Agile

or manufacturing industry, where little or no changes are

required at every stage, traditional project management has
found its application in the software engineering as well.
Known as a waterfall model, it has been a dominant software
development methodology since the early 1970s, when
formally described by Winston W. Royce: Traditional Project
Management Methodologies There are two essential steps
common to all computer program developments, regardless
of size or complexity. There is first an analysis step, followed
second by a coding step ... This sort of very simple
implementation concept is in fact all that is required if the
effort is sufficiently small and if the final product is to be
operated by those who built it - as is typically done with
computer programs for internal use. 5 Waterfall model has a
strong emphasis on planning and specifications development:
1. The Art of Project Management 1.1 Project Management Phases it is considered to take up to 40% of the project time and
2. Traditional Project Management Methodologies 3. Agile Project budget. Another basic principle of this approach is a strict
Management Methodology 4. Agile Frameworks 5. Scrum: roles, order of the project phases. A new project stage does not
sprints and artifacts 5.1 Sprints and artifacts 5.2 Scrum meetings begin until the previous one is finished. The method works
5.3 When to use Scrum 6. Kanban: Comprehensive Solution to well for clearly defined projects with a single deliverable and
Handling Work in Progress 6.1 When to use Kanban 7. Hybrid: fixed deadline. Waterfall approach requires thorough
Blend of Waterfall and Agile (Flexible Development and planning, extensive project documentation and a tight control
Thorough Project Planning) 7.1 When to use Hybrid 8. Bimodal: over the development process. In theory, this should lead to
traditional Waterfall combined with Agile 8.1 When to use Lean 9. on-time, on-budget delivery, low project risks, and
Lean: Eliminating Waste in Software Engineering 9.1 When to use predictable final results. However, when applied to the actual
Hybrid 10. Extreme Programming: Engineering Practices For software engineering process, waterfall method tends to be
Writing A Good Code 10.1 When to use XP Conclusion slow, costly and inflexible due to the numerous restrictions.
References 2 3 The Art of Project Management Being an integral In many cases, its inability to adjust the product to the
part of software engineering processes along with the business evolving market requirements often results in a huge waste of
analysis and requirement specification, design, programming and resources and eventual project failure. Waterfall Model 6 As
testing, the project management has been a topic of considerable opposed to the traditional methodologies, agile approach has
debate for years. Even today, when company project management been introduced as an attempt to make software engineering
practices are becoming more mature, only about half of them flexible and efficient. With 94% of the organizations
(54%), according to survey results by the Project Management practicing agile in 2015, it has become a standard of project
Institute (PMI), are fully aware of the importance and value of management. The history of agile can be traced back to 1957:
these practices. Regardless of industry, project management has at that time Bernie Dimsdale, John von Neumann, Herb
proven to be a crucial element of a company’s efficiency and its Jacobs, and Gerald Weinberg were using incremental
eventual success. In fact, the organizations using proven project development techniques (which are now known as Agile),
management practices waste 28 less money and implement building software for IBM and Motorola. Although, not
projects that are 2.5 times more successful. Project management knowing how to classify the approach they were practicing,
professionals conclude that the definition of a successful project is they all realized clearly that it was different from the
one that is not only completed on time and within budget, but one Waterfall in many ways. However, the modern-day agile
that also delivers expected benefits. As defined by Gartner, project approach was officially introduced in 2001, when a group of
management is “the application of knowledge, skills, tools and 17 software development professionals met to discuss
techniques to project activities to meet the project requirements”. alternative project management methodologies. Having a
Project Management Phases Regardless of the scope, any project clear vision of the flexible, lightweight and team-oriented
should follow a sequence of actions to be controlled and managed. software development approach, they mapped it out in the
According to the Project Management Institute, a typical project Manifesto for Agile Software Development. Aimed at
management process includes the following phases: 1. Initiation; 2. “uncovering better ways of developing software”, the
Planning; 3. Execution; 4. Performance/Monitoring; 5. Project Manifesto clearly specifies the fundamental principles of the
close. Used as a roadmap to accomplish specific tasks, these new approach: Complemented with the Twelve Principles of
phases define the project management lifecycle. Yet, this structure Agile Software, the philosophy has come to be a universal
is too general. A project usually has a number of internal stages and efficient new way to manage projects. Agile
within each phase. They can vary greatly depending on the scope methodologies take an iterative approach to software
of work, the team, the industry and the project itself. In attempts to development. Unlike a straightforward linear waterfall
find a universal approach to managing any project, humanity has model, agile projects consist of a number of smaller cycles -
developed a significant number of PM techniques and sprints. Each one of them is a project in miniature: it has a
methodologies. 4 Based on the above-described classic framework, backlog and consists of design, implementation, testing and
traditional methodologies take a step-by-step approach to the deployment stages within the pre-defined scope of work.
project execution. Thus, the project goes through the initiation, Agile Project Management Methodology Through this work
planning, execution, monitoring straight to its closure in we have come to value: Individuals and interactions over
consecutive stages. Often called linear, this approach includes a processes and tools Working software over comprehensive
number of internal phases which are sequential and executed in a documentation Customer collaboration over contract
chronological order. Applied most commonly to the construction negotiation Responding to change over following a plan. 7 At
the end of each Sprint, a potentially shippable product increment is designing, and continuous integration of code. • Face-to-face
delivered. Thus, with every iteration new features are added to the communication within the team and customer involvement in
product, which results in the gradual project growth. With the development are crucial 10 Scrum is aimed at sustaining
features being validated early in the development, the chances of strong collaboration between people working on complex
delivering a potentially failed product are significantly lower. Let’s products, and details are being changed or added. It is based
summarize the main Agile aspects: Flexibility: The scope of work upon the systematic interactions between the three major
may change according to new requirements. Work breakdown: The roles: Scrum Master, Product Owner, and the Team. • Scrum
project consists of small cycles (known as Sprints in Scrum). Master is a central figure within a project. His principal
Value of teamwork: The team members work closely together and responsibility is to eliminate all the obstacles that might
have a clear vision about their responsibilities. Iterative prevent the team from working efficiently. • Product Owner,
improvements: There is frequent reassessment of the work done usually a customer or other stakeholder, is actively involved
within a cycle to make the final product better. Cooperation with a throughout the project, conveying the global vision of the
client: A customer is closely engaged in the development and can product and providing timely feedback on the job done after
change the requirements or accept the team’s suggestions. every Sprint. • Scrum Team is a cross-functional and self-
Prioritizing flexibility and rapid turnaround, the Agile approach organizing group of people that is responsible for the product
offers the following benefits, according to the recent research: • implementation. It should consist of up to seven team
Ability to manage the changing priorities (88%) • Increased team members, in order to stay flexible and productive. 11 Sprints
productivity through daily task allocation (83%) • Better project and artifacts A basic unit of work in scrum – Sprint – is a
visibility due to the simple planning system (83%) Agile short development cycle that is needed to produce a
Development Cycle P L A N N I N G D E S I G N D E V E L O P shippable product increment. A Sprint usually is between one
M NE T R E L E A S E PRODUCT BACKLOG SPRINT and four weeks long: More lengthy iterations lack the
BACKLOG SPRINT FINAL PRODUCT T E S T NI G 8 Agile is predictability and flexibility that are Scrum’s fundamental
an umbrella term for a vast variety of frameworks and techniques, benefits. Having no standard duration (as long as it is less
sharing the principles and values described above. Each of them than four weeks), all the sprints within a project should have
has its own areas of use and distinctive features. The most popular a fixed length. This makes it easier to plan and track
frameworks are Scrum, Kanban, Hybrid, Lean, Bimodal, and XP. progress. Scrum relies on three main artifacts which are used
Before discussing these frameworks in more detail, let’s look at to manage the requirements and track progress – the Product
their key features. Agile Frameworks Scrum is a dominant agile Backlog, the Sprint Backlog, the Sprint Burndown Chart. The
framework. It’s used exclusively by 58 percent of organizations process is formalized through a number of recurring
while another 18 percent of the companies combine it with other meetings, like the Daily Scrum (Standup), the Sprint
techniques. First described in 1986 by Hirotaka Takeuchi and Planning, the Review and Retrospective meetings. The
Ikujiro Nonaka in the New Product Development Game, it was Product Backlog is an ordered list of feature items that might
formulated almost a decade after. Scrum: Roles, Sprints, and be needed in the project’s final product. It is a single source
Artifacts In 1995, Ken Schwaber and Jeff Sutherland, the authors of requirements. The product Backlog updates as new
of The Scrum Guide, presented it at the OOPSLA conference. The requirements, fixes, features, and details are being changed or
presentation was based on the knowledge they acquired as they added. The Sprint Backlog is a list of tasks the team must
applied the method during the previous few years. While, Scrum complete to deliver an increment of functional software at the
was introduced far before the Agile Manifesto, it relies on Agile end of each Sprint. In other words, team members agree on
principles and is consistent with the values stated in that document. which product items to deliver and define a plan on how to
9 Framework Scrum Kanban Hybrid • The entire scope of work is do so. The Sprint Burndown Chart is an illustration of the
broken down into short development cycles — Sprints. • The work remaining in a Sprint. It helps both the team and the
Sprint’s duration is from one to four weeks. • The team should Scrum Master as it shows progress on a day-to-day basis and
strictly follow a work plan for each Sprint. • People involved in a can predict whether the Sprint goal will be achieved on
project have predefined roles. • Development is built on workflow schedule. Scrum meetings The process is formalized through
visualization. • The current work (work in progress or WIP) is a number of recurring meetings, like the Daily Scrum
prioritized. • There are no timeboxed development cycles. • The (Standup), the Sprint Planning, the Review, and
team can change the work plan at any time. • Agile and Waterfall Retrospective meetings (the Sprint Retrospective). The Daily
complement each other. • Agile software development is held Scrum is a timeboxed meeting, during which a Development
under Waterfall conditions (fixed deadline, forecasted budget, and Team coordinates its work and sets a plan for the next 24
thorough risk assessment). Planned Mitigation Bimodal Lean XP • hours. The event lasts 15 minutes and should be held daily at
There are two separate modes of work — traditional (Mode 1) and the same place and time. The work to be completed is
Agile (Mode 2). • Two separate teams are working on projects with planned at the Sprint Planning. Everyone involved in the
two different goals. • The Mode 1 team maintains IT system Sprint (a Product Owner, a Scrum Master, and a
infrastructure. • The Mode 2 team delivers innovative applications. Development Team) participates in this event. They answer
• Cross-team collaboration is important • The framework promotes two key questions: which work can be done and how this
fast software development with less effort, time, and cost. • The work will be done. The Sprint Planning lasts no longer than
development cycle is as short as possible. • The product delivered eight hours for a one-month Sprint. For shorter Sprints, the
early is being continuously improved. • The team is independent meeting usually takes less time. 12 The work to be completed
and has a wider range of responsibilities than those in Scrum, is planned at the Sprint Planning. Everyone involved in the
Bimodal, and Hybrid. • Developers can also formulate the Sprint (a Product Owner, a Scrum Master, and a
product’s concept • The focus is on technical aspects of software Development Team) participates in this event. They answer
development. • XP introduces engineering practices aimed at two key questions: which work can be done and how this
helping developers write a clear code. • Product development work will be done. The Sprint Planning lasts no longer than
includes consistent stages: core writing, testing, analyzing, eight hours for a one-month Sprint. For shorter Sprints, the
meeting usually takes less time. At the end of each Sprint, the team using so-called Scrumban rather than the original
and the product owner meet at the Sprint Review. During this frameworks. Hybrid: Blend of Waterfall and Agile (Flexible
informal meeting, the team shows the work completed and answers Development and Thorough Project Planning) Agile and
questions about the product increment. All participants collaborate Waterfall are two different visions of software development
on what to do next to increase the product’s value. The Sprint management. The former is about iterative development and
Review is a four-hour timeboxed meeting for one-month Sprints. being flexible, while the latter, promoteing step-by-step
The whole team goes to Retrospective Meetings to reflect on their development, requires careful planning, and rejects making
work during the Sprint. Participants discuss what went well or changes along the way. Twenty-three percent of companies
wrong, find ways to improve, and plan how to implement these realized that using principles of both approaches can be more
positive changes. The Sprint Retrospective is held after the Review beneficial than choosing one of the two. The combination of
and before the next Sprint Planning. The event’s duration is three the traditional Waterfall project management approach and
hours for one-month Sprints. When to use Scrum Scrum works Agile is called Hybrid. Specialists use advantages of the
well for long-term, complex projects that require stakeholder Agile philosophy for software development. When it comes
feedback, which may greatly affect project requirements. So, when to budgeting, planning, and hardware set up, Waterfall works
the exact amount of work can’t be estimated, and the release date is well. On the other hand, by embedding Agile practices into a
not fixed, Scrum may be the best choice. By setting customer traditional Waterfall work process, companies can increase
needs and on-time/onbudget delivery as the highest priority, Scrum chances of realizing successful projects. For example, project
has gained the trust of 89 percent of Agile users. Thus, the list of planning can be done in sprints, testing can be incorporated
companies using this approach is impressive. In fact, there is a in development, and feedback can be gathered regularly.
public spreadsheet with such organizations, including Microsoft, Other ways of modifying the Waterfall model include using
IBM, Yahoo, and Google. The latest research by the Scrum Kanban boards and organizing retrospectives. It should be
Alliance suggests that Scrum goes beyond IT. Companies working noted that the choice of hybrid framework’s features may
in the fields of finance, consulting, and entertainment choose this depend on the project. The hybrid frameworks not only imply
approach to organize their work processes and enhance using both approaches, depending on the project phase, but
cooperation with customers. In 2016, the majority of State of also include options to inject Agile practices into a Waterfall
Scrum Report respondents (98 percent) said they are going to use process. 16 The Bimodal approach is quite popular: It is
this framework to move forward. 13 Another common project estimated that 16 percent of companies choose it. The term
management framework is Kanban. Forty three percent of “Bimodal IT” was introduced by Gartner in 2014. Bimodal is
companies have stated that they use Kanban as one of the project the practice of managing two separate but consistent styles of
management frameworks. Originating from a visual system of work: one focused on predictability and the other on agility.
cards used in Toyota manufacturing as a production control Mode 1 is traditional; thus, it works perfectly in well-
method, Kanban is simple, yet powerful, approach to developing understood and predictable areas. According to Gartner, it
software products. Translated as visual signal from Japanese, focuses on exploiting what is known while transforming the
Kanban focuses on the visualization of the workflow and legacy environment into a state fit for a digital world. Mode 2
prioritizes the work in progress (WIP), limiting its scope to match involves rapid application development. It is exploratory,
it effectively to the team’s capacity. As soon as a task is nonlinear, and optimized for solving new problems. Mode 2
completed, the team can take the next item from the pipeline. Thus, is especially useful for working on projects that need to be
the development process offers more flexibility in planning, faster finished as quickly as possible. Both modes require different
turnaround, clear objectives, and transparency. Kanban Board skills, techniques, and tools. Therefore, two separate work
BACKLOG IN PROGRESS COMPLETED Kanban: groups are needed. These teams have two distinct goals —
Comprehensive Solution to Handling Work in 14 Trello automates ensuring stability while adopting innovations. Team members
and digitalizes Kanban. Due to the succinct information about a focus on projects that suit their mode best. The Mode 1 team
work item each Kanban card contains, everyone in the team knows develops and maintains applications and core systems to
who is responsible for the item, what each person’s task is, when support longterm business needs. A company’s technological
it’s supposed to be finished, etc. Team members can also leave capabilities depend directly on the work that’s done by this
comments, attach screenshots, documents, or links to provide more team. The Mode 2 team frequently delivers innovative
details. Teams using Kanban tools work in a cooperative manner. applications to engage new customers and meet short-term
The ability to track progress helps coworkers understand business needs. This team may change the product’s
everyone’s personal input in achieving the common goal, resulting functionality after having received feedback and analyzed the
in a focus on completing the task well and on time. No standard market. The teams use different delivery mechanisms and
procedures within the process, as well as the fixed iterations, are report through different organizational structures.
required in Kanban, as opposed to Scrum. The project Nevertheless, they need to communicate with each other to
development is based on the workflow visualization through a exchange ideas and share results. As Sandy Kemsley
Kanban board, usually represented by sticky notes and specifies, Mode 2 relies on the information and services
whiteboards, or online tools like Trello. 15 When to use Kanban infrastructure provided by Mode 1, while Mode 1 relies on
Using Kanban, teams can do small releases and adapt to changing Mode 2 for testing both new product ideas and new
priorities. Unlike Scrum, there are no sprints with their predefined development methods that may eventually be rolled back into
goals. Kanban is focused on doing small pieces of work as they Mode 1. When to use Hybrid Hybrid is an effective solution
come up. For example, if testers find errors in the product, when product delivery relies on both hardware and software
developers try to fix them right away. Kanban, for instance, works operations. But, there is another reason to choose Hybrid.
well after the main release of the product. Companies like Spotify The situation in which a customer is not satisfied with an
and Wooga (leading mobile games development company) have unspecified timeframe and budget, as well as the lack of
been using this approach successfully over the years. Yet, 8 planning, is not rare. Such uncertainty is typical for Agile. In
percent of organizations combine Scrum with Kanban techniques, this case, planning, requirements specification, and an
application design can be accomplished in Waterfall. Agile is in product owner’s feedback. What differentiates Lean approach
place for software development and testing. Bimodal: traditional is that the team is not restricted to use any formal processes,
Waterfall combined with Agile 17 When to use Bimodal If the such as recurring meetings or thorough task prioritization.
company specializes in both long- and short-term projects that When to use Lean Lean allows companies to follow a
require different development and management approaches, minimum viable product (MVP) development technique. It
Bimodal might be the right choice. This framework is about includes a deployment of a product with a minimum,
keeping the balance between maintaining IT system infrastructure sufficient set of features to satisfy early users. The idea of the
and driving innovations. When successfully implemented, Bimodal MVP strategy is to gather and analyze customer feedback to
helps organizations quickly deliver solutions that users need to stay know if they like this product and want to buy it. Knowledge
competitive. According to the latest estimates, 17 percent of of a customers’ habits, tastes, and needs is the key to
organizations adopt Lean. Its popularity decreased from 2015 to producing commercially successful products. Developers use
2016. Nevertheless, this framework remains one of the 5 most feedback to create a roadmap for future development. Lean
widely used Agile frameworks.Having the same origins as Kanban, works well for small, short-term projects due to their short
the approach started as a technique applied to physical life cycles. This approach is also appropriate if the customer
manufacturing. It stemmed from Toyota Production System as a can participate in a project realization as Lean requires
management approach aimed at “making the vehicles ordered by ongoing feedback. Another important condition to the
customers in the quickest and most efficient way, in order to adoption of Lean is the whole team should work in one office
deliver the vehicles as quickly as possible.” The application of to enable communication. 19 Extreme Programming (XP)
Lean principles to software development was initially introduced differs from the above-mentioned frameworks by its focus on
by Mary and Tom Poppendieck in their book Lean Software technical aspects of software development. XP is used at 9
Development: An Agile Toolkit. It includes the 7 basic principles: percent of companies. It combines the most essential,
• Eliminate waste • Amplify learning and create knowledge • providing agile teams with a number of tools to optimize the
Decide as late as possible • Deliver as fast as possible • Empower engineering process. Extreme Programming is a set of certain
the team • Build integrity/quality in • See the whole Now let’s have practices, applied to software engineering in order to improve
a closer look at these principles. Eliminating waste. In terms of a its quality and ability to adapt to the changing requirements.
project, a term “waste” refers to anything that is not adding the XP requires developers to perform a little number of
value to the project and thus should be eliminated. In software engineering practices on the highest, almost extreme level
engineering, this can be idle time, unnecessary features, or defects. possible, hence the name. XP was introduced in the 1990s.
Amplify learning and create knowledge. In Lean, software Kent Beck, one of the initial signatories of the Agile
development is perceived as an ongoing learning process. Manifesto, invented it while working on a Chrysler
Developers don’t usually write clear code on the first try. After Comprehensive Compensation System project. He aimed at
having detected and fixed errors, they write an improved variation finding ways of doing sophisticated tasks as expeditiously as
of the previous code. Engineers gain knowledge during possible. In 1999, he documented XP practices in the book
development by solving problems and producing code variations. Extreme Programming Explained: Embrace Change. The
So, the best way to improve the software development most commonly used XP practices are: • Test-Driven
environment is to amplify learning. Decide as late as possible. Late Development (TDD) • Refactoring • Continuous Integration •
decisions are more informed ones because they are based on facts. Pair Programming Test-Driven Development is an advanced
Keeping in mind that technologies become obsolete increasingly engineering technique that uses automated unit tests to propel
faster, delaying an irreversible design decision is a wise move. A software design process. As opposed to the regular
major strategy for making commitments late is to reserve the development cycle, where the tests are written after the code
capacity for the change in the system. Deliver as fast as possible. (or not written at all), TDD has a test-first approach. This
The fourth principle is about the pros of fast software means that the unit tests are written prior to the code itself.
development. Short development cycles allow developers to learn According to this approach, the test should fail first when
more by getting feedback. Lean: Eliminating Waste in Software there is no code to accomplish the function. After that, the
Engineering 18 They also allow a customer to delay making a final engineers write the code focusing on the functionality to
decision about design until they know more. So, fast delivery helps make the test pass. Extreme Programming: Engineering
eliminate waste. Empower the team. Developers should have the Practices For Writing Lean works well for small, short-term
right to make technical decisions as they understand the details of projects due to their short life cycles. This approach is also
their work like no one else. They can create a roadmap and follow appropriate if the customer can participate in a project
it. Build in integrity/quality. The user’s perception of the software realization as Lean requires ongoing feedback. Another
and its characteristics must coincide. If a customer thinks that important condition to the adoption of Lean is the whole team
software has all the needed features and is easy to use, that system should work in one office to enable communication. Being
has a perceived integrity. Conceptual integrity means that the effectively adopted by a vast number of manufacturing
software has a coherent architecture, and scores high on usability companies, like Nike, Ford and Intel, Lean principles are
and fitness of purpose. It can be maintained, adapted, and widely used in other industries. Startups and successful
extended. See the whole. Engineers should take charge of the companies, e.g. Corbis, PatientKeeper, and Xerox, apply
overall efficiency of the system, instead of focusing on their small Lean software engineering practices to their processes. 20 As
portion. If experts adhere to this principle, they can create a system soon as it’s done, the source code should be improved to pass
with integrity. These fundamentals perfectly describe Lean all the tests. These three steps are often referred to as the
philosophy: its aim is to deliver more value through less effort, RedGreenRefactor cycle TDD has proven to provide the
investment and time. Lean software development is an iterative following benefits: 1. The tests are used to capture any
and incremental framework. Therefore, as in any other Agile defects or mistakes in the code, providing constant feedback
approach, the working product increment is delivered at the early on the state of every software component. Thus, the quality
stages of development. The further progress depends largely on the of the final product is increasingly high. 2. The unit tests can
be used as an always up-to-date project documentation, changing use, 98% companies have realized success from Agile
as the project evolves. 3. Being deeply involved in the product projects. Higher speed, flexibility, and productivity achieved
development, the team needs to be able to critically analyze it and through such approaches are the key drivers which motivate
foresee the planned outcome in order to test it properly. This keeps more and more organizations to switch to Agile. Software
the team motivated and engaged, contributing to the product engineering, being an extremely fast-paced industry, calls for
quality. 4. With a thorough initial testing, the debugging time is flexibility and responsiveness in every aspect of project
minimized. Apart from being used within the TDD cycle, code development. Agile frameworks allow for delivering cutting-
refactoring is a common practice in agile software development. edge products and cultivating innovative experiences while
Basically, it’s a process of a constant code improvement through keeping the product in sync with the market trends and user
simplification and clarification. The process is solely technical and requirements. However, there is always a place for diversity.
does not call for any changes in software behavior. Extending the Depending on your business requirements and goals, you
source code with each iteration, agile teams use refactoring as a might still benefit from using the Waterfall model or the
way to weed out code clutter and duplications. This helps prevent combination of the two. 22 RiO
software rot, keeping the code easy to maintain and extend. http://www.tutorialspoint.com/itil/itil_quick_guide.htm
Continuous Integration (CI) is another practice agile teams rely on Copyright © tutorialspoint.com IITTIILL -- QQUUIICCKK
for managing shared code and software testing. We believe CI is RREEFFEERREENNCCEE GGUUIIDDEE ITIL Overview
an evolutionary development of the Agile principles.Instead of ITIL is a framework providing best practice guidelines on all
doing short iterations, developers can commit newly written parts aspects of end to end service management. It covers complete
of a code several times a day. This way, they constantly deliver spectrum of people, processes, products and use of partners.
value to users. To verify the quality of the software — through Now a day’s ITIL is being practiced by almost every
testing — and automate its deployment, teams usually use Tools company providing IT services to the customers. The
like CruiseControl, Atlassian Bamboo, TeamCity or Jenkins. In processes, tasks and checklists described in ITIL are not
addition, CI helps maintain the shared code, eliminating the organization-specific, but can be implemented by any
integration issues. Thus, the product’s mainline is robust and clean organization. It gives organization a framework to plan,
and can be rapidly deployed. Pair Programming, orpairing, is implement and measure IT services. ITIL was published in
considered to be a very controversial agile practice. This technique 1989 by Her Majesty's Stationery Office HMSO in UK on
requires two engineers working together. 21 Pair Programming, behalf of the Central Communications and
orpairing, is considered to be a very controversial agile practice. Telecommunications Agency CCTA, now subsumed within
This technique requires two engineers working together. While one the Office of Government Commerce OGC. Why ITIL is
of them is actually writing the code, the other one is actively required? ITIL helps business managers and IT managers to
involved as a watcher, making suggestions, and navigating through deliver services to the customers in effective manner and
the process. Being focused on both code and more abstract hence gaining the customer’s confidence and satisfaction.
technical tasks, this team of two is expected to be more efficient, Here are the areas where ITIL plays an effective role: IT and
creating better software design and making fewer mistakes. business strategic planning Integrating and aligning IT and
Another benefit of this approach lies in spreading the project business goals Implementing continuous improvement
knowledge across team members. However, this practice has often Acquiring and retaining the right resources and skill sets
been accused of having a negative impact on the team’s short-term Reducing costs and the Total Cost of Ownership
productivity. The research shows that each task usually requires Demonstrating the business value to IT Achieving and
15-60 percent more time, which is a major drawback of the demonstrating Value for Money and Return on Investment.
approach. Yet, there are some opinions that the extra time is easily Measuring IT organization effectiveness and efficiency
compensated in the long term through the overall higher quality of Developing business and IT partnerships and relationships
the software. When to use XP XP provides tools to decrease risks Improving project delivery success Managing constant
while developing a new system, especially when developers must business and IT change ITIL Versions ITIL was originated as
write code within strict timeframes. It’s essential to know that XP collection of books. These books of ITIL cover all aspects of
practices are designed for small teams that don’t exceed 12 people. IT service management. Since its origin, it has undergone
One should choose this framework if sure that not only developers many changes which lead to the following versions of ITIL:
but also customers and managers will be able to work together on a ITIL V1 was the initial version of ITIL consisting of 31
project. XP suggests unit testing as well. If programmers have books From 2000 to 2004, ITIL V1 was revised and replaced
enough experience creating functional tests, then XP can be used. by 7 books ITILV2. This version became globally accepted
Extreme Programming offers engineering practices and ideas that and is now used in many countries by thousands of
help development teams adapt to ever-changing requirements. The organizations In 2007, ITIL v2 was modified and
key features of this framework are a high rate of customer consolidated with 3rd version of ITIL, consisting of five core
engagement and  short iterative cycles that don’t exceed one week. books covering the service lifecycle. ITIL V3 included 26
Also, XP suggests developers make the simplest design possible processes and 4 functions In 2011, the 2011 edition of V3
and prioritize tasks. While XP can be used as an independent was published. It was an updated version released in 2007.
framework, some of its technical practices have become a part of ITIL Publications ITIL core publications include a set of five
other Agile approaches. Ten percent of companies choose the manuals: Service Strategy, Service Design, Service
Scrum/ XP Hybrid framework, where XP engineering practices Transition, Service Operation and Continual Service
coexist with Scrum management approaches. For instance, Hybrid Management. Benefits of ITIL Following diagram shows
includes Scrum events and artifacts. The customer role evolves: it several benefits of ITIL: ITIL V2 vs. ITIL V3 ITIL V2 ITIL
defines a Product Backlog and works together with a Development V3 Focused on product, process and people. Focused on
Team in the office until the project ends. 22 Conclusion Agile is a product, process, people and partner. Process oriented
way of thinking about how a software development can be approach Lifecycle based approach. Security management is
managed. Regardless of the exact frameworks and techniques they part of evaluation Security management is a separate process
Emphasizes on service design and service strategy Equal attention According to customers service consist of two elements:
to all processes Have 10 processes and 2 functions Have 26 Utility Warranty Utility Utility is perceived by the customer
processes and 4 functions. Service Basics Service Service is a from the attributes of the service that have positive effect on
means of delivering value to customers by achieving customer's the performance of task associated with the desired business
desired results while working within given constraints. Services vs. outcomes. This is fir for purpose. Utility is generally stated in
Product Services Products Services are not tangible. Products are terms of: Outcomes supported Ownership costs and risks
tangible. Services are produced and consumed at same time. avoided Warranty Warranty ensures the utility of the service
Products are not produced and consumed at same time. Services is available as needed with sufficient capacity, continuity,
are inconsistent. Products are consistent. The user participates in and security. Value of warranty is communicated in terms of
the production of services. The user doesn’t participate in the level of certainty. Warranty is usually defined in terms of
production of products. Service Management Service Management availability, capacity, continuity, and security of the
refers to all aspects of the management of IT service provision. utilization of the services. Service Assets There are two types
According to ITIL, Service management contains all of service assets as listed below: Resources Capabilities
organizational capabilities for generation of added value to the Resources Resources are the inputs for production. The
customers as service. Goals of Service Management Here are the resources are transformed by management, organization,
main goals of Service management: Make IT services adaptable people and knowledge. Capabilities Capabilities refer to
towards the present and future requirements of an organization and skills to develop and control the resources for production.
its customers Develop and maintain good & responsive The skills are based on knowledge, experience and
relationship with the business Make effective and efficient use of information. Service Provider Types Service Provider can be
all IT resources Optimizing the quality of delivered services broadly classified into three types as described below: Type I
Reduction of long term cost of service delivery Achieving Service Internal Service Provider Internal Service provider refers to
Management Here are the key activities needed to be performed in the business functions within an organization.
order to achieve business and customer’s satisfaction: Service Administration, finance, human resources, and IT service
Lifecycle The complete framework of ITIL is based on service providers all comes under internal service providers. Type II
lifecycle. Each lifecycle defines certain processes for effective Shared Service Provider In this, business functions such as
service management. Service lifecycle helps to amplify the service IT, human resources, and logistics are consolidated into an
management approach and to achieve better understanding of its autonomous special unit called a Shared Service Unit SSU.
structure. In the coming chapters, we will be discussing all Type III External Service Provider External service provider
lifecycle individually with their processes and functions. Processes refers to the third party service providers. It can offer
and Functions There are 26 processes and 4 functions in ITIL V3. competitive prices and drive down unit cost by consolidating
These processes and functions are discussed in detail with each demand. The Four Ps of strategy The below mentioned Four
service lifecycle in further chapters. Process Process defines Ps identify the different forms of a service strategy and are
policies, standards, guidelines, activities, and work instructions. A considered as entry points to service strategy. Services
process takes some defined inputs to produce desired results. strategy processes The following diagram expresses the
Functions A function is defined as group of people or tools different processes and their relationship in service strategy:
required to carry out one or more processes and activities. Service Service Strategy Roles There are several roles that are
Strategy Overview Service Strategy helps to design, develop and responsible for managing different key aspects of Service
implement service management as organizational capabilities and Strategy. Here we will discuss all of the roles in this chapter.
strategic assets as well. It enables a service provider to consistently S.N. Role Responsibility 1. Business Relationship Manager
outperform competitive alternatives over time, across business Maintains good relationship with customers Identifies
cycles, industry disruptions and changes in leadership. Service customer’s needs Ensures service provider meet customer’s
strategy comprises of the following key concepts: Value creation need Works closely with Service Level Manager 2. Demand
Service Assets Service Provider types Service structures Defining Manager Responsible for understanding, anticipating, and
the service market Developing service offerings Financial influencing customer demand for services Works with
management Service portfolios Demand management Return on capacity manager to ensure that service provider has
investment Strategic Assessment Before crafting service strategy, a sufficient capacity to meet the required demand 3. Financial
provider should first take a careful look at what it does already. Manager Responsible for accounting, budgeting, and
The following questions can help expose a service provider’s charging Manager requirements 4. IT Steering Group ISG
distinctive capabilities: Which or our services or service verities Sets direction and strategy for IT services Reviews the
are the most distinctive? Which or our services or service verities business and IT strategies in order to make sure that they are
are the most profitable? Which of our activities in our value chain aligned Sets priorities of service development programs 5.
or value network are the most different and effective? Factors in Service Portfolio Manager Decides on a strategy to serve
Strategic Assessment Here are the key factors that play important customers in cooperation with ISG Develops service
role in strategic assessment: S.N. Description 1. Strengths and provider’s offering and capabilities 6. Service Strategy
weaknesses The attributes of the organization. For example Manager Works with ISG in producing and maintaining the
resources and capabilities, service quality, skills, cost structures, service provider’s strategy Responsible for communicating
product knowledge, customer relationship etc. 2. Business Strategy and implementing service strategy Strategy Generation For
The perspective, position, plans and patterns are received from a positive results, service provider needs to plan his services
business strategy. 3. Critical Success factorsHow will the service strategically. A good service strategy defines a unique
provider know when it is successful? 4. Threats and approach for delivering better value. Service Strategy
opportunitiesIncludes competitive thinking. For example, is the Manager is the process owner of this process. Service
service provider vulnerable to substitution?, or Is there a means to Generation Sub processes Strategy Management comprises of
outperform competing alternatives? Value Creation Service four activities as listed below: Defining the market
strategy defines a unique approach for delivering better value. Developing offerings Developing strategic assets Measuring
and Preparation for implementation of strategy Defining the of new service but also devises changes and improvements to
market It is necessary to take survey of services available in the existing ones. It also let the service provider know how the
market. It gives a clear perspective of cost and quality of services design capabilities for service management can be developed
already present and what new service can be offered in competitive and acquired. Balanced Deign It is necessary for services to
environment. Developing offerings In this service provider be adaptable to changing business requirements on dynamic
develops a portfolio which contain all the services that are visible basis. For this a balance must be maintained between
and available for the customer. Service portfolio is developed in following three factors: Functionality with the required
order to represent all binding service investments towards the quality. Resources i.e. staff, technologies, and available
market. custome. User Profiles It is the demand pattern shown by finances. Timetable Aspects of Service Design Service
users. It can be processes, people or functions. Tactical Level Design focuses on the following aspects: IT Services
Demand Management Under tactical level demand management designed to meet business objectives. Services designed to be
we focus on Differential Charging. It is a technique to support both fit for purpose and fit for use. Cost of ownership planed
Demand Management by charging different amounts for same IT to achieve return on investment. Balanced functionality, cost
Service Function at different times. Challenges in Demand and performance. IT services more stable and more
Management Demand Management is critical process of service predictable. Potential risk mitigated, so the IT service is
strategy. Following are the challenges that occur in this process: protected from security threats. Design technology
Improper analyses of customer’s demand leads to improper use of architectures, management architectures, and system
capacity. Excess capacity generates cost without creating value management tools. Design of the measurement systems,
Sometimes certain amount of unused capacity is necessary to methods, and metrics for services, processes, architectures
deliver service levels. Such capacity is creating value through the and underlying components. Design of the service solution
higher level of assurance made possible with the higher capacity It including all agreed functional requirements, resources and
is required to have service level agreements, forecasting, planning, capabilities. Service Oriented Architecture Service Oriented
and tight coordination with the customer to reduce uncertainty in Architecture SOA refers to developing independent usable
demand Service production cannot occur without concurrence services. SOA is defined by Organization for the
presence of demand that consumes the output Arrival of demand is Advancement of Information Structured OASIS. SOA
also influenced by demand management techniques such as off- provides more flexibility through modularity. Prerequisites
peak pricing, volume discounts, and differentiated service levels for SOA approach Here the prerequisites required for
Financial Management Financial Management deals with implementation of SOA approach: Definition of services
accounting, budgeting and charging activities for services. It Clarity regarding interfaces and dependencies between
determines all the costs of IT organization on the basis of direct services The application of standards for the development
and indirect costs. This process is used by all three types of service and definition of services Use of broadly-based technologies
providers – internal, external or shared service providers. Financial and tools. Service Design Processes Following table
Manager is the process owner of this process. Benefits of Financial describes several processes in Service Design: S.N. Process
Management Here are some of the benefits of Financial Description 1. Design Coordination It deals with maintaining
Management: Enhanced decision making Speed of change Service policies, guidelines, standards, budget for service design
portfolio management Operational control Value capture and activity. 2. Service Catalogue Management This process is
creation Key decisions for Financial Management Cost centre, responsible for designing service catalogue containing
value centre or accounting centre? It is important to decide that service specific to the customer for which they are willing to
how funding will be replenished. Clarity around the operating pay. 3. Service Level Management The goal of this process is
model greatly contributes to understanding the requisite, visibility to ensure quality of the services meet provisioned quality
of service provisioning costs, and funding is a good test of the agreements. 4. Capacity Management Capacity Management
business’s confidence and perception of IT. The IT financial cycle ensures optimal and economic usage of existing resources
starts with funding applied to the resources that create output and future capacity requirement planning. 5. Availability
which is identified as value by the customer. This value in turn Management Availability Management ensures the operative
includes the funding cycle to begin again. Chargeback: to charge services meet all agreed availability goals. 6. IT Service
or not to charge A chargeback model provides added Continuity Management This process ensures continuity of
accountability and visibility. Charging should add value to the IT services regardless of any disaster occurs. 7. Information
business. Chargeback models vary based on simplicity of Security Management This process ensures confidentiality,
calculations and the ability for the business to understand them. integrity, availability of data. 8. Supplier Management This
Some sample chargeback model includes the following process ensures supplier relationship & performance and also
components: Notional charges This address whether a journal entry ensures management of right and relevant contracts with
will be made to the corporate financial systems. Here we have two- supplier. Service Catalogue Management Service Catalogue
book method in which one records costs in corporate financial contains information of specific services for which customer
systems while a second book is kept but not recorded. This second are willing to pay. It is a knowledge management tool which
book gives same information but reflects what would have allows employees and consultants to route their request for
happened if alternative method of recording had been used. Tiered and about services. Service catalogue is subset of service
Subscription It refers to varying levels of warranty and /or utility portfolio and contains presently active services in service
offered for a service, all of which have been priced, with operation phase. Service Catalogue Composition Each
appropriate chargeback model applied. Metered usage In this service in the catalogue contains the following elements: A
demand modeling is incorporated with utility computing identification label for the service Description of services
capabilities to provide confidence in the capture of real-time usage. Related service request types Any supporting or
Fixed or user cost In this cost is divided by an agreed denominator underpinning services Service categorization or type that
such number of users. Service Design Overview Service Design allows it to be grouped with other similar services Interfaces
provides a blueprint for the services. It not only includes designing and dependencies between all services, and supporting
components and configuration items CIs within the service current and future demands for IT resources and producing
catalogue and the CMS Clear ownership of and accountability for forecasts for future requirements 4. Monitoring Pattern of
the service Associated costs How to request the service and how its Business activity and service level plans through
delivery is fulfilled Escalation points and key contracts Service performance, utilization and throughput of IT services and
level agreement SLA data Service Catalogue Aspects Service the supporting infrastructure, environmental, data and
catalogue has two aspects: Business Service Catalogue It contains applications components. 5. Influencing demand
all the IT services delivered to the customer, together with their management in conjunction with Financial Management 6.
relationship to the business units and the business process that rely Undertaking tuning activities to make the most efficient use
on the IT services. Technical Service Catalogue It contains all the of existing IT resources. 7. Proactive improvement of service
IT services delivered to the customer, together with their or component performance Objectives Here are the several
relationship with supporting services, shared services, components, objectives of Capacity Management: S.N. Objectives 1.
and CIs necessary to support the provision of the service to the Produce and maintain an appropriate up-to-date capacity plan
business. Service catalogue management process is responsible for reflecting the current and future needs of the business. 2.
providing information regarding all agreed services to all Provide advice and guidance to all other areas of the business
authorized persons. This process also takes care of creation and and IT on all capacity and performance related issues. 3. To
maintenance of service catalogue with correct and updated manage performance and capacity of both services and
information. Service Catalogue Manager is the process owner of resources. 4. Assisting with diagnosis and resolution of
this process. Any change to service portfolio or service catalogue performance and capacity related incidents and problems. 5.
is subject to Change Management process. SCM Activities Here Assess the impact of all changes on the capacity plan, and the
are the key activities included in Service Catalogue Management: performance and capacity of services and resources. 6.
Agreeing and documenting a service definition with all relevant Ensure that proactive measures to improve the performance
parties Interfacing and Service Portfolio Management to agree the of services are implemented wherever it is cost justifiable to
contents of the Service Portfolio Management to agree the contents do so. Capacity Management Elements Capacity
of the Service Portfolio and Service catalogue Interfacing with the Management broadly includes three components: Business
business and IT Service Continuity Management on the capacity management, Service capacity management, and
dependencies of business units and their business processes with Component capacity management as shown in the following
the supporting IT services contained within the Business Service diagram: Availability Management Availability Management
Catalogue Producing and maintaining a Service Catalogue and its AM ensures that IT services meet agreed availability goals. It
contents, in conjunction with service portfolio Interfacing with also ensures new or changed service meet availability goals
Business Relationship Management and Service Level and doesn’t affect the existing services. Availability is
Management to ensure that the information is aligned to the expressed as: Agreedservicetime– Downtime/Agreed Service
business and business process. Service Level Management Service Time Availability Manager is the process owner of this
Level Management SLM deals with negotiating, agreeing and process. Objectives Here are the objectives of Availability
documenting existing services with some level of policies. Service Management: Availability Management Process Availability
Level Manager is the process owner of this process. SLM deals Management process is comprises of following key elements:
with following two kinds of agreements: 1. Service Level Reactive activities Proactive activities Reactive activities
Agreement SLA 2. Operational Level Agreement OLA SLM Activities that are involved in operational roles are known as
Activities The following diagram describes activities involved in reactive activities. Activities such as monitoring, measuring,
SLM process: Service Level Requirement SLR is one of the analysis and management of all events, incidents and
earliest activities in Service design of Service Lifecycle. SLR problem involving unavailability come under reactive
needs to be drafted, once the service catalogue has been produced activities. Proactive activities Activities that are involved in
and SLA structure has been agreed Objectives Here are the design and planning roles are known as proactive activities.
objectives of SLM: S.N. Objectives 1. Define, document, agree, Activities such as proactive planning, design & improvement
monitor, measure, report, and review the level of IT service of availability come under proactive activities. Availability
provided. 2. Provide and improve the relationship and Management process is completed at following two
communication with the business and customers. 3. Ensure that interconnected levels: Service availability Component
specific and measurable targets are developed for all IT services. 4. availability Service availability It deals with availability and
Monitor and improve customer satisfaction with the quality of unavailability of service and also the impact of component
service delivered 5. Ensure that IT and customers have a clear and availability and unavailability on service availability.
unambiguous expectation of the level of service to be delivered Component availability It deals with component availability
Capacity Management Capacity Management ensures proper and unavailability. Availability Management sub-processes
utilization of available resources and makes future capacity The following diagram shows sub-processes involved in
requirement available in cost-effective and timely manner. Availability Management process: Service Continuity
Capacity Management is considered during Service Strategy and Management ITSCM ensures continuity of IT service in time
Service Design phases. It also ensures that IT is sized in optimum of any disaster. It also evaluates the level of insurance we
and cost-effective manner by producing and regularly upgrading need to protect service assets and a manuscript to recover
capacity plan. Capacity Manager is the process owner of this from a disaster. IT Service Continuity Manager is the process
process. Capacity Management Activities The following table owner of this process. Objective The following diagram
describes several activities involved in Capacity Management shows the several objectives of ITSCM: ITSCM Process
Process: S.N. Capacity Management Activities 1. Producing ITSCM process comprises of four stages: Initiation,
capacity plans, enabling service provider to continue to provide Requirements & strategy, Implementation, and Ongoing
services of quality defined in SLA. 2. Assistance with operation. Information Security Management Information
identification and resolution of any incident associated with any Security Management ISM ensures confidentiality,
service or component performance. 3. Understanding customer’s authenticity, non-repudiation, integrity, and availability of
organization data and IT services. It also ensures reasonable use of and configurations as they evolve through the service
organization’s information resources and appropriate management transition stage. 3. Plan and manage the capacity and
of information security risks. Information Security Manager is the resources required to package, build, test, and deploy a
process owner of this process. Information security is considered to release in to production and establish the service specified in
be met when: Information is observed or disclosed on only the customer and stakeholder requirements. 4. Provide
authorized persons Information is complete, accurate and protected efficient repeatable build and installation mechanisms that
against unauthorized access integrity Information is available and can be used to deploy releases to the test and production
usable when required, and the systems providing the information environments and be rebuilt if required to restore service. 5.
resist attack and recover from or prevent failures availability Ensure that service can be managed, operated and supported
Business transaction as well information exchanges between in accordance with the requirements and constraints specified
enterprises, or with partners, can be trusted authenticityandnon − in service design. Service Transition Benefits Service
repudiation ISM Security Policy It is required for ISM security Transition helps to improve several things as discussed
policies cover all areas of security, be appropriate, meet the needs below: Quick adaptability to new requirements Transition
of business and should include the policies shown in the following management of mergers, de-mergers, acquisitions and
diagram: ISM Framework ISM Process The following diagram transfer of services Success rate of changes and releases for
shows the entire process of Information Security Management the business Success rate of changes and releases for the
ISM: Key elements in ISM Framework ISM framework involves business Predictions of service levels and warranties for new
the following key elements: Control The objective of Control and changed service Confidence in the degree of compliance
element is to: Establish an organization structure to prepare, with business and governance requirements during change
approve and implement the information security policy Allocate Variation of actual against estimated and improved plans and
responsibilities Establish and control documentation Plan The budgets Productivity of business customer staff Timely
purpose of this element is to devise and recommend the cancellation or changes to maintenance contracts for software
appropriate security measures, based on an understanding of the and hardware when components are decommissioned.
requirements of the organization. Implement This key element Understanding the level of risk during and after change
ensures that appropriate procedures, tools and controls are in place Service Transition Processes Here are the processes involved
to underpin the security policy. Evaluation The objective of in Service Transition: S.N. Process Description 1. Transition
Evaluation element is to: Carry out regular audits of the technical Planning and Support This process deals with management
security of IT systems Supervise and check compliance with and control of transition plan. 2. Change Management This
security policy and security requirements in SLAs and OLAs process ensures manage and control change management
Maintain The objective of Maintain element is to: Improve on process. It also prevents any unauthorized change to occur. 3.
security agreements as specified in, for example, SLAs and OLAs Service Asset and Configuration Management SACM It
Improve the implementation of security measures and controls maintains database for configuration items such as servers,
Preventive This key element ensures prevention from security switches, routers etc. 4. Release and Deployment
incidents to occur. Measures such as control of access rights, Management This process deals with management and
authorization, identification, and authentication and access control control of movement of releases to test and live environment.
are required for this preventive security measures to be effective. 5. Service validation and Testing This process deals with the
Reductive It deals with minimizing any possible damage that may quality of services offered. 6. Knowledge Management This
occur. Detective It is important to detect any security incident as process deals with gathering, storing, analyzing, and sharing
soon as possible. Repressive This measure is used to counteract knowledge. Project Management Transition Planning and
any repetition of security incident. Corrective This measure support Projectmanagement deals with planning the resources
ensures damage is repaired as far as possible. Supplier to deploy major release within predicted cost, time and
Management Supplier Management deals with maintaining good quality estimates. Project manager is the process owner of
relationship between suppliers and the partners to ensure quality IT this process. Objectives The following diagram describes the
services. Supplier Manager is the process owner of this process. several objectives of project management process: The
Objectives The following diagram shows several objectives of Service Transition Strategy considers several aspects to
supplier management: Supplier Management Process The organize Service Transition and allocating resources:
following diagram shows several activities included in Supplier Purpose, goals, and objectives of Service Transition
Management: Here are the activities involved in Supplier Framework for Service Transition Context, e.g. service
Management Process: Implantation and enforcement of the customers, contract portfolios Criteria Organizations and
supplier policy Maintenance of an SCD Supplier and contract stakeholders involved in transition People Approach
evaluation and selection Supplier and contract categorization and Schedule for milestones Financial requirements Planning an
risk assessment Contract review, renewal and termination individual Service Transition Service Transition plans
Development, negotiation and agreement of contracts Maintenance describe tasks and activities required to release and deploy a
of standard contracts, terms and conditions Management of release in to the test environment. It is good practice to
contractual dispute resolution Management of sub-contracted deploy Service Transition plan from a proven Service
suppliers Agreement and implementation of service and supplier Transition model. Service Transition Plan also includes:
improvement plans Service Transition Overview Service Issues and risks to be managed Activities and tasks to be
Transition manages transition of a new or changed service. It performed Schedules of milestones, handover and delivery
ensures all changes to the service management processes are dates Staffing, resource requirements, budgets, and
carried out in coordinated way. Objectives Here are the several timescales at each stage Lead times and contingency Key
objective of Service Transition: S.N. Objectives 1. Provide a Points: It is required to have integrated transition plans that
consistent framework for evaluating the service capability and risk are linked to lower level plans such as release, build and test
profile before a new or changed service is released or deployed. 2. plans. It is best practice to manage several releases and
Establish and maintain the integrity of all identified service assets deployments as a programme, with each deployment run as a
project. Reviewing the Plans It is required to verify the plans as contains one or more Configuration Management Databases
and ask following questions before starting release or deployment: CMDB. CIs Types CIs are categorized into six as shown in
Have the plans been agreed and authorized by all relevant parties, the following diagram: Service Lifecycle CIs Service
e.g. customers, users, operations and support staff? Do the plans lifecycle CIs gives clear picture on: Services How services
include the release dates, and deliverables, and refer to related will be delivered? What benefits are expected? Service cost
change requests, known errors and problems? Has the service Service CIs Service CIs refers to: Service model Service
Design altered significantly such that it is no longer appropriate? package Release package Service resource assets Service
Have potential changes in business circumstances been identified? capability assets Organization CIs Organization CIs are
Do the people who need to use it understand and have the required internal to an organization but independent of the service
skills to use it? Have the impacts on cost, organizational, technical provider. Internal CIs CIs which are delivered by individual
and commercial aspects been considered? Have the risk to overall projects are known as Internal CIs. External CIs External CIs
services and operation capability been assessed? Is the service refer to external customer requirements and agreements,
release within the SDP and scope of what the transition model releases from supplier and external services. Interface CIs
addresses? Change Management Change in IT service refers to These CIs are required to deliver end-to-end service across a
commissioning, decommissioning or up gradation of configuration Service Provider Interface SPI. Configuration Management
of servers. All changes are required to be implemented with System CMS SACM uses Configuration Management
minimum disruption of IT services. Change Management process System CMS which contains one or more Configuration
deals with following aspects while implementing a change: Study Management Databases CMDB. The database contains
the adverse impact of change and minimize it Create and maintain information associated with a CI such as supplier, cost,
change management process Prevent unauthorized changes in the purchase date, renewal date for licenses and maintenance
environment Maintain record of all the changes Post contracts and other related documents such as SLA etc. There
implementation review of all changes Change is not implemented are also other attributes for Configuration Items such as:
by change management team rather it is implemented by a Unique Identifier CI type Name/description Supply date
technical team. Change management team only review and Location Status License details Related document masters
approve the change. Change Manager is the process owner of this Related software masters Historical data Relationship type
process. Key Points: Change manager is the person who approves Application SLA Service Assets and Configuration Process
the changes and closes it. He also checks whether it meets the SACM process comprises of following five activities: 1.
desired result. Change coordinator raises changes Change Management and Planning 2. Configuration identification 3.
coordinator has to send screen shots after the change in Post Configuration control 4. Status accounting and reporting 5.
Implementation Report PIR Objectives Following are the several Verification and Audit All of the above mentioned activities
objectives of change management process: Seven Rs of Change are described in the following diagram: Release and
Management These are the seven questions that must be answered Deployment Management Release and Deployment
for all changes. It helps to assess impact of changes and risk and Management includes planning, designing, building, testing
benefit to the service. Request For Change RFC is the key and deploying new software and hardware components in the
information source and the catalyst for the change activities of:• live environment. It is important to maintain integrity of live
Create and record Review Assess and evaluate Authorize Plan environment by deploying correct releases. Release Manager
Coordinate Review Close Each RFC will follow a certain change is the process owner of this process. Key Points: Release Unit
model that is suitable for the nature and type of change. Change refers to portion of IT infrastructure that should be released
Models There are basically three change models as listed below: together. In Release package each of the software in the
Standard change Model Normal change Model Emergency change package depends on other software in the group for its
Model Standard change model This model is used for pre- performance. Objectives Release and Deployment
authorized repetitive, low risk and well tested changes. Normal management ensures that: Delivering change faster and at
change model In this model any change must go through certain optimum cost and minimized risk Successful and on schedule
steps such as assessment, authorization, and Change Advisory deployment of release package. New or changed services are
Board CAB agreement before implementation. Emergency change capable of delivering the agreed service requirements. There
model This change model deals with highly critical changes is knowledge transfer to enable the customers and users to
needed to restore failed high availability service failure. Change optimize their use of service to support their business
Advisory Board CAB is a body to authorize the changes and assist activities. Minimal unpredicted impact on the production
change management in assessing and prioritization the changes. services, operation and support organization. Customers,
Assets and Configuration Management Assets Asset is something users and service management staff are satisfied with service
that has financial value with a depreciation rate attached to it. It has transition practices and outputs. It is important to define
a cost and organization uses it for its asset value calculation. It appropriate release package type for a given type of release.
doesn’t have direct impact on delivering services. Anything such The following diagram illustrates an example of a release
as servers, buildings, blackberries, switches, routers etc. comes package: Release and Deployment Management Process Here
under assets. Configuration Items CIs Configuration item is subset the activities included in Release and Deployment
of service assets and have direct impact on delivering services. All Management process: Release Management Support It
servers, networks, applications that have impact on production are provides guidelines and support for the deployment of
known as configuration item. Building is an asset but not CI. releases. Release Planning The objective of this process is to
Document is a CI not an asset. Hence Service Assets and assign authorized changes to release packages. It also defines
Configuration Management SACM deals with maintaining up- the scope of releases. Release Build This process deals with
todate and verified database of all assets and CIs which are also building releases and ensures all components are ready to
made available to other service management processes. enter the testing phase. Release Deployment The objective of
Configuration Manager is the process owner of this process. this process is to deploy new release in the live environment
SACM uses Configuration Management System CMS which and also arrange training for end users and operating staff.
Early Life Support The purpose of this process is to resolve ensures that all CIs are constantly monitored and define a
operational issues during initial period after release deployment. process to categorize these events so that appropriate action
Release Closure This process deals with closing a release after can be taken if required. IT Operation Manager is the process
verifying if activity logs and CMS contents are up to date. owner of this process. Event Management can be applied on
Validation and Testing It is necessary to actively maintain test the following aspects: Configuration Items CIs Security
environments to ensure that the deployed releases meet the Environment Conditions e. g. fireandsmokedetections
customer’s expectations, and to verify that IT operations are able Normal activity e. g.
to support the new services. Test Manager is the process owner of trackingtheuseofanapplicationorperformanceofaserver
this process. The following diagram describes an example of Software licence monitoring for usage to ensure legal licence
service testing through the Service Transition stage of the lifecycle: utilization and allocation There are two types of monitoring
Knowledge Management Knowledge Management deals with tools as described below: Active monitoring tools monitor
gathering, storing, analyzing and sharing the knowledge within an CIs for their status and availability. Any deviation from
organization. It helps to improve efficiency by reducing the need to normal operation is communicated the appropriate team for
rediscover knowledge. Knowledge Manager is the process owner action Passive monitoring tools detect and correlate
of this process. Objectives The following diagram describes the operational alerts or communications generated by CIs. Event
several objectives of knowledge management process: Knowledge Management Process The Event Management Process is self
Management is a central process that receives input from all other descriptive as shown in the following diagram: Benefits Here
processes and responsible for providing knowledge to service are the several benefits of Event Management: It helps to
management processes as shown in the following diagram. Service detect incidents at early stage. Thus incident can be assigned
Knowledge Management System SKMS is a central repository of to appropriate team before any service outage occurs It
data, information, and knowledge that the IT organization needs to removes need for expensive and resource intensive
manage lifecycle of its services. Service Operation Overview monitoring It can also be applied on some service
Service operationensures that services are being provided management processes such as Availability management or
efficiently and effectively as per SLAs. It includes monitoring capacity management. It automatically generates signal when
services, resolving incidents, fulfilling requests and carrying out status changes that allow appropriate team to perform early
operational tasks. Key Points: Service Operation includes five response Since it is automates, hence provides increased
process and four functions Service operation deals with day-to-day efficiency Incidents and Requests Incident is defined as any
activities and infrastructure that are being used to deliver the disruption in IT service. Incident can be reported either
services Service Operations is where all design and transition plans through the Service Desk or through an interface from event
are executed and measured From customer point of view, Service management to incident management tools. Incident
Operation is where actual value is seen Service Operation Management deals with handling incident and ensures to
Processes Service operations include total five processes as restore IT service soon as possible. Incident Manager is the
described in the following table: S.N. Process Description 1. Event process owner of this process. Incident Models There are
Management The objective of this process is to make sure all CIs always some incidents which are not new. They may happen
are monitored constantly. It also filter and categorize the events in again over a period of time. Therefore it is best practice to
order to decide on appropriate actions. 2. Incident Management have pre-defined model to handle such incidents. An incident
The purpose of Incident Management is to restore the service to models should include: Steps that should be taken to handle
the previous stage as early as possible. 3. Request Fulfilment This the incident Chronological order these steps should be taken
process deals with handling requests such as change password, in, with any dependences or co-processing defined
create new user and create email id etc. 4. Access Management Responsibilities: who should do what Timescales and
This process deals with granting rights to authorized user to use the thresholds for completion of the actions Escalation
service. 5. Problem Management This process deals with finding procedures; who should be contacted and when Any
root cause of the problem and prevent incident to occur again. necessary evidence-preservation activities Incident
Service Operation Functions Service Operation comprises of four Management Process Following diagram shows several
functions as shown in the following diagram: Service Desk Service standard steps to be taken when an incident occurs: Incident
Desk is the first and single point of contact. It plays vital role in Logging All incidents should be fully logged and date/time
customer satisfaction. It coordinates activities between end user stamped. Incident Categorization It is important later when
and IT service provider team. It also own the logged requests and looking at incident types/frequencies to establish trends for
ensures closure of these requests. There are four types of Service use in Problem Management. Incident Prioritization It deals
Desk: Central Service Desk In this, there is only one central with severity of an incident: Low, Medium or High. Incident
Service Desk. Local or distributed Service Desk It is costly but Diagnosis Service Desk analyst must carry out initial
closer to the user. It’s difficult to manage and maintain. Virtual diagnosis while the user is on call and try to discover the full
Service Desk It is very costly and result in fast processing. symptoms of the incident and to determine exactly what has
Specialized Service Desk It includes dedicated skilled staff for gone wrong and how to correct it. Incident Escalation
specific queries. IT Operation Management This function is Function escalation When it becomes clear that Service Desk
responsible for managing organization’s day-to-day operational is unable to resolve the incident or target time for Service
activities Technical Management Technical Management staff Desk has been exceeded, the incident must be escalated
includes technical expertises that are responsible for management immediately for further support. Hierarchic escalation
of overall IT infrastructure. Application Management Application Hierarchic escalation is done when either incident is serious
Management is responsible for managing applications and in nature or ‘Investigation and Diagnosis’ is taking too long
software throughout the lifecycle of the service. Event time. Investigation and diagnosis It includes the following
Management Event is defined as detectable occurrence that has activities: Understanding what exactly has gone wrong
significance for the delivery of IT service. Events are created by Understanding chronological order of the events Confirming
Configuration Item CI or the monitoring tools. Event Management the full impact of the incident Identifying any events that
could have triggered the incident Searching for previous similar services ensures that organization is able to maintain more
kind of incidents Resolution and recovery A potential resolution effectively the confidentiality of its information Access
need to be identified, applied and tested. Incident closure Before Management Process Activates involved in Access
closing an incident, Service desk should ask the user whether he is Management are self explanatory as shown in the following
satisfied and agree to close the incident. Request Fulfilment diagram: Continual Service Improvement Continuous Service
Service Request refers to demand by the users. These requests can Improvement CSI deals with measures to be taken to improve
be regarding small changes, changing the password, installing the quality of services by learning from past successes and
additional software application, requesting information etc. failures. Its purpose is to align and realign IT Services to the
Incident is unplanned event but Service Request can be planned. changing needs by identifying and implementing
Key Points: Depending upon number of Service Requests, an improvements to the changing business needs. Objectives
organization usually has, a specialized teams can be formed to Here are the serveral objectives of Continual Service
fulfil those requests. For frequently recurring requests, a Improvement: Review and analyze improvement
predefined model can be devised to fulfil the requests. Problem opportunities in each lifecycle phase Review and analyze
Management In ITIL, Problem is defined as unknown cause of one Service Level achievement results Improve cost effectiveness
or more incident. Problem Management ensures identification of of delivering IT services without sacrificing customer
problems and performs Root Cause Analysis. It also ensures that satisfaction Identify and implement individual activities to
recurring incidents are minimized and problems can be prevented. improve IT service quality Ensures applicable quality
Problem Manager is the process owner of this process. Key Points: management methods are used to support continual
Problem Management comprises of activities required to diagnose improvement activities Activities Supporting CSI The
the root cause of the incident and to determine the resolution to activities that support CSI do not happen automatically and
those problems When a problem is resolved after root cause thus required to be owned within IT organization which is
analysis, it becomes known error Problem Management also capable of handling the responsibilities and processes the
records information regarding problems in a system called Known appropriate authority to make things happen. Here are the
Error Database KED Problem Management consists of following activities supporting Continual Service Improvement: CSI
two processes: Reactive Problem Management is executed as part Process Model The steps involved in CSI are self explanatory
of service operation Proactive Problem Management initiated in as described in the following diagram: Perspectives of
service operation but generally driven as part of Continual Service Benefits Here are the four perspectives of benefits that are
Improvement Problem Management Process The following taken into consideration while discussing outcomes of CSI:
diagram describes activities involved in Problem Management: Improvement This is comparison of result of current state of
Problem detection Problem can be detected in following ways: service to previous. Benefits It is the gain achieved through
Analysis of incident by technical support group Automated realization of improvements. Return on Investment It is the
detection of an infrastructure or application fault, using alert tools difference between benefits and amount expanded to achieve
automatically to raise an incident which may reveal the need for that benefit. Value on Investment It is the extra value created
problem management A notification from supplier that a problem by establishment of benefits that include non-monetary or
exists that has to be resolved Problem logging Problem should be long-term outcomes. Service Reporting Service Reporting
fully logged and contains the following details: User details deals with producing and delivering reports of achievements
Service details Equipment details Priority and categorization and trends against Service Levels. It is best practice to
details Date/time initially logged Problem categorization In order generate reports as per agreed format, content and frequency
to trace true nature of Problem, It is must to categorize the with the customers. The following diagram describes the
Problems in same way as Incidents. Problem Prioritization overall flow of Service Reporting process: Processing math:
Problems must be categorized in the same way as incidents to 100%
identify how serious the Problem is from an infrastructure
perspective. Workarounds It is temporary way to overcome the
difficulties. Details of workaround should always be documented
within Problem record. Raising a Known Error Record Known
error must be raised and placed in Known Error Database for
future reference. Problem Resolution Once resolution is found, it
must be applied and documented with the problem details. Problem
closure At time of closure, a check should be performed to ensure
that record contains full historical descriptions of all events. Major
Problem Review A review of following things should be made:
Those things that were done correctly Those things that were done
wrong What could be done better in future How to prevent
recurrence Access Management Access Management deals with
granting access to authorized access while preventing access to
non-authorized users. Access Manager is the process owner of this
process. Key Points: Access Management is also known as ‘rights
management’ or ‘identity management’ Access Management
process is executed by technical and application management
functions. Access Management can be initiated by Service Request
through Service Desk Value to business Access Management adds
value to business in following ways: Employees have right level of
access to execute their jobs effectively The ability to audit use of
services and to trace the abuse of services Controlled access to