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
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ITIL - Service Management as a Practice Facilitates outcomes without costs & risks Uncertainty of outcome
Standards - ISO20000
Risk
Training and education
Functionality Fitness for purpose
Sources
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
Service
How service is delivered
Employees Customers Enablers
Economic value
Suppliers Advisors
Reputation
Shown by
Technology
Customer Perception
Knowledge to achieve business objectives
Core Enabling
Coordinated activities
Classification
Enhancing
Performance driven Creates value for customers
Maintenance
Defines roles, activities, guidelines
Process
Prime customer contact
Measurable
Ensures delivery meets requirements Identify areas for input into CSI register / raise RFC's
Service Owner
Communication with Process Owners Reporting & monitoring Accountable for delivery of service
Characteristics
Service Management as a Practice
Specific Results Customers Responds to triggers
Definitions
Function Role
Specialised units Perform certain types of work
Responsibility within process or function Responsible
Defines Strategy, policy, standards
Accountable
Assists with design RACI Model
Documentation Audits Communication Input to CSI register
Consulted Informed
Process Owner
Clarifies roles and responsibilities Owner
Process manager Process practitioner
Control
Documentation Objectives Feedback Activities
Set of specialised capabilities Provides value for customers via services IT service management
Service Management
One person
Process Model
Procedures Process
Metrics Improvement Roles
Enablers
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ITIL Service Strategy Current state assessment
Automation can affect performance
target state definition
Simplify processes
Gap analysis
Technology
Project estimation Projectconsolidation 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 cust omers Understand the customer
Designing the strategy
Quantify the outcomes
Interfaces between all service strategy processes and other processes
Classify and visualise the service Understand the opportunities
Establish and maintain business relationships Ensure service provider can meet needs of the business
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, directs, monitors the strategy, policies and plans
Evaluate Direct
Enabling services are needed in order for a core service to be delivered
Strategy principles
Activities
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?
Information
Assets
Who is our customer?
Service Strategy
What does the customer value?
Marketing mind set
Who depends on our services?
Service Assets
How do they use our services?
Management Organisation Capabilities
Processes Knowledge
Why are they valuable to them?
People Internal (Type I) Future vs Present
Shared Service Unit (SSU) (Type II) Supplies service to one or more customers
Outsourcing Insourcing
Service provider
Disaggregation
Operational effectiveness vs improvements in f unctionality
Opposing dynamics
External (Type III)
Value capture
Perspective
Aggregation
Positions Defined by customers
4 P's
Affordable mix of features
Plans
Achievement of objectives Changes over time and circumstance
Business outcome achieved Customer's preferences
Patterns
Vision Business Portrayal
How to achieve vision Ongoing Actions
Value Cost effectiveness
Creating value
Value for customer
Customer's perception of what was delivered
Standardised processes
Benefits
Basic Factors Excitement Factors Performance Factors
Kano model
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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 ServiceDesign
Operational Services
Service Catalogue
Define market spaces
Assessment
ServicePipeline
Development
Identify strategic industry factors Establish objectives
Contents
Determine perspective
Retired 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
Strategy Management for IT Services
Tracks investment through lifecycle and ensures appropriate returns are achieved Ensures services clearly defined and linked to business outcomes
Craft a plan
Process
Adopt patterns of action Align assets with outcomes Optimise CSFs
Execution
Prioritise investments
Purpose
Why should a customer buy these services?
Measurement and evaluation
Why should they buy these services from us?
Clarify the answers to key strategic questions
What are our pricing and chargeback models?
CSI Expansion and growth
Annual planning cycles
What are our strengths, weaknesses, priorities and risks?
New business opportunity
How should our resources and capabilities be allocated?
Triggers
Strategy management
Changes to internal and external environments Mergers or acquisitions
Business relationship management
Processinitiation
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 Value capture and creation
Service, customer and business outcomes
Cost centre
Portfolio Management
Service models Impact on service portfolio and service model
Profit centre Funding
Service portfolio review Analyse investments, value and priorities
SPM Operational control
Define
Analyse
Policydecisions
External Internal
Process
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 Change proposal
Outputs
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
Helps to identify
Assessment of plans Budgeting
Business outcomes supported
Budget(s) PortfolioContents
Cost model
Risks
Cost centres and cost units
Offerings & packages
Cost types and elements
Investments required
Accounting
Cost & pricing
Cost classification Chart of accounts
Scope
Analysis and reporting
To identify and analyse the patterns of business activity that initiate demand for services
Action plans Cost recovery or break even
Objective
Demand Management
Work with capacity management Achieve balance between cost and value of outcomes Refines understanding of interactions
Specification of changes to funding and spending Cost and income estimation
Business cases
Analyse patterns of business activity
Policies
Pricing Billing Serviceprovider Contract
Establish and maintain business relationships Assists business in articulating value of service
Cross subsidisation
Decide on chargeable items
Enable executives to evaluate real investment
Objective
Recovery with margin Notional charging
Charging
Value to business
Ensure service provider can meet needs of the business
Relative value of services
Analysis of previous budget
Opportunity Value proposition
User Profiles
Cost of service outage
Planningconfidence
Track progress and update portfolio
Priorities
Aid to decision making and prioritisation
Business Relationship Management
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Risks
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ITIL Service Design
Statement of requirements (SOR)
Identify business need
Invitation to tender (ITT) Business case Award contract Negotiate
People Evaluation and procurement of new contracts and suppliers 4 P's
Select supplier
Supplier and contract categorisation
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
Ensure contracts are aligned to business
Define and maintain policies and methods Plan design resources and capabilities Coordinate design activities Manage design risks and issues Improve service design
Partners Processes
Maintains supplier and contract management information system (SCMIS) Value for money
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 Service management visions, strategies, policies, objectives and plans
Investments required Ongoing costs and pricing
Constraints and requirements for compliance with standards and regulations
Key Principles
IT strategies, policies and plans Business requirements
Priorities
Services
5 major aspects
Supported levels of performance
Inputs
Policies
Service portfolio
Minimumrequirements
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 Reduced total cost of ownership (TCO)
Pricing and charging
Service Design
Improved quality of service Consistency of service
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
Produce associated service design packages
Balanced design
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
Effectiveness Efficiency
Plan and coordinate the resources and capabilities re quired 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
Ensure that all parties adopt a common framework of standard, reusable design practices 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 se curity 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 serv ices Management of all security breaches and incidents associated with all systems and services Proactive improvement of security controls, and security risk management and the re duction of security risks
Control Plan Implement
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
Delivered service m atches or exceeds needs of customer
Evaluate
Perform as agreed
Maintain
Service availability
Availability
Preventive
Componentavailability Design for availability and recovery
Reductive Detective
Measures
Perform as its agreed function
Reliability
Repressive Corrective
Maintainability
Agreed level of IT Service
Serviceability
Speed to restore to normal working 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
Service level agreement (SLA)
Plannedmaintenance
Document
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
Regular Ad-Hoc
Required services resumed within required and agreed timescales
Report
Support business c ontinuity 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
Manual
Assistance with Capacity incident resolution
IT Service Continuity Management (ITSC)
Modelling and trending Applicationsizing
Reciprocal
Requirements & strategy ITSC strategy
Process
Monitoring Tuning
Iterative
Techniques
Demand management
Live service capacity Incident / problems Performance, capacity, utilisation
Intermediate Immediate
Implementation
Threshold management and control
Requires financial plans and business strategy
Gradual Fast
Capacity Management
Analysis
Future business needs
Service failure analysis (SFA) Componentfailure impact analysis (CFIA)
Monitor
Develop plans / procedures Testing Education, awareness, training
Business capacity management
Ongoing operations
Testing Change management
Service capacity management Invocation Component capacity management
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Review & audit
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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
Confidence that a new or changed service will deliver the value and outcomes required of it
Stakeholder map Stakeholder commitment analysis Benefits
Emotional cycle of change
Provides a measured degree of confidence.
Leadership
Managing People
Organisational adoption Governance process Organisational capabilities
Understanding of risk
Define customer requirements Design
Organisational change
Strong communication process
Validate service packages
V Model Kotter's 8 steps
Service acceptance
Service Validation and Testing
Release policy Provide clear comprehensive plans Assure quality
Activities
Test
Service operational readiness Service release package Component and assembly Library of tests
Plan and design tests
Transition Planning and Support
Produce transition strategy Plan and coordinate transition
Design service solution Design service release
Business and service performance measures
Prepare for transition
Define service requirements
Test environment Levels of testing
Service Transition
Provide transition process support
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
Service Asset and Configuration
See "Knowledge, Service Asset and Configuration Map"
Should be separate to release and deployment manager
Other Service Transition Processes
Evaluation
Knowledge
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
Big bang / phased
Reduce delays from unexpected clashes and dependencies
Push / pull
Release options
Benefits
Automated / manual
Result in higher volumes of successful change
Full Delta
Enable projects to estimate the cost, timing, resource requirement and risks associated with the service tr ansition stage more accurately 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
Reduce delays from unexpected clashes and dependencies
Planning
Release and Deployment Management
Preparation Build and test Service testing and pilot Planning and preparing for deployment
Activities
Performing transfer, deployment and retirement
To assist organisations seeking to plan and manage service changes and deploy service releases i nto 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 lev el targets Delivery of service levels a nd 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 serv ice Reduced cost and time to discove r 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
Configurationlibrarian
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
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) Capacity management information system (CMIS)
Configuration control Status accounting
Information integration layer
Modelling
Knowledge processing layer Reports
Presentation layer Data, Information, Knowledge, Wisdom (DIKW)
Internal policies Business strategy
Service capability assets Service resource assets
Authorised CIs CIs under change control Define each status Before /after major change
Service knowledge management system (SKMS)
Data mining
Accommodation Software
Design & maintain asset management systems Asset management system processes & procedures
Service management plans
Verification and audit
After IT service continuity invoked Planned, regularly, random Automate Configuration management databases (CMDB's)
Knowledge Management
Definitive media libraries (DML's) Data, information & tools layer
Improve the quality of management Enable the service prov ider 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 prov ides controlled access to knowledge, information and data that is appropriate for eac h audience
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
7 R's
Authorised Impact
Resource Responsible
(ChM) Change process
(ChM) Change assessment
Relationship
Prioritised Planned Tested Implemented
Cost
Reviewed
Regular
Strategic
Assess, plan, schedule changes
Tactical
Review previous changes
(ChM) Change advisory board (CAB)
Flexible membership Change schedule (CS)
Password reset
Service Transiti on
Operational activity
- Change M anagement (ChM) - Change Evaluation (ChE)
Projected service outage (PSO)
(ChM) Request for Change
Control using change model Consider remediation / back out plans Test as much as possible Retrospective RFC
Reboot Project change proposal Preauthorised, accepted procedure Standard change
(ChM) Emergency change advisory board (ECAB)
Emergency change Normal change
Set stakeholder expectations correctly Lack of commitment to the process by the business, management or IT staff
Provide effective and accurate information to change management Evaluate the intended and unintended effects of a service change Provide good-quality outputs so that change management can expedite an effective decision about whether or not a service change is to be authorized. Evaluation required before each of authorization by the suitable authority to provide advice and guidance
(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
Maintain live services to defined service standards
Service management processes Technology
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
Monitor ongoing performance Manage the service technology Harvest data & report against agreed metrics
Balance
Reactive vs proactive
Technical management
Incident management Event management Problem management Access management
See "S ervice Operation Functions" map See "Service Operation Processes" map
Functions Processes
IT Operations management Common service operation activities Service desk Application management
Request fulfilment
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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
Provide resource throughout lifecycle Research and development
Record changes
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
Provide stable environment
Service Desk
Diagnose & resolve IT failures
Console management
Types
Job scheduling
Specialised Business Technical
Skill set
Interpersonal Outsourcing
Print & output management Ongoing maintenance Physical environment Facilities Management
Service Operation Functions
Retention
Restores
IT Operations Management
Staffing depends on organisational requirements
Super users
Back ups
Operations Control
Recovery sites Datacentres
Standard operating procedures (SOP) Documentation
Directory service
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
Common Service Operation Activities
Guidance to Service Design in development Training programmes Definition of standards Research and development Problem management Provide resource throughout lifecycle
Improvement of operations activities
Active / Passive Technical specialisation
Reactive / Proactive Continuous / Exception Open Closed
Activity
Monitoring
Control loops
Organisational Structures
Internal / External Reporting
Process Geography Hybrid Combined
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ITIL Service Operation Processes Eliminate recurring incidents Minimise impact of incidents that cannot be prevented
Objective Restore normal service operation as quickly as possible
Prevent problems and resulting incidents from happening
Purpose
Underlying cause of one or more incidents
Identify training requirements
Reactive
Problem
Align business with IT activity Identify potential improvements
Proactive
Benefits
Increased availability and customer satisfaction
Temporary way of overcoming difficulties
Workaround
Restore service asap Incident is an unplanned interruption to an IT Service
Predefined
Known Error (KE)
Reduction in the quality of an IT Service
Problem diagnosis complete and workaround identified
Incident Detection
Failure of a CI that has not yet impacted an IT service
Logging Event Management
Categorisation
Web interface
Prioritisation
Input
Telephone
Investigation and diagnosis
Process
eMail
Create KE
Incident Management
Identification Logging
Raise RFC Resolution
Categorisation Urgency Business Impact
Closure
Prioritisation
Technical Hierarchical
Problem Management
Process
Investigation and Diagnosis
Possible major problem review
Event management Incident management Input
Escalation
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 Logging and tracking access RFC Service request
Chronological
Access Management
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
Warning
Types of event
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
Self service and self select tools Standard change
Channel for: Monitoring
Managed as service request Pre-approved change
Standard service request
Event
Active Passive
Pre approved by change authority
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 Gradual improvements in cost ef fectiveness through a reduction in costs and or the capability to handle more work at the same cost
Define success Build framework Choose measures
Value
Steps
Define procedures & policies
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) Availabilityreporting
IT go vernance
Service measurement
Predict and report service performance against targets
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 actionableimprovements 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
Strengths Weaknesses Opportunities
CSI manager SWOT
Strategic goals and objectives
Baselines Must be established at each level:
Critical Roles
Accountable for the delivery of a specific IT service
Operational metrics and KPIs Service Owner
To validate To direct To justify To intervene Contains important information for the overall service provider
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
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
Reporting analyst
Introduces a structure and visibility to CSI ensuring all initiatives are captured and recorded, and benefits realized
Ensures adequate resources to support and enable CSI
Accountable and responsible fo r 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.
Reviews and analyses data from components, systems and sub systems in order to obtain a true and end-to-end service achievement
Service level manager CSI approach
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
see "CSI Integration" Map
www.itiltrainingzone.com
7 Step i mprovement 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?
Identify strategy for improvement
CSI Approach
How do we keep the momentum going?
Define what will you measure Gather the data
CSI 7 Step Process
Plan
Act
Analyse the information and data Present and use the information
Do Check
Process the data
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)
Assisting in determining effects of security measures on the data monitoring and collection from the confidentiality, integrity and availability perspectives
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
Security
Processing response and resolution data on security incidents Creating trend analyses on security breaches
Service level
Validating success of risk mitigation strategies
Using the service catalogue as the baseline to negotiate service level agreements (SLAs) with the business
Utilizing the agreed upon reporting format Analysing processed data for accuracy
Reviewing service achievement and identifying where improvements are required, feeding them into CSI Component failure impact analysis
Continual Service Improvement processes and interaction with other processes
Fault tree analysis Service fault analysis Technicalobservation
Monitoring and collecting data associated with the actual expenditures versus budget
Availability
Extended incident lifecycle SIPs and reports
Provides input on questions such as whether costing or revenue targets are on track Monitors the ongoing cost per service etc
Financial
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 A nalysis
Component
Problem
Iterativeactivities Application sizing
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
Comparing results with prior months, quarters or annual reports Manage RFCs from SIPs
Service Desk and Incident Management
Implementing improvement Post Implementation review CAB
Change & Release
Comparing results with agreed-to levels of service Identifying improvement opportunities Analysing processed data f or 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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