*IT Service ManagementAn emerging discipline What is the Vision?Where areWe Now?Where do we Want to be?How do we Get there?Have we Reached?High Level Business ObjectivesAssessmentsBenchmarksMeasurable TargetsProcessMetricsKeep onGoing?

*Evolution of IT Service Management

*Process Model

*ITIL V2 to V3 what is there in V3ITIL Refresh or ITIL V3 Reorganizes With a Life Cycle Approach to Service ManagementMajor rewrite and reorganization of ITIL documentsRetain existing processesClarify and enhance processesAdd new processes where necessaryOrganize into a lifecycle approachService StrategyService DesignService TransitionService OperationContinual Service ImprovementContributing frameworks:COBITMOFEnterprise Computing InstituteITIL

*Incident Management

*Problem Management

*Change Management

*Configuration Management

*Introduction to the IT Service LifecycleIntroduction to ITSM and ITILRationale for the Service LifecycleHigh-level process modelsBasic principlesIntroduction to the five core booksKey messages and lessons

*Service StrategyService DesignService TransitionService OperationCSIITIL V3 OverviewProcess orientationTerminologyInputs and outputsActivitiesProcess flow / diagramProcess RolesChallenges KPIsITIL V3 Core StructureITIL V3 Foundation Course Structure

*Service StrategyPractical Decision-MakingOutlineBusiness Eco systemsFrom value chains to value netsAdaptive processes for customers, services and strategiesLinking to external practices and standardsManaging uncertainty and complexityIncreasing the economic life of servicesSelecting, adapting and tuning the best IT service strategies

*Service DesignPragmatic Service BlueprintOutlinePolicies, Architecture, Portfolios, service modelsEffective technology, process and measurement designOutsource, shared services, co-source models? How to decide & how to do itThe service package of utility, warranty, capability, metrics treeTriggers for re-design

*Service TransitionManaging change, risk & quality assuranceOutlineNewly designed Change, Release & Configuration processesConfiguration processesRisk and quality assurance of designManaging organization & cultural change during transitionService management knowledge systemIntegrating projects into transition Creating & selecting transition models

*Service OperationResponsive, stable servicesOutlineRobust end to end operations practicesRedesigned, incident and problem processesNew functions and processesEvent, technology and request managementInfluencing strategy, design, transition and improvement SOA, virtualization, adaptive, agile service operation models

*Continual Service ImprovementMeasures that mean something and improvements that workOutlineThe business case for ROIGetting past just talking about itOverall health of ITSMPortfolio alignment in realPortfolio alignment in real--time with time with business needsGrowth and maturity of SM practiceHow to measure, interpret and execute results

*IT systems in business processes

*FeedbackLessons Learnedfor ImprovementOutputOutputOutputFeedbackLessons Learnedfor ImprovementFeedbackLessons Learnedfor ImprovementService Strategies

Strategies, Policies,StandardsService Design

Plans to create and modifyservices and servicemanagement processesService Transition

Manage the transition of new or changed servicesor service managementprocess into productionService Operation

Day-to-day operations ofservices and servicemanagement processesContinual Service ImprovementActivities are embedded in the service lifecycleFeedbackLessons Learnedfor ImprovementFeedbackLessons Learnedfor ImprovementCSI Running across all phases

*Focal points in each phase

*Focal points in each phaseStrategy GenerationSourcing StrategyService Portfolio MgtFinance ManagementDemand ManagementService Catalogue MgtService Level MgtCapacity MgtAvailability MgtService Continuity MgtInformation Security MgtSupplier MgtTransition Planning and SupportChange ManagementService Asset and Configuration MgtRelease and Deployment MgtService Validation and TestingEvaluationKnowledge MgtEvent ManagementIncident ManagementRequest FulfillmentProblem ManagementAccess ManagementThe 7 Step Improvement ProcessService ReportingService MeasurementROI for CSIBusiness Questions for CSIService Level Management

*AMF Organisational OverlapRequirementsDesignBuild and TestDeployOperateOptimizeIT Service Management Strategy, Design, Transition and ImprovementApplication DevelopmentApplication Management

*ITOMF Organisational OverlapService DeskTechnicalManagementMainframeServerNetworkStorageDatabaseDirectory ServicesDesktopMiddlewareInternet/WebApplication ManagementFinancial AppsHR AppsBusiness AppsIT Operations Control Console Management Job Scheduling Backup and Restore Print and OutputFacilities Management Data Centres Recovery Sites Consolidation ContractsIT Operations Management

*Local Service DeskFor Local business needs and onsite support

Desktop support

Network support

Application support

Systems and operations support

Third party supportThird Party SupportService DeskNetwork &OperationSupportApplication SupportDesktopSupportLocal UserLocal UserLocal UserFirst line support

*Centralized Service DeskIn multi location environment local SD becomes expensive Central SD is established serving all locationsAll service request are logged at a central physical locationKey benefitsReduced operational costsConsolidated Mgmt reports.Better resource allocation

Third Party SupportCentralized Service DeskNetwork &OperationSupportApplication SupportDesktopSupportCustomerSite 1CustomerSite 2CustomerSite 3Second Line Support

*Virtual Service DeskVirtual service desk can be accessed from anywhere in the world

If the organization is MNC it gives same benefits of centralized service desk

Maintains central database accessible from all locations

The only difficulty is the person required at Virtual SD needs to be specialist

Follow The Sun Model

*SS Focus AreasStrategy GenerationSourcing StrategyService Portfolio MgtFinance ManagementDemand Management

*SPM ProcessService StrategyDefineAnalyseApproveCharter Inventories Business Case Value Proposition Prioritization Service Portfolio Authorization Communication Resource allocation

*Service PortfolioServiceImprovementPlanCustomer3Customer2Customer1MarketSpace 1MarketSpace 2MarketSpace 3Linked byservicesThird-partyServicesMarket potentialfor servicesServicePortfolio

*Service Portfolio Central RepositoryThe business32BusinessProcess 198BusinessProcess 7Business Unit ABusiness Unit C65BusinessProcess 4Business Unit BGFEDCBSystemH/WSystemS/WDBMSNetworksEnvironmentDataApplicationsInfrastructure(iii)(ii)Supportteam (i)Teams(iii)(ii)Supplier(i)SuppliersOLAsContractsITSupportingservicesSupportingservicesSLAsService AThe Service PortfolioCentral repository

ServiceStatusOwner..Service AService BService C

*Service DecompositionInternetBusiness ServicesBusiness ProcessesIT ServicesResources and CapabilitiesPersonnelAbstraction or CompositionDecomposition

*Risk & Investment DecisionVentureNew Market

GrowthNew services Existing market

DiscretionaryEnhance existing servicesNon-DiscretionaryMaintain Existing servicesCoreMaintain Business critical services

Transform the Business (TTB)Grow the Business (GTB)Run the Business (RTB)Risk

*Service Strategy Key Roles Lines ofService (LOS)Product ManagerBusiness Representative (Business Relationship Manager)Sources ofdemandServiceCatalogue

*SD Focus AreasService Catalogue MgtService Level MgtCapacity MgtAvailability MgtService Continuity MgtInformation Security MgtSupplier Mgt

*Service RequirementsSLRSLA pilotSLRSLRSLRSLRSLALiveSLMApprovedforbuildSDP Service Design PackageBusiness requirementsBusiness requirementsBusiness requirementsBusiness requirementsPilot or warranty periodLive operationDesign and developmentProject (Project Team)SACSACSACSACSACSACDocument & agree business requirements (Strategy & Design)Design service solution (Design)Develop service solution (Design)Build service solution (Transition)Test service solution (Transition)StrategyDesignTransitionTransition & Operation involvementChange Management:RFC releasedApproved for designApproved for testApproved for developmentApproved for warrantyApproved for live releaseReview & closureBuild, Test, Release and Deployment ManagementOperationImprovement

*Technology and architectural designServicePortfolioUsingBusiness/Organization ArchitectureDelivery, feedback & monitoringService ArchitectureSupported byApplication ArchitectureInfluenced byInformation/Data ArchitectureEnvironmental ArchitectureIT Infrastructure ArchitectureManagement ArchitectureProduct ArchitectureService Knowledge Management System

*Service Catalogue (Business & Technical)Business Process 1Business Process 2Business Process 3Business Service CatalogueService AService BService CService DService ETechnical Service CatalogueSupport ServicesHardwareSoftwareApplicationsData

*SLM - ProcessGFDCBService AThe business32BusinessProcess 165BusinessProcess 4Business Unit ABusiness Unit BSLA(s)ContractsSLMSLA(s)SLR(s)Determine,document & agreerequirements for newservices SLRs & make SLAsMonitor serviceperformance againstSLA & produce service reportsConduct servicereview & instigateimprovements withinan overall SIPDocumentstandards &templatesAssist with theService Catalogue& maintain documenttemplatesDevelop contacts& relationships,record & managecomplaints &complimentsCollate, measure& improvecustomersatisfactionReview & reviseSLAs, servicescope & underpinningagreementsServiceCatalogueServiceReportsOLAsSupport teamsSupplier ManagementSuppliers

*Focus of each Phase in LifecycleTransition Planning and SupportChange ManagementService Asset and Configuration MgtRelease and Deployment MgtService Validation and TestingEvaluationKnowledge Mgt

*Scope of Change ManagementServiceOperationsSupplierBusinessService ProviderManage the businessStrategic changeTactical changeOperational changeManage the business processesManage the business operationsService changeManage the suppliers businessManage external servicesExternal operationsManage IT servicesService portfolio

*Change Management Process for Normal Changescheduledclosed*Iincludes build andtest the changeCreate RFCChange proposal (optional)Authorize Change proposalRecord the RFCReview RFCAssess and evaluate changeAuthorize ChangePlan updatesCo-ordinate change implementation*InitiatorrequestedChange ManagementReady for evaluationChange authorityChange ManagementChange ManagementEvaluation reportimplementedReview and close change recordWork ordersWork ordersauthorizedReady for decisionUpdate change and configuration information in CMS

*Seven Rs of Change ManagementWho RAISED the change?What is the REASON for the change?What is the RETURN required from the change?What are the RISKS involved in the change?What RESOURCES are required to deliver the change?Who is RESPONSIBLE for the build, test and implementation of the change?What is the RELATIONSHIP between this change and other changes?

*Change Authorization Model

*RFC Workflow and InterfacesChange ManagementRaise & record change requestAssess changeApprove reject changeCo-ordinate change implementation*Review changeClose changeRelease and deploy New/changed CIsConfiguration ManagementReports & auditsIdentify affected itemsUpdate recordsCapture release and environment baselinesAudit itemsCheck records updatedConfiguration Management System*Includes build and test where applicable

*SACM Logical Configuration ModelE-banking supportserviceApplicationApplication hostingserviceAvailabilityUser experienceBusiness logicMessagingData servicesWeb servicesNetwork topologyAuthenticationNetwork serviceTechnical infrastructureserviceCustomerService level packageService portfolioContractBanking core serviceServiced bySupported byHostedUses

*ELS Early Life SupportEndSKMS/CMSYesNoStartOperate ServiceCollect service performance dataPlan and manage improvements/risk mitigation/changeReport service performance achievedCompare progress against ELS planVerify service stabilityExit criteria met?Identify quick wins/ improvements/risk mitigation/changesIncident and Problem ManagementChange and Configuration ManagementService Level Management

*Service V model - Example

Define Customer/ Business Requirements

Define Service Requirements Design Service SolutionDesign Service ReleaseDevelop Service SolutionComponentand Assembly TestService Acceptance Test1a2a3a4a5a5b4b3b2b1bService Component Build and TestInternal and external suppliersLevel 1Level 2Level 5Level 4Level 3Service Review Criteria/PlanService Acceptance Criteria/PlanService Operational Criteria/PlanService Release Test Criteria and PlanBLLevels of configuration and testingBaseline pointDeliveries from internal and external suppliersValidate Service Packages, Offerings and contracts Service Operational Readiness TestService Release Package Testleft-hand side represents the specification of the service requirementsThe right-hand side focuses on the validation activities that are performed

*Focus of each Phase in LifecycleEvent ManagementIncident ManagementRequest FulfillmentProblem ManagementAccess ManagementOther operational activities

*IM - ProcessNoNoEndNoNoFrom Event MgmtFrom Web InterfaceUser Phone CallEmail Technical StaffIncident IdentificationIncident LoggingIncident CategorizationService Request?YesIncident PrioritizationTo Request FulfilmentMajor Incident ProcedureYesMajor Incident?Initial DiagnosisYesFunctional Escalation 2/3 LevelYesFunctional Escalation Needed?Investigation & DiagnosisResolution and RecoveryHierarchic Escalation Needed?YesManagement EscalationIncident Closure

*Cost versus QualityCost of serviceQuality of Service (Performance, Availability, Recovery)Range of optimal balance between Cost and QualityService

*Gartner Group Maturity Model Fire FightingProactiveServiceReactiveValue

*Focus of each Phase in LifecycleService PortfolioService CatalogueServiceStrategyServiceDesignServiceTransitionService OperationStrategiesPoliciesConstraintsRequirementsSolutionDesignsArchitecturesStandardsSDP sTransitionPlansTestedsolutionsSKMSImprovementactions and plansRequirementsThe Business / CustomersOperationalPlansContinual Service ImprovementOperationalServicesThe 7 Step Improvement ProcessService ReportingService MeasurementROI for CSIBusiness Questions for CSIService Level Management

*PDCA ModelBusiness requirementsExternal requirementsSecurity requirementsRequest for new serviceService and process measurementsImproved employee moraleNew changed servicesMore effective and efficient processesCustomer satisfactionBusiness resultsManagement responsibilitiesDO ImplementCSIACT Modify CSIContinual Service ImprovementPLAN CSICHECK Monitor, measureand review CSI

*CSI Model Based on SM Discipline

*Measurement Business valueTo ValidateTo DirectTo InterveneTo JustifyYour Measurement FrameworkWhy Measure ? Purpose of reports

*The 7-Step Improvement Process

*CMS Configuration Mgmt SystemStructuredCMDBsCMDB1CMDB2CMDB3Presentation LayerPortalChange and Release View Schedules/plans Change Request Status Change Advisory Board agenda and minutesAsset Management View Financial Asset Asset Status Reports Asset Statements and Bills Licence Management Asset PerformanceConfiguration Lifecycle View Project configurations Service, Strategy, Design, Transition, Operations configuration baselines and changesTechnical Configuration View Service Applications Application Environment Test Environment InfrastructureQuality Management View Asset and Configuration Management Policies, Processes, Procedures, forms, templates, checklistsService Desk View User assets User configuration, Changes, Releases, Asset and Configuration item and related incidents, problems, workarounds changesKnowledge Processing LayerInformation Integration LayerData and Information Sources and ToolsSearch, Browse, Store, Retrieve, Update, Publish, Subscribe, CollaborateQuery and AnalysisReportingPerformance Management Forecasting, Planning, BudgetingModellingMonitoring Scorecards, Dashboards AlertingCustomer/ User Service Application Infrastructure mappingService PortfolioService PackageService ReleaseService ChangeIntegrated Asset and Configuration InformationCommon Process Data and InformationSchema MappingMeta Data ManagementData ReconciliationExtract, Transform, LoadData SynchronizationMiningProject Document FilestoreProject SoftwareDefinitive Media LibraryDefinitive Document LibraryDefinitive Media Library1Definitive Media Library2Data IntegrationDiscovery, Asset Management and audit toolsSoftware Configuration ManagementPlatform Configuration Tools e.g. Storage Database Middleware Network Mainframe Distributed DesktopEnterprise Applications Access Management Human Resources Supply Chain Management Customer Relationship Management

*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*A process is a structured set of activities designed to accomplish a specific objective. A process takes one or more inputs and turns them into defined outputs. A process includes all of the roles, responsibilities, tools and management controls required to reliably deliver the outputs. A process may also define or revise policies, standards, guidelines, activities, processes, procedures and work instructions if they are needed.

Process Control:The activity of planning and regulating a process, with the objective of performing a process in an effective, efficient and consistent manner.

Working with defined processes has been the foundation of ITIL from its beginning. By defining what the organizations activities are, which inputs are necessary and which outputs will result from the process, it is possible to work in a more efficient and effective manner. Measuring and steering the activities increases this effectiveness. Finally, by adding norms to the process, it is possible to add quality measures to the output.

Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Contributing frameworks:Control Objectives for Information Technology (COBIT)Microsoft Operations Framework (MOF)Enterprise Computing InstituteInformation Technology Infrastructure Library (ITIL)

Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Considerations for implementing a local service desk structure include:Establishing common processes across all locations and, where possible, common procedures Making localized skills known and available to other service desks Ensuring compatibility of hardware, software and network infrastructure Using the same escalation processes, and the same impact, severity, priority and status codes across all locations Normalizing top-level request classifications to allow for common reporting on major service componentsUsing common mgmt reporting metrics Using a (logically) common shared database If available, putting in place the ability to pass or escalate requests between service desks, preferably automatically.

Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*In this arrangement, all service requests are logged to a central physical location, as shown . If your organisation has multiple locations, having a central support service has major business benefits, including:reduced operational costs consolidated Mgmt overview improved usage of available resources.

Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Considerations when setting up a Virtual Service Desk include the following:All persons accessing the Virtual Service Desk should use common processes, procedures and terminology. A common, agreed-on language should be used for data entry. Customers and Users still need to interact with a single point of contact. Consider global telephone numbers, local numbers that route to the Virtual Desk and Automatic Call Distribution (ACD) technology. There will be the need for a physical presence on site by a specialist or maintenance engineer from time to time. Network performance should be fit for purpose. This should be reviewed in terms of forecast workloads. For the Virtual Desk, the support tools in place should allow for workload partitioning and authorized views. This should include other associated processes and related data, such as planned Changes, asset and configuration data. Consistent ownership and Mgmt processes for Incidents should be used throughout the Virtual Service Desk, with automated transfers of Incidents and Incident views between local desks.

Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com* Define: inventory services, ensure business cases and validate portfolio data Analyze: maximize portfolio value, align and prioritize and balance supply and demand Approve: finalize proposed portfolio, authorize services and resources Charter: communicate decisions, allocate resources and charter services.

Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*The Service Portfolio represents the commitments and investments made by a service provider across all customers and market spaces. It represents present contractual commitments, new service development, and ongoing service improvement plans initiated by Continual Service Improvement. The portfolio also includes third-party services, which are an integral part of service offerings to customers. Some third-party services are visible to the customers while others are not. The Service Portfolio represents all the resources presently engaged or being released in various phases of the Service Lifecycle. Each phase requires resources for completion ofprojects, initiatives and contracts. This is a very important governance aspect of Service Portfolio Management (SPM).

Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*The most effective way of managing all aspects of services through their lifecycle is by using appropriate management systems and tools to support and automate efficient processes.The Service Portfolio is the most critical management system used to support all processes and describes a providers services in terms of business value. It articulates business needs and the providers response to those needs. By definition, business value terms correspond to market terms, providing a means for comparing service competitiveness across alternative providers.

Ideally the Service Portfolio should form part of a comprehensive Service Knowledge Management System (SKMS) & registered as a document in the Configuration Management System (CMS).Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Product Manager is a key role within Service Portfolio Management. The role is responsible for managing services as a product over their entire lifecycle from concept to retirement through design, transition and operation. They are instrumental in the development of Service Strategy and its execution through the Service Lifecycle within a high-performing portfolio of services. Product Managers bring coordination and focus to the organization around the Service Catalogue, of which they maintain ownership. They work closely with Business Relationship Managers (BRMs) who bring coordinationand focus to the Customer Portfolio.Product Managers are recognized as the subject matter experts on Lines of Service (LOS) and the Service Catalogue. They understand Service Models and their internal structure and dynamics to be able to drive changes and improvements effectively. They have a consolidated view of costs and risks across LOS, just as BRMs maintain a similar view across customers and contracts.Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*The Service Catalogue is the subset of the Service Portfolio visible to customers. It consists of services presently active in the Service Operation phase and those approved to be readily offered to current or prospective customers. Items can enter the Service Catalogue only after due diligence has been performed on related costs and risks. Resources are engaged to fully support active services.The Service Catalogue has two aspects: The Business Service Catalogue: containing details of all the IT services delivered to the customer, together with relationships to the business units and the business process that rely on the IT services. This is the customer view of the Service Catalogue. The Technical Service Catalogue: containing details of all the IT services delivered to the customer, together with relationships to the supporting services, shared services, components and CIs necessary to support the provision of the service to the business. This should underpin the Business Service Catalogue and not form part of the customer view.Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*The key activities within the SLM process: Determine, negotiate, document and agree requirements for new or changed services in SLRs, and manage and review them through the Service Lifecycle into SLAs for operational services Monitor and measure service performance achievements of all operational services against targets within SLAs Collate, measure and improve customer satisfaction Produce service reports Conduct service review and instigate improvements within an overall Service Improvement Plan (SIP) Review and revise SLAs, service scope OLAs, contracts, and any other underpinning agreements Develop and document contacts and relationships with the business, customers and stakeholders Develop, maintain and operate procedures for logging, actioning and resolving all complaints, and for logging and distributing compliments Log and manage all complaints and compliments Provide the appropriate management information to aid performance management and demonstrate service achievement Make available and maintain up-to-date SLM document templates and standards.Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*The scope of Change Management covers changes to:Baselined service assets and configuration items across the whole service lifecycle.Changes with significantly wider impacts than service changes, e.g. departmental organization, policies and business operations these changes would produce RFCs to generate consequential service changesChanges at an operational level such as repair to printers or other routine service components.It interfaces with the business and suppliers at strategic, tactical and operational levels. It covers interfaces to internal and external service providers where there are shared assets and configuration items that need to beunder Change Management. Service Change Management must interface with business Change Management, and with the suppliers Change Management (to the right in the figure). This may be an external supplier with a formal Change Management system, or with the project change mechanisms within an internal development project.

The Service Portfolio provides a clear definition of all current, planned and retired services. Understanding theService Portfolio helps all parties involved in the Service Transition to understand the potential impact of the newor changed service on current services and other new or changed services.Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*To assess the impact and cause of incidents and problemsTo assess the impact of proposed changesTo plan and design new or changed servicesTo plan technology refresh and software upgradesTo plan release and deployment packages and migrate service assets to different locations and service centersTo optimize asset utilization and costs, e.g. consolidate data centers, reduce variations and re-use assets.Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Service V-model builds in Service Validation and Testing early in the service lifecycle.It provides a framework to organize the levels of configuration items to be managed through the lifecycle and the associated validation and testing activities both within and across stagesThe level of test is derived from the way a system is designed and built up. This is known as a V-model, which maps the types of test to each stage of development. The V-model provides one example of how the Service Transition levels of testing can be matched to corresponding stages of service requirements and design.

The left-hand side represents the specification of the service requirements down to the detailed Service Design.The right-hand side focuses on the validation activities that are performed against the specifications defined on the left-hand side. At each stage on the left-hand side, there is direct involvement by the equivalent party on the right-hand side. It shows that service validation and acceptance test planning should start with the definition of the service requirements. For example, customers who sign off the agreed service requirements will also sign off the service Acceptance Criteria and test plan.

Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Gartner Group Maturity Model helps understand how can service organization move from firefighting to provide the value to organizationIt says that the organizations IT will usually start with firefighting and then will slowly mature to provide value Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*The improvement process can be summarized in six steps: Embrace the vision by understanding the high-level business objectives. The vision should align the business and IT strategies. Assess the current situation to obtain an accurate, unbiased snapshot of where the organization is right now. This baseline assessment is an analysis of the current position in terms of the business, organization, people, process and technology. Understand and agree on the priorities for improvement based on a deeper development of the principles defined in the vision. The full vision may be years away but this step provides specific goals and a manageable timeframe. Detail the CSI plan to achieve higher quality service provision by implementing ITSM processes Verify that measurements and metrics are in place to ensure that milestones were achieved, processes compliance is high, and business objectives and priorities were met by the level of service. Finally, the process should ensure that the momentum for quality improvement is maintained by assuring that changes become embedded in the organization.

Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Basically, there are four reasons to monitor and measure: To validate monitoring and measuring to validate previous decisions To direct monitoring and measuring to set direction for activities in order to meet set targets. It is the most prevalent reason for monitoring and measuring To justify monitoring and measuring to justify, with factual evidence or proof, that a course of action is required To intervene monitoring and measuring to identify a point of intervention including subsequent changes and corrective actions.The four basic reasons to monitor and measure lead to three key questions: Why are we monitoring and measuring?, When do we stop? Is anyone using the data? To answer these questions, it is important to identify which of the above reasons is driving the measurementeffort. Too often, we continue to measure long after the need has passed. Every time you produce a report you should ask: Do we still need this?Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com*Prepared by: Dr. Pratul Sharma, ITIL Trainer & Consultant Email: pratuls@rediffmail.com