Functions and Processes in Service Transition P4

Release and Deployment Management
Introduction

• ITIL defines release and deployment management as follows:

• Release and deployment management aims to build, test
  
  and deliver the capability to provide the services specified by
  
  service design and that will accomplish the stakeholders’
  
  requirements and deliver the intended objectives.

Functions and Processes in Service Design P5

Knowledge Management

Introduction

• The goalof knowledge management is to improve the quality of the (management’s) decision-making process by ensuring that reliable and secure information is available during the Service Lifecycle.

F & P in Continual Service Improvement Part 2

Service Reporting

• The service reporting process is the process which is responsible for generation and supply of reports about the results achieved and the developments in service level

Service Report Process

Functions and Processes In Service Design P3

Service Asset and Configuration Management
Introduction

• The purpose of Service Asset and Configuration Management (SACM) is to provide
  
  a logical model of the IT infrastructure.

• The objective is: to define service and infrastructure components and maintain
  
  accurate configuration records.

Functions and Processes in Continual Service Improvement Part 1

CSI improvement process

• The CSI improvement process or 7-step improvement process describe how to measure and report
• Improvement take place according to P-D-C-A cycle
• The CSI plan phase results in a Service Improvement Plan (SIP)

Activities, methods and techniques

• CSI will measure and process these measurements in a continual improvement process
• This will take place in seven step from measurement to improvement

Seven step from measurement to improvement

F & P in CSI: 7 Steps from Measurement to Improvement

Step 1: What should you measure?

• The service owners determine what they should measure. For this reason, they will chart the activities that are needed for the services management processes, or to provide services
• Input:
• Service level requirements and goals
• Service catalogue
• Vision, mission, goals and objectives of the organization as a whole, and of the various units
• Legal requirements
• Governance requirement
• Budget
• Balanced scorecard
• Output - A list of what you should be measuring, including:
• CSF
• KPIs
• Metrics
• Measurements

Functions and Processes in Service Transition P1

Transition Planning and Support

Introduction

• The goals for transition planning and support include:

• Planning and coordinating resources in order to ensure that the specifications of the Service Design are realized.

• Starting with the transition phase, identify, manage and limit risks that could interrupt the service.

Functions and Processes in Service Transition

Change Management
Introduction

• To resolve a problem, action need to be taken to make changes to the affect IT component
• The change be in the form of replacing a CI or changing certain setting of a CI
• A changeto solve a problem can result in new problemcoming up when implemented. Thus,
  
  change has to be analyzed and properly planned

Example

Service Transition

Introduction

• Objectives:

• To realize, plan and manage the new service

• Ensure minimum impact for existing services

• Improve customer satisfaction and

• Stimulate the proper use of the service

Functions and Processes In Service Design P6

Information Security Management
Introduction

• The goal of information security management is to align IT and business security and ensure that information security is managed effectively in all services and service management activities.

Functions and Processes In Service Design P7

Supplier Management

Introduction

• The goal of the supplier management process is to manage suppliers and the services they supply, to provide seamless quality of IT service to the business, ensuring value for money.

Functions and Processes In Service Design P5

IT Service Continuity Management

Introduction

• The goal of IT Service Continuity Management (ITSCM) is to support the overall business continuity process by ensuring that the required IT technical and service facilities (including computer systems, networks, applications, data repositories, telecommunications, environment, technical support and service desk etc.) can be resumed within required and agreed business timescales.

Functions and Processes In Service Design P3

Capacity Management
Introduction

• The goal of capacity management is to ensure that cost-justifiable IT capacity in all areas of IT always exists and is matched to the current and future agreed needs of the business in timely manner.

• Capacity management is supported initially in Service Strategy where the decisions and analysis of business requirements and customer outcomes influence the development of Patterns of Business Activity (PBA), Lines of Service (LOS) and Service Level Packages (SLP).

• Provides the predictive and ongoing capacity indicators needs to align capacity to demand.

Functions and Processes in Service Design P4

Availability Management

Introduction

• The goal of availability management is to ensure that the level of service availability delivered in all services is matched to or exceeds the current and future agreed needs of the business, in a cost effective manner.

Functions and Processes In Service Design P2

Service Level Management

Introduction

• The goal of the Service Level Management (SLM) process is to ensure that an agreed level of IT service is provided for all current IT services, and that future services are delivered to agreed achievable targets.

Continual Service Improvement (CSI)

Goals and Objectives

• The goal of CSI is for continual improvement of the effectiveness and efficiency of IT services
• Aims to achieve and surpass the objectives (effectiveness), and obtain these objectives at the lowest cost possible (efficiency)
• How? By measuring and analyzing process results in all Service Lifecycle phases, to determine which results are structurally worse than others. These offer the highest improvement probability
• CSI mainly measures and monitors the following areas:
• Process compliance – Does the organization follow the new or modified service management process
• Quality – Do the various process activities meet their goals?
• Performance – How efficient is the process? What are the elapsed times?
• Business value of a process – Does the process make a difference? Is it effective? How does the client rate the process?

Deming Cycle –PDCA

F & P in Service Operation - Activities, methods and techniques

Job scheduling

• IT operations executes standard routines, queries or reports that technical and application management teams have handed over as part of the service or of routine daily maintenance task

Backup and Restore

• An organization must protect its data, which includes backup and storage of data in reserved locations where it is protected and if necessary, accessible
• A restore can be initiated from several source, varying from an event indicating data corruption to a service request from a user or customer
• A restore may be necessary in case of:
• Corrupt data
• Lost data
• A calamity plan/ IT service continuity situation
• Historical data required for forensic investigation

Print and output

• Many service provide their information in print or electronic form (output). The service provider must ensure that the information ends up in the right places, correctly and in the right form
• Laws and regulations may play an important part in print and output. Archiving important or sensitive data is particularly

Functions and Processes In Service Design P1

Service Catalogue Management

Introduction

• The purpose of Service Catalogue Management (SCM) is to provide a single source of consistent information on all of the agreed services, and ensure that it is widely available to those who are approved to access it.

• The goal of service catalogue management is the development and upkeep of a service catalogue that contains all accurate details, the status, possible interactions and mutual dependencies of all current services and those being prepared to run operationally.

• Value for the business

Functions and Processes in Service Operation - Information Management

Information Management

The identity of a user is the information that distinguishes him as an individual and verifies his status in the organization. The following data may be used, for instance:

• Name
• Contact details such as phone number and (e-mail) address
• Physical documentation, such as driver's license and passport
• Numbers referring to a document or entry in a database, such as social security number and driver's license number
• Biometric information, such as fingerprints, DNA and voice recognition patterns

While every user has a separate identity and every IT service can considered an individual identity. It often make sense to group them for easier management. Sometime the terms user profile, user template or user role are used to describe this type of grouping.

Functions and Processes in Service Operation - Problem Management

PROBLEM MANAGEMENT

A problem is the cause of one or more incident

Introduction

• The solution to a problem can be permanent or only temporary due to a permanent solution not available
• To prevent a problem from recurring, a permanent solution must be identified

Functions and Processes in Service Operation - Access Management

Access Management
Access management grants authorized users the right to use a service, but denies unauthorized user access. Some Organizations also call it "rights management" or "identity mangement"

Scope

• Access management ensures that users have access to a service, but it does not guarantee the access is always available at the agree times. This handled by availability management
• Access management can be initiated via a number of mechanisms, such as the service desk by means of a service request

Functions and Processes in Service Operation - Event Management

EVENT MANAGEMENT

An event can be defined as any detectable or discernible occurrence that has significance for the management of the IT infrastructure or the delivery of IT service and evaluation of the impact a deviation may cause to the service

Objective

• The objective of event management is to detect events, analyze them and determine the right management action
• It provides the entry point for the execution of many service Operation processes and activities

Functions and Processes in Service Operation - Incident Management

INCIDENT MANAGEMENT

An Incident is an unplanned interruption to an IT service or reduction in the quality of an IT service. Failure of a CI that has not yet affected service is also an incident

Introduction

• When there is a problem or issue with a service or product provided, customer will call in to report or it might be detected by the employee of the provider company
• Once a problem or issue is detected it has to be handled in a organized way
• Incident management is the process used

Service Operations

Objectives

Service Operation is about fulfilling all activities required to provide and support services at the agreed service levels. These include:

• The services
• The service management processes
• The technology
• The people

Different views of IT services

• The External IT view is about the way users and customers experience services
• The Internal IT view is about how the IT Staff manages IT components and systems to provide services
• The view that IT is part of IT services (the external business view) is the opposite of the idea that IT is a series of technological components (the internal IT view)

Introduction to Processes and Functions

Introduction to Processes

• A process is defined as a logically related series of activities executed to meet the goals of a defined objective
• Consists of two kinds of activities:
1. The activities to realize the goal (operational activities concerned with the throughput)
2. The activities to manage these (control activities)
• The control activities make sure the operational activities (the workflow) are performed in time, in the right order
• Concerns about:
• Objectives of processes
• Relationships with other processes
• Inputs, outputs, outcomes
• Control activities
• Policies and standards
• Throughput
• Process owners
• Performance indicators


• Described using Procedures /Work instructions

Introduction to Service Lifecycle

What is IT Service Management?

IT Service Management(ITSM) is a set of specialized organizational capabilities used by a Service Provider.
It consists of:

• processes,
• methods,
• functions,
• roles and activities

Benefits of ITSM

Closing

Closure

• Project management activities do not end immediately after the product is completed
• The main purpose of closure is to formally end a project

Types of closure

• Closure activities can be categorized to 2 main types as below
• Administrative closure
• Product is formally accepted by customer
• All stakeholders have no more issues pertaining to the project
• Contract closure
• Relates to ending the work with the vendor

Controlling & Monitoring

Project Control

• Monitoring and controlling involves regularly measuring progress to ensure that the project is meeting its objectives and addressing current business needs
• The Project Manager and other staff monitor progress against plans and take corrective action when necessary
• Things to monitor and control are scope, cost and schedule

Scope creep

Creating 'After the jump' summaries

http://www.google.com/support/blogger/bin/answer.py?answer=154172

Execution

Project Execution

• Project Execution is where the real work starts
• This is where you make use of some of the information you gather during the planning stages
• Issues that need to be handled along the way
  • Managing the team
  • Relationship with other stakeholder
  • Performance of plan
  • Information distribution
  • Vendor contract administration

Other Planning - Procurement Planning

Procurement management

• Sometimes external resources are needed to provide the project deliverables
• Procurement management involves activities from deciding to purchase a product to selecting the external party to produce the product

Other Planning - Risk Planning

Risk Planning

• Risks are events that can potentially affect the project outcome in a bad way (e.g. delay in shipment, software not compatible with operating systems)
• Risk planning deals with how you manage these areas of uncertainty
• Risk planning has three components:
• Risk Identification – identifying the possible risk. By asking question such as what are the areas that is unfamiliar or complex or easily influenced by external factor
• Risk Analysis – determine impact of the risk
• Risk response – action taken in response to the risk that is the most serious

Other Planning - Communications Planning

Communication Planning

• Good communication is key to project success
• A project manager needs to constantly communicate project related information to stakeholder
• Need to determine
• WHAT to communicate
• TO WHOM to communicate
• HOW to communicate
• WHY or purpose

Functions and Processes in Service Strategy Part 3

Demand Management

Introduction

• Challenges in managing service demand

• Demand Management (DM) is a vital aspect of service management.

• It aligns supply with demand and aims to predict demand as closely as possible and, if possible, even regulate it.

• Badly managed demand represents a risk for service providers.

• Too much capacity, results in costs that do not yield value.

• Inadequate capacity, however, affects the service quality and limits service growth.

• Challenges in managing service demand

Other Planning: Quality Planning

Quality Planning

• Quality refers to the performance and usability of the final product produced
• Quality planning ensure superior quality product delivered
• The quality planning involves identifying what constitutes quality for the project and devise methods to measure it

What Is Quality?

Cost Planning

• Cost planning determines the cost of the project
• To determine the cost,there is a need to determine resources needed --> resource planning
• The purpose of cost planning is to include the processes required to ensure that a projet team completes a project within budget

Other Planning - Human Resource Planning

Human Resource Planning

• Human resources planning will address issues such as defining roles and responsibilities, reporting structure and acquisition of the staff
• Covers organizational planning and staff acquisition

Functions and Processes in Service Strategy Part 1

Financial Management

Introduction

• Financial Management is an integrated component of service management

• It provides vital information that management need to ensure efficient and cost-effective service delivery

Schedule

Schedule

• A project schedule defines the timeline of the tasks to be completed
• Coordinate the tasks to be done

Schedule Planning

• Schedule planning involves the following:
  • activity definition (what to be done)
  • activity sequencing (the order it is done)
  • activity duration (how long it take)

Planning

Planning Phase

• The planning phase develops more detail plans on what has to
  be done, based on the information from the initiation stage
• Translates needs into more specific tasks
• For example, when we want to buy a house we need to do more specific things like checking the surrounding, transport, price etc

Initiation

Project Initiation

• Initiation is the first process of IT project management and deals with how a project begins
• A project does not appear from nowhere, it has to come from somewhere
• When there is a project, we do not jump immediately into implementing it

Introduction to Project Management

What is a Project?

• a project is defined as a temporary work that delivers new project or services
• has a clear stop and end date
• something new is being created such as creating a new MP3 player or software games as compared
  to repairing or troubleshooting the product
• different from the daily work that is done routinely everyday or every week. Think of it as a difference between a school project and normal lessons

Week 6 (Mid-Term Presentation) (2010 P4)

We had done our mid-term presentation for today. Hearing feedbacks from Mr Siva and Mr Sum, we have realised that we need to do lots of changes and improvement in our project. The key to the presentation is to put relevant information, understand the objectives, goals and output. They also said, in presentation, we have to put in the things that we really understand rather than following instructions or guidelines. They seriously prefer gantt chart to be really precised and not using the excel, like what we had referred from the previous batch. We have take note of the things that we need to improve on and we hope to do better for our final presentation.