Good Practice

Good practices permit organizations to operate in  dynamic environments with the need to:

1. Learn and adapt
2. Improve performance while managing trade-offs
3. Benchmark using industry good practices to differentiate themselves against peers to close gaps in capabilities

Service Management

Service Portfolio: Three Parts

Service Pipeline (Concept)

Service Catlogue (Current or upcoming)

Retired Services

Three E's

• Efficient
• Effective
• Economical

The presence of both creates value.

Utility

• What the customer gets

Warranty

• How the it is delivered to the customer (Assurance)

Contract

• Functions are units of organizations specialized to perform certain types of work and re responsible for specific outcomes
• Roles refers to a set of connected behaviors or actions that are performed by a person, team or group in a specifi context
• Processes define activities or actions

A process under control

• Planning and requlating a process
• Peforming a process in an effective, efficient and consistent manner

Once under control they can be repeated and become manageable

• Measurable
• Specific results
• Have customers
• Respond to specific events

Defines roles

• Responsible
• Accountable
• Consulted
• Informed

* Never have more than one person accountable for a process

• Data structure, data handling and integration
• Integration of multi-vendor infrastructure components
• Conformity to international open standards
• Flexibility in implementation, usage and data sharing
• Usability - Ease of use permitted by the user interface

• Automation is considered to improve the utility and warranty of services.
• The capacity of automated resources can be more easily adjusted in response to variations in demand volumes.
• Automated resources can handle capacity with fewer restrictions on time of access

• Service Strategy - Business Requirements
• Service Design - Functional Requirements
• Service Transition - Change Mgmt
• Service Operation - Day to day activities
• Continual Service Improvement - Incremental Improvement

• Transparency
• Control
• Compliance to regulatory requirements

Types of governance

• Enterprise
• Corporate
• IT

• To provide guidance on how to design, develop and implement service management
• To provide direction of service growth
• Provide guidance on the principles supporting the practice of service management that are useful for developing SM policies, guidelines and prcoesses across the ITIL Service Lifecycle

• What services should we offer?
• How do we differentiate ourselves from the competing alternatices?
• How do we truly create value for our customers?
• How do we capture value for our stakeholders?
• How can we make a case for strategic investments?
• How can we provide visibility and control over value creation?
• How should we define service quality?
• How do we choose paths for improving service quality.
• Etc..

• Value is in terms of the customer's business outcomes
• Value also highly dependent on customer's perception

• Are basis for value creation
• Resources and capabilities are used to create value in the form of goods and services

• Resouces
  • Relatively easier to acquire compared to capabilities
  • Management, people, and knowledge are used to transform resources
  • Such as people, applications, infrastructure
• Capabilities
  • Cannot produce value without appropriate resouces
  • Organizational ability to coordinate, control, deploy resouces to produce value
  • Experience, knowledge, information based, and embedded within PPT
  • Solving problems, handling situations, managing risks, analyzing failures.

Service Strategy Processes

• Generation
• Service Portfolio Management
• Demand Management
• Financial Management
• Risk Managment

• Understand and influence customer demand for services and provision of capacity to meet demand

• DM is a critical aspect of serice management
• Poorly manages demand is a source of risk for service providers
• Excess capacity generates cost withtout creating value

• Business processes are the primary source of demand of services
• PBA influence the demand patterns seen by the service providers
• Study customers business identity

• BAP
  • Drive demand for services
  • Customer assets generate patterns of business activity
  • PBA define interactions with customers, suppliers, partners and other stakeholders
• UP
  • Based on roles and responsibilities within org for people, functions and operations for processess and applications

• Core Services
• Service Level Packages (SLP)
• Line of Service (LOS)

Demand Management Roles

• Business Relationship Managers (BRM)
• Product Manager

To Provide the business and IT with the quantification, in financial terms, of the value of IT services, the value of the assets underlying the provisioning of those services, and the qualification of the operatational forecasting

• Accounting
• Budgeting
• Charging

• A decision and support planning tool that projects the likely consequences of a business action
• An output of Service Strategy

• Provide guidance to design appropriate and innovative IT services, including thier architectures, processes, policies and documentation, to meet current and future agreed business requirements

• Reduced TCO
• Improved quality of service
• Improved consistency of service
• Easier implementation of new or changed services

• People
• Processes
• Products
• Partners

*Items to consider in the design process

1. Designing Service Solutions
2. Designing supporting systems
3. Designing technology architectures
4. Designing process
5. Desing of measurement systems and metrics

• Defines all aspects of an IT service and its requirements through each stage of its lifecycle

• Service Level Management
• Service Catalog Management
• Availability Management
• Information Security Management
• Supplier Management
• Capacity Management
• IT Service Continuity Managment

• To ensure that an agreed level of IT service is provided for all current IT services, and that future services are delivered to agreed achievable targests.

• Service-Based SLA
• Customer-Based SLA
• Multi-Level SLA
  • Corporate
  • Customer
  • Service

Periodic reports incorporating details of performance against all SLA targets, together with details of any trends or specific actions being undertaken to improve sercie quality

• Periodic review meetings must be held on a regular basis with customers (SLA review)

• Identify and implement whatever actions are ncessary to overcome difficulties and restore service quality

Responsible for ensuring that aims of the Service Level Management are met.

• Lack of accurate commitment from the business and customers
• The tools and resources
• Can become bureaucratic administrative process rather tha an active and proactive process that delivers measureable benifits to the business

• The business service catalogue
• The technical service catalogue

• Ensure tha tthe level of service availability delivered in all services is matched to or exceeds the current and furture agreed needs of the business, in a cost-effective manner.

• "Ability of a Configuration Item or IT Service to perform its agreed Function when required"

• A measure of how long a service, component or CI can perform is agreed function without interruption

• A measure of how quickly and effectively a service, component or CI can be restored to normal working state after a failure.

• A virtual respository of all Availability Management data, usualy stored in mulitple physical locations

• Business Capacity Management
• Service Capacity Management
• Component Capacity Management

• Support the overall business continuity managment process
• Ensure that the required IT technical and service facilities can be resumed within required, and agreed, business timescales

• Provide guidance on managing the complexity related to changes to services and service managment processes
• Develop and improve capabilities for transitioning new and changed services into operations
• Prevent undesired consequences while allowing for innovation
• Control the risks of failure and disruption

• Align the new or changed service with the customer's business requirements and business operations

• Change Management
• Service Asset and Configuration Managment
• Release and Deployment Managment
• Knowledge Management

• To ensure that standardization methods and procedures are used for efficient and prompt handling of all changes
• Respond to the customer's changing business requirements while maximizing value and reducing incidents, disruption and re-work.