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 ITIL® 2011 Mind MapsITIL is a registered trademark of the Cabinet Office. The Swirl Logo is a registered trademark of the Cabinet Office.
ITIL is a registered trademark of the Cabinet Office. This document can be shared internally. ITIL - Service Management as a Practice Facilitates outcomes without costs & risks Standards - ISO20000 Uncertainty of outcome Risk Training and education Internal and external experience Functionality Sources Fitness for purpose Utility Research What the customer gets Industry practice - Sarbanes Oxley (SOX), Financial Services Authority (FSA) Fitness for use Best Employees Performance Warranty Value to customers Practice How service is delivered Service Customers Enablers Suppliers Economic value Advisors Reputation Shown by Technology Customer Perception Knowledge to achieve business objectives Core Enabling Classification Coordinated activities Enhancing Performance driven Creates value for customers Maintenance Defines roles, activities, guidelines Process Prime customer contact MeasurableEnsures delivery meets requirements Specific Results Characteristics Identify areas for input into CSI register / raise RFCs Service Service Customers Owner Responds to triggersCommunication with Process Owners Management Specialised units Reporting & monitoring Accountable for delivery of service as a Practice Definitions Function Perform certain types of work Role Responsibility within process or function Responsible Defines Strategy, policy, standards Accountable One person Assists with design RACI Model Documentation Consulted Audits Informed Process Communication Clarifies roles and responsibilities Input to CSI register Owner Process manager Owner Process practitioner Documentation Control Objectives Feedback Activities Set of specialised capabilities Provides value for customers via services Service Process Procedures IT service management Management Model Process Metrics Improvement Roles Capabilities Enablers Resources For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
ITIL is a registered trademark of the Cabinet Office. This document can be shared internally. ITIL Service Strategy Current state assessment Automation can target state definition affect performance Gap analysis Simplify processes Project estimation Technology Understand flow of activities Project consolidation Minimise interactions Roadmap Implementation Definition of roles Define the market and identify customers Service portfolio, customer portfolio, customer agreement portfolio Designing the strategy Understand the customer Demand management procedures, techniques and tools Quantify the outcomesInterfaces between all service strategy processes and other processes Classify and visualise the service Understand the opportunities Rules, policies, processes by which Establish and maintain business relationships businesses are operated, regulated, Define services based on outcomesEnsure service provider can meet needs of the business controlled Service models Assists business in articulating value of service Core Services - deliver basic outcomes Evaluates, direc ts, monitors the strategy, policies and plans Strategy Enabling services are needed in order for Evaluate a core service to be delivered Direct Activities principles Enhancing services are excitement factors Monitor Define service Deliver the basic outcomes desired by the customer units and Represent the value the customer wants Establish responsibilities packages Supporting Services Strategy to set and meet objectives Either enable or enhance the value proposition Acquire for valid reasons Ensure performance when required Framework Governance Packaging core and supporting services is an essential aspect of market strategy Ensure conformance with rules Packaging will also have an impact on the Ensure respect for human factors design and operation of a service Service through collaboration Strategic Asset Service Management Service through coordination Services through delegation Stages Finances Services through direction Infrastructure Services through network Resources Applications People What is our business? Who is our customer? Assets Service Assets Information What does the customer value? Service Management Who depends on our services? Marketing mind set Strategy Organisation Capabilities Processes How do they use our ser vices? Knowledge Why are they valuable to them? People Internal (Type I) Future vs Present Shared Service Unit (SSU) (Type II) External (Type III) Opposing Operational effectiveness vs improvements in functionality Supplies service to one or more customers dynamics Outsourcing Service provider Value capture Disaggregation Perspective Vision Insourcing Aggregation Positions Business Portrayal Defined by customers Affordable mix of features 4 Ps Plans How to achieve vision Achievement of objectives Patterns Ongoing Actions Changes over time and circumstance Business outcome achieved Value Customers preferences Creating value Cost effectiveness Customers perception of what was delivered Value for customer Standardised processes Basic Factors Benefits Services create value Excitement Factors Respond quickly to Performance Factors Kano model changes in business environment For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
ITIL is a registered trademark of the Cabinet Office. This document can be shared internally. ITIL Service Strategy Processes How a service provider will enable an organization to achieve its business outcomes Analyse internal and external factors Service Design Define market spaces Service Pipeline Assessment Development Identify strategic industry factors Operational Services Contents Establish objectives Service Catalogue Determine perspective Retired Services Form a position To ensure service provider has the right mix of services to Generation Process Craft a plan Strategy balance the investment in IT with ability to meet business outcomes Adopt patterns of action Tracks investment through lifecycle and ensures Management Align assets with outcomes appropriate returns are achieved for IT Execution Optimise CSFs Ensures services clearly defined and linked to business outcomes Services Prioritise investments Why should a customer buy these services? Purpose CSI Measurement and evaluation Why should they buy these services from us? Expansion and growth Clarify the answers to key What are our pricing and chargeback models? strategic questions Annual planning cyclesWhat are our strengths, weaknesses, priorities and risks? New business opportunityHow should our resources and capabilities be allocated? Triggers Changes to internal and external environments Strategy management Mergers or acquisitions Business relationship management Process initiation CSI Other service management processes Enhanced decision making Strategy Speed of change Request from business SPM Service improvement opportunities Value to the business Finance compliance and control Service suggestion Define Operational control Existing services Value capture and creation Service, customer and business outcomes Service models Portfolio Cost centre Profit centre Impact on service portfolio and service model Management External Service portfolio review Funding Policy decisions Internal Analyse investments, value and priorities Analyse Process Rolling plan Articulate value proposition Funding models Zero based Retain Trigger based Replace Service Service valuation Strategy Rationalise Assesses the value or return of a service over the total lifecycle Refactor Service Investment Analysis Renew Approve Processes Compliance Based on the value received and the costs incurred Retire Cost optimisation Change proposal Outputs Seeks to translate outage severity into a financial value Change management authorisation Aid to decision making and prioritisation Change proposal authorised Business Impact Assessment (BIA) Cost of service outage Communicate with stakeholders Financial Helps to identify Relative value of services Service design and transition processes Charter management Planning confidence Track progress and update portfolio Analysis of previous budget Opportunity Assessment of plans Value proposition Budgeting Specification of changes to funding and spending Business outcomes supported Cost and income estimation Business cases Budget(s) Priorities Portfolio Contents Cost model Risks Cost centres and cost units Offerings & packages Cost types and elements Investments required Accounting Cost classification Cost & pricing Scope Chart of accounts Analysis and reporting To identify and analyse the patterns of business activity that initiate demand for services Action plans User Profiles Analyse patterns of business activity Objective Cost recovery or break even Recovery with margin Work with capacity management Demand Policies Cross subsidisation Achieve balance between cost and value of outcomes Management Notional charging Charging Refines understanding of interactions Value to business Decide on chargeable items Enable executives to evaluate real investment Pricing Billing Service provider Contract Establish and maintain business relationships Design Ensure service provider can meet needs of the business Objective Business Relationship Risks Operational Assists business in articulating value of service Management Market For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
ITIL is a registered trademark of the Cabinet Office. This document can be shared internally. Statement of requirements (SOR) ITIL Service Design Invitation to tender (ITT) Identify business need Business case Award contract People Negotiate Evaluation and procurement of new contracts and suppliers Products Select supplier 4 Ps Partners Supplier and contract Supplier Processes categorisation Management Maintains supplier and contract management information Service solutions system (SCMIS) Why should a customer buy Manage supplier and contract Design IT services, these services? Value for money performance together with the Why should they buy these Ensure contracts are aligned to business governing IT practices, services from us? processes and policies, What are the pricing or Define and maintain policies to realize the service chargeback models? and methods provider’s strategy and What are our strengths and Plan design resources and to facilitate the weaknesses, priorities and risks? capabilities introduction of these How should our resources and capabilities be allocated? Coordinate design activities services into supported OpportunityManage design risks and issues environments ensuring Service portfolio Improve service design Design coordination quality service delivery, Value proposition Plan, coordinate and monitor customer satisfaction Business outcomes supported individual designs and cost-effective Business cases Review designs and ensure service provision. handover of SDPs Contents Priorities Systems and tools Risks Corporate visions, strategies, etc Offerings and packages Service management visions, strategies, Investments required policies, objectives and plans Ongoing costs Constraints and requirements for compliance and pricing with standards and regulations Services IT strategies, policies and plans Key Principles 5 major aspects Supported levels of performance Business requirements Inputs Policies Service portfolio Minimum requirements ITSM processes, risks and issues registers Service catalogue Ordering and request Revisions to IT strategies, policies, designs, plans, architectures, processes Support terms and conditions Service level package Dependencies Points of contact Reduced total cost of ownership (TCO) Service Pricing and charging Design Improved quality of service Business / organisation Consistency of service Enterprise Easier implementation of new services Service Better service alignment Technology and management Application Improve service performance architectures Data / Information Improve IT governance Benefits Environment Improved service alignment IT Infrastructure More effective service Design top down, build bottom up management Processes required Better IT processes Progress Improved information and decision making Compliance Measurement methods and metrics Coordinate all design activities Effectiveness Plan and coordinate the resources and capabilities required to design Efficiency new or changed services Functionality Produce associated service design packages Balanced design Resources Ensure service designs and/or SDPs are produced and handed Schedule over to service transition Manage the quality criteria, requirements and handover between design, ITSC strategy and transition Objectives Availability Ensure all service models and service solution designs conform to strategic, architectural, governance and other corporate requirements Other Service Design See "Service Design Processes" Map Capacity Improve the effectiveness and efficiency of service design activities and processes Processes Service Level Ensure that all parties adopt a common framework of standard, reusable Service Catalogue design practices Monitor and improve the performance of the service design lifecycle stage For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
ITIL is a reg istered trademark of the Cabinet Office. This document can be shared internally. ITIL Service Design Processes Align IT security with business security Effectively manage information security Management of risks Manage information contained in service catalogue Training & awareness Ensure service catalogue is available and accurate Security strategy and plan Ensure service catalogue supports evolving needs Management of suppliers and contracts regarding access to systems and services Service Catalogue of service management processes Management of all security breaches and incidents associated with all systems and services Management Live services Proactive improvement of security controls, and security risk management and the reduction of security risks Business service catalogue Integration of security aspects within all other IT service management processes Technical service catalogue Manage information security management system Control Information Security Plan Management Implement Security Framework Delivered service matches or exceeds needs of customer Evaluate Perform as agreed Maintain Service availability Availability Preventive Component availability Reductive Design for availability and recovery Detective Measures Perform as its agreed function Reliability Repressive Corrective Maintainability Speed to restore to normal working Serviceability Ability of 3rd party to meet terms of contract Agreed level of IT Service Achievable targets Identifying vital business functions (VBFs) Proactive measures Designing in availability Improvements to service Availability Management Component failure impact analysis (CFIA) Produce and agree service level requirements (SLRs) Define Single point of failure (SPOF) Proactive Activities Fault tree analysis (FTA) Negotiate between internal service providers Operational level agreement (OLA) Modelling Service Risk assessmentMulti Level Negotiate between IT and customer Planned maintenance Service level agreement (SLA) Document Customer Service Level Projected service outage document (PSO) document Management Service Monitor, measure, analyse, report External contractors Contracts Process Design Expanded incident lifecycle Agree processes Reactive Activities Unavailability analysis Service failure analysis (SFA) Measure Component failure impact analysis (CFIA) Monitor Regular Ad-Hoc Required services resumed within required and agreed timescales Report Red, amber, green (RAG) / Service level Support business continuity management (BCM) agreement monitor (SLAM) charts Agreed and required timescales Review Policy setting Terms of reference and scope Cost justifiable capacity available in time Initiation Resource allocation Capacity matched to evolving agreed needs of customer Project organisational and control structure Supply vs demand Agree project and quality plans Cost vs resource Business impact analysis (BIA) Capacity plan Risk analysis Proactive activities Activities Manual Assistance with Capacity incident resolution IT Service Continuity Requirements & strategy Reciprocal Modelling and trending Management (ITSC) ITSC strategy Gradual Application sizing Process Intermediate Monitoring Fast Tuning Iterative Techniques Capacity Management Immediate Analysis Develop plans / procedures Demand management Implementation Testing Threshold management and control Education, awareness, training Future business needs Business capacity management Review & audit Requires financial plans and business strategy Ongoing operations Testing Live service capacity Change management Service capacity management Incident / problems Invocation Performance, capacity, utilisation Component capacity management For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com