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The ITIl®

First aid KitEssential information for professionals and organizations using ITIL®

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The ITIl®First Aid KitThe ITIL® First Aid kit is an essential toolkit for the eff ective utilization of the IT Infrastructure Library (ITIL®) in any organization. However, it does not provide any one-size-fi ts-all solutions or formulae that ensure a successful IT Service Management (ITSM) implementation. This kit is meant as guidance to provide you with areas of attention and possible strategies to include in your program approach. Each organization is diff erent, and your program needs to be unique to your organizational needs and business drivers. The kit provides essential ITIL program approaches to support you when you need them the most. In every ITSM program emergency, think of this kit before looking elsewhere.

Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.

1 The Need to Deliver Value

• Information, previously a sup-

porting element, has become the

basis for value itself. In addition,

information-based Services are

changing and evolving at a rapid

rate.

• Capabilities and resources in the

management of IT and services

are no longer perceived as simply

operational concern for detail. They

are the basis for creating value, for

competition, and for distinctive

performance.

• IT organizations require a keen

sense of the nature and dynamics

of Services as a means of providing

value to customers.

• It is important for IT organiza-

tions to review their positions and

to clearly understand how they

to their customers.

• A well-managed IT organization can

act like a business within a business

and deliver value that meets or

exceeds other commercial alterna-

tives. For this reason, concepts such

as Utility, Warranty, market spaces,

and portfolios are introduced in the

Service Strategy processes within

the Service Lifecycle.

What is our business?

Who is our customer?

What does the customer value?

Who depends on our Services?

How do they use our Services?

Why are they valuable to them?

1.1 Ensure Value Creation by Asking

Service Strategy is your main body of reference to assist with structuring the flowof and answering these key questions.


1.2 Multiple Views of IT

V I E W V I S U A L I Z A T I O N V E R N A C U L A R

Components of systems and processesIT / Component “Our billing system is IT-enabled”

“We use it to improve interactions with our customers

through self service terminals at key locations.”

“IT touches every part of our business. Without appropriate

controls that in itself is a risk.”

Internal unit function of the enterprise

or commercial Service Providers

IT / Organization “Our IT is headed by a CIO of tremendous experience in the

transportation industry.”

“Our heavily centralized IT suits our business model which

more than anything requires stability and control over

business operators.”

“IT does not understand the nature of our business.

Much is lost in translation.”

Type of shared service utilized by

Business Units

IT / Service “I haven’t been able to access the internet since yesterday.

when do you expect the service to be restored?”

“Our remote access service is very secure but it is also very

difficult to set up and use.”

“We decided not to use our own enterprise applications

for administrative functions. We are better off utilizing IT

services provided to us under a commercial contract.”

Capabilities and resources that provide

a dependable stream of benefits

IT / Asset “It is the core of our business process. We use IT to create

value for customers. It is part of our core production

process.”

“Our IT investments are like Costs of Goods Sold (COGS).

They are direct costs not overheads.”

“IT is our business.”

Quoted text Source is ITIL® Service Lifecycle Suite 2nd Edition, 2011. Copyright © AXELOS Limited 2011. Material is reproduced under licence from AXELOS Limited. All rights reserved.

2 Management of Change (MOC)

Aspects of managing the cultural/behavioral

Change experienced with the implementa-

tion of ITIL processes need to be identified and

controlled. This Change is mainly the shift from

being an IT-centric organization to becoming a

customer-focused organization. Less emphasis

is placed on individual IT units performing well

in isolation than on one where each IT unit

needs to understand its part in delivering Ser-

vice to the end user and in being accountable

for its performance in the supply chain.

A formal ITSM program approach is used to

manage these elements of cultural change,

with specific emphasis placed on the de-

velopment of awareness campaigns aimed

at all target audiences – IT management, IT

staff, and customers – and strong communi-

cations planning.

It is important to note that the most suc-

cessful ITSM programs are those that focus

on attaining corporate objectives. Indeed,

the sooner you can drop the project name –

ITSM or ITIL program – and align this work

to support a set of corporate initiatives, the

more successful the implementation will be.

2.1 The 4 Ps

PeOPle PrOCeSSeS ParTNerS PrODuCTS

The implementation of ITSM as a practice is about preparing and planning for the effective and efficient use of the 4 Ps. This approach is critical when designing your ITSM program, for correctly focusing on clarity of communication, and for ensuring a culture that supports and rewards process adherence through changed behaviors. It is especially important to focus on the People aspect of the 4 Ps because this is where your Change effort will succeed or fail.

Many designs, plans, and projects fail because of a lack of preparation and management.

Establish a Sense of Urgency

• Examinemarketand

competitive realities.

• Identifyanddiscusscrises,

potential crises, or major

opportunities.

Form a Powerful Guiding Coalition

• Assembleagroupwithenough

power to lead the Change effort .

• Encouragethegrouptowork

as a team.

Create a Vision

• Createavisiontohelp

direct the Change effort.

• Developstrategiesfor

achieving that vision.

Communicate the Vision

• Useeveryvehiclepossibleto

communicate the new vision

and strategies.

• Teachnewbehaviorsbycitingthe

example of the guiding coalition.

Empower Others to Act on

the Vision

• RemoveobstaclestoChange.

• Changesystemsorstructures

that seriously undermine

the vision.

• Encouragerisktakingand

nontraditional ideas, activities,

and actions.

Plan for and Create Short-Term Wins

• Planforvisibleperformance

improvements.

• Createthoseimprovements.

• Recognizeandreward

employees involved in

the improvements.

Consolidate Improvements and Produce More Change • Useincreasedcredibilitytochange

systems, structures, and policies that don’t fit the vision.

• Hire,promote,anddevelop emplo-yees who can implement the vision.

• Reinvigoratetheprocesswithnewprojects, themes, and Change agents.

Institutionalize New Approaches• Articulatetheconnections

between the new behaviors and organizational success.

• Developthemeanstoensure

leadership development and

succession

2.2 Eight Steps to Transform Your Organization

John P. Kotter of the Harvard Business School introduced this approach to manage Change within an organization. This approach has proven successful over the years and can be helpful when designing the management of Change into your ITSM program.

1

2

3

4

5

6

7

8

Source: Leading Change - John P. Kotter - 1996

Writing a memo instead of lighting a fire

At least half of failed Change efforts bungle the first critical step — estab-lishing a sense of Urgency.

Talking too much and saying too little

Most leaders under-communicate their Change vision by a factor of 10 (or 100 or even 1,000!). In addition,

the efforts they make to convey their message are typically of the least convincing variety — speeches and memos.

Declaring victory before the war is over

When a project is completed or an initial goal met, it is tempting to congratulate all involved and proclaim the advent of a new era. While it is important to celebrate results along the way, kidding yourself or others about the difficulty and duration of orga-nizational transformation can be catastrophic. Celebrating incremental improvements is a great way to mark progress and sustain commitment, but don’t forget how much work is still to come.

Looking for villains in all the wrong places

The perception that large organiza-tions are filled with recalcitrant middle managers who resist all change is not only unfair, but also untrue. In professional Service organiza-tions, and in most organizations with an educated workforce, people at every level are engaged in Change processes. Often, it’s the middle level that brings issues to the attention of the senior executives.

Lack of focus on short-term winsTo maintain momentum and

sustain funding and support, it is important to deliver on short-term wins and to communicate these wins to all stakeholders in the program.

2.3 Pitfalls when Attempting to Change the Organization

In his book, “Leading Change,” Kotter identifies the errors observed when undertaking Change initiatives in practice. Make sure that you plan to mitigate these Risks in your ITSM program.

1

2

3

4

5

LONG-TErM PrOGrAM ChALLENGES

• Changesinsponsorship/leadership

• Changesinteam

• Changeinbusiness(mergers,

acquisitions, and so on)

• Temporarychangesin

economic fortunes

• Poorlyarticulatedprojectstrategy

• Initialexcitementbasedonade-

sired result without investing in the

necessary, underpinning processes

• Wishfulthinkingontimeframes,

meaning not enough planning for

thelongerterm(scenarios/phases)

• Wrongemphasisontoolsatthe

wrong time

• Inadequatefocusonthehuman

element

3 The Value of Training Two critical success factors within an ITSM program are communication and training. A well-thought-out ITIL training strategy and plan play a key role in successful ITSM programs.

3.1 Typical approach to trainingTypically, a high number of staff is initially trained in Foundations, along with some Service Manager/Advanced-level training. Most of the training budget is spent

upfront, with little left to sustain Change throughout the program. This is a concern because most courses represent a significant investment to the company and

there is a Risk of having the wrong people trained before major organizational decisions are complete.

3.2 Recommended approach to trainingThis approach will sustain involvement over the length of the program, maximize education spend, and ensure that training is delivered on a just-in-time (JIT) basis.

The approach begins with a simulation. Simulations are valued for their ability to touch people at a “feeling” level, to firmly anchor the requirement for Change. “I hear

and I forget, I see and I remember, I do and I understand.” – Confucius, 600 BC

Simulation is then best followed by a core Foundation training as a level-set. This basic training is then best followed with a Mobilization Workshop as part of your

overall training strategy.

Introducing a Mobilization Workshop as the next step in your training strategy is intended to further enhance the effectiveness of Management of Change. Mobiliza-

tion provides a focused workshop for key stakeholders, where they assess their current ITSM environment and agree via group consensus on the need for Change,

emerging with a strong team commitment to and ownership of the ongoing program activities.

The remainder of the training plan over the Lifecycle of the program should be designed as role-based (once the new process roles have been assigned), with ap-

propriate funding over time, and should include a strategy for training new employees entering into the process-based organization.

Source: Alan Nance

3.3 Factors to Consider in Your Training Strategy• Corporate geography, time zones, and shifts

• Budget

• JIT training

• Role-based training

• Overall program approach and objectives

• FormalcertificationtrainingANDcustomizedtraining,forexample,ITIL101’s(basic)process/producttraininguniquetotheorganization

3.4 A Winning Program Strategy• Respect the cultural/behavioral management of change – mobilize early and focus on quick wins.

• The most successful ITSM programs are those that are not called ITSM programs.

• Introduce formal training and communication planning.

THEDIFFERENCEs

4 Services “A means of delivering value to customers by facilitating the outcomes that the customers want to achieve without the ownership of specific costs and risks.”

SErVICETangible (products) / intangible (activities)

Sold first, developed afterwards

A Service is compiled from mostly a large number of

products

Perceivedasan“end-to-end”service

Performancemeasuredatthecustomerinterface

Definedinthe“customer’slanguage”

Directlysupportingthe“businessprocesses”

PrODUCTTangible

Producedfirst,soldafterwards

A product can be involved in one or more Services

Perceivedasan“end-to-end”service

PerformancemeasuredinIT-technicalterms

Mostly defined in IT terms

Directlysupportingtheservices


Storage Service

StoreWhat?

StoreHow?

Store Information

Store equipment

Online Database

Portable Devices

Secure Cabinets

Store Files

SerVICe

PrODuCTS

5Processes-WhatAreWeTalkingAbout?

Processes are routines:• To organize the work as efficiently and effectively as possible.

• To prevent reinventing the wheel.

• To measure and improve.

Benefits of Process Management:• ProvideclaritytothebusinessaboutwhatITdoes.

• Impose organizational discipline.

• Defineorganizationalboundariesandroles.

• Support continuous improvement.

• Allow processes to be audited and improved.

5.1 What Is a Process?

It is a set of activities in a logical order that transfers input into output, to achieve an objective for a customer.

Process Control ProcessTriggers Process enablers

Including Processreports and reviews

Process resources

Process Capabilities

Process Metrics

Process Activities

Process Procedures

Process WorkInstructions

Process roles

Process Improvements

Process Policy

Process Owner

Process Documentation

Process Objectives

Process Feedback

Process Input

Process Output


5.2 Characteristics of a Process• Are measurable

• Havespecificresults

• Havecustomersand/orstakeholders

• Consist of a number of successive activities

• Haveaclearstartandend,aswellasinputandoutput

• Are repeatable

• Providevaluefortheorganization/stakeholders

• Respond to specific events – while a process may be ongoing or iterative, it should be traceable to a specific trigger

Each previous activity delivers value to the following activity in the process; otherwise, this activity should be eliminated.

5.3 Characteristics of a Process According to ITIL

MEASUrABLE

• Performancedriven

• Cost, quality, duration, productivity, and so on

SPECIFIC rESULTS

• Deliveryofaspecificresult

• Individually identifiable and countable

CUSTOMErS

• Result delivery to a customer or stakeholder

• Could be internal or external

• Meeting customer expectations

rESPOND TO A SPECIFIC EVENT

• Traceable to a specific trigger

5.4 Critical Success Factors in Process Management Design and Implementation

• Kick off an improvement initiative or process

design workshop with the processes that are

clearly defined already. Some room to alter these

processes must be allowed to facilitate Change

acceptance.

• Ensure that the processes are detailed at the right

levels. An overly detailed process description

will limit the flexibility required to customize the

process for the organization.

• Start process design activities with a clear vision

and specific objectives.

• Delegatetheprocesstasks,responsibilities,and

process ownership to people with the right level of

skills, knowledge, and authority.

• EnsurethecorrectpositionsoftheProcessOwners,

as required uniquely by the organization. Consider

amixwithProcessManagers,asappropriate.

• Demonstratemanagementcommitment.

• Demonstratestrongtraining,communication,and

awareness campaigns.

1 Define the vision: Why you want to work with processes, what is to be achieved, what is the relationship with the company’s strategy, and what are the business requirements –rememberthatProcessManagementis not a goal by itself.

Define the objectives: Ensure that you use SMART (Specific, Measureable, Achievable, Realistic, and Timely) as an approach to define measureable objectives in line with the company’s strategy and vision.

Identify the processes:Decidewhich processes are in scope.

Define the format of the processes:Processesshould be defined using a standard template for creating a high level of acceptance, reorga-nization, and availability – see Appendix C in serviceDesign–CabinetOffice,2011formoredetails.

Design and document the processes: Involve the key stakeholders in the organization to help prevent resistance to Change and to build a strong crew of Change agents.

Implement the processes: Activate the pro-cesses according to the defined descriptions.

Audit the processes: Audit the processes peri-odically to ensure compliance and adherence.

Measure the performance of the processes: BasedondefinedKeyPerformanceIndicators(KPIs),theprocessescanbemeasuredforef-ficiency and effectiveness in support of further improvement over time.

2

34

5

678

While it is important to note that there is no “one-size-fits-all” formula for process implementation, here is a set of steps that can be considered when designing your program. Remember, when you start with implementing processes, you are also changing the way people are used to working. Normally, people will resist Change, so it is important to also consider your MOC approach, such as Kotter’s 8 Steps for Change, as part of your overall process design/improvement activities within your ITSM program.

5.5 Process Implementation Approach

6 Functions and roles

“Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services. The capabilities take the form of functions and processes for managing services over a Lifecycle, with specialization in strategy, design, transition, operation, and continual improvement.”

DIFFERENCEBETWEENFUNCTIONsANDROLEs

It is important to understand the difference between a formal function within an organization and

the process roles that the function is expected to perform. A formal function may fulfill more than one

specific Service Management role and conduct activities relating to more than one process.

For example, a formal function, Network Administrator, may be responsible for performing Incident Manage-

ment as well as Capacity Management activities. Although the Network Administrator may report to a func-

tional line manager, the Network Administrator is also responsible for performing activities for the Service

DeskManager,theIncidentManagementProcessOwner,andtheCapacityManagementProcessOwner.


• Are units of organizations specialized to perform

specific types of work and be responsible for

specific outcomes.

• Are self-contained, with the capabilities and

resources necessary for their performance and

outcomes.

• Havetheirownbodyofknowledge,accumulated

through experience.

• Providestructureandstabilitytoorganizations.

• Typically define roles and the associated authori-

ties and responsibilities for a specific performance

and outcome.

• Tend to optimize work methods locally to focus

on assigned outcomes.

• Poorcoordinationbetweenfunctions,combined

with an inward focus, leads to functional silos that

hinder the alignment and feedback critical to the

success of the organization as a whole.

•

within and across functions.

6.1 Functions


6.2 Roles

Is accountable for the overall quality of the process and oversees the management of and

compliance with the processes, procedures, data models, policies, and technology associated

with the IT business process.

Is responsible for the Operational Management of a process. There may be several Process

Managers for one process, for example, regional or departmental Change Managers or IT

Service Continuity Managers for each data center.

Is accountable for the delivery of a specific service, regardless of where the underpinning

technology components, processes, or professional capabilities reside.

“A set of responsibilities defined in a process and assigned to a person or team. One person or team may have multiple roles, for example, the roles of Configuration Manager and Change Manager can be performed by one person.”

R O L E

Process Owner

Process Manager

Service Owner

R E s P O N s I B I L I T Y

rACI is an authority model used to help defi ne roles and responsibilities.

rACI is an acronym for the four main roles of:

7 raCI

the person or people respon-

sible for getting the job done

only one person can be

accountable for each task

the people who are

consulted and whose opinions

are required

the people who are kept

up-to-date on progress

R reSPONSIBle

AaCCOuNTaBle

CCONSulTeD

IINFOrMeD

7.1 Building a RACI

“Whether rACI or some other tool or model

is used, the important thing is to not just

leave the assignment of responsibilities

to chance or leave it to the last minute to

decide. Conflicts can be avoided and

decisions can be made quickly if the

roles are allocated in advance.”

Identify

the activities/

processes.

Identify/define

the functional

roles.

Conduct

meetings and

assign RACI

codes.

Identify

any gaps or

overlaps, for

example, where

there are two

As or no As.

Distribute

the chart and

incorporate

feedback.

Ensure

that the as-

signments are

activated in the

organization.

1 2 3 4 5 6

models in the following way:


In the RACI model, only one person can be accountable for an activity while

several people may be responsible for an activity or parts of an activity.

“In this model, accountable means end-to-end accountability for the process.

Accountability should remain with the same person for all activities of a

process.”

A C T I v I T Y 1

A C T I v I T Y 2

A C T I v I T Y 3

A C T I v I T Y 4

A C T I v I T Y 5

Director Service Management

Service levelManager

Problem Manager

SecurityManager

ProcurementManager

A R C I I C

A R C C C

I A R I C

I A R I

I I A C I

Example RACI Matrix


7.2 Critical Success Factors with RACI

• Havingmorethanonepersonaccountableforapro-

cess, meaning that, in practice, no one is accountable

• Delegationofresponsibilityoraccountabilitywithout

necessary authority

• Focusing on matching processes and activities with

departments

• Incorrect division/combination of functions; conflict-

ing agendas or goals

• Combination of responsibility for closely related

processes,suchasIncidentManagement,Problem

Management, Configuration Management, Change

Management, and Release Management

Be aware of the time demands of each of the activities because the immediate activities will always take prece-

dence over the more proactive activities.

Forexample,combiningIncidentManagementactivitieswithProblemManagementactivitieswithinthesame

function.

Identify the gaps and remove the overlaps for the best approach to process efficiency and effectiveness.


7.3 The Service Management Process Maturity Framework

The Service Management Process Maturity Framework (PMF) is the de facto standard for measuring the maturity of any process.

It is important to create an original baseline when

starting your ITSM program to answer the “Where are

we now?” question posed in the Continual Service

Improvement(CsI)model.ThePMFcanbeusedto

assess this initial baseline. Because this approach is

industry standard and has been in place for several

years, it may be possible to assess your organization’s

maturity against industry benchmarks.

However,becautiousinthisapproachbecause

it may be difficult to find benchmarks that come

significantly close to the unique characteristics of

your organization. These benchmarks can be used

to answer the “Where do we want to be?” question

within the CSI model.


A way to think about assessment timing is in line with the Deming

improvement Lifecycle.

7.4 When to Assess?

At the end of a process project, it is important to vali-

date the increased maturity of the process and the

process organization because of the overall project.

Assess the:

Vision and steering

Process

People

Technology

Culture

What to Assess?

PLAn (Project Initiation)

assess the targeted processes at the

start of process introduction to form

the basis for a process improvement

project.

PLAn (Project Midstream)

a check during process implementa-

tion or improvement activities serves

as validation that process project

objectives are being met and, most

importantly, provides tangible

evidence that benefits are being

achieved from the investment of time

and resources in process initiatives.

DO/CHECk (Process in Place)

at the end of a process project, it is

important to validate the increased

maturity of the process and the

process organization because of the

overall project. Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.

7.5 The Process Maturity Framework (PMF)

1 Initial

I n t e r m o f :

V i s i o n a n d S t e e r i n g

P e o p l e

P r o c e s s e s

T e c h n o l o g y

C u l t u r e

2 repeatable

3 Defi ned

4 Managed

5 Optimizing


InITIAL

(LEVEL 1)

The process has been recog-

nized, but there is little or no

ProcessManagementactivity.

The process is assigned as

of no importance, with no

resources or focus within the

organization. This level can

also be described as ad hoc or

occasionally even chaotic.

REPEATABLE

(LEVEL 2)

The process has been

recognized and is allocated

little importance, resources,

or focus within the operation.

In general, activities related to

the process are uncoordinated,

irregular, without direction,

or directed toward process

eff ectiveness.

DEFInED

(LEVEL 3)


nized and is documented but

there is no formal agreement,

acceptance, or recognition of

its role within IT operations as

awhole.However,theprocess

has a process owner, formal

objectives, and targets with

allocated resources and is

focused on the effi ciency as

well as the eff ectiveness of the

process. Reports and results

are stored for future reference.

MAnAGED

(LEVEL 4)

The process has now been

fully recognized and accepted

throughout IT. It is Service

focused and has objectives

and targets that are based on

business objectives and goals.

The process is fully defi ned,

managed, and has become

proactive, with documented,

established interfaces and

dependencies with other IT

processes.

OPTIMIZInG

(LEVEL 5)


fully recognized and has

strategic objectives and

goals aligned with the overall

strategic business and IT

goals. These IT goals have

now become institutionalized

as part of everyday activities

for everyone involved in the

process. A self-contained, con-

tinual process of improvement

is established as part of the

process, which is now develop-

ing a pre-emptive capability.

REPEATABLE

(LEVEL 2)

The process has been

recognized and is allocated

little importance, resources,

or focus within the operation.

In general, activities related to

the process are uncoordinated,

irregular, without direction,

or directed toward process

eff ectiveness.

DEFInED

(LEVEL 3)


nized and is documented but

there is no formal agreement,

acceptance, or recognition of

its role within IT operations as

awhole.However,theprocess

has a process owner, formal

objectives, and targets with

allocated resources and is

focused on the effi ciency as

well as the eff ectiveness of the

process. Reports and results

are stored for future reference.

MAnAGED

(LEVEL 4)


fully recognized and accepted

throughout IT. It is Service

focused and has objectives

and targets that are based on

business objectives and goals.

The process is fully defi ned,

managed, and has become

proactive, with documented,

established interfaces and

dependencies with other IT

processes.

OPTIMIZInG

(LEVEL 5)


fully recognized and has

strategic objectives and

goals aligned with the overall

strategic business and IT

goals. These IT goals have

now become institutionalized

as part of everyday activities

for everyone involved in the

process. A self-contained, con-

tinual process of improvement

is established as part of the

process, which is now develop-

ing a pre-emptive capability.

54321Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.

8 Metrics

8.1 Succeed with Measurements One of the management trends of the past years is to work according to performance indicators.

Organizations use performance indicators to check whether or not the “ship is still going in the

right direction.”

This is sometimes referred to as the “organization’s cockpit” or dashboard.

ThisapproachtousemetricsandmeasurementsthroughouttheITsMprogramanswersthe“Did

we get there?” question posed in the CSI model.

8.2 Why Measure?

YOur

MeaSureMeNT

FRAMEWORK

TODIRECT TarGeT aND MeTrICS

TOJUsTIFY

FaCTual eVIDeNCe

STraTeGY VISION

CHaNGeS aND

COrreCTIVe aCTIONS

TOvALIDATE

TO INTERVENE


It is important to link the

creation and management

of KPIs and metrics to the

corporate vision, mission,

goals, and objectives.

What does the KPI really tell us about achieving the goal?

how easy is it to analyze the KPI, and does the KPI support decision making?

how accurate and stable is the KPI?

At what frequency do we need to report on the KPI?

Who owns the KPI?

ASK yOUrSELF

VISION

MISSION

GOalS

OBJeCTIVeS

CSF

KPI

MeTrICS

MeaSureMeNTS


8.3 Continual Service Improvement Process

DeFINeWHATYOU

WILLMeaSure WISDOM

DaTa

aPPlY

21GaTHer THe DaTa

Who?How?When?

Criteria to evaluate

integrity of data

Operational goals

Service measurement

3

IDeNTIFY THe

STraTeGY FOr

IMPrOVeMeNT

Vision

Business need

Strategy

Tactical goals

Operational goals

IMPleMeNT

IMPrOVeMeNT 7PlaN

aCT DO

PrOCeSS THe DaTa

Frequency?

Format?

Tools and systems?

Accuracy?

4aNalYZe THe

INFOrMaTION

aND DaTa

Trends?

Targets?

Improvements required?

5

PreSeNT aND uSe THe

INFOrMaTION

Assessment summary

Action plans

Etc.

6

KNOWLEDGE INFOrMaTION

Metrics and measures using the 7-Step Improvement model from Continual Service Improvement:Identify the strategy for improvement, defi ne what you will measure, gather the data, process the data, analyze the information and data, present and use the information, and implement improvement.

CHECK


8.4 Goals, Questions, and Metrics Approach

The Goals, Questions, and Metrics (GQM) paradigm (Basili – 1980s) stands the test of time as an approach to assist with identifying metrics.

An example:GOAL

Reduce the business

impact of IT outages

and user-experienced

problems.

• Which Services impact the business the most? According to whom?

• What is the current Impact of outages on these business Services?

• What are the reasons for these outages?

• WhatarethemajorperceivedProblemsaccordingtousers?

• HowcanwereducetheamountanddurationoftheseoutagesandProb-

lems?

• Where can we gain the most success or quick wins?

QUESTIONS METRICS• Current Incident volume, outage time, and

reasons for key IT Service outages

• IdentifiedProblemscausingmultipleoutages

• ChangescarriedouttorectifyProblems

• Incident volume/outage time following

Changes


8.5 Balanced Scorecard Approach In early 1992, Kaplan and Norton first introduced the idea of a Balanced Scorecard in the harvard Business review. Since then, many organizations have used this approach to measure initiative success against corporate strategy.

INTerNalWhatmustourIT

providers (internally)

excelat?

Service-oriented culture

Skilled staff and IT expertise

Efficiency of IT Service provision

Service delivery times

Processingcapacity

Security

Accountability of IT provision

CuSTOMerWhatdoweas

customersexpect

ofITprovision?

Availability of IT Services

Quality of IT Services

PerformanceofITservices

Value for money IT Services

Reliability of the IT Infrastructure

Support of hands-on IT users

INNOVaTIONDoes our IT infrastructure

enable us to continue to

improvethebusiness?

Flexibility of the IT infrastructureAbility to control Changes to IT Services and the IT infrastructureAdaptability of the IT infrastructure to changing demand in the businessCommunication and knowledge transferBusiness productivity in relation to IT costsHarnessing(new)technology

FINaNCIalas customers how do

we view the costs of

ITprovision?

Understanding IT costs to the business

Ability to control IT costs to the business

Economy of IT provision

Return on IT infrastructure investments

IT contracts management


8.6 The Format of a Performance Indicator

Performance indicators should be defined and documented

in a format that is owned and maintained as a document CI

in the CMDB. For each performance indicator, the following

should be defined and maintained:

• Title

• Description

• Measurement unit

• Report frequency

• Periodofthereport

• Employees responsible for the delivery of information

• Datasources

• Performanceindicatorownership(roleaccountableforaction

on any reported exceptions)

Steps to Develop Performance Indicators

• Lead the measurement effort.

• Educate the team about performance indicators and the measurement

and reporting of corporate standards.

• Create a team for each process to determine measurement points and

capabilities.

• Create performance indicator documentation.

• Validate the IT and business performance indicators with the manage-

ment team.

• Implement measurements and reporting.

Here is an example of a step-by-step plan to develop performance

indicators in the processes. The Process Owner / Manager should:

8.7 Pitfalls During the Development of Performance IndicatorsSome of the pitfalls faced when developing perfor-

mance indicators are:

• Obsessive measurement

• Nondirected measurement – measure because we can

• Lack of ownership of results

• Measurements not linked to business objectives

It is recommended to start with a minimum number of

highly relevant performance indicators and to add or

change them, as required, to validate, direct, intervene, or

justify ongoing program investment and continuity.

Why Use Performance Indicators in Processes?

• Measurements are knowledge.

• Processesarecontrolled.

• Improvement points are identified.

• Facts, instead of opinions, become known.

• There are links with policy and strategy.

• Business decisions are supported.

It is recognized that the use of Service Management tools is essential for the success of all but the very smallest process implementations. however, it is important that the tool(s) being used support the processes, not the other way around. As a rule, don’t modify processes to fit the tool.

With today’s sophisticated levels of integrated Service Management applications, it is important to work closely with your technology partner to understand possible process functionality limitations that might be expensive to recode and support, as required. These decisions and limitations may need to be taken into account when designing your processes.

9. Technology 9.1 Service Design Tools

• Assist with automating hardware, software, environment,

process, and data designs.

• Speed up the design process.

• Ensure that standards and conventions are followed.

• Offer prototyping, modeling, and simulation facilities.

• Enable “What if?” scenarios to be examined.

• Enable interfaces and dependencies to be checked and

correlated.

• Validate designs before they are developed and implemented to

ensure that they satisfy and fulfill their intended requirements.


• Service achievement, Service Level

Agreement (SLA), Operational Level

Agreement (OLA), contractual and supplier

measurement, reporting, and management

• Consolidated metrics and Metrics Trees,

with views from management dashboards

down to detailed component information,

performance and fault analysis, and

identifi cation

• Consistent and consolidated views across

all processes, systems, technologies, and

groups

• A comprehensive set of search and

reporting facilities, enabling accurate

information and analysis for informed

decision-making

• Management of Service costs

• Management of relationships, interfaces,

and interdependencies

• ManagementoftheservicePortfolioand

Service Catalogue

• Confi guration Management System (CMS)

• CMDB

• Service Knowledge Management System

(SKMS)

9.2 Tools to Support the Service Lifecycle

A Statement of Requirements (SoR) is essential for

use during the selection process. This can be used as

a check list, categorized using the MoSCoW analysis:

MUST have thisM

S

C

W

SHOULD have this if at all possible

COULD have this if it does not aff ect anything else

WON’T have this time but WOULD like in the future


• Breadth and depth of functionality

• Flexibility in implementation, usage,

and data sharing

• Implementation complexity

• Ease of use and quality and extent

of supplier training

• Quality of management information

produced as standard

• Ease with which data can be analyzed

and presented

• Datastructure,handling,andintegration

• Distributeddatainputpluscentraldataview

• Experience and commitment of the

supplier to best practices

• Databackupandsecurity

• Cost

9.3 Service Management Tools

The exact requirements for the tool must be considered. You need to check what the man-datory requirements and the desired requirements are. There are many integrated tools in the marketplace to enable the Service Management processes and provide integration between the processes.

Some aspects that organizations should consider when evaluating Service Management tools:

SHOrT lISTING

WHATREQUIREMENTS IDeNTIFY PrODuCTS SeleCTION CrITerIa

eValuaTe PrODuCTS

SCOrINGraNK THe PrODuCTSSeleCT a PrODuCT

Identify your tool requirements before

researching products. Some of your

research may result in new require-

ments. Complete this iterative process

(if required) before defi ning your

selection criteria.

9.4 The Tool Evaluation Process


10 ITIl Service lifecycle


SErVICE STrATEGy

Providesguidanceon

designing, developing,

and implementing Service

Management, not only as an

organizational capability but

also as a strategic asset.

SErVICE DESIGN

Providesguidanceonthe

design and development of

Services and Service Manage-

ment processes. It covers

design principles and meth-

ods for translating strategic

objectives into portfolios of

services and Service Assets.

SErVICE TrANSITION

Providesguidanceonthe

development and improve-

ment of capabilities for tran-

sitioning new and changed

Services into operations. It

also provides guidance on

how the requirements of Ser-

vice Strategy, as architected

inserviceDesign,arefinally

realized in Service Operations

while controlling the risks of

failure and disruption.

SErVICE OPErATION

Achieves effectiveness and

efficiency in the delivery and

support of Services, for ensur-

ing value for the customer

andtheserviceProvider.

Maintains stability in Service

operations while allowing

for Changes in design, scale,

scope, and Service levels.

CONTINUAL SErVICE IMPrOVEMENTProvidesguidanceoncreat-

ing and maintaining value

for customers through the

provision of approaches and

methods to achieve improve-

ments in Service quality,

operational efficiency, and

business continuity.


Provides an overview of ITIL to participants and helps them understand why organizations use ITIL.

Focuses on selective subjects and helps practitioners attain the required level of knowledge. Both Intermediate

streams assess an individual’s comprehension and application of the concepts of ITIL. Candidates are able to take

units from either of the Intermediate streams, which give them credits toward ITIL Expert. These streams are.

a. The Lifecycle stream: Is built around the five core Cabinet Office books, namely, Service Strategy, Service

Design, Service Transition, Service Operation, and Continual Service Improvement.

b. The Capability stream: Is built around four clusters: Planning, Protection, and Optimization(PPO); Service

Offerings and Agreement(SOA); Release, Control, and Validation(RCV); and Operational Support and

Analysis(OSA).

The Managing across the Lifecycle course brings together the full essence of the Lifecycle approach to Service

Management. After someone has gained the requisite credits through their education at

the Foundation, Intermediate, and Managing across the Lifecycle levels, they will be awarded

ITIL Expert certification.

Assesses an individual’s ability to apply and analyze the ITIL concepts in new areas.

F O U N D AT I O N L E V E L

I N T E R M E D I AT E L E v E L

M A N A G I N G A C R O S S T H E L I F E C YC L E L E v E L

A D vA N C E D L E v E L

11 Mastering ITIl using effective learning Solutions

Through a global network of certified delivery and

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portfolio of competence development programs.

Through classroom, eLearning and blended course

environments, our solutions have been delivered

in over 45 countries and offered in 12 languages.

ITpreneurs has trained thousands of IT professionals

in hundreds of corporations.

With expertise in key domains including ITSM, IT

Governanceandstrategy,solutionDevelopment

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Management, and Cloud Computing, ITpreneurs

provides guidance on a broad range of frameworks

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12 about ITpreneurs

13 Valued Suggestions

We would like to hear from you:

If you have any suggestions or ideas

If you have been involved in an ITSM program crisis

for which you did not find an answer in the kit

Forward your comments and suggestions to

[email protected].

ITpreneurs is a global provider of training solutions in the IT management and IT governance best-practice domains.

For more information, please visit our Web site:

www.ITpreneurs.com

14 ITpreneurs’ IT Best-Practice Domains

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