8318 pdca for itil v0 4 - home - inform-itthe book supports this by offering, in the style of a...
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www.tso.co.uk 9 780117 082076
ISBN 978- 0- 11- 708207- 6
PDCA FOR ITILMetrics, csFs and workFlows For iMpleMenting itil practices
Numerous organizations spend their energy and funding on implementing ITIL practices. Most of them spend their time reinventing a wheel that was already created many times before in previous ITIL expeditions. If you’re facing this challenge, you’ll be interested in avoiding excessive cost. Although plenty of external guidance is available in the form of ITIL consultancies, you’ll need to have a decent idea of what to expect in the course of your own ITIL expedition before you go for it.
This book focuses on that specific target. Drawing on the experience of many ITIL practice implementations, it shows you in a very logical and practical way what to expect when you introduce ITIL to your organization, or when you increase the number of ITI L practices in your organization.
The book supports this by offering, in the style of a cookbook, a step-by-step guide to the implementation of individual ITIL practices, offering practical descriptions, terminology, objectives, workflows, CSFs, KPIs and other measures, in a Plan-Do-Check-Act approach. Using the cookbook analogy, it provides you with as many recipes as you are likely to need for composing your own menu. The book’s systematic approach means that once you get to grips with implementing one practice, you will be able to apply your newly developed skills to the next one, following the fundamental guidance of ITIL: adapt and adopt.
Your growing understanding of how ITIL works will greatly reduce your external costs, improve the skills of your own staff, and move your organization to higher maturity levels. You should use this guidance as a great resource for setting up and improving your own practice.
Published by: Produced by:
www.inform-it.org
PDCA FOR ITILMetrics, CSFs and workflows for implementing ITIL practices
KIrAN KUMAr PAbbAThI
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PDCA FOR ITIL
PDCA FOR ITILMetrics, CSFs and workflows for implementing ITIL practices
Kiran Kumar Pabbathi
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Published by TSO (The Stationery Office) and available from:
Onlinewww.tsoshop.co.uk
Mail, Telephone, Fax & E-mailTSOPO Box 29, Norwich, NR3 1GNTelephone orders/General enquiries: 0870 600 5522Fax orders: 0870 600 5533E-mail: [email protected]: 0870 240 3701
TSO@Blackwell and other Accredited Agents
Author: Kiran Kumar Pabbathi
© inform-it, Knowledge Center for Service management
Copyright in the typographical arrangement and design is vested in the Stationery Office Limited.
all rights reserved. no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the permission of the publisher.
applications for reproduction should be made in writing to the Stationery Office Limited, St Crispins, Duke Street, norwich nr3 1PD.
the information contained in this publication is believed to be correct at the time of manufacture.
Whilst care has been taken to ensure that the information is accurate, the publisher can accept no responsibility for any errors or omissions or for changes to the details given.
itiL® is a registered trademark of the Cabinet Office.
a CiP catalogue record for this book is available from the british Library.
a Library of Congress CiP catalogue record has been applied for.
First published 2013.
iSbn 9780117082076.
Printed in the united Kingdom for the Stationery Office.
P002570908 07/13
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Contents
Preface 11
Acknowledgements 12
About the author 13
Why this book? 14
How to read this book 15
Frequently asked questions 17
1 Introduction to ITSM 19
1.1 basic terminology 20
1.2 What are it services? 21
1.3 importance of best practices 21
1.4 itiL lifecycle stages 21
1.5 Processes in itiL 22
1.6 Functions in itiL 22
1.7 Why do we need processes? 22
1.8 Can itiL processes help in managing business services? 23
2 Strategy management for IT services 31
2.1 basic terminology 32
2.2 Overview of strategy management for it services 32
2.3 implementing strategy management for it services 33
2.4 measures 36
2.5 Strategy management for it services workflow 36
3 Demand management 39
3.1 basic terminology 40
3.2 Overview of demand management 40
3.3 implementing demand management 41
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3.4 measures 43
3.5 Demand management workflow 43
4 Financial management for IT services 45
4.1 basic terminology 46
4.2 Overview of financial management for it services 46
4.3 implementing financial management for it services 47
4.4 measures 50
4.5 Workflow for financial management for it services 50
5 Service portfolio management 53
5.1 basic terminology 54
5.2 Overview of service portfolio management 54
5.3 implementing service portfolio management 55
5.4 measures 57
5.5 Service portfolio management workflow 58
6 Business relationship management 61
6.1 basic terminology 62
6.2 Overview of business relationship management 62
6.3 implementing business relationship management 63
6.4 measures 65
6.5 business relationship management workflow 66
7 Service level management (SLM) 69
7.1 basic terminology 70
7.2 Overview of SLm 71
7.3 implementing SLm 71
7.4 measures 74
7.5 SLm workflow 75
8 Design coordination 79
8.1 basic terminology 80
8.2 Overview of design coordination 80
8.3 implementing design coordination 80
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8.4 measures 82
8.5 Design coordination workflow 83
9 Information security management 85
9.1 basic terminology 86
9.2 Overview of information security management 86
9.3 implementing information security management 87
9.4 measures 89
9.5 information security management workflow 90
10 Availability management 93
10.1 basic terminology 94
10.2 Overview of availability management 94
10.3 implementing availability management 95
10.4 measures 98
10.5 availability management workflow 99
11 Capacity management 101
11.1 basic terminology 102
11.2 Overview of capacity management 102
11.3 implementing capacity management 103
11.4 measures 106
11.5 Capacity management workflow 107
12 Service catalogue management (SCM) 109
12.1 basic terminology 110
12.2 Overview of SCm 110
12.3 implementing SCm 111
12.4 measures 113
12.5 SCm workflow 114
13 Supplier management 117
13.1 basic terminology 118
13.2 Overview of supplier management 118
13.3 implementing supplier management 119
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13.4 measures 121
13.5 Supplier management workflow 122
14 IT service continuity management (ITSCM) 125
14.1 basic terminology 126
14.2 Overview of itSCm 126
14.3 implementing itSCm 127
14.4 measures 129
14.5 itSCm workflow 130
15 Transition planning and support 135
15.1 basic terminology 136
15.2 Overview of transition planning and support 136
15.3 implementing transition planning and support 136
15.4 measures 138
15.5 transition planning and support workflow 139
16 Change management 141
16.1 basic terminology 142
16.2 Overview of change management 142
16.3 implementing change management 143
16.4 measures 146
16.5 Change management workflow 146
17 Change evaluation 151
17.1 basic terminology 152
17.2 Overview of change evaluation 152
17.3 implementing change evaluation 152
17.4 measures 154
17.5 Change evaluation workflow 155
18 Release and deployment management 157
18.1 basic terminology 158
18.2 Overview of release and deployment management 158
18.3 implementing release and deployment management 159
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18.4 measures 162
18.5 release and deployment management workflow 162
19 Service validation and testing 165
19.1 basic terminology 166
19.2 Overview of service validation and testing 166
19.3 implementing service validation and testing 167
19.4 measures 169
19.5 Service validation and testing workflow 169
20 Service asset and configuration management (SACM) 173
20.1 basic terminology 174
20.2 Overview of SaCm 174
20.3 implementing SaCm 175
20.4 measures 177
20.5 Service asset and configuration management workflow 178
21 Knowledge management 181
21.1 basic terminology 182
21.2 Overview of knowledge management 182
21.3 implementing knowledge management 183
21.4 measures 186
21.5 Knowledge management workflow 186
22 Access management 193
22.1 basic terminology 194
22.2 Overview of access management 194
22.3 implementing access management 195
22.4 measures 197
22.5 access management workflow 197
23 Event management 201
23.1 basic terminology 202
23.2 Overview of event management 203
23.3 implementing event management 203
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23.4 measures 205
23.5 Event management workflow 206
24 Request fulfilment 209
24.1 basic terminology 210
24.2 Overview of request fulfilment 210
24.3 implementing request fulfilment 211
24.4 measures 213
24.5 request fulfilment workflow 213
25 Incident management 217
25.1 basic terminology 218
25.2 Overview of incident management 218
25.3 implementing incident management 219
25.4 measures 221
25.5 incident management workflow 222
26 Problem management 227
26.1 basic terminology 228
26.2 Overview of problem management 228
26.3 implementing problem management 229
26.4 measures 232
26.5 Problem management workflow 232
27 Service desk 237
27.1 basic terminology 238
27.2 Overview of service desk 238
27.3 implementing service desk 240
27.4 measures 242
27.5 Service desk workflow 243
28 Application management 245
28.1 basic terminology 246
28.2 Overview of application management 246
28.3 implementing application management 247
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28.4 measures 249
28.5 application management workflow 250
29 Technical management 253
29.1 basic terminology 254
29.2 Overview of technical management 254
29.3 implementing technical management 255
29.4 measures 257
29.5 technical management workflow 257
30 IT operations management 259
30.1 basic terminology 260
30.2 Overview of it operations management 260
30.3 implementing it operations management 261
30.4 measures 264
30.5 Operations control workflow 265
30.6 Facilities management workflow 266
31 Seven step improvement process 269
31.1 basic terminology 270
31.2 Overview of seven step improvement process 270
31.3 implementing seven step improvement process 271
31.4 measures 274
31.5 CSi methods 274
Acronyms 279
Index 285
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Prefacenumerous organizations spend their energy and funding on implementing itiL practices. most of them spend their time reinventing a wheel that was already created many times before in previous itiL expeditions. if you’re facing this challenge, you’ll be interested in avoiding excessive cost. although plenty of external guidance is available in the form of itiL consultancies, you’ll need to have a decent idea of what to expect in the course of your own itiL expedition before you go for it.
this book focuses on that specific target. Drawing on the experience of many itiL practice implementations, it shows you in a very logical and practical way what to expect when you introduce itiL to your organization, or when you increase the number of itiL practices in your organization.
the book supports this by offering, in the style of a cookbook, a step-by-step guide to the implementation of individual itiL practices, offering practical descriptions, terminology, objectives, workflows, CSFs, KPis and other measures, in a Plan-Do-Check-act approach. using the cookbook analogy, it provides you with as many recipes as you are likely to need for composing your own menu. the book’s systematic approach means that once you get to grips with implementing one practice, you will be able to apply your newly developed skills to the next one, following the fundamental guidance of itiL: adapt and adopt.
Your growing understanding of how itiL works will greatly reduce your external costs, improve the skills of your own staff, and move your organization to higher maturity levels. You should use this guidance as a great resource for setting up and improving your own practice.
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acknowledgementsi would like to express my sincere thanks to my lord Shri Krishna, who has blessed me with intellect, provided me with knowledgeable friends and colleagues, and has enabled me to gain strong it experience in some of the world’s best conglomerates. Without his benevolence, i wouldn’t have been able to write this book.
i am very grateful to my spiritual alma mater iSKCOn (international Society For Krishna Consciousness), his Divine Grace a.C. bhaktivedanta Swami Srila Prabhupada (Founder and acharya of iSKCOn) and his Grace Kalakanta Prabhu, who was my first spiritual guide.
i would also like to thank my manager and CEO Simon (Xiaogang, Wei) who helped me to achieve most of my certifications, and all my colleagues who have been a source of encouragement. my special thanks go to Jan van bon for recognizing my manuscript as a potential publication and helping me to edit it.
Finally i would like to express my thanks and indebtedness to inform-it and tSO for having the confidence to publish my first book – my first milestone in authoring.
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about the authorKiran Kumar Pabbathi has worked for various companies in the it industry which gave him detailed insight into itSm and itiL best practice. Currently, Kiran works as an it process manager in Shanghai bizenit information technology, China.
Kiran was privileged to work in different roles taking care of service desk operations, request fulfilment, incident management, SharePoint administration, project management, and itiL Consulting.
Kiran is a certified professional in itiL v3 Expert, PrinCE2® (Foundation and Practitioner), Six Sigma Green belt, iSO/iEC20K – Foundation, tmaP – Foundation (test management Professional), mCP in SharePoint 2003 Customizations, and mCtS in mS Project 2007.
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Why this book?this book answers many of the questions that arise in the minds of all itiL practitioners, whether beginners, intermediary or experts in the itSm domain. it provides clear direction on how to implement itiL processes, based on the questions raised by students and customers on itiL training courses and workshops. it deals with questions such as:
● how does itiL help organizations? ● Where and how should i start? ● Which process should i start with first? ● What are the prerequisites? ● as manager of it services in my organization, do i need to implement all of
the processes? ● is there a step-by-step approach for developing an itiL process? ● What are the inputs, throughputs, outputs and outcomes delivered by
the processes?
this book addresses all these questions and provides an easy-to-understand approach on itiL best practice.
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how to read this bookalthough itiL has become the leading guidance for it service management worldwide, many countries and individual organizations are still taking their first steps on the itiL journey. this book will help you to understand the key concepts of itSm and itiL1, and will also show you how to implement itiL processes in your organization. it doesn’t provide detailed instructions, but describes the most important steps you should take during implementation. the book takes the approach of the Plan-Do-Check-act cycle, which builds on good practice and adds value for it managers and process managers.
the intended audience for this book is the it stakeholder, responsible for the planning, design, implementation and improvement of it operations and services. Students and it staff who perform different tasks in the it industry will also find this book useful.
in PDCA for ITIL, each process is structured in five sections, each section representing important aspects of the process: basic terminology, overview of the process, implementing the process, measures, and process workflow. Descriptions for each section are as follows:1. Basic terminology – Description of the definitions used in the process.2. Overview – the main structure, the objectives, and the business needs of
the process.3. Process implementation – this section describes the prerequisites, and then
the step-by-step implementation of the process through the Plan, Do, Check, act stages: – the Plan phase details the important activities that have to be performed
before making any investment in development and implementation. hence the process manager will need to present the business case, the goals of the process, the project plan, and the organization structure to gain the confidence and approval from higher level management (hLm).
– the Do phase details the important activities that will initiate the design, development and implementation of the process. here process managers and service owners will become actively involved in executing the process and its activities.
– the Check phase details the important activities that will monitor, verify and validate the process implementation and daily it operations.
– the act phase details the important activities that will feedback to the process owner, recommending different ways to improve the process and it operations.
1 itiL: the it infrastructure Library
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4. Measures – this section describes the metrics, critical success factors (CSF) and best practices.
5. Process workflow – this section describes the process workflow, which will be easy to understand and useful in designing itSm tools.
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Frequently asked questionsIf I want to implement ITIL in an organization, which process should I start with first?
itiL defines a set of best practices and it is up to you to select the process that you want to improve with respect to the issues in your organization.
if your organization’s service desk is inefficient, under-utilized and not providing good customer satisfaction, then you could refer to the service desk function and utilize itiL best practice to improve this function in your organization.
if your organization is not able to meet the service level agreements (SLas) and service level targets (SLts), despite utilizing its great technical resources, you could refer to the service level management process (SLm) to redefine feasible SLas and SLts.
Which ITIL version should I refer to?
the latest version of itiL is the only version that you should refer to. itiL was last updated in 2011.
itiL follows a lifecycle-based approach, which is convenient and easy to understand for the it stakeholders. this lifecycle is categorized into five stages: Service Strategy, Service Design, Service transition, Service Operation, and Continual Service improvement. itiL contains 28 processes and four functions placed in the above five stages.
How can I win the confidence of my CTO/CEO that ITIL processes would help IT in my organization?
You could prepare a project charter outlining the business case, goal statement, project plan, project scope, and roles and responsibilities, and explain the benefits. the approach is explained in this book.
What kind of VOI, ROI and benefits can I see after ITIL implementation?
after the implementation of an itiL process, you could expect to see maturity, improvement and clarity in every artefact of the it operations as follows:
● You would have clear documented policies and procedures to perform various it tasks.
● there would be clear demarcation of roles and responsibilities, based on a raCi matrix.
● You would not have to waste time reinventing the wheel again and again.
How do I implement an ITIL process?
the book provides detailed insight.
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How much does it cost to implement an ITIL process?
there is no protocol or magical calculator that can estimate the costs; it depends on the organization and how effective it wants the process to be and its function to be developed.
Should I follow everything that is mentioned in ITIL best practice?
itiL is a collection of best practices for itSm; hence you can customize it as and how you want as per your company’s feasibility, cost allocation, resource allocation etc.
Can a company or product be ITIL-compliant or certified?
Companies cannot be itiL-certified or itiL-compliant. Your company can follow itiL best practices but there is no authority that can certify that your company or product is itiL-compliant. if you are keen to win the confidence of your customers you can opt for iSO/iEC20000 certification.
Products can be itiL-compliant: software tool vendors can obtain endorsement of their tools for “itiL Process Compliance” under the official Cabinet Office itiL Software scheme (see: http://www.itil-officialsite.com/SoftwareScheme/itiLSoftwareScheme.aspx).
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1 introduction to itSm
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1.1 basic terminologyBest practices: practices that are well recognized and that have proved the ability for demonstrating success in respective areas. E.g.: PmbOK for project management, itiL for it service management, mOF for it service management, CObit for it governance, etc.
Capability: the ability of an organization, person, process, application, it service or other configuration item (Ci) to carry out an activity. Capabilities are intangible assets of an organization.
Critical success factor (CSF): the vital elements necessary for the success of a business.
Functions: specific units of an organization (consisting of a group of people who have specific skills and responsibilities), performing specific and routine activities.
Infrastructure: the combination of hardware, software, and people-ware in an organization.
Information technology service management (ITSM): management of it services to meet the organization’s business goals. it can also be defined as “a set of organizational capabilities and resources that work together in providing value to customers in form of services”.
Key performance indicator (KPI): vital metrics necessary for an organization to meet its business goals, which reflect the CSFs of an organization.
Metric: measurements that quantitatively evaluate the performance of it operations.
Policy: management directives that significantly influence the processes and procedures.
Process: a set or sequence of activities that results in achieving an output or business goal.
Resources: a generic term that includes it infrastructure, people, money or anything else that might help to deliver an it service. resources are considered to be assets of an organization.
Service: provision of value to customers without any ownership of risks and internal costs associated in developing a service.
Standard: rules and conventions that help to implement policies and enforce required conventions.
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introduction to itSm 21
1.2 What are it services?it services can be represented in numerous forms, for example:
● internet that is available through an internet service provider ● end-user equipment with basic office functions ● financial information systems that are supported by applications, end-user
equipment, network, etc.
these services have to be well managed with defined roles and responsibilities, by following specific quality standards and processes, so the business can run without any breakdowns.
1.3 importance of best practicesOutcomes and results can be achieved in numerous ways with a variety of approaches and different strategies, each with their specific time schedules, cost structure, and resource consumption.
best practices guide us in doing things effectively, in the most appropriate way with low risks, economic costs, and optimum resources. at the same time it also ensures to attain the objective or outcome with the desired quality. Some of the best practices for itSm are itiL and mOF2:
● itiL is a set of best practices for itSm that helps in managing the it services in an organization with the help of processes and functions.
● mOF is another best practice for itSm, developed by microsoft. mOF best practice is explained with the help of processes, functions and activities describing the management of services.
1.4 itiL lifecycle stagesitiL’s life cycle is divided into 5 stages:1. Service Strategy2. Service Design3. Service transition4. Service Operation5. Continual Service improvement.
2 microsoft Operations Framework
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1.5 Processes in itiLProcesses defined in itiL are categorized into these 5 stages:1. Service Strategy – strategy management for it services, financial management
for it services, demand management, service portfolio management, business relationship management.
2. Service Design – design coordination, availability management, SLm, service continuity management, service catalogue management, supplier management, information security management, capacity management.
3. Service Transition – transition planning and support, change management, change evaluation, release and deployment management, service validation and testing, service and asset configuration management, and knowledge management.
4. Service Operations – access management, event management, request fulfilment, incident management, and problem management.
5. Continual Service Improvement – seven step improvement process.
1.6 Functions in itiLFunctions are units of an organization (groups of a people who have specific skills and responsibilities) that perform very specific activities.
Functions defined in itiL are: ● service desk ● applications management ● technical management ● it operations management.
1.7 Why do we need processes?We need processes:
● to enable repeatability (avoiding reinventing the wheel) ● to measure and evaluate the effectiveness of operations ● to provide clarity in roles and responsibilities (enabling accountability) ● to maintain the knowledge uniform among all human resources, and to avoid
dependence on individuals.
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introduction to itSm 23
1.8 Can itiL processes help in managing business services?
AnswerYes, itiL can also guide business. this can be explained more in detail through the concept called business service management (bSm).
Scenarioa software development company wants to implement itiL best practices to manage its services.
UnderstandingWe should understand that developing tools or applications and providing the support is an it service here. to provide the mentioned it service, the organization will use itiL best practices that provide a sequenced approach for maintaining and managing the organization’s services.
Implementation
Phase 1the organization will first have to understand the customer’s demand, define the organization’s strategies, so they can build software applications with the technology that is feasible for the customers’ requirements.
the organization recruits people with necessary skill sets and experience, who can define the strategy for the software development business (or checks if there are any human resources in the organization who have the skill set or who have experience in developing Service Strategy for software development business).
because each organization is different in size, the concept of roles is useful. roles are specific sets of tasks and responsibilities for specific goals. individual people can be appointed to various roles. One individual can have more than one role. this way, the guidance can be applied in any size of organization including a one-person company. if an organization is big enough, it can have an individual or even a team for each role.
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the organization appoints an individual to the Service Strategy manager role, to carry out different activities. the Service Strategy manager would be accountable for all the strategy related activities with the help of processes like: strategy management for it services, financial management for it services, demand management, service portfolio management, and business relationship management.
the strategy management for it services process works: ● on understanding its internal customers, external customers, and mixed customers
(internal customers + external customers) ● on developing what kind of services are required and what kind of services should
be offered to its customers ● on developing strategic assets ● on proposing a draft of the services that will be offered to its customers.
the financial management process works: ● on estimating the costs, budgeting (fixed costs, operational costs, variable costs,
direct and indirect costs etc.) for developing software development services ● on defining the accounting procedure for it services ● on the charging procedure from internal customers, external customers, etc.
the demand management process works: ● on checking the demands of customers for the proposed services (what is the
front end technology in demand, what is the database that is preferred by the customers, middleware, web servers using patterns of business activity (Pba), and user profiles (uPs))
● on estimating the demand and supply needed (how many human resources should be recruited for development, testing, business analysis, deployment, how many desktops, laptops, servers are needed, how much place is needed for the staff, etc.)
● on analyzing the live services that are in good demand, and reactively communicating the needs and shortcomings to other processes.
the service portfolio management process works: ● on defining the draft of services, which can be offered to customers ● on analyzing the services that should be offered ● on approving the proposed services that can provide value to the organization ● on chartering the final services (this will be the final list of current services, future
services, and retired services that are offered by the company).
the business relationship management process works: ● on tracking and resolving various concerns and complaints of the customers ● on managing and developing good relationship with different stakeholders paying
special attention to customers.
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introduction to itSm 25
With all these tasks, the Service Strategy manager has done his job in estimating, understanding and developing the strategic plans, using as many resources as necessary and available.
Phase 2the organization checks for human resources, who have skills and experience in Service Design activities, so the strategic plans are activated and converted in appropriate designs and architectures, etc.
the organization appoints an individual to the Service Design manager role, who would be accountable for all the Service Design activities with the help of processes like: SLm, information security management, availability management, capacity management, service catalogue management, supplier management, and service continuity management.
the SLm process works: ● on defining SLas with the external customers and operational level agreements
(OLas) with internal business units, underpinning contracts (uCs) with third party suppliers
● on time duration for the project, scope of the project, service acceptance criteria (SaC), number of defects that can be accepted, etc.
the availability management process works: ● on defining availability plans, and understanding requirements in terms
of availability ● on defining the availability of the services (24*7 or only working days, holidays,
and timings) ● on setting up the reliable infrastructure assets.
the capacity management process works: ● on defining capacity plans and capacity requirements. ● on providing appropriate capacity in terms of network, hardware, and software.
the service catalogue management process works: ● on maintaining a list of current products or services that are offered by
organization to its customers.
the supplier management process works: ● on selecting suppliers to buy necessary assets required for the delivery of it
services (avaya phones, bridges, routers, dashboards) from suppliers at economic costs with good quality
● on maintaining good relationship with suppliers consistently as required.
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the information security management process works: ● on defining security policies, standards to bring awareness for the it staff. these
policies will be implemented by access management to safeguard the customer’s assets, information and also the organization’s assets.
the service continuity management process works: ● on defining it service continuity plans to continue the it services in case of natural
disasters, accidents, and other threats.
With all the above process activities, the Service Design manager completes all the Service Design tasks, using as many resources as necessary and available.
Phase 3the organization checks for human resources, who have skills and experience in managing the transition of it services.
the organization appoints an individual to the role of service transition manager, who is accountable for all transition related activities with the help of processes like transition planning and support, change management, release and deployment management, service and asset configuration management, knowledge management, change evaluation, and service validation and testing.
the transition planning and support process works: ● on planning transition activities like:
– developing plans for introducing a new service/products in an organization – coordinating the resources to ensure the transition or introduction of a
new service.
the change management process works: ● on defining procedures for handling different types of changes ● on ensuring only valid and approved changes are implemented in the organization ● on ensuring that the changes bring positive effects in organization ● on ensuring that there is no disruption of services, while changes are implemented.
the change evaluation process works: ● on evaluating the complete service transition activities, from the change initiation
to the release deployment.
the release and deployment management process works: ● on ensuring the new changes are implemented and deployed well in the organization.
the service validation and testing process works: ● on ensuring new releases are validated and tested in terms of functionality
and usability.
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introduction to itSm 27
the service and asset configuration management process works: ● on ensuring that all of the service assets and Cis in the organization are stored,
tracked, and controlled in the configuration management database (CmDb, providing relationships between Cis) and the configuration management system (CmS).
the knowledge management process works: ● on developing best practices, knowledge for different projects, products and other
services (transforming data to information, information to knowledge, and knowledge to wisdom)
● on ensuring that the knowledge is accessible for authorized users.
With all the above activities, the service transition manager establishes all the necessary for smooth transition of services from Service Design to service transition, using as many resources as necessary and available. Service transition ensures that new assets and Cis are well planned, released, tested and evaluated.
Phase 4the organization checks for human resources, who have skills and experience in managing the organization’s day to day operations.
the organization appoints an individual to the role of service operation manager, who is accountable for all the operational activities with the help of processes and functions.
Processes in service operations are request fulfilment, event management, incident management, problem management, and access management.
the access management process works: ● on providing appropriate access privileges to the authorized users.
– For example: access management ensures that all the employees are provided with necessary access to the knowledge base websites, respective tools and applications, and information systems.
the event management process works: ● on analyzing all the events logged and on the events so that they don’t get
converted into incidents. – For example: before a network outage happens, there will be some kind of
events generated in the infrastructure tools. the event management process keeps a meticulous watch on events and prevents incidents from having too much impact.
the request fulfilment process works: ● on taking requests from users, and to fulfill the requests.
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the incident management process works: ● on restoring the breakdown of services as soon as possible
– For example: if there is a breakdown of a server, the incident management process tries to fix the issue as soon as possible and restore the server.
the problem management process works: ● on finding the root causes of the incidents and provide a permanent fix.
– For example: there is a serious network/server outage and the incident management process resolved the incident. now, to prevent the same incident from happening again, the problem management process tries to understand the root cause of the network outage. it will check with corresponding processes and functions and investigates the devices, topology, software etc. to find a permanent fix.
Functions in service operations are service desk, applications management, technical management, it operations management.
the service desk function works: ● as a single point of contact for customers, users and stakeholders on different
kinds of issues ● as a point of contact for any kind of help or information regarding the organization
and its assets.
the applications management function works: ● on ensuring that necessary applications and tools are installed, maintained and
managed well in the organization.
the technical management function works: ● on ensuring that all the technical knowledge is provided to employees of
the organization ● on ensuring all the technological constraints and conditions are taken
into consideration.
the it operations management function works: ● on ensuring all the operational activities are performed regularly, like network
management, database administration, desktop management, etc. ● on ensuring all the facilities are managed well for the organization premises.
With all these above activities, the service operation manager ensures smooth and effective operations of it services, using as many resources as necessary and available.
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introduction to itSm 29
Phase 5the organization finally checks for human resources, who have skills and experience in identifying improvements and managing these for all the different stages: Service Strategy, Service Design, Service transition, and Service Operation. Continual Service improvement provides feedback for doing things in a better way, providing value, saving time, in consideration with cost.
the organization appoints an individual to the role of CSi manager, who is accountable for all the improvement activities with the help of processes and functions.
the Continual Service improvement phase has only one process: the seven step improvement process.
the seven step improvement process works: ● on improving the it service operations.
With all the above 5 phases, an it service organization can manage and execute its services with the help of itiL best practices.
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SERVICE STRATEGY
Service Strategy defines the strategy for an it organization that helps to achieve its business goals. this stage analyzes the demand for services, customer’s requirements, risks, costs, value creation and defines the service offerings.
Processes involved in Service Strategy are:●● strategy management for it services●● demand management●● financial management for it services●● service portfolio management●● business relationship management.
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2 Strategy management for it services
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2.1 basic terminologyAccess based positioning: a positioning strategy where service providers make themselves feasible to their customers, who have very distinguished needs and conditions which could be in terms of location, scale or structures.
Need based positioning: a positioning strategy where service providers deliver most or all the needs of customer or customers. here the service provider’s priority is the customer and his needs, so the service provider tries to fulfill most of the needs of customers.
Strategy: the objectives and direction that lays the foundation for the organization to run its business and operations.
Type I service provider: internal service providers that are a part of same business and that provide specific/explicit services to the business unit.
Type II service provider: the shared service units that exist in the same organization, but provide services for many business units.
Type III service provider: the external service providers who support the organization in its different businesses.
Variety based positioning: a positioning strategy where service providers deliver a variety of services to their customers. here service providers have their strength and experience in delivering a specific variety of services (could be technologies or products) and they focus on providing only that variety of services.
2.2 Overview of strategy management for it services
Strategy management for it services defines a standardized process for building strategic assets with vision, strategic goals, innovation, value creation, and resilient attitude for adapting new changes.
its main focus is to define the market, propose the service offerings, develop the service offerings as strategic assets, execute the developed offerings, also measure and evaluate the strategies.
Strategy management for it services is the most critical process for long term sustainability of the organization’s offerings.
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Strategy management for it services 33
Objectives ● analyze and understand the it requirements. ● Develop strategic assets that will create value for customers and the service
provider, through a closed loop system. ● measure and evaluate the defined services as strategic assets.
Business needs ● Provides guidance in designing and deciding the necessary artifacts for it service
management as a strategic asset. ● improves service quality by strategic planning. ● Creates value and enables to create distinguished services for the organization. ● Enables in making effective decisions for investment.
2.3 implementing strategy management for it services
Prerequisitesbusiness goals, market analysis, competitor products/services.
PlanPrepare the project charter, consisting of a business case, goal statement, project plan, project scope, and roles and responsibilities.
● Business case – should describe the benefits and opportunities of strategy management for it services considering the following areas: – business needs of strategy management for it services. – What are the short term benefits and long term benefits of this project? – What impacts will this new initiative have on other business units and
employees? Pros and cons. – What are the risks and issues involved, what are the dependencies? – monitoring and evaluation mechanism. – Cost and benefit analysis.
● Goal statement – should be closely associated with the prepared business case. Goals should be Smart and mention: – Define the CSFs. – Define the KPis.
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– What is the time estimated to see the results? ● Project plan – should show the timeline, milestones for various activities to
establish strategy management process in place and run the process. ● Project interfaces – should define the boundaries, scope, relationships of the
strategy management. ● Roles and responsibilities – should identify the required roles and hire the
human resources. Primary roles needed for strategy management for it services can be defined as: – it steering group – strategy manager.
Define a raCi model for clarity in roles and responsibilities.
Do ● Develop the statement of work (SOW) for strategy management for it services,
defining the: – scope of services, that has to be considered by strategy management – services that are out of scope – hardware, software, people-ware and tools required – appropriate people for the defined the roles and responsibilities – risks and dependencies – issues and other conditions – costs involved.
● Define the strategy as perspective, position, plan and pattern. – Perspective is defined by goals, through the following activities:
• definition of CSFs • definition of KPis.
– Position is defined by the distinctiveness of services for customers. it is defined by: • variety based positioning • need based positioning • access based positioning.
– Plan is defined by the procedures of doing actions/milestones/activities, it is the estimation of time duration and number of resources required for:
• strategy assessment • development of the offerings • execution of the strategy • measurement and evaluation.
– Pattern is defined by the series of consistent decisions and actions embedded in doing the business. it involves defining policies, processes, adopting best practices, etc.
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Strategy management for it services 35
● Perform assessments on the internal artifacts and external artifacts. – internal artifacts are the service provider’s business goals, strategy, service
provider’s strengths, weakness, opportunities, threats, and CSFs. – External artifacts are customers, customer services, needs of the customers,
opportunities of the customers, and competitor’s services. ● Develop a strategy for service offerings, with the provision of:
– quality – cost feasibility – timely delivery – objectives and CSFs – prioritization of investments.
● Select and implement the appropriate tool for recording all the activities performed by the process.
● Execution of strategies developed.
Check ● Evaluate the services proposed, by methods like:
– Brainstorming – a method to generate ideas (potential solutions) on a specific issue and then determine ideas.
– Nominal group technique – an approach to generate additional ideas, surveys the ideas of a small group, and prioritizes brainstormed ideas.
– Delphi technique – a method of relying on a panel of experts to anonymously select their responses using a secret ballot process.
– Multi-voting – a mechanism to narrow down the list of ideas and select the correct subset for further investigation.
● Ensure there is innovation and value creation in the services offered. ● Ensure the organizational strategies sync with the regulations, compliances,
government, and environment laws. ● review and update the strategic plans and objectives as per changing business
plans and requirements. ● Ensure internal function objectives are linked with organization objectives and
strategic plans.
Act ● Perform a GaP analysis for the customer’s needs and requirements. ● analyze the major reasons, why a customer is seeking another service provider. ● identify the opportunities to explore new service offerings. ● identify areas of improvement for the current services. ● Develop plans to mitigate significant risks.
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2.4 measures
Metrics ● number of new proposals, plans defined ● number of new services proposed ● number of failed services (that have not been approved by strategy manager/it
steering group) ● total time taken for proposing a new service in service portfolio ● number of new customers developed ● number of lost customers.
CSFs ● awareness on the organizational strategies ● evaluation of the new strategies defined ● shared vision and active stakeholders’ involvement ● effective risk and impact assessment methodologies ● effective business and market analysis knowledge ● documentation of suggestions to other processes and lessons log is captured.
2.5 Strategy management for it services workflow
analyze and assess Define Execute
Analyze and assessan understanding is developed about the service provider’s current situation. assessments and analysis is made on current services, market spaces, risks associated, customer’s history, customer needs, customer feedbacks and recommendations, competitors, and competitors’ services.
assessments are made in form of: interviews, questionnaire, direct observation, simulations, etc.
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Strategy management for it services 37
Define Definition of strategy can be done by adopting Porter’s five force analysis, value chain analysis, and SWOt analysis in consideration with perspective, position, plan and patterns. it defines strategic values like quality standards, cost justifiable approach, effective utilization of resources, and timely delivery of services. it defines service management as a closed-loop control system that can adapt to the changes, feedbacks provided.
Definition of strategy can be evaluated through some methods like brainstorming, nominal group technique, Delphi technique, multi-voting etc.
Execute this is the process of implementing the mission, objectives, goals, and CSFs for a service provider and its services. it actually involves implementation of the strategies developed and evaluating them with assessments.
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acronyms
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aba abandonment rate
aht average handling time
am asset management
am availability management
aSa average speed to answer
aSP application service provider
amiS availability management information system
bCm business continuity management
bCP business continuity plan
bia business impact analysis
brm business relationship manager
brS business requirement specifications
bSm business service management
Cab change advisory board
CaPEX capital expenditure
CFia component failure impact analysis
Ci configuration item
CmDb configuration management database
CmiS capacity management information system
CmS configuration management system
CSat customer satisfaction rating
CSF critical success factor
CSi continual service improvement
DCab deployment Cab
DiKW data, information, knowledge, wisdom
DmL definitive media library
DSL definitive software library
DhL definitive hardware library
DrP disaster recovery plan
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acronyms 281
ECab emergency Cab
ELS early life support
Ert emergency response function
FCr first-call resolution
FmEa failure modes and effects analysis
FSC forward schedule of changes
Fta fault tree analysis
Gtb grow the business
hLD high level document
hLm higher level management
imiS incident management information system
iSG it steering group
iSmS information security management system
itSCm it service continuity management
itSm it service management
itt invitation to tender
KEDb known error database
KPi key performance indicator
LLD low level document
mOF microsoft Operations Framework
mtbF mean time between failures
mtbSi mean time between system incidents
mtO maximum tolerable outage
mtrS mean time to restore service
mttr mean time to repair
OGC Office of Government Commerce
OLa operational level agreement
OPEX operational expenditure
Pba pattern of business activity
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Pir post implementation review
PmO project management office
POr post outage review
PSO projected service outage
rCa root cause analysis
rCb registered certification body
rFa request for approval
rFC request for change
rFi request for information
rOi return on investment
rtO recovery time objective
rPO recovery point objective
SD Service Design
SO Service Operation
SS Service Strategy
St Service transition
SaC service acceptance criteria
SaCm service asset and configuration management
SCD supplier and contract database
SCm service capacity management
SCm service catalogue management
SDP service design package
SFa service failure analysis
Sia service investment analysis
SiP service improvement plan
SKmS service knowledge management system
SLa service level agreement
SLm service level management
SLP service level package
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acronyms 283
SLr service level requirement
SLt service level target
SmE subject matter expert
SOP standard operating procedures
SPm service portfolio management
SPOC single point of contact
SPOF single point of failure
SQP service quality program
SrS software requirement specifications
tCab technical Cab
trt target recovery time
ttb transform the business
uC underpinning contracts
uP user profile
VbF vital business function
ViP very important person
VViP very very important person
VOi value on investment
VPn virtual private network
VCD variable cost dynamics
5S sort stabilize shine standardize sustain
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index
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Aaccess 194access based positioning 32, 34access management 194access manager 195access request 198accounting 46, 51active monitoring 202application management’s 246application sizing 102architectural requirements. 250assessment 270asset 46, 174asset management 174audit 270authentication 86, 194authorization 194availability 86, 94availability analyst 96availability management 94availability manager 96availability monitoring 99availability test analyst 96
Bback-out plan 142backup analyst 128benchmarking 277best practice 20, 21brainstorming 37budgeting 46, 51build 158build analyst 160business capacity analyst 104business capacity management 102business case 33business continuity management (bCm) 126business impact analysis (bia) 48, 126business relationship management 62business relationship manager 64business requirements 250
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index 287
business requirement specifications 250business service catalogue 110
Ccapability 20capacity 102capacity analyst 104capacity forecasting 102capacity management 102capacity management information system (CmiS) 102capacity manager 104capacity plan 102centralized service desk 238change 142change advisory board (Cab) 142change analyst 144change closure 149change deployment 149change evaluation 152change evaluation report 152, 155change implementer 144change management 142change management operations 145change manager 144, 153change schedule 142charging 46, 52closed-loop control system 37closure 215, 225component capacity analyst. 104component capacity management 102component failure impact analysis (CFia) 94confidentiality 86configuration analyst 176configuration baseline 174configuration control 179configuration identification 179configuration item (Ci) 174configuration management 174configuration management database (CmDb) 174configuration management system (CmS) 174console management 260
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continual service improvement (CSi) 270continuity 126contract development 66critical event 207critical success factor (CSF) 20CSi manager 272CSi methods 274CSi register 270customer based SLa 73customer-based SLa 70customer portfolio 62customer survey questionnaire 62customer survey response 62
Ddata 182deep-dive rCa 234definitive media library (DmL) 174definitive spare 174Delphi technique 37demand analysis 43demand analyst 42demand management 40demand management tool 42demand manager 42demand modelling 44demand monitoring 107deployment 163, 246deployment analyst 160deployment Cab (DCab) 144de-provisioning 194, 199design 246design coordination 80design coordination process owner 81development 246deviation 152diagnosis 223differential charging 46duplicate event detection 202
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index 289
Eearly life support (ELS) 164editorial review 91, 188ELS analyst 160emergency action plan 260emergency Cab (ECab) 144emergency change 147emergency release 158environmental analyst 262escalation 224evaluation 166event 202event analyst 204event closure 207event filtering and correlation 202event management 203event manager 204event notification 206event record 202event solving group 204exception 206external audit 46external service provider 32
Ffacilities administrator 262facilities analyst 262facilities head 262facilities management 260fault tree analysis (Fta) 94financial analyst 48financial audit 52financial management 46financial manager 48five force analysis 37fixed charging 46forward for schedule changes 148forward schedule of changes (FSC) 142function 20functional requirements 250
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Ggoal statement 33
Hhigh level document (hLD) 250
Iidentity 194identity management 194incident 218incident management 218incident model 218incident record 218incident registration and categorization 223incident ticket 233information 182informational event 202, 206information security 86information security management 86information security plan 90information technology service management (itSm) 20infrastructure 20initial rCa 234integrity 86interaction 238internal audit 46it operations management 260it service continuity management (itSCm) 126it steering group 34, 56it user account management 194
Jjob scheduling 260
Kkey performance indicator (KPi) 20knowledge 182knowledge author 184knowledge base 182knowledge editorial reviewer 184knowledge management 182
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index 291
knowledge manager 184knowledge publisher 184knowledge technical reviewer 184known error 228known error database (KEDb) 228known error record 228
Llocal service desk 238low level document (LLD) 250
Mmaintainability 94maintenance advisor 262major event 207major incident 218, 225major incident criterion 225major release 158maximum tolerable outage (mtO) 126medical advisor. 262metric 20minor event 207minor releases 158modeling 102multi-level SLa 70, 73multi-voting 37
Nneed based positioning 32, 34nominal group technique 37normal change 146notification 202notional charging 46
Ooperational demand analysis 43operations control 260operations level agreement (OLa) 70operations manager 262
Ppassive monitoring 202
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pattern 34patterns of business activity (Pba) 40perspective 34plan 34policy 20position 34post implementation review (Pir) 100proactive monitoring 77proactive problem management 228problem 228problem closure 235problem management 228problem model 228problem record 228problem registration and categorization 233problem ticket 233process 20process benchmarking 270process evaluation 270project plan 33provisioning 194
Rreactive monitoring 77reactive problem management 228recovery plan 126relationship management 67release 158release and deployment management 158release approach 158release package 158, 163release planning 163release request 163release types 158release unit 158release window 158reliability 94remediation plan 142request approver 211request for approval (rFa) 210request for change (rFC) 142, 210
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index 293
request for information (rFi) 210request for knowledge 186request fulfilment 210request fulfilment manager 211request model 210requirement 66, 246resolution 224resource 20restoration plan 126retired services 54rights management 194risk and performance evaluation manager 153
SSaC council 176SaC manager 176safety advisor 262secure library 174secure store 174security 94security advisor 262security analysts 88security manager 88service 20serviceability 94service acceptance criteria (SaC) 70service asset and configuration management (SaCm) 174service based SLa 73service-based SLa 71service capacity analyst 104service catalogue 54, 110service catalogue management (SCm) 110service catalogue manager 111service continuity manager 128service continuity plans 131service design manager 81service design package (SDP) 80, 84service desk 238, 239service failure analysis (SFa) 94service improvement program (SiP) 70service investment analysis (Sia) 48
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service invoice 46service knowledge management system (SKmS) 182service level agreement (SLa) 70service level analyst 72service level management (SLm) 71service level manager 72service level package 70service level package (SLP) 70service level report 70service level requirement (SLr) 70service level target (SLt) 70service measurement 275service package 40, 70service pipeline 54service portfolio 54service portfolio management 54service portfolio manager 56service quality program (SQP) 70service reporting 270, 276service reporting analyst 72service request 210, 214service review 270service testing 171service validation and testing 166service validation and testing process owner 167seven step improvement process 270shared service unit 32single point of failure (SPOF) 94snapshot 174software requirement specifications 250standard 20standard change 146statement of work (SOW) 34status accounting 174status accounting and reporting 179steady state 265strategic demand analysis 43strategy 32strategy management for it services 32strategy manager 34supplier and contract database (SCD) 118
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index 295
supplier management 118supplier manager 119supplier monitoring 123SWOt analysis 37
Ttarget recovery time (trt) 126technical Cab (tCab) 144technical management function 254technical review 91, 188technical service catalogue 110test 166test analyst 160test architect 167test environment validation 170threat 86throttling 202transition 136transition planning and support 136tuning 102type iii service provider 32type ii service provider 32type i service provider 32
Uunderpinning contract (uC) 71use cases 250user profile (uP) 40user requirements 250
Vvalidation 166validation and testing manager 167value chain analysis 37variable cost dynamics (VCD) 46variety based positioning 32, 34verification 166virtual service desk 238vital business function (VbF) 94vulnerability 86
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Wwarning 202, 206wisdom 182workplace emergency 260
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www.tso.co.uk 9 780117 082076
ISBN 978- 0- 11- 708207- 6
PDCA FOR ITILMetrics, csFs and workFlows For iMpleMenting itil practices
Numerous organizations spend their energy and funding on implementing ITIL practices. Most of them spend their time reinventing a wheel that was already created many times before in previous ITIL expeditions. If you’re facing this challenge, you’ll be interested in avoiding excessive cost. Although plenty of external guidance is available in the form of ITIL consultancies, you’ll need to have a decent idea of what to expect in the course of your own ITIL expedition before you go for it.
This book focuses on that specific target. Drawing on the experience of many ITIL practice implementations, it shows you in a very logical and practical way what to expect when you introduce ITIL to your organization, or when you increase the number of ITI L practices in your organization.
The book supports this by offering, in the style of a cookbook, a step-by-step guide to the implementation of individual ITIL practices, offering practical descriptions, terminology, objectives, workflows, CSFs, KPIs and other measures, in a Plan-Do-Check-Act approach. Using the cookbook analogy, it provides you with as many recipes as you are likely to need for composing your own menu. The book’s systematic approach means that once you get to grips with implementing one practice, you will be able to apply your newly developed skills to the next one, following the fundamental guidance of ITIL: adapt and adopt.
Your growing understanding of how ITIL works will greatly reduce your external costs, improve the skills of your own staff, and move your organization to higher maturity levels. You should use this guidance as a great resource for setting up and improving your own practice.
Published by: Produced by:
www.inform-it.org
PDCA FOR ITILMetrics, CSFs and workflows for implementing ITIL practices
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PDCA FOR ITIL