Itil

Front 1

An IT service needs to be ___,___ and ___ in order to continue working effectively.

Back 1

measured, monitored maintained

Front 2

service management

Back 2

a set of specialized organizational capabilities for providing value to customers in the form of services’.

Front 3

Capabilities refer to

Back 3

how good an organisation is at carrying out a task or activity.

Front 4

There are four specific challenges that shape an organisation’s service management capabilities. These challenges are:

Back 4

the intangible nature of the output of a service process

demand for services is tightly coupled to the customer’s assets

the high level of contact between the service provider and the customer, or service consumer

the perishable nature of service output and capacity.

Front 5

The intangible nature of the output of a service process

Back 5

Examples of services could include application hosting, or data storage.

These can be difficult to measure and control. Many service providers have thought they were delivering a good service, only to have a customer complain about something like ‘slow performance’.

Front 6

Demand for services is tightly coupled to the customer’s assets

Back 6

Services are not tangible outputs, such as cars or televisions. They cannot be stockpiled if too many are produced. Service providers need to be able to respond to increases in customer demand, without having too much unused capacity.

Documents such as contracts and Service Level Agreements can help to address this challenge by defining, agreeing, documenting and reviewing customer requirements.

Front 7

The high level of contact between the service provider and the customer or service consumer

Back 7

Often, the customer and supplier of a service are part of the same organisation. Defining and managing the roles, interfaces and overlaps between them can be extremely difficult.

Many service providers adopt formal service management frameworks, like ITIL, to provide structure and replace informal agreements based on personal networks and relationships.

Front 8

The perishable nature of service output and capacity

Back 8

Customers need assurance that service will continue to be delivered to the required level of quality.

The service provider needs to be assured of ongoing customer demand before they will invest in services and infrastructure.

An ongoing relationship will provide certainty that will benefit the customer and the service provider.

Front 9

Service management should be viewed as a

Back 9

professional practice.

Front 10

There is a global community of professionals that support service management, including organisations like

Back 10

the IT Service Management Forum.

Front 11

Service management is also supported by a scheme that provides quality assured

Back 11

education, training and certification.

Front 12

There is a wealth of service management information available – including academic research and formal standards related to services and service management, such as

Back 12

ISO/IEC 20000.

Front 13

Service management has developed as IT’s focus has moved from a ____ approach to an ____ approach.

Back 13

technology-centric, end-to-end service

Front 14

Service management has developed as IT’s focus has moved from a technology-centric approach to an end-to-end service approach. The new approach focuses on the __ and the quality of service they receive.

Back 14

customer

Front 15

IT service providers usually have to balance three areas:

Back 15

what the customer wants

how the service performs

how much the customer is willing to pay.

Front 16

Documents such as ____ can be used to help manage expectations and make sure the customer and service provider have a clear understanding of what is meant to be delivered for each service.

Back 16

Service Level Agreements

Front 17

A stakeholder is defined as

Back 17

‘any person who has an interest in an organisation, project, IT service or other area.

Front 18

A stakeholder is defined as ‘any person who has an interest in an organisation, project, IT service or other area. Stakeholders may be interested in

Back 18

activities, targets, resources or deliverables.’

Front 19

Stakeholders can be

Back 19

anyone – internal or external to the organisation.

Front 20

Stakeholders can be anyone – internal or external to the organisation. Service providers will often deal with three main groups:

Back 20

Customers: ‘customers buy goods or services’. They will define what the service does, but may not use it regularly.

Users: use the service bought by the customer on a regular basis.

Suppliers: third parties who are involved in part or all of the service delivery.

Front 21

Internal customers are part of the

Back 21

same organisation as the service provider.

Front 22

They can be ___ to talk to, as they are part of the same organisation, but __

Back 22

easier, IT may find it has to balance the conflicting needs of different internal customers.

Front 23

Internal customers can also be challenging, because the relationship with them is often

Back 23

informal.

Front 24

Internal customers might receive services that are __ as part of the organisation’s budgeting cycle.

Back 24

centrally funded

Front 25

External customers are not part of the same organisation as the service provider and will be paying ___ for goods and services.

Back 25

directly

Front 26

External customers may be easier to work with because

Back 26

the nature of the relationship has been clearly defined from the start.

Front 27

External customers are not part of the same organisation as the service provider and will be paying directly for goods and services. The relationship will probably be on a more __ level, backed up by __

Back 27

formal, contractual agreements.

Front 28

External customers may be easier to work with because the

Back 28

nature of the relationship has been clearly defined from the start.

Front 29

Type 1 Service Providers are also referred to as

Back 29

internal service providers.

Front 30

Type 1 Service Providers are also referred to as internal service providers. They are typically embedded ____, and will provide business functions such as __, __, __, __

Back 30

within the business unit they serve, finance, logistics, IT and human resources.

Front 31

Type 1 Service Providers do not have a great degree of ___ and cannot set their own policies.

Back 31

autonomy

Front 32

Type 1 Service Providers do not have a great degree of autonomy and cannot set their own policies. They operate strictly within the requirements of the ____.

Back 32

business unit

Front 33

Type 1 Service Providers do not have a great degree of autonomy and cannot set their own policies. They operate strictly within the requirements of the business unit – which often funds them through ____

Back 33

overheads.

Front 34

Type 1 providers are very closely linked to ___, and ____, which removes some of the risks associated with working with an external supplier.

Back 34

their customers, their customer’s required outcomes

Front 35

The strategic direction of the Type 1 provider is normally set by the

Back 35

managers of the business unit they are serving.

Front 36

The strategic direction of the Type 1 provider is normally set by the managers of the business unit they are serving. It will be the business unit that defines __, __, __

Back 36

he services on offer, the level of investment and the metrics to be reported against.

Front 37

Because of the limited customer base of the Type 1 Service Provider, they are typically at greater risk of ___, as they are affected by peaks and troughs of demand.

Back 37

market failure

Front 38

Because of the limited customer base of the Type 1 Service Provider, they are typically at greater risk of market failure, as they are affected by peaks and troughs of demand. They can be compared unfavourably to competitors from outside the business unit, who

Back 38

serve more than one customer, have more autonomy and can provide economies of scale.

Front 39

Another issue associated with Type 1 Service Providers is the possibility of ____ and ___ when a number of Type 1 providers are maintained within one organisation.

Back 39

duplication, greater cost

Front 40

Type 2 Service Providers are also known as the

Back 40

shared services unit.

Front 41

Type 2 Service Providers are also known as the shared services unit. They offer services to

Back 41

all business units in the organisation, rather than being embedded within one business unit, or department.

Front 42

Type 2 Service Providers are also known as the shared services unit. They offer services to all business units in the organisation, rather than being embedded within one business unit, or department. This type of service provider has much more ___, and their direction is not necessarily set by __

Back 42

autonomy, the individual business unit managers.

Front 43

The shared services unit treats all business units as ___ , and behaves more like an ____

Back 43

customers, external service provider.

Front 44

Shared Services (Type 2 service provider)The Type 2 Service Provider is vulnerable to being compared with ___ and may be at risk of

Back 44

external service providers, outsourcing, or substitution, if they are not competitive.

Front 45

The Type 2 Service Provider is vulnerable to being compared with external service providers and may be at risk of outsourcing, or substitution, if they are not competitive. They need to be able to demonstrate ____ from the continuation of the shared services unit.

Back 45

advantages

Front 46

The customers of a shared services unit are business units within a common corporate

Back 46

parent.

Front 47

Some business units may receive a poorer service from the shared services unit than they would from a Type 1 provider, but this will be balanced out by

Back 47

gains at the corporate level.

Front 48

Any decisions about moving to a Type 2 provider will need to be made at a _____, or the _______,

Back 48

senior management or corporate level, shared services unit will not be accepted.

Front 49

Type 3 Service Providers are

Back 49

external service providers.

Front 50

Often, the core business of a Type 3 Service Provider is

Back 50

service provision.

Front 51

Often, the core business of a Type 3 Service Provider is service provision. They can ___ in this, unlike the service consumer who may see management of an area like the Service Desk as an unwelcome administrative headache.

Back 51

excel

Front 52

External suppliers may also be chosen when the business strategy is looking to ____, or is looking to become more _____

Back 52

reduce fixed costs and operational risks, lean and flexible.

Front 53

____ a service may suit the strategic direction better than operating the service in house.

Back 53

Buying

Front 54

There are risks associated with Type 3 Service Providers. These include

Back 54

, choosing a service provider with different goals or priorities that do not align with the purchasing organisation; security risks where multiple customers from the same industry are served; and also the risk of a Type 3 Service Provider ceasing to trade.

Front 55

There are risks associated with Type 3 Service Providers. These include, choosing a service provider with different goals or priorities that do not align with the purchasing organisation; security risks where multiple customers from the same industry are served; and also the risk of a Type 3 Service Provider ceasing to trade. Internal capabilities for the customer may also be reduced, as they are no longer

Back 55

building up knowledge in house.

Front 56

There are risks associated with Type 3 Service Providers. These include, choosing a service provider with different goals or priorities that do not align with the purchasing organisation; security risks where multiple customers from the same industry are served; and also the risk of a Type 3 Service Provider ceasing to trade. Internal capabilities for the customer may also be reduced, as they are no longer building up knowledge in house.

The customer organisation will have to make a balanced decision based on benefits, such as

Back 56

cost savings, weighed against risks, such as the loss of internal knowledge.

Front 57

ISO/IEC 20000 is the standard for

Back 57

service management, and is used to certify an organisation’s processes and management systems.

Front 58

ITIL is successful because:

Back 58

It’s vendor neutral: ITIL is not linked to one supplier, or one technology, or one industry. This means it can be adopted across all types and sizes of organisation.

It’s non-prescriptive: Organisations need to adopt and adapt the elements of ITIL that work for them and their customers.

It’s best practice: ITIL draws on experience from service management practitioners across the globe.

Front 59

Best practice simply means

Back 59

‘proven activities or processes that have been successfully used in multiple organisations’.

Front 60

ITIL is seen as being preferable to the proprietary knowledge that builds up in organisations and staff members. Proprietary knowledge isn’t usually documented in a

Back 60

consistent way.

Front 61

ITIL is seen as being preferable to the proprietary knowledge that builds up in organisations and staff members. Proprietary knowledge isn’t usually documented in a consistent way. It exists because it has built up over time. This means it is not

Back 61

challenged or improved – and can cause a real risk if an experienced staff member leaves and takes their proprietary knowledge with them.

Front 62

Redraw Service Management Practice

Back 62

Front 63

The ITIL definition of a process is:

Back 63

is a structured set of activities designed to accomplish a specific objective. A process takes one or more defined inputs and turns them into defined outputs.’

Front 64

To be effective, service management processes should be set up as

Back 64

closed-loop systems.

Front 65

To be effective, service management processes should be set up as closed-loop systems. This means that

Back 65

they request feedback, and use that feedback to improve the way they perform.

Front 66

To be effective, service management processes should be set up as closed-loop systems. This means that they request feedback, and use that feedback to improve the way they perform. If processes don’t work on this closed-loop model,

Back 66

they will not improve and no lessons will be learned.

Front 67

Processes should also be ____, so they can be shared and used throughout an organisation.

Back 67

documented

Front 68

Processes should also be documented, so they can be shared and used throughout an organisation. If there isn’t a definitive agreed version of a process, different teams will carry out the activities in

Back 68

different ways – all of them believing they are following the process properly.

Front 69

Processes are directed by ____.

Back 69

policies.

Front 70

Processes are directed by policies. Policies are used to document

Back 70

management expectations and their intentions for the process.

Front 71

Processes are directed by policies. Policies are used to document management expectations and their intentions for the process. The policy is then used to make sure the process development and implementation is done in a way that is

Back 71

consistent with management intentions.

Front 72

Within service management, one of the ways that processes deliver value is by being

Back 72

reusable.

Front 73

Reusable processes can be

Back 73

measured, monitored and improved.

Front 74

To support organisational understanding of processes, we can document them using a

Back 74

process model.

Front 75

Draw process model

Back 75

Front 76

Process enablers are t

Back 76

he resources that we use to make the process work, for example, technology or people.

Front 77

A perfect process will deliver no value if there aren’t

Back 77

enough resources to implement it.

Front 78

Remember: a process model doesn’t have to be

Back 78

complicated

Front 79

Remember: a process model doesn’t have to be complicated. You can start by brainstorming the process with a group of

Back 79

stakeholders

Front 80

Remember: a process model doesn’t have to be complicated. You can start by brainstorming the process with a group of stakeholders. This will help you to get the right steps documented, so that they can be agreed. Once a common process is defined and agreed, you can

Back 80

automate it using a service management toolset, if appropriate.

Front 81

Process models are also useful for , as they are a quick and easy way to explain a process to staff members who need to learn about it.

Back 81

education

Front 82

draw your own process model? Incident and Change Management are great places to start.

Back 82

d

Front 83

process: Measurable

Back 83

If we cannot measure a process, then it will not fit the definition of closed loop, as no feedback will be available.

Measuring a process allows it to be performance driven.

Different measurements will be required for different audiences, for example, managers may be interested in the cost of the process, while customers may be interested in the outcome.

Front 84

process Delivers specific results

Back 84

The results of a process need to be identifiable, measureable and countable. Again, without a clear result the process cannot be managed, measured and controlled.

If a process does not have a defined result, or end-point, it could in theory go on forever.

Front 85

process Delivers to a customer or stakeholder

Back 85

The customer or stakeholder can be internal or external, but it is their expectations that shape the overall process.

Front 86

process Responds to specific triggers

Back 86

The trigger or input to the process is important for measurement and control. Unless we understand when the process starts, we won’t know what point to measure from.

Front 87

‘A function is

Back 87

a team or group of people and the tools or other resources they use to carry out one or more processes or activities.’

Front 88

Functions are used to structure

Back 88

organisations.

Front 89

The individual resources that make up a function need to

Back 89

communicate well with each other and with other functions.

Front 90

A key part of service management is making sure that functions interact

Back 90

effectively.

Front 91

The Service Desk and second-line support are common IT

Back 91

functions.

Front 92

If functions are not working as well as they should, senior management may look to

Back 92

restructure the organisation into a different functional structure.

Front 93

If functions are not working as well as they should, senior management may look to restructure the organisation into a different functional structure. They might also

Back 93

introduce processes that link functions together, to show the teams how they should be working.

Front 94

Functions are used ___, for example, there may be a Change Management function responsible for the Change Management process, or a Service Level Management function responsible for agreeing and maintaining Service Level Agreements.

Back 94

across the service lifecycle

Front 95

‘A role is

Back 95

a set of responsibilities, activities and authorities granted to a person or team. A role is defined in a process or function. One person or team can have multiple roles.’

Front 96

Roles are carried out by , and need to be

Back 96

people, clearly outlined so that people understand what they are supposed to do.

Front 97

If roles are not clear, tasks may be

Back 97

duplicated – or not done at all.

Front 98

Remember: a single person can fulfil many

Back 98

roles – that’s why it is so important to map roles carefully.

Front 99

RACI models are used to

Back 99

manage resources and roles for the delivery of a piece of work or task.

Front 100

The RACI model is used to track who is doing what. It provides clear

Back 100

mapping of roles across the different teams in the organisational structure.

Front 101

RACI stands for

Back 101

Responsible, Accountable, Consulted and Informed.

Front 102

Only one person can be __ for any task.

Back 102

Accountable

Front 103

Any number of people can be ___ as part of the RACI model.

Back 103

Responsible

Front 104

These are the workers who will get the actual tasks done, and they will report to the ___ resource about their progress.

Back 104

Accountable

Front 105

Sometimes resources are ___` to get a task done.

Back 105

Consulted

Front 106

Other resources need to be ___. These resources are stakeholders who need to track and understand exactly how the task is progressing, or they may need an output from the task. Business sponsors, for example, will typically be informed about progress as part of a project.

Back 106

Informed

Front 107

When RACI is applied to service management processes, the ___ will be accountable for all the process activities, even if they are not responsible for carrying them out.

Back 107

process owner

Front 108

RACI models are often shown as a matrix. To build a RACI matrix, these steps need to be followed:

Back 108

identify activities

identify roles

assign RACI codes

identify gaps or overlaps

distribute the chart for feedback

monitor the roles.

Front 109

A ___ is responsible for ensuring that a process is both fit for purpose and performing adequately. The process owner’s accountabilities include:

Back 109

process owner

Front 110

The process owner’s accountabilities include:

Back 110

defining the process strategy

assisting with process design, including the design of process metrics

making sure the process is documented

auditing the process

addressing any issues or opportunities for process improvement

defining policies and standards related to the process

sponsoring the process.

Front 111

The process owner role should be assigned to a

Back 111

single person – it should not be shared.

Front 112

The process owner role should be assigned to a single person – it should not be shared. A team, for example, should not be allocated ownership of a process – it has to be a single person or role. This allows the process owner to manage the process effectively with

Back 112

no duplication or confusion.

Front 113

The process manager

Back 113

is accountable for the operational management of a process.

Front 114

There can be more than one manager for each process, for example, an organisation might have

Back 114

regional change managers, each providing process management for their area.

Front 115

In a small organisation, the process manager and owner might be the

Back 115

same person.

Front 116

In a small organisation, the process manager and owner might be the same person. In a larger organisation, they may be

Back 116

separate.

Front 117

The process manager’s accountabilities include:

Back 117

working with the process owner

making sure all process activities are carried out

appointing staff to process roles and managing resources

monitoring and reporting on process performance

working with service owners and other process managers to make sure processes support services

identifying improvements and working with the Continual Service Improvement manager to prioritise them

making improvements to process implementation.

Front 118

This role actually carries out the process activities.

Back 118

process practitioner

Front 119

process practitioner actually carries out the process activities. In smaller organisations, this role may be combined with the

Back 119

process manager.

Front 120

This role actually carries out the process activities. In smaller organisations, this role may be combined with the process manager. In larger organisations there may be multiple

Back 120

practitioners for each process.

Front 121

Examples of process practitioners could include

Back 121

incident analysts, change management analysts, service level reporting staff, etc.

Front 122

The process practitioner will be responsible for the following areas:

Back 122

carrying out process activities

understanding how their role links to services and creates value

working with other stakeholders involved with the process

making sure that inputs, outputs and interfaces are correct

creating or updating records of their activities.

Front 123

The service owner is

Back 123

accountable for the delivery of a specific IT service.

Front 124

The service owner is accountable for the delivery of a specific IT service. As with the process owner, the service owner may not carry out all the activities involved in service delivery, but they do need to make sure

Back 124

that all of the work is carried out and the service is delivered as agreed.

Front 125

The service owner is responsible to the customer for

Back 125

the initiation, transition and ongoing maintenance and support of the service.

Front 126

The service owner is responsible to the customer for the initiation, transition and ongoing maintenance and support of the service. They are also accountable to

Back 126

the IT director for service delivery.

Front 127

The service owner is responsible to the customer for the initiation, transition and ongoing maintenance and support of the service. They are also accountable to the IT director for service delivery. The role is responsible for

Back 127

continual improvement of their service and management of any changes associated with it.

Front 128

The service owner is responsible to the customer for the initiation, transition and ongoing maintenance and support of the service. They are also accountable to the IT director for service delivery. The role is responsible for continual improvement of their service and management of any changes associated with it. In a smaller organisation, one person may fulfil the service owner role for

Back 128

many services.

Front 129

Other responsibilities for the service owner include:

Back 129

attending the Change Advisory Board to assess the impact of changes to their service

attending internal and external service review meetings

communicating with customers about service-related enquiries and issues

serving as a point of escalation (including for major incidents)

participating in Service Level Agreement and Operational Level Agreement negotiations.

Front 130

To make sure their service is working as it should, Service owner will interface with many service management processes,

Back 130

including Business Relationship Management.

Front 131

The volumes are:

Back 131

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service Improvement.

Front 132

The core is also supplemented by another series of books known as

Back 132

complementary guidance.

Front 133

The core is also supplemented by another series of books known as complementary guidance. The complementary publications provide further guidance that is more specific to

Back 133

industry sectors, organisation types, operating models, and technology architectures.

Front 134

As ITIL becomes more widely adopted and matures further, the amount of complementary guidance available will

Back 134

increase.

Front 135

Service Strategy is the

Back 135

hub that drives the lifecycle.

Front 136

Continual Service Improvement looks for improvement opportunities in

Back 136

all stages.

Front 137

Service Design, Transition and Operation work together as a

Back 137

network.

Front 138

Service Strategy is the

Back 138

centre of the lifecycle and the hub that all the other phases revolve around.

Front 139

The purpose of Service Strategy is to

Back 139

define what a service provider needs to do in terms of service delivery to support its customer(s).

Front 140

The purpose of Service Strategy is to define what a service provider needs to do in terms of service delivery to support its customer(s). The strategy that is adopted must support

Back 140

the customer’s desired business outcomes.

Front 141

As part of its purpose, Service Strategy will define

Back 141

plans, patterns, a position and perspective for how the service provider will behave.

Front 142

As part of its purpose, Service Strategy will define plans, patterns, a position and perspective for how the service provider will behave. These are used to

Back 142

help cascade the strategy down through the organisation, and make sure that all parts of IT behave consistently.

Front 143

The Service Strategy objectives include:

Back 143

understanding what services are, and who the organisation’s customers are

Front 144

The Service Strategy objectives include:

Back 144

understanding what strategy is

understanding what services are, and who the organisation’s customers are

understanding how value is created and delivered

creating a service provision model to show how services will be delivered and funded

understanding if the service provider organisation is capable of delivering the strategy, and what needs to be done if it isn’t

identifying opportunities to offer services and being able to act on them

understanding what service assets make up services and managing them appropriately

putting processes in place to make sure the strategy is delivered

Front 145

understanding what services are, and who the organisation’s customers are

Back 145

Service Strategy

Front 146

understanding how value is created and delivered

Back 146

Service Strategy

Front 147

creating a service provision model to show how services will be delivered and funded

Back 147

Service Strategy

Front 148

understanding if the service provider organisation is capable of delivering the strategy, and what needs to be done if it isn’t

Back 148

Service Strategy

Front 149

identifying opportunities to offer services and being able to act on them

Back 149

Service Strategy

Front 150

understanding what service assets make up services and managing them appropriately

Back 150

Service Strategy

Front 151

putting processes in place to make sure the strategy is delivered.

Back 151

Service Strategy

Front 152

The scope of Service Strategy includes

Back 152

defining principles and processes for service management, which then apply to the rest of the service lifecycle.

Front 153

Internal and external IT service providers both need a coherent __ to make sure their services deliver value.

Back 153

strategy

Front 154

The scope of Service Strategy can be broken down into two areas:

Back 154

defining a strategy for how the service provider will deliver services that meet customer needs

defining a strategy for ongoing management of services.

Front 155

Effective Service Strategy helps organisations to:

Back 155

offer appropriate services that meet business needs

offer the services in a timely way

link IT activities and assets to business outcomes to show the true value of IT

demonstrate return on IT investment and value for money

be seen as a trusted partner by customers.

Front 156

Once a strategy has been defined and communicated, services can be __ to meet the strategic objectives.

Back 156

designed

Front 157

The purpose of the Service Design stage of the lifecycle is to

Back 157

design services that fulfil the strategic objectives, which are based on business requirements.

Front 158

IT processes, practices and policies also need to be designed to make sure that services are

Back 158

high quality, cost effective, and meet customer needs.

Front 159

The main objective of Service Design

Back 159

is to deliver a service which works.

Front 160

All Service Design activities must have ____ embedded in them, so that solutions and designs are always getting better.

Back 160

continual improvement

Front 161

The scope of Service Design includes t

Back 161

he design of appropriate and innovative services that meet business needs – now and in the future.

Front 162

Service Design will be influenced by

Back 162

requirements, business benefits and constraints.

Front 163

If the business has set a budget for a service, Service Design has to make sure

Back 163

it stays within that budget.

Front 164

Service Design helps organisations to:

Back 164

improve service quality, so that services meet business needs from the start

make sure services are implemented well and consistently

make sure services perform in line with agreed business requirements

reduce service costs, including the cost of redesign and rework

improve governance and decision making

improve service management and process design.

Front 165

Service transitions need to be carefully planned and managed, as they have the potential to

Back 165

negatively affect live services.

Front 166

Service transitions need to be carefully planned and managed, as they have the potential to negatively affect live services. A transition might fail, meaning a new service is not accessible. That will be bad for the business, but it’s even worse if

Back 166

the transition affects existing services as well and creates problems there.

Front 167

The purpose of Service Transition is

Back 167

to make sure that new, modified or retired services meet the business expectations documented during Service Strategy and Service Design.

Front 168

retiring a service is a ___, as well as releasing a new service, or making a change to an existing one.

Back 168

transition

Front 169

A service retirement needs to be ___ and ___, just like a new service going live.

Back 169

communicated, managed

Front 170

. Insourcing or outsourcing a service would also be managed as

Back 170

a transition.

Front 171

To fulfil its role, Service Transition has a number of objectives:

Back 171

Service Transition needs to manage service changes efficiently and effectively

it needs to manage any risks related to changes to services

it needs to deploy releases successfully

it needs to set expectations about how services will perform and be used

it needs to ensure that service changes create the expected business value

it needs to provide knowledge and information about services and service assets that make up services.

Front 172

The adoption of Service Transition practices should lead to an organisation

Back 172

developing and improving its capabilities for getting new and changed services into the live environment.

Front 173

Processes need to be in place for release build, test and deployment to make sure that

Back 173

changes do what they are supposed to do and don’t create any unnecessary problems.

Front 174

The scope of Service Transition also includes the ___ of services and __ of services between providers.

Back 174

retirement, movement

Front 175

Requirements are __ in Service Strategy and __ in Service Design.

Back 175

mapped, designed

Front 176

Service Transition then needs to transfer the service and make sure that value is delivered in

Back 176

Service Operation.

Front 177

Service Transition needs to be aware that:

Back 177

services and processes are complex and changes are consequently more complex too

new services and innovation need to be allowed and encouraged, but without negative effects

services will change and evolve, and be discontinued – which all needs to be managed.

Front 178

Any change to a service can initiate

Back 178

transition activity.

Front 179

Changes to the service provider’s ___ – for example moving to a new supplier – can also initiate transition processes and planning.

Back 179

capabilities

Front 180

Service Transition uses ___ processes to help it manage changes to services.

Back 180

seven

Front 181

are the Service Transition processes that are involved in the whole service lifecycle.

Back 181

Change Management, Service Asset and Configuration Management, and Knowledge Management

Front 182

are the processes that only operate within Service Transition.

Back 182

Transition Planning and Support, Release and Deployment Management, Service Validation and Testing, and Change Evaluation

Front 183

Service Transition helps organisations to:

Back 183

deliver successful changes

improve communication, expectation setting and confidence in changes

reduce costs, delays, and timing and scheduling issues

improve control of service assets and configuration items.

Front 184

Service Operation deals with the management of

Back 184

live services.

Front 185

Service Operation deals with the management of live services. This includes all

Back 185

business as usual (BAU) activities required to keep services stable on a day-to-day basis.

Front 186

The purpose of Service Operation is to

Back 186

undertake activities and processes to manage and deliver services at the levels agreed with business users and customers.

Front 187

Service Operation manages

Back 187

the technology used to deliver services and collects information on performance and defined service metrics.

Front 188

Service Operation manages the technology used to deliver services and collects information on performance and defined service metrics. It is vital for

Back 188

effective service management.

Front 189

Service Operation manages the technology used to deliver services and collects information on performance and defined service metrics. It is vital for effective service management. Services can be well designed and transitioned smoothly, but they still need to be managed in the live environment to make sure they

Back 189

continue to work well.

Front 190

Service Operation staff need

Back 190

processes and tools to support them.

Front 191

It is important to focus on __, not just single technology components.

Back 191

services

Front 192

Any external suppliers involved in service delivery also need to be part of the

Back 192

Service Operation view.

Front 193

The objectives of Service Operation include:

Back 193

maintaining business confidence and satisfaction by delivering services effectively and efficiently

minimising the effect of any service downtime for the business

ensuring that only authorised users have access to services.

Front 194

Service Operation covers all areas of service delivery, including:

Back 194

services

service management processes

technology

people.

Front 195

Service Operation helps organisations to:

Back 195

reduce the impact and frequency of outages

provide access to standard services

provide data to justify investment.

Front 196

Continual Service Improvement (CSI) interacts with

Back 196

all of the other phases in the lifecycle.

Front 197

The purpose of CSI is to

Back 197

identify improvements to allow IT services to stay aligned with changing business needs.

Front 198

The objectives of CSI include:

Back 198

reviewing, analysing and prioritising improvements across the whole service lifecycle

reviewing whether services meet their agreed targets

identifying and implementing activities to improve service quality

improving cost effectiveness without affecting service performance

using quality management to support improvement

making sure processes have clearly defined objectives and measures

understanding what to measure, and why.

Front 199

The scope of CSI covers four main areas:

Back 199

the health of IT service management overall

alignment of services with business needs, both now and in the future

maturity and capability of the organisation, management, processes and people

continual improvement of all IT services and service assets.

Front 200

CSI helps organisations to:

Back 200

improve quality and reduce cost

align IT services with business requirements

improve services, structure, processes, capabilities and communication.

Front 201

Service Strategy is the

Back 201

centre of the service lifecycle and the axis that all the other phases revolve around.

Front 202

The purpose of Service Strategy is

Back 202

to define what a service provider needs to do to support its customer.

Front 203

The Service Strategy adopted must

Back 203

support the organisation’s overall business outcomes.

Front 204

As part of its purpose, Service Strategy will define

Back 204

plans, patterns, a position and perspective for how the service provider will behave.

Front 205

Service Strategy has a number of objectives. These objectives will help

Back 205

to define how the rest of the service lifecycle works

Front 206

The Service Strategy objectives include:

Back 206

understanding what strategy is

understanding what services are, and who the organisation’s customers are

understanding how value is created and delivered

creating a service provision model to show how services will be delivered and funded

understanding if the organisation is capable of delivering the strategy

identifying opportunities to offer services and being able to act on them

understanding what service assets make up services and managing them appropriately

putting processes in place to make sure the strategy is delivered.

Front 207

Service Strategy areas:

Back 207

Concepts, Strategy Management for IT Services, Portfolio, Financial, Demand, Business Relationship, Putting strategy to work

Front 208

The scope of Service Strategy includes

Back 208

defining principles and processes for service management, which then apply to the rest of the service lifecycle.

Front 209

The scope of Service Strategy can be broken down into two areas:

Back 209

defining a strategy for how the service provider will deliver services that meet customer needs

defining a strategy for ongoing management of services.

Front 210

Service Strategy helps organisations to:

Back 210

offer appropriate services that meet business needs

offer the services in a timely way

link IT activities and assets to business outcomes to show the true value of IT

demonstrate return on IT investment and value for money

be seen as a trusted partner by customers.

Front 211

If a service doesn’t deliver value to a customer, the customer won’t

Back 211

want to use it and they certainly won’t want to invest in it.

Front 212

A customer must understand how the service is giving them

Back 212

value.

Front 213

Services on their own aren’t worth anything; they only deliver value when they are being used to

Back 213

deliver business outcomes and meet business objectives.

Front 214

If the customer can’t see that a service is making them more productive, they won’t see any

Back 214

value.

Front 215

Think about these statements related to value

Back 215

:

Value is defined by the customer, not the service provider.

Services need to have an affordable mix of desirable features to attract customers.

Value is not just measured in financial terms, services can fulfil a moral or ethical need.

Value changes over time; what a customer values today may not be what they value tomorrow.

Front 216

Customers must feel that the value of a service outweighs

Back 216

the cost of using the service.

Front 217

To be successful, an IT service provider must understand

Back 217

what their customer wants AND how much they are willing to pay.

Front 218

IT needs to be able to articulate:

Back 218

what services it provides

what those services achieve

how much the services cost.

Front 219

Service costs include

Back 219

any ongoing and maintenance costs, as well as the original purchase price of the service.

Front 220

Service costs include any ongoing and maintenance costs, as well as the original purchase price of the service. This would be defined as

Back 220

the total cost of ownership (TCO), or total cost of utilisation (TCU).

Front 221

. Other services provide value which is intangible and harder to quantify. In this instance, the service provider needs to consider other factors such as

Back 221

customer expectations and perception.

Front 222

Value is more than simply what the service costs and what it does. It will be influenced by

Back 222

business outcomes achieved, customer preferences and the customer’s perception of what was delivered.

Front 223

If value is intangible, it must be

Back 223

clearly defined and communicated.

Front 224

If value is intangible, it must be clearly defined and communicated. Otherwise, customers won’t understand

Back 224

why they should purchase, or use, a service.