Introduction for ITIL V3

Objective
Provide insight of the best practices for IT service

management
Develop basic understanding of ITIL framework The theory The terminology, the concepts

What is ITIL?
ITIL is a public framework that describes Best Practice

in IT service management. A framework for the governance of IT, the service wrap, and focuses on the continual measurement and improvement of the quality of IT service delivered, from both a business and a customer Perspective.

Benefits
It provides following benefits: increased user and customer satisfaction with IT services improved service availability, directly leading to increased business profits and revenue financial savings from reduced rework, lost time, improved resource management and usage improved time to market for new products and services improved decision making and optimized risk.

History of ITIL
Responding to growing dependence on IT, the UK

Government's (CCTA) Central Computer and Telecommunications Agency in the 1980s developed a set of recommendations. After the initial publication in 198996, the number of books quickly grew within ITIL v1 to more than 30 volumes. In 2000/2001, to make ITIL more accessible (and affordable), ITIL v2 consolidated the publications into 8 logical "sets" that grouped related process-guidelines to match different aspects of IT management, applications, and services.

History of ITIL
In April 2001 the CCTA was merged into the Office of

Government Commerce (OGC), an office of the UK Treasury. In 2006, the ITIL v2 glossary was published. In May 2007, this organization issued version 3 of ITIL (also known as the ITIL Refresh Project) consisting of 26 processes and functions, now grouped into only 5 volumes, arranged around the concept of Service lifecycle structure. In 2009, the OGC officially announced that ITIL v2 certification would be withdrawn and launched a major consultation as per how to proceed. In July 2011, the 2011 edition of ITIL was published, providing an update to the version published in 2007.

IT service management
What is it? The effective and efficient, process driven management of quality IT services What is the added value? ITSM is business aligned and maintains a holistic Service Lifecycle approach.

Four attributes if ITSM

Partners/Suppliers Partners and external suppliers

relationship in healthy contribution to service delivery People IT staff, customers and effective management of external suppliers and staff Products/Technology - Hardware, software and budget associated tools. Process end-to-end service delivery based on process flows. Balanced approach in between these four attributes.

Business and IT alignment

What is our business? Objectives of our business?

ITSM ensures IT Service Provisions are : What we need Available when we need them Provisioned at the right costs i.e. financial management

ITSM common terminology

IT infrastructure Processes

Functions
Services Participants

IT infrastructure
Include everything required to provide IT services

which are as under: Hardware / software Reports /manuals/ policy documents SLA/ User documents Roles and responsibilities of IT/ non-IT staffs.

What is ITSM?
ITSM:- A set of specialized organizational capabilities for

providing value to customers in the form of services. Capabilities:- The functions and processes utilized to manage services. Capabilities are intangible assets of an organization and cant be purchased, but must be developed and matured over time. Resources:- It is a generic term include IT infrastructure, people, money, products, technology used to provide services to customer. It is a tangible asset of the organization.

Processes
A process is a set of coordinated activities combining and

implementing resources and capabilities in order to produce an outcome and provide values to customers and stakeholders. Processes are strategic assets when they create competitive advantage and market differentiation. Characteristics of processes: They are measurable They deliver specific results

They deliver outcomes to customers or stakeholders

They responds to specific events and triggered when required e.g.

incident mgt processes can be triggered when an incident is logging to service desk.

Generic Process
Process provide change and transformation towards a goal. measure the effectiveness and efficiency of process

Input Activity

Output

Goal

Functions
When we are talking about processes, we actually

required people who carry out the processes. A team or group of people and the tools they use to carry out one or more processes or Activities is called as function. Functions provide units of organization specialized to perform certain types of work Responsible for specific outcomes

Alignment of functions and processes

How to align processes to functions? Organizations are functionally oriented. Organizational structure in the form of departments Problems due to ineffective communication between multiple department. Well-defined processes can improve productivity within and across functions. Coordination between functions through shared processes is a common pattern in organization design.

Process driven organization

Focuses of mgt. on end-to-end process activities connected of existing

departments. Processes needs to connect all service department to deliver functions in order to deliver the services. If we do not have mechanism to processes to connect these department, IT service delivery quality may suffer.
Goal

Activity

Result

feedback

Processes and Organization

Poor coordination between functions combined with

an inward focus leads to functional silos that hinder alignment and feedback critical to the success of the organization as a whole. Map processes to the functions of department that are existing. We can follow certain models i.e. RACI model

RACI Model
by Responsible for, Accountable for, Consulted, Informed
RACI model defines within a process that who is responsible, accountable, consulted and informed. Understanding function versus process i.e. accountability (ownership) v/s responsibility.

Process of incident management carried out by a different set of functions:

Service desk
Logging Classification Investigation RACI RACI ACI

Only one accountability per row Desktop Applications Operations Manager RCI RCI At least one Responsibility per row RCI CI CI CI

Product vs. services

Service- means of delivering value to customers by

facilitating outcomes customers want to achieve without the ownership of specific costs or risks involved. IT services- means of delivering valuable IT services to customers without the cost and risks to develop IT services himself.

Process owner vs. service owner

In order to ensure that processes and services to be

delivered properly we need to define process owner and service owner. A process owner is responsible for ensuring that the process is fit for the desired purpose and is accountable for the output of that process i.e. owner of Availability management process. A service owner is accountable for the delivery of a specific IT service. Responsible for a continual improvement and management of change affecting services under their care i.e. owner of payroll service. Both may not responsible for many activities required to be performed. So Process manager is responsible for operation of management of process.

Service provider types Matching need to capability

Service Providers help relax the constraints on

customers of ownership and control of specific resources. Internal Service providers business functions embedded within the business units they serve Shared service units business functions provides services to multiple business units and enable effective and efficient business processes. External service providers Provide IT services to one or more external customers i.e. outsourcing

Participants in ITIL framework

Information management
What you need to know To link IT and business together Sr mgt Sr mgt

Strategic

Tactical

Service level mgt

Service level mgt

Service desk

Operational
IT

Service desk Business

Core guidance topics

Service strategy - The achievement of strategic goals or

objectives requires the use of strategic assets. It shows how to transform service management into a strategic asset. Service design It helps on designing IT services, along with the governing IT practices, processes and policies, to realize the strategy and facilitate the introduction of services into the live environment ensuring quality service delivery, customer satisfaction and cost-effective service provision. Service transition It helps for the development of capabilities for transitioning new and changed services into operations, ensuring the requirements of Service Strategy, encoded in Service Design, are effectively realized in Service Operations while controlling the risks of failure and disruption.

Core guidance topics

Service operation - guidance on achieving

effectiveness and efficiency in the delivery and support of services to ensure value for the customer and the service provider. Strategic objectives are ultimately realized through Service Operations. Continual service improvement - guidance in creating and maintaining value for customers through better design, introduction and operation of services, linking improvement efforts and outcomes with Service Strategy, Design, Transition and Operation.

ITIL life cycle main practice elements

Service life cycle

Service strategy
At the core of the Service Lifecycle is Service Strategy. Used by service providers for below two main things:-

To attain market focus- where and how to complete 2. Distinguish capabilities - provide services that the business appreciates. Service Strategy is about ensuring that organizations are in position to handle the costs and risks associated with their service portfolios
1.

Service strategy
Objectives Design develop and implement service management as a strategic asset and assisting growth of the organization Define the strategic objectives of the IT organization.
Processes Financial management Service Portfolio management Demand management

Creating service value

Defines the functionality that an IT Service provides from the customers perspective
Performance supported? Constraints removed? Availability enough? Capacity enough? Continuous enough? Secure enough?

Fit for purpose? Utility Value

Warranty
Fit for use? Provides a customer a level of reassurance and guarantee the Service will meet agreed requirements. Attributes include availability. capacity, continuity and Security measures.

Service packages
A detailed description of an IT Service that is available

to be delivered to Customers. A Service Package includes a Service Level Package and one or more Core Services and Supporting Services.

Service Packages
A service package contains
core service packages (the basic critical services) supporting service packages (provides different-iation or more effective use of core services)

service level packages (Define level of utility and warranty provided by Service package)

Service level packages

Service level packages
(defines level of utility and warranty provided by service packages)

For example ISP

Availability levels

Capacity levels

Continuity

Service levels

Features of service Support of service

Business case
How the customer decide whether to take service or

not? The decision control and end planning tool that projects the likely consequences of a business action. A business case is a justification for a significant item of expenditure. Includes information about cost, benefits, options, issues, risks and possible problems. This can be decided by two processes, financial management process and service portfolio process.

Financial management for IT services

Financial decisions are taken by people within a

service strategy level in your organization. is responsible for monitoring and collecting data associated with the actual expenditures vs. budget Objective:
To provide cost effectiveness of the IT assets and the

financial resources used in providing IT services To ensure proper funding to the delivery and consumption of services

What FM does actually for Organization?

Business

Business capabilities

Financial management
IT
IT capabilities The great connector between desires and abilities.

Benefits of FM IT
Enhanced decision making
Increased speed of change Improved service portfolio management

Financial compliance and control

Operational control Value capture and creation Increased visibility Increased perception of IT

Terminology
Budgeting Predicting the expected future requirements

for funds to deliver the agreed upon services as well as ongoing management to ensure compliance to its budget.

IT accounting Enables the IT organization to account fully for the way its money is spent. It will enable that cost can be defined by customer, service or by activity. It includes to define actual true cost of IT services and fair or equal distribution of the cost across the customers of that service. Charging It is optional. To invoice (bills) the customer

for the services supplied to them.

Service portfolio management

Goal of Service portfolio management is to assist

organization in managing investments in service management across the enterprise and maximizing them for value. A Service Portfolio describes providers services in terms of business value. They include the complete set of services managed by a service provider. These portfolios are used to understand and define clearly the business needs and providers response to those needs.

Service portfolios
Service portfolios Includes the entire set of services managed by the service providers are used to manage the entire life cycle of services Categories defined in service portfolios are: Service pipeline (proposed or in development) Service catalogue (live or available for deployment) Retired services (decommissioned services)

Service portfolio management

Aims to clarify the following questions:
1. 2.

3.
4. 5.

Why should customer buy these services? Why should they buy these services from us? What are the pricing or change back models? What are our strengths and weaknesses, priorities and risks? How are resources and capabilities are allocated?

Understanding the options

To understand better options available which helps

senior executives to make actual Investment decisions in service initiatives with a proper levels of risks and rewards. These cross business decisions may cross business functions and may show slow, medium and longer time frames.

Investment categories and Budget allocations

Venture Growth
tTransform the business

(TTB)

Risk

Discretionary
Nondiscretionary

Grow the business (GTB)

Run the business (RTB)

Core

Retirement
There may be certain set of services which may no

longer met the functional requirement or technical fitness requirements to remain in service portfolio. These types of legacy services may be a larger hidden costs particularly in the norms of longer history. An often overlooked investment, this is potentially one of the largest in service providers organizations particularly in large organization with a long history.

Service portfolio mgt methods

Refreshing the portfolio As conditions and market change, some services may not required. CIO must monitor, measure, reassess and make changes as the business needs change. By organizing an official portfolio with optimal levels of ROI and risks the org maximizes the value realization on its resources and capabilities.

Demand management
Demand management is responsible understanding

and responding to business demands for services by:

Analyzing patterns of activity and user profiles. Provisioning capacity in line with strategic objectives

Understand customer demand and provision of

capacity to meet these demands

Two ways to influence or manage demand: Physical/ technical constraints (e.g. restrict no. of user connections, users, running times) Financial constraints (e.g. using expensive charging for services near full capacity)

Demand management
Maximum safe capacity

Capacity

Workload Time Performance of system based on users logged in

Activity based Demand management

Understand customers business activity and plans in terms

of demand for supporting services.

Demand Pattern

Pattern of business activities (PBA)

Business Process Service belt

Service Process

Capacity Planning

Delivery Schedule Incentives and penalties to Influence consumption. Demand Pattern

Service strategy and service lifecycle

IT budgets: strategic objectives, service portfolios: PBA Service validation criteria, Cost units, priorities and risks of IT services, requirements portfolio Service Design Service models for support, service portfolios, Demand management strategies, IT Budgets Nominating budgets for delivering and supporting services Process metrics and KPIs, Service portfolios. Service Design

Service transition

Service Operation

Continual service improvement

Service Design
Service design is ultimately concerned to design for

new and modified services for the introduction to the production or live environment. It also includes to design new and modified processes that require to deliver the services

Service Design
Objective:- To convert strategic objects into service

assets and service portfolios. Processes: Service level mgt (design)

Capacity management
Availability mgt IT service continuity mgt Information security mgt Supplier mgt Service catalogue mgt

Major aspects of service design

Service portfolio design service mgmt systems and

tools specially design to manage and control services to the service life cycle. Service solutions functions, resources and capabilities needed and agreed. Technology architectures tools require to provide services Processes design, transit and operate to deliver the service Measurement systems and metrics for the services. All to ensure that standards and conventions are followed.

Service design package

Defines all aspects of an IT service and its

requirements through each stage of its lifecycle. A service design package is produced for each new IT service, major change or IT service Retirement. The information all aspects of services i.e. Business requirements, service applicability, service contacts, service functional requirements, service level requirements, service design and topology, organizational readiness assessment etc.

Service Level management

To ensure levels of IT service delivery achieved by

existing services and new services in agreed targets. Success of SLM is depend upon the quality of service catalogue and service portfolio that provide information about services to be provided within a service level management

Activities of Service Level managements

Service Design
Determine requirements Development Design & plan process Negotiate & agree

Continual service Improvement

Monitor Delivery Report

Improve

Evaluate

Terminology 1
Operational level agreement internal agreement

between IT service provider and each department of the same organization suppose to deliver the services in the process of delivery of IT services to customer. Service level agreement agreement between the service provider and the customer and documents of all the agreed service for service level mgt. Underpinning contract contract to the external supplier and IT organization to deliver services Service catalogue written statement of IT services and it includes defined levels Service Level requirements data requirement of the customers needs

Terminology 2
Customers Supplier management UC

Service Level Management OLA

SLA

Internal Suppliers

External Suppliers

Terminology 3
Service A Service B

2 )SLA manger produces the SLA agreed between the customer and service provider

SLAs
Service C Service D

SLRs 1 )Service catalogue should be developed first

SC

IT Infrastructure
Internal

OLAs UCs

The service catalogue

Business service catalogue customer facing
Technical service catalogue technical specifications

i.e. data, applications

Designing SLA structures

Customer 1
Customer based

Customer 2

Customer 3
Service based

Service A

Service B

Service C

Multi-level SLAs
Corporate Level

All generic issues

Customer level

Customer 1

Issues specific to the customer

Customer 2
Issues relevant to a specific service (in relation to this customer ) are covered

Service level

Service A

Service B

Service C

Multilevel SLAs: reduces duplication of effort while still providing customization.

Designing the contents of SLAs

Introduction
Service hours Availability targets

Reliability
Support arrangements Transaction response times Disaster Recovery Reporting requirements Incentives and Penalties

SLA life cycle

Create service catalogue
Discuss service level requirements with customer Map against service catalogue

Sign service level agreement

Ongoing frequent reviews of achievements feedback

and action plan Appendices (where appropriate) Review and renew SLA

Capacity management
Current and future capacity and performance demand

for IT service provision at the right cost. Balancing costs against resources needed. Balancing supply against demand.

Capacity Management
CM is the process that manages: The right capacity balancing cost v/s capacity i.e. cost effective At the right location - scope h/w and s/w at specific location at the right moment for the right customer against the right costs Objective of CM is to meet current and future capacity

and performance demands of the customer regarding IT service provisions.

Capacity management
CM provides predictive and ongoing capacity

indicators needed to align capacity to demand. It is about finding the right balance between resources and capabilities, and demand. Cost will be high if you have too many resources and capabilities Performance will be degraded if you do not have enough resources and capabilities.

Terminology
Business capacity managing trend, forecast, model,

prototype, size and document to meet future business requirement for IT services. Service capacity managing ongoing service performance as per SLAs. Component capacity monitor, analyze, run and report on component, performance establish baselines and profiles of use of components i.e. no. of CPUs, size of RAM.

Capacity management elements

Balancing supply against demand

Terminology
Information about Balancing supply against demand,business, service, technical, and utilization data

2) Capacity planning

3) Forecast & predictive reports

1) Capacity database

4) Performance monitoring

5) Exception reports
6) Tuning

Activities - Capacity management DB

Logical database not necessarily physical database Service or component reports

Monitoring Tools

Data: Business Service Technical Financial utilization

Exceptions

Forecasts

Capacity manager
Role To ensure adequate performance and capacity for all IT services Responsibilities Capacity plan (development and management) Performance and capacity monitoring and alerting Report provision and advice Skills Strategic business awareness, technical, analytical, consultancy.

Availability Management
Availability is an ability of a Configuration Item or IT

Service to perform its agreed Function when required. Availability is usually calculated as a percentage. This calculation is often based on Agreed Service Time and Downtime. It is Best Practice to calculate Availability using measurements of the Business output of the IT Service.

Availability Management
Window of service quality to a business customers.
Offer reliable, stable service availability Goal is to optimize capability of IT infrastructure and

support organization to deliver cost effective and sustainable availability enable to achieve business goals. Reduce frequency and duration of availability related incidents. Maintain a forward looking plan. Close relationship between availability management and capacity management.

Availability management
The Process responsible for defining, analysing,

Planning, measuring and improving all aspects of the Availability of IT services. Availability Management is responsible for ensuring that all IT Infrastructure, Processes, Tools, Roles etc. are appropriate for the agreed Service Level Targets for Availability.

Proactive and reactive elements

Proactive activities :- Involve the planning, design

and improvement of availability. These activities are principally within design and planning role i.e. at service design phase Reactive activities:- Involves monitoring, measuring, analysis and management of all events, incidents and problems regarding availability required at service operation phase.

Terminology
Security:- security management determines the

requirements and AM implements measures. Availability:- Ability of IT service or Configuration Item to perform a required function. Reliability:- freedom from operational failure Resilience:- Ability to withstand failure Maintainability:- Ability of a CI to be retained in or restored to an operational state. (Internal) Serviceability:- Contact is made with third party suppliers (External) managed by supplier management function. Vital business functions:- business critical elements of the business process supported by an IT service.

Terminology
MTBF Meantime between failure: Average time

between the recovery from one incident and the occurrence of the next incident. (Uptime) MTRS Meantime to restore services: average time taken to restore a CI or IT service after a failure. (Downtime) MTBSI Mean time between system incidents: average time between the occurrence of two consecutive incidents (MTRS+MTBF)

Life cycle of an incident

3) Time taken by service provider to repair

Time between system incidents Down time, time to repair

2)Informed after diagnose completed

Uptime, time between failures

diagnosis Repair Recovery time time time

Detection

4) Agreed level of service is restored to the user

Incident

time

Resolution time

Incident
Restore Point

1) Informed of fault

Time

Cycles Planning, Improvement

Service level management Monitor

Requirements

Compile plan

Requirements

Planning

Availability Design

Improvement Analysis

Manage plan
Vital business Sfunctions VBFs Reporting

business

Availability manager
Roles To ensure adequate availability of all IT services Responsibilities Development and management of availability plan Availability monitoring and alerting Report provision and advice Skills Awareness of how IT supports the business, Technical, analytical, consultancy Seek continuous improvement

IT service continuity management

Support business continuity management , ensuring

IT infrastructure and IT service provision can be recovered within agreed business time scales.

Terminology
Disaster not part of daily activities and requires a

separate system. BCM business continuity management includes strategies and actions to take place to continue business processes in the case of disaster. BIA Business Impact Analysis quantifies the impact the loss of IT services would have on the business. Risk assessment evaluates assets, threats and vulnerabilities. Scope all identified business critical processes and IT services that underpinned them.(h/w, s/w, critical paper documents, physical locations i.e. offices/data centers etc.)

Terminology
Countermeasures measures to prevent or recover

from disaster Manual work around Using a non-IT based solution to overcome IT service disruption. Gradual recovery cold standby ( > 24 hrs) Intermediate recovery warm standby (24 hrs 72 hrs) Immediate recovery hot standby (< 24 hrs) Reciprocal agreement agreement with similar size company to share disaster recovery obligations.

Activities

CBPs VBFs Resources, Time constraints

Stage 1 Initiation - define scope of DCM Stages 1 and 2 are Stage 2 Requirements and strategy Strategic Business impact analysis Risk assessment Business continuity strategy Stage 3 Implementation Organizational and implementation planning Stages 2 Standby arrangements, risk reduction measures AND 3 Recovery plans and procedures Tactical Initial testing Stage 4 operational management Assurance

Education and awareness Review and audit Testing Change management

Stages 3 and 4 Operational

Business continuity strategy

IT recovery options- agreed with customers Do nothing should be mentioned in SLAs. Manual back-up Gradual recovery (cold standby) Intermediate recovery(warm standby) Immediate recovery (hot standby)

Operational management
Education and awareness
Training Review
Induction for new and moving staff Requirement and strategies documented in SLAs and IT service continuity plan Who, what, when?

Ongoing testing At least annually Following measure changes Audit

Schedule documented in SLA and ITSCM plan on regular basis i.e. best practice every #6 months.

Roles and responsibilities of IT service continuity manager

Role Responsibilities and skills

Board

Crisis management, corporate/business decisions, external affairs Co-ordination, direction, resource authorization

Senior management

Management

Invocation of continuity or recovery, team leadership, site management, liaison & reporting
Task execution, team membership, team and site liaison.

supervision and staff

Information Security management

Align IT security with business security

Ensures that Information security is effectively

managed.

Scope for ISM

To ensure that the confidentiality, integrity and

availability of an organizations assets, information Security Management must consider the following four perspectives:
Organizational

Procedural

Physical

Technical

Terminology
Confidentiality protecting information against

unauthorized access and use. (password, firewall) Integrity Accuracy, completeness and timeliness of information (s Availability - information should be accessible to authorized users at agreed time. Security baseline Security level accepted by IT organization for its own security and Security incident Any incident that may interfere with achieving the SLA security requirements.

Basic Concept
Security policy Business Drivers External Influences Risk Analysis

Planning
Operational Measures Evaluation & Audit

Basic Concepts Security measures

Threat
Prevention Reduction

Incident

Decision/ Repression

Damage

Correction/ Recovery

Control
Evaluation

Activities
Business & Customers
Reports
Service Level Management

SLA

Maintenan ce

Control

Plan

Evaluate service Providers Implement IT

Roles, Responsibilities and skills

Security Manager Responsibilities: Manage entire security process Consult with senior management Skills Strategic Sense of PR, tactical Security Officer Responsibilities: Day to day operational duties Advice staff on security policy and measures Skills: Analytical, eye for detail consultancy

Supplier Management
Manage suppliers and their services they supply
To provide seamless quality Value for money

Terminology
SCD supplier and contract database (all information with

regard to supplier management is kept) SSIPs supplier service improvement plan (to record all improvement actions and agreed plans between suppliers and service providers) Supplier survey reports feedback from all parties that deal directly with supplier. These results are collected and reviewed by the management to ensure consistency and quality of services provide by the supplier in all areas. Shared risks and rewards Agreeing how investment costs and resultant benefits are shared. Supplier and contract performance reports used as input in supplier contract review methods to manage quality of services provided by the suppliers and partners includes information on shared risks information and rewards.

Types of Arrangements
Co-sourcing informal combination of in-sourcing and out

sourcing . Partnership or multi-sourcing formal agreements between 2 or more organizations to design, develop, transition, maintain , operate and support for IT services. Business Process outsourcing Formal arrangements where an external organizations provide and manages the other organizations entire business processes and functions in a low cost location i.e. accounting, payroll and co-center operations Knowledge process outsourcing external organizations provide domain based processes and business expertise. Application service provision external organizations provide shared computer based services to customer organizations over a network.

SDB
A database or structured Document used to manage Supplier Contracts throughout their Lifecycle. The SCD contains key Attributes of all Contracts with Suppliers, and should be part of the Service Knowledge Management System.

Supplier management process

The Supplier Management process should include:
Implementation and enforcement of the

supplier Policy Maintenance of a Supplier and Contract Database (SCD) Supplier and contract categorization and risk Assessment Supplier and contract evaluation and selection Development, negotiation and agreement of contracts

Supplier management process

Contract review, renewal and termination
Management of suppliers and supplier performance

Agreement and implementation of service and supplier improvement plans

Maintenance of standard contracts, terms and

conditions

SCD
SCD will provide a complete set of reference

information for all supplier management procedures and activities.

Activities
Supplier categorization and maintenance of the SCD Evaluation and set-up of new suppliers and contracts Establishing new supplier Supplier and contract management and performance

phase
Service design Service design Service transition Service operation

Contract renewal and termination

Service operation

Relationship with service level management

Service level management Supplier management

SLA Underpinning contracts

External suppliers

Ensures that Ucs are aligned with SLRs and SLAs by managing relationships with suppliers.

Service catalogue management

Service catalogue A database or structured Document with information about all Live IT Services, including those available for Deployment. The Service Catalogue is the only part of the Service Portfolio published to Customers, and is used to support the sale and delivery of IT Services. The Service Catalogue includes information about deliverables, prices, contact points, ordering and request Processes.

Service catalogue management

The goal of the Service Catalogue Management

process is to ensure that a Service Catalogue is produced and maintained, containing accurate information on all operational services and those being prepared to be run operationally.

Service catalogue
Business service catalogue It is containing details of all the IT services delivered to the customer, together with relationships to the business units and the business process that rely on the IT services. This is the customer view of the Service Catalogue. Technical service catalogue It is containing details of all the IT services delivered to the customer, together with relationships to the supporting services, shared services, components and CIs necessary to support the provision of the service to the business. This should underpin the Business Service Catalogue and not form part of the customer view.

Service design value to the business

Good service design means it is possible to deliver

quality, cost effective services and to ensure that the business requirements are being met. It helps to improve quality of service Improve consistency of service Improved service alignment More effective service performance

Service validation and testing

To ensure that new or changed IT services meet the

design specifications and needs of the business. This service validation and testing is a part of change and release & deployment management. Service validation contributes to quality assurance establishing that the service design and release will deliver a new and changed service or service offering that is fit for the purpose and fit for use.

Why service validation and testing?

Otherwise we see:
Increased incidents Increased service desk calls

Increased problems and errors

Higher costs Services that are not used effectively Finally productivity of the organization will be

affected.

Demonstrates the levels of quality in configuration and levels of testing and validation required I order to justify release to the customer for retrial and assessment

Service V model

Service transition - value to the business

Effective service transition can significantly improve a

service providers ability to effectively handle high volumes of change and releases across its customer base. It will help to
Increased success rate of changes and releases More accurate predictions of service levels and

warranties Less variation of costs against estimated and approved resource plans and budgets.

Service strategy and service lifecycle

Process under service transition

Transition, planning and support
Change management Service Asset and Configuration management

Release and deployment management

Service validation and testing Evaluation Knowledge management

Service Transition
Managing services transition from design to operation Objective: The development and improvement of capabilities for transitioning new and changed services into operation. Processes: Knowledge management Service asset and configuration management Change management Release and deployment management Validation and testing

Knowledge Management
Used to identify, create, represent and distribute

knowledge. In most organization KM is a part of IT department or HR department. In large organization effectively managing and maintaining information is a critical task. To enable organization to improve quality of decision making by ensuring that reliable and securable information and data is available throughout the service life cycle.

Value of knowledge management

To improve efficiency by reducing the need to discover the

knowledge. This require accessible quality and relevant data and information to be available to staff. Enables organization to continually mature and develop!

Service knowledge management system Experience of staff Records of peripheral matters Supplier and partner requirements and abilities Configuration item relationships Known errors

Data to wisdom
Wisdom Why?

context

Knowledge how? InformationWho, what, When, where

Data Understanding

Data to wisdom
Data - Set of discrete facts, little context associated

and understanding gained. Information applies context to data and requires applying some meaning of relevance to a set of facts. Knowledge- requires the analysis of information and is applied to facilitate decision making. Wisdom Use of wisdom enables an organization to direct its strategy and growth in competitive markets. You can not use tools to capture wisdom, as it relates to the ability to use knowledge to make current judgments and decisions.

Components, Tools & Databases

SKMS (Service Knowledge Mgt. System
Decisions CMS (Configuration Mgt. System) CMDB (Configuration Mgt. System)

KEDB( Known Error Database)

Components and database

SKMS - Stores, manages, updates and presents all

information that an IT service provider needs to manage the full life cycle of it services. CMS- It is a set of tools and databases used to manage configuration data (CDMB and Known Error database)

Service Asset and configuration management

Objective of Service asset and configuration

management about configuration items (CIs) throughout their lifecycles. This is just a supporting process. It requires effective processes like change management, incident management, release and configuration management and problem management.

Basic terminology
Attribute Specific Information about CI i.e. size of

RAM required for computer CI Any component that supports an IT service or associated items such as RFCs and SLA CI level Record to the level of detail that the business requires (attribute or separate CI?) Status accounting Recording of all historical data about each CI. Configuration base line A snapshot of a configuration established at specific point in time.

Scope of IT Infrastructure
All of the hardware, software, networks, facilities, etc.

that are required to develop, Test, deliver, Monitor, Control or support IT Services. The term IT Infrastructure includes all of the Information Technology but not the associated people, Processes and documentation.

Activities
Management & Planning Plan the design of the CMDB, naming

conventions to be used, how CMDB will be protected, link to change management etc. Identification Determining the information that needs to be recorded (which CIs, which attributes, what relationships to other CIs etc.) Control Control occurs for the :
registration of new CIs Update of CIs Disposal or archiving of the CIs

Status accounting Reporting of all current and historical data about

a CI (What is happening now? What has happened in the past?) verification and audit - Ensures consistency between CMDB and the actual environment and infrastructure. Reporting -

Roles & Responsibilities

Asset Management The management of the service assets across the whole life cycle including: Full lifecycle management of IT and service assets from acquisitions to disposal Maintenance of the asset inventory Configuration Management Configuration Management CM provides a logical model of the services, assets and infrastructure by recording the relationships between service assets and configuration items

Release and Deployment Management

Objective

To deploy releases into production and establish effective use of the service in order to deliver value to the customer and be able to handover service operation.

Basic concepts - Terminology

Release A collection of authorized changes to an IT services Release Unit Portion of the IT infrastructure that is normally

released together. Definitive spares Physical storage of all spare IT components maintained at the same level as those in the live enviornment DML - Secure library for all definitive media CIs, and associated documentation and information CMDB - A database used to store Configuration rcords throughout their Lifecycle. The Configuration Management System maintains one or more CMDBs, and each CMDB stores Attributes of CIs, and Relationships with other CIs.

Release and Deployment Management

Release and deployment management is responsible

for the DS and DML, as new change/release is stored in these prior to deployment.

Manual

CMDB
References

Release Identification examples

Major Release: Banking system v1, v2, v3 etc.

Major roll out of new h/w and s/w Minor Release: Banking system v1.1, v1.2, v1.3 etc A few minor improvements and fixes to known errors Emergency fix: Banking system v1.1.1, v.1.1.2 etc A temporary or permanent Quick fix for a problem or known error

Big Bang v/s Phased

Big bang approach The new or changed service is

deployed to all user areas in one operation. This will often be used when introducing an application change and consistency of service across the organization is considered important. Phased approach the service is deployed to the part of user base inirially, and then this operation is repeated for subsequent part of the user base via a scheduled rollout plan.

Push and Pull approach

Push approach is used where the service

component is deployed from the center and pushed out to the target locations. Pull approach used for s/w releases where s/w is made available at central locations but users are free to pull s/w down to their own location at a time of their choosing or when the workstation restarts.

Automation vs. Manual

Automation - helps to ensure repeatability and

consistency. The time require to provide well designed and efficient automated mechanism may not always be available or viable. Manual important to monitor and measure the impact of many repeated manual activities as they are likely to be inefficient and error prone.

Activities
Release policy and planning Design & develop or Order & purchase Build & configure release Release, testing and acceptance Deployment planning communication, preparation & training Logistics, Delivery and Installation

Roles, responsibilities and skill

Release and Deployment manager Drive effectiveness and efficiency of process Manage release management team Liase with change and configuration management, IT platform managers, application developers Release and Deployment management team Manage the DML and DS Design, build, test and deploy releases Manage s/w management distribution tools Skills Technical and co-ordination skills, Project

managers