This document provides an overview of service transition concepts and processes including:
- The V model for service transition
- Configuration items, configuration management systems, knowledge management, and service knowledge management systems
- Change management, service asset and configuration management, and release and deployment management processes
- Key concepts for each process such as configuration baselines, configuration items, and definitive media libraries are defined to support effective service transition.
This document provides an introduction to ITIL (Information Technology Infrastructure Library), which is a set of best practices for IT service management. ITIL aims to standardize IT service management across organizations. It covers the full lifecycle of IT services, including service strategy, design, transition, operation, and continual improvement. The document outlines the key components of ITIL, including service delivery, service support, configuration management, incident management, problem management, change management, release management, and financial management. It explains the purpose and processes involved in each component. The overall goal of ITIL is to help organizations effectively manage their IT infrastructure and deliver quality IT services.
The document discusses the stages of change management including being oblivious to change, aware of change, announcing change, authorizing change, scheduling change, and verifying change. It describes the main aims of change management as ensuring standardized methods and procedures are used to efficiently handle changes while minimizing their impact. Benefits include evaluating risk, identifying required changes, maintaining change records, and ensuring changes are implemented with minimal disruption. Key roles in change management are identified.
ITIL foundations - Complete introduction to ITIL phases, lifecycle and processesRichard Grieman
ITIL V3 Foundations introduction for certification study, classroom and training. Includes terms, objectives, functions and resource requirements for all five ITIL phases: Service Strategy, Service Design, Service Transition, Service Operation and Continuous Service Improvement. Study guide for ITIL training and certification
Introduction to the itsm program at yale why are we doing this august 2011Yale University Careers
This document provides an overview of IT Service Management's plans to implement ITIL best practices at the university. It discusses:
1) Why ITSM is being implemented, including the need for an improved operating model and to take existing good processes "to the next level".
2) The phases of implementation, beginning with select processes like incident, problem, and change management, and the selection of ServiceNow as the tool.
3) Next steps including forming process owner teams, engaging an implementation partner, providing ITIL training, and coordinating related efforts across the IT department.
Integrating ITSM Frameworks, Standards and Processes - ITSM Academy WebinarITSM Academy, Inc.
To successfully achieve IT Service Management (ITSM) best practices, organizations need to adopt multiple ITSM frameworks and standards.
This presentation describes when and how to integrate the most widely used ITSM frameworks and standards, such as ITIL®, COBIT, ISO/IEC 20000 and Microsoft Operations Framework (MOF).
This document provides an introduction to ITIL (Information Technology Infrastructure Library), which is a set of best practices for IT service management. ITIL aims to standardize IT service management across organizations. It covers the full lifecycle of IT services, including service strategy, design, transition, operation, and continual improvement. The document outlines the key components of ITIL, including service delivery, service support, configuration management, incident management, problem management, change management, release management, and financial management. It explains the purpose and processes involved in each component. The overall goal of ITIL is to help organizations effectively manage their IT infrastructure and deliver quality IT services.
The document discusses the stages of change management including being oblivious to change, aware of change, announcing change, authorizing change, scheduling change, and verifying change. It describes the main aims of change management as ensuring standardized methods and procedures are used to efficiently handle changes while minimizing their impact. Benefits include evaluating risk, identifying required changes, maintaining change records, and ensuring changes are implemented with minimal disruption. Key roles in change management are identified.
ITIL foundations - Complete introduction to ITIL phases, lifecycle and processesRichard Grieman
ITIL V3 Foundations introduction for certification study, classroom and training. Includes terms, objectives, functions and resource requirements for all five ITIL phases: Service Strategy, Service Design, Service Transition, Service Operation and Continuous Service Improvement. Study guide for ITIL training and certification
Introduction to the itsm program at yale why are we doing this august 2011Yale University Careers
This document provides an overview of IT Service Management's plans to implement ITIL best practices at the university. It discusses:
1) Why ITSM is being implemented, including the need for an improved operating model and to take existing good processes "to the next level".
2) The phases of implementation, beginning with select processes like incident, problem, and change management, and the selection of ServiceNow as the tool.
3) Next steps including forming process owner teams, engaging an implementation partner, providing ITIL training, and coordinating related efforts across the IT department.
Integrating ITSM Frameworks, Standards and Processes - ITSM Academy WebinarITSM Academy, Inc.
To successfully achieve IT Service Management (ITSM) best practices, organizations need to adopt multiple ITSM frameworks and standards.
This presentation describes when and how to integrate the most widely used ITSM frameworks and standards, such as ITIL®, COBIT, ISO/IEC 20000 and Microsoft Operations Framework (MOF).
ITIL, formally an acronym for Information Technology Infrastructure Library, is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. In its current form (known as ITIL V3),
The document provides suggestions for implementing an effective change management process based on ITIL best practices. It recommends establishing extensible workflows, user roles, impact analysis, and auditing to manage the change lifecycle. Key steps include creating templates to track changes, an approval process, change advisory board meetings, and reports to analyze change data and provide oversight of the change management process. Establishing good communication and protocols for notifying users of changes is also suggested.
The Service Management Office - Driving it performance in the face of rising ...3gamma
1) An SMO (Service Management Office) provides a central point of focus and expertise for driving efficiency and effectiveness in IT service delivery through shared processes, resources, and continuous improvement.
2) The core capabilities of an SMO include process governance, methods/templates, process architecture, supplier integration, ITSM tool ownership, and performance reporting.
3) Establishing an SMO can help optimize costs, reduce risks, improve agility, better align IT and business, ensure supplier integration, and strengthen collaboration. Key considerations before implementing an SMO include analyzing organizational maturity, processes, capabilities, and sourcing strategies.
ITIL 4 service value chain data flows (input and outputs)Rob Akershoek
This document provides an overview of the inputs and outputs between activities in the IT service value chain. It shows that all activities engage with external parties, obtain new resources, plan, and improve. Key inputs include requirements, requests, incidents and feedback from customers and users. Outputs include improvement initiatives, status reports, and delivered services and components. The value chain aims to design, deliver, and support products and services based on strategic plans and customer needs.
The document describes an upcoming seminar on ITIL Foundation Certification. It will provide an overview of IT Service Management and ITIL, including the key concepts and areas of ITIL. Attendees will learn about the ITIL service lifecycle and why organizations implement ITIL. The seminar will also help prepare attendees for the ITIL Foundation Certification exam.
Change management aims to implement approved changes efficiently while managing identified risks and maintaining updated technology services. Key responsibilities include reviewing change requests, assessing impact and risks, justifying and approving changes, managing and coordinating implementations, and monitoring and reporting. The change management process involves planning, building, testing, implementing, evaluating and closing changes. The Change Advisory Board reviews higher impact changes. Relationships with related processes ensure changes are properly assessed, authorized, released and records are updated.
This document provides an introduction and overview of ITIL (Information Technology Infrastructure Library). ITIL is a framework of best practices for IT service management and focuses on aligning IT services with business needs. The document outlines the history of ITIL and describes the key aspects of its service lifecycle approach including service strategy, design, transition, operation, and continual service improvement. It also discusses the service desk function and provides examples of processes within each lifecycle stage like service portfolio management and incident management. Benefits of adopting ITIL include improved business alignment, standardized processes, increased productivity and efficiency, and better customer satisfaction.
Introduction to Service Management and ITIL.pdfSSGC
The document is an introduction to ITIL 4 Foundation certification course. It discusses the significance of IT service management in enabling value creation for organizations. The goals of the ITIL 4 framework are described as providing guidance for digital transformation, new ways of working like agile and DevOps, and ensuring effective governance of IT enabled services. The key components of the ITIL 4 framework are the Service Value System (SVS) and the Four Dimensions model. The SVS represents how various components work together for value creation through services, while the four dimensions consider organizations, information & technology, partners & suppliers, and value streams & processes.
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.
Transforming An Organisations IT Service ManagementMichael Moyal
This short case study illustrates how we helped a multi-national organisation transform its IT Service Management (ITSM) capabilities in only eight weeks utilising the our BPMA (Business Process Modelling and Analysis) methodology and the Process Master tool
Service management
ITIL and the Service value system
ITIL Guiding principles
ITIL Service value chain
ITIL Four dimensions
ITIL Practices
ITIL Continual improvement
ITIL Certification scheme
What’s in it for me?
Managed services involves outsourcing the day-to-day management responsibilities of an organization's IT infrastructure to improve efficiency. It provides a more cost-effective alternative to traditional IT management and large outsourcing agreements. A managed services provider can help lower costs, reduce risks, and maintain control through services like desktop management, server hosting, network management, and security management. These services involve tasks like asset tracking, backup and recovery, patching, monitoring, and help desk support. Managed services implementations generally involve an initial IT audit and assessment, followed by remediation if needed, ongoing performance monitoring, IT support, and operational maintenance outsourced to the provider.
Managed IT support service Provider secure, reliable remote monitoring and management of your entire business environment and well-received Managed Support solution.
ITIL implementation and Service Management Best Practices – useful informatio...SriramITISConsultant
Service Management is a practice hugely famous Business process framework. ITIL is one of the famous service management framework.
I've created a presentation for all, who are interested in knowing the basics of Service Management best practice or Implementation of ITIL in organization.
To know more, Please go through the Presentation.
Hope this presentation helps everyone in understanding basic implementation knowledge.
The document discusses IT governance and provides an overview of key frameworks for IT governance, including ISO 38500 and COBIT. It begins by defining governance and describing how governance applies to IT. It then discusses why IT governance is important for organizations, noting benefits like ensuring strategic alignment between IT and business goals. The document also provides a detailed overview of the ISO 38500 standard for IT governance, describing its scope, framework and principles. It explains the standard's six principles of IT governance and provides examples. Overall, the document serves to introduce the topic of IT governance and some of the most relevant frameworks.
Request to Fulfill Presentation (IT4IT)Rob Akershoek
The Request to Fulfill (R2F) value stream presentation. R2F is one of the four value streams of the IT4IT Reference Architecture of The Open Group.
How to manage your IT organization as a professional IT shop? Provide a self service portal for end-users and IT staff to order IT services and IT resources. Automate the entire process from request to actual deployment and provisioning.
Last year in May, where we could do what we liked and Covid19 was not even a word, the itSMF organized an event to review ITIL4 and how it positioned itself in the agile service management world. For those who joined, I said that all the information shared was based on the ITIL4 foundation input. Since then, a lot has happened. Also in the world of ITIL4. Axelos released 4 more specialist and strategist titles and 35 practice titles.
It gave the possibility to revisit the initial understanding, challenge it and extending it to the level I am at today. I also said that when time is right, I would share my insights.
So if you want that in depth review of how Axelos has reinvented ITIL and how for me, this evolution of ITIL is as disruptive as the market we are in today, mark in your agenda : 26th of November from 17:30 until 19:00
What can you expect from this indepth session on ITIL4? We will start off with a short recap of the foundation, so even people not really familiar with the basic ins and outs can follow the session.
After that introduction, the 4 core volumes added as part of the managing professional will be reviewed and connected to the ITIL4 operating model. We will investigate how each of the volumes adds tools and guidance, allowing a service driven organisation to become the best version of itself.
Personally it has been a discovery journey which took and still takes time to grasp the potential. I hope that by the end of the session, some of the insights might be of use in your own service management evolution journey.
Eddy Peters
ITIL Practical Guide - Service TransitionAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=266
Integrating services with the business environment can be a daunting task. This video explains how you set success criteria and provide real, measurable business value. You will also learn the fundamentals of transition and release policy.
ITIL, formally an acronym for Information Technology Infrastructure Library, is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. In its current form (known as ITIL V3),
The document provides suggestions for implementing an effective change management process based on ITIL best practices. It recommends establishing extensible workflows, user roles, impact analysis, and auditing to manage the change lifecycle. Key steps include creating templates to track changes, an approval process, change advisory board meetings, and reports to analyze change data and provide oversight of the change management process. Establishing good communication and protocols for notifying users of changes is also suggested.
The Service Management Office - Driving it performance in the face of rising ...3gamma
1) An SMO (Service Management Office) provides a central point of focus and expertise for driving efficiency and effectiveness in IT service delivery through shared processes, resources, and continuous improvement.
2) The core capabilities of an SMO include process governance, methods/templates, process architecture, supplier integration, ITSM tool ownership, and performance reporting.
3) Establishing an SMO can help optimize costs, reduce risks, improve agility, better align IT and business, ensure supplier integration, and strengthen collaboration. Key considerations before implementing an SMO include analyzing organizational maturity, processes, capabilities, and sourcing strategies.
ITIL 4 service value chain data flows (input and outputs)Rob Akershoek
This document provides an overview of the inputs and outputs between activities in the IT service value chain. It shows that all activities engage with external parties, obtain new resources, plan, and improve. Key inputs include requirements, requests, incidents and feedback from customers and users. Outputs include improvement initiatives, status reports, and delivered services and components. The value chain aims to design, deliver, and support products and services based on strategic plans and customer needs.
The document describes an upcoming seminar on ITIL Foundation Certification. It will provide an overview of IT Service Management and ITIL, including the key concepts and areas of ITIL. Attendees will learn about the ITIL service lifecycle and why organizations implement ITIL. The seminar will also help prepare attendees for the ITIL Foundation Certification exam.
Change management aims to implement approved changes efficiently while managing identified risks and maintaining updated technology services. Key responsibilities include reviewing change requests, assessing impact and risks, justifying and approving changes, managing and coordinating implementations, and monitoring and reporting. The change management process involves planning, building, testing, implementing, evaluating and closing changes. The Change Advisory Board reviews higher impact changes. Relationships with related processes ensure changes are properly assessed, authorized, released and records are updated.
This document provides an introduction and overview of ITIL (Information Technology Infrastructure Library). ITIL is a framework of best practices for IT service management and focuses on aligning IT services with business needs. The document outlines the history of ITIL and describes the key aspects of its service lifecycle approach including service strategy, design, transition, operation, and continual service improvement. It also discusses the service desk function and provides examples of processes within each lifecycle stage like service portfolio management and incident management. Benefits of adopting ITIL include improved business alignment, standardized processes, increased productivity and efficiency, and better customer satisfaction.
Introduction to Service Management and ITIL.pdfSSGC
The document is an introduction to ITIL 4 Foundation certification course. It discusses the significance of IT service management in enabling value creation for organizations. The goals of the ITIL 4 framework are described as providing guidance for digital transformation, new ways of working like agile and DevOps, and ensuring effective governance of IT enabled services. The key components of the ITIL 4 framework are the Service Value System (SVS) and the Four Dimensions model. The SVS represents how various components work together for value creation through services, while the four dimensions consider organizations, information & technology, partners & suppliers, and value streams & processes.
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.
Transforming An Organisations IT Service ManagementMichael Moyal
This short case study illustrates how we helped a multi-national organisation transform its IT Service Management (ITSM) capabilities in only eight weeks utilising the our BPMA (Business Process Modelling and Analysis) methodology and the Process Master tool
Service management
ITIL and the Service value system
ITIL Guiding principles
ITIL Service value chain
ITIL Four dimensions
ITIL Practices
ITIL Continual improvement
ITIL Certification scheme
What’s in it for me?
Managed services involves outsourcing the day-to-day management responsibilities of an organization's IT infrastructure to improve efficiency. It provides a more cost-effective alternative to traditional IT management and large outsourcing agreements. A managed services provider can help lower costs, reduce risks, and maintain control through services like desktop management, server hosting, network management, and security management. These services involve tasks like asset tracking, backup and recovery, patching, monitoring, and help desk support. Managed services implementations generally involve an initial IT audit and assessment, followed by remediation if needed, ongoing performance monitoring, IT support, and operational maintenance outsourced to the provider.
Managed IT support service Provider secure, reliable remote monitoring and management of your entire business environment and well-received Managed Support solution.
ITIL implementation and Service Management Best Practices – useful informatio...SriramITISConsultant
Service Management is a practice hugely famous Business process framework. ITIL is one of the famous service management framework.
I've created a presentation for all, who are interested in knowing the basics of Service Management best practice or Implementation of ITIL in organization.
To know more, Please go through the Presentation.
Hope this presentation helps everyone in understanding basic implementation knowledge.
The document discusses IT governance and provides an overview of key frameworks for IT governance, including ISO 38500 and COBIT. It begins by defining governance and describing how governance applies to IT. It then discusses why IT governance is important for organizations, noting benefits like ensuring strategic alignment between IT and business goals. The document also provides a detailed overview of the ISO 38500 standard for IT governance, describing its scope, framework and principles. It explains the standard's six principles of IT governance and provides examples. Overall, the document serves to introduce the topic of IT governance and some of the most relevant frameworks.
Request to Fulfill Presentation (IT4IT)Rob Akershoek
The Request to Fulfill (R2F) value stream presentation. R2F is one of the four value streams of the IT4IT Reference Architecture of The Open Group.
How to manage your IT organization as a professional IT shop? Provide a self service portal for end-users and IT staff to order IT services and IT resources. Automate the entire process from request to actual deployment and provisioning.
Last year in May, where we could do what we liked and Covid19 was not even a word, the itSMF organized an event to review ITIL4 and how it positioned itself in the agile service management world. For those who joined, I said that all the information shared was based on the ITIL4 foundation input. Since then, a lot has happened. Also in the world of ITIL4. Axelos released 4 more specialist and strategist titles and 35 practice titles.
It gave the possibility to revisit the initial understanding, challenge it and extending it to the level I am at today. I also said that when time is right, I would share my insights.
So if you want that in depth review of how Axelos has reinvented ITIL and how for me, this evolution of ITIL is as disruptive as the market we are in today, mark in your agenda : 26th of November from 17:30 until 19:00
What can you expect from this indepth session on ITIL4? We will start off with a short recap of the foundation, so even people not really familiar with the basic ins and outs can follow the session.
After that introduction, the 4 core volumes added as part of the managing professional will be reviewed and connected to the ITIL4 operating model. We will investigate how each of the volumes adds tools and guidance, allowing a service driven organisation to become the best version of itself.
Personally it has been a discovery journey which took and still takes time to grasp the potential. I hope that by the end of the session, some of the insights might be of use in your own service management evolution journey.
Eddy Peters
ITIL Practical Guide - Service TransitionAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=266
Integrating services with the business environment can be a daunting task. This video explains how you set success criteria and provide real, measurable business value. You will also learn the fundamentals of transition and release policy.
The document discusses the Service Transition book which covers developing and improving capabilities for transitioning new and changed services into production environments through processes like transition planning, change management, service asset and configuration management, release and deployment management, service validation and testing, and knowledge management. The purpose of Service Transition is to ensure new, modified, or retired services meet business expectations by increasing success rates of changes and releases and having more accurate estimates of service levels and costs.
ITIL V3 And Service Transition - ITSM Academy Webinar ITSM Academy, Inc.
ITIL V3 and Service Transition focuses on the purpose, scope, and processes involved in service transition according to ITIL. The key processes covered include change management, service asset and configuration management, knowledge management, transition planning and support, release and deployment management, service validation and testing, and evaluation. Organizational change management is also an important consideration during service transition. The overall goal of service transition is to ensure new or changed services meet requirements and can be successfully implemented.
The document discusses transitions towards sustainable development. It notes that persistent problems like climate change require fundamental changes to societal systems, structures, cultures and practices (transitions). Transition management is presented as an approach to facilitate such transitions through long-term envisioning, multi-actor collaboration, experimentation and focusing on learning and innovation. Examples of transition processes in waste management, energy and other domains are provided.
Selecting a service provider is just the start of the outsourcing journey. For
many multinational or global organizations, ensuring a successful transition to
the new service provider is a complex and difficult effort. This paper draws
from lessons learned across several global transitions covering multiple
business processes, such as finance and accounting, order management and
logistics distribution. The intent is to describe practices that worked well and
helped avoid the pitfalls. Although this paper is focused on business process
outsourcing (BPO), many of the lessons can readily be applied to information
technology (IT) outsourcing as well.
This document outlines the transition and planning process for an incoming employee (EB). It involves conducting analyses of internal and external factors, developing strategies and an operational plan. The internal and external analyses include assessing key markets like students, companies, non-profits, grants and associations. Strengths, weaknesses, opportunities and threats are identified. Strategies are then developed and broken down into operational processes with timelines, responsibilities and metrics to achieve goals. The document provides guidance on the planning conference and last transition week to prepare the incoming employee.
Service Transition (ST) ensures new or changed IT services can be effectively operated by validating service designs against requirements. ST manages changes, risks, quality assurance, and implements service designs so operations can manage services and infrastructure in a controlled manner. Key ST processes include transition planning and support, change management, service asset and configuration management, release and deployment, validation and testing, and knowledge management. Change management aims to minimize incidents from unplanned changes by using standardized change procedures, CAB approval, and post-implementation reviews. ST faces challenges in driving cultural shifts toward centralized change control.
This document discusses managing transitions through change. It describes transition as a three step psychological process involving an ending, a neutral zone, and a new beginning. It provides guidance on helping people let go of the past, dealing with emotions during transition, normalizing the uncertainties of the neutral zone, and launching an effective new beginning. Key recommendations include understanding losses, permitting grief, clearly communicating details, and involving people in transition planning.
Information Technology Infrastructure Library (ITIL) certification is the most coveted certification for IT service professionals. ITIL Foundation exam is the first level of exam within the ITIL certification program. ITIL Foundation certification offered to professions who qualify the ITIL Foundation exam validates one’s ability to handle IT services in a planned manner. This presentation on ITIL Foundation includes all the important ITIL terminologies and basics that are covered in the ITIL Foundation exam. Each slide covers ITIL topics based on the ITIL Foundation and is prepared by highly qualified instructors. Get an understanding on each of the ITIL Foundation topics and enhance your knowledge and confidence towards achieving the ITIL Foundation certification.
The document discusses key concepts in IT service management (ITSM) and ITIL. It covers the core ITSM components including service strategy, service design, service transition, service operation, and continual service improvement. Some key processes explained in ITIL include change management, problem management, and incident management. The benefits of adopting ITSM best practices like ITIL are also highlighted.
1. The document outlines several IT service management processes including IT service continuity management, service level management, service catalog management, availability management, and information security management.
2. Each process section describes key activities and supporting automation tools used in areas like monitoring performance, managing issues, and meeting business requirements.
3. The document also maps relationships and information flows between the different service management processes.
The document provides an overview of ITIL (Information Technology Infrastructure Library) which is a framework for IT service management best practices. It describes the ten core ITIL processes which focus on service support and delivery. These processes include service desk, incident management, problem management, and change management. The document also discusses key ITIL concepts such as service design, service operation, continual service improvement, and roles within IT service management.
This document discusses organizational change and transition management. It explains that organizational change requires planning for human, process and technological objectives to support new visions, while transition management focuses on helping people psychologically deal with and adapt to change. The stages of transition are outlined as having a clear vision, endings, a neutral zone, and a new beginning. Key aspects of guiding people through each stage are described, such as establishing clarity, addressing concerns, normalizing difficulties, and celebrating successes.
This document outlines various IT service management processes including change management, release and deployment management, configuration management, and knowledge management. It describes the objectives of ensuring all changes are properly planned, tested, documented and risks are minimized. Key roles involved include the change manager, configuration manager, and release package manager. The overall goals are to effectively manage all service assets and changes in a controlled manner while meeting customer requirements.
This document provides a template for a contract transition out plan. The template includes sections for an executive summary, transition approach, transition team organization, workforce transition, work execution during transition, subcontracts, property transition including government furnished equipment, intellectual property, user accounts and passwords, knowledge transfer, schedule, and handover and acceptance. The schedule section includes a Gantt chart showing key transition milestones and activities over a 60 day transition period from April 4th to June 24th for transitioning the PayBase contract from ABC Corporation to XYZ Inc.
The host is inviting friends to a barbecue at their new home located in the Pacific Ocean. They provide details about guest house accommodations on their humble little home, and note that fruits and champagne will be provided for the evening. Transportation has been arranged via a yacht and bus to the dock for guests.
The document discusses Apollo Health Street's strategic support solutions for managing customer service desks. It provides examples of several clients who outsource their service desk operations to Apollo. Apollo claims to have experience handling over 1 million calls per year through its focus on people, processes, technology and cost competitiveness. The summaries of individual clients highlight the services Apollo provides, such as technical support, monitoring and added value services.
Doddi Priyambodo - Scrum Day Asia 20121123 - AGILE SOFTWARE DEVELOPMENT LIFE ...Doddi Priyambodo
Scrum Day Asia 20121123 - AGILE SOFTWARE DEVELOPMENT LIFE CYCLE USING SCRUM
Create your Innovation Faster and more Productive!
Minimizing Risk and Maximizing Business Value with continuous one-week delivery
The document discusses key concepts in service design and management including the four Ps (products, partners, people, processes), service design packages, and aspects of service design like services, management systems, architectures, processes, and metrics. It then provides more detailed information on specific service management processes like service catalog management, service level management, and their goals, activities, roles, and challenges. The overall document provides an overview of service design and several important service management processes.
This document provides an overview of IT service design and several key IT service management processes. It discusses the purpose, objectives, scope, value and basic concepts of service design, service catalog management, service level management, capacity management, availability management, and IT service continuity management. For each process, it describes relevant activities, roles, metrics, challenges and interfaces. The document is intended to explain these important ITSM processes at a high level.
This presentation is about -
History of ITIL,
ITIL Qualification scheme,
Introduction to ITIL,
For more details visit -
http://vibranttechnologies.co.in/itil-classes-in-mumbai.html
ITILv3 provides a systematic approach to IT service management best practices. The presentation introduces key concepts in ITILv3 including the service lifecycle, configuration management, change management, and roles. It summarizes the five stages of the service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement.
This document provides an overview of ITIL (Information Technology Infrastructure Library) version 3. It defines key concepts in IT service management such as service, service level, configuration management system, and the four Ps of service management. It describes the five stages of the ITIL service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement. It explains several processes within these stages, such as service portfolio management, availability management, capacity management, change management, and release management. The goal of ITIL is to provide best practices for delivering high-quality IT services.
This document provides an overview of ITIL v3 and its key concepts. ITIL is a framework for IT service management that focuses on aligning IT services with business needs. Some key points covered include:
- ITIL v3 simplified the previous version and focuses on how to provide services through five core publications and a service lifecycle approach.
- The service lifecycle consists of five stages: service strategy, service design, service transition, service operation, and continual service improvement.
- Processes and functions are defined for each stage to ensure IT services meet business requirements and are efficiently managed.
- Roles and responsibilities are identified for effective service management.
Service Transition is the third core ITIL process. It ensures new, modified, or retired services meet business expectations by managing the change of state in a service's lifecycle. Key activities include transition planning and support, service asset and configuration management, knowledge management, change management, change evaluation, release and deployment management, and service validation and testing. Change management in particular ensures changes are properly recorded, evaluated, authorized, planned, tested, implemented, and reviewed. Release and deployment management handles building, testing, and deploying approved changes into production with minimal disruption.
This document provides an overview of ITIL Service Transition. It discusses service transition principles, processes, common activities, and considerations for implementing service transition. The key processes covered are transition planning and support, change management, configuration management, release and deployment management, validation and testing, and knowledge management. The goal of service transition is to plan and manage changes to services and successfully deploy new releases into production.
Robert Cordock is an experienced IT consultant and project manager specializing in large, complex projects across various industries including local authorities and housing. He has extensive experience successfully implementing SAP systems including a 43,124 personnel payroll/HR system. His skills include project planning, budget management, risk mitigation, stakeholder engagement, and ensuring projects are delivered on time and on budget.
This document provides an overview of ITIL (Information Technology Infrastructure Library) foundations. ITIL is a framework for IT service management that focuses on delivering value to both IT providers and customers. The core concepts of ITIL including services, service management, roles, processes and service lifecycles are described. Key aspects of service strategy, service design, and components of a service design package are also summarized.
ITIL Best Practice for Software CompaniesDaniel Brody
Detailed outline of an Information Technology Infrastructure Library (ITIL) is a set of practices for IT service management (ITSM) that focuses on aligning IT services for Software Companies
The document discusses the key concepts and processes in the Information Technology Infrastructure Library (ITIL) framework. ITIL describes best practices for IT service management and is broken down into five core publications: Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement. Each publication focuses on a different stage of the service lifecycle to help align IT services with business needs and ensure quality service delivery.
The document discusses the key concepts and processes in the Information Technology Infrastructure Library (ITIL) framework. ITIL describes best practices for IT service management and is broken down into five core publications: Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement. Each publication focuses on a different stage of the service lifecycle to help align IT services with business needs and ensure quality service delivery.
ITIL Intermediate Service Transition Course PreviewInvensis Learning
ITIL Service Transition (ST) is one of five modules offered as part of the ITIL Intermediate Service Lifecycle stream. This module helps individuals and enterprises to focus on the process and practice elements and management techniques required to build, test, and implement products and services.
This ITIL ST courseware is prepared by international subject matter experts and offers guidance on
techniques for organizing and managing the transition, the certification also covers management of technology considerations and challenges and risks.
To know more about ITIL ST Certification trainings worldwide, please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695
Website: https://www.invensislearning.com
1. The document discusses service design basics in ITSM, including the importance of adopting standardized approaches to service design.
2. Key aspects of service design covered include identifying business requirements, designing service solutions, management systems, technologies, processes, and metrics.
3. Effective service design requires taking a holistic approach and balancing functionality, resources, and timelines while working within constraints from business strategies, budgets, regulations, and standards.
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ITIL v3 at COMPUTERLAND : presentation to the team - Sept 2014Patricia NENZI
This document provides an overview of ITILv3 (Information Technology Infrastructure Library version 3). It discusses what ITIL is, the key differences between versions 1, 2, and 3. It then covers some of ITIL's key concepts like services, service levels, configuration management, and the service lifecycle. The service lifecycle consists of five stages: service strategy, service design, service transition, service operation, and continual service improvement. The document provides brief explanations of some of the processes within these stages, including service portfolio management, financial management, and capacity management.
This document provides an overview of ITIL service strategy best practices. It discusses key concepts such as utility, warranty, service providers, delivery models, and service models. It also summarizes the processes of service portfolio management, demand management, and financial management which are important for defining and delivering valuable IT services.
This document provides an overview of ITIL service strategy. It discusses key concepts of utility, warranty, service providers, delivery models, and service models. It also summarizes the processes of service portfolio management, demand management, and financial management which are part of developing an effective service strategy.
This document provides a summary of Hariharasudan Sethumadavan's professional experience. He has over 18 years of experience in project management focused on IT, business, and value-driven outcomes across various industries. Some of his key responsibilities have included managing accounts and budgets, ensuring compliance with security and risk requirements, and continuously improving processes. He has expertise in areas such as application support, infrastructure management, and Agile methodologies.
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The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercising for at least 30 minutes three times per week is recommended to see these mental health benefits.
The document discusses the benefits of exercise for both physical and mental health. Regular exercise can improve cardiovascular health, reduce stress and anxiety, boost mood, and reduce the risk of diseases. It recommends that adults get at least 150 minutes of moderate exercise or 75 minutes of vigorous exercise per week to gain these benefits.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise has also been shown to increase gray matter volume in the brain and reduce risks for conditions like Alzheimer's and dementia.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise has also been shown to boost self-esteem and can serve as a healthy way to manage stress.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
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The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Virtualization provides abstraction between hardware and software. It allows multiple virtual machines to run on a single physical machine, sharing resources. There are two approaches - hosted virtualization runs on a standard OS, while hypervisor architecture installs directly on hardware for better efficiency. VMware offers virtualization software for data centers, desktops, and mobile devices to optimize resource use across hardware, storage, and networks. Standards like OVF and VMDK help define virtual machine packaging and disk formats.
Virtualization technologies allow servers to be consolidated onto fewer physical servers for improved efficiency. IBM's PowerVM allows one physical server to be divided into multiple logical partitions (LPARs), with each LPAR able to run its own operating system. Key PowerVM technologies include micro-partitioning which divides physical CPUs among LPARs, dynamic LPARs which moves resources between active partitions, and virtual I/O servers which allow partitions to share physical network and storage adapters. These technologies improve utilization, flexibility, and availability compared to using separate physical servers.
Virtualization has its origins in mainframe computing from the 1960s. It allows a single physical server to run multiple virtual machines, each with its own operating system and applications. This addresses challenges from the 1990s and 2000s as companies had many single-purpose physical servers with low utilization rates, high costs, and management complexity. Virtualization software introduces a hypervisor layer that partitions resources and isolates virtual machines so multiple operating systems can run independently on the same physical hardware. Today virtualization delivers benefits like server consolidation, high availability, disaster recovery, and rapid provisioning to improve efficiency and reduce costs.
1. Server virtualization involves dividing the resources of a physical server, such as CPU, memory and storage, into multiple isolated virtual machines to run multiple operating systems and applications.
2. Early virtualization technology from the 1960s allowed identical "copies" of hardware to run on IBM mainframes, enabling time-sharing of computing resources.
3. Modern server virtualization provides increased hardware utilization, consolidation of servers, mobility of workloads, business continuity, and simplified development/testing environments.
The document discusses key concepts and processes related to service operation, including event management, incident management, request fulfillment, and problem management. Event management monitors events through the IT infrastructure to detect exceptions and ensure normal operation. Incident management aims to restore service as quickly as possible when incidents occur. Request fulfillment handles standard user requests. Problem management seeks to prevent problems and reduce the impact of incidents that do occur.
This document provides an overview of service transition concepts and processes including:
- The V model for service transition
- Configuration items and the configuration management system
- Knowledge management concepts
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This document provides an introduction to ITIL v.3 Foundation. It outlines the learning objectives which are to understand the ITIL service management lifecycle and its five core practices. It describes how ITIL has evolved over time to become best practice for IT service management. Key concepts discussed include services, service providers, service management, service owners, processes, and roles like process owners. The RACI model for defining roles and responsibilities is also introduced.
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This document provides information about visual programming using Visual Basic 6 including:
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- The IDE contains tools like the toolbox, properties window, and code window to build applications. Projects can be standard applications, ActiveX controls, or other types.
- Projects contain different file types like forms (.frm), classes (.cls), and modules (.bas) that define the user interface and programming logic.
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The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
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2. 2
Service Transition
• Concepts
− V Model
− Configuration Item
− Configuration Management System
− Knowledge Management
− Data Information Knowledge Wisdom
− Service Knowledge Management System
− Definitive Media Library
• Processes
− Change Management
− Service Asset and Configuration Management
− Release and Deployment Management
4. 4
Configuration Item (CI)
• Anything that needs to be managed in order to deliver an IT Service
• CI information is recorded in the Configuration Management System
• CI information is maintained throughout its Lifecycle by Configuration
Management
• ALL CIs are controlled by Change Management
• CIs typically include
− IT Services, hardware, software, buildings, people, and formal
documentation such as Process documentation and SLAs
5. 5
Configuration Management System (CMS)
• Information about all Configuration Items
− CI may be entire service, or any component
− Stored in 1 or more databases (CMDBs)
• CMS stores attributes
− Any information about the CI that might be needed
• CMS stores relationships
− Between CIs
− With incident, problem, change records etc.
• CMS has multiple layers
− Data sources and tools, information integration, knowledge
processing, presentation
8. 8
Purpose/Goal/Objective
The purpose of the Transition Planning and Support activities is to:
− Plan appropriate capacity and resources to package a release, build, release, test, deploy and
establish the new or changed service into production
− Provide support for the Service Transition teams and people
− Plan the changes required in a manner that ensures the integrity of all identified customer assets,
service assets and configurations can be maintained as they evolve through Service Transition
− Ensure that Service Transition issues, risks and deviations are reported to the appropriate
stakeholders and decision makers
− Coordinate activities across projects, suppliers and service teams where required.
The goals of Transition Planning and Support are to:
− Plan and coordinate the resources to ensure that the requirements of Service Strategy encoded in
Service Design are effectively realized in Service Operations
− Identify, manage and control the risks of failure and disruption across transition activities.
The objective of Transition Planning and Support is to:
− Plan and coordinate the resources to establish successfully a new or changed service into
production within the predicted cost, quality and time estimates
− Ensure that all parties adopt the common framework of standard re-usable processes and
supporting systems in order to improve the effectiveness and efficiency of the integrated planning
and coordination activities
− Provide clear and comprehensive plans that enable the customer and business change projects to
align their activities with the Service Transition plans.
9. 9
Scope
• The scope of the Service Transition Planning and Support
activities includes:
− Incorporating design and operation requirements into the transition
plans
− Managing and operating Transition Planning and Support activities
− Maintaining and integrating Service Transition plans across the
customer, service and contract portfolios
− Managing Service Transition progress, changes, issues, risks and
deviations
− Quality review of all Service Transition, release and deployment plans
− Managing and operating the transition processes, supporting systems
and tools
− Communications with customers, users and stakeholders
− Monitoring and improving Service Transition performance
10. 10
Value to Business
• Effective Transition Planning and Support can significantly
improve a service provider’s ability to handle high volumes of
change and releases across its customer base.
• An integrated approach to planning improves the alignment
of the Service Transition plans with the customer, supplier
and business change Project Plans.
11. 11
Policies, principles and basic concepts
• Service Design will – in collaboration with customers, external and
internal suppliers and other relevant stakeholders – develop the Service
Design and document it in a Service Design Package (SDP).
• The SDP includes the following information that is required by the
Service Transition team:
− The applicable service packages (e.g. Core Service Package, Service Level
Package)
− The service specifications
− The service models
− The architectural design required to deliver the new or changed Service
including constraints
− The definition and design of each release package
− The detailed design of how the service components will be assembled and
integrated into a release package
− Release and deployment plans
− The Service Acceptance Criteria.
13. 13
Purpose/Goals/Objectives
The purpose of the Change Management process is to ensure that:
− Standardized methods and procedures are used for efficient and prompt
handling of all changes
− All changes to service assets and configuration items are recorded in the
Configuration Management System
− Overall business risk is optimized.
The goals of Change Management are to:
− Respond to the customer’s changing business requirements while maximizing
value and reducing incidents, disruption and re-work
− Respond to the business and IT requests for change that will align the
services with the business needs.
The objective of the Change Management process is:
− To ensure that changes are recorded and then evaluated, authorized,
prioritized, planned, tested, implemented, documented and reviewed in a
controlled manner.
14. 14
Scope
• Addition, Modification or Removal of
− Any Service or Configuration Item or associated documentation
• Including
− Strategic, Tactical and Operational changes
• Excluding
− Business strategy and process
− Anything documented as out of scope
16. 16
Value to the business
• Prioritizing and responding to requests
• Implementing changes in required times
• Meet agreed service requirements while optimizing costs
• Reducing failed changes and rework
• Correctly estimating quality, time and cost
• Assessing and managing risks
• Managing staff time
17. 17
Policies, principles and basic concepts
• Change Types
− Normal Changes
• Types are specific to the organization
• Type determines what assessment is required
− Standard Changes
• Pre-authorized with an established procedure
− Emergency Changes
• Insufficient time for normal handling
• Should use normal process as far as possible
19. 19
Some things to consider
The top five risk indicators of poor Change Management are:
1. Unauthorized changes (above zero is unacceptable)
2. Unplanned outages
3. A low change success rate
4. A high number of emergency changes
5. Delayed project implementations.
20. 20
Remember
• Change, configuration, release and deployment
− Should be planned together
− Should have coordinated implementation
• Remediation Plans
− Every change should have a back-out plan
− Sometimes a change can’t be backed out
• Must still have a plan for what to do
21. 21
7 Rs of Change Management
• Who RAISED the change?
• What is the REASON for the change?
• What is the RETURN required from the change?
• What are the RISKS involved in the change?
• What RESOURCES are required to deliver the change?
• Who is RESPONSIBLE for the build, test and implementation
of the change?
• What is the RELATIONSHIP between this change and other
changes?
22. 22
Roles: Change Manager
• Usually authorizes minor changes
• Coordinates and runs CAB meetings
• Produces change schedule
• Coordinates change/build/test/implementation
• Reviews/Closes Changes
23. 23
Roles: CAB and ECAB
• Change Advisory Board (CAB)
− Supports the change manager
− Consulted on significant changes
− Business, users, application/technical support, operations, service
desk, capacity, service continuity, third parties…
• Emergency CAB (ECAB)
− Subset of the standard CAB
− Membership depends on the specific change
24. 24
Key Metrics
• Compliance
− Reduction in unauthorized changes
− Reduction in emergency changes
• Effectiveness
− Percentage of changes which met requirements
− Reduction in disruptions, defects and re-work
− Reduction in changes failed / backed out
− Number of incidents attributable to changes
• Efficiency
− Benefits (value compared to cost)
− Average time to implement (by urgency/priority/type)
− Percentage accuracy in change estimates
25. 25
Change – Challenges
• People who ignore the process
• Inadequate Configuration Management
• Business pressure to “just do it”
• Lack of “Standard Changes”
• Scalability across large organizations
27. 27
Purpose/Goals/Objectives
The purpose are to:
− Identify, control, record, report, audit and verify service assets and configuration items,
including versions, baselines, constituent components, their attributes, and relationships
− Account for, manage and protect the integrity of service assets and configuration items
(and, where appropriate, those of its customers) through the service lifecycle by
ensuring that only authorized components are used and only authorized changes are
made
− Protect the integrity of service assets and configuration items (and, where appropriate,
those of its customers) through the service lifecycle
− Ensure the integrity of the assets and configurations required to control the services and
IT infrastructure by establishing and maintaining an accurate and complete
Configuration Management System.
The goals are to:
− Support the business and customer’s control objectives and requirements
− Support efficient and effective Service Management processes by providing accurate
configuration information to enable people to make decisions at the right time, e.g. to
authorize change and releases, resolve incidents and problems faster.
− Minimize the number of quality and compliance issues caused by improper
configuration of services and assets
− Optimize the service assets, IT configurations, capabilities and resources.
The objective of is:
− To define and control the components of services and infrastructure and maintain
accurate configuration information on the historical, planned and current state of the
services and infrastructure.
28. 28
Scope
• Asset Management covers service assets across the whole service lifecycle. It
provides a complete inventory of assets and who is responsible for their control.
• It includes:
− Full lifecycle management of IT and service assets, from the point of acquisition through
to disposal
− Maintenance of the asset inventory.
• Configuration Management ensures that selected components of a complete
service, system or product (the configuration) are identified, baselined and
maintained and that changes to them are controlled. It also ensures that releases
into controlled environments and operational use are done on the basis of formal
approvals. It provides a configuration model of the services, assets and
infrastructure by recording the relationships between service assets and
configuration items. SACM may cover non-IT assets, work products used to
develop the services and configuration items required to support the service that
are not formally classified as assets.
• The scope covers interfaces to internal and external service providers where
there are assets and configuration items that need to be controlled, e.g. shared
assets.
29. 29
Value to Business
• Optimizing the performance of service assets and configurations
improves the overall service performance and optimizes the costs and
risks caused by poorly managed assets, e.g. service outages, fines,
correct licence fees and failed audits.
• SACM provides visibility of accurate representations of a service,
release, or environment that enables:
− Better forecasting and planning of changes
− Changes and releases to be assessed, planned and delivered successfully
− Incidents and problems to be resolved within the service level targets
− Service levels and warranties to be delivered
− Better adherence to standards, legal and regulatory obligations (less non-
conformances)
− More business opportunities as able to demonstrate control of assets and
services
− Changes to be traceable from requirements
− The ability to identify the costs for a service.
30. 30
Policies, principles and basic concepts
• Service Lifecycle CIs
− Business case, plan, design package…
• Service CIs
− Service package, acceptance criteria,…
− Service assets
• Management, organization, process, knowledge, people,
information, applications, infrastructure, financial capital
• Organization CIs
• Internal and External CIs
32. 32
Configuration Baseline
• A configuration baseline is the configuration of a service, product or
infrastructure that has been formally reviewed and agreed on, that
thereafter serves as the basis for further activities and that can be
changed only through formal change procedures.
• It captures the structure, contents and details of a configuration and
represents a set of configuration items that are related to each other.
• Establishing a baseline provides the ability to:
− Mark a milestone in the development of a service, e.g. Service Design
baseline
− Build a service component from a defined set of inputs
− Change or rebuild a specific version at a later date
− Assemble all relevant components in readiness for a change or release
− Provide the basis for a configuration audit and back out, e.g. after a change.
33. 33
Snapshot
• A snapshot of the current state of a configuration item or an environment,
e.g. from a discovery tool.
• This snapshot is recorded in the CMS and remains as a fixed historical
record. Sometimes this is referred to a footprint.
• A snapshot is not necessarily formally reviewed and agreed on – it is just
a documentation of a state, which may contain faults and unauthorized
CIs.
• One example is where a snapshot is established after an installation,
perhaps using a discovery tool, and later compared to the original
configuration baseline.
• The snapshot:
− Enables problem management to analyse evidence about a situation
pertaining at the time incidents actually occurred
− Facilitates system restore to support security scanning software.
34. 34
Definitive Media Library (DML)
• The Definitive Media Library (DML) is the secure library in
which the definitive authorized versions of all media CIs are
stored and protected. It stores master copies of versions that
have passed quality assurance checks.
• Master copies of all software assets
− In house, external software house, COTS…
− Scripts as well as code
− Management tools as well as applications
− Including licenses
• Quality checked
− Complete, correct, virus scanned…
• The only source for build and distribution
36. 36
Definitive Spares
• An area should be set aside for the secure storage of
definitive hardware spares.
• These are spare components and assemblies that are
maintained at the same level as the comparative systems
within the controlled test or live environment.
• Details of these components, their locations and their
respective builds and contents should be comprehensively
recorded in the CMS.
• These can then be used in a controlled manner when
needed for additional systems or in the recovery from
incidents. Once their (temporary) use has ended, they are
returned to the spares store or replacements are obtained.
37. 37
SACM – Roles
• Service Asset Manager
• Configuration Manager
• Each of these is the process owner for their area
− Implement policy and standards
− Procure and manage finances
− Agree scope, processes, and procedures
− Define and procure tools
− Recruit and train staff
− Oversee collection and management of data
− Manage audits
− Provide management reports
39. 39
Purpose/Goals/Objectives
The purpose of Release and Deployment Management is to:
− Define and agree release and deployment plans with customers and stakeholders
− Ensure that each release package consists of a set of related assets and service
components that are compatible with each other
− Ensure that integrity of a release package and its constituent components is maintained
throughout the transition activities and recorded accurately in the CMS
− Ensure that all release and deployment packages can be tracked, installed, tested,
verified, and/or uninstalled or backed out if appropriate
− Ensure that organization and stakeholder change is managed during the release and
deployment activities
− Record and manage deviations, risks, issues related to the new or changed service and
take necessary corrective action
− Ensure that there is knowledge transfer to enable the customers and users to optimize
their use of the service to support their business activities
− Ensure that skills and knowledge are transferred to operations and support staff to
enable them to effectively and efficiently deliver, support and maintain the service
according to required warranties and service levels.
The goal of Release and Deployment Management is:
− To deploy releases into production and establish effective use of the service in order to
deliver value to the customer and be able to handover to service operations.
40. 40
Purpose/Goals/Objectives
The objective of Release and Deployment Management is to ensure that:
− There are clear and comprehensive release and deployment plans that enable
the customer and business change projects to align their activities with these
plans
− A release package can be built, installed, tested and deployed efficiently to a
deployment group or target environment successfully and on schedule
− A new or changed service and its enabling systems, technology and
organization are capable of delivering the agreed service requirements, i.e.
utilities, warranties and service levels
− There is minimal unpredicted impact on the production services, operations
and support organization
− Customers, users and Service Management staff are satisfied with the Service
Transition practices and outputs, e.g. user documentation and training.
41. 41
Release and Deployment – Objectives
• Clear, comprehensive release and deployment plans
− Supporting customer and business change projects
• Release packages can be built, installed, tested and
deployed
− Efficiently, successfully and on schedule
− With minimal impact on production services, operations, and support
teams
− Enabling new or changed services to deliver agreed service
requirements
• Skills and knowledge transfer to enable
− Customers and users to optimize use of the service
− Operations and support staff to run and support the service
42. 42
Scope
• The scope of Release and Deployment Management
includes the processes, systems and functions to package,
build, test and deploy a release into production and establish
the service specified in the Service Design package before
final handover to service operations.
43. 43
Value to business
• Effective Release and Deployment Management enables the service
provider to add value to the business by:
− Delivering change, faster and at optimum cost and minimized risk
− Assuring that customers and users can use the new or changed service in a
way that supports the business goals
− Improving consistency in implementation approach across the business
change, service teams, suppliers and customers
− Contributing to meeting auditable requirements for traceability through Service
Transition.
• Well-planned and implemented release and deployment will make a
significant difference to an organization’s service costs.
• A poorly designed release or deployment will, at best, force IT personnel
to spend significant amounts of time troubleshooting problems and
managing complexity.
• At worst, it can cripple the environment and degrade the live services.
44. 44
Policies, principles and basic concepts
• Release Unit
− CIs that are normally released together
− Typically includes sufficient components to perform a useful function.
For example:
• Fully configured desktop PC, payroll application
− Considerations include
• Ease and amount of change needed to deploy
• Resources needed to build, test and deploy
• Complexity of interfaces
45. 45
Release and Deployment – Basic Concepts
• Big bang versus phased approach
− Phased approach can be by users, locations, functionality…
• Push versus Pull deployment
• Automated versus manual deployment
• Release Package
− Single release or many related releases
− Can include hardware, software, utility, warranty, documentation,
training…
46. 46
Big Bang vs. Phased
• ‘Big bang’ option – the new or changed service is deployed to all user
areas in one operation. This will often be used when introducing an
application change and consistency of service across the organization is
considered important.
• Phased approach – the service is deployed to a part of the user base
initially, and then this operation is repeated for subsequent parts of the
user base via a scheduled rollout plan. This will be the case in many
scenarios such as in retail organizations for new services being
introduced into the stores’ environment in manageable phases.
47. 47
Push and Pull Approach
• A push approach is used where the service component is deployed from
the centre and pushed out to the target locations.
• In terms of service deployment, delivering updated service components
to all users – either in big-bang or phased form – constitutes ‘push’, since
the new or changed service is delivered into the users’ environment at a
time not of their choosing.
• A pull approach is used for software releases where the software is made
available in a central location but users are free to pull the software down
to their own location at a time of their choosing or when a user
workstation restarts.
• The use of ‘pull’ updating a release over the internet has made this
concept significantly more pervasive. A good example is virus signature
updates, which are typically pulled down to update PCs and servers
when it best suits the customer; however at times of extreme virus risk
this may be overridden by a release that is pushed to all known users.
48. 48
Automated vs. Manual
• Whether by automation or other means, the mechanisms to release and
deploy the correctly configured service components should be
established in the release design phase and tested in the build and test
stages.
• Automation will help to ensure repeatability and consistency.
• The time required to provide a well-designed and efficient automated
mechanism may not always be available or viable.
• If a manual mechanism is used it is important to monitor and measure
the impact of many repeated manual activities as they are likely to be
inefficient and error-prone.
• Too many manual activities will slow down the release team and create
resource or capacity issues that affect the service levels.
49. 49
Release and Deployment – Basic Concepts
• Release and deployment models
− Standard approach for a release
− Overall structure for building the release
− Exit and entry criteria for each stage
− Build and test environments to use
− Roles and responsibilities
− Configuration baseline model
− Template schedules
− Release and deployment steps
− Supporting systems
− Handover activities
50. 50
Release and Deployment – Roles
• Release package and build manager
− Establishes final release configuration
− Builds final release
− Test final delivery prior to independent testing
− Establishes and reports known errors and workarounds
− Provides input to final implementation sign-off
51. 51
Release and Deployment – Roles
• Deployment Manager
− Final physical delivery of the service implementation
− Co-ordinates documentation and communications
• Including training and customer, service management and
technical release notes
− Plans deployment with Change, SKMS and SACM
− Technical and application guidance and support
• Including known errors and workarounds
− Feedback on effectiveness of the release
− Records metrics for deployment
• To ensure within agreed SLAs
53. 53
Purpose/Goals/Objectives
The purpose of the Service Validation and Testing process is to:
− Plan and implement a structured validation and test process that provides objective
evidence that the new or changed service will support the customer’s business and
stakeholder requirements, including the agreed service levels
− Quality assure a release, its constituent service components, the resultant service and
service capability delivered by a release
− Identify, assess and address issues, errors and risks throughout Service Transition.
The goal of Service Validation and Testing is
− To assure that a service will provide value to customers and their business.
The objectives of Service Validation and Testing are to:
− Provide confidence that a release will create a new or changed service or service
offerings that deliver the expected outcomes and value for the customers within the
projected costs, capacity and constraints
− Validate that a service is ‘fit for purpose’ – it will deliver the required performance with
desired constraints removed
− Assure a service is ‘fit for use’ – it meets certain specifications under the specified terms
and conditions of use
− Confirm that the customer and stakeholder requirements for the new or changed service
are correctly defined and remedy any errors or variances early in the service lifecycle as
this is considerably cheaper than fixing errors in production.
54. 54
Scope
• The service provider takes responsibility for delivering, operating and/or
maintaining customer or service assets at specified levels of warranty, under a
service agreement.
• Service Validation and Testing can be applied throughout the service lifecycle to
quality assure any aspect of a service and the service providers’ capability,
resources and capacity to deliver a service and/or service release successfully.
• Testing is equally applicable to in-house or developed services, hardware,
software or knowledge-based services.
• Testing directly supports the release and deployment process by ensuring that
appropriate levels of testing are performed during the release, build and
deployment activities.
• It evaluates the detailed service models to ensure that they are fit for purpose and
fit for use before being authorized to enter Service Operations, through the
service catalogue.
• The output from testing is used by the evaluation process to provide the
information on whether the service is independently judged to be delivering the
service performance with an acceptable risk profile.
55. 55
Value to business
• Service failures can harm the service provider’s business and the
customer’s assets and result in outcomes such as loss of reputation, loss
of money, loss of time, injury and death.
• The key value to the business and customers from Service Testing and
Validation is in terms of the established degree of confidence that a new
or changed service will deliver the value and outcomes required of it and
understanding the risks.
• Successful testing depends on all parties understanding that it cannot
give, indeed should not give, any guarantees but provides a measured
degree of confidence. The required degree of confidence varies
depending on the customer’s business requirements and pressures of an
organization.
56. 56
Policies, principles and basic concepts
• Service Transition V-Model
• Entry Criteria and Exit Criteria
• User Acceptance Test
58. 58
Entry Criteria and Exit Criteria
• Effective validation and testing focuses on whether the service will deliver
as required.
• This is based on the perspective of those who will use, deliver, deploy,
manage and operate the service.
• The test entry and exit criteria are developed as the Service Design
Package is developed.
• These will cover all aspects of the service provision from different
perspectives including:
− Service Design – functional, management and operational
− Technology design
− Process design
− Measurement design
− Documentation
− Skills and knowledge.
59. 59
User Acceptance Test
Use r te sting – applicatio n, syste m , se rvice
• Testing is comprised of tests to determine whether the service meets the
functional and quality requirements of the end users (customers) by
executing defined business processes in an environment that, as closely
as possible, simulates the live operational environment. This will include
changes to the system or business process.
• Full details of the scope and coverage will be defined in the user test
and user acceptance test (UAT) plans.
• The end users will test the functional requirements, establishing to the
customer’s agreed degree of confidence that the service will deliver as
they require.
• They will also perform tests of the Service Management activities that
they are involved with, e.g. ability to contact and use the service desk,
response to diagnostics scripts, incident management, request fulfillment,
change request management.
61. 61
Purpose/Goals/Objectives
The purpose of evaluation is
− To provide a consistent and standardized means of determining the
performance of a service change in the context of existing and proposed
services and IT infrastructure. The actual performance of a change is
assessed against its predicted performance and any deviations between the
two are understood and managed.
The goal of evaluation is
− To set stakeholder expectations correctly and provide effective and accurate
information to Change Management to make sure changes that adversely
affect service capability and introduce risk are not transitioned unchecked.
The objective are to:
− Evaluate the intended effects of a service change and as much of the
unintended effects as is reasonably practical given capacity, resource and
organizational constraints
− Provide good quality outputs from the evaluation process so that Change
Management can expedite an effective decision about whether a service
change is to be approved or not.
62. 62
Scope
• Specifically in this section we consider the evaluation of new or changed
services defined by Service Design, during deployment and before final
transition to service operations.
• The importance of evaluating the actual performance of any service
change against its anticipated performance is an important source of
information to service providers to help ensure that expectations set are
realistic and to identify that if there are any reasons that production
performance does not meet what was expected.
63. 63
Value to business
• Evaluation is, by its very nature, concerned with value.
Specifically effective evaluation will establish the use made
of resources in terms of delivered benefit and this information
will allow a more accurate focus on value in future service
development and Change Management.
• There is a great deal of intelligence that Continual Service
Improvement can take from evaluation to analyze future
improvements to the process of change and the predictions
and measurement of service change performance.
64. 64
Policies, principles and basic concepts
• Policies
− The following policies apply to the evaluation process:
− Service Designs or service changes will be evaluated before being
transitioned.
− Any deviation between predicted and actual performance will be managed by
the customer or customer representative by accepting the change even
though actual performance is different to what was predicted; rejecting the
change; or requiring a new change to be implemented with revised predicted
performance agreed in advance. No other outcomes of evaluation are allowed.
− An evaluation shall not be performed without a customer engagement
package.
• Principles
− The following principles shall guide the execution evaluation process:
− As far as is reasonably practical, the unintended as well as the intended
effects of a change need to be identified and their consequences understood
and considered.
− A service change will be fairly, consistently, openly and, wherever possible,
objectively evaluated.
• Basic Concepts
− The evaluation process uses the Plan–Do–Check–Act (PDCA) model to
ensure consistency across all evaluations.
67. 67
Knowledge Management (KM)
• “The process responsible for
gathering, analyzing, storing and
sharing knowledge and
information within an organization.
• The primary purpose of
Knowledge Management is to
improve efficiency by reducing the
need to rediscover knowledge.”
68. 68
Purpose/Goals/Objectives
The purpose of Knowledge Management is:
− To ensure that the right information is delivered to the appropriate place or competent
person at the right time to enable informed decision.
The goal of Knowledge Management is
− To enable organizations to improve the quality of management decision making by
ensuring that reliable and secure information and data is available throughout the
service lifecycle.
The objectives of Knowledge Management include:
− Enabling the service provider to be more efficient and improve quality of service,
increase satisfaction and reduce the cost of service
− Ensuring staff have a clear and common understanding of the value that their services
provide to customers and the ways in which benefits are realized from the use of those
services
− Ensuring that, at a given time and location, service provider staff have adequate
information on:
• Who is currently using their services
• The current states of consumption
• Service delivery constraints
• Difficulties faced by the customer in fully realizing the benefits expected from the
service.
69. 69
Scope
• Knowledge Management is a whole lifecycle-wide process in
that it is relevant to all lifecycle sectors and hence is
referenced throughout ITIL from the perspective of each
publication.
• It is dealt with to some degree within other ITIL publications
but this chapter sets out the basic concept, from a Service
Transition focus
70. 70
Value to business
• Knowledge Management is especially significant within Service
Transition since relevant and appropriate knowledge is one of the key
service elements being transitioned.
• Examples where successful transition rests on appropriate Knowledge
Management include:
− User, service desk, support staff and supplier understanding of the new or
changed service, including knowledge of errors signed off before deployment,
to facilitate their roles within that service
− Awareness of the use of the service, and the discontinuation of previous
versions
− Establishment of the acceptable risk and confidence levels associated with the
transition, e.g. measuring, understanding and acting correctly on results of
testing and other assurance results.
− Effective Knowledge Management is a powerful asset for people in all roles
across all stages of the service lifecycle. It is an excellent method for
individuals and teams to share data, information and knowledge about all
facets of an IT service. The creation of a single system for Knowledge
Management is recommended.
71. 71
Policies, principles and basic concepts
• Knowledge Management is typically displayed within the Data–to–
Information–to–Knowledge–to–Wisdom (DIKW) structure. The use of
these terms is set out below.
• Data is a set of discrete facts about events. Most organizations capture
significant amounts of data in highly structured databases such as
Service Management and Configuration Management tools/systems and
databases.
• The key Knowledge Management activities around data are the ability to:
− Capture accurate data
− Analyze, synthesize, and then transform the data into information
− Identify relevant data and concentrate resources on its capture.
72. 72
D-I-K-W Structure
• Information comes from providing context to data. Information is typically stored
in semi-structured content such as documents, e-mail, and multimedia.
• The key Knowledge Management activity around information is managing the
content in a way that makes it easy to capture, query, find, re-use and learn from
experiences so that mistakes are not repeated and work is not duplicated.
• Knowledge is composed of the tacit experiences, ideas, insights, values and
judgments of individuals. People gain knowledge both from their own and from
their peers’ expertise, as well as from the analysis of information (and data).
Through the synthesis of these elements, new knowledge is created.
• Knowledge is dynamic and context based. Knowledge puts information into an
‘ease of use’ form, which can facilitate decision making. In Service Transition this
knowledge is not solely based on the transition in progress, but is gathered from
experience of previous transitions, awareness of recent and anticipated changes
and other areas that experienced staff will have been unconsciously collecting for
some time.
• Wisdom gives the ultimate discernment of the material and having the application
and contextual awareness to provide a strong common sense judgment
Purpose: Key Message: Additional Information: N/A Transition to Next Slide:
Purpose: Key Message: Using a model such as the V-Model builds in service validation and testing early in the service life cycle. It provides a framework to organize the levels of configuration items to be managed through the life cycle and the associated validation and testing activities both within and across stages. The level of test is derived from the way a system is designed and built up. This is known as a “V” model, which maps the types of test to each stage of development. The V-model provides one example of how the service transition levels of testing can be matched to corresponding stages of service requirements and design. The left-hand side represents the specification of the service requirements down to the detailed service design. The right-hand side focuses on the validation activities that are performed against the specifications defined on the left-hand side. At each stage on the left hand side, there is direct involvement by the equivalent party on the right hand side. It shows that service validation and acceptance test planning should start with the definition of the service requirements. For example, customers who sign off the agreed service requirements will also sign off the service acceptance criteria and test plan. Additional Information: N/A Transition to Next Slide:
Purpose: Key Message: A configuration item (CI) is an asset, service component or other item that is, or will be, under the control of Configuration Management. Configuration items may vary widely in complexity, size and type, ranging from an entire service or system including all hardware, software, documentation and support staff to a single software module or a minor hardware component. Configuration items may be grouped and managed together, e.g. a set of components may be grouped into a release. Configuration items should be selected using established selection criteria, grouped, classified and identified in such a way that they are manageable and traceable throughout the service lifecycle. Additional Information: N/A Transition to Next Slide:
Purpose: Key Message: To manage large and complex IT services and infrastructures, Service Asset and Configuration Management requires the use of a supporting system known as the Configuration Management System (CMS). The CMS holds all the information for CIs within the designated scope. Some of these items will have related specifications or files that contain the contents of the item, e.g. software, document or photograph. For example, a Service CI will include the details such as supplier, cost, purchase date and renewal date for licences and maintenance contracts and the related documentation such as SLAs and underpinning contracts. The CMS is also used a for wide range of purposes, for example asset data held in the CMS may be made available to external financial Asset Management systems to perform specific Asset Management processes reporting outside of Configuration Management. The CMS maintains the relationships between all service components and any related incidents, problems, known errors, change and release documentation and may also contain corporate data about employees, suppliers, locations and business units, customers and users. Many organizations are already using some elements of SACM, often maintaining records in documents, spreadsheets or local databases, and some of these may be used in the overall CMS. Automated processes to load and update the Configuration Management database should be developed where possible so as to reduce errors and optimize costs. Discovery tools, inventory and audit tools, enterprise systems and network management tools can be interfaced to the CMS. These tools can be used initially to populate a CMDB, and subsequently to compare the actual ‘live’ configuration with the information and records stored in the CMS. Additional Information: N/A Transition to Next Slide:
Purpose: There is a big difference between V2 and V3. In Version 2, we used to say minimize risk but in ITIL V3 we consider the cost to the business and the value to the business of risk treatments and we optimize these to achieve the best business outcome for the money. Key Message: The purpose of the Change Management process is to ensure that: Standardized methods and procedures are used for efficient and prompt handling of all changes All changes to service assets and configuration items are recorded in the Configuration Management System Overall business risk is optimized. The goals of Change Management are to: Respond to the customer’s changing business requirements while maximizing value and reducing incidents, disruption and re-work Respond to the business and IT requests for change that will align the services with the business needs. The objective of the Change Management process is to ensure that changes are recorded and then evaluated, authorized, prioritized, planned, tested, implemented, documented and reviewed in a controlled manner. Additional Information: N/A Transition to Next Slide:
Purpose: Change can be defined in many ways. The definition of a service change is: “ The addition, modification or removal of authorized, planned or supported service or service component and its associated documentation” Key Message: The scope of Change Management covers changes to baselined service assets and configuration items across the whole service lifecycle. Each organization should define the changes that lie outside the scope of their service change process. Typically these might include: Changes with significantly wider impacts than service changes, e.g. departmental organization, policies and business operations – these changes would produce RFCs to generate consequential service changes Changes at an operational level such as repair to printers or other routine service components. Additional Information: N/A Transition to Next Slide:
Purpose: Key Message: The figure shows a typical scope for the service Change Management process for an IT department and how it interfaces with the business and suppliers at strategic, tactical and operational levels. It covers interfaces to internal and external service providers where there are shared assets and configuration items that need to be under Change Management. Service Change Management must interface with business Change Management (to the left in the figure), and with the supplier’s Change Management (to the right in the figure). This may be an external supplier with a formal Change Management system, or with the project change mechanisms within an internal development project. The Service Portfolio provides a clear definition of all current, planned and retired services. Understanding the Service Portfolio helps all parties involved in the Service Transition to understand the potential impact of the new or changed service on current services and other new or changed services. Strategic changes are brought in via Service Strategy and the business relationship management processes. Changes to a service will be brought in via Service Design, Continual Service Improvement and the service level management process. Corrective change, resolving errors detected in services, will be initiated from Service Operations, and may route via support or external suppliers into a formal RFC. Exclusions This chapter does not cover strategic planning for business transformation or organizational change although the interfaces to these processes do need to be managed. Additional Information: N/A Transition to Next Slide:
Purpose: Key Message: Reliability and business continuity are essential for the success and survival of any organization. Service and infrastructure changes can have a negative impact on the business through service disruption and delay in identifying business requirements, but Change Management enables the service provider to add value to the business by: Prioritizing and responding to business and customer change proposals Implementing changes that meet the customers’ agreed service requirements while optimizing costs Contributing to meet governance, legal, contractual and regulatory requirements Reducing failed changes and therefore service disruption, defects and re-work Delivering change promptly to meet business timescales Tracking changes through the service lifecycle and to the assets of its customers Contributing to better estimations of the quality, time and cost of change Assessing the risks associated with the transition of services (introduction or disposal) Aiding productivity of staff through minimizing disruptions due to high levels of unplanned or ‘emergency’ change and hence maximizing service availability Reducing the Mean Time to Restore Service (MTRS), via quicker and more successful implementations of corrective changes Liaising with the business change process to identify opportunities for business improvement. Additional Information: N/A Transition to Next Slide:
Purpose: Key Message: A change request is a formal communication seeking an alteration to one or more configuration items. This could take several forms, e.g. ‘Request for Change’ document, service desk call, Project Initiation Document. Different types of change may require different types of change request. An organization needs to ensure that appropriate procedures and forms are available to cover the anticipated requests. Avoiding a bureaucratic approach to documenting a minor change removes some of the cultural barriers to adopting the Change Management process. STANDARD CHANGE A standard change is a change to a service or infrastructure for which the approach is pre-authorized by Change Management that has an accepted and established procedure to provide a specific change requirement. Examples might include an upgrade of a PC in order to make use of specific standard and pre-budgeted software, new starters within an organization, or a desktop move for a single user. Other examples include low impact, routine application change to handle seasonal variation. Approval of each occurrence of a standard change will be granted by the delegated authority for that standard change, e.g. by the budget holding customer for installation of software from an approved list on a PC registered to their organizational unit or by the third party engineer for replacement of a faulty desktop printer. The crucial elements of a standard change are that: There is a defined trigger to initiate the RFC The tasks are well known, documented and proven Authority is effectively given in advance Budgetary approval will typically be preordained or within the control of the change requester The risk is usually low and always well understood. Once the approach to manage standard changes has been agreed, standard change processes and associated change workflows should be developed and communicated. A change model would normally be associated with each standard change to ensure consistency of approach. Standard changes should be identified early on when building the Change Management process to promote efficiency. Otherwise, a Change Management implementation can create unnecessarily high levels of administration and resistance to the Change Management process. All changes, including standard changes, will have details of the change recorded. For some standard changes this may be different in nature from normal change records. Some standard changes to configuration items may be tracked on the asset or configuration item lifecycle, particularly where there is a comprehensive CMS that provides reports of changes, their current status, the related configuration items and the status of the related CI versions. In these cases the Change and Configuration Management reporting is integrated and Change Management can have ‘oversight’ of all changes to service CIs and release CIs. Some standard changes will be triggered by the request fulfillment process and be directly recorded and passed for action by the service desk. EMERGENCY CHANGES Emergency changes are sometimes required and should be designed carefully and tested before use or the impact of the emergency change may be greater than the original incident. Emergency changes may document some details retrospectively. The number of emergency changes proposed should be kept to an absolute minimum, because they are generally more disruptive and prone to failure. All changes likely to be required should, in general, be foreseen and planned, bearing in mind the availability of resources to build and test the changes. Nevertheless, occasions will occur when emergency changes are essential and so procedures should be devised to deal with them quickly, without sacrificing normal management controls. Emergency change is reserved for changes intended to repair an error in an IT service that is negatively impacting the business to a high degree. Changes intended to introduce immediately required business improvements are handled as normal changes, assessed as having the highest urgency. Defined authorization levels will exist for an emergency change, and the levels of delegated authority must be clearly documented and understood. In an emergency situation it may not be possible to convene a full CAB meeting. Where CAB approval is required, this will be provided by the Emergency CAB (ECAB). Not all emergency changes will require the ECAB involvement; many may be predictable both in occurrence and resolution and well understood changes available, with authority delegated, e.g. to Operations teams who will action, document and report on the emergency change. Additional Information: N/A Transition to Next Slide:
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Purpose: The objective is to define and control the components of services and infrastructure and maintain accurate configuration records. This enables an organization to comply with corporate governance requirements, control its asset base, optimize its costs, manage change and releases effectively, and resolve incidents and problems faster. Key Message: Additional Information: N/A Transition to Next Slide:
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Purpose: Key Message: There will be a variety of CIs; the following categories may help to identify them. Service lifecycle CIs such as the Business Case, Service Management Plans, service lifecycle plans, Service Design Package, release and change plans, and test plans. They provide a picture of the service provider’s services, how these services will be delivered, what benefits are expected, at what cost, and when they will be realized. Service CIs such as: Service capability assets: management, organization, processes, knowledge, people Service resource assets: financial capital, systems, applications, information, data, infrastructure and facilities, financial capital, people Service model Service package Release package Service acceptance criteria. Organization CIs – Some documentation will define the characteristics of a CI whereas other documentation will be a CI in its own right and need to be controlled, e.g. the organization’s business strategy or other policies that are internal to the organization but independent of the service provider. Regulatory or statutory requirements also form external products that need to be tracked, as do products shared between more than one group. Internal CIs comprising those delivered by individual projects, including tangible (data centre) and intangible assets such as software that are required to deliver and maintain the service and infrastructure. External CIs such as external customer requirements and agreements, releases from suppliers or sub-contractors and external services. Interface CIs that are required to deliver the end-toend service across a service provider interface (SPI). Additional Information: N/A Transition to Next Slide:
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Purpose: Key Message: This library may in reality consist of one or more software libraries or file-storage areas, separate from development, test or live file-store areas. It contains the master copies of all controlled software in an organization. The DML should include definitive copies of purchased software (along with license documents or information), as well as software developed on site. Master copies of controlled documentation for a system are also stored in the DML in electronic form. The DML will also include a physical store to hold master copies, e.g. a fireproof safe. Only authorized media should be accepted into the DML, strictly controlled by SACM. The DML is a foundation for Release and Deployment Management Additional Information: N/A Transition to Next Slide:
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Purpose: Key Message: In order to deploy via ‘push’ approach, the data on all user locations must be available. Pull approaches do not rest so heavily on accurate configuration data and they can trigger an update to user records. This may be through new users appearing and requesting downloads or expected users not doing so, triggering investigation into their continued existence. As some users will never ‘pull’ a release it may be appropriate to allow a ‘pull’ within a specified time limit and if this is exceeded a push will be forced, e.g. for an anti-virus update. Additional Information: N/A Transition to Next Slide:
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Purpose: Key Message: The service provider takes responsibility for delivering, operating and/or maintaining customer or service assets at specified levels of warranty, under a service agreement. Service Validation and Testing can be applied throughout the service lifecycle to quality assure any aspect of a service and the service providers’ capability, resources and capacity to deliver a service and/or service release successfully. In order to validate and test an end-to-end service the interfaces to suppliers, customers and partners are important. Service provider interface definitions define the boundaries of the service to be tested, e.g. process interfaces and organizational interfaces. Testing is equally applicable to in-house or developed services, hardware, software or knowledge-based services. It includes the testing of new or changed services or service components and examines the behavior of these in the target business unit, service unit, deployment group or environment. This environment could have aspects outside the control of the service provider, e.g. public networks, user skill levels or customer assets. Testing directly supports the release and deployment process by ensuring that appropriate levels of testing are performed during the release, build and deployment activities. It evaluates the detailed service models to ensure that they are fit for purpose and fit for use before being authorized to enter Service Operations, through the service catalogue. The output from testing is used by the evaluation process to provide the information on whether the service is independently judged to be delivering the service performance with an acceptable risk profile. Additional Information: N/A Transition to Next Slide:
Purpose: Key Message: Using a model such as the V-Model builds in service validation and testing early in the service life cycle. It provides a framework to organize the levels of configuration items to be managed through the life cycle and the associated validation and testing activities both within and across stages. The level of test is derived from the way a system is designed and built up. This is known as a “V” model, which maps the types of test to each stage of development. The V-model provides one example of how the service transition levels of testing can be matched to corresponding stages of service requirements and design. The left-hand side represents the specification of the service requirements down to the detailed service design. The right-hand side focuses on the validation activities that are performed against the specifications defined on the left-hand side. At each stage on the left hand side, there is direct involvement by the equivalent party on the right hand side. It shows that service validation and acceptance test planning should start with the definition of the service requirements. For example, customers who sign off the agreed service requirements will also sign off the service acceptance criteria and test plan. Additional Information: N/A Transition to Next Slide:
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