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ITIL & eHealthAn Introduction to Information Technology
Infrastructures Library
Course Objectives
Provide a high level overview of ITILIntroduce basic terminology & concepts
Course Outline
IntroductionService LifecycleService StrategyService DesignService TransitionService OperationContinual Service ImprovementReview
Miscellaneous
3 hoursOne breakWashroomsCoffeeCell phonesHandout
INTRODUCTION
ITIL - What, Why & Where
The Information Technology Infrastructure Library (ITIL) is a set of concepts & policies for managing information technology, infrastructure, development & operations
ITIL® is the most widely accepted approach to IT service management in the world ITIL provides a cohesive set of best practice, drawn
from the public & private sectors internationally
http://www.itil-officialsite.com/home/home.asp
The Library
ITIL is a set of books1st published by the UK gov’t in the late
1980’sPublicly available & now universally acceptedV1, V2, V3
A best practice frameworkAn approach that has been provenNot a recipe
Where Does Best Practice Fit?
Standard
Best Practice
Applied Framework
Organizational Policies, Process, Practices & Procedures
LOVEM
What should we do?
How should we do itin a particular
context?
How should we do it in
our organization
?
How should we do it?
BS 15000/ISO20000
ITIL, PRINCE2
“Most companies have good people, the companies that win in the long term have the best practices”Peter Drucker(“Father of Modern Management”)
The Need for ITIL
ITIL evolved to solve issues such asLengthy support wait timesUnreliable application availabilityBreak-change-break cycleInconsistent & unreactive customer supportOver-promising & under-deliveringCurrent resources failing to meet business demands & too expensive
Value of ITIL
BusinessStrategic alignmentDerive greater value – ROI
ManagementClarifies services & expectationProvides a base line to measure services
StaffUnderstand roles & accountabilitiesClarifies priorities
Increased customer satisfactionImproved service availabilityLeads to increased business profits &
revenue
Financial savingsReduced rework & lost time Improved resource management & usage
Improved time to market for new servicesImproved decision makingCommon & consistent language
Why Should eHealth Adopt ITIL?
Preparing for the Future
In the next 10 years, it is projected that more than ½ of business expenses will be IT relatedCompanies that gain control of these expenses will have a competitive advantage
ITIL Success Stories
Rogers in TorontoBank of MontrealJohnson & Johnson PharmaceuticalsSafewayBest Buy / Future Shop
Complementary Practices
CMMI (Capability Maturity Model Integration)PRINCE2 (Projects in Controlled Environments)Six SigmaISO/IEC 20000COBITOthers…
ITIL V3 Certification
ITIL Certification & eHealth
eHealth has promoted the ITIL Foundation program & certificationeHealth will cover the cost of the Foundation examRequires Manager approvalForward approval to
CTS@manitoba-ehealth.caCTS will schedule the exam
Exam prep courses are available onlineExample: http://www.bwyze.mindmuze.com/Cost NOT covered by eHealth
ITIL & eHealth
eHealth is committed to the implementation of ITIL best practices Senior management has declared ITIL a priority practiceITIL is a journey & over the next few years we will design & apply, then maintain best practicesAlthough some processes have been in place for some time, the near future will bring significant change that will impact many of us
ITIL & eHealth (continued)
A new position has been created for ITIL process implementationeHealth employees to receive ITIL trainingMinimum 1/2 day overview
ITIL & You
Area specific questions may be directed to your manager
SERVICE LIFECYCLE
Lifecycle Overview
Service
A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs & risks
Examples of eHealth Services
Service DeskWork Order ManagementTech ServicesDatabase AdministrationAccount ManagementDesktop ManagementApplication DevelopmentTraining
IT Service Management
A set of specialized organizational capabilities for providing VALUE to customers in the form of services
ResourcesResources Valuable Services
Service Lifecycle
ITIL V3 focuses on the way that service management components are linkedThe Service Lifecycle is a model that illustrates these components & the relationships between them5 stages in the lifecycle
Lifecycle Overview
The Five Stages
Service StrategyService Strategy
Service DesignService Design
Service TransitionService Transition
Service OperationService Operation
Con
tin
ual S
erv
ice I
mp
rovem
en
tC
on
tin
ual S
erv
ice I
mp
rovem
en
t
Policy making &setting objectives
Adjustment &change
Learning &improving
Stages Analogy – New Hospital
Stages Analogy
SERVICE STRATEGY
Initial planningWill there be a demand for this service?How will it be funded?Where will it be located?What is the time frame?Who will build it?
Stages Analogy – New Hospital
Stages Analogy
SERVICE DESIGN
What will the capacity be?What services will be offered?What are the associated costs?What service levels will needto be met?What supplier agreementsneed to be place?
Stages Analogy – New Hospital
Stages Analogy
SERVICE TRANSITION
Construction phaseHow will traffic be diverted?How will changes be communicated to the public & other stakeholders?What determines when the hospitalis ready?
Stages Analogy – New Hospital
Stages Analogy
SERVICE OPERATION
Day to day activity of the hospitalAvailability for patientsStaffingCustomer serviceBilling
Stages Analogy – New Hospital
Stages Analogy
CONTINUAL SERVICE IMPROVEMENT
Analyze reportsWhich areas need improvement?Implement corrective actions
Stages Analogy – New Hospital
Process
A structured set of activities designed to accomplish a specific objectiveTransforms inputs into outputs
InputsInputs Activities OutputsOutputs
Process
Process Characteristics
Measurable – performance driven; cost, quality, duration, productivityDeliver a specific result that is individually identifiable & measurableDeliver results to a customer or stakeholder (internal or external)Respond to a specific event – traceable to a single trigger
Processes & People
People can play multiple roles within various processes while having one job
Process AProcess A
Process BProcess B
Process CProcess C
Each process in the ITIL lifecycle has one Process Owner
Review
a) Service Designb) Service Optimizationc) Service Transitiond) Continual Service Improvement
Which is NOT a stage in the Service Lifecycle?
Review
a) Best practiceb) Standardc) Processd) Policy
ITIL is best described as a:
Review
a) They are measurable.b) They support external Customers.c) They eliminate the impact of a
Problem.d) They are specific to a particular job.
Which statement is true for ALL processes?
Review
a) They deliver costs to Customers.b) They deliver change to Customers.c) They deliver value to Customers.d) They deliver business solutions to
Customers.
Which statement is correct for all IT services?
SERVICE STRATEGY
Service Strategy Stage
Overview
Provides guidance in the design, development & implementation of service management
How do we create value for our customers?How should we define service quality?What services should we offer?How do we differentiate ourselves from
competition?How do we allocate resources?
Service Strategy
“Phones” of Tomorrow
Service strategy will shape the future of cell phones
?
Service Strategy
Value
Service strategy begins with the customer’s desired outcomesCustomers don’t buy products, they buy the satisfaction of particular needsWhat the customer values is often different from what the service provider thinks it provides
Service Strategy
CSM
Listen to the Customer!
Service Strategy
Utility & Warranty
UTILITY“Fit for purpose”
What thecustomer gets
(ensures usefulness)
+WARRANTY“Fit for use”
How it isdelivered
(ensures it works)
= VALUE
Service Strategy
Utility & Warranty are key to understanding the customer’s perspective of value
Buying a CarUTILITY
How am I going to use this car?How will this car improve my life?What am I going to get from this car?
WARRANTYWhat’s the guarantee on the transmission?What’s the bumper-to bumper guarantee?Is road side assistance included?
Service Strategy
Other Stages
Resources & Capabilities
RESOURCES
Raw materials
Money
Infrastructure
Applications
Information
People
CAPABILITIES
Skills
Management
Organization
Processes
Knowledge
People
Organizations use resource & capability assets to create value in the form of goods & services
Service Strategy
Other Stages
Service Portfolio
Complete set of services managed by a Service ProviderWhy should a customer buy these Services?Why should they buy these Services from
us?What are the pricing or chargeback models?What are our strengths, weaknesses,
priorities & risks?How should our resources & capabilities be
allocated?
Service Strategy
Service Level Package (SLP)
A defined level of Utility & WarrantyEach SLP is designed to meet the needs of a particular business activity
Service Strategy
Service A Service A
Service B Service B
Service C Service C Service C
Core Services
Service Portfolio (complete set of services)
Cust 1SLP
Cust 2SLP
Cust 3SLP
Cust 4SLP
Main Activities
Define the marketDevelop offeringDevelop strategic assetsPrepare execution
Service Strategy
Key Processes
Service Portfolio ManagementDemand ManagementFinancial Management
Service Strategy
Other Stages
Service Portfolio (complete set of services)
Service Portfolio Management
Service Pipeline(Proposed or in development)
Service Pipeline(Proposed or in development)
Retired ServicesRetired Services
Service Catalogue(Live or available for deployment)
Service Catalogue(Live or available for deployment)
Published to
customers
Service Strategy
Demand Management
Understand & influence customer demand for IT servicesProvide capacity to meet demand
CapacityCapacity CustomerDemand
CustomerDemand
Service Strategy
Financial Management
BudgetingAccountingCharging requirements
Service Strategy
The Business / CustomersRequirements
ServiceStrategy
ServiceStrategy
StrategiesStrategies PoliciesPolicies Resources & Constraints
Resources & Constraints
Service LevelPackages
Service LevelPackages
Serv
ice P
ort
folio
SERVICE DESIGN
Service Design Stage
“A common mistake that people make when trying to design something completely foolproof is to underestimate the ingenuity of complete fools.”Douglas Adams(author Hitchhiker’s Guide to the Galaxy)
Service Design
A fool with a tool is still
a fool!
A fool with a tool is still
a fool!
Overview
The design of new or changed services for introduction into the live environmentIncludes architectures, processes, policies, documentation
Service Design
FunctionalityFunctionality PerformancePerformance
The 4 P’s
Partners
Products
Processes
People
Service Design
Other Stages
Five Aspects
Service solutionsService PortfolioTechnology architectures & mgmt systemsProcessesMeasurement methods & metrics If you can’t measure it, you can’t manage it
Service Design
Service Design Package (SDP)
A document that defines all aspects of an IT service & its requirementsProduced for eachNew serviceMajor changeService retirement
Service Design
Key Processes
Service Catalogue ManagementService Level ManagementAvailability ManagementCapacity ManagementIT Service Continuity ManagementInformation Security ManagementSupplier Management
Service Design
Service Catalogue Management
Service Pipeline(Proposed or in development)
Service Catalogue(Live or available for deployment)
Retired Services
Service Portfolio (complete set of services)
Published to
customers
Service Design
CSM
Service Level Management
Responsible for negotiating Service Level Agreements & ensuring that these are metService Level Agreement Between an IT Service Provider & a Customer Describes the IT Service, documents service level
targets, responsibilities of Provider & Customer
Operational Level Agreement Between an IT Service Provider & another part of the
same business
Underpinning Contract Agreement between an IT Provider & 3rd party supplier
Service Design
CSM
Availability Management
Ensure services are available when neededEnsure IT infrastructure, processes, tools & staff roles are appropriate for the agreed targets
Service Design
Capacity Management
Match capacity of IT to the agreed business demands in a cost effective & timely mannerCurrent & future needs
Service Design
IT Service Continuity Management
Ensures that agreed service levels can be resumed in event of a disaster
Service Design
Information Security Management
Manage IT security risksConfidentiality – information is available only to those who have a right to knowIntegrity – information is complete & accurateAvailability – info is available when needed
Service Design
Supplier Management
Obtain value for money from suppliersEnsure suppliers meet the targets contained within their contracts
Service Design
Service Design Processes
Service Design
SIP
“Good design is the most important way to differentiate ourselves from our competitors.”Samsung Electronics CEO Yun Jong Yong
Service Design
The Business / CustomersRequirements
ServiceDesign
ServiceDesign
SolutionDesigns
SolutionDesigns ArchitecturesArchitectures StandardsStandards Service Design
Packages
Service DesignPackages
ServiceStrategy
ServiceStrategy
StrategiesStrategies PoliciesPolicies Resources & Constraints
Resources & Constraints
Service LevelPackages
Service LevelPackages
Serv
ice P
ort
folio
Review
a) i onlyb) ii onlyc) Both of the aboved) Neither of the above
Which statement(s) are correct with regards to the Service Portfolio?
i) It includes live & retired services.ii)All parts are published to Customers.
Review
a) There will very few Problems with the service.
b) Problems are fixed free of charge.c) The service is fit for purpose.d) Customers are assured of certain service
levels.
What does “Warranty” of a service mean?
Review
a) utility & warranty.b) functionality & performance.c) people & products.d) goods & services.
An organization uses Resources & Capabilities to create value in the form of…
Review
a) Ensure that service availability matches the agreed levels
b) Report on the availability of servicesc) Guarantee service availabilityd) Ensure that all targets in the Service
Level Agreements are met
What is the main objective of Availability Management?
Review
a) Service Operationb) Service Strategyc) Service Designd) Service Transition
Setting policies & objectives is the primary concern of which lifecycle stage?
Review
a) To provide information to the businessb) To provide up to date, accurate
informationc) To print copies of the Service Catalogued) To provide information to IT staff
The purpose of Service Catalogue Management is…
Review
a) Service Desk Analystsb) Director of Operationsc) Chief Executive Officerd) Customer Service Managers
Who negotiates Service Level Agreements within eHealth?
SERVICE TRANSITION
Service Transition Stage
Overview
CONTROLLED transition of new & changed IT services into operationPredicted cost, quality & time estimatesMinimal impact on productionProper use of the servicesAlign transition plans with the business
Service Transition
Service DesignPackage
Service DesignPackage OperationOperationTransition
Key Processes
Change ManagementService Asset & Configuration ManagementRelease & Deployment ManagementTransition Planning & SupportService Validation & TestingEvaluationKnowledge Mgmt
Service Transition
Processes Overview
Service Transition
Oversee management of organization & stakeholder change
Service Transition Planning & Support
Service Validation, Testing & Evaluation
Knowledge Management
Change Management
Ensure change happens in a controlled manner
RecordRecord EvaluateEvaluate AuthorizeAuthorize
PrioritizePrioritize PlanPlanTestTest
ImplementImplement DocumentDocument
Service Transition
CAB
Service Asset & Configuration Mgmt
Track & report the value & ownership of IT assetsMaintain information about IT components, including the relationships between them
Service Transition
Service Asset & Configuration Mgmt
Configuration Item (CI) IT component (services, hardware, software,
buildings, people, documentation)
Configuration Management Database (CMDB)Stores configuration records about the
attributes of CI’s (including relationships)
Serial #Model #Location
Service Transition
eHealth
Service Asset & Configuration Mgmt
Configuration Management System (CMS)Provides reliable, quick, & easy access to accurate configuration information & is updated as & when changes are implemented
HRDatabase
AssetDatabase
Known ErrorDatabase
Incident Control
System
CMDB
CMS Interface
Service Transition
SDE
Release & Deployment Management
Ensure the correct components are released into the live environmentPlan & oversee the rolloutDefinitive Media Library (DML)One or more locations in which
approved versions of software Configuration Items are securely stored
Only software from the DML is acceptable for use in a release
Service Transition
Interconnection
RecordChangeRequest
AssessChange
Approve/RejectChange
CoordinateChange
Implementation
ReviewChange
CloseChange
Change Management
Reports &Audits
IdentifyAffected
Items
UpdateRecords
CaptureBaselines
AuditItems
CheckRecordsUpdated
Configuration Management
Release & deployNew/changed
CI’s
Configuration Management System (CMS)
Service Transition
Transition Planning & Support
Plan & coordinate resources to ensure that the requirement of Service Strategy encoded in Service Design are effectively realized in Service OperationsIdentify, manage & control the risks of failure & disruption across transition activitiesCan improve a service provider’s ability to handle high volumes of change & releases
Service Transition
T2P
Service Validation & Testing
Provides objective evidence that the new/changed service supports the business requirements including the agreed Service Level AgreementsThe service is tested against the utilities & warranties set out in the service design packageFunctionality, availability, continuity,
security, etc
Service Transition
Evaluation
Ensures the service will be useful to the business & will continue to be relevantAddressesRelevance of service designTransition approachSuitability of the new/changed service
for the actual operational environments
Service Transition
Knowledge Management
Ensures that the right person has the right knowledge at the right time to deliver & support the services required by the businessService Knowledge Mgmt System (SKMS)Encloses huge quantity of data that
constitutes knowledgeSupported by CMS & CMDB but is much
broader
Better knowledge = better decisions
Service Transition
Service Knowledge
Management System (SKMS)
Service Knowledge
Management System (SKMS)
Service KnowledgeManagement System (SKMS)
Configuration ManagementSystem (CMS)
Configuration ManagementDatabases (CMDB)
Service Transition
Knowledge Management
Service Transition within eHealth
Have Change management in the form of
change controlService Transition - transition planning
& support (formerly T2P)
Working onCMDBKnowledge Management
Service Transition
The Business / CustomersRequirements
ServiceDesign
ServiceDesign
SolutionDesigns
SolutionDesigns ArchitecturesArchitectures StandardsStandards Service Design
Packages
Service DesignPackages
ServiceTransition
ServiceTransition
TransitionPlans
TransitionPlans
TestedSolutions
TestedSolutions
Service KnowledgeManagement System
Service KnowledgeManagement System
ServiceStrategy
ServiceStrategy
StrategiesStrategies PoliciesPolicies Resources & Constraints
Resources & Constraints
Service LevelPackages
Service LevelPackages
Serv
ice P
ort
folio
SERVICE OPERATION
Service Operation Stage
Overview
Deliver agreed levels of service to usersManage applications, technology & infrastructure that support the servicesOnly stage that actually delivers value to the customerGreat design is worth little if it cannot be delivered
Service Operation
Balancing Act
ITView
ITView
BusinessView
BusinessViewStabilityStability Respons-
ivenessRespons-ivenessQualityQuality CostCostReactiveReactive ProactiveProactive
Service Operation
IT vs. Business View
Quality vs. Cost
Stability vs. Responsiveness
Reactive vs. Proactive
Service Operation
Common Activities
Server ManagementNetwork ManagementStorage & ArchiveDatabase AdministrationAccount ManagementDesktop ManagementInternet / Web Management
Key Processes
Incident ManagementRequest FulfillmentProblem ManagementEvent ManagementAccess Management
Service Operation
Incident Management
Incident - an unplanned interruption or a reduction in the quality of an IT ServicePrinter in ER is not workingUser cannot log in to a clinical system
Purpose of Incident Management is toRestore normal service as quickly as
possibleMinimize adverse impact on business
operations
Service Operation
Incident Management
Incidents areCategorized - who should work on themPrioritized (P1-P4) - impact + urgency
Incidents that cannot be resolved within service level parameters are escalatedTechnical support +/or mgmt
A tool is essential to record & manage Incident informationeHealth uses Service Desk Express
Service Operation
Request Fulfillment
Service request - a user request for information, advice, or a Standard ChangeRequest fulfillment deals with these requestsCan include self service solutionsAll requests should be logged & trackedeHealth uses Service Desk Express
Service Operation
Problem Management
Problem - root cause of one or more IncidentsProblem management includesDiagnosing causes of IncidentsDetermining resolutionEnsuring the resolution is implemented
(where appropriate)Maintaining information about Problems,
workarounds & resolutions
Service Operation
Problem Management
Workaround – reducing or eliminating the impact of an Incident/Problem for which a full resolution is not yet availableKnown Error – a Problem that has a documented root cause & a workaroundKnown Error Database – database containing all the Known Error records
Service Operation
Incident & Problem Management
Incident Management – restoring serviceProblem Management – root cause
Service Operation
Incident & Problem Scenario
Service Operation
Can’t print & calls the Service Desk
Customer
1) Creates ticket & classifies it as an Incident
2) Checks the Known Error Database but does not find a match
3) Troubleshoots without success
Service Desk Analyst
4) Changes default printer so that customer can print to another printer (workaround)
5) Closes the Incident
6) Creates a Problem record & relates the Incident to it
Incident & Problem Scenario
Service Operation
L2 Support
1) Investigates the printer Problem & finds that a patch is required from the vendor
2) Documents root cause & workaround in Known Error Database
Incident & Problem Scenario
Service Operation
Can’t print to same printer & calls the Service Desk
Customer
1) Creates ticket & classifies it as an Incident
2) Sees that this is a Known Error & immediately applies the workaround
3) Relates the Incident to the Problem record
4) Closes the Incident
Service Desk Analyst
Incident & Problem Scenario
Patch is applied to the printer & testedAffected customers are notified that they can now use the printerProblem record is closed
Service Operation
PATCH RECEIVED FROM VENDOR
Event
Alert or notification created by any IT serviceSomething not functioning properlyRoutine interventionNormal activity
May lead to an Incident, Problem or changeor simply be loggedResponse may be automated or require manual intervention
Service Operation
Event Management
Provides the ability toDetect eventsMake sense of themDetermine if the appropriate control
action has been provided
Service Operation
Access Management
Make sure that the policies & actions defined in Security & Availability Management are executed appropriatelyGrant access to servicesLog & track accessRemove/modify rights
Service Operation
Function
Service Operation
Specialized organizational unitsCarry out one or more processes or activitiesInclude people & toolsDepartments, groups, teams
Functions within Service Operation
Service Desk Single point of contact for IT users Deal with a variety of service events
IT Operations Management Daily operational activities needed to manage the IT
Infrastructure (data centers, recovery sites, etc.)
Technical & Application Management Plan, implement & maintain a stable technical
infrastructure Support & maintain operational applications Play an important role in the design, testing, &
improvement of applications that form part of IT Services
Service Operation
Functions within Service Operation
Service Operation
The Business / CustomersRequirements
ServiceDesign
ServiceDesign
SolutionDesigns
SolutionDesigns ArchitecturesArchitectures StandardsStandards Service Design
Packages
Service DesignPackages
ServiceTransition
ServiceTransition
TransitionPlans
TransitionPlans
TestedSolutions
TestedSolutions
Service KnowledgeManagement System
Service KnowledgeManagement System
ServiceOperation
ServiceOperation
OperationalPlans
OperationalPlans
OperationalServices
OperationalServices
ServiceStrategy
ServiceStrategy
StrategiesStrategies PoliciesPolicies Resources & Constraints
Resources & Constraints
Service LevelPackages
Service LevelPackages
Serv
ice P
ort
folio
Review
a) Service Level Agreementb) Configuration Management Databasec) Service Design Packaged) Known Error Database
Where could a Service Desk analyst look to see which servers are undergoing maintenance?
Review
a) Handling service requestsb) Handling customer complaintsc) Tracing the underlying cause of
Incidentsd) Providing information on products &
services
What is usually NOT an activity of the Service Desk?
Review
a) It resolves serious Incidentsb) It makes information on a Known Error
available to the Service Deskc) It studies all Incidents resolved by
the Service Deskd) It communicates the resolution directly
to the user
How does Problem Management support Service Desk activities?
Review
a) Thorough testing to ensure services meet business needs
b) Deliver & manage IT servicesc) Manage technology used to deliver
servicesd) Monitor performance of technology &
processes
Which of the following is NOT an objective of Service Operation?
Review
a) helping to control infrastructure costs of adding new technology.
b) enabling users to resolve Problems.c) reducing the impact of service outages.d) helping to align people & process for
the delivery of service.
Incident Management provides value to the business by…
Review
a) A Known Error is always the result of an Incident, a Problem is not
b) There is no real difference between themc) In the case of a Known Error, there is a fault in
the infrastructure, with a Problem there is notd) In the case of a Known Error, the underlying
cause of the Problem is known
What is the difference between a Problem & a Known Error?
Review
a) i onlyb) ii onlyc) Both of the aboved) Neither of the above
Which of the following statements are correct with regards to the Service Desk?i) It is a function that provides a means of
communication between IT & its users.ii) It is always the owner of the Incident Mgmt
process.
Review
a) Ensuring that all Changes to IT infrastructure are managed efficiently & effectively.
b) Ensuring that all Changes have appropriate back-out plans in the event of failure.
c) Ensuring that all Changes are recorded, managed, tested & implemented in a controlled manner.
d) Protecting services by not allowing Changes to be made.
The objective of the Change Management process is most accurately described as…
Review
a) Clarityb) Service Desk Expressc) EDISd) RIS/PACS
Which tool does eHealth use to record & manage Incident information?
CONTINUAL SERVICE IMPROVEMENT
Continual Service Improvement Stage
Overview
Create & maintain value for customers through continual evaluation & improvementBetter design, introduction & operation of
servicesContinually align & re-align IT services to the
changing business needs
To be successful, CSI needs to become routineNot just when something has failed
Continual Service Improvement
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service ImprovementActivities in the Service Lifecycle
Feedback: Lessons Learned
Feedback: Lessons Learned
Feedback: Lessons Learned
Feedback: Lessons LearnedFeedback: Lessons
Learned
Service StrategyService Strategy
Service DesignService Design
Service TransitionService Transition
Service OperationService Operation
Continual Service ImprovementContinual Service Improvement
Continual Service Improvement
CSI Model
Where do we want to be or What is the Vision?
How do we get where we want to be?
How do we know we made it there?
Where are we now?
High Level Business Objectives & Goals
Process Maturity &Baseline Assessments
Process/ServiceImprovement
Metrics & Measurements
Where do we want to be? Measurable Targets
HO
W D
O W
E K
EE
P T
HE
MO
ME
NT
UM
GO
ING
?
Continual Service Improvement
Dr. W. Edwards Deming
Father of modern quality controlAmerican statistician & professorSignificant contribution to Japan’s high-quality products & economic powerProposed the Deming Cycle for quality improvement 1900 - 1993
Continual Service Improvement
Deming Cycle
Time
Effective Quality
Improvement
Mat
urity
Lev
el
Consolidation of the Level Reached
i.e. ISO 20000 or Quality Standards
Business
ITAlignment
Do - ProjectCheck - AuditAct - New Actions
Plan - Project Plan
PLAN
DOCHECK
ACT
Continual Service Improvement
Service Improvement Plan (SIP)
A formal plan to implement improvements to a process or IT Service
Continual Service Improvement
Key Processes
7-Step Improvement ProcessService MeasurementService Reporting
Continual Service Improvement
7-Step Improvement Process
Identify•Vision•Goals
Identify•Vision•Goals
Define whatshould bemeasured
Define whatshould bemeasured1
Analyzedata
Analyzedata5
Gatherdata
Gatherdata3
Define whatyou canmeasure
Define whatyou canmeasure2
Present &use the info
Present &use the info6
ProcessData
ProcessData4
Continual Service Improvement
Implementcorrective
action
Implementcorrective
action7Goals
Service Measurement
There are 4 basic reasons to measure:VALIDATE previous decisionsDIRECT activities to meet targetsJUSTIFY that a course of action is requiredINTERVENE & take corrective action
Continual Service Improvement
Service Reporting
Present relevant data to the business:Past period’s performanceEvents that continue to be a threat going forwardHow IT intends to deal with such threats
Continual Service Improvement
The Business / CustomersRequirements
ServiceDesign
ServiceDesign
SolutionDesigns
SolutionDesigns ArchitecturesArchitectures StandardsStandards Service Design
Packages
Service DesignPackages
ServiceTransition
ServiceTransition
TransitionPlans
TransitionPlans
TestedSolutions
TestedSolutions
Service KnowledgeManagement System
Service KnowledgeManagement System
ServiceOperation
ServiceOperation
OperationalPlans
OperationalPlans
OperationalServices
OperationalServices
ContinualService
Improvement
ContinualService
ImprovementImprovement
Actions & Plans
ImprovementActions & Plans
ServiceStrategy
ServiceStrategy
StrategiesStrategies PoliciesPolicies Resources & Constraints
Resources & Constraints
Service LevelPackages
Service LevelPackages
Serv
ice P
ort
folio
REVIEW
Review
Handout 15 minutes
Fill in the BlanksProblem
Service Design Package
event
Capabilities
utility
Service Level Agreement
workaround
function
Definitive Media LibraryIncident
Short Answer
What are the 4 P’s of Service Design? People, products, processes, partners
List 3 reasons why eHealth should adopt ITIL. Increased customer satisfaction Improved service availabilityFinancial savings Improved time to market for new services Improved decision makingCommon & consistent language
Short AnswerDraw a diagram that illustrates the relationship between the Service Portfolio & the Service Catalogue.
Service Catalogue(Live or available for deployment)
Service Portfolio (complete set of services)
Published to
customers
Short Answer
Explain the main difference between Incident Management & Problem Management. Incident Mgmt is concerned with
restoration of service while Problem Mgmt is concerned with root cause.
Provide an example that illustrates the difference between utility & warranty.
MatchingC
D
A
C
B
B
E
D
B
A
MatchingB
C
A
C
B
E
D
C
C
D
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