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ITIL Version 3 Foundation forIT Service Management

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Acknowledgements & Disclaimer

Some of the information and slides may/

appear to have been reproduced from

different sources. We hereby acknowledge

their direct / indirect contribution.

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Agenda

Day1

Course Introduction

Exam Structure

Module-1: Service Management

Module-2: Service Lifecycle

Module-3: Key Principles, Models and Concepts

Module 4: Concepts, Processes, Roles and Functions

Day2 Module 4: Concepts, Processes, Roles and Functions

Module 5: Service Mgmt Technology & Architecture

Sample Test paper analysis

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Foundation level

This entrance level offers a general awareness of theService Lifecycle and the key elements within. Learning

objectives and competencies are focused on an

understanding of the overall linkages between the stages in

the Lifecycle, the processes used and their contribution to

Service Management practices.

The purpose of the ITIL Foundation Certificate in IT Service

Management is to certify that the candidate has gainedknowledge of the ITIL terminology, structure and basic

concepts and has comprehended the core principles of ITIL

practices for Service Management.

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Foundation level

Upon successful completion of the education and examination

components related to this certification, candidates can

expect to gain knowledge and understanding in the following:

Service Management as a practice (Comprehension)

Service Lifecycle (Comprehension) Key Principles and Models (Comprehension)

Generic Concepts (Awareness)

Selected Processes (Awareness)

Selected Roles (Awareness)

Selected Functions (Awareness)

Technology and Architecture (Awareness)

ITIL Qualifications Scheme (Awareness) 5

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Foundation level

Pass Score 65% Distinction None

Score

Marking Method Classic Multiple choice:

Only one option can be correct and will be awarded a mark. The

remaining 3 distracters are awarded no marks

Delivery Examination can be online or Paper Based from anATO or directly via an Examination Institutes Public Exam

Scheme

Class size Maximum ratio of 25 students to one trainer6

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ITIL V3 and Training Qualifications

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ITIL V3 Vs an ITIL V2.1

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IT Infrastructure Library

ITIL : IT Infrastructure Library Proven best practices for IT Service management

Provide details of other Industry Framework andstandards

COBIT, ISO/IEC 2000

First published by UK Government in 1980s

Updated to V2 in 2000/2001 Improved for international audience

New types of Service Delivery Updated to V3 in 2007

Lifecycle model

Greater focus on strategy and business outcomes

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ITIL Overview

What is ITIL? ITIL is Best Practice IT Service Management which is used by

many hundreds of organizations around the world. A whole

ITIL philosophy has grown up around the guidance contained

within the ITIL books and the supporting certification andqualification scheme.

The ethos behind the development of ITIL is the recognition

that organizations are becoming increasingly dependent on ITin order to satisfy their corporate aims and meet their

business needs. This leads to an increased requirement for

reliable, high-quality IT services.

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ITIL Overview

ITIL provides the foundation for quality IT Service Managementthrough documented, proven processes that cover the entire

Service Lifecycle. It is easy for organizations to learn, tailor and

implement to suit their environment.

The widespread adoption of the ITIL guidance has encouragedorganizations worldwide, both commercial and nonproprietary, to

develop supporting products as part of a shared ITIL Philosophy.

The ITIL publications and supporting schemes are kept up to date

with current best practice and changes within the marketplacethrough a regular review cycle to update content in collaboration

with a wide range of international users and stakeholders in the IT

service management community. ITIL Version 3 was formally

released on 5th June 2007. 13

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ITIL Overview

The ITIL concept emerged in the 1980s, when the Britishgovernment determined that the level of IT service quality provided

to them was not sufficient. The Central Computer and

Telecommunications Agency (CCTA), now called the Office of

Government Commerce (OGC), was tasked with developing aframework for efficient and financially responsible use of IT

resources within the British government and the private sector.

The earliest version of ITIL was actually originally called GITIM,

Government Information Technology Infrastructure Management.Obviously this was very different to the current ITIL, but

conceptually very similar, focusing around service support and

delivery.

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ITIL Overview Large companies and government agencies in Europe adopted the framework

very quickly in the early 1990s. ITIL was spreading far and, and was used inboth government and non-government organizations. As it grew in

popularity, both in the UK and across the world, IT itself changed and

evolved, and so did ITIL.

In year 2000, The CCTA merged into the OGC, Office for GovernmentCommerce and in the same year, Microsoft used ITIL as the basis to develop

their proprietary Microsoft Operations Framework (MOF).

In 2001, version 2 of ITIL was released. The Service Support and Service

Delivery books were redeveloped into more concise usable volumes. Over

the following few years it became, by far, the most widely used IT service

management best practice approach in the world.

In 2007 version 3 if ITIL was published. This adopted more of a lifecycle

approach to service management, with greater emphasis on IT business

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ITIL Library Components

The ITIL Core

Best practice guidance applicable to all types of organizations who

provide service to a business

Consist of five publications Service Strategy

Service Design

Service Transition

Service Operations

Continual Service Improvement

The ITIL Complementary Guidance

Specific to industry sector, organization type, operating model andtechnolo architectures

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Module-1: Service Management

ITIL Version 3 Foundation for

IT Service Management

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What is a Service

A means of delivering value

Facilitate outcome that customer want to

achieve

Ownership of specific cost and associated risks

Enhance performance and reduce grip of

constraints

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What is Service Management

Set of specialized Organizational capabilities

for providing value to customer in form of

service

A set of Functions and Procedures for

managing services over the lifecycle

Specialization in strategy, design, transition,

operations and continual improvements

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What is Service Management

Is a professional practice supported by an

extensive body of knowledge, experience and

skills

Formal schemes exists for the education,

training and certification of practicing

organizations

Influence Quality and make outcome of

service more predictable

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Why it is important?

The capabilities represent a service

organizations capacity, competency and a

confidence of action

Without these capabilities a service

organization is merely a bundle of resources

that by itself has low intrinsic value

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Service Management

The origins of service management are

traditional service business such as airlines,

banks, hotels and phone companies

In practice has been huge success in IT

Organizations for managing applications,

infrastructure and processes

Popular because of outsourcing and shared

services

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Function

A team or group of people and the tools that they use to carryout one or more processes or activities

Specialized to perform a task

Self contained with capabilities and resources

Includes Work Methods and own body of knowledge internal tothe functions

Way to implement specialization principle

There is coordination between function through shared

processes Poor coordination and inward focus leads to function silos that

hinder success of the organization as whole.

Well defined processes are required to improve productivity

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Role

A set of responsibilities, activities and authorities grantedto a a person or team

Set of connected behaviors or action that are performed bya person, team or group in specific context

For example a track can perform a role of ProblemManagement while diagnosing the root cause of anincident

The same track could play over other roles at differenttime (incident management, change management,

capacity management) Scope of the role and what trigger them is defined by therelevant process

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Process

A set of activities designed to accomplish a specificobjective.

Takes defined inputs and turns them into definedoutputs

A process may include roles, responsibilities, tools andmanagement control required to deliver output

Process Model

Process once defined, should be documented and

controlled They can be repeated and become manageable

Process measurement and metrics

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Process

If products conform to the set norms, the process can be considered

effective (because its can be repeated, measured and managed).

If activities are carried out with a minimum use of resources, the process

can also be considered effective

Working with defined process has been the foundation of ITIL from the

beginning

Each Organization should adopt a formalized approach to the design and

implementation of Service Management Processes to build practical and

appropriate processes

Closed loop system, they provide change and transformation towards a

goal.

Self reinforcing and self corrective action 26

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How to recognize a process

It is measurable

It delivers specific results

Primary results are delivered to customer orstakeholders

Its responds to a specific events

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Module-2: Service Lifecycle



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Service Lifecycle

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ITIL V3 Processes

ServiceStrategy

ServiceOperation

ServiceTransition

ServiceDesign


7 Step Improvement Process

Service Reporting Service measurement

Financial Management

Service Portfolio Mgmt

Demand Management

Strategy GenerationIT Service ContinuityManagement

Information SecurityManagement

Service Catalog Mgmt

Supplier Management

Capacity Management

Availability Management

Service Level Mgmt

Transition PlanningAnd Supporting

Service Validationand Testing

Evaluation

Release andDeployment Mgmt

Service Asset andConfiguration Mgmt

Change Management

Knowledge Management

Access Management

Event Management

Request Fulfillment

Technical ManagementFunction

Problem Management

Incident Management

Service Desk Function

Application

Management Function

IT Operations

Management Function

Function

From ITIL V2

From ITIL V3

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Service Lifecycle

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Programme Management ITIL V3

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Service Strategy

Transform Service management into a strategic asset Helps to think and act in strategic manner

Helps clarify the relationship between various service,systems or process and the business models, strategies

or objectives they support Development of markets, internal and external, service

assets, service catalog and implementation of strategythrough the service lifecycle

To identify, select and prioritize opportunities Think why something needs to be done before thinkinghow

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Service Strategy

What service should we offer and to whom?

How to differentiate ourselves from competing alternatives?

How do we truly create value for our customers?

How do we capture value for our stakeholders?

How can we make a case for strategic investments?

How can financial management provide visibility and control over value

creation?

How do we choose between different pats for improving service quality?

How do we efficiently allocate resources across a portfolio of service?

How do we resolve conflicting demands for shared resources?

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Service Design

Provide guidance for the design and development ofservices and Service Management Processes

The scope includes new services, and the changes andimprovements necessary to increase and maintain

value to customers over the lifecycle of services

Scope: Design of

New and changed services

Service Portfolio and Service Catalog

Technology architecture and management system

Processes required

Measurement method and metrics

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Value to business of Service Design

Improve QoS

Improved consistency

Easier implementation

Effective service improvement

More effective ITSM

Improved Service Alignment

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Service Design Phases

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Service Transition

Plan and implement the deployment of all releases tocreate a new service or improve an existing service

Assure that proposed changes in the Service Design arerealized

Successfully steer releases through testing and into liveenvironment

Decommission or terminate services

Scope Package, build, test and deploy release

Establish the service specified in the customer andstakeholder requirements

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Service Transition

Plan and manage capacity to package, build, testand deploy

Provide a consistent and rigorous framework for

new service evaluation and risk evaluation beforedeploying new service

Provide efficient, repeatable build and installationmechanism

Ensure that the services can be managed,operated and supported in accordance with therequirements and constraints specified

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Service Transition: Key Processes and

Activities

Within the Service Transition process set, some of

the processes most important to Service

Transition are whole lifecycle processes and have

impact, input and monitoring and controlconsiderations across all lifecycle stages.

The whole lifecycle processes are:

Change Management Service Asset and Configuration Management


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Value to business of Service Transition

Ability to react quickly to give competitive edge

Management of mergers, de-mergers,acquisitions, transfer of services

Higher success rate of changes and releases Better prediction of service levels and warranties

Better estimation of resources and budgets

Reduced level of risk Timely saving following disposals and de-

commissioning

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Service Operations

Coordinate and carry out day-to-day activitiesand process to deliver an manage services atagreed levels

Ongoing management of the technology thatis used to delivery and support services

Where the plans, designs and optimization areexecuted and measured

Scope is ongoing management of services,Technology and people

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Key processes and activities

Event Management Process

Incident Management Process

Request Fulfillment Process

Access Management Process

Problem Management Process

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Common Service Operation Activities

Service Operation includes a number of activities theseinclude:

Monitoring and control: to detect the status of servicesand CIs and take appropriate corrective action

Console management/operations bridge: a centralcoordination point for monitoring and managing services

Management of the infrastructure: storage, databases,middleware, directory services, facilities/data centre etc.

Operational aspects of processes from other lifecyclestages: Change, Configuration, Release and Deployment,Availability, Capacity, Knowledge, Service ContinuityManagement etc.

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Key Functions

Service Desk Function

Technical Management Function

Application Management Function

IT Operations Management Function

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Achieving Balance and Communication

Conflicting Motives and needs to be balanced

IT Services Vs Technology

Stability Vs Responsiveness

Quality of service Vs Cost of service

Reactive Vs Proactive

Good communication is important across all phases of the service

lifecycle but particularly so in Service Operation

Issues can often be mitigated or avoided through good

communication

All communication should have 46

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Aims at continually align IT Services to changingbusiness needs by identifying and implementingimprovements

Continually looking for ways to improve process

efficiency and effectiveness as well as costeffectiveness

You can not manage what you can not control

You can not control what you can not measure

You can not measure what you can not define

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Objectives of CSI

Review, analyze and make recommendations onimprovement opportunities in each lifecyclephase: SS, SD, ST and SO

Review and analyze Service Level Achievement Ensure applicable Quality management methods

are being used to support CSI

Improve cost effectiveness

Would lead to maturity of processes

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Value to business of CSI

Improved Service Quality, higher availability

Gradual cost reduction and better cost

justification

Better information about existing services and

areas for improvements

Better Business/IT alignment

Increased flexibility and adaptability

ROI/VOI

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Module-3: Key Principles, Models

and ConceptsITIL Version 3 Foundation for


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Example: RACI Model

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Example: RACI Model

Director Service

Level Mgr

Problem Mgr Security Mgr Procurement

Mgr

Acvitivty-1 AR C I I C

Acvitivty-1 A R C C C

Acvitivty-1 I A R I C

Acvitivty-1 I A R I

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1. Identify activity/processes2. Identify/define the functional roles

3. Conduct meeting and assign the RACI codes

4. Do not have more than one accountable person

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Supplier and Contracts

Supplier: A third party responsible for

supplying goods or services. They enable

service provider to deliver a service

Contract: A legally binding agreementbetween two or more parties to supply good

or services

Underpinning contracts

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Service Portfolio

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Service Knowledge Management System

Service Portfolio

Service Lifecycle

Service Status

RequirementDefinedAnalyzedApprovedCharteredDesignedDevelopedBuiltTestReleasedOperationalRetired

ServicePipeline

ServiceCatalog

Customers/

Users onlyallowedaccess toservices inthis range

Why should a customer buy these services?

Why should they buy these services from us?

What are the pricing and chargeback model?

What are my strength, weaknesses, prioritiesand risk

How should our resources and capabilities beallocated

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Service Catalog

Part of Service Portfolio

Services available for deployment or use

Information to be shared with customers

Business Service Catalog

Services of interest to customers

Technical service Catalog

Underpinning services of interest to IT

Each organization should develop and maintain a policy with

regard to both the Portfolio and the Catalog, with regard to

the service recorded within them, what details are recorded

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Service Catalog

The Business Service Catalog: Containing details of allthe IT Services delivered to the customer, togetherwith relationships to the business units and thebusiness processes that rely upon the IT Services. Thisis the customer view of the Service Catalog

The Technical Service Catalog: Containing details of allthe IT Services delivered to the customer, togetherwith relationships to the supporting services, sharedservices, components and CIs necessary to support the

provision of service to the business. This shouldunderpin the Business Service Catalog and not formpart of the customer view.

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Risk Management and Analysis

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Define a framework

Identify the risks

Identify probable riskowners

Evaluate the risk

Set acceptable levelsof risk

Embed and Review

Define a framework

Gain assurance about

effectiveness

Implement Responses

Risk Management Risk Analysis

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Plan, Do, Check, Act Model

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PLAN

Plan servicemanagement &

services

DO

Implement and runservice management &

services

CHECK

Monitor, measure &review

ACT

Continuousimprovement

Demings Cycle

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Deming s Cycle

Act Plan

Check Do

Quality

Maturity

Objectives

t

QMS

SupportISO 9000 means thisITIL tells us how to do it
http://images.google.co.in/imgres?imgurl=http://www.lii.net/images/deming.gif&imgrefurl=http://www.lii.net/deming.html&h=228&w=180&sz=17&hl=en&start=3&tbnid=0uoR6el9gzOqTM:&tbnh=108&tbnw=85&prev=/images%3Fq%3Ddeming%26ndsp%3D20%26svnum%3D10%26hl%3Den%26lr%3D%26sa%3DN

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The 7 Step Improvement Process

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Governance

Corporate Governance

Corporate Compliance

IT Governance

IT Compliance


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Module 4: Concepts, Processes,

Roles and FunctionsITIL Version 3 Foundation for


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Service Operations

Processes Event management

Incident management

Request fulfillment

Problem management Access management

Functions Service Desk

Technical Management IT Operations Management

Application Management

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Event Management

Detect event, make sense of them, determine theappropriate control action

Basis of Operational Monitoring and Control

Event: An alert or notification created by any IT service,configuration item or monitoring tool

Event management: The process responsible formanaging events throughout their lifecycle

Alert: Something that happens that triggers an event orcall for action or human intervention after the event isfiltered

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Event Management Logging and

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Event Management Logging and

Filtering

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eEvent

Exception

Warning

Information

Filter

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Event Management

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Exception

Incident

ProblemChange

Incident

Problem

RFC

IncidentManagement

ProblemManagement

ChangeManagement

Information Log

Warning

Auto Response

Alert

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INCIDENT MANAGEMENT

Incident

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Any event which is not part of the standard operation of aservice and which causes, or may cause, an interruption to,

or a reduction / degradation in, the quality of that service

KEDB !Service Request ?
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Incident Management

Restore normal service operations as quickly as possible and

minimize adverse impact on the business

IM: Managing any disruption or potential disruption to live IT

service

Incidents are identified

Directly by users through Service Desk

Though an interface from Event management

Reported and/or logged by technical staff

People sometime use loose terminology and/or confuse a Major

event with a Problem. In incident always remains incident, it may

grow in urgency and impact, but an incident never becomes a

problem70

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Incident Management : Inputs and Outputs

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Inputs

Incidents from service desk

Configuration information

Response from incident matching against problem and KE

Resolution details

Response on RFC to effect resolution for incidents

Outputs

RFC for incident resolution; Updated incident record

Resolved and closed incidents

Escalate to Problem Management / Vendor / Third Party

Communication to customers

Management information (reports).

Incident Management Activities

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Identification

Logging

Categorization

Prioritization

Initial diagnosis

Escalation (and Referral)

Horizontal : Knowledge (Functional) Routing

Vertical : Hierarchical (Inform /Support)

Investigation and diagnosis

Resolution and recovery

Closure

Incident Classification

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Prioritization

Calculate from Business Impact and

Urgency refer to SLA

Factors

Potential cost of non-resolution Threat of injury to customer or

staff

Legal implications

Disruptions to customers andstaff

Prioritize Resources

Impact

Priority

Urgency

Estimate- People- Resources- Time

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Incident Classification

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Classification of a group of incidents, e.g.

Application

Server not available

Application bug / query

Hardware

Automatic alert

Printer not printing

Service request

Password forgotten

Security incident

Virus

Matching

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OpenIncidents

ProblemsKnownError/

Workarounds

Is the Incident already called in?Is this incident related to an existing problem?

Is there a known resolution /

workaround?

WorkaroundP1 : KEDB Workaround Solution Problem Mgmt.P2 : KEDB Solution Problem Mgmt.

Incident

Database

Problem

Record KEDB

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Request Fulfillment

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R F lfill

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Request Fulfillment

A request from a user for information or advise,or for a Standard Change

Their scale, frequency and low risk nature meansthat they are better handled by a separateprocess, rather than being allowed to congestand obstruct the normal IM and CM processes

In some cases predefined Request Models, some

form of pre-approval by CM such as StandardChanges

Self help practice

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Problem

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The unknown root cause of one or more incidents

(not necessarily - or often - solved at the time theincident is closed)

A Problem is a condition that has been defined,identified from one or more incidents exhibitingcommon symptoms, for which the cause isunknown

To prevent problems and resulting Incidents from

happening To eliminate recurring incidents To minimize the impact of incidents that can not be

prevented

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P bl M t G l

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Problem Management - Goals

To minimize the adverse impact of Incidentsand Problems on the business that are caused

by errors within the IT Infrastructure

To prevent recurrence of Incidents related toerrors

To prevent new incidents

Improve productive use of resources

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Problem Control

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Identification andregistration

Classification

AssigningResources

Investigationand Diagnosis

EstablishKnown Error

Error Identificationand Recording

Error Assessment

Recording ErrorResolution (RFC)

Error Closure(PIR)

RFC

Successful completion

Problem Control Error Control

ChangeManagement

Incident Closure

Update KEDB

Proactive Problem Management

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Activities arrived at identifying and resolving Problems before

Incidents occur Trend Analysis

Post change occurrences of a particular type

Initial faults of a particular type

Recurring incidents with particular CIs fragile components Need for staff or customer training

Targeting Support Action Trend Analysis can lead to:

Identification of faults and actions

Identification of General problem areas needing attention

Informing the organization / customers

92

Reactive Proactive

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Supplying 2nd / 3rd line incident support

Problem identificationProblem diagnosis

Identification of trends

Initiating changes to combat : Occurrence of incidents Repetition of incidents

Monitoring of Change Management

Prevention of problems onother systems andapplications

Reactive Proactive

Incidents versus Problems

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94

Investigation

& Diagnosis

Problem Investigate KE

RfCChange

Solve IncidentGetSolution

Solution

Found?

Match?

IncidentResolved

Incident (s)

KnownErrors,Known

Workarounds

Problem Management

Change Management

Yes

No Yes

No

70%

29%

1%

Benefits of Problem Management

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Permanent solutions

Incident volume reduction

Improved IT service availability and quality

Improved organizational learning

Better first-time fix rate at the Service Desk

95

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Access Management

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Service Operation Functions


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100

Service Desk

TechnicalManagement

IT OperationsManagement

Operations Control

Facility Management

ApplicationManagement

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Service Operations Functions

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Service Operations Functions

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ServiceDesk

Technical

Management

IT OpsControl

Console Mgmt

Job SchedulingBackup/RestorePrint & Output

ApplicationManagement

Facility Mgmt

Data CenterRecovery SitesConsolidationContracts

Mainframes

Server

Network

Storage

Database

Desktop

Internet/Web

Financial Apps

HR Apps

Business Apps

IT Operations Management

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Service Desk

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Primary point of contact. Single point of contact for IT

Users

Deals wit all user issues (incidents, requests, standard

changes)

Coordinates action across IT organization to meet userrequirements

Different Options (Local Centralized, Virtual, Follow-the-

Sun, Specialized Groups)

The service desk coordinates actions across all IT

departments, on behalf of the users keeping

communication flowing back and forth.

Different Desks

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105

Call Center

Handling large call volumes of telephone-based

transactions, registering them and referring them to

other parts of the organization

Help Desk

Managing, coordinating and resolving Incidents as

quickly as possible

Service Desk

Allowing business processes to be integrated into the

Service Management infrastructure. It not only

handles Incidents, Problems and questions, but also

provides an interface for other activities

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Service Desk Activities / Responsibilities

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Receiving, Recording, Prioritizing and Tracking service calls

Monitoring and Status Tracking of all registered calls

Escalation and Referral to other parts of the organizations

First Line Support

Coordinating second-line and third-party support groups

Keeping customers informed on request status and progress

Closing incidents and confirmation with the customer

Service Desk Inputs and Outputs

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109

ExternalServiceSupport

ProductSupport

Sales &Marketing

ContractSupport

InternalServiceSupport

Service Desk

Email/VoiceRequests

TelephoneRequests Internet/

BrowserRequests

FaxRequests

Hardware/Application

Events/Alerts

ManagementInformation & Monitoring

Walk-in

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Technical Management

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Responsible for performing day-to-day activities Console Management

Job Scheduling

Backup/Restores

Print/Output management

Facility management

Network operations center

Monitoring of Infrastructures, application and services

Maintain the status quo to achieve infrastructurestability

Initial diagnosis and resolution of operational incidents

113


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Manage application throughout their lifecycle Roles in design, testing and improvement of

application

Well designed, resilient, cost effectiveapplications

Ensuring availability of functionality

Maintain operational application.. Adequatetechnical skills to maintain

Support during application failures

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Service Measurement

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Service Measurement

Types of Metrics Technology Metrics: typically components and

applications. SLA

Performance, availability etc. Process Metrics: Critical success factors. Key

performance indicators, activity metrics from

ITSM process. Measure Process effectiveness

Service Metrics: end to end service metrics. OLA

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Service Transition

Service Transition V Model

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120


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Service Validation and testing early in the service life cycle Framework to organize the levels of configuration items to be

managed through the life cycle and the associated validation and

testing activities, both within and across stages.

Mapping service transition levels of testing to corresponding stagesof service requirements and design

There is direct involvement by the equivalent party on the right

hand side

For example: customer who signs off the agreed servicerequirement will also sign off the service acceptance criteria and

test plan.

121

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Configuration Management System

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Configuration Management System

Information about all CIs

Stored in 1 or more databases (CMDBs)

CMS stores attributes

CMS stores relationships

CMS has multiple layers

123


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g g

The process responsible for gathering,analyzing, storing and sharing knowledge and

information within an Organization

The primary focus of KM is to improveefficiency & effectiveness by reducing the

need to rediscover knowledge

124

Data, Information, Knowledge &

Wi d (DIKW)

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Wisdom (DIKW)

125

Data is set of discreet facts about events.

Information comes from providing context to data

Knowledge is compose of tactic experience, ideas, insights, values and judgmentof individuals. Knowledge puts information into ease of use form that facilitatedecision making

Wisdom given sensitivity of the material, situation and contextual awareness toprovide a strong common sense judgment

Service Knowledge Management

S t (SKMS)

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System (SKMS)

126

DML: Definitive Medial Library. Master copies of all software assets

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Change Management

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A Change is an action that results in a new status for one

or more CIs.

Standardized methods and procedures for implementingapproved changes efficiently and with acceptable risk, tothe IT Infrastructure while minimizing change related

incidents and their impact on service quality & businesscontinuity.

Assessing impact of change Authorizing change

Change Management

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g g

Respond to changing business requirements Minimize impact of implementing changes

Optimize business risks

Implement change successfully as planned Implement changes in the time that meet

business needs

Use standard processes Record all changes

130

Change Management

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g g

Addition, Modification or Removal of anyservice or CI or associated documentation

including

Strategic, tactical and Operational changes Excludes

Business Strategy and processes

Anything documented as out of scope

131

Change Management

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High percentage of problems related to IT Servicequality result from some change(s) made to thesystem

Change Management

Does not take over the powers; it only ControlsDoes not take over anybodys responsibilities

(e.g. Project Manager) Is not Bureaucratic; it takes a holistic view.

Triggers for RFC

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ProblemManagement

RFC

IncidentManagement

Customers

Legislation

Policy

Projects /Processes

Suppliers

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Change Advisory Board (CAB)

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Cover possible risks

Create support

Include those involved in decision making; make

recommendations about:

- Authorization

- Determining impact

- Determining priority

- Determining resources

- Release

ECAB

Change Advisory Board: Composition

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CAB

Change Manager

(Chair)

Finance Manager

Release Manager

Problem Manager

Senior BusinessRepresentation

Others &required

ApplicationManager

Service LevelManager

Ensures appropriate & timely communication

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Building Testing & Implementation

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Pass authorized RFCs to relevant groups

RFCs might involve:

Building a new production module

Creating a new version of one or more softwaremodules

Purchasing equipment or services externally

Preparing a hardware modification

Producing new or amended documentation

Preparing amendments to User training

Post Implementation Review

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Purpose: to determine

That the change met its objectives That users and customers are content with the results

Any shortcomings

Unexpected or undesirable side-effects

That the resources planning was correct

That the implementation plan worked correctly

That the change was implemented on time and to cost

That the back out-plan functioned correctly, if needed.

Benefits of Change Management

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Increased visibility and communication of changes

Reduced adverse impact of changes on the quality of

services and on SLAs

Better assessment of the cost and risk of proposed changesbefore they are incurred

Greater ability to absorb a large volume of Changes

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Service Asset and Configuration

Management (SACM)

SACM

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For Service Assets, CI and customer assets Protect integrity throughout their lifecycle

Provide accurate information to support business andservice management

Establish and maintain a ConfigurationManagement System

The goal of Service Asset and Configuration

Management is to provide a logical model of ITInfrastructure correlating IT Services and differentIT Components

146

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SACM

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To Manage the IT infrastructure by

Identification

Recording

Controlling

Reporting

of IT components (Configuration Items - CI),including their versions, constituentcomponents and relationships

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Assets Vs Configuration Items

Asset

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Component of a business process

Configuration (CI)

Component of an infrastructure or an item

associated with an infrastructure which is (or is to

be) under the control of Configuration Management

Asset Register

Book Value

Relationships not captured

Configuration Management Database (CMDB)

A database, which contains all relevant details of

each CI and details of the important relationships

between CIs150

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SACM : Activities. PICSV

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Planning purpose, scope, objectives, policies / procedures

Identification & Naming - Configuration Management Database(CMDB) : Identifiers, Version Nos., Labeling

Control only authorized & identifiable CIs, Access, Security

Configuration Controller

Status accounting current & historical data of CIs like live,obsolete etc & traceability

Verification and audit correct recording in CMDB

Configuration Baseline : reference of original state re-build

CIs Scope and Details

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153

Service Hardware Software

Document-

ationEnviron-

ment

Networkprinter

Localprinter

VDU Keyboard CPU

PCNo break

power

Bundleds/w

SLA DBMSMS

Word

E-mail

SCOPE

DETAIL

S

- IT Users/ Staff- Incidents

/ Known errors/ Problems

UPS

Mailing ServicesFile and Print Services

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Configuration Management : Customers

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Engineers.Settings & Configs Service Level Mgt.SLA Finance Mgt./Architectures etcinformation

ServiceDesk

Call

Incident Mgt.incident

Problem Mgt.Problem KE RFC

Change Mgt.Change

ReleaseManagement

release

Configuration Management Database

Benefits of SACM

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Providing accurate information on Configuration item (CI)

and their documentation.

Helping with financial and expenditure planning.

Making Software Changes visible.

Supporting and improving Release Management.

Allowing the organization to perform impact analysis andschedule Changes safely, efficiently and effectively.

Which are not CIs :

Exercise

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157

Which are not CIs :

1. SLA

2. IP Address

3. A call

4. Documentation

5. Windows 2003

6. Printer7. UPS

8. License

9. People

10.Incidents

11.Building

12.Mouse

13.Internet Service

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Release Management

U d k

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Undertakes

Planning

Preparation

Scheduling

of a Release to many Customers andLocations.

Ensuresthat only Authorized and Correct versions ofsoftware are made available for operation.

Every Release is a Change

Release Management - Goals

Plan and oversee the SW & related (or large / critical) HWll t

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rollouts

Design and implement efficient procedures

Ensure that changes to hardware and software are controlled

To manage expectations of the customer during rollout

To agree the content and rollout plan for a release

To implement new software releases or hardware into theoperational environment

Secure all software masters in the definitive software library(DSL)

Release Planning

G i i th l t t

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Gaining consensus on the release contents

Agreeing to the phasing over time and by geographicallocation, business unit and customers

Producing a high-level release schedule

Conducting site surveys to assess used hardware andsoftware

Planning resource levels (including staff overtime) Agreeing on roles and responsibilities

Obtaining detailed quotes and negotiating with suppliers fornew hardware, software or installation services

Producing back-out plans

Developing a quality plan for the release

Planning acceptance of support groups and the customer

Release Management Activities

Release policy and planning BigBangor Phased approach

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Release design, build and configuration

Release acceptance

Rollout planning

Communication and training

Audits prior to and following the implementation of changes

Release, distribution and installation of software

Maintain Definitive Software Library (DSL) and update CMDB

LiveControlled Test

Release Management Life Cycle Activities

Development

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LiveEnvironment

Controlled TestEnvironment

DevelopmentEnvironment

Release Management

Release

Policy

Configuration Management Database (CMDB)and

Definitive Software Library (DSL)

Release

Planning

Design andDevelop, or order

and purchase thesoftware

Build andConfigure

the Release

Fit-for-Purposetesting

Release

Acceptance

Roll-out

planning

CommunicationPreparation

Training

Distribution

+ installation

Release Policy

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ReleasePolicy

Full, PackageAnd Delta Release

ReleaseFrequency

VersionNumbering

EmergencyRelease

Release Unit


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Managing Applications throughout their Life Cycle

Service Strategy

Defines overall architecture

Criteria for Developing in-house, Outsourcing development or

Purchasing Service Design

Covers most of the Requirement phase

Establish Requirements for functionality and manageability of

applications 166

Application Management Contd Service Transition

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Service Transition

Applications Development and Management teamsinvolved in Testing & Validating

Cover Deploy Phase

Service Operation

Cover Operations Phase Continual Service Improvement

Covers optimize Phase

Measures quality & relevance of applications

167

Release Types

Release Unit

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Release Unit

Describes the portion of IT Infrastructure that isnormally released together for control and effectiveness

of the changes made. The unit may vary depending on

the types or items of software (and / or hardware).

Full Release

Means that all the components of the release unit

are built, tested and released in its entirety, includingcomponents that were not changed.

Release Types

Delta Release

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169

It is a partial release, which only includes those CIs

within the Release Unit that have actually changed or are

new since the last full or delta release e.g., if Release Unit is

Programme, Delta Release will be only changed or new

modules. Normally a Quick Fix or emergency solution.

Package Release

It is a bundle of Full and / or Delta Releases of related

applications and infrastructure e.g., scheduled upgrades to

third party software such as system software and officeapplications or a new software / package + some non-

related component on which the new software depends.

Release Units

IT I f t t

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170

IT Infrastructure

System 1 System 2 System 3

Suite 1-1 Suite 1-2 Suite 2-1 Suite 2-2

Program

2-1-1

Program

2-1-2

Module2-1-1-1

Module2-1-1-2

Module2-1-1-3

Batch Application

PCSoftware

TransactionProcessing

Definitive Software Library (DSL)

DSL : A Logical Library which is a collection of electronic media, files and

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Protectionof all Authorized

Software Versions(Master copies)

LinkedWith CMDB

One or MorePhysical

File Stores

LogicalStorage

DSL

Distribution

Base forReleases

DSL : A Logical Library which is a collection of electronic media, files andelectronic / paper documentation

Definitive copies ofPurchased Software &

Licensed elements/information

Release Management Benefits

Releases built and implemented on schedule

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Very low (ideally no) incidents

Secure and accurate DSL / DHS management

Accurate distribution of releases

Implementation of all releases on time

No unauthorized (re)versions

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Service Design

Aspects if Service Design

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There are 5 aspects of service designconsidered within Service Delivery scope

The design of new of changed services

The design of Service Portfolio, including ServiceCatalog

The design of technology architecture and

management systems

The design of processes required

The design of measurement methods and metrics

174

Service Design

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The service design stage of lifecycle stat with aset of new or changed business requirements andends with the development of a service solutiondesigned to meet the documented needs of thebusiness

This developed solution together with its ServiceDesign Pack (SDP) is then passed to ST toevaluate, build, test and deploy the new orchanged services and on completion of these

transition activities, control is transferred toService Operations stage of the service lifecycle

175

Service Design

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The main aim of SD is the design if new or changesservices.. The requirement of the new services areextracted from the service portfolio and eachrequirement is analyzed, documented and agreed anda solution designed is produced which is them

compared with the strategies and constraints from SSto ensure that it confirms to corporate and IT Policies

Many design, plans and projects fail though a lack ofpreparation and management. The implementation of

ITIL services as practice is about preparing andplanning the effective and efficient use of four Ps

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Tata Nano

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177

Ratan TataPeople Car

Rs. 1,00,000

DesignFeatures

Assembly linesRequirements

TrainingsVendor Contracts

Production Rollouts

SDP

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Service Design Package Details all aspects of a service through all stages of

its lifecycle

The SDP is passed from SD to ST for

implementation

178

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Key Concepts. Four Ps

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Processes

Partners

Products

People

Suppliers,Manufacturerand vendors

ServiceTechnology

Tools

Service Catalog Management

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Create and manage accurate Service Catalog A single source of information on all services

Service Catalog

Part of Service Portfolio Details of all operational services, and those being

prepared for transition

Business Service Catalog

Technical Service Catalog

181

Service Level Management

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Negotiate, agree and document service levels Measure, report and improve service levels

Communicate with business and customers

Ensure quality of service matches the

expectations

182


C t /U

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Internal Organization

Operational Level Agreements Underpinning Contracts

External Organization

IT Infrastructure

Service A Service B Service C

Service Level Agreements

Customer/Users


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Design SLA Framework

Identify Service Level Requirements

Agree and document SLA

Negotiate and document OLA and Underpinning Contracts

Monitor SL performance

Measure and Improve

Review and Revise UCs and service scope

Produce service reports

Conduce service review and instigate improvements

Review and revise SLA, OLA and UC

Develop contact and relationships

Manage complaints and compliments 184


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Number and % of target being met Number and severity of service breaches

Number and % of up to date SLAs

Number of services with timely reports andservice reviews

Improvement in CSAT

185

Service Level Management -

Challenges

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Identify appropriate customer/businessrepetitive

Overcome current issues

Achieving accurate monitoring of serviceachievements

Getting SLAs singed of at the appropriate level

186

Service Level Management - Interfaces

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Service Portfolio Management Service Catalog Management

Supplier Management

Availability Management, CapacityManagement

Service Knowledge Management System

CSI

All other service management processes

187

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AVAILABILITY MANAGEMENT

Effective Availability Managementinfluences Customer satisfaction &

determines the market place reputationof the Business.


To optimize the capability of

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To optimize the capability of

IT Infrastructure

Services

Supporting organization

to deliver a Cost effective and sustained level ofAvailability that enables the business to satisfy itsbusiness objectives.

AvailabilityMaintainability

Resilience

ReliabilityServiceability

Security

To predict, plan for and manage the availability of services

Availability Management Goals

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190

p , p g yby ensuring that:

All services are underpinned by sufficient, reliable andproperly maintained CIs

Where CIs are not supported internally there are

appropriate contractual arrangements with third partysuppliers

Changes are proposed to prevent future loss of service

Only then can IT organizations be certain of deliveringthe levels of availability agreed with customers inSLAs.

Optimize availability by monitoring & reporting

Availability Management Responsibilities

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191

p y y g p g

Determine availability requirements in businessterms

Predicting & designing for expected levels ofavailability & security Resilience

Producing the Availability Plan

Collecting, analyzing and maintaining data

Monitoring availability levels to ensure SLAs & OLAsare met

Continuously reviewing & improving availability

Service Unavailability

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An IT service isnot available

to a customer if the functions required duringService Hours at that particular Location

cannot be used even though the

agreed SLA conditionsare being met

Costs of Unavailability Impact on Vital Business Functions (VBF) Monetary Impact Intangible costs

Availability Management Methods and Techniques

Component Failure Impact Analysis (CFIA)

l l ( )

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193

Fault Tree Analysis (FTA)

CRAMM (Computer Risk Analysis & Management Methodology)

Calculating Availability

Calculating the cost of Unavailability

Developing business and User measurement and reporting

Systems Outage Analysis (SOA)

The Incident lifecycle

Continuous improvement methodology

Technical Observation Post (TOP)

Unavailability Life Cycle

MTTR Mean Time To Repair (Downtime) =>

MAINTAINABILIY or SERVICEABILITY

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Time

Vital Business Function (VBF)

MTBSI Mean Time Between System Incidents = RELIABILITY

Repair Time

Response Time

Recovery Time

Incident Incident

Time Between System Incidents

Time BetweenFailures or Uptime

MTBF Mean TimeBetween Failures (Uptime)

= AVAILABILITY

*

People, Processes, Technology

Availability Vs Costs

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Availability Calculations

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197

Monitor CPUDevice A

Device B

Resilience

Avail = 85%

Overall Availability = ? Overall Availability = ?

Series Parallel

Avail = 90% Avail = 85%

Avail = 90%

Resilience ?


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Proactive Design and plan activities

Planning, design and improvement of availability

Reactive Operational activities

Monitoring, measuring, analysis and management

of all events, incidents and problems

198


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Reliability Measure how long a service can perform at itsagreed level

Maintainability

Measure how quickly and effectively a service canbe restored to normal working after a failure

Serviceability

Ability of a third party supplier to meet the termsof their contracts

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Information Security

Management

Information Security Management

T t t th i t t f th l i i f ti

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To protect the interest of those relying on information

To protect the systems and communication that deliverthe information

Specifically related to harm resulting in failure of Availability

Confidentiality Integrity

The ability to do business with other organizationssafely

Verify their Authenticity Non Repudiation

201

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Risk Analysis

Value of

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203

Value of

Assets

Threats Vulnerabilities

Managing outagePlanning

For potential

outage

Countermeasures

Risk analysis

Risk Management

Risk Risk ~ f (Asset, Threat, Vulnerability)

Residual Risk !

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SUPPLIER MANAGEMENT

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- Documented supplier management processes, named contract manager

responsible for each supplier.

Supplier Management

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- The requirements, scope, level of service and communication processes

to be provided by the supplier(s) shall be documented in SLAs or other

documents.

- SLAs with the suppliers shall be aligned with the SLA(s) with the business.

- The interfaces between processes used by each party shall be

documented and agreed.

- All roles and relationship between lead and subcontracted suppliers shallbe clearly documented.

- Lead suppliers shall be able to demonstrate processes to ensure that

subcontracted suppliers meet contractual requirements. 207

A process shall be in place

M j i f th t t f l t t l t ll

Supplier Management

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- Major review of the contract or formal agreement at least annually.

- Changes to the contracts(s), if present, and SLA(s) shall follow from

these reviews as appropriate or at other times as required. Any

changes shall be subject to the change management process.

- To deal with contractual disputes.

- To deal with the expected end of service, early end of the service or

transfer of service to another party.

Performance against targets shall be monitored and reviewed.

Actions for improvement identified during this process shall be

recorded and input into the service improvement plan.

208

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CAPACITY MANAGEMENT

Capacity Management

To produce and maintain a capacity plan

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To produce and maintain a capacity plan

To provide advice and guidance on capacityperformance related issues

To ensure service meet or exceed performance

targets To assist in diagnosing and resolving capacityrelated problems and incidents

To access the impact of the changes on the

capacity plan Proactive capacity and performance measure

210

Capacity Management - Goals

Balancing Act

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211

Cost against Capacity Supply against Demand

To achieve Service Levels at the Right Time

Business Capacity Management Current and futureBusiness requirements

Capacity ManagementActivities/Responsibilities

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212

Service Capacity Management Management of existing ITServices : Workload or usage of Services, Performance ofservices

Resource Capacity Management monitoring & measuring ofIT infrastructure components (individual components)

Demand Management

Best Value for Money Monitoring, tuning etc.

Capacity Planning

C it M t D t b CDB

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Monitor, analyze, tune and report on service

Service Capacity Management

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215

performance Establish baselines and profiles of use of

services (peaks, troughs and seasonalvariations)

Manage demand for service Requires knowledge of

Service levels and SLAs

Systems, networks and service throughput

and performance Monitoring, measuring, analysis, tuning

and demand management

Manage demand

Demand Management

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216

Smoothing peaks Charging options

Flexible purchase / use of resources

QoS

Impose constraints e.g. Limiting number ofconcurrent users to prevent resource overloadduring specific periods

Customer Awareness and Education

Requires full Management support andunderstanding as these are unpopular measures

Monitor, analyze, tune and report on the

Resource Capacity Management

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217

utilization and performance of components Establish baselines and profiles of use of

components

Requires knowledge of

Current technology and its utilization Alternative technologies

Resilience of systems and services

Capacity Management Process

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218

Inputs and Outputs Capacity plans andreports

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219

Capacity DataBase (CDB)

ManagementReports TechnicalReports CapacityPlan

Businessdata Servicedata Technicaldata Financialdata Utilizationdata ExceptionReports

Executive Summary

Capacity Plan

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220

Business and IT strategy Inputs Details of current service level targets and

performance against those targets.

New services and Service Level Requirements

Future resource requirements

New technologies

Scenarios and plans

Investment recommendations

Capacity Management Planning

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221

Continual Improvement

Reactive

Predictive or Planned

Actual DemandTuning

Capacity Management Benefits

Ability to create, delivery and manage Service Level

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222

Agreements (SLAs) Reduce number of problems caused by lack of

resources

Increased end user satisfaction

Increased system availability / resource utilization

Improved capacity forecasting and budgetingcapacity

Improved scheduling for upgrades and hardware

installs

Improved negotiating position

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IT SERVICE

CONTINUITY MANAGEMENT

ITCM

TO maintain Service Continuity and IT Recovery

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TO maintain Service Continuity and IT RecoveryPlan that support the Business Continuity plans

To complete regular Business Impact Analysis tomake sure that plans are current and accurate

To conduct risk assessment

To implement measure to meet or exceed BCtargets

To check the impact of changes on existing plans

To negotiate necessary contact with suppliers Lifecycle approach

225

IT Service Continuity Management

Business Continuity Management (BCM) is concerned

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226

with the management of Business Continuity thatincorporates all services upon which the businessdepends, one of which is IT

IT Service Continuity Management focuses on the ITServices required to support the critical businessprocesses. It delivers required IT Infrastructure toenable business to continue following a servicedisruption

Increased business dependency on IT

Why IT Service Continuity Management ?

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227

Reduced cost and time of recovery

Cost to customer relationship

Survival

Many businesses fail within a year of suffering amajor IT disaster !

Business Continuity Management Process

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228

Business Continuity Plan

Administration

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229

The IT infrastructure

IT infrastructure management & operatingprocedures

Personnel

Security

Contingency site

Return to normal

Risk Analysis

Value ofThreats Vulnerabilities

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230

Assets

Managing outagePlanning

For potential

outage

Countermeasures

Risk analysis

Risk Management

Risk Risk ~ f(Asset, Threat, Vulnerability)

Residual Risk !

Countermeasures

Do nothing

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231

Manual workarounds

Reciprocal arrangements

Gradual Recovery (cold standby)

Intermediate Recovery (warm standby)

Immediate Recovery (hot standby)

IMPORTANT :HAVE YOU PLANNED TO RESTORE THENORMAL SERVICE.

Availability vis a vis BusinessContinuity Management

Availability Management Bus Continuity Management

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232

1. Normal2. Plan + Implement

3. Control risks- Processes

- SPOF- Infrastructure /old / new

- Knowledge

4. No Downtime

1. Disaster2. Only plan (To Implement

when essential in disaster)3. Cannot Control risks

- Fire

- War- Terror- Earthquake- Hurricanes/Tsunami

If we arrange to control any ofthe above, it migrates toAvailability Management.

4. Downtime is there but withinaccepted limits

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Service Strategy

Utility and Warranty

Utility and Warranty define service and work

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y ytogether to create value for the customer Utility

What does service do

Functional Requirements

Features, inputs, output fit for purpose

Warranty How well does the service do it?

Non functional requirements

Capacity, performance, availability fit for use

234

Value=

Utility + Warranty

Value creation !!

Service Provider

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It is necessary to distinguish between differenttypes of service providers. While most aspects of

IT Service Management apply equally to all types

of service providers, others such as contracts,

competition, market space, revenue and strategytake on different meaning depending on types

Type 1: Internal

Type 2: Shared Type 3: External

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Service Model

Graphical representation of the components that makes up a

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p p p p

service

Documents workflow and dependencies

Used to support design, analysis and communication

Service Model codify the service strategy for a market space.

They are blueprints by service management process and

functions to communicate and collaborate on value creation

Main Activities Define the market

Develop the offerings237

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Service Portfolio Management Business Service

That directly support a business process

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IT Service

A service that business does not think in business context or semantics

Business Service Management

Considering service management is terms of business processes and

business values

The transition from managing infrastructure to managing services is marked by

a fundamental difference

Managing infrastructure require a focus on component operationalavailability

Managing services is center on customer and business needs

239

Demand Management

Understand customer requirements for services and how these vary over

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the business lifecycle

Ensure the provision of appropriate level of service

By varying provision or influencing customer demand

Ensure that the Warranty and Utility we offer matches the customer needs

Pattern of Business Activity

Workload profile of one or more business activities

Varies over time

Represent changing business demands

User profile

Pattern of user demand for IT Services

Each user profile includes one or more PBAs

240

Demand Management

Service Package

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Detailed description of a service

Include a service level package and one or more coreservices and supporting services

Service Level Package Define level of utility and warranty for a particular

service package

Defined to meet the needs of PBA. For example Gold, Silver and Bronze service

Core Service Package Infra service offered by a specialized service unit

241


Financial visibility and accountability

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Financial compliance and control

Enhanced decision making

Operational Control

Value capture and creation Understand the value of IT Services

Financial Management provides the business and IT with the

qualification, in financial terms, of the value of IT Services, thevalue of the assets underlying the provisioning of those

services, the qualification of operational forecasting

242


Service Valuation (Charging)

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Service Investment Analysis (Budgeting)

Accounting

Business Case

Business Case Structure

Introduction

Methods and Assumption

Business Impact Risk and Contingencies

Recommendations

Business Impact Analysis 243

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Scope: Service Management Tech. &Architecture

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Service Design Tools Service Management Tools

Event management Tools

Knowledge Management Tools Tools Selection

245

Service Design Tools

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Scope Hardware, software, environment, process, data

Benefits

Speed up the designing process Ensure standard and rules are followed

Prototyping, simulation and what if

Validate designs before implementation

246

Service Management Tools

Scope

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Typically includes Incident, Problem, Change

Often includes Configuration management

Often includes workflow management

Maybe integrated to knowledge management systems

Benefits Reduce time and effort to manage IM, CM and PM

Ensure Standards and rules are followed

Manage high volumes

Provide historical reports

247

Event Management Tools

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Management Consoles Dashboard and reporting

Active Vs Passive Monitoring

248

Knowledge Management Tools

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Document, Record and Context Presentation layer

Search and analyze capabilities

All process and services All stages of lifecycle

249

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Roles Description



Process Owner

Responsible for

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Assist with process design

Documenting the process

Make sure that process is performed asdocumented

Make sure that process meets its aim

Monitoring and improving the process overtime

252

Service Owner

The service owner is responsible to customer

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for a particular service

Initiation and transition

Ongoing maintenance and support

Monitoring and reporting

Identifying improvement opportunities

Prime customer contact

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Service Owner / Process Owner

SO

N t k

SO

U i

SO

Wi d

SO

SAP

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Network Unix Windows SAP

PO

PO

PO

254

Service Owner (SO)

Process Owner (PO)

Other RolesService Manager: Is an important role that manages the development,

implementation, evaluation and on going management of new and existing

d t d i S i i d l b l

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products and services. Service managers are recognized as globalproduct/service exports. They drive the decision-making process. Provides

the integration of individual product plans and new technologies into

seamless customer focused service. Service Manager may also required to

coach other manages (Service Owners, Process owners) with differing level of

expertise for managing a business function or a particular product / service,

within a specified product/service family. Develop business case, product line

strategy and architecture

Business Relationship Manager (BRM): BRMs establish a strong business

relationship with the customer by understanding the customer's business

and their customer outcomes. BRMs work closely with the Product

Managers.

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Other RolesProduct Managers: Product Managers to negotiate productive capacity on

behalf of customers. PMs take responsibility for developing and managing

i th lif l d h ibiliti f d ti

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services across the life-cycle, and have responsibilities for productivecapacity, service pipeline, and the services, solutions and packages that are

presented in the service catalogues.

Chief Sourcing Officer (CSO): the CSO is the champion of the sourcing strategy

within the organization, responsible for leading and directing the sourcingoffice and development of the sourcing strategy in close conjunction with the

CIO.

CSIM: Continuous Service Improvement Manager

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Roles: Incident Management

Incident Manager: SO

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Maybe perfor