ITILv3 : Related Documentation The following documents may help you complete or….

ITILITILv3 : Related Documentation The following documents may help you complete or….

Ownership IT Services has ownership of this document in conjunction with nominated Business Representatives. Related Documentation The following documents may help you complete or understand the purpose of this document: Eight Steps to Creating an Effective Service Catalog and relevant documentation ITIL Service Design (Service Level Management, Service Catalog Management) COBIT 5 Executive Overview The intent of Service Design in ITILv3 is to provide a holistic approach to designing a service that focuses on the components of the service solution, but also governing factors as processes, policies, resources and capabilities.

In ITIL, there are five aspects to consider in a holistic approach to effective Service Design: Service Solution Management information systems and tools Technology architectures and management architectures Processes Measurement methods and metrics COBIT 5 also strives for a holistic approach in IT service management and introduces the concept of enablers—factors that, individually or collectively, influence whether something will work.

While the concept is directly applied to the governance and management of IT, enablers are useful to understand at the service level. The enablers identified through COBIT 5 are: Principles, Policies, and Frameworks Processes Organizational Structures Culture, Ethics, and Behavior Information Services, Infrastructure, and Applications — The intent of this document is to provide guidance in identifying enablers within the service organization, as well as the dependencies that services will have on these enablers. Service Enablers Service enablers are simply any factor or component required to ensure the effective delivery of a service.

As demonstrated in Service Definitions, some services may be an enabler to another service; all enabling services or enhancing services are considered enablers.

The architectures, processes, and policies used to formulate and control a service are also enablers, as well as the resources and capabilities allocated to the service and other enablers supporting the service. See Service Design – The Big Picture and The Key Links, Inputs and Outputs of Service Design to understand the potential inputs into designing a service, and thus, identifying enablers. A configuration item within the context of ITILv3 is an enabler.

However, COBIT presents a few enablers which are not easily recognized as configuration items, such as organizational structures, cultures, or even competencies.

Nevertheless, most enablers to a service are indeed configuration items which can be managed and controlled.

Because enablers can be configuration items, most information about them will be stored and managed within the Configuration Management System. COBIT 5 asserts that all enablers have a set of shared dimensions, such as: Stakeholders – people who are interested in the enabler working well and as expected Goals – a set of expectations or achievements for the enabler which demonstrates value to the service Lifecycle – a beginning and an end which requires some level of planning, design, development, implementation, operation, monitoring, and improving for individual enablers Good Practices – best practices associated to the individual enablers for control, maintenance, monitoring, and operation Enabler Relationships and Impact of Changes The reason to discuss enablers is simple—the effectiveness of the service is often attributed to the interrelationships between its components.

If the service revolves around a networked application, the availability of that application to the end user is dependent on the availability of the network, the server hosting the application, and the application itself.

One purpose of configuration management is to establish relationships between the various configuration items it controls, and by doing so, provides a more comprehensive picture of the IT environment. By establishing the relationships between enablers of a service, the service provider also gains the means of assessing the impact of any service changes.

From a holistic viewpoint, a change in one enabler will induce a direct or indirect change in every related enabler.

For service management, change is inevitable so the goal is to be able to predict and control change appropriately to minimize its impact.

While some change may result because of a request (change management, request fulfilment), other changes are the result of the service lifecycle (demand, system degradation). — Appendices List any appendices needed in conjunction with this document. Terminology Use this section to define any unfamiliar or misused terms related to this document. Using Reference Documents The document, Service Design – The Big Picture, provides a graphical illustration of the development and implementation of an individual service across the ITIL-defined service design processes.

This illustration supports the concept of service enablers by identifying the key deliverables from each service management process that is needed in defining the service.

It also shows the relationship of the service catalog as a means for collecting and presenting these key deliverables. The document, The Key Links, Inputs and Outputs of Service Design, provides a broader perspective to Service Design, specifically addressing the stage’s relationship with other lifecycle stages identified in ITILv3.

Also present in this graphical illustration is the role of the service catalog in supporting each stage by capturing and presenting information from one stage which can be used in another stage. These documents are included to provide reference to the role and capabilities of a comprehensive service catalog, an approach which is encouraged by the Toolkit.

They should be used to create a context for the service catalog in your organization; specifically addressing the potential purpose and use of the service catalog to support IT management and operations, as well as alignment with the business. Note: SEARCH AND REPLACE

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