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Services
Services are a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. Within IT Service Management the term Service is also used as a synonym for IT Service. By an IT Service we mean a Service provided to one or more Customers by an IT Service Provider. An IT Service is based on the use of Information Technology and supports the Customer's Business Processes. IT staff often confuse a service as perceived by the customer with an IT system. An IT Service is made up from a combination of people, processes and technology.

Service Management
Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services. The capabilities take the form of functions and processes for managing services over a lifecycle, with specializations in strategy, design, transition, operation, and continual improvement. The capabilities represent a service organizations capacity, competency, and confidence for action. The act of transforming resources into valuable services is at the core of service management. Without these capabilities, a service organization is merely a bundle of resources that by itself has relatively low intrinsic value for customers. Service management however, is more than just a set of capabilities. It is also a professional practice supported by an extensive body of knowledge, experience, and skills. A global community of individuals and organizations in the public and private sectors fosters its growth and maturity. Formal schemes exist for the education, training, and certification of practicing organizations and individuals influence its quality. Industry best practices, academic research, and formal standards contribute to its intellectual capital and draw from it. Service Management is also used as a synonym for IT Service Management. By IT Service Management we mean the implementation and management of Quality IT Services that meet the needs of the Business. IT Service Management is performed by IT Service Providers through an appropriate mix of people, process and Information Technology.
(Ref: 01-2. Define and explain the concept of a Service (SS, SD, ST, SO, CSI 2.2.1)) (Ref: 01-3. Define and explain the concept of Service Management (SS, SD, ST, SO, CSI 2.1))

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IT Service Management
A Service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks Service Management is a set of specialised organisational capabilities for providing value to customers in the form of services

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ITIL V3 Foundation

Resources and Capabilities

Resources and capabilities are types of assets. Organizations use them to create value in the form of goods and services. Resources are direct inputs for production. Management, organization, people, and knowledge are used to transform resources. Capabilities represent an organizations ability to coordinate, control, and deploy resources to produce value. They are typically experience-driven, knowledge-intensive, information-based, and firmly embedded within an organizations people, systems, processes, and technologies. It is relatively easy to acquire resources compared to capabilities.
(Ref: 03-2. Explain Resources and Capabilities (SS 3.2.1))

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IT Service Management
Capabilities represent a service organisations capacity, competency, and confidence for action Resources represent the assets of an organisation. They include IT Infrastructure, people, money or anything else that might help to deliver an IT Service
Capabilities Management Resources Financial Capital

Organization

Infrastructure

Processes

Applications

Knowledge

Information

People

People

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ITIL V3 Foundation

Utility and Warranty

From the customers perspective, value consists of two primary elements: Utility or fitness for purpose and warranty or fitness for use. Utility is what the customer gets, and warranty is how it is delivered.

Utility
Utility is derived from the attributes of the service that have a positive effect on the performance of activities, objects, and tasks associated with desired outcomes. Removal or relaxation of constraints on performance is also perceived as a positive effect. The utility effect of a service is explained as the increase in possible gains from the performance of customer assets, leading to increase in the probability of achieving outcomes.

Warranty
Warranty is derived from the positive effect being available when needed, in sufficient capacity or magnitude, and dependably in terms of continuity and security. Three characteristics of warranty are that it is: Provided in terms of the availability and capacity of services. Ensures that customer assets continue to receive utility, even if at degraded service levels, through major disruptions or disasters. Ensures security for the value creating potential of customer assets. Warranty of services is explained as the decrease in possible losses for the customer from variation in performance.
(Ref: 03-1. Explain Utility and Warranty (SS 2.2.2, 3.1.3, ST 3.1.2))

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IT Service Management
Utility is what the customer gets fitness for purpose. Utility is the functionality offered by a product or service. Warranty is how it is delivered fitness for use. Warranty is a promise or guarantee that a product or service will meet its agreed requirements

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ITIL V3 Foundation

Service Package
A Service Package is a detailed description of an IT Service that is available to be delivered to Customers. A Service Package includes a Service Level Package and one or more Core Services and Supporting Services.

Service Level Package

A Service Level Package is a defined level of Utility and Warranty for a particular Service Package. Each Service Level Package is designed to meet the needs of a particular Pattern of Business Activity.
(Ref: 01-2. Define and explain the concept of a Service (SS, SD, ST, SO, CSI 2.2.1)) (Ref: 01-3. Define and explain the concept of Service Management (SS, SD, ST, SO, CSI 2.1))

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IT Service Management
A Service Package is a detailed description of an IT Service that is available to be delivered to Customers Service Level Package is a defined level of Utility and Warranty for a particular Service Package

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Service Composition
The basic ingredients to compose a Service have now been introduced. All the constituent components of the Service and their inter-relationships have to be considered, ensuring that the services delivered meet the functionality and quality of service expected by the business in all areas: The scalability of the service to meet future requirements, in support of the long term business objectives The business processes and business units supported by the service The IT service and the agreed business functionality and requirements The service itself and its Service Level Requirement (SLR) or Service Level Agreement (SLA) The technology components used to deploy and deliver the service, including the infrastructure, the environment, the data and the applications The internally supported services and components and their associated Operational Level Agreements (OLAs) The externally supported services and components and their associated underpinning contracts, which will often have their own related agreements and/or schedules The performance measurements and metrics required The legislated or required security levels
(Ref: 03-8. Explain Service Model (SS 7.2.1, SD 3.3, ST 4.5.4.1))

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Service Composition
Business Service Management Business Service
Business Process The utility
Name, description, purpose, Impact, contacts

Business Process

IT Service

Service

The warranty
Service level, targets, service hours, Assurance, responsibilities

SLA / SLRs

The assets/resources
Systems, assets, components

Infrastructure OLAs Contracts Support teams

Data Support services Suppliers

Applications

The processes
Processes

IT processes

The people/partners
Resources, staffing, skills, suppliers

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Service Model
Service Models describe how service assets interact with customer assets and create value for a given portfolio of contracts. They form the service strategy for a market space. Service Models codify the structure and dynamics of services. The structure and dynamics are influenced by factors of utility and warranty to be delivered to customers. The structure and dynamics have consequences for Service Operations which are evaluated by Service Transition.
(Ref: 03-8. Explain Service Model (SS 7.2.1, SD 3.3, ST 4.5.4.1))

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Service Model
(Structure)

Service Model

Configuration of service assets

Activities, events, and interactions

(Dynamics)

Service Operation

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Process
A Process is a structured set of activities designed to accomplish a specific objective. A process takes one or more inputs and turns them into defined outputs. includes all of the roles, responsibilities, tools and management controls required to reliably deliver the outputs. may define or revise policies, standards, guidelines, activities, processes, procedures, and work instructions if they are needed. Business outcomes are produced by business processes governed by objectives, policies, and constraints. The processes are supported by resources including people, knowledge, applications, and infrastructure. Workflow coordinates the execution of tasks and flow of control between resources, and intervening action to ensure adequate performance and desired outcomes. Business processes are particularly important from a service management perspective. They apply the organizations cumulative knowledge and experience to the achievement a particular outcome. They are strategic assets when they create competitive advantage and market differentiation
(Ref: 01-4. Define and distinguish between Functions, Roles and Processes (SS 2.3, 2.6.1, 2.6.2, SD 2.3, SD 3.6.4, ST 2.3, SO 2.3, SO 3.1, CSI 2.3))

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Processes, Functions and Roles

A Process is a set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome which, directly or indirectly, creates value for an external customer or stakeholder. A Process takes one or more inputs and turns them into defined outputs. A Process includes all of the roles, responsibilities, tools and management controls required to reliably deliver the outputs. A Process may also define or revise policies, standards, guidelines, activities, processes, procedures, and work instructions if they are needed.
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Closed-loop Systems
Process definitions describe actions, dependencies, and sequence. By defining what the organizations activities are, which inputs are necessary and which outputs will result from the process, it is possible to work in a more efficient and effective manner. Measuring and steering the activities increases this effectiveness. Finally, by adding norms to the process, it is possible to add quality measures to the output. Processes that provide transformation towards a goal, and utilize feedback for self-reinforcing and self-corrective action function as closed-loop systems. It is important to consider the entire process or how one process fits into another.
(Ref: 01-4. Define and distinguish between Functions, Roles and Processes (SS 2.3, 2.6.1, 2.6.2, SD 2.3, SD 3.6.4, ST 2.3, SO 2.3, SO 3.1, CSI 2.3))

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Service Control and quality

Process

Input

Output

Activity Suppliers
Data, information and knowledge

Input

Output

Input

Output

Activity

Customer
Desired outcome

Activity

Trigger

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Process Control
Processes, once defined, should be documented and controlled; once under control, they can be repeated and become manageable. Degrees of control over processes can be defined, and then process measurement and metrics can be built in to the process to control and improve the process as illustrated. The generic process elements show that data enters the process, is processed, is output and the outcome is measured and reviewed. This very basic description underpins any process description. A process is always organised around a set of objectives. The main outputs from the process should be driven by the objectives and should always include process measurements (metrics), reports and process improvement. Each process should be owned by a Process Owner who should be responsible for the process and its improvement and for ensuring that a process meets its objectives. The objectives of any IT process should be defined in measurable terms and should be expressed in terms of business benefits and underpinning business strategy and goals. The output produced by a process has to conform to operational norms that are derived from business objectives. If products conform to the set norm, the process can be considered effective (because it can be repeated, measured and managed). If the activities are carried out with a minimum use of resources, the process can also be considered efficient. Process analysis, results and metrics should be incorporated in regular management reports and process improvements. Documentation standards, processes and templates should be used to ensure that the processes are easily adopted throughout the organization.
(Ref: 01-5. Explain the process model (SD 3.6.4))

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Process owner Process objectives Process feedback

Process Control

Process documentation

Process
Input and triggers Activities, procedures, work instructions, roles, metrics, improvement Output and reports/reviews

Process Enablers

Process resources

Process capabilities

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ITIL V3 Foundation Process characteristics Processes have the following characteristics:

Measurable - Ability to measure the process in a relevant manner. It is performance driven. Managers want to measure cost, quality and other variables while practitioners are concerned with duration and productivity. Specific results - The reason a process exists is to deliver a specific result. This result must be individually identifiable and countable. Customers - Every process delivers its primary results to a customer or stakeholder. They may be internal or external to the organization but the process must meet their expectations. Responds to a specific event - While a process may be ongoing or iterative, it should be traceable to a specific trigger.

(Ref: 01-6. List the characteristics of processes (Measurable, Specific results, Customers, and Responds to a specific event) (SS 2.6.2, SD, ST, SO, CSI 2.3.2))

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Process characteristics:
Measurable Specific results Customers Responds to a specific event (trigger)

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Functions
Functions are units of organizations specialized to perform certain type work and responsible for specific outcomes. They are self-contained with capabilities and resources necessary their performance and outcomes. Capabilities include work methods internal to the functions. Functions have their own body of knowledge, which accumulates from experience. They provide structure and stability to organizations. In smaller organizations, one person or group can perform multiple functions e.g. a Technical Management department could also incorporate the Service Desk function. Functions are means to structure organizations to implement the specialization principle. Functions typically define roles and the associated authority and responsibility for a specific performance and outcomes. Coordination between functions through shared processes is a common pattern in organization design. Functions tend to optimize their work methods locally to focus on assigned outcomes. Poor coordination between functions combined with an inward focus leads to functional silos that hinder alignment and feedback critical to the success of the organization as a whole. Process models help avoid this problem with functional hierarchies by improving cross-functional coordination and control. Well-defined processes can improve productivity within and across functions.

Roles
A Role refers to a set of connected behaviours or actions that are performed by a person, team or group in a specific context. For example a technical management department can perform the role of Problem Management when diagnosing the root cause of Incidents. This same department could also be expected to play several other roles at different times, e.g. they may assess the impact of changes (Change Management role), manage the performance of devices under their control (Capacity Management role), etc.
(Ref: 01-4. Define and distinguish between Functions, Roles and Processes (SS 2.3, 2.6.1, 2.6.2, SD 2.3, SD 3.6.4, ST 2.3, SO 2.3, SO 3.1, CSI 2.3))

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Processes, Functions and Roles

Functions are units of organisations specialised to perform certain type work and responsible for specific outcome A Role is a set of responsibilities, activities and authorities granted to a person or team. A role is defined in a process. One person or team may have multiple roles

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ITIL V3 Foundation

The RACI Authority Matrix

Since processes and their component activities run through an entire organization, the individual activities should be mapped to the roles defined. The roles and activities are coordinated by process managers. Once detailed procedures and work instructions have been developed, an organization must map the defined roles and the activities of the process to its existing staff. To assist with this task a RACI authority matrix is often used within organizations indicating roles and responsibilities in relation to processes and activities. RACI is an acronym for the four main roles of: Responsible The person or people responsible for getting the job done Accountable Only one person can be accountable for each task Consulted The people who are consulted and whose opinions are sought Informed The people that are kept up-to-date on progress Occasionally an expanded version of RACI is used called RACI-VS with two further roles as follows: Verifies The person or group that checks whether the acceptance criteria has been met Signs off This is the person that approves the Verification decision and authorizes the product hand off. This could be the Accountable person The RACI chart shows the structure and power of RACI modelling with the activities down the left-hand side including the actions that need to be taken and decisions that must be made. Across the top, the chart lists the functional roles responsible for carrying out the initiative or playing a part in decision making.
(Ref: 07-2. Recognize the RACI model and explain its role in determining organisational structure. (SD 6, CSI 6.2)) (Ref: 01-4. Define and distinguish between Functions, Roles and Processes (SS 2.3, 2.6.1, 2.6.2, SD 2.3, SD 3.6.4, ST 2.3, SO 2.3, SO 3.1, CSI 2.3))

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The RACI authority matrix

Role A Activity 1 Activity 2 Activity 3 Activity 4 Activity 5 AR A I I A

Role B C R A A R

Role C I C R

Role D I C C R

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ITIL V3 Foundation

Process Owner
A Process Owner is responsible for ensuring that their process is being performed according to the agreed and documented process and is meeting the aims of the process definition. The Process Owner performs the essential role of Process Champion, Design Lead, Advocate, Coach and Protector. The Process Owner is required to have the ability to influence and ensure compliance to the policies and procedures put in place across the cultural and departmental silos of the IT organization. Process ownership includes such tasks as: Defining the Process strategy Defining appropriate policies and standards to be employed throughout the process Assisting with and ultimately responsible for the process design Documenting and publicizing the process Defining the Key Performance Indicators (KPIs) to evaluate the effectiveness and efficiency of the process Reviewing KPIs and taking action required following the analysis Improving the effectiveness and efficiency of the process Reviewing any proposed enhancements to the process Communicating process information or changes as appropriate to ensure awareness Providing input to the on-going Service Improvement Programme Addressing any issues with the running of the process Ensuring all relevant staff have the required training in the process and are aware of their role in the process Ensures that the process, roles, responsibilities and documentation are regularly reviewed and audited Interfaces with line management ensuring, that the process receives the needed staff resources
(Ref: 07-1. Account for the role and the responsibilities of the Process owner (SD 6.4.1, ST 6.1.1, CSI 3.3, 6.1.5))

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Process Owner A Process Owner is responsible for ensuring that their process is being performed according to the agreed and documented process and is meeting the aims of the process definition Responsibilities:
Defining the Process strategy Process design and documentation Defining Key Performance Indicators (KPIs) Improving the effectiveness and efficiency of the process Ensure resources and training of staff

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Service Owner
The Service Owner is accountable for a specific service within an organization regardless of where the underpinning technology components, processes or professional capabilities reside. Service ownership is as critical to service management as establishing ownership for processes which crosses multiple vertical silos or departments The Service Owner has the following responsibilities: Service owner for a specified service Understands the service (components etc.) Act as prime Customer contact for all Service related enquiries and issues Ensure that the ongoing Service delivery and support meet agreed Customer requirements Will identify opportunities for Service Improvements, discuss with the Customer and will raise the RFC for assessment if appropriate Participates in negotiating Service Level Agreements (SLAs) and Operational Level Agreements (OLAs) Represents the service in Change Advisory Board meetings Will liaise with the appropriate Process Owners throughout the Service Management lifecycle Will solicit required data, statistics and reports for analysis and to facilitate effective Service monitoring and performance Participates in internal service review meetings within IT and external service review meetings with the Business Will be accountable for the delivery of the Service.
(Ref: 07-1. Account for the role and the responsibilities of the Service owner (ST 6.1.2, CSI 3.3, 6.1.4))

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Service Owner The Service Owner is accountable for a specific service within an organization regardless of where the underpinning technology components, processes or professional capabilities reside Responsibilities:
Understand and own a specified service Act as prime Customer contact Ensure that the Service meet agreed requirements Improve the Service Service Review

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Good and Best Practice

To cope with the pressure, organizations benchmark themselves against peers and seek to close gaps in capabilities. One way to the close such gaps is the adoption of good practices in wide industry use. Practice is a way of working, or a way in which work must be done. Practices can include Activities, Processes, Functions, Standards and Guidelines. By Good or Best Practice we mean proven Activities or Processes that have been successfully used by multiple Organizations. There are several sources for good practices including public frameworks, standards, and the proprietary knowledge of organizations and individuals: Standards Industry practices Academic research Training & education Internal experience ITIL is an example of Best Practice. ITIL is used by organizations world-wide to establish and improve capabilities in service management. ISO/IEC 20000 provides a formal and universal standard for organizations seeking to have their service management capabilities audited and certified. While ISO/IEC 20000 is a standard to be achieved and maintained, ITIL offers a body of knowledge useful for achieving the standard.
(Ref: 01-1 Describe the concept of Good Practice (SS, SD, ST, SO, CSI 1.2.2))

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Good Practice
Validated across a diverse set of environments and situations Subject to broad review across multiple organisations and disciplines Vetted by diverse sets of partners, suppliers, and competitors Widely distributed among a large community of professionals through publicly available training and certification ITIL is a source of good practice in service management
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Questions
Which elements could be part of a Service Package? 1) Service Composition 2) Supporting Services 3) Service Level Package 4) Core Services Which of the following statements is NOT correct? A) A process takes one or more inputs and turns them into defined outputs. B) A process includes all of the roles, responsibilities, tools and management controls required to reliably deliver the outputs. C) A Process refers to a set of connected behaviours or actions that are performed by a person, team or group in a specific context. D) A process may define or revise policies, standards, guidelines, activities, processes, procedures, and work instructions if they are needed.
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