Documente Academic
Documente Profesional
Documente Cultură
Malcolm Ryder
ARCHITECT
CA SERVICES
Table of Contents
Executive Summary
SECTION 1: CHALLENGE
Simplifying ITIL
How to Use the CA Service Management
Process Maps
2
4
SECTION 2: OPPORTUNITY
Knowledge Transfer
7
7
SECTION 3: BENEFITS
Benefits
A Key to Achieving IT Service Excellence
SECTION 4: CONCLUSIONS
11
11
Conclusions
SECTION 5: ABOUT THE AUTHOR
11
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Executive Summary
Challenge
The Information Technology Infrastructure Library version 3 (ITIL V3) process framework
approaches IT Service Management (ITSM) in terms of the lifecycle of a service. The
Service Lifecycle is an organization model providing insight into the way ITSM is structured,
and embodies critical guidance for IT organizations seeking to improve service quality and
align more closely with business goals to create value for the business and its customers.
However, ITIL V3 best practice guidelines across the five phases of the service lifecycle are
complex and challenging to interpret. Moreover, they are not designed to provide definitive
advice about implementing ITSM processes. Many IT organizations consequently undertake
an ITIL journey without a firm idea of their goals and the path to achieve those goals.
One of the key ITIL management processes, Service Transition Planning and Support,
presents its own special challenges. Participants in the effort to bring a new service to
availability must co-operate; therefore they must see the business benefit in sharing
authority across functions or reorienting their responsibilities, while maintaining the
efficiency of their specialties.
Opportunity
The primary objective of the Transition Planning and Support process is to plan and
coordinate resources to ensure specifications for the service design are realized and,
starting with the transition phase, to identify, manage and limit risks that could interrupt
the service in operation.
CA has developed a unique approach to representing the ITIL framework and its
interdependent IT Service Management (ITSM) processes at a high level in the form of
an easy-to-use subway map. This map is an ideal starting point for understanding and
communicating about ITIL in support of successful program planning and implementation.
Benefits
Following the Transition Planning and Support map provides guidance to:
Improve business process capabilities
Effectively upgrade the IT infrastructure in timely alignment with business needs
Foster the efficient delivery of multiple IT services
Improve the quality of technical support
SECTION 1: CHALLENGE
Simplifying ITIL
The ITIL V3 process framework focuses on the service lifecycle and the way that service
management components are structured and linked. It embodies critical guidance for
IT organizations that are seeking to improve service quality and align more closely with
business goals
But, the ITIL V3 best-practice guidelines across the five phases of the service lifecycle are
complex and challenging to interpret. Moreover, they are not designed to provide definitive
advice about implementing IT Service Management (ITSM) processes. Many IT organizations
consequently undertake an ITIL journey without a firm idea of their goals and the path to
achieve those goals.
CA has developed a unique approach to charting the ITIL journey through a visual representation
of the ITIL framework and its interdependent ITSM processes modeled after an urban subway
system. This three-part map (Figure A) presents an easy-to-navigate, high-level view of the
ITIL terrain. IT executives, strategists and implementers can use these Service Management
process maps along with the family of CA Service Management process map technology briefs
that expand on them. The maps and technology briefs provide a common reference point for
understanding and communicating about ITIL and help you with program planning and
implementation.
How to Use the CA Service Management Process Maps
CAs Service Management process maps (Figure A) illustrate every process (or track), each
activity (or station) and the key relationships that are relevant to navigating continuous IT
service improvement. The ITIL quality cycle takes the form of a circle with each Plan-DoCheck-Act (P-D-C-A) step as a process integration point (junction) on the line. Junctions
serve both as reference points when assessing process maturity, and as a means to consider
the implications of implementing a process in isolation.
Strategic controls (Service Portfolio Management, Demand Management and Financial
Management) are needed to reduce risk and optimize integration across the service lifecycle,
as illustrated on the three points of the triangle centered in the P-D-C-A quality circle (seen
more easily in Figure B). These strategic controls help in evaluating, prioritizing and assuring
the appropriate levels of financial and human resources for existing and new services.
This paper is part of a series of Service Management Process Map technology briefs. Each brief
explains how to navigate a particular ITIL process journey, reviewing each process activity that
must be addressed in order to achieve process objectives. Along each journey careful attention
is paid to how technology plays a critical role in both integrating ITIL processes and automating
ITIL process activities.
Service Catalog
Management
Service Design
Service Operation
Service Transition
Release and
Deployment
Management
Maintain
Business
Services
Test
Adopt
Best Practices
Raise Incident
Responsiveness
Resolve
Validate &
Verify
Transition
Planning and
Support
Perform
Tests
Preparation
and Planning
CH
Service Portfolio
Management
Executive
Policy
Transfer/
Disseminate
Transform
to Usable
Knowledge
Verify
Record
CT
AN
PL
Service
Review
Customer
Satisfaction
Publish
Live Services
Optimize
Availability
Monitor
Performance
Design SLA
Framework
Report
Achievements
Catalog
Operational
Services
Key Intersections
Strategic Controls
IT Service Continuity Management
Meet Business
Requirements
Key Intersections
Investigate
Strategic Inputs
Continual Service
Improvement
Capture Info.
Approval
(Financial, Compliance)
Strategic Controls
Incident Management
Strategic Controls
Change Management
Strategic Inputs
Management
Continual Service
Improvement
Work
Around
Fulfillment
Resolve/
Recover
Key Intersections
Problem Management
Availability Management
Problem
Management
Escalate
Known
Errors
Deliver
Standardized
Services
Assure
Quality
Event Management
Capacity Management
Problem
Control
Report/
Closure
Identify
Configurations
Manage
and Plan
IT Service
Continuity
Management
Access
Management
Diagnose
Financial
Management
Monitor
and Report
Coordinate
Resources
Revise
SLAs / OLAs
Manage
Issues
Demand
Management
AN
AN
PL
Technical
Service
Views
Service Level
Management
Monitor
Demand
Business
Service
Views
Financial
Management
Deploy
Manage
Build/Release
Categorize
RFC
Analysis
Financial
Management
Configuration
Control
CT
Mitigate Risk
Demand
Management
PL
Change
Management
Determine
Vulnerabilities
Demand
Management
Prioritize
Review
and Audit
Proactive
Management
Build Plan
Automate
and Control
Store Info.
Manage
Security Incidents
Test
Detect
(Incl. Fault Detection)
Review/
Action
Access Request
Knowledge
Transfer
Build Catalog
Contents
Analyze
Filter /
Correlate
Select Response
Verify
Build
Schedule
EC
CH
Provide
Rights
Preparation
Document
Service
Definition
Service Portfolio
Management
Analyze
Performance
Capacity
Management
O
Ensure
Release
Value
EC
O
Maintain
Policy
Error
Control
CH
Service Portfolio
Management
Event
Management
Record
Service Request
(Incl. Self-Service)
Status
Reports
O
Develop
Strategy
Model/Trend
Forecast
Requirements
Request
Fulfillment
Impact
Analysis
Set Security
Controls
Assess Risk
Request Fulfillment
Strategic Inputs
Knowledge Management
Continual Service
Improvement
Access Management
Restore
Service
Knowledge
Management
Service Transition
Service
Validation
and Testing
Maintain Accurate
Service Configurations
Schedule
Change
Release and
Deployment
Management
CAB Review
Execute
(Emergency/
Standard)
Audit
Adopt
Best Practices
Evaluation/
Decision
Business
Planning
Responsiveness
Validate &
Verify
Impact
Analysis
Transition
Planning and
Support
Status
Reports
CH
Service Portfolio
Management
EC
Ensure
Release
Value
Develop
Strategy
Preparation
Perform
Tests
Preparation
and Planning
Verify
Build
Schedule
Prioritize
Change
Management
Demand
Management
Configuration
Control
Deploy
PL
Manage
Build/Release
Categorize
RFC
Analysis
Financial
Management
AN
Knowledge
Transfer
CT
Monitor / Track
Informed
Decisions
Build
Specify
Continuity
Requirements
Methods/
Techniques
Assess &
Classify Assets
Info. Security
Management
FIGURE B
Prevent and
Eliminate
Problems
Audit
Business
Planning
Incident
Management
Secure
Service Access
CAB Review
Execute
(Emergency/
Standard)
Evaluation/
Decision
Deliver
Required
Resources
Monitor
Services
Service
Validation
and Testing
Maintain Accurate
Service Configurations
Schedule
Change
Availability
Management
EC
THREE MAPS
CT
FIGURE A
Monitor
and Report
Report/
Closure
Coordinate
Resources
Identify
Configurations
Manage
and Plan
Key Intersections
Strategic Controls
Change Management
Strategic Inputs
Transition Planning and Support
Release and Deployment
Management
Continual Service
Improvement
Assure
Quality
SECTION 2: OPPORTUNITY
Transition
Planning and
Support
Service Portfolio
Management
CH
Develop
Strategy
EC
Preparation
and Planning
Demand
Management
Financial
Management
AN
Knowledge
Transfer
PL
FIGURE C
CT
FIGURE C
Monitor
and Report
Coordinate
Resources
Develop Strategy
Effectively implementing the management process for Transition Planning and Support is
of course a prerequisite to using the process well. For this, the key is to inform identifiable
stakeholders of the purpose of the process, emphasizing the objective to co-ordinate, not to
replace, their contributions. In addressing a business-orientation, the strategy management
practice is the most familiar territory where process owners collaborate on common objectives.
This means visualizing and sharing a framework in which process owners can see themselves
collaboratively driving benefits with other contributors under controlled circumstances.
This will generate the business justification and motivation for beginning the new resource
coordination. However, to demonstrate sustainability, a project portfolio management
approach is frequently the right level of information and description to show how the
collaboration will have familiarity and accountability. There, the familiarity can readily
be expressed in the following shared terms:
High-level requirements
Scope
Policies
Organizational responsibilities
Anticipated Resources
Individual processes and procedures with touch points or hand-offs
A view of roles, processes and standards will allow stakeholders to anticipate what the
approach means to them in terms of responsibilities and costs in their budgets and schedules.
With that prerequisite done, attention can turn strategy from the generic mode of conduct to
particular deployments. But first the other steps of the full journey should be described.
TECHNOLOGY BRIEF: SERVICE TRANSITION AND SUPPORT 5
SECTION 3: BENEFITS
Benefits
IT Services are the building blocks of business processes and business services. A successful
delivery of a service will feature the right thing arriving at the right place at the right time for the
right reason. The business uses multiple services to support its own performance and growth
Executives own the service portfolio, set service goals and control the investment in the
service. This executive demand and influence thus should begin the origination of the service
as an adopted and implemented success factor for the business.
ITIL v3 refers to the implementation of services as a transition, for a single key reason: the
service implementation takes the service user from an older or current state to a different
future state of operational options and constraints. This transition may include re-use,
augmentation, modification, and replacement of the incumbent operational techniques.
Thus it is appropriate to have the variety of possible impacts visualized and accommodated
by time, skills and attention before the deployment occurs.
The executive view of a successful service implementation includes concerns about the
control, compatibility and delivery of the service. These three factors translate, respectively,
into management of the quality, risk, and value of the provided service, as deliberately
generated from end-to-end of the lifecycle of the service.
ITIL v3 describes Service Design, Service Transition (deployment), and Service Operation as
three major phases in the service lifecycle. Within Service Transition, the Transition Planning
and (Transition) Support effort is a high-level management process that links the appropriate
design of the service to the smooth operability of the service.
The goal of Transition Planning and Support is to plan and coordinate resources to ensure
specifications for the service design are realized and, starting with the transition phase, to
identify, manage and limit risks that could interrupt the service in operation.
In effect, Transition Planning and Support provides a sturdy bridge between IT Governance and
Business Service Management. The key deliverables of Transition Planning and Support will be
A strategy for transition
An integrated set of transition plans
Training, knowledge transfer, and communications
Verification of deployment through monitoring and reporting
FIGURE D
Managing business demand for services requires strategically prioritizing the use of resources
to generate fulfillment and support. This support of IT Governance includes:
Tying the business case for a service to the project management to build a new or improved
service. Maintaining this relationship makes it possible to compare the expected ROI with
the service design and implementation project. This provides transparency for business
users and helps ensure that IT and business goals stay aligned and that the benefits that
have been stated in the business case are tracked and realized.
Traceability from development through to deployment in the service portfolio. All project and
development activity for building or maintaining a service can be related directly to the release
published in the service catalog. This linkage provides visibility into in the process and investment
in delivering services, including an assessment of risk versus value (target benefit).
Business Service Management is an approach that links IT infrastructure to the business
services it supports, and provides comprehensive and integrated management of the entire
infrastructure. As part of that infrastructure management, which underpins any service,
managing the entire change life cycle is fundamental to successfully delivering services.
In the big picture of transition, we expect Service Designs and RFCs to drive production of
the appropriate implementations for the business. Proper implementations will pass muster
for acceptance both in terms of the risks they present and the compliance of the actual
deployment to the design.
FIGURE E
Change management is a primary consumer of the service information found in the CMDB,
using it as a basis for determining if a proposed service design is new or enhanced, and if the
designs likely impact if instantiated carries any particular risks to existing infrastructure,
relationships and services.
STRATEGY. Transition Planning and Support must acquire information about the identified
requirements of resources ranging from the current IT environment, business timeframes,
budgets and people. This information, in a gap analysis, must lead to an understanding of
the feasibility and viability of the proposed service transition, expressed as a manageable
production effort.
PREPARATION AND PLANNING. By associating the change activity with a specific plan for a
Release, and leveraging project portfolio management to coordinate the resources for the
change activity, Transition Planning and Support will prepare and manage the building (or
procurement), testing and actual deployment of the proposed service.
KNOWLEDGE TRANSFER. Communicating the transition plan is critical to assuring that
stakeholders in the transition are able to respond appropriately at the points where the
deployment reaches their roles. This requires transforming data (in specifications and plans)
into useful role-oriented information. Since this communication will more likely be a process
or campaign than an event, the ongoing and on-demand availability of the information is a
prime concern both in managing the transition and in understanding, after the fact, what
has actually been deployed. Thus, conversion of the information to knowledge documents,
and follow-on management of that knowledge, is an important key to the successful transfer
of the knowledge amongst stakeholders. That in turn facilitates the hand-off of support
responsibility to operations and the more immediate adoption of the service by its
consumers.
MONITOR AND REPORT. Validation of the transition success requires that the effects of
actual utilization will be tracked and measured in a timely manner, to confirm that the
expected outcomes of the deployment are being met.
An overview of concerns addressed by Transition Planning and Support is shown in the
table below.
PLANNER
CONSUMER
OPERATIONS
Design
Specifications
Validation criteria
Build or Procure
Projects
Schedules
Communications
Knowledge
Verify Delivery
Completeness
Compliance
Supportability
SECTION 4: CONCLUSIONS
Conclusions
Transition Planning and Support Management facilitates ITSM by managing the deployment of
services needed by the business. However, doing so requires rigorous processes, appropriate
communication plans and support commitments as well as an outline detailing where to
start and how to proceed through the journey.
Following the steps outlined in the CA Service Transition process map gives organizations a
clear view of how their Transition Planning and Support journey will take shape and illustrates
the key stops en route to achieving effective resource coordination. This journey results in:
Consolidated deployment process
Better planning and resource allocation
Improved risk management
Stronger integration with other ITSM and ITIL best practices
MP339000609