ITIL Service Design 2011

ITIL
SERVICE DESIGN
Based on ITIL 2011 Service Design publication
Marvin Sirait
March 2017

Topics
Service
Design
Introduction
Service management as a practice
Service design principles
Service design processes
Service design technology-related activities
Organizing for service design
Technology considerations
Implementing service design
Challenges, risks and critical success factors

Service Design
Introduction
Overview
Context
ITIL in relation to other
publications in the Best
Management Practice
portfolio
Why is ITIL so
successful
Chapter summary
Service management as
a practice
Services and service
management
Basic concepts
Governance and
management systems
The service life cycle
Service design
principles
Service design basics
Service design goals
Balanced design
Identifying service
requirements
Identifying and
documenting business
requirements and
drivers
Design activities
Design aspects
The subsequent design
activities
Design constraints
Service oriented
architecture
Service design models
Service design inputs
and outputs
Service design
processes
Design coordination
Service catalogue
management
Service level
management
Availability management
Capacity management
IT service continuity
management
Information security
management
Supplier management
Service design
technology-related
activities
Requirements
engineering
Management of data
and information
Management of
applications
Organizing for service
design
Organizational
development
Functions
Roles
Responsibility model -
RACI
Competence and
training
Technology
considerations
Service design tools
Service management
tools
Implementing service
design
Business impact
analysis
Service level
requirements
Risks to services and
processes
Implementing service
design
Measurement of service
design
Challenges, critical
success factors and risk
Challenges
Risks
Critical success factors
and key performance
indicators

INTRODUCTION
• Overview
• Context
• ITIL in relation to other publications in the Best
Management Practice portfolio
• Why is ITIL so successful
• Chapter summary

Overview
• Purpose
• to design IT services, together with the governing IT practices,
processes and policies, to realize the strategy and to facilitate the
introduction of these services into the live environment ensuring
quality service delivery, customer satisfaction and cost-effective
service provision
• Objective
• to design IT services so effectively that minimal improvement
during their lifecycle will be required

Overview
• Value to business
• Reduce total cost of ownership (TCO)
• Improve quality of service
• Improve consistency of service
• Ease the implementation of new or changed services
• Improve service alignment
• Improve service performance
• Improve IT governance
• Improve effectiveness of service management and IT processes
• Improve information and decision-making
• Improve alignment with customer values and
• strategies

Context
• ITIL Service Strategy
• provides guidance on how to view service management not only as an
organizational capability but as a strategic asset
• ITIL Service Design
• provides guidance for the design and development of services and service
management practices
• ITIL Service Transition
• provides guidance for the development and improvement of capabilities for
introducing new and changed services into supported environments
• ITIL Service Operation
• provides guidance on achieving effectiveness and efficiency in the delivery and
support of services to ensure value for the customer, the users and the service
provider
• ITIL Continual Service Improvement
• provides guidance on creating and maintaining value for customers through better
strategy, design, transition and operation of services

ITIL in relation to other publications in the
Best Management Practice portfolio
• ITIL is part of a portfolio of best-practice publications
(known collectively as Best Management Practice or
BMP) aimed at helping organizations and individuals
manage projects, programs and services consistently and
effectively
• BMP publications include:
• Management of Portfolios
• Management of Risk
• Management of Value
• Managing Successful Programmes
• Managing Successful Projects
• Portfolio, Programme and Project Offices

Why is ITIL so successful
• Vendor-neutral
• ITIL service management practices are applicable in any IT
organization because they are not based on any particular technology
platform or industry type.
• Non-prescriptive
• ITIL offers robust, mature and time-tested practices that have
applicability to all types of service organization.
• It continues to be useful and relevant in public and private small,
medium and large enterprises, and within any technical environment.
• Best practice
• ITIL represents the learning experiences and thought leadership of the
world’s best-in-class service providers.

Why is ITIL so successful
• ITIL is adopted by organizations to enable them to:
• Deliver value for customers through services
• Integrate the strategy for services with the business strategy and customer
needs
• Measure, monitor and optimize IT services and service provider performance
• Manage the IT investment and budget
• Manage risk
• Manage knowledge
• Manage capabilities and resources to deliver services effectively and efficiently
• Enable adoption of a standard approach to service management across the
enterprise
• Change the organizational culture to support the achievement of sustained
success
• Improve the interaction and relationship with customers
• Coordinate the delivery of goods and services across the value network
• Optimize and reduce costs.

Chapter summary
• Service management as a practice
• explains the concepts of service management and services, and
describes how these can be used to create value
• Service design principles
• describes some of the key principles of service design that will enable
service providers to plan and implement best practice in service design
• Service design processes
• sets out the processes and activities on which effective service design
depends and how they integrate with the other stages of the lifecycle
• Service design technology-related activities
• considers the technology-related activities of requirement engineering
and the development of technology architectures

Chapter summary
• Organizing for service design
• identifies the organizational roles and responsibilities that should be
considered to manage the service design lifecycle stage and
processes
• Technology considerations
• provides recommendations for the use of technology in service design
and the basic requirements a service provider will need to consider
when choosing service management tools
• Implementing service design
• outlines effective ways to implement the service design lifecycle stage
• Challenges, risks and critical success factors
• discusses typical examples of challenges, risks and critical success
factors for the service design lifecycle stage

SERVICE MANAGEMENTAS A
PRACTICE
• Services and service management
• Basic concepts
• Governance and management systems
• The service lifecycle

Services and service management
• Services
• means of delivering value to customers by facilitating the outcomes
customers want to achieve without the ownership of specific costs and
risks
• Outcome
• The result of carrying out an activity, following a process, or delivering
an IT service etc. The term is used to refer to intended results, as well
as to actual results.
• Core services
• deliver the basic outcomes desired by one or more customers.
• Enabling services
• needed in order for a core service to be delivered.
• Enhancing services
• added to a core service to make it more exciting or enticing to the
customer.

• Service management
• a set of specialized organizational capabilities for providing value to
customers in the form of services.
• Service provider
• An organization supplying services to one or more internal or
external customers.
• IT service management (ITSM)
• The implementation and management of quality IT services that
meet the needs of the business. IT service management is
performed by IT service providers through an appropriate mix of
people, process and information technology.
• IT service provider
• A service provider that provides IT services to internal or external
customers.

• A service level agreement (SLA) is used to document
agreements between an IT service provider and a
customer. An SLA describes the IT service, documents
service level targets, and specifies the responsibilities of
the IT service provider and the customer.
• Main types of service provider
• Type I – internal service provider
• An internal service provider that is embedded within a business unit.
There may be several Type I service providers within an organization.
• Type II – shared services unit
• An internal service provider that provides shared IT services to more
than one business unit.
• Type III – external service provider
• A service provider that provides IT services to external customers

• Within the service provider organization there are many
different stakeholders including the functions, groups and
teams that deliver the services.
• There are also many stakeholders external to the service
provider organization, for example:
• Customers
• Those who buy goods or services. The customer of an IT service provider is
the person or group who defines and agrees the service level targets.
• Users
• Those who use the service on a day-today basis. Users are distinct from
customers, as some customers do not use the IT service directly.
• Suppliers
• Third parties responsible for supplying goods or services that are required to
deliver IT services. Examples of suppliers include commodity hardware and
software vendors, network and telecom providers, and outsourcing
organizations.

• The value of a service is created by combining two
primary elements: utility (fitness for purpose) and warranty
(fitness for use).
• Utility
• functionality offered by a product or service to meet a particular
need
• Warranty
• assurance that a product or service will meet its agreed
requirements
• Utility is what the service does, and warranty is how it is
delivered.

• Public frameworks and standards are attractive when
compared with proprietary knowledge for the following reasons:
• Proprietary knowledge is deeply embedded in organizations and
therefore difficult to adopt, replicate or even transfer with the
cooperation of the owners.
• Proprietary knowledge is customized for the local context and the
specific needs of the business to the point of being idiosyncratic.
• Owners of proprietary knowledge expect to be rewarded for their
investments.
• Publicly available frameworks and standards such as ITIL, LEAN, Six
Sigma, COBIT, CMMI, PRINCE2, PMBOK®, ISO 9000, ISO/IEC 20000
and ISO/IEC 27001 are validated across a diverse set of environments
and situations rather than the limited experience of a single
organization.
• The knowledge of public frameworks is more likely to be widely
distributed among a large community of professionals through publicly
available training and certification.

Basic concepts
• Asset
• Any resource or capability.
• Customer asset
• Any resource or capability used by a customer to achieve a business outcome.
• Service asset
• Any resource or capability used by a service provider to deliver services to a
customer.
• There are two types of asset used by both service providers and
customers – resources and capabilities. Organizations use them to
create value in the form of goods and services.
• Resources
• direct inputs for production.
• Capabilities
• organization’s ability to coordinate, control and deploy resources to produce
value.

Basic concepts
• Process
• structured set of activities designed to accomplish a specific objective.
A process takes one or more defined inputs and turns them into
defined outputs.
• Process characteristics include:
• Measurability
• We are able to measure the process in a relevant manner.
• Specific results
• The reason a process exists is to deliver a specific result. This result must
be individually identifiable and countable.
• Customers
• Every process delivers its primary results to a customer or stakeholder.
• Responsiveness to specific triggers
• While a process may be ongoing or iterative, it should be traceable to a
specific trigger.

Basic concepts
• Function
• team or group of people and the tools or other resources they use
to carry out one or more processes or activities
• Role
• a set of responsibilities, activities and authorities granted to a
person or team
• Organizational culture
• set of shared values and norms that control the service provider’s
interactions with all stakeholders.

Basic concepts
• Service portfolio
• complete set of services that is managed by a service provider and
represents the service provider’s commitments and investments
across all customers and market spaces
• represents all the resources presently engaged or being released
in various stages of the service lifecycle:
• Service pipeline
• All services that are under consideration or development, but are not yet
available to customers.
• Service catalogue
• All live IT services, including those available for deployment.
• Retired services
• All services that have been phased out or retired.

Basic concepts
• Service providers often find it useful to distinguish
customer-facing services from supporting services:
• Customer-facing services
• IT services that are visible to the customer. These are normally services
that support the customer’s business processes and facilitate one or
more outcomes desired by the customer.
• Supporting services
• IT services that support or ‘underpin’ the customer-facing services.
These are typically invisible to the customer, but are essential to the
delivery of customer-facing IT services.

Basic concepts
• Implementing an SKMS enables effective decision support and
reduces the risks that arise from a lack of proper mechanisms.
• Layers:
• Presentation layer
• enables searching, browsing, retrieving, updating, subscribing and
collaboration. The different views onto the other layers are suitable for
different audiences.
• Knowledge processing layer
• where the information is converted into useful knowledge which enables
decision-making.
• Information integration layer
• provides integrated information that may be gathered from data in multiple
sources in the data layer.
• Data layer
• includes tools for data discovery and data collection, and data items in
unstructured and structured forms.

Governance and management systems
• Governance is the single overarching area that ties IT and
the business together, and services are one way of
ensuring that the organization is able to execute that
governance.
• Governance is what defines the common directions,
policies and rules that both the business and IT use to
conduct business.
• Governance insures that policies and strategy are actually
implemented, and that required processes are correctly
followed.
• Governance includes defining roles and responsibilities,
measuring and reporting, and taking actions to resolve
any issues identified.

Governance and management systems
• Governance
• ensures that policies and strategy are actually implemented, and
that required processes are correctly followed.
• includes defining roles and responsibilities, measuring and
reporting, and taking actions to resolve any issues identified.
• Management systems (ISO 9001):
• The framework of policy, processes, functions, standards,
guidelines and tools that ensures an organization or part of an
organization can achieve its objectives.
• ISO management system standards use the Plan-Do-
Check-Act (PDCA) cycle.
• ISO/IEC 20000 is an internationally recognized standard
that allows organizations to demonstrate excellence and
prove best practice in ITSM.

The service lifecycle
• Specialization and coordination across the lifecycle
• Specialization allows for expert focus on components of the service
but components of the service also need to work together for value
• Coordination across the lifecycle creates an environment focused
on business and customer outcomes instead of just IT objectives
and projects
• Specialization combined with coordination helps to manage
expertise, improve focus and reduce overlaps and gaps in
processes
• Processes through the service lifecycle
• Service management is more effective if people have a clear
understanding of how processes interact throughout the service
lifecycle, within the organization and with other parties (users,
customers, suppliers).

SERVICE DESIGN PRINCIPLES
• Service design basics
• Service design goals
• Balanced design
• Identifying service requirements
• Identifying and documenting business requirements and drivers
• Design activities
• Design aspects
• The subsequent design activities
• Design constraints
• Service oriented architecture
• Service design models
• Service design inputs and outputs

Service design basics
• A holistic approach should be adopted for all service design aspects
and areas to ensure consistency and integration within all activities
and processes across the entire IT technology, providing end-to-end
business-related functionality and quality.
• Aspects of service design
• Service solutions for new or changed services
• Management information systems and tools
• Technology architectures and management architectures
• The processes required
• Measurement methods and metrics
• 4 Ps of service design:
• People
• Processes
• Products (services, technology and tools)
• Partners (suppliers, manufacturers and vendors)

• Design services to satisfy business objectives and align with business
needs, based on the quality, compliance, risk and security requirements,
delivering more effective and efficient IT and business solutions by
coordinating all design activities for IT services to ensure consistency
and business focus
• Design services that can be easily and efficiently developed and
enhanced within appropriate timescales and costs, and, wherever
possible, reduce, minimize or constrain the long-term costs of service
provision
• Design an efficient and effective service management system, including
processes for the design, transition, operation and improvement of high-
quality IT services, together with the supporting tools, systems and
information, especially the service portfolio, to manage services through
their lifecycle
• Identify and manage risks so that they can be removed or mitigated
before services go live
• Design secure and resilient IT infrastructures, environments, applications
and data/ information resources and capability that meet the current and
future needs of the business and customers

• Design measurement methods and metrics for assessing the
effectiveness and efficiency of the design processes and their
deliverables
• Produce and maintain IT plans, processes, policies, architectures,
frameworks and documents for the design of quality IT solutions, to
meet current and future agreed business needs
• Assist in the development of policies and standards in all areas of
design and planning of IT services and processes, receiving and
acting on feedback on design processes from all other areas and
incorporating the actions into a continual process of improvement
• Develop the skills and capability within IT by moving strategy and
design activities into operational tasks, making effective and efficient
use of all IT service resources
• Contribute to the improvement of the overall quality of IT service
within the imposed design constraints, especially by reducing the
need for reworking and enhancing services once they have been
implemented in the live environment.

Balanced design
• Functionality
• The service or product and everything that is part of the service and
its provision
• Resources
• The people, technology and money available for the effort
• Schedule
• The timescales for completion.

Identifying service requirements
• The scalability of the service to meet future requirements, in support
of the long-term business objectives
• The business processes and business units supported by the service
• The IT service and the agreed business requirements for functionality
(i.e. utility)
• The service itself and its SLR or SLA (addressing warranty)
• The technology components used to deploy and deliver the service,
including the infrastructure, the environment, the data and the
applications
• The internally delivered supporting services and components and
their associated OLAs
• The externally supplied supporting services and components and
their associated underpinning contracts, which will often have their
own related agreements and/or schedules
• The performance measurements and metrics required
• The legislated or required security levels
• Sustainability requirements

Identifying and documenting business
requirements and drivers
• The business information needs to be obtained and
agreed in three main areas to maintain service alignment:
• Information on the requirements of existing services
• Information on the requirements of new services
• Information on the requirements for retiring services

Identifying and documenting business
requirements and drivers
• This business requirements stage should consist of:
• Appointment of a project manager, the creation of a project team and
the agreement of project governance by the application of a formal,
structured project methodology
• Identification of all stakeholders, including the documentation of all
requirements from all stakeholders and the stakeholder benefits they
will obtain from the implementation
• Requirements analysis, prioritization, agreement and documentation
• Determination and agreement of outline budgets and business
benefits.
• Resolution of the potential conflict between business units and
agreement on corporate requirements
• Sign-off processes for the agreed requirements and a method for
agreeing and accepting changes to the agreed requirements.
• Development of a customer engagement plan, outlining the main
relationships between IT and the business and how these relationships
and necessary communication to wider stakeholders will be managed

Design activities
• All design activities are triggered by changes in business
needs or service improvements
• A structured and holistic approach to the design activities
should be adopted to ensure consistency and integration
is achieved throughout the IT service provider
organization, within all design activities
• Architectures and designs should be kept clear, concise,
simple and relevant. All too often, designs and
architectures are complex and theoretical and do not
relate to the ‘real world’.

Design aspects
• Service solutions for new or changed services
• Management information systems and tools
• Technology architectures and management architectures
• The processes required
• Measurement methods and metrics

The subsequent design activities
• Evaluation of alternative solutions
• Procurement of the preferred solution
• Developing the service solution

Design constraints
• The primary constraints that determine the boundaries of a service
solution design are the utility and warranty desired by the customer
• Other constraints:
• Resource
• Copyrights, patents and trademarks
• Values and ethics
• Technology
• Compliance with standards and regulations
• Existing commitments
• Capability
• Comparative unit costs
• Policy, governance etc.
• Design is the art of gradually applying constraints until only one
solution remains.

Service oriented architecture
• SOA is defined by OASIS (Organization for the
Advancement of Structured Information Standards;
www.oasis-open.org) as:
• ‘A paradigm for organizing and utilizing distributed capabilities that
may be under the control of different ownership domains. It
provides a uniform means to offer, discover, interact with and use
capabilities to produce desired effects consistent with measurable
preconditions and expectations.’
• Wherever possible, IT service provider organizations
should use the SOA approach and principles to develop
flexible, reusable IT services that are common and can be
shared and exploited across many different areas of the
business

• The model selected for the design of IT services will
depend mainly on the model selected for the delivery of IT
services
• Delivery model options
• Insourcing
• Outsourcing
• Co-sourcing or multi-sourcing
• Partnership
• Business process outsourcing
• Application service provision
• Knowledge process outsourcing
• Cloud
• Multi-vendor sourcing

• Selecting service delivery strategies
• The delivery strategies are relevant to both the design and transition
stages of the service lifecycle as well as the operation stage
• Design and development approaches
• Aspects of the various service development lifecycle (SDLC)
approaches:
• The structure (e.g. milestones/stages/phases)
• The activities (e.g. the workflows or detailed steps/tasks described
within an approach)
• The primary models associated with the chosen method, typically giving
a process perspective, a data perspective, an event perspective and,
often, a user perspective

Service design inputs and outputs
• The main inputs to service design are requirements for
new or changed services.
• The main output of service design is the service design
package, which includes all of the information needed to
manage the entire lifecycle of a new or changed service

SERVICE DESIGN PROCESSES
• Design coordination
• Service catalogue management
• Service level management
• Availability management
• Capacity management
• IT service continuity management
• Information security management
• Supplier management

Design coordination
• Purpose
• to ensure the goals and objectives of the service design stage are
met by providing and maintaining a single point of coordination and
control for all activities and processes within this stage of the
service lifecycle

Design coordination
• Objectives
• Ensure the consistent design of appropriate services, service management
information systems, architectures, technology, processes, information and metrics
to meet current and evolving business outcomes and requirements
• Coordinate all design activities across projects, changes, suppliers and support
teams, and manage schedules, resources and conflicts where required
• Plan and coordinate the resources and capabilities required to design new or
changed services
• Produce service design packages (SDPs) based on service charters and change
requests
• Ensure that appropriate service designs and/or SDPs are produced and that they
are handed over to service transition as agreed
• Manage the quality criteria, requirements and handover points between the service
design stage and service strategy and service transition
• Ensure that all service models and service solution designs conform to strategic,
architectural, governance and other corporate requirements
• Improve the effectiveness and efficiency of service design activities and processes
• Ensure that all parties adopt a common framework of standard, reusable design
practices in the form of activities, processes and supporting systems, whenever
appropriate
• Monitor and improve the performance of the service design lifecycle stage.

Design coordination
• Scope
• Assisting and supporting each project or other change through all the
service design activities and processes
• Maintaining policies, guidelines, standards, budgets, models,
resources and capabilities for service design activities and processes
• Coordinating, prioritizing and scheduling of all service design
resources to satisfy conflicting demands from all projects and changes
• Planning and forecasting the resources needed for the future demand
for service design activities
• Reviewing, measuring and improving the performance of all service
design activities and processes
• Ensuring that all requirements are appropriately addressed in service
designs, particularly utility and warranty requirements
• Ensuring the production of service designs and/or SDPs and their
handover to service transition.

Design coordination
• Achieve the intended business value of services through design at
acceptable risk and cost levels
• Minimize rework and unplanned labor costs associated with reworking
design issues during later service lifecycle stages
• Support the achievement of higher customer and user satisfaction and
improved confidence in IT and in the services received
• Ensure that all services conform to a consistent architecture, allowing
integration and data exchange between services and systems
• Provide improved focus on service value as well as business and
customer outcomes
• Develop improved efficiency and effectiveness of all service design
activities and processes, thereby supporting higher volumes of
successful change delivered in a timely and cost-effective manner
• Achieve greater agility and better quality in the design of service
solutions, within projects and major changes.

Design coordination
• Activities
• Overall lifecycle stage activities
• Define and maintain policies and methods
• Plan design resources and capabilities
• Coordinate design activities
• Manage design risks and issues
• Improve service design
• Individual design activities
• Plan individual designs
• Coordinate individual designs
• Monitor individual designs
• Review designs and ensure handover of SDPs

Design coordination
• Inputs
• Service charters for new or significantly changed services
• Change requests from any stages of the service lifecycle
• Change records and authorized changes
• Business information from the organization’s business and IT strategy, plans and financial plans,
and information on their current and future requirements
• Business impact analysis, providing information on the impact, priority and risk associated with
each service or changes to service requirements
• The service portfolio, including the service catalogue and the business requirements for new or
changed services in terms of service packages and service options
• The IT strategy and any associated constraints and resource limitations
• Governance requirements
• Corporate, legal and regulatory policies and requirements
• The program and project schedule
• The schedule of change
• The configuration management system (CMS)
• Feedback from all other processes
• The enterprise architecture
• Management systems
• Measurement and metrics methods
• Processes.

Design coordination
• Outputs
• A comprehensive and consistent set of service designs and SDPs
• A revised enterprise architecture
• Revised management systems
• Revised measurement and metrics methods
• Revised processes
• Service portfolio updates
• Updates to change records.

Service catalogue management
• Purpose
• to provide and maintain a single source of consistent information on all
operational services and those being prepared to be run operationally,
and to ensure that it is widely available to those who are authorized to
access it
• Objectives
• Manage the information contained within the service catalogue
• Ensure that the service catalogue is accurate and reflects the current
details, status, interfaces and dependencies of all services that are
being run, or being prepared to run, in the live environment, according
to the defined policies
• Ensure that the service catalogue is made available to those approved
to access it in a manner that supports their effective and efficient use
of service catalogue information
• Ensure that the service catalogue supports the evolving needs of all
other service management processes for service catalogue
information, including all interface and dependency information.

• Scope
• Contribution to the definition of services and service packages
• Development and maintenance of service and service package
descriptions appropriate for the service catalogue
• Production and maintenance of an accurate service catalogue
• Interfaces, dependencies and consistency between the service
catalogue and the overall service portfolio
• Interfaces and dependencies between all services and supporting
services within the service catalogue and the CMS
• Interfaces and dependencies between all services, and supporting
components and configuration items (CIs) within the service
catalogue and the CMS.

• Ensure a common understanding of IT services and improved
relationships between the customer and service provider by
utilizing the service catalogue as a marketing and communication
tool
• Improve service provider focus on customer outcomes by
correlating internal service provider activities and service assets to
business processes and outcomes
• Improve efficiency and effectiveness of other service management
processes by leveraging the information contained in or connected
to the service catalogue
• Improve knowledge, alignment and focus on the ‘business value’ of
each service throughout the service provider organization and its
activities.

• The service catalogue is a database or structured
document with information about all live IT services,
including those available for deployment.
• The service catalogue is the only part of the service
portfolio published to customers and is used to support
the sale and delivery of IT services.
• The service catalogue includes information about
deliverables, prices, contact points, ordering and request
processes.

• Hierarchy of services
• Customer-facing services
• IT services that are seen by the customer. These are typically services that support the
customer’s business units/business processes, directly facilitating some outcome or
outcomes desired by the customer.
• Supporting services
• IT services that support or ‘underpin’ the customer-facing services. These are typically
invisible to the customer, but essential to the delivery of customer-facing IT services.
• Views
• The business/customer service catalogue view
• This contains details of all the IT services delivered to the customers (customer-facing
services), together with relationships to the business units and the business processes
that rely on the IT services. This is the customer view of the service catalogue. In other
words, this is the service catalogue for the business to see and use.
• The technical/supporting service catalogue view
• This contains details of all the supporting IT services, together with relationships to the
customer-facing services they underpin and the components, CIs and other supporting
services necessary to support the provision of the service to the customers.

• Activities
• Agreeing and documenting a service definition and description for
each service with all relevant parties
• Interfacing with service portfolio management to agree the contents of
the service portfolio and service catalogue
• Producing and maintaining an accurate service catalogue and its
contents, in conjunction with the overall service portfolio Interfacing
with the business and ITSCM on the dependencies of business units
and their business processes with the customer-facing IT services
contained within the service catalogue
• Interfacing with support teams, suppliers and service asset and
configuration management on interfaces and dependencies between
IT services and the supporting services, components and Cis
contained within the service catalogue
• Interfacing with business relationship management and SLM to ensure
that the information is aligned to the business and business process.

• Inputs
• Business information from the organization’s business and IT
strategy, plans and financial plans, and information on their current
and future requirements from the service portfolio
• BIA, providing information on the impact, priority and risk
associated with each service or changes to service requirements
• Business requirements: details of any agreed, new or changed
business requirements from the service portfolio
• The service portfolio and all related data and documents
• The CMS
• RFCs
• Feedback from all other processes.

• Outputs
• The documentation and agreement of a ‘definition of the service’
• Updates to the service portfolio: should contain the current status of
all services and requirements for services
• Updates to RFCs
• The service catalogue: should contain the details and the current
status of every live service provided by the service provider or
service being transitioned into the live environment, together with
the interfaces and dependencies.

Service level management
• Purpose
• to ensure that all current and planned IT services are delivered to agreed
achievable targets
• Objectives
• Define, document, agree, monitor, measure, report and review the level of IT
services provided and instigate corrective measures whenever appropriate
• Provide and improve the relationship and communication with the business
and customers in conjunction with business relationship management
• Ensure that specific and measurable targets are developed for all IT services
• Monitor and improve customer satisfaction with the quality of service delivered
• Ensure that IT and the customers have a clear and unambiguous expectation
of the level of service to be delivered
• Ensure that even when all agreed targets are met, the levels of service
delivered are subject to proactive, cost-effective continual improvement.

• Scope
• Cooperation with the business relationship management process: this includes development of
relationships with the business as needed to achieve the SLM process objectives
• Negotiation and agreement of future service level requirements and targets, and the
documentation and management of SLRs for all proposed new or changed services
• Negotiation and agreement of current service level requirements and targets, and the
documentation and management of SLAs for all operational services
• Development and management of appropriate OLAs to ensure that targets are aligned with SLA
targets
• Review of all supplier agreements and underpinning contracts with supplier management to
ensure that targets are aligned with SLA targets
• Proactive prevention of service failures, reduction of service risks and improvement in the quality
of service, in conjunction with all other processes
• Reporting and management of all service level achievements and review of all SLA breaches
• Periodic review, renewal and/or revision of SLAs, service scope and OLAs as appropriate
• Identifying improvement opportunities for inclusion in the CSI register
• Reviewing and prioritizing improvements in the CSI register
• Instigating and coordinating SIPs for the management, planning and implementation of service
and process improvements.

• provides a consistent interface to the business for all service-level-
related issues.
• provides the business with the agreed service targets and the
required management information to ensure that those targets have
been met.
• provides feedback on the cause of the breach and details of the
actions taken to prevent the breach from recurring.
• provides a reliable communication channel and a trusted
relationship with the appropriate customers and business
representatives at a tactical level.

• Activities
• Determining, negotiating, documenting and agreeing requirements for new or
changed services in SLRs, and managing and reviewing them through the service
lifecycle into SLAs for operational services
• Monitoring and measuring service performance achievements of all operational
services against targets within SLAs
• Producing service reports
• Conducting service reviews, identifying improvement opportunities for inclusion in
the CSI register, and managing appropriate SIPs
• Collating, measuring and improving customer satisfaction, in cooperation with
business relationship management
• Reviewing and revising SLAs, service scope, and OLAs
• Assisting supplier management to review and revise underpinning contracts or
agreements
• Developing and documenting contacts and relationships with the business,
customers and other stakeholders, in cooperation with the business relationship
management process
• Logging and managing complaints and compliments, in cooperation with business
relationship management
• Providing appropriate management information to aid performance management
and demonstrating service achievement.

• SLA frameworks:
• Service-based SLA (covers one service for all customers of that
service)
• Customer-based SLA (agreement with an individual customer
group, covering all the services they use)
• Multi level SLA
• Corporate level
• Customer level
• Service level

• Inputs:
• Business information
• Business impact analysis
• Business requirements
• The strategies, policies and constraints from Service Strategy
• The Service Portfolio and Service Catalogue
• Change information
• CMS: containing information on the relationships between the
business services, the supporting services and the technology
• Customer and user feedback, complaints and compliments

• Outputs:
• Service reports
• Service improvement plan (SIP)
• Service quality plan
• Document templates
• Service level agreements (SLA)
• Service level requirements (SLR)
• Operational level agreements (OLA)
• Reports on OLAs and underpinning contracts
• Service review meeting minutes and actions
• SLA review and service scope review meeting minutes
• Revised contracts

• Purpose
• to ensure that the level of availability delivered in all IT services meets the
agreed availability needs and/or service level targets in a cost-effective and
timely manner
• Objectives
• Produce and maintain an appropriate and up-to-date availability plan that
reflects the current and future needs of the business
• Provide advice and guidance to all other areas of the business and IT on all
availability-related issues
• Ensure that service availability achievements meet all their agreed targets by
managing services and resources-related availability performance
• Assist with the diagnosis and resolution of availability-related incidents and
problems
• Assess the impact of all changes on the availability plan and the availability of
all services and resources
• Ensure that proactive measures to improve the availability of services are
implemented wherever it is cost-justifiable to do so.

• Scope
• Monitoring of all aspects of availability, reliability and maintainability of IT services and the
supporting components, with appropriate events, alarms and escalation, with automated scripts
for recovery
• Maintaining a set of methods, techniques and calculations for all availability measurements,
metrics and reporting
• Actively participating in risk assessment and management activities
• Collecting measurements and the analysis and production of regular and ad hoc reports on
service and component availability
• Understanding the agreed current and future demands of the business for IT services and their
availability
• Influencing the design of services and components to align with business availability needs
• Producing an availability plan that enables the service provider to continue to provide and
improve services in line with availability targets defined in SLAs, and to plan and forecast future
availability levels required, as defined in SLRs
• Maintaining a schedule of tests for all resilience and fail-over components and mechanisms
• Assisting with the identification and resolution of any incidents and problems associated with
service or component unavailability
• Proactively improving service or component availability wherever it is cost-justifiable and meets
the needs of the business.

• ensures that the availability of systems and services matches the
evolving agreed needs of the business
• directly influence customer satisfaction and the reputation of the
business

• Levels
• Service availability
• This involves all aspects of service availability and unavailability and the
impact of component availability, or the potential impact of component
unavailability on service availability.
• Component availability
• This involves all aspects of component availability and unavailability.

• Aspects
• Availability
• the ability of a service, component or CI to perform its agreed function
when required
• Reliability
• a measure of how long a service, component or CI can perform its
agreed function without interruption
• Maintainability
• a measure of how quickly and effectively a service, component or CI
can be restored to normal working after a failure
• Serviceability
• the ability of a third-party supplier to meet the terms of its contract

• Activities
• Reactive activities
• These involve the monitoring, measuring, analysis and management of
all events, incidents and problems involving unavailability. These
activities are principally performed as part of the operational roles.
• Proactive activities
• These involve the proactive planning, design and improvement of
availability. These activities are principally performed as part of the
design and planning roles.

• Inputs
• Business impact information
• Reports and registers
• Service information
• Financial information
• Change and release information
• Service asset and configuration management
• Service targets
• Component information
• Technology information
• Past performance
• Unavailability and failure information
• Planning information

• Outputs
• The availability MIS (AMIS)
• The availability plan for the proactive improvement of IT services and technology
• Availability and recovery design criteria and proposed service targets for new or changed
services
• Service availability, reliability and maintainability reports of achievements against targets,
including input for all service reports
• Component availability, reliability and maintainability reports of achievements against targets
• Revised risk assessment reviews and reports and an updated risk register
• Monitoring, management and reporting requirements for IT services and components to ensure
that deviations in availability, reliability and maintainability are detected, actioned, recorded and
reported
• An availability management test schedule for testing all availability, resilience and recovery
mechanisms
• The planned and preventive maintenance schedules
• Contributions for the PSO to be created by change in collaboration with release and deployment
management
• Details of the proactive availability techniques and measures that will be deployed to provide
additional resilience to prevent or minimize the impact of component failures on the IT service
availability
• Improvement actions for inclusion within the SIP.

Capacity management
• Purpose
• to ensure that the capacity of IT services and the IT infrastructure meets the
agreed capacity and performance-related requirements in a cost-effective and
timely manner
• Objectives
• Produce and maintain an appropriate and up-to-date capacity plan, which
reflects the current and future needs of the business
capacity- and performance-related issues
• Ensure that service performance achievements meet all of their agreed targets
by managing the performance and capacity of both services and resources
• Assist with the diagnosis and resolution of performance- and capacity-related
incidents and problems
• Assess the impact of all changes on the capacity plan, and the performance
and capacity of all services and resources
• Ensure that proactive measures to improve the performance of services are
implemented wherever it is cost-justifiable to do so.

Capacity management
• Scope
• Monitoring patterns of business activity through performance, utilization and
throughput of IT services and the supporting infrastructure, environmental, data
and applications components and the production of regular and ad hoc reports
on service and component capacity and performance
• Undertaking tuning activities to make the most efficient use of existing IT
resources
• Understanding the agreed current and future demands being made by the
customer for IT resources, and producing forecasts for future requirements
• Influencing demand in conjunction with the financial management for IT
services and demand management processes
• Producing a capacity plan that enables the service provider to continue to
provide services of the quality defined in SLAs and that covers a sufficient
planning timeframe to meet future service levels required as defined in the
service portfolio and SLRs
• Assisting with the identification and resolution of any incidents and problems
associated with service or component capacity or performance
• The proactive improvement of service or component performance, wherever it
is cost justifiable and meets the needs of the business.

Capacity management
• Improving the performance and availability of IT services the business
needs by helping to reduce capacity- and performance-related
incidents and problems
• Ensuring required capacity and performance are provided in the most
cost-effective manner
• Contributing to improved customer satisfaction and user productivity
by ensuring that all capacity- and performance- related service levels
are met
• Supporting the efficient and effective design and transition of new or
changed services through proactive capacity management activities
• Improving the reliability of capacity-related budgeting through the use
of a forward-looking capacity plan based on a sound understanding of
business needs and plans
• Improving the ability of the business to follow an environmentally
responsible strategy by using green technologies and techniques in
capacity management.

Capacity management
• Sub process:
• Business capacity management
• translates business needs and plans into requirements for service and
IT infrastructure, ensuring that the future business requirements for IT
services are quantified, designed, planned and implemented in a timely
fashion
• Service capacity management
• management, control and prediction of the end-to-end performance and
capacity of the live, operational IT services usage and workloads
• Component capacity management
• management, control and prediction of the performance, utilization and
capacity of individual IT technology components

Capacity management
• Proactive activities
• Pre-empting performance issues by taking the necessary actions
before they occur
• Producing trends of the current component utilization and estimating
the future requirements, using trends and thresholds for planning
upgrades and enhancements
• Modeling and trending the predicted changes in IT services (including
service retirements), and identifying the changes that need to be made
to services and components of the IT infrastructure and applications to
ensure that appropriate resource is available
• Ensuring that upgrades are budgeted, planned and implemented
before SLAs and service targets are breached or performance issues
occur
• Actively seeking to improve service performance wherever it is cost-
justifiable
• Producing and maintaining a capacity plan that reflects all trends,
predicted changes, future requirements and plans for meeting them
• Tuning (optimizing) the performance of services and components.

Capacity management
• Reactive activities
• Monitoring, measuring, reporting and reviewing the current
performance of both services and components
• Responding to all capacity-related ‘threshold’ events and instigating
corrective action
• Reacting to and assisting with specific performance issues

Capacity management
• Inputs
• Service and IT information
• Component performance and capacity information
• Service performance issue
• Performance information
• CMS
• Workload information

Capacity management
• Outputs
• CMIS
• Capacity plan
• Service performance information and reports
• Workload analysis and reports
• Ad hoc capacity and performance reports
• Forecasts and predictive reports
• Thresholds, alerts and events
• Improvement actions

IT service continuity management
• Purpose
• to support the overall business continuity management (BCM)
process by ensuring that, by managing the risks that could
seriously affect IT services, the IT service provider can always
provide minimum agreed business continuity-related service levels.

• Objectives
• Produce and maintain a set of IT service continuity plans that support the
overall business continuity plans of the organization
• Complete regular BIA exercises to ensure that all continuity plans are
maintained in line with changing business impacts and requirements
• Conduct regular risk assessment and management exercises to manage IT
services within an agreed level of business risk in conjunction with the
business and the availability management and information security
management processes
continuity-related issues
• Ensure that appropriate continuity mechanisms are put in place to meet or
exceed the agreed business continuity targets
• Assess the impact of all changes on the IT service continuity plans and
supporting methods and procedures
• Ensure that proactive measures to improve the availability of services are
implemented wherever it is cost-justifiable to do so
• Negotiate and agree contracts with suppliers for the provision of the necessary
recovery capability to support all continuity plans in conjunction with the
supplier management process.

• Scope
• The agreement of the scope of the ITSCM process and the policies adopted
• BIA to quantify the impact loss of IT service would have on the business
• Risk assessment and management – the risk identification and risk
assessment to identify potential threats to continuity and the likelihood of the
threats becoming reality. This also includes taking measures to manage the
identified threats where this can be cost justified. The approach to managing
these threats will form the core of the ITSCM strategy and plans
• Production of an overall ITSCM strategy that must be integrated into the BCM
strategy. This can be produced following the BIA and the development of the
risk assessment, and is likely to include elements of risk reduction as well as
selection of appropriate and comprehensive recovery options
• Production of an ITSCM plan, which again must be integrated with the overall
BCM plans
• Testing of the plans
• Ongoing operation and maintenance of the plans.

• provides an invaluable role in supporting the BCM process.
• raise awareness of continuity requirements and is often used to
justify and implement a BCM process and business continuity plans

• ITSCM lifecycle:
• Initiation
• Policy setting
• Define scope and specify terms of reference
• Initiate a project
• Allocating resources
• Defining the project organization and control structure
• Agreeing project and quality plans
• Requirements and strategy
• Requirements - business impact analysis
• Requirements - risk assessment
• IT service continuity strategy
• Implementation
• Develop IT service continuity plans and procedures
• Organization planning
• Risk reduction / recovery arrangement implementation
• Initial testing
• Ongoing operation
• Education, awareness and training
• Review and audit
• Testing
• Change management
• Invocation

• Inputs
• IT information
• A business continuity strategy and a set of business continuity
plans
• CMS
• Business continuity management and availability management
testing schedules
• Capacity management information identifying the resources
required to run the critical services in the event of a continuity event
• IT service continuity plans and test reports from supplier and
partners, where appropriate.

• Outputs
• A revised ITSCM policy and strategy
• A set of ITSCM plans, including all crisis management plans,
emergency response plans and disaster recovery plans, together
with a set of supporting plans and contracts with recovery service
providers
• BIA exercises and reports, in conjunction with BCM and the
business
• Risk assessment and management reviews and reports, in
conjunction with the business, availability management and
information security management
• An ITSCM testing schedule
• ITSCM test scenarios
• ITSCM test reports and reviews.

Information security management
• Purpose
• to align IT security with business security and ensure that the
confidentiality, integrity and availability of the organization’s assets,
information, data and IT services always matches the agreed
needs of the business.
• Objective
• to protect the interests of those relying on information, and the
systems and communications that deliver the information, from
harm resulting from failures of confidentiality, integrity and
availability.

• Scope
• The production, maintenance, distribution and enforcement of an
information security policy and supporting security policies
• Understanding the agreed current and future security requirements of
the business and the existing business security policy and plans
• Implementation of a set of security controls that support the
information security policy and manage risks associated with access to
services, information and systems
• Documentation of all security controls, together with the operation and
maintenance of the controls and their associated risks
• Management of suppliers and contracts regarding access to systems
and services, in conjunction with supplier management
• Management of all security breaches, incidents and problems
associated with all systems and services
• The proactive improvement of security controls, and security risk
management and the reduction of security risks
• Integration of security aspects within all other ITSM processes.

• ensures that an information security policy is maintained and
enforced that fulfills the needs of the business security policy and
the requirements of corporate governance
• raises awareness of the need for security within all IT services and
assets throughout the organization, ensuring that the policy is
appropriate for the needs of the organization
• provides assurance of business processes by enforcing
appropriate security controls in all areas of IT and by managing IT
risk in line with business and corporate risk management
processes and guidelines

• Activities:
• Production and maintenance of an overall information security policy and a set
of supporting specific policies
• Communication, implementation and enforcement of the security policies,
including:
• Provision of advice and guidance to all other areas of the business and IT on all
information security-related issues
• Assessment and classification of all information assets and documentation
• Implementation, review, revision and improvement of a set of security controls
and risk assessment and responses, including:
• Assessment of the impact of all changes on information security policies, controls and
measures
• Implementation of proactive measures to improve information security wherever it is in
the business interest and cost-justifiable to do so
• Monitoring and management of all security breaches and major security
incidents
• Analysis, reporting and reduction of the volumes and impact of security
breaches and incidents
• Schedule and completion of security reviews, audits and penetration tests.

• Security measures
• Preventive: security measures are used to prevent a security incident from
occurring. The best-known example of preventive measures is the allocation of
access rights to a limited group of authorized people.
• Reductive: further measures can be taken in advance to minimize any
possible damage that may occur. Familiar examples of reduction measures are
making regular backups and the development, testing and maintenance of
contingency plans.
• Detective: if a security incident occurs, it is important to discover it as soon as
possible – detection. A familiar example of this is monitoring, linked to an alert
procedure. Another example is virus-checking software.
• Repressive: measures are then used to counteract any continuation or
repetition of the security incident. For example, an account or network address
is temporarily blocked after numerous failed attempts to log on or the retention
of a card when multiple attempts are made with a wrong PIN number.
• Corrective: The damage is repaired as far as possible using corrective
measures. For example, corrective measures include restoring the backup, or
returning to a previous stable situation (roll-back, back-out). Fallback can also
been seen as a corrective measure.

• Inputs
• Governance and security
• IT information
• Risk assessment processes and reports
• Details of all security events and breaches
• CMS
• Details of partner and supplier access

• Outputs
• An overall information security management policy, together with a set
of specific security policies
• A security management information system (SMIS), containing all the
information relating to information security management
• Revised security risk assessment processes and reports
• A set of security controls, together with details of the operation and
maintenance and their associated risks
• Security audits and audit reports
• Security test schedules and plans, including security penetration tests
and other security tests and reports
• A set of security classifications and a set of classified information
assets
• Reviews and reports of security breaches and major incidents
• Policies, processes and procedures for managing partners and
suppliers and their access to services and information.

Supplier management
• Purpose
• to obtain value for money from suppliers and to provide seamless
quality of IT service to the business by ensuring that all contracts and
agreements with suppliers support the needs of the business and that
all suppliers meet their contractual commitments
• Objectives
• Obtain value for money from suppliers and contracts
• Ensure that contracts with suppliers are aligned to business needs,
and support and align with agreed targets in SLRs and SLAs, in
conjunction with SLM
• Manage relationships with suppliers
• Manage supplier performance
• Negotiate and agree contracts with suppliers and manage them
through their lifecycle
• Maintain a supplier policy and a supporting supplier and contract
management information system (SCMIS).

Supplier management
• Scope
• Implementation and enforcement of the supplier policy
• Maintenance of an SCMIS
• Supplier and contract categorization and risk assessment
• Supplier and contract evaluation and selection
• Development, negotiation and agreement of contracts
• Contract review, renewal and termination
• Management of suppliers and supplier performance
• Identification of improvement opportunities for inclusion in the CSI
register, and the implementation of service and supplier
improvement plans
• Maintenance of standard contracts, terms and conditions
• Management of contractual dispute resolution
• Management of sub-contracted suppliers.

Supplier management
• to ensure the delivery to the business of end-to-end, seamless,
quality IT services that are aligned to the business’s expectation
• ensures that the business obtains value from supporting supplier
services and that they are aligned with business needs

Supplier management
• Activities
• Definition of new supplier and contract requirements:
• Identify business need and prepare of the business case, including options (internal
and external), costs, timescales, targets, benefits, risk assessment
• Produce a statement of requirement (SoR) and/or invitation to tender (ITT)
• Ensure conformance to strategy/policy
• Evaluation of new suppliers and contracts:
• Identify method of purchase or procurement
• Establish evaluation criteria – for example, services, capability (both personnel and
organization), quality and cost
• Evaluate alternative options
• Select
• Negotiate contracts, targets and the terms and conditions, including responsibilities,
closure, renewal, extension, dispute, transfer
• Agree and award the contract
• Supplier and contract categorization and maintenance of the SCMIS:
• Assess or reassess the supplier and contract
• Ensure changes progressed through service transition
• Categorize the supplier
• Update SCMIS
• Ongoing maintenance of the SCMIS

Supplier management
• Activities (cont.)
• Establishment of new suppliers and contracts:
• Set up the supplier service and contract, within the SCMIS and any other associated
corporate systems
• Transition the service
• Establish contacts and relationships
• Supplier, contract and performance management:
• Manage and control the operation and delivery of service/products
• Monitor and report (service, quality and costs)
• Review and improve (service, quality and costs)
• Manage the supplier and the relationship (communication, risks, changes, failures,
improvements, contacts, interfaces)
• Review, at least annually, service scope against business need, targets and
agreements
• Plan for possible closure/renewal/extension
• Contract renewal or termination:
• Review (determine benefits delivered, ongoing requirement)
• Renegotiate and renew or terminate and/or transfer
• Transition to new supplier(s) or to internal resources.

Supplier management
• Inputs
• Supplier and contract strategy
• Supplier plans and strategies
• Supplier contracts, agreements and targets
• Supplier and contract performance
• IT information
• Performance issues
• CMS

Supplier management
• Outputs
• SCMIS
• Supplier and contract performance information and reports
• Supplier and contract review meeting minutes
• Supplier SIPs
• Supplier survey reports

SERVICE DESIGN TECHNOLOGY-
RELATED ACTIVITIES
• Requirements engineering
• Management of data and information
• Management of applications

Requirements engineering
• Definition
• the approach by which sufficient rigor is introduced into the process of
understanding and documenting the requirements of the business, users and
all other stakeholders, and ensuring traceability of changes to each
requirement
• Types:
• Functional
• those necessary to support a particular business function, business process or to
remove a customer or user constraint
• describe the utility aspects of a service
• Management and operational
• address the need for a responsive, available and secure service, and deal with such
issues as ease of deployment, operability, management needs and security
• describe the warranty aspects of a service.
• Usability
• relate to how easy it is for the user to access and use the service to achieve the
desired outcomes, including addressing the ‘look and feel’ needs of the user

Requirements engineering
• Investigation techniques:
• Interviews
• Workshops
• Observation
• Protocol analysis
• Shadowing
• Scenario analysis
• Prototyping
• Documenting requirements
• Requirements catalogue
• Full requirements documentation

Management of data and information
• Scope:
• Management of data resources
• Management of data/information technology
• Management of information processes
• Management of data standards and policies
• Data classification:
• Operational
• Tactical
• Strategic

Management of applications
• Approaches:
• SDLC
• Feasibility study
• Analysis
• Design
• Testing
• Implementation
• Evaluation
• Maintenance
• takes a global view of all services to ensure the ongoing
maintainability and manageability of the applications

ORGANIZING FOR SERVICE DESIGN
• Organizational development
• Functions
• Roles
• Responsibility model - RACI
• Competence and training

Organizational development
• There is no single best way to organize, and the best
practices described in ITIL need to be tailored to suit
individual organizations and situations

Functions
• Alignment with application development
• Alignment with project management

Roles
• Generic service owner
• Generic process owner
• Generic process manager
• Generic process practitioner
• Design coordination roles
• Design coordination process owner
• Design coordination process manager
• Service catalogue management roles
• SCM process owner
• SCM process manager
• Service level management roles
• SLM process owner
• SLM process manager
• Service owner
• Business relationship manager
• Availability management roles
• AM process owner
• AM process manager

Roles
• Capacity management roles
• CM process owner
• CM process manager
• IT service continuity management roles
• IT SCM process owner
• IT SCM process manager
• Information security management roles
• ISM process owner
• ISM process manager
• Supplier management roles
• SM process owner
• SM process manager
• Other roles
• IT planner
• IT designer/architect

Responsibility model - RACI
• The RACI matrix provides a compact, concise, easy
method of tracking who does what in each process and it
enables decisions to be made with pace and confidence

Competence and training
• Competence and skills for service management
• Awareness of the business priorities, objectives and business drivers
• Awareness of the role IT plays in enabling the business objectives to be met
• Customer service skills
• Awareness of what IT can deliver to the business, including latest capabilities
• The competence, knowledge and information necessary to complete their role
• The ability to use, understand and interpret the best practice, policies and
procedures to ensure adherence.
• Competence and skills framework
• The Skills Framework for the Information Age (SFIA) is an example of a
common reference model for the identification of the skills needed to develop
effective IT services, information systems and technology
• Training
• The official ITIL qualification scheme enables organizations to develop the
competence of their personnel through approved training courses

TECHNOLOGY CONSIDERATIONS
• Service design tools
• Service management tools

Service design tools
• Enable hardware, software, environmental, process and
data design
• Benefit:
• Speeding up the design process
• Ensuring that standards and conventions are followed
• Offering prototyping, modeling and simulation facilities
• Enabling ‘What if?’ scenarios to be examined
• Enabling interfaces and dependencies to checked and correlated
• Validating designs before they are developed and implemented to
ensure that they satisfy and fulfill their intended requirements.

Service management tools
• Some points that organizations should consider when
evaluating Service Management tools include:
• Data structure, data handling and integration
• Integration of multi-vendor infrastructure components, and the need to
absorb new components in the future – these will place particular
demands on the data-handling and modeling capabilities of the tool
• Conformity to international open standards
• Flexibility in implementation, usage and data sharing
• Usability – the ease of use permitted by the user interface
• Support for monitoring service levels
• Distributed clients with a centralized shared database (e.g. client
server)
• Conversion requirements for previously tracked data
• Data backup, control and security
• Support options provided by the tool vendor
• Scalability at increasing of capacity (the number of users, volume of
data and so on).

IMPLEMENTING SERVICE DESIGN
• Business impact analysis
• Service level requirements
• Risks to the services and processes
• Implementing service design
• What is the vision?
• Where are we now?
• Where do we want to be?
• How do we get there?
• Did we get there?
• How do we keep the momentum going?
• Measurement of service design

CHALLENGES, RISKS AND CRITICAL
SUCCESS FACTORS
• Challenges
• Risks
• Critical success factors and key performance indicators

Challenges
• Organizational resistance to change
• Difficulty with documentation and adherence to agreed
practices and processes
• Unclear or changing requirements from the business
• A lack of awareness and knowledge of service and
business targets and requirements

Challenges
• How to overcome
• Understanding the business requirements and the business
priorities and ensuring that these are uppermost in mind when
designing the processes and the services
• Understanding the people and the organizational culture
• Effective communication both for explaining what is happening and
how individuals will be affected and for listening to the requirements
and needs of the individuals
• Involving as many people as possible in the design
• Gaining commitment from senior management as well as from all
levels of staff.

Risks
• If any of the PFSs for Service Design are not met, then the Service Design or Service
Management process will not be successful
• If maturity levels of one process are low, it will be impossible to achieve full maturity in other
processes
• Business requirements are not clear to IT staff
• Business timescales are such that insufficient time is given for proper Service Design
• Insufficient testing, resulting in poor design and therefore poor implementation
• An incorrect balance is struck between innovation, risk and cost while seeking a competitive
edge, where desired by the business
• The fit between infrastructures, customers and partners is not sufficient to meet the overall
business requirements
• A coordinated interface is not provided between IT planners and business planners
• The policies and strategies, especially the Service Management strategy, are not available
from Service Strategy, or its content is not clearly understood
• There are insufficient resources and budget available for Service Design activities
• The risk of services developed in isolation using their ‘own’ assets and infrastructure
• Insufficient time given to the design phase, or insufficient training given to the staff tasked
with the design
• Insufficient engagement or commitment with the application’s functional development,
leading to insufficient attention to Service Design requirements.

CSF and KPI
• Percentage of service design requirement specifications
produced on time (and to budget)
• Percentage of service design plans produced on time
• Percentage of service design packs completed on time
• Percentage of QA and acceptance criteria plans produced
on time
• Accuracy of service design
• Percentage accuracy of the cost estimate of the whole
service design stage
• Accuracy of service level agreement(s), operational level
agreement(s) and contract(s)

ITIL Service Design 2011

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