***************************SERVICE STRATEGY****************************** The service strategy of any service provider must be grounded upon a fundamental acknowledgement that its

customers do not buy products, they buy the satisfacti on of particular needs. Therefore, to be successful, the servicesprovided must b e perceived by the customer to deliver sufficient value in the form of outcomes that the customer wants to achieve.Achieving a deep understanding of customer ne eds, in terms of what these needs are, and when and why they occur, also require s a clear understanding of exactly who is an existing or potential customer of t hat service provider. This, in turn, requires the service provider to understand the wider context of the current and potential market places that the service p rovider operates in, or may wish to operate in. A service strategy can not be created or exist in isolation of the over-arching strategy and culture of the organization that the service provider belongs to. T he service provider may exist within an organization solely to deliver service t o one specific business unit, to service multiple business units, or may operate as an external service provider serving multiple external businesses. The strategy ado pted must provide sufficient value to the customers and all of the service provi der s stakeholders it must fulfill the service provider s strategic purpose. Irrespective of the context in which the service provider operates, its service strategy must also be based upon a clear recognition of the existence of competi tion, an awareness that each side has choices, and a view of how that service pr ovider will differentiate itself from the competition. All providers need a service strategy. Hence, the Service Strategy publication sits at the core of the ITIL V3 lifecycl e. It sets out guidance to all IT service providers and their customers, to help them operate and thrive in the long term by building a clear service strategy, What services, for Whom, how developed, customer/stakeholders values, servicing sourceing decisisions wrt to diff service providers Visibility & control over value creation - fin mgmt Robost bus case - secure strt invetsment in Service Assets & serv-mgmt capabilit ies Allocation of avail resources across Port-of-Services How to measure service performnace Service Strategy - 4 P's Perspective -distinctive vision/direction, Position -basis on which the provider will compete Plan -how the provider will achieve their vision Pattern -fundamental way of doing things, distn patterns in decision s/actions over time. Service Value: Service Utility service warranty (outcomes supported, constraints removed) (availability, capacity, continuity and security.)

Service Value also includes the associated concepts of services as Assets

Value Networks Value Creation Value Capture Service Provider Types: Type I: exists within an orgn solely to deliver service to one specifi c bus-unit Type II: services multiple business units in the same organization Type III: operates as an external service provider serving multiple extcustomers.

Service Management as a Strategic Asset: Transform service management capabilities into strategic assets Capabilities: The provider s ability (in terms of mgmt, orgn, proc, knowl an d people) to coordinate/control/deploy resources Resources: The direct inputs for the production of services, e.g. financial, capital, infras, appls, info and people.

Critical Success Factors (CSFs): identification, measurement and periodic review of CSFs to determine the service assets required to successfully implement the desired service strategy. Service Oriented Accounting: Using financial management to understand services in terms of consumptio n/provisioning, achieve translation between corporate financial systems and service mana gement. Service Provisioning Models: categorization/analysis of the various models by service providers to so urce/deliver services, and fin-management impacts of on-shore/off-shore/near-shore variants: Managed Service: bus unit requiring a service fully funds the provision of that service for itself Shared Service: provisioning of multiple services to one or more bus-uni ts thru shared infra/resources Utility: services are provided on the basis of how much, how often what time required by each customer, Organization Design and Development:

Orgn Dev Stages: delivering services through network,direction, delegati on, coordination/collaboration depending on the evolutionary state of the orgn Sourcing Strategy: making informed decisions on service sourcing in term s of internal services, shared services, f ull service outsourcing, prime consortium or selective outsourcing Service Analytics: using technology -achieve an understanding of the per f of a service through analysis Service Interfaces: the mechanisms by which users and other processesint eract with each service Risk Management: mapping and managing the portfolio of risks underlying a service portfolio.

Key Processes and Activities: In addition to Strategy Generation, Service Strategy also includes the f ollowing key processes.

Financial Management: Function & processes responsible for managing an IT service provider s Budgeting/accounting/charging reqts. Value of IT services, value of the assets underlying the rovisioning of those services, Qualification of operational forecasting Service Portfolio Management (SPM) proactive management of the investment across the service lifecycle, Services in the concept, design and transition pipeline, Live services defined in the various service catalogues and retired serv ices. Demand Management Poorly managed demand is a source of risk for service providers - uncert ainty in demand. Excess capacity generates cost without creating value that provides a ba sis for cost recovery. Understand and influence customer demand for services Provision of capacity to meet these demands Analysis of patterns of business activity and user profiles.(Strategic) Differential charging to encourage customers to use IT services at less busy times. (Tactical) Service Level Package (SLP) defines the level of utility and warranty for a Serv-Pkg designed to meet the needs of a patt ern of business activity.

Key Roles and Responsibilities : defines some specific roles and responsibilities for execustion of servi ce strategy Business Relationship Manager (BRM): BRMs establish a strong business relationship with the customer by understanding the customer's business and their customer outcomes. BRMs work closely with the Prod-Mgrs to negotiate productive cap acity on behalf of customers. Product Manager (PM): PMs take responsibility for developing and managing services acr oss the life-cycle, and have responsibilities for pro ductive capacity, service pipeline, and the services, solutions and packages that are presented in the service catalogues. Chief Sourcing Officer (CSO): CSO is the champion of the sourcing strategy within the orgn, responsible for leading and directing the sourcing office and dev of the sourcing strategy in close conjunction with the CIO.

***************************SERVICE DESIGN****************************** Design IT service -Architectures, processes, policies, docs to meet future bus r eqt. Goal/Objectives design services to meet bus reqt design processes to support service lifecycle Identify/manage risks design secure/resilient IT infras, env, appln, data/inforation resources, capab iliy design measurement methods/metrics Produce/maintain plans, processes, polocies, standards, arch-framework, docs to support the design develop skills/capability within IT contribute to overall improvement in IT service quality KEY Principles***** SD starts with a set of bus-reqt and ends with developed service/solution Handover SDP to Service Transition

5-Aspects to SD 1. new/changed service solution 2. serv-mgmt systesm/tools , service portfolio 3. Tech Architectures/Management systems 4. processes, Roles and capabilities 5. measurement methods and metrics

FOUR PS of design ****** People: people,skils, competencies in the provision of IT services Products: Tech/Management systems used in delivery of IT services processes: processess/roles/activites involved partners: vendors, suppliers, manufacturers to assist Service Design Package (SDP): define all aspect of IT service with reqt SDP produced for each IT service, changes, IT serv ice retirement

Key Processes and Activities: ******************************* Service Catalogue Management (SCM) Service Level Management (SLM) Capacity Management Availability Management IT Service Continuity Management (ITSCM) Information Security Management (ISM) Supplier Management

***************************SERVICE TRANSITION******************************

Purpose 1. deliver services for Operational use KEY Principles 1. Facilitate effective/efficient use of new/changed services

2. Understand all services, utilities,warranties utilities( e,g. removed bus constraints), warranties(assuance that utilities will be delivered) 3. Establish formal policy/ common framework for implementation & all re qd changes 4. consistency/comprehensiveness ensure that Service/stakeholders/ocassi on... are not missed and cause failures\ 5. knowledge transfer, decision support and re-use of precesses 6. Effective service transition 7. Anticipate/Manage Course corrections -being proactive and find correc tion reqts 8. ensure Service Transition thruout the service lifycycle KEY Process Activities Some process involved/impact in Entire lifycycle stateges Change Mgmt, Rel & Deploy Mgmt, Knowledge Mgmt Process focused in service transition 1. 2. 3. 4. Transition Planning and support Release and Deploy Mgmt Service Validation and Testing Evaluation

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change Mgmt:

Changes recorded, evaluated, auth, planned, tested, implemented, docu & reviewed in controlled manner Service Asset & config Mgmt (SACM) SACM provides accurate info and control assets/relationships that make u pOrgn Infrastructure Identify, control, account for Service Assets and Config items(CI) Protecting/ensuring integrity across the service lifycycle Scope includes non-IT Assets, inter/exter service providers where shared asset Reqd control SACM requires CMS (config Mgmt sys) to manage large/complex services/infrastruc tures

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Knowledge Mgmt ( Data -Info-Knowledge-wisdom)

Right person has right knowledge, right time to deliver and support the service 1. more Efficient services with improved Quality 2. clear/common understanding the value of the srvices 3. relevent info that is always available

Condensing raw/unusable data into valuable Assets

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Transition Planning and support

1. Plan/coordinate resources to ensure reqts of SS encoded in SD are effectively relized in Serv-Ops 2. identify/manage/control risksof failure and disruption across transition serv ices

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Release and Deployment Management

Assemble/position of all aspects of Services in PROD Establish effective use of new/changed services Effective release & deployment - delivers significant Bus Value BY delivering changes at optimize speed, risk, cost Offering consistent, appropriate & auditable implementation Rel & Dep - covers whole assempbly/implementation of new.changed services for Op erational use ******** Service Validation Testing

1. provide objective evidence that new/changed services support bus-reqt and SL A 2. service tested explicitly - functionality/availability/continuity/security/us ability and regr testing.

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Evaluation

Evaluation considers the input to Service Transition Address the relevance of the service design & the transition approach suitability of the new or changed service for the actual operational/business en vironments

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Service Transition Stage Operational Activities

1. 2. 3. 4.

Manage communication/commitment across IT service Mgmt Manage Orgn/stakeholder chnages Stakeholder Mgmt Orgn of Service Transition and Key Roles

Key Roles and Responsibilities Staff delivering Service Transition - Orgnized for Effectiveness/efficiency

***************************SERVICE OPERATION****************************** Purpose : Deliver Value to business Deliver agreed level of services to User/customer Manage Apps/technology/infrastructure that support delivery of the servi ces Service Operation balance Conflicting Goals 1. Internal IT view vs Ext Bus view 2. Stability vs Reponsiveness 3. Quality of Service vs Cost of Service 4. Reactive vs Proactive Operational Health of Services Vital Signs - crtical for execution for VBF (vital Bus Functions) reduction in the cost of monitoring Enable staff to focus on areas for service success KEY PROCESSES AND ACTIVITIES 1. 2. 3. 4. 5. 5. Event Mgmt Process Incident Mgmt Process Request Fullfillment Process Access Mgmt Process Problem Mgmt Process Common Service Operation Activities

kEY FUNCTIONS 1. 2. 3. 4. Service Desk Fn Technical Mgmt fn Application Mgmt fn IT Operation Mgmt Fn

Event Mgmt Process**** 1. Event - Change of State (system not responding) 2. Event management generates and detects notifications 3. Events detected by a CI sending message or by a mgmt tool polling the CI. 4. After Events detected - lead to incident, problem or change or logged in info 5. Respond to Event - automated/mannual intervention 6. Actions if needed - Trigger SMS to alert staffs and automatically log ged

Incident Mgmt Process********* Restore normal service as quickly as possible Incident Mgmt tool - recording/managing incident information 1. unplanned interruption to an IT service or reduction of quality of Se rvice 2. 3. 4. 5. 6. 7. Detcted by events or Users contacted service desk incidents are prioritized, categorized as urgency and Bus impact Functional escalation - Escalated to skilled tech team Hierarchical escalation engages appro levels of Mgmt Incident - diagnosed, tested resolution Service desk ensures that Users satisfied before closing Request Fullfillment Process***** service request : request from user for info or advice/change/access Enable users to request and receive services Source/deliver these services Provide info to usersabout services/procedure to obtain them Assist with general info, complaints comments Access Mgmt Process***** Access Management is concerned with identity & rights 1. Provide the rights to users - to access a service or group of service 2. Manage confidentiality/availability/integrity of data and intellectua l property. 3. verifying identity/entitlement, 4. Granting access to services 5. Logging and tracking access 6. Removing or modifying rights when status or roles change. Problem Mgmt Process*** problem is a cause of one or more incidents 1. 2, 3. 4. 5. 6. olutions Prevent problems and resulting incidents from happening Eliminate recurring incidents Minimize the impact of incidents Diagnosing causes of incidents, determining the resolution Ensuring that the resolution is implemented Maintains info about problems and the appropriate workarounds and res

Common Service Operation Activities ****** monitoring and control: detect the status of services and CIs, take appropriate corrective action

console mgmt/operations bridge: a central coordination point for moni and managi ng services Mgmt of the infra: storage, databases, middleware,dir-services, facilities/data centre etc operational aspects of processes from other lifecycle stages: Change,Configuration, Release and Deployment, Availability, Capacity,Knowledge, Service Continuity Management e

******************************************************************************** ********** IT Operation Mgmt Fn*** Mgmt/Maintenance of infrastructure reqd to deliver the serives (agreed level) 1. IT Ops Control Shift of Operators Centralized montoring/Control (Ops bridge/Network Ops center) 2. Facilities Mgmt Mgmt of Data Centers/Comp rooms/Recovery sites Large sclae Proj - data Center or server consolidation Application Mgmt Fn*** Manages Software Apps (tech expertise & Mgmt of Apps) App Mgmt works wirh Dev team - distinct Fn and Role Refer Application as Services

Technical Mgmt Fn**** People - provide Tech Expertise/Mgmt of IT Infrastructure Plan/Implement/Maintain Stable Infrastructure Resources are placed to - design/build/transition/operate/improve IT services ACTIVITIES 1. 2. 3. 4. 5. Identify Knowledge and expertise reqts Defn Architecture standards Involve - design of new Services/Operational Practices Contribute- service design, transition or Cont-Serv-Imporvements Assist - Mgmt of Contracts and Vendors

Service Desk Fn***** Central Point of Contact for all users of IT.

Logs/manages all incidents, service requests/access requests Provide an interface for all other service operation processes/acitivities Responsibilities 1. 2. 3. 4. Logging all incident requests, categorize and prioritize First line investigation and diagnosis Manage lifecycle of incidents/reqs, escalate as appropriate and close Keep users informed of the status of services/incidents/request

Local Service desk : close to the users Centralized ServiceDesk : Allow few staff to deal with large Vols of Calls Virtual Service desk : staffs in diff location appears as single team Follow the Sun : Desks are in diff time zones, 24-hr coverage