ITILv3 Foundation All Part2

8/3/2019 ITILv3 Foundation All Part2

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SERVICE LIFECYCLE

Service Strategy: Activities Defining the Market

Development of strategic assets Development of offer Preparation of implementationService Strategy Process: Financial Management Demand Management Service Portfolio

Service Design: Activities Developing of requirements

Data and Info management Application managementService Design Process: Service Catalogue Management Service Level Management Capacity Management Availability Management Service Continuity Management Info Security Management Supplier Management

Service Transition: Activities Transition Planning & Support Service Validation and Testing Evaluation Stakeholder ManagementService Transition Process: Change Management Service Asset and Config Mgmt

Release and Deployment Mgmt Service Knowledge Management

Service Operation: Activities IT Operation

Monitoring and Control Service Operation Process: Event Management Incident Management Problem Management Request Fulfillment Access Management


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INPUT AND OUTPUT OF SERVICE LIFECYCLE STAGES


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Agenda

3 Service Transition

1 Service Strategy

2 Service Design

4 Service Operation

5 Continual Service Improvement


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SERVICE STRATEGY - OVERVIEW

The spoke of the IT Service Management wheel

It provides the direction and vision for establishing IT Service Useful for influencing organizational attitude and culture towards the creation of

value of customers. The goal of service strategy is Superior performance versus competing

alternatives

Key Concepts Utility & Warranty Asset Value Creation Four Ps

Activities Define the Market Develop the offerings Develop strategic assets Prepare for execution

Processes Service Portfolio Management (SPM)

Demand Management Financial Management


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SERVICE STRATEGY

Four Questions of Service Strategyo What are we going to provide?o Can we afford it?o Can we provide enough of it?o How do we gain competitive advantage?

Four Ps of Service Strategyo Perspective (Distinctive vision and direction)o Position (the basis on which the provider will compete)o Plan(how the provider will achieve their vision)o Pattern (The fundamental way of doing things; distinct pattern

of doing things (decision and action overtime)


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SERVICE STRATEGY HAS FOUR ACTIVITIES

Define the Market

Develop the Offerings

Develop Strategic Assets

Prepare for Execution

Understand Customer Understanding theopportunities Classifying and visualizing

services

The consumers market Result oriented definition ofservices Service portfolio, Pipeline,and Catalogue services

SM as a close loop control sys SM as a strategic asset Increasing the service potential Increasing performancepotential

The consumers market Result oriented definition ofservices Service portfolio, Pipeline,and Catalogue services


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DEFINING THE MARKET: SERVICE PROVIDER BUSINESSMODEL AND CUSTOMER ASSETS

Value creation concept Value creation context


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SERVICE MANAGEMENT AS A STRATEGIC ASSET

Type 1: exists within an organization solely to deliver service to one

specific business unitType 2: Services multiple business unit within the same organization

Type 3: Operates as an external service provider serving multiple externalcustomers

Capabilities: The providers abilityResources: the direct inputs for the production of services

Critical Success Factors (CSFs)

Service Oriented accounting


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FINANCIAL MANAGEMENT PROCESS BASICCONCEPTS

Financial Management is an integral part of service management. It anticipates theessential management information that is required for the guarantee of efficient andcost effective service delivery.

Service Valuation ( *Costing)

(Utility and Warranty must be translated to monetary figure to calculate the ServiceValue

Cost of providing the service

Value to the customers receiving the service

Service Investment analysis ( *Budgeting)

Understand the total lifecycle value and costs of proposed new services or projects

AccountingKeeping track of what has been spent, assigned to appropriate categories

Business Case

A decision support and planning tool that predicts outcomes of a proposed action

Used to justify investments


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FINANCIAL MANAGEMENT COTD

Variable Cost Dynamics (VCD):it focus on analysis of the many variables that impact service cost, The VCD

analysis can be used as a tool to analysis the anticipated

Cost Types:Capital / Production Cost:

Capital cost has to do with the purchase of assets that generally last severalyears. Only the write down amount is counted as cost

Production Cost (Operation Cost) are costs that occur regularly (e.g. Maintenancecontract for Hardware, license cost, insurance premium)

Direct/ Indirect Cost:Direct Cost is the cost associated directly and exclusively for an IT Service, For

instance activities and materials that are directly and exclusively associated with aservice (e.g Broadband connection cost for the service)

Indirect Cost are costs that cannot be directly identified with an IT Service, (e.g.support service cost, administrative cost, infrastructure cost).

Fixed/ Variable CostFixed Cost are the cost that do not vary due to production levels (production

changes). These costs are fixed (e.g. investment in hardware, software, orbuildings.

Variable Cost are costs that vary due to production level (e.g. hiring of externalstaff).


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SERVICE PORTFOLIO KEY CONCEPT

The service portfolio represents the opportunities andreadiness of a service provider to serve the customersand the market. The service portfolio can be dividedinto three subset of services:

The Service Pipeline (New services planned). The stages of ServicePipeline are

The Service Catalogue (Business, and Technical); these servicesare in Service Operation phase

The Retired Services (obsolete Services)


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SERVICE PORTFOLIO MANAGEMENT PROCESS

It is a dynamic method to govern investment in service

management across the enterprise in terms offinancial valuePrioritises and manages investments and resource

allocation

Proposed services are properly assessedBusiness Case

Existing Services Assessed . Outcomes:ReplaceRationalise

RenewRetire

Relationship ManagerProduct Manager


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SERVICE PORTFOLIO MANAGEMENT

Business Service- A service that directly supports a business process.

IT Service

- A service that the business does not think of in business context or semantics.

(IT becomes inbuilt pillar for business.)

Service Portfolio Management includes

- Define: Inventory services, ensure business cases, and validate portfolio data..Analyze: Maximize portfolio value, align and prioritize and balance supply and demand

Approve: Finalize proposed portfolio, authorize services and resources

Charter: communicate decisions, allocate resources and charter services

Business Service Management

- This is an ongoing practice of governing, monitoring and reporting on IT andbusiness service it impacts.

- The cornerstone of BSM is ability to link service assets to their higher level ofbusiness services. Such a correlation model identifies asset to service linkages,allowing infrastructure events to be tied to corresponding business outcomes.

Roles : Product Manager- Owner of Service catalog

Business Relationship Manager


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DEMAND MANAGEMENT BASIC CONCEPTS

Core Service (Popular Service)

An IT Service that delivers outcomes desired by one or more customers. This is the servicefor which the customer is willing to pay. This represents the basis for value proposition.

Supporting Service (Service to plus the case)

A service that enables or enhances a core service. For example, A directory service or abackup service

Pattern of Business Activity (PBA):

It is the Workload profile of one or more business activities;

Varies over time

Represents changing business demands

User profile

Pattern of user demand for IT Services

Each user profile includes one or more PBAs

Service Package

Detailed description of a service

Includes a service level package (SLP) and one or more core services and supporting


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3 Service Transition

1 Service Strategy

2 Service Design

4 Service Operation

5 Continual Service Improvement

Agenda


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SERVICE DESIGN

Responsible for the design of new or changed services going into alive environment

Ensure that designs are consistent, compatible, capable

Metric definition, selection and evaluation of measurement capabilities

Key ConceptsFour Ps

Service Design Package

Aspects of Service Design

ProcessesService Catalog Management (SCM)

Service Level Management( SLA, OLA, SIP, Service Quality Plan)

Availability Management

Information Security Management

Supplier Management


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SCOPE OF SERVICE DESIGN THE FOUR PS

ProcessesProducts

Partners

People

Many designs, plans, projects fail due to lack of preparation andmanagement. Implementation of ITIL ServiceManagement as a practice is about preparing and planning the effective andefficient use of 4 Ps.


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SERVICE DESIGN PACKAGE (SDP)

Documents defining in details all aspects of a service and itsrequirement; through all stages of its lifecycle.A SDP is produced for is produced for each new IT Service,major change, or IT Service requirement

The SDP is passed from Service Design to ServiceTransition for implementation.


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ASPECTS OF SERVICE DESIGN

In order for the organization to strive to attain thehighest possible quality with a continualimprovement focus, a structured and result-oriented approach is necessary in each of thefive separate aspect of design.

Service Solution (Including functional requirements, resourcesand capabilities)Service Portfolio (support systems and tools)Architecture (Technological, and management)Processes

Measurement systems and metrics


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DESIGN OF SERVICE PORTFOLIO

Service Portfolio

Service Knowledge Management System

Service Portfolio

Customer/UsersOnly allowed access

To services in thisrange

RetiredServices

ServicePipeline

ServiceCatalogue

Service Lifecycle

Service Status

RequirementsDefined

AnalyzedApprovedCharteredDesigned

DevelopedBuild

TestReleaseOperational

Retired

Service Strategy

Service Design

Service TransitionService Operation


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SERVICE CATALOGUE

Part of the Service Portfolio.

Services available for deployment or use.Information to be shared with customers (external or Internal IT).

Business Service Catalog

Services of interest to customers

Technical Service CatalogUnderpinning services of interest to IT.


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SERVICE CATALOGUE MANAGEMENT PROCESS

Basic Concepts

The Service Catalog (subset of portfolio containing only active andapproved service)Part of the Service Portfolio

Details of all operational services and those being prepared for transition

Business Service Catalog

Details of all the IT services delivered to customers (Visible to the customers)Technical Service Catalog

Details of all supporting services

Not usually visible to customers

Roles:Service Catalog Manager

Produce and maintain the Service Catalog

Ensure all operational services and those being prepared for operational runningare recorded

Ensure all information in the Service Catalog is accurate and up to date and isconsistent with the information in the Service Portfolio


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SERVICE LEVEL MANAGEMENT PROCESS BASICCONCEPTS

Customer/Users

Service Level Agreements

Service A Service B Service C

IT Infrastructure

Operations Level Agreements Underpinning Contracts

Internal Organization External Organization


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SERVICE LEVEL MANAGEMENT

Objectives

Negotiate, agree and document service levelsMeasure, report and improve service levels

Communicate with business and customers

Scope

Ensure quality of service matches expectationsExisting services

Requirements for new or changed services.

Expectation and perception of the business, customers and users.

RolesService Level ManagerProcess Owner

Understand Customers

Create, Maintain, Review and Reporting SLAs and OLAs

Ensure that Changes are assessed for impact on service levels


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SERVICE LEVEL MANAGEMENT

Activities

Designs SLA frameworksIdentify Service Level Requirements (SLRs)

- Agree and document Service Level Agreements (SLAs) - Negotiable and document Operational Level Agreements (OLAs) and

Underpinning Contracts (UCs)

Monitor service performance against SLA & Product Service reportsMeasure and improve Customer Satisfaction & develop contacts and

relationships

Review and revise underpinning agreements and service scope

Conduct service reviews and instigate improvements & manage complaintsand complimentsReview and revise SLAs, OLAs and UCs

Key metricsNumber and % of targets being met

Number and severity of service breaches


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AVAILABILITY MANAGEMENT

Availability is the ability of IT service or component to perform its required function at a stated

instance over stated period of timeObjectives

Ensure agreed level of availability is provided

Continually optimize and improve availability of- IT Infrastructure- Services-

Supporting organizationProvide cost effective availability improvements that can deliver business and customer benefits

Produce and maintain an availability planincident incidentDetected Recorded Diagnosed Repaired Recovered Restored

Time toDetect

Time toRecord

Time toDiagnose

Time toRepair

Time toRecover

Time toRestore

Mean Time to Restore Service (MTRS) Mean Time BetweenFailure (MTBF)

Mean Time Between System Incident (MTBSI)

UP TIMEDOWN TIME


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AVAILABILITY MANAGEMENT - BASIC CONCEPTS (1 OF3)

MTBF (Mean Time between failure): average time between the recovery from oneincident and the occurrence of next event (Up Time)

MTRS (Mean Time to Restore Services): Average time taken to restore CI or ITComponent after a failure(Down Time)

MTBSI (Mean Time Between System Incidents): Average time between the occurrenceof two consecutive incidents (MTRS+ MTBF)

Availability Management process includesProactive activities

- Design and planning activities- Planning, design and improvement of availability

Reactive activities

- Operational activities- Monitoring, measuring, analysis and management of all events, incidents and problems involvingunavailability

Availability

The ability of a service, component or configuration item to perform its agreed function whenrequired

Often measured and reported as a percentage


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Reliability

Measure of how long a service, component or CI can perform its agreed function without interruption. It is thefreedom from operational failure

Maintainability

Measure of how quickly and effectively a service, component or CI can be restored to normal working after afailure. It is the ability of an IT Component (CI) to be retained in or restored to an operational state (This isinternal based on skills, resource,..etc)

Resilience

Its the ability to withstand failure

Serviceability

Ability of a third party supplier to meet the terms of their contract (External)

Vital Business Function (VBF)

A Function of a Business Process which is critical to the success of the Business.


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High Availability

Minimizing or hiding the effects of a component failure

Fault ToleranceAbility of an IT Service, component or CI to operate correctly after component failure

Continuous OperationApproach or design to eliminate planned downtime of a service

(Note, an individual CI may be down even though the IT Service remains available.)

Continuous AvailabilityApproach or design to achieve 100% availability

An IT service that has no planned or unplanned down time


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AVAILABILITY MANAGEMENT ACTIVITIES


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INFORMATION SECURITY MANAGEMENT

Objectives

To align IT Security with Business Security; Information security is effectively managed in allservices management activities

To protect the systems and communications that deliver the information & of those relying oninformation.

Specifically related to harm resulting from failures of:- Confidentiality (Protecting information against unauthorized access or use)- Integrity (Accuracy, completeness, and timeliness of information) at source and during transit- Availability (Information should be accessible for authorized user at the agreed time)

The ability to do business with other organizations safely

* Basic Concepts

Information Security Policy

Information Security Management System (ISMS)

Risk analysis and risk management

Security Incidents (any event interfering in achieving the security requirement)

Security controls

RolesSecurity Manager (Process Owner)

Develop and maintain Information Security Policy


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RISK MANAGEMENT AND ANALYSIS.

Define A Framework

Identify The Risk

Identify ProbableRisk Owners

Evaluate The Risk

Set Acceptable Levels Of Risk

Define A Framework

Implement Responses

Gain AssurancesAbout Effectiveness

Embed And Review

Risk Management Risk Analysis


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INFORMATION SECURITY ACTIVITIES


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CAPACITY MANAGEMENT

Capacity Management manages the process of determining the right

capacity, at the right location, at the right moment, for the right customer,against the right cost

ObjectivesTo produce and maintain a Capacity Plan

To provide advice and guidance on capacity and performance related issues

To ensure services meet or exceed performance targetsTo assist in diagnosing and resolving capacity related problems and incidents

To assess the impact of changes on the Capacity Plan

Proactive capacity and performance measures

RolesCapacity Manager (Process Owner)

Proactive Planning

Service Level ManagerProvides capacity requirements through discussions with the Business users

Technical and Application Management Day-to-day capacity management activities


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CAPACITY MANAGEMENT BASIC CONCEPTS

Balancing costs against resources needed

Balancing supply against demandShould be involved at all stages of the lifecycle

Forward looking, regularly updated Capacity Plan

Three levels of concern:- Business Capacity Management

- Service Capacity Management- Component Capacity Management

Capacity Management Information System holds information needed by allsub-processes (above).


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CAPACITY MANAGEMENT ACTIVITIES


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IT SERVICE CONTINUITY KEY CONCEPTS

ITSCM should be based on Business Continuity- Appropriate protection and recovery measures- Written recovery plans

Lifecycle approach- Initiation, Requirements & Strategy, Implementation, Operations- Regular Business Impact Analysis (BIA), Risk Assessment and Risk Management to ensure

plans remain valid-

Regular testing of plansNegotiate with suppliers as necessary

Assess changes for impact on ITSCM- Common Recovery Option include- Manual Workarounds- Reciprocal Arrangements- Gradual Recovery (Cold Standby)- Intermediate Recovery (Warm Standby)- Fast Recovery (Hot Standby)- Immediate Recovery


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ITSCM KEY CONCEPT

Disaster: Not part of daily operational system; require separate systems

BCM (Business Continuity Management): Strategies and actions to takeplace to continue business process in the case of disaster.

BIA (Business Impact Analysis): It quantifies the impact due to the loss of ITServices would have on the business.

Risk Assessment: Evaluate assets for their threats and vulnerabilities

pertaining to continuityScope: all critical business process (requiring service continuity) and the ITservices that underpin them.

Countermeasures: measures to prevent or recover from a disasterManual Work around: Non IT based solution to overcome IT Service continuity

problemGradual Recovery: Cold stand by (Recovery > 72 hours)

Intermediate Recovery: Warm Standby (Recovery between 24 hours to 72 hours)

Immediate Recovery: Hot Standby (Recovery within 24 hours)

Reciprocal Agreement: its the agreement with another similar size organization to

share disaster recovery obligation


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IT SERVICE CONTINUITY ACTIVITIES


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THANK YOU FOR YOUR ATTENTION !

Your questions and commentsare most welcome !

ITILv3 Foundation All Part2

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