ITILV3 Notes

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ITIL V3 Core

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ITIL V3 Core >

Service Design

Designing services, from technical and business perspective:

A guide to developing services and Service Management. The framework assists in development of valuable, recoverable customer services with achievable levels, standards, and regulations. The design guidance processes service strategies into a catalog of managed services.

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ITIL V3 Core > Service Design >

1. Intro

Designing services, from technical and business perspective.

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ITIL V3 Core > Service Design > 4. SD processes >

Service Catalogue Management

Purpose: To provide a single source of consistent information on all of the agreed services, and ensure it's widely available to those who are approved to access it.

Goal: To ensure that a Service Catalog is produced and maintained, containing accurate info on all operational services and those preparing to be run operationally.

Objective: to manage the information contained within the Service Catalog and to ensure that it is accurate and reflects the current details, status, interfaces and dependancies of all services that are being run, or are in preparation to run in the live environment.

4.1.2 Scope

To provide and maintain acurate info on all services in transition to production.

Activities should include:

Service definition

Production and maintenance of the accurate SC

Interfaces, dependancies and consistency between the Srv. Catalogue and S. Portfolio

Interfaces and dependancies between services and supporting services from SC and CMS

Interfaces and dependancies between all services, and supporting components and CIs from SC and CMS

4.1.3 Value to the Business

SC is a single source of consistent information on all of the provided IT services. All areas of business can view an accurate, consistent picture of IT services, their details and status. It contains a Customer View of services, how they should be used, business proces they enable and QOS that the Customer can expect dor each of them.

4.1.4 Policies, principles and basic concepts

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Service Portfolio should include all the future requirements for services.

Service Catalogue should include all pending and current services, with the summary of their characteristics, and details of the customers and maintainers of each.

Policies should be developed for Service Portfolio and for Service Catalog: recorded details, statuses, and responsibilities.

Service Catalog Aspects:

Business Service Catalog – A customer view: IT services delivered to the customer, including relations to business units and business processes it supports.

Technical Service Catalog – IT Services related to customer – related with infrastructure: supporting and shared services and CIs that support the provision of service. This view should not be presented to a customer.

4.1.5 Activities, methods and techniques

Agreeing and documenting a service definition with all relevant parties.

Interfacing with Service Portfolio Management to agree the contents of SP and SC.

Production and maintainance of SC in conjunction with SP.

Interface with business and ITSCM on the relations of business units and processes with IT Services, therefore with contents of the Business Service Catalogue

Interface with support, suppliers and Config Management on relations contained in Technical Service Catalogue.

Interface with Business Relationship Management and SLM to ensure that info (which info?) is aligned with the business and b. processes

4.1.6 Trigers, inputs, outputs and interfaces

Inputs:

Busines and IT strategy, plans, financial plans, current and future requirements from Service Portfolio

Business Impact Analysis (impact, priority and risk related to each service or changes to svc. requirements)

Business requirements: info on agreed, new or changed business reqs from Service Portfolio

Service Portfolio

CMS

Feedback from all other processes

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Triggers are changes in business reqs & services, consequently RFCs and ChM process. In the end, new services will be introduced, existing will be changed or retired.

Outputs:

Definition of the service documentation & agreement

Updated data on services and service requirements in Service Portfolio

Updated data on live services in Service Catalog.

4.1.7 Information management

Main information is in Service Catalogue.

Main input for the Catalogue is from Service Portfolio and the business (BRM or SLM)

SC information has to be maintained through Change Management process.

4.1.7 KPIs

Two most important:

Percentage of live services recorded and managed in Service Catalog

Number of variances between the SC info and live services

Others:

Percentage increase in completenes of Business SC against operational services (business users' awareness of the provided services)

IT Staff awareness of the technology which supports the services:

Percentage increase in completenes of Technical SC against supporting IT components

Percentage of tickets without the appropriate service info (SD awareness)

4.1.9 Challenges, CSFs and Risks

Major challenge is to maintain the accurate SC as a part of SP and CMS and SKMS.

This is a cultural issue, so it has to be propagated that SC and SP are essential points of info and that everyone has to use, audit and maintain them.

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CSFs:

Accurate SC

Business users awareness of the provided services

IT staff awarenes of the technology supporting the services

Risks:

Data inaccuracy in SC and not being under Change control

Poor acceptance of the SC

Inaccurate input data from SP, business or IT

Inadequate Tools and Resources

Poor access to accurate Change M. info and processes

Poor connection to CMS and SKMS

Avoidance of SP and SC usage

Standard level of detail can be too low or too high. Should be the same as in CMS and SKMS

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ITIL V3 Core >

Service Operation

Day-to-day IT business, operating. A place to start if you are new to ITIL:

A guide to develop practices involved in the management of Service Operations. The framework provides methods to stabilize services and allow changes. Proactive and reactive control perspectives are illustrated and management is given the information to make wise decisions to optimize the service lifecycle.

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ITIL V3 Core > Service Operation > 2. SM as a practice >

What is service management?

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

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What are services?

A SERVICE is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific cost and risks.

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Functions and processes across the lifecycle

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ITIL V3 Core > Service Operation > 4. Service Operation processes >

Event Management

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Incident Management

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Request Fullfilment

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Problem Management

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ITIL V3 Core >

Service Transition

How to change live production infrastructure, implementing the needed services.

A guide to develop methods for introducing requests for changes to the developed services into the live environment. The framework assists in the development of processes that minimize disruption to the environment through the establishment of controlled processes developed from the requirements in the Strategy framework and created from the design framework.

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ITIL V3 Core > Service Transition >

1. Intro

How to change live production infrastructure, implementing the needed services.

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ITIL V3 Core > Service Transition > 4. ST processes >

Service Asset and Configuration Management

The Configuration Management process is now part of the SACM process within the Service Transition phase. It has been integrated with AM in order to provide a more comprehensive management of the service assets that help in the performance of the other service management processes.

In V3, configuration management is just a set of tasks under the bigger SACM process, which now oversees a broader array of assets, called service assets.

The logical model used by configuration management has been enhanced and includes the services, assets and infrastructure and relationships among the CIs.

In addition, this logical model is the only model used throughout the different IT service management processes, and even by other business functions such as human resources, finance, the suppliers and their customers.

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ITIL V3 Core >

Continual Service Improvement

Evaluating and improving services in support of business goals:

A guide to developing the skills necessary to shape the quality of the service delivery and increase the value of the service to the customer; the framework utilizes ISO models as the feedback system.

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ITIL V3 Core > Continual Service Improvement >

1. Intro

Evaluating and improving services in support of business goals.

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ITIL V3 Core >

Service Strategy

Creating the set of services that help achieve business objectives:

A guide to developing the principles of service management into a strategic asset. The framework helps to develop internal and external markets, service assets, the service portfolio, and implementation strategies.

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ITIL V3 Core > Service Strategy >

1. Overview

Creating the set of services that help achieve business objectives.

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ITIL V3 Core > Service Strategy > 2. Service Management as a practice >

What is SM?

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

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What are services?

A service is a means of delivering value to customers by facilitating outcomes customers want to achieve

without the ownership of specific cost and risks.

Services facilitate outcomes by enhancing the performance of associated tasks and reducing the effect of

constraints.

The result is an increase in the probability of desired outcomes.

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The business process

A process is a set of coordinated combining and implementing resources and capabilities in order to produce

an outcome , which directly or indirectly, creates value for an external customer or stakeholder.

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Principles of SM

Specialization and coordination

The agency principle

Encapsulation

Separations of concerns

Modularity

Loose coupling

Principles of systems

A system is a group of interacting, interrelated, or interdependant components that form a unified whole, operating together for a common purpose.

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The Service Lifecycle

Every core book is an element of the lifecycle:

Strategy represents policies and objectives

Progressive phases:

Design

Transition

Operation

CSI represents learning and improvement

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Functions and processes across the lifecycle

Functions:

Units of organizations specialized to perform certain types of work and be responsible for specific

outcomes. They are self‐contained with capabilities and resources necessary for their performance and

outcomes.

Functions have their own body of knowledge, which accumulates from experience.

Processes:

Are measurable

Have specific results

Have customers

Respond to specific events

F&P are often mistaken for each other. (Capacity Management example)

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ITIL V3 Core > Service Strategy > 3. Service strategy principles >

Value creation

Mind the gap

Marketing mindset

Framing the value of services

Communicating utility

Outcomes supported

Ownership costs and risks avoided

Communicating warranty

Availability

Capacity

Continuity

Security

Utility and Warranty combined effects

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Service assets

Resources and capabilities

Business and service units

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Service provider types

International service provider (I)

Shared services unit (II)

External service provider (III)

How the customers choose?

Relative advantage of incumbency

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Service structures

Value chains > value networks

Service Systems

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SS fundamentals

The essence of strategy is choosing what not to do ‐ Michael E. Porter

Fundamental aspects of strategy

Four Ps:

Perspective

Position

Plan

Pattern

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ITIL V3 Core > Service Strategy > 4. Service Strategy >

Define the market

Services & Strategy

Understand the customer

Understand the opportunities

Classify and visualize

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Develop the offerings

Market space

Outcome‐based definition of services

Service Portfolio, Pipeline and Catalogue

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Develop strategic assets

SM as a closed loop control system

SM as a strategic asset

Increasing the service potential

Increasing performance potential

Demand, capacity and cost

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Prepare for execution

Strategic assesment

Setting objectives

Aligning service assets with customer outcomes

Defining CSFs

CSFs and competitive analysis

Prioritizing investments

Exploring business potential

Alignment with customer needs

Differentiation in market spaces

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ITIL V3 Core > Service Strategy > 5. Service economics >

Financial management

Capabilities:

Operational visibility

Insight

Superior decision making

Enterprise value and benefits of FM

Concepts, inputs and outputs

Service valuation

Demand modelling

Service portfolio management

Service provisioning optimization

Planning confidence

Service investments analysis

Accounting

Compliance

Variable cost dynamics

Methods, models, activities and techniques

Key decisions for financial management

Cost recovery, value centre or accounting centre?

Chargeback?

Financial Management implementation checklist

1. Plan

2. Analyse

3. Implement

4. Measure

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ROI

Business case

Objectives

Impact

Pre‐programme ROI

Screening decisions (NPV)

Preference decisions (IRR)

Post‐programme ROI

Objectives

Data collection

Isolate the effects

Data to monetary conversion

Determine programme costs

Calculate ROI

Identify qualitative benefits

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Service Portfolio Management

Service Portfolio describes a provider's services in terms of business value.

Service Portfolio Management is a dynamic method for governing investments in SM accross the enterprise

and managing them for value. (WTF???)

IT Systems Management ‐ Infrastructure

ITSM ‐ IT Activity

Business SM ‐ Business activity

Strategic Qs:

Why should a customer buy these services?

Why would they buy them from us?

Pricing models?

Our strengths and weaknesses, priorities and risk?

How should we allocate our resources and capabilities?

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Service Portfolio Management Methods

Define

Analyse

Approve

Retain

Replace

Rationalize

Refactor

Renew

Retire

Charter

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Demand Management

Challenges

Activity‐based Demand Management

Business activity patterns and user profiles

Service packages

1. Core/supporting services

2. Developing differentiated offerings

3. Service Level Packages

4. Advantage of core service packages

5. Segmentation

Documents

ITILV3 Notes