Resources

Capabilities

Prime

Consortium

Selective outsourcing

Co-Sourcing

The basic critical services

Provides differentiation or more effective use of Core Services

Defines level of utility and warranty provided by Service Package

The goal of Financial Management is to provide cost effective stewardship of the IT assets and the financial resources used in providing IT services

• Enhanced decision making.

• Increased speed of change.

• Improved Service Portfolio Management.

• Financial compliance and control.

• Improved operational control.

• Greater insight and communication of the value created by IT services.

• Does our differentiation strategy result in higher profits and revenue, reduced costs or increased coverage?

• Which services cost most and why?

• Where are our greatest inefficiencies?

Funding

IT Accounting

Chargeback

Cost Types

Cost Elements

Direct Costs

Indirect Costs

Cost Units

The primary goal of Service Portfolio Management is to provide strategic direction and management of

investments into IT Service Management so that an optimum portfolio of services is continually

maintained

• Why should a client buy these services?

• Why should a client buy these services from us?

• What are the price and charge back models?

• What are our strong and weak points, our priorities and our risks?

• How should our resources and capabilities be allocated?

Service Pipeline (services that have been proposed or in development).

Service Catalogue (live services or those available for deployment).

Retired Services (decommissioned services).

Define:

Analyze:

Approve:

Charter:

Transform the Business (TTB):

Grow the Business (GTB):

Run the Business (RTB):

RENEW:

REPLACE:

RETAIN:

REFACTOR:

RETIRE:

RATIONALIZE:

The primary goal of Demand Management is to assist the IT Service Provider in

understanding and influencing Customer demand for services and the provision of Capacity to meet

these demands

• When and why does the business need this capacity?

• Does the benefit of providing the required capacity outweigh the costs?

• Why should the demand for services be managed to align with the IT strategic objectives?

Activity-based demand management: business processes are the primary source of

demand for services. Patterns of Business Activity (PBAs) have an impact on demand

patterns.

Physical/Technical constraints

Financial chargeback

The purpose of Service Catalogue Management (SCM) is the development and upkeep

of a service catalogue that contains all details, status, possible interactions and mutual

dependencies of all present services and those under development.

service portfolio contains information about each service and its status.

service catalogue is a subset of the service portfolio and only consists of active and approved services. SC divides services into components. It contains policies, guidelines and responsibilities, as well as prices, service level agreements and delivery conditions

• Definition of the service (what is being provided?).

• Production and maintenance of accurate Service Catalogue information.

• Development and maintenance of the interfaces and dependencies between the Service

Catalogue and Service Portfolio, ensuring consistency between the two items.

• Identification and documentation of the interfaces and dependencies between all services (and

supporting services) within the Service Catalogue and Configuration Management System

(CMS).

• Identification and documentation of the interfaces and dependencies between all services,

supporting components and Configuration Items (CIs) within the Service Catalogue and the

CMS.

A Business Service Catalogue

A Technical Service Catalogue

• Defining the services.

• Producing and maintaining an accurate service catalogue.

• Providing information about the service catalogue to stakeholders.

• Managing the interaction, mutual dependency, consistency and monitoring of the

service portfolio.

• Managing the interaction and mutual dependency between the services and

supporting services in the service catalogue, and monitoring the CMS.

The primary goal of Service Level Management is 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

targets. It also proactively seeks and implements improvements to the level of service delivered to

customers and users.

Service Level Agreement (SLA)

Service Catalogue

Underpinning Contract (UC)

Operational Level Agreement (OLA)

Service Level Requirements (SLR)

• service-based SLAs

• customer-based SLAs

• multi-level SLAs

Design of SLM Frameworks

Determining, documenting and agreeing on the requirements for new services and production of Service Level Requirements (SLRs)

Monitoring the performance with regard to the SLA and reporting the outcome

Improving client satisfaction

Review of the underlying agreements

Reviewing and improving services

Developing contacts and relationships

To ensure the current and future capacity and performance demands of the customer

regarding IT service provision are delivered for in a cost-effective manner.

• the right capacity,

• at the right location,

• at the right moment,

• for the right customer,

• against the right costs.

Business Capacity Management

Service Capacity Management

Component Capacity Management

Performance Monitoring

Demand Management

Application Sizing

Modelling

Tuning

Storage of Capacity Management Data

Capacity Planning

Reporting

The primary goal of Availability Management is to ensure that the level of service availability

delivered in all services is matched to or exceeds the current and future agreed needs of the business

in a cost-effective manner.

• Reduction in the frequency and duration of Availability related incidents;

• To maintain a forward looking Availability plan.

Proactive activities

Reactive activities:

Availability:

Security:

Reliability:

Resilience:

Maintainability:

Serviceability:

Vital Business Function (VBF)

Mean Time Between Failures (MTBF) or Uptime

Mean Time to Restore Service (MTRS) or Downtime

Mean Time Between System Incidents (MTBSI)

Relationships between the above terms

Other elements

To support the overall Business Continuity Management by ensuring that the required IT

infrastructure and the IT service provision can be recovered within required and agreed business time

scales.** Often referred to as Disaster Recovery planning. **

Disaster

Business Continuity Management(BCM)

Business Impact Analysis (BIA)

Risk Assessment

Initiation

Requirements and strategies

Implementation

Operationalization

Counter Measures:

Manual Workaround

Gradual recovery

Intermediate Recovery

Immediate Recovery

Reciprocal Arrangement

To align IT security with business security and ensure that information security is effectively

managed in all service and IT Service Management activities.

• information security policy

• Information Security Management System (ISMS)

• comprehensive security strategy (related to the business objectives and strategy)

• effective security structure and controls

• risk management

• monitoring processes

• communication strategy

• training strategy

• Operation, maintenance and distribution of an information security policy.

• Communication, implementation and enforcement of security policies

• Assessment of information.

• Implementing (and documenting) controls that support the information security policy and manage risks.

• Monitoring and management of breaches and incidents.

• Proactive improvement of the control systems.

Threat

Incident

Damage

Control

The primary goal of Supplier Management is to manage suppliers and the services they

supply, to provide seamless quality of IT service to the business and ensure that value for money is

obtained.

• Obtain value for money from supplier and contracts.

• Ensure that underpinning contracts and agreements with suppliers are aligned to business

needs.

• Manage relationships with suppliers.

• Negotiate and agree contracts with suppliers.

• Manage supplier performance.

• Maintain a supplier policy and a supporting Supplier and Contract Database (SCD).

• categorizing of suppliers

• maintenance of supplier and contract database

• evaluation and building of new suppliers and contracts

• building new supplier relationships

• management of suppliers and contracts

• renewing and ending contracts

ensures the planning and coordination of resources in

order to realize the specification of the Service Design. Transition planning and support

plans changes and ensures that issues and risks are managed.

Major release

Minor release

Emergency release

Set up transition strategy

Prepare Service Transition

Plan and coordinate Service Transition

Support

To ensure that standardized methods and procedures are used for controlled, efficient and

prompt handling of all Changes, in order to minimize the impact of Change-related Incidents upon

service quality, and consequently to improve the day-to-day operations of the organization

Request for Change (RFC)

service change

normal change

standard change

emergency change

priority of the change

Change Schedule

Projected Service Outage (PSO):

Change Advisory Board (CAB)

Emergency CAB (ECAB)

Post-Implementation Review (PIR)

Create and record

Review the RFC

Assess and evaluate changes

Authorize the change

Coordinate implementation

Evaluate and close

• Who RAISED the change?

• What is the REASON for the change?

• What is the RETURN required from the change?

• What are the RISKS involved in the change?

• What RESOURCES are required to deliver the change?

• Who is RESPONSIBLE for the build, test and implementation of the change?

• What is the RELATIONSHIP between this change and other changes?

Financial Approval

Business Approval

Technology Approval

To support the agreed IT service provision by managing, storing and providing information

about Configuration Items (CI’s) and Service Assets throughout their life cycle. This assists in

providing a logical model of the infrastructure, including the relevant relationships and dependencies that exist.

Configuration Item (CI)

CI Level

Status Accounting

Configurarion Baseline

libraries

Definitive Media Library (DML)

Definitive spares

database used to store configuration records of CIs.

One or more CMDBs can be part of a Configuration Management System.

benefits of the CMDB

Management and planning

Configuration identification

Configuration control

Status accounting and reporting

Verification and audit

To deploy new releases into production, transition support to service operation, and enable its

effective use in order to deliver value to the customer.

release

release unit

release design

release package

Early Life Support

Planning

Preparation for building (compilation), testing and deployment

Building and testing

Service testing and pilots

Planning and preparing the deployment

Transfer, deployment, and retirement

Verify deployment

Early life support

Review and close

The overriding goal of Service Validation and Testing is to assure that the new or modified

service will provide the appropriate value to customers and their business.

• Provide confidence that service changes deliver the expected outcomes and value for

customers within the projected costs, capacity and constraints. This includes verification that

the service is ‘fit for purpose’ and ‘fit for use’.

• Confirm that customer and stakeholder requirements and criteria are correctly defined and

address and variances as early as possible.

service model

test strategy

test model

entry and exit criteria

Validation and test management

Planning and design

Verification of test plan and design

Preparation of the test environment

Testing

Evaluate exit criteria and report

Clean up and closure

intended to verify whether the performance of

“something” is acceptable; for example, whether it has the right price/quality ratio,

whether it is continued, whether it is in use, whether it is paid for, and so on.

evaluation report

predicted performance

actual performance

Planning the evaluation

Evaluating the predicted performance

Evaluating the actual performance

To enable organizations to improve the quality of management decision making by ensuring

that reliable and secure information and data is available throughout the service lifecycle.

DIKW structure: Data-Information-Knowledge-Wisdom

Service Knowledge Management System (SKMS)

Knowledge management strategy

Knowledge transfer

Information management

Use of the SKMS

To support the agreed IT service provision by ensuring the accessibility and availability of the

IT organization and by performing various supporting activities.

Call Centre

Help Desk

Service Desk

Local

Central

Virtual

Follow-the-Sun

• Communication Skills

• Technical Skills

• Business Understanding

• Computerized service desk systems;

• Voice services (adv. menu systems, voicemail, SMS);

• Web and email (access, notification, updates);

• Systems that contain linkages to SLAs, CMDB;

• Access to availability monitoring tools;

• Self help for customers using technology.

To help plan, implement and maintain a stable technical infrastructure to support the

organization’s business processes

Custodian of technical knowledge and expertise related to managing the IT Infrastructure

Plays an important role in providing the actual resources to support the IT Service Management lifecycle

To perform the daily operational activities needed to manage the IT Infrastructure. This is done

according to the performance standards defined during Service Design

Maintenance of the ‘status quo’ to achieve stability of the organization’s day to day processes and activities.

Regular scrutiny and improvements to achieve improved service at reduced costs, whilst maintaining stability.

Swift application of operational skills to diagnose and resolve any IT operations failures that occur.

IT Operations Control

Facilities Management

To help design, implement and maintain stable applications to support the organization’s

business processes.

• Managing Applications throughout their lifecycle;

• Supports and maintains operational applications, and

plays an important role in design, testing and

improvement of applications that form part of IT Services;

• Support the organization’s business processes by helping

to identify functional and manageability requirements for

application software;

• Assisting in the decision whether to build or buy an

application;

Figure 7.H – Application

Management

• Assist in the design and/or deployment of those applications;

• Provide ongoing support and improvement of those applications;

• Identify skills required to support the applications.

The goal of Event Management is to provide the capability to detect events, make sense of

them and determine the appropriate control action. Event Management is therefore the basis for

Operational Monitoring and Control.

Events that indicate a normal operation

Events that indicate an abnormal operation

Events that signal an unusual but not exceptional operation

An event occurs

Event notification

Event detection

Event filtering

significance of events (event classification)

Event correlation

Trigger

Response options

Review actions

Closing the event

To restore normal service operation as quickly as possible and minimize the adverse impact

on business operations, thus ensuring that the best possible levels of service quality and availability

are maintained.

1. An unplanned interruption to an IT service.

2. A reduction in the quality of an IT service.

3. Failure of a CI that has not yet affected service,

Categorization:

Escalation:

Timescales

Incident models

Identification

Registration

Categorization

Prioritization

Diagnosis

Escalation

Investigation and diagnosis

Resolution and recovery

Incident closure

Problem Management is responsible for managing lifecycle of all problems.

• To prevent problems and resulting incidents from happening

• To eliminate recurring incidents

• To minimize the impact of incidents that cannot be prevented.

1. Reactive Problem Management

2. Proactive Problem Management

Problem

root cause

workaround

known error

Known Error Database (KEDB)

1. Problem detection

2. Problem logging

3. Problem categorization

4. Problem investigation and diagnosis

5. Workarounds

6. Raising a Known Error record

7. Problem resolution

8. Problem closure

9. Major Problem reviews

Trend Analysis

Targeting Preventative Action

concerned with fulfilling requests from the end user community using

consistent and repeatable methods

• To provide a channel for users to request and receive standard services for which a predefined

approval (from Change Management) qualification exists

• To provide information to users and customers about the availability of services and the

procedure for obtaining them

• To source and deliver the components of requested standard services

• To assist with general information, complaints or comments

Request Models

Menu selection

Financial Approval

‘Other’ Approval

Fulfilment

Closure

provide capabilities for the granting of authorized

users the right to use a service while preventing access to non-authorized users. In doing so, it helps

to protect the confidentiality, integrity and availability (CIA) of the organization’s services, assets,

facilities and information.

Access

Identity

Rights

Services or service groups

Directory services

Requesting access

Verification

Granting rights

Monitoring identity status

Registering and monitoring access

Logging and tracking access

Revoking or limiting rights

to the supply, support and

improvement of services and also provides a basis for setting strategy, designing and

testing services, and achieving meaningful improvement.

Monitoring

Reporting

Control

Internal monitoring and control

External monitoring and control

The monitoring/control cycle concept can be used to manage:

• Active versus passive monitoring

• Reactive versus proactive monitoring

• Continuous measuring versus exception-based measuring

• Performance versus outputs

The primary goal of Service Level Management is 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

targets. It also proactively seeks and implements improvements to the level of service delivered to

customers and users.

To coordinate a structured approach for improvements to IT services and ITSM processes.

Measuring

baseline

knowledge spiral

1. What should you measure?

2. What can you measure?

3. Data collection (measure)

4. Data processing

5. Data analysis

6. Present and use the information

7. Implement corrective action

I. Determine vision

II. Determine current situation

III. Where do we want to be?

IV. Plan

V. Check

VI. Keep momentum going

To coordinate the design of metrics, data collection and reporting activities from the other processes and functions

1. Validate: Are we supporting the strategy and vision?

2. Direct: Based on factual data, people can be guided to change behavior

3. Justify: Do we have the right targets and metrics?

4. Intervene: Take corrective actions such as identifying improvement opportunities

Gather data

Process and apply data

Publish the information

Tune the reporting to the business