STRATEGY DESIGN TRANSITION OPERATION CONTINUOUS IMPROVEMENT

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To help organisations operate and
grow over the long term by
developing strategic thinking
Holistic approach to the design of new
and changed services
Integrate services into the business with
reduced variations, KE & risks while
setting expectations & ensuring usability
oordinate & perform activities to
deliver & manage services at agreed
levels, along with underlying tech
ontinually align IT services with
changing business needs by
implementing service improvements
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To be able to answer the following!
"hat services should we offer
and to whom#
How to differentiate ourselves#
How to create value for our
stakeholders#
How to define service $uality
How to efficiently allocate
resources
To design!
%ervices to satisfy bi& ob'ectives
%ervices that can be easily and
efficiently developed & enhanced
%ecure, resilient IT infrastructure
(etrics for assessing design
)ind*manage risks in svcs going in
+roduce & maintain documentation
,ssist in policy development
-evelop skills within IT to do all this
To plan & manage resources to go
live with new or changed svc within
cost, $uality & time predictions
Ensure min. unpredicted impact on
live services, ops and support org
Increase %T practices satisfaction
Increase proper use of services,
underlying apps and tech solutions
+rovide complete plans to enable chg
pro'ects to align with %T plans
Event & ,lert
Incident
Impact, /rgency & +riority
%ervice 0e$uest
+roblem & Known Error
Known Error -ata 1ase
"orkaround
ommunication
To review, analyse & make
recommendations on improvement
opportunities in each lifecycle
0eview & analyse %ervice 2evel
,chievements
Identify & implement
improvements
Improve cost effectiveness
Ensure applicable 3( used to
support continual improvement
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%ervice %trategy
-efine the market
-evelop offerings
-evelop strategic assets
+repare for execution
%ervice +ortfolio (anagement
-emand & )inancial (gt
Service Level Manae!ent
%ervice atalogue (anagement
,vailability (anagement
Information %ecurity (anagement
%upplier (anagement
apacity (anagement
IT %ervice ontinuity (anagement
C"ane Manae!ent
%ervice ,sset and onfiguration
(anagement
0elease and -eployment
(anagement
Inci#ent Manae!ent
Event (anagement
0e$uest )ulfilment
+roblem (anagement
,ccess (anagement
4ision, %trategy, Tactical & 5p goals
6. "hat should be measured
7. "hat can be measured
8. 9ather data :integrity;
<. +rocess data :fre$, format;
=. ,nalyse data :trends;
>. +resent and use information
?. Implement corrective action
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%ervice ,ssets as the basis for
4alue reation
4alue reation through %ervices
9ood +ractice
%ervice & %ervice (anagement
)unctions, 0oles and +rocesses
+rocess model & characteristics
:(easurable, %pecific results,
ustomers, triggered;
%ervice 2ifecycle
Importance of +eople, +rocesses,
+roducts and +artners in %(
)ive ma'or aspects of %-!
6. %ervice +ortfolio -esign
7. -efinition of 1i& & %ervice
0e$s, and design of %ervices
8. Tech & arch design
<. +rocess design
=. (easurement design
-ifferent sourcing options
%ervice 4 model represents the
different configuration levels to be
built and tested to deliver a service
2eft! 0e$uirements & specifications
0ight! 4alidation & testing
onflicting balances of!
IT %ervices vs. Technology
%tability vs 0esponsiveness
3uality vs ost of %ervice
0eactive vs +roactive
-eming +lan, -o, heck and ,ct
%I (odel! vision :ob';, where r we
:baseline;, where next :targets;,
next steps :proc imp;, there yet#
:metrics;, keeping momentum
0ole of measurement in %I and!
1usiness value
1aselines
(etric Types :technical, process,
service;
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Service value is modeled.
The %ervice +ortfolio articulates
business needs and the provider@s
response to those needs in the form
of services, and provides a means for
comparing competitiveness with other
Cost of svc are designed & predicted
0educed T5
Improved $uality, consistency,
performance & svc alignment
Easier implementation of new or
The cost of services are validated
Improvements to
Time to market :Aedge@;
Transition management eg mergers
%uccess rate of changes
Actual value is realized for the
customer through the execution of
plans, designs and optimisations
Measures for optimisation of service
value are identified
)our perspectives
6. Improvements B CbeforeD & CafterD
7. 1enefits in monetary terms.
8. 0eturn on Investment as E
<. 4alue on Investment, long term
provides.
1usiness value is a combination of
%ervice /tility :what %ervice does;
and %ervice "arranty :how well it
does it;.
changed services!
(ore effective IT governance,
%ervice (gt & IT processes
Improved information & decisionB
making
+redictions of service levels
onfidence in compliance with
business re$s during change
+lan*budget variations
+roductivity of staff from planning
and service use
/nderstanding of risk
*)nctions
%ervice -esk, Technical and ,pplication (anagement, IT 5perations
(anagement including IT 5perations ontrol and )acilities (anagement;
0oles of +rocess and %ervice owners, 0,I
0e$uirements for integrated %ervice (anagement Technology
How does %ervice ,utomation assist with integrating %ervice (gt processes
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9ood +ractice Industry wide practices based on public frameworks, standards, as well as proprietary knowledge of organisations and individuals
%ervice (eans of delivering value to customers by facilitating outcomes without owning costs & risks. In support of a business process, an IT svc comprises IT assets & ext underpinning services
%ervice (gt %et of specialised org capabilities for providing value to customers in form of servicesF ITI2 %vc (gt is about planning the effective & efficient utilisation of people, process, partner, product
)unction /nits of organisations specialised to perform certain types of work and responsible for specific outcomes
0ole 0oles define responsibility and authority
+rocess +rovide change and transformation toward a goal, and use feedback for self improvement
+rocess model +rocess control :vision, owner, measurements;F defined inputs, outputs and activitiesF enablers :resources, capabilities;
haracteristics (easurable, %pecific results, ustomers, and 0esponds to a specific event
%ervice 2ifecycle %trategy, -esign, Transition, 5peration and ontinuous Improvement
%tructure of ITI2 = core books describing a service lifecycle plus complementary guidance :eg ;, components G principles, concepts, models, processes, definitions
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apability ,bility of 5rganisation, person, +rocess, onfiguration Item or IT %ervice to carry out an ,ctivity. ,n intangible %ervice ,sset.
0esource IT Infrastructure, people, money or anything else that helps deliver an IT %ervice. ,lso a %ervice ,sset.
4alue reation "hen a service if fit for purpose :utility; and fit for us :warranty; it creates value, which is a customer perception to be managed. ustomers seek fulfilment of their business outcomes
/tility )unctionality offered by a %ervice to meet particular need. ,lso Hwhat the customer getsD. +erformance enhancement or constraint relaxation. )it for purpose
"arranty , promise that a %ervice will meet agreed 0e$uirements for availability, capacity, security and dependability. ,lso Chow the customer gets itD. )it for use.
0isk /ncertainty of outcome B which can be positive :opportunity; or negative :threat;
1usiness ase -ecision & planning tool that pro'ects likely conse$uences of business action, and 'ustification for significant expenditure with osts, benefits, options, issues, 0isks, & possible problems.
%ervice +ortfolio %et of %ervices managed by +rovider. /sed to manage entire 2ifecycle of all %ervices incl. %ervice +ipeline :proposed*dev;, %ervice atalogue :live; :1us % & Tech %;, 0etired %ervices
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%ervice (odel Template for delivering the service strategy for a market space, a set of steps to be followed which outlines the structure and dynamics of a service
%ervice +rovider 5rganisation supplying %ervices to one or more Internal ustomers or External ustomers. Internal %vc +rovider :Type 6;, %hared %ervices /nit :Type 7;, Ext %ervice +rovider :Type 8;
%2, "ritten agreement between IT service provider and IT customer:s;, defining key service targets and responsibilities of both parties
52, ,greement between IT service provider and another part of the same organisation that assists with the provision of services
ontract , legally binding ,greement between two or more parties.
%2+ %ervice 2evel +ackage is a defined level of /tility and "arranty for a particular %ervice +ackage. Each %2+ is designed to meet the needs of a particular +attern of 1usiness ,ctivity.
%-+ %ervice -esign +ackage are documents defining all aspects of an IT %vc and its 0e$s through each lifecycle stage. %-+ is produced for each new IT %vc, ma'or hg, or IT %vc 0etirement.
,vailability ,bility of a I or IT %vc to perform agreed )unction when re$uired. -etermined by 0eliability, (aintainability, %erviceability, +erf & %ecurity. /sually calculated as E based on ,%T & -T.
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%K(% %ervice Knowledge (anagement %ystem combines (-1, (%, %ervice +ortfolio, KE-1 and staff experience, user skill levels, supplier abilities
onfig Item ,n asset, service component or other item that is, or will be, under the control of %,(. They may vary widely in complexity, si&e and type.
(%*-(2 onfiguration (anagement %ystem* -efinitive (edia 2ibrary is a secure library where definitive authorised versions of all media Is are stored and protected.
%ervice hange The addition, modification or removal of authori&ed or supported services or their components including associated documentation.
0elease /nit +ortion of a service or IT infrastructure that is normally released together according to the organisation@s release policy
%even 0s of hg "ho 0aisedF 0easonF re$uired 0eturnF 0isksF 0esourcesF "ho is 0esponsible for build, test, implementF 0elationship to other changes.
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Event*,lert hange of state that is significant for the mgt of I or IT %ervice :normal, exception, unusual;* "arning that threshold has been reached, something has changed, or )ailure has occurred.
Trigger (echanism used to initiate a response to an Event
Incident*(a'or ,n unplanned interruption to an IT service or reduction in the $uality if an IT service. )ailure of a I that has not yet impacted service is also an incident* (a'or has high impact on business
Impact* /rgency The effect of incident or change on business processes eg number of users impacted* How long until an incident or change has significant impact on business, re$uired speed of resolution
+riority , category used to identify the relative importance of an incident, problem or change. +riority is based on impact and urgency
%ervice 0e$uest , re$uest from a user for information, or adviceF or for a standard change or for access to an IT %ervice including selfBservice eg download site or ),3
+roblem /nknown cause of one or more incidents, created by anyone but owned by +roblem (gt. %eparate record to Incident, started either for ma'or Incident :+6*+7; or multiple related Incidents.
Known Error*-1 +roblem that has a documented root cause ,I- a workaroundF KEs in live services stored in KE-1, and updated by bug list from new releases by 0el & -ep (gt eg known issues list
"orkaround , way to reduce or eliminate the impact of an incident or problem for which a full resolution is not yet availableF sourced anywhere but tested for $uality by problem mgt
ommunication (ust have an intended purpose and audience, imperative between departments and teams within the %ervice 5peration 2ifecycle, and important in all stages of the lifecycle
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IT 9overnance 2eadership, organi&ational structures and processes that ensure IT sustains and extends the organisation@s strategies and ob'ectives
0,I -ocuments the roles and responsibilities of stakeholders in a process or activityF only one person can be accountable for an activityF
Process Descri&tion
,ccess (gt +rovides rights for users to use a service, while preventing nonBauthorised user access. ,lso known as 0ights or Identity (gt. 4erifies user identity & that they have legitimate re$uirement.
1usiness %vc (gt The practise of governing, monitoring and reporting on IT and the business service it impacts. Enables linking of service assets IT services business processes business services
-emand (gt
Event (gt The ability to detect events, make sense of them and determine the appropriate control action.
0e$uest )ulfilment Handles fre$uently occurring changes where risk and cost are low
%upplier (gt Ensures suppliers to meet business re$sF maintains the %-F is involved in all lifecycle stagesF
%vc atalogue (gt Ensures a %vc at is produced and maintained, and contains accurate data on the status, interfaces, and dependencies of all live services and those being prepared to run operationally.
%vc +ortfolio (gt , dynamic method for governing investments in service management across the enterprise and managing them for value.
%vc 2evel (gt Iegotiates, agrees and documents appropriate IT svc targets with business reps, and then monitors and reports on the service provider@s ability to deliver the agreed level of service.
apacity (gt Ensures that costB'ustifiable IT capacity in all areas of IT always exists and is matched to the current and future agreed needs of the business, in a timely manner.
,vailability (gt Ensures that the level of service availability delivered in all services is matched to, or exceeds, the current and future agreed needs of the business, in a costBeffective manner
ITSCM See & ,-. SD
*)nction Descri&tion
,pplication (gt ,ssisting app designF -eciding on buy or buildF 9uiding IT 5ps on how to manage an app
Technical (gt
%ervice -esk 2ocal, entralised, 4irtual, )ollow the %unF not all enter :bulk calls eg telesales; or IT Help -esk :process volume of Incidents only;
E/tra De0inition Descri&tion
%, %ervice ,cceptance riteria J ensures an IT %ervice design meets its functionality and $uality re$s, and that the IT %ervice +rovider is ready to 5perate the new IT %vc once -eployed.
%tandard hange , preBauthorised change that has an accepted and established procedure
,1*E,1 hange ,dvisory 1oard*Emergency hange ,dvisory 1oard
(easure reasons 4alidate :prove way forward;F Kustify :prove way taken;F -irect :set the course;F Intervene :alter course;
Generic Role Descri&tion
+rocess (anager 0esponsible for 5perational management of a +rocess including +lanning and coBordination of all ,ctivities re$uired to carry out, monitor and report on the +rocess. an be more than one.
+rocess 5wner 0esponsible for ensuring that +rocess is )it for +urpose including sponsorship, -esign, hange (anagement and continual improvement of +rocess and (etrics. an also be +rocess (gr
%ervice (anager 0esponsible for managing endBtoBend 2ifecycle of one or more IT %ervices. %ervice (anager can also mean any manager within the IT %ervice +rovider. ,lso +rocess or ,cct (gr, 10(
%ervice 5wner ,ccountable for delivery of an IT %ervice incl being contact for related en$uiries, ensuring agreed levels met, identifying improvements, process owner liaison, & gathering monitoring data
%ervice at (gr Ensure that all operational services and their information are recorded and accurate in the %ervice atalgoue, and that it is consistent with the %ervice +ortfolio