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  • 1. ITIL & eHealth An Introduction to I nformation T echnology I nfrastructures L ibrary
  • 2. Course Objectives
    • Provide a high level overview of ITIL
    • Introduce basic terminology & concepts
  • 3. Course Outline
    • Introduction
    • Service Lifecycle
    • Service Strategy
    • Service Design
    • Service Transition
    • Service Operation
    • Continual Service Improvement
    • Review
  • 4. Miscellaneous
    • 3 hours
    • One break
    • Washrooms
    • Coffee
    • Cell phones
    • Handout
  • 6. 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
  • 7. The Library
    • ITIL is a set of books
      • 1st published by the UK gov’t in the late 1980’s
      • Publicly available & now universally accepted
      • V1, V2, V3
    • A best practice framework
      • An approach that has been proven
      • Not a recipe
  • 8. Where Does Best Practice Fit? What should we do? How should we do it in a particular context? How should we do it in our organization? How should we do it? BS 15000/ISO20000 ITIL, PRINCE2 Standard Best Practice Applied Framework Organizational Policies, Process, Practices & Procedures LOVEM
  • 9. “ Most companies have good people, the companies that win in the long term have the best practices” Peter Drucker (“Father of Modern Management”)
  • 10. The Need for ITIL
    • ITIL evolved to solve issues such as
    • Lengthy support wait times
    • Unreliable application availability
    • Break-change-break cycle
    • Inconsistent & unreactive customer support
    • Over-promising & under-delivering
    • Current resources failing to meet business demands & too expensive
  • 11. Value of ITIL
    • Business
      • Strategic alignment
      • Derive greater value – ROI
    • Management
      • Clarifies services & expectation
      • Provides a base line to measure services
    • Staff
      • Understand roles & accountabilities
      • Clarifies priorities
  • 12.
    • Increased customer satisfaction
    • Improved service availability
      • Leads to increased business profits & revenue
    • Financial savings
      • Reduced rework & lost time
      • Improved resource management & usage
    • Improved time to market for new services
    • Improved decision making
    • Common & consistent language
    Why Should eHealth Adopt ITIL?
  • 13. Preparing for the Future
    • In the next 10 years, it is projected that more than ½ of business expenses will be IT related
    • Companies that gain control of these expenses will have a competitive advantage
  • 14. ITIL Success Stories
    • Rogers in Toronto
    • Bank of Montreal
    • Johnson & Johnson Pharmaceuticals
    • Safeway
    • Best Buy / Future Shop
  • 15. Complementary Practices
    • CMMI (Capability Maturity Model Integration)
    • PRINCE2 (Projects in Controlled Environments)
    • Six Sigma
    • ISO/IEC 20000
    • COBIT
    • Others…
  • 16. ITIL V3 Certification
  • 17. ITIL Certification & eHealth
    • eHealth has promoted the ITIL Foundation program & certification
    • eHealth will cover the cost of the Foundation exam
      • Requires Manager approval
      • Forward approval to [email_address]
      • CTS will schedule the exam
    • Exam prep courses are available online
      • Example:
      • Cost NOT covered by eHealth
  • 18. ITIL & eHealth
    • eHealth is committed to the implementation of ITIL best practices
    • Senior management has declared ITIL a priority practice
    • ITIL is a journey & over the next few years we will design & apply, then maintain best practices
    • Although some processes have been in place for some time, the near future will bring significant change that will impact many of us
  • 19. ITIL & eHealth (continued)
    • A new position has been created for ITIL process implementation
    • eHealth employees to receive ITIL training
      • Minimum 1/2 day overview
  • 20. ITIL & You
    • Area specific questions may be directed to your manager
  • 22. Lifecycle Overview
  • 23. Service
    • A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs & risks
  • 24. Examples of eHealth Services
    • Service Desk
    • Work Order Management
    • Tech Services
    • Database Administration
    • Account Management
    • Desktop Management
    • Application Development
    • Training
  • 25. IT Service Management
    • A set of specialized organizational capabilities for providing VALUE to customers in the form of services
    Resources Valuable Services
  • 26. Service Lifecycle
    • ITIL V3 focuses on the way that service management components are linked
    • The Service Lifecycle is a model that illustrates these components & the relationships between them
    • 5 stages in the lifecycle
  • 27. Lifecycle Overview
  • 28. The Five Stages Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Policy making & setting objectives Adjustment & change Learning & improving
  • 29. Stages Analogy – New Hospital
  • 30. Stages Analogy
    • Initial planning
    • Will 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
  • 31. Stages Analogy
    • What will the capacity be?
    • What services will be offered?
    • What are the associated costs?
    • What service levels will need to be met?
    • What supplier agreements need to be place?
    Stages Analogy – New Hospital
  • 32. Stages Analogy
    • Construction phase
    • How will traffic be diverted?
    • How will changes be communicated to the public & other stakeholders?
    • What determines when the hospital is ready?
    Stages Analogy – New Hospital
  • 33. Stages Analogy
    • Day to day activity of the hospital
    • Availability for patients
    • Staffing
    • Customer service
    • Billing
    Stages Analogy – New Hospital
  • 34. Stages Analogy
    • Analyze reports
    • Which areas need improvement?
    • Implement corrective actions
    Stages Analogy – New Hospital
  • 35. Process
    • A structured set of activities designed to accomplish a specific objective
    • Transforms inputs into outputs
    Inputs Activities Outputs Process
  • 36. Process Characteristics
    • Measurable – performance driven; cost, quality, duration, productivity
    • Deliver a specific result that is individually identifiable & measurable
    • Deliver results to a customer or stakeholder (internal or external)
    • Respond to a specific event – traceable to a single trigger
  • 37. Processes & People
    • People can play multiple roles within various processes while having one job
    • Each process in the ITIL lifecycle has one Process Owner
    Process A Process B Process C
  • 38. Review
    • Service Design
    • Service Optimization
    • Service Transition
    • Continual Service Improvement
    Which is NOT a stage in the Service Lifecycle?
  • 39. Review
    • Best practice
    • Standard
    • Process
    • Policy
    ITIL is best described as a:
  • 40. Review
    • They are measurable.
    • They support external Customers.
    • They eliminate the impact of a Problem.
    • They are specific to a particular job.
    Which statement is true for ALL processes?
  • 41. Review
    • They deliver costs to Customers.
    • They deliver change to Customers.
    • They deliver value to Customers.
    • They deliver business solutions to Customers.
    Which statement is correct for all IT services?
  • 43. Service Strategy Stage
  • 44. 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
  • 45. “Phones” of Tomorrow Service Strategy
      • Service strategy will shape the future of cell phones
  • 46. Value
    • Service strategy begins with the customer’s desired outcomes
    • Customers don’t buy products, they buy the satisfaction of particular needs
    • What the customer values is often different from what the service provider thinks it provides
    Service Strategy CSM
  • 47. Listen to the Customer! Service Strategy
  • 48. Utility & Warranty UTILITY “ Fit for purpose” What the customer gets (ensures usefulness) + WARRANTY “ Fit for use” How it is delivered (ensures it works) = VALUE Service Strategy Utility & Warranty are key to understanding the customer’s perspective of value
  • 49. Buying a Car
    • How am I going to use this car?
    • How will this car improve my life?
    • What am I going to get from this car?
    • What’s the guarantee on the transmission?
    • What’s the bumper-to bumper guarantee?
    • Is road side assistance included?
    Service Strategy Other Stages
  • 50. Resources & Capabilities Organizations use resource & capability assets to create value in the form of goods & services Service Strategy Other Stages People Information Applications Infrastructure Money Raw materials RESOURCES People Knowledge Processes Organization Management Skills CAPABILITIES
  • 51. Service Portfolio
    • Complete set of services managed by a Service Provider
      • Why 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
  • 52. Service Level Package (SLP)
    • A defined level of Utility & Warranty
    • Each SLP is designed to meet the needs of a particular business activity
    Service Strategy Service Portfolio (complete set of services) Cust 1 SLP Cust 2 SLP Cust 3 SLP Cust 4 SLP Core Services Service C Service C Service C Service B Service B Service A Service A
  • 53. Main Activities
    • Define the market
    • Develop offering
    • Develop strategic assets
    • Prepare execution
    Service Strategy
  • 54. Key Processes
    • Service Portfolio Management
    • Demand Management
    • Financial Management
    Service Strategy Other Stages
  • 55. Service Portfolio Management Service Pipeline (Proposed or in development) Retired Services Service Strategy Service Portfolio (complete set of services) Service Catalogue (Live or available for deployment) Published to customers
  • 56. Demand Management
    • Understand & influence customer demand for IT services
    • Provide capacity to meet demand
    Service Strategy Capacity Customer Demand
  • 57. Financial Management
    • Budgeting
    • Accounting
    • Charging requirements
    Service Strategy
  • 58. The Business / Customers Requirements Service Strategy Strategies Policies Resources & Constraints Service Level Packages Service Portfolio
  • 60. Service Design Stage
  • 61. “ 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!
  • 62. Overview
    • The design of new or changed services for introduction into the live environment
    • Includes architectures, processes, policies, documentation
    Service Design Functionality Performance
  • 63. The 4 P’s Service Design Other Stages Partners Products Processes People
  • 64. Five Aspects
    • Service solutions
    • Service Portfolio
    • Technology architectures & mgmt systems
    • Processes
    • Measurement methods & metrics
      • If you can’t measure it, you can’t manage it
    Service Design
  • 65. Service Design Package (SDP)
    • A document that defines all aspects of an IT service & its requirements
    • Produced for each
      • New service
      • Major change
      • Service retirement
    Service Design
  • 66. Key Processes
    • Service Catalogue Management
    • Service Level Management
    • Availability Management
    • Capacity Management
    • IT Service Continuity Management
    • Information Security Management
    • Supplier Management
    Service Design
  • 67. 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
  • 68. Service Level Management
    • Responsible for negotiating Service Level Agreements & ensuring that these are met
    • Service 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 & 3 rd party supplier
    Service Design CSM
  • 69. Availability Management
    • Ensure services are available when needed
    • Ensure IT infrastructure, processes, tools & staff roles are appropriate for the agreed targets
    Service Design
  • 70. Capacity Management
    • Match capacity of IT to the agreed business demands in a cost effective & timely manner
    • Current & future needs
    Service Design
  • 71. IT Service Continuity Management
    • Ensures that agreed service levels can be resumed in event of a disaster
    Service Design
  • 72. Information Security Management
    • Manage IT security risks
    • C onfidentiality – information is available only to those who have a right to know
    • I ntegrity – information is complete & accurate
    • A vailability – info is available when needed
    Service Design CIA
  • 73. Supplier Management
    • Obtain value for money from suppliers
    • Ensure suppliers meet the targets contained within their contracts
    Service Design
  • 74. Service Design Processes Service Design SIP
  • 75. “ Good design is the most important way to differentiate ourselves from our competitors.” Samsung Electronics CEO Yun Jong Yong Service Design
  • 76. The Business / Customers Requirements Service Design Solution Designs Architectures Standards Service Design Packages Service Strategy Strategies Policies Resources & Constraints Service Level Packages Service Portfolio
  • 77. Review
    • i only
    • ii only
    • Both of the above
    • Neither of the above
    Which statement(s) are correct with regards to the Service Portfolio?
    • It includes live & retired services.
    • All parts are published to Customers.
  • 78. Review
    • There will very few Problems with the service.
    • Problems are fixed free of charge.
    • The service is fit for purpose.
    • Customers are assured of certain service levels.
    What does “Warranty” of a service mean?
  • 79. Review
    • utility & warranty.
    • functionality & performance.
    • people & products.
    • goods & services.
    An organization uses Resources & Capabilities to create value in the form of…
  • 80. Review
    • Design of processes
    • Design of solutions
    • Design of functions
    • Design of measurement methods & metrics
    Which is NOT one of the 5 aspects of Service Design?
  • 81. Review
    • Ensure that service availability matches the agreed levels
    • Report on the availability of services
    • Guarantee service availability
    • Ensure that all targets in the Service Level Agreements are met
    What is the main objective of Availability Management?
  • 82. Review
    • Service Operation
    • Service Strategy
    • Service Design
    • Service Transition
    Setting policies & objectives is the primary concern of which lifecycle stage?
  • 83. Review
    • To provide information to the business
    • To provide up to date, accurate information
    • To print copies of the Service Catalogue
    • To provide information to IT staff
    The purpose of Service Catalogue Management is…
  • 84. Review
    • Service Desk Analysts
    • Director of Operations
    • Chief Executive Officer
    • Customer Service Managers
    Who negotiates Service Level Agreements within eHealth?
  • 86. Service Transition Stage
  • 87. Overview
    • CONTROLLED transition of new & changed IT services into operation
    • Predicted cost, quality & time estimates
    • Minimal impact on production
    • Proper use of the services
    • Align transition plans with the business
    Service Transition Service Design Package Operation Transition
  • 88. Key Processes
    • Change Management
    • Service Asset & Configuration Management
    • Release & Deployment Management
    • Transition Planning & Support
    • Service Validation & Testing
    • Evaluation
    • Knowledge Mgmt
    Service Transition
  • 89. Processes Overview Service Transition Oversee management of organization & stakeholder change Service Transition Planning & Support Service Validation, Testing & Evaluation Knowledge Management
  • 90. Change Management
    • Ensure change happens in a controlled manner
    Record Evaluate Authorize Prioritize Plan Test Implement Document Service Transition CAB
  • 91. Service Asset & Configuration Mgmt
    • Track & report the value & ownership of IT assets
    • Maintain information about IT components, including the relationships between them
    Service Transition
  • 92. 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)
    Service Transition eHealth Serial # Model # Location
  • 93. Service Asset & Configuration Mgmt
    • Configuration Management System (CMS)
    • Provides reliable, quick, & easy access to accurate configuration information & is updated as & when changes are implemented
    HR Database Asset Database Known Error Database Incident Control System CMDB CMS Interface Service Transition SDE
  • 94. Release & Deployment Management
    • Ensure the correct components are released into the live environment
    • Plan & oversee the rollout
    • Definitive 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
  • 95. Interconnection Record Change Request Assess Change Approve/Reject Change Coordinate Change Implementation Review Change Close Change Change Management Reports & Audits Identify Affected Items Update Records Capture Baselines Audit Items Check Records Updated Configuration Management Release & deploy New/changed CI’s Configuration Management System (CMS) Service Transition
  • 96. Transition Planning & Support
    • Plan & coordinate resources to ensure that the requirement of Service Strategy encoded in Service Design are effectively realized in Service Operations
    • Identify, manage & control the risks of failure & disruption across transition activities
    • Can improve a service provider’s ability to handle high volumes of change & releases
    Service Transition T2P
  • 97. Service Validation & Testing
    • Provides objective evidence that the new/changed service supports the business requirements including the agreed Service Level Agreements
    • The service is tested against the utilities & warranties set out in the service design package
      • Functionality, availability, continuity, security, etc
    Service Transition
  • 98. Evaluation
    • Ensures the service will be useful to the business & will continue to be relevant
    • Addresses
      • Relevance of service design
      • Transition approach
      • Suitability of the new/changed service for the actual operational environments
    Service Transition
  • 99. Knowledge Management
    • Ensures that the right person has the right knowledge at the right time to deliver & support the services required by the business
    • Service Knowledge Mgmt System (SKMS)
      • Encloses huge quantity of data that constitutes knowledge
      • Supported by CMS & CMDB but is much broader
    • Better knowledge = better decisions
    Service Transition
  • 100. Knowledge Management Service Knowledge Management System (SKMS ) Service Knowledge Management System (SKMS) Configuration Management System (CMS) Configuration Management Databases (CMDB) Service Transition
  • 101. Service Transition within eHealth
    • Have
      • Change management in the form of change control
      • Service Transition - transition planning & support (formerly T2P)
    • Working on
      • CMDB
      • Knowledge Management
    Service Transition
  • 102. The Business / Customers Requirements Service Design Solution Designs Architectures Standards Service Design Packages Service Transition Transition Plans Tested Solutions Service Knowledge Management System Service Strategy Strategies Policies Resources & Constraints Service Level Packages Service Portfolio
  • 104. Service Operation Stage
  • 105. Overview
    • Deliver agreed levels of service to users
    • Manage applications, technology & infrastructure that support the services
    • Only stage that actually delivers value to the customer
    • Great design is worth little if it cannot be delivered
    Service Operation
  • 106. Balancing Act Service Operation IT vs. Business View Quality vs. Cost Stability vs. Responsiveness Reactive vs. Proactive IT View Business View Stability Respons- iveness Quality Cost Reactive Proactive
  • 107. Common Activities
    • Server Management
    • Network Management
    • Storage & Archive
    • Database Administration
    • Account Management
    • Desktop Management
    • Internet / Web Management
    Service Operation
  • 108. Key Processes
    • Incident Management
    • Request Fulfillment
    • Problem Management
    • Event Management
    • Access Management
    Service Operation
  • 109. Incident Management
    • Incident - an unplanned interruption or a reduction in the quality of an IT Service
      • Printer in ER is not working
      • User cannot log in to a clinical system
    • Purpose of Incident Management is to
      • Restore normal service as quickly as possible
      • Minimize adverse impact on business operations
    Service Operation
  • 110. Incident Management
    • Incidents are
      • Categorized - who should work on them
      • Prioritized (P1-P4) - impact + urgency
    • Incidents that cannot be resolved within service level parameters are escalated
      • Technical support +/or mgmt
    • A tool is essential to record & manage Incident information
      • eHealth uses Service Desk Express
    Service Operation
  • 111. Request Fulfillment
    • Service request - a user request for information, advice, or a Standard Change
    • Request fulfillment deals with these requests
    • Can include self service solutions
    • All requests should be logged & tracked
      • eHealth uses Service Desk Express
    Service Operation
  • 112. Problem Management
    • Problem - root cause of one or more Incidents
    • Problem management includes
      • Diagnosing causes of Incidents
      • Determining resolution
      • Ensuring the resolution is implemented (where appropriate)
      • Maintaining information about Problems, workarounds & resolutions
    Service Operation
  • 113. Problem Management
    • Workaround – reducing or eliminating the impact of an Incident/Problem for which a full resolution is not yet available
    • Known Error – a Problem that has a documented root cause & a workaround
    • Known Error Database – database containing all the Known Error records
    Service Operation
  • 114. Incident & Problem Management
    • Incident Management – restoring service
    • Problem Management – root cause
    Service Operation
  • 115. Incident & Problem Scenario Service Operation Can’t print & calls the Service Desk Customer
    • Creates ticket & classifies it as an Incident
    • Checks the Known Error Database but does not find a match
    • Troubleshoots without success
    Service Desk Analyst
    • Changes default printer so that customer can print to another printer (workaround)
    • Closes the Incident
    • Creates a Problem record & relates the Incident to it
  • 116. Incident & Problem Scenario Service Operation L2 Support
    • Investigates the printer Problem & finds that a patch is required from the vendor
    • Documents root cause & workaround in Known Error Database
  • 117. Incident & Problem Scenario Service Operation Can’t print to same printer & calls the Service Desk Customer
    • Creates ticket & classifies it as an Incident
    • Sees that this is a Known Error & immediately applies the workaround
    • Relates the Incident to the Problem record
    • Closes the Incident
    Service Desk Analyst
  • 118. Incident & Problem Scenario
    • Patch is applied to the printer & tested
    • Affected customers are notified that they can now use the printer
    • Problem record is closed
  • 119. Event
    • Alert or notification created by any IT service
      • Something not functioning properly
      • Routine intervention
      • Normal activity
    • May lead to an Incident, Problem or change or simply be logged
    • Response may be automated or require manual intervention
    Service Operation
  • 120. Event Management
    • Provides the ability to
      • Detect events
      • Make sense of them
      • Determine if the appropriate control action has been provided
    Service Operation
  • 121. Access Management
    • Make sure that the policies & actions defined in Security & Availability Management are executed appropriately
      • Grant access to services
      • Log & track access
      • Remove/modify rights
    Service Operation
  • 122. Function
    • Specialized organizational units
    • Carry out one or more processes or activities
    • Include people & tools
      • Departments, groups, teams
    Service Operation
  • 123. 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
  • 124. Functions within Service Operation Service Operation
  • 125. The Business / Customers Requirements Service Design Solution Designs Architectures Standards Service Design Packages Service Transition Transition Plans Tested Solutions Service Knowledge Management System Service Operation Operational Plans Operational Services Service Strategy Strategies Policies Resources & Constraints Service Level Packages Service Portfolio
  • 126. Review
    • Service Level Agreement
    • Configuration Management Database
    • Service Design Package
    • Known Error Database
    Where could a Service Desk analyst look to see which servers are undergoing maintenance?
  • 127. Review
    • Handling service requests
    • Handling customer complaints
    • Tracing the underlying cause of Incidents
    • Providing information on products & services
    What is usually NOT an activity of the Service Desk?
  • 128. Review
    • It resolves serious Incidents
    • It makes information on a Known Error available to the Service Desk
    • It studies all Incidents resolved by the Service Desk
    • It communicates the resolution directly to the user
    How does Problem Management support Service Desk activities?
  • 129. Review
    • Thorough testing to ensure services meet business needs
    • Deliver & manage IT services
    • Manage technology used to deliver services
    • Monitor performance of technology & processes
    Which of the following is NOT an objective of Service Operation?
  • 130. Review
    • helping to control infrastructure costs of adding new technology.
    • enabling users to resolve Problems.
    • reducing the impact of service outages.
    • helping to align people & process for the delivery of service.
    Incident Management provides value to the business by…
  • 131. Review
    • A Known Error is always the result of an Incident, a Problem is not
    • There is no real difference between them
    • In the case of a Known Error, there is a fault in the infrastructure, with a Problem there is not
    • 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?
  • 132. Review
    • i only
    • ii only
    • Both of the above
    • Neither of the above
    Which of the following statements are correct with regards to the Service Desk?
    • It is a function that provides a means of communication between IT & its users.
    • It is always the owner of the Incident Mgmt process.
  • 133. Review
    • Ensuring that all Changes to IT infrastructure are managed efficiently & effectively.
    • Ensuring that all Changes have appropriate back-out plans in the event of failure.
    • Ensuring that all Changes are recorded, managed, tested & implemented in a controlled manner.
    • Protecting services by not allowing Changes to be made.
    The objective of the Change Management process is most accurately described as…
  • 134. Review
    • Clarity
    • Service Desk Express
    • EDIS
    • RIS/PACS
    Which tool does eHealth use to record & manage Incident information?
  • 136. Continual Service Improvement Stage
  • 137. Overview
    • Create & maintain value for customers through continual evaluation & improvement
      • Better design, introduction & operation of services
      • Continually align & re-align IT services to the changing business needs
    • To be successful, CSI needs to become routine
      • Not just when something has failed
    Continual Service Improvement
  • 138. Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Continual Service Improvement
  • 139. CSI Model Continual Service Improvement 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/Service Improvement Metrics & Measurements Where do we want to be? Measurable Targets HOW DO WE KEEP THE MOMENTUM GOING?
  • 140. Dr. W. Edwards Deming
    • Father of modern quality control
    • American statistician & professor
    • Significant contribution to Japan’s high-quality products & economic power
    • Proposed the Deming Cycle for quality improvement
    1900 - 1993 Continual Service Improvement
  • 141. Deming Cycle Time Effective Quality Improvement Maturity Level Consolidation of the Level Reached i.e. ISO 20000 or Quality Standards Continual Service Improvement Business IT Alignment Do - Project Check - Audit Act - New Actions Plan - Project Plan PLAN DO CHECK ACT
  • 142. Service Improvement Plan (SIP)
    • A formal plan to implement improvements to a process or IT Service
    Continual Service Improvement
  • 143. Key Processes
    • 7-Step Improvement Process
    • Service Measurement
    • Service Reporting
    Continual Service Improvement
  • 144. 7-Step Improvement Process
    • Identify
    • Vision
    • Goals
    Continual Service Improvement Define what should be measured 1 Analyze data 5 Gather data 3 Define what you can measure 2 Present & use the info 6 Process Data 4 Implement corrective action 7 Goals
  • 145. Service Measurement
    • There are 4 basic reasons to measure:
    • VALIDATE previous decisions
    • DIRECT activities to meet targets
    • JUSTIFY that a course of action is required
    • INTERVENE & take corrective action
    Continual Service Improvement
  • 146. Service Reporting
    • Present relevant data to the business:
    • Past period’s performance
    • Events that continue to be a threat going forward
    • How IT intends to deal with such threats
    Continual Service Improvement
  • 147. The Business / Customers Requirements Service Design Solution Designs Architectures Standards Service Design Packages Service Transition Transition Plans Tested Solutions Service Knowledge Management System Service Operation Operational Plans Operational Services Continual Service Improvement Improvement Actions & Plans Service Strategy Strategies Policies Resources & Constraints Service Level Packages Service Portfolio
  • 148. REVIEW
  • 149. Review
    • Handout
    • 15 minutes
  • 150. Fill in the Blanks Problem Service Design Package event Capabilities utility Service Level Agreement workaround function Definitive Media Library Incident
  • 151. 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 availability
      • Financial savings
      • Improved time to market for new services
      • Improved decision making
      • Common & consistent language
  • 152. Short Answer
    • Draw 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
  • 153. 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.
  • 154. Matching C D A C B B E D B A
  • 155. Matching B C A C B E D C C D