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ITIL 2011 Mind Maps ®

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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

ServiceManagementas a Practice

BestPractice

Sources

Standards - ISO20000Training and education

Internal and external experienceResearch

Industry practice - Sarbanes Oxley (SOX),Financial Services Authority (FSA)

Enablers

Employees

CustomersSuppliers

AdvisorsTechnology

Knowledge to achieve business objectives

Definitions

Process

Coordinated activitiesPerformance driven

Creates value for customersDefines roles, activities, guidelines

Characteristics

MeasurableSpecific Results

CustomersResponds to triggers

FunctionSpecialised unitsPerform certain types of work

Role Responsibility within process or function

RACI Model

Responsible

Accountable One person

ConsultedInformed

Clarifies roles and responsibilities

ProcessModel

Control

OwnerDocumentation

ObjectivesFeedback

Process

Activities

ProceduresMetrics

Improvement

Roles

EnablersCapabilitiesResources

ServiceManagement

Set of specialised capabilitiesProvides value for customers via services

IT service management

ProcessOwner

Defines Strategy, policy, standardsAssists with design

DocumentationAudits

CommunicationInput to CSI register

Process managerProcess practitioner

ServiceOwner

MaintenancePrime customer contact

Ensures delivery meets requirementsIdentify areas for input into CSIregister / raise RFC's

Communication with Process OwnersReporting & monitoring

Accountable for delivery of service

Service

Facilitates outcomes without costs & risks

RiskUncertainty of outcome

Value to customers

Utility

FunctionalityFitness for purpose

What the customer gets

Warranty

Fitness for usePerformance

How service is delivered

Shown by

Economic value

ReputationCustomer Perception

ClassificationCore

EnablingEnhancing

ITIL - Service Management as a Practice

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ServiceStrategy

Technology

Automation canaffect performanceSimplify processesUnderstand flow ofactivitiesMinimise interactions

Strategyprinciples

Define the market and identify customersUnderstand the customerQuantify the outcomesClassify and visualise the serviceUnderstand the opportunitiesDefine services based on outcomesService models

Define serviceunits andpackages

Core Services - deliver basic outcomes

Enabling services are needed in order fora core service to be delivered

Enhancing services are excitement factors

Deliver the basic outcomes desired by the customerRepresent the value the customer wants

Supporting Services

Either enable or enhance the value proposition

Packaging core and supporting servicesis an essential aspect of market strategy

Packaging will also have an impact on thedesign and operation of a service

Assets

Strategic Asset Service Management

Service Assets

Resources

FinancesInfrastructure

Applications

People

Information

Capabilities

Management

Organisation

Processes

KnowledgePeople

Opposingdynamics

Future vs PresentOperational effectiveness vsimprovements in functionalityValue capture

4 P's

Perspective Vision

Positions Business Portrayal

Plans How to achieve vision

Patterns Ongoing Actions

Benefits

Cost effectivenessValue for customerStandardised processesServices create valueRespond quickly tochanges in businessenvironment

Kano modelBasic Factors

Excitement FactorsPerformance Factors

Value

Defined by customersAffordable mix of featuresAchievement of objectives

Changes over time and circumstance

Creating value

Business outcome achieved

Customer's preferences

Customer's perception of what was delivered

Service provider

Internal (Type I)Shared Service Unit (SSU) (Type II)

External (Type III)Supplies service to one or more customers

DisaggregationOutsourcing

AggregationInsourcing

Marketing mind set

What is our business?Who is our customer?

What does the customer value?Who depends on our services?How do they use our services?

Why are they valuable to them?

Governance

Rules, policies, processes by whichbusinesses are operated, regulated,controlled

Establish and maintain business relationships

Ensure service provider can meet needs of the business

Assists business in articulating value of service

Evaluates, directs, monitors the strategy, policies and plans

ActivitiesEvaluate

Direct

Monitor

Framework

Establish responsibilities

Strategy to set and meet objectives

Acquire for valid reasons

Ensure performance when required

Ensure conformance with rules

Ensure respect for human factors

Stages

Service through collaborationService through coordination

Services through delegation

Services through direction

Services through network

Implementation

Current state assessmenttarget state definition

Gap analysisProject estimation

Project consolidationRoadmap

Designing the strategy

Definition of roles

Service portfolio, customer portfolio, customer agreement portfolio

Demand management procedures, techniques and tools

Interfaces between all service strategy processes and other processes


ITIL Service Strategy


ServiceStrategy

Processes

StrategyManagementfor ITServices

How a service provider will enable anorganization to achieve its businessoutcomes

Process

Assessment

Analyse internal and external factors

Define market spacesIdentify strategic industry factorsEstablish objectives

Generation

Determine perspectiveForm a position

Craft a planAdopt patterns of action

Execution

Align assets with outcomesOptimise CSFsPrioritise investments

Measurement and evaluationCSI

Expansion and growth

Triggers

Annual planning cyclesNew business opportunityChanges to internal and externalenvironmentsMergers or acquisitions

Financialmanagement

Value to the business

Enhanced decision makingSpeed of changeSPM

Finance compliance and controlOperational controlValue capture and creation

Policy decisions

Cost centreProfit centre

FundingExternalInternal

Funding models

Rolling planZero basedTrigger based

Outputs

Service valuation

Service Investment AnalysisAssesses the value or return of a service over the total lifecycleBased on the value received and the costs incurred

ComplianceCost optimisation

Business Impact Assessment (BIA)

Seeks to translate outage severity into a financial valueAid to decision making and prioritisation

Helps to identifyCost of service outageRelative value of services

Planning confidence

Scope

Budgeting

Analysis of previous budgetAssessment of plansSpecification of changes to funding and spendingCost and income estimation

Budget(s)

Accounting

Cost modelCost centres and cost unitsCost types and elementsCost classification

Chart of accountsAnalysis and reportingAction plans

Charging

Policies

Cost recovery or break evenRecovery with margin

Cross subsidisationNotional charging

Decide on chargeable itemsPricing

Billing

Risks

Service providerContractDesignOperationalMarket

Business RelationshipManagement

ObjectiveEstablish and maintain business relationships

Ensure service provider can meet needs of the business

Assists business in articulating value of service

DemandManagement

Objective

To identify and analyse the patterns of business activity thatinitiate demand for services

Analyse patterns of business activityUser Profiles

Work with capacity management

Value to businessAchieve balance between cost and value of outcomes

Refines understanding of interactionsEnable executives to evaluate real investment

PortfolioManagement

Contents

Service PipelineService Design

Development

Service CatalogueOperational Services

Retired Services

Purpose

To ensure service provider has the right mix of services tobalance the investment in IT with ability to meet businessoutcomes

Tracks investment through lifecycle and ensuresappropriate returns are achieved

Ensures services clearly defined andlinked to business outcomes

Clarify the answers to keystrategic questions

Why should a customer buy these services?

Why should they buy these services from us?What are our pricing and chargeback models?

What are our strengths, weaknesses, priorities and risks?How should our resources and capabilities be allocated?

Process

Process initiation

Strategy management

Business relationship managementCSI

Other service management processes

Define

StrategyRequest from business

Service improvement opportunitiesService suggestion

Existing servicesService, customer and business outcomes

Service modelsImpact on service portfolio and service model

Analyse

Service portfolio reviewAnalyse investments, value and priorities

Articulate value proposition

Approve

Retain

ReplaceRationalise

RefactorRenew

RetireChange proposal

Change management authorisationChange proposal authorised

Charter

Communicate with stakeholders

Service design and transition processesTrack progress and update portfolio

Portfolio Contents

OpportunityValue proposition

Business outcomes supported

Business casesPriorities

RisksOfferings & packages

Investments requiredCost & pricing


ITIL Service Strategy Processes


ServiceDesign

Key Principles

4 P's

PeopleProductsPartnersProcesses

5 major aspects

Service solutions

Systems and tools

Service portfolio

Why should a customer buythese services?Why should they buy theseservices from us?What are the pricing orchargeback models?What are our strengths andweaknesses, priorities and risks?How should our resources andcapabilities be allocated?

Contents

OpportunityValue propositionBusiness outcomessupportedBusiness casesPrioritiesRisksOfferings and packagesInvestments requiredOngoing costsand pricing

Service catalogue

ServicesSupported levels of performancePoliciesMinimum requirementsOrdering and requestSupport terms and conditionsDependenciesPoints of contactPricing and charging

Technology and managementarchitectures

Business / organisationEnterpriseServiceApplicationData / InformationEnvironmentIT InfrastructureDesign top down, build bottom up

Processes required

Measurement methods and metrics

ProgressComplianceEffectivenessEfficiency

Balanced designFunctionalityResourcesSchedule

Other Service DesignProcesses

See "Service Design Processes" Map

ITSCAvailabilityCapacityService LevelService Catalogue

Objectives

Coordinate all design activities

Plan and coordinate the resources and capabilities required to designnew or changed services

Produce associated service design packagesEnsure service designs and/or SDPs are produced and handedover to service transition

Manage the quality criteria, requirements and handover between design,strategy and transition

Ensure all service models and service solution designs conform tostrategic, architectural, governance and other corporate requirements

Improve the effectiveness and efficiency of service design activities and processesEnsure that all parties adopt a common framework of standard, reusabledesign practices

Monitor and improve the performance of the service design lifecycle stage

Benefits

Reduced total cost of ownership (TCO)Improved quality of service

Consistency of serviceEasier implementation of new services

Better service alignmentImprove service performance

Improve IT governanceImproved service alignment

More effective servicemanagement

Better IT processesImproved information and decision making

Inputs

Corporate visions, strategies, etcService management visions, strategies,policies, objectives and plans

Constraints and requirements for compliancewith standards and regulations

IT strategies, policies and plansBusiness requirements

Service portfolioITSM processes, risks and issues registers

Revisions to IT strategies, policies, designs, plans,architectures, processes

Service level package

Design coordination

Define and maintain policiesand methods

Plan design resources andcapabilitiesCoordinate design activities

Manage design risks and issuesImprove service design

Plan, coordinate and monitorindividual designsReview designs and ensurehandover of SDPs

SupplierManagement

Identify business needStatement of requirements (SOR)

Invitation to tender (ITT)Business case

Evaluation and procurement of new contracts and suppliersAward contract

NegotiateSelect supplier

Supplier and contractcategorisation

Maintains supplier and contract management informationsystem (SCMIS)

Manage supplier and contractperformanceValue for money

Ensure contracts are aligned to business

Design IT services,together with thegoverning IT practices,processes and policies,to realize the serviceprovider’s strategy andto facilitate theintroduction of theseservices into supportedenvironments ensuringquality service delivery,customer satisfactionand cost-effectiveservice provision.

ITIL Service Design



ServiceDesign

processes

Service CatalogueManagement

Manage information contained in service catalogue

Ensure service catalogue is available and accurate

Ensure service catalogue supports evolving needsof service management processes

Live services

Business service catalogue

Technical service catalogue

Availability Management

Delivered service matches or exceeds needs of customer

Availability

Perform as agreed

Service availability

Component availability

Design for availability and recovery

Reliability Perform as its agreed function

Maintainability Speed to restore to normal working

Serviceability Ability of 3rd party to meet terms of contract

Proactive Activities

Identifying vital business functions (VBFs)

Designing in availability

Component failure impact analysis (CFIA)

Single point of failure (SPOF)

Fault tree analysis (FTA)

Modelling

Risk assessment

Planned maintenance

Projected service outage document (PSO) document

Reactive Activities

Monitor, measure, analyse, report

Unavailability analysis

Expanded incident lifecycle

Service failure analysis (SFA)

Component failureimpact analysis (CFIA)

IT Service ContinuityManagement (ITSC)

Required services resumed within required and agreed timescales

Support business continuity management (BCM)

Agreed and required timescales

Process

Initiation

Policy setting

Terms of reference and scope

Resource allocation

Project organisational and control structure

Agree project and quality plans

Requirements & strategy

Business impact analysis (BIA)

Risk analysis

ITSC strategy

Manual

Reciprocal

Gradual

Intermediate

Fast

Immediate

ImplementationDevelop plans / procedures

Testing

Ongoing operations

Education, awareness, training

Review & audit

Testing

Change management

Invocation

Capacity Management

Cost justifiable capacity available in timeCapacity matched to evolving agreed needs of customer

Supply vs demandCost vs resource

ActivitiesCapacity plan

Proactive activities

Assistance with Capacity incident resolution

Techniques

Modelling and trending

Application sizing

Iterative

Monitoring

Tuning

Analysis

Demand management

Threshold management and control

Business capacity managementFuture business needs

Requires financial plans and business strategy

Service capacity managementLive service capacity

Incident / problems

Component capacity managementPerformance, capacity, utilisation

Service LevelManagement

Agreed level of IT ServiceAchievable targets

Proactive measuresImprovements to service

Process

DefineProduce and agree service level requirements (SLRs)

Document

Operational level agreement (OLA)Negotiate between internal service providers

Service level agreement (SLA)Negotiate between IT and customer

Service

Multi Level

Customer

ContractsExternal contractors

Agree

Measure

Monitor

Report

Regular

Ad-Hoc

Red, amber, green (RAG) / Service levelagreement monitor (SLAM) charts

Review

Information SecurityManagement

Align IT security with business securityEffectively manage information security

Management of risksTraining & awareness

Security strategy and planManagement of suppliers and contracts regarding access to systems and services

Management of all security breaches and incidents associated with all systems and servicesProactive improvement of security controls, and security risk management and the reduction of security risks

Integration of security aspects within all other IT service management processesManage information security management system

Security Framework

Control

Plan

Implement

Evaluate

Maintain

Measures

Preventive

Reductive

Detective

Repressive

Corrective


ITIL Service Design Processes

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ServiceTransition

Objectives

Plan and manage service changes efficiently and effectivelyManage risks relating to new, changedor retired servicesSuccessfully deploy service releases into supported environmentsSet correct expectations on the performance and use ofnew or changed servicesEnsure that service changes create the expected business valueProvide good-quality knowledge and information aboutservices and service assets.

ServiceValidationandTesting

Benefits

Confidence that a new or changed service willdeliver the value and outcomes required of itUnderstanding of riskProvides a measured degree of confidence.

V Model

Design

Define customer requirementsDefine service requirementsDesign service solutionDesign service release

Test

Validate service packagesService acceptanceService operational readinessService release packageComponent and assembly

Process

Plan and design testsLibrary of testsTest environmentLevels of testing

Verify test plan and designsPrepare test environmentPerform testsEvaluate exit criteriaReportTest and clean up

Should be separate to release and deployment manager

Benefits

Enable projects to estimate the cost, timing, resource requirement andrisks associated with the service transition stage more accuratelyResult in higher volumes of successful changeBe easier for people to adopt and followEnable service transition assets to be shared and re-used across projects and servicesReduce delays from unexpected clashes and dependenciesEnable projects to estimate the cost, timing, resource requirement and risksassociated with the service transition stage more accuratelyResult in higher volumes of successful changeBe easier for people to adopt and followEnable service transition assets to be shared and re-used across projects and servicesReduce delays from unexpected clashes and dependencies

Release andDeploymentManagement

Release optionsBig bang / phased

Push / pullAutomated / manual

Release unitFull

DeltaPackage

Activities

PlanningPreparation

Build and testService testing and pilot

Planning and preparing for deploymentPerforming transfer, deployment and retirement

Early life supportReview and closure of deployment and Service Transition

Role should be separate to test manager

OtherServiceTransitionProcesses

ChangeSee "Change and Change evaluation Map"

EvaluationSee "Change and Change evaluation Map"

Service Asset and ConfigurationSee "Knowledge, Service Assetand Configuration Map"

KnowledgeSee "Knowledge, Service Asset and Configuration Map"

TransitionPlanning andSupport

Release policyProvide clear comprehensive plans

Assure quality

Activities

Produce transition strategyPrepare for transition

Plan and coordinate transitionProvide transition process support

ManagingPeople

Stakeholder changeCommunicationsStakeholder map

Stakeholder commitment analysisEmotional cycle of change

Organisational change

LeadershipOrganisational adoption

Governance processOrganisational capabilities

Business and service performance measuresStrong communication process

Kotter's 8 steps

Difficulties

Speed vs accuracySafety critical services

Restricted resourcesWorking with difficult customers

To assist organisations seeking to plan and manage service changes anddeploy service releases into the production environment successfully


ITIL Service Transition


Service Transition:- Knowledge Management- Service Asset and

Configuration Management

SACMActivities

Planning & management

PoliciesObjectives, scope, resources

CSFsInvolve change/release

Start smallRegulatory compliance

Configuration item (CI) identification

An asset, service component or other item which is orwill be, under the control of configuration management

Define

TypesNaming convention

AttributesRelationships

Categories

Service lifecycleBusiness caseServicemanagement plans

External / internal

Hardware

PeopleAccommodation

SoftwareDocumentation

OrganisationInternal policies

Business strategy

ServiceService capability assets

Service resource assets

Configuration controlAuthorised CIs

CIs under change control

Status accounting Define each status

Verification and audit

Before /after major change

After IT service continuity invokedPlanned, regularly, random

Automate

SACMCMS

Data, information & tools layer

Configuration management databases (CMDB's)

Definitive media libraries (DML's)Known error databases (KEDB)

Availability management information system (AMIS)Capacity management information system (CMIS)

Physical storage informationDefinitive sparesDefinitive media library

KnowledgeManagement

Service knowledgemanagement system (SKMS)

Data, information & tools layer

Configuration management databases (CMDB's)

Definitive media libraries (DML's) informationKnown error databases (KEDB)

Availability management information system (AMIS)Capacity management information system (CMIS)

Information integration layerData mining

Knowledge processing layerModelling

Presentation layerReports

Data, Information, Knowledge, Wisdom (DIKW)Improve the quality of management

Enable the service provider to be more efficient and improve quality of service,increase satisfaction and reduce the cost of service by reducing the need torediscover knowledge

Ensure that staff have a clear and common understanding of the value of their servicesMaintain a service knowledge management system (SKMS) that provides controlledaccess to knowledge, information and data that is appropriate for each audience

Gather, analyse, store, share, use and maintain knowledge, information anddata throughout the service provider organization.

SACMRoles

ConfigurationmanagerDesign, manage & maintain configuration management system (CMS)

Configuration librarianControl receipt, identification, storage of CI's

Configuration analystCreate process & procedures & training

CMS tools administratorRegular housekeeping

Amend database to suit business requirements

Service asset managerDesign & maintain asset management systems

Asset management system processes & proceduresAgrees naming convention

SACMBenefits

IT staff to understand the configuration and relationships of services and the configuration itemsBetter forecasting and planning of changes

Successful assessment, planning and delivery of changes and releasesResolution of incidents and problems within the service level targets

Delivery of service levels and warrantiesBetter adherence to standards, legal and regulatory obligations

More business opportunities as the service provider is able to demonstrate control of assets and servicesTraceability of changes fromrequirements

Ability to identify the costs of a serviceReduced cost and time to discover configuration information when it is needed

Proper stewardship of fixed assets that are under the control of the service provider


ITIL Service Transition - SACM


Service Transiti on- Change M anagement (ChM)- Change Evaluation (ChE)

(ChM)Changeprocess

RecordedAssessed/evaluatedAuthorisedPrioritisedPlannedTestedImplementedReviewed

(ChM)Requestfor Change

StrategicTactical

Operational activityPassword resetUser access requestReboot

Project change proposal

Standard change

Preauthorised,accepted procedureInterface withrequest fulfilment

Emergency changeNormal change

(ChM)Changerisks

Lack of commitment to the process by thebusiness, management or IT staffBypassing the processChange assessment being reduced to box tickingOverly-bureaucratic processInsufficient time

(ChE) Changeevaluation

Set stakeholder expectations correctlyProvide effective and accurate information to change management

Evaluate the intended and unintended effects of a service changeProvide good-quality outputs so that change management canexpedite an effective decision about whether or not a service change isto be authorized.

Evaluation required before each of authorization by the suitableauthority to provide advice and guidance

Change evaluation is concerned with value.Establish the use made of resources in terms of delivered benefit

(ChM) Emergencychange advisoryboard (ECAB)

Control using change modelConsider remediation / back out plans

Test as much as possibleRetrospective RFC

(ChM) Changeadvisory board (CAB)

RegularAssess, plan, schedule changes

Review previous changesFlexible membership

Change schedule (CS)Projected service outage (PSO)

(ChM) Changeassessment

Impact7 R's

Raised byReasonReturn

RisksResource

ResponsibleRelationship

Cost

Change and Evaluation



ServiceOperation

Benefits

Manage operational costs

Maintain live services to defined service standards

Identify incidents & problemsProtect live services

Proactive activities

Objectives

Deliver services at agreed levels to the business

Manage day to day activities and processes

Monitor ongoing performanceManage the service technology

Harvest data & report against agreed metrics

Functions

See "Service OperationFunctions" map

Technical management

IT Operations managementCommon service operation activities

Service desk

Application managementProcesses

See "Service OperationProcesses" map

Incident management

Event managementProblem management

Access management

Request fulfilment

Balance

Internal (technology) vs external (services)

Stability vs responsivenessCost vs quality

Reactive vs proactive

ObjectivesMaintain business satisfaction

Minimise impact of service outagesEnsure access to service for authorised users

Scope

ServicesService management processes

Technology

People

Value to business

Reduced labour / costsReduced duration / frequency of service outages

Meet goals of ISM policy

Increased effectiveness and efficiency

Undertake activities & processes that manage anddeliver services at agreed levels to business usersand customers. To manage the technology used todeliver the services and to collect information onperformance & Service metrics


ITIL Service Operation


ServiceOperationFunctions

ApplicationManagement

Manage knowledge and expertiseEnsure applications appropriately designedAssist in resolution of failuresDesign and deployment of applicationsProvide resource throughout lifecycleResearch and developmentTraining programmesApplication portfolio

IT OperationsManagement

Manage and maintain IT infrastructureProvide stable environmentDiagnose & resolve IT failures

Operations Control

Console management

Job schedulingBack ups

Restores

Print & output management

Ongoing maintenance

Facilities ManagementPhysical environment

Recovery sites

Datacentres

DocumentationStandard operating procedures (SOP)

Operations logs

Shift schedules and reports

Technicalmanagement

Manage technical knowledgeHelp in planning, implementationand maintenance of infrastructureGuidance to Service Operations for live environmentGuidance to Service Design in developmentTraining programmesDefinition of standardsResearch and developmentProblem managementProvide resource throughout lifecycle

OrganisationalStructures

TechnicalspecialisationActivityProcessGeographyHybridCombined

Common ServiceOperation Activities

Directory serviceIT Operations

MiddlewareInternet/Intranet

NetworkServer

MainframeDatabase

Storage / ArchiveDesktop and mobile support

Facilities / Datacentre managementImprovement of operations activities

Monitoring

Active / PassiveReactive / Proactive

Continuous / Exception

Control loopsOpen

Closed

Internal / ExternalReporting

ServiceDesk

Single point of contactManage service requests

Incident managementRequest fulfilment

Record changesSupplier liaison

Provide informationComplaints

Improve customer serviceImprove communication

Types

Virtual and follow the sun

Central

Local

Specialised

Staffing dependson organisationalrequirements

Skill set

Business

Technical

Interpersonal

Outsourcing

Super users

Retention

ITIL Service Operation Functions

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ServiceOperationProcesses

ProblemManagement

ObjectiveEliminate recurring incidents

Minimise impact of incidents that cannot be prevented

Prevent problems and resulting incidents from happening

ProblemUnderlying cause of one or more incidents

Reactive

Proactive

WorkaroundTemporary way of overcoming difficulties

Predefined

Known Error (KE) Problem diagnosis complete and workaround identified

Process

Detection

LoggingCategorisation

Prioritisation

Investigation and diagnosis

Create KE

Raise RFC

Resolution

Closure Possible major problem review

Input

Event managementIncident management

Service desk

Proactive problem management

Supplier or contractor

Output

Updated records

Resolved problems

RFCs

Workarounds

Known errors

Problem management reports

Techniques

Kepner & Tregoe

Ishikawa

Brainstorming

ChronologicalPain value

Pareto

Affinity mapping

5 Whys

Hypothesis testing

Lotus blossom

Technical observation

RequestFulfilment

Request model Predefined method to handle repeat requests

Service Request

Day to day demands from users

Small changes

Low risk and costFrequently performed

Pre approved by change authority

Self service and self select tools

Standard changeManaged as service request

Pre-approved change

Channel for:

Standard service request

Information on availability of services

General information

Comments and complaints

EventManagement

Detect, analyse, take appropriatecontrol action

Early detection of eventsAutomated operations

Assign support before outage occursDetectable or discernable occurrence

Types of eventInformational

Warning

Exception

Scope

Constant state CIs

Software licence

Security

Normal activity

EventAny change of state that has significance for the management of a CI

Monitoring

ActivePassive

Reactive

Proactive

AccessManagement

Follow policies from Information security managementVerify identity of users

User's rights / privilegesRestricting non users accessLogging and tracking access

TriggersRFC

Service requestRequest from HR or manager

IncidentManagement

PurposeRestore normal service operation as quickly as possible

Benefits

Identify training requirements

Align business with IT activityIdentify potential improvements

Increased availability and customer satisfaction

Restore service asap

IncidentIncident is an unplanned interruption to an IT Service

Reduction in the quality of an IT Service

Failure of a CI that has not yet impacted an IT service

Input

Event Management

Web interfaceTelephone

eMail

Process

Identification

LoggingCategorisation

PrioritisationUrgency

Business Impact

Investigation and Diagnosis

EscalationTechnical

HierarchicalResolution and Recovery

Closure

Incident Model

Specific incidents

Standardised methodPre defined steps

Major Incident


ITIL Service Operation Processes


ContinualService

Improvement

Value

Lead to a gradual and continual improvement in service qualityEnsure that IT services remain continuously aligned to business requirementsGradual improvements in cost effectiveness through areduction in costs and or the capability to handle more work atthe same costIdentify opportunities for improvement in all lifecycle stagesand processes through monitoring and reportingIdentify opportunities for improvements in organizational structures,resourcing capabilities, partners, technology, staff skills, training andcommunications

EnterpriseGovernance

Provides an environment within which CSI can operate and thriveBusiness governance

IT governance

Responsibility of board of directors andexecutive management.

Ensures IT sustains and extends theorganisation's strategies and objectives

LeadershipProcessesOrganisational structure

Objectives

Ensure applicable quality management methodsare used to support continual improvementactivitiesEnsure that processes have clearly definedobjectives and measurements that lead toactionable improvementsUnderstand what to measure, why it is beingmeasured and what the successful outcomeshould be

CriticalRoles

CSI manager

Ownership is fundamental to any improvement strategyAccountable for ensuring best practice is adopted andsustained throughout the organizationChief advocate and owns all CSI issuesAccountable for the success ofCSI in the organizationEnsures adequate resources to support and enable CSINot accountable for improvements to specific services whichare the responsibility of the appropriate service owner workingwithin the CSI frameworkAccountable and responsible for the production andmaintenance of the CSI register

Service Owner

Accountable for the delivery of aspecific IT serviceResponsible to the customer for the initiation,transition and ongoing maintenance and support of aparticular serviceAccountable to the IT director or servicemanagement director for the delivery of theservice

Reporting analyst

Reviews and analyses data from components, systemsand sub systems in order to obtain a true and end-to-endservice achievement

Service level manager

CSI processesand Inte grationwith other processes

see "CSI Integration" MapCSI approach7 Step improvementDeming cycle

Methods andTechniques

Steps

Define successBuild framework

Choose measuresDefine procedures & policies

AssessmentGap analysis

BenchmarkingComparison with industry norms

Process maturity comparisonTotal cost of ownership (TCO)

Return on investment (ROI)

Service measurementAvailability reporting

Predict and report service performance against targets

Metrics

TechnologyPerformance

Availability

ProcessCSFKPI

ServiceEnd to end service

TensionBalancing elementsResources

FunctionalitySchedule

Balanced Scorecard

FinancialCustomerInnovation

Internal

SWOT

StrengthsWeaknessesOpportunities

Threats

Baselines

Used to establish an initial data point to determine if a service or process needs to be improvedMust be documented, recognized and accepted throughout the organization

Must be established at each level:Strategic goals and objectives

Tactical process maturityOperational metrics and KPIs

Measure value

To validateTo directTo justify

To intervene

CSI register

Contains important information for the overall service providerIntroduces a structure and visibility to CSI ensuring all initiatives are captured and recorded, andbenefits realized

Improvement opportunities should be categorized into initiatives that canbe achieved quickly, or in the medium or longer term

Each improvement initiative should show the benefits that will be achieved by its implementationShould be held and regarded as part of the service knowledge managementsystem (SKMS)

Provides a coordinated, consistent view of the potentially manyimprovement activities

To align IT services to the changing business needsby identifying and implementing improvements to ITservices that support business processes.

ITIL Continual Service Improvement



Continual ServiceImprovement

processes andinteraction withother processes

CSI 7 Step Process

Identify strategy for improvementDefine what will you measure

Gather the dataProcess the dataAnalyse the information and dataPresent and use the information

Implement improvement

Security

Defining security monitoring and data collection requirements

Monitoring, verifying and tracking the levels of security accordingto the organizational security policies and guidelinesAssisting in determining effects of security measures on the datamonitoring and collection from the confidentiality, integrity andavailability perspectives

Processing response and resolution data on security incidentsCreating trend analyses on security breachesValidating success of risk mitigation strategiesUtilizing the agreed upon reporting format

Analysing processed data for accuracy

Financial

Monitoring and collecting data associated with the actualexpenditures versus budget

Provides input on questions such as whether costing or revenuetargets are on track

Monitors the ongoing cost per service etcProvides the necessary templates to assist CSI to create the budgetand expenditure reports for the various improvement initiativesProvides the means to compute the ROI of the improvements

Problem

SIPRoot cause AnalysisIdentify improvements / trends

Preventative actionReporting

Service Deskand IncidentManagement

Documenting and reviewing incident trends on incidents, servicerequests and telephony statistics over a period of time to identifyany consistent patternsComparing results with prior months, quarters or annual reports

Comparing results with agreed-to levels of serviceIdentifying improvement opportunitiesAnalysing processed data for accuracyInput into SIPs

Knowledge

SKMS CMS CMDB

Data, information, knowledge, wisdomShared knowledgeInclusion in CSI registerBuilding SIPs

ITSCIdentify risk

Identify changes that affect ITSCRegulatory impact

Change & Release

Manage RFCs from SIPsImplementing improvementPost Implementation review

CABKotter's 8 steps

Capacity

Business

ServiceComponent

Iterative activitiesApplication sizing

Demand managementModelling

SIPs and reports

Availability

Component failure impact analysis

Fault tree analysisService fault analysis

Technical observationExtended incident lifecycle

SIPs and reports

Service level

Involving the business to determine its service level requirements (SLRs)Identifying internal relationships in IT organizations, negotiating terms andresponsibilities and codifying them with operational level agreements (OLAs)

Working with the supplier manager to Identify existing contractualrelationships with external vendors and verifying that the underpinningcontracts (UCs) meet the revised business requirements

Using the service catalogue as the baseline to negotiate servicelevel agreements (SLAs) with the business

Reviewing service achievement and identifying whereimprovements are required, feeding them into CSI

CSI DemingCycle

Plan

DoCheck

ActTo align business needs with IT service delivery

CSIApproach

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?How do we keep the momentum going?

ITIL CSI Processes and Interaction



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