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Topic 6
IT Service Management

ITECH 7400 IT SERVICE MANAGEMENT AND

PROFESSIONAL CULTURE

CRICOSCRICOS Provider
Provider No.No. 00103D
00103D
Content of Course ...
Section Topics
Ethics and • Utilitarianism and deontology

Social impact of technology

professionalism • Contract-based and character
based
• Professional ethics
• IT careers
IT Service • IT Service management
management • Service lifecycle
• Processes and functions
• Measurement, metrics and the
Deming cycle

3
Contents

• What is IT service management?

• Best practice versus good practice
• The ITIL framework
• The ITIL core
• The ITIL service management model

4
Course Objectives

This topic relates to the following course objectives:

• K4. Appraise IT service management practices and how
they assist organisations..
• S1. Evaluate cognitive and practical approaches required
to manage IT professionals in collaborative global work
context.
• S2. Apply the IT service lifecycle, processes and functions
in an organisational setting.
• S3. Demonstrate and coordinate best practice IT service
management in an organisational setting.

5
Course Objectives
continued…
• S4. Utilise professional presentation and communication
approaches in a range of IT workplace and service
settings.
• A1. Construct written and verbal arguments in a variety of
formats on the evolving nature of ethical norms relating to
service and implementation of new technologies.
• A2. Implement and use service management processes
and practices in a business organisational context.

6
Your Reading and Research

Recommended reading:
• Brewster, Griffiths, Lawes
& Sansbury, 2016,
Chapter 1.

7
IT, Service, Customer, and User
• IT
o The product/service provider.
• Service
o A means of delivering value to customers by facilitating outcomes
that customers want to achieve without the ownership of specific
costs and risks.
• Customer
o who pays money to use IT product/service
• User
o who uses IT product/service without paying money
Example
• A company wants to help their team to handle the customer
requests. The company's IT guy will check out for an efficient
customer support tool for managing the tickets. Let's say, the
admin chooses "Zoho Support" as the best fit. He can make his
team use the product to answer the customer concerns. Now,
the company becomes the CUSTOMER of Zoho (product) and
the agents who work on the tickets become the USERS.
IT Service Management (ITSM)
Complete set of activities required to provide service to an
organization, including policies and strategies to:

• Plan
• Design
• Deliver
• Operate
• Control
ITSM is a profession
• In ITSM, a group of people share common standards and
disciplines based on a high level of knowledge and skills, which
are gained from organized education schemes supported by
training through experience and are measured and recognized
through formal qualifications.
• ITSM as a profession seeks to use its influence through the
development of good practice guidance and advice in order to
improve the standard of performance in its given field.
Best Practice
• A ‘best practice’ is a method or technique that has been
generally accepted as superior to any alternatives because it
produces results that are superior to those achieved by other
means, or because it has become a standard way of doing
things.
• One can compare actual job performance against these best
practices and determine whether the job performance was
lacking in quality.
• The specification for best practices may need updating to
include lessons learned from the job performance being
graded.
Good Practice
• Enterprises should not be trying to ‘implement’ any specific
best practice, but adapting and adopting it to suit their specific
requirements. They may also draw upon other sources of good
practice, such as public standards and frameworks, or the
proprietary knowledge of individuals and other enterprises.
Sources of Good Practice
IT Infrastructure Library (ITIL)
• Developed as a framework for organizations to use in order to
perform ITSM.
• ITIL is not a standard in the formal sense but a framework
which is a source of good practice in service management.
• ITIL allows the organization to establish a baseline from which
it can plan, implement, and measure. It is used to demonstrate
compliance and to measure improvement.
• Organizations should not be seeking to implement ITIL, but to
implement a service management solution based on ITIL that
meets the needs of the organization.
Are there other frameworks?
• Control Objectives for Information and Related Technology
(COBIT)
• Provides both good-practice and best-practice frameworks for
IT management and IT governance.
• COBIT is broader than ITIL in its scope of coverage. ITIL focuses
on ITSM and provides much more in-depth guidance in this
area.
• ISO/IEC 20000 framework
• The formal standard for ITSM, which is aligned with, but not
dependent on, ITIL.
• Many others!
ITIL vs ISO/IEC 20000
• ISO/IEC 20000 defines a set of requirements against which an
organization can be independently audited and, if they satisfy
those requirements, can be certificated to that effect. The
requirements focus on what must be achieved rather than
how that is done.
• ITIL provides guidance about how different aspects of the
solution can be developed.
ITIL Library Components
• ITIL Core:
• Publications describing generic best practice that is
applicable to all types of organization that provide services
to a business.
• ITIL Complementary Guidance:
• A set of publications with guidance specific to industry
sectors, organization types, operating models and
technology architectures.
• Shares many of the same processes, functions, and
lifecycle steps as ITIL core.
The Service Lifecycle
• The service lifecycle is an approach to IT service management
that emphasizes the importance of coordination and control
across the various functions,
processes and systems necessary to manage the full lifecycle
of IT services.
• The service management lifecycle approach considers the
strategy, design, transition, operation and continual
improvement of IT services.
 The Service Lifecycle (Cont.)
• Service Strategy (SS) – establishes an
overall strategy for IT Services & ITSM
• Service Design (SD) – establish solutions to
meet requirements
• Service Transition (ST) –managing the
transition through the lifecycle
• Service Operation (SO) – day-to-day
management of IT Services
• Continual Service Improvement (CSI) –
managing improvements to IT Services
and ITSM Processes
Complementary Material
• Although the material in the core is likely to remain fairly
constant, complementary material is likely to be more
dynamic.
• Complementary material may take the form of books or web-
based material and may be sourced from the wider industry,
rather than from The Cabinet Office/The Stationery Office
(TSO).
• Examples of such material are glossary of terms, process
models, process templates, role descriptions, case studies,
targeted overviews and study aids for passing examinations.
The ITIL Service Management Model
• The following figure illustrates how the service lifecycle is
initiated from a change in requirements at the business level.
Value
• The primary focus of a service is on delivering value to the
service consumer.
• Value is created through providing the right service under the
right conditions.
• Customers value an IT service when they see a clear
relationship between that IT service and the business value
that they need to generate.
• Value is created through two components: Utility and
Warranty.
Value (Cont.)
• Utility: Functionality offered by a product or service to meet a
particular need. Utility is often summarized as ‘what it does’.
• Warranty: A promise or guarantee that a product or service will
meet its agreed requirements.
• Value is only created when both utility and warranty are
satisfied.
Example
• When ATMs were introduced, they removed the time constraint of
customers being able to withdraw cash from their account only when
the bank branch was open. Since their introduction, further
functionality has been added (account balances, mini statements, bill
payment etc.). These are all aspects of utility, but they are of course
useless unless ATMs are sited in convenient locations, are kept topped
up with cash and printer paper, have secure access controls and are
reliable.
• Internet banking offered new utility through additional functions (e.g.
transfers and online account creation) as well as allowing the
customer to do all these anytime, anywhere. Different security,
capacity and availability aspects are required in order to ensure the
functionality is provided.
Service Assets
• Resources:
o Things you buy or pay for
o IT Infrastructure, people, money
o Tangible Assets
• Capabilities:
o Things you grow
o Ability to carry out an activity
o Intangible assets
o Transform resources into Services
Service Delivery Through Service Assets
• The following figure shows how an IT service provider uses its service
assets to create each service that it provides.
Service Model
• A service model describes how a service provider creates value
for a given portfolio of customer contracts by connecting the
demand for service from the assets of its customers with the
service provider’s service assets. It describes both the structure
and the dynamics of the service:
• Structure: The particular service assets needed to deliver the service
and the patterns in which they are configured.
• Dynamics: The activities, flow of resources, coordination, and
interactions between customer and service provider assets (e.g.
interaction between service users and service agents).
Service Model (Cont.)
• A service model may include:

• Process maps
• Workflow diagrams
• Queuing models
• activity patterns

But it does not include:

• Ambiguous statements.
Function
• Functions are self-contained subsets of an organization
intended to accomplish specific tasks. They usually take the
form of a team or group of people and the tools they use (e.g.,
the service desk or IT operations).
• By their nature, functions are specialized and have their own
disciplines, skills, performance measures and knowledge base.
Process
• A process is a structured set of activities designed to accomplish
a specific objective.
• A process takes one or more defined inputs and turns them into
defined outputs.
• A process may include any of the roles, responsibilities, tools
and management controls required to reliably deliver the
outputs.
• A process may define policies, standards, guidelines, activities
and work instructions if they are needed.
Process Structure
• A process consists of a number of elements. It takes inputs and
transforms them, using the appropriate enablers, to produce
the required outputs in a closed-loop system that allows for
feedback and improvement.
• Process control ensures that consistent repeatable processes
are established, regulated and managed so that their
performance is effective and efficient.
• A process transforms a prescribed set of data, information and
knowledge into a desired outcome, using feedback as a learning
mechanism for process improvement.
Process Structure (Cont.)
Process Characteristics
• Measurable: We must be able to measure the process. The
performance of the process is incredibly important. Managers will
want to measure the cost and quality. People involved operationally
with the process are concerned with how long it takes and how easy it
is to use.
• Specific results: A process exists in order to deliver a specific result,
which must be identifiable and countable.
• Customers: Each process delivers its main results to a customer or
stakeholder, who may be internal or external, and the results must
meet their expectations.
• Responds to a specific event: Each process, whether it is ongoing
or iterative, will have a specific trigger.
Example of A Process
• A process for booking theatre tickets by telephone:
• Measurement: Management want to ensure quality (e.g., bookings
are correctly recorded, seats aren’t ‘double booked’). The staff taking
the bookings by phone may want a system that remembers details of
customers, thus making it easier to use.
• Results: Each correct set of theatre tickets dispatched on time or made
available for collection might be the result.
• Customer: Customer expectations may be that the process makes it
easy to book tickets and that they are either received before they go to
see the show or are available on arrival.
• Trigger: The customer telephone call.
Role
• A set of responsibilities, activities and authorities granted to a
person or team.
• A role is defined in a process or function. One person or team
may have multiple roles (e.g. the roles of configuration manager
and change manager may be carried out by a single person).
• ITIL defines four generic roles: Process owner, process manager,
process practitioner, and service owner.
ITIL Generic Roles
• Process owner – accountable for ensuring that all activities
within a process are undertaken with responsibility.
• Process manager – accountable for the operational
management of a process with responsibility.
• Process practitioner – responsible for carrying out process
activities.
• Service owner – accountable to the customer for a particular
service with responsibility.
The Interrelationship Between Functions,
Process and Roles
• Processes can span one or more functions and require activities to be
performed by one or more roles within any function.