The document discusses the Service Transition book which covers developing and improving capabilities for transitioning new and changed services into production environments through processes like transition planning, change management, service asset and configuration management, release and deployment management, service validation and testing, and knowledge management. The purpose of Service Transition is to ensure new, modified, or retired services meet business expectations by increasing success rates of changes and releases and having more accurate estimates of service levels and costs.
Best ITIL Certification Training Program by IBM - Providing Quality Education to People. People who have enrolled with ThinkFaculty ITIL Program have successfully passed the examinations.
What Every Project Manager Should Know About ItilDaniel Cayouette
This presentation will provide a high-level view of ITIL and will identify where the ITIL Service Lifecycle Framework and the PMBOK Guide complement each other.
Understanding of ITIL will help the IT project manager over the lifecycle of their projects, from defining a better project charter focused on IT services to a smoother transition to operations and an increased satisfaction of all stakeholders.
The role of an IT PMO as the Voice of IT and its role with Service Level Management will also be discussed as a key enabler to align IT to the business.
ITIL foundations - Complete introduction to ITIL phases, lifecycle and processesRichard Grieman
ITIL V3 Foundations introduction for certification study, classroom and training. Includes terms, objectives, functions and resource requirements for all five ITIL phases: Service Strategy, Service Design, Service Transition, Service Operation and Continuous Service Improvement. Study guide for ITIL training and certification
Best ITIL Certification Training Program by IBM - Providing Quality Education to People. People who have enrolled with ThinkFaculty ITIL Program have successfully passed the examinations.
What Every Project Manager Should Know About ItilDaniel Cayouette
This presentation will provide a high-level view of ITIL and will identify where the ITIL Service Lifecycle Framework and the PMBOK Guide complement each other.
Understanding of ITIL will help the IT project manager over the lifecycle of their projects, from defining a better project charter focused on IT services to a smoother transition to operations and an increased satisfaction of all stakeholders.
The role of an IT PMO as the Voice of IT and its role with Service Level Management will also be discussed as a key enabler to align IT to the business.
ITIL foundations - Complete introduction to ITIL phases, lifecycle and processesRichard Grieman
ITIL V3 Foundations introduction for certification study, classroom and training. Includes terms, objectives, functions and resource requirements for all five ITIL phases: Service Strategy, Service Design, Service Transition, Service Operation and Continuous Service Improvement. Study guide for ITIL training and certification
Applying the CMMI for Services to the Process Group (Physician, Heal Thyself!)rhefner
A common criticism of the process group is they don’t follow their own advice – they don’t adopt the level of discipline required by CMMI in planning, tracking, measuring, and auditing their own improvement efforts – the same level of discipline that ask projects to demonstrate. With the publication of the CMMI for Services, there is now a powerful tool for measuring just how mature and capable a process group is.
This presentation will look at applying the CMMI for Services model to the process group, treating their functions as a service provided to the organization. The new Services process areas provide an interesting insight into how a process group might function more effectively.
Sample considerations:
> Definitions - When looking at the process group as a service, how do your define the “service system”, “service agreement”, “service request”, “service incident”?
> Service System Development (SSD) – How does a process group analyze, design, develop, integrate, verify, and validate their “service system” against defined requirements?
> Service System Transition (SST) – How does a process group deploy new or significantly changed process assets while managing their effect on ongoing service delivery?
> Strategic Service Management (STSM) – How does a process group align their services with strategic needs and plans?
> Capacity and Availability Management (CAM) – How does a process group ensure effective performance and use of resources?
> Incident Resolution and Prevention (IRP) – What is a process group “incident” and how are they resolved and prevented?
> Service Continuity (SCON) – What does “continuity of services” mean, and what are considered “significant disruptions”?
Information Technology Service Management (ITSM) Implementation Methodology B...Waqas Tariq
This paper is intended to cover the concept of IT Infrastructure Library (ITIL) v3 and how to implement it in order to increase the efficiency of any Egyptian IT corporate and to help the corporate employees to do their work easily and its clients to feel the quality of services provided to them. ITIL is considered now as the de facto standard for IT Service Management (ITSM) in organizations which operate their business based on IT infrastructure and services. ITIL v3 was implemented in western organizations but still it is a new framework for the Egyptian and Arabian environment. The best proof of the lack of ITSM in the Arab region and not Egypt alone is that the percentage of the companies which have ISO/IEC 20000 are less than 2% of the total certified companies in the whole world and in Egypt no company has it until now as stated on APMG ISO/IEC 20000 website[1]. Accordingly this paper investigates an implementation methodology of ITIL in an Egyptian organization taking into consideration the cultural factors and how it will affect the success of this implementation. We have already implemented this methodology in three Egyptian companies and it succeeded to increase the level of process maturity from level one to level four according the PMF
This presentation focuses on the Service Design Phase. There are seven processes in this phase: Service Catalog and Service Level Management, and Availability, Capacity, Continuity, and Security Management. For each process we will discuss the objectives, benefits, and, at a high level, the activities undertaken. Finally we will look at the inputs to Service Design and the outputs that can be expected from this phase.
Learning Objectives
The participants will be able to:
• Identify the key differences and similarities between ITILV2 & ITILV3
• Not only get a better understanding of the processes in the Service Design Phase of ITILV3 but also the underlying activities
• Define the inputs and outputs for this phase and how they relate to the full service life cycle
• Identify key action points after the presentation for their respective organizations
ITIL Foundation Training - A guide to beginners Celtem Learning
The IT Infrastructure Library (ITIL) is a set of concepts and techniques for managing information technology (IT) infrastructure, development, and operations.Get ITIL Certification Today! Celtem Learning.
This slide deck will cover basic ITIL Service Operation Principles that can enhance your management skills and improve the efficiency of your business.
Information Technology Infrastructure LibraryCOEPD HR
COEPD - Center of Excellence for Professional Development is a primarily a Business Analyst Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in Business Analyst Training in Hyderabad, Chennai, Pune , Mumbai & Vizag. We offer Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.com or http://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
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),
ITIL Practical Guide - Service TransitionAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=266
Integrating services with the business environment can be a daunting task. This video explains how you set success criteria and provide real, measurable business value. You will also learn the fundamentals of transition and release policy.
Applying the CMMI for Services to the Process Group (Physician, Heal Thyself!)rhefner
A common criticism of the process group is they don’t follow their own advice – they don’t adopt the level of discipline required by CMMI in planning, tracking, measuring, and auditing their own improvement efforts – the same level of discipline that ask projects to demonstrate. With the publication of the CMMI for Services, there is now a powerful tool for measuring just how mature and capable a process group is.
This presentation will look at applying the CMMI for Services model to the process group, treating their functions as a service provided to the organization. The new Services process areas provide an interesting insight into how a process group might function more effectively.
Sample considerations:
> Definitions - When looking at the process group as a service, how do your define the “service system”, “service agreement”, “service request”, “service incident”?
> Service System Development (SSD) – How does a process group analyze, design, develop, integrate, verify, and validate their “service system” against defined requirements?
> Service System Transition (SST) – How does a process group deploy new or significantly changed process assets while managing their effect on ongoing service delivery?
> Strategic Service Management (STSM) – How does a process group align their services with strategic needs and plans?
> Capacity and Availability Management (CAM) – How does a process group ensure effective performance and use of resources?
> Incident Resolution and Prevention (IRP) – What is a process group “incident” and how are they resolved and prevented?
> Service Continuity (SCON) – What does “continuity of services” mean, and what are considered “significant disruptions”?
Information Technology Service Management (ITSM) Implementation Methodology B...Waqas Tariq
This paper is intended to cover the concept of IT Infrastructure Library (ITIL) v3 and how to implement it in order to increase the efficiency of any Egyptian IT corporate and to help the corporate employees to do their work easily and its clients to feel the quality of services provided to them. ITIL is considered now as the de facto standard for IT Service Management (ITSM) in organizations which operate their business based on IT infrastructure and services. ITIL v3 was implemented in western organizations but still it is a new framework for the Egyptian and Arabian environment. The best proof of the lack of ITSM in the Arab region and not Egypt alone is that the percentage of the companies which have ISO/IEC 20000 are less than 2% of the total certified companies in the whole world and in Egypt no company has it until now as stated on APMG ISO/IEC 20000 website[1]. Accordingly this paper investigates an implementation methodology of ITIL in an Egyptian organization taking into consideration the cultural factors and how it will affect the success of this implementation. We have already implemented this methodology in three Egyptian companies and it succeeded to increase the level of process maturity from level one to level four according the PMF
This presentation focuses on the Service Design Phase. There are seven processes in this phase: Service Catalog and Service Level Management, and Availability, Capacity, Continuity, and Security Management. For each process we will discuss the objectives, benefits, and, at a high level, the activities undertaken. Finally we will look at the inputs to Service Design and the outputs that can be expected from this phase.
Learning Objectives
The participants will be able to:
• Identify the key differences and similarities between ITILV2 & ITILV3
• Not only get a better understanding of the processes in the Service Design Phase of ITILV3 but also the underlying activities
• Define the inputs and outputs for this phase and how they relate to the full service life cycle
• Identify key action points after the presentation for their respective organizations
ITIL Foundation Training - A guide to beginners Celtem Learning
The IT Infrastructure Library (ITIL) is a set of concepts and techniques for managing information technology (IT) infrastructure, development, and operations.Get ITIL Certification Today! Celtem Learning.
This slide deck will cover basic ITIL Service Operation Principles that can enhance your management skills and improve the efficiency of your business.
Information Technology Infrastructure LibraryCOEPD HR
COEPD - Center of Excellence for Professional Development is a primarily a Business Analyst Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in Business Analyst Training in Hyderabad, Chennai, Pune , Mumbai & Vizag. We offer Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.com or http://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
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),
ITIL Practical Guide - Service TransitionAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=266
Integrating services with the business environment can be a daunting task. This video explains how you set success criteria and provide real, measurable business value. You will also learn the fundamentals of transition and release policy.
BPO Transition Framework diagrams.
Business Process Outsourcing method schema and workflows with icons visuals, editable in PowerPoint
Transition Framework service and Process transfer to new location schema.
Key areas of Transition framework, Phased approach
4 phases, milestones, results: Initiate, Plan, Change, Operate Phase flowcharts with symbols of People, Process, System and infrastructure, Risk, Finance, Project
Information Technology Infrastructure Library (ITIL) certification is the most coveted certification for IT service professionals. ITIL Foundation exam is the first level of exam within the ITIL certification program. ITIL Foundation certification offered to professions who qualify the ITIL Foundation exam validates one’s ability to handle IT services in a planned manner. This presentation on ITIL Foundation includes all the important ITIL terminologies and basics that are covered in the ITIL Foundation exam. Each slide covers ITIL topics based on the ITIL Foundation and is prepared by highly qualified instructors. Get an understanding on each of the ITIL Foundation topics and enhance your knowledge and confidence towards achieving the ITIL Foundation certification.
Selecting a service provider is just the start of the outsourcing journey. For
many multinational or global organizations, ensuring a successful transition to
the new service provider is a complex and difficult effort. This paper draws
from lessons learned across several global transitions covering multiple
business processes, such as finance and accounting, order management and
logistics distribution. The intent is to describe practices that worked well and
helped avoid the pitfalls. Although this paper is focused on business process
outsourcing (BPO), many of the lessons can readily be applied to information
technology (IT) outsourcing as well.
Why Information Architecture is Vital for Effective Information ManagementJ. Kevin Parker, CIP
Information is among an organization’s most valuable assets, yet with all our technology advancements, we still struggle to find, leverage, and protect it. Simply throwing more tech products at the challenges of productivity, cybersecurity, privacy, and governance will only add to the chaos. AI, autoclassification, and other emerging information tools can indeed be useful—if we build the Information Architecture necessary to support effective Information Management. This session discusses IA as the framework that connects the dots for Information Management.
Asset Hub - Asset Data Management in Infrastructure-Rich OrganizationsCapgemini
One of the primary challenges that asset rich organizations face is the necessity to reduce large annual OPEX and CAPEX overheads. To meet this challenge a number of operational efficiencies and cost savings need to be identified within Asset Management. Collecting, managing and exploiting asset data in more effective ways can help to address these challenges and facilitate a reduction in cost.
This presentation identifies the improvements to asset data management required to support these business goals and sets out solutions to take forward.
First presented by Capgemini's Frank Hewett at Informatica World 2014.
10 Best Data Integration Software Platforms.pdfXoxoday Compass
Data integration software platforms are on the rise; inculcating our best data integration platforms gives you an edge over the competition. Learn more.
https://blog.getcompass.ai/data-integration-software/
Modern Enterprise Service Management: Which Vendor is Right for Your Business?EasyVista
In tomorrow’s “Everything-as-a-Service World” there will not be a one-size-fits-all approach to selecting the best service management partners for your business. What’s just right for you might be completely wrong for someone else. What is certain is that choosing tomorrow’s ITSM platform based on yesterday’s requirements is a recipe for disaster. So what should you be planning for and who should you be considering?
Pink Elephant’s George Spalding dives into some of the trends shaping the industry. Joining him is Dennis Callaghan, Senior Enterprise Software Analyst with 451 Research, who reviews the current vendor landscape and highlights the “best fit” based on business needs.
Topics discussed:
- “SaaS or On Premise?” – the advantages to both, and to choice
- Vendor/Client “Culture Match” – the importance of find the right strategic fit runs deeper than just the technology
- Best of Breed vs. All-in-One” – understanding the pro’s and con’s
- “Customize vs. Vanilla Install” – what’s preferred, and what’s realistic
- “Future Proof” – a checklist to ensure long term success, not just short term gain
This webinar concludes with Russel Jesski, IT Director with FCCI Insurance. Russel will share the process his firm went through, and why they chose to partner with EasyVista.
For the full webinar replay on this topic, please watch the accompanying YouTube video.
Read "Asset intelligence: What it is and why it is critical now" and read how innovative organisations are maximising return on assets and extending their competitive edge.
Please note this is an extract only. To download the complete article go to:
http://www.assetdna.com/content/industry-whitepaper
Any modern business with digital assets requires a robust site reliability framework to secure it’s digital domains and ensure uninterrupted service delivery.
This is essential to protect revenue streams and brand value as well as to shield your website against cyber threats.
Capacity Management - ROI Goes to the Bottom LinePrecisely
This presentation will focus on ROI and how an organization can use such a return to justify the purchase of valuable tools such as athene® as well as the implementation of a process
that will drive an even larger ROI.
Building Elastic into security operationsElasticsearch
Learn how Optiv took foundational ideas around optimization of data ingestion, automation, and search to build world-class managed cybersecurity services with Elastic.
Optimizing IT Costs & Services With Big Data (Little Effort!) - Case Studies ...TeamQuest Corporation
IT organizations have a wealth of Service Management and Service Delivery tools, processes and metrics that typically exist in relative isolation. This session will present detailed real-life examples of how existing tools and metrics can be brought together using big data techniques to optimize costs and performance of IT environments.
Class I was asked to teach at a High School I was consulting at reconfiguring there whole it infrastructure. The class was a test case. This is lecture 3 of 3 created...
Class I was asked to teach at a High School I was consulting at reconfiguring there whole it infrastructure. The class was a test case. This is lecture 2 of 3 created...
Class I was asked to teach at a High School I was consulting at reconfiguring there whole it infrastructure. The class was a test case. This is lecture 1 of 3 created...
2. The Service Transition book covers the development and improvement of
capabilities for transitioning new and changed services into the live production /
operating environment.
11 Transition Planning & Support
12 Change Management
Service Asset &
13
Configuration Management (SACM)
14 Release & Deployment Management
15 Service Validation & Testing
16 Change Evaluation
17 Knowledge Management
2
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3. Purpose of Service Transition
Ensure new, modified or retired services meet the
expectations of the business as documented in the
Service Strategy and Service Design stages of the
lifecycle.
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4. • Increased success rate of changes and
releases
• More accurate estimation of service
levels and warranties
• Leas variation of costs and other
resources against those estimated in
the budgets.
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5. • One of the more complex tasks of
knowledge management is ensuring that
more then simply capturing desecrate facts
about various elements of the organization
and IT infrastructure.
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6. Knowledge Management
Context
Data
Understanding
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8. Knowledge Management
Context
Information
Who, what,
when, where?
Data
Understanding
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9. Information
Information comes from providing context to the
data. This usually requires capturing various sources of
data and applying some meaning or relevance to the
set of facts.
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10. Knowledge Management
Context
knowledge
How?
Information
Who, what,
when, where?
Data
Understanding
Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
11. Knowledge
Knowledge is composed of the experiences, ideas,
insights and judgments from individuals. This usually
requires the analysis of information, and is applied in
such a way to facilitate decision making.
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12. Knowledge Management
Context
Wisdom
Why?
knowledge
How?
Information
Who, what,
when, where?
Data
Understanding
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13. Wisdom
Wisdom gives the ultimate discernment of the
material and having the application and contextual
awareness to provide a strong sense of judgment. The
use of wisdom ultimately enables an organization to
direct it’s strategy and growth in competitive market
spaces.
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14. Service Knowledge Management System
Decisions
Configuration Management System
(CMS)
Configuration
Management
Database (CMDB)
Known Error
Database (KEDB)
Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
15. Service Knowledge Management
System (SKMS)
The complete set of integrated repositories that are
used to manage knowledge and information. The
SKMS stores, manages and presents all the
information that an IT service provider needs to
manage the full lifecycle of services.
Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
16. Configuration Management System
(CMS)
The CMS contains configuration data; the CMS also
includes information about incidents, problems,
known errors, changes and releases.
It may also contain data about employees, suppliers,
location of business units, customers and users.
Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
17. Configuration Management
Database (CMDB) & Known Error
Database (KEDB)
CMDB – stores configuration detail for IT
infrastructure.
KEDB – Created by Problem Management and is used
by Problem Management and Incident Management.
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18. Service Asset and Configuration
Management (SACM)
Goal: support the agreed IT service provision by
managing, storing and providing information about
Configuration Items (CI’s) and Service Assets
throughout their service lifecycle.
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19. Configuration Management
Database (CMDB)
Captures data about CI and the relationships they
have between other CI’s.
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20. CI
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21. It is important to determine the
level detail which will be stored in
the CMDB for each CI.
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23. Planning
• Defining the strategy, policy scope, objectives,
processes and procedures for SACM.
• Roles and responsibilities for staff and
stakeholders.
• Location of storage areas and libraries uses to hold
hardware, software and documentation
• CMDB Design
• CI Naming conventions
• Housekeeping including license management and
archiving CI
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24. Identification
• Selection, Identification, labeling and registration
of CI’s.
• What CI’s are recorded, what are their attributes,
what relationships exist.
• Identification can take place for:
• Hardware/Software (including OS)
• Business Systems (Custom Built)
• Software Packages (off the shelf)
• Physical Databases (DB)
• Feeds between DB
• Software releases
• Documentation
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25. Control
• When the CMDB is utilized to store or modify
configuration data.
• Only authorized and identifiable CI’s are recorded
from receipt to disposal.
• Control may be used during:
• Registration of new CI’s
• Updating of CI’s and Licenses
• Updates in relation to Request for Change (RFC)
and Change Management
• Updating after physical audits
Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
26. Status Accounting
• Reporting of all current and historical data
concerned with each CI.
• Provides information on:
• Configuration Baselines
• Latest software item versions
• The person responsible for status change
• CI change, incident and problem history
Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
27. Verification and Auditing
• Reviews to verify existence of CI’s
• Confirm CI’s are correctly recorded in the CMDB
• Audits should occur when:
• Before and after a major change
• Following a disaster recovery situation
• Response to unauthorized CI
• At regular intervals
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28. Reporting
• Result of activities to CMDB
• Format will vary depending on organizational
needs.
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29. Service Knowledge Management System Supplier & Contract
Management Information
System (SMIS)
CSI Register Configuration Management
System (CMS)
Support for
Service Portfolio decisions
Definitive Media
Library (DML)
Service Level Business Plans
Agreements (SLA)
Contracts & Operational Support for delivery
Budgets Level Agreements (OLA) of Services
Security Policy
Configuration Management System
(CMS)
Service Improvement
Plans
Configuration
Management DB Cost Models
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30. The arrows to the right represent that fact that all
configuration items (CI) are described within the
configuration management system
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31. Roles and Responsibilities
Service Asset Management
Management of service assets across the whole
lifecycle.
• Acquisitions to retirement
• Maintenance of asset inventory
Configuration Management
Provide logical model of services, assets and
infrastructure by recording relationships.
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32. Configuration Item (CI)
(ITIL Service Transition, ST)
Any component or other service asset that needs to be managed in order to deliver an IT
service. Information about each CI is recorded in a configuration record within the
Configuration Management System (CMS) and is maintained throughout it’s lifecycle
by Service Asset and Configuration Management (SACM).
Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
33. Configuration Management System (CMS)
(ITIL Service Transition, ST) A
set of tools, data and information that is used to support service assets and
configuration management. The CMS is part of an overall service knowledge
management system (SKMS) and includes tools for
collecting, storing, managing, updating, analyzing and presenting data about all CI and
their relationships. The CMS may also include information about
incidents, problems, know errors, changes and releases. The CMS is maintained by
service asset and configuration management and is used by all IT service management
processes.
Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
34. Service Asset and Configuration Management (SACM)
(ITIL Service Transition, ST)
The process responsible for ensuring that the assets required to deliver services are
properly controlled, and that accurate and reliable information about those assets is
available when and where it is needed. This information includes details of how the
assets have been configured and the relationship between assets.
Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
35. SKMS Some CI’s (such as
The CMS is part SLA or release
of the SKMS plans) are in the
SKMS
CMS
Configuration
records are stored
in CMDB’s in the
CMS
Other CI’s (such as
users and servers)
are outside the
SKMS
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36. Service Knowledge Management System (SKMS)
Configuration Management System (CMS)
Presentation Layer
Knowledge Possessing Layer
Information Integration Layer Schema Mapping, metadata
management, reconciliation,
extract, transform, mining
Integrated CMDB
Data Layer
Records in CMS or other External DB
Discovery, Collection, parts of SKMS
Audit
Other item sin SKMS
Created by PelegIT, Ltd. – www.pelegit.com, - All Rights Reserved
37. • The CMS holds all the information about a CI
within scope.
• Changes to every CI must be authorized by
change management and all updates must
include updates to relevant configuration
records.
• In some organizations authority to modify CI’s
within the SKMS is assigned to the
Configuration Librarian…responsible for
modifying configuration records in the CMS.
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38. • The CMS maintains the relationship between all
service components and may also include records
for:
• Related Incidents
• Problems
• Know Errors
• Changes
• Releases
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39. • The CMS may include data stored in several physical CMDB, which come
together at the information integration layer to form a integrated CMDB
Service Knowledge Management System (SKMS)
Configuration Management System (CMS)
Presentation Layer
Knowledge Possessing Layer
Data Layer
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40. • Since the data in normally owned by other
business units, agreements will be needed by
other business units…agreements about what
data will be available and how it will be accessed
and maintained.
• This agreement will should be formally
documented in an OLA.
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41. • Records used to support service management processes such as:
• Incident Records
• Problem Records
• Change Records
• Release Records
• Know Error Records
• Should be associated with the specific CI that they relate to.
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42. CMS
Network
CMDB
Security
CMDB
Service Desk
Marketing
CMDB
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43. Definitive Media Library
(ITIL Service Transition, ST)
One or more locations in which the definitive and authorized versions of all software
configuration items are securely stored. The definitive media library may also contain
associated configuration items such as licenses and documentation. It is a single logical
storage area even if there are multiple physical storage locations. The DML is controlled
by services asset and configuration management and is recorded in the CMS.
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45. DML CMS
CMDB
Information
about CI’s
Physical CI’s
Release Record
Electronic CI’s
Deploy new release
Test new release
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46. The DML is the foundation for
release and deployment
management.
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47. Options for release and deployment
Big Bang: New of changed service is deployed to ALL users in one operation.
Fast but has increased risk of negative impact for failed release.
Phased Approach: Partial deployment. Repeated to other areas as per schedule.
Can be slow and create tension between departments.
The Push Approach: Service is PUSHED to the target locations.
In terms of deployment either Big Bang or Phased use the pushed approach, since
the service may be delivered at a time not of the users choosing.
The Pull Approach: Software is made available in a secure location and users may
PULL it down into their system at a time of their choosing.
Automated: A automatic system delivers the release. This is often easily repeatable.
Manual: often error prone and very slow.
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48. Release and Deployment Activities
Release policy & planning
Design & Develop or Order & Purchase
Build & Configure Release
Release Testing & Acceptance
Deployment Planning
Communication, Preparation & Training
Logistics, Delivery &
Installation
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49. Release Planning
• Defining the Release controls
• Defining the Release Schedule
• Defining the resources, roles and responsibilities
required for the release
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50. Design & Test
(Coordinates with other Service Design and Service Transition Processes)
• Produce release assembly & build instructions
• Create installation scripts
• Run test plans
• Develop back-out procedures
• Produce tested installation procedures
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51. Rollout Planning
• Define timetable for distribution
• Identification of effects CI’s
• Defining communication plans
• Defining training plans
• Communication and trailing for:
• Users
• Support staff (including service desk)
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52. Logistics, Distribution & Installation
1. Transfer financial assets
2. Transfer changes required for business/organization
3. Deploy processes and materials
4. Deploy Service Management Capabilities
5. Transfer Service
6. Deploy Service
7. Decommissioning and retiring of service
8. Remove redundant assets
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53. Roles and Responsibilities
Release and Deployment Manager
• Drive effectiveness & efficiency process
• Manage release management team
• Liaise with Change & Configuration Management,
IT Platform Managers, Application developers etc.
Release and Deployment Management Team
• Manage DML
• Design, build, test and deploy releases
• Manage software management/distribution tools
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54. Change
(ITIL Service Transition, ST)
The addition, modification or removal of anything that could have an effect on IT
services. The scope should include changes to architectures, processes, tools, metrics
and documentation, as well as changes to IT services and other CI’s
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55. Standard Change
(ITIL Service Transition, ST)
A pre-authorized change that is LOW risk, relatively common and follows a procedure or
work instruction – for example a password reset or provision of standard equipment to a
new employee. Requests for Change (RFC) are not required to implement a standard
change, and are logged and tracked using a different mechanism, such as a service
request.
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56. Normal Change
(ITIL Service Transition, ST)
A change that is not an emergency change or standard change. Normal changes follow
defined steps of the change management process.
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57. Emergency Change
(ITIL Service Transition, ST)
A change that must be introduced as soon as possible – for example, to resolve a major
incident or implement a security patch. The change management process will normally
have a specific procedure for handling emergency changes.
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58. Major Release
(ITIL Service Transition, ST)
Normally contain large areas of new functionality some of which may eliminate temporary
fixes to problems.
A major upgrade or release usually supersedes all preceding minor upgrades, release
and emergency fixes.
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59. Minor Release
(ITIL Service Transition, ST)
Normally contain small enhancements and fixes, some of which may already have been
issued as emergency fixes.
A minor upgrade or release usually supersedes all preceding emergency fixes.
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60. Emergency Release
(ITIL Service Transition, ST)
Normally contain corrections to a small number of know errors, or sometimes an
enhancement to meet a high priority business requirement.
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61. Known Error
(ITIL Service Operation, SO)
A problem that has a documented root cause and a workaround. Known errors are
created and managed throughout their lifecycle by problem management. Known errors
may also be identified by development and suppliers.
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63. Emergency Change Advisory Board
(ITIL Service Transition, ST)
A subgroup of the change advisory board that makes decisions about emergency changes.
Membership may be decided at the time a meeting is called, and depends on the nature of
the emergency change.
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64. Role
Create RFC
Change
Initiator
Change Proposal Change Record RFC
(Optional) Management
Requested
Activities assigned to
Change Review RFC
the role “change Management
management” may be Ready for evaluation
carried out by a change Asses and
Update Information in CMS
practitioner, a change evaluate change
authority or the change Change
management process Management Work Instruction
owner, depending on
organizational design. Authorize change
Change build and test Ready for decision
Authority
*Activities to Authorized
plan, create and deploy Coordinate change
releases are part of build and test*
release and deployment Change
management process Management Work Instruction
Authorize change
Change deployment Created
Authority
Coordinate change Scheduled
deployment
Change Work Instruction
Management Implemented
Review and close
change record
Closed
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65. Important steps of change:
1) The RFC is logged
2) An initial review is performed to filter RFC’s
3) The RFC’s are assessed – this may involve the CAB or ECAB
4) This is authorized by the change manager
5) Work orders are issued for the build change (Carried out by another group)
6) Change management coordinates the work performed (with multiple check points)
7) The change is reviewed
8) The Change is closed
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66. Change Management
Auth Auth Auth AuthAuth uth
A Auth
Authorize Authorize Authorize Authorize Post
release planning build and test Check-in to DML Deployment / implementation
Transfer / retirement review
Release and
Release build Review and
Deployment Deployment
and test test
Planning
Deployment
Transfer
Retirement
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67. Change Proposal
Major changes that involve significant cost, risk and organizational
impact will usually be initiated through Service Portfolio
management process.
Change proposals are submitted to change management
Authorizing a change does not mean authorizing implementation.
Created by Service Change Management
Portfolio Management for authorization
Change Change
Proposal Proposal
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68. Change Proposal Includes
High level descriptions (business outcomes to be supported &
UTILITY and WARRANTY to be provided. )
Full business case including:
• Risks
• Issues
• Alternatives
• Budget Expectations
• Financial Expectations
Outline schedule for design and implementation of change.
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69. Change Management
• Reviews the change proposal
• Evaluates current change schedule
• Identifies any potential conflicts
• Issues and responds to change proposal
• Either authorizes or documents issues that need to be addressed
After new/changed service is chartered RFC’s are used via normal change
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70. Assessing and Evaluating Change
Impact Typical Escalation Level
Standard Excluded using a pre-defined form or template
Normal Changes
Minor Change Manager (CM) or other operational manager
Significant Change Advisory Board (CAB)
Major IT Management Board
Urgent Changes
Normal Change Management or Change Advisory Board (CAB)
Emergency Emergency Change Advisory Board (ECAB)
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72. The 7 R’s MUST be answered for ALL CHANGES!
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73. Change KPI
• Number of RFC’s (Accepted/Rejected)
• Number and percent of successful changes
• Emergency changes required
• Number of changes awaiting implantation
• Number of implemented changes per period
(quarter, bi-quarter, yearly)
• Change backlogs or bottle-necks
• Business impact of changes
• Frequency of changes to CI’s
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74. Workaround
(ITIL Service Operation, SO)
Reducing or eliminating the impact of an incident or problem for which a full resolution is
not yet available – for example by restarting a failed CI. Workarounds for problems are
documented in known error records. Workarounds for incidents that do not have
associated problem records are documented in incident records.
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75. Error
(ITIL Service Operation, SO)
A design flaw or malfunction that causes a failure of one or more IT services or other CI. A
mistake made by a person or a faulty process that impacts a CI is also an error.
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76. Incident Record
(ITIL Service Operation, SO)
A record containing the details of an incident. Each incident record documents the
lifecycle of a single incident.
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77. Change
(ITIL Service Transition, ST)
The addition, modification or removal of anything that could have an effect on IT
services.
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78. Change management covers changes to all configuration
items (CI) across the whole service lifecycle.
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79. Configuration Item (CI)
(ITIL Service Transition, ST)
Any component or other service asset that needs to be managed in order to deliver an IT
service. Information about each CI is recorded in a configuration record within the
Configuration Management System (CMS) and is maintained throughout it’s lifecycle by
Service Asset and Configuration Management (SACM).
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80. Configuration Management System (CMS)
(ITIL Service Transition, ST)
A set of tools, data and information that is used to support service assets and
configuration management. The CMS is part of an overall service knowledge
management system (SKMS) and includes tools for
collecting, storing, managing, updating, analyzing and presenting data about all CI and
their relationships. The CMS may also include information about
incidents, problems, know errors, changes and releases. The CMS is maintained by
service asset and configuration management and is used by all IT service management
processes.
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81. Service Asset and Configuration Management (SACM)
(ITIL Service Transition, ST)
The process responsible for ensuring that the assets required to deliver services are
properly controlled, and that accurate and reliable information about those assets is
available when and where it is needed. This information includes details of how the
assets have been configured and the relationship between assets.
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82. Service Knowledge Management System (SKMS)
(ITIL Service Transition, ST)
A set of tools and databases that is used to manage knowledge, information and data.
The SKMS includes the CMS as well as other DB and information systems. The SKMS
includes tools for collecting, storing, managing, updating, analyzing and presenting all
the knowledge, information and data that a service provider will need to manage the
full lifecycle of IT services.
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83. Incident
(ITIL Service Operation, SO)
An unplanned interruption to an IT service or reduction in quality of an IT service.
Failure of a CI that has NOT yet effected service is also an incident – for example
failure of a disk to mirror.
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85. Known Error
(ITIL Service Operation, SO)
A problem that has a documented root cause and a workaround. Known errors are
created and managed throughout their lifecycle by problem management. Known
errors may also be identified by development and suppliers.
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86. Workaround
(ITIL Service Operation, SO)
Reducing or eliminating the impact of an incident or problem for which a full
resolution is not yet available – for example by restarting a failed CI. Workarounds for
problems are documented in known error records. Workarounds for incidents that
do not have associated problem records are documented in incident records.
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87. Incident Record
(ITIL Service Operation, SO)
A record containing the details of an incident. Each incident record documents the
lifecycle of a single incident.
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88. Change Management
(ITIL Service Transition, ST)
The process for controlling the lifecycle of all changes, enabling beneficial changes
to be made with minimum disruption to IT services.
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89. Change management must work with transition planning
and support to ensure that there is a coordinated overall
approach to managing service transition.
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90. Change Model
Steps that should be taken to handle the change including…issues
and unexpected events
Chronological steps…dependencies
Responsibilities – who should do what, who will authorize the
change, who will decide whether formal change evaluation is
required.
Timelines and thresholds
Escalation procedures – who should be contacted and when.
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91. Remediation:
Actions taken to recover after a failed change or release. Remediation may include
back-out, invocation or service continuity plans, or other actions designed to enable
the business process to continue.
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92. Release and Deployment
Plan, schedule and control the build, test and deployment of
releases…
Deploy releases from DML…
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93. Definitive Media Library
(ITIL Service Transition, ST)
One or more locations in which the definitive and authorized versions of all
software configuration items are securely stored. The definitive media library may
also contain associated configuration items such as licenses and documentation. It
is a single logical storage area even if there are multiple physical storage locations.
The DML is controlled by services asset and configuration management and is
recorded in the CMS.
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94. 4 Phases of Release and Deployment
Release and deployment planning
1 Plans for creating and deploying the release are created. This phase starts
with change management authorization to plan a release and ends with
change management authorization to create the release.
Release build and test
2 The release package is built, tested and checked into the DML. This phase
starts with change management to build the release and ends with change
management authorization for the baselined release package to be checked
into the DML by service asset and configuration management. This phase only
happens once for each release.
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95. Deployment
3 The release package in the DML is deployed to the live environment. This
phase starts with change management authorization to deploy the release
package to one or more target environments and ends with handover to the
service operations functions and early life support. There may be many
separate deployment phases for each release, depending on planned
deployment options.
Review and close
4 Experience and feedback are captured, performance targets and
achievements are reviewed and lessons and learned.
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96. Data:
A set of discrete facts.
• Capture accurate data
• Analyze, synthesize and then transform the data into information
• Identify relevant data and concentrate resources on its capture
• Maintain integrity of the data
• Archive and purge data to ensure optimal balance between
availability of data and use of resources
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97. Information:
Comes from providing context of data. Information is typically
stored in semi-structured content such as documents, e-mail and
multimedia.
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98. Knowledge:
Is composed of tacit experiences, ideas, insights, values and
judgments of individuals. People gain knowledge both from their
own and from peers’ experience, as well as from analysis of
information (data).
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