The document provides an overview of service transition in ITIL. It discusses the need for IT service management due to increasing business dependence on IT and complexity. The core values of service transition are to align IT services with business needs, improve quality, and reduce costs. Benefits include more customer-focused services, continuous improvement, and better relationships between IT and business. Service transition processes like change management, release management, and configuration management help plan and manage changes to services while minimizing risks and disruptions. The objectives are to efficiently plan and manage service transitions through controlled changes and knowledge management.

1. SERVICE TRANSITION OVERVIEW
SIVASHANKAR, ITIL®

2. THE NEED FOR IT SERVICE MANAGEMENT (ITSM)
 The Business is more and more dependent on IT
 Complexity of IT constantly increases
 Customers are demanding more for less
 Global competitiveness growing at a rapid rate requiring a more
 flexible approach to integration
 Stronger focus on controlling the costs of IT
 Low customer satisfaction levels

3. CORE VALUES…
Align IT Services with the business needs (current and future)
Improve the quality of IT services
Reduce the long-term cost of provisioning IT services

4. BENEFITS TO THE ORGANIZATION
 Provision of IT services becomes more customer-focused
 Continuous improvement in the delivery of quality IT services
 Services are described better
 Better management of quality
 Improved communication and better working relationships between IT and the business
 The ability to absorb a higher rate of Change with an improved, measurable rate of success
 Processes and procedures that can be audited for compliance to “best practice” guidelines

5. BENEFITS TO THE ORGANIZATION
 Improve resource utilization
 Be more competitive
 Decrease rework
 Eliminate redundant work
 Improve upon project deliverables and time Improve availability, reliability and security of mission
critical IT services
 Justify the cost of service quality
 Provide services that meet business, customer and user demands
 Integrate central processes

6. REAL WORLD BENEFITS
Government Finance (Banking &
Insurance)
Telecommunications Manufacturing
Ontario Justice Enterprise -
Embraced ITIL in 1999 and created a
virtual help/Service Desk that cut
support costs by 40%
Visa: Began embedding Incident
Management guidelines in 2002,
resulting in improved monitoring of
network and systems outages, and a
reduction in the time to resolve
Incidents by as much as 75%. Smart
Enterprise Magazine
Avaya: ITIL has helped the
telecom provider cut their IT
budget by 30% while also helping
to comply with Sarbanes-Oxley
legislation. Their CIO now sits on
the board, as IT is now viewed as
part of the business, and not just
an operational cost. Techworld
Procter & Gamble: Started using ITIL
in 1999 and has realized a 6% to 8%
cut in operating costs. Another ITIL
project has reduced Help Desk calls by
10%. In four years, the company
reported overall savings of about
$500 million. Network World
State of Illinois: The
implementation of a strong
enterprise architecture and IT
governance program in conjunction
with ITIL saved the state over $130
million annually. Public CIO
Zurich Life: Since implementing ITIL
to maintain Service Desk
consistency in the late 1990’s, the
company has reduced the number
of contracted IT staff from 30 down
to 10. Network World
Telkomsel: Besides improving
customer service at this
Indonesian mobile operator, ITIL
has helped reduce operational IT
costs by 50-60% while keeping
pace with the company’s growth.
Computerworld UK
Shell Oil: Used ITIL best practices
while overhauling and consolidating
some 80,000 desktop PCs worldwide.
With the project completed, Shell
significantly reduced the time it needs
to upgrade software, potentially
saving the firm 6,000 staff-days and
$5 million dollars annually. Smart
Enterprise Magazine

7. KEEP IN MIND !!
 ITIL® describes what needs to be done but NOT how it should be done
 ITIL® does NOT define:
 Every role, job or organization design
 Every tool, every other equipment, every required customization
 Every process, procedure and task required to be implemented
 ITIL® does NOT claim to be a comprehensive description of everything
within IT, but it instead contains “best practices” that have observed and
accepted in the industry

8. SERVICE TRANSITION
What is a Service?
A means of delivering value to customers by facilitating outcomes
customers want to achieve without the ownership of specific costs
and risks.
Why Service Transition Matters?
To assure that the new or modified services conform to business
requirements, and that those services being removed from the service
catalog are retired in a controlled manner.
SERVICE
LIFECYCLE
• Service Strategy
• Service Design
• Service Transition
• Service Operation
• Continual Service
Improvement

9. TRANSITION OBJECTIVIES
TRANSITION OBJECTIVES
• Efficiently and effectively plan and
manage service
• Manage change risks
• Release planned changes
• Manage expectations on new or
changed services
• Manage accurate knowledge and info
on changed services and assets
SERVICE TRANSITION PROCESS
• Transition Planning and Support
• Change Management
• Service Asset & Configuration
Management
• Release and Deployment Management
• Service Validation and Testing
• Change Evaluation
• Knowledge Management
SERVICE TRANSITION SCOPE
• Transitioning new and changed services
into supported environments, including
release planning, building, testing,
evaluation and deployment
• Service retirement and transfer of
services between service providers
• Assurance that Service Strategy
requirements and the output of Service
Design are achieved in Service
Operations
Service Transition

10. SERVICE TRANSITION PROCESS
Change evaluation
Knowledge management
Transition planning and
support
Service asset and
configuration
management
Change management
Release and deployment
management
Service validation and
testing

11. SERVICE TRANSITION
11
Transition
planning and
support
Service asset
and
configuration
management
Change
management
Change
evaluation
Release and
deployment
management
Service
validation
and testing
Knowledge
management• Provide overall planning
for service transitions
and coordinate the
resources that they
require
• Establishing policies,
standards & models for
ST activities & processes
• Ensure the assets
required to deliver
services are
properly controlled
• Ensure accurate
and reliable
information about
those assets is
available when and
where it is needed
• To control the
lifecycle of all
changes, enabling
beneficial changes to
be made with
minimum disruption
to IT services
• Change Advisory Board
(CAB)
• Emergency Change
Advisory Board (ECAB)
• Plan, schedule
and control the
build, test and
deployment of
releases
• Deliver new
functionality
required by the
business while
protecting the
integrity of
existing services
• Ensure that deployed
Releases and the
resulting services
meet customer
expectations
• Aims to gather, analyze,
store and share
knowledge and
information within an
organization. The
primary purpose of this
ITIL process is to improve
efficiency by reducing
the need to rediscover
knowledge.

12. CHANGE MANAGEMENT
• Change can be any action that has the
potential to disrupt existing workflows.
Changes in the business process include
restructuring existing models or introducing
new models. They include anything from
adding, removing or modifying existing work
models.
• It minimizes operational risks.
• It uses standardized procedures and methods
• It enables less disruption of IT services
• It lowers the risk due to the changes.
• To ensures changes are effective.
• To covers all associated risks.
• To increase productivity of resources.
• To improve customer satisfaction.
• To set priority of change as per business needs.
• To plan, implement and review changes.
• To record and document the changes.
Objectives
Purposes Scope
• Physical servers and storage
• Virtual servers and storage
• Third party software of external service providers.
• Copyright documents

13. ITIL Specifies that primary objective of Release Management is to make sure that the integrity
of the live environment is protected and that the correct components are released.
Schedule, monitor and govern the status of Releases throughout their transfer from the build and
test environments into the operational environment. Provide management control of the actual
Release deployment into the operational environment and handover to IT BAU support
Release management works closely with Change Management to make sure that changes to the
IT infrastructure are implemented to keep the functionality and service levels of the services
aligned with the ever- changing business needs of their customers.
RELEASE MANAGEMENT
13
Release Management Objective 1
Release Management Objective 2
Release Management Objective 3
Release Management Objective 4
With numerous changes occurring daily , Release Management is the key component in making
sure that applications are successfully deployed without compromising the integrity or availability
of the production environment

14. VALUE TO BUSINESS…
1 2 3 4
Plan
Well planned and implemented
release and deployment will
make a significant difference to
a business/organization's service
costs
Assurance
• Assuring that customers and
users can use the new or
changed service in a way that
supports the business
• and demonstrates the value
outcome has been achieved
Delivery
Delivering change, faster and at
optimum cost and minimized
risk
Consistency
Improving consistency in
implementation approach
VALUE
The scope of release and deployment management includes the processes, systems and functions to
package, build,
test and deploy a release into operation.

15. THANK YOU