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It Service

Swisscom – Swisscom IT Services

Swisscom IT Services is one of Switzerland’s leading IT service providers. Andreas König is its current CEO. Swisscom IT Services’ key customers include the Swiss Federal Railways (SBB), Ascom, Swiss and the Securitas Group. In 2005 Swisscom IT Services acquired Comit AG, an IT company specialising in the financial services sector. Comit continued to be run as an independent brand until June 2011. Since then it has been merged into the Swisscom brand as “Finance Services”.

IT service management

IT service management or IT service support management (ITSM or ITSSM) refers to the implementation and management of quality information technology services. IT service management is performed by IT service providers through people, process and information technology. The following represents a characteristic statement from the ITSM literature:

IT service management

Providers of IT services can no longer afford to focus on technology and their internal organization[;] they now have to consider the quality of the services they provide and focus on the relationship with customers.

IT service management

ITSM is process-focused and has ties and common interests with process improvement frameworks and methodologies (e.g., TQM, Six Sigma, business process management, CMMI)

IT service management

IT service management in the broader sense overlaps with the disciplines of business service management and IT portfolio management, especially in the area of IT planning and financial control. ITSM is generally concerned with the “back office” or operational concerns of information technology management (sometimes known as operations architecture), and not with technology development. In this respect, ITSM may be seen as analogous to an enterprise resource planning (ERP) discipline for IT.

IT service management – Context

IT service management is an enabler of information technology governance (or information management) objectives. It does not typically include project management or program management. In the UK for example, the Information Technology Infrastructure Library (ITIL), a government-developed ITSM framework, is often paired with the PRojects IN Controlled Environments (PRINCE2) project methodology and Structured Systems Analysis and Design Method for systems development.

IT service management – Context

ITSM is related to the field of management information systems (MIS) in scope. However, ITSM has a distinct practitioner point of view, and is more introspective (i.e. IT thinking about the delivery of IT to the business) as opposed to the more academic and outward facing connotation of MIS (IT thinking about the ‘information’ needs of the business).

IT service management – Context

There are a variety of frameworks and authors contributing to the overall ITSM discipline. There are a variety of proprietary approaches available.

IT service management – Professional organizations

There is an international, chapter-based professional association, the IT Service Management Forum (ITSMF), which is focused on ITIL and the ITSM audit standard ISO/IEC 20000. There is also a global professional association, the IT Service Management Professionals Association (IT-SMPa).

IT service management – Information Technology Infrastructure Library (ITIL)

IT service management is often equated with the Information Technology Infrastructure Library (ITIL), an official publication of the Cabinet Office in the United Kingdom. However, while a version of ITSM is a component of ITIL, ITIL also covers a number of related but distinct disciplines and the two are not synonymous. The ownership of ITIL has transferred from the Office of Government Commerce (OGC) to the Cabinet Office, following the move of OGC into the Cabinet Office.

IT service management – Information Technology Infrastructure Library (ITIL)

The current version of the ITIL framework is the 2011 edition

IT service management – Information Technology Infrastructure Library (ITIL)

The use of the term “service management” is interpreted by many in the world as ITSM, but again, there are other frameworks, and conversely, the entire ITIL library might be seen as IT service management in a larger sense.

IT service management – Other frameworks, concern with the overhead and limitations

Analogous to debates in software engineering between agile and prescriptive methods, there is debate between lightweight versus heavyweight approaches to IT service management. Lighter weight ITSM approaches include:

IT service management – Other frameworks, concern with the overhead and limitations

ITIL Small-scale Implementation colloquially called “ITIL Lite” is an official part of the ITIL framework.

IT service management – Other frameworks, concern with the overhead and limitations

FITS was developed for UK schools. It is a simplification of ITIL.

IT service management – Other frameworks, concern with the overhead and limitations

CoPr or “copper calls for limiting Best Practice to areas where there is a business case for it, and in other areas just doing the minimum necessary.

IT service management – Other frameworks, concern with the overhead and limitations

MOF 4 (Microsoft Operations Framework) covers the IT service management lifecycle with a practical focus.

IT service management – Other frameworks, concern with the overhead and limitations

In situations where the relationships between the parties do not fall neatly in bilateral client – service provider relationship, the limitations of the standard IT service management approaches become apparent

IT service management – Governance and audit

Several benchmarks and assessment criteria have emerged that seek to measure the capability of an organization and the maturity of its approach to service management. Primarily, these alternatives provide a focus on compliance and measurement and therefore are more aligned with corporate governance than with IT service management per se.

IT service management – Governance and audit

ISO/IEC 20000 (and its ancestor BS15000). This standard is not identical in taxonomy to ITIL and includes a number of additional requirements not detailed within ITIL and some differences. Adopting ITIL best practices is therefore a good first step for organizations wishing to achieve ISO 20000 certification for their IT Service Management processes.

IT service management – Governance and audit

COBIT (or the lighter COBIT Quickstart) is comprehensive and widely embraced. It incorporates IT service management within its Control Objectives for Support and Delivery.

IT service management – Tools & ITSM platforms

ITSSM tools provide modules that enable business end users to find knowledge to support/resolve their computing-related issues or to request an IT service via an IT self-service module

IT service management – Tools & ITSM platforms

There are a number of vendors in the ITSM space. A Web search for ITSM vendors results in over 100 ITSM related software companies. It can be narrowed on a basic shortlist of companies which were listed by Pink Elephant on its PinkVerify Toolset V3.0 or V3.1 certification and verification of product’s ITIL compatibility to general, core and integration suitability requirements for ITIL V3.

IT service management – Tools & ITSM platforms

In August 2012, Gartner published the Magic Quadrant for ITSSM (IT service support management) listing and rating eleven vendors of ITSM platforms.

IT service management – Tools & ITSM platforms

Also, there is a more broad overview on ITSSM functions that Gartner categorized as ITOM (IT Operations Management) Software which has been affected recently (2009-2011) by some shifts that has bringing new key players playing together in the same landscape of offering where ” The Big Four ITOM vendors (BMC Software, CA Technologies, IBM and HP) dominated the worldwide market share with 47% of the ITOM market

IT service management – Further reading

Eric J. Feldman (30 July 2007). “The Eight Essential Elements of an IT Service Lifecycle”. ITSMWatch.com. Retrieved 15 December 2007.

IT service management – Further reading

Atwell Williams (2 August 2012). “A Practical Guide to Service and Service Models”. BMC Software. Retrieved 2 August 2012.

IT Service Management Forum

IT Service Management Forum

IT Service Management Forum

The itSMF is concerned with promoting ITIL (IT Infrastructure Library), Best Practice in IT Service Management and has a strong interest in the international ISO/IEC 20000 standard

IT Service Management Forum – History

At the CCTA in UK starts 1986 the idea about a GITTIM – Government IT Infrastructure Management Method; that turned in ITIL

IT Service Management Forum – History

The itSMF UK takes at this time the international coordination. With a growing number of national chapters a real international umbrella was needed. The itSMF International was created in 2004.

IT Service Management Forum – Context

The itSMF is depending on its vision and goal in relations with some organisations and topics around Business service management and IT service management. Organisations in correlation with the work around ITIL:

IT Service Management Forum – Context

The Office of Government Commerce (OGC) is part of the Efficiency and Reform Group of the Cabinet Office, a department of the Government of the United Kingdom. Primordial the Central Computer and Telecommunications Agency (CCTA) was the name of the unit, which developed ITIL and established the itSMF. In 2000 it was subsumed into the OGC.

IT Service Management Forum – Context

The Stationery Office (TSO) is the privatised publishing arm of Her Majesty’s Stationery Office. TSO is the publisher of ITIL.

IT Service Management Forum – Context

The APM Group Ltd (APMG) is the official accreditor of the OGC for qualifications based on their Best Practice guidance portfolio. APMG hosted the official web sides about best practises including ITIL.

IT Service Management Forum – Context

ISO/IEC 15504, also known as SPICE (Software Process Improvement and Capability Determination) – The international standard for capability in information technology process measured with a standard assessment method.

IT Service Management Forum – International Organisation and Activities

There are 54 officially national itSMF Chapters worldwide today . They are organized in the itSFM International as umbrella. Each chapter is a separate legal entity and is largely autonomous. The national chapters offer their services around the membership for their members. The members in the national chapters were entire companies or individuals. The members are organisations, which are interested in ITSM and uses ITIL as their framework

IT Service Management Forum – International Organisation and Activities

service provider, which are looking for a quality in providing their services for its customers training companies, which provides the standard course for ITIL and other best practises tool developer and supporter for all supporting issues around ITSM like ticket tools, work flow tools, monitoring, software distribution individuals and companies, which offers consulting for ITSM and ITIL.

IT Service Management Forum – International Organisation and Activities

The itSMF International operates with an Executive Board of seven members. The board represents with members of Australia, South Africa, Poland and more the chapters worldwide.

IT Service Management Forum – International Organisation and Activities

Conferences – Many national chapters offer their members an annually Conferences. They often include an exhibition. In addition the itSMF chapters were partner of conferences of other organisations (e.g. Gartner “Business Intelligence & Information Management Summit 2013” in Australia ).

IT Service Management Forum – International Organisation and Activities

Events and knowledge exchange – There were regional events to discuss and work together about topics around ITSM, ITIL and more. For special interest groups were regular appointments for meetings. The special interest may by some industry, a single topic out of the ITIL or the relation to other organisations like the ISACA.

IT Service Management Forum – International Organisation and Activities

Development and research – The collective development of white papers and publications are regular activities in the chapters

IT Service Management Forum – International Organisation and Activities

The professionals aligned with the itSMF are requested speakers at conferences, member of discussions and publisher of books and white papers. In companies like IBM, HP, T-Systems and other communities around ITSM were established and interlinked with the itSMF.

IT Service Management Forum – National Chapters

The following list of some national chapters is taken for example to show individual activities.

IT Service Management Forum – itSMF New Zealand (NZ)

The New Zealand chapter was founded 2005 is a registered and legal not for profit organisation that was incorporated in Auckland. The chapter holds an annual conference – the 10th in 2014. We are managed via our membership through the Board and its Branches which have been established in Auckland, Wellington, Christchurch & Dunedin. Based in Christchurch, our national office staff member delivers administration support to our Executive Board, Branch Chairs and Portfolio Directors.

IT Service Management Forum – itSMF New Zealand (NZ)

In recent years, defined process-based service management frameworks have been the foundation upon which many organisations have improved IT Service Delivery, Governance and Risk Management. These are designed to create operational efficiencies, improve service levels, reduce the costs of delivering IT Service and Support and to align IT services with business objectives.

IT Service Management Forum – itSMF New Zealand (NZ)

Our Aim is to: To develop and promote industry best practice in service management, To engender greater professionalism within service management personnel, To provide a vehicle for helping members improve service performance, To provide members with a relevant forum in which to exchange information and share experiences with their peers on both sides of the industry.

IT Service Management Forum – itSMF Australia Inc (AU)

The Australia chapter was founded 1998 and operates as registered and legal business entity that was incorporated in Victoria; based in Melbourne. The chapter holds an annual conference – the 16th in 2013 – with the title “LEADit”. The chapter provides in five categories annual itSMF Industry Awards for Excellence in IT Service Management. For the member’s a quarterly communique as “The itSMF Australia Bulletin” is printed.

IT Service Management Forum – itSMF Germany (DE – itSMF Deutschland e. V.)

The German chapter was founded 2001 in the constitution of an registered association (German: eingetragener Verein; e

IT Service Management Forum – itSMF Germany (DE – itSMF Deutschland e. V.)

Annually in December the chapter celebrates a two day congress. Topics were provided in different formats with typical keynotes, four or five parallel user sessions, which presents three 20-minute-speeches in a row and a joint discussion, and some open world café discussions.

IT Service Management Forum – itSMF Germany (DE – itSMF Deutschland e. V.)

During the year typical two one day meetings were hold – name itSMF Live! – with different, actual topics. A special event for the Public Sector is the event FIT-ÖV.

IT Service Management Forum – itSMF Germany (DE – itSMF Deutschland e. V.)

The chapter award since 2009 the ITSM project of the year. The first awarded project was “ITIL 2010” of the Federal Employment Agency (Bundesagentur für Arbeit, Germany).

IT Service Management Forum – itSMF UK

As founding chapter of the itSMF movement the itSMF UK takes a leading role. Beside a board it has established a staff team for operation.

IT Service Management Forum – itSMF UK

The itSMF UK celebrates an annually Conferences with an interesting exhibition. In 2012 takes the 21st place in London with around 900 participants. The chapter provide some Service Management Awards: Outstanding Contribution to ITSM Service Management, Service Management Project of the Year, Service Innovation of the Year, Service Management Team of the Year and more.

IT Service Management Forum – itSMF UK

There were six regional groups actual in place (December 2012(

IT Service Management Forum – External links for several itSMF organisations

itSMF South Africa Chapter

Information Technology Infrastructure Library – Financial management for IT services

IT Financial Management comprises the discipline of ensuring that the IT infrastructure is obtained at the most effective price (which does not necessarily mean cheapest) and calculating the cost of providing IT services so that an organization can understand the costs of its IT services. These costs may then be recovered from the customer of the service. This is the 2nd component of service delivery process.

Information Technology Infrastructure Library – IT service continuity management

IT service continuity management (ITSCM) covers the processes by which plans are put in place and managed to ensure that IT services can recover and continue even after a serious incident occurs. It is not just about reactive measures, but also about proactive measures – reducing the risk of a disaster in the first instance.

Information Technology Infrastructure Library – IT service continuity management

ITSCM is regarded by the application owners as the recovery of the IT infrastructure used to deliver IT services, but as of 2009 many businesses practice the much further-reaching process of business continuity planning (BCP), to ensure that the whole end-to-end business process can continue should a serious incident occur (at primary support level).

Information Technology Infrastructure Library – IT service continuity management

prioritising the activities to be recovered by conducting a business impact analysis (BIA)

Information Technology Infrastructure Library – IT service continuity management

performing a risk assessment (aka risk analysis) for each of the IT services to identify the assets, threats, vulnerabilities and countermeasures for each service.

Information Technology Infrastructure Library – IT service continuity management

evaluating the options for recovery

Information Technology Infrastructure Library – IT service continuity management

producing the contingency plan

Information Technology Infrastructure Library – IT service continuity management

testing, reviewing, and revising the plan on a regular basis.

ITIL – IT service continuity management

ITSCM is regarded by the application owners as the recovery of the IT infrastructure used to deliver IT services, but many businesses practice the much further-reaching process of business continuity planning (business continuity planning|BCP), to ensure that the whole end-to-end business process can continue should a serious incident occur (at primary support level).

ITIL – IT service continuity management

* prioritising the activities to be recovered by conducting a business impact analysis (BIA)

ITIL – IT service continuity management

* performing a risk assessment (aka Risk analysis (business)|risk analysis) for each of the IT services to identify the assets, threats, vulnerabilities and countermeasures for each service.

ITIL – IT service continuity management

* evaluating the options for recovery

ITIL – IT service continuity management

* producing the contingency plan

ITIL – IT service continuity management

* testing, reviewing, and revising the plan on a regular basis.

Business Service Management – Business Services and IT Services

Business Services are delivered to customers, supporting their needs, sometimes through the support for a business process or directly supporting a service or product delivered to end customers. A business service may be supported by one or more IT Service(s), and may consist almost entirely of IT Services especially where the IT Service is directly customer-facing. Examples include online banking and online shopping.

Business Service Management – Business Services and IT Services

An IT Service may not be customer-facing, for example an IT Service which is seen as ‘back office’ as it supports the execution of an internal business process, such as the support for a billing process which the Finance department would own and manage.

Financial management for IT services

Financial Management for IT Services is a Service Delivery component within the ITIL Framework.

Financial management for IT services – Goal

The goal of Financial Management for IT Services (ITFM) is to optimize the cost of IT Services while taking into account quality and risk factors. Analysis of cost against quality and risk is used to create intelligent, metric-based cost optimization strategies. Balancing is required since cost cutting may not be the best strategy to deliver optimum consumer outputs.

Financial management for IT services – Goal

ITFM is a discipline based on standard financial and accounting principles, but addresses specific principles that are applicable to IT services, such as fixed asset management, capital management, audit, depreciation, etc.

Financial management for IT services – Goal

To provide cost-effective stewardship of the IT assets and resources used in providing IT services

Financial management for IT services – Goal

For an Outsourcing|outsourced IT organisation or an IT organisation which is run as if it were a separate entity (i.e., with full charging) the goal may be described as:

Financial management for IT services – Goal

To be able to account fully for the spend on IT services and to be able to attribute these costs to the services delivered to the organisation’s customers and to assist management by providing detailed and costed business cases for proposed changes to IT services

Financial management for IT services – Supporting Organizations

To fully grasp and understand the goals of an organization, Senior Executives from all verticals turn to the IT Financial Management Week Conference, held annually each year, to educate the market on new trends, learn from industry leaders (CFOs of IT) and meet with the most credible solution providers in this space.

Financial management for IT services – Supporting Organizations

Gartner also provides an annual conference on IT Financial, Procurement and Asset Management.

Financial management for IT services – Budgeting

Budgeting enables an organization to plan future IT expenditure, thus reducing the risk of over-spending and ensuring the revenues are available to cover the predicted spend. Additionally it allows an organization to compare actual costs with previously predicted costs in order to improve the reliability of budgeting predictions.

Financial management for IT services – IT accounting

IT accounting is concerned with the amount of money spent in providing IT services. It allows an organization to perform various financial analyses to gauge the efficiency of the IT service provision and determine areas where cost savings can be made. It will also provide financial transparency to aid management in the decision making process.

Financial management for IT services – IT accounting

‘Several cost elements can be used to control your accounting:’

Financial management for IT services – IT accounting

Capital costs: Any type of purchases which would have a residual value as hardware and building infrastructure

Financial management for IT services – IT accounting

Operational costs: Day to day recurring expenses cost like rental fees, monthly electrical invoices and salaries.

Financial management for IT services – IT accounting

Direct costs: Any cost expenses which are directly attributed to one single or specific service or customer. A typical example would be the purchase of a dedicated server which cannot be shared and is needed to host a new application for a specific service or customer.

Financial management for IT services – IT accounting

Indirect costs: One specific service provision which cost needs to be distributed in between several customers in a fair breakdown. A fair example is the cost associated to overall Local Area Network on which every customer are connected to. Breakdown could be done using total amount of users per customer or total amount of bandwidth usage per customer to accurately distribute the cost of providing this service.

Financial management for IT services – IT accounting

Fixed costs: Any expenses established for long periods of time like annual maintenance contracts or a lease contracts. These expenses do not vary in the short-term.

Financial management for IT services – IT accounting

Variable Costs: Any expenses that vary in the short-term based on the level of services provided, resources consumed, or other factors. For example, energy costs are variable based on the amount consumed.

Financial management for IT services – Charging

Charging provides the ability to assign costs of an IT Service proportionally and fairly to the users of that service

Financial management for IT services – Charging

Charging is arguably the most complex of the three sub-processes, requiring a large investment of resources and a high degree of care to avoid anomalies, where an individual department may benefit from behaviour which is detrimental to the company as a whole. Charging policy needs to be simultaneously simple, fair and realistic.

Financial management for IT services – Charging

Charging need not necessarily mean money changing hands (full charging). It may take the form of information passed to management on the cost of provision of IT services (no charging), or may detail what would be charged if full charging were in place without transactions actually being applied to the financial ledgers (notional charging). Notional charging may also be used as a way of piloting full charging.

Financial management for IT services – Service-level management

Information Technology Infrastructure Library#Service level management|Service-level management provides key information regarding the level of service required by the customer (SLAs) and therefore forms the basis for calculations of all three sub-processes

Financial management for IT services – Configuration management

Given that the aim of financial management for IT is the stewardship of IT assets and resources, it is imperative that information from Information Technology Infrastructure Library#Configuration Management|configuration management and in particular from the CMDB is available.

Financial management for IT services – Capacity management

Information Technology Infrastructure Library#Capacity management|Capacity management are charged with planning and controlling the IT capacity requirements of the organisation

Financial management for IT services – Change management

Changes are often linked to costs. It is vital that financial management for IT is involved in the Change Management (ITSM)|change management process so that the on-going analysis of costs can take place. Where changes are frequent IT financial management may choose either to include anticipated changes in the original cost model or to adjust the cost model once the IT service has stabilised.

Financial management for IT services – Key performance indicators (KPIs)

In order to assess whether financial management for IT services has been successfully deployed, the following key performance indicators may be examined:

Financial management for IT services – Key performance indicators (KPIs)

* do the predicted budgets match the actual expediture?

Financial management for IT services – Key performance indicators (KPIs)

* has user behaviour changed to follow the corporate IT goals?

Financial management for IT services – Key performance indicators (KPIs)

* are charges seen by users and customers to be simple, fair and in line with organisational goals?

Financial management for IT services – List of ITFM software solutions

* Apptio, Software-as-a-Service Technology Business Management IT Financial Management [http://www.apptio.com (homepage)]

Financial management for IT services – List of ITFM software solutions

* ClearCost Software, Integrated Service Financial Management Software [http://www.clearcost.com.au (homepage)]

Financial management for IT services – List of ITFM software solutions

* Cube Billing, Software-as-a-Service Cost Allocation and Chargeback Software [http://www.cubebilling.com (homepage)]

Financial management for IT services – List of ITFM software solutions

* Digital Fuel, Software-as-a-Service IT Financial Management [http://www.digitalfuel.com (homepage)]

Financial management for IT services – List of ITFM software solutions

* EcoSys EPC, Web-based IT Financial Management and Project Controls Software [http://www.ecosys.net/industries/information-technology/ (homepage)]

Financial management for IT services – List of ITFM software solutions

* Nicus, IT Financial Management Software, On-premise or Software-as-a-Service [http://www.nicus.com (homepage)]

Financial management for IT services – List of ITFM software solutions

* Zuna Infotech, Software-as-a-Service IT Financial Management, Cost Allocation, Asset/Demand Management, Technology Business Management (TBM), [http://www.zunainfotech.com (homepage)]

Paratransit – Paratransit service for people with disabilities and the elderly

Veolia Transport, First Group (which purchased Laidlaw Transit in October 2007), SCR Medical Transportation (based in Chicago) and MV Transportation, with contracts in cities throughout the United States and Canada, are among the largest private contractors of paratransit services

Paratransit – Paratransit service for people with disabilities and the elderly

Most paratransit vehicles are equipped with wheelchair lifts or ramps to facilitate access.

Pošta Srbije – IT services

*KDS – Cable Distribution System[http://www.kds.rs KDS :: Home Page]. Kds.rs (2010-11-16). Retrieved on 2010-11-21. – provides transmission of radio and TV signals, broadband Internet access and a number of other interactive services.

Pošta Srbije – IT services

*CePP – Center for PTT e-business[http://www.cepp.rs CEPP]. Cepp.rs. Retrieved on 2010-11-21. – Multimedia contract centre, providing electronic operations services with the first rate protection system of transferred information.

Milwaukee County Transit System – Other transit services

MCTS is a partner in the Southeast Wisconsin Transit System, a joint-venture transit partnership that also includes Waukesha Metro Transit and Wisconsin Coach Lines in Waukesha, Wisconsin|Waukesha, Washington County Commuter Express operated by Riteway Bus Service in Richfield, Wisconsin|Richfield, Belle Urban System (THE BUS) in Racine, Wisconsin|Racine and Kenosha Transit|Kenosha Area Transit (KAT) in Kenosha, Wisconsin|Kenosha.

APM Group – IT Service Management Qualifications

The company operates the accreditation and certification schemes for ITIL (Information Technology Infrastructure Library) and for Service Catalogue within the IT Service Management field.

IT services

‘IT service management’ (‘ITSM’) refers to the implementation and management of quality information technology services. IT service management is performed by IT service providers through people, process and information technology. The following represents a characteristic statement from the ITSM literature:

IT services

ITSM is process-focused and has ties and common interests with process improvement frameworks and methodologies (e.g., total quality management|TQM, Six Sigma, business process management, Capability Maturity Model Integration|CMMI)

IT services

IT service management in the broader sense overlaps with the disciplines of business service management and IT portfolio management, especially in the area of IT planning and financial control. ITSM is generally concerned with the back office or operational concerns of information technology management (sometimes known as operations architecture), and not with technology development. In this respect, ITSM may be seen as analogous to an enterprise resource planning (ERP) discipline for IT.

IT services – Information Technology Infrastructure Library (ITIL)

The use of the term service management is interpreted by many in the world as ITSM, but again, there are other frameworks, and conversely, the entire ITIL library might be seen as IT service management in a larger sense.

IT services – Other frameworks, concern with the overhead and limitations

Analogous to debates in software engineering between Agile software development|agile and prescriptive methods, there is debate between lightweight versus heavyweight approaches to IT service management. Lighter weight ITSM approaches include:

IT services – Other frameworks, concern with the overhead and limitations

* ITIL Small-scale Implementation colloquially called “ITIL Lite” is an official part of the ITIL framework.

IT services – Other frameworks, concern with the overhead and limitations

* FITS was developed for UK schools. It is a simplification of ITIL.

IT services – Other frameworks, concern with the overhead and limitations

* CoPr or copper calls for limiting Best Practice to areas where there is a business case for it, and in other areas just doing the minimum necessary.

IT services – Other frameworks, concern with the overhead and limitations

* MOF 4 (Microsoft Operations Framework) covers the IT service management lifecycle with a practical focus.

IT services – Other frameworks, concern with the overhead and limitations

* Distributed Management Task Force|DMTF CADF Working Group

IT services – Other frameworks, concern with the overhead and limitations

* Cloud Security Alliance|CSA Open Certification Framework.

IT services – Governance and audit

* ISO/IEC 20000 (and its ancestor BS15000). This standard is not identical in taxonomy to ITIL and includes a number of additional requirements not detailed within ITIL and some differences. Adopting ITIL best practices is therefore a good first step for organizations wishing to achieve ISO 20000 certification for their IT Service Management processes.

IT services – Governance and audit

* COBIT (or the lighter COBIT Quickstart) is comprehensive and widely embraced. It incorporates IT service management within its Control Objectives for Support and Delivery.

IT services – Tools ITSM platforms

Also, there is a more broad overview on ITSSM functions that Gartner categorized as ITOM (IT Operations Management) Software which has been affected recently (2009-2011) by some shifts that has bringing new key players playing together in the same landscape of offering where The Big Four ITOM vendors (BMC Software, CA Technologies, IBM and HP) dominated the worldwide market share with 47% of the ITOM market

IT service continuity – Introduction

‘IT Service Continuity’ is a subset of Business Continuity Planning (BCP) and encompasses IT disaster recovery planning and wider IT resilience planning. It also incorporates those elements of IT infrastructure and services which relate to communications such as (voice)telephony and data communications.

IT service continuity – Introduction

It is a systematic process to prevent, predict and manage Information and Communications Technology (ICT) disruption and incidents which have the potential to disrupt ICT services and should result in a more resilient IT service capability aligned to wider organisational requirements.

IT service continuity – Background

IT Service Continuity evolved from IT Disaster recovery which began to develop in the mid- to late 1970s as computer centre managers began to recognize the dependence of their organizations on their computer systems. At that time most systems were batch-oriented mainframes which in many cases could be down for a number of days before significant damage would be done to the organization.

IT service continuity – Background

During the 1980s and 1990s, IT disaster recovery awareness and the disaster recovery industry grew rapidly, driven by the advent of open systems and real-time processing (which increased the dependence of organizations on their IT systems)

IT service continuity – Background

In recent years, Information and Communication Technology (ICT) has become integral to many of the essential activities carried out by organizations. The advent of the Internet and other electronic networking services together with the current and developing capabilities of systems and applications, has also meant that those organizations have become more and more dependent on reliable, safe and secure ICT infrastructures.

IT service continuity – Background

At the same time the need for business continuity management (BCM), including incident preparedness, disaster recovery planning, and emergency response and management, has become steadily more prevalent in developed and developing economies.

IT service continuity – Background

Failures of supporting ICT services (including information security issues such as systems intrusion and malware infections) are recognized as having the potential to impact the continuity of business operations

IT service continuity – Background

IT Service Continuity is essential for many organizations in the implementation of Business Continuity Management and Information Security Management and as part of the implementation and operation information security management as well as business continuity management as specified in ISO/IEC 27001:2013 and ISO 22301:2012 respectively, it is critical to develop and implement continuity for the ICT services to help ensure business continuity.

IT service continuity – Principles

IT Service Continuity planning may make use of any combination of recovery and/or restoration strategies including; hot, warm, cold standby data centres or servers; high-availability services within the same or across multiple data centres; services may be active/active or active/passive; it may utilise a ship-on-demand, shared services or cloud services, or other approach. IT Service Continuity, in itself, does not prescribe or refer to any one strategy.

IT service continuity – Principles

In 2008 the BSI Group|British Standards Institution launched a specific standard connected and supporting the Business Continuity Standard BS 25999 titled BS25777 specifically to align ICT Service Continuity with Business Continuity. This was withdrawn following the publication in March 2011 of ISO/IEC 27031 – Security techniques — Guidelines for information and communication technology readiness for business continuity.

IT service continuity – Principles

The IT Service Management Continuity link redirects to this page. Here is the downloadable link for the ITIL® glossary and abbreviations: www.itil-officialsite.com/InternationalActivities/TranslatedGlossaries.aspx. Not being certain of reprinting rights, only the link is provided. The glossary gives a comprehensive definition of ITSCM and other related definitions. It can be downloaded without free of charge and is a comprehensive compilation of ITIL® terms.

Irvine, California – Transit services

Local bus routes are operated by the Orange County Transportation Authority

Irvine, California – Transit services

At one time Irvine intended to build a tram / guideway, in February 2009 the city of Irvine canceled the project

Irvine, California – Transit services

The city of Irvine has operated its own mass-transit bus service called the iShuttle since 2008

Internal Audit Service (European Commission)

The ‘Internal Audit Service’ or ‘IAS’ is a Directorate-General of the European Commission that was established in 2001 to provide an increased accountability of the Commission.

Internal Audit Service (European Commission)

The Commissioner responsible for the IAS is Algirdas Šemeta, whose area of responsibility covers the EU’s anti-fraud agency (OLAF) and the Commission department dealing with the EU’s taxation and customs union matters (DG TAXUD).

Internal Audit Service (European Commission)

The IAS is headed by the Internal Auditor of the Commission, Philippe Taverne, formerly the Chief Accountant of the Commission. The IAS has approx. 120 permanent staff.

Internal Audit Service (European Commission) – Mission

* issue independent audit opinions on the quality of management and internal control systems

Internal Audit Service (European Commission) – Mission

* present recommendations aimed at ensuring the efficient and effective achievement of the Commission’s objectives

Internal Audit Service (European Commission) – Mission

*Directorate A is responsible for auditing EU agencies, as well as communication and co-ordination within the Commission and with other institutions (for example, the European Parliament or the European Court of Auditors)

Internal Audit Service (European Commission) – Mission

*Directorate B is responsible for auditing the Commission’s Directorate-Generals

Internal Audit Service (European Commission) – Background

However, as the Commission grew and became more complex, the European Court of Auditors (the EU’s external auditor) began to call for the audit of systems and controls, and advocated an independent audit service within the Commission

Internal Audit Service (European Commission) – Background

A Commission decision from 1990 requested the Financial Controller to set up such a function, which was further developed under the programme of reform of financial management proposed in 1995 (the SEM2000). This audit function seems to have been re-focused on controls relating to structural funds, as Phase III progress reports of SEM2000 don’t mention it – this modest audit function was little known and had little impact on the services of the Commission.

Internal Audit Service (European Commission) – The Santer Commission

In their Second Report, the Wise Men suggested in clear terms that the underlying problem is that the internal audit service is not perceived as a central department at the service of the entire Commission…[http://www.europarl.europa.eu/experts/pdf/rep2-1en.pdf Section 4.11.4 of the Second report on Reform of the Commission (Analysis of current practice and proposals for tackling mismanagement, irregularities and fraud), 10 September 1999.] Based on international best practices and the definition of internal audit as proposed by the Institute of Internal Auditors (IIA), the Wise Men recommended setting up a specialised Internal Audit Service outside the regular structure of directorates-general, reporting directly to the President of the Commission.

Internal Audit Service (European Commission) – The Santer Commission

The task of setting up the new service was allocated to the Commissioner responsible for institutional reform, Neil Kinnock

Internal Audit Service (European Commission) – Reforming the Commission

The basis for establishing the IAS was recommendation 35 of the Wise Men’s reportIn Chapter 4 of the Second Report proposing A professional and independent Internal Audit Service

Internal Audit Service (European Commission) – 10 years of the IAS

The establishment of the new service was part of the reforms enacted at the Commission following the adoption of the Reform White Paper of 2000.[http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=CELEX:52000DC0200%2802%29:EN:HTML Reforming the Commission – A White Paper – Part II Action plan – XXV – CREATION OF A CENTRAL INTERNAL AUDIT SERVICE] As part of these reforms, Internal Audit Capabilities (IACs) were created in each DG, together with the Audit Progress Committee (APC), which oversees the work of both the IAS and IACs.

Internal Audit Service (European Commission) – 10 years of the IAS

The IAS set out a programme of in-depth audits of all DGs and Agencies that came under the new Financial Regulation. Apart from auditing, it also aimed to provide methodological support for audit activities to the IACs in each DG. After setting up the IAS and guiding it through its first three years, Jules Muis resigned from his post as of March 2004 and was replaced by Walter Deffaa in August 2004.

Internal Audit Service (European Commission) – 10 years of the IAS

In 2006 IAS carried out the first quality review of the Internal Audit Capabilities. In 2007 its Mission Charter[http://ec.europa.eu/dgs/internal_audit/docs/ias_charter_en.pdf MISSION CHARTER OF THE INTERNAL AUDIT SERVICE OF THE EUROPEAN COMMISSION] was updated, along with introducing a model charter for IACs.

Internal Audit Service (European Commission) – 10 years of the IAS

In 2009 Deffaa left IAS and was replaced by Brian Gray. In 2011 IAS completed the first overall opinion into the state of internal control in the Commission and, also in this year, it became the external auditor of the newly established European External Action Service. In 2012 Brian Gray resigned, to be replaced by the current Director-General, Philippe Taverne.[http://ec.europa.eu/dgs/internal_audit/about/history/index_en.htm History of the Internal Audit Service]

Model audit – Providers of model audit services

Given that the concept of formal financial model audits is thought to have started with early UK PFIs, many of the long-standing financial model audit firms are based in London.

Model audit – Providers of model audit services

Some of best known model audit firms are:

Model audit – Providers of model audit services

* BDO LLP (having merged with PKF (UK) LLP)

Model audit – Providers of model audit services

* [http://www.corality.com/model-auditing Corality Financial Group] (Sydney and London offices)

Model audit – Providers of model audit services

* [http://www.mazars.co.uk/Home/Our-expertise/Financial-Advisory-Services/Project-Finance-and-Modelling/Financial-Modelling/Model-Audit Mazars LLP]

Model audit – Providers of model audit services

* PwC (PwC Australia was [http://www.pwc.com.au/media-centre/2013/model-audit-team-oct13.htm joined by the Mercer Model Audit team in 2013])

Model audit – Providers of model audit services

Some newer entrants to the market are based in Australia but service a global market, such as:

Model audit – Providers of model audit services

* [http://www.accessanalytic.com.au/services_excel_audit.php Access Analytic] (Perth)

Model audit – Providers of model audit services

Many of the above firms, such as PwC, BDO, EY, Mazars and KPMG, are major accounting firms

Capital Area Transit (Raleigh) – Long distance transit services

The city of Raleigh is served by Amtrak (rail service), Raleigh-Durham International Airport|RDU international Airport (air service), Carolina Trailways (bus service), Greyhound (bus service), [http://www.skyexpressbus.com Sky Express] (bus service, direct to China Town, NYC), [http://www.tornadobus.com Tornado] (bus service, targeting primarily the Hispanic population), and [http://www.myairporter.com Jacksonville Airporter, Inc](bus service, between RDU and Jacksonville, NC)

Bocconi University – IT services

Bocconi uses a platform for e-learning on which teaching materials are posted by professors, moreover most of the administrative functions such as payments, enrollment to exams, study plan choices are made through the students’ online agenda.

Bocconi University – IT services

A computer lab with computers, printers and internet-intranet connection is available for students in the main building. `The Bocconi campus is entirely covered by free wireless connection.

Service request management – IT service catalog

An IT service catalog is a subset of an enterprise service catalog and is defined by the Information Technology Infrastructure Library Information Technology Infrastructure Library#Service design|Service Design to be an exhaustive list of IT-only services that an organization provides or offers to its employees or customers. The catalogue is the only part of the Service Portfolio that is published to customers and is used to support the sale and/or delivery of IT services.

Università Cattolica del Sacro Cuore – IT services

I-Catt is the student home page which contains information about suspended classes, exam schedules, and teachers’ notices. Cattolica uses Blackboard Inc., as the e-learning platform on which professors post teaching materials.

Università Cattolica del Sacro Cuore – IT services

The telecommunication stations UCPoint InfoPoint, located in all campuses, perform clerical duties and provide information related to teaching and services.

Università Cattolica del Sacro Cuore – IT services

In each location computer labs and wireless connections are available.

Independent Local Radio – Split services

The first experimental part-time split service was provided by Radio Forth, who created Festival City Radio for the duration of the Edinburgh Festival in 1984

Independent Local Radio – Split services

By 1988, the government had decided that the practice of splitting was beneficial and a quick way to increase choice for listeners. The IBA then began a programme of encouraging ILR stations to split their services and most stations had soon complied. The usual format was to have a gold (oldies) service on AM and pop music on FM, although Radio City tried City Talk on AM before abandoning the format.

Coaster (San Diego) – Connecting rail and bus transit services

The Coaster connects fully with Amtrak’s Pacific Surfliner at Oceanside, Solana Beach, and Santa Fe Depot in San Diego, with more limited connection service available at the Old Town Transit Center; Pacific Surfliner service at Carlsbad Village, Carlsbad Poinsettia, Encinitas, and Sorrento Valley is co-offered Coaster service on 6 of the 22 weekday Surfliner trains.

Coaster (San Diego) – Connecting rail and bus transit services

The Coaster also connects with the Metrolink (Southern California)|Metrolink rail system at Oceanside, providing connecting service to Orange, Los Angeles, Riverside and San Bernardino counties

Los Angeles County Sheriff’s Department – Transit Services Bureau (#60)

*Metrolink (Southern California)|Metrolink

Los Angeles County Sheriff’s Department – Transit Services Bureau (#60)

*Los Angeles County Metropolitan Transportation Authority|Los Angeles MTA (Metro)

Mahanagar Telephone Nigam Limited – MTNL-STPI IT Services Limited

MTNL-STPI IT Services Ltd. is a 50:50 Joint Venture between Software Technology Parks of India (STPI) and Mahanagar Telephone Nigam Limited, (MTNL).

Zhores Ivanovich Alferov – Non-profit service

Alferov serves on the advisory council of CRDF Global.

Irvine, CA – Transit services

At one time Irvine intended to build a tram / guideway, but in February 2009 the city of Irvine canceled the project

Bill de Blasio – Transit Service and Traffic Safety

In 2014, de Blasio released a report dedicated to better transit for New York City. Some of the ideas brought up in the report were to rebuild Pennsylvania Station (New York City)|Penn Station/Madison Square Garden, create more bus rapid transit routes,[http://dnwssx4l7gl7s.cloudfront.net/deblasio/default/page/-/One%20New%20York%2C%20Rising%20Together%20-%20Transit.pdf Better Transit for New York City] and a Vision Zero initiative to reduce traffic-related deaths in the city.

Downtown Ottawa – Transit service

Albert and Slater carry the Ottawa Rapid Transit|Transitway through downtown

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