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Service Design: ITIL Intermediate > SD Principles > Flashcards

SD Principles Flashcards

1
Q

Purpose of SD

A

To Design IT Services together with the governing IT Practices processes and policies to realise the SPs strategy and facilitate the introduction of these services into supported environments ensuring quality SD, customer satisfaction and cost-effective service provision

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2
Q

Purpose of SD

A

The how to Strategy plan

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3
Q

Objectives of SD

A

“Getting it right first time”

To design services so effectively that Minimal improvement during lifecycle will be required.

Some areas using Dev-Ops/Agile
ITIL provides the process foundation for all of these things/frameworks.

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4
Q

Scope of Service Design

A

Appropriate and innovative IT Services to meet current and future business needs
Identifying, defining & aligning the IT Solution with the business requirement
-Service Design packages
-Service Design Processes
-5 aspects of service design

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5
Q

Service Design

Value to the Business

A
  • Reduce total cost of ownership (TCO)
  • Improve quality and consistency of services
  • Ease the implementation of new or changed services
  • Improve effectiveness of service mgmt and IT Processes
  • Improve information and decision making
  • improve alignment with customer values and strategies
  • improve alignment and performance
  • Improve IT Governance
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6
Q

Service Design

Processes!

A 
New Requirements from Customers
Depending on scale--go through Service Strategy/protfolios
Strategies & contraatins/warrantly and utility/available resources/ technologies/time
-Analyse requirements
-Design service solution
-Evaluate alternative solutions 
-procure
-Develop
Service Design Packages
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7
Q

Service Design

Processes

A 
Service Catalogue Mgmt
Design Coordination
Service Level Mgmt
Availability Mgmt
Capacity Mgmt
IT Service Continuity Mgmt 
Information Security Mgmt
Supplier Mgmt
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8
Q

Service Design

Comprehensive and Integrated SD

A
  • Business and customer oriented, focused and driven
  • Cost Effective
  • Flexible and adaptable
  • Increasing demand in volume and speed and change
  • Business Demands for continuous operation
  • Managed and operated to an acceptable level of risk
  • Availability and capacity matched to business needs
  • Matches security requirements
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9
Q

Service Design

Four Ps

A

People, Process, Product, Partners

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10
Q

Service Design

Four Ps

A

People
JDs training skill sets organisation
Processes
-to build transition, test, operate and support and improve the service
Product:
Infrastructure, hardware, software used to deliver and support the service
Partners:
-Contracts and partners both internal and external required to deliver the service.

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11
Q

Service Design

Four Ps

A 
Collaborative
Practice
Policies
owners
Service Improvement
etc
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12
Q

Service Design

Service Composition

A 
Diagram
Business Process
Service
Policy Strategy Governance
SLA/SLR
Environmental
Data
Applications
Supporting Services
OLAs & underpinning contracts
Support Teams
Suppliers
Service Mgmt processes
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13
Q

Service Design

Balanced Design

A

Strategy/Governance/Business Functionality
Functionality-the service or the product and everything that is part of the service and its provision
Resources-the people, technology, and money available for the effort.
Schedule-timescales for completion.
For any new business requirements the design of services is a delicate balancing act ensuring that not only the functional requirements but also the performance targets are met. In other words ensuring that all the required utility and warranty can be delivered to the service being designed. All of this needs to be balanced with regard to the resources available within the required timescale and the costs for the new services

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14
Q

Service Design

Inputs to Service Design

A

Corp visions, strategies, objectives, policies and plans, business visions, including BCP

  • Service mgmt visions, strategies, policies, objectives and plans
  • Constraints & requirements for compliance with legislated standards and strategic plans
  • Details of Business requirements
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15
Q

Service Design

5 aspects of Service Design

A
  1. Service Solutions for new or changed services
  2. Mgmt information systems and tools -Service Portfolio/incl service catalogue
  3. Technology and mgmt architectures
  4. Processes
  5. Measurement methods and metrics
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16
Q

Aligning to business requirements

A

See diagram.

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17
Q

Service Design
1. Service Solution
Aligning to business requirements

A

See diagram.
Lifecycle of a service from the the initial or changed business requirement through the design, transition and operation stages of the lifecycle.
-effective transfer of knowledge at all stages between operational staff and project staff
SAC–service acceptance criteria

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18
Q

Service Design
1. Service Solution
Areas to be considered

A
  • Analyzing the agreed bus. req.
  • Reviewiong the existing IT services and infrastructure
  • Designing and documenting the service solutions
  • ensuring that the contents of the SAC are incorporated
  • evaluating and costing alternative designs
  • agreeing the expenditure and budgets
  • Agreeing the required timelines to complete design, develop, build test, and deploy the service.
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19
Q

Service Design

2. Mgmt Information systems and tools

A
  • Designing the service portfolio

- Other Systems

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20
Q

Service Design

  1. Designing the Service Portfolio
A

Why should a customer buy these services
Why should they buy these services from us?
What are the pricing or chargeback models?
What are our strengths and weaknesses priorities and risks?
How should our resources and capabilities be allocated?

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21
Q

Service Design4. Processes Required

A

Processes Generics

RACI

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22
Q

Service Design

Designing the Service Portfolio

A

Requirements, Definition (SLR), Analysis, Approved, Chartered, Design, Development, Build, Test, Release, Operational/Live, Retiring, Retired

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23
Q

Service Design

Other Systems

A 
SKMS
CMS
CMIS--Capacity Mgmt
AMIS--Availability
SMIS Security Mgmt Information System
SCMIS, Supplier and Contract Management IS
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24
Q

Service Design

3. Tech and Mgmt Architectures

A

IT Infrastructures, environments, data, applications and external services

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25
Q

Service Design

Process

A 
Process activities
process procedures
process instructions
process metrics process roles
process impovements
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26
Q

Process enablers

A

Process resources

process capabilities

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27
Q

Process

A 
Process activities
process procedures
process instructions
process metrics process roles
process improvements
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28
Q

Service Design

5. Measurement methods and metrics

A 
Methods and metrics should be:
fit for purpose
fit for use
meet their expected targets
effective and efficent from the perspctive and the customers
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29
Q

Service Design

Capability and performance of processes

A

Progress
compliance
effectiveness
efficiency

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30
Q

Service Design

Metrics etc

A 
almost balanced scorecard
Vision
mission
goals
objectives
csf
kpi
metrics
measurements
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31
Q

CSF

A

something that needs to be achieved to meet the objecitve

not normally measureable–KPI is the measurement piece

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32
Q

Alternative Solutions and Procurement

A

Document scope of service

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33
Q

Develop the solution

A

Turning the design into a plan for development

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34
Q

Design by constraints

A

brought in from strategic perspective
Utility tends to be the visual part to the customer
warranty–bcp, security, capacity, availability

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35
Q

External Influence

A

Governance Processes: CMMI, Cobit, SOX, ISO9001 EU 8th Directive
These should be considered at the Strategy stage!!

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36
Q

External Influence

A

Governance Processes: CMMI, Cobit, SOX, ISO9001 EU 8th Directive
These should be considered at the Strategy stage!!

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37
Q

SOA

A

Service Oriented Architecture

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38
Q

SOA

A

Trying to have that approach–common

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39
Q

SOA

A

Independent of vendors/products & technologies

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40
Q

Service Design Models

A

Design Model closely linked to delivery model and sholld review:
Business Drivers and rquirements
Targets and requirements of the new service
Capbility of the existing service providert unti and of external suppliers
Maturity of the organisation currently invovled.
…

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41
Q

Service Design Models (2)

A 
INsourcing
outsourcing 
co-sourcing or multisourcing
parntership
Busineses Process outsourcing BPO
Application Service Provision ASP
KNowledge Process outsourcing KPO
Cloud
Multi-vendor
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42
Q

Service Design Processes

A 
Design Co-ordination
Service Catalogue Mgmt
Service Level Mgmt
Availabilty Mgmt
Capacity Mgmt
IT SC
Information Security Mgmt
Supplier mgmt
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43
Q

Design Coordination

Scope

A

Assisting and supporting each project or other change

  • Maintaining policies, guidelines, standards, budgets, models, resources and capabilitites
  • Coordinating, prioritising, and scheduling or all service design resources
  • PLanning and forecasting the resources needed
  • Reviewing, measutinf and improving the performance of all service design activities and processes
  • Ensuring that all requirements are appripriately addressed
  • Ensuring the production of service designs and/or SDPs and their handover to Service Transition
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44
Q

Design Coordination

Example Policies

A

Adherence to corp standards and conventions

  • Explicit attention to governance and regualatory compliance in all design activities
  • Standaards for elements of a comprehensive design for new or changed services such as:
  • -Document templates
  • -Documentaiotn and training plans
  • -Communication and marketing plan
  • -measurement and metric plans
  • -testing and deplloyment plans
  • -creiteria for resolving conflicting demands
  • -standard cost models
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45
Q

CSI Approach to Design

A

What is the vision Business visiion, mission goals/objectives
where are we now baseline assessments
Where do we want to be measurable targets
How do we get there Meausurements and metrics

–How do we keep momentum going?

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46
Q

Design Coordination

Scope

A

Assisting and supporting each project or other change

  • Maintaining policies, guidelines, standards, budgets, models, resources and capabilitites
  • Coordinating, prioritizing, and scheduling or all service design resources
  • Planning and forecasting the resources needed
  • Reviewing, measurement and improving the performance of all service design activities and processes
  • Ensuring that all requirements are appropriately addressed
  • Ensuring the production of service designs and/or SDPs and their handover to Service Transition
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47
Q

Design Coordination

Example Policies

A

Adherence to corp standards and conventions

  • Explicit attention to governance and regulatory compliance in all design activities
  • Standards for elements of a comprehensive design for new or changed services such as:
  • -Document templates
  • -Documentation and training plans
  • -Communication and marketing plan
  • -measurement and metric plans
  • -testing and deployment plans
  • -criteria for resolving conflicting demands
  • -standard cost models
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48
Q

Design Coordination

CSI Approach to Design

A

What is the vision Business vision, mission goals/objectives
where are we now baseline assessments
Where do we want to be measurable targets
How do we get there Measurements and metrics

–How do we keep momentum going?

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49
Q

Design Coordination

Purpose

A

To ensure the goals and objectives of the service design stage are met by providing and maintaining a single point of coordination and control for all activities and processes within this stage of the service lifecycle

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50
Q

Design Coordination

Objective

A

Ensure the consistent design of the the 5 aspects of service design to meet current and evolving business outcomes and requirements
Coordinate all design activities across projects, changes, suppliers and support teams and manage schedules resources and conflicts where required
Plan and coordinate the resources and capabilities required to design new or changed services
Produce Service Design Packages based on service charters and change requests

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51
Q

Design Co-ordination

Interfaces (2)

A 
Strategy Mgmt for IT Services
Release and Deployment Mgmt
Service Validation and testing
Change Evaluation
Service Level Mgmt
Availability, Capacity, IT SC and information security Mgmt Processes
Supplier Mgmt
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52
Q

Design Co-ordination

Challenges

A

Maintaining high quality designs and SDPs

…

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53
Q

Design Co-ordination

Risks

A

Potential lack of skills and knowledge
Reluctance of the business to be involved
Poor direction and strategy
lack of information on business priorirites and impacts
poorly defined requiremnts and desired outcomes

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54
Q

Design Co-ordination

Triggers

A

RFC
creation of new programmes and projects
revision of the overall IT Strategy

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55
Q

Design Co-ordination

Inputs

A 
Project schedule
Service Charters
Legal, regulatory
Governance
IT Strategy
Change Request
Change Records
Business information
Service Portfolio
Business Impact Analysis
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56
Q

Design Co-ordination

Outputs

A 
Comprehensive and consistent set of service designs and SDPs
Services Portfolio
Revised Enterprise architecture
revised mgmt systems
revised measurements and metrics methods
revised processes
service portfolio updates
updates to change records
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57
Q

Design Co-ordination

Challenges

A

Maintaining high quality designs and SDPs
Ensuring that sufficient time and resources are devoted to design coordination activities
Developing common design practices that product the desired high-quality designs w/o introducing unnecessary bureaucracy

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58
Q

Design Co-ordination

Risks

A

Potential lack of skills and knowledge
Reluctance of the business to be involved
Poor direction and strategy
lack of information on business priorities and impacts
poorly defined requirements and desired outcomes
reluctance of project managers to communicate
poor communication
lack of involvement from all relevant stakeholders
insufficient interaction with other lifecycle stages
trying to save time and money during the design stage

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59
Q

Design Co-ordination

Value to the Business

A

Bus. value of services at acceptabal risk and cost levels
minimise rework and unplanned labour costs
Achievement of higher customer and user satisfaction
Conformity to a consistent architecture
Focus on service value as well as business outcomes
Develop improved efficiency and effectiveness of all service design activities and processes
Greater agility and better quality in the design of service solutions

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60
Q

Design Co-ordination

Value to the Business

A

Bus. value of services at acceptabal risk and cost levels
minimise rework and unplanned labour costs
Achievement of higher customer and user satisfaction
Conformity to a consistent architecture
Focus on service value as well as business outcomes
Develop improved efficiency and effectiveness of all service design activities and processes
Greater agility and better quality in the design of service solutions

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61
Q

Service Catalogue

Definition of Service Catalogue

A

Database or structured document with information about all live IT Services including those available for deployment
Only part of the Service Portfolio published to customer and is used to support the sale and deliver of IT Services
-INclude information aboutr deliverables, prices, contact points, ordering and request processes

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62
Q

Service Catalogue

Purpose

A

To provide and maintain a single source of consistent information on all operational services and those being prepared to be run operaiotnally and to ensure that it is widely available to those who are authosied to access it

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63
Q

Service Catalogue

Objectives

A

Manage the infomation contained within the Service Catalogue

Ensure that the Service Catalogue is accurate

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64
Q

Service Catalogue

Scope

A

Contribution to the definition of services and service packages
Development and maintenance of service and service package descriprions appropriate for the Service Catalogue
-Prodcution and mainteance of an accurate Service Catalogue
-Interfaces, dependencies and consistency between the Service Catalogue and the overall Service Portfolio
-Interface and depedencies between all services, supporting services, supporting services, suporting components, and CIs

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65
Q

Service Catalogue

Example Policies

A 
Related to what is recorded in the catalogue
Status for services
When a service is published
Responsibilities for update
Link with Service Portfolio
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66
Q

Service Catalogue

defining services

A

Naming Conventions
What is a service
Supporting Services
Good starting point is how current services map onto the business

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67
Q

Service Catalogue

Scope

A

Contribution to the definition of services and service packages
Development and maintenance of service and service package descriptions appropriate for the Service Catalogue
-Production and maintenance of an accurate Service Catalogue
-Interfaces, dependencies and consistency between the Service Catalogue and the overall Service Portfolio
-Interface and dependencies between all services, supporting services, supporting services, supporting components, and CIs

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68
Q

Service Catalogue

defining services

A

Naming Conventions
What is a service
Supporting Services
Good starting point is how current services map onto the business

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69
Q

Service Catalogue

Types of Service

A

Diagram
Customer facing services
Supporting Services

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70
Q

Service Catalogue

Key Activities

A

Agreeing and documenting a service definitiion and description for each service with all relelvanty parties
-Interacing with service portfolio mgmt to agree the contents of the service portfolio
…

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71
Q

Service Catalogue

uses of the catalogue

A
  • Developing solutions for customers
  • What the service provider can do for the customer
  • How to interact with the service provider
  • how supporting services underpin business capability
  • how to place service requests
  • pricing
  • service level committments
  • access to service information
  • service continuity
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72
Q

Service Catalogue

3 service view

A

Diagram

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73
Q

Service Catalogue

Value to the Business

A

Common understanding of IT Services and improved relationships between the customers and service provider
Improve service provider focus on customer outcomes
Improve efficiency and effectiveness of other service mgmt processes
Improve knowledge, alignment and focus on the business value of each service

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74
Q

Underpinning Contracts

A

Supplier
SLAs fo your customer
OLA internal

75
Q

Service Level Management

Purpose

A

To ensure that all current and planned IT services are delivered to agreed achievable targets
- Accomplished through a constant cycle of negotiating, agreeing, monitoring, reporting on and reviewing IT service targets and achievements and through instigation of actions correct or improve the level of service delivered.

76
Q

Service Level Management

Purpose

A

To ensure that all current and planned IT services are delivered to agreed achievable targets
- Accomplished through a constant cycle of negotiating, agreeing, monitoring, reporting on and reviewing IT service targets and achievements and through instigation of actions correct or improve the level of service delivered.

77
Q

Service Level Management

Objectives

A

Define document agree monitor meassure report and review the levle of IT Service provided
-Provide and improve the relationship and communication with the business in conjunction with BRM
-Ensure that specific and meaureable targets are developed for all IT services
Monitor and improve customer satisfaction
ensure s clear and unambigous expectation of the level of servcice delivered
-Ensure the levels of service delivered are subject to proactive cost-effectivce continual improvement

78
Q

Service Level Management

Scope (1)

A

Cooperation with teh BRM Processes
Negotiation and agreement of future reqs through SLR for all proposed new or changed services
…

79
Q

Service Level Management

Scope (2)

A

Proactive prevention of service failures reduction of service risks and improvement in the quality of service in conjunction with all other processes
-Reporting and management of all service level achievements and review of all SLA breaches
-Periodic review, renewal and/or revision of SLAs, service scope, and OLAs as appropriate
-Identifying and prioritising improvement opportunities for inclusion in the CSI register
Instigating and coordinating service improvement plans

80
Q

Water melon metrics

A

Green on outside –red on inside

81
Q

Service Level Management

Scope (2)

A

Proactive prevention of service failures reduction of service risks and improvement in the quality of service in conjunction with all other processes
-Reporting and management of all service level achievements and review of all SLA breaches
-Periodic review, renewal and/or revision of SLAs, service scope, and OLAs as appropriate
-Identifying and prioritising improvement opportunities for inclusion in the CSI register
Instigating and coordinating service improvement plans

82
Q

Water melon metrics

A

Green on outside –red on inside

83
Q

Service Level Management

Documents

A

SLA
OLA
Underpinning Contracts

84
Q

SLM Process

A

Diagram

85
Q

SLM

Documents

A

…

86
Q

SLM Process

A

Diagram…

87
Q

Service Level Management

Service Level Requirements (SLRs)

A

Customer requirements for an aspect of an IT service

88
Q

Service Review and SIP

A

Periodic Reviews held on a regular basis with Customer to review achievements and preview any upcoming issues
Allocate remedial issues
Analysis of cost and impact of breaches provide input and justification to the SIP

89
Q

Service Level Management

Purpose compared between BRM and SLM

A

…

90
Q

Service Level Management

Interfaces

A 
BRM
Service Catalogue Mgmt
Incident Mgmt
Supplier Mgmt
Availabitity, Capacity, ITSC & ISM
Financial Mgmt for IT Services
Design Coordination

Could be ANY of the service mgmt processes

91
Q

Service Level Management

Interfaces

A 
BRM
Service Catalogue Mgmt
Incident Mgmt
Supplier Mgmt
Availabitity, Capacity, ITSC & ISM
Financial Mgmt for IT Services
Design Coordination

Could be ANY of the service mgmt processes

92
Q

Service Level Management

Triggers, inputs and outputs

A

…

93
Q

Service Level Management

Challenges

A

Identifying suitable customer represetnatives with who to negotiate
No previous experience of SLM
Staff at different levels within the customer community may have different objectives and perceptions
No past monitored data is available

94
Q

Service Level Management

Risks

A

Lack of accurate input, involvement and commitment
Lack of appropriate tools and resources
SLM process becomes bureaucratic
Lack of up-to-date CMS and SKMS
-Bypassing the use of SLM processes
-Measurement too difficult to measure and improve
-Inappropriate business and customer contacts and relationships are developed
High customer expectations and low perception
Poor and inappropriate communication with the business and customers

95
Q

Service Level Management

Value to the business

A

Provides consistent interface to the business for all service level related issues
Provides the business with the agreed service targets and the required management information to ensure that those targets have been met
Where targets are breached, provides feedback on the cause of the breach and details of the actions taken to prevent the breach from recurring
-Provides a reliable communication changeel and trusted relationship with the appropriate customer and business representative at at tactical level

96
Q

Availability Mgmt

A

Hidden Process
not visible to customers…until it goes wrong
Non-availability mgmt! only when folks are interested.
Direct impact

97
Q

Availability Mgmt

Purpose

A

To ensure that the level of availability delivered in all IT services meets the agreed availability needs and/or service level targets in a cost-effective and timely manner
Availability Mgmt is concerned with meeting both the current and future availability needs of the business

98
Q

Availability Mgmt

Objectives

A

An appropriate and up-to date availability plan
Advice / guidance to all other areas of the business and IT on all availability related issues
Ensure service availability achievements meet or exceed all the agreed targets
Assist with the diagnosis and resolutions of availability related incidents and problems
Assess impact of all changes on the availability plan
Implement proactive, cost justified measures to improve the availability of the services

99
Q

Availability Mgmt

Scope

A

Design, implementation, measurement, management and improvement of IT service and component availability
Commences as soon as the availability requirements for an IT service are clear enought to be articulated. It is an on going process finishing only when the IT service is decommissioned or retired.
Reactive Activities
Proactive Activities

100
Q

Availability Mgmt

Availability Types

A

Service availability involves all aspects of service availability and unavailability, or the potential impact of component unavailabilty on service availability
-Component Availability involves all aspects of component availability and unavilability

101
Q

Availability Mgmt

Guiding Principles

A

Service availability drives customer satisfaction

  • The way SPs react to failures is a key factor
  • You can only improve availability AFTER you understand the business
  • Availability is only as good as the weakest link
  • Prevention is better than cure
  • It is always more expensive to retrofit availability
102
Q

Availability Mgmt

Aspects of Availability

A

Availability Reactive Monitoring/Proactive design
Reliability–Internal Targets/OLA–how long does it continue to work before it falls over (Time) MTBF
Maintainability==Internal/OLA Time (Uptime)
-Measure of of time–how quick can we restore MTRS (MTTR-slightly diff metric–MTRS more precise includes customer. MTTR is more internal metric MTRS customer Friendly
Serviceability–3rd party outsource–all of the above captured in the Serviceability

103
Q

Availability Mgmt

Aspects of Availability

A

Availability Reactive Monitoring/Proactive design
Reliability–Internal Targets/OLA–how long does it continue to work before it falls over (Time) MTBF
Maintainability==Internal/OLA Time (Uptime)
-Measure of of time–how quick can we restore MTRS (MTTR-slightly diff metric–MTRS more precise includes customer. MTTR is more internal metric MTRS customer Friendly
Serviceability–3rd party outsource–all of the above captured in the Serviceability

104
Q

Availability Mgmt

Vital business functions

A

VBF is used to reflect the part of a business process that is critical to the success of the business
Less critical vs Vital

105
Q

Availability Mgmt

Availability Process

A

Diagram

106
Q

Availability Mgmt

Reactive Activities

A

Monitoring, measuring, analysing, reporting and reviewing service and componet availability
-Investigating all service and component unavailability and instrigating remedial action (including looking at events, incidents and problems involving unavailability)
Primarily conducted within service operation stage at of the service lifecycle and are linked into the monitoring and control activities and incident mgmt processes

107
Q

Availability Mgmt

Proactive Activities

A

Planning and esigning new or change d

…

108
Q

Availability Mgmt

Risk Assessment and Mgmt

A 
Assets - Threats - Vulnerabilities
Risk ASsessment
->Risks
-> Countermeasures
Risk Mgmt

Score 0-5 on both risk above

109
Q

Availability Mgmt

Interfaces

A

SLM
Incident and Problem Mgmt
Capacity–way of enabling availability==takes the input from the Demand strategy–make sure availability is available at the right time
Change Mgmt
ITSC–right services available at right time
Information Security Mgmt–availability of the data–3 sub processes (?)
Access Mgmt

110
Q

Availability Mgmt

Risks

A 
Lack of commitment from the business
Lack of senior mgmt commitment
Labour-intensive reporting process
Processes focus too much on the technology
AMIS is maintained in isolation
111
Q

Availability Mgmt

Value to the Business

A

Ensures that the availability of systems and services matches the evolving agreed needs of the business
Help Improve the ability of the business to follow an environmentally responsible strategy by using green technologies and techniques in Availability Mgmt

112
Q

Availability Mgmt

Challenges

A

To actually meet and manage the expectation of the customers , the business and senior mgmt
Having access to the right level of quality information on the current business need for IT services and its plans for the future
Integration of all the availability data into an integrated set of information (AMIS)
Convincing the business and senior mgmt of the investment needed in proactive availability measures

113
Q

Capacity Mgmt

Purpose

A
  • Ensure that the capacity of IT Services and the IT infrastructure meets the agreed capacity and performance related requirements in a cost -effective and timely manner
  • Concerned with meeting both the current and future capacity and performance of the business.
114
Q

Capacity Mgmt

Objectives

A

An appropriate and up to date capacity plan
-advice/guidance to all other areas of the business and IT on all capacity-related issues
-Ensure service capacity achievements meet or exceed all their agreed targets
-Assist with the diagnosis and resolution of capacity-related incidents and problems
-assess impact of all changes on the capacity plan
-implement proactive, cost justified measures to improve the capacity of services
“Just in time” –dont want too much–waste of an asset.

115
Q

Capacity Mgmt

Scope

A
  • Should be the focal point for all IT performance and capacity issues
  • Should encompass:
  • All areas of technology, both hardware and software
  • Space planning and environmental system capacity
  • Human Resource Capacity
116
Q

Capacity Mgmt

Processes

A 
Diagram
3 sub processes
Business Capacity Mgmt
Service Capacity mgmt
Component Capacity Mgmt
117
Q

Capacity Mgmt

Processes

A 
Diagram
3 sub processes
Business Capacity Mgmt
Service Capacity mgmt
Component Capacity Mgmt
118
Q

Capacity Mgmt

Proactive and Reactive Activities

A 
Proactive
pre-empting performance issues
pridcucingf trends
planning upgrades
modileeling and trending
improve service performance
prodcuing and maintinatng a capcaict plan
..
119
Q

Capacity Mgmt

Proactive and Reactive Activities

A

Reactive

120
Q

Capacity Mgmt

Sub Processes

A

Business Capacity–Strategic

..

121
Q

Capacity Mgmt

Design Related activities

A

Exploitation of new technology

Designing Resilience in conjunction with Availability Mgmt

122
Q

Capacity Mgmt

Iterative Activities

A

Monitoring Analysis Tuning Implementation
MATI
CMIS
Service Excpeption Report/Resource Utilisation exception reports
..

123
Q

Capacity Mgmt
Demand Mgmt
“Try to understand and streamline demand”

A

To influence user and customer demand for IT Services and manage the impact on IT resources
Information provided by the strategic demand mgmt processes
Short Term demand mgmt may occur where there has been a partial failure of a critical resource in the IT infratructure
Long term Demand Mgmt may be required when it is difficult to cost-justify an expensive upgrade

124
Q

Capacity Mgmt

Modelling and trending

A

Predicts the behaviour of IT services under a given volume and variety of work
Base Lining–1st stage in modelling is to create a baseline that reflects the current performance
Trend Analysis-resource utilisation and service performance info
Analytical modelling–uses data–just good enough
Simulation modelling–more expensive–better picture and more accurate

125
Q

Capacity Mgmt

Application Sizing

A

To estimate the resource requirement to support a porposed

126
Q

Capacity Mgmt

Application Sizing

A

To estimate the resource requirement to support a proposed change to an …

127
Q

Capacity Mgmt
Capacit Plan
Should be an annual document–refreshed

A

Should consist of:
Current levels of resource utilisation and service perforamnce
Forecasts of the future requirements for new IT resources to support the IT services that underpin the busines acitivites
Any assumptions made
Recommends quantified in terms of resource required, cost, benefits, impact

128
Q

Capacity Mgmt

Interfaces

A
  • Availability Mgmt
  • SLm
  • ITSCM
  • INcident and Prob Mgmt
  • Demand Mgmt
129
Q

Capacity Mgmt

Challenges

A

Persuading the business to provide information on it strategic business plans
Combining all of the component Capacity Mgmt data into an integrated set of information
Huge amounts of data
Setting appropriate thresholds

130
Q

Capacity Mgmt

Risks

A

Lack of commitment from the business
Lack of appropriate information from the business
Lack of senior mgmt commitment
Service Capacity Mgmt and component Capacity mgmt performed in isolation
Processes become too bureaucratic or manually intensive
Processes …

131
Q

Capacity Mgmt

Value to the business

A

Improving performance by helping to reduce capacity and performance related incident and problems
Ensuring required capacity and performance are provided in the most cost effective manner
Contributing to improved customer satisfaction
Supporting the efficient and effective design and transition of new or changed services
Improving the reliability of capacity related budgeting
Improving the ability of the business to follow an environmentally responsible strategy

132
Q

Capacity Mgmt

Value to the business

A

Improving performance by helping to reduce capacity and performance related incident and problems
Ensuring required capacity and performance are provided in the most cost effective manner
Contributing to improved customer satisfaction
Supporting the efficient and effective design and transition of new or changed services
Improving the reliability of capacity related budgeting
Improving the ability of the business to follow an environmentally responsible strategy

133
Q

IT Service Continuity

Purpose

A

To support the overall business continuity mgmt (BCM) by ensuring that by managing the risks that could seriously affect IT Services, the IT service provider can always provide minimum agreed business continuity related service levels.

134
Q

IT Service Continuity Mgmt

Objectives

A

Maintain a set of ITSC plans that support all BCM
Complete regular business impact analysis BIA exercises
Conduct risk assessment and mgmt exercises
Provide advice / guidance to other areas of the business
Ensure appropriate continuity mechanisms are in place
Assess the impact of all changes on the ITSC plan
Along with the supplier Mgmt, negotiate / agree contracts with suppliers to provide the necessary recovery capability to support the continuity process

135
Q

IT Service Continuity Mgmt

Scope

A

Focuses on those events that the business considers significant enough to be treated as a disaster
Primarily considers the IT assets and configurations that support the business process
Does not usually directly cover longer term risk or minor technical faults

136
Q

IT Service Continuity Mgmt

Process

A 
Diagram
Business Continuity Mgmt ITSCM
Business Continuity Strategy
Business Continuity Plans
Ongoing Operation
Invocation
Requirements and Strategy 
Implementation
Ongoing Operatoin
137
Q

IT Service Continuity Mgmt

Interfaces

A 
Change Mgmt
Incident and Problem Mgmt
Availability mgmt
SLM
Capacity Mgmt
SACM
ISM
138
Q

Information Security Mgmt

Purpose

A

To align IT Security with business security and esnure that the confidentiality integrity of the organisatoins assets, information, data and IT services always matches the agreed needs of the business

139
Q

IT Service Continuity Mgmt

Objectives

A

For most organisations the security objective is met when information is:

Confidentiality
Integrity
Available and usable
Trusted

140
Q

IT Service Continuity Mgmt

System

A

like Deming!
Plan Implement evaulate Maintain

Control in the middle

141
Q

IT Service Continuity Mgmt

Security Controls

A

Threat Incident Damage Control
Prevention Evaluation/reporting
Detection/repression Evaluation/Reporting
..

142
Q

IT Service Continuity Mgmt

Interfaces

A 
SLM
Access Mgmt
Change Mgmt
Incident and Problem Mgmt
Availability, Capactiy and ITSC
SACM
Financial Mgmt for IT Services
Supplier Mgmt
Legal and HR Issues
143
Q

Information Security Mgmt

Purpose

A

To align IT Security with business security and esnure that the confidentiality integrity of the organisatoins assets, information, data and IT services always matches the agreed needs of the business

144
Q

Information Security Mgmt

Objectives

A

For most organisations the security objective is met when information is:

Confidentiality
Integrity
Available and usable
Trusted

145
Q

Information Security Mgmt

System

A

like Deming!
Plan Implement evaulate Maintain

Control in the middle

146
Q

Information Security Mgmt

Security Controls

A

Threat INcident Damage Control
Prevention Evaluation/reporting
Detection/repression Evaluation/Reporting
..

147
Q

Information Security Mgmt

Interfaces

A 
SLM
Access Mgmt
Change Mgmt
Incident and Problem Mgmt
Availability, Capactiy and ITSC
SACM
Financial Mgmt for IT Services
Supplier Mgmt
Legal and HR Issues
148
Q

Supplier Mgmt

Objectives

A

Obtain Value for money from suppliers and contracts
Ensure that contracts with suppliers are aligned to business needs and support and align with agreed targets in SLRs and SLAs in conjunctions with SLM
Manage relationships with suppliers
Manage Supplier Performance
…

149
Q

Supplier Mgmt

Scope

A

Implementation and enforcement of the supplier policy
Maintenance of a Supplier and Contract Mgmt Informatoin System SCMIS
Supplier / Contract categorization and risk assessment
Supplier and contract evaluation and selection
Development negotiation and agreement of contracts
Contract review renewal and termination
Mgmt of suppliers, sub, contracted supplier and supplier performance
Improvement opportunities for the CSI Register
Maintenance of standard contract, terms, conditions
Mgmt of contractual dispute resolution

150
Q

Supplier Mgmt

SCMIS

A

Defintiion of new supplier and contract requirements
Evaluation and set up of new suppliers and contracts
Supplier categorisation and maintenance of sthe SCMIs
Establishing new suppliers
Mgmt of suppliers and their performance and of the associated contracts
Contract renewal or termination

151
Q

Technology Related Activities

Requirements Engineering

A

Understanding and documenting the requirements of the business, users and all other stakeholders
Explicit/tacit Information
This is the approach to get all we can get from all stakeholders.

Then document it –requirements catalogue
validation and test against the reqs. Early life support/SAC

Not easiest thing to get reqs out of people–more about solutions
Explicit easier–tacit tougher
In peoples heads–everyone else knows it. So gets missed

152
Q

Technology Related Activities

Requirements Types

A

Functional Requirements
Management and operational requirements
Usability requirements

“what do we want in terms of reporting”
Capacity-availability,

153
Q

Technology Related Activities

Requirements Investigation

A 
Interviews
Workshops
observation
protocol analysis
shadowing
scenarios analysing
Prototyping
154
Q

Technology Related Activities

Requirements Investigation

A

Interviews
Workshops
observation
protocol analysis–getting the users to perform a task and for them to describe each task
shadowing–follow a user
scenarios analysis–describe it
Prototyping–a way of showing how the new service may work and ways it can be used

155
Q

Technology Related Activities
Requirement Catalogue

(who owns it ? BRM?)

A

-Central repository of the uses requirements
-Form part of the service
…

156
Q

Technology Related Activities

Prioritizing Requirements

A

MoSCoW

  • Must have
  • Should have
  • Could have
  • Wont Have

“Priority as per the above”

157
Q

Technology Related Activities

Prioritizing Requirements

A

MoSCoW

  • Must have
  • Should have
  • Could have
  • Wont Have

“Priority as per the above”

158
Q

Technology Related Activities

Classification and ownership data

A

C

159
Q

Organising for Service Design
Alignment
RnR document at the back
How are we going to set this up?

A

With application data

With Project Data

160
Q

Organising for Service Design
Alignment
Application Development

A

Application Development

161
Q

Organising for Service Design
Alignment
PM

A

Project Mgmt

162
Q

Organising for Service Design

Small organisations

A 
Service Design Manager (Accountable for Everything)
Project Teams
--Project Mager
/Service Owner/Develope/Practictioner
Service Level Mgmt/BRM
163
Q

Organising for Service Design

Small organisations

A 
Service Design Manager (Accountable for Everything)
Project Teams
--Project Mager
/Service Owner/Develope/Practictioner
Service Level Mgmt/BRM
164
Q

Organising for Service Design

Large organisations

A

HQ
Service Mgmt Office
ITSM programme Leader
Process Owners for ITSM
Service Design Manager–Architecture & Design
Global Programmes etc/Programmes and project managers
Other ITS Dept/teams–Practitioner for project assignment
PMO–PMO Director/Programme and Project Support

Then regional–EU/AP/Americas

See Diagram–hard to get questions on this

165
Q

Technology Considerations

Tools

A 
Hardware and s/w design
Environmental Design
Process Design
Data Design
Service Lifecycle mgmt
166
Q

Tool Selection

A

Identify Requirement

Identify Products

167
Q

Tool Selection

A 
Identify Requirement
Identify Products
Selection Criteria
Evaluate Products
Short Listing
Scoring
Rank The Products
Select Product
168
Q

Implementing Service Design

A 
Where do we start?
How do we improve?
How do we know we are making progress?
Prioritized by?
-Business needs and business impacts
-Risks to the services and processes

Influenced by:
Reqs outlined in the SLRs
Agreements made in the SLAs

169
Q

Implementing Service Design
Where do we start?
“Where is the pain? Where are you hurting?”

A

Address…

170
Q

Implementing Service Design

How do we improve?

A 
What is the vision?
Where are we now?
Where do we want to be?
How do we get there?
Did we get there?
How do we keep the momentum going?
171
Q

Implementing Service Design

Process Maturity Framework

A

Diagram
The assessment should include a review of the capability and maturity of the service design processes as shown in this slide!
All aspects of the processes and their use should be examined including
Vision- steering, objectives and plans, process maturity, functionality, usage, application, effectiveness and efficiency together with ownership, mgmt and documentation
People–Roles, responsibilities, skills, & knowledge of the people, Products, including the tools and technology used to automate processes
Culture–The focus, attitudes and beliefs
Above framework can be used to provide consistency in the process assesment
-When Starting out it is important to build on the strengths of existing cultures and processes and rapidly identify and improve the weaknesses

172
Q

Implementing Service Design

Process Maturity Framework

A

Diagram
The assessment should include a review of the capability and maturity of the service design processes as shown in this slide!
All aspects of the processes and their use should be examined including
Vision- steering, objectives and plans, process maturity, functionality, usage, application, effectiveness and efficiency together with ownership, mgmt and documentation
People–Roles, responsibilities, skills, & knowledge of the people, Products, including the tools and technology used to automate processes
Culture–The focus, attitudes and beliefs
Above framework can be used to provide consistency in the process assesment
-When Starting out it is important to build on the strengths of existing cultures and processes and rapidly identify and improve the weaknesses

173
Q

Organising for Service Design

Small organisations

A 
Service Design Manager (Accountable for Everything)
Project Teams
--Project Manager
/Service Owner/Developer/Practitioner
Service Level Mgmt/BRM
174
Q

Implementing Service Design

Process Maturity Framework

A

Diagram
The assessment should include a review of the capability and maturity of the service design processes as shown in this slide!
All aspects of the processes and their use should be examined including
Vision- steering, objectives and plans, process maturity, functionality, usage, application, effectiveness and efficiency together with ownership, mgmt and documentation
People–Roles, responsibilities, skills, & knowledge of the people, Products, including the tools and technology used to automate processes
Culture–The focus, attitudes and beliefs
Above framework can be used to provide consistency in the process assessment
-When Starting out it is important to build on the strengths of existing cultures and processes and rapidly identify and improve the weaknesses

175
Q

Challenges, risks and KPIs of Service Design

KPIs

A

Percentage of service design requirement specs produced on tome and to budget
Percentage of service design plans produced on time
% of SDPs completed on time
% of quality and acceptance criteria plans produced on time
Accuracy of SD e.g. was the correct infrastructure built to support the service
% accuracy of the cost estimates of the whole service design stage
Accuracy of the SLAs, OLA and contracts

examples…much more

176
Q

Challenges, risks and KPIs of Service Design

Service Design value to the business

A

Reduce the TCO
improve the quality and consistency of service
Ease the implementation of new or changed services
Improve service alignment and service performance
Improve IT Governance
Improve effectiveness of Service mgmt
Improve information and decision-making
Improve alignment with customer values and strategies

177
Q

Challenges, risks and KPIs of Service Design

Overcoming Challenges

A

Understanding the business requirements and business priorities
Understanding the people and the organisational culture
Effective communication
Involving as many people as possible in the design
Gaining commitment from senior mgmt as well as from all levels of staff

178
Q

Challenges, risks and KPIs of Service Design

Challenges (1)

A

Organisational Resistance to change
Unclear or changing requirements from the business
Lack of awareness and knowledge of service and business targets and requirements
Inefficient use of resources
LAck of knowledge and appreciation of the business impacts and priorities
Poor relationships, communication or lack of cooperation
Use of old technology and legacy system
Required tools are too costly or too complex

179
Q

Challenges, risks and KPIs of Service Design

Challenges (2)

A

Lack of information monitoring and measurements
Unreasonable targets and timescales previously agreed in SLAs and OLA
Poor Supplier Mgmt and/or performance
Lack of focus on service availability
Use of diverse and disparate technologies and applications
lack of adherence to operational aspects of security policies procedures
Ensuring daily operation is considered as part of the design
Cost and budgetary contraints
Difficulty ascertaining return on investments and realisation of business benefit.

180
Q

Challenges, risks and KPIs of Service Design

Risks (1)

A

If any of the CSFs for service design are not met, then the service design or service mgmt process will not be successful
If maturity levels of one process are low it will be impossible to achieve full maturity in other processes
Business reqs are not clear to IT staff
Business timescales mean insufficient time is given for proper service design

181
Q

Implementing Service Design
Where do we start?
“Where is the pain? Where are you hurting?”

A

Address areas of greatest need first
Identify quick wins
Implementation priorities should be set against the goals of a service improvement plan.

“Which process do I implement first?” All of them!
If quick wins are implemented it is important they are not done at the expense of the long-term objectives.

Implementation priorities should be set against the goals of a SIP (slide 197)

182
Q

Implementing Service Design

How do we improve?

A 
What is the vision?
Where are we now?
Where do we want to be?
How do we get there?
Did we get there?
How do we keep the momentum going?

Can be summarized as:
-Understand the vision by ascertaining the high level bus. objectives. The vision setting should set and align bus. and IT Strategies.
-assessing the current situation to identify strengths that can be built on and weakness that need addressing .
So where are we now is an analysis of the current position in terms of business, org, people and process.
Where do we want to be? is a development of the principles defined in the vision-setting, agreeing the priorities of improvement.
-Detailing the SIP to achieve higher quality service provision

Next measurements and metrics need to be put in place to show that milestones have been achieved and the the objectives/priorities have been met.
The process should show momentum for quality improvement is maintained.

183
Q

Implementing Service Design

Cultural Maturity Assessment

A

Diagram Slide 199
The review of the culture should include assessing it in terms of capability and maturity within the IT SP organization
IT Org Maturity vs Business Influence
The assessment should be based on the fact that each growth stage represents a transformation of the IT org and as such will examine:
Changes in people (skills and competencies)
Processes and ways of working
Tech and tools
Steering (visions goals results)
Attitude (values and beliefs)
Appropriate level and degree of interaction with the business customers users and other stakeholders

Service Design: ITIL Intermediate (1 decks)

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