This white paper discusses service portfolio management according to ITIL best practices. It describes implementing effective service lifecycle management through a service portfolio that includes a service catalog detailing all relevant information about each service. The service portfolio provides strategic insight into IT services and allows for efficient management of the service lifecycle from request to retirement. Maintaining a comprehensive service portfolio is important for running IT as a business and generating value for the organization.
This document outlines various service catalogs including IT, facilities, and human resources. The IT service catalog allows end-users to get help, request equipment, and access required services simply. Facilities services can quickly deliver maintenance, repairs, and installations. The human resources catalog presents predefined benefits, payroll, and employee relations services.
The Service Catalog is not a Request Portal. The terms are often used interchangeably due to lack of knowledge, which can cause confusion for IT and IT's customers.
Over the past year, Evergreen conducted dozens of one-day Service Catalog workshops around the U.S. Attended by more than 500 people, a recurring theme we noted was that many attendees thought they had a Service Catalog, when in fact they actually had a Request Portal.
IT needs to increase its focus on 3 important areas:
Delivering services customers want and need
Better alignment with the needs of the business
Cost transparency to give visibility to the cost of services
Learn more and access the webinar recording at:
http://www.evergreensys.com/it-webinars-whitepapers-evergreen-systems
#servicecatalog #itsm #servicenow #itservicecatalog
Boost your ITSM maturity with a service catalogAxios Systems
View the full recorded webinar here:
http://forms.axiossystems.com/spalding_september_reg_en
In this webinar, George Spalding, Executive VP at Pink Elephant, talks about how a service catalog can help you increase your ITSM maturity, and shares some of the secrets of a successful implementation.
Joe Beighley, Business Solutions Consultant at Axios Systems, shows you how a service catalog works from the business perspective, and how IT can quickly deploy a catalog that takes strain off the service desk and releases IT resources for innovation.
The Service Catalog: Cornerstone of Service Management BMC Software
The document discusses the importance of the service catalog for IT service management. It describes how the service catalog can transform IT's role from a technology focus to a customer-centric, service-focused approach. The service catalog provides transparency for both customers and IT by detailing available services, service levels, and costs. It allows customers to understand existing services and place standard service requests.
Service Catalog, Service Portfolio, Service Taxonomy - Big 3 of Customer Cent...Evergreen Systems
IT Service Catalog, Service Portfolio and Service Taxonomy: Learn the important role of each, and how they work together to help you deliver great services your customers will love! Access webinar recording at: http://content.evergreensys.com/it-service-catalog-webinar-customer-centric-it-evergreen
This document provides a five step guide to building a service catalog:
1. Define which services to include by considering user needs and business value. Include common services like access requests.
2. Define each service through attributes like owners, service levels, and descriptions understandable to users.
3. Publish the catalog through a shared platform so it is accessible and users are aware of available services.
4. Allow users to request services through automated forms to streamline fulfillment and reduce service desk calls.
5. Consider options like spreadsheets, custom apps, or off-the-shelf software that can manage requests end-to-end.
ITIL Foundation in IT Service Management Alkesh Mishra
The document provides an overview of ITIL (Information Technology Infrastructure Library), which is a framework for IT service management. It describes the key components of ITIL including the service lifecycle (service strategy, design, transition, operation, and continual service improvement), certification levels (foundation, intermediate, expert), and intermediate modules (lifecycle and capability). The purpose of ITIL is to help organizations align IT services with business needs, deliver value, and improve processes. Adopting ITIL best practices can benefit organizations through improved efficiency, quality, and reduced costs.
The document discusses IT service management (ITSM). It defines ITSM as a process-based approach to aligning IT services with organizational needs. ITSM is performed through people, processes, products, and partners. The document outlines some key benefits of ITSM, such as improved quality and productivity. It also discusses various ITSM frameworks and criteria for successful ITSM implementation, noting the importance of change management and business alignment.
This document outlines various service catalogs including IT, facilities, and human resources. The IT service catalog allows end-users to get help, request equipment, and access required services simply. Facilities services can quickly deliver maintenance, repairs, and installations. The human resources catalog presents predefined benefits, payroll, and employee relations services.
The Service Catalog is not a Request Portal. The terms are often used interchangeably due to lack of knowledge, which can cause confusion for IT and IT's customers.
Over the past year, Evergreen conducted dozens of one-day Service Catalog workshops around the U.S. Attended by more than 500 people, a recurring theme we noted was that many attendees thought they had a Service Catalog, when in fact they actually had a Request Portal.
IT needs to increase its focus on 3 important areas:
Delivering services customers want and need
Better alignment with the needs of the business
Cost transparency to give visibility to the cost of services
Learn more and access the webinar recording at:
http://www.evergreensys.com/it-webinars-whitepapers-evergreen-systems
#servicecatalog #itsm #servicenow #itservicecatalog
Boost your ITSM maturity with a service catalogAxios Systems
View the full recorded webinar here:
http://forms.axiossystems.com/spalding_september_reg_en
In this webinar, George Spalding, Executive VP at Pink Elephant, talks about how a service catalog can help you increase your ITSM maturity, and shares some of the secrets of a successful implementation.
Joe Beighley, Business Solutions Consultant at Axios Systems, shows you how a service catalog works from the business perspective, and how IT can quickly deploy a catalog that takes strain off the service desk and releases IT resources for innovation.
The Service Catalog: Cornerstone of Service Management BMC Software
The document discusses the importance of the service catalog for IT service management. It describes how the service catalog can transform IT's role from a technology focus to a customer-centric, service-focused approach. The service catalog provides transparency for both customers and IT by detailing available services, service levels, and costs. It allows customers to understand existing services and place standard service requests.
Service Catalog, Service Portfolio, Service Taxonomy - Big 3 of Customer Cent...Evergreen Systems
IT Service Catalog, Service Portfolio and Service Taxonomy: Learn the important role of each, and how they work together to help you deliver great services your customers will love! Access webinar recording at: http://content.evergreensys.com/it-service-catalog-webinar-customer-centric-it-evergreen
This document provides a five step guide to building a service catalog:
1. Define which services to include by considering user needs and business value. Include common services like access requests.
2. Define each service through attributes like owners, service levels, and descriptions understandable to users.
3. Publish the catalog through a shared platform so it is accessible and users are aware of available services.
4. Allow users to request services through automated forms to streamline fulfillment and reduce service desk calls.
5. Consider options like spreadsheets, custom apps, or off-the-shelf software that can manage requests end-to-end.
ITIL Foundation in IT Service Management Alkesh Mishra
The document provides an overview of ITIL (Information Technology Infrastructure Library), which is a framework for IT service management. It describes the key components of ITIL including the service lifecycle (service strategy, design, transition, operation, and continual service improvement), certification levels (foundation, intermediate, expert), and intermediate modules (lifecycle and capability). The purpose of ITIL is to help organizations align IT services with business needs, deliver value, and improve processes. Adopting ITIL best practices can benefit organizations through improved efficiency, quality, and reduced costs.
The document discusses IT service management (ITSM). It defines ITSM as a process-based approach to aligning IT services with organizational needs. ITSM is performed through people, processes, products, and partners. The document outlines some key benefits of ITSM, such as improved quality and productivity. It also discusses various ITSM frameworks and criteria for successful ITSM implementation, noting the importance of change management and business alignment.
This document provides an overview of IT Service Management. It discusses definitions of service and service management. It introduces the IT Infrastructure Library (ITIL) framework, which is the most widely accepted approach for IT Service Management. ITIL provides best practices for IT Service Management. The document outlines the history and versions of ITIL, including ITIL v2 and v3. It also briefly mentions other related frameworks, such as COBIT and ISO/IEC 20000.
- ITIL is a framework that provides best practices for IT service management. It covers the entire service lifecycle from strategy to continual improvement.
- ITIL has evolved through multiple versions with the current version being ITIL v3 from 2007. ITIL v3 defined 5 core publications and 26 processes.
- Implementing ITIL helps organizations improve customer satisfaction, reduce costs, and align IT with business goals through standardized processes and collaboration between IT and business teams.
How to build the business case for Service CatalogAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=321
Faced with continued cost pressures, as well as growing business unit demand for new services and higher service levels, IT is about to make transformation. IT is having to align their services with the needs of the business, develop standardized process and improve overall internal customer satisfaction. Arguably the most important tool to deliver these demands is the Service Catalog.
IT Service Catalogs are dangerous. It’s easy to create hundreds of services, fast – with little oversight – and it will kill your Service Catalog initiative. Your customer will see it as inconsistent, complex and confusing – and stop coming. It doesn’t have to be that way. Evergreen shares best practices on creating and using a consistent Service Design Process. It actually saves time, simplifies your work, and gives you consistent quality. And it will make your customers happy.
Visit our website for the recorded webinar where we also demonstrate these best practices in our beautiful and innovative, customer-centric Service Catalog built with ServiceNow.
http://content.evergreensys.com/it-service-catalog-webinar-service-design-process
The document provides an agenda for an ITIL4 and ServiceNow overview presentation. It includes introductions of the presenter, Mario Vivas. It then provides overviews of ITIL4, focusing on its practices and dimensions of service management. It discusses the ServiceNow platform and its key product lines and applications for incident management, problem management, change management, service catalog, knowledge management and demonstrations. The presentation aims to highlight ITIL4 guiding principles and how ServiceNow supports various ITSM processes and practices through its applications and integrations.
IT Service Catalog: Customer, Provider and Manager Views of a Service CatalogEvergreen Systems
Please join us for a 30,000 foot view of the customer, provider and manager’s views of the Service Catalog. We will combine high level content from over 20 webinars we presented this year as we consider 3 success keys and 3 critical challenges to overcome, from each perspective.
This content rich webinar is enhanced by our newest intellectual property, as we unveil our Evergreen's “Service Governance Design Principles” guide. Another tool from Evergreen’s consulting toolkit, it covers the roles, responsibilities, KPIs and makeup of a Service Governance capability & process. With it you can build a clear, direct governance process correctly, which you can rely upon to create and manage high quality, consistent services for your Service Catalog efforts.
As always, we will demonstrate these concepts in our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
For full webinar recording including ServiceNow demo please visit http://content.evergreensys.com/webinar-it-service-catalog-customer-provider-manager-views-turkey
ITIL is a framework for IT service management that focuses on aligning IT services with business needs. It consists of five stages in the service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement. Within each stage are key processes to design, deliver, and support technology services. ITIL provides best practices for IT organizations to ensure quality services that meet business objectives.
IT Service Taxonomy Essentials: Separate IT and Business Services Catalogs?Evergreen Systems
IT Service Catalogs and portals are proliferating. How many Service Catalogs do you need? Should you have separate IT and business service catalogs? What do you do when a service combines parts of both? How do you not totally confuse your customers? Evergreen shares how to create and manage a federated Service Catalog approach – enabling both a consistent service face to your customers and giving your IT teams the latitude they need to execute effectively. We also briefly demonstrate our beautiful and innovative customer-centric Service Catalog (on ServiceNow) – with our service taxonomy framework built in! Recorded event with live demo available at http://content.evergreensys.com/it-service-catalog-webinar-separate-catalogs-slides
ITIL, formally an acronym for Information Technology Infrastructure Library, is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. In its current form (known as ITIL V3),
Defining Services for a Service CatalogAxios Systems
The document discusses designing and defining services for a service catalog. It outlines that a service catalog involves defining IT services and components, as well as business services, and mapping their relationships. It also discusses involving both IT and customers to understand key needs and priorities. The document provides guidance on how to structure services in a service catalog hierarchy and design the various elements and views needed, including user, business and technical views. It emphasizes the importance of strategy workshops to get input from stakeholders and ensure buy-in for a successful service catalog.
The launch of ITIL4 revived Axelos presence in the Service Management scene. Although it is only the foundation material, it gives a good indication of the direction the latest framework version wants to guide you on your service management journey.
In this session, we will review how ITIL positioned itself in the new Service Management world. Both the new and renewed concepts will be analysed. What is that SVS all about? Will the SVC be supportive enough in your daily practice? And what about the openness towards other models? Does agile really fit in? Can ITIL and DevOps connect
The Best of Both Worlds: Creating a Business Service Catalog and Technical Service Catalog
If you are having a difficult time determining the scope of services to include in your service catalog, consider developing two service catalogs: a business service catalog that is visible to customers, and a technical support catalog that is used internally by IT. This session will provide a unique perspective on IT services, as well as on creating, maintaining, and utilizing service catalogs and service portfolios. The session will focus on practical guidance, critical process relationships, real-life examples, and interactive learning.
Service management
ITIL and the Service value system
ITIL Guiding principles
ITIL Service value chain
ITIL Four dimensions
ITIL Practices
ITIL Continual improvement
ITIL Certification scheme
What’s in it for me?
This document provides an overview of the key differences between ITIL v3 and ITIL v4. Some of the major changes include:
- ITIL v4 is called simply ITIL rather than having a version number.
- While ITIL v4 retains many core elements of v3, there are no direct module mappings between the two frameworks.
- The service lifecycle is replaced by a service value chain in ITIL v4, with updated terminology and activities.
- Management practices have replaced processes, with general, service, and technical practices defined.
- Guiding principles, governance, value chain, practices and continual improvement make up the new Service Value System in ITIL v4.
Last year in May, where we could do what we liked and Covid19 was not even a word, the itSMF organized an event to review ITIL4 and how it positioned itself in the agile service management world. For those who joined, I said that all the information shared was based on the ITIL4 foundation input. Since then, a lot has happened. Also in the world of ITIL4. Axelos released 4 more specialist and strategist titles and 35 practice titles.
It gave the possibility to revisit the initial understanding, challenge it and extending it to the level I am at today. I also said that when time is right, I would share my insights.
So if you want that in depth review of how Axelos has reinvented ITIL and how for me, this evolution of ITIL is as disruptive as the market we are in today, mark in your agenda : 26th of November from 17:30 until 19:00
What can you expect from this indepth session on ITIL4? We will start off with a short recap of the foundation, so even people not really familiar with the basic ins and outs can follow the session.
After that introduction, the 4 core volumes added as part of the managing professional will be reviewed and connected to the ITIL4 operating model. We will investigate how each of the volumes adds tools and guidance, allowing a service driven organisation to become the best version of itself.
Personally it has been a discovery journey which took and still takes time to grasp the potential. I hope that by the end of the session, some of the insights might be of use in your own service management evolution journey.
Eddy Peters
This document provides an overview of IT service management based on ITIL best practices. It defines key terms like service and service management. It explains that the primary objective of service management is to ensure IT services are aligned to business needs. It also discusses how to define services, the purpose of a service catalogue, and what customers want from services. The document outlines factors for determining service criticality and provides a sample of resolution and response times in service level agreements and operational level agreements. Critical success factors for an IT service catalogue and service level management are also highlighted.
The document discusses achieving IT service excellence through ITIL and ISO 20000 standards. It provides an introduction to QAI and their mission to provide operational excellence. It then covers the history and benefits of ITIL and ISO 20000 standards for IT service management. Finally, it outlines QAI's ITSM practice offerings including training, consulting, and their process for helping clients achieve ISO 20000 certification.
This document provides an introduction and overview of ITIL (Information Technology Infrastructure Library). ITIL is a framework of best practices for IT service management and focuses on aligning IT services with business needs. The document outlines the history of ITIL and describes the key aspects of its service lifecycle approach including service strategy, design, transition, operation, and continual service improvement. It also discusses the service desk function and provides examples of processes within each lifecycle stage like service portfolio management and incident management. Benefits of adopting ITIL include improved business alignment, standardized processes, increased productivity and efficiency, and better customer satisfaction.
Service Catalog Essentials: 5 Keys to Good Service Design in IT Service CatalogsEvergreen Systems
This document discusses keys to good service design in service catalogs. It outlines five keys: 1) Clear service ownership, 2) Focusing on user experience, 3) Determining what services to build based on factors like volume and complexity, 4) Designing modular reusable services, and 5) Balancing customer and provider needs in design. It then promotes Evergreen's employee self-service catalog and portal, which is powered by ServiceNow, and possible next steps like a private workshop or dictionary.
This document provides an overview of ITIL service strategy best practices. It discusses key concepts such as utility, warranty, service providers, delivery models, and service models. It also summarizes the processes of service portfolio management, demand management, and financial management which are important for defining and delivering valuable IT services.
Mobility Networks est un fournisseur de solutions spécialisées d’accessibilité des véhicules leader sur la scène internationale. Grâce à des solutions qui répondent aux besoins d’accessibilité de tous les véhicules des catégories M1, M2 & M3, des ambulances, des VSL et des véhicules TPMR jusqu’aux trams et aux trains, Mobility Networks est considéré comme le meilleur fournisseur au monde pour la qualité élevée de ses hayons, de ses rampes d’accès, de ses trappes d’évacuation, de ses planchers TPMR surbaissés et bien plus encore.
This document provides an overview of IT Service Management. It discusses definitions of service and service management. It introduces the IT Infrastructure Library (ITIL) framework, which is the most widely accepted approach for IT Service Management. ITIL provides best practices for IT Service Management. The document outlines the history and versions of ITIL, including ITIL v2 and v3. It also briefly mentions other related frameworks, such as COBIT and ISO/IEC 20000.
- ITIL is a framework that provides best practices for IT service management. It covers the entire service lifecycle from strategy to continual improvement.
- ITIL has evolved through multiple versions with the current version being ITIL v3 from 2007. ITIL v3 defined 5 core publications and 26 processes.
- Implementing ITIL helps organizations improve customer satisfaction, reduce costs, and align IT with business goals through standardized processes and collaboration between IT and business teams.
How to build the business case for Service CatalogAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=321
Faced with continued cost pressures, as well as growing business unit demand for new services and higher service levels, IT is about to make transformation. IT is having to align their services with the needs of the business, develop standardized process and improve overall internal customer satisfaction. Arguably the most important tool to deliver these demands is the Service Catalog.
IT Service Catalogs are dangerous. It’s easy to create hundreds of services, fast – with little oversight – and it will kill your Service Catalog initiative. Your customer will see it as inconsistent, complex and confusing – and stop coming. It doesn’t have to be that way. Evergreen shares best practices on creating and using a consistent Service Design Process. It actually saves time, simplifies your work, and gives you consistent quality. And it will make your customers happy.
Visit our website for the recorded webinar where we also demonstrate these best practices in our beautiful and innovative, customer-centric Service Catalog built with ServiceNow.
http://content.evergreensys.com/it-service-catalog-webinar-service-design-process
The document provides an agenda for an ITIL4 and ServiceNow overview presentation. It includes introductions of the presenter, Mario Vivas. It then provides overviews of ITIL4, focusing on its practices and dimensions of service management. It discusses the ServiceNow platform and its key product lines and applications for incident management, problem management, change management, service catalog, knowledge management and demonstrations. The presentation aims to highlight ITIL4 guiding principles and how ServiceNow supports various ITSM processes and practices through its applications and integrations.
IT Service Catalog: Customer, Provider and Manager Views of a Service CatalogEvergreen Systems
Please join us for a 30,000 foot view of the customer, provider and manager’s views of the Service Catalog. We will combine high level content from over 20 webinars we presented this year as we consider 3 success keys and 3 critical challenges to overcome, from each perspective.
This content rich webinar is enhanced by our newest intellectual property, as we unveil our Evergreen's “Service Governance Design Principles” guide. Another tool from Evergreen’s consulting toolkit, it covers the roles, responsibilities, KPIs and makeup of a Service Governance capability & process. With it you can build a clear, direct governance process correctly, which you can rely upon to create and manage high quality, consistent services for your Service Catalog efforts.
As always, we will demonstrate these concepts in our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
For full webinar recording including ServiceNow demo please visit http://content.evergreensys.com/webinar-it-service-catalog-customer-provider-manager-views-turkey
ITIL is a framework for IT service management that focuses on aligning IT services with business needs. It consists of five stages in the service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement. Within each stage are key processes to design, deliver, and support technology services. ITIL provides best practices for IT organizations to ensure quality services that meet business objectives.
IT Service Taxonomy Essentials: Separate IT and Business Services Catalogs?Evergreen Systems
IT Service Catalogs and portals are proliferating. How many Service Catalogs do you need? Should you have separate IT and business service catalogs? What do you do when a service combines parts of both? How do you not totally confuse your customers? Evergreen shares how to create and manage a federated Service Catalog approach – enabling both a consistent service face to your customers and giving your IT teams the latitude they need to execute effectively. We also briefly demonstrate our beautiful and innovative customer-centric Service Catalog (on ServiceNow) – with our service taxonomy framework built in! Recorded event with live demo available at http://content.evergreensys.com/it-service-catalog-webinar-separate-catalogs-slides
ITIL, formally an acronym for Information Technology Infrastructure Library, is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. In its current form (known as ITIL V3),
Defining Services for a Service CatalogAxios Systems
The document discusses designing and defining services for a service catalog. It outlines that a service catalog involves defining IT services and components, as well as business services, and mapping their relationships. It also discusses involving both IT and customers to understand key needs and priorities. The document provides guidance on how to structure services in a service catalog hierarchy and design the various elements and views needed, including user, business and technical views. It emphasizes the importance of strategy workshops to get input from stakeholders and ensure buy-in for a successful service catalog.
The launch of ITIL4 revived Axelos presence in the Service Management scene. Although it is only the foundation material, it gives a good indication of the direction the latest framework version wants to guide you on your service management journey.
In this session, we will review how ITIL positioned itself in the new Service Management world. Both the new and renewed concepts will be analysed. What is that SVS all about? Will the SVC be supportive enough in your daily practice? And what about the openness towards other models? Does agile really fit in? Can ITIL and DevOps connect
The Best of Both Worlds: Creating a Business Service Catalog and Technical Service Catalog
If you are having a difficult time determining the scope of services to include in your service catalog, consider developing two service catalogs: a business service catalog that is visible to customers, and a technical support catalog that is used internally by IT. This session will provide a unique perspective on IT services, as well as on creating, maintaining, and utilizing service catalogs and service portfolios. The session will focus on practical guidance, critical process relationships, real-life examples, and interactive learning.
Service management
ITIL and the Service value system
ITIL Guiding principles
ITIL Service value chain
ITIL Four dimensions
ITIL Practices
ITIL Continual improvement
ITIL Certification scheme
What’s in it for me?
This document provides an overview of the key differences between ITIL v3 and ITIL v4. Some of the major changes include:
- ITIL v4 is called simply ITIL rather than having a version number.
- While ITIL v4 retains many core elements of v3, there are no direct module mappings between the two frameworks.
- The service lifecycle is replaced by a service value chain in ITIL v4, with updated terminology and activities.
- Management practices have replaced processes, with general, service, and technical practices defined.
- Guiding principles, governance, value chain, practices and continual improvement make up the new Service Value System in ITIL v4.
Last year in May, where we could do what we liked and Covid19 was not even a word, the itSMF organized an event to review ITIL4 and how it positioned itself in the agile service management world. For those who joined, I said that all the information shared was based on the ITIL4 foundation input. Since then, a lot has happened. Also in the world of ITIL4. Axelos released 4 more specialist and strategist titles and 35 practice titles.
It gave the possibility to revisit the initial understanding, challenge it and extending it to the level I am at today. I also said that when time is right, I would share my insights.
So if you want that in depth review of how Axelos has reinvented ITIL and how for me, this evolution of ITIL is as disruptive as the market we are in today, mark in your agenda : 26th of November from 17:30 until 19:00
What can you expect from this indepth session on ITIL4? We will start off with a short recap of the foundation, so even people not really familiar with the basic ins and outs can follow the session.
After that introduction, the 4 core volumes added as part of the managing professional will be reviewed and connected to the ITIL4 operating model. We will investigate how each of the volumes adds tools and guidance, allowing a service driven organisation to become the best version of itself.
Personally it has been a discovery journey which took and still takes time to grasp the potential. I hope that by the end of the session, some of the insights might be of use in your own service management evolution journey.
Eddy Peters
This document provides an overview of IT service management based on ITIL best practices. It defines key terms like service and service management. It explains that the primary objective of service management is to ensure IT services are aligned to business needs. It also discusses how to define services, the purpose of a service catalogue, and what customers want from services. The document outlines factors for determining service criticality and provides a sample of resolution and response times in service level agreements and operational level agreements. Critical success factors for an IT service catalogue and service level management are also highlighted.
The document discusses achieving IT service excellence through ITIL and ISO 20000 standards. It provides an introduction to QAI and their mission to provide operational excellence. It then covers the history and benefits of ITIL and ISO 20000 standards for IT service management. Finally, it outlines QAI's ITSM practice offerings including training, consulting, and their process for helping clients achieve ISO 20000 certification.
This document provides an introduction and overview of ITIL (Information Technology Infrastructure Library). ITIL is a framework of best practices for IT service management and focuses on aligning IT services with business needs. The document outlines the history of ITIL and describes the key aspects of its service lifecycle approach including service strategy, design, transition, operation, and continual service improvement. It also discusses the service desk function and provides examples of processes within each lifecycle stage like service portfolio management and incident management. Benefits of adopting ITIL include improved business alignment, standardized processes, increased productivity and efficiency, and better customer satisfaction.
Service Catalog Essentials: 5 Keys to Good Service Design in IT Service CatalogsEvergreen Systems
This document discusses keys to good service design in service catalogs. It outlines five keys: 1) Clear service ownership, 2) Focusing on user experience, 3) Determining what services to build based on factors like volume and complexity, 4) Designing modular reusable services, and 5) Balancing customer and provider needs in design. It then promotes Evergreen's employee self-service catalog and portal, which is powered by ServiceNow, and possible next steps like a private workshop or dictionary.
This document provides an overview of ITIL service strategy best practices. It discusses key concepts such as utility, warranty, service providers, delivery models, and service models. It also summarizes the processes of service portfolio management, demand management, and financial management which are important for defining and delivering valuable IT services.
Mobility Networks est un fournisseur de solutions spécialisées d’accessibilité des véhicules leader sur la scène internationale. Grâce à des solutions qui répondent aux besoins d’accessibilité de tous les véhicules des catégories M1, M2 & M3, des ambulances, des VSL et des véhicules TPMR jusqu’aux trams et aux trains, Mobility Networks est considéré comme le meilleur fournisseur au monde pour la qualité élevée de ses hayons, de ses rampes d’accès, de ses trappes d’évacuation, de ses planchers TPMR surbaissés et bien plus encore.
Atelier Lean Management - Entreprises de Services et TIC - CCI Bordeaux - 23 ...echangeurba
CCI de Bordeaux - Invitation réservée exclusivement aux Chefs d'entreprise et DSI des entreprises de Services et TIC de Gironde - Atelier Lean Management / Lean Office - 23 Septembre 2014
Participation exclusivement sur inscription. Nombre de places limité.
Contact : appuipmempi@bordeaux.cci.fr
This document discusses service portfolio management and how it can help IT organizations better align their resources and capabilities with business objectives. Service portfolio management presents IT services to customers in a catalog, tracks service usage and costs, and manages demand to optimize investments. It addresses challenges such as demonstrating business value, understanding how resources map to business needs, and presenting IT in a way customers understand.
7 Steps to Creating an Effective ITSM Service CatalogCherwell Software
The 7-step process to creating an effective service catalog includes:
STEP 1 - Select the right team and achieve buy-in from senior staff and IT.
STEP 2 - Consider all possible services IT provides and list them in business terms.
STEP 3 - Get input from service users through workshops and define support levels.
STEP 4 - Identify support levels and which teams support each service.
STEP 5 - Review support services and levels and include any costs.
STEP 6 - Produce both a customer-focused and technical view of the service catalog.
STEP 7 - Establish a change management process and review the catalog regularly.
This document discusses key concepts in ITIL including services, processes, functions, roles, and service management. It outlines the core phases of the ITIL service lifecycle including service strategy, service design, service transition, service operation, and continual service improvement. For each phase, it describes relevant concepts, models, and processes to effectively manage IT services according to ITIL best practices.
This document provides an overview of various finance, HR, IT, procurement, and project management services available from Atlas Copco Business Services including:
1) Strategic sourcing, tactical sourcing, sourcing projects, procurement, mobile device management, fleet management, payroll administration, HR administration, business reporting, and travel expense administration.
2) IT services like PC support, mobile device support, communications support, business application support, and application hosting.
3) Finance services including accounting, reporting, processing of supplier/customer invoices and remittances.
4) Project management and delivery resources at senior, regular, and junior levels.
The document provides an overview of Lean and Six Sigma methodologies. It describes the DMAIC process for Six Sigma and the Lean methodology including value stream mapping. Key differences are that Lean focuses on efficiency and reducing waste while Six Sigma aims to reduce variation and improve effectiveness. Both can be used together in a Lean Six Sigma approach to maximize improvement. The document recommends starting with Lean projects for easier wins before tackling more complex problems with Six Sigma.
The document provides an overview of ITIL (Information Technology Infrastructure Library), which is a framework for IT service management. It defines ITIL as a set of specialized organizational capabilities for providing value to customers in the form of IT services. The document then discusses the origins and evolution of ITIL, its key components such as processes, procedures, tasks and checklists. It also outlines the various ITIL modules like service strategy, service design, service transition, service operations and continuous service improvement.
The document discusses project portfolio management (PPM) as a holistic approach to strategically manage initiatives through balancing risk and value, aligning projects to strategy, and using a defined multi-stage life cycle from scoping to realization. PPM aims to select the optimal mix of projects based on cost, return, risk, and other factors to maximize portfolio value while balancing resources across the project portfolio.
Information Technology Infrastructure LibraryCOEPD HR
ITIL is a framework of best practices for IT service management and delivery. It consists of a set of books that define procedures for organizing and managing internal IT services, as well as interface points between IT and the rest of the business. The ITIL framework focuses on aligning IT services with business needs, and provides guidance on operating more efficiently at lower cost while improving services. It covers the entire service lifecycle from strategy, design, transition, operation to continual improvement. Adopting ITIL helps organizations improve customer satisfaction, reduce costs, and enhance services.
ITIL provides a framework for managing IT services across their entire lifecycle. It originated in the UK in the 1980s to standardize processes for delivering and supporting technology services. ITIL focuses on aligning IT with business needs and offers benefits like improved efficiency, measurable service levels, and the ability to continually improve services and processes over time. Major companies worldwide use ITIL to help deliver high quality IT services.
ITIL provides a framework for managing IT services across their entire lifecycle. It originated in the UK in the 1980s to standardize processes for delivering and supporting technology services. ITIL focuses on aligning IT with business needs and offers benefits like improved efficiency, measurable service levels, and the ability to continually improve services and processes over time. Major companies worldwide use ITIL to help deliver high quality IT services.
This document provides an overview of ITIL (Information Technology Infrastructure Library), including its origins, core concepts, benefits, and widespread adoption. ITIL is a framework for IT service management that was developed in the 1980s by the UK government to promote best practices. It consists of five core publications that cover the service lifecycle from strategy to continual improvement. Implementing ITIL's standardized processes can help organizations improve efficiency, alignment with business needs, service quality, and gain a common language for discussing IT services. Thousands of large companies across various industries have adopted ITIL in whole or in part.
ITIL (Information Technology Infrastructure Library) is a framework for IT service management that was developed in the 1980s in the UK. It provides best practices for IT service delivery, operations, and support to businesses. Adopting ITIL helps organizations improve efficiency, align IT with business needs, deliver predictable services through consistent processes, and continuously measure and improve services and processes. Many large companies worldwide use ITIL framework to manage their IT operations and services.
The document provides an overview of ITIL (Information Technology Infrastructure Library) v3. It discusses key concepts in ITIL like service management, service lifecycles, and certifications. The service lifecycle in ITIL v3 includes service strategy, service design, service transition, service operation, and continual service improvement.
The document provides an overview of ITIL (IT Infrastructure Library), including its background, core concepts, and service lifecycle framework. ITIL is a best practice framework for IT service management that was published by the UK government. It describes five stages of the service lifecycle - service strategy, design, transition, operation, and continual service improvement. Each stage involves key processes to manage the planning, delivery, and improvement of IT services. The document also outlines some important ITIL roles and qualifications.
The document provides an overview of service transition in ITIL. It discusses the need for IT service management due to increasing business dependence on IT and complexity. The core values of service transition are to align IT services with business needs, improve quality, and reduce costs. Benefits include more customer-focused services, continuous improvement, and better relationships between IT and business. Service transition processes like change management, release management, and configuration management help plan and manage changes to services while minimizing risks and disruptions. The objectives are to efficiently plan and manage service transitions through controlled changes and knowledge management.
This document provides an overview of how ITIL best practices can help managed service providers deliver valuable services to clients. It discusses how ITIL has become more relevant to external service providers and the different types of managed service providers. The document also covers key topics for managed service providers like service strategy, designing offerings that add value, different resourcing models, service level agreements, and driving continual improvement. Adopting ITIL provides benefits like a common language between providers and clients, more compatible processes, and the flexibility to work with multiple partners and clients.
Managed ITSM Services discusses how adopting a managed services provider model can help IT transform to better align with business needs by focusing on service value rather than technological value. It maps the five domains of ITIL V3 - service strategy, service design, service transition, service operation, and continual service improvement - to specific managed services. Adopting this model and integrating individual work practices in the context of a shared service delivery model can help IT and business develop a symbiotic relationship and drive operational excellence.
The document summarizes key aspects of ITIL (Information Technology Infrastructure Library), a framework of best practices for IT service management. It describes what ITIL is, how it is organized into various disciplines, and provides an overview of the service level management process in ITIL for managing and maintaining quality of IT services delivered to customers. Specifically, it outlines the objectives, activities, types of agreements, and five stages of the service level management process in ITIL.
This document provides an overview of the Service Transition stage of the ITIL framework. Service Transition focuses on moving new or changed services into live environments in a controlled and coordinated manner. Key processes covered include change management, knowledge management, service asset and configuration management, release and deployment management, and service validation and testing. The goals of Service Transition are to ensure services can be managed, operated and supported as specified after being deployed into production environments. Challenges include managing inputs from stakeholders, achieving process integration, and demonstrating benefits outweigh costs.
This document provides an overview of the Service Transition stage of the ITIL framework. Service Transition focuses on moving new or changed services into live environments in a controlled and coordinated manner. Key processes covered include change management, knowledge management, service asset and configuration management, release and deployment management, and service validation and testing. The goals of Service Transition are to ensure services can be managed, operated and supported as specified after being deployed into production environments. Challenges include managing inputs from stakeholders, achieving process integration, and demonstrating benefits outweigh costs.
IT Transformation is quickly becoming one of the primary responses from Enterprises are seeking to convert IT from an Operational Asset to a Tactical and Strategic Asset.
The paper describes the methodology created by Action Research Foundation for Practical ITSM transformation
The document provides an overview of ITIL (Information Technology Infrastructure Library) IT service management. It discusses what ITIL is, its key concepts and processes. ITIL is a framework that provides best practices for IT service management. It aims to align IT services with business needs. The document outlines some of ITIL's core operational and tactical processes like service desk, incident management, problem management, change management etc. It also discusses how organizations can implement ITIL and some benefits of adopting ITIL practices.
The document discusses the ITIL (Information Technology Infrastructure Library) framework for IT service management. ITIL aims to increase IT efficiency and effectiveness through standardized processes. It covers seven areas: service strategy, design, transition, operations, and continual service improvement. Implementing ITIL requires support from senior management and preparing for "culture shock" as processes change. ITIL provides a tool to help IT departments better control services and accompany business growth.
The document discusses key concepts in IT service management (ITSM) and ITIL. It covers the core ITSM components including service strategy, service design, service transition, service operation, and continual service improvement. Some key processes explained in ITIL include change management, problem management, and incident management. The benefits of adopting ITSM best practices like ITIL are also highlighted.
This document discusses ITIL (Information Technology Infrastructure Library) version 3 and its service lifecycle framework. Some key points:
- ITIL v3 focuses on the service lifecycle, including service strategy, design, transition, operation, and continual service improvement.
- Each stage of the lifecycle addresses a part of managing IT services, from strategic planning to operational activities and improvements.
- Other frameworks like COBIT and ISO 20000 can complement ITIL by addressing additional concerns like governance, controls and security.
- Implementing ITIL involves aligning organizational functions and processes to the ITIL service lifecycle in order to improve service quality, cost efficiency and value alignment.
The document discusses various topics related to IT service management including: current challenges for IT organizations and how their focus needs to change; key concepts of IT service management including the five core components of service strategy, service design, service transition, service operation, and continual service improvement; an explanation of ITIL including its history, core processes, and benefits; and recommendations for conclusions.
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The document provides an overview of phase 1 of a project to re-engineer the break-fix process for IT support at a large healthcare organization. It summarizes the current operations, objectives to improve response times, and the approach taken in phase 1 which included documenting the current process and identifying areas for improvement. Next steps outlined developing new processes, piloting changes, and implementing recommendations to achieve service level agreements.
Ti E Social Entrepreneurs Exchange Anand Raj V1rajanam
This document proposes creating a Social Impact Exchange (TiE SEE) within the non-profit organization TiE to help social entrepreneurs share best practices, experiences, resources, and raise awareness and funds for their projects. The key objectives of TiE SEE outlined are to: inventory ongoing TiE social projects, share experiences and best practices, provide tools/templates, market projects and raise funds, submit requests for social problems to address, and build an online community. Immediate activities proposed are refining the TiE SEE charter, creating a project inventory, launching a website section, organizing a marathon event, and securing funds.
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Itil Service Portfolio Management, The Service Catalog, And You
1. best practices WHite paper
Understanding itiL service portfolio Management
®
and the service catalog
An approach for implementing effective service lifecycle management
2. table of contents
Executive Summary .....................................................................................................................1
Service Portfolio Management According to ITIL....................................................................2
> Service Lifecycle Management ..................................................................................................2
> Business Service Management ..................................................................................................2
The Service Portfolio as a Strategic Asset ...............................................................................3
Service Portfolio Details..............................................................................................................3
> Service Pipeline ..........................................................................................................................3
> Service Catalog ...........................................................................................................................4
> Retired Services..........................................................................................................................4
A Closer Look at the Service Catalog ........................................................................................4
> Structure .....................................................................................................................................4
> The Role of the Configuration Management System and Configuration Management Database ... 5
> Enabling Service-Oriented Architecture Applications ................................................................5
Implementing and Leveraging the Service Portfolio ...............................................................6
> Gaining Control of Development Projects ..................................................................................6
> Automating Service Request Management ...............................................................................6
> Extending Beyond IT Services ...................................................................................................6
Conclusion ....................................................................................................................................7
3. executive summary
Imagine trying to run a manufacturing business without a comprehensive, detailed view of the products
provided by your company. It would be difficult to know all the products currently planned, in develop-
ment, or available to customers. You wouldn’t know the recurring or nonrecurring product costs, the
prices, or the sources of products and component assemblies. How could you even determine the
support resources required for each product or the product’s warranty options?
Manufacturing firms learned long ago about the importance of maintaining comprehensive and
accurate documentation on their product lines. Such information provides the foundation for informed
decision making.
IT executives and their teams face a similar need to have a comprehensive and accurate view of IT
services. Without this view, it’s difficult, if not impossible, to run IT as a business. To be successful,
take a lesson from manufacturing firms and create comprehensive and accurate documentation of
your “products, including planned and existing services. The result is a service catalog that includes
”
all relevant details about each service, including which service level agreements (SLAs) are associated
with it, who is able to request it, how much it costs, and how to fulfill it.
You can leverage this information to gain full control of your service portfolio through effective service
portfolio management. This approach helps you focus on your priorities to improve the services that
support the business. It allows for the most efficient use of IT resources, which reduces costs and
helps increase business agility and user satisfaction. Ultimately, service portfolio management sets up
a process for the business to generate greater value.
This paper describes the IT Infrastructure Library (ITIL ) Version 3 (V3) approach to service portfolio
® ®
management. It examines the various components of the service portfolio, such as the service catalog.
In addition, it discusses technologies available to develop and manage the service portfolio and to
leverage the information contained in the catalog.
PAG E > 1
4. service portfolio Management according > Approve. Make a decision to retain, replace, renew,
or retire the services.
to itiL
> Charter. Communicate action items to the organization
ITIL stresses the importance of effectively managing the to implement approved service, and allocate budget
entire lifecycle of every service — from request to retirement. and resources.
This requires a disciplined approach to the following:
> Performing a strategic assessment of the benefits and
potential value generation of the IT services
> Evaluating requests for new services or for enhancements
to current services
> Planning and developing new and enhanced services for
requests that have been approved
> Deploying new and enhanced services into operation with
minimal risk
> Effectively managing and supporting operational services Figure 1. Service Portfolio Management
> Continually evaluating services and searching for areas
The define, analyze, and approve steps are described in the
of improvement
ITIL V3 Service Strategy book. The charter step is discussed
> Retiring services that no longer have business value
in the ITIL V3 Service Design book.
Many IT organizations are already addressing the manage-
Business Service Management
ment of deployed services by using available service
The service portfolio management process requires continual
management tools and solutions. These tools enable IT to
re-evaluation and refreshing of services to adapt to changing
maintain service delivery at agreed-upon levels and provide
business conditions. This can be accomplished through more
effective support. Solutions are also available that enable
rigorous planning and analysis based on comprehensive
IT to understand the relationships of the services to the
business information, such as leveraging top-down Business
underlying technology components that support them,
Service Management (BSM) analysis. BSM is an approach
as well as the business priorities of the services.
for managing IT from the perspective of the business. By
following this approach, you can make better decisions about
Service Lifecycle Management
which services to develop, deploy, and retain. The process
IT organizations are looking at ways to gain better control
helps you make more effective decisions based on business
of services by addressing the management of the full
factors — such as cost and expected value to the business —
service lifecycle.
as well as on technical feasibility. With a view of your service
portfolio, you can readily identify other services that provide
ITIL V3 provides an approach for implementing effective ser-
the same or similar functions as a requested service to avoid
vice lifecycle management — Service Portfolio Management.
duplicating services.
As defined in Section 5.4 of the ITIL V3 Service Strategy
book and illustrated in Figure 1, service portfolio manage-
1
Effective service portfolio management helps you make
ment consists of four major steps:
better-informed, make-or-buy decisions, such as whether to
> Define. Collect information and inventories of existing
outsource. You can determine the actions to take related to
services. Establish the requirements for the requested pricing services because you’ll have accurate cost information.
service, and establish the business case for implementing This approach also helps you determine which services to
the service. run as usual and which to transform into new services as
> Analyze. Review the long-term business goals, and deter- determined by business needs and your ability to expand
mine what services are required to meet those goals. your offerings. Finally, it lets you retire a service that does
Then analyze the requested service for financial viability, not meet minimum technical and functional objectives. As
operational capability, and technical feasibility to determine a result, you’ll improve your service offering by focusing on
how the organization is going to get there. (You may decide services that deliver the most value to the business.
to obtain the service from an outsourcer rather than develop
it internally.)
PAG E > 2
5. In a mature IT organization, the most complex task of an IT Each one of these attributes should also be part of the
executive is to integrate IT goals and objectives with overall governance requirements. Therefore, keeping track of them
business goals and value drivers. To organize the activities as part of service portfolio management allows strict control
of IT around the business, IT needs to find a mechanism to over the projects and enables corporate audit processes
link IT processes to business processes. This is a difficult required for risk assessment and audit compliance checks.
task since IT and the business typically speak a different
language and have goals and objectives that are not always The service portfolio maintains three categories of services,
directly connected. The best way to focus communication defined by lifecycle phase:
is for IT to answer the question, “What is the desired out- > Service Pipeline. Services that are planned or in develop-
come for the business?” ment but not yet available to service consumers
> Service Catalog. Services that are currently released
The IT organization needs to manage IT as a service, rather
and deployed or ready for deployment
than as individual technology components. Managing services
> Retired Services. Services that are no longer active
is a lot more complex, and it requires that many individual
technology components work together to deliver the desired
Figure 2 shows how services move through the categories
business outcome.
of the service portfolio during their lifecycle.
A BSM approach focuses on linking service assets to
higher-level business services. This approach enables IT Service Knowledge Management
System (SKMS)
to make business sense of individual technology compo-
nents. These metrics and the ultimate business goals
need to be documented and carried forward as part of Service Portfolio
service portfolio management.
Service Lifecycle
the service portfolio as a strategic asset
The service portfolio defined by ITIL V3 provides the data SERVICE STATUS
Requirements
foundation for service portfolio management. The most Defined SERVICE
important step in portfolio management involves strategic Analyzed PIPELINE Service Strategy Focus
Approved
analysis. Look at the market space and your customers Chartered
to analyze which areas will provide the most value to your Designed
Developed
business. The analysis involves considering your own Built SERVICE Service Design /
Tested CATALOG
capabilities and resources, as well as those of suppliers, Service Transition Focus
Released
Operational
to help you determine whether to run the business as usual
Retired RETIRED
or to grow it. In some cases, a unique opportunity presents SERVICES
itself in the market, and you must transform the service to
create a new opportunity for the business.
Figure 2. Service Lifecycle Categories
All IT organizations depend on vendors for applications,
services, and operational capabilities. Those vendors that
Service Pipeline
provide a strategic service should be included in the stra-
The service pipeline represents the strategic outlook that
tegic analysis. Service portfolio management has a critical
you, the service provider, should take. Services begin their
dependency on the supplier management process to ensure
lifecycle in the service pipeline, starting with the strategic
control over cost and resources. The ultimate goal is to
assessment of the marketplace and/or customers to be
maximize value and keep control of your vendor portfolio.
served. The pipeline includes the services that have been
requested and are currently being evaluated. Here, you
service portfolio Details identify the requirements of the requested services. You
For each service, ITIL defines the attributes that should then define and analyze the services based on a number
be maintained in the service portfolio, such as service of factors, including cost, risk, and expected business value.
description, business case, value proposition, priority, risks, Based on the analysis, you either approve or reject requested
offerings, packaging, costs, and pricing. These are evaluated services. Approved services proceed from the service
throughout the lifecycle of the service project, from strategic pipeline to the service catalog. Service pipeline processes
analysis of a new service until the service is retired. are defined in the ITIL V3 Service Strategy book.
PAG E > 3
6. Service Catalog Retired Services
The service catalog is the subset of the service portfolio that It is necessary to review the service portfolio periodically to
is visible to customers. The service catalog includes all determine whether any services should be retired. Services
services that have been approved and are either in develop- targeted for retirement may include those that are no longer
ment or currently deployed. Services include outsourced, needed by the business, those that have been superseded
co-sourced, and managed services. ITIL V3 defines several by other services, and those that are no longer cost-effective.
attributes to be maintained by the service catalog for each Retire these services and identify them as “retired” in the
service, such as the following: service portfolio.
> Service description
> Policies a closer Look at the service catalog
> SLAs Maintaining a documented portfolio of services is only part
> Ordering and request procedures of the story. You also need to communicate this information
> Support terms and conditions to the organization, and that’s where a service catalog fits in.
> Pricing and chargeback
Structure
Here, you assess the feasibility of the services that come As described in section 4.1 of the ITIL V3 Service Design
into the service catalog from the service pipeline, and book and illustrated in Figure 3, the service catalog has
2
either charter or reject them. Chartered services move to two aspects:
the design and development phases. Developed services > Business Service Catalog provides the service consumer
are then built, tested, released, and deployed. At this point, view. It contains details of the services available to con-
services become operational, and you engage resources sumers and shows the relationships of the services to
to support them. business units and business processes.
> Technical Service Catalog underpins the business service
The service catalog is used to develop requestable services catalog and provides the IT view. It shows the makeup of
that customers can purchase and consume. A mature service the services, including the relationships of the services to
catalog is a very powerful tool for decision making. By the enterprise infrastructure elements that support them.
analyzing the demand and fulfillment capabilities a service
provides, a service portfolio management approach can The two aspects of the service catalog have parallels in
assist you in making decisions to expand a service or the manufacturing firms. The business service catalog is analo-
marketplace to serve to meet future demands. gous to the product catalog. The technical service catalog
BUSINESS SERVICE CATALOG
Business Business Business
Process 1 Process 2 Process 3
Self-Service Payroll Sales Force
Web Store Email
Portal Processing Automation
Hardware
Support Software Applications Data
Assets
TECHNICAL SERVICE CATALOG
Figure 3. Service Catalog (Source: ITIL V3, Service Design).
PAG E > 4
7. is analogous to the manufacturing product assembly docu- and maintains information about the relationships of the CIs
ments that show the assemblies and subassemblies that to each other. As such, the CMDB provides the informational
make up each product. Likewise, the technical service foundation for both the business service catalog and the
catalog gives IT an understanding of the makeup of services technical service catalog. By accessing the CMDB through
and enables IT to reuse services in different applications. the CMS, you can extract a view of the services currently
available to customers. You can view the enterprise infra-
Both the business service catalog and the technical service structure, including all services and their relationships
catalog are essential to effective service lifecycle manage- to the underlying enterprise infrastructure components.
ment as defined by the service. The business service catalog
communicates essential information to users. The technical Enabling Service-Oriented Architecture Applications
service catalog communicates essential information to the Service-Oriented Architecture (SOA) applications are built
IT staff and shows outsourcer contributions. by combining services in a hierarchical fashion to provide
the required functionality. Included services can consume
The Role of the Configuration Management other services and be sourced both internally and externally.
System and Configuration Management Database SOA permits the reuse of services in multiple applications.
The configuration management system (CMS), introduced in Reuse reduces the cost of service development and enhances
ITIL V3, provides a strong foundation for the service catalog. business agility because it enables organizations to develop
The CMS is an ecosystem that feeds, manages, analyzes, needed applications faster.
and presents the information contained in the configuration
management database (CMDB), another fundamental Application developers who build SOA applications need to
component of ITIL. Although the CMDB is depicted in the know all the services that are available for inclusion in SOA
ITIL books as merely a core component of the CMS, a well- applications, as well as information about those services,
architected, federated CMDB implements much of the such as the following:
functionality of the CMS. > Strategic assessment of overall business goals
> Service description, including the marketplace
The CMDB maintains data on all IT resources, including
and customers served
infrastructure elements and services, as configuration
> Service makeup (supporting infrastructure components
items (CIs). It provides access to detailed data on each CI
and services)
Presentation Layer
WISDOM
- Search, Browse
- Store, Retrieve, Update
- Publish, Subscribe BSM Dashboards Topology Viewer Technical Configuration Service
- Collaborate (Incident, Problem, Change, Release, Service Impact) (CI Viewer) Desk
Knowledge Processing Layer
KNOWLEDGE
- Query and Analysis
- Forecasting and Planning
- Modeling
CMDB Capacity Performance and Event
- Monitoring and Alerting Analytics Management Availability Management Management
Information Integration Layer
INFORMATION
Reconciliation
- Service Definition
- Process Data and Information, Service Integration Model
Schema Mapping Definitions CMDB Schema, Metadata
- Reconciliation, Synchronization
Data and Information Federation
CMDB
DATA
CMDB
CMDB
Service Request Software Discovery Definitive Asset Service Identity Application
Management Configuration Software Library Management Desk Management
Figure 4. Sample Configuration Management Database (CMS)
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8. > Source (insourced or outsourced) and what they cost. Typically, users contact the service
> Access method and security requirements desk to obtain this information, adding to an already high
> Price for the service service desk workload.
> Warranties and service levels
Once users determine the services they want, they also have
a difficult time procuring them, often because they need
The service catalog provides the source for this information,
to deal with several different sources to complete a single
which can be used to create a service directory through
business service. For example, a manager onboarding a new
which SOA applications can link automatically to the services
employee may have to deal with several departments to
they require.
provision the employee with a furnished office, including
computer equipment. After requesting services, the
implementing and Leveraging manager has to track delivery status across the multiple
the service portfolio departments involved.
Solutions can facilitate the implementation and management
of the service portfolio. For example, some include an auto- Automated service request management systems can
matic discovery capability that initially populates the CMDB leverage the service catalog to provide automated service
and keeps it updated with changes. This ensures that your request management and fulfillment. The user consults
service catalog is always providing up-to-date information an online service catalog to determine what services are
about available services. Solutions can be used to implement available. The catalog contains all the information the user
a business service catalog as well a technical service catalog needs to know to order a service, such as service description,
and can provide tools to manage them. terms and conditions of use, performance and availability,
warranties, price, and request procedure. A well-designed
Gaining Control of Development Projects system displays only those services that the user is autho-
Project portfolio management solutions leverage information rized to request, based on his or her role.
in the service portfolio to permit more effective planning
and management of service development projects. They The user selects the service and enters the required informa-
can help you in a number of important areas, including tion into the online service request form. The service
the following: request management system automatically triggers the
required actions to process and fulfill the request. The system
> Project portfolio business value and risk analysis
tracks the progress of each task and notifies the user when
> Project portfolio prioritization
fulfillment has been successfully completed. In addition,
> Project management with customizable processes
the user can determine the status of a request at any time
and workflow by consulting the system.
> Project financials management
> Program management It’s common knowledge that 20 percent of all the services
provide 80 percent of all the value and work effort. By
These solutions give you increased visibility into development automating these high-intensity services, you can create
projects across the enterprise. With this visibility, you can a very strong ROI. Automated service request management
determine the most valuable projects to pursue, and you makes it easy for users to request a service. In addition,
can execute those projects as efficiently as possible. In it incorporates best practices to help IT process requests
addition, you can make more accurate budget forecasts and in a timely manner, reducing service desk workload and
build collaborative relationships with IT clients. As a result, enforcing company policies and standards.
you will achieve the optimum balance between market needs
and your agility and ability to respond, and ultimately, can Extending Beyond IT Services
determine the Return on Investment (ROI) or Return on Once you have put in place a strong IT service portfolio
Value (ROV) of your projects. management capability, you can extend it beyond the
management of IT services. This gives you the ability to
Automating Service Request Management apply service portfolio management principles and processes
A major problem faced by many IT departments is that users to other services that the enterprise provides and consumes,
do not know what services are available to them, let alone both internally and externally.
the details of those services, such as how to order them
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9. conclusion
You contribute business value to your organization through
the services you provide. That’s why you need to ensure that
you are optimizing service delivery for maximum business
impact. To do so, you need to implement effective service
management, not only for deployed services, but across
the entire service lifecycle, including service planning,
development, deployment, and retirement.
Effective service lifecycle management requires that you
have complete and accurate visibility into all services,
across their entire lifecycles. ITIL V3 specifies the creation
of a product portfolio and the implementation of service
portfolio management as the foundation for effective service
lifecycle management.
Through the service portfolio, both you and your users can
gain greater visibility of services. Your users will be able
to quickly find and acquire the services they need, and
you will be able to make better-informed, business-based
decisions regarding services. As a result, you’ll provide
greater business value to the organization.
For more information about ITIL and BMC solutions,
visit www.bmc.com/itil.
End Notes
1 ITIL V3 Service Strategy, Book 1, Section 5.4, published by TSO (The Stationery
Office). Published for the Office of Government Commerce under license from
the Controller of Her Majesty’s Stationery Office, 2007.
2 ITIL V3 Service Design, Book 2, Section 4.1, Published by TSO (The Stationery
Office). Published for the Office of Government Commerce under license from
the Controller of Her Majesty’s Stationery Office, 2007.
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