An introduction to service management (itil)

17,529 views

Published on

Published in: Technology

An introduction to service management (itil)

  1. 1. Chapter 1 : An Introduction To Service Management (ITIL)
  2. 2. The Service Lifecycle
  3. 3. Service Strategy : Goal & ConsiderationsGoal – Provide organizations the ability to design, develop and implement Service Management as a strategic asset and to think and act in a strategic mannerConsiderations Services to Resolve Competing offer and to conflicting Alternatives whom demands Alternatives to Allocate Financial Value for improve Resources Visibility service quality Stakeholders Service Value for Investments Quality customers
  4. 4. Service Strategy : Value To The Business UTILITYPerformance supported? T/F OR Fit forConstraints supported? purpose? AND Value-created T/F Fit for use? Available enough? Capacity enough? AND Continuous enough? T/F Secure enough? WARRANTY
  5. 5. Service Design: Goal & ObjectivesGoal – The main goal of Service Design is the design of new or changed service for introduction into the live environment.Objectives – Take a holistic approach to the design of IT services, including their architectures, processes, policies and documentation, to meet current and future agreed business requirements, functionality and quality – Ensure consistency and integration within all activities and processes across the entire IT technology – Consider all aspects and impact of service including functional, management and operational requirements,
  6. 6. Service Design : Value to the Business• Deliver quality, cost effective services, and to ensure that business requirements are being met• Benefits to the business include: • More effective Improved • Service performance • Quality of service • Service management • Consistency of service • IT processes • Service Alignment • IT Governance • Reduced Total Cost of Ownership • Information and decision (TCO) making •Easier implementation of new or changed services
  7. 7. Service Transition : Goals• Set customer expectations about how the service can be used to enable business processes• Coordinate the release of new service between the business and IT changes/projects• Reduce variations between the predicted and actual performance of the transitioned service• Reduce the Known Errors and tasks associated with the transition of the service• Ensure that the service meets the service requirements
  8. 8. Service Transition: Objectives• To plan and manage the sources required to establish a new and changed service• Minimize the unpredicted impact on the production services, operations and support organization• Increase the customer, user and service management staff satisfaction with the service transition practises• Increase proper use of the services• Provide clear and comprehensive plans that enable alignment between the business change project and the service transition plans
  9. 9. Service Transition: Value to the Business• Service Transition’s biggest contribution is to enable the service provider to cope with higher volumes of change without impacting service quality• Responsiveness to new business and market developments• Support for mergers and acuisition and transfer if services• Confidence in compliance with business and governance requirements• Variances information of planning an budgeting and productivity information related to the new of changed service• Increased accuracy of scope and content for maintenance contracts• Timely cancellation or changes to maintenance contracts when components are disposed or de-commissioned• Increased understanding of risk during and after a Change
  10. 10. Continual Service Improvement : Goal & Objectives• Goal – To continually align and realign IT services to the changing business needs by identifying and implementing improvements to IT services that support business processes• Objectives – Review ,analyze and make recommendations on improvement opportunities in each lifecycle phase – Review and analyze Service Level Achievement results – Identify and implement individual activities to improve IT service quality and improve the efficiency and effectiveness of enabling ITSM processes – Improve cost effectiveness of delivering IT services without sacrificing customer satisfaction – Ensure applicable quality management methods are used to support continual improvement activities
  11. 11. CSI : Value to the businessIMPROVEMENTS BENEFITS• Outcomes that when compared to • The gains achieved through thethe before state show a measureable realization of improvements, usuallyincrease in a desirable metric or a but not always expressed indecrease in an un-desirable management termsVOI ROI• The extra value created by • The difference between theestablishment of benefits that include benefit(saving) achieved and thenon-monetary or long-term amount expended to achieve thatoutcomes. ROI is a subcomponent of benefit ( as a %age )VOI
  12. 12. Some Generic Concepts & Definitions
  13. 13. A ServiceServices are a means of delivering value tocustomers by facilitating outcomes customerswant to achieve, without the ownership ofspecific costs and risks. – Services facilitate outcomes by enhancing the performance of associated tasks and reducing the effect of constraints – The results in an increase in the probability of desired outcomes
  14. 14. Definition of Service Management• Service Management is a set of specialized organizational capabilities for improving value to customers in the form of service – Service Management takes the form of a set of Functions and Processes for managing Services over their Lifecycle. Service Management – Service Management is also a professional practice supported by an extensive body of knowledge, experiences and skills
  15. 15. Utility & Warranty Create Value UTILITYPerformance supported? T/F OR Fit forConstraints removed? purpose? AND Value-created T/F Fit for use? Available enough? Capacity enough? AND Continuous enough? T/F Secure enough? WARRANTY Utility + Warranty = Value
  16. 16. Utility & Warranty
  17. 17. Process Model Process Control OWNER POLICY OBJECTIVESTriggers DOC’s FEEDBACK Process METRICS ACTIVITIES CSF/KPI ROLES Inputs Outputs WORK IMPROVE - PROCEDURES INSTRUCTIONS MENTS Including Process Enabler process reports & review RESOURCES CAPABILITIES
  18. 18. The Characteristic Of Processes 1. Measurable 2. Customer 4. Responds to Specific Events3. Specific Results
  19. 19. Functions & RolesFUNCTION Each function within an IT organization is specialized to perform a certain type of work and is responsible for specific outcomes Each function will have its own capabilities and resources. Functions build their own body of knowledge through ongoing experience ROLES A set if responsibilities, activities and authorities granted to a person or team A role is defined in a Process. One person or or team may have multiple Roles, for example the Roles of Configuration Manager and Change Manager may be carries out by a single person
  20. 20. Generic Roles Throughout The Stages
  21. 21. Service Manager• Manages the development, implementation, evaluation and on-going management of new and existing products and services• Responsibilities include: – Delivery and full lifecycle management of products and/or services – Business Strategy development - Participate – Competitive market assessment/bench-marking – Financial and internal customer analysis – Vendor Management – Inventory Management – Internal Supplier Management – Cost Management – SLA/SLM
  22. 22. Service Owner• The Service Owner is accountable for a specific service within an organization regardless of where the underpinning technology components, processes or professional capabilities reside• Service ownership is as critical to Service Management as establishing ownership for processes which crosses multiple vertical silos or department.
  23. 23. Process Owner• The person accountable for ensuring that the process is being performed according to the agreed and documented process and is meeting the aims of the process definition: – Accountable for the overall quality of the process – Oversees the management of, and organizational compliances to, the process – Performs role of Process Champion, Design Lead, Advocate, Coach and Protector – Should be a senior-level manager with credibility , influence and authority – Required to have the ability to influence and ensure compliance to the policies and procedures
  24. 24. RACI ModelR Responsible – Correct execution of the process and activities. The one responsible for getting the job doneA Accountable – Ownership of quality, and result of the process. The one person who has the authority for the decision, activity or process resultsC Consulted – Involvement through input knowledge and informationI Informed – Receiving information about process execution and quality

×