ITIL Study Guide - download.e-bookshelf.de › download › 0007 › 6811 › ... · Liz Gallacher...

ITIL® Intermediate Certification Companion

Study Guide

ITIL® Intermediate Certification Companion

Study GuideService Lifecycle Exams

Helen Morris

Liz Gallacher

Senior Acquisitions Editor: Kenyon BrownDevelopment Editor: Kim WimpsettTechnical Editors: Jane Holmes and Jim TebbyProduction Editor: Dassi ZeidelCopy Editor: Judy FlynnEditorial Manager: Mary Beth WakefieldProduction Manager: Kathleen WisorAssociate Publisher: Jim MinatelSupervising Producer: Rich GravesBook Designers: Judy Fung and Bill GibsonProofreader: Kathy Pope, Word One New YorkIndexer: Ted LauxProject Coordinator, Cover: Brent SavageCover Designer: WileyCover Image: © Getty Image, Inc./Jeremy Woodhouse

Copyright © 2016 by John Wiley & Sons, Inc., Indianapolis, Indiana

Published simultaneously in Canada

ISBN: 978-1-119-01221-4

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ISBN: 978-1-119-01223-8 (ebk.)

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We dedicate this book to our long-suffering partners, Gary Cleaver and John

Callaghan, who kept us supplied with food, drink, and encouragement while

we slaved over our laptops every evening and weekend writing this book.

AcknowledgmentsWe thank our colleagues across many organizations over the years who have assisted us in our attempts to put best practices into practice. In particular, Liz Gallacher would like to thank Dave Cousin, who encouraged her to follow her instincts and gave her the opportu-nity to do just that in two major projects.

We both had teachers who shared their passion for service management during our ITIL® V2 Manager courses all those years ago: Helen would like to thank Ben Weston, Andrew Jacobs, and Mark Haddad, and Liz would like to thank Dave Wheeldon and Lloyd Robinson. Our commitment to focusing our careers in IT service management can be traced back to those few intense weeks.

We thank all the students we have taught for sharing their experiences with us and the clients who have had faith in us and our ability to put theory into practice. Our understand-ing of service management grows and develops with every organization we work with.

We thank all the ITIL® trainers, wherever they are, spreading the service management message every week of the year.

We thank Jane Holmes and Jim Tebby for checking the content of this book and for the helpful suggestions they made.

About the AuthorsLiz Gallacher is a service management consultant and trainer with 30 years of practical experience. She placed in the top 5 percent of candidates in the ITIL Manager Certificate and was invited to join the ISEB V2 Managers Certificate Examiners panel. She holds the ITIL Expert certification and is a certified ISO/IEC 20000 consultant.

Liz provides consultancy and training on all aspects of IT service management, focusing on the ITIL framework and the ISO/IEC 20000 standard. She has designed and imple-mented improvement initiatives covering many areas of service management for a variety of organizations, large and small. Her experience over the past 30 years has been a mixture of consultancy, training, and implementation, including setting up service desks for many large organizations, working with clients to design their service management processes, and evaluating and implementing service management toolsets that met their requirements. She also advises organizations seeking certification against the ISO/IEC 20000 standard, performing gap analyses advising and mentoring improvement plans.

Liz has worked for several global businesses, central and local government departments, the UK National Health Service, and many other organizations. She has set up several service management organizations from scratch. In each case, she designed and documented the processes, procured the service management toolset, recommended the organizational structure, drafted job descriptions, and recruited several hundred staff over a number of projects. She then trained the staff and devised appropriate marketing campaigns to publicize the new service desks to the customer base.

She has implemented service improvement initiatives for several clients, combining improvements in processes and tools with customer awareness coaching for IT staff. For a national railway infrastructure organization, she implemented a 24/7/365 service desk to replace 18 other sources of support, delivering a service that was assessed by the Gartner and Maven organizations to be “world class” and “highly efficient.”

She has provided consultancy on many aspects of service management, including service level management, change management, request fulfilment, and incident and problem management. She has compiled detailed service catalogs.

For many clients, Liz gathered toolset requirements, evaluated products, and recom-mended the purchase of products that matched the requirements. She also specified the tool configuration to support the processes, delivered the required reporting, and oversaw the implementation in addition to delivering user training.

Liz has developed and delivered bespoke training for clients covering particular aspects of service management. She has also coauthored classroom and distance-learning courses covering the ITIL framework. She delivers ITIL Foundation and Intermediate training and consultancy worldwide, with courses in the United Kingdom as well as 22 other countries so far. With Helen Morris, she has devised an innovative blended approach to mentoring and supporting clients remotely.

Helen Morris provides quality training and consultancy to organizations, assisting with delivery of IT service management. She specializes in providing cultural change support

viii About the Authors

and training to organizations to enable the full exploitation of the benefits from implement-ing service management best practices.

Helen has 20+ years of experience in service management, including operational man-agement of service desks and technical support teams and service level management. She holds the ITIL Expert qualification and has delivered service management training for many years. She now delivers ITIL Foundation and Intermediate training in the United Kingdom, Europe, and the United States. She has coauthored and recorded distance-learning courses covering the ITIL framework. Helen is also a certified ISO/IEC 20000 consultant.

Helen is an experienced trainer, consultant, and service delivery manager focused on providing customer satisfaction and business benefits. Many of her assignments involve an initial assessment against best practices, recommendations for improvement, and target setting. She leads programs to achieve significant improvements in customer satisfaction, quality of service, reduced costs, and better control.

Helen has presented at a number of international service management conferences, and she blogs regularly on service management topics. With Liz Gallacher, she has devised a unique approach to mentoring, providing assistance and resources to clients while encouraging them to develop the skills they need without expensive onsite consultancy.

As an experienced consultant, Helen has led a number of successful service management improvement programs, working with organizations to develop their service management strategy and being a key player in the implementation of the strategy within the organiza-tions. She has delivered strategic improvements in customer satisfaction, service delivery, and regulatory standards.

Helen managed the support environment for a Microsoft partner and supported the launch of Windows 95, implementing an improvement initiative to achieve the required customer satisfaction targets. Throughout this period, she was also leading a team to achieve and maintain successful ISO 9001 compliance within the division. This included extensive process reengineering in the support division to ensure efficient and effective processes were implemented to support the customer satisfaction targets.

An assignment with a blue-chip telecommunications company allowed Helen to implement strategies for introducing best practices into the service delivery management team as the lead for the rollout of ITIL. This formed part of the company initiative to achieve BS15000 (a pre-cursor to ISO 20000), in which Helen was a key player, specializing in incident and problem management.

Many of Helen’s assignments have involved assessing and restructuring the support envi-ronment to provide improvements in cost efficiency and customer satisfaction. This has often required working across a broad spectrum of the business to achieve an agreed-on approach within the organization. Helen was the lead consultant in delivering the service improvement program for an outsource provider; she provided support services and networks for a large number of blue-chip and financial institutions, delivered by a service support function of more than 120 personnel. Helen achieved and maintained an improvement in service levels from 80 percent to 95 percent (target) within three months across all service areas.

Helen and Liz cowrote the successful ITIL Foundation Study Guide from Sybex.

Contents at a GlanceIntroduction xlv

Assessment Test li

Part I Service Strategy 1

Chapter 1 Introduction to the Service Strategy Lifecycle Stage 3

Chapter 2 Service Strategy Principles 15

Chapter 3 Service Strategy Processes: Part 1 85


Chapter 5 Governance 163

Chapter 6 Organizing for Service Strategy 173

Chapter 7 Technology Considerations 191

Chapter 8 Implementing Service Strategy 205

Chapter 9 Challenges, Critical Success Factors, and Risks 217

Part II Service Design 227

Chapter 10 Introduction to the Service Design Lifecycle Stage 229

Chapter 11 Service Design Principles 253

Chapter 12 Service Design Processes: Design Coordination and Service Catalog Management 291

Chapter 13 Service Design Processes: Service Level Management and Availability Management 315

Chapter 14 Service Design Processes: Capacity Management and IT Service Continuity Management 347

Chapter 15 Service Design Processes: Information Security Management and Supplier Management 371

Chapter 16 Technology-Related Activities 393

Chapter 17 Organizing for Service Design 411


Chapter 19 Implementation and Improvement of Service Design 441


Part III Service Transition 461

Chapter 21 Introduction to Service Transition 463

Chapter 22 Service Transition Principles 475

Chapter 23 Service Transition Processes: Transition Planning and Support and Change Management 495

Chapter 24 Service Transition Processes: Service Asset and Configuration Management 527

Chapter 25 Service Transition Processes: Release and Deployment Management and Service Validation and Testing 547

Chapter 26 Service Transition Processes: Change Evaluation and Knowledge Management 571

Chapter 27 Managing People through Service Transitions 589

Chapter 28 Organizing for Service Transition 613

Chapter 29 Technology Considerations for Service Transition 633

Chapter 30 Implementation and Improvement of Service Transition 643


Part IV Service Operation 665

Chapter 32 Introduction to the Service Operation Lifecycle Stage 667

Chapter 33 Service Operation Principles 685

Chapter 34 Service Operation Processes: Incident and Problem Management 705

Chapter 35 Service Operation Processes: Request Fulfilment 743

Chapter 36 Service Operation Processes: Event Management 763

Chapter 37 Service Operation Processes: Access Management 785

Chapter 38 Common Service Operation Activities 801

Chapter 39 Organizing for Service Operation 837


Chapter 41 Implementation of Service Operation 915


x Contents at a Glance

Part V Continual Service Improvement 937

Chapter 43 Introduction to the Continual Service Improvement Lifecycle Stage 939

Chapter 44 Continual Service Improvement Principles 957

Chapter 45 The Seven-Step Continual Service Improvement Process 971

Chapter 46 Continual Service Improvement Methods and Techniques 995

Chapter 47 Organizing for Continual Service Improvement 1043


Chapter 49 Implementation of Continual Service Improvement 1079


Appendix 1107

Index 1153

Contents at a Glance xi

ContentsIntroduction xlv

Assessment Test li

Part I Service Strategy 1

Chapter 1 Introduction to the Service Strategy Lifecycle Stage 3

The Main Purpose of Service Strategy 4The Four Ps of Service Strategy 5

The Objectives of Service Strategy 5The Scope of Service Strategy 6The Value Service Strategy Delivers to the Business 7The Context of Service Strategy within the Service Lifecycle 7

Service Strategy 8Service Design 8Service Transition 9Service Operation 9Continual Service Improvement 10

Summary 11Exam Essentials 11Review Questions 13

Chapter 2 Service Strategy Principles 15

Service Strategy Basics 16Deciding on a Strategy 16Strategy and Opposing Dynamics 17Outperforming Competitors 18Four Ps of Service Strategy 18

Services and Value 22Service 22Value 26Utility and Warranty 29

Strategic Assets and Service Providers 35Business Units and Service Providers 35

Defining Services 46Step 1: Define the Market and Identify Customers 46Step 2: Understand the Customer 47Step 3: Quantify the Outcomes 47Step 4: Classify and Visualize the Service 48Step 5: Understand the Opportunities (Market Spaces) 52Step 6: Define Services Based on Outcomes 53

xiv Contents

Step 7: Service Models 55Step 8: Define Service Units and Packages 57

Strategies for Customer Satisfaction 59Kano Model 59

Service Economics 61Return on Investment 63

Sourcing Strategy 69Sourcing Structures 70Sourcing Responsibilities 72

Service Strategy Inputs and Outputs 77Summary 79Exam Essentials 80Review Questions 82


Understanding Strategy Management for IT Services 86Purpose 86Objectives 87Scope 87Value 90Policies, Principles, and Basic Concepts 91Process Activities, Methods, and Techniques 91Triggers, Inputs, Outputs, and Interfaces 97Critical Success Factors and Key Performance Indicators 99Challenges 100Risks 100

Understanding Service Portfolio Management 101Purpose 101Objectives 101Scope 102Value 103Policies, Principles, and Basic Concepts 104Service Portfolio Management through the Service Lifecycle 110Process Activities, Methods, and Techniques 111Triggers 116Inputs 116Outputs 117Interfaces 117Critical Success Factors and Key Performance Indicators 118Challenges 119Risks 119

Understanding Financial Management for IT Services 119Purpose of Financial Management 120Objectives of Financial Management 120

Contents xv

Scope of Financial Management 121Value 122Policies, Principles, and Basic Concepts 123Process Activities, Methods, and Techniques 124Triggers 127Inputs 127Outputs 127Interfaces 128Critical Success Factors and Key Performance Indicators 129Challenges 129Risk 130



Understanding Business Relationship Management 136Purpose of Business Relationship Management 136Objectives of Business Relationship Management 137Scope of Business Relationship Management 137Value 141Policies, Principles, and Basic Concepts 141Process Activities, Methods, and Techniques 143Triggers 146Inputs 146Outputs 147Interfaces 147Critical Success Factors and Key Performance Indicators 148Challenges 148Risks 149

Understanding Demand Management 149Purpose 150Objectives 150Scope 150Value 150Policies, Principles, and Basic Concepts 151Process Activities, Methods, and Techniques 152Triggers 156Inputs 156Outputs 157Interfaces 157Critical Success Factors and Key Performance Indicators 158Challenges 158Risks 159

xvi Contents


Chapter 5 Governance 163

Understanding Governance 164Setting the Strategy for Governance 164

Evaluate 165Direct 166Monitor 166

Governance Framework 166What Is IT Governance? 167Service Strategy Relating to Governance 169Summary 169Exam Essentials 170Review Questions 171

Chapter 6 Organizing for Service Strategy 173

Organizational Development 174Deciding on a Structure 177Organizational Departmentalization 178Organizational Design 179Service Strategy Roles 180Business Relationship Manager 182Strategy Management Roles 183Service Portfolio Roles 184Financial Management Roles 184Demand Management Roles 185



Service Automation 192Automation and Service Management 193

Service Analytics 194Service Interfaces 197

Types of Service Technology Encounters 198Summary 199Exam Essentials 200Review Questions 201

Contents xvii

Chapter 8 Implementing Service Strategy 205

Implementation through the Lifecycle 206Following a Lifecycle Approach 208

Service Strategy Approach 208Service Design Approach 209Service Transition Approach 210Service Operation Approach 210Continual Service Improvement Approach 210

Impact of Service Strategy on Lifecycle Stages 211Service Design Stage 211Service Transition Stage 213Service Operation Stage 213Continual Service Improvement Stage 213



Service Strategy Challenges 218Complexity 218Coordination and Control 218Preserving Value 219Effective Measurement 219

Service Strategy Risks 221Definition of Risk 221Inaccurate Information 221Risk of Taking, or Failing to Take, Opportunities 222Design Risks 222Operational Risks 222Market Risks 222

Critical Success Factors 223Summary 223Exam Essentials 223Review Questions 225

Part II Service Design 227

Chapter 10 Introduction to the Service Design Lifecycle Stage 229

The Purpose of Service Design 230The Goals and Objectives of Service Design 231The Scope of Service Design 232

The Five Aspects of Service Design 232

xviii Contents

The Value Service Design Delivers to the Business 234The Context of Service Design and the Service Lifecycle 236Service Design Inputs and Outputs 239

Strategy Inputs and Outputs 239Transition Inputs and Outputs 240Operation Inputs and Outputs 241CSI Inputs and Outputs 242

The Contents and Use of the Service Design Package 245The Contents and Use of Service Acceptance Criteria 245Exam Essentials 248Summary 248Review Questions 249

Chapter 11 Service Design Principles 253

Holistic and Balanced Service Design 254Service Design and Change Management 255Utility and Warranty 255Business Focus 256Balanced Design 258

Service Requirements, Business Requirements, and Drivers 260Service Requirements 260Business Requirements and Drivers 262

Design Activities 263Evaluate Alternative Solutions 264Procure the Preferred Solution 264Develop the Solution 264

Design Constraints 265The Five Aspects of Service Design 266

Designing Service Solutions 269The Design of the Management Information

Systems and Tools 271Management and Technology Architectures 275Processes 279Measurement Systems and Metrics 281

Service-Oriented Architecture 283SOA Principles 284

Service Design Models 284Design and Development Approaches 286


Contents xix

Chapter 12 Service Design Processes: Design Coordination and Service Catalog Management 291

Design Coordination 292The Purpose of Design Coordination 292The Objectives of Design Coordination 292The Scope of Design Coordination 293The Value of Design Coordination to the Business 294Design Coordination Policies 294Principles and Basic Concepts for Design Coordination 295Design Coordination Process Activities, Methods,

and Techniques 296Triggers, Inputs, Outputs, and Interfaces 297Information Management 299Critical Success Factors and Key Performance Indicators 299Challenges 300Risks 300

Service Catalog Management 301Purpose 301Objectives 301Scope 302Value 302Policies 303Principles and Basic Concepts 303Process Activities, Methods, and Techniques 305Triggers, Inputs, Outputs, and Interfaces 306Information Management 307Critical Success Factors and Key Performance Indicators 308


Chapter 13 Service Design Processes: Service Level Management and Availability Management 315

Service Level Management 316Purpose of Service Level Management 316Objectives of Service Level Management 317Scope of Service Level Management 318Service Level Management Value to the Business 318Service Level Management Policies 319Service Level Management Process Activities, Methods,

and Techniques 320Service Level Management Triggers, Inputs, and Outputs 321Service Level Management Interfaces 323

xx Contents

Information Management and Service Level Management 323Measures, Metrics, and Critical Success Factors

for Service Level Management 324Challenges for Service Level Management 325Risks for Service Level Management 325

Availability Management 325Defining Availability 325Purpose of Availability Management 326Objectives of Availability Management 327Scope of Availability Management 327Availability Management Policies 328Availability Management Principles and Basic Concepts 329Availability Management Process, Methods,

and Techniques 336Availability Management Triggers, Inputs, and Outputs 337Availability Management Interfaces 339Information Management and Availability Management 340Availability Management Critical Success Factors and

Key Performance Indicators 341Availability Management Challenges and Risks 342


Chapter 14 Service Design Processes: Capacity Management and IT Service Continuity Management 347

Capacity Management 348Purpose of Capacity Management 348Objectives of Capacity Management 349Scope of Capacity Management 349Capacity Management Value to the Business 350Capacity Management Policies 351Capacity Management Process Activities, Methods,

and Techniques 351Capacity Management Triggers, Inputs, and Outputs 355Capacity Management Interfaces 356Information Management and Capacity Management 357Measures, Metrics, and Critical Success Factors for

Capacity Management 358Challenges for Capacity Management 358Risks for Capacity Management 359

IT Service Continuity Management 359Purpose of IT Service Continuity Management 360Objectives of IT Service Continuity Management 360

Contents xxi

Scope of IT Service Continuity Management 360IT Service Continuity Management Value

to the Business 361IT Service Continuity Management Process, Methods,

and Techniques 361IT Service Continuity Management Triggers, Inputs,

and Outputs 363IT Service Continuity Management Interfaces 364Information Management 365IT Service Continuity Management Critical Success

Factors and KPIs 365IT Service Continuity Management Challenges and Risks 366


Chapter 15 Service Design Processes: Information Security Management and Supplier Management 371

Information Security Management 372Purpose of Information Security Management 372Objectives of Information Security Management 373Scope of Information Security Management 373Information Security Management Value to the Business 374Information Security Management Policies 374IT Security Management Process Activities, Methods,

and Techniques 376Information Security Management Triggers,

Inputs, and Outputs 377Information Security Management Interfaces 379Measures, Metrics, and Critical Success Factors for

Information Security Management 379Challenges for Information Security Management 380Risks for Information Security Management 380

Supplier Management 381Purpose of Supplier Management 381Objectives of Supplier Management 381Scope of Supplier Management 381Supplier Management Value to the Business 382Supplier Management Principles, Policies, and

Basic Concepts 382Supplier Management Process, Methods, and Techniques 383Supplier Management Triggers, Inputs, and Outputs 385Supplier Management Interfaces 386Information Management 386

xxii Contents

Supplier Management Critical Success Factors and KPIs 387Supplier Management Challenges and Risks 387


Chapter 16 Technology-Related Activities 393

Service Design Activities and Techniques within Requirements Engineering 394

Types of Requirement 395Requirements Investigation Techniques 396Problems with Requirements Engineering 399

Management of Data and Information 400Data Management and the Service Lifecycle 401Classifying Data 401

Management of Applications 401The Application Portfolio 402Linking Application and Service Portfolio 403Application Frameworks 403The Need for CASE Tools and Repositories 403Outputs 403Design Patterns 404Developing Individual Applications 404Templates and Code Generation 404Diagnostic Hooks 404Outputs 405


Chapter 17 Organizing for Service Design 411

The RACI Matrix 412Functional Roles in Service Design 413Organizational Structures in Service Design 414Generic Roles 415

Service Owner 415Process Owner 416Process Manager 417Process Practitioner 417Specific Service Design Roles 418

Service Design Process Roles 418Design Coordination Roles 418Service Catalog Management Roles 419Service Level Management Roles 420

Contents xxiii

Availability Management Process Roles 421Capacity Management Process Roles 422IT Service Continuity Management Process Roles 424Information Security Management Process Roles 425Supplier Management Process Roles 426



Service Design Tools 432Process or Tool First? 432Specifying Requirements 432Evaluation 433Choosing the Preferred Option 435Implementation 436


Chapter 19 Implementation and Improvement of Service Design 441

Business Impact Analysis 442Service Level Management 443Risks to the Services and Processes 443Implementing Service Design 443

Improving Service Design 444Measurement of Service Design 447

Balanced Scorecard 447Six Sigma 448Measuring Service Design 448



Service Design Challenges 454Meeting the Challenges 455

Critical Success Factors 455Key Performance Indicators 456

Service Design Risks 456Summary 457Exam Essentials 458Review Questions 459

xxiv Contents

Part III Service Transition 461

Chapter 21 Introduction to Service Transition 463

Service Transition Concepts 464Purpose 464Objectives 464Scope 465Value to the Business 467Service Transition in the Context of the Service Lifecycle 468

Service Strategy 468Service Design 468Service Transition 469Service Operation 469Continual Service Improvement 470


Chapter 22 Service Transition Principles 475

Formal Policy for Service Transition 476Policy 476Principles 476Best Practice 477

Governance Policy for Service Transition 477Policy 477Principles 477Best Practice 478

Common Framework for Service Transition 478Policy 478Principles 478Best Practice 478

Maximize Reuse of Established Processes and Systems 479Policy 479Principles 479Best Practice 479

Business Alignment of Service Transition 480Policy 480Principles 480Best Practice 480

Establish and Maintain Relationships with Stakeholders 481Policy 481Principles 481Best Practice 481

Contents xxv

Establish Control and Disciplines 482Policy 482Principles 482Best Practice 482

Knowledge Transfer and Service Transition 483Policy 483Principles 483Best Practice 484

Plan Release Packages 484Policy 484Principles 484Best Practice 485

Anticipate and Manage Course Corrections 485Policy 485Principles 486Best Practice 486

Proactively Manage Resources 486Policy 486Principles 486Best Practice 487

Ensure Early Involvement in Service Lifecycle 487Policy 487Principles 487Best Practice 487

Quality Assurance 488Policy 488Principles 488Best Practice 489

Proactively Improve Quality During Service Transition 489Policy 489Principles 489Best Practice 490


Chapter 23 Service Transition Processes: Transition Planning and Support and Change Management 495

Transition Planning and Support 496Purpose 496Objectives 496Scope 497Value to the Business 497

xxvi Contents

Policies, Principles, and Basic Concepts 498Process Activities, Methods, and Techniques 500Triggers, Inputs, Outputs, and Interfaces 504Critical Success Factors and Key Performance Indicators 505Challenges 505Risks 506

Change Management 506The Purpose of Change Management 506The Objective of Change Management 506The Scope of Change Management 507The Value of Change Management to the Business 508Change Management Policies, Principles, and

Basic Concepts 509Change Management Process Activities, Methods,

and Techniques 513Triggers, Inputs, Outputs, and Interfaces 518Triggers 518Inputs 519Outputs 520Interfaces 520Critical Success Factors and Key Performance Indicators 521Challenges 521Risks 521


Chapter 24 Service Transition Processes: Service Asset and Configuration Management 527

Service Asset and Configuration Management 528Purpose 528Objectives 528Scope 529Value to the Business 529Policies, Principles, and Basic Concepts 530Process Activities, Methods, and Techniques 537Triggers, Inputs and Outputs, and Process Interfaces 538KPIs and CSFs 539Challenges 540Risks 540


Contents xxvii

Chapter 25 Service Transition Processes: Release and Deployment Management and Service Validation and Testing 547

Release and Deployment Management 548Purpose 548Objectives 548Scope 549Value to the Business 549Policies, Principles, and Basic Concepts 550Process Activities, Methods, and Techniques 553Triggers 556Inputs 556Outputs 556Interfaces 556Critical Success Factors and Key Performance Indicators 557Challenges 557Risks 557

Service Validation and Testing 558Purpose 558Objective 558Scope 558Value to the Business 559Policies, Principles, and Basic Concepts 559Process Activities, Methods, and Techniques 562Trigger 564Inputs 564Outputs 565Interfaces 565Critical Success Factors and Key Performance Indicators 565Challenges 566Risks 566


Chapter 26 Service Transition Processes: Change Evaluation and Knowledge Management 571

Change Evaluation 572Purpose 572Objectives 572Scope 573Value to the Business 573Policies, Principles, and Basic Concepts 573Trigger 575

xxviii Contents

Inputs 575Outputs 575Interfaces 575Critical Success Factors and Key Performance Indicators 576Challenges 576Risks 577

Knowledge Management 577Purpose 577Objectives 577Scope 578Value to the Business 578Policies, Principles, and Basic Concepts 578Process Activities, Methods, and Techniques 581Triggers 582Inputs 583Outputs 583Interfaces 583Critical Success Factors and Key Performance Indicators 583Challenges 584Risks 584


Chapter 27 Managing People through Service Transitions 589

Management of Communication and Commitment 590Methods of Communication 592Managing Organization and Stakeholder Change 594Organization, Roles, and Responsibilities 596Service Transition’s Role in Organizational Change 596Planning and Implementing Organizational Change 599Organizational Change Products 600Assessing Organizational Readiness for Change 601Monitoring Progress of Organizational Change 602Organization and People in Sourcing Changes 603Methods, Practices, and Techniques for

Managing Change 603Stakeholder Management 606

Stakeholder Management Strategy 606Summary 609Exam Essentials 610Review Questions 611

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