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SERVICE LIFECYCLE
Service Strategy: Activities•Defining the Market•Development of strategic assets•Development of offer•Preparation of implementationService Strategy Process:•Financial Management•Demand Management•Service Portfolio
Service Design: Activities•Developing of requirements•Data and Info management•Application managementService Design Process:•Service Catalogue Management•Service Level Management•Capacity Management•Availability Management •Service Continuity Management•Info Security Management•Supplier Management
Service Transition: Activities•Transition Planning & Support•Service Validation and Testing•Evaluation•Stakeholder ManagementService Transition Process:•Change Management•Service Asset and Config Mgmt•Release and Deployment Mgmt•Service Knowledge Management
Service Operation: Activities•IT Operation•Monitoring and ControlService Operation Process:•Event Management•Incident Management•Problem Management•Request Fulfillment•Access Management
INPUT AND OUTPUT OF SERVICE LIFECYCLE STAGES
3 Service Transition
1 Service Strategy
2 Service Design
4 Service Operation
5 Continual Service Improvement
Agenda
SERVICE TRANSITION
Concepts
- V Model
- Configuration Item (CI)
- Configuration Management System
- Service Knowledge Management System
- Definitive Media Library
Processes
- Change Management
- Service Asset and Configuration Management
- Release and Deployment Management• - Knowledge Management
Not IN SCOPE Processes
- Transition Planning And Support
- Service Validation And Testing
- Evaluation
-
SERVICE TRANSITION “V- MODEL”
Internal & ExternalSuppliers
Service ComponentBuild & Test
DefineCustomer/Business
Requirements
Validate ServicePackages, Offerings
and contracts
DefineService
Requirements
DesignServiceSolution
DesignServiceRelease
DevelopServiceSolution
ServiceAcceptance
Test
ServiceOperational
Readiness Test
ServiceRelease package
Test
ComponentAnd Assembly
Test
5a 5b
1a
2a
3a
4a
1b
2b
3b
4b
Level ofConfiguration and
Testing
Baseline PointBL
KEY
Level 1
Level 2
Level 3
Level 4
Level 5
Deliveries fromInternal and
External suppliers
Service review Criteria/Plan
•Contract, Service package, SLP, SPI
Service Acceptance Criteria/Plan
•SLR•Draft SLA
Service Operation Criteria/Plan
SDP including:•Service Mode•Capacity and resource plans
Service release Test Criteria/Plan
•Release Design•Release plan
*ET
SERVICE ASSET AND CONFIGURATION MANAGEMENT(SACM) PROCESS
Objectives
For service assets, configuration items, and (where appropriate) customer assets
Protect integrity throughout their lifecycle
Provide accurate information to support business and service management
Establish and maintain a Configuration Management System
As part of an overall Service Knowledge Management System
Basic Concepts
Configuration Item (CI)
Any Item that needs to be managed in order to deliver an IT Service.
Terms associated with CIAttribute, CI Level (level of details as desired by business), Status reporting (reporting about the current and historical status about CI), Configuration baseline
CI information is recorded in the Configuration Database in an Configuration Management System
CI information is maintained throughout its Lifecycle by Configuration Management\
All CI’s are subject to Change Management control
CMDB (Configuration Management Database): A DB to store Configuration record throughout their life cycle.
*ET
SACM– KEY CONCEPT
SACM Configuration Items Categories
Service Lifecycle CI’s Business case, plan, design package, release and change plans, test plans.
Service CI’s Service Models, Service Package, Release package, Service acceptance criteria. Service assets (process, knowledge, people, information, applications, infrastructure, financial
capital) typically holds details such as supplier, cost, purchase date, renewal date for licenses,
maintenance contracts and related information)
Organization CI’s – regulatory policies, etc.Internal CI’s and External CI’s(3rd party services)
CI’s typically include
IT services
Hardware
Software
Buildings
People
Formal documentation such as process documentation and SLA’s.
*ET
SACM IN THE ITIL CONTEXT
9
SACM OVERVIEW
MISSION
SCOPE
PROCESSConfiguration Management depicts a logical reproduction of the IT infrastructure and administrates its physical and virtual assets
Supplies information about the IT infra structure for
All other ITSM processes
The IT Management
Benefits Legal compliances easy to be fulfilled Detailed information for all other ITSM
processes available. Support of impact and risk analyses for
changes and trend analyses of problems Lower error risk in case of changes Support for budgeting Basis for Service Level Management
SACM ACTIVITIES
CONFIGURATION MANAGEMENT SYSTEM (CMS)
Information about all Configuration Items
CI may be entire service, or any component
Stored in 1 or more databases (CMDB’s)
CMS stores attributes
Any information about the CI that might be needed
CMS stores relationships
Between CI’s
With incident, problem, change records etc.
CMS has multiple layers
Data sources and tools, information integration, knowledge processing, presentation.
SACM LOGICAL MODEL
Authentication
E - Banking E - Sales
ApplicationUser
Experience
BusinessLogic
Availability
Application
BusinessLogic
UserExperience
Availability
ApplicationInfrastructure
Data-centreNetwork
Messaging Data services Web services Web services Data services Messaging
NetworkTopology
NetworkService
Service
SLA SLA
ApplicationInfrastructure
Hierarchy and Relationships between CI’s
DEFINITIVE MEDIA LIBRARY (DML)
Master copies of all software assets
In house, external software house, COTS (Commercial Off the Shelf)….
Scripts as well as code
Management tools as well as applications
Including licenses
Quality Checked
Complete, correct, virus scanned…
The only source for build and distribution
This is physical location, while CMS holds information about software assets & form logical part of DML.
*ET
DML AND CMDB RELATIONSHIP
CMDBElectronicCls
ReleaseRecord
Information about the Cl’s
Build new Release
Test new ReleaseImplement new release
Distribute new Release toLive locations
Physical CI’sDML
CHANGE MANAGEMENT PROCESS
Objectives and purpose Respond to changing business requirements
Respond to Business and IT request to align services with business needs
Minimize impact of implementing changes
Reduce incidents, disruption and rework
Optimize business risk
Implement Changes successfully
Implement changes in times that meet business needs
Use standard processes
Record all changes
Scope
Addition, Modification or Removal of - any Service or Configuration item or associated documentation
Including - Strategic, Tactical and Operational changes Excluding Business strategy and process
Excluding – Business Strategy & process and anything documented as out of scope
CHANGE MANAGEMENT IN THE ITIL CONTEXT
CHANGE MANAGEMENT
MISSION SCOPE
PROCESS
Change Management is a critical successor for companies. It manages and controls the permanent change of business requests to the IT.
Efficient and economical implementation of authorized changes with maximum risk prevention for existing or new IT services.
Benefits Less impairment of IT and business
through changes Reliable cost forecast Fewer faulty changes Less incidents with business applications Better communication with customers Valuable management information Higher productivity of users and IT
CHANGE - ACTIVITIESU
pd
ate
Ch
an
ge
s A
nd
Co
nfig
ura
tion
In C
MS
Create RFC
ChangeProposal
(Optional)
Authorize ChangeProposal
EvolutionReport
Record The RFC
Review The RFC
Assess And EvaluateChange
AuthorizeChange
Plan Updates
Co-ordinate ChangeImplementation **
Review And CloseChange Record
Work Orders
Work Orders
Requested
Ready For Evaluation
Ready For Decision
Authorized
Scheduled
Implemented
Closed
Initiator
ChangeManagement
ChangeAuthority
ChangeManagement
ChangeManagement
** Includes Build And Test The Change
CHANGE – BASIC CONCEPTS
Change types
Normal Changes
Types are specific to the organization
Type determines what assessment is required
Standard Changes
Pre-authorized with an established procedure
Emergency changes
Business critically means there is insufficient time for normal handlings, should use normal process but speeded up.
Change, configuration, release and deployment Should be planned together
Should have coordinated implementation
Remediation plans Every change should have a backout plan
Sometimes a change can’t be backed out
Must still have a plan for what to do
CHANGE MANAGEMENT
Relationship with Capacity, Configuration and Release Management
Change Change ManagementManagement
Assesses Impact
Change Change ManagementManagement
Authorizes Change
Release Release ManagementManagement
Controls release of new version of software or
hardware if required to implement
changeCapacity Capacity
ManagementManagement
Assesses impact on
Business & IT Performance
Configuration Configuration ManagementManagement
Identifies areas impacted
Configuration Configuration ManagementManagement
Updates Records
CHANGE – ROLES
Change Manager
Process owner- Ensures that process is followed
Usually authorizes minor changes
Coordinates and runs (chairs) all CAB & ECAB meetings
Produces change schedule
Coordinates change / built / test / implementation
Reviews / Closes Changes
Change Advisory Board (CAB)
Support the Change manager
Consulted on significant changes
Business, users, application / technical support, operations, service desk, capacity, service continuity, third parties…
Emergency CAB (ECAB)
Subset of the standard CAB
Membership depends on the specific change.
*ET
CHANGE – KEY METRICS
Compliance
Reduction in unauthorized changes
Reduction in emergency changes
Effectiveness
Percentage of changes which met requirements
Reduction in disruptions, defects and re-work
Reduction in changes failed / backed out
Number of incidents attributable to changes
Efficiency
Benefits (Value compared to cost)
Average time to implement (by urgency / priority / type )
Percentage accuracy in change estimates
RELEASE MANAGEMENT
Owner: Release Manager
Goal: Plan and Oversee rollout of Hardware and Software
Inputs: Business needs, RFC’s,
Actions: Plan, Design, Build, Communicate, configuration, Testing, Scheduling
Outputs: updates to CMDB, documentation
Roles: Release manager
Responsibilities: Plan, design, build, test, implement roll out
Service Support Consider both technical and non-technical aspects of release..
RELEASE MANAGEMENT IN THE ITIL CONTEXT
RELEASE MANAGEMENT
MISSION SCOPE
PROCESS
Release Management is the „change implementer“ and furthermore responsible for backing up authorized software and its deployment in productive and remote IT systems.
Definition of release policies Controlling of SW development Managing of service releases Soft and HW Audits via CMDB Deployment of SW, HW and CI‘s Control of definite sw library / definite
HW store
Benefits Centralized deployment of consistent SW Finding and elimination of incorrect SW
versions Guaranteed SW quality Error prevention with coordinated releases SW stored in a secure place SW for regions can be centrally assembled
and controlled Little risk of illegal SW Little risk of viruses and SW hacks Baseline and secure SW versions for
recovery
RELEASE AND DEPLOYMENT – BASIC CONCEPTS (1 OF 2)
Release Unit
CIs that are normally released together
Typically includes sufficient components to perform a useful function. For example
Fully configure desktop PC, payroll application
Considerations include
Ease and amount of change needed to deploy
Resources needed to build, test and deploy
Complexity of interfaces
Big bang versus Phased approach
- Phased approach can be by users, locations, functionality….
Push versus Pull deployment
Automated versus manual deployment
Release Package
Single release or many related releases
Can include hardware, software, utility, warranty, documentation, training…
RELEASE AND DEPLOYMENT – BASIC CONCEPTS (2 OF 2)Release And Deployment Models define:
Standard approach for a release
Overall structure for building the release
Exit and entry criteria for each stage
Build and test environments to use
Roles and responsibilities
Configuration baseline model
Template schedules
Release and deployment steps
Supporting systems
Handover activities
KNOWLEDGE MANAGEMENT PROCESS(KM)
“The process responsible for gathering, analyzing, storing and sharing knowledge and information within an organization.
The primary purpose of Knowledge Management is to improve efficiency by reducing the need to rediscover knowledge.”
Objectives:
enables service providers to be more efficient, improve quality of service, increase customer satisfaction and reduce cost of service.
ensure common understanding among the staff.
SERVICE KNOWLEDGE MANAGEMENT SYSTEM (SKMS)
Presentation Layer
Knowledge Processing Layer
Wisdom - Ability to make decision
InformationIntegration
Layer
Service Knowledge Base
Configuration Management System
Data andInformation CMDB
DMLCMBD
3 Service Transition
1 Service Strategy
2 Service Design
4 Service Operation
5 Continual Service Improvement
Agenda
SERVICE OPERATION
Processes:• Event Management• Incident Management• Request Fulfillment• Problem Management• Access Management
Functions:• Service Desk• Technical Management• IT Operations Management• Application Management
SERVICE OPERATIONS FUNCTIONS
Service Desk
IT Operations Management
Operations ControlFacilities Management
TechnicalManagement
Application Management
*ET
SERVICE DESK
Primary point of contact for end-user.
Deals with all user issues (incidents, requests, standard changes)
Coordinates actions across the IT organization to meet user requirements
Different options (Local, Centralized, Virtual, Follow-the-Sun, Specialized groups)
Exact nature, type, size and location of a service desk will vary depending upon type of business, no. of users, geography, complexity of calls, scope of services and many other factors, but in alignment to customer and business requirements.
Objectives:
Logging, categorizing incidents, service requests and standard changes.
First line investigation and diagnosis.
Communication with Users and IT staff.
Closing of all calls (initiated from Service Desk).
Customer Satisfaction (surveys)
SERVICE DESK (FUNCTION)
MISSION SCOPE
PROCESS
Service Desk acts as interface function between IT organization and end user. It represents the IT organization to the public.
Service Desk warrants the accessibility of IT organization for end users. It operates as a SPOC (single point of contact)
Benefits Better user/customer satisfaction through
centralized availability (SPOC) and fast help
Efficient resource assignment Analyses of requests and incidents for
service quality increase Information to problem management Information to users increases IT
acceptance Information to management proving
the value of IT to business processes
Introduction Service Support Service Delivery ISO 20K Requirement Q & A
SERVICE DESK METRICS
Periodic evaluations of health, maturity, efficiency, effectiveness and any opportunity to improve Service Desk operations.
Realistic and carefully chosen call count – total number of call is not itself good or bad performance indicator. Eg. Release of new system may result in sudden increase in Service Desk calls does not indicate bad performance of Service Desk.
Example metrics could be :− First –line resolution rate.− Average time to respond & resolve (&/or escalate) an incident.− Total costs for period divided by total call duration minutes (an input metric
for chargeback policy- Average costs incurred for Service Desk)− Number of calls broken down by time of day and day of week, combined with
average call-time.
EVENT MANAGEMENT
Objective
Detect Events, make sense of them, and determine the appropriate control action.
Event Management is the basis for Operational Monitoring and Control (compares actual performance or behavior against design standards and Service Level Agreements.)
Event
“ An alert or notification created by any IT Service, Configuration item or monitoring tool. For example a batch job has completed.”
Events typically require IT Operations personnel to take actions, and often lead to incidents being logged.
Events Management“The process responsible for managing Events throughout their Lifecycle, i.e occurrence, detection, filtering, triggering some kind of action if necessary, review and close.”
Alert“Something that happens that triggers an event or a call for action or human intervention after the event is filtered.”
*ET
EVENT MANAGEMENT – LOGGING & FILTERING.
Filter
Event
Exception
Warning
Information
EVENT MANAGEMENT – MANAGING EXCEPTIONS.
Exception
Incident Management
Incident/Problem/Change
Incident
Problem
RFC
ProblemManagement
ChangeManagement
EVENT MANAGEMENT – INFORMATION & WARNINGS.
Auto Response
Do any one orCombination of…….
Warning
Incident/Problem/Change
Problem
RFC
Incident
Information Log
Alert HumanIntervention
EVENT MANAGEMENT – ROLES
Event Management roles are filled by people in the following functions
Service Desk
- involved when an event requires some response that is within the scope of Service Desk’s defined activity. Eg. Notify a user that a report is ready.
Technical Management and Application Management
- during Service Design, they may classify Events, correlate engines, ensure auto responses.
- during Service Transition, they will test services to ensure that Events are properly generated.
- during Service Operation, they perform Event Management for systems.
- Involved in dealing with Incidents and Problems related to Events
IT Operations Management
- generally the first-line response team, where operators for each area will be tasked with monitoring Events, responding as required, or ensuring that incidents are logged as appropriate.
*ET
INCIDENT MANAGEMENT IN THE ITIL CONTEXT
42
INCIDENT MANAGEMENT
Objective
To restore normal service operations as quickly as possible and minimize adverse impact on the business.Scope
Managing any disruption or potential disruption to live IT services.
Incidents are identified• Directly by users through the Service Desk• Through an interface from Event Management to incident Management tools• Reported and / or logged by technical staff.
Basic ConceptsAn Incident• An unplanned interruption or reduction in the quality of an IT Service.• Any event which could affect an IT Service in the future is also an incident
Timescales – as agreed for all incidents responses & resolution targets based on priority in SLA.
Incident Models – Standard Incidents , Major Incidents: agreed, defined and mapped on overall incident prioritization system.
INCIDENT MANAGEMENT - ACTIVITIES
Is Major Incident ?
Service Desk Technical Staff Event Management Problem Management
Incident Identification
Incident Logging
Incident Categorization
Incident Prioritization
Initial Diagnosis
Investigation & Diagnosis
Resolution & Recovery
Incident Closure
Functional Escalation
Service Request ?
Functional EscalationNeeded ?
Request Fulfillment Process
End
Hierarchic Escalation ?
Major Incident Mgmt.
Mgmt. Escalation
Yes
Yes
YesYesYes
No
No
No
No
INCIDENT MANAGEMENT
MISSION
SCOPE
PROCESS
Incident Management registers, categorizes, prioritizes and tracks all incidents, requests and orders of customers and users, with the objective to solve them as fast as possible.
Service recovery as fast as possible
with minimal impact on users
Managing incidents during their entire life cycle
Supporting business activities
Benefits Shorter reaction and recovery time Better customer orientation Early recognition of problem areas Less incidents with business applications Higher availability of IT services Better management information about
service quality Knowledge about maturity of business app.
Introduction Service Support Service Delivery ISO 20K Requirement Q & A
INCIDENT MANAGEMENT – KEY METRICS
Total number of incidents (as a control measure)
Breakdown of incidents at each stage (for example, logged, WIP, closed, etc.)
Size of incident backlog
Mean elapsed time to resolution
% resolved by the Service Desk (first-line fix)
% handled within agreed response time
% resolved within agreed Service Level Agreement target
No. and % of Major Incidents
No. and % of incident correctly assigned
Average cost of incident handling
INCIDENT MANAGEMENT – ROLES
Incident Manager
Monitoring & driving the efficiency & effectiveness of Incident Management process.
Managing work of Incident support staff (first and second line support).
Managing Major incidents.
Super Users
Facilitate communication between IT and Business at operational level.
Provide support for minor incidents and simple request fulfillment.
First-Line Support
Usually Service Desk Analysts
Second-Line Support
Third-Line Support (Network & Voice Support, Server & Desktop Support, Application Support, Database Support, Hardware maintenance engineers, Environmental Equipment Suppliers).
REQUEST FULFILLMENT
Objectives
To provide a channel for users to request and receive standard services for which a pre defined approval and qualifications process exists.
To provide information to users and customers about the availability of services and the procedure for obtaining them.
To source and deliver the components of requested standard services (for example licenses and software media)
To assist with general information, complaints or comments.
Basic Concepts:Service Request
“A request from a user for information or advice, or for a Standard Change. For example To reset a password, or to provide standard IT Services for a new User.”
Request Model
Frequently occurring requests can be pre-approved and agreed to follow defined a process.
*ET
SELF HELP
Significant opportunity to:-Improve responsiveness-Reduce costs-Extend hours of service-Improve quality
Web based front endmenu driven shopping
Card experience
Incident Management
Request Fulfillment
Change Management
Deployment
Access ManagementAsset orCMDB
*ET
REQUEST FULFILLMENT - ROLES
Roles:
Not usually dedicated staff
Service Desk Staff
Incident Management staff
Service Operations teams
PROBLEM MANAGEMENT IN THE ITIL CONTEXT
Introduction Service Support Service Delivery ISO 20K Requirement Q & A
PROBLEM MANAGEMENT
Objectives To prevent problems and resulting incidents from happening To eliminate recurring incidents. To minimize the impact of incidents that cannot be prevented.
Basic Concepts • Problem - The cause of one or more incidents• Problem Models• Workaround• Known Error – advantage to record even before diagnosis is complete.• Known Error Database – workarounds may be placed here even when permanent solution
was not approved.• Reactive Problem Management
o Resolution of underlying cause/cause’s o Covered in Service Operation
• Pro-active Problem Managemento Prevention of future problemso Generally undertaken as part of CSI
*ET
*ET
REACTIVE PROBLEM MANAGEMENT PROCESS WORKFLOW
Service Desk Event Management Incident ManagementProactive Problem
ManagementSupplier or Contractor
Problem Detection
Problem Logging
Categorization
Prioritization
Investigation & Diagnosis
Workaround?
Create known Error Record
Change Needed?
Resolution
Closure
Major problem?
End
Major Problem Review
CMS
Known ErrorDatabase
Change ManagementYes
No
PROBLEM MANAGEMENT
MISSION
SCOPE
PROCESS
Problem Management analyses all incidents with a special view on their main causes. Based on this information the recommendation of changes is supported by problem management.
Stabilisation of services by
Recognition of incident causes
Initiation of changes
Trend analyses
2nd and 3rd level support for incidents.
unknown error
Request for Change
Problem control
• Identification and Recording• Classification• Resource Allocation• Diagnosis & Analyses• Definition Known Error
Error control
• Identification of Known Errors• Solution for KE• Recording of Solution• Closing KE
Benefits Higher availability and less interruption of
IT services by incident prevention Proactive analyses to prevent „cross-
system“ incidents Minimizing the effects of system failures Number and severity of known errors as
criteria for investment decisions Better training for, and communication with
users and customers
Introduction Service Support Service Delivery ISO 20K Requirement Q & A
PROBLEM MANAGEMENT – ROLES
Problem Manager
− co-ordinates all problem management activities, liaison with all problem resolution groups to ensure swift resolution of problem within SLA targets.
− Owns & protects Known Error Database
− Gatekeeper for inclusion of all Known Errors & management of search algorithms /key words.
− Formal closure of Problem records.
− Documenting and follow-up review for Major Problems.
Supported by technical groups− Technical Management− IT Operations− Application Management− Third-party Suppliers
*ET
ACCESS MANAGEMENT
Objectives Granting authorized users the right to use a service Preventing access by non-authorized users
Basic Concepts• Access – level of access that user is entitled to use• Identify – uniquely identify user that avails the access.• Rights – privileges assigned (R, W, M, X, D)• Service or Service Groups – efficient way is to assign membership to group to access
specific service.• Directory Services – tool for managing accesses and rights.
Roles - Not usually dedicated staff• Access management is an execution of Availability Management and Information Security
Management• Service Desk Staff• Technical Management Staff• Application Management Staff• IT Operations staff
TECHNICAL MANAGEMENT
The groups, departments or teams that provide technical expertise and overall management of the IT infrastructure.- Custodians of technical knowledge and expertise related to managing the IT
infrastructure.- Provide the actual resources to support the IT Service Management Lifecycle.- Perform many of the common activities already outlined- Execute most ITSM processes
Objective Design of resilient, cost-effective infrastructure configuration. Maintenance of the infrastructure Support during technical failures.
Roles• Technical Managers• Team Leaders• Technical Analysts / Architects• Technical Operator
IT OPERATIONS MANAGEMENT
Objectives
Maintaining the “status quo” to achieve infrastructure stability
Identify opportunities to improve operational performance and save costs
Initial diagnosis and resolution of operational incidents
RolesIT Operations Manager Shift LeadersIT Operations Analysts IT Operators
The department, group or team of people responsible for performing the organization’s day-to-day operational activities, such as:Console Management Job SchedulingBackup and Restore Print and Output managementPerformance of maintenance activities Facilities Management
Operations Bridge Network Operations Center
Monitoring the infrastructure, applications and services
APPLICATION MANAGEMENT
Manages Applications and Provides resources throughout their Lifecycle
Performed by any department, group or team managing and supporting operational Applications
Role in the design, testing and improvement of Applications that form part of IT Services
Involved in development projects, but not usually the same as the Application Development teams
Custodian of expertise for Applications
Guidance to IT Operations ManagementObjectives
Well designed, resilient, cost effective applications.
Ensuring availability of functionality.
Maintain operational applications.
Support during applications failures.RolesApplication Manager / Team leadersApplication Analyst / ArchitectNote: Application Management team are usually aligned to the applications they manage.
3 Service Transition
1 Service Strategy
2 Service Design
4 Service Operation
5 Continual Service Improvement
Agenda
CONTINUAL SERVICE IMPROVEMENT (CSI)
Successful CSI requires organizational change, this presents challenges to change people & work culture and break out old work practices.
CSI Model
Measurement and metrics.
7 – Step Improvement Process.
CSI Roles:
- Service Manager - CSI Manager.
CONTINUAL SERVICE IMPROVEMENT MODEL
How do we keepthe momentum
going?
What is the Vision?
Where are weNow?
Where do weWant to be?
How do weget there?
Did weget there?
Business Vision, Mission,Goals And Objectives
BaselineAssessments
MeasurableTargets
Service And ProcessImprovement
Measurement AndMetrics
*ET
WHY DO WE MEASURE?
To Validate
Strategic Vision
Your Measurement Framework
To Justify
Factual Evidence
To Invest
Changes,corrective actions
To Direct
Targets and Metrics
*ET
TYPES OF METRICS
Technology metrics: typically components and applications
For Example:− Performance− Availability
Process metrics: Critical Success Factors (CSFs), Key Performance Indicators (KPIs), activity metrics for ITSM processes
Service metrics: end-to-end service metrics
THE 7 STEP IMPROVEMENT PROGRAM
Goals
Wisdom
Knowledge Data5. Analyze the dataRelationships, trends,According to the plan,Target met, correctiveAction?
Identify-Vision-Tactical goals-Operational goals
1. Define what youshould measure
4. Process the data.Frequency,Format, system,accuracy
6. Present and useThe information assessmentSummary action plan, etc.
3. Gather the data. Who, How, When. IntegrityOn the data
7. ImplementCorrectiveAction.
2. Define whatYou can measure
Information
*ET
THANK YOU FOR YOUR ATTENTION !
Your questions and commentsare most welcome !