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Information Technology Infrastructure Library V3
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Course Objectives
• ITIL Overview• The Service Lifecycle Principals• The Service Lifecycle Core
– Service Operations– Service Transition– Service Design– Continual Service Improvement– Service Strategy
• The Service Lifecycle Core Processes• Class exercises to reinforce knowledge• Mock Exam• Review
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Introductions
• Participant introductions
• Key objective or Why are you here?
• Housekeeping
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Communication
I cannot teach anybody anything, I can only make them think.
Socrates
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Overview and Framework
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The History
• Developed in the UK in the 1980s for the Center Computer and Telecommunications Agency
• Collected best practices from various individuals and organizations
• Developed in response to the recognition of organizations’ growing dependencies on IT
• Established a process framework called ITIL ®
• Has become the only consistent and comprehensive documentation of best practices for ITSM
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Best Practice Framework
ITIL® does…• Provide a great set of best
practices and guidelines for IT Service/Infrastructure Management.
• Provide a common language of words and terminology
• Drive continual improvementITIL® does not…• Include directions on how to
modify the technology• Include advice on managing
behavioral change
The ITIL® framework focuses on:• Understanding the IT service
needs of the business• A lifecycle approach• Integrated centralized processes• Improved quality service
provisioning• Cost justifiable service quality• Clear roles and responsibilities• Knowledge base approach• Key Performance indicators
(Metrics)
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Question
Why implement ITSM as a practice in your organization?
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Relating ITIL To Your Organization
SupplierBusiness Service Provider
Manage the business
Strategic activities
Tactical activities
Operational activities
Manage the business
processes
Manage the business
operations
Service Transition
Manage the suppliers’ business
Manage external services
External operations
Manage IT services
Service Strategy
Service Design
Service Operation
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Key ITIL Activities
• Documenting, negotiating and solidifying customer and business quality targets and responsibilities to Service Level Agreements (SLAs)
• Regular assessments of the customer’s perception and opinions via customer feedback forms and surveys
• IT personnel focusing on the ‘Customer’ journey and sampling the ‘Customer’ experience
• IT personnel adapting to the customer’s and business perspective
• Continual Service improvement
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Value to the Business
• Improved quality service provisioning• Improved customer satisfaction and perception• Cost justifiable service – IT Organization is deemed as
a business partner• Services that meet business, customer and user
demands• Ability to deliver a higher rate of change with an
improved rate of success and shorter cycle times• Integrated centralized processes • Reassurance that IT services are aligned with audit
and compliance requirements• Common and consistent language• Customer focused
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ITIL TIP
• Follow the rule– Use only language that the customer
understands– Technical IT terms should not be used
• Remember adopt and adapt ITIL to fit your own unique corporate environment
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Service Management as a Practice
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IT Service Management
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Definition
• IT Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services.
• The capabilities take the form of functions and processes for managing services over a lifecycle, with specializations in strategy, design, transition, operation and continual improvement.
• The capabilities represent a service organization’s capacity, competency and confidence for action. The act of transforming resources into valuable services is at the core of IT Service Management.
• Without these capabilities, a service organization is merely a bundle of resources that by itself has relatively low intrinsic value for customers.
Capabilities Resources
Management
Organization
Processes
Knowledge
People
Financial capital
Infrastructure
Applications
Information
People
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Functions…
Functions• Functions are organizational units specialized
to carry out one or more processes or activities and are responsible for specific outcomes.
• These units consist of departments, groups and teams of people and the tools they use.
• They are self-contained with capabilities and resources necessary for their performance and outcomes.(responsible to delvier out come)
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Processes…
Processes• Processes are coordinated sets of activities
designed to accomplish a specific objective. ( they waiting his work )
• A process combines resources and capabilities as defined inputs and turns them into defined outputs.
• The objective of this output is to produce a direct or indirect outcome which creates value for an external customer or stakeholder.
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…and Roles
Generic Roles • All staff involved in process and service
delivery need to understand their roles and to be aware of where their responsibilities
• These roles are not necessarily a person dedicated for each process or service.
• The two key roles, process owner and service owner
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… and more Roles
Process owner role• The process owner is responsible for
ensuring that all activities defined within the process are undertaken
Service owner role• The service owner is responsible to the
customer for the initiation, transition and ongoing maintenance and support of a particular service
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Authority Matrix
• Responsibility – correct execution of process and activities
• Accountability – ownership of quality, and end result of process
• Consulted – involvement through input of knowledge and information
• Informed – receiving information about process execution and quality
Act # SD
Mgr
Net
Mgr
CIO User
Act # 1
A I R C I
Act #2
R A I C C
Act #3
C R I A
Act #4
A I R I IC I
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Process Management
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Definition
• ITIL presents a highly integrated set of processes through which IT organizations can meet their goals with effectiveness and efficiency.
• An understanding of process and process management is necessary in order to enable you to translate your day-to-day work activities and accomplishments into this ITIL process framework.
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Goals
The goal of process management is to enhance an organization’s effectiveness and efficiency in achieving its defined objectives.
Effectiveness: The ability to meet quality requirements ( best way to deliver HR)
Efficiency: The ability to meet cost and time requirements
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What is a Process?
• A process is a set of coordinated activities that combine and implement resources and capabilities. The objective is to produce an outcome which creates value for an external customer or stakeholder. Value can be created either directly or indirectly. (quastions)_
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Process Characteristics
Data,informationandknowledge
Desiredoutcome
Service control and quality
Process
Trigger
Activity 1
Customer
Suppliers
Activity 2
Activity 3
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Activities and Processes
Process Control
Triggers
Process
ProcessInputs
Process Owner
Process Documentation
Process PolicyProcess Objectives
Process Feedback
Process ActivitiesProcess Metric
Process Procedures
Process Work Instructions
Process Enablers
Process Outputs
Including process reports and reviews
Process Roles
Process Improvements
Process ResourcesProcess
Capabilities
Process Elements
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What is a Service?
• A service is a means of delivering value to customers by facilitating outcomes that customers want to achieve without the ownership of specific costs and risks.
• Customer don’t car about the cost or risk just we pay to the services
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Processes & Services
Business Service IT Service
Enable
IT Activity and Processes
Business Process
Embed
Workflow Logic
Management Information
People
Knowledge
Applications
Infrastructure
People
Management
Knowledge
Information
Infrastructure
Applications
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Process Benefits
• Integration and alignment of processes enables achievement of planned results
• Demonstrate confidence to customers about the consistent performance of the organization
• Transparency of operations within the organization (clear and clean )
• Lower costs and shorter cycle times( achieve our target in best practice don’t go to luxury
• Delete some extra to decrees cost don’t care quality ) • Improved, consistent and predictable results• Enables focused and prioritized improvement initiatives
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ITSM Summary
ITSM as a practice is more than just about processes:
• Functions• Roles• Processes• Authority Matrix• Technology and Architecture• Process Management• IT Services• Business Services• It services management
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Pop Quiz
26 Which is the CORRECT sequence of events in choosing a technology tool?
a) Select; Requirements; Selection Criteria; Evaluate.b) Selection Criteria; Requirements; Evaluate; Select.c) Requirements; Selection Criteria; Select; Evaluate.d) Requirements; Selection Criteria; Evaluate; Select.
Answer: d
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Pop Quiz
32 Sources of 'good practice' include which of the following?1. Public frameworks2. Standards3. Proprietary knowledge of Individuals and Organizations
a) 1 and 2 onlyb) 2 and 3 onlyc) All of the aboved) 1 and 3 only
Answer: c
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Pop Quiz
33 Which of the following areas would technology help to support during the Service Design phase of the Lifecycle?1. Hardware and Software design2. Environmental design3. Process design4. Data design
a) 1, 3 and 4 onlyb) 1, 2 and 3 onlyc) All of the aboved) 2, 3 and 4 only
Answer: c
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Pop Quiz
38 Which of the following statements is CORRECT for ALL processes?
a) They define activities, roles, responsibilities, functions and metrics
b) They create value for stakeholdersc) They are carried out by a Service Provider in
support of a Customerd) They are units of organizations responsible for
specific outcomes
Answer: b
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Pop Quiz
5 A Service Owner is responsible for which of the following?
a) Continual Improvement of the serviceb) Designing and documenting a servicec) Carrying out the Service Operations activities
needed to support a serviced) Producing a Balanced Scorecard showing the
overall status of all services
Answer: a
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Pop Quiz
13 Which of the following are characteristics of every process?1. It is measurable2. It is timely3. It delivers a specific result4. It responds to a specific event5. It delivers its primary results to a customer or stakeholder
a) 1, 2, 3 and 4 onlyb) 1, 2, 4 and 5 onlyc) 1, 3, 4 and 5 onlyd) All of the above
Answer: c
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Pop Quiz
22 What is the RACI model used for?a) Documenting the roles and relationships of
stakeholders in a process or activityb) Defining requirements for a new service or
processc) Analyzing the business impact of an Incidentd) Creating a Balanced Scorecard showing the
overall status of service management
Answer: a
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Pop Quiz
24 Which of the following statements is CORRECT?1. Only one person can be responsible for an activity2. Only one person can be accountable for an activity
a) Both of the aboveb) 1 onlyc) 2 onlyd) Neither of the above
Answer: c
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Pop Quiz
75 Which of the following statements are CORRECT about Functions? 1. They provide structure and stability to organizations 2. They are self-contained units with their own capabilities and resources 3. They rely on processes for cross-functional coordination and control 4. They are costlier to implement compared to processes
a) 1,2 and 3 onlyb) 1,2 and 4 onlyc) All of the above d) None of the above
Answer: a
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ITIL Elements ChartService Lifecycle Governance Processes Service Lifecycle Operational Processes
Continual Service ImprovementProcesses
Service Strategy Processes Service Design Processes Service Operation ProcessesService Transition Processes
Demand Management
IT Financial Management
Service Portfolio Management
Strategy Generation
Availability Management
Capacity Management
Information Security Management
Service Catalogue Management
Service Continuity Management
Service Level Management
Supplier Management
Change Management
Evaluation
Knowledge Management
Release and Deployment Management
Service Asset and Configuration Management
Service Validation and Testing
Transition Planning and Support
Access Management
Event Management
Incident Management
Operation Management
Problem Management
Request Fulfilment
Service Improvement
Service Measurement
Service Reporting
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Service LifecycleContinual
Service Improvement
Service Transition
Service Strategy
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ITIL Core Books
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Service Strategy Lifecycle Stage
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Service Strategy Lifecycle Stage
Service Strategy
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Definition
Service Strategy is the stage in the Lifecycle, which focuses on the strategic approach to IT Service Management. Service Strategy (SS) is the axis around which the lifecycle rotates.
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Guidance
Service Strategy provides the guidance to show how to transform service management into a strategic asset.
IT professionals will benefit from seeing the relationships between various services, systems or processes they manage and the business models, strategies or objectives they support.
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Purpose
The purpose Service Strategy is to develop the organizational ability to think and act in a strategic manner and transform IT Service Management into a strategic asset.
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Goals
The goal of Service Strategy is to provide the organization with the guidance to answer strategic questions.
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Basic Concepts
Business unit
Assettypes
Createvalue
Consumeassets
Generate returns(or recover costs)
ProspectsCompetitorsRegulatorsSuppliers
Influence
Demand
Supply
Management
Organization
Processes
Knowledge
People
Information
Applications
Infrastructure
Financial capital
Coordinate,control, anddeploy
Customers
Goods/Services
Capabilities
Resources
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Assets, Resources and Capabilities
Business unit
Assettypes
Createvalue
Consumeassets
Generate returns(or recover costs)
ProspectsCompetitorsRegulatorsSuppliers
Influence
Demand
Supply
Management
Organization
Processes
Knowledge
People
Information
Applications
Infrastructure
Financial capital
Coordinate,control, anddeploy
Customers
Goods/Services
Capabilities
Resources
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Value Composition
UTILITY – increases the performance average
WARRANTY – reduces the performance variation
True / False
Fit for purpose?
Fit for use?
OR
AND
Performance supported?
Constraints removed?
Available enough?
Capacity enough?
Continuous enough?
Secure enough?
Value-createdAND
True / False
True / False
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Value Creation
Enable
B
A
C
B
A
D
Business Service IT Service
Management Management InformationInformation
IT Activity and Processes
Business Process
People People
Knowledge Knowledge
Applications Applications
Infrastructure Infrastructure
Utility UtilityEmbed
Workflow Logic
Availability Availability
Continuity Continuity
Capacity Capacity
Security Security
A – Package business processes and IT applications into service.
B – Provide service interface and ensure that service is available for utilization with adequate capacity, continuity and security.
C – Improve business process to increase the utility of business services. Process improvement with Six Sigma.
D – Improve IT activity and processes to increase the utility of IT services. Process improvement with CMMI.
Service management with ITIL for A and B.
Warranty
Service PlatformService Platform
Warranty
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Service Models
Determine/InfluenceMarketSpace
ServicePortfolio
CustomerPortfolio
ContractPortfolio
Customerassets
Serviceassets
ServiceModels
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Sample Service Model
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10
11
12
13
6
7
4
5
1
2
3
8
14
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Part 7 Shipping
Part 8 Calculate shipping and tax information
(3rd party service)
Part 9 Submit details to shipper
(3rd party service)
(3rd party service)
Part 10 Authorize shipment
Present shipping options
Present with shipping and tax
Obtain final confirmation
Provide confirmation details
Ship items purchased
Part 5 Assistance
Part 2 Selection
Assign sales specialist
Answer questions
Provide shopping cart
Maintain cart contents
Part 1 Shopping
Part 3 Recommendations
Part 4 Ratings
Part 6 Special offers
Part 11
Payment processing
Present searchable and navigable catalogue
Search and sort
Assist shopper in selecting
Assist shopper in closing
Complete order
Indicate customer satisfaction follow-up
Service Model
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Main Strategy Activities
1. Define the Market
• Service management is a competence for offering services as part of a business strategy.
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Main Strategy Activities
2. Develop the Offerings• Market space• Outcome based definition of services• Service Portfolio
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Main Strategy Activities
3. Develop Strategic Assets
• Service providers should treat service management as a strategic asset and entrust it with challenges and opportunities in terms of customers, services, and contracts to support.
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Main Strategy Activities
4. Prepare for Execution
• Service Strategies must be turned into plans of action. Strategies must be made suitable to an organization’s context or situation and are executed through the service lifecycle.
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SS Processes
• Strategy Generation
• *Service Portfolio Management
• *Financial Management
• *Demand Management
• *Indicates that the process(s) will be discussed in the Foundations course
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Pop Quiz
34 Setting policies and objectives is the primary concern of which of the following elements of the Service Lifecycle?
a) Service Strategyb) Service Strategy and Continual Service Improvementc) Service Strategy, Service Transition and Service
Operationd) Service Strategy, Service Design, Service Transition,
Service Operation and Continual Service Improvement
Answer: a
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Pop Quiz
76 When analyzing an outcome for creation of value for customers, what attributes of the service should be considered?
a) Objective, Metric, Desired outcome b) Business objectives, IT objectives, Process
metrics c) Desired outcome, Supplier metrics, IT objectives d) People, Products, Technology
Answer: a
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Pop Quiz
14 Which of the following is NOT one of the ITIL core publications?
a) Service Optimization
b) Service Transition
c) Service Design
d) Service Strategy
Answer: a
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Service DesignLifecycle Stage
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Service Design Lifecycle Stage
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Definition
Service Design is part of the overall business change process. Service Design translates the strategic objectives into portfolios of service and assets.
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Purpose
The main purpose of the Service Design stage of the lifecycle is the design of new or changed services for introduction into the live environment.
This includes their architectures, processes, policies and documentation.
Architecher process policy documentation
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Goals
• Designing services that satisfy business objectives, with effectiveness and efficiency
• Designing services that can be efficiently and effectively developed
• Identify and manage risks• Design with security and resilience factored in• Design measurements and metrics for assessing
services• Produce policies, plans and all documents required for
the design phase
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Value to the Business
• Reduced Total Cost of Ownership (TCO) • Improved quality of service • Improved consistency of services through better design practices• Easier implementation of new or changed services • Improved service alignment to business goals and objectives• Services are designed to meet Service Level Requirements • More effective service performance through effective design
processes and practices Improved IT governance through effective controls and processes
• Processes designed with optimal quality and cost effectiveness leading to more effective Service Management and IT processes
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The Four “Ps” of Service Design
An important factor in elements of the four “Ps” is to ensure that:
• The technology architectures and management systems are consistent
• The capability to operate and maintain the new service based on requirements
• The processes, roles, responsibilities and skills have the capability to operate, support and maintain the new or changed service.
People
Processes Products/Technology
Partners/Suppliers
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Service Models used by Design
(Structure)
(Dynamics)
Service Operation
Configuration of service assets
(Service Design)
Activities, events and interactions (Service Design)
Service Model
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The Service Design Package
• The Service Design Package (SDP) is a key output from Service Design that provides details of all aspects of a service through all stages of its lifecycle.
• The SDP is passed from the Service Design lifecycle stage to the Service Transition lifecycle stage for implementation into the Service Operation lifecycle stage.
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Delivery Model Options
Delivery Strategy DescriptionInsourcing Utilizing internal resources for all stages in the service lifecycle.
Outsourcing Utilizing the resources of an external organization or organizations.
Co-sourcing The combination of Insourcing and Outsourcing to co-source key elements within the service lifecycle.
Partnership or Multi-Sourcing
Formal arrangement between 2 or more organizations to work together. Also known as strategic Partnerships.
Business Process Outsourcing
Formal arrangement between two organizations to managing/hosting an entire business function. Examples include payroll, accounting, and call center operations.
Application Service Provisioning
Formal agreement with Application Service Provider for shared computer based services (sometimes called ‘on-demand’ software/applications)
Knowledge Process Outsourcing
KPO organizations provide domain-based processes and business expertise rather than just process expertise and require advanced analytical and specialized skills.
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SD Processes
• *Service Level Management
• *Service Catalogue Management
• *Availability Management
• *Information Security Management
• *Supplier Management
• *Capacity Management
• *IT Service Continuity Management
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Pop Quiz
12 Defining the functional requirements for a new service is part of:
a) Service Operation: Application Management
b) Service Strategy: Service Portfolio Management
c) Service Design: Design the technology architecture
d) Service Design: Design the service solutions
Answer: d
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Pop Quiz
15 There are 7 different sourcing strategies that a company can use. What is the newest form of outsourcing?
a) Knowledge Process Outsourcingb) Partnership or multi-sourcingc) Business Process Outsourcing (BPO)d) Application Service Provision
Answer: a
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Service TransitionLifecycle Stage
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Service Transition Lifecycle Stage
Service Transition
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Definition
The Service Transition phase develops and improves the capabilities for transitioning new and changed IT Services into operations.
• Can be considered an internal service to IT as it focuses on moving from “what is required” (developed in Service Design) to the concept of “how it is implemented” (supported by Service Operation).
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Goals
• Set customer expectations on how the new or changed services can be used to enable the business
• Enable the business customer to integrate a release into their business processes and services
• Reduce variations in the predicted and actual performance of the transitioned services
• Reduce the known errors and minimize the risks from transitioning the new or changed services into production
• Ensure that the service meets warranty requirements
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Objectives
The primary objective of Service Transition is to deliver the service vision in a relevant, timely, quality, and cost-effective manner based on agreed design. This effectively makes the organization different than it was before by moving from the “as is” to the “as required” state.
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Value to the Business
Effective Service Transition will enable a service provider to:
• Align the new or changed service with the customer’s business requirements and business operations
• Ensure that customers and users can use the new or changed service in a way that maximizes value to the business operations.
Specifically, effective Service Transition will significantly improve a service provider’s ability to handle high volumes of change and releases across its customer base.
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Develop the Service Design Package
Developing the Service Design Package (SDP) will include the following information required by the Service Transition team:
• Applicable service packages (e.g. Core Service Package, Service Level Package)
• Service specifications and models• Architectural design required to deliver the new or
changed Service including constraints• Definition and design of each release package( demo )• Detailed design of how the service components will be
assembled and integrated into a release package• Release and deployment plans• Service Acceptance Criteria
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Service Transition Processes
• Transition Planning and Support • *Change Management • *Service Asset and Configuration
Management • Knowledge Management. doc• *Release and Deployment management • Service Testing and Validation • Evaluation
84
Pop Quiz
77 What is NOT an objective of the Service transition lifecycle stage?
a) Ensure there is minimal unpredicted impact on the production services
b) Increase proper use of services c) Plan and manage the resources to
successfully d) Performance monitor and assess IT services
Answer: d
85
Pop Quiz
78 What does the Service Transition stage employ to guide transitioning a change from design into operation?
a) The Service Portfoliob) The Service Catalog c) The Service Design Package d) The Service Level Agreement
Answer: c
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Service OperationLifecycle Stage
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Service Operation Lifecycle Stage
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Definition
Service Operation is the stage in the ITIL core lifecycle whose primary purpose is to deliver and support IT services at agreed levels.
It must do this in an effective and efficient manner, while providing value to both the customer and service provider.
Success or failure of Service Strategy objectives are ultimately realized in Service Operation, making the Service Operation stage critical to the ITIL core lifecycle.
89
Objectives
Service Operation should provide an overall end-to-end view of service delivery that facilitates the capability to detect any threats or failures to service quality. The objectives are to efficiently and effectively carry out the following day-to-day activities:
• Support and deliver IT services• Performance monitor and assess IT services• Manage the people, processes, and technology
that deliver and support IT services
90
Value to the Business
Service Operation is where all the Service Management lifecycle processes and activities are executed, delivered, and assessed by customers and users.
The “value of IT” is ultimately measured in Service Operation, therefore making this stage critical in the ITIL core lifecycle.
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Basic Concepts
• Functions
• Communications
• Achieving the right balance!
92
Functions Organized by Groups
Service Desk
TechnicalManagement
Mainframe
Server
Network
Storage
Database
Directory Services
Desktop
Middleware
Internet/Web
Application Management
Financial Apps
HR Apps
Business Apps
IT Operations Management
Facilities Management
Data Centres
Recovery Sites
Consolidation
Contracts
IT Operations Control
Console Management
Job Scheduling
Backup and Restore
Print and Output
93
Role of Communication
To be effective, Service Operation relies on good communication within and between all teams, groups, departments, users, customers, and third-parties. Important principles of good communication are to have an intended purpose, have a clear audience, and that the audience has a clear need for the communication. Policies need to exist for each team and process in order to avoid miscommunication errors.
General types of meetings are:– Operations– Department, Group or Team – Customer
94
IT View vs. Business View
An organization here is out of balance and
is in danger of not meeting business
requirements
An organization here is quite balanced, but
tends to under-deliver on promises
to the business
Extreme Focus on Internal
Extreme Focus on External
95
Stability vs. Responsiveness
An organization here is out of balance and is in
danger of ignoring changing business
requirements
An organization here is quite balanced, but
may tend to overspend on change
Extreme Focus on Stability
Extreme Focus on Responsiveness
96
Quality vs. Cost
An organization here is out of balance and is in danger of losing service quality because of heavy
cost cutting
An organization here is quite balanced, but may
tend to overspend to deliver higher levels of service than are strictly
necessary
Extreme Focus on Cost
Extreme Focus on Quality
97
Reactive vs. Proactive
An organization here is out of balance and is not able to effectively support
the business strategy
An organization here is quite balanced, but tends to fix services that are not broken, resulting in higher
levels of change
Extremely Reactive
Extremely Proactive
98
Service Operation Processes
• *Event Management
• *Incident Management (Break-Fix)
• *Problem Management
• *Request Fulfillment
• *Access Management
99
Pop Quiz
31 Which are the missing Service Operation processes from the following?1. Incident Management2. Problem Management3. Access Management4. ?5. ?
a) Event Management and Request Fulfilmentb) Event Management and Service Deskc) Facilities Management and Event Managementd) Change Management and Service Level Management
Answer: a
100
Pop Quiz
36 Which of the following is NOT an objective of Service Operation?
a) Thorough testing to ensure that services are designed to meet business needs
b) To deliver and support IT servicesc) To manage the technology used to deliver
servicesd) To monitor the performance of technology and
processes
Answer: a
101
Continual Service Improvement (CSI)
Lifecycle Stage
102
CSI Lifecycle Stage
ContinualService Improvement
103
Definition
Continual Service Improvement (CSI) is an activity that is part of everyday life in IT services.
CSI is not an emergency project kicked off when someone in authority yells that the service is poor!
It is an ongoing way of life; continually reviewing, analysing and improving service management processes and the services.
104
Guidance
Guidance is provided for linking improvement efforts and outcomes with Service Strategy, Design and Transition.
105
Purpose
• The primary purpose of CSI is to continually align and realign IT services to the changing business needs by identifying and implementing improvements to IT services that support business processes.
• These improvement activities support the lifecycle approach through Service Strategy, Service Design, Service Transition and Service Operation.
106
Scope
Continual Service Improvement addresses three main areas:
1. The overall health of ITSM as a discipline 2. The continual alignment of the portfolio
of IT services with the current and future business needs
3. The maturity of the enabling IT processes for each service in a continual service lifecycle model
107
Objectives
• Review, analyze and make recommendations on improvement opportunities in each lifecycle phase
• Review and analyze Service Level Achievement results• Identify and implement individual activities to improve • Improve the efficiency and effectiveness ITSM
processes• Improve cost effectiveness of delivering IT services
without sacrificing customer satisfaction• Ensure applicable quality management methods are
used to support continual improvement activities
108
Value to the Business
There are four reasons to monitor and measure: 1. To validate – monitoring and measuring to validate
previous decisions 2. To direct – monitoring and measuring to set direction for
activities in order to meet set targets. It is the most prevalent reason for monitoring and measuring
3. To justify – monitoring and measuring to justify, with factual evidence or proof, that a course of action is required
4. To intervene – monitoring and measuring to identify a point of intervention including subsequent changes and corrective actions.
109
Continual Service Improvement Model
1. What is the vision?
3. Where do we want to be?
4. How do we get there?
5. Did we get there?
2. Where are we now?
6. How do we keepthe momentum going?
Service & processimprovement
Measurabletargets
Baselineassessments
Measurements &metrics
Business vision,mission, goals and
objectives
110
Quote
‘We have learned to live in a world of mistakes and defective products as if they were necessary to life. It is time to adopt a new philosophy…’
W. Edwards Deming (1900 – 1993)
111
The Deming Cycle
Effective QualityImprovement
CHECK
PLANACT
DO
Time Scale
Matu
rity
Level
Consolidation of the level reachedi.e. Baseline
BusinessIT
Alignment
PlanDoCheckAct
Project PlanProjectAuditNew Actions
Continuous quality control and consolidation
112
IT Governance
IT must now comply with new rules and legislation and continually demonstrate their compliance through successful independent audits by external organizations
• Sarbannes-Oxley Act 2002 • ISO 20000 for ITSM • COBIT an IT Audit Framework • PMBOK a methodology for Project Management
113
CSI Processes
• *The Seven Step Improvement Process
• Service Reporting
• Service Measurement
• *Service Level Management (shared process with Service Design)
114
Pop Quiz
8 What is the main reason for establishing a Baseline?
a) To standardize operation
b) For knowing the cost of services provided
c) For roles and responsibility to be clear
d) For later comparison
Answer: d
115
Pop Quiz
17 Consider the following statements:1. Continual Service Improvement (CSI) provides guidance on how to
improve process efficiency and effectiveness2. CSI provides guidance on how to improve services3. CSI provides guidance on the improvement of all phases of the
Service Lifecycle4. CSI provides guidance on the measurement of processes and
services
Which of the above statements is CORRECT?a) 1 and 2 onlyb) 2 onlyc) 1, 2 and 3 onlyd) All of the above
Answer: d
116
Pop Quiz
27 The four stages of the Deming Cycle are?
a) Plan, Measure, Monitor, Report
b) Plan, Check, Re-Act, Implement
c) Plan, Do, Act, Audit
d) Plan, Do, Check, Act
Answer: d
117
Pop Quiz
39 Which of the following is NOT a step in the Continual Service Improvement (CSI) model?
a) What is the vision?b) Did we get there?c) Is there a budget?d) Where are we now?
Answer: c
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Pop Quiz
79 Which of the following is a good use of a baseline?
a) The desired end state of a project
b) A marker or starting point for later comparison.
c) The current desktop models in use
d) The type of testing to be done for a release
Answer: b
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Service Strategy
• Define the market – Ask what perspective would this service address?
» Service offered as part of a business strategy.
• Develop the offerings – ASK: What is the market space that they are offering their
service?
» HR Self Service systems
• Develop the strategic assets – ASK what are the strategic assets to deliver this service?
» Resources and capabilities and service contracts
• Prepare for execution – turn into a plan of action
