Appointment of a Project Manager Identification of Stakeholders Requirements analysis, prioritization, agreement and documentation Determination and agreement of outline budgets and business benefits Resolution of potential conflict between business units and agreement on corporate requirements Sign-off process for the agreed requirements Development of a customer engagement plan Information on Requirements of NewServices Facilities/ Features and Functionality required (Utility) Management Information and Management needs required Business Processes supported, Dependencies, Priorities, Criticality and Impact Business Cycles and Seasonal Variations SLRs and Service Level Targets (Warranty) Business Transaction Levels, numbers and types of users + future growth Business justification, including Financial and Strategic aspects Level of business capability or support to be provided MANAGEMENT OF DATA AND INFORMATION Defining tool requirements: Tools Selection Implementation considerations: Evaluation process & criteria: Heading DELIVERY MODEL OPTIONS Delivery Strategies Insourcing Outsourcing Application Service provision Partnership Co-sourcing or multisourcing Business process outsourcing(BPO) Knowledge process outsourcing (KPO) Cloud Description Utilize internal organization resources Utilize external organization resources Provide shared computer-based services 2 or more organizations working together to design, develop, transition, maintain, operate and support IT services Combination of insourcing and outsourcing Relocating entire business functions using formal agreements Provide domain-based process and business expertise Offer specific pre-defined services but can be customized for a specific organization Advantages Direct Control Freedom of choice Purchased expertise Support for transient needs Low-cost location Support and upgrades included Market expansion/ entrance Competitive response Time to market Control Single point of responsibility Access to specialist skills Significant cost savings Low-cost location Services are easily defined Sourcing is straightforward Disadvantages Scale limitations Cost and time to market Less direct control Exit barriers Usage-based charging models Access to facilities only Intellectual property and copyright protection Project complexity Culture clash between companies Loss of business knowledge Loss of relationship with the business Loss of internal expertise Culture clash between companies Internal clouds are complex Coordinating insourced offerings with external cloud services Multi-vendor sourcing Sourcing different sources from different vendors Organization is not tied to a single vendor Coordinating different vendors activities and services SERVICE DESIGN MODELS Design and Development approaches Main input required for newor changed services Main outputs is the service design package SERVICE LEVEL MANAGEMENT Provide a point of regular contact and communication to the customers and business managers IT services are delivered. To monitor and measure services given to customers and maintained by the organization Provide a reliable communication channel and a trusted relationship with customers and business representatives Provide key information on operational services, targets, achievements and breaches Service provider should establish clear policies for the conduct of the SLM process. The required and cost-justifiable service quality is maintained and gradually improved CSF Based on the objective of a process KPI Developed to organizations appropriate level of maturity, CSF and particular circumstances Identifying suitable customer representatives to negotiate with Bypassing the use of the SLMprocesses Lack of appropriate tools and resources IDENTIFYING & DOCUMENTING BUSINESS REQUIREMENTS & DRIVERS Information on Requirements of Retiring Services Exact Scope of Retirement Business justification, Financial and Strategic Aspects What would replace the retiring service Interfaces and Dependencies with other services Disposal and/or re-use requirements for service assets and configuration items associated with Retiring Services Archiving Strategy for any business data Information on Requirements of Existing Services New Facilities/ Features and Functionality Requirements Changes in Business Processes, Dependencies, Priorities, Criticality and Impact Changes in volumes of Service Transition Increased Service Levels and Service Level Targets Business Justification, including Financial and Strategic aspects ITIL SERVICE DESIGN Benedito, Christian, Kara, Abrahams, Peters, Smith, Nombewu Inputs to various Design Activities are: All constraints, financial budgets and plans Service Management visions, strategies, policies, objectives and plans The Service Portfolio Design activities are triggered by changes in business needs or service improvements. A structured approach to the design activities should be adopted to ensure consistency and integration is achieved. Deliverables fromthe Design Activities: Suggested revisions to IT strategies and policies Designs for new or changed services Process review and analysis report Designs for revised measurement methods and processes DESIGN ACTIVITIES Key Factors for successful Data Management: All users have ready access to the information they need to do their jobs Data assets are fully exploited through data sharing Data assets are protected and secured with IT security policies Quality of organizations data is maintained at an acceptable level MANAGING DATA ASSETS Improving quality of Data: Add value to the services delivered to customers Reduce risks in the business Reduce costs of business processes Stimulate innovation in internal business processes SCOPE OF DATA MANAGEMENT Four areas of Management included within Data/ Information Management: Management of Data Resources Management of Data/Information Technology Management of Information Processes Management of Data Standards and Policies Data/Information Management is how an organization plans, collects, creates, organizes, uses, controls, disseminates and disposes of its Data/Information. DESIGN COORDINATION Purpose Scope Challenges & Risks Policies, Principles & basic concepts Valuing the business Process activities, methods & techniques S E R V I C E
C A T A L O G U E
M A N A G E M E N T IMPLEMENTING SERVICE DESIGN Business Impact Analysis Ascertain the business needs, impacts and risks. Enable organization to define Critical services Acceptable levels and times of service outage Critical business and service periods Cost of loss of service Security implications to the loss of a service 2 Areas Business management Service Management Six Sigma (DMADV) used to develop new processes. Six Sigma (DMADV) used to develop new processes. Prerequisites for success Clearly define goals and objectives Understanding of processes, procedures, functions, roles and responsibilities Understanding of interfaces and dependencies Understanding of business needs Develop measurement and analysis technologies Required metrics to evaluate health of service design Review of measurement programme CAPACITY MANAGEMENT Purpose and Objectives Produce and maintain an appropriate up to date capacity plan Scope Undertaking tuning activities to make the most efficient use of existing IT resources Value to Business Ensuring required capacity and performance are provided Policies, Principles and Concepts Balancing cost against demands Processes, Activities, Methods and Techniques Improving service performance wherever it is cost justifiable Trigger, Inputs, Outputs and Interfaces Periodic trending and modelling Information Management Business Data Financial Data Critical Success Factors and Key Performance Indicators CSF- accurate business forecast KPI accurate forecast of planned expenditure Challenges and Risks Persuading the business to provi de I formation on its strategic business plan IDENTIFYING SERVICE REQUIREMENTS SD must consider all elements. Approach should consider service + its constitution components. Requirements: Scalability Business processes + business units IT service + agreed business requirements Service itself + its SLR or SLA Techinlogy components used to deploy + deliver Service Internally delivered supporting services Externally supplied supporting services Performance measurements + metrics required Legislated or required security levels. AVAILABILITY MANAGEMENT Information Management: Process should maintain an AIMS that contains all of the measurements + information required to complete the availability management process + provide appropriate information. Triggers, inputs, outputs + interfaces: Events trigger availability managements activities Sources of information are relevant to availability managements. Value to business: Availability of systems + services matches evolving agreed needs of business. Policies, principles + basic concepts: Continually trying to ensure all operational services meet their agreed availability targets. Critical success factors + key performance indicators: Each org should identify appropriate CSFs based on its objectives for the process. Challenges + Risks: Main challenge to meet and manage expectations of the customers. Risks: Lack of commitment Lack of senior management commitment Labour-intensive reporting process. BALANCED DESIGN: SERVICE DESIGN TOOLS Enable: Useful in: SERVICE MANAGEMENT TOOLS Data structure Conformity to international open standards Flexibility in implementation, usage and data sharing. Support for monitoring service levels. Consideration must be given to platform on which tool wil be expected to operate. During early stages think about vendor and tool credibility. Asses trading needs of organisation. Tool has to be implemented. Hardware platform has been prepared and software loaded: data population has to be considered. Out of the box Configuration Custimization Service Design 5 Main Aspects Service solutions for new or changed services Management information and tools Technology architectures and management architectures The process required Measurement methods and metrics Purpose + Objective: Level of availability delivered in all IT services meets agreed availability. Scope: Covers the design, implementation, measurement, management and improvement of IT service DESIGN CONSTRAINTS All design activities operate within many constraints This means that designers are not always free to design most desirable solutions The primary constraints that determine the boundaries of a service solution design are the utility and warranty desired by the customer The most obvious additional constraints is the financial one MANAGEMENT OF APPLICATIONS To fully implement management of applications companies use SDLC The application portfolio This is simply a full record of all applications Application frameworks This covers all management and operational aspects and provides solutions Design of specific applications The most important phase, ensures that an application is conceived with operability and management Managing trade-offs Balancing the relationship among resources Design patterns General, repeatable solution to a commonly occurring problem Templates and code generation A number of development tools provide variety of templates for creating common application components Rapid Application Design (RAD) Off-the-shelf solutions Purpose and objective Scope Value to the business Information management Policies principles and basic concepts Critical success factors and Key performance indicators Challenges Risks Valuing Data Classifying Data Data Ownership Data Migration Data retrieval & usage Data Capture Data Storage Data Integrity Data related issues Purpose to provide and maintain a single source of consistent info on all operational services. Scope To provide and maintain accurate info on all services being transitioned to the live environment. Value to the business Provides a central source of info on the IT services delivered by the service provider catalogue. Policies/Principles/Basic Concepts - To be fully active demand needs to be active throughout the whole lifecycle. Information Management - The service Portfolio and Customer Portfolio Minutes of meetings between business relationship managers and customers Risks - Lack of, or inaccurate configuration management information, which results on the impact of changing demand on the service providers infrastructure and applications. Challenges - The customer might find it difficult to break down individual activities that make sense to the service provider. Activities/Methods/ Techniques Business Plans Marketing Plans Sales Forecast Objective - Ensures high level of customer satisfaction making sure that the customers needs are met to the requirement Service Level Requirements Service level requirement s for all services are ascertained Ability to deliver against these requirements is assessed Risk to the Services and processes Considered during production and preferred solution is selected. Where do we start? Assessment should be taken to ascertain strengths and weaknesses may include customer satisfaction surveys, talking to staff, analysing processes in action Starting point is wherever the organisation is in terms of IT service management maturity Methods of Measurement of service Design Define Measure Analyse Design Verify Define Measure Analyse Improve Control Delicate Balancing act ensuring functionality + targets are met Concept extremely important to service design activities + to balance between effort spent in design, development and delivery of service Hardware Design Software Design Environmental Design Process Design Data Design Ensuring standards and conventions are followed Offering prototyping Management of service cost Offering modelling and simulation facilities. Speeding up design process Functionality: Service or product and everything that is part of the service and its provision Resources: People, technology + money available for effort Service design main purpose is the design of new or changes services for implementation in live enviroment Key output for service design is to design solutions to meet the changing requirements of the business Triggers Triggers are changes in the business requirements and services Outputs *A comprehensive and consistent set of services *A revised enterprise architecture *Service portfolio updates Interfaces The principle interfaces to the adjacent stages of the life-cycle *Service strategy : using information contained within it strategy *Service transition : with the handover of the design of the service solutions within the SDP * Also interfaces with all processes that include service design activity Inputs A number of sources of information relevant to design process *service charter for new or changed services *Change requests from any stage of service life- cycle *Governance required *Corporate, legal and regulatory polices requirements SERVICE- ORIENTED ARCHITECTURE It is strongly recommended that a business process and solutions should be designed and developed by a SOA SOA is defined by OASIS and is considered best practise used by many organizations SOA brings value and agility to the development of self-contained services that are reuasble When SOA principles are used by the IT service provider organization, it is critical that a accurate service catalogue Is maintained as part of an overall service portfolio and CMS SERVICE DESIGN GOALS *Design service to satisfy business objectives based on quality, compliance, risk and security requirements *Design a service that can be easily and efficiently developed and reduce, minimize or constrain long term costs of service provision *Contribute to the improvement of the IT service Value creation through services Determine