itilv3 foundation all part3

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

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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.

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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.

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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.

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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.

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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


1 Service Strategy

2 Service Design

4 Service Operation


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

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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.”

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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.

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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.


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.

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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

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REQUEST FULFILLMENT - ROLES

Roles:

Not usually dedicated staff

Service Desk Staff

Incident Management staff

Service Operations teams

PROBLEM MANAGEMENT IN THE ITIL CONTEXT


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

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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


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

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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.


1 Service Strategy

2 Service Design

4 Service Operation


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

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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

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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

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THANK YOU FOR YOUR ATTENTION !

Your questions and commentsare most welcome !

itilv3 foundation all part3

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