Professional Documents
Culture Documents
What is ITIL?
ITIL is the most widely accepted approach to IT service management in
the world. ITIL provides a cohesive set of best practice, drawn from the
public and private sectors internationally.
www.itil-officialsite.com
Version 2: Service Delivery & Service Support
Version 3:Service Strategy, Service Design,
Service Transition, Service Operation &
Continual Service Improvement
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http://www.isoiec20000certification.com
First Steps in implementing CMMI - SVCS
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60
+40
UK
52
+26
India
44
+15
China
37
+29
South
Korea
35
+16
Germany
27
+15
USA
19
+15
Taiwan
14
+10
Switzerland
12
+6
Austria
+4
Czech
Republic
Source: http://www.isoiec20000certification.com/
First Steps in implementing CMMI - SVCS
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Service Strategy
Views service management as
an organisational capability and
a strategic asset
What services? To whom? What
delivery strategy? Why?
Service Design
Strategy is turned into a
blueprint
p
for delivery
y of new
and
d changed
h
d services
i
Service Transition
How the service design
becomes operational with
risks
i k managed
d
Service Operation
How to maintain service
stability in an every-changing
world
15
Service Perrformance
orts
Repo
Early
y Life Support
Service Design
Package
Service Leve
el
Package
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18
Answer = A
Prioritization can normally be determined by
taking
ki
iinto account b
both
h the
h urgency off the
h
incident (How quickly the business needs a
resolution) and the level of impact it is
causing [Service Operation, Page 50]
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The CMMI
Constellation is the
collection of CMMI
Models
Each CMMI Model
focuses on process
improvement
p
within
a particular area of
interest
CMMI
Framework
F
k
CMMI
Product Suite
CMMI
Constellation
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CMMI-SVC V1.2
CMMIDEV V1.2
provides guidance
for measuring,
monitoring, and
managing
development
processes
provides guidance
for those providing
services within
organizations and to
external customers
16 Shared Core
Processes
CMMI-ACQ
V1.2 provides
guidance to
enable
informed and
decisive
acquisition
l d hi
leadership
First Steps in implementing CMMI - SVCS
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CMMI-SVCS
CMMI
SVCS Webinar
W bi
f
from
October
O b 23,
23 2008
http://www.sei.cmu.edu/collaborating/spins/pdfs/cmmi_svc.pdf
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CMMI-SVC, V1.2
CMMI-DEV, V1.2
Chapter
4 covers only
Ch
l the
h ServicesS i
related process areas.
Chapter
4 covers all
Ch
ll off the
h process
areas in the model.
34
CMMI-SVC, V1.2
CMMI-DEV, V1.2
Integrated
the specific
I t
t d tteaming
i
iis covered
d iin th
ifi
practices of IPM and OPD, not as IPPD additions, but
rather as specific practices inherent in these process
areas (IPM SP 1.6 and OPD SP 1.7).
Integrated
the specific
I t
t d tteaming
i
iis covered
d iin th
ifi
practices of IPM and OPD as part of the IPPD group of
additions.
No amplifications
p
appear
pp
in the model.
Amplifications
p
for software engineering,
g
g, systems
y
engineering, and hardware appear in the model.
35
Category
Maturity Levell
Project Management
Support
Support
Support
Project Management
Service Establishment
and Delivery
Support
Process Management
Process Management
Process Management
Process Management
Process Management
All CMMI-SVC model practices focus on the activities of the service provider
First Steps in implementing CMMI - SVCS
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Category
Project Management
Project Management
Support
Project Management
Project Management
Project Management
Project Management
Project Management
Service Establishment
and Delivery
Service Establishment
and Delivery
Service Establishment
and Delivery
S
Strategic
Service
S
Management (STSM)
(S S )
Service Establishment
S
bl h
and Delivery
Maturity Levell
37
Maturity
Level
(5)
Optimizing
Causal Analysis
& Resolution
Organizational
Innovation &
Deployment
(4)
Quantitatively
M
Managed
d
Quantitative
Project
Management
Organizational
Process
Performance
Incident
Resolution &
Prevention
Service
System
Delivery
Service
System
Transition
Strategic
Service
Management
Organizational
Process
Definition
Capacity and
Availability
Management
Integrated
Project
Management
Risk
Management
Service
Continuity
Organizational
Process
Focus
C
Configuration
fi
ti
Management
M
Measurement
t&
Analysis
D
Decision
i i
Analysis &
Resolution
P
Process &
Product Quality
Assurance
S
Service
i
Delivery
Project
Monitoring
& Control
Project
Planning
Requirements
Management
Supplier
Agreement
Management
(3)
D fi d
Defined
(2)
Managed
Organizational
Training
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42
making sure you have everything you need to deliver the service,
including people, processes, consumables, and equipment
43
All of the p
process
areas shown in this
diagram are in the
Service
Establishment and
Delivery process area
category
Note that the
Service Delivery
process area occupies
a central role in these
relationships
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45
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47
Service Desk
Incident / Problem / Change / Configuration / Release
Management
Service Level / Financial / Availability / Capacity / Service
Continuity Management
First Steps in implementing CMMI - SVCS
48
DAJ7
49
Slide 49
DAJ7
Present
St t
State
Transition
State
Unfreezing
Management Commitment
Process Assessment
Desired
State
Refreezing
Process Improvement Activities
Action Plan Implementation
Action Planning
g
50
51
The Key to
implementing
change
l
h
effectively is to create
an infrastructure that
supports the new
change
Without a positive
and supportive
infrastructure, change
may
y not be lasting
g
First Steps in implementing CMMI - SVCS
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ITIL:
iis strong
t
iin IT processes, and
d with
ith v3,
3 it h
has iimproved
d it
its coverage off th
the
service design process
is useful in helping achieve the goals that are established by CMMI
53
54
55
and
d off
ff you go
First Steps in implementing CMMI - SVCS
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Design Authority
Visionary / Do-er / Leader / Carer a team player
57
Brief
Approach
A
h
Board
Initiation
58
Many
M
methods
th d to
t choose
h
from
f
http://www.itsmf.co.uk/BestPractice/SelfAssessment.aspx
Culture
Process
Loosely defined processes and
procedures, used re-actively when
problems occur
Totally reactive processes
Irregular, unplanned activities
Defined processes and procedures
Process
Defined
(Level 3)
Managed
M
d
(Level 4)
Optimising
(Level 5)
P
People
l
Technology
Many discrete tools, but a lack of control Product and service-based and
driven
Clearly defined and agreed roles Continuous data collection with alarm and Service and Customer-oriented
and responsibilities
threshold monitoring
with a formalised approach
Formal objectives and targets
Good documentation
Culture
Effective management reports actively used Clearly defined process interfaces and
dependencies
T h l
Technology
People
Loosely defined roles or
responsibilities
Integrated strategic plans inextricably linked Well-defined processes and procedures Business aligned objectives and Well-documented overall tool architecture A continuous improvement
part of corporate culture
formal targets actively monitored with complete integration in all areas of attitude, together with a
with overall business plans, goals and
strategic business focus.
as part of the everyday activity people, processes and technology
objectives
Continuous, monitoring, measurement,
reporting alerting and reviews linked to a
continuous process of improvement
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ITIL
7-step improvement process
61
Or the Six
Sigma
DMAIC
process?
Use d
U
data
t and
d ttools
l tto understand
d t d
the cause-and-effect relationships
in the process or system
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63
64
Mandatory
Pilot the launch internally first
Develop
p a Communications Strategy
gy and Plan
Use all available and culturally acceptable media
Be creative if existing communications channels are
deficient or ineffective
65
Adopt,
Ad t Adopt
Ad t or ignore
i
the
th ITIL guide-lines
id li
in
i accordance
d
with business need
Service Management is one discipline not many
Service Management is forward and outward looking
Each element of Service Management adds value to the
business
Service Management processes underpin Business processes
Service
S i Management
M
t tools
t l underpin
d
i S
Service
i M
Managementt
processes
Service Management is a key enabler for excellent customer
service
Every Process and Activity has an owner
No Gaps No Overlaps
Processes and Tools are great! But PEOPLE make it happen
C
Configuration
fi
ti
M
Managementt iis th
the h
hub
b off th
the S
Service
i
Management Wheel
Service Management implementation doesnt end (Continual
p
Service Improvement)
First Steps in implementing CMMI - SVCS
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Incident
Management
Release
Management
Configuration
Management
Problem
Management
Change
Management
67
Incident
Management
Release
Management
Configuration
Management
Problem
Management
Change
Management
68
Release
Management
Change
Management
Service
L
Level
l
Management
Financial
Management
Capacity
Management
Configuration
Management
Problem
Management
Availability
Management
Incident
Management
IT Service
Continuity
Management
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1. Introduction
2.
3.
4.
5.
6
6.
7.
8.
9.
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
Purpose
Background
Scope
Document Structure
p to Other Documents
Relationship
References
Abbreviations
Acronyms
Process Improvement
p
Process Improvement
Process Improvement
Process Improvement
Process Improvement
Risk Management
Process Improvement
Appendix
pp
Background
g
Organization
Goals
Implementation
Tracking
Schedule
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75
Political Infrastructure
Organization Chart
Roles and Responsibilities
Policies
Process Improvement
p
Infrastructure
Process Improvement Group
Change Control Board
Peer Review
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Effective Usage of an
Intranet
can be
I
b the
h key
k
to ensuring that a
process improvement
p
p
initiative moves
forward
Ineffective usage of an
Intranet can stop a
process improvement
k
initiative in its tracks
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