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ITILv3 2from9

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27 views32 pages

ITILv3 2from9

Uploaded by

Constantin Caliman
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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BESS REBRRR BERR BFOCHSRRHESRHEKRFeeeeeeeee ITIL v3 Foundation Sence Strategy Service Portfolio Management Objectives - to answer these strategic questions + Why should a customer buy these services? + Why should they buy these services from us? ‘+ What are the pricing or chargeback models? “+ What are our strengths and weaknesses, priorities and risk? + How should our resources and capabilities be allocated? ‘The Service Catalogues the customers vewable information that shoul lary or help anwer the fotewing questions shown inthe sie Ta DWP Paso cosviane oF academy Service Portfolio Management Process aa ey asl concepts of Service Polo Managements to vw the pores as. ‘and keep updated a serve porto that supports bath business management and IT sence management ApadAMy crow copyright 2007 Reproduced under cence fom OCF, owonsones ‘To achieve isthe process lacks tour aeas eine anaiyse(onep VAL 2) oorove hy crn an deren furs vn ere Po Cpan OT IX Grp Fe SEBS BB ER SRE SRR RB RBTRS SSE RESP eeeeeeee ‘Tscademy™ ITIL vs Foundation Coniate ‘Servic Strategy The Service Catalogue + The Service Catalogue has to aspects ) ~ The Business Service Catalogue (“nd fod) farm the customers view othe Seve Catalogue" ~ The Technical Service Catalogue + "The relationships tothe supporting services, shared services, components and Configuration Items, (Cis) to provide services tothe business” ‘The Service Catalogue nly covers the curent operational services and doesnot ncude the services under development or those beng feted “Abusiness provess can be datibuted acres technologie andl appicaions, span geographies, have many users and yet sil eside in one place eg. The data cent 7 can be organised int 'Sios" and not have an overall understanding of he business requirements, ‘The focus of Service Porto Managementis oink service atses ther higher level business sores, ve) Ioer jer dew Sar bey (G, send Gay foe perl de Souta bern (G) TAcTLFVa_oW BOLO ae Panes Coppig omaT KGa Pe ‘Acadery™! {TIL v3 Foundation Cot “Service Strategy (6°) Service Owner - key responsibilities + Tobe accountable to the IT Director for the delivery of the service + To act oe the prime customer contact, + To ensure the ongoing service delivery and support meet agreed customer requirements, + To identify and recommend Service Improvements as part of the Continual Service Improvement phase. = Represents the service in Change Advisory Boards CAB Participates in negotiating Service Level Agreements SLAs and Operational Level Agreements OLAS + To liase with the process owners through the Service lifecycle. inademy “The Sevice Owners accountable fora speci senice within the xganisatonirespectve ofthe Underpinning technology They should understand the service both at echnical and business lover ‘There is crtical to Senice Management at provides input into perormance,avaabilty and future requrements. “Thorlo created to ensure sevice is managed wih 2 business fozus and a defniton fr single point of accauntabity, which wil nolude responsibly for continual npeoverent. and management of change’ “The ole the primary stateholde in al the undervng IT processeswhich enable or support the serves they awn. The sevice owner wil Therefor provide guidance to aid the delivery and support forther serves, forces Goal meee pen) Tac UF Wa BwMEO TOT SPCR BRO BRB B Beene ee , s s s . 5 . . s s 5 2 . s s . . . & s . s . . s s a s 2 s s a . Acadeny™| ITIL va Foundation Cristo Sordce Strategy Develop Strategic Assets + There are three areas for consideration: = Service Management as a closed loop control system = Service Management as a Strategic Asset + Increasing the service potential + Increasing performance potential, = Demand Management with focus on Capaciy and Cost ‘Service Management asa closed loop contro system tis is shown on the next slide buts "the ‘bli to support the busines by understanding Row services are used and then improving by rowing experience and raining fo improve the capable of service management focused on the customer assets Senice Management as a strategic Asset “Increasing the service potential - what can er could service management do that offers valve Inthe use of customer assets + Increasing performance potentials thereanyting that service management could do beter ormoreetectiel/? Demand, Capacity, Cost - Can these areas canbe maximised for use to the benefit of areas ofthe business? coun ap) (0m oe) Tia TUFVa_BWEVEO. TOT pat Pane Covina 8 FX Gree cademy™ ITIL va Foundation Cortcato Sonics Strategy Service models describe the structure and dynamics of a service (Structure) Service Configuration of Model Servicelassets ) Activities, events, Service ‘And interactions Operaton (Dynamics) ‘8Cronm Copyright 2007 Reproduced unde oence fom OSC neadomy Service models wl help to describe the way service 1 be structured and designed Models are shapes by many influences cven by make spaces through the customer portfofo and ‘etvicepotfoto and using both he customer and service asses. ‘A service model wil describe how the assets wil be used and supported in the service operation phase a the sense lifecyce ‘Service models wil algo shape the way that service assets can be cenigued to provide valua tothe business customer focussing on the uty and warranty ofthe serves in operation, Pana Conga aT Gm Pe L BORSR RRB BB kee een eee academy ITIL v3 Foundation C Sewvce Strategy Develop Strategic Assets - Closed Loop ‘There are two types of contrl processes: peng and casedo0p, “Contol processes in which the valve of he outcome has no nfvence onthe process input ave pero. “Control processes in which the value ofthe outcome has infunce en the process inputn such @ manner as to maintain the desires valve ate closed oop ie FTagaden™ ITIL va Foundation Certeate Genco Satay Provider Types + Type | internal + Type ll- shared + Type Ill - external A Service Provider definition: " ikeademy Here's lit of some ofthe common tems usa inthe Financial Management process ‘As you can see, these tems are nt spectcaly IIL® but more general nance Tatra nore “Pass ‘Crop OT IK Ge Pe agadery™ ITIL va Foundation Certificate ‘capital Outright purchase of | frodocmto Land & ‘Bucngs FIXED (For reasonaale period) Salaries, standing charges lslephone line rental Financial Management - SE neademy — Sofware costs \ PL People \Ay Recommadaton costs ding facies Bac once these cous are undersoud then direct andinitect costs, lar costs and vatable costs cn elentiies speciicaly These tum wl ald accounting Planning confidance wil incl the Kfentifiation of ‘Operating and capital cost associated with he provision of services {Gemand management has dready been covered in previous sides! Reguialory and envionment inclie areas such as deposal of od equipment, otganisatonal pokey and protection of data, “service qvestment analysis take into account areas lke deprecation, cost and prof centres, ost Unt ined and variable cost fo help Gent he folowing financial techniques 'ROCE - Retumn On Capital Empoyed. RO! Return On Investment algo be encountered inthis tein. VOI- Vaivo On investment TCO~ Total Cost of Oumership is anther ‘hase ae all common business terms and as such we do not devin them in detain this cours, Fawever aterm is used tat you are not famaat wth please ask see eee eee ee eee ITacademy™ ITIL v3 Foundation Certficat Sonvce Strategy iancial Management - Concepts + Accounting + Compliance + Variable cost dynamics ‘Accounting fs the abity to dentty actual spend. This canbe done informally on spreadsheets or formal adsing costs ito a corporate accountng systom, the lat is roqued than suitable accounts traning wll be required by the financial rele responsible, Compliance iso ensue that any governance or tegulatorstandard ae being adhered to Variable cost dynamics is cosely linked to varible costs suchas costs per acy or costs per minute. These cost require metrics captured to support usage. Pan Capron 6m IG PE aeadory™ ITIL va Foundation Cortia Service Strategy Key decisions for financial management « Cost recovery, value centre or accounting centre? «Chargeback ~ to charge or not to charge? IA my ITIL v9 Foundation Ceiicate ‘Service Statogy Chargeback Models + Notional charging su or thpgh ri Sly mt’ abe vel! + Tiered subscription ~ + Metered usage + Direct plus + Fixed or user cost a; Seti nsademy Chargeback models vary based on the simply ofthe calculation andthe ably forthe business to tnrstand them. ‘Notional charging ~"this can be bated ona twosbook method. For one he information ' recorded Into a business tania system. The second book ¢ Used te retlect what would have happened f an ‘temative method had been used Tieced subscription —“Oten referred to as goa iver and bronze. This modelinvoles varying levels twarranty andlor uly offered toa customer al of which have been pred Metered usage — “used for usage consumption and measured in unis sich as hour, ays or weeks. Direct plus —“costs hat can be atibuted directly are charged accordingly and those ndrect costs ‘ate shared amongst all customers Fired or user costs ~"ths model takes the costs and vides iby an reed denominator suchas themumber of users \Whatever modelis chosen, tis more portant to make certain thatthe provision of av othe business's a key driver. OO academy ITIL v3 Foundation Crtfeate Benefits of Financial Management [+ Increased confidence in settngtmanaging budgets to meet business requrements Qe] | ensuring funds exis to provide service ‘+ Accurate cost information for decisions Efficient use of T resources + Increased professionalism + Control ofunderiover spend : \ | Academy — roconnaren WO Service Level Management Senice Catalogue Management Avaiabilty Management Information Securty Management ‘Supaler Management Capacity Management TT Service Contiuty Management ‘Design Manager e ‘Service Level Manager Service Catalogte Manager FT Service Continuity Manager Supplier Manager ‘Availity Maneger Capacity Manager Security Manager Never Stop Learning’ TATTLE Va Dw vEO_ TOT pat Academy ITIL v3 Foundation Coniate Service Design Value to Business from Service Design + Reduced Total Cost of Ownership, TCO + Improved Quality of Service, QoS + Improved consistency of service + Easier implementation of new or changed services ‘+ Improved service alignment + More effective service performance + Improved IT governance + More effective Service Management and IT processes |» Improved information and decision making

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