider will be able to de-focus attention from one service, and re-focus on another, ensuring that their efforts and budget are spent on the areas with the highest level of business impact.”


Strategy Management for IT Services helps the customers articulate business priorities that are understandable to the Service Provider. It also helps the Service Provider decide how to respond when priorities and investments change.

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1.5SOA in the Service Design Stage

1.4Value of the Strategy Management for IT Services Process to the Business

Coming Up

1.5 SOA IN THE SERVICE DESIGN STAGE


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SOA

Gerenciamento de Catálogo de

Serviço

Gerenciamento de Nível de

Serviço


1.6Propósito e Objetivos do Processo de Coordenação de Desenho

1.7 Escopo do Processo de Coordenação de Desenho 1.8

Valor do Processo de Coordenação de Desenho para o Negócio

SOA no Estágio de Desenho de Serviço1.5

Service Catalogue Management

Core Guidance Reference — SD 1.2

ITIL defi nes a Service Catalogue as:

“A database or structured document with information about all live IT services, including those available for deployment. The service catalogue is part of the service portfolio and contains information about two types of IT service: customer-facing services that are visible to the business; and supporting services required by the service provider to deliver customer-facing services.”

(Source: Service Design book)

Service Catalogue Management (SCM) is the process to ensure that the information contained within the Service Catalogue is accurate, regularly updated, and readily available to those who need it.

The objective of SCM is to give to all the authorized people reliable information on agreed Services. Consequently, the goal of SCM is to make sure that the organizations create and maintain the Service Catalogue and keep all information, such as Service status, Service interfaces, and Service dependencies, in the catalog accurate and up-to-date.Sam

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My Notes

Service Level ManagementITIL defi nes a Service level as “Measured and reported achievement against one or more Service Level Targets. The term is sometimes used informally to mean Service Level Target.”


On the other hand, ITIL defi nes SLM as “The Process responsible for negotiating Service Level Agreements, and ensuring that these are met. SLM is responsible for ensuring that all IT Service Management Processes, Operational Level Agreements, and Underpinning Contracts, are appropriate for the agreed Service Level Targets. SLM monitors and reports on Service Levels, holds regular service review with customers, and identifi es required improvements.”


In today’s global market, there is an active relationship between the demand and supply of Services. Consequently, it has become crucial for Service Providers, users, and customers to understand each other well to meet the growing demands of the market.

The main objective of SLM is to make sure that the Service Providers provide the agreed quality of Service to their customers for all their current Services. It also makes sure that Service Providers deliver to their customers all the Services in planning (future) based on their agreed and attainable goals. To ensure this, it is essential that you implement proactive measuring in your organization so that you can identify and execute all Service improvements.

The best platform for this implementation is SLM, which is the main function of ITSM. SLM aligns the requirements of business with the practically cost-effective possibilities of the IT Service organization.

The goal of SLM is to agree to, secure, monitor, and control Service Level Agreements (SLAs) with clear, measureable Service quality targets. Service Providers must secure the customer’s Service Level Requirements (SLRs) with the internal and external Service Providers of the ITSM organization. For this reason, it is essential to break down the IT Service requirements into subcomponents.

Supplier ManagementITIL defi nes a supplier as “A Third Party responsible for supplying goods or Services that are required to deliver IT Services. Examples of suppliers include commodity hardware and software vendors, network and telecom providers, and outsourcing Organizations.”


On the other hand, ITIL defi nes Supplier Management as “The process responsible for obtaining value for money from suppliers, ensuring that all contracts and agreements with suppliers support the needs of the business, and that all suppliers meet their contractual commitments.”

The main goal of Supplier Management is to make sure that suppliers adhere to the conditions and targets contained in the contracts. Suppliers make important contributions to the delivery of IT Services. Consequently, the Supplier Management process should be driven by the supplier strategy.

Organizations should document the contracts and suppliers in the Supplier and Contracts Database so that the contract’s reliability and the adherence with corporate guidelines is centrally verifi ed.

Supplier Management must cover all suppliers and contracts that are needed for business service delivery. You should formally defi ne the supplier and Service Provider relationship. However, if the strategic importance of the supplier is crucial, make provisions for greater integration of the supplier within the Service Strategy plan or Service Design. If the additional benefi ts of the supplier are less, you can manage the suppliers more at the operational level in the Service Transition or Service Operation stages.

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1.6Purpose and Objectives of the Design Coordination Process

1.5SOA in the Service Design Stage

Coming Up

1.6 PURPOSE AND OBJECTIVES OF THE DESIGN COORDINATION PROCESS


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Prop

ósito

•“O propósito do Processo de Coordenação de Desenho é garantir que as metas e os objetivos da etapa de desenho de serviço sejam atendidos pelo fornecimento e manutenção de um ponto único de coordenação e controle de todas as atividades e processos dentro dessa etapa do ciclo de vida de serviço.”

(Fonte: livro de Desenho de Serviço)

Obj

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Os Objetivos do Processo de Coordenação de Desenho são para:• “Garantir o desenho consistente de serviços

apropriados, gerenciamento de serviço, sistemas de informação de gerenciamento de serviço, arquiteturas, tecnologia, processos, informação e métricas para atender os requisitos e saídas de negócio atuais e em desenvolvimento.

• Coordenar todas as atividades de desenho através de projetos, mudanças, equipes de fornecedores e suporte e gerenciar programações, recursos e conflitos onde requerido

• Planejar e coordenar os recursos e habilidades requeridos para desenhar serviços novos ou modificados

• Produzir pacotes de desenho de serviço (PDSs) baseado nos termos de abertura de serviço e requisições de mudança”

(Fonte: livro de Desenho de Serviço)

Consulte o Material de Referência do Aluno para mais objetivos do Processo de Coordenação de Desenho.





Purpose and Objectives

Core Guidance Reference — SD 4.1.1

The slide lists the purpose and some objectives of the Design Coordination process. Some more objectives are to:

“Ensure that appropriate service designs and/or SDPs are produced and that they are handed over to service transition as agreed

Manage the quality criteria, requirements and handover points between the service design stage and service strategy and service transition

Ensure that all service models and service solution designs conform to strategic, architectural, governance and other corporate requirements

Improve the effectiveness and effi ciency of service design activities and processes

Ensure that all parties adopt a common framework of standard, reusable design practices in the form of activities, processes and supporting systems, whenever appropriate

Monitor and improve the performance of the service design lifecycle stage.”


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1.7Scope of the Design Coordination Process

1.6Purpose and Objectives of the Design Coordination Process

Coming Up

1.7 SCOPE OF THE DESIGN COORDINATION PROCESS


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Escopo

Escopo

Auxiliar e suportar o

Projeto e/ou Mudança

Gerenciar as atividades e

processos do Desenho de

Serviço

Gerenciar os recursos de Desenho de

Serviço

Planejar e prever recursos

Melhorar o desempenho

Atender Requisitos

Produção de Desenhos de Serviço e/ou

PDSs





Scope of the Process


The scope of the Design Coordination process includes all design activity, particularly all new or changed Service solutions that are being designed for transition into the live environment.

Some more scope aspects of the Design Coordination process include:

Assisting and supporting each project or other Changes through all the Service Design activities and processes

Maintaining policies, guidelines, standards, budgets, models, resources, and capabilities for Service Design activities and processes

Coordinating, prioritizing, and scheduling of all Service Design resources to satisfy confl icting demands from all projects and Changes

Planning and forecasting the resources needed for the future demand for Service Design activities

Reviewing, measuring, and improving the performance of all Service Design activities and processes

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Ensuring that all requirements are appropriately addressed in Service Designs, particularly Utility and Warranty requirements

Ensuring the production of Service Designs, SDPs, or both and their handover to service transition.

However, the scope of the process does not include:

Responsibility for any activities or processes outside of the design stage of the Service Lifecycle

Responsibility for designing the detailed Service solutions themselves or the production of the individual parts of the SDPs. These are the responsibility of the individual projects or Service Management processes.


1.8Value of the Design Coordination Process to the Business

1.7Scope of the Design Coordination Process

Coming Up

1.8 VALUE OF THE DESIGN COORDINATION PROCESS TO THE BUSINESS


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Valor para o Negócio

Alcançar o valor de negócio pretendido

Coordenação de Desenho

Negócio

Melhorar a satisfação

Confiança na TI

Arquitetura consistenteFoco no valor de

Serviço

Maior agilidade e melhor qualidade

Eficiência e eficácia





Value to the Business


The Design Coordination process provides several benefi ts to the business, the primary being the production of a set of consistent quality solution designs and SDPs that will provide the desired business outcomes.

Design Coordination also enables organizations to:

“Achieve the intended business value of services through design at acceptable risk and cost levels

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Minimize rework and unplanned labour costs associated with reworking design issues during later service lifecycle stages

Support the achievement of higher customer and user satisfaction and improved confi dence in IT and in the services received

Ensure that all services conform to a consistent architecture, allowing integration and data exchange between services and systems

Provide improved focus on service value as well as business and customer outcomes

Develop improved effi ciency and effectiveness of all service design activities and processes, thereby supporting higher volumes of successful change delivered in a timely and cost-effective manner

Achieve greater agility and better quality in the design of service solutions, within projects and major changes.”



1.9Utility and Warranty, and their Relevance to SOA Processes

1.8Value of the Design Coordination Process to the Business

Coming Up

1.9 UTILITY AND WARRANTY, AND THEIR RELEVANCE TO SOA PROCESSES


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Valor

1.10 Processos SOA e Requisitos de Cliente 1.11 Retorno do Investimento e o

Caso de NegócioUtilidade e Garantia e sua Relevância para os Processos SOA

1.9

Definido pelos clientes

Mistura de características de preço acessível

Realização dos objetivos

Mudanças com o tempo e circunstâncias

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Value


The value of a Service is the level to which the Service meets customer expectations. It is measured by how much the customer is willing to pay rather than the cost of the Service. The value of a Service comes from what it enables the business or customers to do and is not determined by the provider, but by the person who receives it.

The characteristics of value are:

“Value is defi ned by customers: No matter how much the service provider advertises the worth of their services, the ultimate decision about whether that service is valuable or not rests with the customer.

Affordable mix of features: It is possible to infl uence the customer’s perception of value through communication and negotiation, but that still does not change the fact that the customer will still make the fi nal choice about what is valuable to them. A good sales person can convince a customer to change the priorities infl uencing their purchase, but the customers will select the service or product that represents the best mix of features at the price they are willing to pay.

Achievement of objectives: Customers do not always measure value in fi nancial terms, even though they may indicate how much they are prepared to pay for a service that helps them to realize the desired outcome. Many services are not designed to produce revenue, but to meet some other organizational objective, such as social responsibility programmes, or human resource management. While commercial organizations tend to measure most services by fi nancial returns, government organizations tend to focus on other objectives. For example, police might focus on reduction in crime or apprehension of criminals; social welfare departments might focus on the amount of funding disbursed to needy families; a mountain rescue organization might focus on the number of people warned about, or rescued from, avalanches.

Value changes over time and circumstance: What is valuable to a customer today might not be valuable in two years. As each customer changes to meet the challenges of their environment, so too do their service needs and values. For example, retail outlets might focus on selling a higher percentage of luxury goods when the economy is good, but during a recession they shift the focus to budget product lines and fewer luxury goods.”


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Entendendo o Valor de TI

Informação para Entender o Valor de TI

Qual Serviço(s) a

TI forneceu?

O que o Serviço(s) atendeu?

Quanto o Serviço(s) custou?



1.9

To an organization, Services contribute value only when their value is perceived to be higher than the cost of the Service. Understanding the value of IT requires the following information:

“What service(s) did IT provide?: If IT is only perceived as managing a set of servers, networks and PCs it will be very diffi cult for the customer to understand how these contributed to value. In order for a customer to calculate the value of a service, they must be able to discern a specifi c, discrete service and link it directly to specifi c business activities and outcomes. For example, an IT organization claims that application hosting delivers value to the business. The business, however, does not know what application hosting is, or what applications are hosted. If the IT organization wants to communicate its value, it must be able to identify what the customer actually perceives, and then link their activities to that service. The service portfolio, and the service catalogue in particular, will help IT to quantify this.

What did the service(s) achieve?: The customer will identify what they were able to do with the service, and just how important that was to them and their organization.

How much did the service(s) cost – or what is the price of the service(s)?: When a customer compares the cost or price of a service with what the service enabled them to achieve, they will be able to judge how valuable the service actually was. If IT is unable to determine the cost of the service, it will be very diffi cult for them to claim that they delivered value, and very diffi cult for the customer to perceive IT as ‘valuable’.”


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Adaptado de Componentes de Valor © Crown Copyright 2011 Reproduzido sob licença do Cabinet Office

Preferências Percepções

Valor

Resultados do Negócio



1.9

Creating Value

Core Guidance Reference — SS 3.2.3.1

Calculating the value of a Service can be straightforward and provided in fi nancial terms. In other situations, the outcomes are not fi nancial and it is much harder to quantify the value. There is more to value than the function of the Service and its cost. Value needs to be defi ned in terms of these areas: Achieved business outcomes, customer preferences, and the customer’s perception of what was delivered, as illustrated in the diagram.

Value highly depends on customer perceptions and preferences, not just in terms of customer outcomes. Perceptions are infl uenced by the attributes of the Service. Present or prior experiences with similar attributes and the capability of competitors will infl uence perceptions. In addition, perceptions are infl uenced by the customer’s self-image or position on the market. Customers have preferences infl uenced by their perceptions, which affects how they differentiate the value of one offering or provider over another.

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Adaptado de Como os Clientes Percebem o Valor © Crown Copyright 2011 Reproduzido sob licença do Cabinet Office

Diferençanegativa

Diferençapositiva

_

+Ganhos de

utilizaçãodo serviço

Valor deReferência

Valor econômicodo serviço

Baseado na estratégia Faça Você Mesmo ou disposições existentes

Diferençalíquida

Perdas deutilizaçãodo serviço



1.9

Understanding Customer Perception of ValueA Service Provider can infl uence how the customers perceive the value of the Service, as shown in the diagram. The reference value is the starting point for customer perception and is based on what the customer has heard about the Service or on previous experience with similar Service. The reference value may be vague or based on hard facts. The positive difference is based on the perceived benefi ts and gains of the Service or the additional Warranty and Utility that is delivered. With a marketing approach, the Service Provider can infl uence the customer’s perception.

The negative difference is the perception of what the customer would lose by investing in the Service. The Service Provider can infl uence perception here by listening to the customer and matching the features of the Service to the customer requirements.

The net difference is the actual customer’s perception of how much better or worse the Service is than the original reference value. This is what drives the customer’s decision to invest in the Service or not.

The economic value of the Service is the total value that the customer perceives. This includes the reference value plus or minus the net difference and is measured by the customer’s ability to meet desired outcomes.

A focus on business outcomes is a critical advancement in outlook for many Service Providers. Customers do not buy Services; they buy the fulfi llment of their requirements. This distinction frequently explains the disconnect between IT and the business. What the IT organization believes it provides is often different from what the customer values.Sam

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Mentalidade de Marketing

É o nosso negócio?

O cliente valoriza?

QUAL/ O QUE?

É o nosso cliente?

Depende de nossos Serviços?

QUEM?

Os nossos Serviços são valiosos para eles?

POR QUE?

Os clientes usam os nossos Serviços?

COMO?



1.9

Marketing MindsetThe Service Provider must understand and communicate value with a marketing mindset. This refers to advertising Services to infl uence perception and understand the customer requirements and their context. The Service Provider needs to ensure that Services are developed to meet the outcomes that are important to the customer. To determine what outcomes matter, the Service Provider must look from the outside in to understand the customer’s perspective. This can begin with the questions listed on the slide.

Value can be provided at different levels or differentiated. This differentiation should focus on the fulfi llment of customer outcomes, not on Service attributes, and this is possible with a marketing mindset and viewing the Service from the customer’s perception of value.

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Adaptado de Dinheiro Gasto, Valor Adicionado e Valor Realizado © Crown Copyright 2011 Reproduzido sob licença do Cabinet Office

Dinheiro gasto

Base de dados Aplicativo Hospedagem de aplicativo Comunicações Computação do usuário final

Cliente

Valor adicionado Valor realizado



1.9

Value Added and Value Realized


To understand this relationship, we need to look at a value chain or a sequence of processes that create a product or Service. Each step in the process builds on the previous step and contributes to the overall value, as shown in the diagram.

Many components are used to deliver a Service, and each component is managed by an IT department. Money is spent on procuring, developing, and maintaining the components and on department salaries, offi ce space, benefi ts, and so on. Because the departments manage the components, it adds value to the Service. To add value, the Service Provider must ensure that every time a step is added to the Service, the value must grow at a higher rate than the amount of money spent.

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Regras para adicionar ValorAs regras para adicionar valor:

• “A quantidade de valor adicionado pode apenas ser calculado uma vez que o valor tenha sido realizado (uma vez que o serviço tenha alcançado o resultado desejado).

• O valor realizado tem de ser maior que o dinheiro gasto. Isso é verdadeiro se medido em termos financeiros (por exemplo, quanto dinheiro o cliente pagou pelo serviço) ou em termos não financeiros (por exemplo, o governo local poderia processar um número planejado de aplicativos de licenças de habilitação para dirigir por dia ?). Nesses casos o valor de resultado não financeiro é comparado com os custos financeiros do serviço. Uma decisão é então tomada para se decidir se o serviço vale ou não a pena.

• Se o valor realizado não é maior que o dinheiro gasto, então o provedor de serviço não adicionou nenhum valor. De certa forma ele apenas gastou dinheiro ( e teve prejuízos).”




1.9

Rules to Add ValueThe true value of a Service can only be calculated after the value has been realized when the customer achieves the desired outcome. The slide lists the rules to adding value.

These rules also apply to IT organizations:

“If IT wants to show that it has added value, it must link its activities to where the business realizes value.

If IT is unable to do this, it will be perceived as a money-spending organization, not a value-adding organization.

The only way a money-spending organization can demonstrate value is by cutting costs (thus assumedly increasing the profi t margin). This results in a vicious circle. IT is not perceived as adding value, so the business demands that they cut costs. When they cut costs their ability to add value is reduced even more, and the business demands even more cost cutting.”


So, how does IT ensure that it is perceived as a value adder, rather than a money spender? The secret is in being able to link IT activities to Services and then link those Services to outcomes. In other words, IT should not be undertaking activities unless they can show that each activity helps achieve the business outcome.

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Utilidade e Garantia

Utilidade Garantia“A Utilidade é usada para melhorar o desempenho das tarefas usadas para alcançar um resultado, ou para remover limites que previnem a tarefa de ser executada adequadamente (ou ambos).”


“Garantia se refere a habilidade de um serviço de estar disponível quando necessário, para fornecer a capacidade requerida e para fornecer a confiabilidade requerida em termos de continuidade e segurança.”


Define adequação para propósito de um Serviço

Define adequação para uso de um Serviço



1.9

Utility and Warranty


Value consists of achieving business objectives from the customer’s perspective, and the value of a Service is created by combining two primary elements, which are Utility and Warranty. These must be in balance for the customer to get benefi ts from the Service. Therefore, Utility and Warranty must both be designed and delivered.

Many IT organizations develop Services separately from the operation of Services. If operational teams get involved only when an application is deployed and if key operational considerations have been omitted, additional funding is often required. From the customers’ perspective, they have already paid for the functionality and any additional request for funding seems to add no value.

Warranty is an essential part of the design of a Service and should be built together with Utility. If this is not done, it might result in a limited ability to deliver the Utility. Attempts to design Warranty after deployment are more expensive and cause additional disruption to the business.

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Exemplos de Declarações de Utilidade e Garantia“Utilidade Os vendedores serão capazes de submeter pedidos para processamento durante ou imediatamente

após uma reunião de cliente, usando os telefones móveis com acesso a dados.O cliente e o vendedor irão receber uma confirmação do pedido por e-mail tão logo o pedido tenha sido aceito.Os assistentes de vendas devem ser capazes de submeter os pedidos de vendas em nome dos vendedores se esses não puderem submeter eles mesmos.

Garantia Cada vendedor receberá um telefone móvel com acesso a dados, com o MoSOP do cliente instalado.O software irá operar em redes de telefone móvel de 2G, 3G e 4G.O serviço estará disponível das 7h00 as 19h00.Um pedido de venda será transmitido dentro de 15 segundos após o “Enviar” ser selecionado.O pedido de venda será processado dentro de 2 minutos do recebimento.A confirmação de vendas será encaminhada por e-mail dentro de 30 segundos do processamento do pedido de venda.O sistema de processamento do pedido de vendas será capaz de processar até 1.000 pedidos de venda por hora. Se um sinal móvel não está disponível, o vendedor irá usar um telefone fixo para contatar um assistente de vendas para processar o pedido. Uma vez que o pedido tenha sido submetido, o processamento e encaminhamento de e-mail da confirmação da venda levará a mesma quantidade de tempo.”




1.9

Examples of Utility and WarrantyThe table on the slide provides examples of how the value of a “Mobile Sales Order Processing (MoSOP)” Service is described in terms of Utility and Warranty.

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Adaptado de Utilidade Aumenta a Média de Desempenho © Crown Copyright 2011 Reproduzido sob licença do Cabinet Office

Média 1 Média 2

Efeito de Utilidade

Probabilidade de carregar a bagagem dentro de 15 minutos

Probabilidade de executar verificações de segurança, carregar bagagem e registrar localizaçãodentro de 15 minutos

Média de desempenho para cada nível de utilidade



1.9

Effect of Improved Utility on a Service


Improvements in the Utility of a Service have the effect of increasing the functionality of a Service or what it does for the customer. This results in the increase of the type and range of achievable outcomes.

The diagram on the slide illustrates an example of an airline baggage-handling service. The complete loading of baggage onto an aircraft within 15 minutes, 80% of the time is shown by the lighter curve. With new security legislation, the baggage-handling service will be required to perform additional security checks and to record the location of each bag in the aircraft hold. These additional activities will necessitate Changes to the Utility of the Service. The airline changes the Service to be able to do the additional work, while still maintaining the standard of loading baggage onto the aircraft within 15 minutes, 80% of the time. The darker curve in the diagram represents the new level of Utility. Even with the change in Utility level, note in the diagram that the standard deviation remains unchanged. This happens because the Warranty has not changed.

The diagram represents the standard distribution of the items being measured. The x-axis represents the Utility of the Service, while the y-axis refers to the number of data points used to measure the Service.

Warranty does not automatically stay the same when Utility is increased. In fact, maintaining consistent levels of Warranty and Utility at the same time requires good planning and increased investment. This investment is required for changes to processes, tools, training, hiring additional employees, and implementing additional tools to perform newly automated activities. The Utility effect means that although the customer assets perform better and the range of outcomes increases, the probability of achieving those remains the same. Therefore the shape of the graph and the space under the line remain the same.

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Adaptado de Garantia reduz a variação de desempenho © Crown Copyright 2011 Reproduzido sob licença do Cabinet Office

O Efeito de Garantia Melhorada sobre um Serviço

Desvio padrão do desempenho de um serviço com garantia inadequada

Desvio padrão do desempenho de um serviço com garantia melhorada

Limites de desempenho aceitáveis

Efeito de Garantia

Efeito de Garantia



1.9

The Effect of Improved Warranty on a ServiceThe effect of improved Warranty of a Service means that a Service continues to perform the same tasks with increased reliability.

The results of improving Warranty of a Service are:

Higher probability of achieving the desired outcomes

Less risk of the customer suffering losses due to variations in Service performance

Increase in the number of times a task can be performed within an acceptable level of cost, time, and activity

The lighter line in the diagram shows that a signifi cant percentage of Service delivery is outside of the acceptable range. In order to increase the probability that the Service will be performed within an acceptable range, the Service Provider can make improvements in training, process, automation and new tools or processes.

Revisiting the airline baggage handling example, assume that after one year of adding the new Utility, the airline targets an increased “on-time departure” rate. In order to achieve the target, the baggage handling service needs to fi nd a more optimum way of scanning and recording the location of bags without adding any new Utility. As a result, the baggage handling service is able to complete the loading of baggage onto the aircraft within 15 minutes, 90% of the time, which can be regarded as a signifi cant improvement.

In the diagram, the Warranty is increased such that the Service does exactly the same activity. However, it is more reliable because the performance of the Service Assets is improved. The improvement in Service Asset performance results in the ability to achieve the business outcomes more consistently.

In this diagram, which represents the standard distribution of the items being measured, the x-axis represents the Warranty of the Service while the y-axis refers to the number of data points used to measure the Service.

To summarize, the Warranty effect means that the performance of the Service Assets is improved while the Utility effect means that the performance of the customer assets is improved.

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My Notes


1.10SOA Processes and Customer Requirements

1.9Utility and Warranty, and their Relevance to SOA Processes

Coming Up

1.10 SOA PROCESSES AND CUSTOMER REQUIREMENTS


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Adaptado de Escopo de Desenho de Serviço © Crown Copyright 2011 Reproduzido sob licença do Cabinet Office

BusinessProcess 3Business

Process 2


Process 5


Process 8

O negócio

Serviço de negócio A Serviço de negócio B Serviço de negócio C

Processo denegócio 1



ANSs Serviço A B C D E F G

Provedor de serviço de TI

Estratégiade serviço

Transição de serviço

Operaçãode serviço

MelhoriaContínuade serviço

Equipes de suporte

Fornecedores

Processo de Gerenciamento de serviço

Processo de gerenciamentode serviço



Processo de gerenciamentode serviço 1

2

3

4

5

Desenho de processos

Desenho de serviço Desenho de ferramentas e sistemasde gerenciamento de informação

Desenho de soluções de serviço

Desenho de arquiteturas de tecnologia e Arquiteturas

de gerenciamento

Desenho de métricas e métodos de medição

Sistema de gerenciamento de conhecimento de serviço

Portfólio de Serviço

Catálogo de Serviço

23 5 6 8 9

Escopo de Desenho de Serviço




1.9

Scope and Flow of Service Design


A set of new or changed business requirements initiates the Service Design stage. This stage completes once the Service solution designed to meet the documented needs of the business is developed. This service solution, together with its SDP, is then passed to Service Transition to evaluate, build, test, and deploy the new or changed Service, or to retire the Service. Finally, control is transferred to the Service Operation stage of the Service Lifecycle. There are fi ve individual aspects of Service Design:

“Service solutions for new or changed services The requirements for new or changed services are extracted from the service portfolio. Each requirement is analysed, documented and agreed, and a solution design is produced that is then compared with the strategies and constraints from service strategy to ensure that it conforms to corporate and IT policies. The design must ensure that this new or changed service is consistent with all other services, and that all other services that interface with, underpin or

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depend on the new or changed service are consistent with the new service. If not, either the design of the new service or the other existing services will need to be adapted.

Each individual service solution design is also considered in conjunction with each of the other four aspects of service design.

The management information systems and tools, especially the service portfolio The management information systems and tools should be reviewed to ensure they are capable of supporting the new or changed service.

The technology architectures and management architectures These are reviewed to ensure that all the technology architectures and management architectures are consistent with the new or changed service and have the capability to operate and maintain the new service. If not, then either the architectures will need to be amended or the design of the new service will need to be revised.

The processes required These are reviewed to ensure that the processes, roles, responsibilities and skills have the capability to operate, support and maintain the new or changed service. If not, the design of the new service will need to be revised or the existing process capabilities will need to be enhanced. This includes all IT and service management processes, not just the processes involved in the service design stage itself.

The measurement methods and metrics These are reviewed to ensure that the existing measurement methods can provide the required metrics on the new or changed service. If not, then the measurement methods will need to be enhanced or the service metrics will need to be revised.”



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Identificação de Requisitos de ServiçoEscalabilidade de

Serviço

Serviços e componentes suportados

internamente

Processos e Unidades de

negócio

Funcionalidade de negócio acordada

Serviços, RNSs ou ANSs

Componentes de tecnologia

Serviços e componentes suportados

externamente

Medidas de Desempenho

Níveis de segurança

Requisitos de sustentabilidade

Considerar

Consultar o Material de Referência do Aluno para aprender sobre as considerações de Desenho de Serviço.



1.9

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Identifying Service Requirements

Core Guidance Reference —SD 3.4

As understood in the previous topic, while designing a new Service, it is important to have a holistic approach to Service Design. You must consider all components of Services and their interrelationships. The Services delivered should meet the functionality and quality that the business expects in all areas. In your approach to Service Design, consider the:

Service scalability to meet potential requirements, aligned with long-term business goals.

Business processes and Business Units that the Service supports.

Agreed business functionality and requirements for IT Services.

Services, SLRs, or SLAs.

Technology components for deploying the Service, including infrastructure, environment, data, and applications.

Services and components that are internally supported and their associated Operational Level Agreements (OLAs).

Services and components that are externally supported and their associated Underpinning Contracts (UCs) that have their own specifi c agreements, schedules, or both.

Performance measurements and metrics required.

Appropriate and legislative security levels.

Sustainability requirements.

The slide lists the things that you need to do to identify the Service requirements.


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Adaptado de Os relacionamentos e dependências de serviço © Crown Copyright 2011 Reproduzido sob licença do Cabinet Office

Relacionamentos e Dependências de Serviço

O negócio

Unidade de Negócio A Unidade de Negócio B Unidade de Negócio C

Processo de negócio



Serviço A B C D E F G

1 23

4 56

7 89

ANSs

Provedor deserviço de TI

Infraestrutura

SistemaH/W

SistemaS/W

Sistema degerenciamento

de base de dadosRedes Ambiente Dados Aplicativos

ANOs Serviços de Suporte Serviços

de SuporteContratos de apoio

EquipesFornecedores

FornecedorEquipe de suporte (i)

(ii)(iii)

(i)(ii)

(iii)




1.9

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Service Relationships and DependenciesIt is important for everyone within the Service Provider organization to understand the relationship of each Service with its supporting components and Services. The slide shows the Service relationships and dependencies diagram. Targets contained within supporting agreements, such as OLAs and contracts, support the targets agreed between the Service Provider and its customers. When changing an individual aspect of a Service, you must also consider other areas of the Service to ensure that any alterations necessary to support the Change are included in the overall design. It is benefi cial to establish a central Service Design authority to integrate Services and processes across all parties effectively.


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Tipos de Domínios de Tecnologia

Dados

Ambiente

Infraestrutura

Aplicativo



1.9

Types of Technology DomainsThe following are the four technology domains that are the supporting components of each Service and contribute to its overall performance:

Infrastructure: Manages, controls, and organizes infrastructure elements, including mainframes, servers, network equipment, database systems, Storage Area Networks (SANs), Network Attached Storage (NAS), systems software, utilities, backup systems, fi rewalls, development and test environments, management tools, and so on.

Environment: Manages and controls environmental aspects for crucial equipment rooms, including physical space and layout, power, air-conditioning, cabling, physical security, and so on.

Data: Manages and controls data, information, and the associated access, including test data, where applicable.

Applications: Manages and controls applications software, including both bought applications and applications software developed in-house.Sam

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Requisitos e Motivadores de Negócio

Para manter alinhamento, você precisa de adquirir informação e alcançar um acordo nas seguintes áreas:

• Informação sobre os requisitos de serviços existentes • Informação sobre os requisitos de serviços novos• Informação sobre os requisitos para a retirada de serviços

Reter informação precisa sobre os requisitos e motivadores de negócio



1.9

Business Requirements and Drivers

Core Guidance Reference —SD 3.5

You need to retain accurate information on business requirements and drivers to provide the most-appropriate catalog of Services with an acceptable level of Service quality that is aligned with business needs. To achieve this, it is important that IT develops and sustains close, regular, and appropriate relationships and exchanges information to identify the operational, tactical, and strategic requirements of the business.

To maintain alignment, you need to acquire information and build agreement in the following areas:

“Information on the requirements of existing services What changes will be required to existing services with regard to:

• New facilities/features and functionality requirements (utility)

• Changes in business processes, dependencies, priorities, criticality and impact

• Changes in volumes of service transactions

• Increased service levels and service level targets due to new business drivers, or reduced for old services, lowering priority for those due for replacement (warranty)

• Business justifi cation, including the fi nancial and strategic aspects

• Requirements for additional service management informationSam

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Information on the requirements of new services:

• Facilities/features and functionality required (utility)

• Management information required and management needs

• Business processes supported, dependencies, priorities, criticality and impact

• Business cycles and seasonal variations

• SLRs and service level targets (warranty)

• Business transaction levels, service transaction levels, numbers and types of users and anticipated future growth

• Business justifi cation, including the fi nancial and strategic aspects

• Predicted level of change – for example, known future business requirements or enhancements

• Level of business capability or support to be provided – for example, local business-based support

Information on the requirements for retiring services:

• Exact scope of retirement: what facilities/features and functionality are to be retired

• Business justifi cation, including fi nancial and strategic aspects

• What, if anything, will replace the retiring service

• Interfaces and dependencies with other services, components or confi gurations

• Disposal and/or reuse requirements for the service assets and confi guration items associated with the retiring service

• Business requirements related to the retirement strategy and plan, such as timing of the retirement and the retirement approach to be used (i.e. phased retirement)

• Archiving strategy for any business data and any potential access requirements for archived data related to the retiring service.”


Business drivers consist of the people, information, and tasks that support the fulfi llment of business objectives.

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Coletar Requisitos de Negócio

Garantir precisão e representação de

negócio

Acordar e assinar

Documentar e construir acordo

Informação de Requisitos



1.9

Gathering Business RequirementsCollecting information is an important step in designing and delivering new Services or major Changes in existing Services. It is important to have accurate and representative information from the business. You must ensure that the need for accurate information is agreed upon and signed off with senior representatives within the business. Using incorrect or misleading information at this stage will affect all the subsequent stages because there could be a mismatch between the Service delivered and the actual needs of the business. It is important to have a formal process for the agreement and acceptance of Change in business requirements because these will frequently change and evolve during the Service Lifecycle.

To deliver a Service that meets customer requirements and business needs, you must document and build agreement on the clear, concise, and unambiguous specifi cations of requirements. This prevents the issues and discussions that could arise because of variances in customer and business expectations.

To meet business expectations, requirements and design must evolve with the changing business environment. However, you must keep the rate of Change at an agreed and manageable level, and ensure that it does not delay the project or its implementation.

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At the business requirements gathering stage, you should: Appoint a project manager, create a project team, and build agreement on project governance

by applying a formal, structured project methodology. Identify all stakeholders, including the documents they require and the benefi ts they obtain

from the implementation. Analyze, prioritize, agree on, and document the requirements. Establish and agree on outline budgets and business benefi ts. The management must set the

budget. Resolve any potential confl ict between Business Units and agree on corporate requirements. Sign off the agreed requirements and a process for Changes in the agreed requirements.

Carefully manage and control the process of developing requirements because it is an iterative or incremental approach.

Develop a customer engagement plan that outlines the main relationships between IT and the business. The plan will explain how to manage these relationships and the necessary communication between wider stakeholders.


1.11Return on Investment and the Business Case

1.10SOA Processes and Customer Requirements

Coming Up

1.11 RETURN ON INVESTMENT AND THE BUSINESS CASE


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RDI

RDI =Aumento no lucro resultante do Serviço

Investimento total no Serviço



1.9

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Return on Investment


ROI is a concept for quantifying the value of an investment. It is normally calculated and performed by Financial Management. ROI is used to measure how assets generate value in Service Management. It is the net profi t of an investment divided by the worth of the invested assets. A good investment, in economic terms, is one that exceeds the rate of return.

A very simple ROI calculation is shown on the slide.

ROI calculations can be helpful in indicating the success of a Service or Service Management implementation, including:

“ROI exercises that focus purely on fi nancial metrics do not indicate the full potential return. For example, some services have little direct return, but provide the basis whereby other services can be delivered.

The ROI calculation should include some measure of how much closer the service, or service management project, moved the organization closer to achieving its strategy. These will often be qualitative statements about the service or project – for example, increased levels of customer loyalty.

ROI that is only based on cost savings for the service provider will not be perceived by the business as a return on their investment if there is no corresponding impact on the cost per unit of business service or product.

ROI calculations that only focus on the short-term results will often yield negative fi gures. For example, many service management processes are focused on improving the capability and resources of the service provider. These may take some time to design and build (and signifi cant investment) before they yield any returns.”



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Foco do RDI

• Caso de Negócio

• Pré-programa RDI

• Pós-programa RDI

RDI



1.9

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Focus of ROIFew companies can readily identify the fi nancial return of Service Management. It is often an investment that companies must make in advance of any return and by itself, does not provide the tactical benefi ts that business managers budget for. The focus areas of ROI are:

“Business case A means to identify business imperatives that depend on service management

Pre-programme ROI Techniques for quantitatively analysing an investment in service management

Post-programmeROI Techniques for retroactively analysing an investment in service management.”


Let us now understand each of these areas in detail.


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Caso de NegócioExemplo de Estrutura de Caso de Negócio


“A. Introdução Apresenta os objetivos de negócio tratados pelo serviço.B. Métodos e hipóteses Define os limites do caso de negócio, como período de

tempo e contexto organizacional que está sendo usado para definir os custos e benefícios.

C. Impactos de negócio Os resultados financeiros e não financeiros previstos para o serviço ou iniciativa de gerenciamento de serviço. Favor ter em mente que muitos resultados não financeiros podem também ser expressos em termos financeiros. Por exemplo, um aumento na moral da equipe pode resultar em menor rotatividade de equipe e portanto menos gastos com a contratação e treinamento.

D. Riscos e contingências A probabilidade que os resultados alternativos irão emergir.

E. Recomendações Ações específicas recomendadas.”



1.9

Business Case


According to ITIL, a business case is “a decision support and planning tool that projects the likely consequences of a business action. The consequences can take on qualitative and quantitative dimensions.” A fi nancial analysis is central to a good business case. The table shows a sample business case structure:

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Objetivos de Negócio• “Os objetivos de negócio para as organizações provedoras comerciais são

usualmente os objetivos do negócio por si só, incluindo desempenho financeiro e organizacional.

• Os objetivos de negócio de um provedor de serviço interno devem estar vinculados aos objetivos de negócio da unidade de negócio a qual o serviço está sendo fornecido e os objetivos corporativos gerais.

• Os objetivos de negócio para as organizações em fins lucrativos são usualmente os objetivos para os constituintes, população ou membros atendidos , como também o desempenho financeiro e organizacional.”


Refer to the Student Reference Material for examples of possible business objectives.



1.9

Business ObjectivesThe structure of a business case varies from organization to organization. However, a detailed analysis of business Impact or benefi ts are common in organizations. Business Impact is in turn linked to business objectives. A business objective is the reason for considering a Service Management initiative in the fi rst place. The following table lists some business objectives:

“Operational Financial Strategic IndustryShorten development time Improve return on assets Establish or enhance

strategic positioningIncrease market share

Increase productivity Avoid costs Introduce competitive products

Improve market position

Increase capacity Increase discretionary spending as a percentage of budget

Improve professionalism of organization

Increase repeat business

Increase reliability Decrease non-discretionary spending

Improve customer satisfaction

Take market leadership

Minimize risks Increase revenues Provide better quality Recognized as producer of reliable or quality products or services

Improve resource utilization Increase margins Provide customized offerings

Recognized as low-price leader

Improve effi ciencies Keep spending to within budget

Introduce new products or services

Recognized as compliant to industry standards

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“Operational Financial Strategic IndustryMeeting contractual obligations

Ensure that performance supports revenue generation

Deliver to meet objectives and obligations

Recognized as a reliable provider

Reducing customer complaints

Reduce the cost of rework Improve customer retention Recognized as a provider of quality goods and services”



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Adaptado de Impacto único de negócio pode afetar os objetivos de negócio múltiplos © Crown Copyright 2011 Reproduzido sob licença do Cabinet Office

Impacto de Negócio Objetivos de Negócio

Custo mais baixo

Satisfação do cliente

Imagem de mercado

Sustentabilidade aumentada

Medida tangível:TMRS (tempo médio para restaurar serviço)Impacto:TMRS para 2 horas de 6 horas

Medida tangível:Custos de entrega de serviçoMeta:

Custos mais baixos de entrega de serviço em 30%

Medida tangível :Repetir a taxa de negócioMeta:Taxa aumentada para 60% de 25%

Medida tangível :Pesquisas de qualidade do clienteMeta:

Classificação da indústria melhorada para1º de 3º

Impacto Único de Negócio Afetando os Objetivos de Negócio Múltiplos



1.9

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My Notes


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Adaptado de Múltiplos Impactos de negócio podem afetar um único objetivo de negócio ©Crown Copyright 2011 Reproduzido sob licença do Cabinet Office

Impacto de Negócio Objetivos de Negócio

Confiabilidade melhorada

Sustentabilidade melhorada

Serviços melhorados

Satisfação do cliente

Medida tangível:Taxa de negócio repetidaMeta:Melhora da taxa para 60% de 25%

Medida tangível:TMEF (tempo médio entre falhas)Impacto:TMEF para 600 horas de 200 horas

Medida tangível:TMRS (tempo médio para restaurar serviço)Impacto:TMRS para 2 horas de 6 horas

Medida tangível:Pedidos de produto podem agora ser colocados on-lineImpacto:Pedidos de produtos podem ser colocados 24x7

Impactos de Negócio Múltiplos Afetando um Único Objetivo de Negócio



1.9

Business ImpactThe business Impact on Service Management can be either fi nancial or nonfi nancial. The fi nancial Impact depends on the cost analysis. A business Impact is only valuable if it is linked to a business objective. A business case will be more convincing if it includes nonfi nancial Impacts that are linked to business objectives. Organization can identify a nonfi nancial Impact and how the business objectives are affective, as shown in the diagrams on the slides.

The diagrams illustrate how business Impact of improved maintainability could result in reduced costs. The reduction in cost, in turn, results in a lower investment in the Service from the business, and increased profi tability. Also, as the business is able to improve its quality of delivery, customer satisfaction is increased. The increase in customer satisfaction in turn results in an increase to the percentage of customers that return to the organization for repeat business. The market image of the organization is improved, since Service quality results in higher customer satisfaction and company performance, which in turn results in an improved ranking in industry survey results.

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Pré-programa RDI

Orçamento de Capital

O comprometimento atual de fundos para receber um retorno no futuro na forma de fluxo de entrada de caixa adicional ou fluxo de caixa reduzido

Decisões

Filtro Preferência



1.9

Pre-programme ROI


Pre-programme ROI provides visibility and planning activities around determining if signifi cant cash outlays on a project will have long-term implications. When an initiative requires capital budgeting to fund a project, the return does not occur until sometime in the future. That payoff in the future needs to take into account the discounted cash fl ows that occur over the time between the investment and when the return is achieved.

Capital budgeting decisions fall into the following two broad categories:

“Screening decisions relate to whether a proposed service management initiative passes a predetermined hurdle – for example, a minimum return. Screening decisions are usually made using a discounted cash fl ow method of net present value (NPV).

Preference decisions relate to choosing from among several competing alternatives – for example, electing between an internal service improvement plan (SIP) and a service sourcing program. Preference decisions are usually made using a discounted cash fl ow method of internal rate of return (IRR).”


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My Notes


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Decisões VPL


“Se o VPL é: Então o programa é:Positivo Aceitável. Ele promete um retorno maior que a taxa de retorno

requerida.Zero Aceitável. Ele promete um retorno igual a taxa de retorno requerida .Negativo Inaceitável. Ele promete um retorno menor que a taxa de retorno

requerida.”



1.9

Screening Decisions (Using Net Present Value)Using the Net Present Value (NPV) method of calculation, a program’s cash infl ows are compared to the discounted cash outfl ows over time. The difference is known as the net present value and will help the organization determine if an investment is suitable. A negative net present value indicates that an investment is not likely to be suitable. The table explains NPV decisions.

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Exemplo do VPL de uma Proposta de Programa de Gerenciamento de Serviço

*Valor atual de uma anuidade de £1 em 5 anos, valor devido no fim do período.”(Fonte: livro de Estratégia de Serviço)

“Anos Volume de fluxo de caixa (£)

Desconto de20%

Valor atual de fluxo de caixa (£)

1 a 5 16.500 2,991* 49.352Investimento inicial

Agora (50.000) 1 –50.000

Valor líquido atual –648

Investimento inicial: £50.000; janela de investimento: 5 anos; Economia anual de custo: £16.500; valor recuperado: 0; taxa de retorno requerida: 20%



1.9

The table shows an example calculation of NPV. This results in the following analysis:

“The projected cost saving is £16,500. This infl ow is multiplied by 2.991 (the present value of a series of 5 payments of £1 at yearly intervals.

The initial investment is subtracted from the savings, providing the net present value.”


An organization’s discount rate is the cost of capital that is typically considered the minimum required rate of return for an organization. This is the average rate of return that must be paid to its long-term shareholders or creditors to use their funds. The cost of capital serves as a minimum screening device.

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Vantagens do Método VPLO método VPL tem várias vantagens sobre o método TIR:

• “VPL é geralmente mais fácil para usar.• TIR pode requerer a busca por uma taxa de desconto resultando em um VPL de

zero.• TIR assume que a taxa de retorno é a taxa de retorno no programa, uma

suposição a qual pode não deter a verdade para os ambientes com uma experiência mínima de programa de gerenciamento de serviço.

• Quando o VPL e o TIR discordam sobre a atratividade do projeto, é melhor seguir com o VPL. Ele faz uma suposição mais realista sobre a taxa de retorno.”




1.9


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Tipos de Fluxos de Caixa

Gerenciamento de Serviço

Fluxo de entrada

Receitas incrementais

Custos reduzidos

Recuperar o investimento em antigos ativos, tanto da obsolescência operacional ou de término de projeto

Liberação de capital de trabalho

Fluxo de saída

O investimento inicial em ativos, incluindo custos de instalação

Gastos periódicos para manutenção

Treinamento e consultoria

Custos operacionais incrementais

Aumento no capital de trabalho



1.9

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In a Service Management NPV, the focus remains on cash fl ows, not on accounting net income. Managers should look for the types of cash fl ows shown in the table.

Intangible Benefi tsExamples of diffi cult-to-estimate cash fl ows include process improvement and automation. The upfront and tangible costs are easy to estimate but the intangible benefi ts are much more diffi cult to estimate. They are very real in impact but nonetheless challenging when estimating cash fl ows.


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Decisões Preferenciais (Utilizando Taxa Interna de Retorno)A Taxa Interna de Retorno (TIR) é usada para decisões preferenciais.Exemplo do TIR de uma Proposta de Programa de Gerenciamento de Serviço


“Anos Quantidade de fluxo de caixa (£) Desconto de 19–20% Valor atual de

fluxo de caixa (£)Economias anuais de custo

1 a 5 16.500 3,0303 50.000

Investimento inicial

Agora (50.000) 1 –50.000

Valor líquido atual 0Investimento inicial: £50.000; janela de investimento: 5 anos; economia de custo anual: £16.500; valor recuperado: 0; taxa de retorno requerida: 20%”



1.9

Preference Decisions (Using IRR)Financial or resource constraints might preclude investing, and preference decisions must be made. In this method, the competing alternatives are ranked. The IRR is used for preference decisions. The more desirable the initiative, the higher the IRR should be for that initiative.

The IRR is the rate of return over the life of an initiative. It is computed by fi nding the discount rate that equates the present value of a project’s cash outfl ows with the present value of its infl ows. IRR is the discount rate resulting in an NPV of zero or break-even point. It starts producing a positive contribution. The table shows an example of IRR.

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Summary of Unit 1

Introduction to Service Offerings and AgreementsUnit Roadmap SummaryOverviewUnit Learning Objectives

Overview of the UnitLearning Objectives of the Unit

1.1 SOA in the Service Strategy Stage

SOA:

Service Portfolio Management Demand Management Financial Management for IT Services Business Relationship Management

1.2 Purpose and Objectives of the Strategy Management for IT Services Process

Purpose:“The purpose of a service strategy is to articulate how a service provider will enable an organization to achieve its business outcomes; it establishes the criteria and mechanisms to decide which services will be best suited to meet the business outcomes and the most effective and effi cient way to manage these services. Strategy management for IT services is the process that ensures that the strategy is defi ned, maintained and achieves its purpose.”


Objectives:The objectives of Strategy Management for IT Services are :

“Analyse the internal and external environments in which the service provider exists, to identify opportunities that will benefi t the organization.

Identify constraints that might prevent the achievement of business outcomes, the delivery of services or the management of services; and defi ne how those constraints could be removed or their effects reduced.

Agree the service provider’s perspective and review regularly to ensure continued relevance. This will result in a clear statement of the vision and mission of the service provider.

Establish the position of the service provider relative to its customers and other service providers. This includes defi ning which services will be delivered to which market spaces, and how to maintain a competitive advantage.

Produce and maintain strategy planning documents and ensure that all relevant stakeholders have updated copies of the appropriate documents. This will include the IT strategy, the service management strategy and the strategy plans for each service where appropriate.

Ensure that strategic plans have been translated into tactical and operational plans for each organizational unit that is expected to deliver on the strategy.

Manage changes to the strategies and related documents, ensuring that strategies keep pace with changes to the internal and external environments.”

(Source: Service Operation book)

1.3 Scope of the Strategy Management for IT Services Process

Scope:Strategy Management applies to:

The business as a whole or to any of the Business Units IT as a Service Provider External Service Providers External customers Services

1.4 Value of the Strategy Management for IT Services Process to the Business

“Cost savings, since investments and expenditure are matched to achievement of validated business objectives, rather than unsubstantiated demands

Increased levels of investment for key projects or service improvements Shifting investment priorities. The service provider will be able to de-focus attention from

one service, and re-focus on another, ensuring that their efforts and budget are spent on the areas with the highest level of business impact.”

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1.5 SOA in the Service Design Stage

SOA: SCM SLM Supplier Management

1.6 Purpose and Objectives of the Design Coordination Process

Purpose:The purpose of the design coordination process is to ensure the goals and objectives of the service design stage are met by providing and maintaining a single point of coordination and control for all activities and processes within this stage of the service lifecycle.”(Source: Service Design book)

Objectives: “Ensure the consistent design of appropriate services, service management information

systems, architectures, technology, processes, information and metrics to meet current and evolving business outcomes and requirements

Coordinate all design activities across projects, changes, suppliers and support teams, and manage schedules, resources and confl icts where required

Plan and coordinate the resources and capabilities required to design new or changed services

Produce service design packages (SDPs) based on service charters and change requests”(Source: Service Design book)

1.7 Scope of the Design Coordination Process

Scope: Assisting and supporting each project or other Change through all the Service Design

activities and processes Maintaining policies, guidelines, standards, budgets, models, resources, and capabilities

for Service Design activities and processes Coordinating, prioritizing, and scheduling of all Service Design resources to satisfy

confl icting demands from all projects and Changes Planning and forecasting the resources needed for the future demand for Service

Design activities Reviewing, measuring, and improving the performance of all Service Design activities

and processes Ensuring that all requirements are appropriately addressed in Service Designs,

particularly Utility and Warranty requirements Ensuring the production of Service Designs and/or SDPs and their handover to Service

Transition.

1.8 Value of the Design Coordination Process to the Business

Value to the Business Achieve the intended business value of Services through design at acceptable risk and

cost levels Minimize rework and unplanned labor costs. Improve customer and user satisfaction. Build confi dence in IT and in the Services received. Ensure a consistent architecture for all Services. Provide improved focus on Service value as well as business and customer outcomes Improve the effi ciency and effectiveness of all Service Design activities and processes. Achieve greater agility and better quality in the design of Service solutions

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1.9 Utility and Warranty, and their Relevance to SOA Processes

Value of a Service Is the level to which the Service meets customer expectations. Is measured by how much the customer is willing to pay rather than the cost of the

Service. Comes from what it enables the business or customers to do and is not determined

by the provider, but by the person who receives it.

Understanding IT Value What Service(s) did IT provide? What did the Service(s) achieve? How much did the Service(s) cost – or what is the price of the Service(s)?

Marketing MindsetTo determine what outcomes matter, the Service Provider must look from the outside in to understand the customer’s perspective.

Rules to Add Value “What service(s) did IT provide?: If IT is only perceived as managing a set of

servers, networks and PCs it will be very diffi cult for the customer to understand how these contributed to value. In order for a customer to calculate the value of a service, they must be able to discern a specifi c, discrete service and link it directly to specifi c business activities and outcomes. For example, an IT organization claims that application hosting delivers value to the business. The business, however, does not know what application hosting is, or what applications are hosted. If the IT organization wants to communicate its value, it must be able to identify what the customer actually perceives, and then link their activities to that service. The service portfolio, and the service catalogue in particular, will help IT to quantify this.

What did the service(s) achieve?: The customer will identify what they were able to do with the service, and just how important that was to them and their organization.

How much did the service(s) cost – or what is the price of the service(s)?: When a customer compares the cost or price of a service with what the service enabled them to achieve, they will be able to judge how valuable the service actually was. If IT is unable to determine the cost of the service, it will be very diffi cult for them to claim that they delivered value, and very diffi cult for the customer to perceive IT as ‘valuable’.”

Utility and Warranty “Utility is used to improve the performance of the tasks used to achieve an outcome, or to remove constraints that prevent the task from being performed adequately (or both). Warranty requires the service to be available, continuous and secure and to have suffi cient capacity for the service to perform at the required level. If the service is both fi t for purpose and fi t for use, it will create value.”(Source: Service Strategy book)

Warranty is an essential part of the design of a Service and should be built together with Utility. If this is not done, it may result in limited ability to deliver the Utility.

1.10 SOA Processes and Customer Requirements

Identifying Service RequirementsIn your approach to Service Design, consider the:

Service’s scalability to meet potential requirements, aligned with long-term business goals.

Business processes and Business Units that the Service supports. Agreed business functionality and requirements for IT Services. Services, SLRs, or SLAs. Technology components for deploying the Service, including infrastructure, environment,

data, and applications. Services and components that are internally supported and their associated OLAs. Services and components that are externally supported and their associated UCs that

have their own specifi c agreements and/or schedules. Performance measurements and metrics required. Appropriate and legislative security levels.Sam

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1.11 Return on Investment and the Business Case

ROI quantifi es the value of an investment. Measures business performance. Measures the ability to generate additional value from assets.

Funds for ITIL projects: Business case: Is a means to identify business imperatives that necessitate Service

Management. Preprogram ROI: Is a technique for quantitative analysis investment in Service

Management. Post-program ROI: Is a technique for retroactive analysis investment in Service Management.

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Unit 2Service Portfolio Management

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ITIL ®

O Grande “ Por quê”• O que você entende pelo termo “Portfólio de Serviço?”•

ITIL ®

O Portfólio de Serviço é “O conjunto completo de serviços que é gerenciado por um

serviços e também articula o valor que os serviços ajudam a realizar.”

O GPS é “ O processo responsável por gerenciar o portfólio de serviço. O

ao Negócio que eles fornecem.”“Em outras palavras o gerenciamento de portfólio de serviço atua como um

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Student | ITIL Intermediate Certifi cation Level | Service Portfolio Management


My Notes

So, how does all this fi t together with what you do at work?

The Service Portfolio describes all of the Service Provider’s Services so that organizations realize the value of the Services to its business. A Service Portfolio is more than just a list of Services.

The aim of SPM is to transform Service management into Strategic Assets. Thus, as a Service Provider managing Services in an organization, it is essential that you ask the following questions:

“Why should a customer buy these services?

Why should they buy these services from us?

What are the pricing or chargeback models?

What are our strengths and weaknesses, priorities and risks?

How should our resources and capabilities be allocated?”


To answer these questions, you should assume a wholesome approach. In addition to technical knowledge, you should also have some experience in areas such as marketing, fi nances, operation management, IT, and industrial engineering.

Case Study ConnectionThe Royal plans to retire some of its old Services, such as provision of heater Services in every room during winters. Instead, it is planning to introduce a central heating system for the entire hotel. To do this, the hotel management has appointed Dan, the Maintenance Chief, to list all the Services under his control.

IT ConnectionThe IT organization has many portfolios to manage. To stay up-to-date and be competitive in the market, it must retire outdated software and hardware and set up new ones in its place. To do this, they bring out a list of all Confi guration Items (CIs) in their organization and separate it into three groups: Service Pipeline, Service Catalogue, and retired Services. What is the IT organization doing here? They are in effect putting in place an SPM.Now to the overview of what is covered in this Unit.

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ITIL ®

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OverviewThe Service inventory of a Service Provider is always changing. New Services may need to be added, and others may need to be retired. There may even be Changes to existing Services. An SPM offers a systematic approach to govern investments in Service Management across the business to ensure that the company obtains optimum value.

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ITIL ®

•

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••••

••

ITIL ®

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2.1 SERVICE PORTFOLIO AND ITS RELATIONSHIPS WITH THE SERVICE CATALOGUE AND SERVICE PIPELINE

ITIL ®

Service Portfolio

Core Guidance Reference — SS 4.2, SD 3.7.2.1

The Service Portfolio supports all Services and explains a provider’s Service in terms of business value. It communicates the response of the Service Provider to business needs. The Service Portfolio would therefore contain details of all Services and their status with respect to the current stage within the Service Lifecycle. The Service Portfolio is the basis of the decision framework because it clarifi es the strategic issues listed on the slide. You must register the Service Portfolio as a document under the Confi guration Management System (CMS), and it should preferably form part of a comprehensive Service Knowledge Management System (SKMS). The Service Portfolio is designed during Service Design. It is managed during Service Strategy and beyond through the SPM process. Service Strategy and Service Design personnel, as well as personnel in other important areas such as Change Management, will need access to all records within the Service Portfolio. Other members of the Service Provider organization will have access to a permitted subset of the records within the Service Portfolio.

Business value terms are a means to evaluate the competitiveness of Services across Service Providers.

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A Service Portfolio describes the Services of a provider in terms of business value. It articulates business needs and the provider’s response to those needs. A Service Portfolio either clarifi es or helps to clarify the following strategic questions:

Why should a customer buy these services?

Why should they buy these services from us?

What are the pricing or chargeback models?

What are our strengths and weaknesses, priorities and risks?

How should our resources and capabilities be allocated?

“Service portfolio management is responsible for managing the service portfolio. It is therefore also the process that is responsible for defi ning which services will be entered into the service portfolio and how those services are tracked and progressed through their lifecycle. In other words service portfolio management acts as a gatekeeper for the service provider, ensuring that they only provide services that contribute to strategic objectives and meet the agreed business outcomes.”


ITIL ®

•

•

•

Service Pipeline, Service Catalogue, and Retired ServicesThe slide shows the three parts of Service Portfolio: Service Pipeline, Service Catalogue, and Retired Services.

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The Service PipelineThe Service Pipeline is a subset of the overall Service Portfolio that is not normally published to customers. The Service Pipeline:

Lists all Services that are under consideration or development but are not yet available to customers. These records are organized into a database or structured document listing.

Provides a business view of possible future Services.

Contains details of all the business requirements that have not yet been addressed via Services released to the live environment.

Is used by the ISG and Service Strategy as a basis for the defi nition, analysis, prioritization, and approval of all requests for new or changed Services. This is done to ensure that new and changed Services are aligned to business requirements.

Is used as input to the activities of the Service Strategy and Service Design stages of the Service Lifecycle.

Is used as input to the activities of the Service Transition stage of the lifecycle in determining the Services to be released.

The Service Catalogue Is a subset of the overall Service Portfolio, organized into a database or structured document with information

about all live IT Services, including those available for deployment.

Is the only part of the Service Portfolio published to customers.

Is used to support the sale and delivery of IT services.

Includes information about deliverables, prices, contact points, and ordering and request processes.

The Service Catalogue Management process must ensure that all details within the overall Service Portfolio are accurate and up-to-date as the requirement and its new or changed Service is migrated into the live environment.

Retired Services Are a subset of the overall Service Portfolio representing those Services that are phased out or retired.

Are not available to new customers or contracts unless a special business case is made.

May be reactivated into operation under special conditions and SLAs that need to be approved by senior management.

The retirement of a Service must be carefully planned during Service Design and managed through Service Transition.

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My Notes

ITIL ®

Service Portfolio and Its ContentsThe Service Portfolio tells you the status of all Services within the Service Lifecycle. The Service Portfolio should include:

“Service name

Service version

Service description

Service status

Service classification and criticality

Applications used

Data and/or data schema used

Business processes supported

Business owners

Business users

IT owners

Service warranty level, SLA and SLR references

Supporting services

Supporting resources

Dependent services

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Supporting OLAs, contracts , and agreements

Service costs

Service charges, (if applicable)

Service revenue (if applicable)

Service metrics.”


ITIL ®

Status of ServicesAfter making the strategic decision to charter a Service, you come to a stage where Service Design starts engineering the Service. This ultimately becomes part of the Service Catalogue. Ensure that the Service Portfolio has all possible information relating to Services and their status in the organization.

The status of Services in the Service Portfolio:

“Requirements A set of outline requirements have been received from the business or IT for a new or changed service

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ITIL Intermediate Course: SOA Student Handbook (Reference material_r3.2.1) (Portuguese)

Documents

Transcript of ITIL Intermediate Course: SOA Student Handbook (Reference material_r3.2.1) (Portuguese)