Part one of Slides Related to Students of master of information technology of the university of Georgia for the course "IT Service Transit". Introduction to ITIL Service Transit

1. B.Moghimi@ug.edu.ge

3. INTRODUCTION TO IT SERVICE TRANSIT
IT SERVICE STRATEGY/ SERVICE TRANSIT
General Introduction and Opening
Marketing/ Service Marketing / Service Strategy
ITIL Service Lifecycle / ITIL Service Transition
E-Commerce and IT / KM and BPR
ITIL service strategy processes
configuration baseline
IT Service Transition – The Agile way .
Bahman Moghimi (Professor/ Academic Staff)
THE UNIVERSITY OF GEORGIA, TBILISI, GEORGIA.
#MARKAGEMENT

4. Please introduce yourself in 30 seconds
 Name, Surname:
 About your Family Businesses:
 Relevant Communication Jobs:
 Expectations:
B.Moghimi@ug.edu.ge

5. How did we think before? ......
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How did we think before? .......

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How did we think before? ..

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What is “Paradigm Shift” ?
 Information Age
 Buy-Side Market Place
 Competitors
 High Expectations
 High Rate of Change
in Buying Behavior
 E-Life !!!!

9. The Way To Paradigm Shift ...
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10. Old Economy New Economy
Organize by product units
Focus on profitable transactions
Look primarily at financial scorecard
Focus on shareholders
Marketing does the marketing
Build brands through advertising
Focus on customer acquisition
No customer satisfaction measurement
Over-promise, under-deliver
Organize by customer segments
Focus on customer lifetime value
Look also at marketing scorecard
Focus on stakeholders
Everyone does the marketing
Build brands through behavior
Focus on customer retention and growth
Measure customer satisfaction & retention
Under-promise, over-deliver
First Things Tomorrow Check-List !
 
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The Way To Paradigm Shift .

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The Way To Paradigm Shift ..

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The Way To Paradigm Shift ...

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The Way To Paradigm Shift ….

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The Way To Paradigm Shift …..

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The Way To BPR !

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The Scope of Marketing
Marketing: is seen as all the tasks of creating,
promoting, and delivering goods and services
to consumers and businesses to create a life-
long and mutually benefited to all the
stakeholders.

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Value – Class Discussion
 What is value really?
– Brand value, Image value
– Monetary value
– Behavioral value
– Location value
– WHAT ELSE????
 What is the first reason you buy something?
 When do you feel valued?
 How can we create value?

21. What is Service Marketing?
 Service marketing involves promoting and delivering
intangible services to customers, focusing on addressing
unique characteristics such as intangibility, inseparability,
variability, and perishability.
 Unlike product marketing, which deals with tangible goods,
service marketing emphasizes strategies to manage quality
perceptions, create memorable experiences, and build
customer loyalty in industries where services are the primary
offering.
B.Moghimi@ug.edu.ge

22. What is ITIL ?
 ITIL stands for Information Technology Infrastructure Library. It is a
framework that provides best practices for IT service management (ITSM).
 ITIL offers a set of detailed practices for aligning IT services with the
needs of the business, ensuring that IT operations are efficient, cost-
effective, and customer-focused.
 ITIL covers various aspects of IT service management, including service
strategy, service design, service transition, service operation, and continual
service improvement.
 Organizations use ITIL to establish standardized processes and procedures
for managing IT services, enhancing service quality, and optimizing IT
operations.
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23. ITIL service lifecycle
 It is a framework made up of all the processes needed to
effectively manage the whole service lifecycle of any product
or service offered by an organization.
 Its scope encompasses the entire lifecycle of IT services, from
their initial concept to day-to-day management and operations,
and their final retirement.
 Five parts of ITIL Service Lifecycle are: Service Strategy,
Service Design, Service Transition, Service Operation and
Continual Service Improvement
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Definition of eCommerce .

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3 Elements in Any I.S system

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Quote :
Technology should not
be overrated !

29. Ecommerce V.S Information Technology
 E-commerce encompasses strategic utilization of information systems to
conduct online commercial transactions, involving the integration of
technology, business processes, and human resources.
 This strategic approach often entails the reengineering of traditional business
processes to leverage digital tools and platforms for activities such as online
purchasing, digital marketing, and customer relationship management.
 IT serves as a critical enabler within this strategic framework, providing the
necessary technological infrastructure, software solutions, and expertise to
support e-commerce operations effectively.
 For instance, a company implementing e-commerce strategies may undergo
process redesign to streamline online transactions and enhance customer
experiences, with IT playing a central role in implementing and maintaining
the digital infrastructure required for these operations
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Focus of Most I.S. Projects

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Value in IT systems
 Knowledge management is the art of
creating commercial value from intangible
assets.
 For creating value in any IT systems; we
need crucial information that is just
available in KM.

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Quote :
"The best single lesson I ever learned was to
maximize the intellect of the company.
You need to gather the knowledge of
individuals, share those ideas and celebrate
the sharing. That, in the end, is how a
company becomes great.“
Jack Welch
Former chairman and CEO
General Electric

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Knowledge Based Economy
 Knowledge is the key strategic asset to be managed.

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KM: Other’s Point of View
• “Knowledge management is a formal, structured initiative to
improve the creation, distribution, or use of knowledge in an
organization. It is a formal process of turning corporate
knowledge into corporate value.”
– Thomas Davenport
• “Knowledge management is the art of creating commercial
value from intangible assets.”
– Karl Erik Sveiby
• “Learning the processes and content of intellectual capital to
enhance the organization’s ability to achieve its mission.”
– Computer Science Corporation (CSC)

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KM Structure

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KM Role in Information Technology
World
• Integrate KM with the traditional CRM functionalities
• To create knowledge-enabled CRM processes
– allow companies to evaluate key business
measures such as customer satisfaction, customer
profitability, or customer loyalty to support their
business decisions

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KM & CRM: Example
• A hospital sends a new mother flowers after a baby is born
– Not at the same time everyone else does BUT
– 30 days after the birth
• Perfect time, because
– All the flowers she received earlier are gone!
– The exhaustion that accompanies having a new baby has
set in
• The new mother really appreciates this thoughtful gesture
• It comes at a time when she doesn’t expect it

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Problems with Traditional Organizations
Lack of customer focus
Internal empires
Priorities conflicts
Lack of innovation
Lack of flexibility
“Buffers” of time
“Buffers” of inventory
“Buffers” of quality
Duplication & redundancy

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TRANSFORMATION
OPTIMIZATION
BUSINESS
IMPACT
Best
Practice
Function
BUSINESS
SCOPE
Reinvention
Business
Discontinuity
Process
REENGINEERING
Levels of IT - Induced Change

40. BPR involves rethinking and redesigning business processes to
create value to Customers.
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What are main BPR Sections?
 Business Process Reengineering:
– Aims to achieve quantum improvements.
– Saving Time and Cost/ Increasing Satisfaction
– Using IT as the primary facilitator/enabler

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Business Process Reengineering
 BPR is the fundamental rethinking and radical redesign of
business processes to achieve drastic improvements in
critical measurements of performance (such as time, cost,
and quality).
(Hammer and Champy, 1993)
 A business process is a collection of tasks that together
create value for a customer.
(Jelasi Tofiq, 2005)

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Business
Process
Redesign
Develop Vision
and Objectives
(Jelasi Tofiq, 2005)

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BPR is Crucial for Information Systems
BPR helps companies to transform from a bureaucratic
situation to a flat and clear very customer-centered
orientation: By reducing process time and
improving quality

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Redesign Principles & Tactics
• Principles
– can be used as a checklist to suggest ways
of redesigning the process
• Tactics
– can be used to trigger ideas about how to
implement changes

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3 Types of Redesign Principles

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51. ITIL Service Lifecycle
• The ITIL Service Lifecycle is a structured and organized
system defined in ITIL v3 and designed to manage a product
or service throughout its lifecycle. It is divided into five
phases, each one with their own specific processes: strategy,
design, transition, operation, and continual improvement.
• Implementing in your organization will not only provide you
with practical tools to ensure the whole service delivery
process is working as it should, but it also promotes periodic
revision and improvement to make sure that you're always
striving for success.
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53. What is “transition”?
• Transition encompasses change management, a crucial process ensuring
effective organizational adaptations. Often subject to scrutiny, change
management can be a determining factor in project success or failure. Its
significance is underscored by its ability to garner attention for overlooked
project activities or to rectify shortcomings in implementation.
• This process systematically monitors organizational changes, from minor
process adjustments to significant policy or strategy shifts, to mitigate errors
and ensure efficient implementation. Within Service Transition, change
management plays a pivotal role in orchestrating organizational
transformations with precision and efficacy.
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54. Different types of transitions?
• The three types of transition are standard, normal and
emergency.
• A standard change is done on service requests or operational
usage. Normal changes can be automatic or on request by
users. Emergency change is done on an urgent basis and skips
the standard process.
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55. ITIL Service Transition benefits
• Efficiently managing test and pilot environments reduces administrative effort,
ensuring smoother transitions.
• Enhanced stakeholder trust is fostered through improved productivity,
contributing to successful changes.
• Precise cost, resource requirements, delivery times, and risk management
insights empower informed decision-making and effective resource allocation.
• Proactive issue prediction aids in efficient time management, minimizing
disruptions.
• Confidence in modified services aligning with specifications is bolstered,
facilitating smoother transitions.
• Cost-effective deployment of new and modified services is ensured, promoting
financial efficiency.
• Better control over service assets and configurations enables streamlined
operations and compliance.
• Adaptability to new requirements or services is enhanced, fostering
organizational agility and responsiveness.
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56. ITIL Service Transition Process
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57. Challenges in ITIL Service Transition
Part One
• Change Management: Balancing innovation with stability while
implementing changes to IT services.
• Communication and Collaboration: Ensuring effective
coordination among diverse teams and stakeholders involved in
service transition.
• Configuration Management: Maintaining accurate and updated
configuration information across the IT infrastructure.
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58. • Release and Deployment Management: Coordinating releases
and deployments while minimizing risks and ensuring
consistency.
• Knowledge Management: Capturing, documenting, and
sharing knowledge to facilitate continual improvement.
• Risk and Quality Management: Identifying, assessing, and
mitigating risks while maintaining service quality throughout
the transition process.
B.Moghimi@ug.edu.ge
Challenges in ITIL Service Transition
Part Two

59. Risks in ITIL Service Transition
• Poor collaboration between project and program teams can lead to
unexpected service transition requirements.
• Inadequate information from demand and service portfolio
management results in reactive planning, causing delays and resource
shortages.
• Delays in one transition can impact future transitions, leading to
cascading delays and service delivery issues.
• Conflicting requirements and insufficient information hinder
prioritization, causing confusion and inefficiencies.
• Service disruptions due to configuration errors, data loss, or
stakeholder resistance can lead to downtime and financial
consequences.
• Poor communication and documentation during transitions can cause
misunderstandings and delays.
• Inadequate testing and resource constraints may result in unforeseen
issues and compromised service quality.
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60. • Implementation of PBR to services
through service transition.
• Adopt a common framework and
set of standards for the processes.
• Establishing controls and disciplines
which are effective.
• To provide systems for transferring
knowledge and support decisions.
• To plan the package releases.
• Anticipation and management of the
necessary course corrections.
• re-use of designed processes to the
maximum extent.
• The service transition plans and
business plans need to be
aligned with each other.
• Establishing and maintaining
relationships with the
stakeholders involved.
• To manage the available
resources across the service
handles proactively.
• Ensure that there is involvement
early on in the service life-cycle.
• To provide assurance of the
quality of the newly introduced or
modified service.
• Improve the quality of the service
proactively during service
transition.
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Key Principles of ITIL Service Transition

61. Service Transition Processes
• Change Enablement/Management
• Change Evaluation
• Project Management (Transition Planning and Support)
• Application Development
• Release and Deployment Management
• Service Validation and Testing
• Service Asset and Configuration Management
• Knowledge Management
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62. Service transition example
Imagine we're launching a new HR system to manage annual leave
bookings for everyone in the company. It's crucial to handle this
transition well. Here are some important steps:
1. Creating user-friendly guides for both technical teams and
employees to support and use the new system effectively.
2. Thoroughly testing the service to ensure it works correctly.
3. Using Change Management practices to assess and schedule the
implementation properly.
4. Deploying the system into the live environment smoothly through
Release Management.
5. Keeping track of the system's building blocks and dependencies for
easier ongoing support with Service Asset and Configuration
Management.
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63. ITIL Service Transition Processes
• Change Management: Plan, evaluate, and implement changes with
minimal disruption.
• Service Asset and Configuration Management (SACM): Control and
maintain accurate configuration information.
• Release and Deployment Management: Schedule and deploy
releases efficiently.
• Knowledge Management: Gather, store, and share knowledge for
better decision-making.
• Transition Planning and Support: Coordinate resources for smooth
service deployment.
• Service Validation and Testing: Ensure new services meet
requirements before deployment.
• Evaluation: Assess performance and identify areas for improvement.
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64. IT Service Transition V.S. Transformation
• IT service transition is about introducing new services, changing
or updating existing services, or restoring legacy services
effectively, efficiently, and safely.
• Transformation is the outcome - the new and improved project.
In real terms, you could say that transition is the journey (all the
hard work carried out by your organization to introduce new or
changed services and retire old ones).
I Believe that IT service transition involves the smooth deployment of new or
changed IT services into the operational environment, ensuring minimal
disruption. IT transformation, on the other hand, is a broader process of
fundamentally changing IT infrastructure, processes, and capabilities to meet
evolving business needs and drive innovation.
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65. Release Management
• Release management ensures the seamless delivery and
integration of interconnected services within the overall
service operation. It coordinates the transfer of services,
considering their dependencies and ensuring their
comprehensive operation.
• For example, if an organization upgrades its customer login
screen on a webpage, release management ensures that any
necessary updates to related services, such as customer query
services, are successfully delivered and integrated.
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66. Program Management
• Program management within ITIL Service Transition ensures
the coordinated delivery of interrelated projects.
• For example, consider the upgrade of a telecom operator's
database. This endeavor involves multiple projects, such as
designing and creating the new database and migrating data
from the existing one.
• Program management oversees the interdependencies between
these projects, ensuring that tasks like data migration are
sequenced appropriately, with the creation of the new database
completed first to facilitate a smooth transition.
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67. ITIL Service Transition Success will: .
Controls Customer Expectations
• The ITIL Service Transition phase aims to manage and regulate customer
expectations regarding business changes enabled by new or modified
services. As businesses evolve due to such changes, it becomes imperative
to regulate them effectively through this stage.
• For example, introducing a fingerprint recognition feature in a bank's ATMs
alters the process of customer recognition, necessitating management
during the ITIL Service Transition phase. Through tests and verifications
conducted in this stage, businesses can gauge customer reactions before
implementing these changes in operations.
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68. ITIL Service Transition Success will: ..
Reduce variance in performance
• ITIL Service Transition stage also aims to reduce variations
between the predicted and actual performance of transitioned
services. During tests and verifications in ITIL Service
Transition stage, the performance of a service is assessed
before going into operations.
• If a service is not meeting the expected level of performance,
corrections or improvements can be done before transferring into
operations.
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69. ITIL Service Transition Success will: …
Guarantee a usable service
• ITIL Service Transition also ensures that a service can be used.
Although a new service is designed or a service is changed
properly, there might be problems when working in
conjunction with other interrelated services.
• The ITIL Service Transition stage verifies that new or changed
services can be used without any problem in operations.
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70. Facilitate planning and management of resources
• Within the ITIL framework, the Service Transition stage is
responsible for effectively planning and managing the resources
required to implement changes to IT services. This includes allocating
personnel, equipment, facilities, and other necessary resources to
ensure that the transition of new or modified services occurs smoothly
and efficiently.
• For instance, when upgrading a CRM system, ITIL ensures efficient
allocation of personnel, equipment, and facilities to facilitate a
smooth transition.
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ITIL Service Transition Success will: .…

71. Reduce impact on services
• Service Transition stage also reduces any unexpected impact
on services. By testing, verifying and checking interrelations
of services during service transition stage, any negative impact
of improper implication will be seen before putting services
into operations. Corrections or improvements will be able to
be planned and done.
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ITIL Service Transition Success will: ..…

72. Facilitate customer, user and staff satisfaction and as a
result improves service Quality
• Since service transition enables tested, verified and consistent
services to be transferred to the operations, customer, user, and
staff satisfaction will be increased.
• The Service Transition stage of the ITIL Service Lifecycle also
targets to improve the considered use of services and improving
the service quality and more customer loyalty and stakeholders
more benefits and values
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ITIL Service Transition Success will: ..….

73. Facilitate the management of mergers, spin-offs, and
acquisitions
• Companies might take strategic decisions such as mergers,
spin-offs, or acquisitions. These might require existing services
to be updated or new services to be developed and transferred
to operations.
• During mergers, spin-offs or acquisitions, transition
management of services are done during the ITIL Service
Transition stage.
• Having a documented strategy for service transit enables
consistent and successful delivery of interrelated services.
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ITIL Service Transition Success will: ..…..

74. What is Configuration Baseline?
A configuration baseline is a baseline for a configuration that has been
formally agreed and is managed through the change management
process. An IT Service provider will have several services. In order to
provide a successful and quality service delivery to the customers, all
assets and services must be working properly and in compliance with
each other.
Let’s consider that Service 1 has a version of 5.2.9. Service 2 has a
version of version 1.2 and Application 1 is at release 9.0. An IT service
provider may have several services, assets and configurations and each
of these will have a release or version. And the configuration baseline
refers to the working state of several configuration items.
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75. The value of a configuration baseline
• Since the configuration baseline refers to a working state of
several configuration items’ releases and versions, it can be
used as a basis for future builds, releases, and changes.
• Let’s assume that the IT Service provider upgraded a number
of services at the same time. After the upgrade, some problems
occurred in service management. If the IT service provider has
a configuration baseline from before the problems started, each
configuration item can be restored to its initial state to recover
the problem.
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76. ITIL service strategy processes
• Strategy management for IT services
• Service portfolio management
• IT financial management
• Demand management
• Business relationship management
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77. ITIL service strategy processes
Strategy management for IT services
Strategy management for IT services is the first process under ITIL service strategy. The
goal is to ensure IT services and their management align with the organization. During this
stage, you will assess, define, and execute strategies for your service offerings.
• Assessment: valuate the current market position of the business or service provider.
What opportunities or constraints impact your services? Consider your service offerings,
current and target customers, and your competitors’ offerings.
• Definition : Based on your assessment of the business and service climate, you can
begin defining what goals your service provider should pursue, as well as identify and
recommend services for different customer segments.
• Execution : The final step is implementation. This step is all about planning your
strategy for the successful execution of your strategic initiatives.
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78. ITIL service strategy processes
Service portfolio management
Service portfolio management (SPM) monitors your services in the pipeline
from start to finish. The goal of SPM is to ensure each service aligns with your
service management strategy and organizational objectives. By monitoring
your services end-to-end, you can more effectively justify service needs based
on concrete business value.
• A service portfolio has three parts: Service catalog, Service pipeline and
Retired services catalog (See notes)
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79. Service portfolio management CONT
There are four steps to basic SPM:
• Define desired outcomes for a proposed service (or proposed changes
to an existing service).
• Analyze the impact this new or changed service will have on your
other services in the portfolio. Identify any needed resources to offer
the service.
• Approve a new service (or change) with a formal proposal and initiate
the design stage following authorization.
• Charter services, communicate decisions, and allocate resources for
successful service deployment.
Managing your service portfolio requires commitment and investment, but the benefits
are clear. Good SPM helps customers understand exactly what services (and value) you
deliver, improves transparency and communication around costs and risks, and increases
efficiency in operations by tracking (and justifying) your services at every stage.
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80. ITIL service strategy processes
IT financial management
• IT Financial Management (also known as financial
management for IT services) focuses on service valuation.
This process involves accounting, budgeting, and charging
services so that the organization covers costs and generates
profits for those services.
• These three steps are known as the “ABCs” of Financial
Management for IT Services.
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81. ITIL service strategy processes
Demand management
• Helps businesses understand, predict, and influence customer
demand for their IT services.
• Accurately understanding and adapting to service demand
ensures businesses avoid inadequate or excessive service
capacity—both of which impact costs and customer
satisfaction. Demand management typically involves three
primary activities:
– Analyzing
– Anticipating
– Influencing
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82. ITIL service strategy processes
Business relationship management
BRM focuses on developing strong client relationships.
Relationship managers do this by optimizing the value of service
delivery for the customer to ensure continued satisfaction and
loyalty.
• Processes for executing a successful BRM program:
– Maintain customer relationships.
– Identify service requirements.
– Acquire new customers.
– Solicit customer satisfaction feedback.
– Handle complaints.
– Monitor complaints and incidents.
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83. IT Service Transition – The Agile way .
• “Agile" refers to an approach or methodology that emphasizes
flexibility, adaptability, and responsiveness to change. It involves
breaking down projects or tasks into smaller, manageable components
and iterating on them incrementally. Agile methodologies prioritize
collaboration, customer feedback, and continuous improvement to
deliver value efficiently and effectively.
• While Agile approaches are prevalent in many areas, IT service
transitions have largely remained traditional waterfall processes.
However, there are efforts to incorporate Agile principles into these
transitions. For example, daily stand-up meetings are transformed into
scrum meetings, and transition plans are structured into sprints.
• These transitions typically involve Planning, Knowledge Transfer,
Shadow Support, Primary Support, Cut-Over / Go-Live:
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84. Benefits of agile IT service Transit
1. Iterative Go-Live gives confidence to customer rather than trying to build
strict phase acceptance criteria and still being unsure of quality at cut over.
2. Can reduce duplicate efforts from both service providers
3. Reduced conflicts and increased trust
4. Flexible, outcome based progress tracking and governance
5. Reduced cost
6. Improved predictability
7. Scalability
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