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IT Service Management Basics & Terms
IT SERVICE MANAGEMENT BASICS & TERMS
100 – Study Goals
- Describe the evolution of an organization’s information technology function and its major domains.
- Recognize the role of IT services and their value to an organization.
- Discuss the importance of the management of technology services.
- Define the major components of the lifecycle of managing technology services
- Identify the driver for the creation of ITIL an summarize its significant releases as an ITSM framework.
110 – IT Services
Information Technology (IT) : According to the United Kingdom Academy of Information Systems, IT is the “ means by which people & organizations, utilizing technology, gather, process, store, use, & disseminate information. ”
History
IT has evolved through 4 eras since 1960s: 1 st^ Era Mid 1960’s → Mid 1970’s Implementation of large mainframe computers & business software written in COBOL programming language. 2 nd^ Era Mid 1970’s → Mid 1980’s Transition from mainframes to minicomputers/personal computers Rise of personal computers for productivity applications 3 rd^ Era Mid 1980’s → Mid 1990’s Growth of the Internet Internetworking of computer systems within organizations 4 th^ Era Late 1990’s → Present , Internet Age Ubiquitous computing driven by the internet, search engines, social media, and personal computing devices. Investments are made into a variety of technologies enabling or enabled by CAMBRASIA
- C loud computing
- A nalytics
- M obile devices
- B ig data
- R obotics
- A rtificial intelligence
- S ocial media platforms
- I nternet of Things (IoT)
- A ugmented reality High quality-of-service factors, referred to as non-functional requirements, of the technological components are significant. Examples:
- R eliability
- A vailability
- A daptability
- S calability Since the mainframe computers were very expensive and not flexible, the 2nd^ era had the transition from mainframes to minicomputers.
1. Evolution of Internet Technologies Since the 1990s The internet has evolved beyond managing only digital data. It now includes integration with the real world through various technologies. 2. Internet of Things (IoT) IoT is a key development that connects physical objects to the internet. Sensors are used in machines and devices to detect real-world states. These real-world data points are converted into digital representations. This enables mutual interaction: the internet affects real-world events, and vice versa. The internet today is not just digital, but also a hybrid of digital and physical systems through IoT. 3. Big Data Big Data arises because of the proliferation of computing devices and software applications. There is now a vast amount of data from both business and social domains. The data is often unstructured and heterogeneous (many formats). Special techniques and technologies are needed to handle and analyze this kind of data. "Big Data" is an umbrella term for: Data analysis techniques Supporting hardware and software Approaches to manage large volumes of unstructured data
IT Domains
Capabilities and Services provided by an IT organization are traditionally based on 4 traditional architectural domains.
- Business architecture : An understanding of the organization driving technology decisions pertaining to, f or example : - business capability - business process model & - use case model
- Application architecture : includes the business software (applications) that automate the organization's business processes. for example : a customer relationship management (CRM) system.
- Data architecture : is the structure of the data collected or generated by the applications. for example : the customer master data file used by a CRM system. Data aligns with applications to support the organization' business domain.
- The infrastructure (or technology) domain : consists of all hardware, software, network, data storage, & other devices software providing operating platforms for supporting the business applications & data.
Value of ITSM
The benefits of using ITSM in an organization:
- A cohesive inventory of IT services predicated on budgets, resources, and intended business outcomes.
- Well-defined, repeatable, scalable workflows for IT services.
- A common understanding among all stakeholders as to the value of services and the defined commitment of resources to the services.
- Established service level agreements (SLAs) to set expectations across the organization
- Gathering of information valuable for various purposes, such as the asset management of infrastructure components and software licensing.
- Database of incidents to help notice potential significant problems early on.
- Helps with regulatory standards compliance
- Acknowledgment of IT as a service that delivers value to the customers.
- Alignment of IT goals and capabilities with business needs and goals.
- Provides transparency and improves customer satisfaction.
130 – ITSM Frameworks
ITSM frameworks and standards are a structured guide for organizations to
- establish an ITSM practice &
- make sure that the right processes in alignment with human & technology resources are available to develop & successfully deliver IT services.
ITSM Frameworks
COBIT TOGAF ITIL
Framework of tools, resources, & guidance to govern and manage an organization’s IT Framework for the organization’s enterprise architecture (EA) practice. Framework of best practices that guides IT as a service- based organization. Focuses on security, risk management and information governance. EA seeks to align technologies so as to support business capabilities. 4 versions through its history.
ITIL
The creation of the Information Technology Infrastructure Library ( ITIL ) was motivated by the rate of technological change in the 1980s and the inability of IT to keep pace with this change, leading to a lack of control within IT departments. The U.K. government’s Central Computer and Telecommunications Agency (CCTA), perhaps responding to the demand for improved IT services, developed a set of procedures for IT services and management in 1989. These procedures became known as ITIL.
The procedures were modeled on Dr. William Deming’s p lan- d o- c heck- a ct ( PCDA ) method, a systematic approach to problem-solving and solution implementation.
Word Bank
- Mainframe Computers are powerful, large devices which have huge storage capacity and a high level of reliability.
- Ubiquitous means something that is present everywhere or seems to be found all around us.
- In the IoT , sensors & other technologies are used as physical devices in order to exchange data with other devices and applications.
- Big data concerns the analytics & use of data sets that are too large or complex for traditional data processing.
101 – Concepts
- Definition of IT
- IT Eras
- IT Domains
- Business architecture
- Application architecture
- Data architecture
- The infrastructure (or technology) domain
- Definition of IT Services
- AXELOS Definition of a service
- Services Categories
- Business process services
- Application services
- Infrastructure Services
- Definition of ITSM
- ITSM Lifecycle Components
- Value of ITSM
- Definition of ITSM Frameworks
ITIL V4 (2019)
Added the Service Value System (SV S), intended to help IT identify opportunities for value creation.
ITIL V3 (2007)
Emphasized a lifecycle approach for service management and added still further new process. 5 core reference books : Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service improvement.
ITIL V2 (2001)
Added processes for problem management, release management, incident management, and more. During this time, ITIL evolved into the most widely accepted ITSM framework , influencing various other standards (e.g. ISO 20000)
ITIL V1 (1989)
Recommended process for common IT services , such as help desk management, change management, and software distribution. Provided guidance for IT management functions , such as capacity management, contingencyplanning, and cost management.
- A sponsor provides the funding for the service.
Customer Journey
can be defined as a collection of experiences that one or more service consumer types will have white using a service. For example, a service that provisions laptops is
- Specified by an IT leader
- Used employees
- Sponsored by the administrative service Services can include one or more service providers. Touchpoints are points in a service where the service consumer & service provider encounter each other. Service interaction is defined as the moment when the touchpoint creates mutual value for the service consumer & provider. The 7 Steps 1. Explore
- Occurs before the establishment of the relationship between the service consumer and provider.
- Service consumers identify what they need, how, and the options for suitable services. Benefits: Minimize risk of investing into non-optimal solutions.
- Service providers develop services for promotion. Benefits: Understand market demand, provide suitable offerings, and understand the competitors. 2. Engage
- Service consumers and potential service providers build their relationship to identify expectations and clarify assumptions.
- A service consumer will strive to understand the provider’s capabilities, while the provider will seek to understand the consumer’s needs.
- Both parties will assess whether there is an appropriate fit , as well as the readiness of the other party to formalize their arrangement. 3. Offer
- Purpose: Shaping demand and service offerings.
- Service consumers further refine their needs and demands, while the service providers package service offerings meeting these needs.
- A business case is often generated from this step, identifying the costs, benefits, options, and risks while justifying the expenditure. 4. Agree
- Purpose: Aligning expectations and agreeing upon services.
- Can include the establishment of a formal agreement or contract.
- An agreement document is a shared understanding of the services, responsibilities, and deliverables among all stakeholders. 5. Onboard
- Includes all the readiness activities for the consumer to use the service and the provider to provide the service to the consumer.
- This may consist of all the training and professional services to enable the service, as well as the activation of the service by the provider. ] All 3 consumer types are involved in the consumption of the service.
6. Co-Create - Often seen as the most important step. - It is when the service is provided and consumed , with the intention of value co- creation for all stakeholders in the service. 7. Realize - Purpose: Ascertain that value has been achieved and understand how the service can be improved for the consumers and providers. - The activities in this step are to track, assess, evaluate the realization of value, and identify improvements for future inclusion.
220 – Value Contribution of IT
Operating models are a means by which the business will have a plan for delivering value to the entities that purchase its products and services. The IT organization will also have an operating model for delivering value to the internal and external stakeholders of the business. That is, the IT operating model represents how IT functions and the activities in which IT engages. Category Business IT Processes The steps need to be taken to deliver value to a customer; Processes answer the question of how the work is done The workflows or value streams that enable IT to deliver the value propositions. Organization The structure of the people who participate in the processes The IT employees and their skills Locations Where the work takes place and the necessary assets Locations of assets, such as buildings, machinery, and intellectual property Information The data and software solution used to gather the data IT services, IT systems, including applications, data, infrastructure Suppliers External participants in the processes External parties supporting the work of the IT organization Management system Manages the processes, as well as the measurement of progress Manages the processes, as well as the measurement of progress
Value Contribution of IT
The activities of the operating model can be connected into value streams. Value is defined as the “perceived benefits, usefulness, and importance of something.” A value stream is the set of activities necessary to design and deliver a specific product or service. In their customer journey, value is co-created between stakeholders, providers, and consumers. Value can be subjective since stakeholders may have different opinions depending on their perspective.
Other business tools can be used to provide in-depth assessment for each dimension. PESTLE analysis is often recommended to be used together with the four dimensions: Political factors e.g., government policy, legislative changes, local and organizational leadership Economic factors e.g., supply and demand, interest rates, and talent availability Sociocultural factors e.g., culture and demographics Technology e.g., new and changing technologies Legal factors e.g., consumer laws, cybersecurity, and regulatory frameworks Environmental factors e.g., environment-related laws and green computing
201 – Concepts
- Definition of Stakeholders
- Stakeholder Categories
- Organizations
- Service Providers
- Service Consumers ▪ 3 types of service consumers
- Definition of Customer Journey
- What does services include?
- Touchpoints
- Services interaction
- The 7 steps of Customer Journey
- Explore
- Engage
- Offer
- Agree
- Onboard
- Co-Create
- Realize
- Operating Models
- Value Contribution of IT
- 4 dimensions model
- Organizations & people
- Information & technology
- Partners & suppliers
- Value streams & processes
- PESTLE
- Political factors
- Economic factors
- Sociocultural factors
- Technology
- Legal factors
- Environmental factors
ITIL 4 – SERVICE VALUE SYSTEM
300 – Study Goals
- Describe the essential components of ITIL’s Service Value System
- Discuss the inputs & outputs of the Service Value System
- Describe governance in ITIL 4
- Identify the steps of the core of the Service Value Chain
- Explain the process of continual improvement
310 – Basics & Overview
The Service Value System (SVS) is ITIL’s high-level strategic approach , defining how the components of ITIL work together for ITSM Service Value System
Inputs
Opportunities & demands are inputs to the Service Value System (SVS) → Opportunities – Possibilities to improve processes by adding value through services. → Demand – The need / desire for services / products that provide value. Both trigger activities withing the SVS, aiming to realize value through new or improved services.
Elements
- Guiding principles – Provide boundaries and direction for ITSM decisions.
- Governance – Ensures ITSM is implemented as planned.
- Service Value Chain (SVC) – Connected activities that turn inputs into value through services/products.
- Practices – Sets of resources for work or goals (e.g., project, incident, deployment management).
- Continual Improvement – Ongoing enhancement of services to meet evolving needs and expectations.
- Opportunities
- Demands Inputs
- Guiding principles
- Governance
- Service Value Chain
- Practicies
- Continual Improvement Elements (^) • Value added for the benefit of stakeholders
- Other improvements to the organization Outputs U4 : Guiding Principles U3 : Continual Improvement U3 : Governance U5 : Practices U3 : Service Value Chain Input : Opportunities & Demands Output : Value
Conducting regular reviews of the services and the level of value achieved by the organization and its parts.
330 – The Service Value Chain (SVC)
ITIL V4 introduced the Service Value Chain (SVC) as the operating model for the actual delivery of services. It involves 6 possible activities :
1. Engage Connecting with stakeholders to understand their needs and identify opportunities for improvement. Involves “ all incoming and outgoing interactions with parties external to the value chain are performed via Engage” 2. Plan Establishing a “ shared understanding of the vision, current status, and improvement direction for all four dimensions and all products and services across the Organization” 3. Improve An ongoing effort to search for opportunities for improvements to the processes and other components of the value chain for all four dimensions. Occurs in alignment with the Plan activities. 4. Design & Transition Creating services to meet stakeholder needs and expectations, followed by the transition of the services so that the stakeholders can achieve value from the service. Receives inputs from the Engage, Plan, and Improve activities. 5. Obtain & Build Constructing components of the service or obtaining them from a supplier to meet the specified needs of the stakeholders. Receives inputs from the Design and Transition activity. 6. Deliver & Support Making available a service to consumers, after it has been built, and providing support for the service. The value chain activities are combined in a service value stream, responding to demands & opportunities to realize value from products & services while using the required ITIL practices, roles and activities. Value Chain Example :
340 – Continual Improvement
The continual improvement model provides a structured approach for implementing changes to services to meet stakeholders’ evolving expectations as the organization changes. Using this model, services are regularly evaluated to
- review the expected level of service,
- assess how well the service is provided,
- define how it can be improved,
- identify an action plan for improvement It consists of 7 steps : Step 1 — What is the vision? Identifying organizational changes in objectives so that a high-level plan can be created for improving existing services or creating new services (Axelos, 2019). This step answers the question of what the vision is. Artifacts produced may include the business vision, mission, goals, and objectives. Step 2 — Where are we now? Understanding the current state, considering the stakeholders’ perception of value and the processes, procedure, resource skills, and technologies involved in existing services. Simultaneously, identifying deficiencies with the current state and have a starting point for measuring improvement once it is implemented. Products of this step: Baseline assessments. Step 3 — Where do we want to be? Defining the target state of the services affected, using the organizational vision from step 1 together with the current state from step 2. A gap analysis using those two data points can be conducted to identify opportunities for improvement and assist in creating the target plan.
These principles are expected to be long-lasting. Benefits:
- Encourage an agreed-upon approach to decision-making and continual improvement across the organization to realize value for all stakeholders
- Established principles enable organizations to integrate multiple IT frameworks. Frameworks commonly used by IT intersecting with ITIL are Agile , DevOps , and COBIT , each of which has their own set of principles Use:
- ITIL principles should be well communicated across the organization at all organizational levels
- Principles should guide stakeholders as they engage in service-related discussions and activities
- Not all principles apply to every situation, but all principles should be reviewed in each case to determine applicability
420 – The 7 ITIL4 Guiding Principles
1. Focus on value
The purpose of services is to bring value to the organization, its customers, its stakeholders, and to the service providers The goal of this principle is to eliminate waste of time, resources, and efforts by focusing on the benefit to the organization in the manner that the organization perceives value. In other words, stakeholders need to recognize “services for what they are – a vehicle for value” At a high level, leadership should understand the organization’s perspective of value , understand why consumers use services, and encourage staff to focus on value overall. From an operational perspective, this principle should be applied by understanding service consumers and their perspectives of value, how they use the service, itemizing the costs to the consumer, identifying the risks of the services, and several other activities
2. Start where you are
It is common to believe that our request is unique , and our requirements are new , so that we need to innovate from scratch , but this can be inefficient and ignore valuable knowledge This ITIL principle intends to remind stakeholders that when a new service is created, modifying an existing service might be sufficient, and even be faster and less demanding of resources In other words, it is a reminder to be conscious of the investment of expertise, time, and resources already expended in the creation of existing services. If the existing service cannot be adapted, there may be resources such as outside providers, processes, technologies, and more that can be used directly or as guidance in creating a new service To apply the principle, stakeholders should identify similar services to understand the existing state , review their components (process, resources), and assess whether current services can be expanded But they should also identify risks associated with such an expansion and acknowledge that existing services may not be an acceptable starting point and that a new service may be needed.
3. Progress iteratively with feedback
Often, it is best not to attempt to solve every problem at once ( “boiling the ocean” , “big bang approach” ), as it may lead to over-worked team members, frustrated users, and rework. → Instead, by sectioning the tasks into smaller pieces , the tasks can be accomplished in a controlled manner. Iterative progression allows the team to identify and deliver small pieces of value and review them with the service consumers and other stakeholders. → In turn, service development efforts can be adjusted based on the continuous feedback. As stakeholders experience the services, changes to the requirements might be necessary to achieve the expected value. → It is also possible that changes might result in additional value that had not previously been understood. This principle integrates concepts from the Agile Manifesto into ITIL:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan Recommendations for applying this very important principle are understanding the big picture but separating it into smaller pieces for development efforts and soliciting, responding, and using feedback.
- Helps achieve greater flexibility ,
- faster responses to stakeholder needs,
- earlier identification and response to deficiencies, and
- overall improvement in quality.
4. Keep it simple & practical
Like “start where you are,” this principle reminds not to complicate what needs to be done. Use what you have, if possible, and keep it simple. → This also means to not to deliver services that exceed what has been requested, which often overcomplicates the services and extends the delivery time. Like “focus on value,” this principle reminds stakeholders to be efficient in the development efforts. → Focus on the requirements and the anticipated value while keeping the work practical and straightforward. The Pareto principle , identified in 1896 by Vilfredo Pareto, says that “80% of consequences come from 20% of the causes, asserting an unequal relationship between inputs and outputs .” → Thus, in relation to IT services, the principle reminds that 20 percent of the effort will likely be invested to create services to meet 80 percent of the variations identified by stakeholders, and vice versa. It is recommended that stakeholders attempt to achieve their goals with “the least possible steps and effort.” Variations should be identified and ranked by the level of value creation and expected frequency of occurrence. → Rather than build the last 20 percent of variations into the services, it is better to generalize exception handling. Over time , modifications can be made to services to handle variations that occur more frequently. Furthermore, it should be ensured that every service activity needs to participate in generating value.
Optimization
- Must occur prior to automation , as automating inefficient processes is a poor use of resources
- This means that current processes should be understood , evaluated, and optimized
- This helps improve the performance of the service, reduce waste, and maximize the value of the output Automation
- Automation should be encouraged where possible , as it frees personnel to conduct other tasks that cannot be automated
- However, the use of automation should be assessed to understand how the automation will add to the value obtained from the service
- Automation incurs both initial capital cost and an ongoing expense
- Therefore, the feasibility and cost of automation need to be assessed before proceeding Application may involve business process management (BPM; deals with process optimization and offers an extensive framework to increase organizational efficiencies), formal process optimization techniques , and technologists (whether internal or industry consultants).
401 – Concepts
- Describe the concepts & benefits of principles
- how they are used?
- The 7 principles
- Focus on value
- Start where you are
- Progress iteratively with feedback
- Keep it simple & practical
- Collaborate & promote visibility
- Think & work holistically
- Optimize & automate
ITIL 4 – PRACTICES
500 – Study Goals
- Explain the purposes of the ITIL 4 practices
- Understand the purpose & examples of general management practices.
- Know the purpose & examples of service management practices.
- Learn about the purpose & examples of technical management practices.
510 – Overview
ITIL describes a practice as a “set of organizational resources designed for performing work or accomplishing an objective.” ITIL4 provides 34 practices in 3 groups Previously, ITIL3 included 26 processes in 5 areas. The new structure introduced in ITIL4 encourages stakeholders to consider many components in addition to the process workflow. The organizational resources that participate in the practices include the 4 service management dimensions:
ITIL4 includes 34 practices, which are categorized into 3 groups: Organizations & people Information & technology Partners & suppliers Value streams & processes General Management Practices
- These practices support closer synergies between IT and the business units.
- They can also be used within the business unit for service creation.
- They are more commonly considered as the initial steps toward Enterprise Service Management (ESM).
- GM practice are often in place in the business unit, yet are needed in IT, encouraging the shaaring of best practices from the business in IT.
- 14 practices. Service Management Practices
- These practices are more specific to the provisioning of services , while the General Management is more generalized management functions of the business.
- ITIL4 does not refer to them as "IT services" but as "services" to emphasize that services include more than just technology component.
- 17 practices. Technical Practices
- These practices include those that identify functions specific to the IT department
- These orginated in IT and were adapted for service management.
- 3 practtices.
