the itil first aid kit -...
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The ITIl®
First aid KitEssential information for professionals and organizations using ITIL®
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ITIL® is a registered trade mark of AXELOS Limited. | The Swirl logo™ is a trade mark of AXELOS Limited. | The ITIL Accredited Training Organization logo is a trade mark of AXELOS Limited. | IT Infrastructure Library® is a registered trade mark of AXELOS Limited | No part of this document may be reproduced in any form without the written permission of both ITpreneurs and AXELOS Limited. Permission can be requested at www.ITpreneurs.com and [email protected]. | Material in this document has been sourced from ITIL® Service Lifecycle Suite 2nd Edition, 2011.
The ITIl®First Aid KitThe ITIL® First Aid kit is an essential toolkit for the eff ective utilization of the IT Infrastructure Library (ITIL®) in any organization. However, it does not provide any one-size-fi ts-all solutions or formulae that ensure a successful IT Service Management (ITSM) implementation. This kit is meant as guidance to provide you with areas of attention and possible strategies to include in your program approach. Each organization is diff erent, and your program needs to be unique to your organizational needs and business drivers. The kit provides essential ITIL program approaches to support you when you need them the most. In every ITSM program emergency, think of this kit before looking elsewhere.
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
1 The Need to Deliver Value
• Information, previously a sup-
porting element, has become the
basis for value itself. In addition,
information-based Services are
changing and evolving at a rapid
rate.
• Capabilities and resources in the
management of IT and services
are no longer perceived as simply
operational concern for detail. They
are the basis for creating value, for
competition, and for distinctive
performance.
• IT organizations require a keen
sense of the nature and dynamics
of Services as a means of providing
value to customers.
• It is important for IT organiza-
tions to review their positions and
to clearly understand how they
to their customers.
• A well-managed IT organization can
act like a business within a business
and deliver value that meets or
exceeds other commercial alterna-
tives. For this reason, concepts such
as Utility, Warranty, market spaces,
and portfolios are introduced in the
Service Strategy processes within
the Service Lifecycle.
What is our business?
Who is our customer?
What does the customer value?
Who depends on our Services?
How do they use our Services?
Why are they valuable to them?
1.1 Ensure Value Creation by Asking
Service Strategy is your main body of reference to assist with structuring the flowof and answering these key questions.
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
1.2 Multiple Views of IT
V I E W V I S U A L I Z A T I O N V E R N A C U L A R
Components of systems and processesIT / Component “Our billing system is IT-enabled”
“We use it to improve interactions with our customers
through self service terminals at key locations.”
“IT touches every part of our business. Without appropriate
controls that in itself is a risk.”
Internal unit function of the enterprise
or commercial Service Providers
IT / Organization “Our IT is headed by a CIO of tremendous experience in the
transportation industry.”
“Our heavily centralized IT suits our business model which
more than anything requires stability and control over
business operators.”
“IT does not understand the nature of our business.
Much is lost in translation.”
Type of shared service utilized by
Business Units
IT / Service “I haven’t been able to access the internet since yesterday.
when do you expect the service to be restored?”
“Our remote access service is very secure but it is also very
difficult to set up and use.”
“We decided not to use our own enterprise applications
for administrative functions. We are better off utilizing IT
services provided to us under a commercial contract.”
Capabilities and resources that provide
a dependable stream of benefits
IT / Asset “It is the core of our business process. We use IT to create
value for customers. It is part of our core production
process.”
“Our IT investments are like Costs of Goods Sold (COGS).
They are direct costs not overheads.”
“IT is our business.”
Quoted text Source is ITIL® Service Lifecycle Suite 2nd Edition, 2011. Copyright © AXELOS Limited 2011. Material is reproduced under licence from AXELOS Limited. All rights reserved.
2 Management of Change (MOC)
Aspects of managing the cultural/behavioral
Change experienced with the implementa-
tion of ITIL processes need to be identified and
controlled. This Change is mainly the shift from
being an IT-centric organization to becoming a
customer-focused organization. Less emphasis
is placed on individual IT units performing well
in isolation than on one where each IT unit
needs to understand its part in delivering Ser-
vice to the end user and in being accountable
for its performance in the supply chain.
A formal ITSM program approach is used to
manage these elements of cultural change,
with specific emphasis placed on the de-
velopment of awareness campaigns aimed
at all target audiences – IT management, IT
staff, and customers – and strong communi-
cations planning.
It is important to note that the most suc-
cessful ITSM programs are those that focus
on attaining corporate objectives. Indeed,
the sooner you can drop the project name –
ITSM or ITIL program – and align this work
to support a set of corporate initiatives, the
more successful the implementation will be.
2.1 The 4 Ps
PeOPle PrOCeSSeS ParTNerS PrODuCTS
The implementation of ITSM as a practice is about preparing and planning for the effective and efficient use of the 4 Ps. This approach is critical when designing your ITSM program, for correctly focusing on clarity of communication, and for ensuring a culture that supports and rewards process adherence through changed behaviors. It is especially important to focus on the People aspect of the 4 Ps because this is where your Change effort will succeed or fail.
Many designs, plans, and projects fail because of a lack of preparation and management.
Establish a Sense of Urgency
• Examinemarketand
competitive realities.
• Identifyanddiscusscrises,
potential crises, or major
opportunities.
Form a Powerful Guiding Coalition
• Assembleagroupwithenough
power to lead the Change effort .
• Encouragethegrouptowork
as a team.
Create a Vision
• Createavisiontohelp
direct the Change effort.
• Developstrategiesfor
achieving that vision.
Communicate the Vision
• Useeveryvehiclepossibleto
communicate the new vision
and strategies.
• Teachnewbehaviorsbycitingthe
example of the guiding coalition.
Empower Others to Act on
the Vision
• RemoveobstaclestoChange.
• Changesystemsorstructures
that seriously undermine
the vision.
• Encouragerisktakingand
nontraditional ideas, activities,
and actions.
Plan for and Create Short-Term Wins
• Planforvisibleperformance
improvements.
• Createthoseimprovements.
• Recognizeandreward
employees involved in
the improvements.
Consolidate Improvements and Produce More Change • Useincreasedcredibilitytochange
systems, structures, and policies that don’t fit the vision.
• Hire,promote,anddevelop emplo-yees who can implement the vision.
• Reinvigoratetheprocesswithnewprojects, themes, and Change agents.
Institutionalize New Approaches• Articulatetheconnections
between the new behaviors and organizational success.
• Developthemeanstoensure
leadership development and
succession
2.2 Eight Steps to Transform Your Organization
John P. Kotter of the Harvard Business School introduced this approach to manage Change within an organization. This approach has proven successful over the years and can be helpful when designing the management of Change into your ITSM program.
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Source: Leading Change - John P. Kotter - 1996
Writing a memo instead of lighting a fire
At least half of failed Change efforts bungle the first critical step — estab-lishing a sense of Urgency.
Talking too much and saying too little
Most leaders under-communicate their Change vision by a factor of 10 (or 100 or even 1,000!). In addition,
the efforts they make to convey their message are typically of the least convincing variety — speeches and memos.
Declaring victory before the war is over
When a project is completed or an initial goal met, it is tempting to congratulate all involved and proclaim the advent of a new era. While it is important to celebrate results along the way, kidding yourself or others about the difficulty and duration of orga-nizational transformation can be catastrophic. Celebrating incremental improvements is a great way to mark progress and sustain commitment, but don’t forget how much work is still to come.
Looking for villains in all the wrong places
The perception that large organiza-tions are filled with recalcitrant middle managers who resist all change is not only unfair, but also untrue. In professional Service organiza-tions, and in most organizations with an educated workforce, people at every level are engaged in Change processes. Often, it’s the middle level that brings issues to the attention of the senior executives.
Lack of focus on short-term winsTo maintain momentum and
sustain funding and support, it is important to deliver on short-term wins and to communicate these wins to all stakeholders in the program.
2.3 Pitfalls when Attempting to Change the Organization
In his book, “Leading Change,” Kotter identifies the errors observed when undertaking Change initiatives in practice. Make sure that you plan to mitigate these Risks in your ITSM program.
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LONG-TErM PrOGrAM ChALLENGES
• Changesinsponsorship/leadership
• Changesinteam
• Changeinbusiness(mergers,
acquisitions, and so on)
• Temporarychangesin
economic fortunes
• Poorlyarticulatedprojectstrategy
• Initialexcitementbasedonade-
sired result without investing in the
necessary, underpinning processes
• Wishfulthinkingontimeframes,
meaning not enough planning for
thelongerterm(scenarios/phases)
• Wrongemphasisontoolsatthe
wrong time
• Inadequatefocusonthehuman
element
3 The Value of Training Two critical success factors within an ITSM program are communication and training. A well-thought-out ITIL training strategy and plan play a key role in successful ITSM programs.
3.1 Typical approach to trainingTypically, a high number of staff is initially trained in Foundations, along with some Service Manager/Advanced-level training. Most of the training budget is spent
upfront, with little left to sustain Change throughout the program. This is a concern because most courses represent a significant investment to the company and
there is a Risk of having the wrong people trained before major organizational decisions are complete.
3.2 Recommended approach to trainingThis approach will sustain involvement over the length of the program, maximize education spend, and ensure that training is delivered on a just-in-time (JIT) basis.
The approach begins with a simulation. Simulations are valued for their ability to touch people at a “feeling” level, to firmly anchor the requirement for Change. “I hear
and I forget, I see and I remember, I do and I understand.” – Confucius, 600 BC
Simulation is then best followed by a core Foundation training as a level-set. This basic training is then best followed with a Mobilization Workshop as part of your
overall training strategy.
Introducing a Mobilization Workshop as the next step in your training strategy is intended to further enhance the effectiveness of Management of Change. Mobiliza-
tion provides a focused workshop for key stakeholders, where they assess their current ITSM environment and agree via group consensus on the need for Change,
emerging with a strong team commitment to and ownership of the ongoing program activities.
The remainder of the training plan over the Lifecycle of the program should be designed as role-based (once the new process roles have been assigned), with ap-
propriate funding over time, and should include a strategy for training new employees entering into the process-based organization.
Source: Alan Nance
3.3 Factors to Consider in Your Training Strategy• Corporate geography, time zones, and shifts
• Budget
• JIT training
• Role-based training
• Overall program approach and objectives
• FormalcertificationtrainingANDcustomizedtraining,forexample,ITIL101’s(basic)process/producttraininguniquetotheorganization
3.4 A Winning Program Strategy• Respect the cultural/behavioral management of change – mobilize early and focus on quick wins.
• The most successful ITSM programs are those that are not called ITSM programs.
• Introduce formal training and communication planning.
THEDIFFERENCEs
4 Services “A means of delivering value to customers by facilitating the outcomes that the customers want to achieve without the ownership of specific costs and risks.”
SErVICETangible (products) / intangible (activities)
Sold first, developed afterwards
A Service is compiled from mostly a large number of
products
Perceivedasan“end-to-end”service
Performancemeasuredatthecustomerinterface
Definedinthe“customer’slanguage”
Directlysupportingthe“businessprocesses”
PrODUCTTangible
Producedfirst,soldafterwards
A product can be involved in one or more Services
Perceivedasan“end-to-end”service
PerformancemeasuredinIT-technicalterms
Mostly defined in IT terms
Directlysupportingtheservices
Quoted text Source is ITIL® Service Lifecycle Suite 2nd Edition, 2011. Copyright © AXELOS Limited 2011. Material is reproduced under licence from AXELOS Limited. All rights reserved.
Storage Service
StoreWhat?
StoreHow?
Store Information
Store equipment
Online Database
Portable Devices
Secure Cabinets
Store Files
SerVICe
PrODuCTS
5Processes-WhatAreWeTalkingAbout?
Processes are routines:• To organize the work as efficiently and effectively as possible.
• To prevent reinventing the wheel.
• To measure and improve.
Benefits of Process Management:• ProvideclaritytothebusinessaboutwhatITdoes.
• Impose organizational discipline.
• Defineorganizationalboundariesandroles.
• Support continuous improvement.
• Allow processes to be audited and improved.
5.1 What Is a Process?
It is a set of activities in a logical order that transfers input into output, to achieve an objective for a customer.
Process Control ProcessTriggers Process enablers
Including Processreports and reviews
Process resources
Process Capabilities
Process Metrics
Process Activities
Process Procedures
Process WorkInstructions
Process roles
Process Improvements
Process Policy
Process Owner
Process Documentation
Process Objectives
Process Feedback
Process Input
Process Output
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
5.2 Characteristics of a Process• Are measurable
• Havespecificresults
• Havecustomersand/orstakeholders
• Consist of a number of successive activities
• Haveaclearstartandend,aswellasinputandoutput
• Are repeatable
• Providevaluefortheorganization/stakeholders
• Respond to specific events – while a process may be ongoing or iterative, it should be traceable to a specific trigger
Each previous activity delivers value to the following activity in the process; otherwise, this activity should be eliminated.
5.3 Characteristics of a Process According to ITIL
MEASUrABLE
• Performancedriven
• Cost, quality, duration, productivity, and so on
SPECIFIC rESULTS
• Deliveryofaspecificresult
• Individually identifiable and countable
CUSTOMErS
• Result delivery to a customer or stakeholder
• Could be internal or external
• Meeting customer expectations
rESPOND TO A SPECIFIC EVENT
• Traceable to a specific trigger
5.4 Critical Success Factors in Process Management Design and Implementation
• Kick off an improvement initiative or process
design workshop with the processes that are
clearly defined already. Some room to alter these
processes must be allowed to facilitate Change
acceptance.
• Ensure that the processes are detailed at the right
levels. An overly detailed process description
will limit the flexibility required to customize the
process for the organization.
• Start process design activities with a clear vision
and specific objectives.
• Delegatetheprocesstasks,responsibilities,and
process ownership to people with the right level of
skills, knowledge, and authority.
• EnsurethecorrectpositionsoftheProcessOwners,
as required uniquely by the organization. Consider
amixwithProcessManagers,asappropriate.
• Demonstratemanagementcommitment.
• Demonstratestrongtraining,communication,and
awareness campaigns.
1 Define the vision: Why you want to work with processes, what is to be achieved, what is the relationship with the company’s strategy, and what are the business requirements –rememberthatProcessManagementis not a goal by itself.
Define the objectives: Ensure that you use SMART (Specific, Measureable, Achievable, Realistic, and Timely) as an approach to define measureable objectives in line with the company’s strategy and vision.
Identify the processes:Decidewhich processes are in scope.
Define the format of the processes:Processesshould be defined using a standard template for creating a high level of acceptance, reorga-nization, and availability – see Appendix C in serviceDesign–CabinetOffice,2011formoredetails.
Design and document the processes: Involve the key stakeholders in the organization to help prevent resistance to Change and to build a strong crew of Change agents.
Implement the processes: Activate the pro-cesses according to the defined descriptions.
Audit the processes: Audit the processes peri-odically to ensure compliance and adherence.
Measure the performance of the processes: BasedondefinedKeyPerformanceIndicators(KPIs),theprocessescanbemeasuredforef-ficiency and effectiveness in support of further improvement over time.
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While it is important to note that there is no “one-size-fits-all” formula for process implementation, here is a set of steps that can be considered when designing your program. Remember, when you start with implementing processes, you are also changing the way people are used to working. Normally, people will resist Change, so it is important to also consider your MOC approach, such as Kotter’s 8 Steps for Change, as part of your overall process design/improvement activities within your ITSM program.
5.5 Process Implementation Approach
6 Functions and roles
“Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services. The capabilities take the form of functions and processes for managing services over a Lifecycle, with specialization in strategy, design, transition, operation, and continual improvement.”
DIFFERENCEBETWEENFUNCTIONsANDROLEs
It is important to understand the difference between a formal function within an organization and
the process roles that the function is expected to perform. A formal function may fulfill more than one
specific Service Management role and conduct activities relating to more than one process.
For example, a formal function, Network Administrator, may be responsible for performing Incident Manage-
ment as well as Capacity Management activities. Although the Network Administrator may report to a func-
tional line manager, the Network Administrator is also responsible for performing activities for the Service
DeskManager,theIncidentManagementProcessOwner,andtheCapacityManagementProcessOwner.
Quoted text Source is ITIL® Service Lifecycle Suite 2nd Edition, 2011. Copyright © AXELOS Limited 2011. Material is reproduced under licence from AXELOS Limited. All rights reserved.
• Are units of organizations specialized to perform
specific types of work and be responsible for
specific outcomes.
• Are self-contained, with the capabilities and
resources necessary for their performance and
outcomes.
• Havetheirownbodyofknowledge,accumulated
through experience.
• Providestructureandstabilitytoorganizations.
• Typically define roles and the associated authori-
ties and responsibilities for a specific performance
and outcome.
• Tend to optimize work methods locally to focus
on assigned outcomes.
• Poorcoordinationbetweenfunctions,combined
with an inward focus, leads to functional silos that
hinder the alignment and feedback critical to the
success of the organization as a whole.
•
within and across functions.
6.1 Functions
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
6.2 Roles
Is accountable for the overall quality of the process and oversees the management of and
compliance with the processes, procedures, data models, policies, and technology associated
with the IT business process.
Is responsible for the Operational Management of a process. There may be several Process
Managers for one process, for example, regional or departmental Change Managers or IT
Service Continuity Managers for each data center.
Is accountable for the delivery of a specific service, regardless of where the underpinning
technology components, processes, or professional capabilities reside.
“A set of responsibilities defined in a process and assigned to a person or team. One person or team may have multiple roles, for example, the roles of Configuration Manager and Change Manager can be performed by one person.”
R O L E
Process Owner
Process Manager
Service Owner
R E s P O N s I B I L I T Y
rACI is an authority model used to help defi ne roles and responsibilities.
rACI is an acronym for the four main roles of:
7 raCI
the person or people respon-
sible for getting the job done
only one person can be
accountable for each task
the people who are
consulted and whose opinions
are required
the people who are kept
up-to-date on progress
R reSPONSIBle
AaCCOuNTaBle
CCONSulTeD
IINFOrMeD
7.1 Building a RACI
“Whether rACI or some other tool or model
is used, the important thing is to not just
leave the assignment of responsibilities
to chance or leave it to the last minute to
decide. Conflicts can be avoided and
decisions can be made quickly if the
roles are allocated in advance.”
Identify
the activities/
processes.
Identify/define
the functional
roles.
Conduct
meetings and
assign RACI
codes.
Identify
any gaps or
overlaps, for
example, where
there are two
As or no As.
Distribute
the chart and
incorporate
feedback.
Ensure
that the as-
signments are
activated in the
organization.
1 2 3 4 5 6
models in the following way:
Quoted text Source is ITIL® Service Lifecycle Suite 2nd Edition, 2011. Copyright © AXELOS Limited 2011. Material is reproduced under licence from AXELOS Limited. All rights reserved.
In the RACI model, only one person can be accountable for an activity while
several people may be responsible for an activity or parts of an activity.
“In this model, accountable means end-to-end accountability for the process.
Accountability should remain with the same person for all activities of a
process.”
A C T I v I T Y 1
A C T I v I T Y 2
A C T I v I T Y 3
A C T I v I T Y 4
A C T I v I T Y 5
Director Service Management
Service levelManager
Problem Manager
SecurityManager
ProcurementManager
A R C I I C
A R C C C
I A R I C
I A R I
I I A C I
Example RACI Matrix
Quoted text Source is ITIL® Service Lifecycle Suite 2nd Edition, 2011. Copyright © AXELOS Limited 2011. Material is reproduced under licence from AXELOS Limited. All rights reserved.
7.2 Critical Success Factors with RACI
• Havingmorethanonepersonaccountableforapro-
cess, meaning that, in practice, no one is accountable
• Delegationofresponsibilityoraccountabilitywithout
necessary authority
• Focusing on matching processes and activities with
departments
• Incorrect division/combination of functions; conflict-
ing agendas or goals
• Combination of responsibility for closely related
processes,suchasIncidentManagement,Problem
Management, Configuration Management, Change
Management, and Release Management
Be aware of the time demands of each of the activities because the immediate activities will always take prece-
dence over the more proactive activities.
Forexample,combiningIncidentManagementactivitieswithProblemManagementactivitieswithinthesame
function.
Identify the gaps and remove the overlaps for the best approach to process efficiency and effectiveness.
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
7.3 The Service Management Process Maturity Framework
The Service Management Process Maturity Framework (PMF) is the de facto standard for measuring the maturity of any process.
It is important to create an original baseline when
starting your ITSM program to answer the “Where are
we now?” question posed in the Continual Service
Improvement(CsI)model.ThePMFcanbeusedto
assess this initial baseline. Because this approach is
industry standard and has been in place for several
years, it may be possible to assess your organization’s
maturity against industry benchmarks.
However,becautiousinthisapproachbecause
it may be difficult to find benchmarks that come
significantly close to the unique characteristics of
your organization. These benchmarks can be used
to answer the “Where do we want to be?” question
within the CSI model.
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
A way to think about assessment timing is in line with the Deming
improvement Lifecycle.
7.4 When to Assess?
At the end of a process project, it is important to vali-
date the increased maturity of the process and the
process organization because of the overall project.
Assess the:
Vision and steering
Process
People
Technology
Culture
What to Assess?
PLAn (Project Initiation)
assess the targeted processes at the
start of process introduction to form
the basis for a process improvement
project.
PLAn (Project Midstream)
a check during process implementa-
tion or improvement activities serves
as validation that process project
objectives are being met and, most
importantly, provides tangible
evidence that benefits are being
achieved from the investment of time
and resources in process initiatives.
DO/CHECk (Process in Place)
at the end of a process project, it is
important to validate the increased
maturity of the process and the
process organization because of the
overall project. Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
7.5 The Process Maturity Framework (PMF)
1 Initial
I n t e r m o f :
V i s i o n a n d S t e e r i n g
P e o p l e
P r o c e s s e s
T e c h n o l o g y
C u l t u r e
2 repeatable
3 Defi ned
4 Managed
5 Optimizing
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
InITIAL
(LEVEL 1)
The process has been recog-
nized, but there is little or no
ProcessManagementactivity.
The process is assigned as
of no importance, with no
resources or focus within the
organization. This level can
also be described as ad hoc or
occasionally even chaotic.
REPEATABLE
(LEVEL 2)
The process has been
recognized and is allocated
little importance, resources,
or focus within the operation.
In general, activities related to
the process are uncoordinated,
irregular, without direction,
or directed toward process
eff ectiveness.
DEFInED
(LEVEL 3)
The process has been recog-
nized and is documented but
there is no formal agreement,
acceptance, or recognition of
its role within IT operations as
awhole.However,theprocess
has a process owner, formal
objectives, and targets with
allocated resources and is
focused on the effi ciency as
well as the eff ectiveness of the
process. Reports and results
are stored for future reference.
MAnAGED
(LEVEL 4)
The process has now been
fully recognized and accepted
throughout IT. It is Service
focused and has objectives
and targets that are based on
business objectives and goals.
The process is fully defi ned,
managed, and has become
proactive, with documented,
established interfaces and
dependencies with other IT
processes.
OPTIMIZInG
(LEVEL 5)
The process has now been
fully recognized and has
strategic objectives and
goals aligned with the overall
strategic business and IT
goals. These IT goals have
now become institutionalized
as part of everyday activities
for everyone involved in the
process. A self-contained, con-
tinual process of improvement
is established as part of the
process, which is now develop-
ing a pre-emptive capability.
REPEATABLE
(LEVEL 2)
The process has been
recognized and is allocated
little importance, resources,
or focus within the operation.
In general, activities related to
the process are uncoordinated,
irregular, without direction,
or directed toward process
eff ectiveness.
DEFInED
(LEVEL 3)
The process has been recog-
nized and is documented but
there is no formal agreement,
acceptance, or recognition of
its role within IT operations as
awhole.However,theprocess
has a process owner, formal
objectives, and targets with
allocated resources and is
focused on the effi ciency as
well as the eff ectiveness of the
process. Reports and results
are stored for future reference.
MAnAGED
(LEVEL 4)
The process has now been
fully recognized and accepted
throughout IT. It is Service
focused and has objectives
and targets that are based on
business objectives and goals.
The process is fully defi ned,
managed, and has become
proactive, with documented,
established interfaces and
dependencies with other IT
processes.
OPTIMIZInG
(LEVEL 5)
The process has now been
fully recognized and has
strategic objectives and
goals aligned with the overall
strategic business and IT
goals. These IT goals have
now become institutionalized
as part of everyday activities
for everyone involved in the
process. A self-contained, con-
tinual process of improvement
is established as part of the
process, which is now develop-
ing a pre-emptive capability.
54321Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
8 Metrics
8.1 Succeed with Measurements One of the management trends of the past years is to work according to performance indicators.
Organizations use performance indicators to check whether or not the “ship is still going in the
right direction.”
This is sometimes referred to as the “organization’s cockpit” or dashboard.
ThisapproachtousemetricsandmeasurementsthroughouttheITsMprogramanswersthe“Did
we get there?” question posed in the CSI model.
8.2 Why Measure?
YOur
MeaSureMeNT
FRAMEWORK
TODIRECT TarGeT aND MeTrICS
TOJUsTIFY
FaCTual eVIDeNCe
STraTeGY VISION
CHaNGeS aND
COrreCTIVe aCTIONS
TOvALIDATE
TO INTERVENE
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
It is important to link the
creation and management
of KPIs and metrics to the
corporate vision, mission,
goals, and objectives.
What does the KPI really tell us about achieving the goal?
how easy is it to analyze the KPI, and does the KPI support decision making?
how accurate and stable is the KPI?
At what frequency do we need to report on the KPI?
Who owns the KPI?
ASK yOUrSELF
VISION
MISSION
GOalS
OBJeCTIVeS
CSF
KPI
MeTrICS
MeaSureMeNTS
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
8.3 Continual Service Improvement Process
DeFINeWHATYOU
WILLMeaSure WISDOM
DaTa
aPPlY
21GaTHer THe DaTa
Who?How?When?
Criteria to evaluate
integrity of data
Operational goals
Service measurement
3
IDeNTIFY THe
STraTeGY FOr
IMPrOVeMeNT
Vision
Business need
Strategy
Tactical goals
Operational goals
IMPleMeNT
IMPrOVeMeNT 7PlaN
aCT DO
PrOCeSS THe DaTa
Frequency?
Format?
Tools and systems?
Accuracy?
4aNalYZe THe
INFOrMaTION
aND DaTa
Trends?
Targets?
Improvements required?
5
PreSeNT aND uSe THe
INFOrMaTION
Assessment summary
Action plans
Etc.
6
KNOWLEDGE INFOrMaTION
Metrics and measures using the 7-Step Improvement model from Continual Service Improvement:Identify the strategy for improvement, defi ne what you will measure, gather the data, process the data, analyze the information and data, present and use the information, and implement improvement.
CHECK
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
8.4 Goals, Questions, and Metrics Approach
The Goals, Questions, and Metrics (GQM) paradigm (Basili – 1980s) stands the test of time as an approach to assist with identifying metrics.
An example:GOAL
Reduce the business
impact of IT outages
and user-experienced
problems.
• Which Services impact the business the most? According to whom?
• What is the current Impact of outages on these business Services?
• What are the reasons for these outages?
• WhatarethemajorperceivedProblemsaccordingtousers?
• HowcanwereducetheamountanddurationoftheseoutagesandProb-
lems?
• Where can we gain the most success or quick wins?
QUESTIONS METRICS• Current Incident volume, outage time, and
reasons for key IT Service outages
• IdentifiedProblemscausingmultipleoutages
• ChangescarriedouttorectifyProblems
• Incident volume/outage time following
Changes
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
8.5 Balanced Scorecard Approach In early 1992, Kaplan and Norton first introduced the idea of a Balanced Scorecard in the harvard Business review. Since then, many organizations have used this approach to measure initiative success against corporate strategy.
INTerNalWhatmustourIT
providers (internally)
excelat?
Service-oriented culture
Skilled staff and IT expertise
Efficiency of IT Service provision
Service delivery times
Processingcapacity
Security
Accountability of IT provision
CuSTOMerWhatdoweas
customersexpect
ofITprovision?
Availability of IT Services
Quality of IT Services
PerformanceofITservices
Value for money IT Services
Reliability of the IT Infrastructure
Support of hands-on IT users
INNOVaTIONDoes our IT infrastructure
enable us to continue to
improvethebusiness?
Flexibility of the IT infrastructureAbility to control Changes to IT Services and the IT infrastructureAdaptability of the IT infrastructure to changing demand in the businessCommunication and knowledge transferBusiness productivity in relation to IT costsHarnessing(new)technology
FINaNCIalas customers how do
we view the costs of
ITprovision?
Understanding IT costs to the business
Ability to control IT costs to the business
Economy of IT provision
Return on IT infrastructure investments
IT contracts management
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
8.6 The Format of a Performance Indicator
Performance indicators should be defined and documented
in a format that is owned and maintained as a document CI
in the CMDB. For each performance indicator, the following
should be defined and maintained:
• Title
• Description
• Measurement unit
• Report frequency
• Periodofthereport
• Employees responsible for the delivery of information
• Datasources
• Performanceindicatorownership(roleaccountableforaction
on any reported exceptions)
Steps to Develop Performance Indicators
• Lead the measurement effort.
• Educate the team about performance indicators and the measurement
and reporting of corporate standards.
• Create a team for each process to determine measurement points and
capabilities.
• Create performance indicator documentation.
• Validate the IT and business performance indicators with the manage-
ment team.
• Implement measurements and reporting.
Here is an example of a step-by-step plan to develop performance
indicators in the processes. The Process Owner / Manager should:
8.7 Pitfalls During the Development of Performance IndicatorsSome of the pitfalls faced when developing perfor-
mance indicators are:
• Obsessive measurement
• Nondirected measurement – measure because we can
• Lack of ownership of results
• Measurements not linked to business objectives
It is recommended to start with a minimum number of
highly relevant performance indicators and to add or
change them, as required, to validate, direct, intervene, or
justify ongoing program investment and continuity.
Why Use Performance Indicators in Processes?
• Measurements are knowledge.
• Processesarecontrolled.
• Improvement points are identified.
• Facts, instead of opinions, become known.
• There are links with policy and strategy.
• Business decisions are supported.
It is recognized that the use of Service Management tools is essential for the success of all but the very smallest process implementations. however, it is important that the tool(s) being used support the processes, not the other way around. As a rule, don’t modify processes to fit the tool.
With today’s sophisticated levels of integrated Service Management applications, it is important to work closely with your technology partner to understand possible process functionality limitations that might be expensive to recode and support, as required. These decisions and limitations may need to be taken into account when designing your processes.
9. Technology 9.1 Service Design Tools
• Assist with automating hardware, software, environment,
process, and data designs.
• Speed up the design process.
• Ensure that standards and conventions are followed.
• Offer prototyping, modeling, and simulation facilities.
• Enable “What if?” scenarios to be examined.
• Enable interfaces and dependencies to be checked and
correlated.
• Validate designs before they are developed and implemented to
ensure that they satisfy and fulfill their intended requirements.
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
• Service achievement, Service Level
Agreement (SLA), Operational Level
Agreement (OLA), contractual and supplier
measurement, reporting, and management
• Consolidated metrics and Metrics Trees,
with views from management dashboards
down to detailed component information,
performance and fault analysis, and
identifi cation
• Consistent and consolidated views across
all processes, systems, technologies, and
groups
• A comprehensive set of search and
reporting facilities, enabling accurate
information and analysis for informed
decision-making
• Management of Service costs
• Management of relationships, interfaces,
and interdependencies
• ManagementoftheservicePortfolioand
Service Catalogue
• Confi guration Management System (CMS)
• CMDB
• Service Knowledge Management System
(SKMS)
9.2 Tools to Support the Service Lifecycle
A Statement of Requirements (SoR) is essential for
use during the selection process. This can be used as
a check list, categorized using the MoSCoW analysis:
MUST have thisM
S
C
W
SHOULD have this if at all possible
COULD have this if it does not aff ect anything else
WON’T have this time but WOULD like in the future
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
• Breadth and depth of functionality
• Flexibility in implementation, usage,
and data sharing
• Implementation complexity
• Ease of use and quality and extent
of supplier training
• Quality of management information
produced as standard
• Ease with which data can be analyzed
and presented
• Datastructure,handling,andintegration
• Distributeddatainputpluscentraldataview
• Experience and commitment of the
supplier to best practices
• Databackupandsecurity
• Cost
9.3 Service Management Tools
The exact requirements for the tool must be considered. You need to check what the man-datory requirements and the desired requirements are. There are many integrated tools in the marketplace to enable the Service Management processes and provide integration between the processes.
Some aspects that organizations should consider when evaluating Service Management tools:
SHOrT lISTING
WHATREQUIREMENTS IDeNTIFY PrODuCTS SeleCTION CrITerIa
eValuaTe PrODuCTS
SCOrINGraNK THe PrODuCTSSeleCT a PrODuCT
Identify your tool requirements before
researching products. Some of your
research may result in new require-
ments. Complete this iterative process
(if required) before defi ning your
selection criteria.
9.4 The Tool Evaluation Process
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
10 ITIl Service lifecycle
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
SErVICE STrATEGy
Providesguidanceon
designing, developing,
and implementing Service
Management, not only as an
organizational capability but
also as a strategic asset.
SErVICE DESIGN
Providesguidanceonthe
design and development of
Services and Service Manage-
ment processes. It covers
design principles and meth-
ods for translating strategic
objectives into portfolios of
services and Service Assets.
SErVICE TrANSITION
Providesguidanceonthe
development and improve-
ment of capabilities for tran-
sitioning new and changed
Services into operations. It
also provides guidance on
how the requirements of Ser-
vice Strategy, as architected
inserviceDesign,arefinally
realized in Service Operations
while controlling the risks of
failure and disruption.
SErVICE OPErATION
Achieves effectiveness and
efficiency in the delivery and
support of Services, for ensur-
ing value for the customer
andtheserviceProvider.
Maintains stability in Service
operations while allowing
for Changes in design, scale,
scope, and Service levels.
CONTINUAL SErVICE IMPrOVEMENTProvidesguidanceoncreat-
ing and maintaining value
for customers through the
provision of approaches and
methods to achieve improve-
ments in Service quality,
operational efficiency, and
business continuity.
Based on AXELOS ITIL® Service Lifecycle Suite 2nd Edition, 2011 material. Reproduced under licence from AXELOS Limited. All rights reserved.
Provides an overview of ITIL to participants and helps them understand why organizations use ITIL.
Focuses on selective subjects and helps practitioners attain the required level of knowledge. Both Intermediate
streams assess an individual’s comprehension and application of the concepts of ITIL. Candidates are able to take
units from either of the Intermediate streams, which give them credits toward ITIL Expert. These streams are.
a. The Lifecycle stream: Is built around the five core Cabinet Office books, namely, Service Strategy, Service
Design, Service Transition, Service Operation, and Continual Service Improvement.
b. The Capability stream: Is built around four clusters: Planning, Protection, and Optimization(PPO); Service
Offerings and Agreement(SOA); Release, Control, and Validation(RCV); and Operational Support and
Analysis(OSA).
The Managing across the Lifecycle course brings together the full essence of the Lifecycle approach to Service
Management. After someone has gained the requisite credits through their education at
the Foundation, Intermediate, and Managing across the Lifecycle levels, they will be awarded
ITIL Expert certification.
Assesses an individual’s ability to apply and analyze the ITIL concepts in new areas.
F O U N D AT I O N L E V E L
I N T E R M E D I AT E L E v E L
M A N A G I N G A C R O S S T H E L I F E C YC L E L E v E L
A D vA N C E D L E v E L
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12 about ITpreneurs
13 Valued Suggestions
We would like to hear from you:
If you have any suggestions or ideas
If you have been involved in an ITSM program crisis
for which you did not find an answer in the kit
Forward your comments and suggestions to
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