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A CMMI Level 5 Company
ITIL V3 Foundation
IT Service Management
First Things First
• Duration & Timings • Tea/Coffee and Lunch Breaks • Handling cell-phone calls
• Day 1
Course Introduction [Section 1] – Service Management – Basic concepts [Section 2] – Lifecycle of a Service [Section 3] – Key Principles, Models and Concepts [Section 4] – ITIL Core Concepts
ITIL Core Concepts (Cont.)
• • •
Continuous Service Improvement Service Transition Service Design Service Strategy
[Section 5] – Technology and Architecture – ITIL Examination and Qualifications – Revision / Pending queries – Assessment
• • • • •
Name Current Work Experience – Total IT and ITIL related ITSM experience Expectations
ITIL Exam – Format and structure
• Multiple Choice • 40 Questions to be answered in 60 minutes
15 extra minutes if English is not your first language
• Passing Percentage – 65 (26 correct answers out of 40)
com • Who designed it? – • What does it give us? – .ITIL • What is it? – Stands for Information Technology Infrastructure Library It‟s a Framework of best practices An office of UK Government – The Office of Government Commerce (OGC) It gives a detailed description of a number of important IT practices with comprehensive check lists.zensar. tasks and procedures that can be tailored to any IT organization www.
zensar. international audience rather than just governmental departments Included new types of Service delivery Now includes a Service lifecycle model Deals at an strategic level to deliver effective business outcomes.com .IT Infrastructure Library • Why use it? – – Gives us „Best practice‟ for IT Service Management • • • Proven „Good Practice‟ in wide industry use ISO/IEC 20000 COBIT Provides details for other industry frameworks and standards such as • OGC first published it in 1980s • Updated it to V2 in 2000/2001 – – – – Improved to cater to wider. • Updated to V3 in 2007 www.
zensar.com .Zensar Technologies Limited A CMMI Level 5 Company IT Service management – Basic Concepts Section 1 www.
Understanding Services • What is a Service? – – A „Service‟ is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks In essence it means you do a specific job the customer wants to get done.zensar. but does not want to do it himself.com . www.
– Helpdesk. Roles and Processes Every ITIL core text refers to different functions.g. HR www. • What is a Function? – A Team or group of people and the tools they use to carry out one or more processes or activities e. roles and processes that are associated with it.com .Understanding Functions.zensar.
g.zensar. – Helpdesk. ER or HR Manager www. activities and authorities granted to a person or a team e.com .Understanding Functions. Roles and Processes • What is a Role? – A set of responsibilities.
responsibilities. A process has specific inputs and generates specific outputs.zensar.com . Roles and Processes • What is a Process? – A set of activities designed to accomplish a specific objective. www. It may refer to roles.Understanding Functions. tools and management controls required to deliver the outputs.
) Process Model Process Process Objectives Process Triggers Process Control Owner Process Feedback Documentation Process Process Process Inputs Process Metrics Process Work Instructions Process Roles Process Improvements Process Outputs Including Process reports and reviews Activities Process Procedures Process Enablers Process Resources Process Capabilities www.zensar.Understanding Process (Cont.com .
com .Characteristics of a process Data.zensar. Information & Knowledge Process Desired outcome Suppliers Activity 1 Activity 2 Activity 3 Customers Service Control & Quality Trigger www.
zensar.How to recognize a process • It is measurable • It delivers specific results • Primary results are delivered to customers and stakeholders • It responds to specific events www.com .
Zensar Technologies Limited A CMMI Level 5 Company Service lifecycle Section 2 www.com .zensar.
zensar.Service Lifecycle 5 2 4 1 3 www.com .
www.zensar. strategies or objectives they support. systems or processes and the business models.com .Service Strategy • Shows how to transform Service Management into Strategic Asset and then to think and act in a strategic manner • Helps to clarify the relationship between various services.
com .Service Design 2 www.zensar.
www. • The scope includes new services and changes/improvements necessary to increase or maintain the value to customers of the lifecycle of services.com .Service Design • Provides guidance for the design and development of services and service management processes.zensar.
zensar.Service Design .com .Scope • Design of – – – – – New and changed services Service portfolio and Service Catalog Technology architecture and management systems Processes required Measurement Methods and Metrics www.
Service Design – Value to Business • • • • • • • • Reduced Total Cost of Ownership Improved Quality of Service Improved consistency of Service Easier implementation of new or changed services Improved Service alignment More effective Service performance More effective ITSM Improved information and decision making www.com .zensar.
zensar.com .Service Transition 3 www.
• Assure that the proposed changes in Service Design Package are realized • Successfully steer releases through testing and into live environment • Transition Services to/from other organizations • Decommission or terminate services www.Service Transition Objectives • Plan and implement the deployment of all releases to create a new service of improve an existing service.com .zensar.
zensar.com . test and deploy a release into production Establish the service specified in the customer and stakeholder requirements www. build. Systems and functions to: – – Package.Scope of Service Transition • Management and coordination of processes.
Scope of Service Transition www.com .zensar.
Service Transition – Value to Business • Gives ability to react quickly to give „competitive edge‟ • Ease in management of mergers de-mergers. acquisitions.com .zensar. transfer of services • Higher success rate of changes and releases • Better prediction of Service levels and warranties • More confidence in governance and compliance • Better estimating of resource plans and budgets • Improved productivity of business and IT • Timely savings following disposal or de-commissioning • Reduced level of risk www.
com .Service Operation 4 www.zensar.
Service Operation (SO) • Coordination and execution of day to day activities and processes to deliver and manage services at agreed levels • Ongoing management of technology that is used to deliver and support services • Where the plans.zensar.com . designs and optimizations are executed and measured www.
Scope • Ongoing measurement of – – – – Services themselves Service management Process Technology People www.Service Operations .zensar.com .
com .Service Operations – Value to Business • Where actual value to strategy. transition are realized by customers and users • Where Business dependency usually comes into picture www.zensar. design.
zensar.Achieving the Balance • Internal IT View v External Business View • Stability v Responsiveness • Quality v Cost of Service • Reactive v Proactive www.com .
it should have – – – Intended purpose and / resultant action Clear audience . partners • Issues can be mitigated or avoided through good communication alone in lot of cases • To be effective.com .Value of communication • Important across all phases of service lifecycle.zensar. but particularly so in Service Operation • Is needed between all ITSM personnel • Also between users. who should be involved in deciding the need/ format www. customers.
com .Continual Service Improvement 5 www.zensar.
com .Continual Service Improvement • Aims to continually align IT services to changing business needs by identifying and implementing improvements • Continually looking for ways to improve process efficiency and effectiveness as well as cost effectiveness www.zensar.
Scope of CSI • Overall health of ITSM as a discipline and of the services • Alignment of the service portfolio with business needs • Maturity of Processes www.com .zensar.
Value of business to CSI • Improved Service quality.zensar.com . higher availability • Gradual cost reductions and better cost justification • Better information about existing services and areas for improvement • Better business / IT alignment • Increased flexibility and adaptability • Improved communication • ROI/VOI www.
Guidance.com .Interfaces with . Legislation and Standards CMMI TOGAF eTOM SixSigma PMBOK PRINCE2 SOA COBIT M_o_R ISO/IEC 20000 SOX ISCO/IEC 27001 ISO/IEC 19770 www.zensar. Methodologies.
com .zensar. Models and Concepts Section 3 www.Zensar Technologies Limited A CMMI Level 5 Company Key Principles.
zensar.com .Service Provider • Is an Organization supplying services to one or more internal or external customers www.
zensar.com .RACI Model • Can be used to help define roles and responsibilities • Identifies the activities that must be performed alongside the various individuals and roles involved • Is an acronym that stands for four main roles of – – – – Responsible – person or people responsible to get the job done Accountable – only one can be accountable for each task Consulted – people who are consulted and whose opinions are sought Informed – People who are kept up-to-date on progress www.
RACI – an Example Director Service Manageme nt Activity 1 AR Service Level Mgr Problem Manager Security Manager Procureme nt Manager C I I C Activity 2 Activity 3 Activity 4 Activity 5 A I I I R A A I C R R A C I I C C C R www.com .zensar.
zensar.com .Process Owner • Assisting in Process Design • Documenting the process • Making sure the process is performed as documented • Making sure process meets it‟s aims • Monitoring and improving the process over the time www.
com .Service Owner • The service Owner is responsible to customer for a particular service – – – – – Initiation and transition Ongoing maintenance and support Monitoring and reporting Identifying Improvement opportunities Prime customer contact www.zensar.
zensar.com • Contract – .Suppliers and Contracts • Supplier – – Third party responsible for supplying goods/ services Which are required by service provider to enable them to deliver services A legally binding agreement between two or more parties to supply goods or services www.
com .Service Portfolio www.zensar.
com .Service Catalog • • • • Part of Service Portfolio Services available for deployment or use Information to be shared with Customers Business Service Catalog – Services of interest to customers • Technical Service Catalog – Underpinning Services of interest to IT www.zensar.
com .Risk Management & Analysis Define a Framework Embed and review Identify the risks Gain assurances about effectiveness Identify probable risk owners Implement Responses Evaluate the risks Set acceptable levels of risk Define a framework Risk Management Risk analysis www.zensar.
Do. Act Model www.com .Plan.zensar. Check.
objectives. critical success target and key result areas Corporate Governance Assures adherence to legal. industrial and regulator requirements Corporate Compliance Enables IT Policy.Governance Ensures provision of corporate Strategy and business plan. Establishes an operational model to assure high quality.com .zensar. Establishes the corporate policies and enables the Strategic direction. Ensures effective key result areas www. compliant IT service provisions. processes and key controls IT Service Management Establishes. standards and principles and assures alignment of IT strategy to corporate business strategy IT Governance IT Compliance Assures the design and operability of IT Policies. enables and executes the IT strategy.
Roles and Functions Section 4 www.com .Zensar Technologies Limited A CMMI Level 5 Company Concepts. Models.zensar.
zensar.com .Zensar Technologies Limited A CMMI Level 5 Company Service Operation www.
zensar.Service Operation • Processes – – – – – – – Event Management Incident Management Request Fulfillment Problem Management Access management Service Desk Technical Management IT Operations Management Application Management www.com • Functions – – .
Zensar Technologies Limited A CMMI Level 5 Company Service Operation process Event Management www.zensar.com .
Event Management • Objectives • Concepts • Roles www.zensar.com .
zensar. make sure of them. and determine the appropriate control action • Is the basis for Operational Monitoring and Control www.com .Objectives • Detects Events.Event Management .
com . Events typically ensure that IT Ops personnel take actions and often lead to incidents being logged.g. • Event Management – process responsible for managing Events throughout their lifecycle • Alert – Something that happens that triggers an event or a call for action or human intervention after event is filtered. E. a scheduled task is completed. Configuration Item or Monitoring Tool.zensar. www.Event management – Basic Concepts • Event – an alert or notification created by any IT service.
Event Management – Logging and Filtering Exception Filter Event Warning Information www.com .zensar.
com .zensar.Event Management – Managing Exceptions Incident Incident/ Problem/ Change Incident Management Problem Management Change Management Exception Problem RFC www.
zensar.Event Management – Figures and Warnings Incident Incident/ Problem/ Change Do any one or Combination of … Problem RFC Alert Warning Human Intervention Auto response Information Log www.com .
Roles • Event Management Roles are filled by people in following functions – – – – – Service Desk Technical management Application Management IT Operations Management www.com .zensar.Event Management .
com .Zensar Technologies Limited A CMMI Level 5 Company Service Operation process Incident Management www.zensar.
Incident Management • • • • • • • • • Objectives Scope Business Value Basic Concepts Activities Interfaces Key Metrics Roles Challenges www.com .zensar.
zensar.com .Objectives • To restore normal Service Operation as quickly as possible and minimize adverse impact on the business www.Incident Management .
zensar.com .Scope • Managing any disruption or potential disruption to live IT services • Incident Identification – – Directly by users through the service desk Through an interface from Event Management to Incident Management Tools • Reported logged by technical staff www.Incident Management .
zensar.Incident Management – Business Value • Quicker Incident Resolution • Improved Quality • Reduced support costs www.com .
Incident Management .Basic Concepts • An Incident – – Unplanned interruption or reduction in the quality of an IT Service Any event which could affect an IT Service in the future • Timescales • Incident Models • Major Incidents www.zensar.com .
com .Incident Management .Activities Incident Management Incident Logging Incident Categorization IS a Service Request? NO YES Service Request Process Incident Prioritization Major Incident Process YES IS a Major Incident? NO Initial Diagnosis YES Change Management YES Resolution Requires Change?? NO Functional Escalation Required? NO YES Escalation Process Investigation & Diagnosis Resolution & Recovery Closure www.zensar.
zensar.com .Incident Management .Interfaces • Problem Management • Service Asset and Configuration Management • Change Management • Capacity Management • Availability Management • Service Level Management • Event Management www.
com .Incident Management – Key Metrics • • • • • • • • • • Total number of incidents (as a control measure) Breakdown of incidents at each stage Size of incident backlog Mean Time elapsed to resolution % First Line Fix % meeting Response times % resolution within SLA Number and % of Major incidents Number and % of incident correctly assigned first time Average Cost of incident handling www.zensar.
Incident Management .com .zensar. IT Operations. Third Party Vendors) www. Application Management.Roles • Incident Manager – May be performed by Service Desk Supervisor • • • • Super Users First Line Support Second Line Support Third Line Support (Technical Management.
SLM.Incident Management . problems.zensar. known errors.Challenges • Quick Detection of incidents • Ensuring logging of all incidents • Previous history availability (incidents.com . KEDB) www. Service Level management. changes) • Integration with Configuration management system. Known error Database (CMS.
zensar.Zensar Technologies Limited A CMMI Level 5 Company Service Operation process – Request Fulfillment www.com .
zensar.com .Request Fulfillment • Objectives • Basic Concepts • Roles www.
Objectives • Provide a set process channel to users to request and receive standard services that includes predefined approval and qualification • Provide information to users about service availability and procedures for obtaining services • Source and deliver components of requested standard services (e.Request Fulfillment . Hardware or Software) • To assist with general information. complaints and comments www.g.com .zensar.
or for a standard change • Request Model • Self Help www.zensar.Request Fulfillment – Basic Concepts • Service Request – From a user for information or advice.com .
com .Request Fulfillment .zensar.Roles • • • • Usually no dedicated staff Service Desk staff Incident Management Staff Service Operations Teams www.
zensar.com .Zensar Technologies Limited A CMMI Level 5 Company Service Operation process – Problem Management www.
Problem Management • Objectives • Basic Concepts • Roles www.com .zensar.
com .Problem Management .Objectives • Prevent problems and resulting incidents from happening • Eliminate recurring incidents • Minimize impact of incidents that can not be prevented www.zensar.
com .Problem Management – Basic Concepts • Problem – Case of one or more incidents • • • • Problem Models Workaround Known error Known error database www.zensar.
zensar.] • Reactive problem management – – Resolution of underlying cause Covered in Service Operation Prevention of future problems Generally undertaken as a part of CSI • Proactive problem management – – www..Problem Management – Basic Concepts [contd.com .
com .zensar.Problem Management .Roles • Problem manager • Supported by Technical Groups – – – – Technical management IT Operations Application Management Third Party Suppliers www.
com .zensar.Zensar Technologies Limited A CMMI Level 5 Company Service Operation process Access Management www.
Access Management • Objectives • Basic Concepts • Roles www.zensar.com .
Access Management .com .zensar.Objectives • Granting access to authorized users the right to use a service • Preventing access by unauthorized users www.
com .zensar.Access Management – Basic Concepts • • • • • Access Identity Rights Service or Service Groups Directory Services www.
zensar.Access Management .Roles • Usually no dedicated staff • Is an execution of Availability and Information Security management • Service Desk staff • Technical Management staff • Application Management staff • IT Operations staff www.com .
zensar.Service Operation Functions Service Desk IT Operations Management Technical Management Operations Control Facilities Management Application Management www.com .
zensar.Zensar Technologies Limited A CMMI Level 5 Company Service Operation Function – Service Desk www.com .
• Primary point of contact • Deals with all user issues • Coordinate across the IT organization to meet user requirements • May employ any of the available models or a mixture of them
Local, Centralized, Virtual, Follow the Sun, Specialized Groups
Service Desk Objectives
• Logging and categorizing Incidents, Service Requests and some categories of change • First line investigation and diagnosis • Escalation • Communication with IT staff and users • Call closure • Customer satisfaction • Update CMS [if defined so]
Service Desk Staffing
• Must have correct number and qualification considering
– – – –
Customer expectations Business requirements User base – number, language, skill levels etc. Coverage timings, out-of-hours, time-zones, locations, travel times Processes and procedures
Interpersonal skill Business understanding IT Understanding Skill Sets
• Minimum qualifications
Service Desk Metrics
• Periodic evaluations of health, efficiency, effectiveness and opportunity to improve • Realistic and carefully chosen • Examples
– – – – –
First line resolution rate Incident reopen rate Average resolution time / escalation time Total costs for period divided by total call duration minutes Number of calls in chronological reference
Zensar Technologies Limited
A CMMI Level 5 Company
Service Operation Function – Technical Management
zensar. Departments or teams that provide the technical expertise and overall management of the IT infrastructure – – – – Custodians of technical knowledge and expertise related to IT infrastructure management Actual resources to support IT Service Management Lifecycle Perform many common activities already outlines Execute most ITSM processes www.com .Technical Management • Groups.
com .zensar.Technical Management Organization • Tech teams are usually aligned to technology they manage • May include operational activities • Instances are – – – – Exchange / Mail systems Management Server Management • Unix Server Management – – Internet / Web Management Network Management DB Management www.
com . cost-effective • Maintain infrastructure • Support during technical failures www.Objectives • Design infrastructure configurations – that are resilient.zensar.Technical Management .
zensar.com .Roles • • • • Technical Managers Team Leaders Technical Analysts /Architects Technical Operator www.Technical Management .
Zensar Technologies Limited A CMMI Level 5 Company Service Operation Function – IT Operations Management www.zensar.com .
IT Operations Management • Department. group or team of people responsible for performing organization‟s day to day operational activities.zensar. applications and services www.com . such as – – – – – – – – – Console Management Job Scheduling Backup and Restore Print and Output management Performance of maintenance activities Facilities Management Operations Bridge Network Operations Centre Monitoring the infrastructure.
IT Operations .com .Objectives • Maintaining the „Status Quo‟ to achieve infrastructure stability • Identify opportunities to improve operational performance and save costs • Initial diagnostics and resolution of operational incidents www.zensar.
Roles • • • • IT Operations Manager Shift Leaders IT Operator Analysts IT Operators www.zensar.IT Operations Management .com .
Zensar Technologies Limited A CMMI Level 5 Company Service Operation Function – Application Management www.com .zensar.
Application Management • Manages Applications throughout their lifecycle • Performed by any department. but not usually the same as the application development teams • Custodian of expertise for Applications • Provides resources throughout their lifecycle • Guidance to IT Operations Management www. testing and improvement of Applications that form part of the IT Services • Involved in development projects. group or team managing and supporting operational Applications • Role in design.zensar.com .
com . resilient. cost effective applications • Ensure availability of functionality • Maintain operational applications • Support during application failures www.Objectives • Well designed.Application Management .zensar.
Roles • Application Manager/ Team Leaders • Application Analyst / Architect • Teams are usually aligned to the application that they manage www.com .zensar.Application management .
Zensar Technologies Limited A CMMI Level 5 Company Continual Service Improvement www.com .zensar.
Continual Service Improvement (CSI) • • • • • CSI and Organizational Change CSI Model Measurements and Metrics 7 Step Improvement Process Continual Service Improvement Roles – – Service Manager Continual Service Improvement Manager www.com .zensar.
com .CSI and Organizational Change • Organization change is required to have a successful CSI • Organizational change will present challenges • Formal approaches to address people related issues – – John Kotter‟s „Eight steps to transforming your organization‟ Project Management www.zensar.
zensar. Vision. And objectives Baseline assessments Where are we now? How do we keep the momentum Going? Where do we Want to be? Measurable targets Service and process improvement Measurement and metrics www.com How do we get there? Did we get there? . Mission. goals.CSI Model What is the Vision? Business.
processes.What is Service Measurement? • The Ability to predict and report service performance against targets of an end-toend service – – – Will require someone to take individual measurements and combine them to provide a view of the customer experience This data can be analyzed over time to produce a trend Can be collected at multiple levels (CIs.com . services‟ www.zensar.
zensar.Why Measure To Validate To Justify Strategic Vision Your Measurement Framework To Intervene Factual Evidence To Direct Changes. Corrective Actions Targets & Metrics www.com .
Key Performance indicators (KPIs).Types of Metrics • Technology Metrics : Typically components and applications such as – – Performance Availability • Process Metrics : Critical Success Factors (CSFs).zensar.com . Activity metrics for ITSM processes • Service Metrics : end-to-end service metrics www.
zensar.com .The 7 Step Improvement Process Purpose • Concept of measurement Fundamental to Continual Service Improvement • The 7 step improvement process is designed to provide this measurement www.
zensar.The 7 Step Improvement process www.com .
zensar.com . key performance indicators and CSI activity metrics • Coordinates CSI throughout the Service lifecycle • Builds effective relationships with business and IT managers • Ensures monitoring is in place to gather data • Works with process and service owners to identify improvements and improve quality www.Role of Continual Service Improvement Manger • Carries final responsibility for success of all improvement activities • Communicated the CSI vision across the IT organization • Defines and reports on the CSI critical success factors.
evaluation and on-going management of new and existing products and services • Develops business case product line strategy and architecture • Develops new service deployment and lifecycle management schedules • Performs Service Cost Management activities • Works to instill a market focus.com .zensar. www.Role of Service Manager • Manage development. implementation.
com .Zensar Technologies Limited A CMMI Level 5 Company Service Transition www.zensar.
com • Processes – – – .Service Transition • Concepts – – – – – – – V Model Configuration Item Configuration Management System Knowledge management Data Information Knowledge Wisdom Service Knowledge Management System Definitive Media Library Change Management Service Asset and Configuration Management Release and Deployment Management www.zensar.
com .Service Transition V Model www.zensar.
zensar. analyzing.Knowledge Management • The process responsible for gathering. storing and sharing knowledge and information within an organization • Primary purpose is to improve efficiency by reducing the need to rediscover knowledge www.com .
Data.com . Knowledge.zensar. Information. Wisdom (DIKW) Wisdom Knowledge Information Data www.
com .zensar.Service Knowledge (SKMS) www.
COTS… Scripts as well as code Management tools and applications Licenses Complete.com .Definitive Media Library • Master copies of all software assets – – – – In house. virus scanned • Quality Checked – • The only source for build and distribution www. external software house.zensar. correct.
zensar.CMDB and DML Relationship www.com .
Service Transition Process flow • Transition planning and support • Change management • Service Asset and Configuration management • Release and deployment management • Service validation and testing • Evaluation • Knowledge Management www.com .zensar.
com .Zensar Technologies Limited A CMMI Level 5 Company Service Transition Process – Change Management www.zensar.
com .zensar. Objectives. and purpose Scope Value for business Basic concepts Activities Roles Interfaces Key metrics Challenges www.Change Management • • • • • • • • • Goals.
com .Change – Objectives and Purpose • Respond to changing business requirements – Respond to business and IT requests to align services with business needs to „keep the edge‟ Reduce incidents.zensar. disruption and rework • Minimize impact of implementing changes – • Optimize business risk • Implement changes successfully • Implement changes in times that meets business needs • User Standard processes • Record call changes www.
tactical and operational changes Excluding Business Strategy and process Anything documented as „out of scope‟ www. Modification or Removal of – – – – Any service or configuration item or associated documentation Including Strategic.com .Scope • Addition.zensar.Change .
zensar. time and cost • Assessing and managing risks • Managing staff time www.Change – Value to Business • Prioritizing and responding to requests • Implementing changes in required time • Meet agreed service requirements while optimizing costs • Reducing failed changes and rework • Correctly estimating quality.com .
zensar.com – – Standard • Emergency • • .Change – Basic Concepts • Change Types – Normal • • Types are specific to organization Type determines what assessment is required Pre-authorized with established procedure When there is insufficient time for normal handling due to business criticality Should use a speeded up normal process www.
release and deployment – – Should be planned together Should have coordinated implementation Every change must have a backout plan In case backout is not possible. or alternate plan must be ready www. a contingency.Change – Basic Concepts • Change.com • Remediation plans – – .zensar. Configuration.
zensar.com .Change activities www.
com .7 Rs for Change Management • • • • • • Who RAISED the change? What is the REASON for the change? What is the RETURN required from the change? What are the RISKS? What RESOURCES are required to deliver? Who is RESPONSIBLE for the build.zensar. test and implementation • What is the RELATIONSHIP between this change and other changes? www.
Change – Roles (1 of 2) • Change Administrator – – – – – – – Process Owner Ensures that process is followed Usually authorizes minor changes Coordinates and runs CAB meetings Produces change schedule Coordinates change/build/test/implementation Reviews / closes changes www.com .zensar.
Service Continuity. Users. Capacity. Operations. Service Desk.Change – Roles (2 of 2) • Change Advisor Board (CAB) – – – Supports change manager Consulted on significant changes Business.zensar. Subset of standard CAB Membership depends on the specific change www. Application/ Technical support.com • Emergency CAB – – . Third parties….
Interfaces • Inputs • Outputs • Interfaces with other processes www.com .zensar.Change .
Change - Inputs
• • • • • •
Change policy and strategy RFCs Change Proposals Service Management Plans Assets and configuration items Existing Change Management documents
Change Schedule Projected Service Outage (PSO)
Change - Outputs
• Rejected and Approved RFCs • Changes to Service and CIs • Updated
Change Schedule Projected Service Outage
• Change plans, decisions, actions… • Change documents and records • Management reports
Change – Process Interfaces
• • • •
Asset and Configuration management IT Service continuity management Release and deployment management Security Management
Change – Key Metrics
Reduction in unauthorized changes Reduction in emergency changes
% of changes which met requirements Reduction in disruptions, defects and re-work Reduction in changes failed/backed out Number of incidents attributable to changes Benefits (Value compared to cost) Average time to implement [by urgency/priority/type] % Accuracy in change estimates
– – – –
– – –
Changes - Challenges
• • • • •
People who ignore the process Inadequate Configuration Management Business pressure to „Just do it‟ Lack of „Standard Changes‟ Scalability across large organizations
zensar.com .Zensar Technologies Limited A CMMI Level 5 Company Service Transition Process – Service Asset & Configuration Management www.
zensar.com .Service Asset and Configuration Management • Objectives • Basic Concepts • Roles www.
Configuration items and Customer Assets (wherever applicable) – – Protect integrity throughout their lifecycle Provide accurate information to support business and service management • Establish and maintain a Configuration Management System – As a part of Service Knowledge Management System www.com .zensar.Objectives • For Service Assets.SACM .
Basic Concepts • Configuration Items • Logical Model www.zensar.com .SACM.
infrastructure. processes. knowledge. organization.com .SACM Configuration Items Categories • Service lifecycle CIs – Business case.zensar. acceptance criteria Service Assets • • Service CIs – – Management. applications. financial capital • Organizational CIs • Internal and External CIs www. design package Service Packages. plans. people. information.
SACM Logical Model Hierarchy and relationships between CIs www.zensar.com .
SACM .com . processes and procedure Define and procure tools Recruit and train staff Oversee collection and management of data Manage audits Provide management reports www.zensar.Roles • Service Asset manager • Configuration Manager • Each of these is the process owner for their area – – – – – – – – Implement policy and standards Procure and manage licenses Agree scope.
zensar.Zensar Technologies Limited A CMMI Level 5 Company Service Transition Process – Release and Deployment Management www.com .
zensar.Release and Deployment Management • Objectives • Basic Concepts • Roles www.com .
installed. tested and deployed – – – Efficiently.Release and deployment . operations. successfully and on schedule With minimal impact on production services. www.zensar.com . and support teams Enabling new or changed services to deliver agreed service requirements • Skills and knowledge transfer to enable – – Customers and users to optimize use of the service Operations and support staff to run and support the service. comprehensive release and deployment plans – Supporting customer and business change projects • Release packages can be built.Objectives • Clear.
zensar.Release and deployment . for example – Fully configured desktop PC.Basic Concepts • Release Unit – CIs that are normally released together • Typically includes sufficient components to perform a useful function.com . Payroll application Ease and amount of change needed to deploy Resources needed to build. test and deploy Interface complexity • Considerations will include – – – www.
Release and deployment - Basic Concepts
• Big Bang vs. Phased approach
Various phased approaches – user wise, location wise, function wise, system wise
• Deployment Type – Push or Pull? • Automated vs. Manual deployment • Release package
Single release, bundled release, related releases Can include H/W, S/W, utility, warranty, documentation, training, user orientation, transitions, knowledgebase build-up…
Release and deployment - Basic Concepts
• Release and deployment models will define
– – – – – – – – –
Standard approach for a release Overall structure for building a release Exit and Entry criteria for each stage Build and test environments Roles and responsibilities Configuration baseline model Template Schedules Release and deployment steps Supporting Systems Handover activities
Release and Deployment - Roles
• Release package and build manager
– – – – –
Establishes final release configuration Builds final release Tests final delivery prior to independent testing Establishes and reports known errors and workarounds Provides input to final implementation sign off Interacts with various other interfaces, which are –
• • • • • • •
Security Management Test Management Change and SACM Capacity management Availability management Incident management Quality Management
Release and deployment – Roles (Contd.)
• Deployment manager
Final physical delivery of the service implementation Co-ordinates documentation and communication, including
Training manuals Customer, Service Management and technical release notes
– – –
Plans deployment with Change, SKMS and SACM Technical and application guidance and support
Including known errors and workarounds
Feedback on effectiveness of the release Records metrics for deployment
To ensure it happens within agreed SLAs
Zensar Technologies Limited
A CMMI Level 5 Company
zensar.Service Design • Key Concepts – – – Four Ps Service design package Aspects of Service Design Service Catalog Management Service Level Management Availability Management Information Security Management Supplier Management Capacity Management IT Service continuity management www.com • Processes – – – – – – – .
zensar.Scope of Service Design – The Four Ps • • • • People Processes Partners Products www.com .
com .Service Design Package • Details all aspects of service through all stages of it‟s lifecycle • The SDP is passed from service design to service transition for implementation www.zensar.
com .5 Major aspects of Service Design • Services – Including requirements Especially the Service Portfolio Supporting tools • Service management of systems and tools – • Technical and management architectures – • ITSM processes • Measurement systems and metrics www.zensar.
com .Zensar Technologies Limited A CMMI Level 5 Company Service Design Process – Service Catalog Management www.zensar.
Service Catalog management • Objectives • Basic Concepts • Roles www.zensar.com .
Service Catalog management .Objectives • Create and maintain an accurate Service Catalog – Single source of information on all services www.zensar.com .
com .Service Catalog management – Basic Concepts • The Service Catalog – – – Part of Service Portfolio Details all operations services and those being prepared for transition Business Service Catalog • • Details of all of the IT Services delivered to customers Visible to customers – Technical Service catalog • • Details of all supporting Services Not usually visible to the customers www.zensar.
com .Roles • Service Catalog Manager – – – – – Produce and maintain service catalog Ensure all operational services and those being prepared for operational running are recorded Ensure all information in the Service Catalog is accurate and up to date Ensure all information is consistent with the information in the service portfolio Ensure all information is adequately protected and backed up www.Service Catalog Management .zensar.
Zensar Technologies Limited A CMMI Level 5 Company Service Design Process – Service Level Management www.com .zensar.
com .zensar.Service Level Management • • • • • • • • • Objectives Scope Basic value Business concepts Activities Key Metrics Roles Challenges Interfaces www.
Objectives • Negotiate. report and improve service levels • Communicate with business and customers www. agree and document service levels • Measure.com .Service Level Management .zensar.
Service Level Management.Scope • Ensure quality of service matches expectations – – – Existing services Requirements for new or changed services Expectations and perception of the business. customers and users www.zensar.com .
www.com .Service Level Management – Business Value • Provides consistent interface to the business for all IT service related issues • Provides feedback on service failures and resolution actions taken • Reliable communications channel and a trusted relationship.zensar.
zensar.com .Service Level Management – Basic concepts Customers / Users Service Level Agreements Service A Service B Service C IT Infrastructure Operational Level Agreement Internal Organization Underpinning Contract External Organization www.
and UCs Develop contacts and relationships Manage complaints and compliments www.Service Level Management – Basic Activities • Basic SLA Frameworks • Identify Service Level Requirements (SLRs) – – Agree and document Service level agreements (SLAs) Negotiate and document Operational Level Agreements (OLAs) and Underpinning contracts • • • • • • • • Monitor Service Performance against the SLAs Measure and improve Customer satisfaction Review and revise underpinning agreements and service scope Product Service reports Conduct service reviews and instigate improvements Review and revise SLAs. OLAs.com .zensar.
zensar.Service Level Management – Key Metrics • • • • Number and % of targets being met Number and severity of service breaches Number and % of up to date SLAs Number of services with timely reports and service reviews • Improvements in customer satisfaction www.com .
www.Roles • Service Level Manager – – – – – Process owner Understand customer Create and maintain SLAs and OLAs Review and reporting Ensure that changes are assessed for impact on service levels.zensar.com .Service Level Management .
zensar.Challenges • Identifying appropriate customer / business representatives • Overcoming „Current Issues‟ • Differing requirements at different levels within customer community • Achieving accurate monitoring of service achievements • Getting SLAs signed at appropriate level.com .Service Level management . www.
options and BIA • Service Knowledge Management System • Continuous Service Improvement • All other service management processes – To agree and document requires customer outcomes www.com .Service Level Management . Capacity Management and ITSCM – To understand risks.zensar.Interfaces • • • • Service Portfolio Management Service Catalog Management Supplier Management Availability Management.
Zensar Technologies Limited A CMMI Level 5 Company Service Design Process – Availability Management www.com .zensar.
com .Availability Management • Objectives • Basic Concepts • Roles www.zensar.
Availability Management .com .zensar.Objectives • Ensure agreed level of availability is provided • Continually optimize and improve availability of – – – IT Infrastructure Services Supporting organization • Provide cost effective availability improvements that can deliver business and customer benefits • Produce and maintain an availability plan www.
incidents and problem involving unavailability www.com – Reactive activities • • . measuring.Availability Management – Basic Concepts • Availability Management process includes – Proactive activities • • Design and planning activities Planning. analysis and management of all events.zensar. design and improvement of availability Operational activities Monitoring.
www.Availability Management – Basic Concepts (Contd.) • Availability – – Availability(%) = (Agreed Service Time (AST) – Downtime) x 100 % Agreed Service Time (AST) – The ability of a service.zensar. component or configuration item to perform it‟s agreed function when it is required Often measured and reported as percentage Most important measurements are those that reflect availability from business and user perspective.com .
Availability Management – Basic Concepts (Contd.) • Reliability – Measure how long a service. component or CI can perform it‟s agreed function without interruption Measure how quickly and effectively a service.com • Maintainability – • Serviceability – .zensar. component or CI can be restored to normal working after a failure Ability of a third party supplier to meet the terms of their contract www.
zensar.Availability Management – Basic Concepts (Contd.com .) Incident Start Uptime Incident Start Incident Start Uptime Uptime Service Available Downtime (Time to Restore) (MTRS) Service Available Downtime System unavailable Service Available System unavailable Availability Availability Diagnose Recover Repair Restore Detect Time between system incidents Time between failures (MTBR) Time www.
com • High availability – • Fault tolerance – .) • Vital Business Function (VBF) – A function of a business process which is critical to the success of the business Minimizing or hiding the effects of a component failure Ability of an IT service.Availability Management – Basic Concepts (Contd.zensar. component or a CI to operate correctly after a component failure www.
) • Continuous operation – Approach or design to eliminate planned downtime of service Approach or design to achieve 100% availability An IT service that has no planned or unplanned downtime www.com • Continuous availability – – .Availability Management – Basic Concepts (Contd.zensar.
Availability Management.com .zensar.Roles • Availability Manager – – – – – – – Process owner Ensuring services deliver agreed levels of availability Creation and maintenance of an availability plan Assessing changes Monitoring and reporting availability Proactive improvement of service availability and optimization of the IT infrastructure to optimize costs Assisting with investigation and diagnosis of incidents and problems which cause availability issues www.
com .zensar.Zensar Technologies Limited A CMMI Level 5 Company Service Design Process – Information Security Management www.
zensar.com .Information Security Management • Objectives • Basic Concepts • Roles www.
Information Security Management Objectives • To protect the interests of those relying on the information • To protect the systems and communications that deliver the information • Specifically related to harm resulting from failures of – – – Availability Confidentiality Integrity Authenticity Non-repudiation [People who generate the info can not deny the info] www.zensar.com • The ability to do business with other organizations safely – – .
com .Information Security Policy – Basic Concepts • Information security Policy – Must be an integral part of corporate governance Must have Information Security Policy Specific Security Policies that address each aspect of Strategy. Controls and regulation • Information Security Management System – – • Risk analysis and management • Security Controls www.zensar.
zensar.Roles • Security Manager – – – – – Process Owner Develop and maintain a security policy Communicate and publicize security awareness and policy Perform security risk analysis and risk management Monitor and manage security breaches and incidents www.Information Security Management .com .
Zensar Technologies Limited A CMMI Level 5 Company Service Design Process – Supplier Management www.zensar.com .
com .Supplier Management • Objectives • Basic Concepts • Roles www.zensar.
Objectives • Manage Supplier relationships • Negotiate and agree contracts – – In conjunction with Service Level Management (SLM) Ensure that contracts and agreements are aligned to business needs and support SLAs • Manage contracts throughout lifecycle • Maintain a supplier policy and a supporting Supplier and Contract Database (SCD) www.Supplier management .zensar.com .
com .Supplier Management Supplier and Contracts database (SCD) Supplier strategy & policy Service Knowledge Management System (SKMS) Evaluation of new Suppliers & Contracts Supplier categorization & maintenance of the SCD Establish new suppliers & contracts Supplier & Contract Database (SCD) Supplier & contract management & performance Supplier reports and Information Contract renewal and /or termination www.zensar.
supporting services and contracts www.zensar. Agreements etc. expected end.Supplier Management . contract and SLA reviews • Identify improvement actions and ensure these are implemented – Assess changes for impact on suppliers.Roles • Supplier Manager – – Process Owner Maintain and review • • Supplier and contracts database (SCD) Processes for contract disputes.com . Perform Supplier. Contracts. early end or transfer of a service – – Assist in development and review of SLAs.
com .zensar.Zensar Technologies Limited A CMMI Level 5 Company Service Design Process – Capacity Management www.
com .Capacity Management • Objectives • Basic Concepts • Roles www.zensar.
Objectives • To produce and maintain a capacity plan • To provide advice and guidance on capacity and performance related issues • To ensure services meet or exceed performance targets • To assist in diagnosing and resolving capacity related problems and incidents • To assess the impact of changes on the capacity plan • Proactive capacity and performance measures www.com .Capacity Management .zensar.
zensar.Capacity Management – Basic concepts • • • • • Balancing cost against resources needed Balancing supply against demand Should be involved at all stages of lifecycle Forward looking.com . regularly updated capacity plan Three levels of concern are – – – Business Capacity management Service Capacity management Component Capacity management • Capacity Management Information System www.
Roles • Capacity Manager – – Process Owner Does Proactive planning Provides capacity requirements through discussions with the business users Day-to-day capacity management activities Reacting to capacity incidents and problems www.zensar.Capacity Management .com • Service Level Manager – • Technical and application management – – .
com .Zensar Technologies Limited A CMMI Level 5 Company Service Design Process – IT Service Continuity Management www.zensar.
IT Service Continuity Management (ITSCM) • Objectives • Basic Concepts • Roles www.zensar.com .
To conduct regular risk assessment and management activities To provide guidance and advice on issues related to service continuity To implement measures to meet or exceed Business Continuity targets To check the impact of changes on existing plans To negotiate necessary contracts with suppliers To assess impact of all changes on the IT Service continuity plans and IT recovery plans To ensure that proactive measures to improve availability of services is implemented wherever cost can be justified To negotiate necessary contracts with suppliers that gives necessary underlying capability to support continuity plans • • • • • • • • • www.Objectives • To maintain Service Continuity and IT Recovery Plans that support Business Continuity Plans To complete regular business Impact analysis exercises to ensure that plans are current and relevant.zensar.com .ITSCM .
zensar.ITSCM – Key Concepts • ITSCM should be based on business continuity – – – – Appropriate protection and recovery measures Written recovery plans Initiation. Implementation.com . Operation Regular Business Impact Analysis (BIA). Risk Assessment and Risk Management to ensure plans remain valid Regular Testing of Plans • Should follow Lifecycle approach – • Negotiate with suppliers as necessary • Assess changes for impact on ITSCM www. Requirements & Strategy.
72+ hours) Intermediate recovery (Warm Standby – 24to 72 hours) Fast Recovery (Hot Standby – within 24 hours) Immediate Recovery www.com .ITSCM – Key Concept (Contd.zensar.) • Common recovery options include – – – – – – Manual Workarounds Reciprocal Arrangements Gradual recovery (Cold Standby.
Roles • Service Continuity Manager – – – Process Owner of ITSCM Responsible for producing.zensar. testing and maintaining service continuity plans Part of overall Business Continuity Team www.ITSCM .com .
com .Zensar Technologies Limited A CMMI Level 5 Company Service Strategy www.zensar.
com • Processes – – – .zensar.Service Strategy • Key Concepts – – – – – Utility and Warranty Value Creation Service Provider Delivery Model Options Service Model Service Portfolio Management Demand Management Financial Management www.
outputs.com • Warranty – – – – . availability “Fit for Use” www.Utility and Warranty • Utility and warranty define services and work together to create value for the customer • Utility – – – – What does the service do? Functional Requirements Features. inputs.zensar.… “Fit for Purpose” How well does the service do it? Non-functional Requirements Capacity Performance.
Value Creation Return on assets + + Performance of Customer assets Performance Average Utility - Performance Variation Warranty www.zensar.com .
Service Provider • An organization supplying services to one more internal or external customers • Type 1 – – – – – – Internal Embedded in business unit it serves Shared Provide services to multiple business units External Multiple customers outside of organization www.zensar.com • Type 2 • Type 3 .
zensar. Focus on strategic partnerships to leverage expertise or market opportunities Formal arrangement between two or more organizations to manage an entire business function from a low-cost location Formal agreement between and Application Service Provider (ASP) to provide shared computer based services over network Provision of domain based resources and business expertise requiring advanced analytical and specialist skills from outsourcer www.Delivery Model Options Delivery Strategy Insourcing Outsourcing Co-sourcing Partnership or multi-sourcing Business Process outsourcing (BPO) Application Service provision Knowledge Process Outsourcing Description Utilizes internal resources for the entire lifecycle Utilizes resources of an external organization Combination of insourcing and outsourcing Formal arrangement between two or more organizations to work together.com .
analysis and communication www.zensar.com .Service Model • Graphical Representation of the components that make up a service • Documents workflow and dependencies • Used to support design.
Main activities • Define the market – Evaluate the services you can potentially offer. Continue to formulate the services you think will be worthwhile pursuing Utility and Warranty are considered at this stage • Develop the offerings – – • Develop Strategic Assets – – – Look for opportunities in the markets to exploit your services and capabilities (more services to more customers) Develop Service Management so that it becomes a strategic asset. Take all necessary steps to ensure a go-ahead and it is worthwhile to do so.zensar.com . and who you may be able to offer them to. • Prepare for Execution www.
zensar.Zensar Technologies Limited A CMMI Level 5 Company Service Strategy Process – Service Portfolio Management www.com .
Service Portfolio Management
• • • •
Objectives Basic Concepts Activities Roles
Service Portfolio Management - Objectives
• Decide what services to offer • Understand
Why should a customer buy these services Why should they buy the services from us So they can manage and fully exploit the services into the future.
• Provide direction to Service Design
Service Portfolio Management – Basic Concepts
• Business Service
A Service that directly supports a business process A Service that business does not think of in it‟s business context or semantics Service management put in terms of business processes and business value
• IT Service
• Business Service Management
Service Portfolio Management - Activities
Service Strategy Define
• • Inventories Business Case
• • • • • •
Value Proposition Prioritization Service Portfolio Authorization Communication Resource allocation
Service Portfolio Management - Roles
• Product Manager
Ones and manages a set of related services Evaluate market opportunities and customer needs Create business cases Plan new service development programs
Identify and document customer needs
• Business Relationship Manager
com .zensar.Zensar Technologies Limited A CMMI Level 5 Company Service Strategy Process – Demand Management www.
zensar.Demand Management • Objectives • Basic Concepts • Roles www.com .
Demand Management .com .zensar.Objectives • Understand customer requirements and how these vary over the business cycle • Ensure the provision of appropriate levels of service – By varying provision of influencing customer demand • Ensure that the Warranty and Utility offered matches the customer needs www.
zensar.com .Demand Management – Basic Concepts • Core Service – An IT Service that delivers outcomes desired by customer/(s) A service that enables or enhances a core service • • Supporting Service – • Directory services Backup services www.
Demand Management – Basic Concepts (Contd.com • User Profile – – .) • Pattern of Business Activity (PBA) – – – Workload profile of one or more business activities Time variable Represents changing business demands Shows pattern of user demand for IT Services Each user profile includes one or more PBAs www.zensar.
zensar. Silver or Bronze Service www.Demand management – Basic Concepts (Contd.) • Service Packages – – Detailed description of a service Includes a service level package and one more core + supporting services Defined level of Utility and Warranty for a particular Service Package Designed to meet the needs of a PBA • • Service Level package – – Gold.com .
www.Roles • Business Relationship Manager – – – – Document PBAs and User profiles Identify correct service level packages for their customers Identify unmet customer needs Negotiate with Product Manager for new service creation.com .zensar.Demand Management .
com .zensar.Zensar Technologies Limited A CMMI Level 5 Company Service Strategy Process – Financial Management www.
Financial Management • Objectives • Basic Concepts • Roles www.zensar.com .
zensar.com .Financial Management – Objectives and Business Value • • • • • • Financial visibility and Accountability Financial Compliance and Control Enhanced Decision Making Operational Control Value capture and creation Understand the value of IT Services quantified www.
assigned to appropriate categories www.Basic Concepts • Service Valuation – – Cost of providing the service Value to the customer receiving the service Understand the total lifecycle value and costs of proposed new services or projects Keeping track of expenditure.Financial Management.zensar.com • Service Investment Analysis – • Accounting – .
Financial Management – Basic Concepts (Contd.zensar.) • Business Case – – A decision support and planning tool that predicts the outcome of a proposed action Used to justify investments Understanding the financial cost of service outages • Business Impact analysis – www.com .
zensar.Roles • All managers will have some financial responsibility • Senior IT Management own budgets and are ultimately responsible for decisions • Possibly a Financial Controller may be appointed to oversee day-to-day operations • Accounting department provides governance framework and support www.Financial Management .com .
Zensar Technologies Limited A CMMI Level 5 Company Service Management Technology and Architecture www.zensar.com .
zensar.Service Management Technology and Architecture • Two types of architecture and technology – – To implement and deliver IT Services To manage the lifecycle of IT Services • This module concentrates on architecture and technology to manage IT Services www.com .
zensar.com .Scope • • • • Service Design Tools Service Management Tools Event Management Tools Knowledge Management Tools – Configuration Management System • Tool Selection www.
environment. processes.com .Service Design Tools • Scope – Design Tools that can be used – Hardware. Software. it‟s components is desirable www. What if scenarios Enable Interfaces and dependencies to be checked and correlated Validate designs before implementation • Benefits – – – – – Use of tools that give graphical views of service. data… Speed up design process Ensure standards and rules are followed Prototyping.zensar. Simulations.
Problem and Change Management tools • Often includes configuration management • May include workflow management • May be integrated with Service Knowledge Management System • May be single integrated toolset or a set of distinct tools with data exchange – – BMC Remedy. e-Forms www.com . Peregrine Collection of tools such as FMIS. Assyst.Scope • Typically includes Incident.zensar.Service Management Tools . Service Desk Express.
Benefits • Reduced time and effort to manage incidents.com .zensar. problems and changes • Ensure standards and rules are followed • Enable high volumes to be managed • Provide historical reporting • Dashboards • Assists in integration of Service Management process – – Incidents to problem linkage Change to problem linkage www.Service Management Tools .
Automation Processes • Automation of Service Processes helps by – – – Improved quality Reduction in costs and risks Reduction in variation.com • To get the most benefit – – – – .zensar. information needs. reduce the contact users have with underlying systems and processes Don‟t hurry to automate – especially if the tasks are neither simple nor routine www. interactions In self-service situations. leading to increased warranty Simplify processes before automating them Clarify activities.
zensar. Hardware. Applications.com .Event Management . Environment • Active and Passive monitoring • Management consoles • Integration with Service management tools • Dashboards and reporting www. Software.Scope • Services.
zensar.com .Benefits • Faster response to the incidents • More data available at early stages of the incident • Prevent incidents from being missed • Proactively notify users of incidents • Ensure standards and rules are followed • Ensure current status of services and infrastructure is always known www.Event Management Tools .
Knowledge Management Tools . www. storage.Scope • Documents. presenting. analysis. records and content • Capture. reviewing of knowledge and information • All processes and services • All stages of service life-cycle • In reality. searching. the knowledge management system is likely to have a much narrower scope than this ideal. sharing.com .zensar.
com .Benefits • Reduces time and effort for activities • Enables organizations to learn • Enables service personnel to contribute. to improve effectiveness of others • Improves integration of processes across the service life-cycle.zensar.Knowledge Management Tools . www.
relationships and status Historical information Integration with incident.com . problem and change management data www.Configuration Management System – Scope May be a part of SKMS • • • • All configuration items Attributes.zensar.
com .Configuration Management System Benefits • Provides information about configuration items when and where it is needed • Helps to prevent use of out-of-date information • Improves efficiency and effectiveness of all service management processes • Assists in integration of service management processes www.zensar.
Tool Selection • Create a Statement of Requirements • Use MoSCoW analysis to define features – Must.zensar. Should.com . Could. Won‟t (but should in the feature) • • • • Consider vendor and tool credibility Visit reference sites Assess training needs Consider environment integration www.
Zensar Technologies Limited A CMMI Level 5 Company ITIL Examinations and Qualifications www.zensar.com .
in www.Zensar Technologies Limited A CMMI Level 5 Company Question and Answers Mail ID – email@example.com .
Zensar Technologies Limited A CMMI Level 5 Company Assessment Same format as that of ITIL exam One more thing – No cheating please!! www.zensar.com .