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91 Cards in this Set

  • Front
  • Back
ITSM: 5 Phases of ITIL Service Lifecycle
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Definition: Effectiveness
Whether IT is able to achieve its objectives
Definition:Efficiency
Whether IT uses an appropriate amount of resources. An efficient IT Service provider uses optimal amounts of time, money, staff, etc.
Definition:Service
"A service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks."

A service in short is something that makes the customer's life easier.
Definition:IT Service
"A service provided by an IT Service Provider. An IT service is made up of a combination of IT, people and processes.

A customer-facing IT service directly supports the business processes of one or more customers, and its service level targets should be defined in a SLA.

Supporting services are not directly used by the business, but are required by the service provider to deliver customer-facing services. (E.g. SAN used by the e-mail service)
Definition:Outcome-Based Service
ITIL recommends developing outcome based service definitions--based in the customer outcome that the service deliveres, not the technology that the IT service provdier is offering to the customer.

Ex: A customer may pay to have access to a cloud-based hosting service for their company website. The service provider may think of the service in terms of server space, back-up schedules, connectivity and power management. The customer thinks of the service in terms of their website being available and accessible to the customers ordering from them.
Definition:Outcome
"The result of carrying out an activity, following a process, or delivering an IT service. Outcome can refer to actual or intended results."
Definition:Core Services
"Core services deliver the basic outcomes desired by one or more customers. These services represent the value the customer wants and will pay for."

Core services are what attract customers in the first place, and what they must continually be satisfied with. E-mail might be a core service that allows the customer to access messaging functionality.
Definition:Enabling Services
"Enabling services need to be in place for the core service to be delivered."

Customers may not know that enabling services exist, but they are essential. Customers will not see enabling services as being services that they use. They are basic factors that are necessary for the core services to be delivered.

The network might be an enabling service for the e-mail service offered to customers. It must be in place and working for e-mail to be accessable.
Definition:Enhancing Services
Enhancing services are non-essential services that are added to the core service to tempt or excite the customer. There is always a danger that customers will become accustomed having access to enhancing services, and see them as being part of the core service.
Service providers should review their enhancing services regularly and update them if necessary.
The email service might be enhanced by offering calendar functionality or mobile e-mail.
Definition:Service Package
Combinations of core, enabling and enhancing services. Each packages contains two or more services that have been bundled together to meet the customer's needs.
Definition:Service Level Package
A Service Level Package allows customers to choose service targets that are appropriate for their needs. A Service Level Package may combine a service with extended (e.g. bronze, silver, or gold) options for service hours or support. Service Level Packages are delivered within the Service Package
Definition:Supporting Service
Infrastructure Services. They must be in place for other services to be delivered, but the business might not be aware of them. E.g. the network is a supporting service, if the network isn't available, then other services will not be available.
Definition:Internal Customer Facing Services
Used by customers in the same organization as the service provider.

E.g. A finance team might use an accounting service to track accounts receivable.
Definition:External Customer Facing Services
The customer is NOT part of the same organization as the service provider.

E.g. When you use an ATM, you are an external customer for that particular service
ITSM: Services deliver ________________ to customers
Value
ITSM: IT Services must be ____________, _______________, and _______________ in order to continue working effectively .
Managed, monitored and maintained
Definition:Service Management
"A set of specialized organizational capabilities for providing value to customers in the form of services"
Definition: Capabilities
How good an organization is at carrying out a task or activity.

Capabilities are based on an organization's experience with customers, processes, services, tools, market conditions, etc. Experience grows over time, and capabilities improve
ITSM: 4 Specific Challenges shaping Organizational Service Management Capabilities
-Intangible nature of the output of a service process
-Demand for services is coupled to customer's assets
-High level of contact between service provider and customer or service consumer
-Perishable nature of service output and capacity
ITSM: Challenge: Intangible nature of the output of a service process
A service like application hosting, or data storage can be difficult to control or manage. A service provider measures their availability and determines that it's excellent, only to have a customer complain about something like "slow performance."
ITSM: Challenge: Demand for services is coupled to customer's assets
Serivces are not tangible outputs, and can't be stockpiled if too many are produced. Service providers must be able to respond to increases in customer demand, without having excess unused capacity.

Contracts and SLAs can help address this challenge by defining, agreeing documenting and reviewing customer requirements.
ITSM: Challenge: High level of contact between service provider and customer or service consumer
Customer and service supplier are often part of the same organization. Defining and managing the roles, interfaces, and overlaps between them can be extremely difficult.

Formal service management frameworks like ITIL provide structure and replace informal agreements based on personal networks and relationships.
ITSM: Challenge: Perishable nature of service output and capacity
Customers need assurance tha thte 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 invest in services and infrastructure. An ongoing relationship will provide certainty that is beneficial to both the customer and service provider.
ITSM: IT Service Providers must balance:
Customer needs
Service performance
How much the customer is willing to pay
Definition:Customers
Decide what services are needed. Make the actual purchase of goods or services. Will define what the service does, but may not use it regularly.

IT organizations must understand their customers--including understanding the business processes they use, and the roles they fulfill in order to effectively support them.
Definition:Users
Use the service purchased by the customer on a regular basis
Definition:Suppliers
Third parties who are involved in all or part of the service delivery
Definition:Stakeholder:
Any person who has an interest in an organization, project, IT service or other area. Stakeholders may be interested in activities, targets, resources or deliverables.
Definition:Internal Customers
Part of the same organization as the Service Provider. Ex: HR might commission a service to track employee-training records.

Internal customers may receive services that are centrally funded as part of the organization's budgeting cycle. If an IT service provider receives funding to support multiple internal customers, it can be difficult to decide where to invest and whihc projects should
receive priority
Definition:External Customers
Not part of the Service Provider's organization. Pay directly for goods and services. Relationship will be more formal, and supported by contractual agreements. External customers may feel that because they're paying the bills, they can dictate to the service provider.
Definition:Process
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.

Processes are directed by policies. Policies document management expectations, and their intentions for the process. The policy is then used to guide process development and implementation and ensure that they are consistent with management intentions.

Processes deliver value by being reusable. One ChM process can be used across the organization, rather than each program or project developing their own ChM Process. Reuse means that the process can be measured, monitored and improved.
Definition:Process Model
A way of designing and mapping a process. It identifies inputs and outputs. Activities are triggered by inputs. Outputs mean that the iteration of the process is complete. Activities that occur to turn the input to output are defined in the "process" box. Process controls are in place to ensure that the process works properly, and doesnt' become ineffective over time. Controls include the Process Owner, and feedback received.
Definition: Process Enablers:
People, technology and other resources. A perfect process will deliver no value if there aren't enough resources to implement it!
ITSM: Required Process Characteristics:
-Measurable
-Delivers Specific Results
-Delivers to a Customer or Stakeholder
-Responds to Specific Triggers
ITSM: Process Characteristic: Measurable
Measuring a process allows it to be performance driven. You can't manage what you can't measure.

Different measures will be necessary for different stakeholders
ITSM: Process Characteristic: Delivers Specific Results
The results of a process need to be identifiable, measurable and quantifiable. Without a clear result, the process can't be managed, measured and controlled.
ITSM: Process Characteristic: Delivers to a Customer or Stakeholder
Customer or stakeholder can be internal or external, but it is their expectations that shape the process
ITSM: Process Characteristics: Responds to specific triggers
Trigger or input is necessary for measurement and control. Unless we understand when the process is initiated, we don't know what point to measure from.
Definition: Function:
A team or group of people and the tools or other resources they use to carry out one or more processes or activities.

Functions structure organizations. Functions are used across the service lifecycle. A Change Management function may be responsible for the Change Management Process, or a Service Level Management function responsible for agreeing and maintaining SLAs.
Definition: Role
A set of repsonsibilities, activities and authorities granted to a person or team. A role is defined in a process or function. One person or one team can have multiple roles.
Definition: RACI
Identify activities, Identify roles, Identify RACI codes, Identify gaps/overlaps, Distribute the RACI for feedback, Monitor the roles
Definition: Process Owner
Responsible for ensuring that process is both fit for purpose and performing adequately

Accountable for:
-Defining process strategy
-Assisting with process design, including 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
Definition: Process Manager
Accountable for the operational management of the process (day-to-day).

-Works with process owner
-Makes sure all process activities are carried out
-Appoints staff to process roles, manages resources
-Monitors and reports on process performance
-Works with SERVICE owners and other process managers to ensure that processes are supporting services
-Identifying improvements and working with the CSI Manager to prioritize them
-Making improvements to process implementation
Definition: Process Practitioner
Carries out process activities
Must:
-Understand how their role links to services and creates value
-Work with other stakeholders involved in the process
-Make sure that inputs, outputs and process interfaces are correct
-Create or update records of their activities
Definition: Service Owner
Accountable for delivery of a specific IT service. Accountable for ensuring that all the work is carried out and that the service is delivered as agreed.

-Engages with CAB to assess the impact of changes to their services
-Attends internal and external service review meetings
-Communicates with customers about service-related inquiries and issues
-Serves as point of escalation (including for major incidents)
-Partipates in SLA and OLA negotiations
-Interfaces with ITSM processes, including Business Relationship Management to ensure that their service is working as it should
Service Strategy: Purpose
Defines what a service provider needs to do in terms of service delivery to support its customers. Any strategy must support customer's desired business objectives.

Defines plans, patterns a position and perspective for how the service provider will be have and cascades the strategy down through the organization to ensure that all parts of IT behave consistently.
Service Strategy: Objectives
1. Identifying and understanding the strategy
2. Understanding what services are and who the customers of the organizationare
3. Understanding how value is created and delivered
4. Creating a service provision model to show how services will be delivered and funded
5. Understanding whether the service provider organization is capable of delivering the strategy, and what needs to be done if it isn't
6. Identifying opportunities to offer services and being able to act on them
7. Understanding what service assets make up services and managing them appropriately
8. Putting processes in place to make sure the strategy is delivered
Service Strategy: Scope
The scope of Service Strategy includes defining pricniples and processes for service management, which then apply to the rest of the service lifecycle.

Two areas of service strategy scope:
-Defining a strategy for how the service provider will deliver services that meet customer needs
-Defining a strategy for ongoing management of services
Service Strategy: Value
-Offer appropriate services that meet business needs
-Offer the services a the right time
-Link IT activities and assets to business outcomes to show the true value of IT
-Demonstrate return on IT investmnet, and value for money
-Establish trust with customers
Service Design: Purpose
To design services that fulfill the strategic objectives, which are based on the business requirements
Service Design: Objectives
To deliver a service that works. Service WON'T require significant improvement when it goes live, reducing the cost of service delivery. All Service Design activities have continual improvement embedded in them, so solutions and designs are continually improving
Service Design: Scope
Design of appropriate and innovative services that meet business needs now and in the future.
Service Design is influenced by requirements, business benefits and constraints. Service Design must also ensure that the service will stay within the budget
Service Design: Value
-Improves service quality, so that services meet business needs from the start
-Makes sure services are implemented well and consistently
-Makes sure that services perform in line with agreed business requirements
-Reduces service costs
-Improves governance and decision making
-Improves service management and process design
Service Transition: Purpose
Moves services into the live environment

Makes sure that new, modified or retired services meet the business expectations documented in Service Strategy and Service Design.

* Service retirement is a transition, as is releasing a service or changing an existing one. A service retirement must be communicated and managed just as a new service going live does.

*In-sourcing or out-sourcing a service is also a transition.
Service Transition: Objectives
-Manage service changes effectively and efficiently
-Manage any risks related to changes to services
-Deploy releases successfully
-Set expectations about how services will perform and be used
-Ensure that service changes create the expected business value
-Provide knowledge and information about services and service assets that make up services
Service Transition: Scope
ChM, SACM & Knowledge Mgt. are involved across the whole service lifecycle

Service transition includes new services, changes, retirement of services, changes from insourced to outsourced and vice-versa, and other movement of services between providers.

Service transition must establish a framework and put reusable processes in place in order to manage service changes. Capacity and resources must be managed during changes, and risks need to be understood and evaluated. Service assets need to be protected, and repeatable processes must be used for activities like testing.
Service Transition: Considerations
Services and processes are complex, and changes are consequently more complex

New services and innovation need to be allowed and encouraged, but negative impacts mitigated

Services will change and evolve and be retired--all of which must be managed
Service Transition: Value
-Delivery of successful changes
-Improves communication, expectation setting and confidence in changes
-Reduces costs, delays and issues with timing and scheduling
-Improves control of service assets and CIs
Service Operation: Purpose
Management of live services, including all BAU activities required to keep services stable day-to-day.

Manage and deliver services at the levels agreed with business users and customers

Manages the technology used to deliver services and collects information on performance and defined service metrics.
Service Operation: Objectives
Maintain business confidence and satisfaction by delivering services effectively and efficiently

Minimize the effect of service downtime on the business

Ensure that only authorized users have access to services
Service Operation: Scope
Address all areas of service delivery, including:

-Services
-Service Management Processes
-Technology
-People
Service Operation: Value
-Reduces the impact and frequency of outages
-Provides access to standard services
-Provides data to justify investments
CSI: Purpose
Identify improvements to allow IT services ot stay alligned with changing business needs. Embed a culture of improvement in all business activities.
CSI: Objectives
Interacts with all other phases in Service Lifecycle

-Review, analyze and prioritize improvements across the service lifecycle
-Review whether services meet agreed targets
-Identify and implement activities to improve service quality
-Improve cost-effectiveness without affecting service performance
-Use quality management to support improvement
-Make sure processes have clearly defined objectives and measures
-Understand what to measure and why
CSI: Scope
-Health of IT Service Management overall
-Alignment of services with business needs, both now and in the future
-Maturity and capability of organization, management, processes and people
-Continual improvement of all IT services and service assets
CSI: Value
-Improves quality and reduces costs
-Aligns IT services with business requirements
-Improves services, structures, processes, capabilities and communication
Service Transition: Theory
Once a service has been designed, it must be transitioned into the live environment. Ensures that new, modified or retired services meet business expectations as documented during Service Strategy and Service Design
Service Transition: Scope
Process should lead to development and improvement of organization's capabilities for getting new and changed services into the live environment, and retiring services from the live environment.
Service Transition: Communication Plan
All statements released as part of a transition should be assessed with the following questions:
-When will the information be delivered? One shot, or over a set period?
-How should the info be delivered? Tone and style?
-What actions must be taken prior to communication to "clear the ground"
-How and when will groups be involved in cascadign information?
-Are the communications successful in overcoming barriers?
-Has there been any consideration of the communication needs of any of the other stakeholders in the process?
Service Transition: Stakeholder Management
Stakeholders can be customers, users, support staff, developers, third-party suppliers, etc.

Failure to manage stakeholders can result in missed deliverables, poor communcation and failure to gain value from a transitioned service, as well as failure to identify requirements, which leaves stakeholders feeling excluded and potentially resistant to the change.
Service Transition: Stakeholder Management Strategy Should identify:
-Stakeholders
-Likely interests and influences of stakeholders
-Project or program and how it will engage with stakeholders
-Information to be communicated
-How stakeholder feedback will be processed

**Once stakeholders are understood, they can be provided with the information they require to support the change.**
Service Transition: Change Management:

Sources of Changes
Numerous, including:
-Customer requirements
-Legislative or external business changes
-Internal improvements and fixes
-New Services
Service Transition: Change Management:

Purpose
To control the lifecycle of all changes, so that beneficial changes can be made with minimal disruption to services. Smoothly transition new and changed services to production environment.
Service Transition: Change Management:

Objectives
To:
-Respond to changing business requirements while minimizing disruptions
-Manage and implement Changes to ensure that services remain aligned with business requirements
-Ensure that Changes are recorded (CMS) and managed from inception through implementation and review.
-Optimize business risk--business may be prepared to accept a riskto get a change they need, but must understand the risk before they can accept it.
Service Transition: Change Management:

Scope
Change Management covers the management of changes to all CIs across the service lifecycle. Anything that contributes to the delivery of a service can fall within the scope of Change Management.

-Business Changes, such as a building move or relocation are OUTSIDE the scope of ChM, although IT ChM may support them.

-Coordination of the ITSM Processes involved in a Change is OUTSIDE the scope of ChM.

No change is risk-free. The smallest, simplest changes may constitute the greatest threats when introduced to the production environment.

Ask:
-What changes must be managed?
-What kinds of changes do we deal with regularly?
-What kind of changes are threats to our production environment?
Service Transition: Change Management:

Input Sources:
-Service Strategy (specifically Service Portfolio Management)--Initiates strategic changes)

-Service Design, CSI, SLM and Service Catalog Management--Initiate Service changes

-Service Operation--Corrective changes (to address and incident or problem)
Service Transition: Change Management:

Value
Customer confidence that they will get what they need, when they need it, and in a working state.

Minimizes the time that IT staff spends tring to fix issues related to Changes, and reduces re-work (implementing the same changes over and over until they are successful)
Service Transition: Change Management:

Change Proposal
" A document that includes a high-level description of a potential service introduction or significant change, along with a corresponding business case and an expected implementation schedule."
Service Transition: Change Management:

Change Request (RFC)
A formal proposal for a change to be made.
Service Transition: Change Management:

Change
The act of adding, modifying or removing anything that could have an effect on IT services
Service Transition: Change Management:

Change Record
"A record containing details of a change" throughtout its lifecycle. Records are created for ALL RFCs, even if they are rejected. the Change REcord contains information from the RFC, and updates from ChM as the Change lifecycle progresses
Service Transition: Change Management:

Change Classification
Based on impact (high, medium or low) and the level of risk.

Different classifications of Changes are treated differently.
Service Transition: Change Management:

Standard Changes:
A change to a service or the infrastructure for which an approach has been agreed and pre-authorized by ChM. No need for individual assessment.

A procedure will be defined and accepted within the organization for these low-risk, low-impact changes.

Standard changes have defined triggers, are low-risk, and must be carried out using a proven, documented procedure.

ChM is initially involved in defining and pre-authorizing these low-impact, low-risk Changes.
Service Transition: Change Management:

Normal Changes
Normal Changes are triggered by an RFC from a change initiator. Normal Changes may be higher risk than Standard changes, or they may be novel.

The process for a Normal change allows relevant stakeholders to fully assess the Change, identify any potential difficulties, and make recommendations for how to address them prior to implementation of a Change.

Normal Change examples might be: Installation of an organization-wide upgrade to an existing application, introduction of a new application, upgrades to hardware, or the release of a new piece of hardware.
Service Transition: Change Management:

Emergency Change
-Much less frequent than Normal or Standard Changes.

Still must be designed, managed and tested as much as possible in the available timeframe to minimize negative impact on the organization.

Details of an emergency change may be recorded retrospectively--all details must still be recorded.

Carefully defined levels of authority must be in place within the organization for management of emergency changes. A small group of people should be able to analyze the situation quickly and provide a well-reasoned response.
Service Transition: Change Management:

Change Model
Used by organizations to document and define the specific steps required to manage a particular type of Change and provide a repeatable way of doing so. Used by ChM and Incident Management primarily

Typically include:
-Details of the steps to be taken
-Timescales for each step, and chronological order (including dependencies) for each step
-Roles and responsibilities of the people involved
-Limitations on each role?
-Dependencies or actions that must occur sequentially
-Thresholds
-How escalations should be managed, including escalation points and procedures
Service Transition: Change Management:

Remediation Planning
Plan B: What to do if things go wrong during Change implementation.

Every Change must have a remediation plan. Remediation plans include triggers and decision points. (e.g. if a step isn't completed in the agreed time, the remediation plan will be invoked)

-Back out plan
-IT Service Continuity Plan initiation
-Other actions to protect the affected business process
Service Transition: Change Management:

CAB
The CAB is a group of stakeholders and SMEs that meet to review and support ChM during the assessment, prioritization and scheduling of Changes. The CAB meets regularly, and the schedule of meetings is dictated by the volume of Changes. CAB membership may vary depending on requirements. An immature process may require more frequent meetings of the CAB. ChManager is usually the CAB chair, and members are frequently customers, users, developers, third-parties and SMEs
Service Transition: Change Management:

E-CAB
An Emergency Change Advisory Board is a subset of the CAB, and consists of a few senior, select people who can be quickly convened and have the authority to make a decision about an emergency change.
Emergency changes should still be designed and tested to the degree possible, and must be reviewed by the full CAB following implementation.
Service Transition: Change Management:

Business Process Interfaces
Program and Project Management (ChM needs to be involved in projects as early as possible, and identify any possible impact)
Organizational and Stakeholder Change Management (Need to evaluate whether Changes will affect the overall organizational structure/staff)
Sourcing and Partnering (ChM needs to work with internal and external vendors and partners, integrating with their ChM processe if required.)