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IT Service Management as a Practice & The Service Lifecycle

IT Service Management as a Practice & The Service Lifecycle. Agenda/Learning Objectives. The Concept of Good Practice What is it? Where does it come from? How does it relate to ITIL? The Concept of Service Management What is it? What is a Service? Process, Functions and Roles

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IT Service Management as a Practice & The Service Lifecycle

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  1. IT Service Management as a Practice & The Service Lifecycle

  2. Agenda/Learning Objectives • The Concept of Good Practice • What is it? • Where does it come from? • How does it relate to ITIL? • The Concept of Service Management • What is it? • What is a Service? • Process, Functions and Roles • The differences • How they interrelate? • The RACI Model • What is it? • Key Components

  3. Agenda/Learning Objectives • Overview of Service Lifecycle • How the components form a lifecycle • How the components interact • High level goals for: • Service Strategy – Service Design – Service Transition – Service Operation – Continual Service Improvement

  4. ITIL and the Concept of Good Practice IT Service Management as a Practice

  5. IT Infrastructure

  6. What is Good Practice? • ITIL is Good Practice for IT Service Management • But…what is Good Practice? ‘Proven Activities or Processes that have been successfully used by multiple organizations’ • The key is that Good Practice is in wide use (it is not simply a theory) • Where doest it come from….?

  7. Enablers & Filters of Good Practice • For Good Practice to work in organization there also has to be Enablers & Filters (to ensure it is appropriate for that organization) • Enablers • The individuals/groups that both enable, allow and encourage the adoption of Good Practice • Without the enablers Good Practice would not be adopted within an organization, as there would be no impetus for it • Filters • Those influences that ensure that the Good Practice is adopted and adapted in such way as to make it relevant and usable for the organization that is implementing it • It ensures that such things as Regulatory requirements are considered as drivers for the adoption of Good Practice, and that the way in which Good Practice is adopted for use enables compliance to that Regulatory Requirement

  8. Good Practice Framework • Good Practice originates from many areas, but is filtered into something that is usable for an organisation • Useable does not mean “one size fits all” • It means that it can be adapted for context, for purpose and for objectives • Each of these may change from organisation to organisation • The ‘end result’ of Good Practices being ‘Knowledge fit for business objectives, context and purpose’

  9. Why do you need Good Practice (ITIL)? • Increased dependency on IT services • Higher visibility of IT service failure • Increased complexity of IT services • Ever increasing customer expectations • IT is a commodity/Charging for IT services • No more money? No additional headcount? • The need to ‘work smarter’

  10. Other drivers for using Good Practice • Outsourcing • Drives the need for a common framework of understanding • Quality Standards • Provides an internationally recognised benchmark • Legislation, including: • The Public Company Accounting Reform and Investor Protection Act 2002 (Sarbanes-Oxley, or Sarbox)

  11. ITIL as Good Practice • ITIL is Good Practice for IT Service Management • It is a widely used publicly available framework • It has been available since the 1980’s, and is now used throughout the world • It has been adopted across all industry and government sectors • Knowledge of ITIL is widely distributed throughout the professional community, with highly regarded qualifications available • The complimentary resources available are growing, and this helps facilitate and encourage the implementation and practical use of ITIL • ITIL continues to develop – now version 3

  12. ITIL and the Concept of Service Management IT Service Management as a Practice

  13. What is Service Management? • ITSM: “A set of specialized organizational capabilities for providing value to customers in the form of services” • Capabilities: The functions and processes utilized to manage services. • Capabilities are intangible assets of organization and cannot be purchased, but must be developed and matured over time • Without these capabilities, a service organization is merely a bundle of un-coordinated resources

  14. What is a Service? • A service is a means of delivering value to the customer by facilitating the outcomes customers want without the ownership of specific costs and risks

  15. Sample Service Pattern

  16. Functions, Roles and Processes IT Service Management as a Practice

  17. What is Functions? • Functions are unit of organisations (e.g. a team department or group of people) specialised to perform certain type of work and responsible for specific outcomes • The Service Desk is an example of a Function • They are self-contained with capabilities and resources necessary for their performance and outcomes • They have their own body of knowledge, which accumulates from experience

  18. What is Functions? • Functions provide structure and stability to organisations • They are means to structure organisations to implement the specialisation principle • Poor coordination between functions lead to functional silos that hinder the success of the organisation as a whole • Process models helps avoid this problem by improving cross-functional coordination and control • Well-defined processes can improve productivity within and across functions

  19. What is Process? • A set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome which directly or indirectly creates to customer or stakeholder • Processes are strategic assets when they create competitive advantage and market differentiation

  20. Process Structure Norms Measure Activity 1 Activity 2 Activity 3 Desired outcome Input Data,information &knowledge

  21. Process Structure • A process is a Closed loop system: • That provides change and transformation towards a goal • That uses feedback for self-correction and development • A process takes one or more defined inputs and turns them into defined outputs • A process may include any of the Roles, responsibilities, tools and management control required to deliver the outputs • A process may define Policies, Standards, Guidelines, Activities, and Work Instructions if they are needed

  22. Characteristics of Process • They are measurable (they are performance driven) • We are able to measure the process in a relevant manner • It is performance driven • They produce a specific result • The reason a process exist is to deliver a specific result • The result must be individually identifiable and countable • The deliver value to a customer/stakeholder • Every process delivers its primary result to a customer or stakeholder • They may be internal or external to the organisation but the process must meet their expectations • They respond to a specific event • While a process may be ongoing or iterative, it should be traceable to a specific trigger

  23. Process Model Process Control Process Owner Process Objectives Process Documents Process Feedback The Process Triggers Process Inputs Process Outputs Process Activities Process Roles Process Work Instruction Process Procedures Process Metrics Process Improvements Including Process Reports & Reviews Process Enablers Process Resources Process Capabilities

  24. SM Process Across Lifecycle RFC Service Improvement RFC User guidelines, policies, & incentives to changes utilization pattern Guidelines, policies, & informationfor Service Desk RFC How service is utilized Service Transition (Filtering) How service is supported Possible service incidents Service Design Service Operation How service is deployed How service is delivered RFC Designlimitations Compensatingresources andRFCs RFC Service Strategy Objectives, policies,and guidelines

  25. What is a Role? • “A set of responsibilities, activities and authorities granted to someone” • One person or team may have multiple roles • For example, the roles of Configuration Manager and Change Manager may be carried out by a single person • Roles are described within processes

  26. Units of Organisation Structure

  27. Process Owner, Service Owner and the RACI Model IT Service Management as a Practice

  28. Process Owner • Document & publish process • Define KPI’s • Review KPI’s • Process design • Improving the process • Review enhancements • Service Improvement Program (CSI) • Address process issues • Training and roles • Review and audit • Ensure staff resources Responsible to ensure that process is performed according toagreed & documented process and meets the aims of the process definition.

  29. Service Owner • Responsible to the Customer for initiation, transition & ongoing maintenance & support of a particular service • Prime contact • Ensure that delivery & support meet requirements • Identify Service Improvement opportunities • Liaise with Process Owners • Facilitate effective monitoring & performance • Accountable to IT Director

  30. Process & Service Owners - RACI • One way to help define the appropriate roles is to use the RACI model • RACI • Responsible – Those responsible to do the task • Accountable – Those who are accountable of the task • Consulted – Those who are consulted • Informed – Those informed on progress

  31. Sample of RACI Model

  32. Summary • ITIL is Good Practice guidance for IT Service Management, scaleable, enabling and encouraging and adopt and adapt approach • An IT Service is a means of delivering value to Customer by facilitating the Outcomes Customer want to achieve without the ownership of specific Cost and Risk

  33. Summary • Service Management is a set of scpecialised organisational capabilities for providing value to customers in the form of services • Functions are activities carried out by specific teams or groups • There will be a number of different roles in the Service Lifecycle • Processes are activities which are measurable and have specific results which deliver value to a customer/stakeholder

  34. The Service Lifecycle IT Service Management as a Practice

  35. The Service Lifecycle Continual ServiceImprovement ServiceDesign Service Design ServiceStrategies Service ServiceOperation ITIL ServiceTransition

  36. The Service Lifecycle

  37. Service Strategy • Goals of Service Strategy • To establish the overall strategy for both IT Services and IT Services Management • To define the market for new services, design and catalogue the services themselves, and understand how these services will create value for customers

  38. Service Strategy • Service Strategy answers such questions as • What services should we offer and to whom? • Defines the market • Defines the ‘asset’ • How do we differentiate ourselves from competing alternatives? • Why should the customer ‘buy’ from us • How do we truly create value for our customers? • How can we make a case for strategic investments

  39. Service Design • Goals of Service Design • To create new or changed services to be introduced into the live environment • To Design Services: • that meet business objectives • to reduce, minimise or constrain costs • To design infrastructure and process for Transition and Operation • Design secure and resilient services that can be easily and efficiently developed and enhanced

  40. Service Transition • To plan and manage service changes and to deploy service releases into the production environment successfully • To ensure services can be used within the requirements and constraints specified (in Service Design) • To plan and manage resources so that transitions come in on time, cost and quality • Ensure minimum impact on current services

  41. Service Operation • Goal of Service Operation • To co-ordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers • Service Operations is also responsible for the ongoing management of the technology that is used to deliver and support services

  42. Continual Service Improvement • Goals of Continual Service Improvement • The primary goal of CSI is continually align and re-align IT services to the changing business needs by identifying and implementing improvements to IT Services that support Business Processes • CSI is about looking for ways to improve process effectiveness, efficiency as well as cost effectiveness • Review, analyse and make recommendations on improvement opportunities in each lifecycle phase: SS, SD, ST and SO • Identify and implement individual activities to improve the efficiency and effectiveness of enabling ITSM processes • Improve cost effectiveness of delivering IT Services without sacrificing customer satisfaction

  43. Summary • Service Value is modelled in Service Strategy • The cost of service is designed, predicted and validated in Service Design and Service Transition • Service Operation is where the value is actually seen (realised) • Measure for optimisation are identified in Continual Service Improvement

  44. Summary For every stage within the Service Lifecycle we see an input/feedback into all other stages Service Strategy Feedback – lesson learnt Service Design Plan to create and Modify Services and Service Management processes • Strategies • Policies • Standards for improvement Service Transition Manage transition of a New or changed Service or Service Management process into production Service Operation Day-to-day operations of Services and Service Management processes Output Output Output Continual Service Improvement Activities embedded within the Service Lifecycle

  45. Learning Objectives – Achieved? • The Concept of Good Practice • What is it? • Where does it come from? • How does it relate to ITIL? • The Concept of Service Management • What is it? • What is a Service? • Process, Functions and Roles • The differences • How they interrelate? • The RACI Model • What is it? • Key Components

  46. Learning Objectives – Achieved? • Overview of Service Lifecycle • How the components form a lifecycle • How the components interact • High level goals for: • Service Strategy – Service Design – Service Transition – Service Operation – Continual Service Improvement

  47. Testing Your Knowledge IT Service Management as a Practiceand the Service Lifecycle

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