ITIL Process Assessment - Service Strategy (XLS)

ITIL Service Strategy Assessment
The purpose of the service strategy stage of the service lifecycle is to
define the perspective, position, plans and patterns that a service
provider needs to be able to execute to meet an organization’s business
outcomes.
Two aspects of strategy are covered in ITIL Service Strategy:
■ Defining a strategy whereby a service provider will deliver services to
meet a customer’s business outcomes
■ Defining a strategy for how to manage those services.
Processes included in this assessment are:
1 Strategy Management for IT Services
2 Service Portfolio Management
3 Financial Management for IT Services
4 Demand Management
5 Business Relationship Management

Introduction
The PMF Model
Figure 1: PMF – Maturity levels:
Table 1: PMF – Maturity levels description
Level Level – General description
Level 1: Initial
The process has been recognized but there is little or no process management activity and it is allocated no
importance, resources or focus within the organization. This level can also be described as ‘ad hoc’ or
occasionally even ‘chaotic’.
Level 2: Repeatable
The process has been recognized and is allocated little importance, resource or focus within the operation.
Generally activities related to the process are uncoordinated, irregular, without direction and are directed
towards process effectiveness.
Level 3: Defined
The process has been recognized and is documented but there is no formal agreement, acceptance or
recognition of its role within the IT operation as a whole. However, the process has a process owner, formal
objectives and targets with allocated resources, and is focused on the efficiency as well as the
effectiveness of the process. Reports and results are stored for future reference.
(Level 3 +: Deployed ) (This extra level was introduced to emphasize actual deployment of the process as defined.)
Assessment methodology
This spreadsheet system allows you to conduct a Assessment of ITIL v3 processes.
Assessment highlights areas that require particular attention and gives you idea on process maturity. It can also be used as a benchmarking
mechanism and a boot in creating continual improvement culture for your ITSM / ITIL processes.
(Even if you want to employ external Service Management consultants to do an assessment, you can present the findings of this
spreadsheet to help them rapidly understand some of your current issues. This in itself is a time saving (and therefore) cost saving exercise.)
The assessment is based on Process maturity framework (PMF), (as recommended in ITIL Service Design book). PMF shown in Figure 1:
PMF – Maturity levels, and described in Table 1: PMF – Maturity levels description brings a common, best-practice approach to the review
and assessment of service management process maturity.
PMF Model – Maturity level descriptionThis document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/itil-process-assessment--service-strategy-xls-3666

Level 4: Managed
The process has been fully recognized and accepted throughout IT. It is service-focused and has
objectives and targets that are based on business objectives and goals. The process is fully defined,
managed and has become proactive, with documented, established interfaces and dependencies with other
IT process.
Level 5: Optimizing
The process has been fully recognized and has strategic objectives and goals aligned with overall strategic
business and IT goals. These have now become ‘institutionalized’ as part of the everyday activity for
everyone involved with the process. A self-contained continual process of improvement is established as
part of the process, which is now developing a pre-emptive capability.
Figure 2: PMF – Process maturity (inputs, outputs, activities, measuring, optimisation)
1. Process performance (outcomes achieved)
2. Performance Management ( activities performed)
3. Work product management ( inputs/outputs)
4. Process Definition ( roles documentation)
5. Process deployment( accepted, performed)
6. Process Measurement
7. Process control
8. Process innovation
9. Process optimisation
Figure 3: Mapping: PMF- Assessment Question Areas:
Further, Figure 2: PMF – Process maturity (inputs, outputs, activities, measuring, optimisation) gives further graphical representation of the
PMF model as described above:
The use of the PMF in the assessment of service management processes relies on an appreciation of the IT organization growth model. At
the process level, assessment covered following groups of questions regarding process attributes to establish process maturity:
Assessment questions map to PMF maturity levels as shown in Figure 3: Mapping: PMF- Assessment Question Areas;
8. Process innovation
9. Continuous optimization
This document is a partial preview. Full document download can be found on Flevy:

Each process assessment sheet begins with a summary of industry best practice that has been used as a basis for the assessment.
1. Process Performance ( outcomes achieved)
2. Performance Management ( activities performed)
3. Work Product Management ( inputs/outputs)
4. Process definition ( roles, documentation,...)
5. Process deployment ( accepted, performed)
7. Process control
6. Process measurement

1
2
3
Note 1:
Note 2:
Scoring Question counter
Yes 1 Yes 1
No 0 No 1
Partially 0.5 Partially 1
N.A. 0 N.A. 0
Instructons for use
Scoring table & Question counter
If a process has very low maturity in certain area, auditor may opt to ask
open questions about what does organisation have/use rather than
asking explicitly assessment questions.
XLS calculations of percentage scores are only guidelines and not final
scores. Final Maturity Levels in the Assessment should be determined by
the auditor based on given answers following the described PMF model.
In each Process sheet, auditor should fill in only yellow cells ( Column C
"Answers"). All other values are calculated automatically.
Each Assessment question can be answered by: Yes, No, Partially, N.A. (Not
applicable). Possible answers come as drop-down menu in each cell.
After answer is given, score in respective column D cell is automatically populated with
calculated score (Yes=1, No=0, Partially=0.5 and N.A. is excluded from scoring).

Level 1: Initial
Level 2: Repeatable
1. Process Performance:
Process outcomes are realized i.e. Process purpose is achieved.
Answer Score Comment
Environment in which the service provider operates, including the related
constraints and opportunities (market spaces), is understood.
The environment includes the internal and external environments of the
service provider.
#N/A
Relevant objectives and perspective (i.e. vision and mission statement)
are established and kept aligned with changing environment.
#N/A
Position of the service provider relative to its customers and the other
service providers is established.
The service provider's position includes defining which services will be
delivered to which market spaces and how to maintain a competitive
advantage.
#N/A
Strategic plan(s), which identifies how the service provider will achieve its
objectives, perspective and position, is (are) produced, communicated and
maintained.
#N/A
Translation of the strategic plan(s) into tactical and operational plans
(patterns) is ensured for each organizational unit that is expected to
deliver the strategy.
#N/A
IT service strategy is implemented. #N/A
#N/A
Level 3: Defined
2. Performance Management:
Process performance is managed
Strategic assessment - internal environment is analized - careful
assessment of the organization is performed over a period of time in order
to identify the service provider's strengths and weaknesses.
Typical categories of analyzing strengths and weaknesses include:
existing services, financial analysis, human resources, operations,
relationship with the business units, resources and capabilities, and
existing projects.
#N/A
Strategic assessment - External environment is analised - careful
analysis of the external factors that might impact directly the service
provider is performed in order to identify the current and future (potential)
opportunities and threats.
External factors include: industry and market analysis, customers,
suppliers, partners, competitors, legislation and regulation, political, socio-
economic and technology.
#N/A
Strategic assessment - market spaces are defined - all current market
spaces (i.e. served by existing service assets) and any potential new
market spaces (i.e. unserved or under-served) that have been identified
from the internal and external environment analysis are documented.
A market space is defined by the opportunities that an IT service provider
could exploit to meet the business needs of customers. Market spaces
identify the possible IT services that an IT service provider may wish to
consider delivering. Where ever there is a need for a business outcome
and the potential for a supplier to deliver a service capable of helping to
achieve that business outcome, we have a market space.
#N/A
Strategic assessment - strategic industry factors and Critical
Success Factors (CSFs) are identified and reviewed - For each market
space, critical factors (called strategic industry factors) that determine the
success or failure of the IT service strategy are identified and periodically
reviewed periodically as well as translated into a set of executable CSFs.
The strategic industry factors for each market space are influenced by
customer needs, business trends, competition, regulatory environment,
suppliers, standards, industry best practices and technologies.
The CSFs require a combination of several service assets such as
financial assets, experience, competencies, Intellectual Property (IP),
processes, infrastructure and scale of operations.
#N/A
Strategy management for IT services is the process of defining and maintaining an organization’s perspective, position, plans and
patterns with regard to its services and the management of those services. The purpose of a service strategy is to articulate how a
service provider will enable an organization to achieve its business outcomes; it establishes the criteria and mechanisms to decide
which services will be best suited to meet the business outcomes and the most effective and efficient way to manage these services.
Strategy management for IT services is the process that ensures that the strategy is defined, maintained and achieves its purpose.
NOTE 1: The IT service strategy is a subset of the overall (IT) strategy for the (IT) organization. It aims at: - articulating how an IT service provider
will enable an organization to achieve its business outcomes, - establishing the criteria and mechanisms to decide which services will be best suited
to meet the business outcomes, - determining the most effective and efficient way to manage these services.
NOTE 2: This process applies to both external and internal service providers organizations. However, some aspects of service management such
as customers, contracts, competition, market spaces, revenue and strategy take on noticeably different meanings depending on the type of service
provider.
NOTE 3: ISO/IEC 20000 and/or any legal framework defining specific requirements related to the management of IT services may be used as a
reference to establish a Service Management System (SMS).

Strategic assessment - service provider's objectives are established -
results that the service provider expects to achieve by pursuing its IT
service strategy are established.
Clear (and SMART) objectives facilitate consistent decision-making,
minimizing later conflicts.
#N/A
Strategy generation - service provider's vision and mission
statements are determined - Overall direction, values, beliefs and
purpose are determined, and at a high level, as well as how the service
provider intends to achieve these.
#N/A
Strategy generation - strategic position(s) is formed - It is defined
what service will provide, to what level and to which customers, and how
the service provider will be differentiated from other service providers (if
any) in the industry.
Positioning is based on the analysis of market spaces and strategic
industry factors. Apart from the cost and quality of services, there are four
broad types of position: Variety-based positioning, Needs-based
positioning, Access-based positioning and Demand-based positioning.
#N/A
Strategy generation - strategic plan(s) are crafted - the way the service
provider will achieve its objectives, perspective and position(s) is
documented in one or more strategic plans (long term plans). These plans
are concise and readable.
Often several strategic plans are developed, especially when the service
provider is pursuing more than one position or more than one market
space.
#N/A
Strategy generation - patterns of action are adopted - Establish and
use patterns of action (to be executed within the service provider) that the
executives believe will be efficient and effective means of both achieving
objectives and dealing with the dynamic nature of organizations.
The patterns of action are usually defined and documented in the form of
management system, organizational structures, policies, processes,
procedures, budgets, schedules... but they can also be less formal and
less tangible. There are four types of patterns of action that are helpful in
defining and executing service management strategies: "How to" patterns,
Boundary patterns, Priority patterns and Timing patterns.
#N/A
Strategy execution - strategic plan(s) are communicated - It is ensured
that the strategic plan(s) is (are) communicated to executives and key
stakeholders, and that the key aspects of the strategy (vision, mission and
main objectives) are presented and visible to everyone in the organization.
In case of an internal service provider, the strategic plan should be
presented and made visible for the business as well.
#N/A
Strategy execution - alignment of assets with customer outcomes is
enabled – It is ensured that the service assets are coordinated, controlled
and deployed so that they can provide the appropriate service at the
agreed levels.
The deployment of Service Portfolio Management, Capacity Management,
Availability Management, Service Level Management and/or Service Asset
and Configuration Management processes are possible means to enable
alignment with customer outcomes.
#N/A
Strategy execution – Investments are prioritized - project and service
investments are prioritized based on criteria such as customer needs,
identified opportunities, and the potential to differentiate in the market
spaces.
#N/A
Measurement and evaluation - strategy effectiveness is monitored
and evaluated - areas that are performing below or beyond expectations
as well as changes to relevant aspects of the internal environment that
impact the achievement of the strategy are identified and analyzed.
These areas may cover policies adherence, plan execution, patterns of
action appropriateness, service asset performance, CSFs achievement...
Since the organization operates in (and is itself) a continuously changing
environment, the strategy (and the strategic plans) need to be regularly
assessed and revised. These activities set the baseline for the next round
of strategy assessments.
This practice should be supported by the Seven-Step Improvement
process.
#N/A
Measurement and evaluation - opportunities for improvement,
expansion and growth are identified - opportunities for improvement (at
a strategic level), growth, and/or expansion within current and prospected
market spaces are identified.
Successful expansion and growth strategy are often based on leveraging
existing service assets and customer portfolios to drive new growth and
profitability.
#N/A
#N/A
3. Work Product Management:
Work Products (Process Inputs and Outputs) are managed

Market space descriptions are defined, documented and maintained.
Market space description - The description of the opportunities that an IT
service provider could exploit to meet the business needs of customers.
Market spaces identify the possible IT services that an IT service provider
may wish to consider delivering. A market space is defined by a set of
business outcomes, which can be facilitated by a service. Where ever
there is a need for a business outcome and the potential for a supplier to
deliver a service capable of helping to achieve that business outcome, we
have a market space.
#N/A
Critical Success Factors (CSFs) for defined Market spaces are
documented and maintained.
Critical Success Factors are defined for every market space and
determine the success or failure of a service strategy. CSFs are also
referred as strategic industry factors (SIF). Thea are:
- defined in terms of capabilities and resources
- proven to be key determinants of success by industry leaders
- defined by market space levels, not peculiar to any one firm
- basis for competition among rivals
- altered or influenced by customers, competitors, suppliers and regulators
#N/A
Business Impact Analysis (BIA) report is documented and maintained.
BIA report - Result of the activity that identifies Vital Business Functions
and their dependencies. BIA defines the recovery requirements for IT
services.
The dependencies may include suppliers, people, other business
processes, IT services, etc. The requirements include Recovery Time
Objectives (RTO), recovery point objectives and minimum service level
targets for each IT service
#N/A
Vision and mission statements are defined and documented.
The vision statement articulates what it is the service provider aims to
achieve (i.e. look at a desired state to be achieved at some time in the
future). The mission statements articulate the basic purpose and values of
the organization and its operation (i.e. how the organization will make its
vision a reality).
#N/A
IT Service Strategy is documented and maintained. (as a part of IT
Strategy)
#N/A
IT Service strategy policies are documented and maintained.
IT Service strategy policies - A set of architectural documents and
principles supporting the achievement of the IT service strategy. They set
the service provider’s overarching direction and drive the way you do
business.
#N/A
IT Service strategic plan is documented and maintained.
IT Service Strategic plan is a long-term planning to achieve the overall
vision.
It includes: long-term goals of the service organization, service required to
meet those goals, capacities and resources required for the organization
to achieve those services and how will service organization get there.
#N/A
IT Service tactical plan is documented and maintained.
IT Service tactical plans - Tactical plans that identify how the service
strategy (and related strategic plans) will be executed.
#N/A
There is a documented register of prioritized Projects and Service
Investments and it is maintained and aligned with strategic and tactical IT
Service plans.
#N/A
#N/A
4. Process definition:
Standard process is defined ( process guide, roles, interactions, resources,
capabilities, monitoring, reporting...) and maintained
Process owner is identified. #N/A
Standard process Purpose, Goals, Objectives, Scope, Triggers, Inputs,
Outputs are defined and documented.
#N/A
Standard process sequence of activities is defined and documented. #N/A
Standard process interaction with other processes is determined. #N/A
Standard Process roles and responsibilities are identified. #N/A
Competencies required for performing the process are identified.
#N/A
Infrastructure and work environment required for performing the process is
identified..
#N/A
Methods to monitor effectiveness and suitability of standard process are
determinend ( methods, data, CSFs, KPIs, need to audit and review the
process)
#N/A
Content of Service Management reporting is agreed with stakeholders (
layout, contents, frequency).
#N/A
#N/A
Level 3+: Defined & Deployed
5. Process deployment:
Process is effectively deployed in the organisation
Process owner accepts and performs his role. #N/A
Standard process is deployed and approved Process models are taylored
out of it for the context specific requirements.
#N/A

Process is performed as specified in Standard Process definition or
Process model and there is a clear criteria for choosing the respective
model.
#N/A
Process interactions with other processes are active. #N/A
Process roles and responsibilities are assigned and communicated. #N/A
Competencies required for performing the process are adequate or there
is a suitable training available/planned.
#N/A
Required Human resources to perform the process are available, allocated
and used.
#N/A
Required Information to perform the process is available, allocated and
used.
#N/A
Required Infrastructure to support the process is available, used and
maintained.
#N/A
Data required to understand behavior, effectiveness and suitability of
standard process is collected, analyzed and used to identify process
improvements
#N/A
Service Management reports are produced and published as agreed with
stakeholders.
#N/A
#N/A
4. Managed:
Process is measured and operates within defined limits and achieves
expected results.
6. Process measurement:
Measurement results are used to insure that process performance
supports achievement of process objectives in support of defined
business goals.
Process information needs are identified in relation to business goals. #N/A
Process measurement objectives are derived from Process information
needs.
#N/A
Quanititative Process performance objectives are established to explicitely
reflect business goals.
#N/A
Process performance objectives are verified with relevant management
and process owners to be realistic and useful.
#N/A
Detailed measurements, data collection methods, algorithms and methods
to create derived measurement results are defined.
#N/A
There is a verification mechanism for the defined measures.
#N/A
Service and process measurement results are collected and processed.
#N/A
Results of the measurement and monitoring are used to monitor and verify
the achievement of the process performance objectives.
#N/A
#N/A
7. Process control:
Process is quantitatively managed, stable, capable and predictable within
defined limits.
Suitable analysis and control techniques to control the process
performance are determined.
#N/A
Control limits of variation for normal process performance are established.
#N/A
Measurement data are analyzed for special causes and variation.
#N/A
Corrective actions are taken to address special causes and variation. #N/A
Control limits are re-established ( as necessary) following corrective
action.
#N/A
#N/A
5. Optimizing:
Process is continuously improved to meet current and projected business
goals.
8. Process innovation:
Process changes are identified based on analysis and investigation of
innovative approaches
Process improvement objectives are defined that support relevant
business goals ( direction for improvement is set, business vision and
goals are analysed and cascaded to process, quantitative and qualitative
process improvements are defined).
#N/A
Measurement data is analysed to identify real and potential variations in
the process performance.
#N/A
Improvement opportunities of the process are derived based on innovation
and industry best practices.
#N/A
Improvement opportunities are derived from new technologies and
process concepts.
#N/A
Improvement strategy is defined based on a long-term improvement
vision and objectives ( management and process owners are commited to
improvement; proposed changes are evaluated, piloted, classified and
prioritized; approved changes are planned; after implementation there is
evaluation of change effects...)
#N/A
#N/A
9. Process optimization:
Process is continously improved ( changes are assessed & analysed for
impact, implementation of changes is controlled, effectivenes of changes
is evaluated)
Impact of each process change is assessed against the objectives defined
in standard process.
#N/A

Implementation of all agreed changes is managed to ensure that any
disruption to the process performance is understood and acted upon.
#N/A
Effectiveness of a process change is evaluated on the basis of process
performance, general process capability and business goals. #N/A

Level 1: Initial
Level 2: Repeatable
Services to be provided are investigated and decided upon based on
analysis of the potential return and acceptable level of risk.
(The services that are under consideration or development (but not yet
available to customers) represent the service pipeline).
#N/A
Services are evaluated to determine how they enable the service provider
to achieve its strategy and respond to changes in its internal or external
environments.
(Service Portfolio Management evaluates the value of services throughout
their lifecycle. SPM must be able to compare what new services offer over
the retired services they have replaced. )
#N/A
Service portfolio is established and maintained and it is articulating the
business needs that each service meets and the business outcomes it
supports.
#N/A
Selection of services offered, the conditions under which they are offered
and the level of investment at which they are offered, are controlled.
#N/A
Implementation of the service provider’s strategy through service
investments and its execution against that strategy is evaluated.
#N/A
Services that are no longer viable are identified and their retirement is
planned.
#N/A
#N/A
Level 3: Defined
Existing services are described in the service portfolio - existing IT
services are described in the service portfolio from a high level, strategic
perspective (For each IT service, the description should include: its
purpose, customer and consumers, its service model (structure and
dynamics of how the service is operated and managed), high-level
performance and regulatory requirements, which business activity is
supported (market space), which business outcomes are supported, other
stakeholders, major inputs and outputs, and anticipated level of
investments. )
#N/A
Suggestions for new or changed services are centralized - central
record of all plans, requests, and suggestions for new or changed services
is maintained that might be integrated in the service portfolio.
New services and changes to existing services can be initiated from
different sources such as: Business Relationship Management, IT Service
Strategy Management, Seven-Step Improvement, or any other service
management processes.
Any suggestion that Change Management considers to be strategic should
be immediately referred to Service Portfolio Management. This means that
Service Portfolio Management and Change Management should define
#N/A
Impact of changes to existing services is evaluated - impact of any
service change on the service portfolio (existing utility, warranty and
investment in the service, etc.) and the existing service models (model
dynamics, flow of data and information, new or changed components, etc.)
is evaluated. Also, it is evaluated the possibility to combine this changed
service with existing services to deliver the required utility and warranty.
#N/A
Impact of new services is evaluated - Impact of a new service (based
on its high level description, and its service model, if any) on the service
portfolio and the existing service models is analyzed. It is determined
which existing service assets can be used to support the new service (i.e.
evaluate the possibility to combine this new service with existing services
to deliver the required utility and warranty).
(If a service model does not exist for a service in the pipeline, Service
Portfolio Management will ensure that one is defined. )
#N/A
Service investments are prioritized and scheduled - investments in the
services are prioritized based on objective factors, such as: the relative
value of the impacted service(s) (compared to the value of the other
services), its strategic category, the potential return on investment (value-
to-cost ratio), and some other factors such as mission imperative,
compliance, trends, intangible benefits, strategic fit, social responsibilities
and innovation. (The option space tool is useful for making decisions on
the timing and sequencing of investments in a service portfolio. )
#N/A
The purpose of service portfolio management is to ensure that the service provider has the right mix of
services to balance the investment in IT with the ability to meet business outcomes. It tracks the investment
in services throughout their lifecycle and works with other service management processes to ensure that
the appropriate returns are being achieved. In addition, it ensures that services are clearly defined and
linked to the achievement of business outcomes, thus ensuring that all design, transition and operation
activities are aligned to the value of the services.

Value proposition is articulated into business case - For each new or
changed service (i.e. each service investment) there is a documented
business case describing: the opportunity, what the service expected to
achieve, the business outcomes the service will be designed to meet and
the investment that will be made in the service and its strategic category
(‘Run the business’, ‘grow the business’ or ‘transform the business’).
This activity should be performed in collaboration with the IT Service
Financial Management process, through the quantification of the value
(customer standpoint), cost and revenue of each service and through the
understanding of the mapping of service assets to service, and of service
to business outcomes.
The business case is the justification for pursuing a course of action to
meet stated organizational goals and acts as the link back to service
strategy and funding.
#N/A
Feasibility of new or changed services is analyzed - Analyze which
aspects of the anticipated future state of the new or changed service are
feasible (based on the business case) from both a customer/business
perspective (e.g. achievability of the business outcomes) and a service
provider perspective (e.g. ability to deliver the service with an acceptable
ROI). (In order to save time and effort, Service Portfolio Management
should eliminate any work it already knows will have a negative outcome.)
#N/A
Service change proposals are submitted to Change Management for
approval - service change proposals are defined and submitted to
Change Management that performes a detailed assessment and then
confirms whether or not the service is feasible (i.e. technically compatible
with the existing environment).
The service change proposal will be treated in almost the same way as an
RFC, except that the activity is focused on investigating what the new or
changed service will look like and what resources it will take to design,
build and deploy it.
If service change proposal is accepted then the detailed design and
deployment of the new or changed service is initiated; If it is rejected,
Service Portfolio Management will have to notify all stakeholders and work
with them to devise a plan to continue without the proposed (changed)
service.
#N/A
Service charters are documented and communicated to stakeholders
- Based on the feedback from Change Management, service charters are
documented and communicated to all stakeholders, development, testing
and deployment staff members to ensure a common understanding of
what will be built, by when, and how much it will cost.
Usually the service changes are managed through a project management
process, for which the service charter is a major input.
#N/A
Progress of new or changed service is tracked - stakeholders are
notified on the progress achieved by the service (including any delay or
exception) from the time it is chartered to the time the service has been
deployed. Progress of the project is reflected in the service portfolio in
order to track the cost of the service against the estimated level of
investment and decide to increase the level of investment (or discontinue
the project) if necessary.
#N/A
Success of the new or changed service implementation is verified -
Check if the new or changed service deployed has met the requirements
of the strategy and is contributing to the achievement of business
outcomes as specified by the stakeholders.
This check is similar to the Post-Implementation Review (PIR) in Change
Management, except it is broader in scope.
#N/A
Service portfolio is reviewed - existing services (i.e. the services in the
service catalogue ‘part’ of the service portfolio) are regularly reviewed to
determine whether they still meet their objectives and estimated ROI, and
whether they are still appropriate for the IT service strategy (if not, they
should be redesigned or retired). The services in the service pipeline are
also reviewed to ensure that they are properly defined, analyzed,
approved and chartered.
#N/A
Service retirements are planned - service retirement decisions are
communicated and it is ensured that the services to be retired are
effectively removed from service catalogue and live use through the
service transition processes. Services planned for retirement should be
early identified as such in the service catalogue.
Retired services are usually maintained (on standby) in case a business
need arises that the service can meet or in case the original business
requirements re-emerge.
#N/A
#N/A
Service Portfolio exists and it contains appropriate information about
services in the pipeline, catalogue and retired services.
Service portfolio - The complete set of Services that are managed by a
Service provider.
It includes three categories of services: service pipeline , service
catalogue, retired services
#N/A

Service Investment analysis is documented for each new/changed service
proposal.
Service Investment Analysis - Analysis of financial information to
determine the money spent for developing and operating a service and
compare it to the value that the business has realized in using the service
to achieve their desired outcomes. This analysis identified the level of
investment on a service and the return on that investment.
#N/A
Every new/changed service proposal has defined and documented
Change proposal.
Change Proposal - A document that includes a high level description of a
potential service introduction or significant change, along with a
corresponding business case and an expected implementation schedule.
Change proposals are normally created by the service portfolio
management process and are passed to change management for
authorization. Once the change proposal has been authorized, service
portfolio management will charter the service.
A change proposal includes: description of the change at a business level,
contact and details of the requester, impacted services, full business case,
affected baseline/release, expected implementation dates, high-level risk
assessment, back-out or remediation plan, impact on continuity, capacity,
security… plans, change authority, change decisions (approval/reject) and
rationale, authorization date and signature(s)
#N/A
Each requested Change to the service has documented Change
evaluation report.
A change evaluation report contains the following sections: risk profile,
deviations report, qualification statement, validation statement,
recommendation
#N/A
Service Model is defined and documented for new/changed service.
Service Model - A model that shows how service assets interact with
customer assets to create value. Service models describe the structure of
a service (how the configuration items fit together) and the dynamics of
the service (activities, flow of resources and interactions). A service model
can be used as a template or blueprint for a service.
#N/A
Service-oriented financial and business value information is available for
all services in Service portfolio.
Information about factors of demand and supply in order to model
anticipated usage by the business, and provisioning requirements by IT.
It allows to identify funding requirements, variation and drivers of those
variations, and to assist in the management of service demand.
#N/A
There are tools for managing Service Portfolio Management information. #N/A
Service charter is documented for each approved significant changed of a
service or a new service.
Service Charter - A document that contains details of a new or changed
service. New service introductions and significant service changes are
documented in a charter and authorized by service portfolio management.
Service charters are passed to the service design lifecycle stage where a
new or modified service design package will be created. The term charter
is also used to describe the act of authorizing the work required by each
stage of the service lifecycle with respect to the new or changed service.
#N/A
There are defined interfaces for service Improvement ideas (e.g.
Customer wishes, comments, complaints; CSI register, etc.) and these are
integrated with service portfolio information.
#N/A
#N/A
#N/A
#N/A
identified..
#N/A
process)
#N/A
#N/A
#N/A

#N/A
model.
#N/A
#N/A
and used.
#N/A
used.
#N/A
maintained.
#N/A
improvements
#N/A
stakeholders.
#N/A
#N/A
4. Managed:
expected results.
business goals.
needs.
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
7. Process control:
defined limits.
#N/A
#N/A
Measurement data are analyzed for special causes and variation. #N/A
action. #N/A
#N/A
5. Optimizing:
goals.
#N/A
#N/A
#N/A
process concepts.
#N/A
#N/A
#N/A
is evaluated)
#N/A

Level 1: Initial
Level 2: Repeatable
Cost of providing services is understood, under control and communicated
to relevant stakeholders.
#N/A
Funding necessary to manage the provision of services is secured,
enabling to meet the commitments to customers.
#N/A
Relationship between expenses and incomes is understood. #N/A
Expenditure for the creation, delivery and support of services is managed
and accounted for.
#N/A
Financial impact of new or changed strategies and services on the service
provider is evaluated.
#N/A
Costs of service provision are recovered from the customer (where
appropriate).
#N/A
#N/A
Level 3: Defined
Accounting - the cost items, categories and structure for the IT
services are understood - It is understood how the service-related costs
are allocated (by service, location, department, business unit …), how the
costs are broken down into cost items and what is the classification of
each cost item.
The breakdown structure of costs should include several levels of cost
item. For example, “People” may be a high-level cost item and “Payroll”,
“Travel”, “Training” and “Overtime” may be the sub-items of this high-level
cost item.
The cost items should be classified as one or the other of each of the
following three pairs: Capital or operational, direct or indirect, fixed or
variable.
#N/A
Accounting - Chart of accounts is created - Detailed chart of accounts
for IT services is created based on the cost structure and the classification
previously defined.
The chart of accounts consists of balance sheet accounts (assets,
liabilities, and stockholders’ equity) and income statement accounts
(revenues, expenses, gains, losses).
#N/A
Accounting - Financial information on IT services is analized and
reported on - financial information on IT services is analized and
adequate reports are produced to the stakeholders in order to understand
budget deviation and enable the business and other interested parties to
understand the service provider's income, expenses and investments.
#N/A
Accounting - budget deviation are corrected or mitigated - if needed
an appropriate action plan to correct budget deviations, or agree with the
stakeholders to change the original financial plans and targets (e.g. level
of cost and/or incomes, level of service utilization) is defined and
triggered.
#N/A
Budgeting - budget is established - list of estimated costs and incomes
of the organization over a specific period of time and how it will be spread
over this period is established, based on the analysis of previous budget,
plans, expected changes to funding and spending.
Typical plans that should be analyzed include: strategy, project plans,
planned changes in the customer environment, planned new services
(pipeline) and retired services, availability and capacity plans and Service
Improvement Plans (SIPs).
#N/A
Financial impact of new or changed strategies and services is
evaluated - financial impact of changing strategic direction and impact of
new or changed services on the budget, costs and incomes is evaluated.
#N/A
Charging - chargeable items are decided - It is decide on the items to
be charged that both have to be as related as possible to the business
deliverables and can be controlled by the customer (e.g. business
transaction). The chargeable items have to be defined on the basis of the
previously defined cost items to be effectively and accurately charged.
For example, if the chargeable item is a stock exchange transaction, the
business will be able to control its costs by managing the way the bank
employees place their orders.
#N/A
The purpose of financial management for IT services is to secure the appropriate level of funding to
design, develop and deliver services that meet the strategy of the organization. At the same time
financial management for IT services is a gatekeeper that ensures that the service provider does
not commit to services that they are not able to provide. Financial management for IT services
identifies the balance between the cost and quality of service and maintains the balance of supply
and demand between the service provider and their customers
NOTE 1: Controlling the cost of services is a prerequisite to secure the appropriate level of funding.
NOTE2: The financial management for the service provision is compatible with the organization's financial
policies and practices, and has to comply with the regulatory and legislative requirements.The purpose of

Charging - service prices are determined - Based on the cost recovery
policy, the chargeable items and related cost items, expected service
sales and service consumption trends, it is determine how much
customers is charged for each IT service.
The cost recovery policy should define what level of cost recovery needs
to be achieved: nothing (notional charging), break-even or with a given
margin. The differential charging can also be used to influence customer
behavior during critical periods (e.g. peak daytime processing periods).
#N/A
Charging - service-related invoices are issued and tracked - service-
related invoices are issued to the customers and tracked until effective
payment of the invoices
#N/A
#N/A
Cost model for IT services is defined and maintained.
Cost model - A Framework which allows the service provider to determine
the costs of providing services, understand the impact of proposed service
changes, and ensure that they are allocated correctly.
A cost model defines: how expenditure items will be recorded and tracked,
how each item will be classified in accounting terms, how costs will be
allocated to services and/or customers, how costs will be reported.
#N/A
Chart of accounts for IT services is defined and maintained.
Chart of accounts for IT services - A list of all accounts that are used to
record income and expenses related to IT services. They are aligned with
its own cost models, services and expenditure and compatible with the
corporate financial accounting rules.
#N/A
Total cost of Utilization (TCU) for IT services is defined and maintained.
Total cost of Utilization (TCU) - A methodology used to help make
investment and service sourcing decisions. TCU assesses the full lifecycle
cost to the customer of using an IT service.
#N/A
Service Valuation is performed for IT services and Service Value is
defined.
Service Valuation - A measurement of the total cost of delivering an IT
service, and the total value to the business of that IT service. It is used to
help the business and the IT service provider agree on the value of the IT
service.
Service valuation quantifies, in financial terms, the funding sought by the
business and IT for service delivered, based on the agreed value of those
services.
#N/A
Service Investment Analysis is performed for IT services.
Service Investment Analysis - Analysis of financial information to
determine the money spent for developing and operating a service and
compare it to the value that the business has realized in using the service
to achieve their desired outcomes. This analysis identified the level of
investment on a service and the return on that investment.
#N/A
Service-oriented financial information for IT services is defined,
documented and maintained.
Service-oriented financial information - Information about factors of
demand and supply in order to model anticipated usage by the business,
and provisioning requirements by IT.
It allows to identify funding requirements, variation and drivers of those
variations, and to assist in the management of service demand.
#N/A
Financial analysis report for IT services is defined and regularly produced.
Financial analysis report for IT services - Report that provides information
on the financial management for the IT services covering the budgeting,
accounting and charging activities.
This report can include:
- budget planning compared with the real spending
- modification of the user behaviors following the introduction of the
charging
- user satisfaction with the charging method
#N/A
Service Provisioning Optimization (SPO) is performed periodically.
Service Provisioning Optimization (SPO) - Analyzing the finances and
constraints of an IT service to decide if alternatives should be explored
relating to how a service can be provisioned differently to make it more
competitive in terms of cost or quality.
#N/A
Funding requirements are defined and documented.
Funding requirements - A translation of the service demand planning to
financial terms.
#N/A
Budget for IT services is defined and maintained.
Budget for IT services . The budget represents the optimal levels of
expenditure to achieve a specific set of business outcomes. It includes
cost projections and workload forecasting for the next financial year,
against which actual costs and revenues will be tracked, compared and
adjusted.
#N/A

Service pricing policies for IT services are documented.
Service Pricing policies - Policies, defined by the office of the CFO or
financial controller, and determining how service pricing will work.
The first policy decision is to decide whether or not to charge. Then, the
second decision is what level of cost recovery needs to be achieved.
These can be summarized as:
- cost recovery or break-even
- recovery with an additional margin
- cross-subsidization
- notional charging
#N/A
Service-related invoices are defined and issued.
Service-related invoices - Documents produced during the “billing” activity,
as part of the charging process. It is used for recovering money from
customers of the services.
An invoice should list the items to be charged. The chargeable items have
to be defined on the basis of the defined cost items to be effectively and
accurately charged.
#N/A
Service portfolio is available as input.
Service provider. It includes three categories of services: service pipeline
, service catalogue, retired services
#N/A
IT service strategic plan is available as input. #N/A
Service Improvement plan (SIP) is available as input.
Service Improvement plan (SIP) - An overall program or plan of prioritized
improvement actions, encompassing all services and all processes,
together with associated impacts and risks. It should be used to manage
the progress of agreed improvement actions. The target of a SIP could be
the service provider’s activities or those performed by one of its suppliers.
#N/A
#N/A
#N/A
#N/A
identified..
#N/A
process)
#N/A
#N/A
#N/A
#N/A
model.
#N/A
#N/A
and used.
#N/A
used.
#N/A
maintained.
#N/A
improvements
#N/A
stakeholders.
#N/A
#N/A
4. Managed:
expected results.

business goals.
needs.
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
7. Process control:
defined limits.
#N/A
#N/A
Measurement data are analyzed for special causes and variation.
#N/A
action. #N/A
#N/A
5. Optimizing:
goals.
#N/A
#N/A
#N/A
process concepts.
#N/A
#N/A
#N/A
is evaluated)
#N/A
#N/A
performance, general process capability and business goals.
#N/A

Level 1: Initial
Level 2: Repeatable
The future levels of demand for a service are understood. #N/A
The typical profiles of demand for services from different types of users
are understood.
#N/A
Patterns of Business Activity (PBAs) are used to design new or changed
services for supporting business outcomes.
#N/A
Adequate resources are available at the appropriate levels of capacity and
tuned to meet the fluctuating demand for services; NOTE: This should be
done in collaboration with Capacity Management and IT Service Financial
Management to ensure a balance between the cost of service and the
value that it achieves.
#N/A
Situations where demand for a service exceeds the available capacity are
anticipated and prevented or managed
#N/A
#N/A
Level 3: Defined
Sources of demand forecasting are identified -any documents, reports
or information that can provide insight into the business activity and its
impact on demand for services are identified and assist organization in
forecasting the levels of demand.
#N/A
Patterns of Business Activity (PBAs) are identified and analyzed -
Patterns of Business Activity that define dynamics of a business including
interactions with customers, suppliers, partners and others stakeholders
are identified and subsequentlly analyzed to anticipate the demand for IT
services over time.
#N/A
User Profiles (UPs) are defined - User Profiles are defined for people,
business processes and applications in order to understand the typical
profiles of demand for IT services.
User Profiles are defined based on roles and responsibilities within
customer's organizations for people, and based on functions and
operations for processes and applications.
#N/A
UPs are associated with PBAs - each User Profile is associated with one
or more Patterns of Business Activity, allowing aggregations and relations
between diverse PBAs, in order to understand the business activity for
each User Profile.
#N/A
Business activity is translated into demand patterns - business activity and
plans (for each customer) are translated into patterns that are meaningful
from an ITSM perspective (i.e. demand patterns), in order to understand
and predict (based on plans) the impact of business activity on the IT
resources and capabilities required to deliver and support the IT services.
The result of this practice is a major input for the Capacity Management
process.
For example, if a customer's business plan calls for additional human
resources, this should be translated into additional incidents and service
requests to be managed by the service desk, additional working stations
to be managed, additional server disk space...
#N/A
Differentiated offerings are developed - Based on the identified PBAs
and UPs, there are developed service packages in order to offer a cost-
effective solution to each specific type of customer need or to underpin
specific business outcomes.
A service package is a collection of two or more services that have been
combined to provide a defined level of utility and warranty.
The service offerings should be defined in collaboration with Service
Portfolio Management.
For example, if a business activity has some peak times, two differentiated
offerings should be proposed to deal with these 2 different PBAs.
#N/A
Demand for over-utilized services is managed or influenced - demand
for over-utilized services or resources is managed or influenced to avoid
burning out these resources and it is thought about a mechanism to
prevent such situation in the future (e.g. differential charging during peak
times).
The over-utilized resources should be identified by the Capacity
Management process.
#N/A
#N/A
The purpose of demand management is to understand, anticipate and influence customer demand for
services and to work with capacity management to ensure the service provider has capacity to meet this
demand.
Demand management works at every stage of the lifecycle to ensure that services are designed, tested and
delivered to support the achievement of business outcomes at the appropriate levels of activity. This is
where the service provider has the opportunity to understand the customer needs and feed these into the
service strategies to realize the service potential of the customer and to differentiate the services to the
customers.
NOTE: Demand Management should work with Capacity Management to ensure that the provision of

Forcasts and predictive reports are defined and produced.
Forcasts and predictive report - It is used by all areas to analyze, predict
and forecast particular business and IT scenarios and their potential
solutions.
#N/A
Patterns of business activity (PBA) catalogue is defined and maintained.
Patterns of business activity (PBA) catalogue - A PBA is a workload profile
of one or more business activities. PBAs are used to help the IT service
provider understand and plan for different levels of business activity;
- interact with customers remotely (frequency)
- interact with customer on-site (frequency)
- archive or handle customer information
- process sensitive information (privacy)
- generate confidential information
- provide technical support (frequency)
- seek technical assistance
- network bandwidth requirements
- data storage requirements (volume)
- tolerance for delay in service response
- seasonal variations in activity
- print documents and images
- mailing of documents using third- party systems
- process transactions with wireless mobile device
- email using wireless device
- access work systems during domestic and overseas travel ...
#N/A
User Profiles (UP) catalogue is defined and maintained.
User Profiles (UP) catalogue - A user profile is a pattern of user demand
for IT services. Each user profile includes one or more patterns of
business activity.
#N/A
Service Options are defined and maintained.
Service Options - A set of choices of utility and warranty offered to
customer by a core service or service package. Each service option is
designed to meet the needs of a particular pattern of business activity
(PBA).
#N/A
Service pricing policies for IT services are documented.
Service Pricing policies - Policies, defined by the office of the CFO or
financial controller, and determining how service pricing will work.
The first policy decision is to decide whether or not to charge. Then, the
second decision is what level of cost recovery needs to be achieved.
These can be summarized as:
- cost recovery or break-even
- recovery with an additional margin
- cross-subsidization
- notional charging
#N/A
Differentiated offerings are defined and maintained.
Differentiated offerings - Service packages defined with service portfolio
management to meet the variations in Patterns of Business Activity (PBA).
For example, a mobile telecommunications company will provide one type
of service but they may gear the types of telephone, number of lines, data
limits etc. towards different types of consumer. Although the service is
essentially the same, each type of consumer will require a different level
of warranty and utility.
#N/A
Demand management policies for over-utilized resources are defined.
Demand management policies for over-utilized resources - Policies for
how to deal with situations where service or resources utilization is higher
(or lower) than anticipated by the service provider.
#N/A
Customer portfolio is available as input.
Customer portfolio - It is a database or a structured document used to
record all customers of the IT service provider.
#N/A
Customer business plans are available as input.
Customer business plans - A business plan is a formal statement of a set
of business goals, the reasons they are believed attainable, and the plan
for reaching those goals. It may also contain background information
about the organization or team attempting to reach those goals.
#N/A
#N/A
Capacity Management information ( e.g. Ad-hoc capacity and
performance reports, Capacity plan, Workload analysis report, Capacity
Management Information system (CMIS) etc.) is available as input.
#N/A
Financial Management for IT services information ( Service pricing
policies, Service-oriented financial information, ..) is available as input.
#N/A
#N/A
4.. Process definition:
#N/A

#N/A
identified..
#N/A
process)
#N/A
#N/A
#N/A
#N/A
model.
#N/A
#N/A
and used.
#N/A
used.
#N/A
maintained.
#N/A
improvements
#N/A
stakeholders.
#N/A
#N/A
4. Managed:
expected results.
business goals.
needs.
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
7. Process control:
defined limits.
#N/A
#N/A
action. #N/A
#N/A
5. Optimizing:
goals.
8.. Process innovation:

#N/A
#N/A
#N/A
process concepts.
#N/A
#N/A
#N/A
is evaluated)
#N/A
#N/A

Level 1: Initial
Level 2: Repeatable
Constructive relationship between the service provider and the customer,
based on understanding the customer and their business drivers, is
established and maintained;
#N/A
Changing environment of the customers, technology trends and
customer's perspective of service are taken into account for adapting the
service offer;
#N/A
High levels of customer satisfaction and business value are ensured,
indicating that the service provider is meeting the customer's business
needs
#N/A
#N/A
Level 3: Defined
Process activities and work products are managed.
Each customer is recorded and documented - information on each
customer is recorded and documented in a customer portfolio in such a
way that you can understand the business, context, current and future
commitments (in terms of service), investments and risks relative to each
customer.
#N/A
All requests from customers for new or changed services are
centralized and their progress is monitored - it is ensure that
customers have a single point of contact for dealing with any kind of
requirement for new or changed services and that these requirements are
effectively taken into account (i.e. passed to the appropriate service
provider's process to manage them further).
Conflicting requirements for services (if any) should be mediated.
#N/A
Business requirements for services are defined, clarified and
maintained - Changing business needs, customer’s requirements,
expectations and opportunities are investigated and validated. For each
service, a business case is defined and there is an evaluation of needed
utility and warranty.
BRM should work with customers to ensure that services and services
levels are able to deliver value.
The service provider is able to prioritize its services and service assets
appropriately based on a good understanding of the customer's
perspective of service.
#N/A
Services are maintained to be aligned with the changing customer
environment - changes to customer environment that can potentially
impact the type, level or utilization of the services provided are identified
and taken into account.
#N/A
SLA negotiations are supported and facilitated - SLA negotiations
(done by the Service Level Management process) are supprted and
facilitaded due to a strong customer relationship and a good
understanding of customer context, needs, requirements and satisfaction.
#N/A
Survey to measure customer and user satisfaction is performed
regularly - Customer and user satisfaction survey is designed and
performed on a regular basis in order to get their perception on the service
quality at every level and identify trends of customer and user
satisfactions over time.
Both customer and user satisfaction are important since both can
influence decisions about which services are used and which service
provider can deliver those services.
The customer and user satisfaction survey may include the following
points: appropriateness of SLA targets, support team member behavior,
reactiveness level in case of major incident or unpredictable events.
#N/A
Any significant variation in customer and user satisfaction is
investigated - measured satisfactions is compared with satisfaction
targets and previous scores, and any significant variation is invedtigated
so that the reasons are understood.
#N/A
Customer comments, complaints and compliments are logged and
managed - service complaints and comments coming from customers are
logged and managed, from the time they are made to the time they have
been dealt with (whatever the responsible process or function) and it is
ensured there is adequate communication with customers during the
progress. Compliments are logged and communicated to the relevant
parties.
#N/A
The purpose of the Business Relationship Management process is to establish and maintain a
business relationship between the service provider and the customer based on understanding the
customer and their changing business needs to ensure that the service provider is able to meet
these needs.
NOTE 1: Despite similarities between SLM and BRM, these two processes have a different purpose and
operate at a different level. While the BRM process focuses on the strategic and tactical levels (overall
relationship between the service provider and their customer, and which services the service provider will
deliver to meet customer needs), the SLM process focuses on the tactical and operational levels (reaching
agreement on the level of service that will be delivered and whether the service provider was able to meet
those agreements).
NOTE 2: The BRM process consists of activities in every stage of the service lifecycle and is rarely

On-going communication and liaisons with the customers is
maintained - regular meetings with the customers are planned and
attended to maintain good customer relationship, discuss service
performance, customer satisfaction and new service development,
coordinate any customer involvement that is required during the service
lifecycle, and entertain customer relationship in case of escalation
#N/A
Ii is activelly contributed to the Service Improvement Plan (SIP) -
Areas for service improvement coming from customers (e.g. through
customer satisfaction survey and discussions), from changing customer
environments, and from new technologies are identified.
hese areas for service improvement should provide valuable input to the
Seven- Step Improvement process.
#N/A
#N/A
Customer portfolio is defined and maintaied.
Customer portfolio- Customer portfolio
It is a database or a structured document used to record all customers of
the IT service provider. For each customer:
- customer name
- authorized customer representative
- business relationship manager
- customer’s business description
- key business outcomes
- list of services provided (link to service portfolio)
- historic and projected revenue
- list of regular meetings and agendas
- description of reports, audiences and actions
- schedule of service performance reviews
- overview of past performance, major issues and responses
- outline of planned future services for this customer
- schedule of agreement or contract reviews (with SLM)
#N/A
Customer requests, complaints, comments and compliments are formally
documeted and managed.
#N/A
Schedule of customer activity in the service lifecycle is defined and
maintained.
Schedule of customer activity in the service lifecycle - The schedule
defines where the customer has to be involved during the development of
new service or the maintenance of existing services. For example, when
the customer has to perform some activities during the service validation
and testing process.
#N/A
Customer satisfaction survey is conducted periodically.
Customer satisfaction survey - It is the most common form of measuring
customer satisfaction. It checks whether the service achieves its
objectives at every level, from a customer standpoint. They should be
conducted periodically.
#N/A
Service review meeting minutes are documented.
Service review meeting minutes -They are produced to record the minutes
and actions of all service review. These minutes include:
- meeting agenda
- brief of discussions
- new actions
- previous actions progress
- schedule of next meetings
#N/A
Customer business plans are available as input.
Customer business plans - A business plan is a formal statement of a set
of business goals, the reasons they are believed attainable, and the plan
for reaching those goals. It may also contain background information
about the organization or team attempting to reach those goals.
#N/A
#N/A
Market space descriptions are available as input.
Market space description - The description of the opportunities that an IT
service provider could exploit to meet the business needs of customers.
Market spaces identify the possible IT services that an IT service provider
may wish to consider delivering. A market space is defined by a set of
business outcomes, which can be facilitated by a service. Where ever
there is a need for a business outcome and the potential for a supplier to
deliver a service capable of helping to achieve that business outcome, we
have a market space.
#N/A
IT service strategic and tactical plans are available as input. #N/A
Service Level Agreements (SLA) are available as input. #N/A
Demand Management information ( e.g. Patterns od Business Activity
(PBA) catalogue, Cuser Profiles (UP) catalogue etc.) is available as input.
#N/A
Financial Management for IT services information ( Service pricing
policies, Service-oriented financial information, ..) is available as input.
#N/A
Capacity Management information ( Capacity plan, Capacity Management
Information, Workload analysis report,Ad-hoc Capacity Management
reports ..) is available as input.
#N/A
#N/A
4.. Process definition:

#N/A
#N/A
identified..
#N/A
process)
#N/A
#N/A
#N/A
#N/A
model.
#N/A
#N/A
and used.
#N/A
used.
#N/A
maintained.
#N/A
improvements
#N/A
stakeholders.
#N/A
#N/A
4. Managed:
expected results.
business goals.
Process information needs are identified in relation to business goals.
#N/A
needs.
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
7. Process control:
defined limits.
#N/A
#N/A
action. #N/A
#N/A

5. Optimizing:
goals.
#N/A
#N/A
#N/A
process concepts.
#N/A
#N/A
#N/A
is evaluated)
#N/A
#N/A

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ITIL Process Assessment - Service Strategy (XLS)

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ITIL Process Assessment - Service Strategy (XLS)