1.

Intro 3
2. SM as a practice
3. SD principles
4. SD processes

1. Overview 19 Service Design 2 5. SD technology-related activities

2. Service Management as a practice 6. Organizing for SD

3. Service strategy principles 7. Technology considerations

4. Service Strategy 8. Implementing SD

5. Service economics Service Strategy 18 9. Challenges, CSFs and risks

6. Strategy and organization

7. Strategy, tactics and operations
8. Technology and strategy 1. Intro
9. Challenges, CSFs and risks 2. SM as a practice
3. SO Principles
ITIL V3 1 4. Service Operation processes
Core
5. Common Service Operation activities
6. Organizing for Service Operation
7. Technology Considerations

Service Operation 5 8. Implementing Service Operation

1. Intro 17 9. Challenges, CSFs, and Risks
2. SM as a practice AA Complementary Industry Guidance
3. CSI Principles AB Communication in SO
4. CSI Processes AC Kepner and Tregoe
5. CSI methods and techniques Continual Service Improvement 16 AD Ishikawa Diagrams
6. Organizing for CSI AE Detailed Description of Facilities Management
7. Technology considerations AF Physical Access Control
8. Implementing CSI
9. Challenges, CSFs and risks

1. Intro 14
2. SM as a practice
3. ST principles
4. ST processes

Service Transition 13 5. ST common operation activities

6. Organizing for ST
7. Technology considerations
8. Implementnig ST
9. Challenges, CSFs and risks
Notes
1) ITIL V3 Core

2) Service Design
Designing services, from technical and business perspective:

A guide to developing services and Service Management. The framework

assists in development of valuable, recoverable customer services with
achievable levels, standards, and

regulations. The design guidance processes service strategies into a catalog

of managed services.

3) 1. Intro
Designing services, from technical and business
perspective.

4) Service Catalogue Management

Purpose: To provide a single source of consistent
information on all of the agreed services, and ensure
it"s widely available to those who are approved to
access it.

Goal: To ensure that a Service Catalog is produced and

maintained, containing accurate info on all operational
services and those preparing to be run operationally.

Objective: to manage the information contained within

the Service Catalog and to ensure that it is accurate
and reflects the current details, status, interfaces and
dependancies of all services that are being run, or are
in preparation to run in the live environment.

4.1.2 Scope

To provide and maintain acurate info on all services in

transition to production.

Activities should include:

Service definition

Production and maintenance of the accurate SC

Interfaces, dependancies and consistency

between the Srv. Catalogue and S. Portfolio

Interfaces and dependancies between services

and supporting services from SC and CMS

Interfaces and dependancies between all

services, and supporting components and CIs
from SC and CMS
4.1.3 Value to the Business

SC is a single source of consistent information on all of

the provided IT services. All areas of business can view
an accurate, consistent picture of IT services, their
details and status. It contains a Customer View of
services, how they should be used, business proces
they enable and QOS that the Customer can expect
dor each of them.

4.1.4 Policies, principles and basic concepts

Service Portfolio should include all the future

requirements for services.

Service Catalogue should include all pending and

current services, with the summary of their
characteristics, and details of the customers and
maintainers of each.

Policies should be developed for Service Portfolio and

for Service Catalog: recorded details, statuses, and
responsibilities.

Service Catalog Aspects:

Business Service Catalog – A customer view:

IT services delivered to the customer, including
relations to business units and business
processes it supports.

Technical Service Catalog – IT Services

related to customer – related with
infrastructure: supporting and shared services
and CIs that support the provision of service.
This view should not be presented to a
customer.

4.1.5 Activities, methods and techniques

Agreeing and documenting a service definition

with all relevant parties.

Interfacing with Service Portfolio Management

to agree the contents of SP and SC.

Production and maintainance of SC in

conjunction with SP.

Interface with business and ITSCM on the

relations of business units and processes with
IT Services, therefore with contents of the
Business Service Catalogue

Interface with support, suppliers and Config

Management on relations contained in Technical
Service Catalogue.

Interface with Business Relationship

Management and SLM to ensure that info
(which info?) is aligned with the business and b.
processes

4.1.6 Trigers, inputs, outputs and interfaces

Inputs:
Busines and IT strategy, plans, financial plans,
current and future requirements from Service
Portfolio

Business Impact Analysis (impact, priority and

risk related to each service or changes to svc.
requirements)

Business requirements: info on agreed, new or

changed business reqs from Service Portfolio

Service Portfolio

CMS

Feedback from all other processes

Triggers are changes in business reqs & services,

consequently RFCs and ChM process. In the end, new
services will be introduced, existing will be changed or
retired.

Outputs:

Definition of the service documentation &

agreement

Updated data on services and service

requirements in Service Portfolio

Updated data on live services in Service Catalog.

4.1.7 Information management

Main information is in Service Catalogue.

Main input for the Catalogue is from Service Portfolio

and the business (BRM or SLM)

SC information has to be maintained through Change

Management process.

4.1.7 KPIs

Two most important:

Percentage of live services recorded and

managed in Service Catalog

Number of variances between the SC info and

live services

Others:

Percentage increase in completenes of Business SC

against operational services (business users"
awareness of the provided services)
IT Staff awareness of the technology which
supports the services:

Percentage increase in completenes of

Technical SC against supporting IT
components

Percentage of tickets without the

appropriate service info (SD awareness)

4.1.9 Challenges, CSFs and Risks

Major challenge is to maintain the accurate SC as a

part of SP and CMS and SKMS.

This is a cultural issue, so it has to be propagated

that SC and SP are essential points of info and that
everyone has to use, audit and maintain them.

CSFs:

Accurate SC

Business users awareness of the provided

services

IT staff awarenes of the technology

supporting the services

Risks:

Data inaccuracy in SC and not being under

Change control

Poor acceptance of the SC

Inaccurate input data from SP, business or IT

Inadequate Tools and Resources

Poor access to accurate Change M. info and

processes

Poor connection to CMS and SKMS

Avoidance of SP and SC usage

Standard level of detail can be too low or

too high. Should be the same as in CMS and
SKMS

5) Service Operation
Day-to-day IT business, operating. A place to start if you are new to
ITIL:

A guide to develop practices involved in the management of Service

Operations. The framework provides methods to stabilize services and allow
changes. Proactive and reactive control perspectives are illustrated and
management is given the information to make wise decisions to optimize the
service lifecycle.

6) What is service management?

Service Management is a
set of specialized
organizational capabilities
for providing value to
customers in the form of
services.

7) What are services?

A SERVICE is a means of
delivering value to
customers by facilitating
outcomes customers want
to achieve without the
ownership of specific cost
and risks.

8) Functions and processes across the lifecycle

9) Event Management

10) Incident Management

11) Request Fullfilment

12) Problem Management

13) Service Transition

How to change live production infrastructure, implementing the
needed services.

A guide to develop methods for introducing requests for changes to the

developed services into the live environment. The framework assists in the
development of processes that minimize disruption to the environment
through the establishment of controlled processes developed from the
requirements in the Strategy framework and created from the design
framework.

14) 1. Intro
How to change live production infrastructure,
implementing the needed services.

15) Service Asset and Configuration Management

The Configuration Management process is now part of the
SACM process within the Service Transition phase. It has
been integrated with AM in order to provide a more
comprehensive management of the service assets that help in
the performance of the other service management processes.

In V3, configuration management is just a set of tasks under

the bigger SACM process, which now oversees a broader
array of assets, called service assets.

The logical model used by configuration management has

been enhanced and includes the services, assets and
infrastructure and relationships among the CIs.

In addition, this logical model is the only model used

throughout the different IT service management processes,
and even by other business functions such as human
resources, finance, the suppliers and their customers.

16) Continual Service Improvement

Evaluating and improving services in support of business goals:

A guide to developing the skills necessary to shape the quality of the service
delivery and increase the value of the service to the customer; the framework
utilizes ISO models as the feedback system.

17) 1. Intro
Evaluating and improving services in support of
business goals.

18) Service Strategy

Creating the set of services that help achieve business objectives:

A guide to developing the principles of service management into a strategic

asset. The framework helps to develop internal and external markets,
service assets, the service portfolio, and

implementation strategies.

19) 1. Overview
Creating the set of services that help achieve
business objectives.

20) What is SM?

SM is a set of specialized organizational
capabilities for providing value to customers in the
form of services.

21) What are services?

A service is a means of delivering value to
customers by facilitating outcomes customers want
to achieve without the ownership of specific cost
and risks.

Services facilitate outcomes by enhancing the

performance of associated tasks and reducing the
effect of constraints.

The result is an increase in the probability of desired

outcomes.

22) The business process

A process is a set of coordinated combining and
implementing resources and capabilities in order to
produce an outcome , which directly or indirectly,
creates value for an external customer or
stakeholder.

23) Principles of SM
Specialization and coordination

The agency principle

Encapsulation

Separations of concerns

Modularity

Loose coupling
Principles of systems

A system is a group of interacting,

interrelated, or interdependant
components that form a unified whole,
operating together for a common purpose.

24) The Service Lifecycle

Every core book is an element of the lifecycle:

Strategy represents policies and objectives

Progressive phases:

Design

Transition

Operation

CSI represents learning and improvement

25) Functions and processes across the lifecycle

Functions:

Units of organizations specialized to perform

certain types of work and be responsible for
specific outcomes. They are self-contained
with capabilities and resources necessary for
their performance and outcomes.

Functions have their own body of knowledge, which

accumulates from experience.

Processes:

Are measurable

Have specific results

Have customers

Respond to specific events

F&P are often mistaken for each other. (Capacity

Management example)

26) Value creation

Mind the gap

Marketing mindset

Framing the value of services

Communicating utility

Outcomes supported

Ownership costs and risks avoided

Communicating warranty

Availability

Capacity
Continuity

Security

Utility and Warranty combined effects

27) Service assets

Resources and capabilities

Business and service units

28) Service provider types

International service provider (I)

Shared services unit (II)

External service provider (III)

How the customers choose?

Relative advantage of incumbency

29) Service structures

Value chains > value networks

Service Systems

30) SS fundamentals
The essence of strategy is choosing what not to do -
 Michael E. Porter

Fundamental aspects of strategy

Four Ps:

Perspective

Position

Plan

Pattern

31) Define the market

Services & Strategy

Understand the customer

Understand the opportunities

Classify and visualize

32) Develop the offerings

Market space

Outcome-based definition of services

Service Portfolio, Pipeline and Catalogue

33) Develop strategic assets

SM as a closed loop control system

SM as a strategic asset

Increasing the service potential

Increasing performance potential

Demand, capacity and cost

34) Prepare for execution

Strategic assesment

Setting objectives

Aligning service assets with customer outcomes

Defining CSFs

CSFs and competitive analysis

Prioritizing investments

Exploring business potential

Alignment with customer needs

Differentiation in market spaces

35) Financial management

Capabilities:

Operational visibility

Insight

Superior decision making

Enterprise value and benefits of FM

Concepts, inputs and outputs

Service valuation

Demand modelling

Service portfolio management

Service provisioning optimization

Planning confidence

Service investments analysis

Accounting

Compliance

Variable cost dynamics

Methods, models, activities and techniques

Key decisions for financial management

Cost recovery, value centre or accounting

centre?

Chargeback?

Financial Management implementation

checklist

Plan

Analyse

Implement

Measure
36) ROI
Business case

Objectives

Impact

Pre-programme ROI

Screening decisions (NPV)

Preference decisions (IRR)

Post-programme ROI

Objectives

Data collection

Isolate the effects

Data to monetary conversion

Determine programme costs

Calculate ROI

Identify qualitative benefits

37) Service Portfolio Management

Service Portfolio describes a provider"s services in terms of
business value.

Service Portfolio Management is a dynamic method for

governing investments in SM accross the enterprise and
managing them for value. (WTF???)

IT Systems Management - Infrastructure

ITSM - IT Activity

Business SM - Business activity

Strategic Qs:

Why should a customer buy these services?

Why would they buy them from us?

Pricing models?

Our strengths and weaknesses, priorities and risk?

How should we allocate our resources and

capabilities?

38) Service Portfolio Management Methods

Define

Analyse

Approve
Retain

Replace

Rationalize

Refactor

Renew

Retire

Charter

39) Demand Management

Challenges

Activity-based Demand Management

Business activity patterns and user profiles

Service packages

Core/supporting services

Developing differentiated offerings

Service Level Packages

Advantage of core service packages

Segmentation