Status: Version: 0.1 Release Date: Planning and implementation for Configuration Management This document as described provides guidance for the planning and implementation of the Configuration Management ITIL process. The document is not to be considered an extensive plan as its topics have to be generic enough to suit any reader for any organization. However, the reader will certainly be reminded of the key topics that have to be considered for planning and implementation of this process. Initial planning When beginning the process planning the following items must be completed: CHECK ??? or ?? or date DESCRIPTION Get agreement on the objective (use the ITIL definition), purpose, scope, and implementation approach (eg.
Internal, outsourced, hybrid) for the process. Assign a person to the key role of process manager/owner.
This person is responsible for the process and all associated systems. Conduct a review of activities that would currently be considered as an activity associated with this process.
Make notes and discuss the “re-usability” of that activity. Create and gain agreement on a high-level process plan and a design for any associated process systems.
NOTE: the plan need not be detailed.
Too many initiatives get caught up in too much detail in the planning phase.
KEEP THE MOMENTUM GOING. Review the finances required for the process as a whole and any associated systems (expenditure including people, software, hardware, accommodation).
Don’t forget that the initial expenditure may be higher than the ongoing costs.
Don’t forget annual allowances for systems maintenance or customizations to systems by development staff. Agree to the policy regarding this process (see CONMGT3300) Create Strategic statements. Policy Statement The policy establishes the “SENSE OF URGENCY” for the process. — Activity Notes/Comments/Time Frame/Who Review current and existing Configuration Management practices in greater detail.
Make sure you also review current process connections from these practices to other areas of IT Service Delivery. Review the ability of existing functions and staff.
Can we “reuse” some of the skills to minimize training, education and time required for implementation. Establish the accuracy and relevance of current configuration data held in local spreadsheets or databases.
As part of this step if any information is credible document the transition from the current system to any new system that is selected. Decide how best to select any vendor that will provide assistance in this process area (including tools, external consultancy or assistance to help with initial high workload during process implementation). Establish a selection guideline for the evaluation and selection of tools required to support this process area (IE the “file:///C:\\Documents%20and%20Settings\\Roger%20Purdie\\Desktop\\Reference%20Material\\ITIL%20CD%20Service%20Support\\cd\\content\\ss07_03.htm” \l “a07” CMDB and automated discovery tools). Purchase and install tools required to support this process (IE the “file:///C:\\Documents%20and%20Settings\\Roger%20Purdie\\Desktop\\Reference%20Material\\ITIL%20CD%20Service%20Support\\cd\\content\\ss07_03.htm” \l “a07” CMDB and automated discovery tools).
Reporting – frequency, content). Conduct a detailed test of the selected tools.
Make sure that time is allowed for fixing any detected errors.
Test under different circumstances and think laterally about different situations that could occur and then test them. Ensure that known secure storage areas are available and able to accommodate what will be held (consider, fire, theft, heat, humidity, etc.) Document and get agreement on roles, responsibilities and training plans Communicate with and provide necessary education and training for staff that covers the actual importance of the process and the intricacies of being part of the process itself. An important point to remember is that if this process is to be implemented at the same time as other processes that it is crucial that both implementation plans and importantly timing of work is complementary. The “file:///C:\\Documents%20and%20Settings\\Roger%20Purdie\\Desktop\\Reference%20Material\\ITIL%20CD%20Service%20Support\\cd\\content\\ss07_03.htm” \l “a07” CMDB and Definitive Software Library Ideally, we would have no changes to the infrastructure while data is being gathered for entry into the CMDB.
After information is gathered there should be a permanent strong link between Configuration Management and Change Management. These two processes, probably more than any share an exceptionally close connection. An important but often overlooked point is that information regarding Requests for Change should be kept in the CMDB data store.
This is one of the key benefits of the ITIL framework (the inter-connection of one process area to all others). It may be necessary to develop “penalties” for process breaches.
This may be done ahead of go-live or left until the nature and extent of any breach is understood (to ensure that we don’t over-react). Other implementation considerations In most organizations the rate of Configuration Management implementation should be a gradual exercise.
It may be best to start with specific CIs that are easily recognizable, but with low business impact. This allows the team to practice and develop skills and confidence in the entire process. Refer to CONMGT3300 for more template information regarding Policy, Objective and Scope statements. Refer to CONMGT3700 Configuration Process Manager for role, responsibilities and tasks of involved personnel. Refer to CONMGT4100 CMDB Design document and template Refer to CONMGT3500 Communication Plan Refer to CONMGT3700 Configuration Process Manager
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