1. Service Management is clearly defined 2. We know what our services are
3. We have clearly defined functions and processes across the lifecycle
4. We are able to measure the processes in a relevant matter 5. The reason a process exists is to deliver a specific result 6. Every process delivers its primary result to a customer or stakeholder
7. The goals of CSI are defined 8. The objectives of CSI are defined 9. The purpose of CSI is Defined 10. The Scope of CSI is defined 11. We have a CSI Plan
12. Our Service improvement, benefits, ROI and VOI outcomes are clearly defined
13. We have CSI justifications for Business drivers and Technology Drivers
14. The business/customer benefits of CSI are clearly defined 15. The financial benefits of CSI are clearly defined
16. The innovation benefits of CSI are clearly defined 17. The IT Organization Internal benefits of CSI are clearly defined
CSI Principles
1. CSI is imbedded in organizational change 2. CSI ownership is clearly defined
3. We have role definitions assigned in key activities to key roles 4. We monitor external (regulation, legislation etc.) and internal (org. structure, culture etc.) drivers to CSI
5. We have fully accepted that the IT organization must become a service provider to the business or cease to be relevant 6. We involve the business and determine their service level requirements
7. We define the internal portfolio of Services: services that are planned, in development, in production.
8. We have defined a customer-facing Service Catalogue which details every service and service package offered
9. We Identified internal IT departmental relationships, and codified them with Operational Level Agreements (OLAs) 10. We have identified existing contractual relationships (UCs) with external vendors.
11. We utilize the Service Catalogue as the baseline, negotiate Service Level Agreements (SLAs) with the business
12. We have created a Service Improvement Plan (SIP) to continually monitor and improve the levels of service 13. We have service measurement baselines defined 14. We apply the 7-step improvement process 15. We benchmark our services
17. CSI is aligned with supporting frameworks, models, standards and quality systems
CSI Processes
1. We have defined what we should measure using The 7 Step Improvement Process
2. We have defined what we can measure using The 7 Step Improvement Process
3. We have defined data gathering (who/how/when/integrity of data) using The 7 Step Improvement Process
4. We have defined how we process the data using The 7 Step Improvement Process
5. We have defined how we analyze the data using The 7 Step Improvement Process
6. We have defined how we present and use the information using The 7 Step Improvement Process
7. We have implemented corrective action using The 7 Step Improvement Process
8. We have defined integration with the rest of the lifecycle domains and service management processes
9. We have Technology metrics in place 10. We have Process metrics in place 11. We have Service Metrics in place 12. CSFs and KPIs are defined
13. The purpose, goal and objective for the Service Reporting process is defined
16. We have defined our CSI policies
17. Monitoring requirements are defined and implemented 18. Data is gathered and analyzed on a consistent basis. 19. Trend reporting is provided on a consistent basis 20. Service Level Achievement reports are provided on a consistent basis
21. Internal and External Service reviews are completed on a consistent basis
22. Services have either clearly defined service levels or service targets
23. Service Management processes have Critical Success Factors and Key Performance Indicators
24. We have defined the Return on Investment (ROI) process for CSI
25. The business case for ROI is established
26. We know what the benefits are of ITIL service improvements 27. We know how it impacts our business
28. We know how revenue is increased with ROI 29. We know our value on investments
30. We know what our ROI is
31. We know what our payback time is
32. We know how ITIL benefits translate to business benefits 33. We measure benefits achieved
34. The business questions for CSI are defined 35. We know where we are now
36. We know what we want
37. We know what we actually need 38. We know what we can afford 39. We know what we will get
40. We know what we did get
41. Service level Management plays a key role in working with the business
42. The goal for the Service Level Management process is defined
43. The service improvement program is defined
CSI methods and techniques
1. We have defined methods and techniques for CSI 2. We know the efforts and costs for CSI
3. We have a CSI implementation review and evaluation 4. We have CSI assessments
5. We have defined when to assess
6. We have defined what to assess and how 7. We perform Gap analyses
8. We have a benchmarking procedure 9. We know our benchmarking costs 10. We know the value of benchmarking
11. We have defined the benefits of benchmarking 12. We know who is involved in benchmarking 13. We have defined what to benchmark
14. We know what to compare with industry norms 15. Our benchmark approach is well defined
16. We use the balanced score card approach for measuring and reporting
20. Fault Tree Analysis (FTA) is used 21. Service Failure Analysis (SFA) is used 22. Technical Observation (TO) is used
23. Business Capacity Management (BCM) is used 24. Service Capacity Management is used
25. Component Capacity Management is used
26. Workload management and demand management are used 27. The iterative activities of Capacity Management are used 28. Business Continuity Management and ITSCM are integrated 29. Risk Management is integrated
30. Problem Management's Post implementation review delivers input to CSI
31. All CSI activities fall under the scope of Change, Release and Deployment Management
32. Inputs on CSIs "What do We Need" are delivered by the Service Knowledge Management system
Organizing for CSI
1. Roles and responsibilities for CSI are defined 2. The CSI activities and skills required are defined 3. We have defined what we should measure 4. We have defined what we can measure 5. We have defined which data is gathered how 6. We have defined how we process the data 7. We have defined how we analyze the data
8. We have defined how we present and use the information 9. We have defined how we implement corrective action 10. The service manager role is defined
11. The CSI manager role is defined 12. The Service owner role is defined 13. The process owner role is defined
14. The Service knowledge management role is defined 15. The reporting analyst role is defined
16. The authority matrix is defined
CSI Technology Considerations
1. We use an IT Service management suite to support CSI activities
2. We use systems and network management tools to support CSI activities
3. We use event management tools to support CSI activities 4. We use automated incident / problem management tools to support CSI activities
5. We use knowledge management tools to support CSI activities
6. We use tools to support CSI activities
7. We use service catalogue and workflow tools to support CSI activities
8. We use performance management tools to support CSI activities
9. We use application and service performance monitoring tools to support CSI activities
10. We use statistical analysis tools to support CSI activities 11. We use software version control tools to support CSI
12. We use software test management tools to support CSI activities
13. We use security management tools to support CSI activities 14. We use project and portfolio management tools to support CSI activities
15. We use financial management tools to support CSI activities 16. We use business intelligence and reporting tools to support CSI activities
Implementing CSI
1. The critical roles for CSI have been identified and filled (CSI manager/service owner/reporting analyst)
2. Monitoring and reporting on technology, process and service metrics are in place
3. Internal service review meetings are scheduled 4. Either the service approach or the lifecycle approach is chosen as a basis for CSI implementation
5. Governance is addressed from a strategic view
6. The IT service Management program initiative is defined 7. The business drivers are defined
8. The process changes are defined
9. CSI and organizational change is underpinned by Kotter's change management best practices
Conclusion
There is a lot more to implementing ITIL Service Management than meets the eye. The ITIL Framework is quite large, and at first may be daunting to the IT Director or CIO who is
investigating the possibility of implementing the framework.
The first step is to understand the current situation. Where are we now? What is our current state of affairs? What can stay, and what has to change?
This is also the time when your team will create the vision for the future: where do we want to be? What type of IT organization do we want to be, and what level of maturity is required? The planning stage of an ITIL Implementation project can last anywhere from a month to years. However, without this solid planning phase the outcome of the project will most likely be at risk.
Based on the outcome of this assessment, a long term plan can be created, as well as selecting the first few processes that will be improved and implemented.
The design and documentation of the new processes is a (relatively) easy task. The biggest challenge is to create
processes that support the overall business vision of the IT shop, and have the full backup and support from the IT staff on the
Because ultimately, they need to work with the new and improved processes. Creating a new series of process
documents that nobody will read is a waste of money, time and effort. The challenge is to create a series of processes that are adopted by all IT staff and actively used for the delivery of IT Services to customers.
The benefits are achievable, and very tangible for most organizations, when you realize that implementing this framework is a lot more involved than a simple technology implementation. We are dealing with management processes and the adoption of improved processes by people... and that takes time.
Index
A alignment 4, 12-13, 30, 86 applications 48, 81-2 assessment 28, 42, 118 assets 65, 69, 71, 81 attributes 4, 9, 83 B benefits 2-3, 10-12, 35, 37, 39, 43, 51, 55, 58, 61-2, 110, 113- 14, 119 business 4, 7, 10-13, 24-6, 30-1, 35, 43, 53-6, 66-7, 69-70, 72- 3, 75-9, 86-7, 98-104, 111, 113-14 business processes 12, 14, 25, 59 business requirements 28, 37, 74, 98 C capabilities 7-8, 32, 58, 64, 68-9 capacity 14, 18, 33, 45, 50, 109 Capacity Management 50, 73, 76, 115CMS (Configuration Management system) 49, 85, 90, 94-5 communication 30, 37, 54-5, 93, 99
concepts 4, 9, 12, 18, 20-1, 31 constraints 64-6
cost 35, 44, 46-7, 60, 69, 73, 85, 98, 114 Critical Success Factors and Risks 75-80, 100-3
CSI (Continuous Service Improvement) 5, 22, 53, 55-8, 110-15, 117 culture 7, 54, 58, 111 customers 7, 9-10, 18-19, 23-4, 28, 31, 35, 37, 43, 54, 62-75, 86, 97, 110, 119 D defects 31-2, 37
Designing Service Transition 4, 36, 96 F framework 8, 15, 18, 112, 118-19 functionality 45, 47, 74, 84 G groups 43, 45, 56, 84, 98, 104-5 guidance 19-20, 34 I implementation 6, 29, 42, 46, 60, 67, 73-4, 78 improvement 22, 29, 31, 58, 62, 68 Incident Management 47, 59 incidents 18, 23, 45, 47, 70, 79 input 25, 42, 56, 69, 88-92, 95, 115 interfaces 38, 75-9, 84, 86, 97, 100-3, 110 introduction 33-4, 51, 104 ITIL 4, 6, 8, 12, 15, 17-18, 20-1, 59-60, 121
ITSM (IT Service Management) 4-10, 12, 14-15, 18, 29, 41, 62, 108, 116-17
K
Key performance indicators 85, 88-92 knowledge 8-9, 19, 25, 49-51, 64, 92 L liability 2 licenses 17, 46-7, 109 lifecycle 17-18, 22, 28, 86, 97, 110 M maintenance 52, 61, 99 Major Incidents 25-6, 85, 100 Major outputs 82-3 management 7, 14, 26, 42, 81, 85, 89-90 metrics 72, 74, 88-92, 100-1, 103
module 46-7
monitor 23, 53, 104-5, 109, 111 N
number 12, 25, 44, 46-7, 49 O
OLAs (Operational Level Agreements) 22, 84, 111 operations 35, 51, 53, 62, 69, 105, 107 order 10, 14-15, 18, 22, 42, 46, 50, 52, 71 organization 6-8, 10, 12, 15, 18, 25-6, 28-9, 34, 38-9, 46, 50-1, 53-5, 60, 62, 68-9, 118-19 organizational change 5, 34, 55, 68, 93, 111, 117 outcomes 63, 65-6, 118 output 8, 53, 88-92, 104 P parties 42, 44, 55-6 perspectives 4, 9-10, 91 phases 19, 22-3, 53, 57 planning 5, 49, 57, 89-90, 94 policies 28, 36, 61, 64, 73, 81, 87-8, 90-2, 96, 112 prerequisites 4, 33, 85 principles 75-9, 88, 90-2, 99-103 projects 36-7, 44, 98, 118 R relationships 19, 36, 84, 96 release 15, 23, 37, 90-1, 94-5 requirements 7, 15, 24, 26, 29, 31, 36-7, 78, 80, 82 resources 4, 37-9, 45, 63-4, 68, 74, 96 responsibilities 7, 10, 53, 83-4, 107, 115 review 3, 74, 91 risks 4, 25-7, 37, 39, 44, 68-9, 73-80, 85, 91, 96, 100-3, 118 ROI (Return on Investment) 98, 113
roles 7, 9-10, 21, 36-7, 53-4, 60, 62, 74, 83, 94, 106, 115 rollout 6, 49
scope 11, 15, 88, 90-2, 115 scripts 82, 105 Service 14, 23, 27, 48, 90 Service Catalogue 22, 67, 72, 85, 111 Service Design 22, 27, 29, 31, 33, 53, 72, 83, 85, 91 service desk 47, 73, 106, 108 service improvement 31, 34, 110
Service Knowledge Management System (SKMS) 38, 85, 92, 95, 115
Service Level Management 14, 21, 33, 37, 59, 114 service lifecycle 4, 17-21, 23, 53, 84, 87 Service Management 7-8, 12, 15, 25, 62, 72, 86, 97, 110 Service Operation 5, 22, 41-5, 97, 106, 109 service portfolio 63, 72-5, 85 service providers 18-19, 34, 59, 64, 66, 69, 111 Service Strategy 5, 22, 62, 64 Service Transition 4-5, 22, 27, 33-9, 69, 86-8, 91, 93-4, 96 services 2, 4, 7-8, 10-12, 14, 18, 24-6, 28, 33-4, 37, 60, 62-8, 70-5, 84-7, 97-8, 110-11
SLAs (Service Level Agreements) 22, 24, 33, 60, 72, 84, 111 SLRs (Service Level Requirements) 4, 24, 26, 73, 85, 111 software 6, 10, 48-50, 104 staff 7, 9, 11, 28, 30, 36, 39, 47-51, 53, 60, 64, 69, 118-19 stakeholders 7, 9, 11, 18, 30, 38, 53-4, 57, 62, 72, 86-7, 97, 110 strategy 25, 30-1, 62-3, 68-70, 73, 78, 99 support 7, 12, 14, 54-5, 65-6, 69-70, 94, 105-6, 118 systems 11, 84, 87, 104-5 T techniques 75-9, 84, 91, 114 technology 6-7, 13, 30, 46, 70, 74, 84, 98, 117 terms 7, 29-31, 35, 63, 69 tools 10, 25, 29, 48-52, 57, 84-5, 95-6, 105, 117 training 36, 46, 51, 99 transactions 63, 82 transition 10, 35-7, 39, 45, 53, 62, 109 V value 3, 7, 28, 39, 62-3, 65, 68, 86, 96, 113-14
visibility 43, 61-2
W
weaknesses 28, 30, 68 workflow tools 95, 116
i ITIL® is a Registered Trade Mark of the Office of Government
Commerce in the United Kingdom and other countries
ii For full case study see:
http://www.tsi.lv/Transport&Telecommunication/V65_en/art01.pdf
iii For full case study see:
http://www.networkworld.com/newsletters/nsm/2006/0306nsm1.h tml?brl
iv For full presentation see:
http://www.taxadmin.org/fta/meet/06tech/06tech_pres/Broderick. pdf