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1. Information Technology
Service Management
INF312

2. • Developments in IT have had a tremendous effect on the
business market .
• These developments have marked the transition of the
industrial age into the information age
• The dependency of business upon information has been
fast-growing
• the quality of information services in companies is being
increasingly subjected to stricter internal and external
requirements
• The role of standards is getting more and more important
• Frameworks of ‘best practices’ help with the development of a
management system to meet these requirements.

3. Sector Employment in Top Ten Nations by
2015 Labor Force Size

4. Services
• A service is defined as “a means of delivering value to
customers by
facilitating outcomes the customers want to achieve
without the ownership of specific costs and risks.”
• Characteristics of services include:
• Create value
• Services remove the risk of ownership from customers
• Services facilitate outcomes that customers want to achieve
• Services reduce the effect of constraints

5. Characteristics of Services
• Create value
• Services create value of some form for the customer.
• If the service has no associated value, there will be no customers.
• E.g. cable television, cell phone service, or Internet services
• Services remove the risk of ownership from customers
• Customers want to achieve some outcome without being forced to own the
technology, knowledge, or other underlying components that make up that
service.
• Services ownership of these costs, and maintains the required knowledge.
• This allows IT to share these costs among multiple customers, thus lowering
individual customer costs and allowing the customer to focus on key
competencies.

6. Characteristics of Services
• Services facilitate outcomes that customers want to achieve
• Services are provided to facilitate some outcome that the business desires.
• This business-desired outcome must be well understood to ensure that the
service is constructed in a way that ensures the business desired outcome is
met.
• Services reduce the effect of constraints
• Providing services reduces the effects of constraints that may be imposed
other ways.
• Costs, knowledge, and abilities are only a few constraints that can be
reduced through the delivery of shared services

7. Service Management
• Services are inherently different from other deliverables in that
services have different influencers.
• Services are immediately perishable.
• If services are not consumed at the moment they are delivered, they are
wasted
• Excess service cannot be stored, and high demand for services may result in
the inability to meet that demand.
• Services need to be managed differently than other deliverables

8. Service Management
•Service Management is defined as a “set of specialized
organizational capabilities for providing value to customers in the
form of services.”
• Based on ITIL
• service management is the result of focusing an organization’s
capabilities and resources to produce value in the form of services.

9. EXAM!!

10. ITSM
• IT service management (ITSM) is a collection of shared
responsibilities, plus interrelated disciplines and processes, that
enable an organization to measure, control, and ultimately manage
the IT infrastructure to deliver high-quality, cost-effective services to
meet both short- and long-term business requirements

11. ITSM Frameworks
• Some of the frameworks include:
• COBIT (Control Objectives for Information and Related Technologies)
• ITIL
• ISO/IEC 20000
• TOGAF (The Open Group Architecture Framework)
• Six Sigma
• Agile and DevOps

12. Benefits and Risks of ITSM Frameworks
•Benefits to the customer/user:
• the provision of IT services becomes more customer-focused and
agreements about service quality improve the relationship
• the services are described better, in customer language, and in more
appropriate detail
• better management of the quality, availability, reliability and cost of the
services
• communication with the IT organization is improved by agreeing on the
points of contact

13. Benefits and Risks of ITSM Frameworks
• Benefits to the IT organization:
• the IT organization develops a clearer structure, becomes more efficient, and is more
focused on the corporate objectives
• the IT organization is more in control of the infrastructure and services it has
responsibility for, and changes become easier to manage
• an effective process structure provides a framework for the effective outsourcing of
elements of the IT services
• following best practices encourages a cultural change towards providing service, and
supports the introduction of quality management systems based on the ISO 9000
series or on ISO/IEC 20000
• frameworks can provide coherent frames of reference for internal communication
and communication with suppliers, and for the standardization and identification of
procedures

14. Benefits and Risks of ITSM Frameworks
• Potential problems/mistakes:
• the introduction can take a long time and require significant effort, and may
require a change of culture in the organization; an overambitious introduction
can lead to frustration because the objectives are never met
• if process structures become an objective in themselves, the service quality
may be adversely affected; in this scenario, unnecessary or over-engineered
procedures are seen as bureaucratic obstacles, which are to be avoided
where possible
• there is no improvement in IT services due a fundamental lack of
understanding about what the relevant processes should provide, what the
appropriate performance indicators are, and how processes can be
controlled.

15. ITIL

16. Introduction to ITIL
• Started as a library of defined best practices
• This use of ITIL® has resulted in its becoming a good
practice that IT organizations can adopt
• Is an example of best practice becoming good practice
• Good practices are often derived from best practices until they are
commonly performed and become a commodity
• ITIL® compliance is measured through the adoption of ISO
20000 - a standard focused on ITIL® practices.

17. ITIL
• The IT Infrastructure Library® (ITIL®) is simply a set of practices
that people just like you have documented because they work well
• ITIL is made up of a collection of ‘best practices’ found across the
range of IT service providers.
• It does not document how to do things, simply documents what
can and should be done
• ITIL® simply shares with us what other people have found to be
the best way to approach IT as a service provider
• ITIL® has been utilized since the mid-1980s and quickly became the
de
facto standard in service management.

18. ITIL
• ITIL offers a systematic approach to the delivery of quality of
IT services.
• It gives a detailed description of most of the important
processes in an IT organization,
• includes checklists for tasks, procedures and responsibilities - used
as a basis for tailoring to the needs of individual organizations.
• Provides a helpful reference guide for many areas, which
can be used to develop new improvement goals for an IT
organization, enabling it to grow and mature.

19. Reasons for the Success of ITIL
• it is vendor-neutral.
• ITIL® focuses on processes, not specific tools, so ITIL® will work
for any organization that provides internal, external, or shared IT
services.
• It is non-prescriptive.
• It is adaptable to meet the needs of any organization with any type
of customer. can be modified to fit the needs of any organization.
• ITIL® represents the experiences and thought leadership of
the world’s best-in-class service providers.

20. Service Lifecycle stages
• The Service Lifecycle has five distinct stages
• Service strategy
• service design
• service transition
• service operation
• Continual service improvement

21. Each of the stages has the following
• Inputs and outputs
• Describes the relationship between this stage and others
• Principles and key concepts
• Describes the purpose and approach to the stage of the service lifecycle
• Processes and Functions
• Describes the processes that are inherent within each stage of the service
lifecycle. The processes within continual service improvement are not within
the scope of the ITIL® Foundation exam and, subsequently, will not be
discussed

22. Functions and Processes
• A function is a subdivision of an organization that is specialized in
fulfilling a specified type of work, and is responsible for specific end results.
• Are independent subdivisions with capabilities and resources that are
required for their performance and results.
• They have their own practices and their own knowledge body
• A process is a structured set of activities designed to accomplish a defined
objective.
• Processes result in a goal-oriented change, and utilize feedback for self-
enhancing and self-corrective actions.

23. Functions and Processes
• Processes possess the following characteristics:
• They are measurable - because they are performance-oriented.
• They have specific results.
• They provide results to customers or stakeholders.
• They respond to a specific event - a process is indeed continual and iterative,
but is always originating from a certain event.
Clearly differ xrisrics of value and
processes!!

25. INPUTS AND OUTPUTS IN ALL STAGES.
• Service Strategy – Service Level Package (SLP) include business
requirements and guiding principles.
• Service Design – Service Design Package (SDP) include everything
necessary for build, test and deploy a service.
• Service Transition – Early Life Support (ELS) which support in service
operation.
• Service Operation – Service Performance Report (SPR) provide the
performance report of the service.
• Continual Service Improvement – Service Improvement Plan (SIP)
which defines any the need for improvement in a particular service.

26. ITIL and Other standards
• ITIL® is not an exclusive framework
• ITIL® documents “what” a mature IT organization should do, not
“how” it should do it.
• Other standards still play a very important part in maturing an IT
organization
• In particular, ISO 20000 is the ISO/IEC certification for organizations
around IT service management.

27. ITIL Exams