ITIL Definition : Initial planning CHECK DESCRIPTION When beginning the process planning the….

ITILITIL Definition : Initial planning CHECK DESCRIPTION When beginning the process planning the….

This document provides guidance for the planning and implementation of the Service Catalogue 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. 1. Initial planning CHECK DESCRIPTION When beginning the process planning the following items must be completed: !”# or $! or date Get agreement on the objective (use the ITIL definition), purpose, scope, and implementation approach (eg.

Print, online, or interactive) 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 2. Create Strategic statements. Refer to Policies, Objective & Scope document for more template information regarding Policy, Objective and Scope statements.

Policy Statement The policy establishes the “SENSE OF URGENCY” for the process.

It helps us to think clearly about and agree on the reasons WHY effort is put into this process.

An inability to answer this seemingly simple, but actually complex question is a major stepping stone towards successful implementation The most common mistake made is that reasons regarding IT are given as the WHY we should do this.

Reasons like to make our IT department more efficient are far too generic and don’t focus on the real issue behind why this process is needed.

The statement must leave the reader in no doubt that the benefits of this process will be far reaching and contribute to the business in a clearly recognizable way.

Objective Statement When you are describing the end or ultimate goal for a unit of activity that is about to be undertaken you are outlining the OBJECTIVE for that unit of activity.

Of course the activity may be some actions for just you or a team of people.

In either case, writing down the answer to WHERE will this activity lead me/us/the organization is a powerful exercise.

There are many studies that indicate the simple act of putting a statement about the end result expected onto a piece of paper, then continually referring to it, makes achieving that end result realistic.

As a tip regarding the development of an objective statement; don’t get caught up in spending hours on this.

Do it quickly and go with your instincts or first thoughts – BUT THEN, wait a few days and review what you did for another short period of time and THEN commit to the outcome of the second review as your statement. Scope Statement In defining the scope of this process we are answering what activities and what “information interfaces” does this process have.

Don’t get caught up in trying to be too detailed about the information flow into and out of this process.

What is important is that others realize that information does in fact flow.

For example, with regard to the SERVICE CATALOGUE MANAGEMENT process we can create a simple table such as: Service Catalogue Management Information flows Process SCMgt ConfMgt SCMgt BusRelMgt SCMgt ServiceDesk to to to to to to Process ConfMgt SCMgt BusRelMgt SCMgt ServiceDesk SCMgt Information High level service model and relationships Managing service components and relationships Details on service composition Projected changes to customer impacting existing services List of requestable services Details on incidents and requests 3. Steps for Implementation There can be a variety of ways to implement this process.

For a lot of organizations a staged implementation may be suitable.

For others a “big bang” implementation – due to absolute equality may be appropriate.

In reality however, we usually look at implementation according to pre-defined priorities.

Consider the following options and then apply a suitable model to your own organization or case study.

STEPS NOTES/ /RELEVANCE/DATES/ WHO

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