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ADTEK 2007

18 November 2007

An Implementation Roadmap

The 2nd Abu Dhabi IT Services Forum

P J Corum, CSQA, CSTE, ITSM


Managing Director
Quality Assurance Institute Middle East and Africa
Dubai, UAE

Quality Assurance Institute Middle East and Africa FZ-LLZ

Info@qaimea.com

Page 1 of 35

ADTEK 2007

18 November 2007

Agenda

Overview
Core Components of Version 3
Examples of New Elements
Implementation Drivers
Summary

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ADTEK 2007

18 November 2007

The Version 3 Environment


Core Books
Other Best
Practices

Certified
Training

ITIL

International
Standards

ITIL = Information Technology Infrastructure Library


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ADTEK 2007

18 November 2007

ITIL Qualification Scheme


The ITIL Qualification Scheme is subject to
change Copyright 2007 APM Group.
All rights reserved.

Advanced SM
Professional
Diploma

ITIL Diploma Achieved


Minimum 22 Credits Needed to Achieve Diploma

SS

ycle

SD

ST

16 Credits
3

SO

CSI

P&R

O&S

M&C

D&O

m
rea
St

Lifec

15 Credits
3

Managing Through the Lifecycle

ity
bil
pa
Ca

Stre
am

Practical Focus on Process


Capabilities

Service Management Lifecycle


Focus
ITIL Service Lifecycle Modules

ITIL Service Capability Modules

2 Credits

ITIL Foundation for Service Management

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Page 4 of 35

ADTEK 2007

18 November 2007

General Concepts ISO 20000


Service Delivery Processes
Capacity Management
Service Continuity and
Availability Management

Service Level Management


Service Reporting

Information Security
Management
Budgeting and Accounting
for IT Services

Control Processes
Configuration Management
Change Management
Release Processes

Relationship Processes
Resolution Processes
Incident Management

Business Relationship
Management

Problem Management

Supplier Management

Release Management

Source: BSI, based on the process diagram in ISO/IEC 20000

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ADTEK 2007

18 November 2007

General Concepts - Functions


"A function is a team or group of people and the tools they use to perform
one or more processes or activities."
Functions:


Provide structure and stability to organizations.

Are self-contained units of organizations, with their own


capabilities and resources.

Rely on processes for cross-functional coordination and control.

Have their own knowledge base, built from experience.

Can result in functional silos if there is a lack of coordination or an


inward focus.

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ADTEK 2007

18 November 2007

General Concepts - Roles


A role is the set of responsibilities, activities, and authorities defined in a process and
assigned to a person or team.

Problem Analyst Role

Change Initiator Role

Incident Support Level 2 Role

LAN Manager Functional


Job Title
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Incident Support Level 2 Role

Network Manager Functional Job Title


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ADTEK 2007

18 November 2007

General Concepts - Process


A process is a structured set of activities designed to accomplish a
specific objective.
Processes:

Create value for all stakeholders.

Data,
information, and
knowledge

Activity 1

Suppliers

Are examples of closed-loop


systems based on feedback for
self-correcting and reinforcing
action.

Take one or more inputs and turn


them into defined outputs.

Are organized around a set of


objectives.

Include all the roles,


responsibilities, tools, and
management controls (measures
and metrics) to deliver the outputs.

Once defined and documented,


they should be controlled to
ensure repeatable results.

Quality Assurance Institute Middle East and Africa FZ-LLZ

Process
Desired
outcome
Customer

Activity 2
Activity 3
Service control and quality
Trigger

Process control is the activity of planning and regulating a


process, with the objective of performing the process in an
effective, efficient, and consistent manner.

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ADTEK 2007

18 November 2007

General Concepts - RACI


RACI is an example of an Authority Matrix, which can be used within
organizations to indicate roles and responsibilities in relation to processes
and activities.
IT Management

Software
Development

R = Responsible
A = Accountable
C = Consulted
I = Informed

Service
Desk

Operations

Desktop
Support

Incident Management

Customer
1.0 Record the
RFC
2.0 Review the
RFC

Change
Sponsor

Problem Management
Service
Change
Desk
Manager

Change
Coordinator

CAB

ECAB

Change
Builder

Change
Tester

Etc.

Change Management
R

A
Change
Change Manager
Manager Role
Role

3.0 Assess and


Evaluate
Change

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R/A

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C/I

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ADTEK 2007

18 November 2007

Service Strategy
Description

Service Strategy provides guidance on how to design, develop,


and implement Service Management not only as an organizational
capability, but as a Strategic Asset.
Service Strategy includes the processes of:


Service Strategy

Service Portfolio Management

Demand Management

Financial Management

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Page 10 of 35

ADTEK 2007

18 November 2007

Service Strategy Utility and Warranty


The concepts of utility and warranty are key to understand the customers
perspective of value:
High

Low impact on business


outcomes but with high
certainty
(unbalanced value)

Warranty

Utility

Fit for Purpose functionality


offered by a product or service
to meet a particular need

Warranty

Fit for Use a promise or


guarantee that availability,
capacity, continuity, and
security are all meeting
customer expectations

th
wi s
e
lu bia
va nty
w a
th
Lo arr
wi
e
w
s
lu

a
va y bi
t
w
i
Lo util

Low

Low

Utility

th
wi s
e
lu bia
va ty
gh an
ce
Hi arr
ith
an
w
w
l
ba
ue s
al bia
of
v
ne
gh ility
Zo
H i ut

High impact on business


outcomes but low
certainty
(unbalanced value)

High

Utility is what the customer gets and warranty is


how it is delivered.

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ADTEK 2007

18 November 2007

Service Strategy Capabilities and


Resources
Service Assets are the capabilities or resources of a service provider.
Capabilities = The ability of an organization, person, process, application, Configuration Item, or IT service to
carry out an activity. Capabilities are intangible assets and cannot produce value by themselves, without adequate
and appropriate resources.

Resources = Include IT infrastructure, people, money, or anything else that might help deliver an IT service.
Typically, resources are tangible assets and are relatively easier to acquire than capabilities.

Capabilities

Resources

A1

Management

Financial Capital

A6

A2

Organization

Infrastructure

A7

A3

Processes

Applications

A8

A4

Knowledge

Information

A9

People

A5

People

Organizations use resource and capability assets to create value in the form of goods and services.
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ADTEK 2007

18 November 2007

Service Strategy - Portfolio


The Service Portfolio is initially created in Service Strategy and then moved to
Service Design to architect the service, which eventually becomes part of the Service
Catalogue.
Service Knowledge Management System
(SKMS)

Service Portfolio

The Service Portfolio should contain


information relating to every service and its
current status within the organization and the
Service Lifecycle.

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Service Lifecycle
Service Status:
Requirements
Defined
Analyzed
Approved
Chartered
Designed
Developed
Built
Test
Released
Operational
Retired

Service
Pipeline

Service
Design
Focus
Service
Catalogue
Retired
Services

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ADTEK 2007

18 November 2007

Service Design
Description
Service Design provides guidance for the design and
development of services and Service Management processes.
Service Design includes the processes of:


Service Level Management

Service Catalogue Management

Availability Management

Information Security Management

Supplier Management

Capacity Management

IT Services Continuity Management

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ADTEK 2007

18 November 2007

Service Transition
Description

Service Transition provides guidance on the development and improvement of


capabilities for transitioning new and changed services into operations.

This translates into how the requirements of Service Strategy, designed by


Service Design, are moved into production while controlling the risk of failure and
disruption.

This includes the management and coordination of the processes, systems, and
functions to package, build, test, and deploy a release into production.

Service Transition includes the processes of:

Change Management

Service Asset and Configuration Management

Release and Deployment Management

In the core book, Service Transition also includes these processes:




Transition Planning and Support

Service Validation and Testing

Evaluation

Knowledge Management

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ADTEK 2007

18 November 2007

Service Operation
Description

Service Operation provides guidance on achieving efficiency and effectiveness in


the delivery and support of services to ensure value for the customer and the
service provider.

Strategic objectives are realized through Service Operations, making it a critical


capability.

Its scope includes:


Services any activity that forms part of a service is included in Service
Operation.
Service Management processes the ongoing management and execution of
many Service Management processes are performed in Service Operation.
Technology all services require some form of technology to be delivered.
People it is people that manage the technology, processes, and services.

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ADTEK 2007

18 November 2007

Service Operation - Continued


Description
Service Operation includes the following processes:


Event Management

Incident Management

Request Fulfillment

Problem Management

Access Management

And the following functions:




Service Desk

Technical Management

IT Operations Management

Application Management

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ADTEK 2007

18 November 2007

Continual Service Improvement (CSI)


Description
Continual Service Improvement (CSI) is instrumental guidance in
creating and maintaining value for customers through the better design,
introduction, and operation of services.
CSI is not a phase of the Lifecycle because it has a role throughout the
Lifecycle.
The primary purpose of CSI is to continually align and realign IT
services with changing business needs by identifying and implementing
improvements to the IT services that support business processes.
There are three main areas that CSI needs to address:


The overall health of ITSM as a discipline

The continual alignment of the portfolio of IT services with the


current and future business needs

The maturity of the enabling IT processes for each service in a


continual Service Lifecycle model

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ADTEK 2007

18 November 2007

CSI - Continued
Description
CSI includes the 7-Step Improvement Model process.
CSI also includes these processes:


Service Reporting

Service Measurement

Return on Investment for CSI

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ADTEK 2007

18 November 2007

Service Management Map


RFC

Service
Improvement

RFC

RFC

Guidelines, policies, and


information for the Service
Desk to support Incidents

Usage guidelines, policies, and incentives


to change utilization patterns

RFC

Service
Transition
How service is
utilized

Service Design
How service is
deployed

Possible
Service
Incidents
(Filtering)

How service is
supported

Service
Operation
How service is
delivered
Compensating
resources and RFCs

RFC
Design Limitations

RFC

RFC: Request for Change

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Service Strategy

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Objectives, policies, and guidelines

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ADTEK 2007

18 November 2007

Life Cycle Processes


V3

Service
Strategy

Process Covered in Foundation Course Material

Service Strategy

SS

Financial Management

SS

Service Portfolio Management

SS

Demand Management

SS

Service Level Management

SD

Service Catalogue Management

SD

Availability Management

SD

Capacity Management

SD

Information Security Management

SD

Service Continuity Management

SD

Supplier Management

SD

Change Management

ST

Service Asset and Configuration Management

ST

Release and Deployment Management

ST

Event Management

SO

Incident Management

SO

Request Fulfillment

SO

Problem Management

SO

Access Management

SO

The 7-Step Improvement Model

CSI

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Service
Design

Service
Transition

Service
Operation

Continual
Service
Improvement

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ADTEK 2007

18 November 2007

Central Repository
Business Unit B

Business Unit A
Business 1 2
Process

3
Business 4
Process

Service A

Business Unit C

6
Business 7
Process

The
Business

G
E F
D
B C

SLAs
IT

Infrastructure
System
H/W

System
S/W

DBMS

Networks

Environment

Data

Applications

Supporting
Services

OLAs

Supporting
Services

Contracts

The Service Portfolio


Service

Teams
(iii)
(ii)
Support (i)
Team

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Status Owner

..

Service A

Supplier
Supplier (i)

(iii)
(ii)

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Service B
Service C

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ADTEK 2007

18 November 2007

The Service V Model


Using a model such as the Service V-Model builds in service validation and testing
early in the service Lifecycle.
Service Review Criteria/Plan
Level 1

Define Customer/Business
Requirements

Contract, Service Package, Service Level Package,


Service Provider Interface

1a
Level 2

1b

Service Acceptance Criteria/Plan

Define Service Requirements

Service Level Requirements


Draft Service Level Agreement

2a
Level 3

Design Service Solution

2b

Service Design Package including:





3b

Release Design
Release Plan

Service Release Package Test

4a
Level 5

4b

Develop Service Solution


5a

Component and Assembly Test

Service Component
Build and Test

5b

Levels of Configuration
and Testing
Baseline Point

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Service Operational Readiness Test

Service Model
Capacity and Resource Plans

Service Release Test Criteria and Plan

Design Service Release

Level 4

Service Acceptance Test

Service Operational Criteria/Plan

3a

BL

Validate Service Packages,


Offerings, and Contracts

Internal and External Suppliers


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Deliveries from Internal


and External Suppliers
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ADTEK 2007

18 November 2007

CIS in the Lifecycle


Requirements

Business/Customers

Service
Strategy

Policies

Strategies

Standards
Architectures

Solution
Designs

Service Portfolio
Service Catalogue

Requirements

SDPs

Service
Design

Service
Transition

SKMS
Tested
Solutions

Transition
Plans

Service
Operation

Operational
Plans

Continual
Service
Improvement

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Constraints

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Operational
Services

Improvement
Actions and
Plans

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ADTEK 2007

18 November 2007

Transitioning

How do we keep the


momentum going?

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What is the vision?

Business Vision, Mission,


Goals, and Objectives

Where are we now?

Baseline Assessment

Where do we want to be?

Measurable Target

How do we get there?

Service and Process


Improvement

Did we get there?

Measurements and
Metrics

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ADTEK 2007

18 November 2007

The Service Gap Model


The following figure identifies the most obvious potential gaps in the Service
Lifecycle from both a business and an IT perspective:
GAP 1

External
External and
and Internal
Internal
Communications,
Communications,
Influences,
Influences, and
and Drivers
Drivers

GAP 2

What
What do
do we
we want?
want?

Experiences
Experiences
GAP 16

GAP 3

What
What do
do we
we need?
need?
GAP 4
GAP 15

GAP 5

Customer
Provider

What
What did
did we
we get?
get?
Perceived
Perceived Service
Service

GAP 13

Service
Service Operation
Operation

GAP 9
GAP 6

GAP 14

GAP 12

Service
Service Transition
Transition

GAP 8

Communication with
with Customers
Customers
Communication

What
What will
will we
we get?
get?
Expected
Expected Service
Service

GAP 11

Service
Service Design
Design
GAP 7
GAP 10

Service
Service Strategy
Strategy

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ADTEK 2007

18 November 2007

Measurements
Consider the following saying about measurements and management:

You cannot manage what you cannot control.


You cannot control what you cannot measure.
You cannot measure what you cannot define.

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ADTEK 2007

18 November 2007

The Role of Measurement


These four factors monitor and measure business value:

Strategy Vision
To Validate
IT Performance

Factual Evidence
To Justify

Your
Measurement
Framework

Target and Metrics


To Direct

To Intervene
Changes and Corrective Actions

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ADTEK 2007

18 November 2007

Balanced Score Card


Financial

Customer

How do shareholders look at


us?

How do customers see us?

(For example, delivery against


the budget)

(For example, customer


satisfaction, on-time delivery, and
service value)
Learning/Innovation

Internal Process
Scorecards

How do we judge ourselves?


(For example, process
orientation and quality)

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Can we continue to improve and


create values?
(For example, employee
knowledge and technical
infrastructure)

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ADTEK 2007

18 November 2007

Why Change?
Service Automation Then And Now

Gas Station

How has filling up gas at


the corner station changed
in the past 10 years?

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ATM

How has ATM banking


changed in the past 10
years?

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Airport Check-In

How has checking in


for your flight at the
airport changed in the
past 10 years?
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ADTEK 2007

18 November 2007

The Challenges
Keeping
KeepingIT
ITRunning
Running
Value
Value
Costs
Costs
Mastering
MasteringComplexity
Complexity
Aligning
AligningIT
ITWith
WithBusiness
Business

Organization
IT Resources and Expenses

Regulatory
RegulatoryCompliance
Compliance
Security
Security

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Page 31 of 35

ADTEK 2007

18 November 2007

IT Governance: Focus Areas

IT Governance
Strategic
StrategicAlignment
Alignment

Value
ValueDelivery
Delivery

Risk
RiskManagement
Management

Resource
ResourceManagement
Management

Performance
PerformanceMeasurement
Measurement

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Page 32 of 35

ADTEK 2007

18 November 2007

Specific

ISO/IEC
27001/2

ISO/IEC
20000

General

eTOM

CMMI

ITIL

eSCM

Low (Process Improvement)

CobiT

Six Sigma
ISO/IEC 9000
DQA / SKQA

Holistic

Relevant to IT

Standards and Frameworks

Malcolm Baldrige Award

EFQM
Scorecards

Moderate

High (Business Transformation)

Improvement Goal

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Page 33 of 35

ADTEK 2007

18 November 2007

Summary

Understand where you are today


What are the business drivers
What are the IT drivers
Plan for organizational transformation
Plan for people transition
Plan to celebrate

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Page 34 of 35

ADTEK 2007

18 November 2007

Questions?
Other Best
Practices

Certified
Training

ITIL

International
Standards

ITIL = Information Technology Infrastructure Library


Quality Assurance Institute Middle East and Africa FZ-LLZ

Info@qaimea.com

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