Beginners notes Foundation in ITIL Service Management The Provision of Excellent Customer Service begins with repeatable, documented processes. Table of Contents TOC \o “1-3” \h \z \u \l “42351368” 1 Table of Contents 42351368 \h 2 \l “42351369” 2 Start Here. 42351369 \h 4 \l “42351370” 2.1.1 An ITIL management model 42351370 \h 4 \l “42351371” 3 Service Management 42351371 \h 5 \l “42351372” 3.1 Introduction into Service Management 42351372 \h 5 \l “42351373” 3.1.1 ITIL Service Management 42351373 \h 6 \l “42351374” 3.1.2 Business Alignment 42351374 \h 6 \l “42351375” 3.1.3 Processes 42351375 \h 6 \l “42351376” 3.1.4 Function version processed based 42351376 \h 7 \l “42351377” 4 ITIL 42351377 \h 10 \l “42351378” 4.1.1 History 42351378 \h 10 \l “42351379” 4.1.2 Groups involved 42351379 \h 11 \l “42351380” 5 Implementing ITIL Service Management 42351380 \h 19 \l “42351381” 5.1 Introduction 42351381 \h 19 \l “42351382” 5.2 Cultural change 42351382 \h 19 \l “42351383” 5.3 Some of the do’s and don’ts 42351383 \h 20 \l “42351384” 5.4 Further reading 42351384 \h 20 \l “42351385” 6 The ITIL Service Management Processes 42351385 \h 21 \l “42351386” 6.1 Service Delivery Set 42351386 \h 21 \l “42351387” 6.1.1 Service Level Management 42351387 \h 21 \l “42351388” 6.1.2 Financial Management for IT Services 42351388 \h 22 \l “42351389” 6.1.3 Availability Management 42351389 \h 24 \l “42351390” 6.1.4 Capacity Management 42351390 \h 27 \l “42351391” 6.1.5 IT Service Continuity Management 42351391 \h 28 \l “42351392” 6.2 Service Support Set 42351392 \h 34 \l “42351393” 6.2.1 Service Desk 42351393 \h 34 \l “42351394” 6.2.2 Incident Management 42351394 \h 36 \l “42351395” 6.2.3 Problem Management 42351395 \h 37 \l “42351396” 6.2.4 Change Management 42351396 \h 42 \l “42351397” 6.2.5 Release Management 42351397 \h 47 \l “42351398” 6.2.6 Configuration Management 42351398 \h 48 \l “42351399” 7 Tools 42351399 \h 52 \l “42351400” 7.1.1 Type of tools 42351400 \h 52 — Today, with online service delivery, the IT component of the service delivery can be much stronger.
The way of delivering the service is IT based and therefore internal and external clients measure the performance of the IT group. Consistent service delivery is more important than the glimpse of brilliance every now and then.
The internal clients (business processes) and external clients need availability of the IT services and to be able to expect a consistent performance. IT Service Management is a means to enable the IT group to provide reliable Information Systems to meet the requirements of the business processes, irrespective of the way these services are delivered to the external customers.
This in turn enables the organisation to meet its Business Objectives. Definition: IT Service Management provides effective and efficient process driven management of the quality of IT services ITIL Service Management Any organisation that delivers IT services to their customers with a goal to support the business processes, needs some sort of structure to achieve that.
Historically, that structure was based around functions and technical capabilities.
Currently, with the ever-increasing speed of changes, and the need for flexibility that is no longer an option. That is why IT organisations are looking for alternatives: TQM processes and continuous improvement projects Cobit as a control mechanism CMM for control and structure in software (and system) development ITIL for operational and tactical management of service delivery Which framework, model or tool you use is heavily reliant on the company: ‘horses for causes’ is the adagio you need to keep in mind. For many IT organisations, ITIL is a very good way of managing service delivery and to perform the IT activities in end-to-end processes. Business Alignment By implementing IT Service Management in your IT organisation you support the IT objectives of delivering those services that are required by the business.
You can’t do this without aligning your strategy with the business strategy.
You can’t deliver effective IT services without knowing about the demands, needs and wishes of your customer.
This is why IT Service Management supports the IT organisation in the business alignment of their IT activities and service delivery. — Groups involved ITIL is a Public Domain framework, meaning that even though the copyright rests with OGC, every organisation can use the books to implement the processes in their own organisation.
This also supported the growth in the number of supporting services like training, tools and consultancy services.
The important part is that the framework is independent of any of the vendors. EXIN and ISEB are the examination bodies that organise and control the entire certification scheme.
They guarantee that the personal certification is fair and honest and independent from the organisations that delivered the course.
EXIN is based in the Netherlands and ISEB is part of the British Computer Society.
Both bodies give out accreditations for training organisations to guarantee a consistent level of quality in the course delivery. The personal certification is the only type of independent certification in regards to ITIL Service Management.
There is no independent tool certification or organisational certification (yet). People and organisations that wish to discuss their experience with ITIL Service Management implementation can become a member of the IT Service Management Forum.
The itSMF should be independent, just like ISEB and EXIN, to stimulate the best practice component of ITIL and to support the sharing of ‘war stories’ and tips.
There is an itSMF chapter in every country that is actively involved with ITIL Service Management. ? EXTRA READING (elective) Case study: Service Management implementation: British Telecom The Emergence of BT. British Telecom (BT) is an international private sector company operating in the field of telecommunications.
From 1912 telecommunications was as part of the Post Office, held in public ownership.
It was originally nationalised to ensure the provision of an integrated telegraphic and telephonic service .
British Telecom was split off from the Post Office in 1981 as a prelude to its own privatisation three years later.
The aim was to make it easier for the management of the two organisations to focus on the business strategies of their respective operations. Since 1981 BT has undergone major changes first with privatisation in 1984 and then because of Project Sovereign in the early 1990’s.
What follows concentrates on the build up to and changes associated with Project Sovereign from the late 1980’s.
It is arguable however that this represents some continuation of the earlier corporate restructuring that surrounded privatisation.
The climate for these changes continues to be shaped by several significant factors including: the development of new technology which has changed the nature of telecommunications work; the opening up of the market for telecommunications to competition and the requirement for BT to be able to exploit new international markets for information technology. BT no longer enjoys the monopoly it once had.
At home, competition from Mercury, the cable industry, and an increasing number of niche telephone operators is taking its toll.
For example, it is estimated that 40,000 customers v a month are being lost to the cable companies who offer cheaper calls, connections and rentals, as well as clearer lines and the advantages of new technology.
Cable firms claim to have won 470,000 customers in the three years since they were permitted to offer telephone services.
Internationally BT’s rivals, such as AT&T and France Telecom, are battling for the custom of the multinationals that want one supplier to service all their telecommunication needs. As well as new competitors such as Mercury and the cable companies who are attacking BT on price, the regulatory regime is also becoming harsher.
OFTEL have recently stated that prices on BT’s basic services must now be kept to 7.5% below the rate of inflation.
Although many of the same pressures affect BT’s rivals, BT argues that it suffers most because it maintains a network that runs the length and breadth of the UK. — Although all of this was now technically possible, some organisational problems remained as, in the past BT had relied on local expertise and each region had done things in a slightly different way.
CSS provided an infrastructure that was relatively tightly controlled in terms of what it allowed a manager to do.
However, in order to bring about some of the proposed new changes it would, in some senses, need to be even more tightly controlled as every region would now have to operate in the same way. The need to ensure consistency between regions lead to some dissatisfaction with the speed with which the system could be changed or modified.
In the past when the system needed to be changed or updated this could often be accommodated at a local level, now however, each change or update needed to be worked out and agreed across the whole of the national network. Implementing ITIL Service Management Introduction ITIL Service Management is something that impacts the entire IT organisation.
Implementing end-to-end processes can have a big impact on the way things are done and can initiate a lot of uncertainty and resistance with staff.
For these reasons, it is important to implement ITIL Service Management with a step-by-step approach that takes things slowly but steady. Developing ITIL processes is a fairly easy job to do… making sure everybody understands the processes and uses them is more difficult and requires serious planning. It is to be advised to use a project management approach to ITIL Service Management implementation and stay focused on the end result. Cultural change 10% of the implementation project will be about process design and the more instrumental things in organisational change; 90% will be about cultural change and personal motivation of staff to use the end-to-end processes as the better way to do business. People (YOU!) will feel vulnerable and out of control, the perfect breeding ground for resistance… know that it is coming and work with it. The most important thing in this stage of the ITIL implementation is to keep the focus on the reason why your organisation needs ITIL Service Management in the first place. Some of the do’s and don’ts DO: Perform a feasibility study first Use what is already good in the organisation Take it slowly Stay focused — ‘Do ITIL’ without a reason Blindly follow the herd Pretend you are a Greenfield site Further reading The OGC book: ‘Best Practice for Planning to Implement Service Management’. The ITIL Service Management Processes Service Delivery Set Service Level Management This process provides the contact point (or hinge) between the IT organisation and the customer.
Within the ITIL books, ‘the customer’ is defined as being the person who pais for the services.
It should therefore be someone with decision-making authority, eg business manager. Service Level Management is the process that ensures that the IT organisation knows what services they can deliver and organises that the IT group and the customer agree on the levels of service that need to be delivered. It also ensures that the IT group can consistently deliver these services to the customer by ongoing monitoring the service achievements and report these to the customer Extra reading To report or not to report A lot of the organisations that start implementing Service Level management fall into the trap of over-reporting.
Everything is monitored, and all results are reported back to the client. Negotiate the reporting strategy with your customer during the SLA-negotiations.
A report is only valuable if your clients use it for their own work.
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