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Agile
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1. The Art of Project Management

1.1 Project Management Phases

2. Traditional Project Management Methodologies

3. Agile Project Management Methodology

4. Agile Frameworks

5. Scrum: roles, sprints and artifacts

5.1 Sprints and artifacts

5.2 Scrum meetings

5.3 When to use Scrum

6. Kanban: Comprehensive Solution to Handling Work in Progress

6.1 When to use Kanban

7. Hybrid: Blend of Waterfall and Agile (Flexible Development and Thorough Project Planning)

7.1 When to use Hybrid

8. Bimodal: traditional Waterfall combined with Agile

8.1 When to use Lean

9. Lean: Eliminating Waste in Software Engineering

9.1 When to use Hybrid

10. Extreme Programming: Engineering Practices For Writing A Good Code

10.1 When to use

XP Conclusion

References

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The Art of Project Management

As defined by Gartner, project management is
Project Management Phases
“the application of knowledge, skills, tools and
techniques to project activities to meet the Regardless of the scope, any project
project requirements”. should follow a sequence of actions to
be controlled and managed. According
to the Project Management Institute, a
Being an integral part of software engineering typical project management process
processes along with the business analysis and includes the following phases:
requirement specification, design, programming
and testing, the project management has been a 1. Initiation;
topic of considerable debate for years. Even today, 2. Planning;
when company project management practices are 3. Execution;
becoming more mature, only about half of them 4. Performance/Monitoring;
(54%), according to survey results by the Project 5. Project close.
Management Institute (PMI), are fully aware of the Used as a roadmap to accomplish
importance and value of these practices. specific tasks, these phases define the
project management lifecycle.
Regardless of industry, project management has
Yet, this structure is too general. A
proven to be a crucial element of a company’s
project usually has a number of internal
efficiency and its eventual success. In fact, the
stages within each phase. They can vary
organizations using proven project management
greatly depending on the scope of work,
practices waste 28 less money and implement
the team, the industry and the project
projects that are 2.5 times more successful.
itself.
Project management professionals conclude that In attempts to find a universal approach
the definition of a successful project is one that is to managing any project, humanity has
not only completed on time and within budget, but developed a significant number of PM
one that also delivers expected benefits. techniques and methodologies.

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Traditional Project Management Methodologies

Based on the above-described classic framework, Known as a waterfall model, it has
traditional methodologies take a step-by-step been a dominant software
approach to the project execution. Thus, the development methodology since the
project goes through the initiation, planning, early 1970s, when formally described
execution, monitoring straight to its closure in by Winston W. Royce:
consecutive stages.

Often called linear, this approach includes a number There are two essentialsteps common to all
of internal phases which are sequential and
executed in a chronological order. computerprogramdevelopments,regardlessofsizeorcomplexi
Applied most commonly to the construction or
ty.Thereisfirstananalysisstep,followedsecondbyacodingstep
manufacturing industry, where little or no
changes are required at every stage, traditional ... This sort of very simple implementation conceptisin fact
project management has found its application in the
software engineering as well. all that is required if the effort is sufficiently smalland if the

final product is to be operated by those whobuilt it - as is

typically donewith computer programs forinternaluse.

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Waterfall Model

a tight control over the development process.

Waterfall model has a strong emphasis on In theory, this should lead to on-time,
planning and specifications development: on-budget delivery, low project risks,
it is considered to take up to 40% of the project time
and budget. Another basic principle of this and predictable final results.
approach is a strict order of the project phases. A
new project stage does not begin until the previous
one is finished. However, when applied to the actual
software engineering process,
The method works well for clearly defined projects waterfall method tends to be slow,
with a single deliverable and fixed deadline. costly and inflexible due to the
Waterfall approach requires thorough planning, numerous restrictions. In many cases,
extensive project documentation and its inability to adjust the product to
the evolving market requirements
often results in a huge
waste of resources and eventual project failure.

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Agile Project Management Methodology

As opposed to the traditional methodologies, agile Aimed at “uncovering better ways of
approach has been introduced as an attempt to developing software”, the Manifesto
make software engineering flexible and efficient. clearly specifies the fundamental
With 94% of the organizations practicing agile in principles of the new approach:
Throughthisworkwehavecometovalue:
2015, it has become a standard of project
management. Individuals and interactionsover processes and

The history of agile can be traced back to 1957: toolsWorking softwareover

at that time Bernie Dimsdale, John von Neumann,
comprehensivedocumentationCustomer
Herb Jacobs, and Gerald Weinberg were using
incremental development techniques (which are collaborationovercontract
now known as Agile), building software for IBM and
Motorola. Although, not knowing how to classify the negotiationRespondingtochangeoverfollowingaplan.
approach they were practicing, they all realized
clearly that it was different from the Waterfall in Complemented with the Twelve
many ways. Principles of Agile Software, the
philosophy has come to be a universal
However, the modern-day agile approach was and efficient new way to manage
officially introduced in 2001, when a group of projects.
17 software development professionals met to
discuss alternative project management Agile methodologies take an iterative
methodologies. Having a clear vision of the approach to software development.
flexible, lightweight and team-oriented software Unlike a straightforward linear waterfall
development approach, they mapped it out in the model, agile projects consist of a
Manifesto for Agile Software Development. number of smaller cycles - sprints. Each
one of them is a project in miniature: it
has a backlog and consists of design,
implementation, testing and deployment
stages within the pre-defined scope of
work.

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Agile Development Cycle

PRODUCT B ACKL OG SPRINT FINAL

B ACKL OG PRODUCT

SPRINT

At the end of each Sprint, a potentially shippable Iterative improvements: There is

frequent reassessment of the work
product increment is delivered. Thus, with
done within a cycle to make the final
every iteration new features are added to the product better.
product, which results in the gradual project
growth. With the features being validated early in Cooperation with a client: A customer is
the development, the chances of delivering a closely engaged in the development and
can change the requirements or accept
potentially failed product are significantly lower. the team’s suggestions.
Let’s summarize the main Agile aspects:
Prioritizing flexibility and rapid
Flexibility: The scope of work may change according turnaround, the Agile approach offers
to new requirements. the following benefits, according to the
recent research:
Work breakdown: The project consists of small cycles
(known as Sprints in Scrum). •Ability to manage the changing priorities (88%)
Value of teamwork: The team members work closely •Increased team productivity through
together and have a clear vision about their daily task allocation (83%)
responsibilities.
•Better project visibility due to
the simple planning system (83%)

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Agile Frameworks
Agile is an umbrella term for a vast variety of frameworks and techniques, sharing the principles
and values described above. Each of them has its own areas of use and distinctive features. The
most popular frameworks are Scrum, Kanban, Hybrid, Lean, Bimodal, and XP. Before discussing
these frameworks in more detail, let’s look at their key features.

Scrum: Roles, Sprints, and Artifacts

Scrum is a dominant agile framework. It’s used In 1995, Ken Schwaber and Jeff
exclusively by 58 percent of organizations while Sutherland, the authors of The Scrum
another 18 percent of the companies combine it Guide, presented it at the OOPSLA
with other techniques. First described in 1986 by conference. The presentation was
Hirotaka Takeuchi and Ikujiro Nonaka in the New based on the knowledge they acquired
Product Development Game, it was formu- lated as they applied the method during the
almost a decade after. previous few years. While, Scrum was
introduced far before the Agile
Manifesto, it relies on Agile principles
and is consistent with the values
stated in that document.

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Framework Planned Mitigation

• The entire scope of work

Scrum is broken down into short
development cycles —
Sprints.
• The Sprint’s duration is from one to four weeks.
• The team should strictly follow a work plan for each
Sprint.
Kanban • People involved in a project have predefined roles.

• Development is built on workflow visualization.

• The current work (work in progress or WIP) is
prioritized.
Hybrid • There are no timeboxed development cycles.
• The team can change the work plan at any time.

• Agile and Waterfall complement each other.

• Agile software development
is held under Waterfall
conditions (fixed deadline,
forecasted budget, and
thorough risk assessment).

• There are two separate

Bimodal modes of work —
traditional (Mode 1)
and Agile (Mode 2).
• Two separate teams
are working on
projects with two
different goals.
• The Mode 1 team maintains IT system
infrastructure.
Lean • The Mode 2 team delivers innovative
applications.
• Cross-team collaboration is important

• The framework
promotes fast
software
development with
XP less effort, time,
and cost.
• The development cycle is as short as possible.
• The product delivered early is being continuously
improved.
• The team is
independent and has a
wider range of
responsibilities than
those in Scrum,
Bimodal, and Hybrid.
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• Developers can also formulate the product’s stages: core writing,

concept testing, analyzing,
designing, and
continuous integration
• The focus is on technical aspects of software of code.
development. • Face-to-face
• XP introduces communication
engineering practices within the team
aimed at helping and customer
developers write a involvement in
clear code. development are
• Product development crucial
includes consistent

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Scrum is aimed at sustaining strong collabora- tion •Product Owner, usually a

between people working on complex prod- ucts, customer or other stakeholder, is
and details are being changed or added. actively involved through- out the
It is based upon the systematic interactions project, conveying the global vision of
between the three major roles: Scrum Master, the product and providing timely
Product Owner, and the Team. feedback on the job done after every
• Scrum Master is a central figure within a Sprint.
project. His principal responsibility is to eliminate •Scrum Team is a cross-
all the obstacles that might prevent the team from functional and self-organizing group of
working efficiently. people that is respon- sible for the
product implementation. It should
consist of up to seven team members,
in order to stay flexible and
productive.

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product items to deliver and define a plan on

Sprints and artifacts how to do so.
A basic unit of work in scrum – Sprint – is a short
development cycle that is needed to pro- duce a The Sprint Burndown Chart is an
shippable product increment. A Sprint usually is illustration of the work remaining in a
between one and four weeks long: More lengthy Sprint. It helps both the team and the
iterations lack the predictability and flexibility that Scrum Master as it shows progress on a
are Scrum’s fundamental ben- efits. Having no day-to-day basis and can predict whether
standard duration (as long as it is less than four the Sprint goal will be achieved on
weeks), all the sprints within a project should have schedule.
a fixed length. This makes it easier to plan and
track progress. Scrum meetings
The process is formalized through a
Scrum relies on three main artifacts which are
number of recurring meetings, like
used to manage the requirements and track
the Daily Scrum (Standup), the Sprint
progress – the Product Backlog, the Sprint
Planning, the Review, and
Backlog, the Sprint Burndown Chart. The process
Retrospective meetings (the Sprint
is formalized through a number of recurring
Retrospective).
meetings, like the Daily Scrum (Standup), the
Sprint Planning, the Review and Retrospective
The Daily Scrum is a timeboxed meeting,
meetings.
during which a Development Team
The Product Backlog is an ordered list of feature coordinates its work and sets a plan for
items that might be needed in the project’s final the next 24 hours. The event lasts 15
product. It is a single source of requirements. The minutes and should be held daily at the
product Backlog updates as new requirements, same place and time.
fixes, features, and details are being changed or
added. The work to be completed is planned at
the Sprint Planning. Everyone involved
The Sprint Backlog is a list of tasks the team must in the Sprint (a Product Owner, a Scrum
complete to deliver an increment of functional Master, and a Development Team)
software at the end of each Sprint. In other words, participates in this event. They answer
team members agree on which two key questions: which work can be
done and how this work will be done.
The Sprint Planning lasts no longer than
eight hours for a one-month Sprint. For
shorter Sprints, the meeting usually
takes less time.

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The work to be completed is planned at the Sprint duration is three hours for one-month Sprints.
Planning. Everyone involved in the Sprint (a Product
Owner, a Scrum Master, and a Development Team) When to use Scrum
participates in this event. They answer two key Scrum works well for long-term,
questions: which work can be done and how this complex projects that require
work will be done. The Sprint Planning lasts no stakeholder feedback, which may
longer than eight hours for a one-month Sprint. For greatly affect project requirements. So,
shorter Sprints, the meeting usually takes less time. when the exact amount of work can’t be
estimated, and the release date is not
fixed, Scrum may be the best choice.
At the end of each Sprint, the team and the product
owner meet at the Sprint Review. During this
By setting customer needs and on-
informal meeting, the team shows the work
time/on- budget delivery as the highest
completed and answers questions about the
priority, Scrum has gained the trust of
product increment. All participants collaborate on
89 percent of Agile users. Thus, the list
what to do next to increase the product’s value.
of companies using this approach is
The Sprint Review is a four-hour timeboxed meeting
impressive. In fact, there is a public
for one-month Sprints.
spreadsheet with such organizations,
including Microsoft, IBM, Yahoo, and
The whole team goes to Retrospective Meetings
Google.
to reflect on their work during the Sprint.
Participants discuss what went well or wrong, The latest research by the Scrum
find ways to improve, and plan how to implement Alliance suggests that Scrum goes
these positive changes. The Sprint Retrospective beyond IT. Companies working in the
is held after the Review and before the next fields of finance, consulting, and
Sprint Planning. The event’s entertainment choose this approach to
organize their work processes and
enhance cooperation with customers. In
2016, the majority of State
of Scrum Report respondents (98
percent) said they are going to use this
framework to move forward.

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Kanban: Comprehensive Solution to Handling Work in

Another common project management framework Kanban focuses on the visualization of
is Kanban. Forty three percent of companies have the workflow and prioritizes the work
stated that they use Kanban as one of the project in progress (WIP), limiting its scope to
management frameworks. match it effectively to the team’s
Originating from a visual system of cards used in capacity. As soon as a task is
Toyota manufacturing as a production completed, the team can take the next
control method, Kanban is simple, yet powerful, item from the pipeline. Thus, the
approach to developing software products. development
Translated as visual signal from Japanese, process offers more flexibility in planning, faster
turnaround, clear objectives, and transparency.

Kanban Board

B ACKL OG IN PROGRESS C OMPLETED

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No standard procedures within the process, as well as the fixed iterations, are required
in Kanban, as opposed to Scrum. The project development is based on the workflow visualization
through a Kanban board, usually represented by sticky notes and whiteboards, or online tools like
Trello.

Trello automates and digitalizes Kanban. Due to more details.

the succinct information about a work item Teams using Kanban tools work in a
each Kanban card contains, everyone in the team cooperative manner. The ability to track
knows who is responsible for the item, what each progress helps coworkers understand
person’s task is, when it’s supposed to be finished, everyone’s personal input in achieving the
etc. Team members can also leave comments, attach common goal, resulting in a focus on
screenshots, documents, or links to provide completing the task well and on time.

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When to use Kanban

Using Kanban, teams can do small releases and adapt to changing priorities. Unlike Scrum, there
are no sprints with their predefined goals. Kanban is focused on doing small pieces of work as
they come up. For example, if testers find errors in the product, developers try to fix them right
away. Kanban, for instance, works well after the main release of the product.

Companies like Spotify and Wooga (leading mobile games development company) have been
using this approach successfully over the years. Yet, 8 percent of organizations combine Scrum
with Kanban techniques, using so-called Scrumban rather than the original frameworks.

Hybrid: Blend of Waterfall and Agile (Flexible Development

and Thorough Project Planning)
Agile and Waterfall are two different visions of other hand, by embedding Agile
software development management. The practices into a traditional Waterfall
former is about iterative development and work process, companies can
being flexible, while the latter, promoteing increase chances of realizing
step-by-step development, requires careful successful projects. For example,
planning, and rejects making changes along project planning can be done in
the way. sprints, testing
can be incorporated in development,
Twenty-three percent of companies realized and feedback can be gathered
that using principles of both approaches can be regularly. Other ways of modifying
more beneficial than choosing one of the two. the Waterfall model include using
The combination of the traditional Kanban boards and organizing
Waterfall project management approach and retrospectives.
Agile is called Hybrid.
It should be noted that the choice of
Specialists use advantages of the Agile hybrid framework’s features may
philosophy for software development. depend on the project. The hybrid
When it comes to budgeting, planning, and frameworks not only imply using
hardware set up, Waterfall works well. On the both approaches, depending on the
project phase, but also include
options to inject Agile practices into
a Waterfall process.

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When to use Hybrid

Hybrid is an effective solution when product delivery relies on both hardware and software
operations. But, there is another reason to choose Hybrid. The situation in which a customer is
not satisfied with an unspecified timeframe and budget, as well as the lack of planning, is not
rare. Such uncertainty is typical for Agile. In this case, planning, requirements specification, and
an application design can be accomplished in Waterfall. Agile is in place for software development
and testing.

Bimodal: traditional Waterfall combined with Agile

The Bimodal approach is quite popular: It is The Mode 1 team develops and
estimated that 16 percent of companies choose it. maintains applications and core systems
The term “Bimodal IT” was introduced by Gartner in to support long- term business needs. A
2014. Bimodal is the practice of managing company’s technological capabilities
two separate but consistent styles of work: one depend directly on the work that’s done
focused on predictability and the other on agility. by this team.

Mode 1 is traditional; thus, it works perfectly in well- The Mode 2 team frequently delivers
understood and predictable areas. According to innovative applications to engage new
Gartner, it focuses on exploiting what is known while customers and meet short-term business
transforming the legacy environment into a state fit needs. This team may change the
for a digital world. product’s functionality after having
received feedback and analyzed the
Mode 2 involves rapid application development. It is market.
exploratory, nonlinear, and optimized for solving
new problems. Mode 2 is especially useful The teams use different delivery
for working on projects that need to be finished as mechanisms and report through different
quickly as possible. organizational structures. Nevertheless,
they need to communicate with each
other to exchange ideas and share
Both modes require different skills, techniques, and
results.
tools. Therefore, two separate work groups are
needed. These teams have two distinct goals
As Sandy Kemsley specifies, Mode 2 relies on
— ensuring stability while adopting innovations.
Team members focus on projects that suit their the information and services
mode best. infrastructure provided by Mode 1, while
Mode 1 relies on Mode 2 for testing both
new product ideas and new development
methods that may eventually be rolled
back into Mode 1.

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When to use Bimodal

If the company specializes in both long- and short-term projects that require different
development and management approaches, Bimodal might be the right choice. This framework
is about keeping the balance between maintaining IT system infrastructure and driving
innovations. When successfully
implemented, Bimodal helps organizations quickly deliver solutions that users need to stay competitive.

Lean: Eliminating Waste in Software Engineering

According to the latest estimates, 17 percent of Eliminating waste. In terms of a project, a
organizations adopt Lean. Its popularity term “waste” refers to anything that is not
decreased from 2015 to 2016. Nevertheless, this adding
framework remains one of the 5 most widely used the value to the project and thus should
Agile frameworks.Having the same origins as Kanban,
be eliminated. In software engineering,
the approach started as a technique applied to
physical manufacturing. It stemmed from Toyota this can be idle time, unnecessary
Production System as a management approach aimed features, or defects.
at “making the vehicles ordered by customers in the
Amplify learning and create
quickest and most efficient way, in
knowledge. In Lean, software
order to deliver the vehicles as quickly as possible.” development is perceived as an
ongoing learning process. Developers
The application of Lean principles to software don’t usually write clear code on the
development was initially introduced by Mary and first try. After having detected and
fixed errors, they write an improved
Tom Poppendieck in their book Lean Software variation of the previous code.
Development: An Agile Toolkit. It includes the 7 basic Engineers gain knowledge during
principles: development by solving problems and
producing code variations. So, the best
•Eliminate waste way to improve the software development
environment is to amplify learning.
•Amplify learning and create
knowledge Decide as late as possible. Late
•Decide as late as possible decisions are more informed ones
•Deliver as fast as possible because they are based on facts.
Keeping in mind that technologies
•Empower the team become obsolete increasingly faster,
•Build integrity/quality in delaying an irreversible design decision
•See the whole is a wise move. A
major strategy for making commitments
Now let’s have a closer look at these principles. late is to reserve the capacity for the
change in the system.

Deliver as fast as possible. The fourth

principle is about the pros of fast
software development. Short
development cycles allow developers to
learn more by getting feedback.

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They also allow a customer to delay making a final any other Agile approach, the working
decision about design until they know more. So, fast product increment is delivered at the
delivery helps eliminate waste. early stages of development. The
further progress depends largely on the
Empower the team. Developers should have the right product owner’s feedback.
to make technical decisions as they understand the
details of their work like no one else. They can
What differentiates Lean approach
create a roadmap and follow it.
is that the team is not restricted to
Build in integrity/quality. The user’s perception of the use any formal processes, such as
software and its characteristics must coincide. If a recurring meetings or thorough
customer thinks that software has all the needed task prioritization.
features and is easy to use, that system has a
perceived integrity. Conceptual integrity means that When to use Lean
the software has a coherent architecture, and scores
high on usability
Lean allows companies to follow a
and fitness of purpose. It can be maintained,
minimum viable product (MVP)
adapted, and extended. development technique. It includes a
deployment of a product with a
See the whole. Engineers should take charge of the minimum, sufficient set of features
overall efficiency of the system, instead of focusing to satisfy early users. The idea of the
on their small portion. If experts adhere to this MVP strategy is
principle, they can create a system with integrity. to gather and analyze customer
feedback to know if they like this
These fundamentals perfectly describe Lean product and want to buy it. Knowledge
philosophy: its aim is to deliver more value through of a customers’ habits, tastes, and
needs is the key to producing
less effort, investment and time.
commercially
successful products. Developers use
Lean software development is an iterative and feedback to create a roadmap for
incremental framework. Therefore, as in future development.

Lean works well for small, short-term

projects due to their short life cycles.
This approach is also appropriate if the
customer can participate in a project
realization as Lean requires ongoing
feedback. Another important condition
to the adoption of Lean is the whole
team should work in one office to
enable communication.

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Lean works well for small, short-term projects due to Being effectively adopted by a vast
their short life cycles. This approach is also number of manufacturing companies,
appropriate if the customer can participate in a like Nike, Ford and Intel, Lean
project realization as Lean requires ongoing principles are widely used in other
feedback. Another important condition to the industries. Startups and successful
adoption of Lean is the whole team should work in companies,
one office to enable communication. e.g. Corbis, PatientKeeper, and Xerox,
apply Lean software engineering
practices to their processes.

Extreme Programming: Engineering Practices For Writing

Extreme Programming (XP) differs from the above- most commonly used
mentioned frameworks by its focus on technical
aspects of software development. XP is used at 9 XP practices are:
percent of companies.
•Test-Driven Development (TDD)
It combines the most essential, providing agile •Refactoring
teams with a number of tools to optimize the
•Continuous Integration
engineering process. Extreme Programming is a set
of certain practices, applied to software •Pair Programming
engineering in order to improve its quality and
ability to adapt to the changing requirements. Test-Driven Development is an
advanced engineering technique that
XP requires developers to perform a little number of uses automated unit tests to propel
engineering practices on the highest, almost software design process. As opposed
extreme level possible, hence the name. to the regular development cycle,
where the tests are written after the
XP was introduced in the 1990s. Kent Beck, one of code (or not written at all), TDD has a
the initial signatories of the Agile Manifesto, test-first approach. This means that the
invented it while working on a Chrysler unit tests are written prior to the code
Comprehensive Compensation System project. He itself.
aimed at finding ways of doing sophisticated tasks
as expeditiously as possible. In 1999, he According to this approach, the test
documented XP practices in the book Extreme should fail first when there is no code to
Programming Explained: Embrace Change. The accomplish the function. After that, the
engineers write the code focusing on the
functionality to make the test pass.

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As soon as it’s done, the source code should be is solely technical and does not call for
improved to pass all the tests. These three steps any changes in software behavior.
are often referred to as the RedGreen- Refactor
cycle Extending the source code with each
iteration, agile teams use refactoring
TDD has proven to provide the following as a way to weed out code clutter and
benefits: duplications. This helps prevent
software rot, keeping the code easy to
1. The tests are used to capture any defects or maintain and extend.
mistakes in the code, providing constant
feedback on the state of every software Continuous Integration (CI) is
component. Thus, the quality of the final product another practice agile teams rely
is increasingly high. on for managing shared code and
software testing.
2. The unit tests can be used as an always up-to-
date project documentation, changing as the We believe CI is an evolutionary
project evolves. development of the Agile
principles.Instead of doing short
3. Being deeply involved in the product iterations, developers can commit
development, the team needs to be able to newly written parts of a code several
critically analyze it and foresee the planned times a day.
This way, they constantly deliver
outcome in order to test it properly. This keeps
value to users.
the team motivated and engaged, contributing to
the product quality. To verify the quality of the software —
through testing — and automate its
4. With a thorough initial testing, the deployment, teams usually use Tools like
debugging time is minimized. CruiseControl, Atlassian Bamboo, TeamCity
or Jenkins.
Apart from being used within the TDD cycle, code
refactoring is a common practice in agile software In addition, CI helps maintain the
development. Basically, it’s a process of a constant shared code, eliminating the
code improvement through simplification and integration issues. Thus, the product’s
mainline is robust and clean and can
clarification. The process
be rapidly deployed.

Pair Programming, orpairing, is

considered to be a very controversial
agile practice. This technique
requires two engineers working
together.

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timeframes. It’s essential to know that

Pair Programming, orpairing, is considered to XP practices are designed for small
be a very controversial agile practice. This teams that don’t exceed 12 people.
technique requires two engineers working One should choose this framework if
together. While one of them is actually writing the sure that not only developers but also
code, the other one is actively involved as a customers and managers will be able
watcher, making suggestions, and navigating to work together on a project.
through the process.
XP suggests unit testing as well. If
Being focused on both code and more abstract programmers have enough
technical tasks, this team of two is expected experience creating functional tests,
to be more efficient, creating better software
then XP can be used.
design and making fewer mistakes. Another
benefit of this approach lies in spreading the Extreme Programming offers
project knowledge across team members. engineering practices and ideas that
help development teams adapt to
However, this practice has often been accused of ever-changing requirements. The key
having a negative impact on the team’s short-
features of this framework are a high
term productivity.
rate of customer engagement and
short iterative cycles that don’t
The research shows that each task usually
exceed one week.
requires 15-60 percent more time, which is a
Also, XP suggests developers make the
major drawback of the approach. Yet, there are
simplest design possible and prioritize
some opinions that the extra time is easily
tasks.
compensated in the long term through the
overall higher quality of the software. While XP can be used as an
independent framework, some of its
When to use XP technical practices have become a part
of other Agile approaches. Ten percent
XP provides tools to decrease risks while of companies choose the Scrum/ XP
developing a new system, especially when Hybrid framework, where XP
developers must write code within strict engineering practices coexist with
Scrum management approaches. For
instance, Hybrid includes Scrum events
and artifacts. The customer role
evolves: it defines a Product Backlog
and works together with a
Development Team in the office until
the project ends.

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Conclusion
Agile is a way of thinking about how a software development can be managed.
Regardless of the exact frameworks and techniques they use, 98% companies have realized success
from Agile projects. Higher speed, flexibility, and productivity achieved through such approaches
are the key drivers which motivate more and more organizations to switch to Agile.

Software engineering, being an extremely fast-paced industry, calls for flexibility and
responsiveness in every aspect of project development. Agile frameworks allow for delivering
cutting-edge products and cultivating innovative experiences while keeping the product in sync
with the market trends and user requirements.

However, there is always a place for diversity. Depending on your business requirements and goals, you
might still benefit from using the Waterfall model or the combination of the two.

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RiO
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ITIL - QUICK REFERENCE GUIDE

http://www.tutorialspoint.com/itil/itil_quick_guide.htm Copyright © tutorialspoint.com

ITIL Overview
ITIL is a framework providing best practice guidelines on all aspects of end to end service management. It
covers complete spectrum of people, processes, products and use of partners.

Now a day’s ITIL is being practiced by almost every company providing IT services to the customers.

The processes, tasks and checklists described in ITIL are not organization-specific, but can be
implemented by any organization. It gives organization a framework to plan, implement and
measure IT services.
ITIL was published in 1989 by Her Majesty's Stationery Office HMSO in UK on behalf of
the Central Communications and Telecommunications Agency CCTA, now subsumed
within the Office of Government Commerce OGC.

Why ITIL is required?

ITIL helps business managers and IT managers to deliver services to the customers in effective manner and
hence gaining the customer’s confidence and satisfaction. Here are the areas where ITIL plays an effective role:

IT and business strategic planning

Integrating and aligning IT and business goals Implementing

continuous improvement

Acquiring and retaining the right resources and skill sets

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Reducing costs and the Total Cost of Ownership Demonstrating

the business value to IT

Achieving and demonstrating Value for Money and Return on Investment. Measuring IT

organization effectiveness and efficiency

Developing business and IT partnerships and relationships

Improving project delivery success

Managing constant business and IT change

ITIL Versions

ITIL was originated as collection of books. These books of ITIL cover all aspects of IT service management.
Since its origin, it has undergone many changes which lead to the following versions of ITIL:

ITIL V1 was the initial version of ITIL consisting of 31 books

From 2000 to 2004, ITIL V1 was revised and replaced by 7 books ITILV2. This version became globally
accepted and is now used in many countries by thousands of organizations

In 2007, ITIL v2 was modified and consolidated with 3rd version of ITIL, consisting of five core books
covering the service lifecycle. ITIL V3 included 26 processes and 4 functions

In 2011, the 2011 edition of V3 was published. It was an updated version released in 2007.

ITIL Publications

ITIL core publications include a set of five manuals: Service Strategy, Service Design, Service Transition,
Service Operation and Continual Service Management.

Benefits of ITIL

Following diagram shows several benefits of ITIL:

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ITIL V2 vs. ITIL V3

ITIL V2 ITIL
V3

Focused on product, process and people. Focused on product, process, people and
partner.

Process oriented approach Lifecycle based approach.

Security management is part of evaluation Security management is a separate process

Emphasizes on service design and service Equal attention to all processes

strategy

Have 10 processes and 2 functions Have 26 processes and 4 functions.

Service Basics

Service

Service is a means of delivering value to customers by achieving customer's desired results while working
within given constraints.

Services vs. Product

Services Products

Services are not tangible. Products are tangible.

Services are produced and consumed at Products are not produced and consumed at
same time. same time.

Services are inconsistent. Products are consistent.

The user participates in the production of The user doesn’t participate in the
services. production of products.
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Service Management

Service Management refers to all aspects of the management of IT service provision. According to ITIL,
Service management contains all organizational capabilities for generation of added value to the customers as
service.

Goals of Service Management

Here are the main goals of Service management:

Make IT services adaptable towards the present and future requirements of an organization and its
customers

Develop and maintain good & responsive relationship with the business Make

effective and efficient use of all IT resources

Optimizing the quality of delivered services Reduction of

long term cost of service delivery

Achieving Service Management

Here are the key activities needed to be performed in order to achieve business and customer’s satisfaction:

Service Lifecycle
The complete framework of ITIL is based on service lifecycle. Each lifecycle defines certain processes for
effective service management.

Service lifecycle helps to amplify the service management approach and to achieve better understanding
of its structure. In the coming chapters, we will be discussing all lifecycle individually with their processes
and functions.

Processes and Functions

There are 26 processes and 4 functions in ITIL V3. These processes and functions are discussed in detail with
each service lifecycle in further chapters.

Process
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Process defines policies, standards, guidelines, activities, and work instructions. A process takes some
defined inputs to produce desired results.

Functions

A function is defined as group of people or tools required to carry out one or more processes and activities.

Service Strategy Overview

Service Strategy helps to design, develop and implement service management as organizational capabilities
and strategic assets as well. It enables a service provider to consistently outperform competitive alternatives
over time, across business cycles, industry disruptions and changes in leadership.

Service strategy comprises of the following key concepts: Value

creation

Service Assets Service

Provider types Service

structures

Defining the service market

Developing service offerings

Financial management Service

portfolios

Demand management

Return on investment

Strategic Assessment

Before crafting service strategy, a provider should first take a careful look at what it does already. The
following questions can help expose a service provider’s distinctive capabilities:

Which or our services or service verities are the most distinctive? Which

or our services or service verities are the most profitable?

Which of our activities in our value chain or value network are the most different and effective?

Factors in Strategic Assessment

Here are the key factors that play important role in strategic assessment:
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S.N. Description

1. Strengths and weaknesses

The attributes of the organization. For example resources and capabilities, service
quality, skills, cost structures, product knowledge, customer relationship etc.

2. Business Strategy
The perspective, position, plans and patterns are received from a business strategy.

3. Critical Success factorsHow will the service provider know when it is successful?

4. Threats and opportunitiesIncludes competitive thinking. For example, is the

service provider vulnerable to substitution?, or Is there a means to outperform
competing alternatives?

Value Creation
Service strategy defines a unique approach for delivering better value. According to customers service consist
of two elements:

Utility

Warranty

Utility

Utility is perceived by the customer from the attributes of the service that have positive effect on the
performance of task associated with the desired business outcomes. This is fir for purpose.

Utility is generally stated in terms of: Outcomes

supported

Ownership costs and risks avoided

Warranty

Warranty ensures the utility of the service is available as needed with sufficient capacity, continuity, and
security. Value of warranty is communicated in terms of level of certainty.

Warranty is usually defined in terms of availability, capacity, continuity, and security of

the utilization of the services.

Service Assets
There are two types of service assets as listed below: Resources

Capabilities

Resources

Resources are the inputs for production. The resources are transformed by management,
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organization, people and knowledge.

Capabilities

Capabilities refer to skills to develop and control the resources for production. The skills are based on
knowledge, experience and information.

Service Provider Types

Service Provider can be broadly classified into three types as described below:

Type I Internal Service Provider

Internal Service provider refers to the business functions within an organization. Administration, finance,
human resources, and IT service providers all comes under internal service providers.

Type II Shared Service Provider

In this, business functions such as IT, human resources, and logistics are consolidated into an autonomous
special unit called a Shared Service Unit SSU.

Type III External Service Provider

External service provider refers to the third party service providers. It can offer competitive prices and drive
down unit cost by consolidating demand.

The Four Ps of strategy

The below mentioned Four Ps identify the different forms of a service strategy and are considered as entry
points to service strategy.
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Services strategy processes

The following diagram expresses the different processes and their relationship in service strategy:

Service Strategy Roles

There are several roles that are responsible for managing different key aspects of Service Strategy. Here
we will discuss all of the roles in this chapter.

S.N. Role Responsibility

1. Business
Relationship Maintains good relationship with customers Identifies
Manager
customer’s needs

Ensures service provider meet customer’s need Works

closely with Service Level Manager

2. Demand Manager
Responsible for understanding, anticipating, and influencing customer
demand for services

Works with capacity manager to ensure that service provider has

sufficient capacity to meet the required demand

3. Financial Manager
Responsible for accounting, budgeting, and charging
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requirements

4. IT Steering Group
ISG Sets direction and strategy for IT services

Reviews the business and IT strategies in order to make sure that they
are aligned

Sets priorities of service development programs

5. Service Portfolio
Manager Decides on a strategy to serve customers in cooperation with ISG

Develops service provider’s offering and capabilities

6. Service Strategy
Manager Works with ISG in producing and maintaining the service provider’s
strategy

Responsible for communicating and implementing service strategy

Strategy Generation
For positive results, service provider needs to plan his services strategically. A good service strategy defines
a unique approach for delivering better value.

Service Strategy Manager is the process owner of this process.

Service Generation Sub processes

Strategy Management comprises of four activities as listed below: Defining the

market

Developing offerings

Developing strategic assets

Measuring and Preparation for implementation of strategy

Defining the market

It is necessary to take survey of services available in the market. It gives a clear perspective of cost and
quality of services already present and what new service can be offered in competitive environment.

Developing offerings

In this service provider develops a portfolio which contain all the services that are visible and available for the
customer. Service portfolio is developed in order to represent all binding service investments towards the
market.

Developing strategic assets

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It deals with buying new technologies, resources and capabilities to offer law-cost and high-value service to the
customer.

Measuring and Preparation for implementation of strategy

In order to measure success or failure of the strategy, all critical success factors are measured. Also the
completion in the market is observed and priorities are

Service Portfolio Management

Service Portfolios

Service portfolio contains description of all the services engaged throughout the service lifecycle. It also
represents the commitment and investment made by service provider across all customers and market spaces.

Service catalogue is subset of service portfolio and contains presently active services in service
operation phase. We will discuss service catalogue in detail as part of service design process.

Service portfolio management ensures that the service provider is offering right combination of services to
meet the customer’s need.

Service Portfolio Manager is the process owner of this process.

The purpose of service portfolio management is to provide answer to the following questions: Why should

customer buy this service?

Why should they buy from us?

What form does the pricing structure take?

What are our strengths and weaknesses, priorities and risks?

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How should we apply our resources and capabilities?

Sub Processes

Service portfolio management includes sub processes as shown in the following diagram:

Define

The purpose of this process is to define desired results of a service.

Analyze

The purpose of this process is to analyze the impact of proposed new service or changed service on existing
services in service portfolio.

Approve

The purpose of this process is to submit change proposal to change management and to initiate the design
stage for the new or changed service if change proposal is authorized.

Charter

The purpose of this process is to communicate decisions, allocate resources and charter services.

Business Relationship Management

Business Relationship Management generally includes: Managing

personal relationships with managers Providing input to

Service Portfolio Management

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Ensuring that IT service provider is satisfying the customer’s need

Business Relationship Manager is the process owner of this process.

Sub-Processes

Business Relationship Management includes following sub-processes: Maintain

Customer Relationship

Identify Service Requirements

Sign up customers to Standard Services Handle

Customer Complaints

Monitor Customer Complaints Customer

Satisfaction Survey

Maintain Customer Relationship

This process ensures that service provider understands customer’s need and set up relationships with new
potential customers.

Identify Service Requirements

This process ensures that service provider have complete understanding of output of a service and to decide if
the customer’s need can be fulfilled using an existing service offering or if a new service needs to be created.

Sign up customers to Standard Services

This process deals with customer requirements and service level agreements.

Handle Customer Complaints

The objective of this process is to record customer’s complaints and take corrective action if required.

Monitor Customer Complaints

The objective of this process is to monitor the processing status of customer’s complaints.

Customer Satisfaction Survey

The objective of this process is to identify the scopes where customer expectations are not being met.

Demand Management
Demand Management is very important and critical process in service strategy. It helps to understand
customer demand for services so that appropriate capacity can be provisioned to meet those demands.

Improper demand management leads to improper use of services and resources. Hence it’s worth
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to analyze customer’s demand.

Demand Manager is the process owner of this process.

Stratigical Level Demand Management

Under Stratigical Demand Management we focus on two important things: Pattern of

Business Analysis

User Profiles

Pattern of Business Analysis PBA

PBA is an extremely important activity achieved by knowing customer how they operate and future
requirement they might need.

User Profiles

It is the demand pattern shown by users. It can be processes, people or functions.

Tactical Level Demand Management

Under tactical level demand management we focus on Differential Charging. It is a technique to support
Demand Management by charging different amounts for same IT Service Function at different times.

Challenges in Demand Management

Demand Management is critical process of service strategy. Following are the challenges that occur in this
process:

Improper analyses of customer’s demand leads to improper use of capacity. Excess capacity generates
cost without creating value

Sometimes certain amount of unused capacity is necessary to deliver service levels. Such capacity is
creating value through the higher level of assurance made possible with the higher capacity

It is required to have service level agreements, forecasting, planning, and tight coordination with the
customer to reduce uncertainty in demand
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Service production cannot occur without concurrence presence of demand that consumes the output

Arrival of demand is also influenced by demand management techniques such as off-peak pricing, volume
discounts, and differentiated service levels

Financial Management
Financial Management deals with accounting, budgeting and charging activities for services. It determines all
the costs of IT organization on the basis of direct and indirect costs. This process is used by all three types of
service providers – internal, external or shared service providers.

Financial Manager is the process owner of this process.

Benefits of Financial Management

Here are some of the benefits of Financial Management: Enhanced

decision making

Speed of change

Service portfolio management

Operational control

Value capture and creation

Key decisions for Financial Management

Cost centre, value centre or accounting centre?

It is important to decide that how funding will be replenished. Clarity around the operating model greatly
contributes to understanding the requisite, visibility of service provisioning costs, and funding is a good test
of the business’s confidence and perception of IT.

The IT financial cycle starts with funding applied to the resources that create output which is identified as
value by the customer. This value in turn includes the funding cycle to begin again.

Chargeback: to charge or not to charge

A chargeback model provides added accountability and visibility. Charging should add value to the business.

Chargeback models vary based on simplicity of calculations and the ability for the business to understand them.
Some sample chargeback model includes the following components:

Notional charges

This address whether a journal entry will be made to the corporate financial systems. Here we have two-
book method in which one records costs in corporate financial systems while a second book is kept but not
recorded.

This second book gives same information but reflects what would have happened if alternative method of
recording had been used.

Tiered Subscription

It refers to varying levels of warranty and /or utility offered for a service, all of which have been priced, with
appropriate chargeback model applied.
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Metered usage

In this demand modeling is incorporated with utility computing capabilities to provide confidence in the
capture of real-time usage.

Fixed or user cost

In this cost is divided by an agreed denominator such number of users.

Service Design Overview

Service Design provides a blueprint for the services. It not only includes designing of new service but also
devises changes and improvements to existing ones.

It also let the service provider know how the design capabilities for service management can be developed and
acquired.

Balanced Deign

It is necessary for services to be adaptable to changing business requirements on dynamic basis. For this a
balance must be maintained between following three factors:

Functionality with the required quality.

Resources i.e. staff, technologies, and available finances.

Timetable

Aspects of Service Design

Service Design focuses on the following aspects:

IT Services designed to meet business objectives.

Services designed to be both fit for purpose and fit for use. Cost

of ownership planed to achieve return on investment.

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Balanced functionality, cost and performance. IT

services more stable and more predictable.

Potential risk mitigated, so the IT service is protected from security threats.

Design technology architectures, management architectures, and system management tools.

Design of the measurement systems, methods, and metrics for services, processes, architectures and
underlying components.

Design of the service solution including all agreed functional requirements, resources and capabilities.

Service Oriented Architecture

Service Oriented Architecture SOA refers to developing independent usable services. SOA is defined by
Organization for the Advancement of Information Structured OASIS. SOA provides more flexibility through
modularity.

Prerequisites for SOA approach

Here the prerequisites required for implementation of SOA approach: Definition of

services

Clarity regarding interfaces and dependencies between services

The application of standards for the development and definition of services Use of

broadly-based technologies and tools.

Service Design Processes

Following table describes several processes in Service Design:

S.N. Process Description

1. Design Coordination
It deals with maintaining policies, guidelines, standards, budget for service design activity.

2. Service Catalogue Management

This process is responsible for designing service catalogue containing service specific to the
customer for which they are willing to pay.

3. Service Level Management

The goal of this process is to ensure quality of the services meet provisioned quality agreements.

4. Capacity Management
Capacity Management ensures optimal and economic usage of existing resources and future
capacity requirement planning.

5. Availability Management
Availability Management ensures the operative services meet all agreed availability goals.

6. IT Service Continuity Management

This process ensures continuity of IT services regardless of any disaster occurs.

7. Information Security Management

This process ensures confidentiality, integrity, availability of data.
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8. Supplier Management
This process ensures supplier relationship & performance and also ensures management of right
and relevant contracts with supplier.

Service Catalogue Management

Service Catalogue contains information of specific services for which customer are willing to pay. It is a
knowledge management tool which allows employees and consultants to route their request for and about
services.

Service catalogue is subset of service portfolio and contains presently active services in service
operation phase.

Service Catalogue Composition

Each service in the catalogue contains the following elements: A

identification label for the service

Description of services Related

service request types

Any supporting or underpinning services

Service categorization or type that allows it to be grouped with other similar services

Interfaces and dependencies between all services, and supporting components and configuration items
CIs within the service catalogue and the CMS

Clear ownership of and accountability for the service Associated

costs

How to request the service and how its delivery is fulfilled

Escalation points and key contracts

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Service level agreement SLA data

Service Catalogue Aspects Service

catalogue has two aspects:

Business Service Catalogue

It contains all the IT services delivered to the customer, together with their relationship to the business units
and the business process that rely on the IT services.

Technical Service Catalogue

It contains all the IT services delivered to the customer, together with their relationship with supporting
services, shared services, components, and CIs necessary to support the provision of the service to the
business.

Service catalogue management process is responsible for providing information regarding all agreed
services to all authorized persons. This process also takes care of creation and maintenance of service
catalogue with correct and updated information.

Service Catalogue Manager is the process owner of this process.

Any change to service portfolio or service catalogue is subject to Change Management

process.

SCM Activities
Here are the key activities included in Service Catalogue Management: Agreeing and

documenting a service definition with all relevant parties

Interfacing and Service Portfolio Management to agree the contents of the Service Portfolio Management
to agree the contents of the Service Portfolio and Service catalogue

Interfacing with the business and IT Service Continuity Management on the dependencies of business
units and their business processes with the supporting IT services contained within the Business Service
Catalogue

Producing and maintaining a Service Catalogue and its contents, in conjunction with service portfolio

Interfacing with Business Relationship Management and Service Level Management to ensure that
the information is aligned to the business and business process.

Service Level Management

Service Level Management SLM deals with negotiating, agreeing and documenting existing services with some
level of policies.

Service Level Manager is the process owner of this process.

SLM deals with following two kinds of agreements:

1. Service Level Agreement SLA

2. Operational Level Agreement OLA

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SLM Activities
The following diagram describes activities involved in SLM process:

Service Level Requirement SLR is one of the earliest activities in Service design of Service
Lifecycle. SLR needs to be drafted, once the service catalogue has been produced and SLA
structure has been agreed

Objectives

Here are the objectives of SLM:

S.N. Objectives

1. Define, document, agree, monitor, measure, report, and review the level of IT service
provided.

2. Provide and improve the relationship and communication with the business and
customers.

3. Ensure that specific and measurable targets are developed for all IT services.

4. Monitor and improve customer satisfaction with the quality of service delivered

5. Ensure that IT and customers have a clear and unambiguous expectation of the level of
service to be delivered

Capacity Management
Capacity Management ensures proper utilization of available resources and makes future capacity
requirement available in cost-effective and timely manner. Capacity Management is
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considered during Service Strategy and Service Design phases.

It also ensures that IT is sized in optimum and cost-effective manner by producing and regularly upgrading
capacity plan.

Capacity Manager is the process owner of this process.

Capacity Management Activities

The following table describes several activities involved in Capacity Management Process:

S.N. Capacity Management Activities

1. Producing capacity plans, enabling service provider to continue to provide services of quality defined
in SLA.

2. Assistance with identification and resolution of any incident associated with any service or
component performance.

3. Understanding customer’s current and future demands for IT resources and producing forecasts for
future requirements

4. Monitoring Pattern of Business activity and service level plans through performance, utilization
and throughput of IT services and the supporting infrastructure, environmental, data and
applications components.

5. Influencing demand management in conjunction with Financial Management

6. Undertaking tuning activities to make the most efficient use of existing IT resources.

7. Proactive improvement of service or component performance

Objectives
Here are the several objectives of Capacity Management:

S.N. Objectives

1. Produce and maintain an appropriate up-to-date capacity plan reflecting the current and future
needs of the business.

2. Provide advice and guidance to all other areas of the business and IT on all capacity and performance
related issues.

3. To manage performance and capacity of both services and resources.

4. Assisting with diagnosis and resolution of performance and capacity related incidents and
problems.

5. Assess the impact of all changes on the capacity plan, and the performance and capacity of services
and resources.

6. Ensure that proactive measures to improve the performance of services are implemented
wherever it is cost justifiable to do so.

Capacity Management Elements

Capacity Management broadly includes three components: Business capacity management,
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Service capacity management, and Component capacity management as shown in the following diagram:

Availability Management
Availability Management AM ensures that IT services meet agreed availability goals. It also ensures new or
changed service meet availability goals and doesn’t affect the existing services.

Availability is expressed as:

Agreedservicetime– Downtime/Agreed Service Time

Availability Manager is the process owner of this process.

Objectives
Here are the objectives of Availability Management:
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Availability Management Process

Availability Management process is comprises of following key elements: Reactive

activities

Proactive activities

Reactive activities

Activities that are involved in operational roles are known as reactive activities. Activities such as monitoring,
measuring, analysis and management of all events, incidents and problem involving unavailability come under
reactive activities.

Proactive activities

Activities that are involved in design and planning roles are known as proactive activities. Activities such as
proactive planning, design & improvement of availability come under proactive activities.

Availability Management process is completed at following two interconnected levels: Service

availability

Component availability

Service availability

It deals with availability and unavailability of service and also the impact of component availability and
unavailability on service availability.

Component availability

It deals with component availability and unavailability.

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Availability Management sub-processes

The following diagram shows sub-processes involved in Availability Management process:

Service Continuity Management

ITSCM ensures continuity of IT service in time of any disaster. It also evaluates the level of insurance we
need to protect service assets and a manuscript to recover from a disaster.

IT Service Continuity Manager is the process owner of this process.

Objective
The following diagram shows the several objectives of ITSCM:

ITSCM Process

ITSCM process comprises of four stages: Initiation, Requirements & strategy,

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Implementation, and Ongoing operation.

Information Security Management

Information Security Management ISM ensures confidentiality, authenticity, non-repudiation, integrity, and
availability of organization data and IT services. It also ensures reasonable use of organization’s information
resources and appropriate management of information security risks.

Information Security Manager is the process owner of this process.

Information security is considered to be met when:

Information is observed or disclosed on only authorized persons

Information is complete, accurate and protected against unauthorized access integrity

Information is available and usable when required, and the systems providing the information resist
attack and recover from or prevent failures availability

Business transaction as well information exchanges between enterprises, or with partners, can be
trusted authenticityandnon − repudiation

ISM Security Policy

It is required for ISM security policies cover all areas of security, be appropriate, meet the needs of business
and should include the policies shown in the following diagram:
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ISM Framework

ISM Process

The following diagram shows the entire process of Information Security Management ISM:

Key elements in ISM Framework

ISM framework involves the following key elements:

Control

The objective of Control element is to:

Establish an organization structure to prepare, approve and implement the information security
policy

Allocate responsibilities

Establish and control documentation

Plan

The purpose of this element is to devise and recommend the appropriate security measures, based on an
understanding of the requirements of the organization.

Implement
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This key element ensures that appropriate procedures, tools and controls are in place to underpin the security
policy.

Evaluation

The objective of Evaluation element is to:

Carry out regular audits of the technical security of IT systems

Supervise and check compliance with security policy and security requirements in SLAs and OLAs

Maintain

The objective of Maintain element is to:

Improve on security agreements as specified in, for example, SLAs and OLAs Improve the

implementation of security measures and controls

Preventive

This key element ensures prevention from security incidents to occur. Measures such as control of access rights,
authorization, identification, and authentication and access control are required for this preventive security
measures to be effective.

Reductive

It deals with minimizing any possible damage that may occur.

Detective

It is important to detect any security incident as soon as possible.

Repressive

This measure is used to counteract any repetition of security incident.

Corrective

This measure ensures damage is repaired as far as possible.

Supplier Management
Supplier Management deals with maintaining good relationship between suppliers and the partners to
ensure quality IT services.

Supplier Manager is the process owner of this process.

Objectives

The following diagram shows several objectives of supplier management:

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Supplier Management Process

The following diagram shows several activities included in Supplier Management:

Here are the activities involved in Supplier Management Process:

Implantation and enforcement of the supplier policy Maintenance of

an SCD

Supplier and contract evaluation and selection

Supplier and contract categorization and risk assessment Contract

review, renewal and termination

Development, negotiation and agreement of contracts

Maintenance of standard contracts, terms and conditions

Management of contractual dispute resolution Management of

sub-contracted suppliers

Agreement and implementation of service and supplier improvement plans

Service Transition Overview

Service Transition manages transition of a new or changed service. It ensures all changes to the service
management processes are carried out in coordinated way.
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Objectives

Here are the several objective of Service Transition:

S.N. Objectives

1. Provide a consistent framework for evaluating the service capability and risk profile before a new
or changed service is released or deployed.

2. Establish and maintain the integrity of all identified service assets and configurations as they evolve
through the service transition stage.

3. Plan and manage the capacity and resources required to package, build, test, and deploy a release
in to production and establish the service specified in the customer and stakeholder requirements.

4. Provide efficient repeatable build and installation mechanisms that can be used to deploy
releases to the test and production environments and be rebuilt if required to restore service.

5. Ensure that service can be managed, operated and supported in accordance with the requirements
and constraints specified in service design.

Service Transition Benefits

Service Transition helps to improve several things as discussed below: Quick

adaptability to new requirements

Transition management of mergers, de-mergers, acquisitions and transfer of services Success rate of

changes and releases for the business

Success rate of changes and releases for the business

Predictions of service levels and warranties for new and changed service
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Confidence in the degree of compliance with business and governance requirements during change

Variation of actual against estimated and improved plans and budgets

Productivity of business customer staff

Timely cancellation or changes to maintenance contracts for software and hardware when components
are decommissioned.

Understanding the level of risk during and after change

Service Transition Processes

Here are the processes involved in Service Transition:

S.N. Process Description

1. Transition Planning and Support

This process deals with management and control of transition plan.

2. Change Management
This process ensures manage and control change management process. It also prevents any
unauthorized change to occur.

3. Service Asset and Configuration Management SACM

It maintains database for configuration items such as servers, switches, routers etc.

4. Release and Deployment Management

This process deals with management and control of movement of releases to test and live
environment.

5. Service validation and Testing

This process deals with the quality of services offered.

6. Knowledge Management
This process deals with gathering, storing, analyzing, and sharing knowledge.

Project Management
Transition Planning and support Projectmanagement deals with planning the resources to deploy major release
within predicted cost, time and quality estimates.

Project manager is the process owner of this process.

Objectives

The following diagram describes the several objectives of project management process:
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The Service Transition Strategy considers several aspects to organize Service Transition
and allocating resources:

Purpose, goals, and objectives of Service Transition

Framework for Service Transition

Context, e.g. service customers, contract portfolios

Criteria

Organizations and stakeholders involved in transition People

Approach

Schedule for milestones

Financial requirements

Planning an individual Service Transition

Service Transition plans describe tasks and activities required to release and deploy a release in to the test
environment. It is good practice to deploy Service Transition plan from a proven Service Transition model.

Service Transition Plan also includes: Issues

and risks to be managed Activities and

tasks to be performed

Schedules of milestones, handover and delivery dates

Staffing, resource requirements, budgets, and timescales at each stage Lead

times and contingency

Key Points:

It is required to have integrated transition plans that are linked to lower level plans such as release, build
and test plans.

It is best practice to manage several releases and deployments as a programme, with each deployment
run as a project.
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Reviewing the Plans
It is required to verify the plans as and ask following questions before starting release or deployment:

Have the plans been agreed and authorized by all relevant parties, e.g. customers, users, operations and
support staff?

Do the plans include the release dates, and deliverables, and refer to related change requests,
known errors and problems?

Has the service Design altered significantly such that it is no longer appropriate? Have

potential changes in business circumstances been identified?

Do the people who need to use it understand and have the required skills to use it?

Have the impacts on cost, organizational, technical and commercial aspects been considered?

Have the risk to overall services and operation capability been assessed?

Is the service release within the SDP and scope of what the transition model addresses?

Change Management
Change in IT service refers to commissioning, decommissioning or up gradation of configuration of servers.

All changes are required to be implemented with minimum disruption of IT services.

Change Management process deals with following aspects while implementing a change: Study the

adverse impact of change and minimize it

Create and maintain change management process Prevent

unauthorized changes in the environment Maintain record

of all the changes

Post implementation review of all changes

Change is not implemented by change management team rather it is implemented by a

technical team. Change management team only review and approve the change.

Change Manager is the process owner of this process.

Key Points:

Change manager is the person who approves the changes and closes it. He also checks whether it meets
the desired result.

Change coordinator raises changes

Change coordinator has to send screen shots after the change in Post Implementation Report PIR

Objectives
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Following are the several objectives of change management process:

Seven Rs of Change Management

These are the seven questions that must be answered for all changes. It helps to assess impact of changes and
risk and benefit to the service.

Request For Change RFC is the key information source and the catalyst for the change
activities of:• Create and record

Review

Assess and evaluate

Authorize
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Plan

Coordinate

Review

Close

Each RFC will follow a certain change model that is suitable for the nature and type of change.

Change Models
There are basically three change models as listed below: Standard

change Model

Normal change Model

Emergency change Model

Standard change model

This model is used for pre-authorized repetitive, low risk and well tested changes.

Normal change model

In this model any change must go through certain steps such as assessment, authorization, and Change Advisory
Board CAB agreement before implementation.

Emergency change model

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This change model deals with highly critical changes needed to restore failed high availability service
failure.

Change Advisory Board CAB is a body to authorize the changes and assist change management in
assessing and prioritization the changes.

Assets and Configuration Management Assets

Asset is something that has financial value with a depreciation rate attached to it. It has a cost and
organization uses it for its asset value calculation.

It doesn’t have direct impact on delivering services. Anything such as servers, buildings, blackberries,
switches, routers etc. comes under assets.

Configuration Items CIs

Configuration item is subset of service assets and have direct impact on delivering services. All servers,
networks, applications that have impact on production are known as configuration item.

Building is an asset but not CI. Document is a CI not an asset.

Hence Service Assets and Configuration Management SACM deals with maintaining up-to- date and
verified database of all assets and CIs which are also made available to other service management
processes.

Configuration Manager is the process owner of this process.

SACM uses Configuration Management System CMS which contains one or more Configuration
Management Databases CMDB.

CIs Types

CIs are categorized into six as shown in the following diagram:

Service Lifecycle CIs

Service lifecycle CIs gives clear picture on: Services

How services will be delivered? What

benefits are expected?

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Service cost

Service CIs

Service CIs refers to:

Service model

Service package

Release package

Service resource assets Service

capability assets

Organization CIs

Organization CIs are internal to an organization but independent of the service provider.

Internal CIs

CIs which are delivered by individual projects are known as Internal CIs.

External CIs

External CIs refer to external customer requirements and agreements, releases from supplier and external
services.

Interface CIs

These CIs are required to deliver end-to-end service across a Service Provider Interface SPI.

Configuration Management System CMS

SACM uses Configuration Management System CMS which contains one or more Configuration
Management Databases CMDB. The database contains information associated with a CI such as supplier,
cost, purchase date, renewal date for licenses and maintenance contracts and other related documents such
as SLA etc.

There are also other attributes for Configuration Items such as: Unique

Identifier

CI type

Name/description

Supply date

Location

Status

License details

Related document masters

Related software masters

Historical data
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Relationship type

Application SLA

Service Assets and Configuration Process SACM

process comprises of following five activities:

1. Management and Planning

2. Configuration identification

3. Configuration control

4. Status accounting and reporting

5. Verification and Audit

All of the above mentioned activities are described in the following diagram:

Release and Deployment Management

Release and Deployment Management includes planning, designing, building, testing and deploying new
software and hardware components in the live environment. It is important to maintain integrity of live
environment by deploying correct releases.

Release Manager is the process owner of this process.

Key Points:

Release Unit refers to portion of IT infrastructure that should be released together.

In Release package each of the software in the package depends on other software in the group for its
performance.

Objectives
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Release and Deployment management ensures that:

Delivering change faster and at optimum cost and minimized risk Successful and

on schedule deployment of release package.

New or changed services are capable of delivering the agreed service requirements.

There is knowledge transfer to enable the customers and users to optimize their use of service to
support their business activities.

Minimal unpredicted impact on the production services, operation and support organization.

Customers, users and service management staff are satisfied with service transition practices and
outputs.

It is important to define appropriate release package type for a given type of release. The
following diagram illustrates an example of a release package:

Release and Deployment Management Process

Here the activities included in Release and Deployment Management process:

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Release Management Support

It provides guidelines and support for the deployment of releases.

Release Planning

The objective of this process is to assign authorized changes to release packages. It also defines the scope of
releases.

Release Build

This process deals with building releases and ensures all components are ready to enter the testing phase.

Release Deployment

The objective of this process is to deploy new release in the live environment and also arrange training for end
users and operating staff.

Early Life Support

The purpose of this process is to resolve operational issues during initial period after release deployment.

Release Closure

This process deals with closing a release after verifying if activity logs and CMS contents are up to date.

Validation and Testing

It is necessary to actively maintain test environments to ensure that the deployed releases meet the
customer’s expectations, and to verify that IT operations are able to support the new services.

Test Manager is the process owner of this process.

The following diagram describes an example of service testing through the Service Transition stage of the
lifecycle:
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Knowledge Management
Knowledge Management deals with gathering, storing, analyzing and sharing the knowledge within an
organization. It helps to improve efficiency by reducing the need to rediscover knowledge.

Knowledge Manager is the process owner of this process.

Objectives

The following diagram describes the several objectives of knowledge management process:
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Knowledge Management is a central process that receives input from all other processes and responsible for
providing knowledge to service management processes as shown in the following diagram.

Service Knowledge Management System SKMS is a central repository of data, information, and
knowledge that the IT organization needs to manage lifecycle of its services.

Service Operation Overview

Service operationensures that services are being provided efficiently and effectively as per SLAs. It includes
monitoring services, resolving incidents, fulfilling requests and carrying out operational tasks.

Key Points:

Service Operation includes five process and four functions

Service operation deals with day-to-day activities and infrastructure that are being used to deliver the
services

Service Operations is where all design and transition plans are executed and measured From

customer point of view, Service Operation is where actual value is seen

Service Operation Processes

Service operations include total five processes as described in the following table:

S.N. Process Description

1. Event Management
The objective of this process is to make sure all CIs are monitored constantly. It also filter and
categorize the events in order to decide on appropriate actions.

2. Incident Management
The purpose of Incident Management is to restore the service to the previous stage as early as
possible.
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3. Request Fulfilment
This process deals with handling requests such as change password, create new user and create email
id etc.

4. Access Management
This process deals with granting rights to authorized user to use the service.

5. Problem Management
This process deals with finding root cause of the problem and prevent incident to occur again.

Service Operation Functions

Service Operation comprises of four functions as shown in the following diagram:

Service Desk

Service Desk is the first and single point of contact. It plays vital role in customer satisfaction. It
coordinates activities between end user and IT service provider team. It also own the logged requests and
ensures closure of these requests.

There are four types of Service Desk:

Central Service Desk

In this, there is only one central Service Desk.

Local or distributed Service Desk

It is costly but closer to the user. It’s difficult to manage and maintain.

Virtual Service Desk

It is very costly and result in fast processing.

Specialized Service Desk

It includes dedicated skilled staff for specific queries.

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IT Operation Management

This function is responsible for managing organization’s day-to-day operational activities

Technical Management

Technical Management staff includes technical expertises that are responsible for management of overall IT
infrastructure.

Application Management

Application Management is responsible for managing applications and software throughout the lifecycle of the
service.

Event Management
Event is defined as detectable occurrence that has significance for the delivery of IT service. Events are
created by Configuration Item CI or the monitoring tools.

Event Management ensures that all CIs are constantly monitored and define a process to categorize these
events so that appropriate action can be taken if required.

IT Operation Manager is the process owner of this process.

Event Management can be applied on the following aspects:

Configuration Items CIs

Security

Environment Conditions e. g. fireandsmokedetections

Normal activity e. g. trackingtheuseofanapplicationorperformanceofaserver

Software licence monitoring for usage to ensure legal licence utilization and allocation

There are two types of monitoring tools as described below:

Active monitoring tools monitor CIs for their status and availability. Any deviation
from normal operation is communicated the appropriate team for action

Passive monitoring tools detect and correlate operational alerts or communications

generated by CIs.

Event Management Process

The Event Management Process is self descriptive as shown in the following diagram:
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Benefits
Here are the several benefits of Event Management:

It helps to detect incidents at early stage. Thus incident can be assigned to appropriate team before any
service outage occurs

It removes need for expensive and resource intensive monitoring

It can also be applied on some service management processes such as Availability management or
capacity management. It automatically generates signal when status changes that allow appropriate
team to perform early response

Since it is automates, hence provides increased efficiency

Incidents and Requests

Incident is defined as any disruption in IT service. Incident can be reported either through the Service Desk or
through an interface from event management to incident management tools.

Incident Management deals with handling incident and ensures to restore IT service soon as possible.

Incident Manager is the process owner of this process.

Incident Models

There are always some incidents which are not new. They may happen again over a period of time.
Therefore it is best practice to have pre-defined model to handle such incidents.

An incident models should include:

Steps that should be taken to handle the incident

Chronological order these steps should be taken in, with any dependences or co-processing defined

Responsibilities: who should do what

Timescales and thresholds for completion of the actions

Escalation procedures; who should be contacted and when Any

necessary evidence-preservation activities

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Incident Management Process
Following diagram shows several standard steps to be taken when an incident occurs:

Incident Logging

All incidents should be fully logged and date/time stamped.

Incident Categorization

It is important later when looking at incident types/frequencies to establish trends for use in Problem
Management.

Incident Prioritization

It deals with severity of an incident: Low, Medium or High.

Incident Diagnosis

Service Desk analyst must carry out initial diagnosis while the user is on call and try to discover the full
symptoms of the incident and to determine exactly what has gone wrong and how to correct it.

Incident Escalation

Function escalation

When it becomes clear that Service Desk is unable to resolve the incident or target time for Service Desk has
been exceeded, the incident must be escalated immediately for further support.
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Hierarchic escalation

Hierarchic escalation is done when either incident is serious in nature or ‘Investigation and Diagnosis’ is
taking too long time.

Investigation and diagnosis

It includes the following activities:

Understanding what exactly has gone wrong

Understanding chronological order of the events

Confirming the full impact of the incident

Identifying any events that could have triggered the incident Searching

for previous similar kind of incidents

Resolution and recovery

A potential resolution need to be identified, applied and tested.

Incident closure

Before closing an incident, Service desk should ask the user whether he is satisfied and agree to close the
incident.

Request Fulfilment

Service Request refers to demand by the users. These requests can be regarding small changes, changing the
password, installing additional software application, requesting information etc.

Incident is unplanned event but Service Request can be planned.

Key Points:

Depending upon number of Service Requests, an organization usually has, a specialized teams can
be formed to fulfil those requests.

For frequently recurring requests, a predefined model can be devised to fulfil the requests.

Problem Management
In ITIL, Problem is defined as unknown cause of one or more incident.

Problem Management ensures identification of problems and performs Root Cause Analysis. It also ensures
that recurring incidents are minimized and problems can be prevented.

Problem Manager is the process owner of this process.

Key Points:

Problem Management comprises of activities required to diagnose the root cause of the incident and to
determine the resolution to those problems

When a problem is resolved after root cause analysis, it becomes known error
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Problem Management also records information regarding problems in a system called
Known Error Database KED

Problem Management consists of following two processes:

Reactive Problem Management is executed as part of service operation

Proactive Problem Management initiated in service operation but generally driven as part of Continual
Service Improvement

Problem Management Process

The following diagram describes activities involved in Problem Management:

Problem detection

Problem can be detected in following ways:

Analysis of incident by technical support group

Automated detection of an infrastructure or application fault, using alert tools automatically to raise
an incident which may reveal the need for problem management

A notification from supplier that a problem exists that has to be resolved

Problem logging

Problem should be fully logged and contains the following details: User

details

Service details
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Equipment details

Priority and categorization details

Date/time initially logged

Problem categorization

In order to trace true nature of Problem, It is must to categorize the Problems in same way as Incidents.

Problem Prioritization

Problems must be categorized in the same way as incidents to 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’

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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 services ensures that organization is able to maintain more effectively the
confidentiality of its information

Access Management Process

Activates involved in Access Management are self explanatory as shown in the following diagram:

Continual Service Improvement

Continuous Service Improvement CSI deals with measures to be taken to improve the quality of services by
learning from past successes and failures. Its purpose is to align and realign IT Services to the changing needs
by identifying and implementing improvements to the changing business needs.

Objectives

Here are the serveral objectives of Continual Service Improvement:

Review and analyze improvement opportunities in each lifecycle phase Review

and analyze Service Level achievement results

Improve cost effectiveness of delivering IT services without sacrificing customer satisfaction

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Identify and implement individual activities to improve IT service quality

Ensures applicable quality management methods are used to support continual improvement
activities

Activities Supporting CSI

The activities that support CSI do not happen automatically and thus required to be owned within IT
organization which is capable of handling the responsibilities and processes the appropriate authority to
make things happen. Here are the activities supporting Continual Service Improvement:

CSI Process Model

The steps involved in CSI are self explanatory as described in the following diagram:
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Perspectives of Benefits

Here are the four perspectives of benefits that are taken into consideration while discussing outcomes of CSI:

Improvement

This is comparison of result of current state of service to previous.

Benefits

It is the gain achieved through realization of improvements.

Return on Investment

It is the difference between benefits and amount expanded to achieve that benefit.

Value on Investment

It is the extra value created by establishment of benefits that include non-monetary or long-term outcomes.

Service Reporting
Service Reporting deals with producing and delivering reports of achievements and trends against
Service Levels.

It is best practice to generate reports as per agreed format, content and frequency with the
customers.

The following diagram describes the overall flow of Service Reporting process:

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