Version 3Getting Started..... ITIL (Information Technology Infrastructure Library) Series of books documenting a Best Practice approach towards IT Service Management. Started in Late 80s. Latest : ITIL Version 3 (5 Key Books) Almost 20 Years Practical Experience ITSMF, OGC and CCTAOperationallevelTacticallevelStrategiclevelLong-term plans & policyServi ce Desk Probl em ManagementChange ManagementConfi gurati on ManagementRel ease ManagementFi nanci alManagement for IT Servi cesIT Servi ce Conti nui ty ManagementCapaci ty ManagementAvai l abi l i ty ManagementServi ce LevelManagementUSERSCUSTOMERSUPPLIERInci dent ManagementSecuri ty ManagementService DeliveryService Support*1*2 Best Practice is a set of guidelines based on the best experiences of the most qualified and experienced professionals in a particular field. Best practice requires: More than one person More than one event More than one technology More than one organization*3IT Service Management Management of IT services to support one or more business areas.Capabilities of an Organization-Processes -FunctionsBut still specializing in.The Service LifecycleBy utilizingService Strategy, Service Design, Service Transition, Service Operations, Service Improvement.*4A team of people and the tools they use to carry out one or more processes or activitiesFunctionIs a logically related series of activities conducted toward a defined objective. ProcessA set of responsibilities, activities and authorizations. Role*5Process Owner Process GoalActivities & Sub-Processes Key Performance IndicatorsRoles ResourcesINPUT OUTPUTProcess Enablers*6 Service Means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific cost and risks. *7*8Information Technology Infrastructure LibraryITILManagement of IT services to support one or more business areas.ITSMA team of people and the tools they use to carry out one or more processes or activitiesFunctionIs a logically related series of activities conducted toward a defined objective. Process A set of responsibilities, activities and authorizations. RoleBest Practice is a set of guidelines based on the best experiences of the most qualified and experienced professionals in a particular field.Best PracticeA service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.ServiceDecisions, Decisions.Design, Develop and ImplementService StrategyDesign & DevelopService DesignDevelop & ImproveService TransitionDelivery & SupportService OperationCreating and Maintaining ValueContinual Service Improvement*9Service DesignRFCPossible Service IncidentsService Transition(Filtering)How service is utilizedHow service is deliveredHow service is deployedHow service is supportedService OperationService StrategyService ImprovementRFCRFCRFCRFCUsage guidelines, policies, and incentives to change utilization patterns Guidelines, policies, and information for Service Desk to support incidents RFC Design LimitationsCompensation resources and request for changeObjectives, policies, and guidelinesRFC = Request for Change*10 5 Key Principles Value Creation Service Assets Service Provider Types Service Structures Service Strategy Fundamentals Mind the GapPerceptionFilterPreferenceBusiness OutcomesAttributes Marketing MindsetQuestions to AskWhat is our Business?Who is our Customer?What does the Customer Value?Who depends on our Service?How do they use our Service?Why is the Service of Value?*11Attributes, Preferences and Perception The Value of ServicesFit for PurposeIncreases Performance AverageUtilityFit For UseReduce Performance VariationWarrantyPerformanceRelative ProbabilityUtility EffectAVG1 AVG2Utility increases the performance averageRelative ProbabilityPerformanceWarranty Effect*12Warranty reduces the performance variationCommunicating UtilityTerms of Outcomes SupportedTerms of Ownership Cost and Risk AvoidedCommunicating WarrantyAvailability ContinuitySecurityCapacity 3 Types of Service Assets 1. Resource and CapabilitiesA1A2A4A3A9A8A6A7ManagementFinancial CapitalOrganizationApplicationsInfrastructureProcessesInformation KnowledgePeople People A5Capabilities Resources*13Resources and capabilities are the basis for value creation 2. Business UnitsBusiness unit are coordinated goal-driven collections of assetsManagementProcessesFinancial CapitalInformationInfrastructureApplicationsPeopleOrganizationKnowledgeGoods/ServicesCustomersProspects RegulationsCompetitorsSuppliersResourcesCapabilitiesInfluenceCreate ValueConsumer AssetsGenerate ReturnsDemandSupplyCoordinate, control & deployBusiness UnitAsset Types*14 3. The Service UnitCustomer AssetsServices Service AssetsBusiness OutcomesService PotentialPerformance PotentialValue Potential(Business Unit)(Service Unit)*15Customer assets are the basis for defining valueType 1 Internal Service Provider Business Functions embedded within the business units they serve.Type 2 Shared Services Unit Model allows a more governing structure in which the shared service unit can service business units as direct customers.Type 3 External Service Provider Offer competitive prices and drive down unit cost by consolidating demand*16 Value Chain To Value Network Value Chain Provide a strategy for vertically integrating and coordination of the dedicated assets required for product development. Value Network Web of relationships that generates value through complex exchanges through 2 or more organizationsBusinessService ProviderSupplierBusinessCustomerSupplierSubstitutor Complementor*17Basis value chain and value network Strategic thought and actions are difficult for the following reasons.o Complexity, Uncertainty and conflict beyond the comfort zones.o Project Trends and the estimating of probabilities.o All factors must be considered.o Underlying principles and fall back to basic theory. Vision and DirectionPerspective Decision to adopt a well-defined stance.Position Methods & ImplementationPlans Decisions, Actions & Adjustments Patterns*18 Define the Market Develop the Offerings Develop Strategic Assets Prepare for Execution*19Services & StrategyUnderstanding the CustomerUnderstanding OpportunitiesClassify & Visualize *20 Market Space Outcome Based definition of Services Service Portfolio Service Pipeline Service Catalog*21The Service Portfolio represents the commitments and investments made by a service provider across all customers and market spaces. *22www.itilblues.wordpress.comService Management is a CLOSED-LOOP CONTROL SYSTEMServiceResourceCapabilitiesResourceCapabilitiesCustomerService Provider(Business Unit) (Service Unit)Customer Assets Service AssetsPerformance PotentialDemandRisksCostsService PotentialCapacity*23 Strategic Assessment Set Objectives Aligning Service Assets with the Customer Outcomes Critical Success Factors Competitive Analysis Prioritize Investments Explore Business Potential Align with Customer Needs Expansion And Growth Differentiation in the market spaces*24Financial ManagementService Portfolio ManagementDemand ManagementActivitiesEnhanced decision makingSpeed of changeService Portfolio ManagementFinancial compliance and controlOperational ControlValue capture and creationPrinciplesService ValuationProvisioning ValueService ValueDemand modelingService Portfolio ManagementService Provisioning OptimizationPlanning ConfidenceService Investment AnalysisAccountingCompliance Key DecisionsCost RecoveryValue CentreAccounting Centre*25FundsResourcesOutputValueThe funding lifecycle*26 Describes a providers services in terms of business value. It thus defines business needs and the providers response to those needs. Service Portfolio clarifies or helps clarify the following questions. 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 risk? How should our resources and capabilities be allocated?*27DefineDetermine the inventory of services.Complete the business case.AnalyzeAnalyze the values to determine maximum portfolio value.Configure the prioritizationApproveGet approval on the Service Portfolio.Get the required authorization on the services and resources.CharterCommunication of all decisionsResource allocation must be doneService Portfolio Management is a dynamic method for governing investments in service management across the enterprise and managing them for value*28Analyzing and tracking activity patterns allow the business process to predict and supply in demand.Activity-based Demand ManagementPatterns of business activity are identified and shared across processes for clarity and completeness of the process details.Business Activity patternsCore Services Deliver basic outcomes desired by customer.Supporting Services Enable or enhance the value proposition. Service Packages*29Operation Deployment Patterns Hosting the contract portfolio Managing DemandTransition Change will never be cost free or risk free Important capability in service management.Design Service Models Design driven by outcome Design driven by constraints Pricing as a design constraintImprovement Level of excellence Value for money Conformance to specifications Warrant factors ReliabilityA well-known service provider of mobile communication(cellphone) services has an advertising slogan of, Can you hear me now?. Another provider has a different slogan of, Fair and Flexible.Question : By looking at utility and warranty, What are the dimensions of value promoted by each slogan?Case 1*116Some time in the late 1990s, a financial service company launched a direct banking service. Service offered internet-based savings and loans service.After 8 days, the company received almost 2 million website hits and over one hundred thousand enquiries. After five weeks the demand was so high that the company started to warn customers of delays up to 28 days.Question : As the Chief Information Officer, what do you suspect is the problem?Case 2*117Some time in 2001, a massive global network security services provider lost a major customer contract due to quality concerns materially affecting their revenues and profits.Senior Executives demanded that something be done either cutting the cost or find a replacement customer.While looking for a replacement customer, service operations reduced cost. Thus service quality was impacted, leading to the departure of three recently acquired customers, further negatively impacting revenues and profits.Senior executives once again demanded something be done, either cutting of cost or find a replacement customer.Question : As Chief Information Officer, what is your response to this problem?Case 3*118The slogan Can you hear me now?, differentiates value based on a customer desire for WARRANTY : Thus the service is available regardless of location.The slogan Fair and Flexible differentiates value based on the customers desire for UTILITY : Getting fair pricing under a great variety of different service usage scenarios.Case 1*116 As it turns out the constraint was not infrastructure, capacity or availability related but it was a short coming inthe form of 250 staff members. Once 250 people was hired the company went on to win over 500,000 new customers and 5 Billion in deposits in less than 6 months. Thus the performance of services are limited by either the limits in its resources or capabilities, or simply its own potential.Case 2*117The solution : Suspend new sales.Even though this comes a surprise, the CIO understood:Your service operation were caught in a vicious cycle with disastrous long term consequences.Customers were leaving due to a strategic weakness.By refocusing staff and budget on service operations, the organization repaired its quality capabilities for remaining customers and the customer churn was stopped.Thus the solution while painful in the short term allowed the company to break the vicious cycle and pave a long term strategy for regaining customers.Case 3*118Fit for PurposeIncreases Performance AverageUtilityFit For UseReduce Performance VariationWarrantyProvide a strategy for vertically integrating and coordination of the dedicated assets required for product development.Value ChainWeb of relationships that generates value through complex exchanges through 2 or more organizationsValue NetworkSingle source of consistent information on all servicesService CatalogThe Service Portfolio represents the commitments and investments made by a service provider across all customers and market spaces. Service PortfolioDesign and Infrastructure ManagementDesign, Develop and ImplementService StrategyDesign & DevelopService DesignDevelop & ImproveService TransitionDelivery & SupportService OperationCreating and Maintaining ValueContinual Service Improvement*30Service DesignRFCPossible Service IncidentsService Transition(Filtering)How service is utilizedHow service is deliveredHow service is deployedHow service is supportedService OperationService StrategyService ImprovementRFCRFCRFCRFCUsage guidelines, policies, and incentives to change utilization patterns Guidelines, policies, and information for Service Desk to support incidents RFC Design LimitationsCompensation resources and request for changeObjectives, policies, and guidelinesRFC = Request for Change*31The common mistake that people make when trying to designsomething completely foolproof is to underestimate the ingenuityof complete fools.- Douglas AdamsScope of Service DesignValue to BusinessOptimizing Design PerformancePrinciples and Processes within Service DesignPrinciples Service Portfolio Design Business Requirements and Drivers Designing Technology Architectures Designing Service Solutions Designing Processes Designing MeasurementsProcesses Service Catalogue Management Service Level Management Capacity Management Availability Management IT Service Continuity Management Information Security Management Supplier Management Service Portfolio Most critical management system used to support all processes and it describes a providers services in terms of business value. Strategic Questions the Service Portfolio helps you answer: Why should a customer buy these services? Why should they buy these services from you? What are the pricing or chargeback models? What are my strengths and weaknesses, priorities and risks? How should my resources and capabilities be allocated? Contains details of all the services and their status of their current stage within the Service Lifecycle. Provides a means to compare services.*32 Business Drivers People, information , task that support fulfillment of business objectives. Technology Domains that need to be assessed Data Applications Environmental Infrastructure Architecture The fundamental organization of a system, embodied in its components, their relationships to each other and to the environment, and the principles guiding its design and evolution. Strategic Blueprints Development and deployment of IT Infrastructure*33*34 Input Process Output Process Control Process Process EnablersProcess Owner Process GoalActivities & Sub-Processes Key Performance IndicatorsRoles ResourcesINPUT OUTPUTProcess EnablersProcess Control*35 Four types of metrics used to measure capability and performance of processes : Progress Milestones and deliverables Compliance Governance Requirements, Regulatory Requirements Effectiveness Accuracy and correctness of process Efficiency Productivity of process, throughput and resource utilization. MeasurementsIT Goals (KGI)VSProcess Goals (KPI)Utilizing internal organizational resourcesInsourcingUtilizes resources of an external organizationOutsourcingCombination of Insourcing and Outsourcing Co-SourcingAgreement between two organizations to work togetherPartnership (Multi-Sourcing)Outsourcing a subset of a business processBusiness Process Outsourcing (BPO)Arrangements with ASP that will provide shared computer services to customer organization over a network.Application Service ProvisionNewest form of outsourcing. Provide domain-based processes and business expertise rather that just process expertise.Knowledge Process Outsourcing (KPO)*36 Service Catalog Management Service Level Management Capacity Management Service Continuity Management Availability Management Information Security Management Supplier ManagementSingle source of consistent information on all servicesPrinciple of Service Catalog ManagementEnsure that the service catalog is accurately produced and maintained.GoalDefinition of the serviceProduction and Maintenance of Service CatalogInterfaces and dependencies between Service Catalog and Service PortfolioInterfaces and dependencies between Service Catalog and Configuration Management SystemInterfaces and dependencies between Configuration Items and Configuration Management SystemScopeManage the information contained within the Service Catalog.Objective*37ActivitiesDocumenting Service definitionsInterfacing with Service Portfolio ManagementProduce and Maintain Service CatalogInterface with IT Service Continuity ManagementInterface with Configuration ManagementInterface with Service Level ManagementValue to BusinessService Catalog is central source of information on IT Services delivered.Ensures that all areas of business gets a accurate and consistent picture of IT Services and their status.MetricsAre all service recorder?Is the Service Catalog complete and updated?Is there a good interaction between Service Catalog Management and the other processes?*38Responsible for agreeing and documenting Service Level Targets and responsibilities for the SLA and SLR, for each and every activity within IT.Aim of Service Level Management:To ensure that all agreed levels of IT Services are delivered GoalBusiness Relationship DevelopmentNegotiation :Current requirements and targets (SLA)Future requirements and targets (SLR)OLASIPScopeDefine,document, agree, monitor, measure, report and review the level of all IT Service provided.Objective*39ActivitiesPlanning SLA FrameworksNegotiateSLAMonitor Service PerformanceMeasure Service PerformanceConducting Service Review ReportingValue to BusinessConsistent interface to the business for service-related issues.Provides business with agreed service targets and required management information to ensure those targets are met.MetricsService Quality ManagementDeliver Service at agreed affordable costCustomer SatisfactionService Improvement Plan*40*41Establish RequirementsDefine Services : Internal & ExternalContract Negotiations Monitor Service LevelsReportingCorporateLevel S L ACustomer level S L A or Business Unit Level S L AService Specific Level S L AService-based SLASLA covers one service, for all the customers of that service.Example : E-MailCustomer-based SLAAgreement with an individual customer group. Covering all the services that group utilizes.Multi-Level SLAThree-layer Structure :Corporate Level :Covering all generic SLM issues appropriate to all customersCustomer Level :Covering all SLM issues relevant to a customer groupService Level :Covering all SLM issues relating to a specific service*42 Monitoring and Measuring is very important! Review all existing monitoring systems to ensure where keeping SLA! Ensure that we deliver great end to end service.*43 Are we providing a great service? How is measurement of customer satisfaction done? Have we implemented a Service Improvement Plan (SIP)?*44Operation Level AgreementsInternal IT TeamsAgreement must underpin the SLAUnderpinning ContractsExternal 3rdParty PartnersAgreement must underpin the SLA*45 Service Level Achievements Operational Reports Management Reports Customer Feedback and ReportingMeasurements must be done to determine if therewhere any Service Level Breaches so appropriateaction can be taken to rectify any issues.*45 Conduct periodic service reviews to determine What was the service achievement in the last period Preview issues for the coming period. Such Service Review meetings is usually held monthly or as a minimum quarterly.*46Managing SLA & UCKept up-to-date and reviewed periodically.Change Manager must update any changes that are made.Reviews should include strategy documents and service agreementsContact & Relationships Confirm Stakeholders, customers and key business managers.Encourages Pro-activeness.Better understanding of business and customers strategies, objectives and needs.Better Customers ExperienceComplaints & ComplimentsLogging of ComplaintsRecording of complaints and feedback Actions must be documented for future usage.Management Reporting*47Provides a point of focus and management for all capacity- and performance-related issuesAim of Capacity ManagementCurrent Business Operation and its requirementsFuture business plans and requirementsService Targets through Service Level Agreements and Standard Operation ProceduresAll areas of IT technology and its capacity and performance ScopeThe IT Capacity is matched to the current and future business needs.ObjectiveEnsures that cost-justifiable IT Capacity always exist in all areas of IT.Goal*48Activities Performance Management Application Sizing Modeling Workload Management Capacity PlanningValue to Business Ensures that IT resources are planned and scheduled to provide a consistent level of service matching up to the current and future business needs. Capacity PlanMetrics Accurate business forecast Knowledge of current and future technology Demonstrating cost-effectiveness Plan and Implement the correct IT Capacity to match the business needs*49Provide a point of focus and management for ALL availability-related issuesAim of Availability Management Delivered availability within all services match or exceeds the current and future business needsGoalCurrent business processesFuture business plansService Target and current IT Service Operation and deliveryIT Infrastructure and ApplicationsScopeProduce and maintain an relevant Availability PlanPro-active availability measures where cost justifiableOptimize availability of IT Services Objective*50Activities Design, Improve and Measure availability Monitor andTune/Improve availability Reporting Value to Business Improve customer satisfaction and the reputation of the business. Delivers the right level of availability in line with the current and future needs.Metrics Manage Availability and Reliability Satisfy the need for access to IT Services Availability of IT Infrastructure at optimum cost.*51Ensure (through plans) that required level of IT service can be met in case of a disaster Aim of Service Continuity Management Supporting overall Business Continuity Management to ensure that an required IT Technical or service facility can be restored within a required or agreed time from disasterGoalSignificant Business EventsIT Service RequirementsOrganizational StructureIT Asset & Relevant Configurations ScopeCreating and maintaining a set of IT Service Continuity and recovery plansObjective*52ActivitiesInitiationRequirements and StrategyImplementationOngoing OperationValue to BusinessSupporting the Business Continuity Planning Process.Business Continuity Plans for Disaster Recovery.MetricsIT Service DeliveryIT Service RecoveryAwarenessStaff Readiness *53Information Security Managements serves as the focus point for all IT Security issues.Principle of Information Security Management Align IT Security with Business SecurityGoalBusiness Security Policy and PlansBusiness Operation and its securityFuture business plans and requirementsLegislative requirementsObligations and responsibilities within SLA SecurityBusiness and IT risksScopeProtecting information and Confidentiality Objective*54ActivitiesCreate Information Security PolicyCommunication and Implementation of Security PolicyAssessment and ClassificationSecurity Controls & Risk AssessmentMonitor for breachesReportingSecurity AnalysisSecurity Review, Auditing.Value to BusinessInformation Security Policy is maintained and enforced. Therefore fulfilling the needs of the Business Security Policy and Government Policys.MetricsBusiness ProtectedPolicy in alignment with businessJustified and Supported Security Procedures.Improvement MechanismAvailability not compromised of servicesAwareness of Security Policys*55Obtaining value for money from suppliers while ensuring they perform according to their targets as specified in their contracts and agreements.Principle of Supplier ManagementManage suppliers and their services, check their service quality and ensuring value for money.GoalSupplier PolicySupplier and Contract Database (SCD)Supplier Risk AssessmentSupplier ContractsSupplier Contract Negotiation Management of the supplier performanceScopeManage your supplier and ensure and optimize the suppliers performance.Objective*56ActivitiesIdentification of business needsEvaluation of SuppliersEstablish suppliers and new contracts.Supplier CategorizationSupplier PerformanceReviewValue to BusinessProviding value for money.Ensuring supplier targets are met and in alignment with the business.MetricsBusiness protected from poor supplier performance.Supporting services align with business needs.Availability not compromised by supplier performanceClear ownership and awareness of supplier issues.*57 Relationships Organization Infrastructures Technology Implementation Issues Challenges & RisksRequirements EngineeringData and Information ManagementApplication Management*58Functional Roles AnalysisAre duties segregated properly?To much to handle for one function.Role need to have so many tasksActivity AnalysisRACI Matrix- Responsible-Accountable-Consulted-InformedSkills and attributesBusiness priorities, objectives and driversMeeting of business objectivesCustomer service skillsLatest IT Business CapabilitiesNecessary competence, knowledge and informationUnderstanding. Best Practice, Policies, Procedures.Roles & ResponsibilitiesProcess OwnerService Design ManagerIT PlannerIT Designer/ArchitectService Catalog ManagerService Level MangerAvailability ManagerService Continuity ManagerCapacity ManagerSecurity ManagerSupplier Manager*59 Tools enable : Hardware Design Software Design Environmental Design Process Design Data DesignService Design Tools Tools increase efficiency and effectiveness. Cost Saving Increased Productivity Data backup, control and security Data collection, Data Analyzing, Data ReportingService Management Tools*60Business Impact AnalysisIdentify Critical servicesAcceptable Service Outage TimeIdentify Critical Business periodsCosts of lost servicesSecurity Implications from lost servicesService Level RequirementsAscertain Service Level RequirementsAbility to deliver the serviceDefine any new service level requirementsService- and Process RisksMinimize the disruption to operational servicesRisk to Service TransitionService Design ImplementationVision and LeadershipAcceptance of innovationUnderstanding Stakeholder InvolvementValue of IT to BusinessAllocate time to familiarize with materialMeasuring Service DesignSix Sigma (DMADV) System. Define, Measure, Analyze, Design & VerifyPrerequisites for Success*61ChallengesPoor Supplier ManagementResistance to planningPoor relationshipsToo costly toolsEnsuring normal daily operationsCost and budgetary constraintsPoor monitoring and control featuresEnsuring AlignmentRisksBusiness requirements not clearInsufficient testingInsufficient resourcesInsufficient engagement or commitmentInsufficient TimeIncorrect balance between innovation, risk and cost.*62Critical factors or activities required for ensuring the success your business.Critical Success Factor (CSF)Helps organization define and measure progress toward organizational goals.Key Performance Indicators (KPI)Agreement between a customer and the IT department.Service Level Agreement (SLA)Agreement between IT and its own internal IT Support Teams.Operational Level Agreement (OLA)Contract between IT and 3rdparty suppliers.Underpinning Contract (UC)The accessibility of a system resource in a timely mannerAvailabilityAn interval during which a machine/service is not productive, as during repair, malfunction, maintenance. DowntimeChange is inevitable.. Design, Develop and ImplementService StrategyDesign & DevelopService DesignDevelop & ImproveService TransitionDelivery & SupportService OperationCreating and Maintaining ValueContinual Service Improvement*63Service DesignRFCPossible Service IncidentsService Transition(Filtering)How service is utilizedHow service is deliveredHow service is deployedHow service is supportedService OperationService StrategyService ImprovementRFCRFCRFCRFCUsage guidelines, policies, and incentives to change utilization patterns Guidelines, policies, and information for Service Desk to support incidents RFC Design LimitationsCompensation resources and request for changeObjectives, policies, and guidelinesRFC = Request for Change*64Additional, modification or removal of authorized, planned or supported services or components across the entire service lifecycle.Service Change Definition : Respond to customers changing business requirements Maximize Value and reduce incidentsGoal Service Changes & Strategic ChangesScope Ensure that changes are recorded, then evaluated, authorized, prioritized, planned, tested and implemented with documentation, and also reviewed in a very good controlled manner.Objective*65Value to Business Reducing the Mean Time to Restore Services by more successful implementations. Implementing changes that meet the customers agreed service requirements Optimizing Cost Prioritize and respond to business and the customers change proposals Improvements in productivity Higher Change Success Rate *66Define Customer/Business RequirementsDefine Service RequirementsDesign Service SolutionDesign Service ReleaseDevelop Service SolutionComponent and Assembly TestValidate Service Packages, Offerings and ContractsService Release Package TestService Operational Readiness TestService Acceptance Test1a2a3a4a1b2b3b4b5a 5bService Component Build and TestInternal & External SuppliersLevels of configuration and testingBLBaseline PointService Preview Criteria/ PlanService Acceptance Criteria/ PlanService Operational Criteria/ PlanService Release Test Criteria/ PlanDeliveries from internal and external suppliers*67Processes within Service TransitionTransition Planning and SupportRelease and Deployment ManagementService Validation and TestingEvaluationProcesses that support the service lifecycleChange ManagementKnowledge ManagementService Asset and Configuration ManagementPlan appropriate capacity and resources to package a release, build, release, test and deploy new or changed services.Principle of Transition Planning and SupportPlan and coordinate the resources to ensure requirements are met. Identify, manage and control the risks of failure.GoalDesign and operation requirementsTransition Planning and SupportService Transition Plan integrationsQuality ReviewsCommunication with usersMonitoring PerformanceScopeEnsure all parties adopt common framework of standard processes and supporting systems.Objective*68ActivitiesTransition StrategyPrepare for Service TransitionPlanning and coordination Service TransitionTransition Process SupportTriggers, Input and Output.Value to BusinessImprove service providers ability to handle big volumes of change and release.Integrated planning approach improves alignment of Service Transition plans with customer and supplier project plansMetricsSuccessful releases that met customers needs.Reduced variation of actual vs. predicted scope.User and customer satisfaction increases.Reduced risks and delays caused by improper planning.*69Additional, modification or removal of authorized, planned or supported services or components across the entire service lifecycle.Service Change Definition : Respond to customers changing business requirements Maximize Value and reduce incidentsGoal Service Changes & Strategic ChangesScope Ensure that changes are recorded, then evaluated, authorized, prioritized, planned, tested and implemented with documentation, and also reviewed in a very good controlled manner.Objective*70ActivitiesCreate and record request for changeAssess & Evaluate the ChangeAuthorizing the ChangeCoordinating Change ImplementationReview and close change recordsValue to BusinessReducing the Mean Time to Restore Services by more successful implementations.Implementing changes that meet the customers agreed service requirementsOptimizing CostPrioritize and respond to business and the customers change proposals MetricsBenefit of ChangeChange met customer requirements.Reduction in failed changes.Reduction in disruptions to servicesReduction in unauthorized changesReduced change related cost*71*72 Who RAISED the change? What is the REASON for the change? What is the RETURN required from the change? What are the RISKS involved with the change? What Resources are required to deliver the change? Who is RESPONSIBLE for the build, test and implementation of the change? What is the RELATIONSHIP between this change and other changes?*73 Members : Change Manager (Usually Chair Person) Specialist of Technical Consultants Manager of different departments Customers Users Third Party Representatives *74Create and Record Request for ChangeAssess & Evaluate the ChangeAuthorizing the ChangeCoordinating Change ImplementationReview and Close Change Records*75 Validate the Change & Initiator Register the Request for Change Logging with a unique number and with log comes registration in the CMS*75 Impact and effects of the change Impact on the business or infrastructure Effects on the business if changes are not implemented correctly*75 Levels of Authorization Looks at the Type, Size and Risk of the changes (May required authorization fro m CAB or Board of directors) Organizational Approach being used:Hierarchical VSFlatter StructuresAcceptance MeasuresAnticipated Business RiskFinancial ImplicationsScope of the Change (e.g. within the Sales service)*75 Authorized RFCs must be passed to the Change Builders(s). But best practice to do this in a formal way where tracking of the change is involved.Change Coordination is responsible for: Changes are implemented as scheduled Remediation procedures must be prepared anddocumented in advance. All changes must be thoroughly tested.*75 Post Implementation Review (PIR) Checking for any Incidents, Problems or Known Errors. Checking that : Business Requirements has been met. Business has not suffered due to undesirable effects. Planned Resources was optimally utilized Change was implemented on time and with the cost justified*75 Acceptation (cultural aspect) Incomplete registration in CMS Bureaucratic process Resistance to and bypass of Change Management process*75Gain control over the physical IT Infrastructure of the company.Principle of SACM Providing correct and accurate configuration information.GoalAssets in the inventory. Are all components identified, base lined and maintained.ScopeDefine and control the components of our service and our infrastructure and maintain accurate configuration information at all times.Objective*76*77ActivitiesManage and PlanConfiguration IdentificationConfiguration ControlStatus Accounting and ReportingVerification and AuditsValue to BusinessBetter forecasting and change planning.Incidents and problems resolved within Service Level Targets.Better adherence to standards.Identify cost for a service.MetricsIncreased quality and accuracy of configuration and asset informationBetter control over CIs.Maintenance scheduling improvements of assets lifespan.Reduction of unauthorized software used.Shorter audit because of better asset and configuration information*78Build, test and deliver the capability to provide the services specified by Service Design and thus fulfill the intended objectives.Principle of Release and Deployment ManagementDeploy releases into production and establish effective usage of the service to deliver value to customers.GoalRelease planning, building, testing and deployment.ScopeProtecting your live environment through following formal procedures.Objective*79*80ActivitiesPlanningBuilding and TestService Testing and PilotsPlan and prepare deploymentPerform transfer, deployment and retirementVerify DeploymentEarly life supportReview and close a deploymentValue to BusinessDeliver change, fast and at lower cost with min risk.Ensuring the new service can be utilized in a way that supports business goals.Improving consistency in the implementation approach.MetricsIncreased customer and user satisfactionBetter cost effectivenessBetter improved quality of the service*81Plan and implement a good structured validation and test process for IT ServicesPrinciple of Service Validation ManagementAssure that a service will provide great value the customer and their business.GoalService Quality and assuranceTest StrategyTypes of TestingLevels of TestingServices- New Vs ChangedScopeValidating that your services are FIT FOR PURPOSE. Thus meaning the service will deliver the required performance with desired constraints removed.Objective*82Activities.Plan and Design TestVerify Test Plan and Test DesignPrepare test environmentPerform TestEvaluate and ReportClosureValue to BusinessEstablish a degree of confidence that a new or any changed service will deliver the expected values and outcomes.MetricsCustomer SatisfactionSuccessful Testing and Service ValidationMore effective resources usage.Reduction of incidents linked to the new/changed service.*83Generic process that determines whether the performance of something is acceptable. Example : Value for MoneyPrinciple of EvaluationSet stakeholder expectations correctly.Provide accurate information to Change ManagementGoalActual performance Vs. Anticipated performance of a service.New Services.Existing ServicesScopeEvaluate the intended effects of a service change.Provide good quality outputs from the evaluation process.Objective*84*85Activities Evaluation Plan Understanding effects of intended change Understanding the unintended effect of a change Risk Management Evaluation ReportsValue to Business Specific effective evaluation will establish the delivered benefit in terms of resources and this will allow a better focus on value in future services for Change Management and Development.Metrics Customer Satisfaction Less incidents against the service Failed designs have been transitioned (0) Less time to perform a evaluation*86Ensure that the right information is delivered to the right place at the right time, to enable that person to make an informed decision.Principle of Knowledge ManagementEnable organizations to improve the quality of management decision making.GoalWhole lifecycle-wide process relevant to all lifecycle sectors. ScopeEnsuring that the staff have a clear and common understanding of the value that their services provide to customers.Objective*87Activities Knowledge Management Strategy Knowledge Transfer Data and Info Management Using a Service Knowledge Management SystemValue to Business Excellent way for individuals or teams of people to share information, data or knowledge about all aspects of the IT Service.Metrics Reduced time and effort required to support and maintain current services. Successful implementation of our new and old services.*88 Service Transition Manager Planning and Support Service Asset and Configuration Management and Change Performance and Risk Evaluation Management Service Knowledge Management Service Test Manager Release and Deployment Release Packaging and Build Deployment Early life support Build and test environment management*89 A CI is a component which is part of or related to the IT infrastructure, and under the control of Configuration Management.Configuration Item Holds all the information for CIs within the designated scope.Configuration Management System Secure library in which all authorized versions of CI media is stored and protected. Definitive Media Library Concerns itself with knowledge, as the name suggests.Service Knowledge Management System the process of changing from one state or stage to another. TransitionDay-to-Day at its best.Design, Develop and ImplementService StrategyDesign & DevelopService DesignDevelop & ImproveService TransitionDelivery & SupportService OperationCreating and Maintaining ValueContinual Service Improvement*90Service DesignRFCPossible Service IncidentsService Transition(Filtering)How service is utilizedHow service is deliveredHow service is deployedHow service is supportedService OperationService StrategyService ImprovementRFCRFCRFCRFCUsage guidelines, policies, and incentives to change utilization patterns Guidelines, policies, and information for Service Desk to support incidents RFC Design LimitationsCompensation resources and request for changeObjectives, policies, and guidelinesRFC = Request for Change*91 Deliver, Manage and Support services at the agreed levels for the business as well as the customer Also responsible for ongoing management of technology used to deliver and support services To obtain the agreed service levels we must look at: Processes Activities*92 Execution of all ongoing activities required to deliver and support services. The Scope Includes: The Services themselves (Whether external or Internal) Service Management Processes (From multiple lifecycle processes) Technology (Management of the infrastructure used to deliver the required services) People (Both consumer and provider)*93 Service Value is ModeledService Strategy Cost of the Service is Designed, Predicted and Validated.Service Design & Service Transition Optimization measures are identifiedService Improvement Upside Service Operation is where customers see the actual cost. Downside Few Organizations plan for the COST of ongoing management services.Service Operation*94 Achieving a balance in Service OperationExtreme focus on InternalExtreme focus on ExternalOrganization is out of balance and in danger of not meeting business requirementsOrganization is quite balanced, but tends to under-deliver on promises to the business1. Balancing between internal and external focusExternal ViewWay in which customers and users experience servicesDo not care or understand about technology used for managementOnly care about quality of serviceInternal ViewWay in which IT components and systems are managed to deliver servicesTechnology managed by multiple teams or departmentsFocused on achieving great performance and system availability *95 Achieving a balance in Service OperationBalancing between stability and responsiveness Extreme focus on StabilityExtreme focus on ResponsivenessOrganization is out of balance and in danger of ignoring changing business requirementsOrganization is quite balanced, but may tend to overspend on changeResStabilityTechnologyGrowth strategy based on analyzing demand on existing systemsExisting or standard technology is used to deliver IT Services.ResponsivenessOutput to the businessTechnology purchased for each new business requirementNew Dedicated technology is purchased for each new project.*96 Achieving a balance in Service OperationBalancing between Quality of Service and Cost of ServiceBalancing between reactive and proactiveExtremely ReactiveExtremely ProactiveOrganization is out of balance and not able to effectively support the business strategyOrganization is quite balanced, but tends to fix services that are not broken, resulting in higher levels of changeCost of ServiceQuality of Service (Performance, Availability, Recovery)ServiceRange of optimal balance between cost and quality*97 Achieving a balance in Service OperationProviding Services Staff must provide service to the businessStaff involvement in the lifecycle Important part of the lifecycleOperational Health Monitor the most vital components Communication Extremely important between It Teams and departmentsDocumentation Creating and maintaining a range of documentation*98Incident The Following functions and processes will be covered:ProcessesIncident Management Request FulfillmentProblem Management Event ManagementAccess ManagementFunctionsService DeskTechnical ManagementIT OperationsManagementApplication ManagementMonitoring and Control According to ITIL an incident is any event which disrupts or could disrupt an service.Incident Definition :Restore normal service operation as fast as possibleGoalAny event that disrupts or could disrupt a service. Reported by users or event management.ScopeMinimize Business ImpactRecord incidentsObjective*99ActivitiesLines of SupportRecordingCategorizationPrioritization Initial DiagnosisEscalationMatchingResolution & RecoveryClosureValue to BusinessLess downtime to businessIdentify potential improvements in services.Identify additional service or training requirements found in IT or businessMetricsTotal numbers of IncidentsSize of current incident backlogBreakdown of incidents at each stage (Logged, In progress, closed)Percentage of incidents handled within agreed response time*100Recording CategorizationPrioritizationInitial DiagnosisEscalationMatchingResolution and RecoveryClosureOwnership, Monitoring, Tracking & Communication*100 Should be fully logged with date and time stamp. All relevant information must be captured.Sources of IncidentsUsersApplications / SoftwareNetworking Hardware*100 Gather all additional information needed. Classify Incident by using a standardized coding scheme Example: By Category Hardware, Software, Network, Application Start Matching against Knowledge Bases Assign an initial priority to the incident Escalate using the appropriate structure in necessary *100IMPACT URGENCY PRIORITYImpact-Influence on the businessUrgency-Acceptable delay in time to the businessPriority-Business Impact + Business Urgency*100 Gather Additional Information Investigation of incident Diagnosis Escalation Process Functional Vs Hierarchical*100Hierarchical Escalation (Authority and Responsibility)Functional Escalation (Skills)Functional Escalation-1stLevel to 2ndLevel to 3rdLevel of Support-Much more need for technical expertHierarchical Escalation-Management Chain of Command Support-Where Service Level Agreements might be breached and we need to inform management to take corrective action.*100Match and Update Incident RecordKnown Error DatabaseProblem DatabaseIncident Database*100 Using further matching against the knowledge base Problem Database Known Error Database Implement Recovery Measures Examples: Reboot a server Format a PC Reinstall software Configure a router Update all incident records*100 Post Incident Review User signs off on incident Make sure the user is satisfied Complete Incident Documentation Recheck the incident lifecycle Recheck steps of lifecycle Formally close the incident *100Generic description for many different types of demands placed upon the IT Department by the users.Service Request Definition :Dealing with request for service in a timely fashion.GoalPlanned service requestScopeTo assist with general informationTo source and deliver the requested componentsGive information about availability of servicesObjective*101ActivitiesService SelectionFinancial ApprovalOther ApprovalFulfillmentClosureValue to BusinessReduces bureaucracy involved in requesting and receiving servicesReducing the cost of proving these services.Centralizing fulfillment increases the level of control over these services.MetricsTotal number of Service RequestBreakdown of service request at each stage (logged, in progress, closed)Average cost per type of service requestLevel of client satisfaction*102IncidentUnplanned event that disrupts businessExamples:Monitor brokenPC not respondingKeyboard/Mouse not respondingApplication not workingService RequestPlanned event for a change, due to a customer or user requestExamples:Printer is almost out of ink.Request for an application to be installed.Request for a better monitor with higher resolutionITIL defines a problem as the cause of one or more incidents where the root cause is unknown.Problem Definition : Reduce the impact that problems have on the business Goal Diagnosing the root cause of incidents Determining a resolution to problems.Scope Preventing problems and resulting incidents from happening, to eliminate recurring incidents and to minimize the impact of incidents that simply can just not be prevented.Objective*103ActivitiesDetection and LoggingCategorizationPrioritizationInvestigation and DiagnosisWorkaroundsKnown Error RecordsProblem Resolution and ClosureValue to BusinessHigher availability of IT ServicesHigher productivity of businessReduction in cost of resolving repeated incidentsMetricsTotal number of problems recordedAverage cost of handling a problemNumber of major problemNumber of known errorsBacklog of outstanding problems and the trend*104 Reactive Method Uses the method of Hit and Miss. Very slow way of doing problem detection. Pro-Active Uses the databases that are available first to try and identify the problem/known error. Also rather tries to prevent the problem before it occursGrant users right to use a service, and prevent non-authorized access.GoalAvailability ManagementInformation Security ManagementApplication ManagementScopeCan be summarized as the execution of policies and actions as found in security and availability management.Objective*105ActivitiesRequest AccessVerificationProviding RightsMonitor identity statusLogging and tracking accessRemoving or restricting rightsValue to BusinessMore effective control over confidentiality of informationAbility to audit use of systemsAbility to revoke rights to access MetricsNumber of requests for accessInstances of granted accessNumber of incidents requiring resetting of user accessNumber of incidents caused by incorrect access settings*106Detectable or discernible occurrence that has significance for the management of the IT Infrastructure or the delivery of IT services and the deviation it might cause to the servicesEvent Definition :Monitor all events to enable normal service operation within the business.GoalConfiguration ItemsEnvironmental conditions (smoke detection)Software license monitoring Security issues (intrusion detection)Normal Activities (server monitoring)ScopeDetecting events,Making sense of them,Determining the appropriate control action needed.Objective*107ActivitiesEvent ErrorsEvent NotificationEvent DetectionEvent FilteringEvent CorrelationEvent TriggerEvent ResponseEvent ClosureValue to BusinessMechanisms for early detection of incidentsAutomated activities can be monitored by exceptionProvides a basis for automated operationsMetricsNumber of events by categoryNumber of events by significanceNumber of events indicating performance issuesNumber of events caused by existing problemsNumber of events that resulted in incidents*108Single point of contact between the organization and the user.GoalRoleObjectivesCall Centre Vs Help Desk Vs Service DeskStructuresStaffing Management ReportsActivitiesRestore the state of normal service to the user as soon as possible.Objective*109 Provides single point of contact for: incidents, problems, questions, customer change requests, maintenance contracts ect Faster turnaround on customer or user request Reduce negative business impact Improve teamwork and communicationService Deskusers usersIT department*109 Call Centre Records calls only and does not provide a solution. Calls are routed to specialist departments. Help DeskRecords the calls, describes them in pretty general terms, but most calls are still immediately routed. Service Desk Records the calls, describes them in detail and tries to solve the calls with documented solutions. If not possible to solve the calls are usually routed to support teams*109 Single point of contact for all customers/users (First line support) Logging of all incidents or request Restoration of services whenever possible Customer Communication Incident Progress reports Agreed downtime communication*109 Local Service Desk Interactive with the user community Centralized Service Desk Multiple Sites connected to Single Central Service Desk Virtual Service Desk Support staff are not all located in the same geographical location Specialized Service Desk Access to Technical Specialist*109Customer Site 1Customer Site 2Customer Site 3Centralized Service DeskSecond Line SupportDesktop SupportNetwork SupportApplication SupportThird Party Support`*109Virtual Service DeskService Management DatabaseTCP/IP LANISDNWANSydneyRioNew YorkBonnCape Town Paris*109Service Desk ManagerManager overall service desk activitiesFurther escalation point for SupervisorAttend CAB (Change Advisory Board) Meetings.Service Desk SupervisorEnsuring staffing and skill levels are maintainedEscalation point for difficult callsProduction of management reportingService Desk AnalystsFirst-level supportTaking calls and handling the resulting Incidents or Service RequestSuper UsersFacilitating communication between IT and the business at the lower operational levelStaff Training for usersProviding support for minor incidents or extremely simple request fulfillments*109 % of incidents closed or solved by Service Desk Number of calls handled Average: Incident resolution time Answer time (Phone & Email) Cost per Incident or Request*109RolesCustodian of technical knowledge and expertise relating to IT InfrastructureProvides the actual resources to support ITSM lifecycle.ObjectiveTo participate and contribute to proper planning, implementing and maintaining of a Stable Technical InfrastructureExamplesNetwork TeamStorage TeamDesktop TeamServer Team*119RolesOperations ControlFacilities Management (Refers to the physical IT environment)ObjectivesMaintain StabilityBetter application of operation skills to reduce IT Operations failures.Improved service at a reduced costExamplesOperations ControlJob SchedulingBackup and RestorePrint Management*119Roles Custodian of technical knowledge and expertise Provides the resources to support the ITSM Lifecycle.ObjectivesEnsuring well designed, resilient and cost effective applications.Ensuring required functionality is available.Ensuring adequate technical skills is available to maintain applicationsSwift used of technical skillsExamples Application Managers Application Team Leaders Application Analyst*119Detectable or discernible occurrence that has significance for the management of the IT InfrastructureEventInfluence on the businessImpact Acceptable delay in time to the businessUrgency Business Impact + Business UrgencyPriority According to ITIL an incident is any event which disrupts or could disrupt an service.Incident ITIL defines a problem as the cause of one or more incidents where the root cause is unknown.Problem Generic description for many different types of demands placed upon the IT Department by the users.Service Request 1stLevel to 2ndLevel to 3rdLevel of SupportFunctional Escalation Management Chain of Command SupportHierarchical Escalation Day-to-Day at its best.Design, Develop and ImplementService StrategyDesign & DevelopService DesignDevelop & ImproveService TransitionDelivery & SupportService OperationCreating and Maintaining ValueContinual Service Improvement*110Service DesignRFCPossible Service IncidentsService Transition(Filtering)How service is utilizedHow service is deliveredHow service is deployedHow service is supportedService OperationService StrategyService ImprovementRFCRFCRFCRFCUsage guidelines, policies, and incentives to change utilization patterns Guidelines, policies, and information for Service Desk to support incidents RFC Design LimitationsCompensation resources and request for changeObjectives, policies, and guidelinesRFC = Request for Change*111How do we keep the momentum going?What is the vision?Where do we want to be?How do we get there?Did we get there?Where are we now?Business vision, mission, goals and objectivesMeasureable TargetsService & Process improvementMeasurements & MetricsBaseline Assessments*112 CSI and Organizational Change Ownership Role Definitions External and Internal Drivers The Deming Cycle Service Measurement Knowledge Management Benchmarks Governance Frameworks, models, standards and quality systems*113 Successful ITSM requires. Understanding of in which way the work is done Putting in place a program of change within the IT organization It involves the changing of people and the way they work.. Although people are not prone to change, the benefits must be explained to everyone to gain their support and the breaking of old habits. *113 Ownership through the CSI Manager and the following keys Accountability Success Rate Responsibility Ensuring Resources to support and enable CSI. Authority Ability to influence.*113ProductionCSI ManagerService ManagerService OwnerProcess OwnerProjectExecutive SponsorsProcess OwnersProcess Team MembersProject Manager*113InternalOrg StructuresCultureStaffingArchitectureExternalCustomersMarketsEconomicsCompetitorsStrengthThreatsWeaknessOpportunitiesSWOT Analysis*113Maturity/ Quality Level Consolidation of reached level (ISO 9000, ITIL)A PD CConstant Step By Step ImprovementQuality ObjectiveEffective Quality ImprovementTime*113 Discusses the Value to the Business Based upon 7-Step Improvement Process1. Define what should be measured.2 .Define what can be measured.3. Gather Data.4. Process the Data.5. Analyze the Data6. Present & use the information.7. Implement corrective action.Identify-Vision Strategy Goals.*1131. Define what should be measured.2 .Define what can be measured.3. Gather Data.4. Process the Data.5. Analyze the Data6. Present & use the information.7. Implement corrective action.Identify- Vision Strategy Goals.*113 Operational Management could serve as an input to Tactical Management. Tactical Management could serve as a input to Strategic Management in the constant goal to improve.Operational ManagementTactical ManagementStrategic Management*113 Identify and Link the following : Corporate Vision, Mission, Goals and Objectives IT Vision, Mission, Goals and Objectives Critical Success Factors Service Level Targets Job Description for IT Staff*113 Data Collection Tools Service Management Tools Reporting Tools Modeling Tools Identify All Available Data Sources Reports & Databases Utilized Processes Procedures*113 Step of Gathering the Data Data is gathered based upon goals and objectives identified. Raw data and conclusions are not drawn yet.*113 4 Questions: What is the frequency of processing the data? What format is required for the output? What tools and systems can be used for processing the data? How do we evaluate the accuracy of the processed data?*113 Information is analyzed to identify service Gaps Trends Impact on the business. Thus analyzing information so that targets can be met, and in case of problems corrective action can be planned.*113 Taking our knowledge & information and turning it into wisdom. Three distinct audiences: The Business Senior IT Management Internal IT*113 Knowledge gained is used to. Optimize Improve Correct Services. Corrective action is now implemented through Service Strategy, Service Design, Service Transition and Service Operation.*113 DIKW(Data, Information, Knowledge and Wisdom) Model.*113 Benchmarking is a process in which organizations evaluate their processes in relation to best practices. Benchmarking serves as. As a Lever As a steering instrument As a improvement opportunity As a quick and inexpensive way to improve the organization. *113 Framework that covers Corporate Governance and Business Management Governance.Enterprise Governance Corporate fairness, Transparency and Accountability.Corporate Governance Control over the IT Service LifecycleIT Governance*113FrameworksITILCOBITPMBOKPRINCE2ModelsCMMICMMeSCMStandardsISO/IEC 20000ISO/IEC 27001ISO/IEC 177799ISO/IEC 19770Quality SystemsSix SigmaLean Six Sigma *113 Service Manager Service Owner Service Level Manager CSI Manager Process Owner Process Managers Customers Business IT Analyst Senior IT Managers*114 Responsible for management of very complex projects in order to achieve objectives and strategies and striving towards leadership in the global marketplace. Global product/service experts. Service Cost Management Management of conflicting objectives *114 Responsible for the success of all improvement activities. Responsibilities: Development of CSI Domain Ensuring CSI roles have been filled Ensure monitoring tools are in place for gathering data Works with Service Owner and Service Level Manager. Ensures knowledge management is a integral part of all the day-to-day operations.*114Responsible for executing the taskResponsibility Accountable for the final resultAccountable Consulted about the task to provide additional information.ConsultedNeeds to be kept up-to-date on activities/tasks.Informed *115Knowledge should be gained to be able to enable wisdomKnowledge ManagementStrengthWeaknessOpportunityThreatsSWOT AnalysisResponsibility AccountabilityConsultedInformedRACI ModelComparing services against a baseline or best practice.Benchmark