13 ITIL Mind Maps:

Service Management as a Practice

ITIL Service Strategy
ITIL Service Strategy Processes
ITIL Service Design
ITIL Service Design Processes
ITIL Service Transition
ITIL Service Transition (SACM)
ITIL Service Transition (Change and Evaluation)
ITIL Service Operation
ITIL Service Operation Functions
ITIL Service Operation Processes
ITIL Continual Service Improvement
ITIL CSI Improvement Processes

ITIL 2011 Mind Maps

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ITIL - Service Management as a Practice

Facilitates outcomes without costs & risks
Standards - ISO20000
Uncertainty of outcome Risk
Training and education
Internal and external experience
Functionality Sources
Fitness for purpose Utility Research
What the customer gets Industry practice - Sarbanes Oxley (SOX),
Financial Services Authority (FSA)
Fitness for use Best Employees
Performance Warranty Value to customers Practice
How service is delivered Service Customers
Enablers Suppliers
Economic value Advisors
Reputation Shown by Technology
Customer Perception Knowledge to achieve business objectives
Core
Enabling Classification Coordinated activities
Enhancing Performance driven
Creates value for customers
Maintenance Defines roles, activities, guidelines
Process
Prime customer contact Measurable
Ensures delivery meets requirements Specific Results
Characteristics
Identify areas for input into CSI
register / raise RFC's
Service Service Customers

Owner Responds to triggers

Communication with Process Owners Management Specialised units
Reporting & monitoring
Accountable for delivery of service
as a Practice Definitions Function
Perform certain types of work

Role Responsibility within process or function

Responsible
Defines Strategy, policy, standards
Accountable One person
Assists with design
RACI Model
Documentation Consulted
Audits Informed
Process
Communication Clarifies roles and responsibilities
Input to CSI register
Owner
Process manager Owner
Process practitioner Documentation
Control
Objectives
Feedback

Activities
Set of specialised capabilities
Provides value for customers via services Service Process Procedures

IT service management Management Model Process Metrics

Improvement
Roles

Capabilities
Enablers
Resources

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ITIL Service Strategy

Current state assessment Automation can
target state definition affect performance

Gap analysis Simplify processes

Project estimation Technology Understand flow of

activities
Project consolidation
Minimise interactions
Roadmap Implementation
Definition of roles
Define the market and identify customers
Service portfolio, customer portfolio, customer agreement portfolio
Designing the strategy Understand the customer
Demand management procedures, techniques and tools
Quantify the outcomes
Interfaces between all service strategy processes and other processes
Classify and visualise the service
Understand the opportunities
Rules, policies, processes by which
Establish and maintain business relationships
businesses are operated, regulated, Define services based on outcomes
Ensure service provider can meet needs of the business controlled Service models
Assists business in articulating value of service Core Services - deliver basic outcomes
Evaluates, direc ts, monitors the strategy, policies and plans
Strategy
Enabling services are needed in order for
Evaluate a core service to be delivered

Direct Activities
principles Enhancing services are excitement factors

Monitor Define service Deliver the basic outcomes desired by the customer
units and Represent the value the customer wants
Establish responsibilities packages
Supporting Services
Strategy to set and meet objectives
Either enable or enhance the value proposition
Acquire for valid reasons
Ensure performance when required
Framework Governance Packaging core and supporting services
is an essential aspect of market strategy
Ensure conformance with rules Packaging will also have an impact on the
Ensure respect for human factors design and operation of a service

Service through collaboration

Strategic Asset Service Management
Service through coordination
Services through delegation Stages
Finances
Services through direction
Infrastructure
Services through network
Resources Applications
People
What is our business?
Who is our customer? Assets Service Assets
Information

What does the customer value? Service Management

Who depends on our services? Marketing mind set Strategy

Organisation
Capabilities Processes
How do they use our ser vices?
Knowledge
Why are they valuable to them?
People

Internal (Type I)
Future vs Present
Shared Service Unit (SSU) (Type II)
External (Type III) Opposing Operational effectiveness vs
improvements in functionality
Supplies service to one or more customers dynamics
Outsourcing
Service provider Value capture
Disaggregation

Perspective Vision
Insourcing Aggregation

Positions Business Portrayal

Defined by customers
Affordable mix of features
4 P's Plans How to achieve vision

Achievement of objectives
Patterns Ongoing Actions
Changes over time and circumstance
Business outcome achieved
Value
Customer's preferences Creating value Cost effectiveness

Customer's perception of what was delivered Value for customer

Standardised processes
Basic Factors Benefits Services create value
Excitement Factors Respond quickly to
Performance Factors
Kano model changes in business
environment

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ITIL Service Strategy Processes How a service provider will enable an

organization to achieve its business
outcomes
Analyse internal and external factors
Service Design Define market spaces
Service Pipeline Assessment
Development Identify strategic industry factors

Operational Services Contents Establish objectives

Service Catalogue
Determine perspective
Retired Services
Form a position
To ensure service provider has the right mix of services to Generation
Process Craft a plan
Strategy
balance the investment in IT with ability to meet business
outcomes Adopt patterns of action
Tracks investment through lifecycle and ensures Management Align assets with outcomes
appropriate returns are achieved
for IT Execution Optimise CSFs
Ensures services clearly defined and
linked to business outcomes Services Prioritise investments

Why should a customer buy these services? Purpose CSI

Measurement and evaluation
Why should they buy these services from us? Expansion and growth
Clarify the answers to key
What are our pricing and chargeback models? strategic questions Annual planning cycles
What are our strengths, weaknesses, priorities and risks? New business opportunity
How should our resources and capabilities be allocated? Triggers Changes to internal and external
environments
Strategy management
Mergers or acquisitions
Business relationship management
Process initiation
CSI
Other service management processes
Enhanced decision making
Strategy
Speed of change
Request from business
SPM
Service improvement opportunities Value to the business
Finance compliance and control
Service suggestion
Define Operational control
Existing services
Value capture and creation
Service, customer and business outcomes
Service models Portfolio Cost centre
Profit centre
Impact on service portfolio and service model Management External
Service portfolio review Funding
Policy decisions Internal
Analyse investments, value and priorities Analyse Process
Rolling plan
Articulate value proposition
Funding models Zero based
Retain
Trigger based
Replace Service Service valuation
Strategy
Rationalise
Assesses the value or return of a service over the total lifecycle
Refactor Service Investment Analysis
Renew Approve Processes Compliance
Based on the value received and the costs incurred

Retire
Cost optimisation
Change proposal Outputs
Seeks to translate outage severity into a financial value
Change management authorisation
Aid to decision making and prioritisation
Change proposal authorised Business Impact Assessment (BIA)
Cost of service outage
Communicate with stakeholders Financial Helps to identify
Relative value of services
Service design and transition processes Charter management Planning confidence
Track progress and update portfolio
Analysis of previous budget
Opportunity
Assessment of plans
Value proposition
Budgeting Specification of changes to funding and spending
Business outcomes supported
Cost and income estimation
Business cases
Budget(s)
Priorities Portfolio Contents
Cost model
Risks
Cost centres and cost units
Offerings & packages
Cost types and elements
Investments required
Accounting Cost classification
Cost & pricing
Scope Chart of accounts
Analysis and reporting
To identify and analyse the patterns of business activity that
initiate demand for services Action plans
User Profiles Analyse patterns of business activity Objective Cost recovery or break even
Recovery with margin
Work with capacity management Demand Policies
Cross subsidisation
Achieve balance between cost and value of outcomes Management Notional charging
Charging
Refines understanding of interactions Value to business
Decide on chargeable items
Enable executives to evaluate real investment
Pricing
Billing

Service provider
Contract
Establish and maintain business relationships
Design
Ensure service provider can meet needs of the business Objective
Business Relationship Risks Operational
Assists business in articulating value of service
Management Market

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Statement of requirements (SOR)

ITIL Service Design
Invitation to tender (ITT) Identify business need
Business case

Award contract People

Negotiate Evaluation and procurement of new contracts and suppliers Products
Select supplier 4 P's
Partners
Supplier and contract Supplier Processes
categorisation Management
Maintains supplier and contract management information Service solutions
system (SCMIS) Why should a customer buy
Manage supplier and contract
Design IT services, these services?
Value for money performance together with the Why should they buy these
Ensure contracts are aligned to business
governing IT practices, services from us?
processes and policies, What are the pricing or
Define and maintain policies to realize the service chargeback models?
and methods providers strategy and What are our strengths and
Plan design resources and to facilitate the weaknesses, priorities and risks?
capabilities introduction of these How should our resources and
capabilities be allocated?
Coordinate design activities services into supported
Opportunity
Manage design risks and issues environments ensuring Service portfolio
Improve service design Design coordination quality service delivery,
Value proposition

Plan, coordinate and monitor customer satisfaction Business outcomes

supported
individual designs and cost-effective Business cases
Review designs and ensure service provision.
handover of SDPs Contents Priorities
Systems and tools
Risks
Corporate visions, strategies, etc Offerings and packages
Service management visions, strategies, Investments required
policies, objectives and plans Ongoing costs
Constraints and requirements for compliance and pricing
with standards and regulations
Services
IT strategies, policies and plans Key Principles 5 major aspects
Supported levels of performance
Business requirements Inputs Policies
Service portfolio
Minimum requirements
ITSM processes, risks and issues registers
Service catalogue Ordering and request
Revisions to IT strategies, policies, designs, plans,
architectures, processes Support terms and conditions
Service level package Dependencies
Points of contact
Reduced total cost of ownership (TCO)
Service Pricing and charging

Design
Improved quality of service Business / organisation
Consistency of service Enterprise
Easier implementation of new services Service
Better service alignment Technology and management Application
Improve service performance architectures
Data / Information
Improve IT governance Benefits Environment
Improved service alignment IT Infrastructure
More effective service Design top down, build bottom up
management
Processes required
Better IT processes
Progress
Improved information and decision making
Compliance
Measurement methods and metrics
Coordinate all design activities
Effectiveness
Plan and coordinate the resources and capabilities required to design Efficiency
new or changed services Functionality
Produce associated service design packages Balanced design Resources
Ensure service designs and/or SDPs are produced and handed Schedule
over to service transition
Manage the quality criteria, requirements and handover between design,
ITSC
strategy and transition Objectives
Availability
Ensure all service models and service solution designs conform to
strategic, architectural, governance and other corporate requirements Other Service Design See "Service Design Processes" Map Capacity
Improve the effectiveness and efficiency of service design activities and processes Processes Service Level
Ensure that all parties adopt a common framework of standard, reusable Service Catalogue
design practices
Monitor and improve the performance of the service design lifecycle stage

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ITIL Service Design Processes

Align IT security with business security

Effectively manage information security
Management of risks
Manage information contained in service catalogue
Training & awareness
Ensure service catalogue is available and accurate
Security strategy and plan
Ensure service catalogue supports evolving needs
Management of suppliers and contracts regarding access to systems and services Service Catalogue of service management processes
Management of all security breaches and incidents associated with all systems and services Management Live services
Proactive improvement of security controls, and security risk management and the reduction of security risks Business service catalogue
Integration of security aspects within all other IT service management processes Technical service catalogue
Manage information security management system
Control
Information Security
Plan
Management
Implement Security Framework Delivered service matches or exceeds needs of customer
Evaluate Perform as agreed
Maintain Service availability
Availability
Preventive Component availability
Reductive Design for availability and recovery
Detective Measures Perform as its agreed function
Reliability
Repressive
Corrective Maintainability Speed to restore to normal working

Serviceability Ability of 3rd party to meet terms of contract

Agreed level of IT Service
Achievable targets
Identifying vital business functions (VBFs)
Proactive measures
Designing in availability
Improvements to service Availability Management Component failure impact analysis (CFIA)
Produce and agree service level requirements (SLRs) Define Single point of failure (SPOF)
Proactive Activities Fault tree analysis (FTA)
Negotiate between internal service providers Operational level agreement (OLA)
Modelling
Service Risk assessment
Multi Level Negotiate between IT and customer Planned maintenance
Service level agreement (SLA) Document
Customer Service Level Projected service outage document (PSO) document

Management Service Monitor, measure, analyse, report

External contractors Contracts
Process Design Expanded incident lifecycle
Agree processes Reactive Activities
Unavailability analysis
Service failure analysis (SFA)
Measure Component failure
impact analysis (CFIA)
Monitor
Regular
Ad-Hoc Required services resumed within required and agreed timescales
Report
Red, amber, green (RAG) / Service level Support business continuity management (BCM)
agreement monitor (SLAM) charts Agreed and required timescales
Review Policy setting
Terms of reference and scope
Cost justifiable capacity available in time Initiation Resource allocation
Capacity matched to evolving agreed needs of customer Project organisational and control structure
Supply vs demand Agree project and quality plans
Cost vs resource
Business impact analysis (BIA)
Capacity plan
Risk analysis
Proactive activities Activities
Manual
Assistance with Capacity incident resolution
IT Service Continuity Requirements & strategy
Reciprocal
Modelling and trending
Management (ITSC) ITSC strategy
Gradual
Application sizing Process Intermediate
Monitoring Fast
Tuning Iterative Techniques Capacity Management Immediate
Analysis
Develop plans / procedures
Demand management Implementation
Testing
Threshold management and control
Education, awareness, training
Future business needs
Business capacity management Review & audit
Requires financial plans and business strategy Ongoing operations
Testing
Live service capacity Change management
Service capacity management
Incident / problems Invocation
Performance, capacity, utilisation Component capacity management

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ITIL Service Transition Plan and manage service changes efficiently and effectively
Manage risks relating to new, changed
or retired services
Speed vs accuracy
Successfully deploy service releases into supported environments
Safety critical services
Restricted resources Difficulties Objectives Set correct expectations on the performance and use of
new or changed services
Working with difficult customers Ensure that service changes create the expected business value
Provide good-quality knowledge and information about
Stakeholder change services and service assets.
Communications
Stakeholder map Confidence that a new or changed service will
deliver the value and outcomes required of it
Stakeholder commitment analysis
Benefits Understanding of risk
Emotional cycle of change
Provides a measured degree of confidence.
Managing
Leadership
Organisational adoption Define customer requirements
Governance process
People Define service requirements
Organisational change Design
Organisational capabilities Design service solution
Business and service performance measures Design service release
Strong communication process V Model Validate service packages
Kotter's 8 steps Service acceptance
Service Test Service operational readiness
Validation Service release package
Release policy and Component and assembly

Provide clear comprehensive plans Testing Library of tests

Assure quality
Transition Plan and design tests Test environment

Planning and
Produce transition strategy Levels of testing
Prepare for transition
Activities Support Service Verify test plan and designs

Transition
Plan and coordinate transition Process Prepare test environment
Provide transition process support Perform tests
Evaluate exit criteria
See "Change and Change evaluation Map" Report
Change
Test and clean up

Other Should be separate to release and deployment manager

See "Change and Change evaluation Map" Evaluation

See "Knowledge, Service Asset Service

Enable projects to estimate the cost, timing, resource requirement and
and Configuration Map" Service Asset and Configuration Transition risks associated with the service transition stage more accurately

See "Knowledge, Service Asset and Configuration Map"

Processes Result in higher volumes of successful change
Knowledge
Be easier for people to adopt and follow
Enable service transition assets to be shared and re-used across projects and services
Big bang / phased Reduce delays from unexpected clashes and dependencies
Release options
Benefits Enable projects to estimate the cost, timing, resource requirement and risks
Push / pull
Automated / manual associated with the service transition stage more accurately
Result in higher volumes of successful change
Full
Be easier for people to adopt and follow
Delta Release unit
Enable service transition assets to be shared and re-used across projects and services
Package
Reduce delays from unexpected clashes and dependencies
Planning
Release and
Preparation
Deployment
Management
Build and test
Service testing and pilot
Activities
Planning and preparing for deployment To assist organisations seeking to plan and manage service changes and
Performing transfer, deployment and retirement deploy service releases into the production environment successfully
Early life support
Review and closure of deployment and Service Transition
Role should be separate to test manager

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ITIL Service Transition - SACM

IT staff to understand the configuration and relationships of services and the configuration items Policies
Better forecasting and planning of changes Objectives, scope, resources
Successful assessment, planning and delivery of changes and releases CSFs
Resolution of incidents and problems within the service level targets Planning & management
Involve change/release
Delivery of service levels and warranties Start small
Better adherence to standards, legal and regulatory obligations
SACM Regulatory compliance
More business opportunities as the service provider is able to demonstrate control of assets and services
Benefits An asset, service component or other item which is or
Traceability of changes from will be, under the control of configuration management
requirements
Types
Ability to identify the costs of a service
Naming convention
Reduced cost and time to discover configuration information when it is needed Define
Attributes
Proper stewardship of fixed assets that are under the control of the service provider
Relationships

Configuration Business case

Design, manage & maintain configuration management system (CMS) manager Service lifecycle Service
management plans
Control receipt, identification, storage of CI's Configuration librarian
Configuration item (CI) identification Hardware
Create process & procedures & training SACM People
Configuration analyst
Activities External / internal Accommodation
Regular housekeeping SACM Categories Software
Amend database to suit business requirements
CMS tools administrator
Roles Documentation
Design & maintain asset management systems Internal policies
Organisation
Asset management system processes & procedures Service asset manager Business strategy
Agrees naming convention
Service capability assets
Service Transition: Service
Service resource assets

Configuration management databases (CMDB's) - Knowledge Management Configuration control

Authorised CIs
Definitive media libraries (DML's) information - Service Asset and CIs under change control
Known error databases (KEDB) Data, information & tools layer
Configuration Management Status accounting Define each status
Availability management information system (AMIS)
Capacity management information system (CMIS) Service knowledge Before /after major change
management system (SKMS) After IT service continuity invoked
Data mining Information integration layer Verification and audit
Planned, regularly, random
Modelling Knowledge processing layer Automate

Reports
Knowledge
Presentation layer Configuration management databases (CMDB's)
Definitive media libraries (DML's)
Data, Information, Knowledge, Wisdom (DIKW) Management Data, information & tools layer Known error databases (KEDB)
Improve the quality of management
Enable the service provider to be more efficient and improve quality of service, SACM Availability management information system (AMIS)
increase satisfaction and reduce the cost of service by reducing the need to
rediscover knowledge
CMS Capacity management information system (CMIS)

Definitive spares
Ensure that staff have a clear and common understanding of the value of their services Physical storage information
Definitive media library
Maintain a service knowledge management system (SKMS) that provides controlled
access to knowledge, information and data that is appropriate for each audience
Gather, analyse, store, share, use and maintain knowledge, information and
data throughout the service provider organization.

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Raised by Change and Evaluation

Recorded
Reason
Assessed/evaluated
Return
Authorised
Risks 7 R's
Resource
Impact
(ChM) Change (ChM) Prioritised

Responsible assessment Change Planned

Relationship process Tested

Implemented
Cost Reviewed

Regular
Strategic
Assess, plan, schedule changes
Tactical
Review previous changes
(ChM) Change Password reset
Flexible membership
Change schedule (CS)
advisory board (CAB) Service Transiti on Operational activity User access request
- C hange M anagement ( ChM) Reboot
Projected service outage (PSO) (ChM)
- Change Evaluation (ChE) Project change proposal
Request Preauthorised,
Control using change model
for Change accepted procedure
Standard change
Consider remediation / back out plans (ChM) Emergency Interface with
request fulfilment
Test as much as possible change advisory Emergency change
Retrospective RFC board (ECAB) Normal change

Set stakeholder expectations correctly

Provide effective and accurate information to change management Lack of commitment to the process by the
business, management or IT staff
Evaluate the intended and unintended effects of a service change
Bypassing the process
Provide good-quality outputs so that change management can (ChM)
Change assessment being reduced to box ticking
expedite an effective decision about whether or not a service change is
to be authorized.
(ChE) Change Change
Overly-bureaucratic process
Evaluation required before each of authorization by the suitable
evaluation risks Insufficient time
authority to provide advice and guidance
Change evaluation is concerned with value.
Establish the use made of resources in terms of delivered benefit

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ITIL Service Operation

Undertake activities & processes that manage and

Reduced labour / costs
Reduced duration / frequency of service outages
Meet goals of ISM policy
Increased effectiveness and efficiency
deliver services at agreed levels to business users
and customers. To manage the technology used to
Value to business deliver the services and to collect information on
performance & Service metrics

Manage operational costs

Services Maintain live services to defined service standards
Service management processes
Benefits
Identify incidents & problems
Technology Scope Protect live services
People Proactive activities

Maintain business satisfaction

Service
Objectives Operation
Minimise impact of service outages
Ensure access to service for authorised users
Deliver services at agreed levels to the business
Manage day to day activities and processes

Internal (technology) vs external (services)
Stability vs responsiveness
Cost vs quality
Objectives
Monitor ongoing performance
Manage the service technology
Balance Harvest data & report against agreed metrics

Reactive vs proactive
Technical management
IT Operations management
Incident management See "Service Operation
Functions" map Common service operation activities
Event management
See "Service Operation
Problem management Processes" map Functions Service desk
Application management
Access management Processes
Request fulfilment

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ITIL Service Operation Functions

Manage knowledge and expertise
Ensure applications appropriately designed
Single point of contact
Assist in resolution of failures
Manage service requests
Design and deployment of applications
Incident management Application
Provide resource throughout lifecycle
Request fulfilment Management Research and development
Record changes
Training programmes
Supplier liaison
Application portfolio
Provide information
Complaints
Manage and maintain IT infrastructure
Improve customer service
Provide stable environment
Improve communication
Virtual and follow the sun
Service Diagnose & resolve IT failures

Central
Desk Console management
Types Job scheduling
Local
Back ups
Specialised Operations Control
Restores
Business
Technical Skill set
IT Operations Print & output management
Staffing depends
Interpersonal on organisational Management Ongoing maintenance

requirements Physical environment

Outsourcing
Super users Service Facilities Management Recovery sites
Datacentres
Retention
Operation Standard operating procedures (SOP)
Functions Documentation Operations logs
Directory service Shift schedules and reports
IT Operations
Middleware Manage technical knowledge
Internet/Intranet Help in planning, implementation
Network and maintenance of infrastructure

Server Guidance to Service Operations for live environment

Mainframe Guidance to Service Design in development

Technical Training programmes
Database
management Definition of standards
Storage / Archive
Desktop and mobile support Common Service Research and development

Facilities / Datacentre management Operation Activities Problem management

Improvement of operations activities Provide resource throughout lifecycle

Active / Passive
Reactive / Proactive Technical
specialisation
Continuous / Exception
Monitoring Activity
Open
Process
Closed
Control loops
Organisational
Geography
Internal / External Structures Hybrid
Reporting
Combined

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ITIL Service Operation Processes

Eliminate recurring incidents
Objective Minimise impact of incidents that cannot be prevented
Restore normal service operation as quickly as possible Purpose Prevent problems and resulting incidents from happening

Underlying cause of one or more incidents

Identify training requirements
Problem Reactive
Align business with IT activity
Proactive
Identify potential improvements Benefits
Increased availability and customer satisfaction Temporary way of overcoming difficulties
Workaround
Restore service asap Predefined

Incident is an unplanned interruption to an IT Service Known Error (KE) Problem diagnosis complete and workaround identified
Reduction in the quality of an IT Service Incident
Detection
Failure of a CI that has not yet impacted an IT service
Logging
Event Management
Categorisation
Web interface
Input Prioritisation
Telephone
Process Investigation and diagnosis
eMail
Incident Create KE
Identification
Logging
Management Raise RFC
Resolution
Categorisation Possible major problem review
Closure
Urgency
Prioritisation
Business Impact Event management
Investigation and Diagnosis
Process Problem Incident management
Technical Management Input Service desk
Escalation
Hierarchical Proactive problem management
Resolution and Recovery Supplier or contractor
Closure Updated records
Specific incidents Resolved problems
Standardised method RFCs
Incident Model Output
Pre defined steps Workarounds
Major Incident Known errors
Problem management reports
Follow policies from Information security management Kepner & Tregoe
Verify identity of users Ishikawa
User's rights / privileges Brainstorming
Restricting non users access
Access Chronological
Logging and tracking access
Management Pain value

Service
RFC Techniques Pareto
Service request Triggers Affinity mapping
Request from HR or manager Operation 5 Whys

Processes Hypothesis testing

Detect, analyse, take appropriate Lotus blossom
control action
Technical observation
Early detection of events
Automated operations
Request model Predefined method to handle repeat requests
Assign support before outage occurs
Detectable or discernable occurrence Day to day demands from users
Informational Small changes
Warning Types of event Service Request Low risk and cost
Exception Frequently performed
Constant state CIs
Event Pre approved by change authority
Request Self service and self select tools
Software licence
Scope Management
Security Fulfilment Managed as service request
Standard change
Normal activity Pre-approved change

Any change of state that has significance for the management of a CI Event Standard service request
Information on availability of services
Active Channel for:
General information
Passive Comments and complaints
Monitoring
Reactive
Proactive

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ITIL Continual Service Improvement

To align IT services to the changing business needs

by identifying and implementing improvements to IT
services that support business processes.
Lead to a gradual and continual improvement in service quality
Ensure that IT services remain continuously aligned to business requirements
Gradual improvements in cost effectiveness through a
Define success reduction in costs and or the capability to handle more work at
Build framework the same cost
Steps Value Identify opportunities for improvement in all lifecycle stages
Choose measures
and processes through monitoring and reporting
Define procedures & policies
Identify opportunities for improvements in organizational structures,
Assessment resourcing capabilities, partners, technology, staff skills, training and
Gap analysis communications
Benchmarking
Provides an environment within which CSI can operate and thrive
Comparison with industry norms
Business governance
Process maturity comparison
Responsibility of board of directors and
Total cost of ow nership (TCO)
Enterprise executive management.
Return on investment (ROI)
Governance IT governance Ensures IT sustains and extends the Leadership
Availability reporting
Service measurement organisation's strategies and objectives Processes
Predict and report service performance against targets
Organisational structure
Performance
Technology
Availability Ensure applicable quality management methods
are used to support continual improvement
CSF activities
Process
KPI Ensure that processes have clearly defined
End to end service Metrics objectives and measurements that lead to
Service
Continual Objectives
actionable improvements

Service
Resources Understand what to measure, why it is being
measured and what the successful outcome
Functionality
Improvement
Balancing elements Tension should be
Schedule
Ownership is fundamental to any improvement strategy
Financial
Accountable for ensuring best practice is adopted and
Customer
Balanced Scorecard Methods and sustained throughout the organization
Innovation
Techniques Chief advocate and owns all CSI issues
Internal Accountable for the success of
CSI in the organization
Strengths CSI manager
Ensures adequate resources to support and enable CSI
Weaknesses
SWOT Not accountable for improvements to specific services which
Opportunities
are the responsibility of the appropriate service owner working
Threats within the CSI framework
Used to establish an initial data point to determine if a service or process needs to be improved Accountable and responsible for the production and
maintenance of the CSI register
Must be documented, recognized and accepted throughout the organization
Critical
Baselines Accountable for the delivery of a
Strategic goals and objectives
Roles specific IT service
Tactical process maturity Must be established at each level:
Responsible to the customer for the initiation,
Operational metrics and KPIs transition and ongoing maintenance and support of a
To validate Service Owner particular service
To direct Accountable to the IT director or service
Measure value management director for the delivery of the
To justify service
To intervene
Reviews and analyses data from components, systems
Contains important information for the overall service provider and sub systems in order to obtain a true and end-to-end
Reporting analyst service achievement
Introduces a structure and visibility to CSI ensuring all initiatives are captured and recorded, and
benefits realized
Service level manager
Improvement opportunities should be categorized into initiatives that can
be achieved quickly, or in the medium or longer term
CSI register CSI approach
Each improvement initiative should show the benefits that will be achieved by its implementation
CSI processes see "CSI Integration" Map 7 Step improvement
Should be held and regarded as part of the service knowledge management and Inte gration Deming cycle
system (SKMS)
with other processes
Provides a coordinated, consistent view of the potentially many
improvement activities

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ITIL CSI Processes and Interaction

What is the vision?
Where are we now?

CSI
Where do we want to be? Identify strategy for improvement
How will we get there?
How do we know we have arrived?
Approach Define what will you measure
Gather the data
How do we keep the momentum going?
CSI 7 Step Process
Process the data
Analyse the information and data
Plan Present and use the information
Do Implement improvement
Check CSI Deming
Act Cycle Defining security monitoring and data collection requirements
To align business needs with IT service delivery
Monitoring, verifying and tracking the levels of security according
to the organizational security policies and guidelines
Involving the business to determine its service level requirements (SLRs) Assisting in determining effects of security measures on the data
Identifying internal relationships in IT organizations, negotiating terms and monitoring and collection from the confidentiality, integrity and
responsibilities and codifying them with operational level agreements (OLAs) availability perspectives

Working with the supplier manager to Identify existing contractual Security Processing response and resolution data on security incidents
relationships with external vendors and verifying that the underpinning Creating trend analyses on security breaches
contracts (UCs) meet the revised business requirements Service level Validating success of risk mitigation strategies
Using the service catalogue as the baseline to negotiate service
level agreements (SLAs) with the business Utilizing the agreed upon reporting format

Reviewing service achievement and identifying where Analysing processed data for accuracy
improvements are required, feeding them into CSI
Monitoring and collecting data associated with the actual

Continual Service
Component failure impact analysis expenditures versus budget
Provides input on questions such as whether costing or revenue
Improvement
Fault tree analysis
targets are on track
Service fault analysis
processes and Financial
Monitors the ongoing cost per service etc
Technical observation Availability Provides the necessary templates to assist CSI to create the budget
Extended incident lifecycle
SIPs and reports
interaction with and expenditure reports for the various improvement initiatives

other processes
Provides the means to compute the ROI of the improvements

Business
Service
Component
Iterative activities
Application sizing
Demand management
Modelling
SIPs and reports
Manage RFCs from SIPs
Implementing improvement
Change & Release
Post Implementation review
CAB
Kotter's 8 steps
SIP
Root cause Analysis
Problem
Identify improvements / trends
Preventative action
Capacity Reporting
Documenting and reviewing incident trends on incidents, service
requests and telephony statistics over a period of time to identify
any consistent patterns
Comparing results with prior months, quarters or annual reports
Service Desk Comparing results with agreed-to levels of service
and Incident Identifying improvement opportunities
Management
Analysing processed data for accuracy
Input into SIPs

CMS CMDB
SKMS
Identify risk
Data, information, knowledge, wisdom
ITSC
Identify changes that affect ITSC
Regulatory impact Knowledge Shared knowledge
Inclusion in CSI register
Building SIPs

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