itil2011mindmaps-13461533722697-phpapp01-120828063058-phpapp01
Content
13 ITIL Mind Maps:
Service Management as a Practice
ITIL Service Strategy
ITIL Service Strategy Processes
ITIL Service Design
ITIL Service Design Processes
ITIL Service Transition
ITIL Service Transition (SACM)
ITIL Service Transition (Change and Evaluation)
ITIL Service Operation
ITIL Service Operation Functions
ITIL Service Operation Processes
ITIL Continual Service Improvement
ITIL CSI Improvement Processes
ITIL® 2011 Mind Maps
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ITIL - Service Management as a Practice
Facilitates outcomes without costs & risks
Uncertainty of outcome
Standards - ISO20000
Risk
Training and education
Sources
Functionality
Fitness for purpose
Industry practice - Sarbanes Oxley (SOX),
Financial Services Authority (FSA)
What the customer gets
Best
Practice
Fitness for use
Performance
Warranty
Internal and external experience
Research
Utility
Value to customers
How service is delivered
Service
Employees
Customers
Enablers
Economic value
Suppliers
Advisors
Reputation
Shown by
Technology
Customer Perception
Knowledge to achieve business objectives
Core
Enabling
Classification
Coordinated activities
Enhancing
Performance driven
Creates value for customers
Maintenance
Defines roles, activities, guidelines
Process
Prime customer contact
Measurable
Ensures delivery meets requirements
Service
Owner
Identify areas for input into CSI
register / raise RFC's
Communication with Process Owners
Reporting & monitoring
Accountable for delivery of service
Characteristics
Service
Management
as a Practice
Definitions
Function
Perform certain types of work
Responsible
Accountable
Assists with design
RACI Model
Documentation
Input to CSI register
Specialised units
Responsibility within process or function
Defines Strategy, policy, standards
Communication
Consulted
Clarifies roles and responsibilities
Process manager
Owner
Control
Documentation
Objectives
Feedback
Provides value for customers via services
IT service management
Service
Management
One person
Informed
Process
Owner
Process practitioner
Set of specialised capabilities
Customers
Responds to triggers
Role
Audits
Specific Results
Process
Model
Activities
Procedures
Process
Metrics
Improvement
Roles
Enablers
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Capabilities
Resources
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ITIL Service Strategy
Current state assessment
Automation can
affect performance
target state definition
Simplify processes
Gap analysis
Technology
Project estimation
Project consolidation
Roadmap
Understand flow of
activities
Minimise interactions
Implementation
Definition of roles
Service portfolio, customer portfolio, customer agreement portfolio
Demand management procedures, techniques and tools
Define the market and identify customers
Understand the customer
Designing the strategy
Quantify the outcomes
Interfaces between all service strategy processes and other processes
Establish and maintain business relationships
Ensure service provider can meet needs of the business
Classify and visualise the service
Understand the opportunities
Rules, policies, processes by which
businesses are operated, regulated,
controlled
Define services based on outcomes
Service models
Assists business in articulating value of service
Core Services - deliver basic outcomes
Evaluates, direc ts, monitors the strategy, policies and plans
Strategy
principles
Evaluate
Direct
Activities
Enabling services are needed in order for
a core service to be delivered
Enhancing services are excitement factors
Define service
units and
packages
Monitor
Establish responsibilities
Deliver the basic outcomes desired by the customer
Represent the value the customer wants
Supporting Services
Strategy to set and meet objectives
Either enable or enhance the value proposition
Acquire for valid reasons
Framework
Ensure performance when required
Governance
Packaging core and supporting services
is an essential aspect of market strategy
Ensure conformance with rules
Packaging will also have an impact on the
design and operation of a service
Ensure respect for human factors
Service through collaboration
Strategic Asset
Service through coordination
Services through delegation
Service Management
Stages
Finances
Services through direction
Infrastructure
Services through network
Resources
Applications
People
What is our business?
Who is our customer?
What does the customer value?
Service
Strategy
Marketing mind set
Who depends on our services?
Assets
How do they use our ser vices?
Information
Service Assets
Management
Organisation
Capabilities
Processes
Knowledge
Why are they valuable to them?
People
Internal (Type I)
Future vs Present
Shared Service Unit (SSU) (Type II)
Opposing
dynamics
External (Type III)
Supplies service to one or more customers
Outsourcing
Insourcing
Service provider
Disaggregation
Operational effectiveness vs
improvements in functionality
Value capture
Perspective
Aggregation
Positions
Defined by customers
4 P's
Affordable mix of features
Achievement of objectives
Changes over time and circumstance
Business outcome achieved
Customer's preferences
Patterns
Value
Ongoing Actions
Value for customer
Benefits
Basic Factors
Performance Factors
Business Portrayal
How to achieve vision
Cost effectiveness
Creating value
Customer's perception of what was delivered
Excitement Factors
Plans
Vision
Kano model
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Standardised processes
Services create value
Respond quickly to
changes in business
environment
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ITIL Service Strategy Processes
How a service provider will enable an
organization to achieve its business
outcomes
Analyse internal and external factors
Service Design
Development
Operational Services
Service Catalogue
Define market spaces
Assessment
Service Pipeline
Identify strategic industry factors
Contents
Establish objectives
Determine perspective
Retired Services
Strategy
Management
for IT
Services
Tracks investment through lifecycle and ensures
appropriate returns are achieved
Ensures services clearly defined and
linked to business outcomes
Why should they buy these services from us?
Adopt patterns of action
Align assets with outcomes
Optimise CSFs
Execution
Prioritise investments
Measurement and evaluation
Clarify the answers to key
strategic questions
What are our pricing and chargeback models?
Craft a plan
Process
Purpose
Why should a customer buy these services?
Form a position
Generation
To ensure service provider has the right mix of services to
balance the investment in IT with ability to meet business
outcomes
CSI
Expansion and growth
Annual planning cycles
What are our strengths, weaknesses, priorities and risks?
New business opportunity
Triggers
How should our resources and capabilities be allocated?
Strategy management
Changes to internal and external
environments
Mergers or acquisitions
Business relationship management
Process initiation
CSI
Other service management processes
Enhanced decision making
Strategy
Speed of change
Request from business
Value to the business
Service improvement opportunities
Service suggestion
Existing services
Finance compliance and control
Operational control
Define
Value capture and creation
Service, customer and business outcomes
Portfolio
Management
Service models
Impact on service portfolio and service model
Cost centre
Profit centre
Service portfolio review
Analyse investments, value and priorities
SPM
Analyse
Policy decisions
Process
Funding
External
Internal
Rolling plan
Articulate value proposition
Funding models
Retain
Rationalise
Refactor
Renew
Approve
Zero based
Trigger based
Service
Strategy
Processes
Replace
Service valuation
Service Investment Analysis
Assesses the value or return of a service over the total lifecycle
Based on the value received and the costs incurred
Compliance
Retire
Outputs
Change proposal
Cost optimisation
Seeks to translate outage severity into a financial value
Change management authorisation
Change proposal authorised
Business Impact Assessment (BIA)
Financial
management
Communicate with stakeholders
Service design and transition processes
Charter
Aid to decision making and prioritisation
Helps to identify
Cost of service outage
Relative value of services
Planning confidence
Track progress and update portfolio
Analysis of previous budget
Opportunity
Assessment of plans
Value proposition
Budgeting
Business outcomes supported
Priorities
Budget(s)
Portfolio Contents
Cost model
Risks
Cost centres and cost units
Offerings & packages
Cost types and elements
Investments required
Accounting
Cost & pricing
Scope
Analyse patterns of business activity
Analysis and reporting
Action plans
Objective
Cost recovery or break even
Demand
Management
Work with capacity management
Achieve balance between cost and value of outcomes
Refines understanding of interactions
Cost classification
Chart of accounts
To identify and analyse the patterns of business activity that
initiate demand for services
User Profiles
Specification of changes to funding and spending
Cost and income estimation
Business cases
Policies
Decide on chargeable items
Enable executives to evaluate real investment
Pricing
Billing
Service provider
Contract
Establish and maintain business relationships
Ensure service provider can meet needs of the business
Assists business in articulating value of service
Objective
Cross subsidisation
Notional charging
Charging
Value to business
Recovery with margin
Business Relationship
Management
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Risks
Design
Operational
Market
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ITIL Service Design
Statement of requirements (SOR)
Identify business need
Invitation to tender (ITT)
Business case
People
Award contract
Negotiate
Evaluation and procurement of new contracts and suppliers
4 P's
Select supplier
Supplier and contract
categorisation
Maintains supplier and contract management information
system (SCMIS)
Value for money
Supplier
Management
Service solutions
Why should a customer buy
these services?
Design IT services,
together with the
governing IT practices,
processes and policies,
to realize the service
provider’s strategy and
to facilitate the
introduction of these
services into supported
environments ensuring
quality service delivery,
customer satisfaction
and cost-effective
service provision.
Manage supplier and contract
performance
Define and maintain policies
and methods
Plan design resources and
capabilities
Coordinate design activities
Improve service design
Partners
Processes
Ensure contracts are aligned to business
Manage design risks and issues
Products
Design coordination
Plan, coordinate and monitor
individual designs
Review designs and ensure
handover of SDPs
Why should they buy these
services from us?
What are the pricing or
chargeback models?
What are our strengths and
weaknesses, priorities and risks?
How should our resources and
capabilities be allocated?
Opportunity
Service portfolio
Value proposition
Business outcomes
supported
Business cases
Contents
Systems and tools
Risks
Offerings and packages
Corporate visions, strategies, etc
Investments required
Service management visions, strategies,
policies, objectives and plans
Ongoing costs
and pricing
Constraints and requirements for compliance
with standards and regulations
Key Principles
IT strategies, policies and plans
Business requirements
Priorities
Inputs
Services
5 major aspects
Supported levels of performance
Policies
Service portfolio
Minimum requirements
ITSM processes, risks and issues registers
Ordering and request
Service catalogue
Revisions to IT strategies, policies, designs, plans,
architectures, processes
Support terms and conditions
Dependencies
Service level package
Points of contact
Service
Design
Reduced total cost of ownership (TCO)
Improved quality of service
Consistency of service
Pricing and charging
Business / organisation
Enterprise
Easier implementation of new services
Service
Technology and management
architectures
Better service alignment
Improve service performance
Improve IT governance
Benefits
Application
Data / Information
Environment
Improved service alignment
IT Infrastructure
More effective service
management
Design top down, build bottom up
Processes required
Better IT processes
Progress
Improved information and decision making
Measurement methods and metrics
Coordinate all design activities
Functionality
Balanced design
Produce associated service design packages
Ensure service designs and/or SDPs are produced and handed
over to service transition
Ensure all service models and service solution designs conform to
strategic, architectural, governance and other corporate requirements
Improve the effectiveness and efficiency of service design activities and processes
Ensure that all parties adopt a common framework of standard, reusable
design practices
Effectiveness
Efficiency
Plan and coordinate the resources and capabilities required to design
new or changed services
Manage the quality criteria, requirements and handover between design,
strategy and transition
Compliance
Resources
Schedule
ITSC
Objectives
Availability
Other Service Design
Processes
See "Service Design Processes" Map
Monitor and improve the performance of the service design lifecycle stage
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Capacity
Service Level
Service Catalogue
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ITIL Service Design Processes
Align IT security with business security
Effectively manage information security
Management of risks
Manage information contained in service catalogue
Training & awareness
Ensure service catalogue is available and accurate
Security strategy and plan
Service Catalogue
Management
Management of suppliers and contracts regarding access to systems and services
Management of all security breaches and incidents associated with all systems and services
Proactive improvement of security controls, and security risk management and the reduction of security risks
Control
Plan
Live services
Business service catalogue
Integration of security aspects within all other IT service management processes
Manage information security management system
Ensure service catalogue supports evolving needs
of service management processes
Technical service catalogue
Information Security
Management
Security Framework
Implement
Delivered service matches or exceeds needs of customer
Evaluate
Perform as agreed
Maintain
Service availability
Availability
Preventive
Component availability
Design for availability and recovery
Reductive
Measures
Detective
Perform as its agreed function
Reliability
Repressive
Speed to restore to normal working
Maintainability
Corrective
Serviceability
Agreed level of IT Service
Ability of 3rd party to meet terms of contract
Achievable targets
Identifying vital business functions (VBFs)
Proactive measures
Produce and agree service level requirements (SLRs)
Negotiate between internal service providers
Designing in availability
Availability Management
Improvements to service
Component failure impact analysis (CFIA)
Define
Single point of failure (SPOF)
Proactive Activities
Operational level agreement (OLA)
Modelling
Risk assessment
Service
Multi Level
Fault tree analysis (FTA)
Negotiate between IT and customer
Planned maintenance
Document
Service level agreement (SLA)
Service Level
Management
Customer
External contractors
Contracts
Process
Agree
Measure
Projected service outage document (PSO) document
Service
Design
processes
Monitor, measure, analyse, report
Expanded incident lifecycle
Reactive Activities
Unavailability analysis
Component failure
impact analysis (CFIA)
Monitor
Regular
Ad-Hoc
Required services resumed within required and agreed timescales
Report
Support business continuity management (BCM)
Red, amber, green (RAG) / Service level
agreement monitor (SLAM) charts
Agreed and required timescales
Review
Policy setting
Terms of reference and scope
Cost justifiable capacity available in time
Initiation
Capacity matched to evolving agreed needs of customer
Resource allocation
Project organisational and control structure
Supply vs demand
Agree project and quality plans
Cost vs resource
Business impact analysis (BIA)
Capacity plan
Proactive activities
Risk analysis
Activities
Assistance with Capacity incident resolution
IT Service Continuity
Management (ITSC)
Modelling and trending
Application sizing
Monitoring
Tuning
Iterative
Techniques
Manual
ITSC strategy
Process
Demand management
Live service capacity
Incident / problems
Performance, capacity, utilisation
Gradual
Intermediate
Fast
Capacity Management
Immediate
Implementation
Threshold management and control
Requires financial plans and business strategy
Reciprocal
Requirements & strategy
Analysis
Future business needs
Service failure analysis (SFA)
Develop plans / procedures
Testing
Education, awareness, training
Business capacity management
Service capacity management
Ongoing operations
Testing
Change management
Invocation
Component capacity management
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ITIL Service Transition
Plan and manage service changes efficiently and effectively
Manage risks relating to new, changed
or retired services
Speed vs accuracy
Successfully deploy service releases into supported environments
Safety critical services
Objectives
Difficulties
Restricted resources
Working with difficult customers
Set correct expectations on the performance and use of
new or changed services
Ensure that service changes create the expected business value
Provide good-quality knowledge and information about
services and service assets.
Stakeholder change
Communications
Stakeholder map
Confidence that a new or changed service will
deliver the value and outcomes required of it
Stakeholder commitment analysis
Benefits
Emotional cycle of change
Governance process
Organisational capabilities
Provides a measured degree of confidence.
Managing
People
Leadership
Organisational adoption
Organisational change
Understanding of risk
Define customer requirements
Design
V Model
Strong communication process
Kotter's 8 steps
Provide clear comprehensive plans
Assure quality
Transition
Planning and
Support
Produce transition strategy
Activities
Validate service packages
Service acceptance
Service
Validation
and
Testing
Release policy
Plan and coordinate transition
Design service solution
Design service release
Business and service performance measures
Prepare for transition
Define service requirements
Test
Service operational readiness
Service release package
Component and assembly
Library of tests
Plan and design tests
Levels of testing
Service
Transition
Provide transition process support
Test environment
Verify test plan and designs
Process
Prepare test environment
Perform tests
Evaluate exit criteria
See "Change and Change evaluation Map"
See "Change and Change evaluation Map"
See "Knowledge, Service Asset
and Configuration Map"
Report
Change
Test and clean up
Other
Service
Transition
Processes
Evaluation
Service Asset and Configuration
See "Knowledge, Service Asset and Configuration Map"
Knowledge
Should be separate to release and deployment manager
Enable projects to estimate the cost, timing, resource requirement and
risks associated with the service transition stage more accurately
Result in higher volumes of successful change
Be easier for people to adopt and follow
Enable service transition assets to be shared and re-used across projects and services
Reduce delays from unexpected clashes and dependencies
Big bang / phased
Release options
Push / pull
Benefits
Automated / manual
Result in higher volumes of successful change
Full
Delta
Be easier for people to adopt and follow
Release unit
Enable service transition assets to be shared and re-used across projects and services
Package
Release and
Deployment
Management
Planning
Preparation
Build and test
Service testing and pilot
Planning and preparing for deployment
Enable projects to estimate the cost, timing, resource requirement and risks
associated with the service transition stage more accurately
Activities
Performing transfer, deployment and retirement
Reduce delays from unexpected clashes and dependencies
To assist organisations seeking to plan and manage service changes and
deploy service releases into the production environment successfully
Early life support
Review and closure of deployment and Service Transition
Role should be separate to test manager
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ITIL Service Transition - SACM
IT staff to understand the configuration and relationships of services and the configuration items
Policies
Better forecasting and planning of changes
Objectives, scope, resources
Successful assessment, planning and delivery of changes and releases
Planning & management
Resolution of incidents and problems within the service level targets
Delivery of service levels and warranties
Better adherence to standards, legal and regulatory obligations
More business opportunities as the service provider is able to demonstrate control of assets and services
Traceability of changes from
requirements
CSFs
Involve change/release
Start small
SACM
Benefits
Regulatory compliance
An asset, service component or other item which is or
will be, under the control of configuration management
Types
Ability to identify the costs of a service
Reduced cost and time to discover configuration information when it is needed
Define
Proper stewardship of fixed assets that are under the control of the service provider
Design, manage & maintain configuration management system (CMS)
Control receipt, identification, storage of CI's
Regular housekeeping
Amend database to suit business requirements
Attributes
Relationships
Business case
Configuration
manager
Service lifecycle
Configuration librarian
Create process & procedures & training
Naming convention
SACM
Activities
Configuration analyst
CMS tools administrator
SACM
Roles
Hardware
Configuration item (CI) identification
People
External / internal
Categories
Documentation
Organisation
Service asset manager
Agrees naming convention
Service Transition:
- Knowledge Management
- Service Asset and
Configuration Management
Configuration management databases (CMDB's)
Definitive media libraries (DML's) information
Known error databases (KEDB)
Data, information & tools layer
Availability management information system (AMIS)
Service knowledge
management system (SKMS)
Capacity management information system (CMIS)
Data mining
Information integration layer
Modelling
Knowledge processing layer
Reports
Presentation layer
Data, Information, Knowledge, Wisdom (DIKW)
Improve the quality of management
Accommodation
Software
Design & maintain asset management systems
Asset management system processes & procedures
Service
management plans
Service
Configuration control
Status accounting
Internal policies
Business strategy
Service capability assets
Service resource assets
Authorised CIs
CIs under change control
Define each status
Before /after major change
Verification and audit
After IT service continuity invoked
Planned, regularly, random
Automate
Knowledge
Management
Enable the service provider to be more efficient and improve quality of service,
increase satisfaction and reduce the cost of service by reducing the need to
rediscover knowledge
Ensure that staff have a clear and common understanding of the value of their services
Maintain a service knowledge management system (SKMS) that provides controlled
access to knowledge, information and data that is appropriate for each audience
Configuration management databases (CMDB's)
Definitive media libraries (DML's)
Data, information & tools layer
SACM
CMS
Known error databases (KEDB)
Availability management information system (AMIS)
Capacity management information system (CMIS)
Physical storage information
Definitive spares
Definitive media library
Gather, analyse, store, share, use and maintain knowledge, information and
data throughout the service provider organization.
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Change and Evaluation
Raised by
Recorded
Reason
Assessed/evaluated
Return
Risks
Resource
7 R's
Impact
Responsible
(ChM)
Change
process
(ChM) Change
assessment
Relationship
Cost
Authorised
Prioritised
Planned
Tested
Implemented
Reviewed
Regular
Strategic
Assess, plan, schedule changes
Review previous changes
Tactical
(ChM) Change
advisory board (CAB)
Flexible membership
Change schedule (CS)
Consider remediation / back out plans
Test as much as possible
Retrospective RFC
Operational activity
- C hange M anagement ( ChM)
- Change Evaluation (ChE)
Projected service outage (PSO)
Control using change model
Password reset
Service Transiti on
(ChM)
Request
for Change
(ChM) Emergency
change advisory
board (ECAB)
Standard change
Lack of commitment to the process by the
business, management or IT staff
Evaluate the intended and unintended effects of a service change
Evaluation required before each of authorization by the suitable
authority to provide advice and guidance
Preauthorised,
accepted procedure
Normal change
Set stakeholder expectations correctly
Provide good-quality outputs so that change management can
expedite an effective decision about whether or not a service change is
to be authorized.
Reboot
Project change proposal
Emergency change
Provide effective and accurate information to change management
(ChE) Change
evaluation
(ChM)
Change
risks
Bypassing the process
Change assessment being reduced to box ticking
Overly-bureaucratic process
Insufficient time
Change evaluation is concerned with value.
Establish the use made of resources in terms of delivered benefit
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Interface with
request fulfilment
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ITIL Service Operation
Reduced labour / costs
Reduced duration / frequency of service outages
Value to business
Meet goals of ISM policy
Increased effectiveness and efficiency
Undertake activities & processes that manage and
deliver services at agreed levels to business users
and customers. To manage the technology used to
deliver the services and to collect information on
performance & Service metrics
Manage operational costs
Services
Service management processes
Technology
Maintain live services to defined service standards
Benefits
Scope
People
Ensure access to service for authorised users
Protect live services
Proactive activities
Maintain business satisfaction
Minimise impact of service outages
Identify incidents & problems
Objectives
Service
Operation
Deliver services at agreed levels to the business
Manage day to day activities and processes
Objectives
Internal (technology) vs external (services)
Stability vs responsiveness
Cost vs quality
Balance
Monitor ongoing performance
Manage the service technology
Harvest data & report against agreed metrics
Reactive vs proactive
Technical management
See "Service Operation
Functions" map
Incident management
Event management
Problem management
Access management
Request fulfilment
See "Service Operation
Processes" map
Functions
Processes
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IT Operations management
Common service operation activities
Service desk
Application management
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ITIL Service Operation Functions
Manage knowledge and expertise
Ensure applications appropriately designed
Single point of contact
Assist in resolution of failures
Manage service requests
Design and deployment of applications
Application
Management
Incident management
Request fulfilment
Record changes
Provide resource throughout lifecycle
Research and development
Training programmes
Supplier liaison
Application portfolio
Provide information
Complaints
Manage and maintain IT infrastructure
Improve customer service
Improve communication
Virtual and follow the sun
Central
Local
Types
Provide stable environment
Service
Desk
Diagnose & resolve IT failures
Console management
Job scheduling
Business
Technical
Skill set
Interpersonal
Outsourcing
Print & output management
Ongoing maintenance
Physical environment
Service
Operation
Functions
Retention
Directory service
Restores
IT Operations
Management
Staffing depends
on organisational
requirements
Super users
Back ups
Operations Control
Specialised
Facilities Management
Recovery sites
Datacentres
Standard operating procedures (SOP)
Documentation
Operations logs
Shift schedules and reports
IT Operations
Middleware
Manage technical knowledge
Internet/Intranet
Help in planning, implementation
and maintenance of infrastructure
Network
Guidance to Service Operations for live environment
Server
Mainframe
Technical
management
Database
Storage / Archive
Desktop and mobile support
Facilities / Datacentre management
Improvement of operations activities
Common Service
Operation Activities
Closed
Definition of standards
Problem management
Provide resource throughout lifecycle
Active / Passive
Open
Training programmes
Research and development
Technical
specialisation
Reactive / Proactive
Continuous / Exception
Guidance to Service Design in development
Activity
Monitoring
Organisational
Structures
Control loops
Internal / External
Reporting
Process
Geography
Hybrid
Combined
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ITIL Service Operation Processes
Eliminate recurring incidents
Objective
Restore normal service operation as quickly as possible
Minimise impact of incidents that cannot be prevented
Purpose
Prevent problems and resulting incidents from happening
Underlying cause of one or more incidents
Identify training requirements
Problem
Align business with IT activity
Reactive
Proactive
Benefits
Identify potential improvements
Increased availability and customer satisfaction
Temporary way of overcoming difficulties
Workaround
Restore service asap
Predefined
Known Error (KE)
Incident is an unplanned interruption to an IT Service
Incident
Reduction in the quality of an IT Service
Problem diagnosis complete and workaround identified
Detection
Failure of a CI that has not yet impacted an IT service
Logging
Event Management
Categorisation
Web interface
Input
Telephone
Prioritisation
eMail
Incident
Management
Identification
Logging
Investigation and diagnosis
Process
Create KE
Raise RFC
Resolution
Categorisation
Urgency
Business Impact
Closure
Prioritisation
Technical
Hierarchical
Problem
Management
Process
Investigation and Diagnosis
Escalation
Possible major problem review
Event management
Incident management
Input
Service desk
Proactive problem management
Supplier or contractor
Resolution and Recovery
Closure
Updated records
Resolved problems
Specific incidents
Standardised method
Output
Incident Model
Pre defined steps
RFCs
Workarounds
Known errors
Major Incident
Problem management reports
Follow policies from Information security management
Kepner & Tregoe
Verify identity of users
Ishikawa
User's rights / privileges
Brainstorming
Restricting non users access
Access
Management
Logging and tracking access
RFC
Service request
Chronological
Pain value
Service
Operation
Processes
Triggers
Request from HR or manager
Detect, analyse, take appropriate
control action
Techniques
Pareto
Affinity mapping
5 Whys
Hypothesis testing
Lotus blossom
Technical observation
Early detection of events
Automated operations
Predefined method to handle repeat requests
Request model
Assign support before outage occurs
Detectable or discernable occurrence
Day to day demands from users
Informational
Small changes
Types of event
Warning
Service Request
Low risk and cost
Exception
Frequently performed
Constant state CIs
Software licence
Security
Scope
Event
Management
Normal activity
Any change of state that has significance for the management of a CI
Reactive
Pre approved by change authority
Self service and self select tools
Standard change
Channel for:
Monitoring
Managed as service request
Pre-approved change
Standard service request
Event
Active
Passive
Request
Fulfilment
Information on availability of services
General information
Comments and complaints
Proactive
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ITIL Continual Service Improvement
To align IT services to the changing business needs
by identifying and implementing improvements to IT
services that support business processes.
Lead to a gradual and continual improvement in service quality
Ensure that IT services remain continuously aligned to business requirements
Define success
Build framework
Choose measures
Value
Steps
Define procedures & policies
Gradual improvements in cost effectiveness through a
reduction in costs and or the capability to handle more work at
the same cost
Identify opportunities for improvement in all lifecycle stages
and processes through monitoring and reporting
Identify opportunities for improvements in organizational structures,
resourcing capabilities, partners, technology, staff skills, training and
communications
Assessment
Gap analysis
Benchmarking
Provides an environment within which CSI can operate and thrive
Comparison with industry norms
Business governance
Process maturity comparison
Total cost of ow nership (TCO)
Enterprise
Governance
Return on investment (ROI)
Availability reporting
Service measurement
Predict and report service performance against targets
IT governance
Ensures IT sustains and extends the
organisation's strategies and objectives
Technology
Availability
CSF
Processes
Ensure applicable quality management methods
are used to support continual improvement
activities
Process
KPI
End to end service
Service
Metrics
Continual
Service
Improvement
Resources
Balancing elements
Tension
Schedule
Objectives
Ensure that processes have clearly defined
objectives and measurements that lead to
actionable improvements
Understand what to measure, why it is being
measured and what the successful outcome
should be
Ownership is fundamental to any improvement strategy
Financial
Customer
Innovation
Balanced Scorecard
Internal
Accountable for ensuring best practice is adopted and
sustained throughout the organization
Methods and
Techniques
Chief advocate and owns all CSI issues
CSI manager
Strengths
Weaknesses
Opportunities
SWOT
Baselines
Strategic goals and objectives
Must be established at each level:
Ensures adequate resources to support and enable CSI
Accountable and responsible for the production and
maintenance of the CSI register
Used to establish an initial data point to determine if a service or process needs to be improved
Must be documented, recognized and accepted throughout the organization
Accountable for the success of
CSI in the organization
Not accountable for improvements to specific services which
are the responsibility of the appropriate service owner working
within the CSI framework
Threats
Tactical process maturity
Leadership
Organisational structure
Performance
Functionality
Responsibility of board of directors and
executive management.
Critical
Roles
Accountable for the delivery of a
specific IT service
Operational metrics and KPIs
Service Owner
To validate
To direct
To justify
Responsible to the customer for the initiation,
transition and ongoing maintenance and support of a
particular service
Accountable to the IT director or service
management director for the delivery of the
service
Measure value
To intervene
Reviews and analyses data from components, systems
and sub systems in order to obtain a true and end-to-end
service achievement
Contains important information for the overall service provider
Reporting analyst
Introduces a structure and visibility to CSI ensuring all initiatives are captured and recorded, and
benefits realized
Improvement opportunities should be categorized into initiatives that can
be achieved quickly, or in the medium or longer term
Each improvement initiative should show the benefits that will be achieved by its implementation
Service level manager
CSI register
Should be held and regarded as part of the service knowledge management
system (SKMS)
Provides a coordinated, consistent view of the potentially many
improvement activities
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CSI processes
and Inte gration
with other processes
CSI approach
see "CSI Integration" Map
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7 Step improvement
Deming cycle
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ITIL CSI Processes and Interaction
What is the vision?
Where are we now?
Where do we want to be?
How will we get there?
How do we know we have arrived?
CSI
Approach
How do we keep the momentum going?
Identify strategy for improvement
Define what will you measure
Gather the data
CSI 7 Step Process
Plan
Do
Check
Act
Process the data
Analyse the information and data
Present and use the information
Implement improvement
CSI Deming
Cycle
Defining security monitoring and data collection requirements
To align business needs with IT service delivery
Monitoring, verifying and tracking the levels of security according
to the organizational security policies and guidelines
Involving the business to determine its service level requirements (SLRs)
Identifying internal relationships in IT organizations, negotiating terms and
responsibilities and codifying them with operational level agreements (OLAs)
Working with the supplier manager to Identify existing contractual
relationships with external vendors and verifying that the underpinning
contracts (UCs) meet the revised business requirements
Using the service catalogue as the baseline to negotiate service
level agreements (SLAs) with the business
Assisting in determining effects of security measures on the data
monitoring and collection from the confidentiality, integrity and
availability perspectives
Security
Processing response and resolution data on security incidents
Creating trend analyses on security breaches
Service level
Validating success of risk mitigation strategies
Utilizing the agreed upon reporting format
Analysing processed data for accuracy
Reviewing service achievement and identifying where
improvements are required, feeding them into CSI
Fault tree analysis
Service fault analysis
Technical observation
Monitoring and collecting data associated with the actual
expenditures versus budget
Continual Service
Improvement
processes and
interaction with
other processes
Component failure impact analysis
Availability
Extended incident lifecycle
SIPs and reports
Provides input on questions such as whether costing or revenue
targets are on track
Financial
Monitors the ongoing cost per service etc
Provides the necessary templates to assist CSI to create the budget
and expenditure reports for the various improvement initiatives
Provides the means to compute the ROI of the improvements
Business
SIP
Service
Root cause Analysis
Component
Iterative activities
Application sizing
Problem
Capacity
Identify improvements / trends
Preventative action
Reporting
Demand management
Modelling
Documenting and reviewing incident trends on incidents, service
requests and telephony statistics over a period of time to identify
any consistent patterns
SIPs and reports
Implementing improvement
Post Implementation review
CAB
Comparing results with prior months, quarters or annual reports
Service Desk
and Incident
Management
Manage RFCs from SIPs
Change & Release
Comparing results with agreed-to levels of service
Identifying improvement opportunities
Analysing processed data for accuracy
Input into SIPs
Kotter's 8 steps
SKMS
Identify risk
Identify changes that affect ITSC
Regulatory impact
ITSC
CMS
CMDB
Data, information, knowledge, wisdom
Knowledge
Shared knowledge
Inclusion in CSI register
Building SIPs
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Service Management as a Practice
ITIL Service Strategy
ITIL Service Strategy Processes
ITIL Service Design
ITIL Service Design Processes
ITIL Service Transition
ITIL Service Transition (SACM)
ITIL Service Transition (Change and Evaluation)
ITIL Service Operation
ITIL Service Operation Functions
ITIL Service Operation Processes
ITIL Continual Service Improvement
ITIL CSI Improvement Processes
ITIL® 2011 Mind Maps
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ITIL - Service Management as a Practice
Facilitates outcomes without costs & risks
Uncertainty of outcome
Standards - ISO20000
Risk
Training and education
Sources
Functionality
Fitness for purpose
Industry practice - Sarbanes Oxley (SOX),
Financial Services Authority (FSA)
What the customer gets
Best
Practice
Fitness for use
Performance
Warranty
Internal and external experience
Research
Utility
Value to customers
How service is delivered
Service
Employees
Customers
Enablers
Economic value
Suppliers
Advisors
Reputation
Shown by
Technology
Customer Perception
Knowledge to achieve business objectives
Core
Enabling
Classification
Coordinated activities
Enhancing
Performance driven
Creates value for customers
Maintenance
Defines roles, activities, guidelines
Process
Prime customer contact
Measurable
Ensures delivery meets requirements
Service
Owner
Identify areas for input into CSI
register / raise RFC's
Communication with Process Owners
Reporting & monitoring
Accountable for delivery of service
Characteristics
Service
Management
as a Practice
Definitions
Function
Perform certain types of work
Responsible
Accountable
Assists with design
RACI Model
Documentation
Input to CSI register
Specialised units
Responsibility within process or function
Defines Strategy, policy, standards
Communication
Consulted
Clarifies roles and responsibilities
Process manager
Owner
Control
Documentation
Objectives
Feedback
Provides value for customers via services
IT service management
Service
Management
One person
Informed
Process
Owner
Process practitioner
Set of specialised capabilities
Customers
Responds to triggers
Role
Audits
Specific Results
Process
Model
Activities
Procedures
Process
Metrics
Improvement
Roles
Enablers
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Resources
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ITIL Service Strategy
Current state assessment
Automation can
affect performance
target state definition
Simplify processes
Gap analysis
Technology
Project estimation
Project consolidation
Roadmap
Understand flow of
activities
Minimise interactions
Implementation
Definition of roles
Service portfolio, customer portfolio, customer agreement portfolio
Demand management procedures, techniques and tools
Define the market and identify customers
Understand the customer
Designing the strategy
Quantify the outcomes
Interfaces between all service strategy processes and other processes
Establish and maintain business relationships
Ensure service provider can meet needs of the business
Classify and visualise the service
Understand the opportunities
Rules, policies, processes by which
businesses are operated, regulated,
controlled
Define services based on outcomes
Service models
Assists business in articulating value of service
Core Services - deliver basic outcomes
Evaluates, direc ts, monitors the strategy, policies and plans
Strategy
principles
Evaluate
Direct
Activities
Enabling services are needed in order for
a core service to be delivered
Enhancing services are excitement factors
Define service
units and
packages
Monitor
Establish responsibilities
Deliver the basic outcomes desired by the customer
Represent the value the customer wants
Supporting Services
Strategy to set and meet objectives
Either enable or enhance the value proposition
Acquire for valid reasons
Framework
Ensure performance when required
Governance
Packaging core and supporting services
is an essential aspect of market strategy
Ensure conformance with rules
Packaging will also have an impact on the
design and operation of a service
Ensure respect for human factors
Service through collaboration
Strategic Asset
Service through coordination
Services through delegation
Service Management
Stages
Finances
Services through direction
Infrastructure
Services through network
Resources
Applications
People
What is our business?
Who is our customer?
What does the customer value?
Service
Strategy
Marketing mind set
Who depends on our services?
Assets
How do they use our ser vices?
Information
Service Assets
Management
Organisation
Capabilities
Processes
Knowledge
Why are they valuable to them?
People
Internal (Type I)
Future vs Present
Shared Service Unit (SSU) (Type II)
Opposing
dynamics
External (Type III)
Supplies service to one or more customers
Outsourcing
Insourcing
Service provider
Disaggregation
Operational effectiveness vs
improvements in functionality
Value capture
Perspective
Aggregation
Positions
Defined by customers
4 P's
Affordable mix of features
Achievement of objectives
Changes over time and circumstance
Business outcome achieved
Customer's preferences
Patterns
Value
Ongoing Actions
Value for customer
Benefits
Basic Factors
Performance Factors
Business Portrayal
How to achieve vision
Cost effectiveness
Creating value
Customer's perception of what was delivered
Excitement Factors
Plans
Vision
Kano model
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Standardised processes
Services create value
Respond quickly to
changes in business
environment
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ITIL Service Strategy Processes
How a service provider will enable an
organization to achieve its business
outcomes
Analyse internal and external factors
Service Design
Development
Operational Services
Service Catalogue
Define market spaces
Assessment
Service Pipeline
Identify strategic industry factors
Contents
Establish objectives
Determine perspective
Retired Services
Strategy
Management
for IT
Services
Tracks investment through lifecycle and ensures
appropriate returns are achieved
Ensures services clearly defined and
linked to business outcomes
Why should they buy these services from us?
Adopt patterns of action
Align assets with outcomes
Optimise CSFs
Execution
Prioritise investments
Measurement and evaluation
Clarify the answers to key
strategic questions
What are our pricing and chargeback models?
Craft a plan
Process
Purpose
Why should a customer buy these services?
Form a position
Generation
To ensure service provider has the right mix of services to
balance the investment in IT with ability to meet business
outcomes
CSI
Expansion and growth
Annual planning cycles
What are our strengths, weaknesses, priorities and risks?
New business opportunity
Triggers
How should our resources and capabilities be allocated?
Strategy management
Changes to internal and external
environments
Mergers or acquisitions
Business relationship management
Process initiation
CSI
Other service management processes
Enhanced decision making
Strategy
Speed of change
Request from business
Value to the business
Service improvement opportunities
Service suggestion
Existing services
Finance compliance and control
Operational control
Define
Value capture and creation
Service, customer and business outcomes
Portfolio
Management
Service models
Impact on service portfolio and service model
Cost centre
Profit centre
Service portfolio review
Analyse investments, value and priorities
SPM
Analyse
Policy decisions
Process
Funding
External
Internal
Rolling plan
Articulate value proposition
Funding models
Retain
Rationalise
Refactor
Renew
Approve
Zero based
Trigger based
Service
Strategy
Processes
Replace
Service valuation
Service Investment Analysis
Assesses the value or return of a service over the total lifecycle
Based on the value received and the costs incurred
Compliance
Retire
Outputs
Change proposal
Cost optimisation
Seeks to translate outage severity into a financial value
Change management authorisation
Change proposal authorised
Business Impact Assessment (BIA)
Financial
management
Communicate with stakeholders
Service design and transition processes
Charter
Aid to decision making and prioritisation
Helps to identify
Cost of service outage
Relative value of services
Planning confidence
Track progress and update portfolio
Analysis of previous budget
Opportunity
Assessment of plans
Value proposition
Budgeting
Business outcomes supported
Priorities
Budget(s)
Portfolio Contents
Cost model
Risks
Cost centres and cost units
Offerings & packages
Cost types and elements
Investments required
Accounting
Cost & pricing
Scope
Analyse patterns of business activity
Analysis and reporting
Action plans
Objective
Cost recovery or break even
Demand
Management
Work with capacity management
Achieve balance between cost and value of outcomes
Refines understanding of interactions
Cost classification
Chart of accounts
To identify and analyse the patterns of business activity that
initiate demand for services
User Profiles
Specification of changes to funding and spending
Cost and income estimation
Business cases
Policies
Decide on chargeable items
Enable executives to evaluate real investment
Pricing
Billing
Service provider
Contract
Establish and maintain business relationships
Ensure service provider can meet needs of the business
Assists business in articulating value of service
Objective
Cross subsidisation
Notional charging
Charging
Value to business
Recovery with margin
Business Relationship
Management
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Design
Operational
Market
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ITIL Service Design
Statement of requirements (SOR)
Identify business need
Invitation to tender (ITT)
Business case
People
Award contract
Negotiate
Evaluation and procurement of new contracts and suppliers
4 P's
Select supplier
Supplier and contract
categorisation
Maintains supplier and contract management information
system (SCMIS)
Value for money
Supplier
Management
Service solutions
Why should a customer buy
these services?
Design IT services,
together with the
governing IT practices,
processes and policies,
to realize the service
provider’s strategy and
to facilitate the
introduction of these
services into supported
environments ensuring
quality service delivery,
customer satisfaction
and cost-effective
service provision.
Manage supplier and contract
performance
Define and maintain policies
and methods
Plan design resources and
capabilities
Coordinate design activities
Improve service design
Partners
Processes
Ensure contracts are aligned to business
Manage design risks and issues
Products
Design coordination
Plan, coordinate and monitor
individual designs
Review designs and ensure
handover of SDPs
Why should they buy these
services from us?
What are the pricing or
chargeback models?
What are our strengths and
weaknesses, priorities and risks?
How should our resources and
capabilities be allocated?
Opportunity
Service portfolio
Value proposition
Business outcomes
supported
Business cases
Contents
Systems and tools
Risks
Offerings and packages
Corporate visions, strategies, etc
Investments required
Service management visions, strategies,
policies, objectives and plans
Ongoing costs
and pricing
Constraints and requirements for compliance
with standards and regulations
Key Principles
IT strategies, policies and plans
Business requirements
Priorities
Inputs
Services
5 major aspects
Supported levels of performance
Policies
Service portfolio
Minimum requirements
ITSM processes, risks and issues registers
Ordering and request
Service catalogue
Revisions to IT strategies, policies, designs, plans,
architectures, processes
Support terms and conditions
Dependencies
Service level package
Points of contact
Service
Design
Reduced total cost of ownership (TCO)
Improved quality of service
Consistency of service
Pricing and charging
Business / organisation
Enterprise
Easier implementation of new services
Service
Technology and management
architectures
Better service alignment
Improve service performance
Improve IT governance
Benefits
Application
Data / Information
Environment
Improved service alignment
IT Infrastructure
More effective service
management
Design top down, build bottom up
Processes required
Better IT processes
Progress
Improved information and decision making
Measurement methods and metrics
Coordinate all design activities
Functionality
Balanced design
Produce associated service design packages
Ensure service designs and/or SDPs are produced and handed
over to service transition
Ensure all service models and service solution designs conform to
strategic, architectural, governance and other corporate requirements
Improve the effectiveness and efficiency of service design activities and processes
Ensure that all parties adopt a common framework of standard, reusable
design practices
Effectiveness
Efficiency
Plan and coordinate the resources and capabilities required to design
new or changed services
Manage the quality criteria, requirements and handover between design,
strategy and transition
Compliance
Resources
Schedule
ITSC
Objectives
Availability
Other Service Design
Processes
See "Service Design Processes" Map
Monitor and improve the performance of the service design lifecycle stage
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Capacity
Service Level
Service Catalogue
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ITIL Service Design Processes
Align IT security with business security
Effectively manage information security
Management of risks
Manage information contained in service catalogue
Training & awareness
Ensure service catalogue is available and accurate
Security strategy and plan
Service Catalogue
Management
Management of suppliers and contracts regarding access to systems and services
Management of all security breaches and incidents associated with all systems and services
Proactive improvement of security controls, and security risk management and the reduction of security risks
Control
Plan
Live services
Business service catalogue
Integration of security aspects within all other IT service management processes
Manage information security management system
Ensure service catalogue supports evolving needs
of service management processes
Technical service catalogue
Information Security
Management
Security Framework
Implement
Delivered service matches or exceeds needs of customer
Evaluate
Perform as agreed
Maintain
Service availability
Availability
Preventive
Component availability
Design for availability and recovery
Reductive
Measures
Detective
Perform as its agreed function
Reliability
Repressive
Speed to restore to normal working
Maintainability
Corrective
Serviceability
Agreed level of IT Service
Ability of 3rd party to meet terms of contract
Achievable targets
Identifying vital business functions (VBFs)
Proactive measures
Produce and agree service level requirements (SLRs)
Negotiate between internal service providers
Designing in availability
Availability Management
Improvements to service
Component failure impact analysis (CFIA)
Define
Single point of failure (SPOF)
Proactive Activities
Operational level agreement (OLA)
Modelling
Risk assessment
Service
Multi Level
Fault tree analysis (FTA)
Negotiate between IT and customer
Planned maintenance
Document
Service level agreement (SLA)
Service Level
Management
Customer
External contractors
Contracts
Process
Agree
Measure
Projected service outage document (PSO) document
Service
Design
processes
Monitor, measure, analyse, report
Expanded incident lifecycle
Reactive Activities
Unavailability analysis
Component failure
impact analysis (CFIA)
Monitor
Regular
Ad-Hoc
Required services resumed within required and agreed timescales
Report
Support business continuity management (BCM)
Red, amber, green (RAG) / Service level
agreement monitor (SLAM) charts
Agreed and required timescales
Review
Policy setting
Terms of reference and scope
Cost justifiable capacity available in time
Initiation
Capacity matched to evolving agreed needs of customer
Resource allocation
Project organisational and control structure
Supply vs demand
Agree project and quality plans
Cost vs resource
Business impact analysis (BIA)
Capacity plan
Proactive activities
Risk analysis
Activities
Assistance with Capacity incident resolution
IT Service Continuity
Management (ITSC)
Modelling and trending
Application sizing
Monitoring
Tuning
Iterative
Techniques
Manual
ITSC strategy
Process
Demand management
Live service capacity
Incident / problems
Performance, capacity, utilisation
Gradual
Intermediate
Fast
Capacity Management
Immediate
Implementation
Threshold management and control
Requires financial plans and business strategy
Reciprocal
Requirements & strategy
Analysis
Future business needs
Service failure analysis (SFA)
Develop plans / procedures
Testing
Education, awareness, training
Business capacity management
Service capacity management
Ongoing operations
Testing
Change management
Invocation
Component capacity management
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ITIL Service Transition
Plan and manage service changes efficiently and effectively
Manage risks relating to new, changed
or retired services
Speed vs accuracy
Successfully deploy service releases into supported environments
Safety critical services
Objectives
Difficulties
Restricted resources
Working with difficult customers
Set correct expectations on the performance and use of
new or changed services
Ensure that service changes create the expected business value
Provide good-quality knowledge and information about
services and service assets.
Stakeholder change
Communications
Stakeholder map
Confidence that a new or changed service will
deliver the value and outcomes required of it
Stakeholder commitment analysis
Benefits
Emotional cycle of change
Governance process
Organisational capabilities
Provides a measured degree of confidence.
Managing
People
Leadership
Organisational adoption
Organisational change
Understanding of risk
Define customer requirements
Design
V Model
Strong communication process
Kotter's 8 steps
Provide clear comprehensive plans
Assure quality
Transition
Planning and
Support
Produce transition strategy
Activities
Validate service packages
Service acceptance
Service
Validation
and
Testing
Release policy
Plan and coordinate transition
Design service solution
Design service release
Business and service performance measures
Prepare for transition
Define service requirements
Test
Service operational readiness
Service release package
Component and assembly
Library of tests
Plan and design tests
Levels of testing
Service
Transition
Provide transition process support
Test environment
Verify test plan and designs
Process
Prepare test environment
Perform tests
Evaluate exit criteria
See "Change and Change evaluation Map"
See "Change and Change evaluation Map"
See "Knowledge, Service Asset
and Configuration Map"
Report
Change
Test and clean up
Other
Service
Transition
Processes
Evaluation
Service Asset and Configuration
See "Knowledge, Service Asset and Configuration Map"
Knowledge
Should be separate to release and deployment manager
Enable projects to estimate the cost, timing, resource requirement and
risks associated with the service transition stage more accurately
Result in higher volumes of successful change
Be easier for people to adopt and follow
Enable service transition assets to be shared and re-used across projects and services
Reduce delays from unexpected clashes and dependencies
Big bang / phased
Release options
Push / pull
Benefits
Automated / manual
Result in higher volumes of successful change
Full
Delta
Be easier for people to adopt and follow
Release unit
Enable service transition assets to be shared and re-used across projects and services
Package
Release and
Deployment
Management
Planning
Preparation
Build and test
Service testing and pilot
Planning and preparing for deployment
Enable projects to estimate the cost, timing, resource requirement and risks
associated with the service transition stage more accurately
Activities
Performing transfer, deployment and retirement
Reduce delays from unexpected clashes and dependencies
To assist organisations seeking to plan and manage service changes and
deploy service releases into the production environment successfully
Early life support
Review and closure of deployment and Service Transition
Role should be separate to test manager
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ITIL Service Transition - SACM
IT staff to understand the configuration and relationships of services and the configuration items
Policies
Better forecasting and planning of changes
Objectives, scope, resources
Successful assessment, planning and delivery of changes and releases
Planning & management
Resolution of incidents and problems within the service level targets
Delivery of service levels and warranties
Better adherence to standards, legal and regulatory obligations
More business opportunities as the service provider is able to demonstrate control of assets and services
Traceability of changes from
requirements
CSFs
Involve change/release
Start small
SACM
Benefits
Regulatory compliance
An asset, service component or other item which is or
will be, under the control of configuration management
Types
Ability to identify the costs of a service
Reduced cost and time to discover configuration information when it is needed
Define
Proper stewardship of fixed assets that are under the control of the service provider
Design, manage & maintain configuration management system (CMS)
Control receipt, identification, storage of CI's
Regular housekeeping
Amend database to suit business requirements
Attributes
Relationships
Business case
Configuration
manager
Service lifecycle
Configuration librarian
Create process & procedures & training
Naming convention
SACM
Activities
Configuration analyst
CMS tools administrator
SACM
Roles
Hardware
Configuration item (CI) identification
People
External / internal
Categories
Documentation
Organisation
Service asset manager
Agrees naming convention
Service Transition:
- Knowledge Management
- Service Asset and
Configuration Management
Configuration management databases (CMDB's)
Definitive media libraries (DML's) information
Known error databases (KEDB)
Data, information & tools layer
Availability management information system (AMIS)
Service knowledge
management system (SKMS)
Capacity management information system (CMIS)
Data mining
Information integration layer
Modelling
Knowledge processing layer
Reports
Presentation layer
Data, Information, Knowledge, Wisdom (DIKW)
Improve the quality of management
Accommodation
Software
Design & maintain asset management systems
Asset management system processes & procedures
Service
management plans
Service
Configuration control
Status accounting
Internal policies
Business strategy
Service capability assets
Service resource assets
Authorised CIs
CIs under change control
Define each status
Before /after major change
Verification and audit
After IT service continuity invoked
Planned, regularly, random
Automate
Knowledge
Management
Enable the service provider to be more efficient and improve quality of service,
increase satisfaction and reduce the cost of service by reducing the need to
rediscover knowledge
Ensure that staff have a clear and common understanding of the value of their services
Maintain a service knowledge management system (SKMS) that provides controlled
access to knowledge, information and data that is appropriate for each audience
Configuration management databases (CMDB's)
Definitive media libraries (DML's)
Data, information & tools layer
SACM
CMS
Known error databases (KEDB)
Availability management information system (AMIS)
Capacity management information system (CMIS)
Physical storage information
Definitive spares
Definitive media library
Gather, analyse, store, share, use and maintain knowledge, information and
data throughout the service provider organization.
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Change and Evaluation
Raised by
Recorded
Reason
Assessed/evaluated
Return
Risks
Resource
7 R's
Impact
Responsible
(ChM)
Change
process
(ChM) Change
assessment
Relationship
Cost
Authorised
Prioritised
Planned
Tested
Implemented
Reviewed
Regular
Strategic
Assess, plan, schedule changes
Review previous changes
Tactical
(ChM) Change
advisory board (CAB)
Flexible membership
Change schedule (CS)
Consider remediation / back out plans
Test as much as possible
Retrospective RFC
Operational activity
- C hange M anagement ( ChM)
- Change Evaluation (ChE)
Projected service outage (PSO)
Control using change model
Password reset
Service Transiti on
(ChM)
Request
for Change
(ChM) Emergency
change advisory
board (ECAB)
Standard change
Lack of commitment to the process by the
business, management or IT staff
Evaluate the intended and unintended effects of a service change
Evaluation required before each of authorization by the suitable
authority to provide advice and guidance
Preauthorised,
accepted procedure
Normal change
Set stakeholder expectations correctly
Provide good-quality outputs so that change management can
expedite an effective decision about whether or not a service change is
to be authorized.
Reboot
Project change proposal
Emergency change
Provide effective and accurate information to change management
(ChE) Change
evaluation
(ChM)
Change
risks
Bypassing the process
Change assessment being reduced to box ticking
Overly-bureaucratic process
Insufficient time
Change evaluation is concerned with value.
Establish the use made of resources in terms of delivered benefit
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User access request
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Interface with
request fulfilment
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ITIL Service Operation
Reduced labour / costs
Reduced duration / frequency of service outages
Value to business
Meet goals of ISM policy
Increased effectiveness and efficiency
Undertake activities & processes that manage and
deliver services at agreed levels to business users
and customers. To manage the technology used to
deliver the services and to collect information on
performance & Service metrics
Manage operational costs
Services
Service management processes
Technology
Maintain live services to defined service standards
Benefits
Scope
People
Ensure access to service for authorised users
Protect live services
Proactive activities
Maintain business satisfaction
Minimise impact of service outages
Identify incidents & problems
Objectives
Service
Operation
Deliver services at agreed levels to the business
Manage day to day activities and processes
Objectives
Internal (technology) vs external (services)
Stability vs responsiveness
Cost vs quality
Balance
Monitor ongoing performance
Manage the service technology
Harvest data & report against agreed metrics
Reactive vs proactive
Technical management
See "Service Operation
Functions" map
Incident management
Event management
Problem management
Access management
Request fulfilment
See "Service Operation
Processes" map
Functions
Processes
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IT Operations management
Common service operation activities
Service desk
Application management
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ITIL Service Operation Functions
Manage knowledge and expertise
Ensure applications appropriately designed
Single point of contact
Assist in resolution of failures
Manage service requests
Design and deployment of applications
Application
Management
Incident management
Request fulfilment
Record changes
Provide resource throughout lifecycle
Research and development
Training programmes
Supplier liaison
Application portfolio
Provide information
Complaints
Manage and maintain IT infrastructure
Improve customer service
Improve communication
Virtual and follow the sun
Central
Local
Types
Provide stable environment
Service
Desk
Diagnose & resolve IT failures
Console management
Job scheduling
Business
Technical
Skill set
Interpersonal
Outsourcing
Print & output management
Ongoing maintenance
Physical environment
Service
Operation
Functions
Retention
Directory service
Restores
IT Operations
Management
Staffing depends
on organisational
requirements
Super users
Back ups
Operations Control
Specialised
Facilities Management
Recovery sites
Datacentres
Standard operating procedures (SOP)
Documentation
Operations logs
Shift schedules and reports
IT Operations
Middleware
Manage technical knowledge
Internet/Intranet
Help in planning, implementation
and maintenance of infrastructure
Network
Guidance to Service Operations for live environment
Server
Mainframe
Technical
management
Database
Storage / Archive
Desktop and mobile support
Facilities / Datacentre management
Improvement of operations activities
Common Service
Operation Activities
Closed
Definition of standards
Problem management
Provide resource throughout lifecycle
Active / Passive
Open
Training programmes
Research and development
Technical
specialisation
Reactive / Proactive
Continuous / Exception
Guidance to Service Design in development
Activity
Monitoring
Organisational
Structures
Control loops
Internal / External
Reporting
Process
Geography
Hybrid
Combined
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ITIL Service Operation Processes
Eliminate recurring incidents
Objective
Restore normal service operation as quickly as possible
Minimise impact of incidents that cannot be prevented
Purpose
Prevent problems and resulting incidents from happening
Underlying cause of one or more incidents
Identify training requirements
Problem
Align business with IT activity
Reactive
Proactive
Benefits
Identify potential improvements
Increased availability and customer satisfaction
Temporary way of overcoming difficulties
Workaround
Restore service asap
Predefined
Known Error (KE)
Incident is an unplanned interruption to an IT Service
Incident
Reduction in the quality of an IT Service
Problem diagnosis complete and workaround identified
Detection
Failure of a CI that has not yet impacted an IT service
Logging
Event Management
Categorisation
Web interface
Input
Telephone
Prioritisation
Incident
Management
Identification
Logging
Investigation and diagnosis
Process
Create KE
Raise RFC
Resolution
Categorisation
Urgency
Business Impact
Closure
Prioritisation
Technical
Hierarchical
Problem
Management
Process
Investigation and Diagnosis
Escalation
Possible major problem review
Event management
Incident management
Input
Service desk
Proactive problem management
Supplier or contractor
Resolution and Recovery
Closure
Updated records
Resolved problems
Specific incidents
Standardised method
Output
Incident Model
Pre defined steps
RFCs
Workarounds
Known errors
Major Incident
Problem management reports
Follow policies from Information security management
Kepner & Tregoe
Verify identity of users
Ishikawa
User's rights / privileges
Brainstorming
Restricting non users access
Access
Management
Logging and tracking access
RFC
Service request
Chronological
Pain value
Service
Operation
Processes
Triggers
Request from HR or manager
Detect, analyse, take appropriate
control action
Techniques
Pareto
Affinity mapping
5 Whys
Hypothesis testing
Lotus blossom
Technical observation
Early detection of events
Automated operations
Predefined method to handle repeat requests
Request model
Assign support before outage occurs
Detectable or discernable occurrence
Day to day demands from users
Informational
Small changes
Types of event
Warning
Service Request
Low risk and cost
Exception
Frequently performed
Constant state CIs
Software licence
Security
Scope
Event
Management
Normal activity
Any change of state that has significance for the management of a CI
Reactive
Pre approved by change authority
Self service and self select tools
Standard change
Channel for:
Monitoring
Managed as service request
Pre-approved change
Standard service request
Event
Active
Passive
Request
Fulfilment
Information on availability of services
General information
Comments and complaints
Proactive
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ITIL Continual Service Improvement
To align IT services to the changing business needs
by identifying and implementing improvements to IT
services that support business processes.
Lead to a gradual and continual improvement in service quality
Ensure that IT services remain continuously aligned to business requirements
Define success
Build framework
Choose measures
Value
Steps
Define procedures & policies
Gradual improvements in cost effectiveness through a
reduction in costs and or the capability to handle more work at
the same cost
Identify opportunities for improvement in all lifecycle stages
and processes through monitoring and reporting
Identify opportunities for improvements in organizational structures,
resourcing capabilities, partners, technology, staff skills, training and
communications
Assessment
Gap analysis
Benchmarking
Provides an environment within which CSI can operate and thrive
Comparison with industry norms
Business governance
Process maturity comparison
Total cost of ow nership (TCO)
Enterprise
Governance
Return on investment (ROI)
Availability reporting
Service measurement
Predict and report service performance against targets
IT governance
Ensures IT sustains and extends the
organisation's strategies and objectives
Technology
Availability
CSF
Processes
Ensure applicable quality management methods
are used to support continual improvement
activities
Process
KPI
End to end service
Service
Metrics
Continual
Service
Improvement
Resources
Balancing elements
Tension
Schedule
Objectives
Ensure that processes have clearly defined
objectives and measurements that lead to
actionable improvements
Understand what to measure, why it is being
measured and what the successful outcome
should be
Ownership is fundamental to any improvement strategy
Financial
Customer
Innovation
Balanced Scorecard
Internal
Accountable for ensuring best practice is adopted and
sustained throughout the organization
Methods and
Techniques
Chief advocate and owns all CSI issues
CSI manager
Strengths
Weaknesses
Opportunities
SWOT
Baselines
Strategic goals and objectives
Must be established at each level:
Ensures adequate resources to support and enable CSI
Accountable and responsible for the production and
maintenance of the CSI register
Used to establish an initial data point to determine if a service or process needs to be improved
Must be documented, recognized and accepted throughout the organization
Accountable for the success of
CSI in the organization
Not accountable for improvements to specific services which
are the responsibility of the appropriate service owner working
within the CSI framework
Threats
Tactical process maturity
Leadership
Organisational structure
Performance
Functionality
Responsibility of board of directors and
executive management.
Critical
Roles
Accountable for the delivery of a
specific IT service
Operational metrics and KPIs
Service Owner
To validate
To direct
To justify
Responsible to the customer for the initiation,
transition and ongoing maintenance and support of a
particular service
Accountable to the IT director or service
management director for the delivery of the
service
Measure value
To intervene
Reviews and analyses data from components, systems
and sub systems in order to obtain a true and end-to-end
service achievement
Contains important information for the overall service provider
Reporting analyst
Introduces a structure and visibility to CSI ensuring all initiatives are captured and recorded, and
benefits realized
Improvement opportunities should be categorized into initiatives that can
be achieved quickly, or in the medium or longer term
Each improvement initiative should show the benefits that will be achieved by its implementation
Service level manager
CSI register
Should be held and regarded as part of the service knowledge management
system (SKMS)
Provides a coordinated, consistent view of the potentially many
improvement activities
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CSI processes
and Inte gration
with other processes
CSI approach
see "CSI Integration" Map
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7 Step improvement
Deming cycle
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ITIL CSI Processes and Interaction
What is the vision?
Where are we now?
Where do we want to be?
How will we get there?
How do we know we have arrived?
CSI
Approach
How do we keep the momentum going?
Identify strategy for improvement
Define what will you measure
Gather the data
CSI 7 Step Process
Plan
Do
Check
Act
Process the data
Analyse the information and data
Present and use the information
Implement improvement
CSI Deming
Cycle
Defining security monitoring and data collection requirements
To align business needs with IT service delivery
Monitoring, verifying and tracking the levels of security according
to the organizational security policies and guidelines
Involving the business to determine its service level requirements (SLRs)
Identifying internal relationships in IT organizations, negotiating terms and
responsibilities and codifying them with operational level agreements (OLAs)
Working with the supplier manager to Identify existing contractual
relationships with external vendors and verifying that the underpinning
contracts (UCs) meet the revised business requirements
Using the service catalogue as the baseline to negotiate service
level agreements (SLAs) with the business
Assisting in determining effects of security measures on the data
monitoring and collection from the confidentiality, integrity and
availability perspectives
Security
Processing response and resolution data on security incidents
Creating trend analyses on security breaches
Service level
Validating success of risk mitigation strategies
Utilizing the agreed upon reporting format
Analysing processed data for accuracy
Reviewing service achievement and identifying where
improvements are required, feeding them into CSI
Fault tree analysis
Service fault analysis
Technical observation
Monitoring and collecting data associated with the actual
expenditures versus budget
Continual Service
Improvement
processes and
interaction with
other processes
Component failure impact analysis
Availability
Extended incident lifecycle
SIPs and reports
Provides input on questions such as whether costing or revenue
targets are on track
Financial
Monitors the ongoing cost per service etc
Provides the necessary templates to assist CSI to create the budget
and expenditure reports for the various improvement initiatives
Provides the means to compute the ROI of the improvements
Business
SIP
Service
Root cause Analysis
Component
Iterative activities
Application sizing
Problem
Capacity
Identify improvements / trends
Preventative action
Reporting
Demand management
Modelling
Documenting and reviewing incident trends on incidents, service
requests and telephony statistics over a period of time to identify
any consistent patterns
SIPs and reports
Implementing improvement
Post Implementation review
CAB
Comparing results with prior months, quarters or annual reports
Service Desk
and Incident
Management
Manage RFCs from SIPs
Change & Release
Comparing results with agreed-to levels of service
Identifying improvement opportunities
Analysing processed data for accuracy
Input into SIPs
Kotter's 8 steps
SKMS
Identify risk
Identify changes that affect ITSC
Regulatory impact
ITSC
CMS
CMDB
Data, information, knowledge, wisdom
Knowledge
Shared knowledge
Inclusion in CSI register
Building SIPs
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