Itil 2011 Mind Maps

Itil 2011 Mind Maps

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  13 ITIL MindMaps:  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 ITIL is a registered trademark of the Cabinet Office. The Swirl Logo is a registered trademark of the Cabinet Office.
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  ITIL is aregistered trademark of the Cabinet Office. This document can be shared internally. 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 For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
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  ITIL is aregistered trademark of the Cabinet Office. This document can be shared internally. 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 For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
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  ITIL is aregistered trademark of the Cabinet Office. This document can be shared internally. 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 For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
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  ITIL is aregistered trademark of the Cabinet Office. This document can be shared internally. 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 provider’s 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 For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
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  ITIL is areg istered trademark of the Cabinet Office. This document can be shared internally. 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 For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
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  ITIL is aregistered trademark of the Cabinet Office. This document can be shared internally. 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 For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
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  ITIL is aregistered trademark of the Cabinet Office. This document can be shared internally. 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. For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
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  ITIL is aregistered trademark of the Cabinet Office. This document can be shared internally. 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 For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
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  ITIL is aregistered trademark of the Cabinet Office. This document can be shared internally. ITIL Service Operation Undertake activities & processes that manage and Reduced labour / costs deliver services at agreed levels to business users Reduced duration / frequency of service outages and customers. To manage the technology used to Meet goals of ISM policy Value to business deliver the services and to collect information on performance & Service metrics Increased effectiveness and efficiency 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 Objectives Monitor ongoing performance Internal (technology) vs external (services) Manage the service technology Stability vs responsiveness Cost vs quality 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 For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
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  ITIL is aregistered trademark of the Cabinet Office. This document may be shared internally. 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 For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
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  ITIL is aregistered trademark of the Cabinet Office. This document may be shared internally. 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 For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
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  ITIL is aregistered trademark of the Cabinet Office. This document may be shared internally. 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 For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com
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  ITIL is aregistered trademark of the Cabinet Office. This document may be shared internally. 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 SIP Service Root cause Analysis Component Problem Identify improvements / trends Iterative activities Preventative action Application sizing Capacity Reporting Demand management Modelling Documenting and reviewing incident trends on incidents, service requests and telephony statistics over a period of time to identify SIPs and reports any consistent patterns Comparing results with prior months, quarters or annual reports Manage RFCs from SIPs Service Desk Comparing results with agreed-to levels of service Implementing improvement and Incident Identifying improvement opportunities Change & Release Management Post Implementation review Analysing processed data for accuracy CAB Input into SIPs Kotter's 8 steps 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 For Online ITIL Training and Details of Special Offers - Visit: www.itiltrainingzone.com