“on’t you just are that your food tastes goodand that you ... · management processes service...
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“Don’t You Just Care that Your Food Tastes Good...and that you
can afford it!” – ITIL®ITSM Executive Overview
PMI Southwest Ohio Mega
Keith D. Sutherland
April, 2016
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Service Management Dynamix, LLC (SMDx) is a South Carolina based organization, with offices in Rock Hill, SC and Peoria, IL. SMDx is dedicated to delivering high-quality IT Service Management related training & consulting.
PRINCE2® is a registered trade mark of AXELOS® Limited
ITIL® is a registered trade mark of AXELOS® Limited
AXELOS® is a registered Trade Mark of AXELOS Limited
Acknowledgements
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Informal survey (show of hands)
How many here are Project Management certified?
How many here serve in an IT role?
How many here have formal IT process education/training (e.g. ITIL®, Project Management, etc.)?
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Restaurants are service providers, for which customers have a choice typically among many
Customer choices are based on taste, price, and perceptions – all are elements of value
Customers care little about grill maintenance, number of chefs in the kitchen, where restaurant products are sourced – these represent ‘value-adds’ or ‘value components’
Customers recognize that meals are not free, but are willing to pay for them as long is they meet their expectations
The Restaurant Analogy
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Customers care about value:
They decide if it is a service
Services must have an affordable mix of features
Services must support the Achievement of objectives
Value changes over time and circumstances
The value of a service comes from what it enables people to do
What Customers Care About
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“A means of delivering value to a customer by facilitating outcomes they want to achieve, without the ownership of the costs and the risks to make it happen”
ITIL®
Service definition
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what customers value
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-source: Glomark - Governon
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Service Management - A set of specialized organizational capabilities for providing value to customers in the form of services
- Wikipedia
IT Service Management (ITSM) - The implementation and management of quality IT services that meet the need of the business. IT service management is performed by IT service providers through an appropriate mix of people, process and information technology
- Wikipedia
Service Management Defined
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So How about some wordplay:
In order to provide value to IT customers through quality of services offered, the IT service provider will make appropriate use of various frameworks, methodologies and standards,
Plan it – Design it – Deploy it – Run it – Improve it
A “continuous complex closed-loop system”
ITSM (re-)defined (kinda)
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Service strategy
Strategies, policies,
standards Feedback
Lessons learned
for improvementFeedback
Lessons learned
for improvement
Service design
Plans to create and modify
services and service
management processes
Service transition
Manage the transition of a
new or changed service
and/or service management
process into production
Day-to-day operation of
services and service
management processes
Service operation
Continual service improvement
Activities are embedded in the service lifecycle
Output
Output
Output
Feedback
Lessons learned
for improvement
Feedback
Lessons learned
for improvement
Feedback
Lessons learned
for improvement
the continuous complex closed loop system
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Copyright © AXELOS Limited 2014. All rights reserved. Material is reproduced under licence from AXELOS. (Figure 2.10 Continual service improvement and the service lifecycle ITIL® 2011 edition).
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Strategy
Key Stakeholders
Customers
Relationship Managers
Service Managers
Project Management
Design Architects
Development Architects
IT Steering Group
Standards / Frameworks / Methodologies
Enterprise Value Creation (EVC) Control Objectives for IT (COBIT)
Governance
Portfolio Management Business Relationship Management Financial Management Project Management ITIL® Simulations (e.g. Grab@Pizza) Architecture (e.g.TOGAF) Development (e.g. SDLC, Agile)
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Strategy
12Copyright © AXELOS Limited 2014. All rights reserved. Material is reproduced under licence from AXELOS. (Figure 4.3 Service Strategy – The strategy Management Process ITIL® 2011 edition).
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Design
Key Stakeholders
Business Architects
Design Architects / Teams
Development Architects / Teams
Vendor Management
Service Owners
Project Team
Standards / Frameworks / Methodologies
TOGAF / SOA / Zachman
Agile/Scrum
SDLC / Waterfall
PMBOK® / PRINCE2®
ITIL®
Simulations (e.g. Challenge of Egypt, The Phoenix Project)
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Design
Enterprise architecture
Business/organization architecture
Service
architecture
Application architectureData/information
architecture
Environmental architecture
IT infrastructure
architectureManagement
architecture
Product
architecture
Enterprise Architecture
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Copyright © AXELOS Limited 2014. All rights reserved. Material is reproduced under licence from AXELOS. (Figure 3.9 Service Design Enterprise Achitecture ITIL® 2011 edition).
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Transition
Key Stakeholders
Project Team Release Manager Test Managers User SMEs Quality Assurance Application Support Infrastructure Support Deployment Team Automation
Standards / Frameworks / Methodologies
DEVOPS
PMBOK® / PRINCE2®
ITIL®
Simulations (e.g. Apollo 13)
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Transition
16Copyright © AXELOS Limited 2014. All rights reserved. Material is reproduced under licence from AXELOS. (Figure 5.3 Service Transition – Service Transition Steps for Outsourcing ITIL® 2011 edition).
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Operations
Key Stakeholders
Customer Support
Automation
Escalation Resources
Service owners
Customers / Users
Standards / Frameworks / Methodologies
DEVOPS
ITIL®
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Operations
18Copyright © AXELOS Limited 2014. All rights reserved. Material is reproduced under licence from AXELOS. (Figure 5.4 Service Operation – The ITSM Monitor Control Loop, ITIL® 2011 edition).
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Continual Service Improvement
Key Stakeholders
Service Owners
Process Owners
Business Relationship Managers
Customers
IT Steering Group
Standards / Frameworks / Methodologies
Control Objectives for IT (COBIT)
Assessment
Six Sigma / Lean / ISO9000
ITIL®
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Continual Service Improvement
Financial
As customers how do we view the costs
of IT provision?
Customer
What do we as customers
expect of IT provision?
Innovation
Does our IT infrastructure enable us to
continue to improve the business?
Internal
What must our IT providers
(internally) excel at?
Understanding IT costs to the business
Ability to control IT costs to the business
Economy of IT provision
Return on IT infrastructure investments
IT contracts management
Availability of IT services
Quality of IT services
Performance of IT services
Value for money IT services
Reliability of the IT infrastructure
Support of hands-on IT users
Flexibility of the IT infrastructure
Ability to control changes to IT services
and the IT infrastructure
Adaptability of the IT infrastructure to
changing demand in the business
Communication and knowledge transfer
Business productivity in relation to IT costs
Harnessing (new) technology
Service-oriented culture
Skilled staff and IT expertise
Efficiency of IT service provision
Service delivery times
Processing capacity
Accountability of IT provision
Security
20Copyright © AXELOS Limited 2014. All rights reserved. Material is reproduced under licence from AXELOS. (Figure 5.12 Continual Service improvement – IT Balanced Scorecard, ITIL® 2011 edition).
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A “continuous complex closed-loop system”
Plan it – Design it – Deploy it – Run it – Improve it
All driven by customer needs (demand & requirements)
the big picture
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SDP
Business requirements
Project (project team)
Design
Strategy
Transition
Operation
Improvement
Early life
support periodLive
operation
Design and development
SAC SAC SAC SAC SAC
Document and
agree business
requirements
(strategy and design)
Design
service
solution
(design)
Develop
service
solution
(design)
Build
service
solution
(transition)
Test
service
solution
(transition)
Deploy
service
solution
(transition)
Transition and operation involvement
SLM SLR SLR SLR SLR SLR SLRPilot
SLALive
SLA
Change management
RFC
released
Authorized for
design
Authorized for
development
Authorized for
build and test
Authorized for
deployment
Authorized for
SLA pilot
Authorized for
acceptance
Review and
close
Release and deployment management
Plan and prepare
release
Build and test
release
Deploy and verify release
(incl. early life support)
Review and
close
SAC SAC
Copyright © AXELOS Limited 2014. All rights reserved. Material is reproduced under licence from AXELOS. (Figure 3.8 Service Design – Aligning New Services to Business Requirements, ITIL® 2011 edition).
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SDP
Business requirements
Project (project team)
Design
Strategy
Transition
Operation
Improvement
Early life
support periodLive
operation
Design and development
SAC SAC SAC SAC SAC
Document and
agree business
requirements
(strategy and design)
Design
service
solution
(design)
Develop
service
solution
(design)
Build
service
solution
(transition)
Test
service
solution
(transition)
Deploy
service
solution
(transition)
Transition and operation involvement
SLM SLR SLR SLR SLR SLR SLRPilot
SLALive
SLA
Change management
RFC
released
Authorized for
design
Authorized for
development
Authorized for
build and test
Authorized for
deployment
Authorized for
SLA pilot
Authorized for
acceptance
Review and
close
Release and deployment management
Plan and prepare
release
Build and test
release
Deploy and verify release
(incl. early life support)Review and
close
SAC SAC
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Thank you for listening
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