ITIL and CMMI for service

1. ITIL AND CMMI FOR SERVICES 28 Oct 2015 / Goh Boon Nam (Total Slides=107) 24/03/2016 12:35 pm - d:issslideshareitil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 1

2. Why ITIL? (1) • Imagine an IT project developed and put into production • Is the project a success if: • Teething problems of the “live” project are not resolved promptly as they occur? • Cutover is at a critical period and causes unforeseen incidents in your system and other systems? • System availability does not meet the SLA requirements? • Response time is below SLA requirements? • Customer is not satisfied with the project? • Project is not aligned to overall business needs? 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 2

3. • IT Service Management (ITSM) can complement Project Management and Software Development LifeCycle (SDLC) best practices to help ensure success of a project • ITIL is the international best practice for ITSM Why ITIL? (2) ReqInit Design Code Test Impl Project Management Service Design Service Transition Service Operation Continual Service Improvement Service Strategy ITIL 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 3

4. ITIL – 26 Management Processes Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management Service ContinuityIT Service Continuity Management Information SecurityInformation Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 4

6. Service Operations • How to know if any incident occurred or may occur? • How to resolve incident and quickly restore normal service? • How to prevent incidents from happening again? • How to handle requests (e.g. enquiries) so as to keep users satisfied? • How to ensure that the correct security access given to users? 6 Event Management Incident Management Problem Management Request Fulfilment Access Management Service OperationManage project / service when it goes “live” Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 6

7. ITIL – Incident Management Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management Service ContinuityIT Service Continuity Management Information SecurityInformation Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 7

8. Incident Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved Non-IT Incident Company car broke down. How to manage this incident to help the affected company staff? (e.g. on way to airport for a business trip) 8

9. ITIL Recommendation for Incident Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved First Priority Second Priority In ITIL Incident Management the objective is to: • minimize adverse impact on business operations and restore normal service (or near normal service) as quickly as possible Concept of • Workarounds • Most famous IT workaround? • “Reboot the machine” • Logging • Categorisation • Prioritisation • Escalation • etc 9

10. ITIL – Problem Management Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management Service ContinuityIT Service Continuity Management Information SecurityInformation Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 10

11. Problem Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved Did we fully solve her problem? • Find the root cause • Fix it and bring it back to the required service level • Make sure it does not happen again for her car (or a computer) • Is that what root cause means? 11

12. Problem Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved Do they all have common root cause? ITIL Problem Management has many root cause analysis techniques. For example – Kepner-Tregoe technique What happens if during a short period, many company cars have incidents? 12

13. Problem Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved What happens if suddenly, many company cars have incidents? Kepner-Tregoe technique (“is / is not” technique) • What they are not and what does that imply? • They are not same types (models) of cars affected • Perhaps imply not issue with specific part in specific model • They are not same car age (some newer, some older) • Perhaps imply not wear and tear issue • etc... • What they are and what does that imply? • From investigation, they are all recently-washed cars • Hmm... (right way - video1) (wrong way - video2) IT story #1 – hard disk; IT story #2 –Incorrect procedure 13

14. Problem Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved Some of the other concepts in ITIL Problem Management • Linking similar incidents to likely same root cause problem • Logging • Prioritisation (do we find and fix all root causes?) • Creation of workaround • Known error database (the link back to incident management) • Many of the root cause analysis techniques look for Changes made because in IT, the root cause of incidents is usually related to some changes made (we’ll come back to this in a later ITIL process) • etc.. 14

15. ITIL – Event Management Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management Service ContinuityIT Service Continuity Management Information SecurityInformation Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 15

16. Event Management • How to know of incident as early as possible? • Wait for user to call the service desk? • Event Management concepts • Automated event alerts if possible besides manual (e.g. user-initiated) alerts • 3 types of alerts • Exception (i.e. incident occurred; can we know even earlier? how?) • Warning (i.e. incident going to occur) • Information (e.g. logs to understand normal conditions) • etc. 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 16

17. Service Transition Continual Service Improvement “Enhancing the value” Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Manage service when it is “live” Manage service before it is “live” to ensure it works well when it is “live” Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 17

18. Service Transition • Service Transition • Transition of service to production • Causes change to production environment • Gives rise to high risk of incidents/ problems • Need to manage transition well to minimise risks 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 18

19. Service Transition • How to control changes across all systems? • How to document components so as to assess change impact? • How to evaluate impact of change? • How to scope and phase the release to a manageable scope? • How to test that the system is ready for deployment • How to document relevant knowledge for reuse? • How to plan for the overall transition to production? Service Transition Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 19

20. ITIL – Change Management Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management Service ContinuityIT Service Continuity Management Information SecurityInformation Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 20

21. Change Management • Change is main cause of incidents • Hence, don’t allow any changes? • No, manage the changes • Project management also have concept of change management – e.g. via change control board. What is ITIL difference?: • ITIL concept makes clear besides change authority to approve, needs Change Advisory Board (CAB) i.e. panel to experts to analyse impact of change so as to manage the risk (e.g. clash with other changes, clash with critical business period etc.) • ITIL concepts of: • Remediation planning (i.e. recovery plan) • Standard changes • etc.. 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 21

22. ITIL – Asset & Config Management Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management Service ContinuityIT Service Continuity Management Information SecurityInformation Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 22

23. Asset and Configuration Management • How many of you do software configuration management? • In ITIL, configuration management is more complete • Key concepts in ITIL Asset and Configuration Management • People are also configuration items in addition to usual IT components (why?) • Keep track not just the CIs but also their relationships (why?) • Link back to Event Management • Configuration baseline (to know what changed) • etc 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 23

24. Asset and Configuration Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved Ability to trace from event alert to: who are affected, who in charge, possible CIs causing problem etc 24

25. Service Design Continual Service Improvement “Enhancing the value” Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Manage service when it is “live” Manage service before it is “live” to ensure it works well when it is “live” Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 25

26. Service Design • Service Design • Emphasis on areas that • Will affect actual performance in production • But usually not sufficient attention given in conventional design • Not just technical measures but also management measures • Not just for design phase but also for subsequent operations phase 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 26

27. Service Design • How to ensure project will be able to meet the availability SLAs? • How to ensure project will be able to meet the capacity/response SLAs? • How to ensure project is able to cater to disasters? • How to ensure that project is secure? • How to “design” and manage the supplier relationship to ensure good service? • How to arrive at a workable SLA to design against and how to manage the SLA? • How to design and manage the catalogue to inform customers/users of the service being implemented? • How to coordinate all the above processes? Service Design Service Catalogue Management Service Level Management Capacity Management Availability Management Service ContinuityIT Service Continuity Management Information SecurityInformation Security Management Supplier Management Design coordination Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 27

28. ITIL Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management Service ContinuityIT Service Continuity Management Information SecurityInformation Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office Which 4-letter words do users use to complain about incidents? • “System is d _ _ _ - get it fixed!” • “System is s _ _ _ - get it fixed!” 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 28

29. ITIL Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management Service ContinuityIT Service Continuity Management Information SecurityInformation Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office Which 4-letter words do users use to complain about incidents? • “System is d o w n - get it fixed!” • “System is s l o w - get it fixed!” 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 29

30. ITIL – Availability Management Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management Service ContinuityIT Service Continuity Management Information SecurityInformation Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 30

31. Availability Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved What’s the availability of a system with the down time below? = (3 times * 5 hrs / 100 hr ) = 15/100 = 15% unavailability = 100% -15% = 85% availability #1 #2 #3 If 85% not good enough, how to improve further? 31

32. Availability Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved If 85% not good enough, how to improve further? Reduce no. of times down - say from 3 times in 100 hours to 2 times (how?) (e.g. via better components or analyse/introduce redundancy via CFIA or replacing before failure – remember event management?) Detect 30min -> 5 min Diagnose 1 hr -> 30 min Repair 2 hr -> 1 hr Recover Component 30 min -> 5 min Restore Service 1 hr -> 20 min Reduce incident lifecycle – say, from 5 hrs to 2 hrs (how?) • Auto-detect (remember event management?) • Auto-log down error codes & link to knowledge base • Local storage of most commonly required hardware spares • Auto-script for server startup • Standby staff when almost repaired to resume business service Improved availability = 2 times * 2 hrs / 100 hrs = 4% unavailability = 96% availability -> 2 hrs -> 2 hrs 32

33. ITIL – Capacity Management Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management Service ContinuityIT Service Continuity Management Information SecurityInformation Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 33

34. Capacity Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved Why is slow (or frozen) system response a capacity issue? Which of the below can go faster? 6000cc 1500cc One- Socket Server Four- Socket Server Feb 2008 ... Should we rush out to pay and increase capacity every time the IT service slows down? 34

35. Capacity Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved Should we rush out to pay and increase capacity every time the IT service slows down? NO ITIL Capacity Management concept is to save money by doing these first: • Iterative Activities (Monitor & Tune) • Demand Management - reduce peak demand (why?) • infra is sized for peak demand and not for average demand (how to reduce peak?) • Capacity Modelling (collect data to improve estimate of capacity required for increased demand) • Do advance (e.g. annual) Capacity Planning (why?) • rather than last-minute when too late and too expensive • (how?) E-Filing Cash Lucky Draw (Feb 2002) The top 3 prizes for the lucky draw are $20,000, $10,000 and $5,000 ... Those who e-file earlier will also get more chances in the draw as follows: 22 Feb - 15 Mar 02 - 3 chances 16 Mar - 31 Mar 02 - 2 chances 1 Apr - Filing due date - 1 chance Business Capacity Management Service Capacity Management Component Capacity Management Early Bird 35

36. If all the ITIL processes so far “done well” means “well done”? 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved If your IT Dept has an IT service that has • Low number of incidents • High availability within SLA • Online response time within SLA Does it mean the company management are happy with the service provided? Perhaps not. (why?) Perhaps not aligned with business wishes and their longer-term needs 36

37. Service Strategy Continual Service Improvement “Enhancing the value” Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Ensure services or projects are done well Plan right services or projects to do and ensure they get done Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 37

38. Service Strategy • How to maintain good relationship with customer to understand their needs and ensure their satisfaction? • How to understand and influence customer demand for each service? • How to analyse and manage the finances of IT services? • How to analyse, plan and oversee the high level strategies for IT services? • How to select the right services to implement and to oversee their implementation? Service Portfolio Management Demand Management Financial Management Service Strategy Strategy Management for IT services Business Relationship Management Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 38

39. ITIL – Strategy Management Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management Service ContinuityIT Service Continuity Management Information SecurityInformation Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 39

40. Business Relationship Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved Image courtesy of digitalart / FreeDigitalPhotos.net • Who determines what is important to the organisation? • Does IT know them and their needs well? IT Dept Other Depts Top Management Customers 40

41. Business Relationship Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved Image courtesy of Ambro / FreeDigitalPhotos.net What does ITIL recommend? • Establish relationship managers as single points of contact for each key customer 41

43. Strategy Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved We now have access to users but what should we ask them? • Business internal factors • (strengths, weaknesses) • Business external factors • (opportunity, threats) Is that all? What about IT’s own analysis? • Technology internal factors • (strengths, weaknesses) • Technology external factors • (opportunity, threats) What type of services to provide and to which group of users? 43

45. http://commons.wikimedia.org/wiki/File:Conflict_Resolution_in_Human_Evolution.jpg Continual Service Improvement Continual Service Improvement “Enhancing the value” Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office © Crown Copyright 2011 Reproduced under license from the cabinet office https://www.youtube.com/watch?v=wLOk0UXo70g 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 45

46. Example of a CSI Register (1) Opportunity no. Date raised Size (small, medium, large) Timescale (short, medium, long) Description Priority (urgent, 1, 2, 3) KPI metric Justification Raised by To be actioned by Date required by 1 1/4/2011 Small Short A number of failures have occurred when implementing updated or new applications. This has been caused by the testing procedure in release and deployment using out-of-date test data. The requirement is to update the test data in repository test 4371 Urgent 50% reduction in failures Significant reduction in failures after transition and resulting business impact A. Other J. Doe 4/4/2011 2 1/5/2011 Medium Long Event management: the number of alerts from the ABC 479 module of the payroll suite is still excessive causing unnecessary analysis time. Additional filtering required. 2 70% reduction in spurious events Will help reduce the amount of analysis time and avoid potential oversight of significant events N. More J. Smith 1/7/2011 Example of a Continual Service Improvement Register Copyright © AXELOS Limited 2011. All rights reserved.. Material is reproduced under licence from AXELOS 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 46

47. Example of a CSI Register (2) Opportunity no. Date raised Size (small, medium, large) Timescale (short, medium, long) Description Priority (urgent, 1, 2, 3) KPI metric Justification Raised by To be actioned by Date required by 3 1/6/2011 Medium Long Training issue: Service desk staff would benefit from additional training in the use of the human resources (HR) joiners and leavers application 3 30% improvemen t in relevant staff trained in the HR joiners and leavers application All queries to the service desk on this application currently have to be escalated to the application management team. With some basic training a number of these could be dealt with by first line support B. Floor F. Less 1/9/2011 4 1/7/2011 Large Medium Change management process: having multiple authorization channels has caused issues with some users because of uncoordinated changes 3 Alignment to single channel Redesign of the change management process will reduce confusion and impact to stakeholders J. Jones B. Car 1/10/2011 Copyright © AXELOS Limited 2011. All rights reserved.. Material is reproduced under licence from AXELOS 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 47

48. CSI Roles 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved © Crown Copyright 2011 Reproduced under license from the cabinet office 48

49. IT Service Management • Imagine an IT project developed and put into production • With ITIL / IT Service Management: • Teething incidents/problems of the “live” project resolved promptly • Changes are done at most optimal point where less impact with other systems and impact well-managed • System availability meets the SLA requirements • Capacity managed so that response time meets SLA requirements • Customer is satisfied with the project as it meets his needs • Project is well aligned to overall business needs 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 49

50. ITIL Individual Certification 2 3 3 3 3 3 4 4 4 4 5 OSA – Operational Support and Analysis PPO – Planning, Protection and Optimization RCV – Release, Control and Validation SOA – Service Offerings and Agreements 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 50

51. CMMI for Services 51

52. What do these organisations have in common? https://sas.cmmiinstitute.com/pars/pars.aspx 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 52

53. What do these organisations have in common? https://sas.cmmiinstitute.com/pars/pars.aspx 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 53

54. Isn’t CMMI only for Application Development? CMMI for Development since 1993 (as CMM) CMMI for Services since 2009 CMMI for Acquisition since 2002 (as CMM) 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 54

55. Agenda CMMI for Services – Key features • Milestones for organisation IT Service Management achievements • CMMI Capability Level guidance/recognition for • IT Service Management • (Optional) Work/Project Management • CMMI Maturity Level guidance/recognition for • Implementation of pre-defined sets of Practices • (Optional) Quantitative process control capabilities (such as use of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL • Quick Look at ISO20000 • Possible criteria for use of CMMI for Services 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 55

56. What is CMMI for Services? Key Features • For Organisations rather than for Individuals • Eg. Organisation maturity / capability level appraisal vs Individual certification • States the “Whats” rather than the detailed “Hows” • Detailed “Hows” provided by ITIL and other sources • CMMI has 24 Process Areas • (ITIL has 26 Processes) • Caters to official appraisals & published appraisal results • https://sas.cmmiinstitute.com/pars/pars.a spx 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 56

57. What is CMMI for Services? Key Features • Well-known for its 5 Levels of Maturity • Complements ITIL as it includes recognition not just for • IT service management capabilities but also recognition for • institutionalisation and maturity of capabilities as well as optional extensions for • project & work management capabilities • quantitative process control capabilities (such as use of 6-sigma type of techniques) • Explicitly designed to be usable for non-IT services also, or for mixed IT cum non-IT services • Free (CMMI for Services – best practice model document 508 pages) - http://cmmiinstitute.com/resource/cmmi-for- services-version-1-3/ http://cmmiinstitute.com/cmmi-solutions/cmmi- appraisals/cmmi-levels/ 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 57

58. Is CMMI the only way to recognise an organisation for IT Service Mgt? • There is also the ISO20000 certification • Caters to official audits and & listing of Certified Organisations • http://www.isoiec20000certifica tion.com/home/ISOCertifiedOr ganizations/ISOCountryListing s.aspx One of the many Registered Certification Bodies who audits and certifies Listing of ISO20000 Certified Organisations 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 58

59. Why the need to work at the Organisational level? Mature Service Management Organisation ? Capable Processes ? Is having staff trained and certified sufficient? 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 59

60. Possible to immediately become a mature service management organisation? • Is it possible to straightaway become an excellent service management organisation? • ITIL has 26 process areas – possible to implement all of them at same time? • ISO20000 is an all-or-nothing certification • All of ISO20000 must be complied with – else no certificate • See later slide of what are the ITIL processes in ISO20000 • Is there some other way to set milestones for progressive implementation and get recognition along the way? 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 60

61. Agenda • CMMI for Services – Key features • Milestones for organisation IT Service Management achievements CMMI Capability Level guidance/recognition for • IT Service Management • (Optional) Work/Project Management • CMMI Maturity Level guidance/recognition for • Implementation of pre-defined sets of Practices • (Optional) Quantitative process control capabilities (such as use of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL • Quick Look at ISO20000 • Possible criteria for use of CMMI for Services 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 61

62. CMMI recognition of progress in service management achievement (1a) via: Capability Levels [Continuous Representation] Choose which CMMI Process Areas (PA) you wish to start on and the Capability Level (CL) you want each PA to achieve? Eg. Process Area (PA) #1 – Capacity & Availability Management #2 – Incident Resolution & Prevention #3 – Service Continuity Management etc.. http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/ #1 #2 #3 etc.. 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 62

63. Choice of Process Areas Service Delivery (i.e. SLM) Strategic Service Management Capacity & Availability Management Incident Resolution & Prevention Service System Transition Service Continuity Service System Development (mini SDLC) Risk Management Requirements Management Work (Project) Planning Work (Project) Monitoring & Control Measurement & Analysis Process & Product Quality Assurance Configuration Management Process Areas related to IT Service Management Process Areas related to Work (Project) Management Supplier Agreement Management 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 63

64. Example of a CMMI Process Area • SG 1 Prepare for Incident Resolution and Prevention • SP 1.1 Establish an Approach to Incident Resolution and Prevention • SP 1.2 Establish an Incident Management System • SG 2 Identify, Control, and Address Individual Incidents • SP 2.1 Identify and Record Incidents • SP 2.2 Analyze Individual Incident Data • SP 2.3 Resolve Incidents • SP 2.4 Monitor the Status of Incidents to Closure • SP 2.5 Communicate the Status of Incidents • SG 3 Analyze and Address Causes and Impacts of Selected Incidents • SP 3.1 Analyze Selected Incidents • SP 3.2 Establish Solutions to Respond to Future Incidents • SP 3.3 Establish and Apply Solutions to Reduce Incident Occurrence Incident Resolution & Prevention: Process Area Specific Goal Specific Practices *Example work products *Sub-Practices ( * - Not shown here ) 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 64

65. CMMI recognition of progress in service management achievement (1b) Capability Levels [Continuous Representation] http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/ #1 #2 #3 etc.. Capacity & Availability Management Incident Resolution & Prevention Service Continuity Management CL0 – Incomplete Not comply fully with specific goals of PA CL1 – Performed Process fully comply with CMMI specific goals of PA but through individual expertise (“all in his head”) CL2 – Managed Fully comply through sub-units having own planned processes etc but no organisation standards etc to tailor from (informal “copy & paste” only) CL3 – Defined Fully comply and have organisation standards / best examples etc to plan/tailor sub-unit processes (formal “inherit, modify, paste”) 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 65

66. CL2 Details • CL2 means these are done • Policy – “Thou must do process” (What to do) • Plan the process (How to do) • Provide resources • Involve process stakeholders • Define roles and responsibilities • Training on the process • (Do the process) • Monitor and control the process • Control (eg. version control) of process deliverables • Review with management on the process • Quality audit the process Achieve above for Incident Resolution & Prevention process area and your organisation will be recognised as CL2 for IRP 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 66

67. CL3 Details • CL3 means these are done • All of CL2 + • Have organisation-level standard process for sub-units to plan & tailor their process from • Rather than no guidance and each sub-unit has to plan a process on their own • Collect lessons learnt, good examples, measurements etc at an organisation level to help in process improvement Organisational Standard Process + Tailoring Guidelines Eg. ABC Pte Ltd Global Standard for Incident Resolution & Prevention Sub-unit 1 Tailored Process Sub-unit 2 Tailored Process Sub-unit 3 Tailored Process Eg. Singapore Eg. China Eg. Thailand What if you don’t have global standard but each sub-unit has its own standard? 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 67

68. Agenda • CMMI for Services – Key features • Milestones for organisation IT Service Management achievements • CMMI Capability Level guidance/recognition for • IT Service Management • (Optional) Work/Project Management CMMI Maturity Level guidance/recognition for • Implementation of pre-defined sets of Practices • (Optional) Quantitative process control capabilities (such as use of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL • Quick Look at ISO20000 • Possible criteria for use of CMMI for Services 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 68

69. CMMI recognition of progress in service management achievement (2a) Second method of recognition via: Maturity Levels [Staged Representation] CMMI will specify certain Process Areas (PA) required for each Maturity Level (ML) There is no choice of PA here but there are progressive milestones provided. ML2 – 8 specified PAs required ML3 – 12 more PAs required ML4 – 2 more PAs required ML5 – 2 more PAs required http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/ Not appraised 8 specified PAs 12 more PAs 2 more PAs 2 more *My personal recommendation – Start with CL, then later change to ML, if desired 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 69

70. CMMI recognition of progress in service management achievement (2b) Maturity Levels [Staged Representation] http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/ Not appraised 8 specified PAs 12 more PAs 2 more PAs 2 more ML1 – Initial Adhoc, Chaotic – any success due to individual expertise (“all in his head”) ML2 – Managed Sub-units having own planned processes etc but no organisation standards etc to tailor from (informal “copy & paste” only). Basic processes catered for. ML3 – Defined Organisation standards / best examples etc to plan/tailor sub-unit processes (formal “inherit, modify, paste”). Advanced processes catered. ML4 – Quantitatively Managed See next few slides ML5 – Optimizing See next few slides 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 70

71. CMMI recognition of progress in service management achievement (2c) Measure (eg. Performance, Effort, Duration etc) Eg. Duration to Provision (create) a New Virtual Server (eg, Jan, Feb, Mar etc) 4 Hr Natural (Statistical) Process Variation Upper Control Limit Lower Control Limit CMMI Maturity Level 4 Quantitatively Managed 5 Hr 3 Hr CMMI does NOT dictate the quantitative management method to use. The above is just one of the possible methods. Average What is the meaning of CMMI Maturity Level 4’s “Quantitatively Managed”? 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 71

72. CMMI recognition of progress in service management achievement (2c) Measure (eg. Performance, Effort, Duration etc) Average Eg. Duration to Provision (create) a New Virtual Server 4 Hr Natural (Statistical) Process Variation Upper Control Limit Lower Control Limit CMMI Maturity Level 4 Quantitatively Managed 5 Hr 3 Hr (eg, Jan, Feb, Mar etc) CMMI does NOT dictate the quantitative management method to use. The above is just one of the possible methods. Adapted from: http://www.techrepublic.com/blog/project-management/use-statistical-process- control-to-ensure-your-deliverables-are-of-acceptable-quality/157 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 72

73. CMMI recognition of progress in service management achievement (2d) At ML4, organisations know quantitatively when their processes are going out of control and will take appropriate corrective actions What about ML5? Adapted from: http://www.techrepublic.com/blog/project-management/use-statistical-process- control-to-ensure-your-deliverables-are-of-acceptable-quality/157 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 73

74. CMMI recognition of progress in service management achievement (2e) In Control Adapted from: http://advmgmt.net/2011/06/02/control-charts/ ML4 Quantitatively Managed Maturity Level 5 Optimizing Quantitative Process Analysis & Improvement Improved Process 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 74

75. CMMI for Services 24 Process Areas (1) http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/ Not appraised 8 specified PAs 12 more PAs 2 more PAs 2 more What are the CMMI Process Areas for each level? 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 75

76. CMMI for Services 24 Process Areas (2) Adapted from http://www.lamri.com/resources/CMMI-SVC-ISO20000%20v1.pdf Service Delivery Strategic Service Management Capacity & Availability Management Incident Resolution & Prevention Service System Transition Service Continuity Service System Development Organisational Process Focus Organisational Process Definition Organisational Training Integrated Work (Project) Management Decision Analysis & Resolution Risk Management Requirements Management Work (Project) Planning Work (Project) Monitoring & Control Measurement & Analysis Process & Product Quality Assurance Configuration Management Organisational Performance Management Causal Analysis & Resolution Organisational Process Performance Organisational Work (Project) Performance Note large overlap with CMMI for Devt Core to all 3 CMMI 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 76

77. Agenda • CMMI for Services – Key features • Milestones for organisation IT Service Management achievements • CMMI Capability Level guidance/recognition for • IT Service Management • (Optional) Work/Project Management • CMMI Maturity Level guidance/recognition for • Implementation of pre-defined sets of Practices • (Optional) Quantitative process control capabilities (such as use of 6-sigma type of techniques) Mapping CMMI for Services to ITIL • Quick Look at ISO20000 • Possible criteria for use of CMMI for Services 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 77

78. CMMI Process Areas maps to most of the ITIL Processes (1) ITIL Process CMMI Process Area/s “Strategy Management For IT Services” Strategic Service Management “Service Portfolio Management” Strategic Service Management “Financial Management For IT Services” minor coverage in - Work Planning, Work Monitoring & Control “Demand Management” Strategic Service Management, Service System Development “Business Relationship Management” Strategic Service Management, Service System Development Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related. Pl. note that mapping is the author’s own and not part of the official CMMI documentation. Service Strategy 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 78

79. CMMI Process Areas maps to most of the ITIL Processes (2) ITIL Process CMMI Process Area/s “Design Coordination” Service System Development “Service Catalogue Management” Strategic Service Management “Service Level Management” Service Delivery “Availability Management” Capacity and Availability Management “Capacity Management” Capacity and Availability Management “IT Service Continuity Management” Service Continuity “Information Security Management” [* catered by another SEI model called CERT®-Resilience Management Model] “Supplier Management” Supplier Agreement Management Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related. Pl. note that mapping is the author’s own and not part of the official CMMI documentation. Service Design 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 79

80. CMMI Process Areas maps to most of the ITIL Processes (3) ITIL Process CMMI Process Area/s “Transition Planning And Support” Service System Transition “Change Management” Requirements Management, Configuration Management “Service Asset And Configuration Management” Configuration Management “Release And Deployment Management” Service System Transition “Service Validation And Testing” Service System Development “Change Evaluation” Requirements Management, Configuration Management “Knowledge Management” Work Planning, Work Monitoring & Control + Level 3 for all processes Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related. Pl. note that mapping is the author’s own and not part of the official CMMI documentation. Service Transition 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 80

81. ITIL Process CMMI Process Area/s “Event Management” Incident Resolution and Prevention “Incident Management” Incident Resolution and Prevention “Request Fulfilment” Service Delivery “Problem Management” Incident Resolution and Prevention, Causal Analysis and Resolution “Access Management” [* catered by another SEI model called CERT®-Resilience Management Model] CMMI Process Areas maps to most of the ITIL Processes (4) Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related. Pl. note that mapping is the author’s own and not part of the official CMMI documentation. Service Operation 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 81

82. ITIL Process CMMI Process Area/s “The Seven-step Improvement Process” Work Monitoring & Control, Measurement & Analysis, Organisation Process Focus, Organisation Process Definition, Organisation Training, Organisation Process Performance, Quantitative Work Management Organisation Performance Management, Causal Analysis and Resolution CMMI Process Areas maps to most of the ITIL Processes (5) Above table shows only key CMMI process area/s relevant to each ITIL process. There may be other CMMI process areas not listed but are still related. Pl. note that mapping is the author’s own and not part of the official CMMI documentation. Continual Service Improvement 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 82

83. Agenda • CMMI for Services – Key features • Milestones for organisation IT Service Management achievements • CMMI Capability Level guidance/recognition for • IT Service Management • (Optional) Work/Project Management • CMMI Maturity Level guidance/recognition for • Implementation of pre-defined sets of Practices • (Optional) Quantitative process control capabilities (such as use of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL Quick Look at ISO20000 • Possible criteria for use of CMMI for Services 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 83

85. Agenda • CMMI for Services – Key features • Milestones for organisation IT Service Management achievements • CMMI Capability Level guidance/recognition for • IT Service Management • (Optional) Work/Project Management • CMMI Maturity Level guidance/recognition for • Implementation of pre-defined sets of Practices • (Optional) Quantitative process control capabilities (such as use of 6-sigma type of techniques) • Mapping CMMI for Services to ITIL • Quick Look at ISO20000 Possible criteria for use of CMMI for Services 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 85

86. Summary • Organisations may want to consider CMMI for Services if they • Wish to move IT service management beyond just individual staff capability to organisational capability and maturity • Wish to have guidance and recognition while progressively adopting IT service management • Have non-IT services or mixed IT and non-IT services • Find ISO20000 not fully applicable to them • Want not just recognition for IT service management but also for other areas e.g. work & project management and perhaps, 6-sigma type of quantitative process management • Already have ISO20000 but would like the additional visibility that CMMI recognition can bring it • Already have CMMI for Devt and would like to extend to Services 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 86

88. ITIL – 26 Management Processes Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management Service ContinuityIT Service Continuity Management Information SecurityInformation Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 88

89. Request Fulfilment (1) • Best practice process to satisfy user requests • Small changes • Enquiries • Best practice concepts • Standard change, if possible • Request models (standard procedures for common requests) • Self-service menu & link to Service Catalog • Financial & other approvals • Request status tracking • Prioritisation • Approvals https://demochannel.service-now.com/navpage.do 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 89

91. Access Management • Best practice process to control user security access • Best practice concepts • Identity • Roles • Service groups • Avoidance of role conflicts • Identity Status • Job changes • Promotion or demotions • Transfers • Resignation or death • Retirement • Disciplinary action • Dismissals © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 91

92. Change Evaluation • Best practice process to evaluate impact of change to whole environment in terms of • Intended and unintended effects • Whether performance meets requirements • Best practice concepts • Unintended effects • Risk Profile • Deviations • Predicted Performance vs Customer Requirements • Actual Performance vs Customer Requirements © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 92

93. Release & Deployment Management • Best practice process to plan and carry out the actual release to production while protecting the integrity of existing systems • Best practice concepts • Release windows • Big Bang option • Phased approach • Early Life Support © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 93

94. Service Validation & Testing • Best practice process to ensure project meets the needs of the business (validation) and meets the requirements/design (verification) © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 94

95. Service Knowledge Management • Best practice process to ensure knowledge is prepared to help in managing the service © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 95

96. Transition Planning and Support • Best practice process to ensure that the various processes for Service Transition are planned in an integrated manner and work well together to make the transition as smooth as possible © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 96

97. IT Service Continuity • Best practice process to support business continuity through continuity of required IT services in the event of a disaster © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 97

98. IT Security Management • Best practice process to ensure IT security matches the agreed needs of the business © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 98

99. Supplier Management • Best practice process to ensure suppliers support the needs of the business and meet their contractual commitments © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 99

100. Service Level Management • Best practice process to ensure IT services are delivered to agreed achievable targets. © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 100

101. Service Catalogue Management • Best practice process to ensure single, accurate and updated source of information on IT services that are operational or going to be Some rights reserved by Charles Haynes http://www.flickr.com/photos/haynes/3944396470/ https://itservices.uchicago.edu/service-catalog 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 101

102. Design Coordination • Best practice process to ensure that the various processes for Service Design are planned in an integrated manner and work well together © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 102

103. Demand Management • Best practice process to • Understand the customer’s changing demand for each service • Influence the demand © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 103

104. Financial Management • Best practice process for financial management – including budgeting, securing funding, accounting and charging of services. © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 104

105. Service Portfolio Management • Best practice process to decide and oversee the implementation and operation of the suite of services to provide for the customer. © Crown Copyright 2011 Reproduced under license from the cabinet office 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 105

106. Acknowledgements & Notices • ITIL® are registered trade marks of AXELOS Ltd • The Swirl logo™ is a trade mark of the AXELOS Ltd • Quoted text is from ITIL® Service Strategy, ITIL® Service Design, ITIL® Service Transition, ITIL® Service Operation and ITIL® Continual Service Improvement all © Crown Copyright 2011. Reproduced under licence from the Cabinet Office. • © 2013 NUS unless otherwise stated. 24/03/2016 12:35 pm - itil and cmmi for service.pptx © 2015 National University of Singapore. All Rights Reserved 106

ITIL and CMMI for service

BoonNam Goh

ITIL and CMMI for service