TRUE or FALSE 2.
Google Sites service offers only a limited use of XML. 3.
What has helped SaaS become more popular and widely developed in recent years? a) ASP b) Ajax c) OD Computing d) None of the above 4.
When cloud computing is used, control may be lost over: a) b) c) d) Security Storage Privacy All of the above 174 Copyright The Art of Service?Brisbane, Australia?Email:email@example.com Web: http://theartofservice.com ?eLearning: http://theartofservice.org ?Phone: +61 (0)7 3252 2055 18 Service Management Processes There are a number of service management processes from the ITIL framework that can play a role in SaaS and Web Application development, support and delivery.
This chapter will explore some of those key processes.
You will be familiar with some of these processes from the Cloud Computing Foundation program.
The most relevant processes for SaaS and Web Applications have been selected to provide a refined overview. 18.1 IT Financial Management Objective: To provide cost-effective stewardship of the IT assets and the financial resources used in providing IT services.
IT Financial Management enables an organization to fully account for the amount spent on IT Services, and to attribute these costs to the services delivered to the organization?s customers.
Using IT Financial Management to provide services with cost transparency clearly understood by the business and then rolled into the planning process for demand modeling and funding is a powerful benefit for the organization.
It enables the best balance to be struck between the opportunities available for the business against the capability levels of the IT organization. 175 Copyright The Art of Service?Brisbane, Australia?Email:firstname.lastname@example.org Web: http://theartofservice.com ?eLearning: http://theartofservice.org ?Phone: +61 (0)7 3252 2055 Business Impact Analysis (BIA) A BIA seeks to identify a company?s most critical business services through analysis of outage severity translated into a financial value, coupled with operational risk.
This information can help shape and enhance operational performance by enabling better decision-making regarding prioritization of incident handling, problem management focus, change and release management operations, project priority, and so on.
It is a beneficial tool for identifying the cost of service outage to a company, and the relative worth of a service.
These two concepts are not identical.
The cost of service outage is a financial value placed on a specific service, and is meant to reflect the value of lost productivity and revenue over a specific period of time.
The worth of a service relative to other services in a portfolio may not result exclusively from financial characteristics.
Service Value, as discussed earlier, is derived from characteristics that may go beyond Financial Management, and represent aspects such as the ability to complete work or communicate with clients that may not be directly related to revenue generation.
Both of these elements can be identified to a very adequate degree by the use of BIA.
While this section will discuss and illustrate the approach to creating a BIA format and output, these are not the only options and alternative formats are visible throughout industry.
A number of steps need to be completed while generating a BIA.
Some of the highlevel activities are as follows: 1.
Arrange resources from the business and IT that will work together on the analysis. 2.
Identify all of the top candidate services for designation as critical, secondary or tertiary (you do not need to designate them at this point). 3.
Identify the core analysis points for use in assessing risk and impact, such as: ? Lost sales revenue 176 Copyright The Art of Service?Brisbane, Australia?Email:email@example.com Web: http://theartofservice.com ?eLearning: http://theartofservice.org ?Phone: +61 (0)7 3252 2055 Fines Failure risk Lost productivity Lost opportunity Number of users impacted Visibility to shareholders, management, etc.
Risk of service obsolescence Harm to reputation among customers, shareholders and regulatory authorities. 4.
With the business, weigh the identified elements of risk and impact. 5.
Score the candidate services against the weighted elements of risk and impact, and total their individual risk scores (you can utilize a FMEA for additional input here). 6.
Generate a list of services in order of risk profile. 7.
Decide on a universal time period with which to standardize the translation of service outage to financial cost (1minute, 1 hour, 1 day, etc.). 8.
Calculate the financial impact of each service being analyzed within the BIA using agreed methods, formulas and assumptions. 9.
Generate a list of services in order of financial impact. 10.
Utilize the risk and financial impact data generated to create charts that illustrate the company?s highest risk applications that also carry the greatest financial impact.
A „chargeback? model for IT can provide accountability and transparency.
However, if the operating model currently provides for a more simplistic annual replenishment of funds, then charging is often not necessary to provide accountability or transparency.
Charging should be done to encourage behavioral changes related to steering demand for IT services.
Charging must add value to the business and be in business terms, and it should have a degree of simplicity appropriate to the business culture.
The most difficult and critical requirement of the model is its 177 Copyright The Art of Service?Brisbane, Australia?Email:firstname.lastname@example.org Web: http://theartofservice.com ?eLearning: http://theartofservice.org ?Phone: +61 (0)7 3252 2055
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