005 ITIL V3 Service Improvement

ITIL Version 3 Service Improvement
ITIL V3 Service Improvement
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The ITIL Core consists of five publications. Each provides the guidance necessary for an integrated approach, as required by the ISO/IEC !!!! standard specification"

Service Strategy Service Design Service Transition Service Operation Continual Service Improvement.
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I N D I C E
#ore$ord.................................................................................................................%
O&C's fore$ord............................................................................................................% Chief (rchitect's fore$ord.............................................................................................%
)reface..................................................................................................................**
Continual versus continuous............................................................................................ * Contact infor+ation.......................................................................................................... *,
(c-no$ledge+ents...............................................................................................*.
Chief (rchitect and authors........................................................................................*. ITIL authoring tea+....................................................................................................*. /entors...................................................................................................................... *. #urther contributions..................................................................................................*.
The ITIL (dvisory &roup...................................................................................................... *0 1evie$ers............................................................................................................................. *0
* Introduction........................................................................................................*2
*.* Overvie$.............................................................................................................. *2 *. Conte3t................................................................................................................. *4
*. .* Service +anage+ent..............................................................................................*4 *. . &ood practice in the public do+ain.........................................................................*4 *. ., ITIL and good practice in service +anage+ent.......................................................*%
Service Strategy........................................................................................................................... ! Service 5esign............................................................................................................................. * Service Transition........................................................................................................................ * Service Operation........................................................................................................................ Continual Service I+prove+ent...................................................................................................
*., )urpose................................................................................................................ ,
*.,.* &oal of this publication............................................................................................ , *.,. Scope of this publication......................................................................................... , *.,., Target audience...................................................................................................... ,
*.. 6sage................................................................................................................... 0
Service +anage+ent as a practice................................................................... 2

.* 7hat is service +anage+ent8............................................................................. 2 . 7hat are services8............................................................................................... 9
. .* The value proposition.............................................................................................. 9
., #unctions and processes across the lifecycle....................................................... %

.,.* #unctions ................................................................................................................ % .,. )rocesses............................................................................................................... % .,., Speciali:ation and coordination across the lifecycle...............................................,!
.. Continual Service I+prove+ent funda+entals.....................................................,*

...* )urpose of CSI........................................................................................................ ,* ... CSI ob;ectives......................................................................................................... ,* ..., CSI scope................................................................................................................ ,* .... CSI approach.......................................................................................................... ,,
Service gap +odel.......................................................................................................................,,
...0 <alue to business.................................................................................................... ,.

)erspectives on benefits..............................................................................................................,. Intangible benefits........................................................................................................................ ,0
...2 =ustification............................................................................................................. ,2
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>usiness drivers...........................................................................................................................,4 Technology drivers.......................................................................................................................,4
...4 >enefits................................................................................................................... ,9
>usiness/custo+er benefits.........................................................................................................,9 #inancial benefits.........................................................................................................................,9 Innovation benefits....................................................................................................................... ,% IT organi:ation internal benefits...................................................................................................,%
...9 Cost......................................................................................................................... .!
Continual i+prove+ent benefits +easure+ent............................................................................!
...% Interfaces to other service lifecycle practices...........................................................*

Service Strategy............................................................................................................................ Service 5esign.............................................................................................................................. Service Transition........................................................................................................................., Service Operation........................................................................................................................., CSI throughout the lifecycle..........................................................................................................,
, Continual Service I+prove+ent principles.........................................................4

,.* CSI and organi:ational change..............................................................................4 ,. O$nership............................................................................................................ .4 ,., 1ole definitions......................................................................................................9 ,.. E3ternal and internal drivers..................................................................................% ,.0 Service Level /anage+ent..................................................................................0! ,.2 The 5e+ing Cycle................................................................................................0 ,.4 Service +easure+ent...........................................................................................0,
,.4.* >aselines................................................................................................................. 0, ,.4. <alue to business.................................................................................................... 0, ,.4., The 4?Step I+prove+ent )rocess...........................................................................0.
,.9 @no$ledge /anage+ent......................................................................................0% ,.% >ench+ar-s......................................................................................................... 2!

,.%.* >ench+ar-ing as a lever.........................................................................................2! ,.%. >ench+ar-ing as a steering instru+ent..................................................................2! ,.%., >ench+ar-ing categories........................................................................................ 2* ,.%.. >enefits................................................................................................................... 2*
,.*! &overnance........................................................................................................2
,.*!.* Enterprise governance..........................................................................................2 ,.*!. Corporate governance...........................................................................................2 ,.*!., IT governance....................................................................................................... 2,
,.** #ra+e$or-s, +odels, standards and quality syste+s.........................................2.

,.**.* #ra+e$or-s.......................................................................................................... 2. ,.**. /odels................................................................................................................... 20 ,.**., Standards.............................................................................................................. 20 ,.**.. Auality syste+s..................................................................................................... 22 7hich one of these should I choose8..............................................................................24
. Continual Service I+prove+ent processes.......................................................2%

..* The 4?Step I+prove+ent )rocess........................................................................2%
Step One B 5efine $hat you should +easure.............................................................................4! Step T$o B 5efine $hat you can +easure..................................................................................4* Step Three B &athering the data.................................................................................................4 Step #our B )rocessing the data.................................................................................................42 Step #ive B (nalysing the data....................................................................................................9! Step Si3 B )resenting and using the infor+ation.........................................................................9. Step Seven B I+ple+enting corrective action..............................................................................94
..*.* Integration $ith the rest of the lifecycle stages and service +anage+ent processes ......................................................................................................................................... %*
/onitoring and data collection throughout the service lifecycle...................................................%* 1ole of other processes in +onitoring and data collection..........................................................% 1ole of other processes in +easuring the data...........................................................................%. (nalysing the data throughout the service lifecycle.....................................................................%0
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1ole of other processes in analysing the data.............................................................................%0 )resenting and using the infor+ation throughout the service lifecycle........................................%4 1ole of other processes in presenting and using the infor+ation................................................%4 1ole of other processes in i+ple+enting corrective action..........................................................%9
..*. /etrics and +easure+ent.......................................................................................%%

Co$ +any CS#s and @)Is8......................................................................................................*!! Tension +etrics.......................................................................................................................... *! &oals and +etrics...................................................................................................................... *!, 6sing organi:ational +etrics......................................................................................................*!.
.. Service reporting................................................................................................*!2
.. .* 1eporting policy and rules.....................................................................................*!2
1ight content for the right audience...........................................................................................*!4
.., Service +easure+ent.........................................................................................*!%

..,.* Ob;ective............................................................................................................... *!% ..,. 5eveloping a Service /easure+ent #ra+e$or-...................................................**!
Critical ele+ents of a Service /easure+ent #ra+e$or-..........................................................***
..,., 5ifferent levels of +easure+ent and reporting......................................................**

Service scorecard...................................................................................................................... **. Service dashboard..................................................................................................................... **.
..,.. 5efining $hat to +easure......................................................................................**0

Service levels............................................................................................................................. **2 Custo+er satisfaction................................................................................................................ **2 >usiness i+pact......................................................................................................................... **4 Supplier perfor+ance.................................................................................................................**4
..,.0 Setting targets....................................................................................................... **4 ..,.2 Service +anage+ent process +easure+ent........................................................**9 ..,.4 Creating a +easure+ent fra+e$or- grid..............................................................* * ..,.9 Interpreting and using +etrics...............................................................................* * ..,.% Interpreting +etrics...............................................................................................*
..,.*! 6sing +easure+ent and +etrics....................................................................................* . ..,.** Creating scorecards and reports ....................................................................................* 2
Creating scorecards that align to strategies.............................................................................................* 2 Creating reports........................................................................................................................................* 4
..,.* CSI policies......................................................................................................... *,*
... 1eturn on Invest+ent for CSI.............................................................................*,.

....* Creating a 1eturn on Invest+ent..........................................................................*,. .... Establishing the >usiness Case............................................................................*,4
E3pectations B 7hat's in it for +e8............................................................................................*,% >usiness cases in a data?poor environ+ent..............................................................................*.!
...., /easuring benefits achieved.................................................................................*.*
..0 >usiness questions for CSI.................................................................................*.,

7here are $e no$8 ...................................................................................................... *.. 7hat do $e $ant8.......................................................................................................... *.. 7hat do $e need8......................................................................................................... *.0 7hat can $e afford8...................................................................................................... *.2 7hat $ill $e get8........................................................................................................... *.2 7hat did $e get8........................................................................................................... *.4
..2 Service Level /anage+ent................................................................................*.9

..2.* &oal for SL/......................................................................................................... *.% ..2. Service i+prove+ent plan.....................................................................................*.%
0 Continual Service I+prove+ent +ethods and techniques..............................*0*

0.* /ethods and techniques....................................................................................*0*
0.*.* Effort and cost....................................................................................................... *0* 0.*. I+ple+entation revie$ and evaluation..................................................................*0
0. (ssess+ents......................................................................................................*0.
7hen to assess......................................................................................................................... *00 7hat to assess and ho$............................................................................................................*00 (dvantages and disadvantages of assess+ents.......................................................................*02
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<alue of processes vs. +aturity of processes............................................................................*0%
0. .* &ap analysis ........................................................................................................ *2!
0., >ench+ar-ing....................................................................................................*2,
0.,.* >ench+ar-ing procedure......................................................................................*2. 0.,. >ench+ar-ing costs.............................................................................................. *2. 0.,., <alue of bench+ar-ing..........................................................................................*2. 0.,.. >enefits................................................................................................................. *20 0.,.0 7ho is involved8................................................................................................... *20 0.,.2 7hat to bench+ar-8.............................................................................................*22 0.,.4 Co+parison $ith industry nor+s...........................................................................*29
)rocess +aturity co+parison.....................................................................................................*2% Total cost of o$nership..............................................................................................................*2%
0.,.9 >ench+ar- approach............................................................................................*4!
0.. /easuring and reporting fra+e$or-s.................................................................*4,

0...* >alanced Scorecard..............................................................................................*4,
Cascading the >alanced Scorecard...........................................................................................*4. The >alanced Scorecard and +easure+ent?based +anage+ent............................................*44
0... S7OT analysis..................................................................................................... *44

)urpose...................................................................................................................................... *49 Co$ to use................................................................................................................................. *49 Scope/reach and range..............................................................................................................*49 Co++on pitfalls of a S7OT analysis........................................................................................*9!
0.0 The 5e+ing Cycle..............................................................................................*9*

0.0.* 5e+ing Cycle used for i+proving services and service +anage+ent processes. *9
0.2 CSI and other service +anage+ent processes..................................................*9.

0.2.* (vailability /anage+ent.......................................................................................*9.
Co+ponent #ailure I+pact (nalysis .........................................................................................*9. #ault Tree (nalysis ................................................................................................................... *90 Service #ailure (nalysis ............................................................................................................*90 Technical Observation ..............................................................................................................*90 E3panded incident lifecycle........................................................................................................*92
0.2. Capacity /anage+ent..........................................................................................*99

>usiness Capacity /anage+ent ..............................................................................................*99 Service Capacity /anage+ent..................................................................................................*9% Co+ponent Capacity /anage+ent...........................................................................................*9% 7or-load /anage+ent and 5e+and /anage+ent..................................................................*% Iterative activities of Capacity /anage+ent..............................................................................*%,
0.2., IT Service Continuity /anage+ent.......................................................................*%2

>usiness Continuity /anage+ent, ITSC/ and CSI..................................................................*%2 1is- /anage+ent...................................................................................................................... *%4 >usiness perspective on 1is- /anage+ent..............................................................................*%9
0.2.. )roble+ /anage+ent........................................................................................... !! 0.2.0 Change, 1elease and 5eploy+ent /anage+ent.................................................. !*

)ost?I+ple+entation 1evie$..................................................................................................... !*
0.2.2 @no$ledge /anage+ent....................................................................................... !*

@no$ledge /anage+ent concepts............................................................................................ !
0.4 Su++ary............................................................................................................ !.
2 Organi:ing for Continual Service I+prove+ent............................................... !0

2.* 1oles and responsibilities that support CSI........................................................ !0
2.*.* CSI activities and s-ills required ........................................................................... !0
5efine $hat you should +easure............................................................................................... 5efine $hat you can +easure................................................................................................... &athering the data..................................................................................................................... )rocessing the data................................................................................................................... (nalysing the data..................................................................................................................... )resenting and using the infor+ation........................................................................................ I+ple+enting corrective action.................................................................................................. !0 !2 !2 !4 !4 !9 !9
2.*. Service /anager................................................................................................... !%
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@ey responsibilities.................................................................................................................... !% @ey s-ills and co+petencies...................................................................................................... *!
2.*., CSI /anager......................................................................................................... *!

@ey responsibilities.................................................................................................................... *!
2.*.. Service O$ner....................................................................................................... **

@ey responsibilities.................................................................................................................... **
2.*.0 )rocess O$ner...................................................................................................... *. 2.*.2 Service @no$ledge /anage+ent.......................................................................... *0 2.*.4 1eporting analyst.................................................................................................. *0
@ey responsibilities.................................................................................................................... *0 @ey s-ills and co+petencies...................................................................................................... *2
2. The authority +atri3............................................................................................ *4

2. .* )rocess flo$s and 1(CI........................................................................................ *9
2., Su++ary............................................................................................................
4 Technology considerations..............................................................................
4.* Tools to support CSI activities............................................................................
4.*.* IT service +anage+ent suites.............................................................................. 4.*. Syste+s and net$or- +anage+ent...................................................................... 4.*., Event +anage+ent............................................................................................... 4.*.. (uto+ated incident/proble+ resolution................................................................. 4.*.0 @no$ledge /anage+ent....................................................................................... 4.*.2 Service 1equest and fulfil+ent DService Catalogue and $or-flo$E....................... 4.*.4 )erfor+ance +anage+ent.................................................................................... 4.*.9 (pplication and service perfor+ance +onitoring................................................... 4.*.% Statistical analysis tools........................................................................................ 4.*.*! Soft$are version control/soft$are Configuration /anage+ent........................... 4.*.** Soft$are test +anage+ent................................................................................. 4.*.* Security /anage+ent ........................................................................................ 4.*.*, )ro;ect and portfolio +anage+ent ..................................................................... 4.*.*. #inancial /anage+ent........................................................................................ 4.*.*0 >usiness intelligence/reporting............................................................................
.
0
0 9 9 9 % % % ,! ,* ,* ,* ,* ,* , ,,
4. Su++ary............................................................................................................ ,. 9.* Critical considerations for i+ple+enting CSI...................................................... ,2 9. 7here do I start8................................................................................................ ,2

9. .* 7here do I start B service approach..................................................................... ,2 9. . 7here do I start B lifecycle approach.................................................................... ,4 9. ., 7here do I start B functional group approach....................................................... ,4
9., &overnance........................................................................................................ ,9
9.,.* ITS/ progra++e initiative.................................................................................... ,9 9.,. >usiness drivers.................................................................................................... ,9 9.,., )rocess changes................................................................................................... ,%
9.. CSI and organi:ational change........................................................................... ,%

9...* Creating a sense of urgency................................................................................. 9... #or+ing a guiding coalition................................................................................... 9..., Creating a vision................................................................................................... 9.... Co++unicating the vision..................................................................................... 9...0 E+po$ering others to act on the vision................................................................. 9...2 )lanning for and creating short?ter+ $ins............................................................. 9...4 Consolidating i+prove+ents and producing +ore change.................................... 9...9 Institutionali:ing the change.................................................................................. 9...% Organi:ation culture.............................................................................................. .! .* .* . . ., ., .. ..
@ey concept............................................................................................................................... .0
9.0 Co++unication strategy and plan...................................................................... .4

9.0.* 5efining a co++unication plan............................................................................. .9
Co++unication transfor+ation ................................................................................................. .%
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9.2 Su++ary............................................................................................................ 0*
% Challenges, critical success factors and ris-s................................................. 0

%.* Challenges......................................................................................................... %. Critical success factors....................................................................................... %., 1is-s.................................................................................................................. %.. Su++ary............................................................................................................ 0 0 0, 0.
(fter$ord............................................................................................................. 00 (ppendi3 (" Co+ple+entary guidance.............................................................. 02

(* Innovation, correction and i+prove+ent............................................................. 02 ( >est practices that support CSI........................................................................... 04
ISO/IEC !!!! .............................................................................................................. Service Level /anage+ent............................................................................................ Service reporting............................................................................................................ >usiness 1elationship /anage+ent.............................................................................. CO>ITF......................................................................................................................... CO>IT defines processes to support CSI...................................................................... Si3 Sig+a....................................................................................................................... C//I............................................................................................................................. C//I >enefits................................................................................................................ )ro;ect +anage+ent...................................................................................................... &antt chart..................................................................................................................... 1u++ler?>rache S$i+ Lane......................................................................................... <alue Strea+ /apping................................................................................................... Total Auality /anage+ent............................................................................................. 5e+ing Cycle................................................................................................................. =uran.............................................................................................................................. Crosby............................................................................................................................ /anage+ent governance fra+e$or-............................................................................. 04 04 09 09 09 0% 0% 2! 2! 2* 2* 2 2, 2, 2. 2. 20 22
#urther infor+ation.............................................................................................. 29
1eferences............................................................................................................... Si3 Sig+a B $$$.ge.co+/si3sig+a.......................................................................... LE(G........................................................................................................................ /HoH1 /anage+ent of 1is-.................................................................................... )ro;ect +anage+ent................................................................................................ 29 2% 2% 4! 4!
&lossary.............................................................................................................. 4
(crony+s list............................................................................................................ 4 5efinitions list........................................................................................................... 42
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Forewor
O!C"s #orewor
Since its creation, ITIL has gro$n to beco+e the +ost $idely accepted approach to IT Service /anage+ent in the $orld. Co$ever, along $ith this success co+es the responsibility to ensure that the guidance -eeps pace $ith a changing global business environ+ent. Service +anage+ent require+ents are inevitably shaped by the develop+ent of technology, revised business +odels and increasing custo+er e3pectations. Our latest version of ITIL has been created in response to these develop+ents. This publication is one of the five core publications describing the IT service +anage+ent practices that +a-e up ITIL. They are the result of a t$o?year pro;ect to revie$ and update the guidance. The nu+ber of service +anage+ent professionals around the $orld $ho have helped to develop the content of these publications is i+pressive. Their e3perience and -no$ledge have contributed to the content to bring you a consistent set of high?quality guidance. This is supported by the ongoing develop+ent of a co+prehensive qualifications sche+e, along $ith accredited training and consultancy. 7hether you are part of a global co+pany, a govern+ent depart+ent or a s+all business, ITIL gives you access to $orld?class service +anage+ent e3pertise. Essentially, it puts IT services $here they belong B at the heart of successful business operations.
)eter #anning (cting Chief E3ecutive Office of &overn+ent Co++erce
C$ie# %rc$itect"s #orewor

ITIL service +anage+ent practices are based on a solid fra+e$or- of concepts, processes, functions and activities that e3ert positive outco+es on business value. One of the constant features of these practices is the ob;ective to i+prove in +aturity and therefore service e3cellence in every possible $ay.
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Go +atter $hat $e do in our daily lives, $e are constantly assessing ho$ $e can i+prove the quality and +eaningfulness in all $e achieve. 7e loo- to e3periences of our peers to learn and +easure ho$ $e perfor+ in that conte3t. Continual Service I+prove+ent surrounds the ITIL service lifecycle by e3erting influence in every aspect of service +anage+ent to i+prove our perfor+ance, capability and business value as service providers. The +ost i+portant aspect of understanding ho$ to i+prove is in -no$ing $hat to +easure and ho$ those +easures can be assessed, analysed and used as a basis for i+prove+ents. This publication for+s part of an overall lifecycle of service +anage+ent practices and guides the reader in understanding service +easure+ent, ho$ to assess the overall service +anage+ent health and +aturity, and then $hat to do to +a-e it better. The guidance in Continual Service Improvement is based around the vie$ of i+prove+ent fro+ the business perspective of service quality. (s service providers, $hat $e thin- of our service quality is i+portant, but $hat our business custo+ers thin- is para+ount to our survival. Service providers $ho are serious about paying +ore than lip service to service i+prove+ent need to o$n and use the practices in this publication.
Sharon Taylor Chief (rchitect, ITIL Service /anage+ent )ractices
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&re#ace
The ethos behind the develop+ent of ITIL is the recognition that organi:ations are increasingly dependent upon IT to satisfy their corporate ai+s and +eet their business needs. This gro$ing dependency leads to gro$ing needs for quality IT services B quality that is +atched to business needs and user require+ents as they e+erge. This is true no +atter $hat type or si:e of organi:ation, be it national govern+ent, a +ultinational conglo+erate, a decentrali:ed office $ith either a local or centrali:ed IT provision, an outsourced service provider or a single office environ+ent $ith one person providing IT support. In each case there is the require+ent to provide an econo+ical service that is reliable, consistent and fit for purpose. IT service +anage+ent DITS/E is concerned $ith delivering and supporting IT services that are appropriate to the business require+ents of the organi:ation. ITIL provides a co+prehensive, consistent and coherent set of best practices for IT service +anage+ent processes, pro+oting a quality approach to achieving business effectiveness and efficiency in the use of infor+ation syste+s. ITIL service +anage+ent processes are intended to be i+ple+ented so that they underpin but do not dictate the business processes of an organi:ation. IT service providers $ill be striving to i+prove the quality of the service, but at the sa+e ti+e they $ill be trying to reduce the costs or, at a +ini+u+, +aintain costs at the current level. The best?practice processes pro+oted in this publication both support and are supported by the ISO Standard for IT Service /anage+ent DISO/IEC !!!!E and the ISO quality standard ISO %!!!. This is a volu+e of principles, practices and +ethods that can be collectively applied to$ards an approach to continual service i+prove+ent, both in industry and govern+ent. The guidance in this publication has been $ritten for +anagers and practitioners at all levels, $hether they be senior e3ecutives providing leadership and direction through ob;ectives, policies and strategiesI or consultants, e3perts and practitioners $ho carry out progra++es and operations that $ill ulti+ately reali:e the ob;ectives. This publication is about effective continual service i+prove+ents. It is to be noted that the i+prove+ents $ill range in scope and scale. 5epending on the nature of their business, readers +ay be interested in one or +ore of the above perspectives, either in sequence or co+bination. The conte3t of this publication is set by the ITILF $hich today is the +ost popular fra+e$or- $orld$ide a+ong organi:ations see-ing to develop and i+prove their capabilities in IT service +anage+ent.
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The drafts of this publication have been revie$ed by consultants, e3perts, practitioners and business +anagers $ith tough criteria for $hat can be considered best practice. This includes custo+ers and providers of IT services facing so+e difficult proble+s that they hope $ould be easier to solve $ith right type of -no$ledge. ( guiding principle has been that +anage+ent decisions, practices and +ethods should be based on hard evidence rather than untested opinions, popular notions and insufficient infor+ation. In other $ords, this publication provides evidence?based service +anage+ent that can be useful and relevant for creating and delivering value to their custo+ers in the for+ of services. 7ithout being either too prescriptive or too generic, this publication ai+s to stri-e a balance by providing robust principles, practices and +ethods that can be applied under varying organi:ational conte3ts and business scenarios. CSI is, as its na+e i+plies, an ongoing activity $oven into the fabric of an organi:ation as opposed to a reactive response to a specific situation or a te+porary crisis. These quic-?fi3 initiatives are heralded $ith la+ents of"

JOh +y, the net$or- -eeps going do$n, then up, then do$n again. 7e need an instant stability progra++e.' JThe servers ;ust ble$ upK 7e need to start +anaging availability ... this +inuteK' JSadly, because the net$or- -eeps going up and do$n and the servers are blo$ing up, IT staff +orale is in the toilet. 7e need a quic- turnaround tea+?building progra++e.'
This approach is far too co++on in today's organi:ations and has little to do $ith the discipline of CSI. I+ple+enting CSI $ill force +a;or change for +any organi:ations. This change initiative as $ell as the full breadth of service i+prove+ent is the focus of this publication.
Continual versus continuous

The 7i-ipedia Online 5ictionary differentiates bet$een the t$o ter+s.
JContinuous' is the stronger $ord, and denotes that the continuity or union of parts is absolute and uninterruptedI as, a continuous sheet of iceI a continuous flo$ of $ater. JContinual', in +ost cases, +ar-s a close and unbro-en succession of things, rather than absolute continuity. Thus $e spea- of continual sho$ers, i+plying a repetition $ith occasional interruptions.
Cence the decision to use the $ord Jcontinual' for the title of this publication as $ell as throughout this publication has been +ade. (n IT organi:ation $ill not be Jcontinuously' i+proving itself sea+lessly, but rather it $ill be cyclical in nature"
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there $ill be a period of stability follo$ed by +ore i+prove+ents, then a ne$ level of stability follo$ed by +ore i+prove+ents and so on.
Contact in#ormation
#ull details of the range of +aterial published under the ITIL banner can be found at $$$.best?+anage+ent?practice.co+/itil If you $ould li-e to infor+ us of any changes that +ay be required to this publication please log the+ at $$$.best?+anage+ent?practice.co+/changelog #or further infor+ation on qualifications and training accreditation, please visit $$$.itil?officialsite.co+. (lternatively, please contact" ()/& Service 5esS$ord Couse Totteridge 1oad Cigh 7yco+be >uc-ingha+shire C)*, 25& Tel" L.. D!E *.%. .0 .0! E+ail" servicedes-Map+group.co.u-
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%c'nowle gements
C$ie# %rc$itect an aut$ors

Sharon Taylor D(spect &roup IncE Chief (rchitect &ary Case D)in- ElephantE &eorge Spalding D)in- ElephantE (uthor (uthor
ITIL aut$oring team

The ITIL authoring tea+ contributed to this guide through co++enting on content and align+ent across the set. So than-s are also due to the other ITIL authors, specifically =eroen >ron-horst DC)E, 5avid Cannon DC)E, (shley Canna DC)E, /a;id Iqbal DCarnegie /ellon 6niversityE, Shirley Lacy DConnectSphereE, <ernon Lloyd D#o3 ITE, Ivor /acfarlane D&uille+ot 1oc-E, /ichael Gieves D(ccentureE, Stuart 1ance DC)E, Colin 1udd DITE/SE and 5avid 7heeldon DC)E.
(entors
(lan Gance and =a+es Si+inos-i.
Furt$er contri)utions
( nu+ber of people generously contributed their ti+e and e3pertise to Continual Service Improvement. =i+ Clinch, as O&C )ro;ect /anager, is grateful to the support provided by )in- ElephantI to the authoring tea+ on the develop+ent of this publicationI and to the support of =enny 5ug+ore, Convenor of 7or-ing &roup ISO/IEC !!!!I =anine Eves, Carol Cul+, (idan La$es and /ichiel van der <oort. The authors $ould also li-e to than- )ierre >ernard, (nil 5issanaya-e, Troy 5u/oulin, Isabel #eher?7atters, >ill Irvine, Shane =ohnson, &len Got+an, #rances )rice, =ac- )robst and /arianna 1uocco of )in- ElephantI 1ic- =oslin of Celp 5es- InstituteI and >ill )o$ell of I>/. In order to develop ITIL v, to reflect current best practice and produce publications of lasting value, O&C consulted $idely $ith different sta-eholders throughout the $orld at every stage in the process. O&C $ould also li-e to thanthe follo$ing individuals and their organi:ations for their contributions to refreshing the ITIL guidance"
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T$e ITIL % visory !roup

)ippa >ass, O&CI Tony >etts, IndependentI Signe?/arie Cernes >;er-e, 5et Gors-e <eritasI (lison Cartlidge, NansaI 5iane Colbec-, 5IO+onde Solutions IncI Ivor Evans, 5IO+onde Solutions IncI @aren #erris, )ro(ctiveI /alcol+ #ry, #1O?ConsultantsI =ohn &ibert, IndependentI Colin Ca+ilton, 1EG(15 Consulting LtdI Le3 Cendri-s, ENIGI Carol Cul+, >ritish Co+puter Society?ISE>I Tony =en-ins, 5O/(IGetcI )hil /ontanaro, E5SI (lan Gance, IT)reneursI Christian Gissen, ItilligenceI 5on )age, /arval &roupI >ill )o$ell, I>/I Sergio 1ubinato #ilho, C(I =a+es Si+inos-i, SOScorpI 1obert E. Stroud, C(I =an van >on, Infor+?ITI @en 7endle, C)I )aul 7il-inson, &etronics )in-1occadeI Ta-ashi Oagi, Citachi.
*eviewers
(lastair (llanach, GorthallanI 1oger (ppleby, C/ 1evenue P Custo+sI >en de >ac--er, (tos Origin GLI (nurag >ahal, InfosysI =anet >ishopI #rancisco >oerrI Si+on =.= >os, >os P Cohen Strategy (dvisorsI Lee Cross, Co+putacenter ServicesI (le;andro 5ebenedet, >usiness ITI =ohn 5onoghue, C)I (r;en 5roog, its+fI /i-e Ellis, /inistry of Social 5evelop+ent, Ge$ QealandI /artin ErbI 5aniel Ernst, I>/I (r+ando Estanol, 6lsaI =oseph #orte, #orte Services Conseils IncI Stefan &abriel, IndependentI 7illia+ &iotto, C)I Tho+as &ra+strup, )ro+ente- ()SI /ahaboob Chandanapara+bil Cabeeb, Satya+I (shley Canna, C)I >rian Celstro+, I>/I (ndreas Coff+ann, <alue for >usinessI (listair CoggI /ichael Colderness, ICore LtdI @evin Colland, GCS Connecting for CealthI (lison Colling$orth, Ge3orI &ary Col+es, ITS/ Solutions LtdI Lou Cunnebec-, CCG IncI =ung+ee C$ang, Sa+sungI >ill Irvine, Co+castI =ohn =asins-i, (ccentureI 1uud 5e =ong, bbnedI =uan =uill, 6C CospitalsI /in =ung @i+, Sa+sungI Gic- @rachun, /otorolaI (lbert Lau Ts: /ing, I>/I Ca+eron La$, State StreetI )aul Leenards, &etronics )in-1occadeI /artin Le$is, 6nisys 7estI Colin Lovell, C)I (ntonio Lui:, Co+arI &oran Lundqvist, L5C, Lunds 6niversityI Ian /acdonald, >arclays >an-I Ian /acLeod, C)I Su+itha >hargavi /ahalinga+, InfosysI Steven /c1eynolds, /icrosoft CanadaI Gic- /etropoulos, I>/I @aran /ishra, 5eloitte Consulting LL)I Chris /organ, 5CLI )atric- /usto, ST>I @aren Gavoy, I>/I >o Gielsen, LearnitI )eter Ober, C)I (ndy )ac-ha+, dsai plcI =ain )an-a;, InfosysI (le;andro )estchan-er, /icrosoftI <alor )oland, )ultora- P (ssociatesI C. )ushpalathaI 5aniel 1a+alho, 6nileverI Gicola 1eeves, C) &roupI 1on 1ichard, Inherent AualityI Liesbeth 1ie-$el, &er+eente 1otterda+, ICT ServicesI &iovanni Sadun, AuintaI Sa+eer Sahay, )rovidence Cealth and ServicesI 1udolf Salinger, I>/I #rances Scarff, O&CI El-a Schri;ver, Canadian Gatural 1esources LtdI Leo van Sel+, )ro1ailI (rivarasu Selvara;, 7ipro Technologies LtdI Sadao Shiota, C)I =ohn Sibley, C)I )eter Si+onsen, /icrosoftI C ) Suen, The Cong @ong =oc-ey ClubI =a+es Sutherland, I>/I 7ilbert Teunissen, Sogeti Gederland >.<I (nand To+ar, InfosysI 5avid 7happles, Lin- Interchange Get$or-sI =ulian 7hite, GCS Connecting for CealthI (lan Oa+a+oto, I>/I #ran- Qiel-e, Inforora &+gC
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+ Intro uction
+.+ Overview
Continual Service I+prove+ent DCSIE is not a ne$ concept. Organi:ations have tal-ed about it for +any years but for +ost the concept has not +oved beyond the discussion stage. #or +any organi:ations, CSI beco+es a pro;ect $hen so+ething has failed and severely i+pacted the business. 7hen the issue is resolved the concept is pro+ptly forgotten until the ne3t +a;or failure occurs. Once an organi:ation has gone through the process of identifying $hat its services are, as $ell as developing and i+ple+enting the IT service +anage+ent DITS/E processes to enable those services, +any believe that the hard $or- is done. Co$ $rong they areK The real $or- is only ;ust beginning. Co$ do organi:ations gain adoption of using the ne$ processes8 Co$ do organi:ations +easure, report and use the data to i+prove not only the ne$ processes but to continually i+prove the services being provided8 This requires a conscious decision that CSI $ill be adopted $ith clearly defined goals, docu+ented procedures, inputs, outputs and identified roles and responsibilities. To be successful CSI +ust be e+bedded $ithin each organi:ation's culture. ( distinction +ust be +ade upfront regarding tools. Throughout this publication the $ord Jtool' applies to soft$are tools such as integrated service +anage+ent tools, +onitoring tools, discovery tools, soft$are repository and distribution tools and the li-e. 7hen the authors tal- about $ays of doing things this $ill be referred to as J+ethods and techniques', although these could be auto+ated as $ell.
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+., Conte-t
+.,.+ Service management
JInfor+ation technology' is a co++only used ter+ that changes +eaning $ith conte3t. #ro+ the first perspective, IT syste+s, applications and infrastructure are co+ponents or sub?asse+blies of a larger product. They enable or are e+bedded in processes and services. #ro+ the second perspective, IT is an organi:ation $ith its o$n set of capabilities and resources. IT organi:ations can be of various types such as business functions, shared services units and enterprise?level core units. #ro+ the third perspective, IT is a category of services utili:ed by business. They are typically IT applications and infrastructure that are pac-aged and offered as services by internal IT organi:ations or e3ternal service providers. IT costs are treated as business e3penses. #ro+ the fourth perspective, IT is a category of business assets that provide a strea+ of benefits for their o$ners, including but not li+ited to revenue, inco+e and profit. IT costs are treated as invest+ents.
+.,., !oo practice in t$e pu)lic omain

Organi:ations operate in dyna+ic environ+ents $ith the need to learn and adapt. There is a need to i+prove perfor+ance $hile +anaging trade?offs. 6nder si+ilar pressure, custo+ers see- advantage fro+ service providers. They pursue sourcing strategies that best serve their o$n business interest. In +any countries, govern+ent agencies and non?profit organi:ations have a si+ilar propensity to outsource for the sa-e of operational effectiveness. This puts additional pressure on service providers to +aintain a co+petitive advantage $ith respect to the alternatives that custo+ers +ay have. The increase in outsourcing has particularly e3posed internal service providers to unusual co+petition. To cope $ith the pressure, organi:ations bench+ar- the+selves against peers and see- to close gaps in capabilities. One $ay to the close such gaps is the adoption of good practices in $ide industry use. There are several sources for good practices including public fra+e$or-s, standards and the proprietary -no$ledge of organi:ations and individuals D#igure *.*E.
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Figure +.+ Sourcing o# service management practice
)ublic fra+e$or-s and standards are attractive $hen co+pared $ith proprietary -no$ledge"
)roprietary -no$ledge is deeply e+bedded in organi:ations and therefore difficult to adopt, replicate, or transfer even $ith the cooperation of the o$ners. Such -no$ledge is often in the for+ of tacit -no$ledge $hich is ine3tricable and poorly docu+ented. )roprietary -no$ledge is custo+i:ed for the local conte3t and specific business needs to the point of being idiosyncratic. 6nless the recipients of such -no$ledge have +atching circu+stances, the -no$ledge +ay not be as effective in use. O$ners of proprietary -no$ledge e3pect to be re$arded for their long? ter+ invest+ents. They +ay +a-e such -no$ledge available only under co++ercial ter+s through purchases and licensing agree+ents. )ublicly available fra+e$or-s and standards such as ITIL, CO>IT, C//I, eSC/?S), )1IGCE , ISO %!!!, ISO/IEC !!!! and ISO/IEC 4!!* are validated across a diverse set of environ+ents and situations rather than the li+ited e3perience of a single organi:ation. They are sub;ect to broad revie$ across +ultiple organi:ations and disciplines. They are vetted by diverse sets of partners, suppliers and co+petitors. The -no$ledge of public fra+e$or-s is +ore li-ely to be $idely distributed a+ong a large co++unity of professionals through publicly available training and certification. It is easier for organi:ations to acquire such -no$ledge through the labour +ar-et.
Ignoring public fra+e$or-s and standards can needlessly place an organi:ation at a disadvantage. Organi:ations should cultivate their o$n proprietary
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-no$ledge on top of a body of -no$ledge based on public fra+e$or-s and standards. Collaboration and coordination across organi:ations are easier on the basis of shared practices and standards.
+.,.3 ITIL an goo practice in service management

The conte3t of this publication is the ITIL fra+e$or- as a source of good practice in service +anage+ent. ITIL is used by organi:ations $orld$ide to establish and i+prove capabilities in service +anage+ent. ISO/IEC !!!! provides a for+al and universal standard for organi:ations see-ing to have their service +anage+ent capabilities audited and certified. 7hile ISO/IEC !!!! is a standard to be achieved and +aintained, ITIL offers a body of -no$ledge useful for achieving the standard. ITIL has the follo$ing co+ponents"

The ITIL Core B >est practice guidance applicable to all types of organi:ations $ho provide services to a business. The ITIL Complementary !ui ance B ( co+ple+entary set of publications $ith guidance specific to industry sectors, organi:ation types, operating +odels and technology architectures.
The ITIL Core consists of five publications D#ig *. E. Each provides the guidance necessary for an integrated approach as required by the ISO/IEC !!!! standard specification" Service Strategy Service 5esign Service Transition Service Operation Continual Service I+prove+ent
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Figure +., ITIL Core
Each publication addresses capabilities having direct i+pact on a service provider's perfor+ance. The structure of the core is in the for+ of a lifecycle. It is iterative and +ultidi+ensional. It ensures organi:ations are set up to leverage capabilities in one area for learning and i+prove+ents in others. The ITIL Core is e3pected to provide structure, stability and strength to service +anage+ent capabilities $ith durable principles, +ethods and tools. This serves to protect invest+ents and provide the necessary basis for +easure+ent, learning and i+prove+ent. The guidance in ITIL can be adapted for use in various business environ+ents and organi:ational strategies. The ITIL Co+ple+entary &uidance provides fle3ibility to i+ple+ent the Core in a diverse range of environ+ents. )ractitioners can select Co+ple+entary &uidance as needed to provide traction for the Core in a given business conte3t, +uch li-e tyres are selected based on the type of auto+obile, purpose and road conditions. This is to increase the durability and portability of -no$ledge assets and to protect invest+ents in service +anage+ent capabilities.
Service Strategy
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The Service Strategy volu+e provides guidance on ho$ to design, develop and i+ple+ent service +anage+ent not only as an organi:ational capability but as a strategic asset. &uidance is provided on the principles underpinning the practice of service +anage+ent $hich are useful for developing service +anage+ent policies, guidelines and processes across the ITIL service lifecycle. Service Strategy guidance is useful in the conte3t of Service 5esign, Service Transition, Service Operation and Continual Service I+prove+ent. Topics covered in Service Strategy include the develop+ent of +ar-ets, internal and e3ternal, service assets, service catalogue and i+ple+entation of strategy through the service lifecycle. #inancial /anage+ent, service portfolio +anage+ent, organi:ational develop+ent and strategic ris-s are a+ong other +a;or topics. Organi:ations use the guidance to set ob;ectives and e3pectations of perfor+ance to$ards serving custo+ers and +ar-et spaces, and to identify, select and prioriti:e opportunities. Service Strategy is about ensuring that organi:ations are in position to handle the costs and ris-s associated $ith their service portfolios, and are set up not ;ust for operational effectiveness but for distinctive perfor+ance. 5ecisions +ade $ith respect to Service Strategy have far?reaching consequences including those $ith delayed effect. Organi:ations already practising ITIL use this volu+e to guide a strategic revie$ of their ITIL?based service +anage+ent capabilities and to i+prove the align+ent bet$een those capabilities and their business strategies. This volu+e of ITIL encourages readers to stop and thin- about $hy so+ething is to be done before thin-ing of ho$. (ns$ers to the first type of questions are closer to the custo+er's business. Service Strategy e3pands the scope of the ITIL fra+e$orbeyond the traditional audience of IT service +anage+ent professionals.
Service Design
The Service 5esign volu+e provides guidance for the design and develop+ent of services and service +anage+ent processes. It covers design principles and +ethods for converting strategic ob;ectives into portfolios of services and service assets. The scope of Service 5esign is not li+ited to ne$ services. It includes the changes and i+prove+ents necessary to increase or +aintain value to custo+ers over the lifecycle of services, the continuity of services, achieve+ent of service levels and confor+ance to standards and regulations. It guides organi:ations on ho$ to develop design capabilities for service +anage+ent.
Service Transition
The Service Transition volu+e provides guidance for the develop+ent and i+prove+ent of capabilities for transitioning ne$ and changed services into operations. This publication provides guidance on ho$ the require+ents of Service Strategy encoded in Service 5esign are effectively reali:ed in Service Operation $hile controlling the ris-s of failure and disruption. The publication co+bines practices in release +anage+ent, progra++e +anage+ent and risITIL V3 Service Improvement - Pgina: 21
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+anage+ent and places the+ in the practical conte3t of service +anage+ent. It provides guidance on +anaging the co+ple3ity related to changes to services and service +anage+ent processesI preventing undesired consequences $hile allo$ing for innovation. &uidance is provided on transferring the control of services bet$een custo+ers and service providers.
Service Operation
The volu+e e+bodies practices in the +anage+ent of Service Operation. It includes guidance on achieving effectiveness and efficiency in the delivery and support of services so as to ensure value for the custo+er and the service provider. Strategic ob;ectives are ulti+ately reali:ed through Service Operation, therefore +a-ing it a critical capability. &uidance is provided on ho$ to +aintain stability in Service Operation, allo$ing for changes in design, scale, scope and service levels. Organi:ations are provided $ith detailed process guidelines, +ethods and tools for use in t$o +a;or control perspectives" reactive and proactive. /anagers and practitioners are provided $ith -no$ledge allo$ing the+ to +a-e better decisions in areas such as +anaging the availability of services, controlling de+and, opti+i:ing capacity utili:ation, scheduling of operations and fi3ing proble+s. &uidance is provided on supporting operations through ne$ +odels and architectures such as shared services, utility co+puting, $eb services and +obile co++erce.
Continual Service Improvement
This volu+e provides instru+ental guidance in creating and +aintaining value for custo+ers through better design, introduction and operation of services. It co+bines principles, practices and +ethods fro+ quality +anage+ent, Change /anage+ent and capability i+prove+ent. Organi:ations learn to reali:e incre+ental and large?scale i+prove+ents in service quality, operational efficiency and business continuity. &uidance is provided for lin-ing i+prove+ent efforts and outco+es $ith service strategy, design and transition. ( closed?loop feedbac- syste+, based on the )lanB5oBChec-B(ct D)5C(E +odel specified in ISO/IEC !!!!, is established and capable of receiving inputs for change fro+ any planning perspective.
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+.3 &urpose
+.3.+ !oal o# t$is pu)lication
This publication ai+s to provide practical guidance in evaluating and i+proving the quality of services, overall +aturity of the ITS/ service lifecycle and its underlying processes, at three levels $ithin the organi:ation"

The overall health of ITS/ as a discipline The continual align+ent of the portfolio of IT services $ith the current and future business needs The +aturity of the enabling IT processes required to support business processes in a continual service lifecycle +odel.
+.3., Scope o# t$is pu)lication

This publication focuses on CSI fro+ both an IT service and an ITS/ process perspective as part of an ongoing service +anage+ent lifecycle. This publication also features the -ey inputs, outputs, activities and roles that are critical to successful CSI. It is one of a series of five core publications published by the Office of &overn+ent Co++erce DO&CE as part of the ITIL )ractices for Service /anage+ent. (lthough this publication can be applied in isolation, it is reco++ended that it be used in con;unction $ith the other four publications. This volu+e covers the follo$ing +a;or activities"

Introduce the concepts of CSI at a high level 5efine the value of CSI 5escribe co++on +ethods and techniques for CSI 5efine ho$ to use the co++on +ethods and techniques for service i+prove+ent.
+.3.3 Target au ience

7hile this publication is relevant to any IT professional involved in the +anage+ent of services throughout their lifecycle, it is particularly relevant to anyone $ho $ants to revie$ the current ITS/ practices $ithin an organi:ation to identify, understand and +easure their strengths and $ea-nesses. 1oles such as process o$ner, process +anagers, service +anagers, service o$ners, business liaison +anagers, IT +anagers and anyone accountable and responsible for the delivery of IT services to the business $ill find it particularly pertinent.
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There are several $ays of delivering IT services to the business, such as in? house, outsourced and partnership Dco?sourcedE. Even though this publication is $ritten +ainly fro+ an in?house service provider perspective it is also relevant to all other +ethods of service provision. Those involved in outsourced service provision or $or-ing in partnerships $ill find that this publication is applicable to the+ as $ell. In so+e $ays, the outsourced or co?sourced services require an increased focus on process integration bet$een the client organi:ation and service provider. >usiness +anagers as $ell as IT +anagers $ill find this publication helpful in understanding and establishing best practices for CSI.
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+.. /sage
7hether an organi:ation is loo-ing for incre+ental i+prove+ents or a +a;or overhaul, CSI activities should be $oven into the fabric of the everyday life of IT services. CSI is not an e+ergency pro;ect -ic-ed off $hen so+eone in authority yells that the service stin-s, but rather, it is an ongoing $ay of lifeI continually revie$ing, analysing and i+proving not only service +anage+ent processes but the services the+selves. 7hile analysing $ays to i+prove services other opportunities the reader $ill learn techniques to i+prove their lifecycle practices of Service Strategy, Service 5esign and Service Transition as $ell as the day?to?day Service Operation +ore co++only associated $ith service i+prove+ent. The ITIL )ractices for Service /anage+ent five core publications represent the entire service lifecycle and have intricate interrelationships. #or e3a+ple, if a Service 5esign is less than opti+al, it +a-es it harder to transition that service into production and results in service issues in the Service Operation part of the lifecycle. These intricacies need to be addressed as part of CSI. 7ith CSI, it is i+portant to re+e+ber the currently agreed service levels and perception custo+ers have of the current services. CSI cannot be IT centric. >est practice is to be business oriented and custo+er centric $hile at the sa+e ti+e staying $ithin the li+its of the feasible. There are +any +ethods and techniques that can be used to i+prove service +anage+ent processes and services in general. 5on't rely upon only one but e3plore a nu+ber of the+ in an effort to provide the +ost effective and efficient results. CSI needs to be treated ;ust li-e any other service practice. There needs to be upfront planning, training and a$areness, ongoing scheduling, roles created, o$nership assigned and activities identified in order to be successful.
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, Service management as a practice

,.+ 0$at is service management1
Service +anage+ent is a set of speciali:ed organi:ational capabilities for providing value to custo+ers in the for+ of services. The capabilities ta-e the for+ of functions and processes for +anaging services over a lifecycle, $ith speciali:ations in strategy, design, transition, operation and continual i+prove+ent. The capabilities represent a service organi:ation's capacity, co+petency and confidence for action. The act of transfor+ing resources into valuable services is at the core of service +anage+ent. 7ithout these capabilities, a service organi:ation is +erely a bundle of resources that by itself has relatively lo$ intrinsic value for custo+ers. De#inition o# service management Service +anage+ent is a set of speciali:ed organi:ational capabilities for providing value to custo+ers in the for+ of services. Organi:ational capabilities are shaped by the challenges they are e3pected to overco+e.* Service +anage+ent capabilities are si+ilarly influenced by the follo$ing challenges that distinguish services fro+ other syste+s of value? creation such as +anufacturing, +ining and agriculture" Intangible nature of the output and inter+ediate products of service processes B difficult to +easure, control and validate Dor proveE. 5e+and is tightly coupled $ith custo+er's assets B users and other custo+er assets such as processes, applications, docu+ents and transactions arrive $ith de+and and sti+ulate service production. Cigh level of contact for producers and consumers of services B little or no buffer bet$een the custo+er, the front office and bac- office. The perishable nature of service output and service capacity B there is value for the custo+er fro+ assurance on continued the supply of consistent quality. )roviders need to secure a steady supply of de+and fro+ custo+ers.
Service +anage+ent, ho$ever, is +ore than ;ust a set of capabilities. It is also a professional practice supported by an e3tensive body of -no$ledge, e3perience and s-ills. ( global co++unity of individuals and organi:ations in the public and private sectors fosters its gro$th and +aturity. #or+al sche+es e3ist for the education, training and certification of practising organi:ations, and individuals influence its quality. Industry best practices, acade+ic research and for+al standards contribute to its intellectual capital and dra$ fro+ it.
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The origins of service +anage+ent are in traditional service businesses such as airlines, ban-s, hotels and phone co+panies. Its practice has gro$n $ith the adoption by IT organi:ations of a service?oriented approach to +anaging IT applications, infrastructure and processes. Solutions to business proble+s and support for business +odels, strategies and operations are increasingly in the for+ of services. The popularity of shared services and outsourcing has contributed to the increase in the nu+ber of organi:ations $ho are service providers, including internal organi:ational units. This in turn has strengthened the practice of service +anage+ent and at the sa+e ti+e i+posing greater challenges upon it. * (n e3a+ple of this is ho$ in the *%0!s Toyota developed unique capabilities to overco+e the challenge of s+aller scale and financial capital co+pared to its (+erican rivals. Toyota developed ne$ capabilities in production engineering, operations +anage+ent and +anaging suppliers to co+pensate for its inability to afford large inventories, +a-e co+ponents, produce ra$ +aterials or o$n the co+panies that produced the+ D/agretta, =oan, !! . 7hat /anage+ent Is" Co$ it $or-s and $hy it's everyone's business. The #ree )ress.E
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,., 0$at are services1

,.,.+ T$e value proposition
De#inition o# a service ( service is a +eans of delivering value to custo+ers by facilitating outco+es custo+ers $ant to achieve $ithout the o$nership of specific costs and ris-s. Services are a +eans of delivering value to custo+ers by facilitating outco+es custo+ers $ant to achieve $ithout the o$nership of specific costs and ris-s. Services facilitate outco+es by enhancing the perfor+ance of associated tas-s and reducing the effect of constraints. The result is an increase in the probability of desired outco+es Dsee #igure .*E.
Figure ,.+ % conversation a)out t$e e#inition an meaning o# services
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,.3 Functions an processes across t$e li#ecycle

,.3.+ Functions
#unctions are units of organi:ations speciali:ed to perfor+ a certain type of $orand responsible for specific outco+es. They are self?contained $ith capabilities and resources necessary for their perfor+ance and outco+es. Capabilities include $or- +ethods internal to the functions. #unctions have their o$n body of -no$ledge, $hich accu+ulates fro+ e3perience. They provide structure and stability to organi:ations. #unctions are +eans to structure organi:ations to i+ple+ent the speciali:ation principle. #unctions typically define roles and the associated authority and responsibility for a specific perfor+ance and outco+es. Coordination bet$een functions through shared processes is a co++on pattern in organi:ation design. #unctions tend to opti+i:e their $or- +ethods locally to focus on assigned outco+es. )oor coordination bet$een functions co+bined $ith an in$ard focus leads to functional silos that hinder align+ent and feedbac- critical to the success of the organi:ation as a $hole. )rocess +odels help avoid this proble+ $ith functional hierarchies by i+proving cross?functional coordination and control. 7ell?defined processes can i+prove productivity $ithin and across functions.
,.3., &rocesses
)rocesses are e3a+ples of closed?loop syste+s because they provide change and transfor+ation to$ards a goal, and utili:e feedbac- for self?reinforcing and self?corrective action D#igure . E. It is i+portant to consider the entire process or ho$ one process fits into another.
Figure ,., % )asic process
)rocess definitions describe actions, dependencies and sequence. )rocesses have the follo$ing characteristics"
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(easura)le B 7e are able to +easure the process in a relevant +anner. It is perfor+ance driven. /anagers $ant to +easure cost, quality and other variables $hile practitioners are concerned $ith duration and productivity. Speci#ic results B The reason a process e3ists is to deliver a specific result. This result +ust be individually identifiable and countable. 7hile $e can count changes, it is i+possible to count ho$ +any Service 5es-s $ere co+pleted. Customers B Every process delivers its pri+ary results to a custo+er or sta-eholder. They +ay be internal or e3ternal to the organi:ation but the process +ust +eet their e3pectations. *espon s to a speci#ic event B 7hile a process +ay be ongoing or iterative it should be traceable to a specific trigger.
#unctions are often +ista-en for processes. #or e3a+ple, there are +isconceptions about Capacity /anage+ent being a service +anage+ent process. #irst, Capacity /anage+ent is an organi:ational capability $ith speciali:ed processes and $or- +ethods. 7hether or not it is a function or a process depends entirely on organi:ation design. It is a +ista-e to assu+e that Capacity /anage+ent can only be a process. It is possible to +easure and control capacity and to deter+ine $hether it is adequate for a given purpose. (ssu+ing that it is al$ays a process $ith discrete countable outco+es can be an error.
,.3.3 Speciali2ation an coor ination across t$e li#ecycle

Speciali:ation and coordination are necessary in the lifecycle approach. #eedbac- and control bet$een the functions and processes $ithin and across the ele+ents of the lifecycle +a-e this possible. The do+inant pattern in the lifecycle is the sequential progress starting fro+ Service Strategy through Service 5esign, Service Transition, Service Operation and bac- to Service Strategy through CSI. That ho$ever is not the only pattern of action. Every ele+ent of the lifecycle provides points for feedbac- and control. The co+bination of +ultiple perspectives allo$s greater fle3ibility and control across environ+ents and situations. The lifecycle approach +i+ics the reality of +ost organi:ations $here effective +anage+ent requires the use of +ultiple control perspectives. Those responsible for the design, develop+ent and i+prove+ent of processes for service +anage+ent can adopt a process?based control perspective. Those responsible for +anaging agree+ents, contracts and services +ay be better served by a lifecycle?based control perspective $ith distinct phases. >oth these control perspectives benefit fro+ syste+s thin-ing. Each control perspective can reveal patterns that +ay not be apparent fro+ the other.
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,.. Continual Service Improvement #un amentals

,...+ &urpose o# CSI
The pri+ary purpose of CSI is to continually align and re?align IT services to the changing business needs by identifying and i+ple+enting i+prove+ents to IT services that support business processes. These i+prove+ent activities support the lifecycle approach through Service Strategy, Service 5esign, Service Transition and Service Operation. In effect, CSI is about loo-ing for $ays to i+prove process effectiveness, efficiency as $ell as cost effectiveness. Consider the follo$ing saying about +easure+ents and +anage+ent" Oou cannot +anage $hat you cannot control. Oou cannot control $hat you cannot +easure. Oou cannot +easure $hat you cannot define. If ITS/ processes are not i+ple+ented, +anaged and supported using clearly defined goals, ob;ectives and relevant +easure+ents that lead to actionable i+prove+ents, the business $ill suffer. 5epending upon the criticality of a specific IT service to the business, the organi:ation could lose productive hours, e3perience higher costs, loss of reputation or, perhaps, even a business failure. That is $hy it is critically i+portant to understand $hat to +easure, $hy it is being +easured and carefully define the successful outco+e.
,..., CSI o)3ectives
1evie$, analyse and +a-e reco++endations on i+prove+ent opportunities in each lifecycle phase" Service Strategy, Service 5esign, Service Transition and Service Operation. 1evie$ and analyse Service Level (chieve+ent results. Identify and i+ple+ent individual activities to i+prove IT service quality and i+prove the efficiency and effectiveness of enabling ITS/ processes. I+prove cost effectiveness of delivering IT services $ithout sacrificing custo+er satisfaction. Ensure applicable quality +anage+ent +ethods are used to support continual i+prove+ent activities.
,...3 CSI scope

There are three +ain areas that CSI needs to address"
The overall health of ITS/ as a discipline
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The continual align+ent of the portfolio of IT services $ith the current and future business needs The +aturity of the enabling IT processes for each service in a continual service lifecycle +odel.
To i+ple+ent CSI successfully it is i+portant to understand the different activities that can be applied to CSI. The follo$ing activities support a continual process i+prove+ent plan"

1evie$ing +anage+ent infor+ation and trends to ensure that services are +eeting agreed service levels 1evie$ing +anage+ent infor+ation and trends to ensure that the output of the enabling ITS/ processes are achieving the desired results )eriodically conducting +aturity assess+ents against the process activities and roles associated $ith the process activities to de+onstrate areas of i+prove+ent or, conversely, areas of concern )eriodically conducting internal audits verifying e+ployee and process co+pliance 1evie$ing e3isting deliverables for relevance /a-ing ad?hoc reco++endations for approval Conducting periodic custo+er satisfaction surveys Conducting e3ternal and internal service revie$s to identify CSI opportunities.
These activities do not happen auto+atically. They +ust be o$ned $ithin the IT organi:ation $hich is capable of handling the responsibility and possesses the appropriate authority to +a-e things happen. They +ust also be planned and scheduled on an ongoing basis. >y default, Ji+prove+ent' beco+es a process $ithin IT $ith defined activities, inputs, outputs, roles and reporting. CSI +ust ensure that ITS/ processes are developed and deployed in support of an end? to?end service +anage+ent approach to business custo+ers. It is essential to develop an ongoing continual i+prove+ent strategy for each of the processes as $ell as the services. The deliverables of CSI +ust be revie$ed on an ongoing basis to verify co+pleteness, functionality and feasibility to ensure that they re+ain relevant and do not beco+e stale and unusable. It is also i+portant to ensure that +onitoring of quality indicators and +etrics $ill identify areas for process i+prove+ent. Since any i+prove+ent initiative $ill +ore than li-ely necessitate changes, specific i+prove+ents $ill need to follo$ the defined ITIL Change /anage+ent process.
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,.... CSI approac$
Figure ,.3 Continual Service Improvement mo el
(s the above figure sho$s, there are +any opportunities for CSI. The figure above also illustrates a constant cycle for i+prove+ent. The i+prove+ent process can be su++ari:ed in si3 steps"

E+brace the vision by understanding the high?level business ob;ectives. The vision should align the business and IT strategies. (ssess the current situation to obtain an accurate, unbiased snapshot of $here the organi:ation is right no$. This baseline assess+ent is an analysis of the current position in ter+s of the business, organi:ation, people, process and technology. 6nderstand and agree on the priorities for i+prove+ent based on a deeper develop+ent of the principles defined in the vision. The full vision +ay be years a$ay but this step provides specific goals and a +anageable ti+efra+e. 5etail the CSI plan to achieve higher quality service provision by i+ple+enting ITS/ processes <erify that +easure+ents and +etrics are in place to ensure that +ilestones $ere achieved, processes co+pliance is high, and business ob;ectives and priorities $ere +et by the level of service. #inally, the process should ensure that the +o+entu+ for quality i+prove+ent is +aintained by assuring that changes beco+e e+bedded in the organi:ation.
Service gap mo el
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Since CSI involves ongoing change, it is i+portant to develop an effective co++unication strategy to support CSI activities B ensuring people re+ain appropriately infor+ed. This co++unication +ust include aspects of $hat the service i+plications are, $hat the i+pact on the personnel is and the approach or process used to reach the ob;ective. In the absence of truth, people $ill fill in the gap $ith their o$n truth. )erception $ill play a -ey role in deter+ining the success of any CSI initiative. )roper reporting should assist in addressing the +isconceptions about the i+prove+ents. It is i+portant to understand $hy there are differences in perception bet$een the custo+er and the service provider. #igure .. identifies the +ost obvious potential gaps in the service lifecycle fro+ both a business and an IT perspective"
Figure ,.. Service gap mo el
Service Level /anage+ent has the tas- of ensuring that potential gaps are +anaged and that $hen there is a gap, to identify if there is a need for a Service I+prove+ent )lan DSI)E. Often a large gap e3ists bet$een $hat the custo+er $ants, $hat they actually need, and $hat they are $illing to pay for. (dd to this the fact that IT $ill often try to define and deliver $hat they Jthin-' the custo+er $ants. (s a result, it is not surprising that there is a perception and delivery gap bet$een the Custo+er and IT.
,...4 Value to )usiness

&erspectives on )ene#its
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There are four co++only used ter+s $hen discussing service i+prove+ent outco+es"

I+prove+ents >enefits 1OI D1eturn on Invest+entE <OI D<alue on Invest+entE.
/uch of the angst and confusion surrounding IT process i+prove+ent initiatives can be traced to the +isuse of these ter+s. >elo$ is the proper use"
Improvements B Outco+es that $hen co+pared to the Jbefore' state, sho$ a +easurable increase in a desirable +etric or decrease in an undesirable +etric E3a+ple" (>C Corp achieved a *0R reduction in failed changes through i+ple+entation of a for+al Change /anage+ent process.
5ene#its B The gains achieved through reali:ation of i+prove+ents, usually but not al$ays e3pressed in +onetary ter+s. E3a+ple" (>C Corp's *0R reduction in failed changes has saved the co+pany S,%0,!!! in productivity and re?$or-s costs in the first year.
*OI B The difference bet$een the benefit DsavingE achieved and the a+ount e3pended to achieve that benefit, e3pressed as a percentage. Logically, one $ould li-e to spend a little to save a lot. E3a+ple" (>C Corp spent S !!,!!! to establish the for+al Change /anage+ent process that saved S,%0,!!!. The 1OI at the end of the first year of operation $as therefore S*%0,!!! or %4.0R.
VOI B The e3tra value created by establish+ent of benefits that include non?+onetary or long?ter+ outco+es. 1OI is a subco+ponent of <OI. E3a+ple" (>C Corp's establish+ent of a for+al Change /anage+ent process D$hich reduced the nu+ber of failed changesE i+proved the ability of (>C Corp to respond quic-ly to changing +ar-et conditions and une3pected opportunities resulting in an enhanced +ar-et position. In addition, it pro+oted collaboration bet$een business units and the IT organi:ation and freed up resources to $or- on other pro;ects that other$ise +ay not have been co+pleted.
Intangi)le )ene#its
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7hen used in >usiness Cases, soft benefits DintangiblesE are IT invest+ent payoff areas not e3pressed in +onetary $ays. JLess frequent use of te+porary $or-ers +a-es hourly e+ployees feel better' is intangible if no believable +onetary i+pact is sho$n. Conversely, JLess frequent use of te+porary $or-ers $ill save S*!!,!!! annually in labour costs' is tangible $hen e3pressed in believable pound ter+s. Traditionally, one of the +ost difficult >usiness Case proble+s is quantifying soft benefits such as increased brand i+age and custo+er satisfaction. 7hen hard nu+bers are available to support an 1OI argu+ent, it +ay see+ easier to leave the soft benefits out altogether. Instead, use the soft benefits to tell a story in the >usiness Case. (tte+pt to capture value that lies beyond the reach of an 1OI calculation such as"

Increased organi:ational co+petency Integration bet$een people and processes 1eduction of redundancy increases business throughput /ini+i:ed lost opportunities (ssured regulatory co+pliance that $ill +ini+i:e costs and reduce ris(bility to react to change rapidly.
,...6 7usti#ication
(s a practice, CSI +ust prove its $orth to an organi:ation to continue its e3istence. Li-e other practices, CSI +ust have a $ell?defined purpose $ithin the organi:ation $ith clear ongoing benefits that i+pact the entire organi:ation. Co$ CSI achieves this also needs to be easily understood, e.g. business efficiency, potential cost reduction $hen introducing services, increased custo+er satisfaction $ith the provision of e3isting services, +ore agility $hen responding to requests for ne$ services, or +ore reliable IT services to support business critical services. Organi:ations $ishing to i+prove services also need to be a$are of the i+pact of business and +ar-et develop+ents on the IT area. 6nderstanding these general trends in the conte3t of the organi:ation helps deter+ine ho$ ITIL can best be utili:ed for aligning the IT organi:ation $ith ever?changing business de+ands. To ;ustify any i+prove+ent, the IT organi:ation should co+pare the costs and revenue DsavingsE. The difficulty in doing this, ho$ever, is that $hile the costs are relatively easy to +easure Dpeople, tools etc.E the increase in revenue as a direct result of the Service I+prove+ent )lan DSI)E is +ore difficult to quantify.
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6nderstanding the organi:ation's target and current situation should for+ the basis of the >usiness Case for a SI). ( sta-eholder assess+ent and a goal? setting e3ercise $ill help focus on the results and ai+s. 5usiness rivers >usinesses are beco+ing increasingly a$are of the i+portance of IT as a service provider, to not only support but also enable business operations. (s a result the business leaders of today as- +uch +ore pointed and direct questions regarding the quality of IT services and the co+petency and efficiency of their provider. This higher level of scrutiny buttresses the e3panding need for CSI, +eaning that"
IT does +ore than enable e3isting business operations, IT enables business change and is, therefore, an integral co+ponent of the business change progra++e. There is additional focus on the quality of IT in ter+s of reliability, availability, stability, capacity, security and, especially, ris-. IT and IT governance is an integral co+ponent in corporate governance. IT perfor+ance beco+es even +ore visible B technical outages and custo+er dissatisfaction increasingly beco+e boardroo+ issues. IT organi:ations increasingly find the+selves in a position $here they have to not only realize but manage business?enabling technology and services that deliver the capability and quality de+anded by the business. IT +ust de+onstrate value for +oney. IT $ithin e?business is not only supporting the pri+ary business processes, but is the core of those processes.
Tec$nology rivers The rapid pace of technology develop+ents, $ithin $hich IT provides solutions, beco+es a core co+ponent of al+ost every area of business operations. (s a result, IT services +ust"

6nderstand business operations and advise about the short? and long? ter+ opportunities Dand li+itationsE of IT. >e designed for agility and ni+bleness to allo$ for unpredictability in business needs. (cco++odate +ore technological change, $ith a reduced cycle ti+e, for reali:ing change to +atch a reduced $indo$ in the business cycle. /aintain or i+prove e3isting quality of services $hile adding or re+oving technology co+ponents. Ensure that quality of delivery and support +atches the business use of ne$ technology. >ring escalating costs under control.
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,...8 5ene#its
>enefits +ust be clearly identified to help ;ustify the effort involved in gathering, analysing and acting on i+prove+ent data. >e sure to"

Consider both direct and indirect benefits. Identify the benefits for each group of sta-eholder at every level in the organi:ation. 5efine the benefits in clear and +easurable $ay.
The generic benefits described in the re+ainder of this section, are those that $ill be reali:ed by i+ple+enting CSI $ithin an organi:ation. 5usiness9customer )ene#its

Overall i+proved quality of business operations by ensuring that IT services underpin the business processes /ore reliable business support provided by Incident, )roble+ and Change /anage+ent processes Custo+ers $ill -no$ $hat to e3pect fro+ IT and $hat is required of the+ to ensure this can be delivered Increased staff productivity because of increased reliability and availability of IT services IT Service Continuity procedures are increasingly focused on supporting business continuity and +eeting the business needs through continued availability >etter $or-ing relationships bet$een custo+ers and the IT service provider Enhanced custo+er satisfaction as service providers understand and deliver $hat is e3pected of the+ I+proved quality of service and service availability, leading to i+proved business productivity and revenue >etter planning for purchases, develop+ent and i+ple+entation >etter +anage+ent infor+ation regarding business processes and IT services &reater fle3ibility for the business through i+proved understanding of IT support I+proved align+ent bet$een the business and IT Increased fle3ibility and adaptability $ill e3ist $ithin the services #aster and i+proved quality of response to business needs #aster and better quality pro;ects, deploy+ents and changes Ddelivered on ti+e, to cost and qualityE.
Financial )ene#its
Cost?effective provision of IT services

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Cost?;ustified IT Infrastructure and services 7hen i+ple+ented, CSI $ill have long?ter+ financial benefits, for e3a+ple" 1educed costs for i+ple+enting changes 1educed business i+pact due to IT changes Services $ill not be over?engineered but rather they $ill be designed to +eet the required service levels. I+proved service reliability, stability and thus availability. E3penditures on IT service continuity are co++ensurate $ith the criticality of the business process they underpin I+proved resource allocation and utili:ation.
Innovation )ene#its

Clearer understanding of business require+ents ensures that IT services successfully underpin business processes >etter infor+ation about current services Dand possibly about areas $here changes $ould bring increased benefitsE &reater fle3ibility for the business through i+proved understanding of IT support Increased fle3ibility and adaptability $ithin the IT services I+proved ability to recogni:e changing trends and +ore quic-ly adapt to ne$ require+ents and +ar-et develop+ents >usiness confidence in their IT service provider allo$s the+ to have higher aspirations.
IT organi2ation internal )ene#its

I+proved +etrics and +anage+ent reporting (lign+ent of cost structure $ith business needs >etter infor+ation about current services and about $here changes $ould bring the +ost benefit I+proved co++unications, tea+$or- and interactivity Dboth IT and custo+erE Increased e+ployee effectiveness B the i+pact on the e+ployees can be seen through i+prove+ents in productivity, collaboration, co++unication Dho$ $e co++unicate and the +eaning of $hat $e say or doE and innovation Increased process effectiveness B ITIL fra+e$or- invest+ents $ill enable ne$ business +odels or channels, real?ti+e process +anage+ent, integration fle3ibility, process si+plification or scalability, and +as-ing process co+ple3ity fro+ users 5efined roles and responsibilities Clearer vie$ of current IT capability and future potential of IT services )rocess +aturity benefits that are repeatable, consistent and self? i+proving
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CSI procedures provide +ore focus and confidence in the ability to provide incre+ental and +a;or i+prove+ents to both services and service +anage+ent processes Structured approach to gathering data, turning the data into infor+ation, generating -no$ledge of e3actly $hat is happening $ithin the organi:ation and gaining $isdo+ on $here to apply resources to i+prove services and +a-e a greater i+pact to the business I+proved resource utili:ation >usiness has greater clarity into current IT capability @no$ledge on $hat tools and resources are required to support CSI activities >etter infor+ation on current services Dand possibly on $here changes $ould bring +ost benefitsE /ore +otivated staff B i+proved ;ob satisfaction through better understanding of capability and better +anage+ent of e3pectations /ore proactive develop+ent and i+prove+ent of technology and services Services and syste+s designed to +eet achievable business and operational targets and ti+e?scales >etter +anage+ent of suppliers $ith i+proved supplier perfor+ance 1educed risof failure in +eeting co++it+ents I+proved $or-ing relationship $ith business.
,...: Cost
( Service I+prove+ent )lan DSI)E, ;ust li-e any other +a;or plan, $ill have costs associated $ith e3ecuting its activities"

Staff resources trained in the right s-ill sets to support ITS/ processes Tools for +onitoring, gathering, processing, analysing and presenting data Ongoing internal/e3ternal assess+ents or bench+ar-ing studies Service i+prove+ents either to services or service +anage+ent process /anage+ent ti+e to revie$, reco++end and +onitor CSI progress Co++unication and a$areness ca+paigns to change behaviours and ulti+ately culture Training and develop+ent on CSI activities.
Continual improvement )ene#its measurement Once an i+prove+ent initiative is co+pleted, that's not the end of the story. >enefits, 1OI and <OI $ill be sub;ect to change over ti+e as processes beco+e increasingly +ature, or unravel due to neglect. (ny continual process i+prove+ent progra++e should include periodic re?evaluation of benefits. @)Is +ay change as business drivers change, a ne$ technology +ay revolutioni:e storage capacities, or a ne$ $eb protocol creates entirely ne$ business opportunities. In nearly every +a;or i+prove+ent initiative the 1OI and, perhaps, the <OI are intensely scrutini:ed and hotly debated in the steps leading up to
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pro;ect approval ... and then pro+ptly forgotten and stuc- in a dra$er never to be seen or heard fro+ again. If IT is serious and honest about the benefits of i+prove+ents beforehand then it is essential that IT quantify those benefits and report on the+ after the fact. >enefits +easure+ent considerations in this conte3t +ay include"

Chec-ing year?by?year benefits/1OI/<OI reali:ed by specific i+prove+ents Esti+ating benefits li-ely fro+ co+peting initiatives arising out of the IT SI), to identify the best?value invest+ent, priorities and schedule of resources (nalysing the i+pact on current benefits being esti+ated or reali:ed, by a proposed organi:ational change either in the business or $ithin the IT organi:ation (nalysing the i+pact on current benefits being esti+ated or reali:ed, by a change in business strategic direction or regulatory legislation.
It is generally accepted that ITIL is the +issing piece of the pu::le that enables better quality of service delivery. It facilitates saving +oney and ti+e, and adds value to the organi:ation. ITIL also spans the business and technology gap to create synergy $ith proven results. Organi:ations adopt the ITIL fra+e$or- because they $ant to establish a consistent, co+prehensive service +anage+ent foundation and better +anage the cost of service delivery. ITIL e+phasi:es the i+portance of providing IT services to satisfy business needs in a cost effective +anner. The +ost tangible benefit to organi:ations using ITIL is a +ar-ed i+prove+ent in resource utili:ation, eli+inating redundant effort, decreasing errors and the a+ount of $orthat has to be redone, and increasing scalability $ith current resource levels. In addition, the ITIL fra+e$or- helps i+prove the availability, reliability, stability and security of +ission?critical IT services by providing de+onstrable perfor+ance indicators to +easure and ;ustify the cost of service quality. The provision of @)Is is essential to supporting CSI. These @)Is beco+e the data inputs to analyse and identify i+prove+ent opportunities.
,...; Inter#aces to ot$er service li#ecycle practices

#or CSI to be successful, it is i+portant to provide i+prove+ent opportunities throughout the entire service lifecycle. If for e3a+ple, CSI focuses only on the Service Operation phase of the lifecycle it $ill have li+ited success. This is li-e treating a sy+pto+ of a proble+ instead of treating the proble+ itself. Often the proble+ +ay actually start in the Service Strategy or Service 5esign stages of the service lifecycle. That is $hy i+ple+enting a service i+prove+ent process needs to ta-e a $ider vie$. There is +uch greater value to the business $hen service i+prove+ent ta-es a holistic approach throughout the entire lifecycle.
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The connection point bet$een each of the core volu+es is the service portfolio. It is the Jspine' $hich connects the lifecycle stages to each other.
Figure ,.4 Service port#olio spine
The re+ainder of this section covers the relationships bet$een each of the publications and CSI. Service Strategy Service Strategy focuses on setting a strategic approach to service +anage+ent as $ell as defining standards and policies that $ill be used to design IT services. It is at this phase of the lifecycle that standards and policies are deter+ined around +easuring and reporting for an enterprise?$ide vie$ of the organi:ation, possibly utili:ing a tool such as @aplan and Gorton's >alanced Scorecard. Service i+prove+ent opportunities could be driven by e3ternal factors such as ne$ security or regulatory require+ents, ne$ strategies due to +ergers or acquisitions, changes in technology infrastructure or even ne$ business services to be introduced. #eedbac- fro+ the other core phases of the service lifecycle $ill also be i+portant. Service Design Service 5esign is tas-ed $ith the creation or +odification of services and infrastructure architecture that are aligned to the business needs. 5esign ele+ents ensure that a custo+er?centric vie$point is used in creating the capability, process specification and planning, and acceptance of service
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+anage+ent practices. Service 5esign ta-es the strategy described in the first phase and transfor+s it through the design phase into deliverable IT services. Service 5esign is responsible for designing a +anage+ent infor+ation fra+e$orthat defines the need for critical success factors DCS#E, -ey perfor+ance indicators D@)IE, and activity +etrics for both the services and the ITS/ processes Ge$ strategies, architecture, policies and business require+ents $ill drive the need for continual i+prove+ent $ithin Service 5esign. Service Transition Service Transition +anages the transition of ne$ or changed services into the production environ+ent. Change and Configuration /anage+ent play +a;or roles at this point in the lifecycle. This phase focuses on the best practices of creating support +odels, a -no$ledge base, $or-flo$ +anage+ent, and developing co++unication and +ar-eting for use in the transitioning of services to production. (s ne$ strategies and designs are introduced this provides an e3cellent opportunity for continual i+prove+ent. Service Transition is also responsible for defining the actual CS#s, @)Is and activity +etrics, creating the reports and i+ple+enting the required auto+ation to +onitor and report on the services and ITS/ processes. Service Operation Service Operation provides best practice advice and guidance on all aspects of +anaging the day?to?day operation of an organi:ation's IT services. Service Operation is responsible for the +onitoring and initial reporting related to the people, processes and infrastructure technology necessary to ensure a high? quality, cost?effective provision of IT services $hich +eet the business needs. Every technology co+ponent and process activity should have defined inputs and outputs that can be +onitored. The results of the +onitoring can then be co+pared against the nor+s, targets or established Service Level (gree+ents. 7hen there is a discrepancy bet$een $hat $as actually delivered and $hat $as e3pected this beco+es a service i+prove+ent opportunity. 7ithin the Service Operation phase of the lifecycle, internal revie$s $ould be perfor+ed to deter+ine the results, $hat led to these results, and if necessary reco++endations for so+e level of fine tuning. The integration of service i+prove+ent $ithin the service lifecycle is represented in #igure .2. This is an approach that provides for Continual Service I+prove+ent activities to be in place $ithin each of the other core disciplines of the service lifecycle. CSI t$roug$out t$e li#ecycle
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(n organi:ation can find i+prove+ent opportunities throughout the entire service lifecycle. #igure .2 sho$s the interaction that should ta-e place bet$een each lifecycle phase. (n IT organi:ation does need to $ait until a service or service +anage+ent process is transitioned into the operations area to begin identifying i+prove+ent opportunities.
Figure ,.6 CSI an t$e service li#ecycle
Each lifecycle phase $ill provide an output to the ne3t lifecycle phase. This sa+e concept applies to CSI. (s an e3a+ple a ne$ service is designed or +odified and passed onto Service Transition. Service Transition can provide feedbac- to Service 5esign on any design issues or everything is loo-ing good before the service +oves into Service Operation. CSI does not have to $ait for the service to be i+ple+ented and in operations before any i+prove+ent opportunities are identified and co++unicated. These CSI steps throughout the lifecycle should not be vie$ed as placing bla+e or pointing fingers, but as a learning tool on i+prove+ent. To be effective, CSI requires open and honest feedbacfro+ IT staff. 5ebriefings, or activity revie$s, $or- $ell for capturing infor+ation about lessons learned such as Jdid $e +eet the ti+elines8' and Jdid $e provide quality8' Seg+enting the debriefing or revie$ into s+aller, individual activities co+pleted $ithin each phase of the service lifecycle and capturing the lessons learned $ithin that phase +a-es the plethora of data +ore +anageable. Collecting this infor+ation is a positive beginning to$ard facilitating future i+prove+ents Dsee #igure .4E.
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Figure ,.8 ITS( monitor control loop
CSI $ill +a-e e3tensive use of +ethods and practices found in +any ITIL processes such as )roble+ /anage+ent, (vailability /anage+ent and Capacity /anage+ent used throughout the lifecycle of a service. The use of the outputs, in the for+ of flo$s, +atrices, statistics or analysis reports, $ill provide valuable insight into the design and operation of services. This infor+ation, co+bined $ith ne$ business require+ents, technology specifications, IT capabilities, budgets, trends and possibly e3ternal legislative and regulatory require+ents $ill be vital to CSI to deter+ine $hat needs to be i+proved, prioriti:e it and suggest i+prove+ents, if required. It $ill be i+portant to sift through large a+ounts of ra$ data before synthesi:ing the right infor+ation. This infor+ation +ust then be analysed and studied, but against $hat8 This is $here the different layers of +anage+ent co+e in B strategic, tactical and operational B each $ith their o$n goals, ob;ectives, CS#s and @)Is, all of $hich +ust be aligned and supportive of each other but, +ore i+portantly, aligned $ith the goals and ob;ectives of the business. The ability to derive any +eaningful infor+ation fro+ the data collected depends not only on the +aturity of the processes but also on the level of +aturity of the services provided by IT. Open and honest feedbac- is also needed fro+ the staff responsible for hand? offs bet$een the service lifecycles. 6nderstanding the lessons learned, J7hat $ent $ell8' and J7hat could have been i+proved8' can influence future i+prove+ents in each stage of the lifecycle. #eedbac- fro+ Service Operation to
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Service Transition and Service Transition to Service 5esign, and then fro+ Service 5esign to Service Strategy is an effective $ay to integrate a holistic approach to CSI. CSI on its o$n $ill not be able to achieve the desired results. It is therefore essential to leverage CSI activities and initiatives at each phase of the service lifecycle. #igure .9 illustrates the increased value to the organi:ation $hen the sphere of influence of CSI is e3panded to include each phase of the service lifecycle.
Figure ,.: 5ernar <Doppler service improvement levels o# opportunity
(t this point you +ay have concluded that all aspects of CSI +ust be in place before +easure+ents and data gathering can begin. Gothing could be further fro+ the truth. /easure no$, gather data no$, analyse no$, begin revie$s of lessons learned no$, +a-e incre+ental i+prove+ents no$. 5on't $aitK Start i+proving no$K
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3 Continual Service Improvement principles

Service i+prove+ent +ust focus on increasing the efficiency, +a3i+i:ing the effectiveness and opti+i:ing the cost of services and the underlying ITS/ processes. The only $ay to do this is to ensure that i+prove+ent opportunities are identified throughout the entire service lifecycle.
3.+ CSI an organi2ational c$ange

I+proving service +anage+ent is to e+bar- upon an organi:ational change progra++e. /any organi:ational change progra++es fail to achieve the desired results. Successful ITS/ requires understanding the $ay in $hich $or- is done and putting in place a progra++e of change $ithin the IT organi:ation. This type of change is, by its very nature, prone to difficulties. It involves people and the $ay they $or-. )eople generally do not li-e to changeI the benefits +ust be e3plained to everyone to gain their support and to ensure that they brea- out of old $or-ing practices. Those responsible for +anaging and steering organi:ational change should consciously address these softer issues. 6sing an approach such as =ohn ). @otter's Eight Steps To Transforming Your Organization , coupled $ith for+ali:ed pro;ect +anage+ent s-ills and practices, $ill significantly increase the chance of success. @otter, )rofessor of Leadership at Carvard >usiness School, investigated +ore than *!! co+panies involved in, or having atte+pted a co+ple3 organi:ational change progra++e and identified eight +ain reasons $hy transfor+ation efforts fail. Organi:ational change and these eight steps are discussed in detail later in the publication.
3., Owners$ip
The principle of o$nership is funda+ental to any i+prove+ent strategy. CSI is a best practice and one of the -eys to successful i+ple+entation is to ensure that a specific +anager, a CSI +anager, is responsible for ensuring the best practice is adopted and sustained throughout the organi:ation. The CSI +anager beco+es the CSI o$ner and chief advocate. The CSI o$ner is accountable for the success of Continual Service I+prove+ent in the organi:ation. This o$nership responsibility e3tends beyond ensuring the CSI practices are e+bedded in the organi:ation but also to ensuring there are adequate resources Dincluding people and technologyE to support and enable CSI. (lso included are ongoing CSI activities such as +onitoring, analysing, evaluating trends and reporting as $ell as pro;ect?based service i+prove+ent activities B activities that are funda+ental to the ITIL fra+e$or-. 7ithout clear and una+biguous accountability there $ill be no i+prove+ent.
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3.3 *ole e#initions

It is i+portant to identify and differentiate bet$een t$o basic role groupings $ithin CSI" production vs. pro;ect. )roduction roles focus on CSI as a $ay of life $ithin an organi:ation. These are per+anent roles that deal $ith ongoing service i+prove+ent efforts. Typical roles are CSI +anager, service +anager, service o$ner, process o$ner, operations analyst, +easure+ent analyst, reporting analyst and quality assurance analyst a+ong +any others. These roles can range fro+ having responsibility for the day?to?day operations of the IT infrastructure through to defining strategies, designing and transitioning ne$ or changed services to the production environ+ent. )ro;ect roles reflect the +ore traditional approach to i+prove+ent efforts based on for+al progra++es and pro;ects. Ta-ing a leadership position in the creation and adoption of processes and services, this group includes roles such as e3ecutive sponsor, process o$ners, process design/i+ple+entation/re?engineering tea+ +e+bers, process adviser and pro;ect +anager a+ong others. The follo$ing -ey activities require clearly defined roles and responsibilities"
@ey activities Collect data and analyse trends co+pared to baselines, targets, SL(s and bench+ar-s. This $ould include output fro+ services and service +anage+ent processes Set targets for i+prove+ent in efficiency and cost effectiveness throughout the entire service lifecycle Set targets for i+prove+ents in service quality and resource utili:ation Consider ne$ business and security require+ents Consider ne$ e3ternal drivers such as regulatory require+ents Create a plan and i+ple+ent i+prove+ents )rovide a +eans for staff +e+bers to reco++end i+prove+ent opportunities /easure, report and co++unicate on service i+prove+ent initiatives 1evise policies, processes, procedures and plans $here necessary Ensure that all approved actions are co+pleted and that they achieve the desired results @ey roles CSI /anager, Service /anager, Service O$ner, IT )rocess O$ner CSI /anager, Service /anager CSI /anager, Service /anager, Service O$ner, >usiness )rocess O$ner CSI /anager, Service /anager, >usiness )rocess O$ner CSI /anager, Service /anager, >usiness )rocess O$ner CSI /anager, Service /anager, Service O$ner, )rocess O$ner CSI /anager, Service /anager CSI /anager, Service /anager CSI /anager, Service /anager CSI /anager, Service /anager, >usiness /anager, IT )rocess O$ner, >usiness )rocess O$ner
Table 3. !ey activities and roles assigned
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3.. E-ternal an internal rivers

There are t$o +a;or areas $ithin every organi:ation driving i+prove+ent" aspects $hich are e3ternal to the organi:ation such as regulation, legislation, co+petition, e3ternal custo+er require+ents, +ar-et pressures and econo+icsI and, secondly, aspects $hich are internal to the organi:ation such as organi:ational structures, culture, capacity to accept change, e3isting and pro;ected staffing levels, unions rules, etc. In so+e cases these aspects +ay serve to hinder i+prove+ent rather than drive it for$ard. ( S7OT analysis DStrengths, 7ea-nesses, Opportunities, ThreatsE, discussed later in this publication, +ay be helpful in illu+inating significant opportunities for i+prove+ent. The strengths and $ea-nesses focus on the internal aspects of the organi:ation $hile the opportunities and threats focus on aspects e3ternal to the organi:ation.
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3.4 Service Level (anagement

(dopting the Service Level /anage+ent DSL/E process is a -ey principle of CSI. 7hile in the past +any IT organi:ations vie$ed SL/ as +erely a s+attering of isolated agree+ents around syste+ availability or help des- calls this is no longer true. SL/ is no longer optional. Today's business de+ands that IT be driven by the service +odel. This service orientation of IT to$ard the business beco+es the foundation for the trusted partnership that IT +ust endeavour to create. Today IT is a core enabler of every critical business process. IT can no longer afford to operate as the Jgee-s in the base+ent' but rather +ust strive to be included in every channel of co++unication and level of decision +a-ing all the $ay to the boardroo+. SL/ involves a nu+ber of steps" #ully accepting that the IT organi:ation +ust beco+e a service provider to the business or cease to be relevant Involving the business and deter+ining their service level require+ents 5efining the internal portfolio of services" services that are planned, in develop+ent, in production. This service portfolio also contains +odular or co+ponent services $hich $ill +a-e up a finished service pac-age 5efining a custo+er?facing Service Catalogue $hich details every service and service pac-age offered by IT $ith options, para+eters and pricing Identifying internal IT depart+ental relationships, negotiating the ter+s and responsibilities of the internal relationships, and codifying the+ $ith Operational Level (gree+ents DOL(sE Identifying e3isting contractual relationships $ith e3ternal vendors. <erifying that these 6nderpinning Contracts D6CsE +eet the revised business require+ents. 1enegotiating the+, if necessary 6tili:ing the Service Catalogue as the baseline, negotiate Service Level (gree+ents DSL(sE $ith the business Create a Service I+prove+ent )lan DSI)E to continually +onitor and i+prove the levels of service.
Once the IT organi:ation and the business begin $or-ing together through Service Level /anage+ent, IT +anage+ent soon reali:es that the old definitions of Jsuccessful IT' are beginning to fall by the $ayside. ( high net$or- availability percentage or great ratings in a custo+er satisfaction survey are no longer the end goal but +erely positive +etrics rolling to$ards the achieve+ent of a service level. IT +anage+ent understands that $ith the adoption of Service Level /anage+ent a funda+ental shift has ta-en place. The definition of success in IT is no$ crystal clear. It has beco+e the service level B a set of e3pectations +utually agreed to by IT and the business. IT is then structured, +anaged, staffed, funded, and operated to +eet or e3ceed the service levels. The service
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level rules and everything else is ;ust details. ( co+plete SL/ process is defined in the ITIL Service 5esign publication.
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3.6 T$e Deming Cycle

7. Ed$ards 5e+ing is best -no$n for his +anage+ent philosophy leading to higher quality, increased productivity, and a +ore co+petitive position. (s part of this philosophy he for+ulated *. points of attention for +anagers. So+e of these points are +ore appropriate to service +anage+ent than others. #or quality i+prove+ent he proposed the 5e+ing Cycle or Circle. This cycle is particularly applicable in CSI. The four -ey stages of the cycle are )lan, 5o, Chec- and (ct, after $hich a phase of consolidation prevents the circle fro+ rolling bac- do$n the hill. Our goal in using the 5e+ing Cycle is steady, ongoing i+prove+ent. It is a funda+ental tenet of Continual Service I+prove+ent.
Figure 3.+ T$e Deming Cycle
The 5e+ing Cycle is critical at t$o points in CSI" i+ple+entation of CSIs, and for the application of CSI to services and service +anage+ent processes. (t i+ple+entation, all four stages of the 5e+ing Cycle are used. 7ith ongoing i+prove+ent, CSI dra$s on the chec- and act stages to +onitor, +easure, revie$ and i+ple+ent initiatives. The cycle is underpinned by a process?led approach to +anage+ent $here defined processes are in place, the activities are +easured for co+pliance to e3pected values and outputs are audited to validate and i+prove the process.
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3.8 Service measurement

3.8.+ 5aselines
(n i+portant beginning point for highlighting i+prove+ent is to establish baselines as +ar-ers or starting points for later co+parison. >aselines are also used to establish an initial data point to deter+ine if a service or process needs to be i+proved. (s a result, it is i+portant that baselines are docu+ented, recogni:ed and accepted throughout the organi:ation. >aselines +ust be established at each level" strategic goals and ob;ectives, tactical process +aturity, and operational +etrics and @)Is. If a baseline is not initially established the first +easure+ent efforts $ill beco+e the baseline. That is $hy it is essential to collect data at the outset, even if the integrity of the data is in question. It is better to have data to question than to have no data at all. #igure ,. defines the i+prove+ent +odel.
Figure 3., Continual Service Improvement mo el
3.8., Value to )usiness

>asically, there are four reasons to +onitor and +easure"
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Figure 3.3 0$y o we measure1

To vali ate B +onitoring and +easuring to validate previous decisions To irect B +onitoring and +easuring to set direction for activities in order to +eet set targets. It is the +ost prevalent reason for +onitoring and +easuring To 3usti#y B +onitoring and +easuring to ;ustify, $ith factual evidence or proof, that a course of action is required To intervene B +onitoring and +easuring to identify a point of intervention including subsequent changes and corrective actions.
The four basic reasons to +onitor and +easure lead to three -ey questions" J7hy are $e +onitoring and +easuring8', J7hen do $e stop8' and JIs anyone using the data8' To ans$er these questions, it is i+portant to identify $hich of the above reasons is driving the +easure+ent effort. Too often, $e continue to +easure long after the need has passed. Every ti+e you produce a report you should as-" J5o $e still need this8'
3.8.3 T$e 8<Step Improvement &rocess

#unda+ental to CSI is the concept of +easure+ent. CSI uses the 4?Step I+prove+ent )rocess sho$n in #igure ,...
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Figure 3.. T$e 8<Step Improvement &rocess
7hich steps support CSI8 It is obvious that all the activities of the i+prove+ent process $ill assist CSI in so+e $ay. It is relatively si+ple to identify $hat ta-es places but the difficulty lies in understanding e3actly ho$ this $ill happen. The i+prove+ent process spans not only the +anage+ent organi:ation but the entire service lifecycle. This is a cornerstone of CSI. *. 5efine $hat you should +easure (t the onset of the service lifecycle, Service Strategy and Service 5esign should have identified this infor+ation. CSI can then start its cycle all over again at J7here are $e no$8' This identifies the ideal situation for both the >usiness and IT. . 5efine $hat you can +easure This activity related to the CSI activities of J7here do $e $ant to be8' >y identifying the ne$ service level require+ents of the business, the IT capabilities Didentified through Service 5esign and i+ple+ented via Service TransitionE and the available budgets, CSI can conduct a gap analysis to identify the opportunities for i+prove+ent as $ell as ans$ering the question JCo$ do $e get there8' ,. &athering the data
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In order to properly ans$er the J5id $e get there8' question, data +ust first be gathered Dusually through Service OperationsE. 5ata is gathered based on goals and ob;ectives identified. (t this point the data is ra$ and no conclusions are dra$n. .. )rocessing the data Cere the data is processed in align+ent $ith the CS#s and @)Is specified. This +eans that ti+efra+es are coordinated, unaligned data is rationali:ed and +ade consistent, and gaps in the data are identified. The si+ple goal of this step is to process data fro+ +ultiple disparate sources into an Japples to apples' co+parison. Once $e have rationali:ed the data $e can then begin analysis. 0. (nalysing the data Cere the data beco+es infor+ation as it is analysed to identify service gaps, trends and the i+pact on business. It is the analysing step that is +ost often overloo-ed or forgotten in the rush to present data to +anage+ent.. 2. )resenting and using the infor+ation Cere the ans$er to J5id $e get there8' is for+atted and co++unicated in $hatever $ay necessary to present to the various sta-eholders an accurate picture of the results of the i+prove+ent efforts. @no$ledge is presented to the business in a for+ and +anner that reflects their needs and assists the+ in deter+ining the ne3t steps. 4. I+ple+enting corrective action The -no$ledge gained is used to opti+i:e, i+prove and correct services. /anagers identify issues and present solutions. The corrective actions that need to be ta-en to i+prove the service are co++unicated and e3plained to the organi:ation. #ollo$ing this step the organi:ation establishes a ne$ baseline and the cycle begins ane$. 7hile these seven steps of +easure+ent appear to for+ a circular set of activities, in fact, they constitute a -no$ledge spiral Dsee #igure ,.0E. In actual practice, -no$ledge gathered and $isdo+ derived fro+ that -no$ledge at one level of the organi:ation beco+es a data input to the ne3t.
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Figure 3.4 =nowle ge spiral > a gat$ering activity
)eople often believe data, infor+ation, -no$ledge and $isdo+ to be synony+ous or at least broadly si+ilar in +eaning. This vie$ is incorrect. There is a significant difference bet$een each of the four ite+s. 5ata is quantitative. 5ata is defined as nu+bers, characters, i+ages or other outputs fro+ devices to convert physical quantities into sy+bols, in a very broad sense. Essentially it can be defined as a collection of facts, $hereas infor+ation is the result of processing and organi:ing data in a $ay that adds to the -no$ledge of the person receiving it. 1a$ data is a relative ter+I data processing co++only occurs by stages, and the Jprocessed data' fro+ one stage +ay be considered the Jra$ data' of the ne3t. E3a+ple" The Service 5es- and Incident /anage+ent collect data on an average of * ,!!! incident tic-ets per +onth. Infor+ation is defined as a +essage received and understood. In ter+s of data, it can be defined as a collection of facts fro+ $hich conclusions +ay be dra$n. Infor+ation is the result of processing and organi:ing data in a $ay that adds to the -no$ledge of the person receiving it. 5ata can also be qualitative such as co++ents in a custo+er satisfaction survey. >y processing data into infor+ation it is possible to -no$ the brea-do$n of $hich custo+ers are using the Service 5es- and the specific issues that are incidents or Service 1equests. E3a+ple" #urther processing of the data into infor+ation sho$s that , R of all contacts to the Service 5es- are JCo$ to' questions, and that *9R of all contacts are true incidents $ith the organi:ation's e?+ail syste+.
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@no$ledge can be defined as infor+ation co+bined $ith e3perience, conte3t, interpretation and reflection. E3a+ple" based on the data and infor+ation, and an understanding of $ho uses the service, and their reasons for using the service, the i+pact to the business can be deter+ined. 7isdo+ is defined as the ability to +a-e correct ;udge+ents and decisions. It consists of +a-ing the best use of available -no$ledge. E3a+ple" -no$ledge about the custo+er i+pact of incidents can lead to identifying i+prove+ent opportunities such as training progra++es or initiating a SI) for i+proving the e? +ail service.
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3.: =nowle ge (anagement

T$ose w$o o not learn #rom $istory are con emne to repeat it.
@no$ledge /anage+ent plays a -ey role in CSI. 7ithin each service lifecycle phase, data should be captured to enable -no$ledge gain and an understanding of $hat is actually happening, thus enabling $isdo+. This is often referred to as the 5I@7 D5ata, Infor+ation, @no$ledge and 7isdo+E +odel. See #igure ,.2. (ll too often an organi:ation $ill capture the appropriate data but fail to process the data into infor+ation, synthesi:e the infor+ation into -no$ledge and then co+bine that -no$ledge $ith others to bring us $isdo+. 7isdo+ $ill lead us to better decisions around i+prove+ent.
Figure 3.6 =nowle ge (anagement lea s to )etter IT ecisions
This applies both $hen loo-ing at the IT services the+selves and $hen drilling do$n into each individual IT process. @no$ledge /anage+ent is a +ainstay of any i+prove+ent process.
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3.; 5enc$mar's
>ench+ar-ing Dalso -no$n as Jbest practice bench+ar-ing' or Jprocess bench+ar-ing'E is a process used in +anage+ent, particularly strategic +anage+ent, in $hich organi:ations evaluate various aspects of their processes in relation to best practice, usually $ithin their o$n sector. This then allo$s organi:ations to develop plans on ho$ to adopt such best practice, usually $ith the ai+ of increasing so+e aspect of perfor+ance. >ench+ar-ing +ay be a one? ti+e event, but is often treated as a continual process in $hich organi:ations continually see- to challenge their practices. Organi:ations have a gro$ing need to get a clear vie$ on their o$n level of quality and perfor+ance $ith regard to their co+petitors and in the eye of their custo+ers. It isn't sufficient any +ore to have internal self?assess+ent reports on the status of IT perfor+anceI it is equally i+portant to test and co+pare it $ith the vie$ the +ar-et has on the perfor+ance of the organi:ation. ( positive result of this test and co+parison can give a co+petitive edge to the organi:ation in the +ar-etplace and generates trust $ith its custo+ers. The results of bench+ar-ing and self?assess+ents lead to identification of gaps in ter+s of people, process and technology. ( bench+ar- can be the catalyst to initiating prioriti:ation of $here to begin for+al process i+prove+ent. The results of bench+ar-ing +ust clearly display the gaps, identify the ris-s of not closing the gaps, facilitate prioriti:ation of develop+ent activities and facilitate co++unication of this infor+ation.
3.;.+ 5enc$mar'ing as a lever

Consider the follo$ing Jparadig+ blindness'" JThe $ay $e do it is the best because this is the $ay $e've al$ays done it.' >ench+ar-ing is so+eti+es the only $ay to open an organi:ation to ne$ +ethods, ideas and tools to i+prove their effectiveness. It helps crac- through resistance to change by de+onstrating other +ethods of solving proble+s than the one currently e+ployed, and de+onstrating that they are irrefutably better, because they are being used successfully by others.
3.;., 5enc$mar'ing as a steering instrument

>ench+ar-ing is a +anage+ent technique to i+prove perfor+ance. It is used to co+pare perfor+ance bet$een different organi:ations B or different units $ithin a single organi:ation B underta-ing si+ilar processes. >ench+ar-ing is an ongoing +ethod of +easuring and i+proving products, services and practices against the best that can be identified in any industry any$here. It has been defined as Jthe search for industry best practices $hich lead to superior perfor+ance'.
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3.;.3 5enc$mar'ing categories

>ench+ar-ing is a great tool to identify i+prove+ent opportunities as $ell as to verify the outco+e of i+prove+ent activities. Organi:ations can conduct internal or e3ternal bench+ar- studies. I+proving service +anage+ent can be as si+ple as" J(re $e better today than $e $ere yesterday8' These are incre+ental i+prove+ents.
(n internal bench+ar- is $here an organi:ation sets a baseline at a certain point in ti+e for the sa+e syste+ or depart+ent and they +easure ho$ they are doing today co+pared to the baseline originally set. This type of bench+ar- is often overloo-ed by organi:ations Dservice targets are a for+ of bench+ar-E Co+parison to industry nor+s provided by e3ternal organi:ations 5irect co+parisons $ith si+ilar organi:ations Co+parison $ith other syste+s or depart+ents $ithin the sa+e co+pany.
3.;.. 5ene#its
>ench+ar-ing often reveals quic- $ins B opportunities for i+prove+ent that are relatively easy and ine3pensive to i+ple+ent $hile providing substantial benefits in ter+s of process effectiveness, cost reduction, or staff synergy. The costs are clearly repaid through the i+prove+ents reali:ed $hen organi:ations use bench+ar-ing successfully.
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3.+? !overnance
&overnance has been around the IT arena for decades. The +ainfra+e had significant controls built around its day?to?day operations. 7ith the advent of distributed processing in the early %!s, then n?tier processing, the internet, and increasing virtuali:ation, governance and controls si+ply $ent out of fashionI ;ust $hen they $ere the +ost desperately needed. 7ith the e3posure of high?level corporate fraud in the early years of this century, IT $as thrust, $ithout $arning, into a co+pletely unfa+iliar ga+e $ith incredibly high sta-es. &overnance is bac- $ith a vengeance. IT is no$ forced to co+ply $ith s$eeping legislation and an ever?increasing nu+ber of e3ternal regulations. E3ternal auditors are co++onplace in large IT shops. IT can no longer +as- their operations behind a veil of secrecy or a cloud of obfuscation but rather they +ust run an organi:ation $hich prides itself on its transparency. >efore specifically discussing IT governance, there is a need to understand $hat governance, in general, is. See #igure ,.4 for a depiction of enterprise governance.
3.+?.+ Enterprise governance

Enterprise governance is an e+erging ter+ ... to describe a fra+e$orthat covers both the corporate governance and the business +anage+ent aspects of the organi:ation. (chieving a panacea of good corporate governance that is lin-ed strategically $ith perfor+ance +etrics $ill enable co+panies to focus all their energies on the -ey drivers that +ove their business for$ard. This is a huge challenge as $ell as a huge opportunity. /uch $or- has been carried out recently on corporate governance. >ut the perfor+ance aspects of governance have not received so +uch attention. Enterprise governance considers the $hole picture to ensure that strategic goals are aligned and good +anage+ent is achieved. DChartered Institute of /anage+ent (ccountants B CI/(.E
3.+?., Corporate governance

Corporate governance is about pro+oting corporate fairness, transparency and accountability. D=. 7olfensohn, )resident, 7orld >an-, "inancial Times, * =une *%%%.E The +ost recent and highly visible e3a+ple of a rene$ed e+phasis on corporate governance is the Sarbanes?O3ley (ct DSONE of !! in the 6nited States. Created in the after+ath of fraudulent behaviour by corporate giants, SON de+ands corporate fairness, +andates co+plete transparency of transactions and holds e3ecutives accountable for any +aterial deficiencies. The
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accountability provisions in SON include cri+inal charges and incarceration for non?co+pliance.
Figure 3.8 Enterprise governance @sourceA CI(%B
3.+?.3 IT governance
IT governance is the responsibility of the board of directors and e3ecutive +anage+ent. It is an integral part of enterprise governance and consists of the leadership, organi:ational structures and processes that ensure that the organi:ation's IT sustains and e3tends the organi:ation's strategies and ob;ectives. D#oard #riefing on IT $overnance, nd Edition, !!,, IT &overnance Institute B IT&IE IT governance touches nearly every area detailed in #igure ,.4. On one hand, IT +ust no$ co+ply $ith ne$ rules and legislation and continually de+onstrate their co+pliance through successful independent audits by e3ternal organi:ations. On the other hand, IT is increasingly being called upon to do +ore $ith less and create additional value $hile +a3i+i:ing the use of e3isting resources. These increasing pressures dovetail perfectly $ith the basic pre+ise of ITIL" IT is a service business. E3isting internal IT organi:ations +ust transfor+ the+selves into effective and efficient IT service providers or they $ill cease to be relevant to the business and, soon after, cease to e3ist. This continual and unceasing drive to$ard greater business value $ith greater internal efficiency is at the heart of CSI.
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3.++ Framewor'sC mo elsC stan ar s an Duality systems

(t this point a discussion is $arranted to increase our understanding of $here CSI fits into the larger ITS/ landscape. Each of the follo$ing fra+e$or-s, +odels, standards and quality syste+s fully supports the concepts e+bodied in CSI.
3.++.+ Framewor's
ITIL, created in *%9%, provides detailed guidance on the structure, integration and i+prove+ent of IT services and processes. It has been updated and revised and is governed by the Office of &overn+ent Co++erce, 6@. It is the +ost $idely adopted set of principles for IT Service /anage+ent $orld$ide. CO>IT DControl O>;ectives for Infor+ation and related TechnologyE, originally created in *%%0 as an infor+ation syste+s audit fra+e$or-, has +atured to beco+e an overall IT +anage+ent fra+e$or-. CO>IT processes and principles are often used by IT and SON auditors. CO>IT is governed by the IT &overnance Institute. )/>O@ D)ro;ect /anage+ent >ody of @no$ledgeE is o$ned and authored by the )ro;ect /anage+ent Institute D)/IE. The )ro;ect /anage+ent >ody of @no$ledge is the su+ of -no$ledge $ithin the profession of pro;ect +anage+ent. (s $ith other professions such as la$, +edicine and accounting, the body of -no$ledge rests $ith the practitioners and acade+ics $ho apply and advance it. The co+plete )ro;ect /anage+ent >ody of @no$ledge includes proven traditional practices that are $idely applied, as $ell as innovative practices that are e+erging in the profession, including published and unpublished +aterial. (s a result, the )ro;ect /anage+ent >ody of @no$ledge is constantly evolving. DIntroduction to )/>O@ B !!.E )1IGCE D)1o;ects IG Controlled Environ+ents, v E is a structured pro;ect +anage+ent +ethod o$ned by the O&C. Structured pro;ect +anage+ent +eans +anaging the pro;ect in a logical, organi:ed $ay follo$ing defined steps. ( structured pro;ect +anage+ent +ethod is the $ritten description of this logical, organi:ed approach. Individuals can receive certifications verifying their -no$ledge of each fra+e$or-. Organi:ations +ay be assessed against a fra+e$or-. In +any cases the Capability /aturity /odel DC//E scale is used for these organi:ational assess+ents.
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3.++., (o els
C//I DCapability /aturity /odel IntegrationE" Created by SEI DSoft$are Engineering InstituteE at Carnegie /ellon 6niversity in *%%*. In the beginning C// $as a +odel for de+onstrating the +aturity of soft$are develop+ent processes in the belief that +ore +ature develop+ent processes led to better soft$are. The basic soft$are C// +odel has gro$n and been revised. C//I is no$ the de facto standard for +easuring the +aturity of any process. Organi:ations can be assessed against the C//I +odel using SC(/)I DStandard C//I (ppraisal /ethod for )rocess I+prove+entE.
3.++.3 Stan ar s
Standards e3ist because a $idely recogni:ed governing body, in +ost cases a governing body $ith $orld$ide scope, has agreed on a specific set of principles or protocols and published the+ for everyone to use. Standards are usually set by co++ittees $or-ing under various trade and international organi:ations. So+e standards govern technical specifications that profoundly i+pact our daily lives. 7ithout standards $e $ould be unable to plug in appliances, +a-e phone calls, send fa3es, connect co+puters together, or even buy groceries in +ost developed countries. E3a+ples of these international technical governing bodies are the IT6 DInternational Teleco++unications 6nionE and the IEEE DInstitute of Electrical and Electronics EngineersE. Other less technical standards define $hat activities should be i+ple+ented and often add a code of practice to deter+ine $hat level these activities should achieve. The +ost prevalent and highly visible international standards body in this area is the ISO DInternational Standards Organi:ationE $hich boasts +e+ber organi:ations in every developed country in the $orld. In the $orld of ITS/ it is the ISO that creates the standards. The ISO operates in Europe in con;unction $ith the IEC DInternational Electrotechnical Co++issionE, therefore, the correct no+enclature for the international standards is" ISO/IEC 33333. This standard nu+ber is often follo$ed by the year it $as issued. This serves as the version of the standard. The +ost i+portant standards applying to the $orld of ITS/ are"
ISO/IEC !!!!" !!0 pro+otes the adoption of an integrated process approach to effectively deliver +anaged services to +eet business and custo+er require+ents. #or an organi:ation to function effectively it has to identify and +anage nu+erous lin-ed activities. Coordinated integration and i+ple+entation of the service +anage+ent processes provides the ongoing control, greater efficiency and opportunities for continual i+prove+ent. DISOE. ISO/IEC !!!! is based on the ITIL service +anage+ent processes. ISO/IEC 4!!*" !!0 covers all types of organi:ations and specifies the require+ents for establishing, i+ple+enting, operating, +onitoring, revie$ing, +aintaining and i+proving a docu+ented Infor+ation Security
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/anage+ent Syste+ $ithin the conte3t of the organi:ation's overall business ris-s. It specifies require+ents for the i+ple+entation of security controls custo+i:ed to the needs of individual organi:ations or parts thereof. It is designed to ensure the selection of adequate and proportionate security controls that protect infor+ation assets and give confidence to interested parties. ISO/IEC *44%%" !!0 establishes guidelines and general principles for initiating, i+ple+enting, +aintaining and i+proving Infor+ation Security /anage+ent in an organi:ation. The ob;ectives outlined provide general guidance on the co++only accepted goals of Infor+ation Security /anage+ent. The control ob;ectives and controls in ISO/IEC *44%%" !!0 are intended to be i+ple+ented to +eet the require+ents identified by a ris- assess+ent. ISO/IEC *44%%" !!0 is intended as a co++on basis and practical guideline for developing organi:ational security standards and effective Security /anage+ent practices, and to help build confidence in inter?organi:ational activities. ISO/IEC *00!. Dalso -no$n as S)ICE B Soft$are )rocess I+prove+ent and Capability dEter+inationE provides a fra+e$or- for the assess+ent of process capability. This fra+e$or- can be used by organi:ations involved in planning, +anaging, +onitoring, controlling and i+proving the acquisition, supply, develop+ent, operation, evolution and support of products and services. It is also intended for use by assessors in the perfor+ance of process assess+ent, and by organi:ations involved in the develop+ent of process reference +odels, process assess+ent +odels or process assess+ent processes. ISO/IEC *%44!" !!2 has been developed to enable an organi:ation to prove that it is perfor+ing soft$are asset +anage+ent DS(/E to a standard sufficient to satisfy corporate governance require+ents and ensure effective support for IT service +anage+ent overall. ISO/IEC *%44!" !!2 is intended to align closely to, and to support, ISO/IEC !!!!. &ood practice in S(/ should result in several benefits, and certifiable good practice should allo$ +anage+ent and other organi:ations to place reliance on the adequacy of these processes. The e3pected benefits should be achieved $ith a high degree of confidence.
(n individual can be accredited as an ISO auditor. Organi:ations can be audited against an ISO standard. If the audit is passed successfully, that organi:ation is JISO 33333 Certified'.
3.++.. Euality systems

JSi3 Sig+a' $as pioneered at /otorola in *%92 and $as originally defined as a +etric for +easuring defects and i+proving quality, and a +ethodology to reduce defect levels belo$ si3 standard deviations or si3 sig+a. In *%%0 it $as i+ple+ented at &E and has since beco+e the +ost $idely recogni:ed and accepted quality syste+ in the $orld.
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#ro+ a process perspective the statistical representation of Si3 Sig+a describes quantitatively ho$ a process is perfor+ing. To achieve Si3 Sig+a, a process +ust not produce +ore than ,.. defects per +illion opportunities or, loo-ing at it another $ay, a process $ould need to be %%.%%%22R error?free. ( Si3 Sig+a defect is defined as anything outside of custo+er specifications. ( Si3 Sig+a opportunity is then the total quantity of chances for a defect. The funda+ental ob;ective of the Si3 Sig+a +ethodology is the i+ple+entation of a +easure+ent?based strategy that focuses on process i+prove+ent and variation reduction through the application of Si3 Sig+a i+prove+ent pro;ects. This is acco+plished through the use of t$o Si3 Sig+a sub?+ethodologies" 5/(IC and 5/(5<. The Si3 Sig+a 5/(IC process Ddefine, +easure, analyse, i+prove, controlE is an i+prove+ent syste+ for e3isting processes falling belo$ specification and loo-ing for incre+ental i+prove+ent. The Si3 Sig+a 5/(5< process Ddefine, +easure, analyse, design, verifyE is an i+prove+ent syste+ used to develop ne$ processes or products at Si3 Sig+a quality levels. It can also be e+ployed if a current process requires +ore than ;ust incre+ental i+prove+ent. >oth Si3 Sig+a processes are e3ecuted by individuals $ho are certified as Si3 Sig+a &reen >elts and Si3 Sig+a >lac- >elts, and are overseen by Si3 Sig+a /aster >lac- >elts. The CSI +odel described in this publication is very close to the 5/(IC +ethodology in Si3 Sig+a. JLean +anufacturing' or Jlean production' $as pioneered by Toyota in the +id? *%9!s. It is a quality syste+s built around these five principles"

Specify value fro+ the standpoint of the end custo+er. Identify all the steps in the value strea+ for each product fa+ily, eli+inating every step and every action and every practice that does not create value. /a-e the re+aining value?creating steps occur in a tight and integrated sequence so the product $ill flo$ s+oothly to$ard the custo+er. (s flo$ is introduced, let custo+ers pull value fro+ the ne3t upstrea+ activity. (s these steps lead to greater transparency, enabling +anagers and tea+s to eli+inate further $aste, pursue perfection through continual i+prove+ent. DLean Enterprise InstituteE
0$ic$ one o# t$ese s$oul I c$oose1

#ield e3perience has sho$n that $hile each +ay be co+plete unto itself, none provides a total ans$er for IT +anage+ent. Indeed, there is a good deal of overlap bet$een the+ but, for the +ost part, they are not co+petitive or e3clusive. In fact, +any organi:ations use a co+bination to +ore effectively +anage and i+prove IT.
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I>/ &lobal >usiness Services reco++ends a co+bination of ITIL, C//I, Lean and Si3 Sig+a as the best approach to transfor+ organi:ations. The Infor+ation Syste+s (udit and Control (ssociation DIS(C(E, in con;unction $ith O&C, created a briefing paper entitled J(ligning CO>IT, ITIL and ISO*44%% for >usiness >enefit'. Other organi:ations have co+bined ITIL, C//I and Si3 Sig+a as their for+ula for success. Confusion reigns. /any organi:ations beco+e paralysed $hen faced $ith this basic decision. (fter all, no one $ants to go do$n the $rong path. E3perience tells us that the best $ay to brea- the J$hich fra+e$or-' log;a+ is the botto+?up approach. 7hile the argu+ents continue in the conference roo+, IT +anage+ent can i+ple+ent and +ature Change /anage+ent, Service 5es-, Incident /anage+ent and )roble+ /anage+ent all the $hile continue to align $ith every fra+e$or- or standard +entioned above and prepare for their corporate governance audit to boot. The decision is not J7hich one should I choose8' but rather J7hat should I i+prove first8' (n effective CSI practice $ill be integrated $ithin all phases of the service lifecycle. The greatest value to the business and IT $ill be reali:ed by having a continuous +onitoring and feedbac- loop as the service and ITS/ processes +ove through the service lifecycle. Loo- for i+prove+ent opportunities $ithin Service Strategy, Service 5esign, Service Transition as $ell as Service Operation. It is i+perative that the concept of continual i+prove+ent be $oven into the day?to?day fabric of the organi:ation.
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. Continual Service Improvement processes

..+ T$e 8<Step Improvement &rocess
Chapter , introduced the 4?Step I+prove+ent )rocess sho$n in #igure ..*. This chapter $ill go into +ore detail on this. 7hat do you actually +easure and $here do you find the infor+ation8 These are t$o very i+portant questions and should not be ignored or ta-en lightly.
Figure ..+ 8<Step Improvement &rocess
Steps * and are directly related to the strategic, tactical and operational goals that have been defined for +easuring services and service +anage+ent processes as $ell as the e3isting technology and capability to support +easuring and CSI activities. Steps * and are iterative during the rest of the activities. 5epending on the goals and ob;ectives to support service i+prove+ent activities, an organi:ation +ay have to purchase and install ne$ technology to support the gathering and processing of the data and/or hire staff $ith the required s-ills sets. These t$o steps are too often ignored because"
The process does not include this step. Too often people start gathering infor+ation $ithout as-ing $hat should be collected in the first place or $hat they are going to do to $ith it later. This is co++on but poor practice.
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IT -no$s better. 7hen it co+es to data, IT believes, incorrectly, that they -no$ the needs of their custo+ers. The reality is that neither the custo+er nor the IT organi:ation sit do$n together to discuss $hat should be +easured or to identify the purpose of the data in the first place. Even in organi:ations $here SL(s have been signed, they often $ill include +easure+ent and reporting require+ents that cannot be +et. This al$ays +a-es for significant custo+er dissatisfaction issues. Tools are very sophisticated and can gather +yriads of data points. IT organi:ations get lulled into a false sense of security in the -no$ledge that the data $ill be there $hen they need it. Too often the tool is too po$erful for the needs of the organi:ation. It is li-e ha++ering a s+all finishing nail using a sledgeha++er.
7hen the data is finally presented DStep 2E $ithout going through the rest of the steps, the results appear incorrect or inco+plete. )eople bla+e each other, the vendor, the tools, anyone but the+selves. Step * is crucial. ( dialogue +ust ta-e place bet$een IT and the custo+er. &oals and ob;ectives +ust be identified in order to properly identify $hat should be +easured. >ased on the goals of the target audience Doperational, tactical, or strategicE the service o$ners need to define $hat they should +easure in a perfect $orld. To do this"

/ap the activities of the service or service +anage+ent processes that need to be +easured. Consider $hat +easure+ents $ould indicate that each service and service +anage+ent activity is being perfor+ed consistently and can deter+ine the health of the process.
Identify the +easure+ents that can be provided based on e3isting tool sets, organi:ational culture and process +aturity. Gote there +ay be a gap in $hat can be +easured vs. $hat should be +easured. Auantify the cost and business risof this gap to validate any e3penditures for tools. 7hen initially i+ple+enting service +anage+ent processes don't try to +easure everything, rather be selective of $hat +easures $ill help to understand the health of a process. #urther chapters $ill discuss the use of CS#s, @)Is and activity +etrics. ( +a;or +ista-e +any organi:ations +a-e is trying to do too +uch in the beginning. >e s+art about $hat you choose to +easure. Step One > De#ine w$at you s$oul measure Auestion" 7here do you actually find the infor+ation8 (ns$er" Tal- to the business, the custo+ers and to IT +anage+ent. 6tili:e the service catalogue as your starting point as $ell as the service level require+ents
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of the different custo+ers. This is the place $here you start $ith the end in +ind. In a perfect $orld, $hat should you +easure8 7hat is i+portant to the business8 Co+pile a list of $hat you should +easure. This $ill often be driven by business require+ents. 5on't try to cover every single eventuality or possible +etric in the $orld. /a-e it si+ple. The nu+ber of $hat you should +easure can gro$ quite rapidly. So too can the nu+ber of +etrics and +easure+ents. Identify and lin- the follo$ing ite+s"

Corporate vision, +ission, goals and ob;ectives IT vision, +ission, goals and ob;ectives Critical success factors Service level targets =ob description for IT staffs.
Inputs"

Service level require+ents and targets Service Catalogue <ision and +ission state+ents Corporate, divisional and depart+ental goals and ob;ectives Legislative require+ents &overnance require+ents >udget cycle >alanced Scorecard.
Step Two > De#ine w$at you can measure Every organi:ation +ay find that they have li+itations on $hat can actually be +easured. If you cannot +easure so+ething then it should not appear in an SL(. Auestion" 7hat do you actually +easure8 (ns$er" Start by listing the tools you currently have in place. These tools $ill include service +anage+ent tools, +onitoring tools, reporting tools, investigation tools and others. Co+pile a list of $hat each tool can currently +easure $ithout any configuration or custo+i:ation. Stay a$ay fro+ custo+i:ing the tools as +uch as possibleI configuring the+ is acceptable Auestion" 7here do you actually find the infor+ation8 (ns$er" The infor+ation is found $ithin each process, procedure and $orinstruction. The tools are +erely a $ay to collect and provide the data. Loo- at e3isting reports and databases. 7hat data is currently being collected and reported on8
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)erfor+ a gap analysis bet$een the t$o lists. 1eport this infor+ation bac- to the business, the custo+ers and IT +anage+ent. It is possible that ne$ tools are required or that configuration or custo+i:ation is required to be able to +easure $hat is required. Inputs"

List of $hat you should +easure )rocess flo$s )rocedures 7or- instructions Technical and user +anuals fro+ e3isting tools E3isting reports.
Step T$ree > !at$ering t$e ata &athering data requires having so+e for+ of +onitoring in place. /onitoring could be e3ecuted using technology such as application, syste+ and co+ponent +onitoring tools or even be a +anual process for certain tas-s. Auality is the -ey ob;ective of +onitoring for Continual Service I+prove+ent. /onitoring $ill therefore focus on the effectiveness of a service, process, tool, organi:ation or Configuration Ite+ DCIE. The e+phasis is not on assuring real? ti+e service perfor+ance, rather it is on identifying $here i+prove+ents can be +ade to the e3isting level of service, or IT perfor+ance. /onitoring for CSI $ill therefore tend to focus on detecting e3ceptions and resolutions. #or e3a+ple, CSI is not as interested in $hether an incident $as resolved, but $hether it $as resolved $ithin the agreed ti+e, and $hether future incidents can be prevented. CSI is not only interested in e3ceptions, though. If a Service Level (gree+ent is consistently +et over ti+e, CSI $ill also be interested in deter+ining $hether that level of perfor+ance can be sustained at a lo$er cost or $hether it needs to be upgraded to an even better level of perfor+ance. CSI +ay therefore also need access to regular perfor+ance reports. Co$ever since CSI is unli-ely to need, or be able to cope $ith, the vast quantities of data that are produced by all +onitoring activity, they $ill +ost li-ely focus on a specific subset of +onitoring at any given ti+e. This could be deter+ined by input fro+ the business or i+prove+ents to technology. 7hen a ne$ service is being designed or an e3isting one changed, this is a perfect opportunity to ensure that $hat CSI needs to +onitor is designed into the service require+ents Dsee Service 5esign publicationE. This has t$o +ain i+plications"
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/onitoring for CSI $ill change over ti+e. They +ay be interested in +onitoring the e?+ail service one quarter, and then +ove on to looat C1 syste+s in the ne3t quarter. This +eans that Service Operation and CSI need to build a process $hich $ill help the+ to agree on $hat areas need to be +onitored and for $hat purpose.
It is i+portant to re+e+ber that there are three types of +etrics that an organi:ation $ill need to collect to support CSI activities as $ell as other process activities. The types of +etrics are"

Technology +etrics B these +etrics are often associated $ith co+ponent and application based +etrics such as perfor+ance, availability etc. )rocess +etrics B these +etrics are captured in the for+ of CS#s, @)Is and activity +etrics for the service +anage+ent processes. These +etrics can help deter+ine the overall health of a process. #our -ey questions that @)Is can help ans$er are around quality, perfor+ance, value and co+pliance of follo$ing the process. CSI $ould use these +etrics as input in identifying i+prove+ent opportunities for each process. Service +etrics B these +etrics are the results of the end?to?end service. Co+ponent/technology +etrics are used to co+pute the service +etrics. .
Auestion" 7hat do you actually +easure8 (ns$er" Oou gather $hatever data has been identified as both needed and +easurable. )lease re+e+ber that not all data is gathered auto+atically. ( lot of data is entered +anually by people. It is i+portant to ensure that policies are in place to drive the right behaviour to ensure that this +anual data entry follo$s the S/(1T DSpecific?/easurable?(chievable?1elevant?Ti+elyE principle. (s +uch as possible, you need to standardi:e the data structure through policies and published standards. #or e3a+ple, ho$ do you enter na+es in your tools B =ohn S+ithI S+ith, =ohn or =. S+ith8 These can be the sa+e or different individuals. Caving three different $ays of entering the sa+e na+e $ould slo$ do$n trend analysis and $ill severely i+pede any CSI initiative. Auestion" 7here do you actually find the infor+ation8 (ns$er" IT service +anage+ent tools, +onitoring tools, reporting tools, investigation tools, e3isting reports and other sources. &athering data is defined as the act of +onitoring and data collection. This activity needs to clearly define the follo$ing"

7ho is responsible for +onitoring and gathering the data8 Co$ the data $ill be gathered8
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7hen and ho$ often is the data gathered8 Criteria to evaluate the integrity of the data
The ans$ers $ill be different for every organi:ation. Service +onitoring allo$s $ea- areas to be identified, so that re+edial action can be ta-en Dif there is a ;ustifiable >usiness CaseE, thus i+proving future service quality. Service +onitoring also can sho$ $here custo+er actions are causing the fault and thus lead to identifying $here $or-ing efficiency and/or training can be i+proved. Service +onitoring should also address both internal and e3ternal suppliers since their perfor+ance +ust be evaluated and +anaged as $ell. Service +anage+ent +onitoring helps deter+ine the health and $elfare of service +anage+ent processes in the follo$ing +anner"
)rocess co+pliance B (re the processes being follo$ed8 )rocess co+pliance see-s to +onitor the co+pliance of the IT organi:ation to the ne$ or +odified service +anage+ent processes and also the use of the authori:ed service +anage+ent tool that $as i+ple+ented. Auality B Co$ $ell are the processes $or-ing8 /onitor the individual or -ey activities as they relate to the ob;ectives of the end?to?end process. )erfor+ance B Co$ fast or slo$8 /onitor the process efficiency such as throughput or cycle ti+es. <alue B Is this +a-ing a difference8 /onitor the effectiveness and perceived value of the process to the sta-eholders and the IT staff e3ecuting the process activities.
/onitoring is often associated $ith auto+ated +onitoring of infrastructure co+ponents for perfor+ance such as availability or capacity, but +onitoring should also be used for +onitoring staff behaviour such as adherence to process activities, use of authori:ed tools as $ell as pro;ect schedules and budgets. E3ceptions and alerts need to be considered during the +onitoring activity as they can serve as early $arning indicators that services are brea-ing do$n. So+eti+es the e3ceptions and alerts $ill co+e fro+ tools, but they $ill often co+e fro+ those $ho are using the service or service +anage+ent processes. 7e don't $ant to ignore these alerts. Inputs to gather?the?data activity"

Ge$ business require+ents E3isting SL(s E3isting +onitoring and data capture capability (vailability and Capacity )lans
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Service i+prove+ent plans )revious trend analysis reports List of $hat you should +easure List of $hat you can +easure &ap analysis report List of $hat to +easure Custo+er satisfaction surveys.
#igure .. and Table ..* sho$ the co++on procedures to follo$ in +onitoring.
Figure .., (onitoring an

Tas-s Tas- *
ata collection proce ures

)rocedures
>ased on service i+prove+ent strategies, goals and ob;ectives plus the business require+ents deter+ine $hat services, syste+s, applications and/or co+ponents as $ell as service +anage+ent process activities $ill require +onitoring Specify +onitoring require+ents 5efine data collection require+ents, changes in budgets 5ocu+ent the outco+e &et agree+ent $ith internal IT 5eter+ine frequency of +onitoring and data gathering 5eter+ine +ethod of +onitoring and data gathering 5efine tools required for +onitoring and data gathering >uild, purchase, or +odify tools for +onitoring and data gathering Test the tool Install the tool
TasTas- ,
Tas- . 7rite +onitoring procedures and $orinstructions $hen required for +onitoring and data collection
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Tas- 0 Tas- 2 Tas- 4
)roduce and co++unicate +onitoring and data collection plan &et approval fro+ internal IT and e3ternal vendors $ho +ay be i+pacted 6pdate (vailability and Capacity )lans if required >egin +onitoring and data collection )rocess data into a logical grouping and report for+at 1evie$ data to ensure the data +a-e sense
Table %. &onitoring and data collection procedure
Outputs fro+ gather?the?data activity"

6pdated (vailability and Capacity )lans /onitoring procedures Identified tools to use /onitoring plan Input on IT capability Collection of data (gree+ent on the integrity of the data.
It is also i+portant in this activity to looat the data that $as collected and as- B does this +a-e any sense8 E-ample (n organi:ation that $as developing so+e +anage+ent infor+ation activities as-ed a consultant to revie$ the data they had collected. The data $as for Incident /anage+ent and the Service 5es-. It $as provided in a spreadsheet for+at and $hen the consultant opened the spreadsheet it sho$ed that for the +onth the organi:ation had opened appro3i+ately . ,!!! ne$ incident tic-ets and 20,!!! incidents tic-ets $ere closed on the first contact. It is hard to close +ore incident tic-ets than $ere opened B in other $ords the data did not +a-e sense. Co$ever, all is not lost. Even if the data did not +a-e any sense, it provides insight into the ability to +onitor and gather data, the tools that are used to support +onitoring and data gathering and the procedures for processing the ra$ data into a report that can be used for analysis. 7hen investigating the e3a+ple above, it $as discovered that it $as a co+bination on ho$ data $as pulled fro+ the tool plus hu+an error in inputting the data into a spreadsheet. There $as no chec- and balance before the data $as actually processed and presented to -ey people in the organi:ation. Step Four > &rocessing t$e ata Auestion" 7hat do you actually do here8
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(ns$er" Convert the data in the required for+at and for the required audience. #ollo$ the trail fro+ +etric to @)I to CS#, all the $ay bac- to the vision if necessary. See #igure ..,.
Figure ..3 From vision to measurements
Auestion" 7here do you actually find the infor+ation8 (ns$er" IT service +anage+ent tools, +onitoring tools, reporting tools, investigation tools, e3isting reports and other sources. Once data is gathered, the ne3t step is to process the data into the required for+at. 1eport?generating technologies are typically used at this stage as various a+ounts of data are condensed into infor+ation for use in the analysis activity. The data is also typically put into a for+at that provides an end?to?end perspective on the overall perfor+ance of a service. This activity begins the transfor+ation of ra$ data into pac-aged infor+ation. 6se the infor+ation to develop insight into the perfor+ance of the service and/or processes. )rocess the data into infor+ation Di.e. create logical groupingsE $hich provides a better +eans to analyse the data B the ne3t activity step in CSI. The output of logical groupings could be in spreadsheets, reports generated directly fro+ the service +anage+ent tool suite, syste+ +onitoring and reporting tools, or telephony tools such as an auto+atic call distribution tool. )rocessing the data is an i+portant CSI activity that is often overloo-ed. 7hile +onitoring and collecting data on a single infrastructure co+ponent is i+portant, it is also i+portant to understand that co+ponent's i+pact on the larger
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infrastructure and IT service. @no$ing that a server $as up %%.%%R of the ti+e is one thing, -no$ing that no one could access the server is another. (n e3a+ple of processing the data is ta-ing the data fro+ +onitoring of the individual co+ponents such as the +ainfra+e, applications, 7(G, L(G, servers etc and process this into a structure of an end?to?end service fro+ the custo+er's perspective. @ey questions that need to be addressed in the processing activity are"
7hat is the frequency of processing the data8 This could be hourly, daily, $ee-ly or +onthly. 7hen introducing a ne$ service or service +anage+ent process it is a good idea to +onitor and process in shorter intervals than longer intervals. Co$ often analysis and trend investigation activities ta-e place $ill drive ho$ often the data is processed. 7hat for+at is required for the output8 This is also driven by ho$ analysis is done and ulti+ately ho$ the infor+ation is used. 7hat tools and syste+s can be used for processing the data8 Co$ do $e evaluate the accuracy of the processed data8
There are t$o aspects to data gathering. One is auto+ated and the other is +anual. 7hile both are i+portant and contribute greatly to the +easuring process, accuracy is a +a;or differentiator bet$een the t$o types. The accuracy of the auto+ated data gathering and processing is not the issue here. The vast +a;ority of CSI?related data $ill be gathered by auto+ated +eans. Cu+an data gathering and processing is the issue. It is i+portant for staff to properly docu+ent their co+pliance activities, to update logs and records. Co++on e3cuses are that people are too busy, that this is not i+portant or that it is not their ;ob. On?going co++unication about the benefits of perfor+ing ad+inistrative tas-s is of ut+ost i+portance. Tying these ad+inistrative tas-s to ;ob perfor+ance is one $ay to alleviate this issue. Inputs to processing?the?data activity"

5ata collected through +onitoring 1eporting require+ents SL(s OL(s Service Catalogue List of +etrics, @)I, CS#, ob;ectives and goals 1eport frequency 1eport te+plate.
#igure ... and Table .. sho$ co++on procedures for processing data activity
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Figure ... Common proce ure #or processing ata activity
( flo$ diagra+ is nice to looat and it gracefully su++ari:es the procedure but it does not contain all the required infor+ation. It is i+portant to translate the flo$ diagra+ into a +ore +eaningful $ay for people to understand the procedure $ith the appropriate level of detail including roles and responsibilities, ti+efra+es, input and outputs, and +ore.
Tas-s Tas- * TasTas- , )rocedures >ased on strategy, goals and SL(s, define the data processing require+ents 5eter+ine frequency of processing the data 5eter+ine +ethod of processing the data Identify and docu+ent the for+at of logical grouping of data ele+ents 5efine tools required for processing data >uild, purchase or +odify tools for +easuring Test tool Install tool 5evelop processing data procedures Train people on procedures 5evelop and co++unicate +onitoring plan &et approval fro+ internal IT and e3ternal vendors $ho +ay be i+pacted 6pdate (vailability and Capacity )lans if required >egin the data processing )rocess into logical groupings Evaluate processed data for accuracy
Tas- . Tas- 0 Tas- 2 Tas- 4 Tas- 9 Tas- %
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Table %.' (rocedure for processing data activity
Outputs of processing?the?data activity"
7hile it is i+portant to identify the outputs of each activity such as data and decisions it is even +ore i+portant to deter+ine the output of the procedure, the level of detail, the quality, the for+at etc. E3a+ples of outputs fro+ procedures"

6pdated (vailability and Capacity )lans 1eports Logical groupings of data ready for analysis.
Step Five > %nalysing t$e ata Oour organi:ation's Service 5es- has a trend of reduced call volu+es consistently over the last four +onths. Even though this is a trend, you need to as- yourself the question" JIs this a good trend or a bad trend8' Oou don't -no$ if the call reduction is because you have reduced the nu+ber of recurring errors in the infrastructure by good proble+ +anage+ent activities or if the custo+ers feel that the Service 5es- doesn't provide any value and they have started bypassing the Service 5es- and going directly to second?level support groups. 5ata analysis transfor+s the infor+ation into -no$ledge of the events that are affecting the organi:ation. /ore s-ill and e3perience is required to perfor+ data analysis than data gathering and processing. <erification against goals and ob;ectives is e3pected during this activity. This verification validates that ob;ectives are being supported and value is being added. It is not sufficient to si+ply produce graphs of various types but to docu+ent the observations and conclusions. Auestion" 7hat do you actually analyse8 (ns$er" Once the data is processed into infor+ation, you can then analyse the results, loo-ing for ans$ers to questions such as"

(re there any clear trends8 (re they positive or negative trends8 (re changes required8 (re $e operating according to plan8 (re $e +eeting targets8 (re corrective actions required8 (re there underlying structural proble+s8 7hat is the cost of the service gap8
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Auestion" 7here do you actually find the infor+ation8 (ns$er" Cere you apply -no$ledge to your infor+ation. 7ithout this, you have nothing +ore than sets of nu+bers sho$ing +etrics that are +eaningless. It is not enough to si+ply looat this +onth's figures and accept the+ $ithout question, even if they +eet SL( targets. Oou should analyse the figures to stay ahead of the ga+e. 7ithout analysis you +erely have infor+ation. 7ith analysis you have -no$ledge. If you find ano+alies or poor results, then loo- for $ays to i+prove. It is interesting to note the nu+ber of ;ob titles for IT professionals that contain the $ord Janalyst' and even +ore surprising to discover that fe$ of the+ actually analyse anything. This step ta-es ti+e. It requires concentration, -no$ledge, s-ills, e3perience etc. One of the +a;or assu+ptions is that the auto+ated processing, reporting, +onitoring tool has actually done the analysis. Too often people si+ply point at a trend and say JLoo-, nu+bers have gone up over the last quarter.' Co$ever, -ey questions need to be as-ed, such as"

Is this good8 Is this bad8 Is this e3pected8 Is this in line $ith targets8
Co+bining +ultiple data points on a graph +ay loo- nice but the real question is $hat does it actually +ean. J( picture is $orth a thousand $ords' goes the saying. In analysing the data an accurate question $ould be J7hich thousand $ords8' To transfor+ this data into -no$ledge, co+pare the infor+ation fro+ step , against both the require+ents fro+ step * and $hat could realistically be +easured fro+ step . >e sure to also co+pare against the clearly defined ob;ectives $ith +easurable targets that $ere set in the Service 5esign, Transition and Operations lifecycle stages. Confir+ation needs to be sought that these ob;ectives and the +ilestones $ere reached. If not, have i+prove+ent initiatives been i+ple+ented8 If so, then the CSI activities start again fro+ the gathering data, processing data and analysing data to identify if the desired i+prove+ent in service quality has been achieved. (t the co+pletion of each significant stage or +ilestone, a revie$ should be conducted to ensure the ob;ectives have been +et. It is possible here to use the )ost?I+ple+entation 1evie$ D)I1E fro+ the Change /anage+ent process. The )I1 $ill include a revie$ of supporting docu+entation and the general a$areness a+ongst staff of the refined processes or service. ( co+parison is required of $hat has been achieved against the original goals. 5uring the analysis activity, but after the results are co+piled and analysis and trend evaluation have occurred, it is reco++ended that internal +eetings be held
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$ithin IT to revie$ the results and collectively identify i+prove+ent opportunities. It is i+portant to have these internal +eetings before you begin presenting and using the infor+ation $hich is the ne3t activity of Continual Service I+prove+ent. The result is that IT is a -ey player in deter+ining ho$ the results and any actions ite+s are presented to the business. This puts IT in a better position to for+ulate a plan of presenting the results and any action ite+s to the business and to senior IT +anage+ent. Throughout this publication the ter+s Jservice' and Jservice +anage+ent' have been used e3tensively. IT is too often focused on +anaging the various syste+s used by the business, often Dbut incorrectlyE equating service and syste+. ( service is actually +ade up of syste+s. Therefore if IT $ants to be perceived as a -ey player, then IT +ust +ove fro+ a syste+s?based organi:ation to a service?based organi:ation. This transition $ill force the i+prove+ent of co++unication bet$een the different IT silos that e3ist in +any IT organi:ations. )erfor+ing proper analysis on the data also places the business in a position to +a-e strategic, tactical and operational decisions about $hether there is a need for service i+prove+ent. 6nfortunately, the analysis activity is often not done. 7hether it is due to a lac- of resources $ith the right s-ills and/or si+ply a lac- of ti+e is unclear. 7hat is clear is that $ithout proper analysis, errors $ill continue to occur and +ista-es $ill continue to be repeated. There $ill be little i+prove+ent. 5ata analysis transfor+s the infor+ation into -no$ledge of the events that are affecting the organi:ation. (s an e3a+ple, a sub?activity of Capacity /anage+ent is $or-load +anage+ent. This can be vie$ed as analysing the data to deter+ine $hich custo+ers use $hat resource, ho$ they use the resource, $hen they use the resource and ho$ this i+pacts the overall perfor+ance of the resource. Oou $ill also be able to see if there is a trend on the usage of the resource over a period of ti+e. #ro+ an incre+ental i+prove+ent process this could lead to so+e focus on 5e+and /anage+ent, or influencing the behaviour of custo+ers. Consideration +ust be given to the s-ills required to analyse fro+ both a technical vie$point and fro+ an interpretation vie$point. 7hen analysing data, it is i+portant to see- ans$ers to questions such as"
(re operations running according to plan8 This could be a pro;ect plan, financial plan, availability, capacity or even IT Service Continuity /anage+ent plan. (re targets defined in SL(s or the Service Catalogue being +et8 (re there underlying structural proble+s that can be identified8 (re corrective actions required8
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(re there any trends8 If so then $hat are the trends sho$ing8 (re they positive trends or negative trends8 7hat is leading to or causing the trends8
1evie$ing trends over a period of ti+e is another i+portant tas-. It is not good enough to see a Jsnapshot' of a data point at a specific +o+ent in ti+e, but to looat the data points over a period of ti+e. Co$ did $e do this +onth co+pared to last +onth, this quarter co+pared to last quarter, this year co+pared to last year8 It is not enough to only looat the results but also to looat $hat led to the results for the current period. If $e had a bad +onth, did $e have an ano+aly that too- place8 Is this a de+onstrable trend or si+ply a one?off8 E-ample 7hen one organi:ation started perfor+ing trend analysis activities around Incident /anage+ent, they discovered that their nu+ber of incidents increased for a one +onth period every three +onths. 7hen they investigated the cause, they found it $as tied directly to a quarterly release of an application change. This provided statistical data for the+ to revie$ the effectiveness of their Change and 1elease /anage+ent processes as $ell as understand the i+pact each release $ould have on the Service 5es- $ith the nu+ber of increased call volu+es. The Service 5es- $as also able to begin identifying -ey s-ill sets needed to support this specific application. Trends are an indicator that +ore analysis is needed to understand $hat is causing it. 7hen a trend goes up or do$n it is a signal that further investigation is needed to deter+ine if it is positive or negative. %not$er e-ample ( Change /anager co++unicates that the Change /anage+ent process is doing $ell because the volu+e of requests for changes has steadily decreased. Is this positive or negative8 If )roble+ /anage+ent is $or-ing $ell, it could be positive as recurring incidents are re+oved therefore fe$er changes are required as the infrastructure is +ore stable. Co$ever, if users have stopped sub+itting requests for changes because the process is not +eeting e3pectations, the trend is negative. 7ithout analysis the data is +erely infor+ation. 7ith analysis co+es i+prove+ent opportunities. Throughout CSI, assess+ent should identify $hether targets $ere achieved and, if so, $hether ne$ targets Dand therefore ne$ @)IsE need to be defined. If targets $ere achieved but the perception has not i+proved, then ne$ targets +ay need
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to be set and ne$ +easures put in place to ensure that these ne$ targets are being +et. 7hen analysing the results fro+ process +etrics -eep in +ind that a process $ill only be as efficient as its li+ited bottlenec- activity. So if the analysis sho$s that a process activity is not efficient and continually creates a bottlenec- then this $ould be a logical place to begin loo-ing for a process i+prove+ent opportunity. Step Si- > &resenting an using t$e in#ormation The si3th step is to ta-e our -no$ledge and present it, that is, turn it into $isdo+ by utili:ing reports, +onitors, action plans, revie$s, evaluations and opportunities. Consider the target audienceI +a-e sure that you identify e3ceptions to the service, benefits that have been revealed, or can be e3pected. 5ata gathering occurs at the operational level of an organi:ation. #or+at this data into -no$ledge that all levels can appreciate and gain insight into their needs and e3pectations. Auestion" 7hat do you actually +easure8 (ns$er" There are no +easure+ents in this step. Auestion" 7here do you actually find the infor+ation8 (ns$er" #ro+ all previous steps. Cistorical/previous presentations This stage involves presenting the infor+ation in a for+at that is understandable, at the right level, provides value, notes e3ceptions to service, identifies benefits that $ere revealed during the ti+e period, and allo$s those receiving the infor+ation to +a-e strategic, tactical and operational decisions. In other $ords, presenting the infor+ation in the +anner that +a-es it the +ost useful for the target audience. Creating reports and presenting infor+ation is an activity that is done in +ost organi:ations to so+e e3tent or anotherI ho$ever it often is not done $ell. #or +any organi:ations this activity is si+ply ta-ing the gathered ra$ data Doften straight fro+ the toolE and reporting this sa+e data to everyone. There has been no processing and analysis of the data. The other issue often associated $ith presenting and using infor+ation it that it is overdone. /anagers at all levels are bo+barded $ith too +any e?+ails, too +any +eetings, too +any reports. Too often they are copied and presented to as part of an I?a+?covering?+y?you?-no$?$hat e3ercise. The reality is that the +anagers often don't need this infor+ation or at the very least, not in that for+at.
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There often is a lac- of $hat role the +anager has in +a-ing decisions and providing guidance on i+prove+ent progra++es. (s $e have discussed, Continual Service I+prove+ent is an ongoing activity of +onitoring and gathering data, processing the data into logical groupings, analysing the data for +eeting targets, identifying trends and identifying i+prove+ent opportunities. There is no value in all the $or- done to this point if $e don't do a good ;ob of presenting our findings and then using those findings to +a-e i+prove+ent decisions. >egin $ith the end in +ind is habit nu+ber in Stephen Covey's publication Seven )abits of )ighly Effective (eople DSi+on P Schuster, *%9%E. Even though the publication is about personal leadership, the habit holds true $ith presenting and using infor+ation. In addition to understanding the target audience, it is also i+portant to understand the report's purpose. If the purpose and value cannot be articulated, then it is i+portant to question if it is needed at all. There are usually three distinct audiences"
T$e )usiness B Their real need is to understand $hether IT delivered the service they pro+ised at the levels they pro+ised and if not, $hat corrective actions are being i+ple+ented to i+prove the situation. Senior @ITB management B This group is often focused on the results surrounding CS#s and @)Is such as, custo+er satisfaction, actual vs. plan, costing and revenue targets. Infor+ation provided at this level helps deter+ine strategic and tactical i+prove+ents on a larger scale. Senior DITE +anage+ent often $ants this type of infor+ation provided in the for+ of a >alanced Scorecard or IT scorecard for+at to see the big picture at one glance. Internal IT B This group is often interested in @)Is and activity +etrics that help the+ plan, coordinate, schedule and identify incre+ental i+prove+ent opportunities.
Often there is a gap bet$een $hat IT reports and $hat is of interest to the business. IT is fa+ous for reporting availability in percentages such as %%.90R available. In +ost cases this is not calculated fro+ an end?to?end perspective but only +ainfra+e availability or application availability and often doesn't ta-e into consideration L(G/7(G, server or des-top do$nti+e. In reality, +ost people in IT don't -no$ the difference bet$een %%.%0R and %%.%%R availability let alone the business. Oet reports continue to sho$ availability achieve+ents in percentages. 7hat the business really $ants to understand is the nu+ber of outages that occurred and the duration of the outages $ith analysis describing the i+pact on the business processes, in essence, unavailability e3pressed in a co++only understood +easure B ti+e.
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Go$ +ore than ever, IT +ust invest the ti+e to understand specific business goals and translate IT +etrics to reflect an i+pact against these goals. >usinesses invest in tools and services that affect productivity, and support should be one of those services. The +a;or challenge, and one that can be +et, is to effectively co++unicate the business benefits of a $ell?run IT support group. The starting point is a ne$ perspective on goals, +easures, and reporting, and ho$ IT actions affect business results. Oou $ill then be prepared to ans$er the question" JCo$ does IT help to generate value for your co+pany8' (lthough +ost reports tend to concentrate on areas $here things are not going as $ell as hoped for, do not forget to report on the good ne$s as $ell. ( report sho$ing i+prove+ent trends is IT services' best +ar-eting vehicle. It is vitally i+portant that reports sho$ $hether CSI has actually i+proved the overall service provision and if it has not, the actions ta-en to rectify the situation. The figure belo$ is an e3a+ple of a SL( +onitoring chart that provides a visual representation of an organi:ation's ability to +eet defined targets over a period of +onths.
Figure ..4 Service level ac$ievement c$art
So+e of the co++on proble+s associated $ith the presenting and reporting activity"

Everyone gets the sa+e report Dbusiness, senior +anage+ent and IT +anagersE. The for+at is not $hat people $ant. It is i+portant to understand the audience and ho$ they li-e to receive infor+ation. So+e li-e the infor+ation in te3t for+at, so+e in graphs, pie charts etc. It is hard to please everyone, but getting agree+ent on the report for+at is a step in the right direction.
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This is $hy +any organi:ations are +oving to a >alanced Scorecard or IT scorecard concept. This concept can start at the business level, then the IT level, and then functional groups and/or services $ithin IT.
Lac- of an e3ecutive su++ary B the e3ecutive su++ary should discuss the current results, $hat led to the results and $hat actions have or $ill be ta-en to address any issues. 1eports are not lin-ed to any baseline, IT scorecard or >alanced Scorecard. Too +uch supporting data provided. 1eports are presented in ter+s that are not understandable. #or e3a+ple, availability is reported in percentages $hen the business often is interested in -no$ing the nu+ber, duration and i+pact of outages.
The resources required to produce, verify and distribute reports should not be under?esti+ated. Even $ith auto+ation, this can be a ti+e?consu+ing activity. Step Seven > Implementing corrective action 6se the -no$ledge gained to opti+i:e, i+prove and correct services. /anagers need to identify issues and present solutions. E3plain ho$ the corrective actions to be ta-en $ill i+prove the service. E-ample (n organi:ation hired an e3pensive consulting fir+ to assess the +aturity of the processes against the ITIL fra+e$or-. The report fro+ the consulting organi:ation had the follo$ing observation and reco++endation about the Incident /anage+ent process" The help des- is not doing Incident /anage+ent the $ay ITIL does. Our reco++endation is that you +ust i+ple+ent Incident /anage+ent. The reaction fro+ the custo+er $as si+ple. They fired the consulting organi:ation. 7hat $ould happen to you if you presented a si+ilar observation and reco++endation to your CIO8 CSI identifies +any opportunities for i+prove+ent ho$ever organi:ations cannot afford to i+ple+ent all of the+. >ased on goals, ob;ectives and types of service breaches, an organi:ation needs to prioriti:e i+prove+ent activities. I+prove+ent initiatives can also be e3ternally driven by regulatory require+ents, changes in co+petition, or even political decisions.
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If organi:ations $ere i+ple+enting corrective action according to CSI, there $ould be no need for this publication. Corrective action is often done in reaction to a single event that caused a DsevereE outage to part or all of the organi:ation. Other ti+es, the squea-y $heel $ill get noticed and specific corrective action $ill be i+ple+ented in no relation to the priorities of the organi:ation, thus ta-ing valuable resources a$ay fro+ real e+ergencies. This is co++on practice but obviously not best practice. (fter a decision to i+prove a service and/or service +anage+ent process is +ade, then the service lifecycle continues. ( ne$ Service Strategy +ay be defined, Service 5esign builds the changes, Service Transition i+ple+ents the changes into production and then Service Operation +anages the day?to?day operations of the service and/or service +anage+ent processes. @eep in +ind that CSI activities continue through each phase of the service lifecycle. Each service lifecycle phase requires resources to build or +odify the services and/or service +anage+ent processes, potential ne$ technology or +odifications to e3isting technology, potential changes to @)Is and other +etrics and possibly even ne$ or +odified OL(s/6Cs to support SL(s. Co++unication, training and docu+entation is required to transition a ne$/i+proved service, tool or service +anage+ent process into production. E-ample o# corrective action )eing implemente ( financial organi:ation $ith a strategically i+portant $ebsite continually failed to +eet its operational targets, especially $ith regard to the quality of service delivered by the site. The pri+e reason for this $as their lac- of focus on the +onitoring of operational events, service availability and response. This situation $as allo$ed to develop until senior business +anagers de+anded action fro+ the senior IT +anage+ent. There $ere +a;or repercussions, and revie$s $ere underta-en to deter+ine the underlying cause. (fter considerable pain and disruption, an operations group $as identified to +onitor this particular service. ( part of the require+ent $as the establish+ent of $ee-ly internal revie$s and $ee-ly reports on operational perfor+ance. Operational events $ere i++ediately investigated $henever they occurred and $ere individually revie$ed after resolution. (n i+prove+ent tea+ $as established, $ith representation fro+ all areas, to i+ple+ent the reco++endations fro+ the revie$s and the feedbacfro+ the +onitoring group. This eventually resulted in considerable i+prove+ent in the quality of service delivered to the business and its custo+ers. Often steps are forgotten or are ta-en for granted or so+eone assu+es that so+eone else has co+pleted the step. This indicates a brea-do$n in the process and a lac- of understanding of roles and responsibilities. The harsh reality is that so+e steps are overdone $hile others are inco+plete or overloo-ed.
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There are various levels or orders of +anage+ent in an organi:ation. Individuals need to -no$ $here to focus their activities. Line +anagers need to sho$ overall perfor+ance and i+prove+ent. 5irectors need to sho$ that quality and perfor+ance targets are being +et, $hile ris- is being +ini+i:ed. Overall, senior +anage+ent need to -no$ $hat is going on so that they can +a-e infor+ed choices and e3ercise ;udge+ent. Each order has its o$n perspective. 6nderstanding these perspectives is $here +a3i+u+ value of infor+ation is leveraged.
Figure ..6 First< to #ourt$<or er rivers
6nderstanding the order your intended audience occupies and their drivers helps you present the issues and benefits of your process. (t the highest level of the organi:ation are the strategic thin-ers. 1eports need to be short, quic- to read and aligned to their drivers. 5iscussions about ris- avoidance, protecting the i+age or brand of the organi:ation, profitability and cost savings are co+pelling reasons to support your i+prove+ent efforts. The second order consists of vice presidents and directors. 1eports can be +ore detailed, but need to su++ari:e findings over ti+e. Identifying ho$ processes support the business ob;ectives, early $arning around issues that place the business at ris-, and align+ent to e3isting +easure+ent fra+e$or-s that they use are strong +ethods you can use to sell the process benefits to the+. The third order consists of +anagers and high level supervisors. Co+pliance to stated ob;ectives, overall tea+ and process perfor+ance, insight into resource constraints and continual i+prove+ent initiatives are their drivers. /easure+ents and reports need to +ar-et ho$ these are being supported by the process outputs. Lastly at the fourth level of the hierarchy are the staff +e+bers and tea+ leaders. (t a personal level, the personal benefits need to be e+phasi:ed. Therefore +etrics that sho$ their individual perfor+ance, provide recognition of
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their s-ills Dand gaps in s-illsE and identify training opportunities are essential in getting these people to participate in the processes $illingly. CSI is often vie$ed as an ad hoc activity $ithin IT services. The activity usually -ic-s in $hen so+eone in IT +anage+ent yells loud enough. This is not the right $ay to address CSI. Often these reactionary events are not even providing continual i+prove+ent, but si+ply stopping a single failure fro+ occurring again. CSI ta-es a co++it+ent fro+ everyone in IT $or-ing throughout the service lifecycle to be successful at i+proving services and service +anage+ent processes. It requires ongoing attention, a $ell?thought?out plan, consistent attention to +onitoring, analysing and reporting results $ith an eye to$ard i+prove+ent. I+prove+ents can be incre+ental in nature but also require a huge co++it+ent to i+ple+ent a ne$ service or +eet ne$ business require+ents. This section spelled out the seven steps of CSI activities. (ll seven steps need attention. There is no re$ard for ta-ing a short cut or not addressing each step in a sequential nature. If any step is +issed, there is a risof not being efficient and effective in +eeting the goals of CSI. IT services +ust ensure that proper staffing and tools are identified and i+ple+ented to support CSI activities. It is also i+portant to understand the difference bet$een $hat should be +easured and $hat can be +easured. Start s+all B don't e3pect to +easure everything at once. 6nderstand the organi:ational capability to gather data and process the data. >e sure to spend ti+e analysing data as this is $here the real value co+es in. 7ithout analysis of the data, there is no real opportunity to truly i+prove services or service +anage+ent processes. Thin- through the strategy and plan for reporting and using the data. 1eporting is partly a +ar-eting activity. It is i+portant that IT focus on the value added to the organi:ation as $ell as reporting on issues and achieve+ents. In order for steps 0 to 4 to be carried out correctly, it is i+perative that the target audience is considered $hen pac-aging the infor+ation. (n organi:ation can find i+prove+ent opportunities throughout the entire service lifecycle. (n IT organi:ation does not need to $ait until a service or service +anage+ent process is transitioned into the operations area to begin identifying i+prove+ent opportunities.
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..+.+ Integration wit$ t$e rest o# t$e li#ecycle stages an service management processes
Figure ..8 Li#ecycle integration iagram
In order to support i+prove+ent activities it is i+portant to have CSI integrated $ithin each lifecycle stage including the underlying processes residing in each lifecycle phase. (onitoring an ata collection t$roug$out t$e service li#ecycle
Service Strategy is responsible for +onitoring the progress of strategies, standards, policies and architectural decisions that have been +ade and i+ple+ented. Service 5esign +onitors and gathers data associated $ith creating and +odifying Ddesign effortsE of services and service +anage+ent processes. This part of the service lifecycle also +easures against the effectiveness and ability to +easure CS#s and @)Is that $ere defined through gathering business require+ents. Service 5esign also defines $hat should be +easured. This $ould include +onitoring pro;ect schedules, progress to pro;ect +ilestones, and pro;ect results against goals and ob;ectives.
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Service Transition develops the +onitoring procedures and criteria to be used during and after i+ple+entation. Service Transition +onitors and gathers data on the actual release into production of services and service +anage+ent processes. It is the responsibility of Service Transition to ensure that the services and service +anage+ent processes are e+bedded in a $ay that can be +anaged and +aintained according to the strategies and design efforts. Service transition develops the +onitoring procedures and criteria to be used during and after i+ple+entation. Service Operation is responsible for the actual +onitoring of services in the production environ+ent. Service Operation plays a large part in the processing activity. Service Operation provides input into $hat can be +easured and processed into logical groupings as $ell as doing the actual processing of the data. Service Operation $ould also be responsible for ta-ing the co+ponent data and processing it in the for+at to provide a better end?to?end perspective of the service achieve+ents. CSI receives the collected data as input in the re+ainder of CSI activities. *ole o# ot$er processes in monitoring an Service Level /anage+ent SL/ plays a -ey role in the data gathering activity as SL/ is responsible for not only defining business require+ents but also IT's capabilities to achieve the+.

ata collection
One of the first ite+s in defining IT's capabilities is to identify $hat +onitoring and data collection activities are currently ta-ing place SL/ then needs to looat $hat is happening $ith the +onitoring data. Is the +onitoring ta-ing place only at a co+ponent level and, if so, is anyone loo-ing at +ultiple co+ponents to provide an end?to?end service perfor+ance perspective8 SL/ should also identify $ho gets the data, $hether any analysis ta-es place on the data before it is presented, and if any trend evaluation is underta-en to understand the perfor+ance over a period of ti+e. This infor+ation $ill be helpful in follo$ing CSI activities Through the negotiation process $ith the business, SL/ $ould define $hat to +easure and $hich aspects to report. This $ould in turn drive the +onitoring and data collection require+ents. If there is no capability to +onitor and/or collect data on an ite+ then it should not appear in the SL(. SL/ should be a part of the revie$ process to +onitor results SL/ is responsible for developing and getting agree+ent on OL(s and 6Cs that require internal or e3ternal +onitoring.
(vailability and Capacity /anage+ent
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)rovide significant input into e3isting +onitoring and data collection capabilities, tool require+ents to +eet ne$ data collection require+ents and ensuring the (vailability and Capacity )lans are updated to reflect ne$ or +odified +onitoring and data collection require+ents (re accountable for the actual infrastructure +onitoring and data collection activities that ta-e place. Therefore roles and responsibilities need to be defined and the roles filled $ith properly s-illed and trained staff (re accountable for ensuring tools are in place to gather data (re accountable for ensuring that the actual +onitoring and data collection activities are consistently perfor+ed.
Incident /anage+ent and Service 5es
Incident /anage+ent can define +onitoring require+ents to support event and incident detection through auto+ation and also has the ability to auto+atically open incident tic-ets and/or auto?escalate incident tic-ets Event and incident +onitoring can identify abnor+al situations and conditions $hich helps $ith predicting and pre?e+pting situations and conditions thereby avoiding possible service and co+ponent failures /onitoring the response ti+es, repair ti+es, resolution ti+es and incident escalations (s a single point of contact it is i+portant for the Service 5es- to +onitor telephony ite+s such as call volu+es, average speed of ans$er, call abandon+ent rates etc. so that i++ediate action can be ta-en $hen there is an increase in contacts to the Service 5es-. This $ould also apply to those Service 5es-s $ho provide support via e?+ail and via the $eb.
Security /anage+ent Security /anage+ent contributes to +onitoring and data collection in the follo$ing +anner"

5efine security +onitoring and data collection require+ents /onitor, verify and trac- the levels of security according to the organi:ational security policies and guidelines (ssist in deter+ining effects of security +easures on the data +onitoring and collection fro+ the confidentiality Daccessible only to those $ho shouldE, integrity Ddata is accurate and not corrupted or not corruptibleE and availability Ddata is available $hen neededE perspectives.
#inancial /anage+ent #inancial /anage+ent is responsible for +onitoring and collecting data associated $ith the actual e3penditures vs. budget and is able to provide input on questions such as" are costing or revenue targets on trac-8 #inancial /anage+ent should also +onitor the ongoing cost per service etc.
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In addition #inancial /anage+ent $ill provide the necessary te+plates to assist CSI to create the budget and e3penditure reports for the various i+prove+ent initiatives as $ell as providing the +eans to co+pute the 1OI of the i+prove+ents. *ole o# ot$er processes in measuring t$e ata Service Level /anage+ent SL/ supports the CSI processing data activity in the follo$ing +anner"

5efine require+ents to support any default levels of service that are described in the Service Catalogue Ensure that the SL(s only incorporate +easure+ents that truly can be +easured and reported on Gegotiate and docu+ent OL(s and 6Cs that define the required +easure+ents 1evie$ the results of the processed data fro+ an end?to?end approach Celp define the reporting frequency of processing and reporting for+ats.
(vailability and Capacity /anage+ent $ould be responsible for processing the data at a co+ponent level and then $or-ing $ith SL/ providing the data in an end?to?end perspective )rocess data on @)Is such as availability or perfor+ance +easures 6tili:e the agreed upon reporting for+ats (nalyse processed data for accuracy.
)rocess data on incidents and Service 1equests such as $ho is using the Service 5es- and $hat is the nature of the incidents Collect and processing data on @)Is such as +ean ti+e to restore service and percentage of incidents resolved $ithin service targets )rocess data for telephony statistics such as nu+ber of inbound/outbound calls, average tal- ti+e, average speed of ans$er, abandoned calls etc. 6tili:e the agreed upon reporting for+at (nalyse processed data for accuracy.
Security /anage+ent

)rocess response and resolution data on security incidents Create trend analyses on security breaches <alidate success of ris- +itigation strategies 6tili:e the agreed upon reporting for+at
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(nalyse processed data for accuracy.
%nalysing t$e ata t$roug$out t$e service li#ecycle Service Strategy analyses results associated $ith i+ple+ented strategies, policies and standards. This $ould include identifying any trends, co+paring results against goals and also identifying any i+prove+ent opportunities. Service 5esign analyses current results of design and pro;ect activities. Trends are also noted $ith results co+pared against the design goals. Service 5esign also identifies i+prove+ent opportunities and analyses the effectiveness and ability to +easure CS#s and @)Is that $ere defined $hen gathering business require+ents. Service Operation analyses current results as $ell as trends over a period of ti+e. Service Operation also identifies both incre+ental and large?scale i+prove+ent opportunities, providing input into $hat can be +easured and processed into logical groupings. This area also perfor+s the actual data processing. Service Operation $ould also be responsible for ta-ing the co+ponent data and processing it in the for+at to provide a better end?to?end perspective of service achieve+ents. If there is a CSI functional group $ithin an organi:ation, this group can be the single point for co+bining all analysis, trend data and co+parison of results to targets. This group could then revie$ all proposed i+prove+ent opportunities and help prioriti:e the opportunities and finally +a-e a consolidated reco++endation to senior +anage+ent. #or s+aller organi:ations, this +ay fall to an individual or s+aller group acting as a coordinating point and o$ning CSI. This is a -ey point. Too often data is gathered in the various technical do+ains ... never to be heard fro+ again. 5esignating a CSI group provides a single place in the organi:ation for all the data to reside and be analysed. *ole o# ot$er processes in analysing t$e ata Service Level /anage+ent SL/ supports the CSI process data activity in the follo$ing +anner"

(nalyse the Service Level (chieve+ents co+pared to SL(s and service level targets that +ay be associated $ith the Service Catalogue 5ocu+ent and revie$ trends over a period of ti+e to identify any consistent patterns Identify the need for service i+prove+ent plans Identify the need to +odify e3isting OL(s or 6Cs.
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(nalyse and identify trends on co+ponent and service data Co+pare results $ith prior +onths, quarters or annual reports Identify the need for updating the need for i+prove+ent in gathering and processing data (nalyse the perfor+ance of co+ponents against defined technical specifications 5ocu+ent and revie$ trends over a period of ti+e to identify any consistent patterns Identify the need for service i+prove+ent plans or corrective actions (nalyse processed data for accuracy.
5ocu+ent and revie$ incident trends on incidents, Service 1equests and telephony statistics over a period of ti+e to identify any consistent patterns Co+pare results $ith prior +onths, quarters or annual reports Co+pare results $ith agreed?to levels of service Identify the need for service i+prove+ent plans or corrective actions (nalyse processed data for accuracy.
)roble+ /anage+ent )roble+ /anage+ent plays a -ey role in the analysis activity as this process supports all the other processes $ith regards to trend identification and perfor+ing root cause analysis. )roble+ /anage+ent is usually associated $ith reducing incidents, but a good )roble+ /anage+ent process is also involved in helping define process?related proble+s as $ell as those associated $ith services. Overall, )roble+ /anage+ent see-s to"

)erfor+ root cause investigation as to $hat is leading identified trends 1eco++end i+prove+ent opportunities Co+pare results $ith prior results Co+pare results to agreed to service levels.
Security /anage+ent Security /anage+ent as a function relies on the activities of all other processes to help deter+ine the cause of security related incidents and proble+s. The Security /anage+ent function $ill sub+it requests for changes to i+ple+ent corrections or for ne$ updates to, say, the anti?virus soft$are. Other processes such as (vailability Dconfidentiality, integrity, availability and recoverabilityE, Capacity Dcapacity and perfor+anceE and Service Continuity /anage+ent Dplanning on ho$ to handle crisisE $ill lend a hand in planning longer ter+. In turn
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Security /anage+ent $ill play a -ey role in assisting CSI regarding all security aspects of i+prove+ent initiatives or for security?related i+prove+ents.

5ocu+ent and revie$ security incidents for the current ti+e period Co+pare results $ith prior results Identify the need for SI) or corrective actions (nalyse processed data for accuracy.
&resenting an using t$e in#ormation t$roug$out t$e service li#ecycle Service Strategy presents current results, trends and reco++endations for i+prove+ent associated $ith i+ple+ented strategies, policies and standards. Service 5esign presents current results, trends and reco++endations for i+prove+ent of design and pro;ect activities. Service Transition presents current results, trends and reco++endations for +oving services and service +anage+ent processes into production. Service Operation presents current results, trends and reco++endations on i+prove+ent initiatives for both services and service +anage+ent processes. *ole o# ot$er processes in presenting an using t$e in#ormation Service Level /anage+ent SL/ presents infor+ation to the business and discusses the service achieve+ents for the current ti+e period as $ell as any longer trends that $ere identified. These discussions should also include infor+ation about $hat led to the results and any incre+ental or fine?tuning actions required. Overall, SL/"

Conducts consistent service revie$ +eetings Dinternal and e3ternalE Supports the preparation of reports 6pdates the SL( +onitoring chart DSL(/E Dsee Chapter % for +ore details on the SL(/ chartE )rovides input into prioriti:ing i+prove+ent activities.

Supports preparation of the reports )rovides input into prioriti:ing SI) or corrective actions I+ple+ents incre+ental or fine?tuning activities that do not require business approval.
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Supports preparation of the reports )rovides input into prioriti:ing SI)s or corrective actions I+ple+ents incre+ental or fine?tuning activities that do not require business approval.
)roble+ /anage+ent

)rovides input into service i+prove+ent initiatives and prioriti:es i+prove+ent initiatives Security /anage+ent Supports preparation of the reports )rovides input into prioriti:ing SI) or corrective actions I+ple+ents incre+ental or fine?tuning activities that do not require business approval.
*ole o# ot$er processes in implementing corrective action Change /anage+ent 7hen CSI deter+ines that an i+prove+ent to a service is $arranted, an 1#C +ust be sub+itted to Change /anage+ent. In turn Change /anage+ent treats the 1#C li-e any other 1#C. The 1#C is prioriti:ed and categori:ed according to policies and procedures defined in the Change /anage+ent process. 1elease /anage+ent, as a part of Service Transition, is responsible for +oving this change to the production environ+ent. Once the change is i+ple+ented, CSI is part of the )I1 to assess the success or failure of the change. 1epresentatives fro+ CSI should be part of the C(> and the C(>/EC. Changes have an effect on service provision and +ay also affect other CSI initiatives. (s part of the C(> and C(>/EC, CSI is in a better position to provide feedbac- and react to upco+ing changes. Service Level /anage+ent The SL/ process often generates a good starting point for a service i+prove+ent plan DSI)E B and the service revie$ process +ay drive this. 7here an underlying difficulty that is adversely i+pacting service quality is identified, SL/ +ust, in con;unction $ith )roble+ /anage+ent and (vailability /anage+ent, instigate a SI) to identify and i+ple+ent $hatever actions are necessary to overco+e the difficulties and restore service quality. SI) initiatives +ay also focus on such issues as training, syste+ testing and docu+entation. In these cases, the relevant people need to be involved and adequate feedbacgiven to +a-e i+prove+ents for the future. (t any ti+e, a nu+ber of separate
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initiatives that for+ part of the SI) +ay be running in parallel to address difficulties $ith a nu+ber of services. So+e organi:ations have established an up?front annual budget held by SL/ fro+ $hich SI) initiatives can be funded. If an organi:ation is outsourcing Service 5elivery to a third party, the issue of service i+prove+ent should be discussed at the outset and covered Dand budgeted forE in the contract, other$ise there is no incentive during the lifeti+e of the contract for the supplier to i+prove service targets. There +ay be incre+ental i+prove+ent or large?scale i+prove+ent activities $ithin each stage of the service lifecycle. (s already +entioned, one of the activities IT +anage+ent have to address is prioriti:ation of service i+prove+ent opportunities.
..+., (etrics an measurement

It is i+portant to re+e+ber that there are three types of +etrics that an organi:ation $ill need to collect to support CSI activities as $ell as other process activities. The types of +etrics are"
Tec$nology metrics B These +etrics are often associated $ith co+ponent and application?based +etrics such as perfor+ance, availability etc. &rocess metrics B These +etrics are captured in the for+ of CS#s, @)Is and activity +etrics for the service +anage+ent processes. These +etrics can help deter+ine the overall health of a process. #our -ey questions that @)Is can help ans$er are around quality, perfor+ance, value and co+pliance of follo$ing the process. CSI $ould use these +etrics as input in identifying i+prove+ent opportunities for each process. Service metrics B These +etrics are the results of the end?to?end service. Co+ponent +etrics are used to co+pute the service +etrics.
In general, a +etric is a scale of +easure+ent defined in ter+s of a standard, i.e. in ter+s of a $ell?defined unit. The quantification of an event through the process of +easure+ent relies on the e3istence of an e3plicit or i+plicit +etric, $hich is the standard to $hich +easure+ents are referenced. /etrics are a syste+ of para+eters or $ays of quantitative assess+ent of a process that is to be +easured, along $ith the processes to carry out such +easure+ent. /etrics define $hat is to be +easured. /etrics are usually speciali:ed by the sub;ect area, in $hich case they are valid only $ithin a certain do+ain and cannot be directly bench+ar-ed or interpreted outside it. &eneric +etrics, ho$ever, can be aggregated across sub;ect areas or business units of an enterprise.
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/etrics are used in several business +odels including C//I They are used in @no$ledge /anage+ent D@/E. These +easure+ents or +etrics can be used to trac- trends, productivity, resources and +uch +ore. Typically, the +etrics trac-ed are @)Is.
Figure ..: From CSF to measurement
Fow many CSFs an =&Is1 The opinions on this are varied. So+e reco++ended that no +ore than t$o to three @)Is are defined per CS# at any given ti+e and that a service or process has no +ore that t$o to three CS#s associated $ith it at any given ti+e $hile others reco++end up$ards of four to five. This +ay not sound +uch but $hen considering the nu+ber of services, processes or $hen using the >alanced Scorecard approach, the upper li+it can be staggeringK It is reco++ended that in the early stages of a CSI progra++e only t$o to three @)Is for each CS# are defined, +onitored and reported on. (s the +aturity of a service and service +anage+ent processes increase, additional @)Is can be added. >ased on $hat is i+portant to the business and IT +anage+ent the @)Is +ay change over a period of ti+e. (lso -eep in +ind that as service +anage+ent processes are i+ple+ented this $ill often change the @)Is of other processes. (s an e3a+ple, increasing first?contact resolution is a co++on @)I for Incident /anage+ent. This is a good @)I to begin $ith, but $hen you i+ple+ent )roble+ /anage+ent this should change. One of )roble+ /anage+ent's ob;ectives is to reduce the nu+ber of recurring incidents. 7hen these types of recurring incidents are reduced this $ill reduce the nu+ber of first? contact resolutions. In this case a reduction in first?contact resolution is a positive trend.
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The ne3t step is to identify the +etrics and +easure+ents required to co+pute the @)I. There are t$o basic -inds of @)I, qualitative and quantitative. Cere is a qualitative e3a+ple" CS#" I+proving IT service quality @)I" *! percent increase in custo+er satisfaction rating for handling incidents over the ne3t 2 +onths. /etrics required"

Original custo+er satisfaction score for handling incidents Ending custo+er satisfaction score for handling incidents.
/easure+ents"

Incident handling survey score Gu+ber of survey scores.
Cere is a quantitative e3a+ple" CS#" 1educing IT costs @)I" *! percent reduction in the costs of handling printer incidents. /etrics required"

Original cost of handling a printer incidents #inal cost of handling a printer incidents Cost of the i+prove+ent effort.
/easure+ents"

Ti+e spent on the incident by first?level operative and their average salary Ti+e spent on the incident by second?level operative and their average salary Ti+e spent on )roble+ /anage+ent activities by second?level operative and their average salary Ti+e spent on the training first?level operative on the $or-around Cost of a service call to third?party vendor Ti+e and +aterial fro+ third?party vendor.
(n i+portant aspect to consider is $hether a @)I is fit for use. @ey questions are"
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7hat does the perfor+ance indicator really tell us about goal achieve+ent8 If $e fail to +eet the target set for a perfor+ance indicator, does that +ean $e fail to achieve so+e of our goals8 (nd if $e succeed in +eeting certain targets, does this +ean $e $ill achieve our goals8 Co$ easy is it to interpret the perfor+ance indicator8 5oes it help us to decide on a course of action8 7hen do $e need the infor+ation8 Co$ often8 Co$ rapidly should the infor+ation be available8 To $hat e3tent is the perfor+ance indicator stable and accurate8 Is it sensitive to e3ternal, uncontrollable influences8 7hat a+ount of effort is needed for a change in result that is not +arginal8 Co$ easy is it to change the perfor+ance indicator itself8 Co$ easy is it to adapt the +easure+ent syste+ to changing circu+stances or changes in our goals $ith respect to IT service provision8 To $hat e3tent can the perfor+ance indicator be +easured no$8 6nder $hich conditions can +easure+ent continue8 7hich conditions i+pede +easure+ent8 7hich conditions render the result +eaningless8 7ho o$ns this @)I8 7ho is responsible for collecting and analysing the data8 7ho is accountable for i+prove+ents based on the infor+ation8
To beco+e acquainted $ith the possibilities and li+itations of your +easure+ent fra+e$or-, critically revie$ your perfor+ance indicators $ith the above questions in +ind before you i+ple+ent the+. Tension metrics The effort fro+ any support tea+ is a balancing act of three ele+ents"

1esources B people and +oney #eatures B the product or service and its quality The schedule.
The delivered product or service therefore represents a balanced trade?off bet$een these three ele+ents. Tension +etrics can help create that balance by preventing tea+s fro+ focusing on ;ust one ele+ent B for e3a+ple, on delivering the product or service on ti+e. If an initiative is being driven pri+arily to$ards satisfying a business driver of on?ti+e delivery to the e3clusion of other factors, the +anager $ill achieve this ai+ by fle3ing the resources and service features in order to +eet the delivery schedule. This unbalanced focus $ill therefore either lead to budget increases or lo$er product quality. Tension +etrics help create a delicate balance bet$een shared goals and delivering a product or service according to business require+ents $ithin ti+e and budget. Tension +etrics do not, ho$ever, conflict $ith shared goals and values, but rather prevent tea+s fro+ ta-ing shortcuts and shir-ing on their assign+ent. Tension +etrics can therefore be seen as a tool to create shared responsibilities bet$een tea+ +e+bers $ith different roles in the service lifecycle.
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!oals an metrics Each phase of the service lifecycle requires very specific contributions fro+ the -ey roles identified in Service 5esign, Service Transition and Service Operation, each of $hich has very specific goals to +eet. 6lti+ately, the quality of the service $ill be deter+ined by ho$ $ell each role +eets its goals, and by ho$ $ell those so+eti+es conflicting goals are +anaged along the $ay. That +a-es it crucial that organi:ations find so+e $ay of +easuring perfor+ance B by applying a set of +etrics to each goal. >rea-ing do$n goals and +etrics It is really outside the scope of this publication to dig too deeply into hu+an resources +anage+ent, and besides, there is no shortage of literature already available on the sub;ect. Co$ever, there are so+e specific things that can be said about best practices for goals and +etrics as they apply to +anaging services in their lifecycle. /any IT service organi:ations +easure their IT professionals on an abstract and high?level basis. 5uring appraisal and counselling, +ost +anagers discuss such things as Jta-ing part in one or +ore pro;ects/perfor+ing activities of a certain -ind', or Jfulfilling certain roles in pro;ects/activities' and Jfollo$ing certain courses'. (lthough acco+plishing such goals +ight be i+portant for the professional gro$th of an individual, it does not facilitate the service lifecycle or any specific process in it. In reality, +ost IT service organi:ations do not use +ore detailed perfor+ance +easures that are in line $ith -ey business drivers, because it is difficult to do, and do correctly. >ut there is a $ay. In the design phase of a service, -ey business drivers $ere translated into service level require+ents DSL1sE and operations level require+ents, the latter consisting of process, s-ills and technology require+ents. 7hat this constitutes is a translation fro+ a business require+ent into require+ents for IT services and IT co+ponents. There is also the question, of the strategic position of IT. In essence, the question is $hether IT is an enabler or a cost centre, the ans$er to $hich deter+ines the require+ents for the IT services and IT co+ponents. The ans$er also deter+ines ho$ the processes in the service lifecycle are e3ecuted, and ho$ the people in the organi:ation should behave. If IT is a cost centre, services +ight be developed to be used centrally in order to reduce Total cost of o$nership DTCOE. Services $ill have those characteristics that $ill reduce total costs of o$nership throughout the lifecycle. On the other hand, if IT is an enabler, services $ill be designed to fle3ibly ad;ust to changing business require+ents and +eet early ti+e?to?+ar-et ob;ectives. Either $ay, the i+portant point is that those require+ents for IT services and IT co+ponents $ould deter+ine ho$ processes in the lifecycle are +easured and
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+anaged, and thus ho$ the perfor+ance and gro$th of professionals should be +easured. >est practice sho$s that goals and +etrics can be classified into three categories" financial +etrics, learning and gro$th +etrics, and organi:ational or process effectiveness +etrics. (n e3a+ple of financial +etrics +ight be the e3penses and total percentage of hours spent on pro;ects or +aintenance, $hile an e3a+ple of learning and gro$th +ight be the percentage of education pursued in a target s-ill area, certification in a professional area, and contribution to @no$ledge /anage+ent. These +etrics $ill not be discussed in this publication. The last type of +etrics, organi:ational or process effectiveness +etrics, can be further bro-en do$n into product quality +etrics and process quality +etrics. )roduct quality +etrics are the +etrics supporting the contribution to the delivery of quality products. E3a+ples of product quality +etrics are sho$n in the follo$ing table. )rocess quality +etrics are the quality +etrics related to efficient and effective process +anage+ent.
/easure Schedule Effort Cost 5efects )roductivity Custo+er satisfaction /etric R variation against revised plan R variation against revised plan R variation against revised plan R variation against planned defect R variation against productivity goal Auality goal 7ithin 4.0R of esti+ate 7ithin *!R of esti+ate 7ithin *!R of esti+ate 7ithin *!R of esti+ate 7ithin *!R of esti+ate Lo$er li+it Got to be less than 4.0R of esti+ate Got to be less than *!R of esti+ate Got to be less than *!R of esti+ate Got to be less than *!R of esti+ate Got to be less than *!R of esti+ate 6pper li+it Got to e3ceed 4.0R of esti+ate Got to e3ceed *!R of esti+ate Got to e3ceed *!R of esti+ate Got to e3ceed *!R of esti+ate Got to e3ceed *!R of esti+ate
Custo+er &reater than 9.% on Got to be less than satisfaction survey the range of * to *! 9.% on the range of * result to *!
Table %.3 E*amples of service +uality metrics
/sing organi2ational metrics To be effective, +easure+ents and +etrics should be $oven through the co+plete organi:ation, touching the strategic as $ell as the tactical level. To successfully support the -ey business drivers, the IT services +anager needs to -no$ $hat and ho$ $ell each part of the organi:ation contributes to the final success. It is also i+portant, $hen defining +easure+ents for goals that support the IT services strategy, to re+e+ber that +easure+ents +ust focus on results and not
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on efforts. #ocus on the organi:ational output and try to get clear $hat the contribution is. Each stage in the service lifecycle has its processes and contribution to the service. Each stage of the lifecycle also has its roles, $hich contribute to the develop+ent or +anage+ent of the service. >ased on the process goals and the quality attributes of the service, goals and +etrics can be defined for each role in the processes of the lifecycle.
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.., Service reporting

This section $ill loo- into the various aspects of reporting such as identifying the purpose, the target audience and $hat the report $ill be used for. ( significant a+ount of data is collated and +onitored by IT in the daily delivery of quality service to the businessI ho$ever, only a s+all subset is of real interest and i+portance to the business. The +a;ority of data and its +eaning are +ore suited to the internal +anage+ent needs of IT. The business li-es to see a historical representation of the past period's perfor+ance that portrays their e3perienceI ho$ever, it is +ore concerned $ith those historical events that continue to be a threat going for$ard, and ho$ IT intend to +ilitate against such threats. Cross?referenced data +ust still be presented $hich align precisely to any contracted, chargeable ele+ents of the deliveryI $hich +ay or +ay not be technical depending upon the business focus and language used $ithin contracts and SL(s. It is not satisfactory si+ply to present reports $hich depict adherence Dor other$iseE to SL(s, $hich in the+selves are prone to statistical a+biguity. IT needs to build an actionable approach to reporting. i.e. this is $hat happened, this is $hat $e did, this is ho$ $e $ill ensure it doesn't i+pact you again, and this is ho$ $e are $or-ing to i+prove the delivery of IT services generally. ( reporting ethos $hich focuses on the future as strongly as it focuses on the past also provides the +eans for IT to +ar-et its $ares directly aligned to the positive or negative e3periences of the business.
..,.+ *eporting policy an rules

(n ideal approach to building a business?focused service?reporting fra+e$or- is to ta-e the ti+e to define and agree the policy and rules $ith the business and Service 5esign about ho$ reporting $ill be i+ple+ented and +anaged. This includes"

Targeted audienceDsE and the related business vie$s on $hat the service delivered is (gree+ent on $hat to +easure and $hat to report on (greed definitions of all ter+s and boundaries >asis of all calculations 1eporting schedules (ccess to reports and +ediu+ to be used
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/eetings scheduled to revie$ and discuss reports.
*ig$t content #or t$e rig$t au ience Gu+erous policies and rules can e3ist as long as it is clear for each report $hich policies and rules have been applied, e.g. one policy +ay be applied to +anufacturing $hereas a variant +ay be +ore suited to the sales tea+. Co$ever all policies and rules for+ part of the single reporting fra+e$or-. Once the fra+e$or-, policies and rules are in place, targeting suitably styled reports beco+es si+ply a tas- of translating flat historical data into +eaningful business vie$s D$hich can be auto+atedE. These need to be annotated around the -ey questions, threats, +itigations and i+prove+ents such data provo-e. 1eports can then be presented via the +ediu+ of choice, e.g. paper?based hard copies, online soft copies, $eb?enabled dyna+ic CT/L, current snapshot $hiteboards, or real?ti+e portal/dashboards. Si+ple and effective custo+i:able and auto+ated reporting is crucial to a successful, ongoing reporting syste+ that is seen as adding value to the business. Over ti+e, +any of the initial standard reports +ay beco+e obsolete in favour of the regular production of custo+ reports $hich have been shaped to +eet changing business needs and beco+e the standard. The end result is the targeted recipient having clear, una+biguous and relevant infor+ation in a language and style they understand and li-e, accessible in the +ediu+ of their choice, and detailing the delivery of IT into their environ+ent $ithin their boundaries, $ithout such infor+ation being clouded by the data related to the delivery of IT into other areas of the business. #igure ..% depicts the service?reporting process.
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Figure ..; Service reporting process
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..3 Service measurement

..3.+ O)3ective
#or all si:es of businesses, private and public organi:ations, educational institutions, consu+ers and the individuals $or-ing $ithin these organi:ations, IT services have beco+e an integral +eans for conducting business. 7ithout IT services +any organi:ations $ould not be able to deliver the products and services in today's +ar-et. (s reliance on these IT services increase so do the e3pectations for availability, reliability and stability. This is $hy having the business and IT integrated is so i+portant. Go longer can they be thought of separately. The sa+e holds true $hen +easuring IT services. It is no longer sufficient to +easure and report against the perfor+ance of an individual co+ponent such as a server or application. IT +ust no$ be able to +easure and report against an end?to?end service. #or services there are three basic +easure+ents that +ost organi:ations utili:e. The Service 5esign publication covers these +easures in +ore detail.

(vailability of the service 1eliability of the service )erfor+ance of the service
In +any cases $hen an organi:ation is +onitoring, +easuring and reporting on co+ponent levels they are doing so to protect the+selves and possibly to point the bla+e else$here TJ/y server or +y application $as up *!!R of the ti+e.' Service +easure+ent is not about placing bla+e or protecting oneself but is really about providing a +eaningful vie$ of the IT service as the custo+er e3periences the service. The server +ay be up, but because the net$or- is do$n, the custo+er is not able to connect to the server. Therefore the IT service $as not available even though one or +ore of the co+ponents used to provide the service $as available the $hole ti+e. >eing able to +easure against a service is directly lin-ed to the co+ponents, syste+s and applications that are being +onitored and reported on. /easuring at the co+ponent level is necessary and valuable, but service +easure+ent +ust go further than the co+ponent level. Service +easure+ent $ill require so+eone to ta-e the individual +easure+ents and co+bine the+ to provide a vie$ of the true custo+er e3perience. Too often $e provide a report against a co+ponent, syste+ or application but don't provide the true service level as e3perienced by the custo+er. #igure ..*! sho$s ho$ it is possible to +easure and report against different levels of syste+s and co+ponents to provide a true service +easure+ent. Even though the figure references availability +easuring and reporting the sa+e can apply for perfor+ance +easuring and reporting.
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Figure ..+? %vaila)ility reporting
..3., Developing a Service (easurement Framewor'

( challenge +any organi:ations face is the creation of a Service /easure+ent #ra+e$orthat leads to value?added reporting. Setting up a fra+e$or- is as +uch an art as a science. It +ay prove difficult at first but the results over ti+e are $orth the effort. (n organi:ation +ay go through so+e trial and error in the beginning so it should not be afraid to ad+it +ista-es on particular +easures or targets and +a-e ad;ust+ents to the fra+e$or-. @eep in +ind that service +easure+ent is not an end in itself. The end result should be to i+prove services and also i+prove accountability. One of the first steps in developing a Service /easure+ent #ra+e$or- is to understand the business processes and to identify those that are +ost critical to the delivery of value to the business. The IT goals and ob;ectives +ust support the business goals and ob;ectives. There also needs to be a strong linbet$een the operational, tactical and strategic level goals and ob;ectives, other$ise an organi:ation $ill find itself +easuring and reporting on perfor+ance that +ay not add any value. Service +easure+ent is not only loo-ing at the past but also the future B $hat do $e need to be able to do and ho$ can $e do things better8 The output of any Service /easure+ent #ra+e$or- should allo$ individuals to +a-e operational, tactical or strategic decisions.
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>uilding a Service /easure+ent #ra+e$or- +eans deciding $hich of the follo$ing need to be +onitored and +easured"

Services Co+ponents Service /anage+ent processes that support the services (ctivities $ithin the process Outputs.
Selecting a co+bination of +easures is i+portant to provide an accurate and balanced perspective. The +easure+ent fra+e$or- as a $hole should be balanced and unbiased, and able to $ithstand change, i.e. the +easures are still applicable Dor availableE after a change has been +ade. 7hether +easuring one or +ultiple services the follo$ing steps are -ey to service +easure+ent. Origins
5efining $hat success loo-s li-e. 7hat are $e trying to achieve and ho$ $ill $e -no$ $hen $e've achieved it8
>uilding the fra+e$or- and choosing +easures

7hat do $e need to +easure that $ill provide us $ith useful infor+ation that allo$s us to +a-e strategic, tactical and/or operational decisions8 7hat +easures $ill provide us $ith the data and infor+ation $e need8 Setting targets for all +easures. This +ay be set by Service Level (gree+ents or service level targets/ob;ectives that have been agreed internally $ithin IT.
5efining the procedures and policies
5efine the procedures for +a-ing the +easure+ents and deter+ine the tools to be used to support gathering of the data and other +easure+ent activities defined at the beginning of Chapter .. Identify the roles and responsibilities for service +easure+ent B $ho $ill do $hat8 5efine any policies necessary to support service +easure+ent. 5ecide the criteria for continual i+prove+ent initiatives. Consider $hen targets should be raised8
Critical elements o# a Service (easurement Framewor' #or a successful Service /easure+ent #ra+e$or- the follo$ing critical ele+ents are required.
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( )erfor+ance #ra+e$orthat is"

Integrated into business planning #ocused on business and IT goals and ob;ectives Cost?effective >alanced in its approach on $hat is +easured (ble to $ithstand change.
)erfor+ance +easures that"

(re accurate and reliable (re $ell defined, specific and clear (re relevant to +eeting the ob;ectives 5o not create a negative behaviour Lead to i+prove+ent opportunities.
)erfor+ance targets that"
(re S/(1T.
5efined roles and responsibilities

7ho defines the +easures and targets8 7ho +onitors and +easures8 7ho gathers the data8 7ho processes and analyses the data8 7ho prepares the reports8 7ho presents the reports8
..3.3 Di##erent levels o# measurement an reporting

Creating a Service /easure+ent #ra+e$or- $ill require the ability to build upon different +etrics and +easure+ents. The end result is a vie$ of the $ay individual co+ponent +easure+ents feed the end?to?end service +easure+ent $hich should be in support of -ey perfor+ance indicators defined for the service. This $ill then be the basis for creating a service scorecard and dashboard. The service scorecard $ill then be used to populate an overall >alanced Scorecard or IT scorecard. (s sho$n in #igure ..** there are +ultiple levels that need to be considered $hen developing a Service /easure+ent #ra+e$or-.
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Figure ..++ Service measurement mo el
7hat gets reported at each level is dependent on the +easures that are selected. Starting at the botto+, the technology do+ain areas $ill be +onitoring and reporting on a co+ponent basis. This is valuable as each do+ain area is responsible for ensuring the servers are operating $ithin defined guidelines and ob;ectives. (t this level, +easure+ents $ill be on co+ponent availability, reliability and perfor+ance. The output of these +easure+ents $ill feed into the overall end?to?end service +easure+ent as $ell as the Capacity and (vailability )lans. These +easure+ents $ill also feed into any incre+ental operations i+prove+ents and into a +ore for+al CSI initiative. ( part of service +easure+ent is then ta-ing the individual co+ponent +easure+ents and using these to deter+ine the true service +easure+ent for an end?to?end service derived fro+ availability, reliability and perfor+ance +easure+ents. (s an e3a+ple let's use e?+ail as a service that is provided. (s #igure ..* sho$s, $e have four technology do+ains that often are +onitored and reported on. The availability nu+bers are e3a+ples provided only for illustrative purposes.

/ainfra+e availability %%.%2R 7(G availability %9R L(G availability %4.0R

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5es-top availability %2R
Figure ..+, Tec$nology omain vs. service management
/any people thin- the end?to?end service availability in this e3a+ple is %2R because it is the lo$est availability nu+ber. Co$ever, since all the failures $hich led to decreased availability did not occur at the sa+e ti+e $ithin each technology do+ain the availability nu+bers have to be +ultiplied together. So the si+ple calculation is %%.%2R 3 %9R 3 %4.0R 3 %2R. This provides an availability of the e?+ail service at %*.2%R $hich is $hat the custo+er e3periences. Service scorecar This provides a snapshot vie$ of a particular service. The ti+ing is usually +onthly but could be $ee-ly or quarterly. It is reco++ended to report at least on a +onthly basis. Service as$)oar This can include the sa+e +easures as those reported on the service scorecard but these are real?ti+e +easures that can be +ade available to IT and the business through the intranet or so+e other portal +echanis+. (t the highest level is a >alanced Scorecard or so+e for+ of IT scorecard that provides a co+prehensive vie$ of the +easured aspects of the service. 7hat should be +easured should reflect strategic and tactical goals and ob;ectives. 7hen developing a Service /anage+ent #ra+e$or- it is i+portant to understand $hich are the +ost suitable types of report to create, $ho they are being prepared for, and ho$ they $ill be used.
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..3.. De#ining w$at to measure

Effective service +easures concentrate on a fe$ vital, +eaningful indicators that are econo+ical, quantitative and usable for the desired results. If there are too +any +easures, organi:ations +ay beco+e too intent on +easure+ent and lose focus on i+proving results. ( guiding principle is to +easure that $hich +atters +ost. IT has never lac-ed in the +easuring area. In fact, +any IT organi:ations +easure far too +any things that have little or no value. There is often no thought or effort given to align+ent +easures to the business and IT goals and ob;ectives. There is often no +easure+ent fra+e$or- to guide the organi:ation in the area of service +easure+ent. 5efining $hat to +easure is i+portant to ensure that the proper +easures are in place to support the follo$ing"

Service perfor+ance against the strategic business and IT plans B this $ould be a part of a >alanced scorecard or IT scorecard. 1is- and co+pliance $ith regulations and security require+ents for the service B +onitoring of security incidents and e+bedding security require+ents in the Service 5esign and Transition practices. >usiness contribution including but not li+ited to financials B ho$ does IT support the business in delivering services. (s an e3a+ple if your organi:ation is an insurance co+pany the +a;or business services are $riting policies and paying clai+s. 5oes IT +a-e it easier to $rite policies and process clai+s for their agents especially $hen agents $or- re+otely, such as during ti+es of natural disaster8 @ey IT processes that support the service B ho$ do availability, capacity and IT service continuity support the service8 Internal and e3ternal custo+er satisfaction B +easuring custo+er satisfaction to ensure that the custo+er's needs are being +et.
To assess the business perfor+ance of IT, organi:ations +ay $ant to consider the categories in Table ....
Category )roductivity Custo+er satisfaction <alue chain Co+parative perfor+ance >usiness align+ent Invest+ent targeting 5efinition )roductivity of custo+ers and IT resources Custo+er satisfaction and perceived value of IT services I+pact of IT on functional goals Co+parison against internal and e3ternal results $ith respect to business +easures or infrastructure co+ponents Criticality of the organi:ation's services, syste+s and portfolio of applications to business strategy I+pact of IT invest+ent on business cost structure, revenue structure or
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invest+ent base /anage+ent vision Senior +anage+ent's understanding of the strategic value of IT and ability to provide direction for future action
Table %.% Categories for assessing business performance
7hen +easuring and reporting, IT needs to shift fro+ their nor+al $ay of reporting to a +ore business vie$ that the business can really understand. (s an e3a+ple, the traditional IT approach on +easuring and reporting availability is to present the results in percentages but these are often at a co+ponent level and not at the service level. (vailability $hen +easured and reported should reflect the e3perience of the custo+er. >elo$ are the co++on +easure+ents that are +eaningful to a custo+er.

Gu+ber of outages on each service B there $ere t$o outages this +onth on Service *. 5uration of outages for each service B Service * outages lasted *4% +inutes. I+pact of the outages to each business B >usiness * uses five services and the total of all outages $as ** and the total duration $as *,4.% +inutes $hich prevented the business fro+ being able to generate revenue during this ti+e period.
#ollo$ing on fro+ this are co++on +easure+ents to consider $hen selecting your +easures. 1e+e+ber this $ill be contingent on J$hat you can +easure'. If you cannot +easure so+e of your choices at this ti+e, then you $ill need to identify $hat tools, people etc. that $ill be required to effect those particular +easure+ents. 5on't forget that you can use Incident /anage+ent data to help deter+ine availability. Service levels This +easure $ill include service, syste+, co+ponent availability, transaction and response ti+e on co+ponents as $ell as the service, delivery of the service/application on ti+e and on budget, quality of the service and co+pliance $ith any regulatory or security require+ents. /any SL(s also require +onitoring and reporting on Incident /anage+ent +easures such as +ean ti+e to repair D/TT1E and +ean ti+e to restore a service D/T1SE. Other nor+al +easure+ents $ill be +ean ti+e bet$een syste+ incidents D/T>SIE and +ean ti+e bet$een failures D/T>#E. /any of the operational +etrics and +easures defined in the Service 5esign publication address the above +easures in +ore detail. Customer satis#action
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Surveys are conducted on a continual basis to +easure and trac- custo+er satisfaction. It is co++on for the Service 5es- and Incident /anage+ent to conduct a rando+ sa+pling of custo+er satisfaction on incident tic-ets. 5usiness impact /easure $hat actions are invo-ed for any disruption in service that adversely affects the custo+er's business operation, processes or its o$n custo+ers. Supplier per#ormance 7henever an organi:ation has entered into a supplier relationship $here so+e services or parts of services have been outsourced or co?sourced it is i+portant to +easure the perfor+ance of the supplier. (ny supplier relationship should have defined, quantifiable +easures and targets and +easure+ent and reporting should be against the delivery of these +easures and targets. >esides those discussed above, service +easure+ents should also include any process +etrics and @)Is that have been defined. One of CSI's -ey sets of activities is to +easure, analyse and report on IT services and ITS/ results. /easure+ents $ill, of course, produce data. This data should be analysed over ti+e to produce a trend. The trend $ill tell a story that +ay be good or bad. It is essential that +easure+ents of this -ind have ongoing relevance. 7hat $as i+portant to -no$ last year +ay no longer be pertinent this year. (s part of the +easuring process it is i+portant to confir+ regularly that the data being collected and collated is still required and that +easure+ents are being ad;usted $here necessary. This responsibility falls on the o$ner of each report or dashboard. They are the individuals designated to -eep the reports useful and to +a-e sure that effective use is being +ade of the results.
..3.4 Setting targets

Targets set by +anage+ent are quantified ob;ectives to be attained. They e3press the ai+s of the service or process at any level and provide the basis for the identification of proble+s and early progress to$ards solutions and i+prove+ent opportunities. Service +easure+ent targets are often defined in response to business require+ents or they +ay result fro+ ne$ policy or regulatory require+ents. Service Level /anage+ent through Service Level (gree+ents $ill often drive the target that is required. 6nfortunately, +any organi:ations have had targets set $ith no clear understanding of the IT organi:ation's capability to +eet the target. That is $hy it is i+portant that Service Level /anage+ent not only loo-s
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at the business require+ents but also IT capability to +eet business require+ents. 7hen first setting targets against a ne$ service it +ay be advisable to consider a phased target approach. In the other $ords, the target in the first quarter +ay be lo$er than the second quarter. 7ith a ne$ service it $ould be un$ise to enter into a Service Level (gree+ent until overall capabilities are clearly identified. Even $ith the best Service 5esign and Transition, no one ever -no$s ho$ a service $ill perfor+ until it is actually in production. Setting targets is ;ust as i+portant as selecting the right +easures. It is i+portant that targets are realistic but challenging. &ood targets $ill be S/(1T Dspecific, +easurable, achievable, relevant and ti+elyE. Targets should be clear, una+biguous and easy to understand by those $ho $ill be $or-ing to$ard the+. 1e+e+ber that the choice of +easures and their targets can affect the behaviour of those $ho are doing the $orthat is being +easured. That is $hy it is al$ays i+portant to have a balanced approach. Let's looat an e3a+ple of co++on +easures that are captured for the Service 5es-. It is co++on for the Service 5es- to +easure the (verage Speed of (ns$er D(S(E, nu+ber of calls ans$ered and call duration. These +easures are often collected through telephony syste+s. If a Service 5es- +anager e+phasi:es the above +easures +ore than others such as quality incident tic-ets, first contact resolution, custo+er satisfaction etc., it +ay be that the Service 5es- analysts are focused on ho$ +any calls they can ans$er in a day and ho$ quic-ly they can co+plete one call and start the ne3t. 7hen this happens $ith no thought about the quality of service being provided to restore service, or ho$ the custo+er is treated, it $ill result in negative behaviour that is counter?productive to the goal of providing good service. The focus is only on volu+e and not quality. 7hen setting targets it is i+portant to deter+ine the baseline" this is the starting point fro+ $hich you $ill +easure i+prove+ent.
..3.6 Service management process measurement

The sa+e principles apply $hen +easuring the efficiency and effectiveness of a service +anage+ent process. (s the figure belo$ sho$s you $ill need to define $hat to +easure at the process activity level. These activity +easures should be in support of process -ey perfor+ance indicators D@)IsE. The @)Is need to support higher?level goals. In the e3a+ple belo$ for Change /anage+ent, the higher level goal is to i+prove the service quality. One of the +a;or reasons for service quality issues is the do$nti+e caused by failed changes. (nd one of the +a;or reasons for failed changes is often the nu+ber of urgent changes an
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organi:ation i+ple+ents $ith no for+al process. &iven that, then so+e -ey activity +etrics it $ould be advisable to capture are"

Gu+ber of urgent changes Gu+ber of failed urgent changes 6nauthori:ed changes that failed.
There are four +a;or levels to report on. The botto+ level contains the activity +etrics for a process and these are often volu+e type +etrics such as nu+ber of 1equest for Changes D1#CE sub+itted, nu+ber of 1#Cs accepted into the process, nu+ber of 1#Cs by type, nu+ber approved, nu+ber successfully i+ple+ented, etc. The ne3t level contains the @)Is associated $ith each process. The activity +etrics should feed into and support the @)Is. The @)Is $ill support the ne3t level $hich is the high?level goals such as i+proving service quality, reducing IT costs or i+proving custo+er satisfaction, etc. #inally, these $ill feed into the organi:ation's >alanced Scorecard or IT scorecard. 7hen first starting out, be careful to not pic- too +any @)Is to support the high?level goals. (dditional @)Is can al$ays be added at a later ti+e.
Figure ..+3 Service management mo el
Table ..0 identifies so+e @)Is that reflect the value of service +anage+ent. The @)Is are also lin-ed to the service +anage+ent process or processes that directly support the @)I. This table is not inclusive of all @)Is but si+ply an e3a+ple of ho$ @)Is +ay be +apped to processes.
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@ey perfor+ance indicator
Service +anage+ent process (vailability Capacity Incident /anage+ent )roble+ /anage+ent Change /anage+ent Service Level /anage+ent (vailability Capacity Incident /anage+ent )roble+ /anage+ent Change /anage+ent Service Level /anage+ent Incident /anage+ent Event /anage+ent )roble+ /anage+ent Change /anage+ent Service Level /anage+ent
Co++ent
I+proved availability Dby service/syste+s/applicationsE
I+proved +onitoring and reporting on service availability E3panded incident lifecycle, re+oving errors fro+ the infrastructure, and reduction of failed changesI i+proved understanding of business require+ents and IT capability B proactive planning
1eduction of service level breaches Dby service/syste+s/applicationsE
I+proved +onitoring of services )riority +odel, incident o$nership, +onitoring and trac-ingI re+oval of errors fro+ the infrastructure 1eduction of failed changesI e3plicit Service Level (gree+ents
1eduction of +ean ti+e to repair Dthis should be +easured by priority level, and not on a cu+ulative basisE
I+proved escalations, i+proved -no$ledge, i+proved prioriti:ation )riority +odel and Operational Level (gree+ents Creating lead ti+e policies I+proved planning and scheduling reduces the need for urgent and e+ergency changes Co++unicating change lead ti+es to the business 1e+oving errors fro+ the infrastructure, and reduction of failed changesI i+proved understanding of business require+ents and IT capability B proactive planning
1educe percentage of urgent and e+ergency changes Dby business unitE
1eduction of +a;or incidents
)roble+ /anage+ent Change /anage+ent Service Level /anage+ent
Table %., !ey performance indicators of the value of service management
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..3.8 Creating a measurement #ramewor' gri

It is reco++ended to create a fra+e$or- grid that $ill lay out the high?level goals and define $hich @)Is $ill support the goal and also $hich category the @)I addresses.
Cigh?level goal /anage availability and reliability of a service @)I )ercentage i+prove+ent in overall end?to?end availability of services @)I category <alue Auality /easure+ent Target Co$ and $ho
End?to?end service %%.%%0R Technical availability based on the /anagers co+ponent availability Technical that +a-es up the (nalyst service Service Level (S .!! availability /anager Get$or- availability (pplication availability
Table %.- )igh.level goals and /ey performance indicators
@)I categories can be classified as the follo$ing"

Co+pliance B are $e doing it8 Auality B ho$ $ell are $e doing it8 )erfor+ance B ho$ fast or slo$ are $e doing it8 <alue B is $hat $e are doing +a-ing a difference8
..3.: Interpreting an using metrics

1esults +ust be e3a+ined in conte3t of the ob;ectives, environ+ent and any e3ternal factors. Therefore after collecting the results, organi:ations $ill conduct +easure+ent revie$s to deter+ine ho$ $ell the indicators $or-ed and ho$ the results contribute to ob;ectives. >efore starting to interpret the +etrics and +easures it is i+portant to identify if the results that are being sho$n even +a-e sense. If they do not, then instead of interpreting the results, action should be ta-en to identify the reasons the results appear the $ay they do. (n e3a+ple $as an organi:ation that provided data for the Service 5es- and the data sho$ed there $ere +ore first?contact resolutions at the Service 5es- than there $ere incident tic-ets opened by the Service 5es-. This is i+possible and yet this organi:ation $as ready to distribute this report. 7hen this -ind of thing happens than so+e questions need to be as-ed, such as"

Co$ did $e collect this data8 7ho collected the data8 7hat tools $ere used to collect the data8 7ho processed the data8
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7hat could have led to the incorrect infor+ation8
..3.; Interpreting metrics

7hen beginning to interpret the results it is i+portant to -no$ the data ele+ents that +a-e up the results, the purpose of producing the results and the e3pected nor+al ranges of the results. Si+ply loo-ing at so+e results and declaring a trend is dangerous. #igure ..*. sho$s a trend that the Service 5es- is opening fe$er incident tic-ets over the last fe$ +onths. One could believe that this is because there are fe$er incidents or perhaps it is because the custo+ers are not happy $ith the service that is being provided, so they go else$here for their support needs. )erhaps the organi:ation has i+ple+ented a self help -no$ledge base and so+e custo+ers are no$ using this service instead of contacting the Service 5es-. So+e investigation is required to understand $hat is driving these +etrics.
Figure ..+. Num)er o# inci ent tic'ets opene )y Service Des' over time
One of the -eys to proper interpretation is to understand $hether there have been any changes to the service or if there $ere any issues that could have created the current results. The chart can be interpreted in +any $ays so it $ould not be $ise to share this chart $ithout so+e discussion of the +eaning of the results. #igure ..*0 is another e3a+ple of a Service 5es- +easure+ent. 6sing the sa+e nu+ber of incident tic-ets $e have no$ also provided the results of first contact resolution. The figure sho$s that not only are fe$er incident tic-ets being
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opened, but the ability to restore service on first contact is also going do$n. >efore ;u+ping to all -inds of conclusions, so+e questions need to be as-ed.

7hat has happened that could drive do$n the nu+ber of incidents8 7hat $ould i+pact our ability to restore service on the first contact8 5id $e hire ne$ Service 5es- analysts8 5id $e re+ove so+e services8 Cave $e provided other +eans to access our services8 Cave other processes been i+ple+ented that could i+pact incident volu+e and first contact resolution8
Figure ..+4 Comparison )etween inci ent tic'ets opene an resolve on #irst contact )y t$e Service Des'
In this particular case, the organi:ation had i+ple+ented )roble+ /anage+ent. (s the process +atured and through the use of incident trend analysis, )roble+ /anage+ent $as able to identify a couple of recurring incidents that created a lot of incident activity each +onth. Through root cause analysis and sub+itting a request for change, a per+anent fi3 $as i+ple+ented, thus getting rid of the recurring incidents. Through further analysis it $as found that these fe$ recurring incidents $ere able to be resolved on the first contact. >y re+oving these incidents the opportunity to increase first contact resolution $as also re+oved. 5uring this ti+e period the Service 5es- also had so+e ne$ hires. Table ..4 provides a current vie$ and year?to?date DOT5E vie$ for response ti+es for three services. The table provides a transaction count for each service, the +ini+u+ response ti+e +easured in seconds, the +a3i+u+ response ti+e +easured in seconds and the average for the +onth. The table also provided the
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OT5 average for each service. In order to understand if these nu+bers are good or not it is i+portant to define the target for each service as $ell as the target for +eeting the Service Level (gree+ent.
Service measurement response time Service *esponse times in secon s Current mont$ Count Service * Target U *.0 seconds Service Target U *. 0 seconds Service , Target U .0 seconds *,!!,,%*% 9*0,,,% 9%%,.!! (in *. ! !.90 *.*, (a22. 0 *. , .!. * %vg ,.., *.!, .* *.0, *.!4 .40 GTD &ercent wit$in SL% ;;.4H is t$e target (ont$ly %%.0.R %9...R %2.0!R GTD H %9.42R %%. ,R %..24R
Table %.0 1esponse times for three Service 2es/s
7hen loo-ing at the results for the three services it +ay appear that Service is the best and this +ight be because it handles fe$er transactions on a +onthly basis than the other t$o services. Interpreting that Service is the best by only loo-ing at the nu+bers is dangerous. Investigations $ill find that Service is a global service that is accessed 4 3 . and the other t$o services have pea- ti+e utili:ation bet$een 9 a+ and 4 p+ Eastern Ti+e. This is no e3cuse because the services are not hitting targets so further investigation needs to be conducted at the syste+ and co+ponent levels to identify any issues that are creating the current response ti+e results. It could be that the usage has pic-ed up and this $as not planned for and so+e fine tuning on co+ponents can i+prove the response ti+e. ..3.+? /sing measurement an metrics /etrics can be used for +ultiple purposes such as to"

<alidate B are $e supporting the strategy and vision8 =ustify B do $e have the right targets and +etrics8 5irect B based on factual data, people can be guided to change behaviour Intervene B ta-e corrective actions such as identifying i+prove+ent opportunities.
Service +easure+ents and +etrics should be used to drive decisions. 5epending on $hat is being +easured the decision could be a strategic, tactical or operational decision. This is the case for CSI. There are +any i+prove+ent opportunities but there is often only a li+ited budget to address the i+prove+ent opportunities, so decisions +ust be +ade. 7hich i+prove+ent opportunities $ill
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support the business strategy and goals, and $hich ones $ill support the IT goals and ob;ectives8 7hat are the 1eturn on Invest+ent and <alue on Invest+ent opportunities8 These t$o ite+s are discussed in +ore detail in section .... (nother -ey use of +easure+ent and +etrics is for co+parison purposes. /easures by the+selves +ay tell the organi:ation very little unless there is a standard or baseline against $hich to assess the data. /easuring only one particular characteristic of perfor+ance in isolation is +eaningless unless it is co+pared $ith so+ething else that is relevant. The follo$ing co+parisons are useful"

Co+parison against the baseline Co+parison against a target or goal Co+parison $ith other organi:ations B be sure to understand that the strategy, goals and ob;ectives of other organi:ations +ay not be in align+ent $ith yours so there +ay be driving factors in the other organi:ation that you don't have or it could be the other $ay around Co+parison over ti+e such as day to day, $ee- to $ee-, +onth to +onth, quarter to quarter, or year to year Co+parison bet$een different business units Co+parison bet$een different services.
/easures of quality allo$ for +easuring trends and the rate of change over a period of ti+e. E3a+ples could be +easuring trends against standards that are set up either internally or e3ternally and could include bench+ar-s, or it could be +easuring trends $ith standards and targets to be established. This is often done $hen first setting up baselines. ( +inor or short?ter+ deviation fro+ targets should not necessarily lead to an i+prove+ent initiative. It is i+portant to set the criteria for the deviations before an i+prove+ent progra++e is initiated. Co+paring and analysing trends against service level targets or an actual Service Level (gree+ent is i+portant as it allo$s for early identification of fluctuations in service delivery or quality. This is i+portant not only for internal service providers but also $hen services have been outsourced. It is i+portant to identify any deviations and discuss the+ $ith the e3ternal service provider in order to avoid any supplier relationship proble+s. Speed and efficiency of co++unication $hen there are +issed targets is essential to the continuation of a strong relationship. 6sing the +easure+ents and +etrics can also help define any e3ternal factors that +ay e3ist outside the control of the internal or e3ternal service provider. The real $orld needs to be ta-en into consideration. E3ternal factors could include anything fro+ language barriers to govern+ental decisions.
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Individual +etrics and +easures by the+selves +ay tell an organi:ation very little fro+ a strategic or tactical point of vie$. So+e types of +etrics and +easures are often +ore activity based than volu+e based, but are valuable fro+ an operational perspective. E3a+ples could be"

The services used The +apping of custo+ers to services #requency of use of each service Ti+es of day each service is used The $ay each service is used Dinternally or e3ternally through the $ebE The perfor+ance of each co+ponent used to provide the service The availability of each co+ponent used to provide the service.
Each of these +easures by the+selves $ill provide so+e infor+ation that is i+portant to IT staff including the technical +anagers $ho are responsible for (vailability and Capacity /anage+ent as $ell as those $ho +ay be responsible for a technology do+ain such as a server far+, an application or the net$or-, but it is the e3a+ination and use of all the +easure+ents and +etrics together that delivers the real value. It is i+portant for so+eone to o$n the responsibility to not only looat these +easure+ents as a $hole but also to analyse trends and provide interpretation of the +eaning of the +etrics and +easures. ..3.++ Creating scorecar s an reports Service +easure+ent infor+ation $ill be used for three +ain purposes" to report on the service to interested partiesI to co+pare against targetsI and also to identify i+prove+ent opportunities. 1eports +ust be appropriate and useful for all those $ho use the+. There are typically three distinct audiences for reporting purposes.

The business B is it really focused on delivery to ti+e and budget8 IT +anage+ent B +anage+ent $ill be interested in the tactical and strategic results that support the business. IT operational/technical +anagers B these people $ill be concerned $ith the tactical and operational +etrics $hich support better planning, coordination and scheduling of resources. The operational +anagers $ill be interested in their technology do+ain +easure+ents such as co+ponent availability and perfor+ance.
/any organi:ations +a-e the +ista-e of creating and distributing the sa+e report to everyone. This does not provide value for everyone. Creating scorecar s t$at align to strategies
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1eports and scorecards should be lin-ed to overall strategy and goals. 6sing a >alanced Scorecard approach is one $ay to +anage this align+ent. #igure ..*2 illustrates ho$ the overall goals and ob;ectives can be used to derive the +easure+ents and +etrics required to support the overall goals and ob;ectives. The arro$s point both $ays because the strategy, goals and ob;ectives $ill drive the identification of required @)Is and +easure+ents, but it is also i+portant to re+e+ber that the +easures are input in @)Is and the @)Is support the goals in the >alanced Scorecard. It is i+portant to select the right +easures and targets to be able to ans$er the ulti+ate question of $hether the goals are being achieved and the overall strategy supported.
Figure ..+6 Deriving measurements an metrics #rom goals an o)3ectives
The >alanced Scorecard is discussed in +ore detail in Chapter 0. ( sa+ple >alanced Scorecard is also provided in Chapter 0. Creating reports 7hen creating reports it is i+portant to -no$ their purpose and the details that are required. 1eports can be used to provide infor+ation for a single +onth, or a co+parison of the current +onth $ith other +onths to provide a trend for a certain ti+e period. 1eports can sho$ $hether service levels are being +et or breached. >efore starting the design of any report it is also i+portant to -no$ the follo$ing"

7ho is the target audience of the report8 7hat $ill the report be used for8 7ho is responsible for creating the report8
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Co$ $ill the report be created8 Co$ frequently is the report to be created8 7hat infor+ation $ill be produced, shared or e3changed8
One of the first ite+s to consider is $ho is the target audience. /ost senior +anagers don't $ant a report that is 0! pages long. They li-e to have a short su++ary report and access to supporting details if they are interested. Table ..9 provides a suitable overvie$ that $ill fit the needs of +ost senior +anagers. This report should be no longer than t$o pages but ideally a single page if that is achievable $ithout sacrificing readability.
1eport for the +onth of" /onthly overvie$ 1esults 7hat led to the results (ctions to ta-e This is a su++ary of the service +easure+ent for the +onth and discusses any trends over the past fe$ +onths. This section can also provide input into ... This section outlines the -ey results for the +onth. (re there any issues/activities that contributed to the results for this +onth8 7hat action have you ta-en or $ould li-e to ta-e to correct any undesirable results8 /a;or deficiencies +ay require CSI involve+ent and the creation of a service i+prove+ent plan. 5efine $hat you thin- the future results $ill be.
)redicting the future
Table %.3 4n e*ample of a summary report format
It is also i+portant to -no$ $hat report for+at the audience prefers. So+e people li-e te3t reports, so+e li-e charts and graphs $ith lots of colour, and so+e li-e a co+bination. >e careful about the type of charts and graphs that are used. They +ust be understandable and not open to different interpretations. /any reporting tools today produce canned reports but these +ay not +eet everyone's business require+ents for reporting purposes. It is $ise to ensure that a selected reporting tool has fle3ibility for creating different reports, that it $ill be lin-ed or support the goals and ob;ectives, that its purpose is clearly defined, and that its target audience is identified. 1eports can be set up to sho$ the follo$ing"

1esults for a service B supporting reports $ould be the individual +easure+ents on co+ponents Cealth of a service +anage+ent process B this report $ill have certain process @)I results #unctional reports B such as telephony reports for the Service 5es-.
#igure ..*4 sho$s the a+ount of outage +inutes for a service. Co$ever, through analysis of the results, a direct relationship $as discovered bet$een failed
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changes and the a+ount of outage +inutes. Seeing this infor+ation together convinced an organi:ation that it really needed to i+prove its Change /anage+ent process.
Figure ..+8 *eporte outage minutes #or a service
Table ..% is another e3a+ple of a service +easure+ent report. The report clearly states an ob;ective and also provides a OT5 status. The report co+pares this year's outage to last year's outage. The report also addresses the actual custo+er i+pact. 5epending on needs, this report for+at can be used for +any reporting purposes such as perfor+ance, Service Level (gree+ents, etc.
(ctual outage +inutes co+pared to goal Ob;ective Status /onthly report )revious year's outage +inutes This year's outage +inutes 1unning year to date reduction /onthly indicator )ositive Gegative )ositive )ositive Gegative )ositive /onth * /onth !R decrease in outages *9R decrease year to date /onth , /onth . /onth 0 /onth 2
1eduction in custo+er i+pact Ob;ective Status Ge3t steps R decrease in nu+ber of custo+ers i+pacted
Table %.5 Service report of outage minutes compared to goal
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Table ..*! sho$s Incident /anage+ent data in reference to nu+ber of incident tic-ets by priority and the success of +eeting the Service Level (gree+ent for service restoration.
Target /onth * Gu+ber of tic-ets %ll inci ents 7ithin target /issed target &rand total )riority * 7ithin target /issed target &rand total )riority 7ithin target /issed target &rand total )riority , 7ithin target /issed target &rand total )riority . 7ithin target 4!R $ithin /issed target &rand total business days .,29, 2* 4,42* %9.!% *.%* .,,!* 24 2,22. %9... *.02 9!R $ithin * business day ,0, % *,!2. 9%.22 *!.,. ,*42 .* *,!9* 99.% **.!9 %!R $ithin . hours * 4 ,0 *2. 49..! *.2! *0, * 9, % .4, 4. 4 %0R $ithin * hour . 4 ,% 44.. .09 *4 0 . 44. 9 .4 4,0.! * 4,42* %4.*0 .90 2,,,% , 0 2,22. %0.* ..99 R /onth Gu+ber of tic-ets R
Table %. 6 (ercentage of incidents meeting target time for service restoration
Table ..** provides so+e sa+ple @)Is for different processes. This is not an all? inclusive list but si+ply an e3a+ple. Each organi:ation $ill need to define $hat @)Is to report on.
)rocess Incident @)I/5escription Tic-ets resolved $ithin target ti+e Type <alue )rogress indicator /eets/e3ceeds target ti+es Service 5es- only B target is 9!R
Incident R of incidents closed )erfor+ance
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B first call Incident Incident (bandon rate Service 5es- $ith (C5. 0R or less goal Dafter . secondsE
Count of incidents Co+pliance Consistency in nu+ber of incidents B investigation sub+itted by support is $arranted for D*E rapid increase $hich +ay group indicate infrastructure investigation, and D E rapid decrease $hich +ay indicate co+pliance issues R of repeated proble+s over ti+e R root cause $ith per+anent fi3 Auality )roble+s that have been re+oved fro+ the infrastructure and have re?occurred. Target" less than *R over a * ?+onth rolling ti+efra+e Calculated fro+ proble+ tic-et start date to per+anent fi3 found. This +ay not include i+ple+entation of per+anent fi3. Internal target" %!R of proble+s B $ithin .! days. E3ternal target" 9!R of proble+s B $ithin ,! days. Internal U >/O internalI E3ternal U ,rd party/vendor
)roble+
)roble+
Auality
)roble+
R and nu+ber of incidents raised to )roble+ /anage+ent R of 1#Cs successfully i+ple+ented $ithout bac-out or issues R of 1#Cs that are e+ergencies Gu+ber of CI additions or updates Gu+ber of records related to CI R of releases using e3ceptions R of releases bypassing process (ction required Capacity?related proble+s
Co+pliance Sorted by infrastructure Dinternal and e3ternalE and develop+ent Dinternal and e3ternalE
Change
Auality
&rouped by infrastructure/develop+ent
Change
)erfor+ance
Sort by infrastructure or develop+ent B and by e+ergency quic- fi3 Dservice do$nE or business require+ent Configuration ite+ additions or updates bro-en do$n by group B C/5>/change +odules Gu+ber of associations grouped by process E3ceptions are criteria dee+ed +andatory B identify by groups Identify groups by passing release process Gu+ber of services that require action vs. total nu+ber of syste+s Gu+ber of proble+s caused by capacity issues sorted by group
Config Config 1elease 1elease Capacity Capacity
Co+pliance )erfor+ance <alue Co+pliance <alue Auality
Table %.
Sample /ey performance indicators
..3.+, CSI policies

(s +entioned in Chapter ,, use of CSI policies is a -ey principle that needs to be defined and co++unicated throughout the IT organi:ation. /any of the policies
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that support CSI activities are often found as a part of Service Level /anage+ent, (vailability /anage+ent and Capacity /anage+ent. E3a+ples of so+e of these policies are"

/onitoring require+ents +ust be defined and i+ple+ented 5ata +ust be gathered and analysed on a consistent basis Trend reporting +ust be provided on a consistent basis Service Level (chieve+ent reports +ust be provided on a consistent basis Internal and e3ternal service revie$s +ust be co+pleted on a consistent basis Dinternal is $ithin IT and e3ternal is $ith the businessE Services +ust have either clearly defined service levels or service targets that can be used to deter+ine if there are gaps in the services provided Service +anage+ent processes +ust have critical success factors and -ey perfor+ance indicators to deter+ine if there are gaps bet$een the e3pected outco+e and the real outco+e.
On a consistent basis +eans that the activity is not done ad hoc but on scheduled dates such as +onthly or quarterly. /ost organi:ations revie$ service achieve+ent and service +anage+ent process results on a +onthly basis. If a ne$ service is being introduced, it is reco++ended to +onitor, report and revie$ +uch sooner than after a +onth. Oou +ay $ant to revie$ the ne$ service daily for a period of ti+e, before going to $ee-ly and then finally +onthly. (dditional CSI polices that an IT organi:ation should i+ple+ent"

(ll i+prove+ent initiatives +ust use the for+al Change /anage+ent process (ll functional groups $ithin IT have a responsibility for CSI activities. This +ight be only one person in the group, but the intent here is that CSI is not usually a functional group $ithin an organi:ation but that everyone has a hand in supporting CSI activities 1oles and responsibilities $ill be docu+ented, co++unicated and filled $ithin IT.
7hen defining the CSI policies you +ay $ant to use a consistent te+plate. The te+plate in Table ..* is an e3a+ple that docu+ents the policy state+ent, reason for the policy and a definition of the benefits of the policy. If an organi:ation has difficulty defining the reason for and benefits of a policy it should consider $hether the policy is needed. If co+pliance to a policy cannot be +onitored then the value of the policy +ust be in doubt.
Title )olicy /onitoring services, syste+s and co+ponents IT and the business +ust agree on $hat to +onitor and collect data for each
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state+ent 1eason for policy >enefits
service. This data should reflect the Service Level (gree+ents. )rovides input into CSI activities to identify gaps and i+prove+ent opportunities. Ensure agree+ent on defining $hat to +onitor D$or- $ith SL/E. 5efine +onitoring require+ents for ne$ services and/or e3isting services to support CSI activities. Identification of trends and gaps. Supports prioriti:ation of i+prove+ent pro;ects.
Table %. ' E*ample policy template
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... *eturn on Investment #or CSI

#e$ organi:ations are $illing to under$rite the cost and effort associated $ith process i+prove+ent $ithout so+e quantification of costs and evidence of benefits and outco+es. 6nfortunately, going beyond the Jsounds li-e a good idea' point into +easurable outco+es presents several challenges. These +ay include the follo$ing"

There is no true understanding of current IT capabilities or costs. There is li+ited -no$ledge of the business drivers, and their lin- $ith IT. <iable data is difficult to find in a lo$?process +aturity, data?poor environ+ent. #requently there is li+ited -no$ledge of the cost of IT do$nti+e to the business and IT. There is li+ited -no$ledge of the support at a unit level De.g. cost of an incident, cost of a Level support visitE. There is li+ited e3perience in establishing +easure+ent fra+e$or-s beyond si+ple co+ponent/syste+ +easure+ent. There is li+ited e3perience in identifying +easurable benefits. There is a lac- of understanding of the difference bet$een benefits and 1OI. Tangible and intangible benefits are difficult to distinguish. Co+piling a clear and persuasive case for process i+prove+ent is difficult. Success criteria are inadequately identified, or a $ay to +easure the+ is not clear. ( failure to progressively +easure and +onitor benefits/returns.
....+ Creating a *eturn on Investment

The 1eturn on Invest+ent challenge needs to ta-e into consideration +any factors. On one side is the invest+ent cost. This is the +oney an organi:ation pays to i+prove services and service +anage+ent processes. These costs $ill be internal resource costs, tool costs, consulting costs, etc. It is often easy to co+e up $ith these costs. On the other side is $hat an organi:ation can gain in a return. These returns are often hard to define. In order to be able to co+pute these ite+s it is i+portant to -no$ the follo$ing"

7hat is the cost of do$nti+e8 This $ould include both lost productivity of the custo+ers and the loss of revenue. 7hat is the cost of doing re$or-8 Co$ +any failed changes have to be bac-ed out and re$or-ed8
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7hat is the cost of doing redundant $or-8 /any organi:ations $ho don't have clear processes in place and good co++unication often find that redundant $or- is being done. 7hat is the cost of non?value added pro;ects8 /any pro;ects have been fully funded and resourced but due to changing require+ents no longer add value but the pro;ect +oves for$ard instead of being stopped. 7hat is the cost of late delivery of an application8 5oes this i+pact on the ability to deliver a ne$ service or possibly an additional $ay to deliver an e3isting service8 7hat is the cost of escalating incidents to second and third level support groups instead of resolving incidents at the first level8 There is often a difference in utili:ation staff in second level and third level support groups. The +ore $e escalate incidents to these groups the less ti+e they have to $or- on pro;ects that they +ay also be assigned to. 7hat is the fully allocated hourly cost for different e+ployee levels8
These are only so+e of the things that have to be considered $hen creating a 1OI state+ent. There are different approaches to +easuring and reporting on the availability. (vailability is a good +easure to understand the cost of lost productivity, the cost of not being able to co+plete a business transaction, or the true cost of do$nti+e.
I+pact by +inutes lost B this is a calculation on the duration of do$nti+e +ultiplied by the nu+ber of custo+ers i+pacted. This can be used to report on lost custo+er productivity Dsee Table ..*,E. I+pact by business transaction B this calculation is based on the nu+ber of business transactions that could not be processed during the do$nti+e. This +easure+ent provides a better indication of business i+pact. The true cost of do$nti+e that has been agreed on.
( good $ay to looat the i+pact by lost +inutes is to create a co+ponent failure i+pact analysis table that identifies the nu+ber of users i+pacted $hen a co+ponent fails. 6nderstanding the nu+ber of users i+pacted allo$s you to calculate the cost of their non?productivity. Table ..*, is an e3a+ple only.
Co+ponent 5escription /ain fra+e Core 1outer /id range NOQ application (>C database Gu+ber of users i+pacted 9,0.4 *4,.,, *!,.. 4,,0. *,9*%
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Single des-top
Table %. 3 Component "ailure Impact 4nalysis
7hen you have a failure you can deter+ine the duration of the failure, ho$ +any people $ere i+pacted and using an allocated cost +odel for e+ployees, define the cost of their non?productivity. &ranted not all of the+ $ill try to access the application during the failure but re+e+ber you are creating a scenario that is based on $hat could happen. (s an e3a+ple, let's say there is an application failure that i+pacts 4,,2. e+ployees. The application $as do$n for ,% +inutes. Calculation" nu+ber of users +ultiplied by ,% +inutes divided by 2! Dto convert to hoursE +ultiplied by S.0 equals S *0,,%4. The ne3t question is $hat is the invest+ent cost to i+prove availability of the overall service8 The +ethod chosen should be influenced by the nature of the business operations and business processes. One of the -eys for +easuring and reporting is to be able to define i+prove+ent opportunities that $ill create a 1eturn on Invest+ent for the business. If your business is insurance and you cannot $rite policies than this can translate into lost revenue. This is especially true for those co+panies $ho sell their products and services via the internet. (n organi:ation's co+petition is only a couple of clic-s a$ay $hen a service is not available. That is $hy it is so i+portant to understand the cost of do$nti+e. 5efining the cost to do$nti+e is an e3ercise that IT and the business should conduct. It is i+portant to have agree+ent on $hat the financial i+pact is to the business $hen a service is not available for $hatever reason. Let's say that your organi:ation truly -no$s the cost of do$nti+e. This is often +easured based on the type of service being provided. In Table ..*. $e have defined three different levels of service. The +ission?critical services have a higher do$nti+e cost than the other services. >ased on the hourly cost of do$nti+e and $ith an invest+ent of S,!!,!!! to i+prove services you can see that the return is quic- on the first t$o services.
Type of service /ission?critical service Critical service Gon?critical service Invest+ent infor+ation Cost per hour of do$nti+e S !!,!!! S%!,!!! S**,0!! #inancial invest+ent
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Invest+ent to +a-e i+prove+ents to reduce the a+ount of do$nti+e Gu+ber of +inutes of do$nti+e avoided needed to cover the invest+ent /ission?critical service Critical service Gon?critical service
S,!!,!!! 1eturn in +inutes/hours %! +inutes !! +inutes or ,.,, hours *,002 +inutes or 2 hours
Table %. % 2o7ntime costs of different services and investment information
(nother option if the business and IT cannot agree to the cost of do$nti+e or the cost of non?productive e+ployees, is to ta-e the annual cost of a service that the business pays and divide by the nu+ber of service hours for the year. This $ill provide a +onetary cost the business is paying for each hour of service.
...., Esta)lis$ing t$e 5usiness Case

The >usiness Case should articulate the reason for underta-ing a service or process i+prove+ent initiative. (s far as possible, data and evidence should be provided relating to the costs and e3pected benefits of underta-ing process i+prove+ent, noting that"

)rocess redesign activities are +ore co+ple3 and therefore +ore costly than initially e3pected Organi:ational change i+pact is often underesti+ated Changed process usually requires changed co+petencies and tools, adding further to the e3pense.
In developing a >usiness Case, the focus should not be li+ited to 1OI but also on the business value that service i+prove+ent brings to the organi:ation and its custo+ers D<OIE. That's because 1OI alone does not capture the real value of service i+prove+ent. Should an organi:ation choose to focus solely on 1OI, +uch of the potential benefit achievable $ill not be disclosed nor revie$ed after the fact. This could in turn result in $orth$hile initiatives not being approved, or a revie$ of the initiative revealing apparent failure, $hen it $as actually successful. Got surprisingly, +ost business and IT e3ecutives e3pect a return on their invest+ent. It is i+portant to recogni:e that an invest+ent in CSI, and reali:ing its benefits, can vary depending on the custo+er base, si:e of IT and the +aturity of the ITIL process i+ple+ented. (lso benefits $ill cross e3isting organi:ational boundaries and true benefits can only be captured in collaboration $ith the users/custo+ers and ITIL process o$ners. The focus is therefore to $or- $ith the sta-eholders to develop business and IT specific indicators that linbusiness value +easures $ith IT's contributions. In other $ords, ho$ does ITIL process i+prove+ent add value to the organi:ation8
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E3a+ples of business value +easures are"

Ti+e to +ar-et Custo+er retention Inventory carrying cost /ar-et share.
IT's contribution can be captured as follo$s"

&aining agility /anaging -no$ledge Enhancing -no$ledge 1educing costs 1educing ris-.
IT should begin by defining the types of business values that each i+prove+ent $ill contribute to. (s an e3a+ple, the 6S Sarbanes?O3ley legislation as $ell as other international la$s require that the business processes be certified to produce financial reports in addition to certifying the reports the+selves. Sarbanes?O3ley is about i+proving transparency and accountability in business processes and corporate accounting to restore confidence in public +ar-ets. It regulates processes and business practices. Therefore having a higher level of ITIL +aturity $ill enable regulatory co+pliance. 7ithout a +ature process fra+e$or- it is natural for organi:ations to ta-e an ad hoc approach to co+pliance. They address require+ents as they e+erge, through a series of one?offs, ;ust?in?ti+e pro;ects. Since co+pliance affects a lot of ongoing business activity, this is disruptive, increases the required effort and beco+es ti+e?consu+ing and very e3pensive. If an invest+ent is $ell conceived, solid and delivers results, it can lead to cost savings in the long run. Therefore it is i+portant to choose the right invest+ent and +a-e sure they deliver. 7hen presenting a >usiness Case for an ITIL process i+prove+ent pro;ect, it is i+portant to help e3ecutives understand the business value of the ITIL process fra+e$or-. The tendency for +ost IT e3ecutives is to over?e+phasi:e technology and tools. Technology is a +eans to an end. The benefits are reali:ed fro+ the business changes. It is really i+portant to address ho$ people and processes $ill change" i.e. Jas is' to the Jto be' state. The Jas is' stage can be defined as a baseline. Capturing the baseline of the perfor+ance +easure+ents affected by the proposed i+ple+entation is para+ount to the >usiness Case. The careful preparation of the baseline $ill facilitate +eaningful business infor+ation and level setting about relevant
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business issuesI allo$ing strategic align+ent to ta-e place. #ocus should be to develop cause?and?effect +etrics to lin- the benefits against the +easure+ents selected along $ith the i+pact on other areas of the enterprise. The +etrics should be +onitored before, during and after the ITIL i+ple+entation to deter+ine ho$ the pro;ected values are being delivered. (nother aspect to consider in >usiness Case develop+ent is situations $here value $ill be lost by not underta-ing process i+prove+ent activities. There $ill be situations $here failure to ta-e action $ill severely i+pact the business and IT B the value of process i+prove+ent +ay, in fact, not be value added, but value retained. (s a final note, care should be ta-en in developing the >usiness Case to ensure that the success criteria are clearly defined, ho$ they are to be +easured, and also $hen they are going to be +easured. E-pectations > 0$at"s in it #or me1 >usiness e3ecutives"

7hat are the benefits of ITIL process i+prove+ents8 Co$ does it i+pact +y business8 1evenue increase Cost reduction <alue on Invest+ent.
C#O"

7hat is the 1OI8 )aybac- ti+e8
IT"
Co$ do ITIL benefits translate to business benefits8 #ind one or t$o co+pelling reasons $hy the organi:ation should spend so +uch ti+e and +oney.
5eter+ine the current or anticipated concern of the organi:ation $ith respect to IT. Esti+ate the cost if the status quo $ere to re+ain and subsequently esti+ate the savings that could be reali:ed if the ITS/ processes $ere put in place or i+proved upon. E3a+ples include ne$ lines of business overseas, poor response ti+e or ti+e ta-en to handle incidents/proble+s, or nu+ber of incidents in the organi:ation.
(s is To be
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)eople
Operating in silos, no co++on language, focus and no sea+less handoffs bet$een groups. Lac-s co++on processes, not consistent and repeatable.
Co++on language, integrated +atri3 approach and co++on focus. Sea+less process fra+e$or-, end?to?end service delivery, consistent and repeatable.
)rocess Technology
/ultiple redundant tools, no tools, Integrated suite of tools $hich enable IT do+ain?based tools, not integrated $ith service +odelling, process integration and people and processes. shared data access.
Table %. , 4 balanced focus 8 people9 process and technology
5usiness cases in a ata<poor environment Organi:ations intending to underta-e service i+prove+ent activities +ay find the+selves in a situation $here the lac- of process +eans that there is no viable body of data or evidence to quantify e3pected benefits, 1OI or <OI. Co$, then, does such an organi:ation ;ustify process i+prove+ent, or recogni:e ho$ +uch e3penditure is appropriate to achieve cost?effective i+prove+ents8 (n approach that circu+vents this situation is to gain approval to establish basic +easure+ent capabilities, as a +eans of gathering consistent data. This +ay be as si+ple as ensuring that all IT staff record data in a consistent fashion, or start +easuring activities or outco+es that are not currently captured. (fter an agreed period of data capture, so+e evidence $ill e3ist to support Dor perhaps not supportE a process i+prove+ent initiative. (nother approach is to underta-e a process +aturity assess+ent of current processes, to identify $hich processes are +ost divergent fro+ ITIL practices. It should, ho$ever, be noted that this activity $ill only identify the absence of process and/or data. ( process +aturity assess+ent $ill not in itself provide the data to ;ustify ho$ +uch to spend on i+proving process. E-ample NOQ Li+ited has gro$n rapidly fro+ a single site to a +ulti?site environ+ent and no$ e+ploys *,0!! people, up fro+ 0! people t$o years ago. The IT group has struggled to +atch the business gro$th $ith gro$th in process consistency and service delivery. The business is de+anding that the IT group do things better as the shortco+ings in IT service are no$ i+pacting the business botto+?line. The IT +anager identifies that lac- of consistent process and business focus are the roadbloc- to delivering better service to the business. She reali:es that the staff are $or-ing very hard, but are often doing re?$or- or repairing self?inflicted errors. 7hile good technicians, they are averse to docu+enting activities or outco+es.
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5ata and +easure+ent are currently inconsistent. 7hile she -no$s average business and IT staff salary costs, the costs of service outage etc. are not -no$n nor can they be calculated using current data. 1ather than requesting funding to underta-e process i+prove+ents, the IT +anager requests funding for a pilot pro;ect to establish a rudi+entary +easure+ent fra+e$or- to start capturing data in a standard fashion, using +ore?or?less e3isting processes. This pilot initiative after three +onths provides clear evidence that the true failure rate of changes is +uch higher than previously e3pected, and is a -ey contributor to business and IT loss of productivity. (r+ed $ith this evidence, the IT +anager prepares a >usiness Case detailing so+e of the current deficiencies and e3pected benefits/returns to be delivered fro+ properly quantifying process gaps and underta-ing appropriate process i+prove+ent. 7here organi:ations do establish a basic +easure+ent and +onitoring capability, so+e caution should be e3ercised regarding the quality of this data" be a$are of li+itations of ne$ data. Even if the data doesn't +a-e any sense, this is reason enough to e3plore the opportunity for i+prove+ents. It is i+portant that once the decision to start capturing and reporting on data is +ade, that an initial baseline is created so that i+prove+ents can be +easured against it.
....3 (easuring )ene#its ac$ieve

7hile the initial identification of benefits is an esti+ate of those li-ely to be reali:ed by the proposed process i+prove+ent initiative, there is also a need to subsequently +easure the benefits actually achieved. These +easure+ents attest to $hether the i+prove+ent activity achieved the intended outco+es and should consider"

7hether the envisaged i+prove+ents $ere reali:ed 7hether the benefits arising fro+ the i+prove+ents $ere achieved 7hether the target 1OI $as achieved 7hether the intended value?added $as actually achieved D<OIE 7hether the outco+es of the preceding points lead to further process i+prove+ent actions being re?evaluated 7hether enough ti+e has passed before +easuring the benefits. So+e benefits $ill not be i++ediately apparentI and it is li-ely that benefits $ill continue to change over ti+e, as both ongoing costs and ongoing benefits continue to +ove.
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( further consideration in the +easure+ent of benefits is that data quality and +easure+ent precision pre? and post?i+prove+ent could be different, thus giving rise to the direct co+parison not being valid. If this is the case, the data $ill need to be nor+ali:ed before validating benefits. In !!2, the state of Gorth Carolina i+ple+ented so+e i+prove+ents based on the ITIL fra+e$or-. The i+prove+ents too- place in a span of less than three +onths. ITS is the na+e of their IT depart+ent. These are the results of tactical quic-?$in efforts targeted in tande+ $ith the training progra++e and the state's a$areness ca+paign. This infor+ation is reproduced $ith per+ission"

ITS i+proved its ability to resolve incidents $ithin their target ti+efra+e by , R. ITS i+proved its ability to resolve Service 1equests $ithin its target ti+efra+e by !R. Change /anage+ent process co+pliance increased +ore than t$o?fold resulting in fe$er incidents and reduced do$nti+e.
The first t$o processes to be developed and i+ple+ented $ere Incident and Change /anage+ent. (s $ith +ost organi:ations they already had an e3isting change and incident process. This organi:ation started sho$ing i++ediate i+prove+ent before any for+al i+prove+ent progra++e $as i+ple+ented si+ply by identifying and co++unicating the -ey +etrics that $ere going to be revie$ed by senior +anage+ent. Staff began follo$ing their e3isting process si+ply because they -ne$ reporting against certain perfor+ance +easures had started and that these perfor+ance +easures $ere discussed a+ong senior +anagers. Got only $ere these discussions held but there $as clear guidance that the perfor+ance +easures had to i+prove.
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..4 5usiness Duestions #or CSI

The business needs to be involved $ith CSI in decision +a-ing on $hat i+prove+ent initiatives +a-e sense and add the greatest value bac- to the business. There are so+e -ey questions that $ill assist the business in +a-ing decisions about $hether a CSI initiative is $arranted or not. The follo$ing questions are often as-ed fro+ a business and IT perspective. Got understanding so+e of these questions can lead to challenges, perceived poor service or in so+e cases actual poor service"
7here are $e no$8 This is a question every business should start out as-ing as this creates a baseline of data for services currently being delivered. 7hat do $e $ant8 This is often e3pressed in ter+s of business require+ents such as *!!R availability. 7hat do $e actually need8 7hen Service Level /anage+ent starts tal-ing $ith the business they +ay reali:e they don't really need *!!R availability .N4. Service Level /anage+ent plays a -ey role in $or-ing $ith the business to provide ans$ers to the business questions. 7hat can $e afford8 This question often +oves the business fro+ loo-ing at $hat they $ant to $hat they actually need. (s an e3a+ple a large financial organi:ation $anted to +ove fro+ %%.%%%%R availability to %%.%%%%%R availability and found the cost $as going to be S%!!,!!!. 7hat $ill $e get8 This is often defined in a SL(. 5efining the service as $ell as service levels. 7hat did $e get8 This is docu+ented through +onitoring, reporting and revie$ing of service level achieve+ents.
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Figure ..+: 5usiness perspective improvement mo el
>efore starting, it is i+portant to re+e+ber that CSI activities cannot ta-e place for a service that does not e3ist yetI the service has to be operational to identify i+prove+ent opportunities. Co$ever, don't overloo- the fact that CSI can be actively engaged in identifying i+prove+ent opportunities on the ele+ents that $ere involved in building or +odifying a service. CSI activities can be e3ecuted $ithin Service Strategy, Service 5esign, Service Transition as $ell as Service Operation.
0$ere are we now1

( baseline +ust be established for all future +easure+ents to be +eaningful. /easure+ents +ay often reflect a single snapshot or a point in ti+e but analysing these snapshots over ti+e $ill give us the trends $e need to identify areas of i+prove+ent. The first snapshot is the baseline, the starting point. It is essential that the sa+e +easure+ents be used consistently to establish trend patterns.
0$at o we want1
This question provides the best ans$ers $hen the business and IT $or- in partnership to identify $hat the business $ants fro+ IT services. The co+piled list can be a-in to a $ish?list of all the nice things that the business $ould love to have. Cere are a fe$ sa+ples"

One hundred percent availability guaranteed 6nli+ited capacity Sub?second transactional responses )olite and courteous technicians IT staff that understand the business Ine3pensive provision of IT services Stable, fault?free infrastructure.
It is i+portant to also identify the reasons behind $hat the business $ants. These reasons +ust be valid and failure to address the+ +ay result in difficult ti+es ahead for the business. Cere are a fe$ sa+ple valid reasons"

Co+pliance to ne$/upco+ing legislation, can be legislation fro+ other countries as $ell Satisfying business custo+er de+ands Strong co+petition #inancial or fiscal constraints (ge and/or state of the IT infrastructure Eroding or lac- of confidence by investors Supply?chain +anage+ent
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&lobal events.
This question $ill require a fe$ iterations to co+plete. It is i+portant to identify long? and short?ter+ goals and ob;ectives for the business as a $hole as $ell as for each +a;or business units. Table ..*2 +aps the goals and ob;ectives and the reasons for the J$ant' to help ease the process.
5epart+ent Sales 7e $ant ... I+proved availability for $eb services To support our goal or ob;ective of ... I+prove $eb service availability by 0R The reason is to address ... Lost sales opportunities Increased co+petition Cost of $or-ing incidents and proble+s 1each a larger potential custo+er base &ain -no$ledge of custo+er perception of our business Current $eb +ar-eting surveys are al$ays brea-ing do$n ... V...W
/ar-eting
I+proved availability I+prove use of $eb for for $eb services +ar-eting initiatives by .!R
... 5epart+ent G
... V...W
... &oal Ob;ective Ob;ective
Table %. - &apping 7ants9 goals and reasons
0$at o we nee 1
This question is si+ilar to the J$hat do $e $ant' question and is actually a fine? tuning activity of the outputs identified in Table ..*2. The first step is for the business and CSI to prioriti:e the J$ants'. This e3ercise can be e+otionally charged as people +ight be reluctant to let go of any J$ants'. 5eciding on the priority +ust be based on rational, $ell?defined criteria. That is $hy goals and ob;ectives are also identified B to give the business the opportunity to really address the +ost i+portant goals and ob;ectives based on the vision and +ission of the organi:ation and of the depart+ents. It is therefore i+portant to start at the top and understand the priorities of the organi:ation's senior e3ecutives DCEO, C#O, COO, CIO etc.E. Once they have established the priorities in ter+s of goals and ob;ectives for the long and short ter+, their subordinates $ill, in turn, prioriti:e their goals and ob;ectives based on that list. ( reco++endation is to ensure that a detailed analysis of services has been conducted and that the business and IT clearly understand $hat the +ission? critical services are. This doesn't +ean that only +ission?critical services are revie$ed as a part of CSI, but $e don't $ant to lose focus on these. Incident
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/anage+ent, )roble+ /anage+ent and Change /anage+ent tal- about assessing the i+pact on the business and the urgency to get it done $hen deter+ining the priority. CSI should be no different and should use a si+ilar rating sche+e albeit $ith different para+eters. There are +any factors that can go into choosing $hat i+prove+ent pro;ects to $or- on in $hat order. >elo$ are so+e of the driving factors.

Support of business strategy and goals Support of IT strategy and goals E3ternal drivers such as regulatory require+ents Cost to i+ple+ent i+prove+ent Auic- $ins that can be reali:ed Ease of i+ple+entation.
)olicies +ust be established for such cases to deter+ine the ans$ers to such questions as"

7ho decides $hich is first8 Should an escalation path be identified8 7hich DvitalE business function is +ore i+portant than the other8 7hat happens during critical business periods8
0$at can we a##or 1

/ost business and IT organi:ations have a budget they need to $or- $ithin. If an organi:ation is $or-ing fro+ a :ero?based budget, i.e. every pro;ect has to go through a revie$ for 1OI or other standards to obtain funding, there are still questions that have to be ans$ered. So a part of the deter+ining $hat i+prove+ent pro;ects to $or- on first $ill have to do $ith the cost of the i+prove+ent pro;ect. Is the business going to fund the i+prove+ent or is IT going to fund the i+prove+ent8 #ro+ a service +anage+ent perspective, it is i+perative that Service Level /anage+ent and #inancial /anage+ent $or- together to understand the ability to fund fro+ IT or $or- $ith the business to define $hat the priority is for funding of i+prove+ent pro;ects.
0$at will we get1

It is i+portant that CSI ensures that IT $or-s $ith the business to clearly define $hat the require+ents and output are of any i+prove+ent pro;ect. It doesn't do any good for IT to guess $hat the business needs. This leads to perception proble+s for both the business and IT.
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0$at i we get1
Service Operation $ill do the actual +onitoring and reporting on the achieved service levels. >ased on the results and any gaps to the desired results, CSI $or-ing $ith the business $ill identify i+prove+ent opportunities.
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..6 Service Level (anagement

Service Level /anage+ent DSL/E is critical for CSI. SL/ activities support The 4?Step I+prove+ent )rocess in that the SL/ should drive $hat to +easure, defining +onitoring require+ents, reporting Service Level (chieve+ents and $or-ing $ith the business to understand ne$ service require+ents or changes to e3isting services. This provides input into CSI activities and helps prioriti:e i+prove+ent pro;ects. Even though SL/ is critical for +any organi:ations it is often one of the least +ature processes. Service Level /anage+ent can be described in t$o $ords" building relationships. That is building relations $ith IT custo+ers, building relationships bet$een functional groups $ithin IT, and building relationships $ith the vendor co++unity $ho provide services to IT. Service Level /anage+ent is so +uch +ore than si+ply a SL(. /any people have $or-ed in organi:ations $here +anage+ent and/or the business refuse to sign any docu+ent that $ill co++it anyone to a level of service. This leads +any organi:ations to thin- that they cannot i+ple+ent Service Level /anage+ent, but they are $rong. Oou can still build relationships $ith your custo+ers by +eeting $ith the+ on a consistent basis. Share $ith the+ your Service Level (chieve+ents, and discuss any future ne$ services or require+ents. Caving -no$ledge about $hat they need doesn't necessarily +ean they get it, but it is surely better than not -no$ing $hat they need at all. Even $ithout any for+al SL(s or OL(s, an organi:ation can still strive to i+prove the services they provide to its custo+ers. Every organi:ation already has three types of SL(s in place $hether they -no$ it or not. The first is an e3plicit SL( and this is one of the goals of SL/, to get a for+al docu+ent that clearly defines the service provided, levels of service, quality of service and cost of the service. Everyone understands their responsibilities. The second type of SL( is the i+plicit SL(. This is based on ho$ you have provided service in the past. If you provide good service the custo+ers e3pect good service. If you i+prove on your service, then this beco+es the ne$ +ini+al level e3pected. (lso if you have provided poor service in the past then your custo+ers $ill actually e3pect poor service. I+plicit SL(s are difficult to +anage. The third type is psychological SL(s. They are often associated $ith the Service 5es- $here $e publish infor+ation to the end users often by putting a stic-er on their +onitor or other piece of equip+ent that basically says" JIf you need help, please call 333333'. In the +ind of the end user this creates a psychological agree+ent in that all the end user has to do is call the Service 5es- and they $ill get help. 7e all -no$ ho$ there are still so+e Service 5es-s and help des-s that provide less than ideal help.
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CSI plays a part in all three types of SL(s. If they are for+al, then it $ill ta-e a +ore for+al approach to service i+prove+ent. If they fall in the other areas it +ay be less for+al, but still very i+portant and i+prove+ent opportunities have to be revie$ed. Service Level /anage+ent is essential in any organi:ation so that the levels of IT service needed to support the business can be deter+ined, and +onitoring can be initiated to identify $hether the required service levels are being achieved B and if not, $hy not. SL/ is a cornerstone of CSI. 7hy e+bar- on any service i+prove+ent initiative if the custo+ers and the business are satisfied $ith the levels of service received8 >ecause business require+ents changeK
..6.+ !oal #or SL(

The goal for SL/ is to +aintain and i+prove the IT service quality through a constant cycle of agreeing, +onitoring and reporting upon IT service achieve+ents and instigation of actions to eradicate poor service B in line $ith business or cost ;ustification. Through these +ethods, a better relationship bet$een IT and its custo+ers can be developed and +aintained. #irst, $hat is quality8 Is a 1ole3X $atch costing thousands of pounds necessarily a better product than a Ti+e3X $atch costing less than fifty pounds8 >oth products are leaders in their +ar-et seg+ents and both are very good products in their o$n rights. The +a;or difference is the price. The ans$er to the above question lies in the goal of the custo+er. If the custo+er $ants to i+press their friends, then a 1ole3X is probably a better choice but if the custo+er $ants to -eep trac- of ti+e to -eep up $ith their busy schedule of pic-ing up the -ids, appoint+ents etc. then a Ti+e3X is probably +ore appropriate. ( good enough definition of quality is Jfitness for purpose' and fits very $ell $ith the above e3a+ple. The SL/ process is created in the Service 5esign stage of the lifecycle and is fully docu+ented in that publication. It is i+portant the CSI is involved in the design of SL/ to ensure that +easurable targets are created fro+ $hich to identify potential service i+prove+ents.
..6., Service improvement plan

The SL/ process is one of the triggers for a service i+prove+ent plan DSI)E as part of CSI and can be the result of the service revie$ activity. ( SI) is a for+al plan to i+ple+ent i+prove+ents to a process or IT service. ( SI) is +anaged as part of the Continual Service I+prove+ent process. 7here an underlying difficulty has been identified $hich is adversely i+pacting upon service quality, Service Level /anage+ent +ust, in con;unction $ith CSI Dand possibly using )roble+ /anage+ent Dsee Service Operation publicationE
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and (vailability /anage+ent Dsee Service 5esign publicationE, instigate a SI) to identify and i+ple+ent $hatever actions are necessary to overco+e the difficulties and restore service quality. #urther guidance on this and the specific techniques that +ight be used can be found throughout this publication. SI) initiatives +ay also focus on such issues as user training, syste+ testing and docu+entation. In these cases the relevant people need to be involved and adequate feedbacgiven to +a-e i+prove+ents for the future. (t any ti+e, a nu+ber of separate initiatives that for+ part of the SI) +ay be running in parallel to address difficulties $ith a nu+ber of services. So+e organi:ations have established an upfront annual budget held by SL/ fro+ $hich SI) initiatives can be funded. This +eans that action can be underta-en quic-ly and that SL/ is de+onstratively effective. This practice should be encouraged and e3panded to enable SL/ to beco+e increasingly proactive and predictive. If an organi:ation is outsourcing its service provision to a third party, the issue of service i+prove+ent should be discussed at the outset and covered Dand budgeted forE in the contract, other$ise there is no incentive during the lifeti+e of the contract for the supplier to i+prove service targets if they are already +eeting contractual obligations and additional e3penditure is needed to +a-e the i+prove+ents.
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4 Continual Service Improvement met$o s an tec$niDues

4.+ (et$o s an tec$niDues
( $ide variety of +ethods and techniques can be used in the CSI activities ranging fro+ Jsoft and vague' to Jfactual and scientific' often providing either both or a +i3ture of qualitative and quantitative +easure+ent results. To ensure consistency of e3ecution and effective +easure+ent, especially for the activities of gathering and processing data, the techniques and +ethods that are used should be clearly docu+ented in advance and co++unicated to the staff that $ill be responsible for their e3ecution. To increase the trust$orthiness of the factual data delivered to these processes it +ay be required for these processes to be audited for co+pliance to the agreed and prescribed +ethods and techniques. (n effective choice of +ethods and techniques for the analysis, presentation and use of the +easure+ent infor+ation is highly dependant on the particular circu+stances in $hich these tas-s are perfor+ed and can generally not be docu+ented in advance. ( goal?oriented attitude and professional e3pertise and education of the individuals are required.
4.+.+ E##ort an cost

CSI i+prove+ent activities can require a considerable a+ount of effort and +oney for larger?scale i+prove+ent pro;ects to +ini+al ti+e and effort for so+e incre+ental i+prove+ents. If the effort is going to be costly then the organi:ation, both IT and the business has to asis it $orth it8 Let's first looat the costs of i+ple+enting and operating a +easure+ent fra+e$or- $ith respect to IT service provision. )ossible +a;or cost topics are"
La)our cost B Salaries of the organi:ation's staff $ho are involved in i+ple+enting the +easure+ent fra+e$or- or $ho spend effort on perfor+ing one of the activities in operating or +aintaining the +easure+ent fra+e$or-I including costs associated $ith +anaging it. If Dpart ofE IT is outsourced, the e3ternal provider costs should be included here too. Tooling cost B )urchase, licenses, installation and configuration Dre+e+ber B no custo+i:ationKE, +aintenance costs of hard$are, soft$are and other equip+ent specifically used for the +easure+ent activities. Tools could be a cost on the provider $hich they $ill pass on bac- to you. Training cost B Cost of training and coaching staff in the use of +easure+ent +ethods, techniques, tools and procedures.
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E-pertise cost B )ay+ents to hired e3perts and consulting fir+s, typically for the planning, i+ple+entation and +aintenance activities pertaining to the +easure+ent fra+e$or-. (lso includes the out?of?poc-et costs of acquiring infor+ation used in the +easure+ent fra+e$orthat is not in the possession of the organi:ation itself such as bench+ar-ing data.
7hen deciding $hether the +easure+ent fra+e$or- is $orth the effort, consider the a+ounts to spend on"
Implementation o# t$e measurement #ramewor'C initially an i# it c$anges B In practice these types of costs can be reliably esti+ated and controlled by using a pro;ect?oriented approach. Operation B The level of costs associated $ith the operation of the +easure+ent fra+e$or- is largely fi3ed as a result of the $ay it is designed and equipped. (aintenance B The level of these types of costs depends +ainly on the e3pected rate at $hich the +easure+ent fra+e$or- $ill require adaptation to changing circu+stances and on the quality of its i+ple+entation.
4.+., Implementation review an evaluation

I+ple+entation revie$ and evaluation is -ey to deter+ining the effectiveness of a CSI i+prove+ent progra++e. So+e co++on areas for revie$ include"

7ere $e correct in our assess+ent of the current situation and in defining the proble+ state+ent8 7hen defining the goals for i+proving IT services did $e co++it to the right goals8 7hen developing our strategy for i+proving the use and +anage+ent of IT services, did $e +a-e the right choices and ta-e the right decisions8 7hen i+ple+enting our strategy, did $e do it right8 In the ne$ situation, have $e i+proved the provision of IT services8 (nd finally, $hat are the lessons learned and ... $here are $e no$8
1evie$ and evaluation of a CSI initiative fall $ithin t$o broad categories"
Issues closely tied to the original proble+ situation $ith respect to the IT service provision to the business and ensuing business ai+s and strategy for the i+prove+ent thereof Issues in relation to the planning, i+ple+entation and proceedings of the IT i+prove+ent progra++e itself and associated pro;ects such as +easure+ents, proble+s, actions and changes.
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The issues in the first category are closely related to the characteristics of the original proble+ situation $hich instigated the actions for understanding and i+prove+ents and $ill therefore include"

(bility of IT services to +eet business needs >usiness satisfaction $ith the service provision >usiness benefits in the area of productivity, effectiveness, efficiency and econo+y #inancial issues such as understanding the costs of IT service provision control of IT costs to the business, accountability of IT costs to the business Auality of IT service provision and support of IT use Co++unication bet$een the business and IT service provider and the degree of +utual understanding 5egree of understanding and control of the +anage+ent of the IT infrastructure and IT service provision on the part of the business.
#or the second category the follo$ing issues should be revie$ed and evaluated"

Costs of staff involved in the i+prove+ent progra++e and costs of i+ple+enting and +aintaining the +easure+ent fra+e$or)ro;ect +anage+ent such as planning, perfor+ance, ti+eliness of achieving results and +ilestones, a+ount of re?planning (dequacy of +ethods and techniques used )roble+s, bottlenec-s, causes of progress perfor+ance proble+s, corrective actions and changes Co++unication, infor+ation gathering, reporting.
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4., %ssessments
(ssess+ents are the for+al +echanis+s for co+paring the operational process environ+ent to the perfor+ance standards for the purpose of +easuring i+proved process capability and/or to identify potential shortco+ings that could be addressed. The advantage of assess+ents is they provide an approach to sa+ple particular ele+ents of a process or the process organi:ation $hich i+pact the efficiency and the effectiveness of the process.
6sing e3ternal resources for assess+ents )ro" Ob;ectivity E3pert ITIL -no$ledge >road e3posure to +ultiple IT organi:ations (nalytical s-ills Credibility /ini+al i+pact to operations Con" Cost 1is- of acceptance Li+ited -no$ledge of e3isting environ+ents I+proper preparation affects effectiveness
)erfor+ing self?assess+ents )ro" Go e3pensive consultants Self?assess+ents available for free )ro+otes internal cooperation and co++unication &ood place to get started Internal -no$ledge of environ+ent Con" Lac- of ob;ectivity Dinternal agendasE Little acceptance of findings Internal politics Li+ited -no$ledge or s-ills 1esource intensive
Table ,. 4ssessment resources
=ust by conducting a for+al assess+ent an organi:ation is de+onstrating their significant level of co++it+ent to i+prove+ent. (ssess+ents involve real costs, staff ti+e and +anage+ent pro+otion. Organi:ations need to be +ore than ;ust involved in an assess+ent, they need to be co++itted to i+prove+ent. Co+parison of the operational environ+ent to industry nor+s is a relatively straightfor$ard process. The +etrics associated $ith industry nor+s are typically designed into the process control structure. Sa+pling and co+parison then can be considered an operational e3ercise. 5ealing $ith gaps apparent fro+ such +onitoring and reporting are addressed as an ele+ent of the chec- stage of the i+prove+ent lifecycle. (n assess+ent based on co+parison to a +aturity +odel has been co++on over the last several years. ( $ell?designed +aturity?assess+ent fra+e$or- evaluates the viability of all aspects of the process environ+ent including the people, process and technology as $ell as factors effecting overall process effectiveness $ithin the business B culture of acceptance, process strategy and vision, process organi:ation, process governance, business/IT align+ent, process
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reporting/+etrics and decision +a-ing. The balance of this section focuses on this for+ of assess+ent. Co$ever the principles of +aturity assess+ent can easily be e3tended to assess+ents based on industry nor+s. The initial step in the assess+ent process is to choose Dor defineE the +aturity +odel and in turn the +aturity attributes to be +easured at each level. ( suggested approach is to turn to the best practice fra+e$or-s such as C//I, CO>IT, ISO/IEC !!!! or the process +aturity fra+e$or-. These fra+e$or-s define +aturity +odels directly or a +odel can be inferred. The fra+e$or-s are also useful in the definition of process +aturity attributes. 0$en to assess (ssess+ents can be conducted at any ti+e. ( $ay to thin- about assess+ent ti+ing is in line $ith the i+prove+ent lifecycle"
&lan @pro3ect initiationB B (ssess the targeted processes at the inception of process introduction to for+ the basis for a process i+prove+ent pro;ect. )rocesses can be of +any configurations and design $hich increases the co+ple3ity of assess+ent data collection. &lan @pro3ect mi streamB B ( chec- during process i+ple+entation or i+prove+ent activities serves as validation that process pro;ect ob;ectives are being +et and, +ost i+portantly, provide tangible evidence that benefits are being achieved fro+ the invest+ent of ti+e, talent and resources to process initiatives. Do9C$ec' @process in placeB B 6pon the conclusion of a process pro;ect, it is i+portant to validate the +aturation of process and the process organi:ation through the efforts of the pro;ect tea+. In addition to serving as a decisive conclusion for a pro;ect, scheduling periodic reassess+ents can support overall organi:ational integration and quality efforts.
0$at to assess an $ow The assess+ent's scope is one of the -ey decisions. Scope should be based on the assess+ent's ob;ective and the e3pected future use of process assess+ents and assess+ent reports. (ssess+ents can be targeted broadly at those processes currently i+ple+ented or focused specifically $here -no$n proble+s e3ist $ithin the current process environ+ent. There are three potential scope levels"
&rocess only B (ssess+ent only of process attributes based on the general principles and guidelines of the process fra+e$or- $hich defines the sub;ect process. &eopleC process an tec$nology B E3tend the process assess+ent to include assess+ent of the s-ills, roles and talents of the +anagers and practitioners of the process as $ell as the ability of the process?enabling
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technology deployed to support the ob;ectives and transaction state of the process. Full assessment B E3tend the people, process and technology assess+ent to include an assess+ent of the culture of acceptance $ithin the organi:ation, the ability of the organi:ation to articulate a process strategy, the definition of a vision for the process environ+ent as an Jend state', the structure and function of the process organi:ation, the ability of process governance to assure that process ob;ectives and goals are +et, the business/IT align+ent via a process fra+e$or-, the effectiveness of process reporting/+etrics, and the capability and capacity of decision? +a-ing practices to i+prove processes over ti+e.
(ll these factors are co+pared to the +aturity attributes of the selected +aturity +odel. (ssess+ents can be conducted by the sponsoring organi:ation or $ith the aid of a third party. The advantages of conducting a self?assess+ent is the reduced cost and the intellectual lift associated $ith learning ho$ to ob;ectively gauge the relative perfor+ance and progress of an organi:ation's processes. Of course the do$nside is the difficulty associated $ith re+aining ob;ective and i+partial during the assess+ent. The pitfall of a lac- of ob;ectivity can be eli+inated by using a third party to conduct the assess+ent. There are a nu+ber of public J+ini?assess+ents' that are available on various $ebsites $hich provide a general perspective of +aturity. Co$ever a +ore detailed assess+ent and resulting report can be contracted through a fir+ speciali:ing in an assess+ent practice. >alancing against the obvious increased cost of a third?party assess+ent is the ob;ectivity and e3perience of an organi:ation that perfor+s assess+ents on a regular basis. 7hether conducted internally or e3ternally, the assess+ent should be reported using the levels of the +aturity +odel. ( best?practice reporting +ethod is to co++unicate assess+ent results in a graphical fashion. &raphs are an e3cellent tool as they can fulfil +ultiple co++unication ob;ectives. #or instance, graphs can reflect changes or trends of process +aturity over ti+e or reflect co+parison of the current assess+ent to standards or nor+s. % vantages an isa vantages o# assessments
The advantages include"
They can provide an ob;ective perspective of the current operational process state co+pared to a standard +aturity +odel and a process fra+e$or-. Through a thorough assess+ent, an accurate deter+ination of any process gaps can be quic-ly co+pleted, reco++endations put for$ard and action steps planned.
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( $ell?planned and $ell?conducted assess+ent is a repeatable process. Thus the assess+ent is a useful +anage+ent process in +easuring progress over ti+e and in establishing i+prove+ent targets or ob;ectives. 6sing a co++on or universally accepted +aturity fra+e$or-, applied to a standard process fra+e$or-, can serve to support co+paring co+pany process +aturity to industry bench+ar-s.
The disadvantages include"
(n assess+ent provides only a snapshot in ti+e of the process environ+ent. (s such it does not reflect current business or cultural dyna+ics and process operational issues. If the decision is to outsource the assess+ent process, the assess+ent and +aturity fra+e$or- can be vendor or fra+e$or- dependent. The proprietary nature of vendor?generated +odels +ay +a-e it difficult to co+pare to industry standards. The assess+ent can beco+e an end in itself rather than the +eans to an end. 1ather than focusing on i+proving the efficiency and effectiveness of processes through process i+prove+ent, organi:ations can adopt a +indset of i+proving process for the sa-e of achieving +aturity targets. (ssess+ents are labour?intensive efforts. 1esources are needed to conduct the assess+ents in addition to those responding such as process or tool practitioners, +anage+ent and others. 7hen preparing for an assess+ent, an honest esti+ate of ti+e required fro+ all parties is in order. (ssess+ents atte+pt to be as ob;ective as possible in ter+s of +easure+ents and assess+ent factors, but $hen all is said and done assess+ent results are still sub;ect to opinion of assessors. Thus assess+ents the+selves are sub;ective and the results can have a bias based on the attitudes, e3perience and approach of the assessors the+selves.
(ssess+ents are an effective +ethod of ans$ering the question J7here are $e no$8'. 6nderstanding ho$ an e3isting service is perfor+ing or ho$ effective and efficient service +anage+ent processes are, is i+portant for identifying the gap bet$een $here $e are and $here $e $ant to be. (s $e begin our discussion of assess+ents, $e need to looat the relationship bet$een business processes, IT services, IT syste+s and co+ponents that +a-e up an IT syste+. IT service +anage+ent processes support the IT services, IT syste+s and co+ponents. CSI $ill need to revie$ the results of each one of these areas for effectiveness and efficiency. This $ill help identify the areas for i+prove+ent.
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Figure 4.+ *elations$ip o# servicesC processes an systems
In the CSI ;ourney the decisions as to $hat to i+prove are critical to the overall results that can be achieved. (ny discussion on i+prove+ents has to begin $ith the services being provided to the business. This could lead to i+prove+ents on the service itself or lead to process i+prove+ents supporting the business service. I+prove+ent activities require the invest+ent of hu+an, financial and technological resources in the quest of continual i+prove+ent. These resources are allocated fro+ other uses De.g. custo+er support initiatives, ne$ product develop+entE to the i+prove+ent $or-. The business rationali:es decisions to allocate resources on the basis of the greatest 1OI. (n i+portant consideration then beco+es understanding and articulating i+prove+ent needs and the benefits of i+prove+ent. The goal of service i+prove+ent for an organi:ation is t$o?fold"
#irst the organi:ation see-s to achieve service ob;ectives in cost?efficient +anner. The ob;ectives can Dand shouldE be lin-ed to the overall strategy of the business. The efficiency issue for an organi:ation is deter+ining that the process is achieving its ob;ectives $ith the +ost cost?efficient use of resources. There is potential for cost savings through eli+ination of unnecessary, redundant, overlapping or +anual process activities and procedures, $hich in turn can be a significant benefit driver for ;ustifying a process i+prove+ent. Second, the organi:ation identifies those ele+ents of process that detract fro+ +eeting service ob;ectives effectively. Effectiveness relates to the
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ability of the process to achieve or e3ceed its principles and goals. In other $ords, a process $ould be considered effective if, through the i+ple+entation of the process, the organi:ation +eets, sustains and potentially e3ceeds the strategic goals and tactical ob;ectives of the organi:ation. Thus service i+prove+ents focus on addressing perceived or +easurable process deficiencies, i+pacting specific organi:ational ob;ectives, and can be quantified as delivered i+prove+ent benefits. Service i+prove+ents are governed by the i+prove+ent lifecycle. The i+prove+ent lifecycle is +odelled upon the 5e+ing /odel Dsee #igure 0.2E of )lanB5oBChec-B(ct. The +odel establishes a clear pattern for continual i+prove+ent efforts.
&lan B Establishes goals for i+prove+ent including gap analysis, definition of action steps to close the gap and establishing and i+ple+enting +easures to assure that the gap has been closed and benefits achieved. Do B 5evelop+ent and i+ple+entation of a pro;ect to close the gap. I+ple+entation or i+prove+ent of processes and establishing the s+ooth operation of the process. C$ec' B Co+parison of the i+ple+ented environ+ent to the +easures of success established in )lan phase. The co+parison deter+ines if a gap still e3ists bet$een the i+prove+ent ob;ectives of the process and the operational process state. &aps don't necessarily require closure. ( gap +ay be considered tolerable if the actual perfor+ance is $ithin allo$able li+its of perfor+ance. %ct B The decision process to deter+ine if further $or- is required to close re+aining gaps, allocation of resources necessary to support another round of i+prove+ent. )ro;ect decisions at this stage are the input for the ne3t round of the lifecycle, closing the loop as input in )lan.
Value o# processes vs. maturity o# processes #igure 0. illustrates the value of a process in co+parison to its +aturity. #or service +anage+ent process i+prove+ent pro;ects one of the questions as-ed should be around ho$ +ature $e need our processes to be. The ans$er to this is tied directly bac- to the business. In other $ords ho$ i+portant is a process to the business. Let's say that a particular organi:ation has gone through an assess+ent and has found that three -ey processes, SL/, (vailability and Capacity /anage+ent, sho$n in #igure 0. , are not very +ature. This particular organi:ation is changing their strategy around ho$ they sell and deliver their products and services to a $eb?based strategy. >ecause of the i+portance of Capacity and (vailability /anage+ent to any organi:ation that provides their products and services over the $eb, this co+pany has to i+ple+ent an i+prove+ent progra++e for
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increasing the +aturity of both processes. 7ithout any i+prove+ent initiatives this particular organi:ation is putting itself at ris-. 7e have all read about co+panies $ho have e3perienced larger?than?planned?for usage and ho$ these often create catastrophic results for organi:ations. The lac- of proper capacity planning has in +any cases created availability issues that have shut do$n an organi:ation's ability to sell its products. Caving a lo$ SL/ process +aturity also $ill create so+e issues for CSI activities. Co$ do $e -no$ the ne$ business require+ents8 7hat is currently being +onitored and ho$ $ell are $e doing against targets8 5o $e have roles identified for reporting and analysis of data8 The +aturity of a process should ideally fall in the Jsafe' areas. If a process is i++ature but the business heavily depends on it there is a significant danger to the organi:ation. If a process is very +ature yet provides very little to the business, then an organi:ation +ay be over?investing resources and +oney. 7hen CSI is loo-ing at i+proving processes in support of IT services, understanding the value of processes to a business is critical.
Figure 4., Value o# a process vs. maturity o# a process
4.,.+ !ap analysis

&ap analysis is a business assess+ent tool enabling an organi:ation to co+pare $here it is currently and $here it $ants to go in the future. This provides the organi:ation $ith insight to areas $hich have roo+ for i+prove+ent. This can be used to deter+ine the gap bet$een J7hat do $e $ant8' and J7hat do $e need8' for e3a+ple. The process involves deter+ining, docu+enting and approving the variance bet$een business require+ents and current capabilities. &ap analysis naturally flo$s fro+ bench+ar-ing or other assess+ents such as service or process +aturity assess+ents. Once the general e3pectation of perfor+ance is
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understood then it is possible to co+pare that e3pectation $ith the level of perfor+ance at $hich the co+pany currently functions. This co+parison beco+es the gap analysis. Such analysis can be perfor+ed at the strategic, tactical or operational level of an organi:ation. &ap analysis can be conducted fro+ different perspectives such as"

Organi:ation De.g. hu+an resourcesE >usiness direction >usiness processes Infor+ation technology.
&ap analysis provides a foundation for ho$ +uch effort, in ter+s of ti+e, +oney and hu+an resources, is required to have a particular goal achieved De.g. ho$ to bring a service fro+ a +aturity level of to ,E. #igure 0., illustrates the +any gaps that can e3ist bet$een the CSI +odel and the service lifecycle. Table 0. provides further e3planation on the gaps.
Figure 4.3 Service gap mo el
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&ap *
5escription This gap co+es fro+ the interpretation of the infor+ation co+ing fro+ the outside and ho$ it influences or directs the question J$hat do $e $ant8' This gap co+es fro+ the interpretation of past e3periences or the lac- of data, infor+ation and -no$ledge to properly reduce this gap and ho$ it influences or directs the question J$hat do $e $ant8'
, . 0 2 4 9 %
This gap co+es fro+ the interpretation of the infor+ation co+ing fro+ the outside and the organi:ation's incorrect assess+ents of $hat it really needs. This gap co+es fro+ the translation of the infor+ation into require+ents. This gap co+es fro+ either a lac- co++unication or fro+ unclear co++unication. Often e3pectations are not set properly or are unrealistic. This gap co+es fro+ the interpretation of the infor+ation co+ing fro+ the outside and ho$ it influences or directs the service strategy. This gap co+es fro+ the interpretation of Service Strategy into design specifications and fro+ the li+itation of the tools used to translate require+ents and specifications into a plan. This gap co+es fro+ the interpretation of Service Strategy and design specifications and fro+ the li+itation of the tools used to create and transition the service into e3istence. This gap co+es fro+ the interpretation of $hat the provider perceives the deliverables to be and fro+ either a lac- of co++unication or fro+ unclear co++unication. Often e3pectations are not set properly or are unrealistic even fro+ the perspective of the provider. This gap co+es fro+ the interpretation of $hat the +essage should be, $hat the +essage is and the frequency of the +essage. This gap co+es fro+ the interpretation of $hat the +essage should be, $hat the +essage is and the frequency of the +essage. This gap co+es fro+ the interpretation of $hat the +essage should be, $hat the +essage is and the frequency of the +essage. This gap co+es fro+ the interpretation of $hat the +essage should be, $hat the +essage is and the frequency of the +essage. This gap co+es fro+ the interpretation of $hat the +essage should be, $hat the +essage is and the frequency of the +essage. This gap co+es fro+ the interpretation of $hat the +essage should be, $hat the +essage is and the frequency of the +essage. This gap co+es fro+ the interpretation of $hat the +essage should be, $hat the +essage is and the frequency of the +essage.
*! ** * *, *. *0 *2
Table ,.' E*planations of the gaps in above figure
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4.3 5enc$mar'ing
>ench+ar-ing is a process used in +anage+ent, particularly strategic +anage+ent, in $hich organi:ations evaluate various aspects of their processes in relation to best practice, usually $ithin their o$n sector. This then allo$s organi:ations to develop plans on ho$ to adopt such best practice, usually $ith the ai+ of increasing so+e aspect of perfor+ance. >ench+ar-ing +ay be a one? ti+e occurrence event, but is often treated as a continuous process in $hich organi:ations continually see- to challenge their practices. >ench+ar-ing is actually a logical sequence of stages that an organi:ation goes through to achieve continual i+prove+ent in its -ey processes. It involves cooperation $ith others as bench+ar-ing partners learn fro+ each other $here i+prove+ents can be +ade. It $ill be necessary to"

Ensure senior +anage+ent support. Ta-e an e3ternal vie$ B >ring together business intelligence and internal perfor+ance to dra$ conclusions about the $ay internal resources and processes +ust be i+proved to achieve and surpass the perfor+ance of others. Co+pare processes, not outputs B Co+parisons $ith organi:ations in the sa+e sector are unli-ely to identify the significant i+prove+ents that have been +ade else$here or overturn the conventions of the sector. Involve process o$ners B Their involve+ent encourages acceptance and buy?in by those $ho $ill be affected i++ediately by the changes $hich $ill be required to i+prove perfor+ance. Set up bench+ar-ing tea+s B (s a bench+ar-ing culture develops, people $ill apply the +ethod as part of the nor+al $ay in $hich they +anage their $or-. (cquire the s-ills B )eople $ho underta-e bench+ar-ing require a s+all a+ount of training and guidanceI an e3perienced in?house facilitator or e3ternal consultant $ill probably be required to provide technical assurance and encourage+ent in the application of the +ethod.
Organi:ations should plan their bench+ar-ing process based on their i+prove+ent needs, and should understand that this +ay require +easure+ent of other co+panies. So+e cross?industry figures +ay be published by the international research organi:ations, but $ill not necessarily include the assu+ptions and +easure+ents a given organi:ation needs. ( research organi:ation +ay, ho$ever, be a valuable bench+ar-ing partner, for e3a+ple, if target co+panies are co+petitors. There is a general e3pectation that bench+ar-ing is a process of co+paring an organi:ation's perfor+ance to industry?standard figures. >y e3tension, having such bench+ar- figures available is often seen as the first hurdle in a
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bench+ar-ing e3ercise. Co$ever, as this section $ill sho$, bench+ar-s are only relevant $hen the co+parison is of the sa+e perfor+ance +easures or indicators, and is $ith si+ilar organi:ations in ter+s of si:e, industry and geography.
4.3.+ 5enc$mar'ing proce ure

Identify your proble+ areas. >ecause bench+ar-ing can be applied to any business process or function, a range of research techniques +ay be required. They include"

Infor+al conversations $ith custo+ers, e+ployees, or suppliers #ocus groups In?depth +ar-eting research Auantitative research Surveys Auestionnaires 1e?engineering analysis )rocess +apping Auality control variance reports #inancial ratio analysis.
4.3., 5enc$mar'ing costs

>ench+ar-ing is a +oderately e3pensive process, but +ost organi:ations find that it +ore than pays for itself. The three +ain types of costs are"

Visit costs B This includes travel? and acco++odation?related e3penses for tea+ +e+bers $ho need to travel to the site. Time costs B /e+bers of the bench+ar-ing tea+ $ill be investing ti+e in researching proble+s, finding e3ceptional co+panies to study, visits and i+ple+entation. This $ill ta-e the+ a$ay fro+ their regular tas-s for part of each day so additional staff +ight be required. 5enc$mar'ing ata)ase costs B Organi:ations that institutionali:e bench+ar-ing into their daily procedures find it is useful to create and +aintain a database of best practices and the co+panies associated $ith each best practice.
4.3.3 Value o# )enc$mar'ing

Organi:ations have a gro$ing need to get a clear vie$ on their o$n qualities and perfor+ances $ith regard to their co+petitors and in the eye of their custo+ers. It isn't sufficient any +ore to have self?assess+ent reports on the status of the IT perfor+anceI it is i+portant to test and co+pare it $ith the vie$ the +ar-et has on the perfor+ance of the organi:ation. ( positive result of this test and
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co+parison can give a co+petitive edge to the organi:ation in the +ar-et and gives trust to its custo+ers. The results of bench+ar-ing and self?assess+ents lead to identification of gaps in ter+s of people, process and technology. ( bench+ar- can be the catalyst to initiating prioriti:ation of $here to begin for+al process i+prove+ent. The results of bench+ar-ing +ust clearly display the gaps, identify the ris-s of not closing the gaps, facilitate prioriti:ation of develop+ent activities and facilitate co++unication of this infor+ation. To su++ari:e, a bench+ar- is the basis for"

)rofiling quality in the +ar-et >oosting self?confidence and pride in e+ployees as $ell as +otivating and tying e+ployees to an organi:ation. This is relevant $ith today's staff shortages in the IT industry B IT personnel $ant to $or- in a highly efficient, cutting?edge environ+ent Trust fro+ custo+ers that the organi:ation is a good IT service +anage+ent provider.
Opti+i:ing service quality is -ey to all IT organi:ations to +a3i+i:e perfor+ance and custo+er satisfaction and provide value for +oney. Organi:ations $ill be required to focus on end results and service quality, rather than si+ply on their business activities and processes.
4.3.. 5ene#its
6sing bench+ar- results $ill help deliver +a;or benefits in"

(chieving econo+y in the for+ of lo$er prices and higher productivity on the part of the service provider (chieving efficiency by co+paring the costs of providing IT services and the contribution these services +a-e to the business $ith $hat is achieved in other organi:ations. This helps the organi:ation to identify areas for i+prove+ent (chieving effectiveness in ter+s of actual business ob;ectives reali:ed co+pared $ith $hat $as planned.
>ench+ar-ing helps the organi:ation to focus on strategic planning by identifying the relative effectiveness of IT support for the business. Econo+y is the easiest area to investigate although efficiency and effectiveness +ay deliver the +ost benefit to the business. To obtain the +a3i+u+ benefit, it is necessary to looat all of these three areas, rather than focusing on one to the e3clusion of the others.
4.3.4 0$o is involve 1

7ithin an organi:ation there $ill be three parties involved in bench+ar-ing"
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T$e customer B that is, the business +anager responsible for acquiring IT services to +eet business ob;ectives. The custo+er's interest in bench+ar-ing $ould be" JCo$ can I i+prove +y perfor+ance in procuring services and +anaging service providers, and in supporting the business through IT services8' T$e user or consumer B that is, anyone $ho uses IT services to support his or her $or-. The user's interest in bench+ar-ing $ould be" JCo$ can I i+prove +y perfor+ance by e3ploiting IT8' T$e internal service provi er B providing IT services to users under Service Level (gree+ents negotiated $ith and +anaged by the custo+er. The provider's interest in bench+ar-ing $ould be" JCo$ can $e i+prove our perfor+ance in the delivery of IT services $hich +eet the require+ents of our custo+ers and $hich are cost?effective and ti+ely8'
There $ill also be participation fro+ e3ternal parties"
E-ternal service provi ers B providing IT services to users under contracts and Service Level (gree+ents negotiated $ith and +anaged by the custo+er (em)ers o# t$e pu)lic B are increasingly beco+ing direct users of IT services 5enc$mar'ing partners B that is, other organi:ations $ith $ho+ co+parisons are +ade in order to identify the best practices to be adopted for i+prove+ents.
4.3.6 0$at to )enc$mar'1

5ifferences in bench+ar-s bet$een organi:ations are nor+al. (ll organi:ations and service?provider infrastructures are unique, and +ost are continually changing. There are also intangible but influential factors that cannot be +easured, such as gro$th, good$ill, i+age and culture. 5irect co+parison $ith si+ilar organi:ations is +ost effective if there is a sufficiently large group of organi:ations $ith si+ilar characteristics. It is i+portant to understand the si:e and nature of the business area, including the geographical distribution and the e3tent to $hich the service is used for business or ti+e?critical activities. Co+parison $ith other groups in the sa+e organi:ation nor+ally allo$s a detailed e3a+ination of the features being co+pared, so that it can be established $hether or not the co+parison is of li-e $ith li-e. Tip 7hen bench+ar-ing one or +ore services or service +anage+ent processes, the IT organi:ation has to ascertain $hich of these the organi:ation should focus
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on first, if all cannot be i+ple+ented si+ultaneously. 5eter+ine $hich services and supporting processes to co+pare. >ench+ar-ing of a service +anage+ent process is used to find out if a process is cost?effective, responsive to the custo+er's needs and effective in co+parison $ith other organi:ations. So+e organi:ations use bench+ar-ing to decide $hether they should change their service provider. It is essential in planning for service +anage+ent to start $ith an assess+ent or revie$ of the relevant service +anage+ent processes. The results of this can provide a baseline for future co+parison. E-ample One large co+pany started $ith the i+ple+entation of all service +anage+ent processes. Senior +anage+ent never ans$ered the question 7hy all these processes should be i+ple+ented. It sounded li-e a good thing to do" JEverybody else is doing service +anage+ent so $hy don't $e8'. (fter t$o years the $hole pro;ect had to be stopped because custo+ers $ere co+plaining about poor service. It $as decided to restart the service +anage+ent pro;ect. This ti+e senior +anage+ent decided to i+ple+ent only a part of service +anage+ent Dthe processes $here the pain $as +ost feltE and there $as an assess+ent conducted to provide a baseline of results for future co+parison. >ench+ar-ing techniques can be applied at various levels fro+ relatively straightfor$ard in?house co+parisons through to an industry?$ide search for best practice. It co+prises four basic stages" planning, analysis, action and revie$. Or better yet, let's apply the i+prove+ent process to bench+ar-ing.
7hat should $e +easure8 Select the broad service or service +anage+ent process or function to bench+ar- Dsuch as Service 5es-E in relation to sta-eholder needs. 5ra$ up a preli+inary list of potential bench+ar-ing partners Dthese +ay be $ithin the organi:ation or outsideE. Identify possible sources of infor+ation and +ethods of collection to confir+ the suitability of potential partners. 7hat can $e +easure8 7ithin that process, define the activities to be bench+ar-ed Dsuch as incident lifecycleE. Identify the resources required for the study. Confir+ the -ey perfor+ance +easures or indicators to +easure the perfor+ance in carrying out the activity. 5ocu+ent the $ay the activities are currently co+pleted. (gree the plan and its i+ple+entation. &athering"
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Collect infor+ation to identify the +ost li-ely potential bench+ar-ing partner to contact. )rocessing (nalysing" Confir+ the best potential bench+ar-ing partner and +a-e a preli+inary assess+ent of the perfor+ance gap. Establish contacts and visits, if appropriate, to validate and substantiate the infor+ation. Co+pare the e3isting process $ith that of the bench+ar-ing partner to identify differences and innovations. (gree targets for i+prove+ent that are e3pected as a result of adopting the bench+ar-ing partner's $ays of doing things. )resenting and using" Co++unicate the results of the study throughout the relevant parts of the organi:ation and to the bench+ar-ing partner. )lan ho$ to achieve the i+prove+ents. Ta-ing corrective action" 1evie$ perfor+ance $hen the changes have been e+bedded in the organi:ation. Identify and rectify anything $hich +ay have caused the organi:ation to fall short of its target. Co++unicate the results of the changes i+ple+ented to the organi:ation and the bench+ar-ing partner. Consider bench+ar-ing again to continue the i+prove+ent process.
Ideally, bench+ar- revie$s should be built into an ongoing service +anage+ent lifecycle so that regularly scheduled revie$s or bench+ar-s are conducted. The for+ality and rigour $ith $hich they are conducted $ill vary depending on the environ+ent, the rate of business change, the co+ple3ity of the environ+ent and the elapsed ti+e since the last revie$. Conducting these revie$s regularly provides valuable +etrics and trend analysis $ith $hich to ;udge i+prove+ents Dor lac- thereofE and ta-e corrective action as early as possible to +a3i+i:e perfor+ance gains.
4.3.8 Comparison wit$ in ustry norms

ITIL is itself an industry?recogni:ed best practice, $hich is a gro$ing standard for service +anage+ent $orld$ide. The ITIL core publications provide docu+ented guidance on detailed process assess+ent and service bench+ar-ing that can be used as chec-lists and te+plates for organi:ations doing their o$n service revie$s and bench+ar-s. (dditionally, +any IT service organi:ations around the $orld provide consulting and professional e3pertise in the process of conducting service +anage+ent bench+ar-s and assess+ents to co+pare the current processes $ith published best practices and the ITIL reco++endations. It +ay
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be $orth$hile to investigate using these services if the scope of an assess+ent is very large or co+ple3. &rocess maturity comparison Conducting a process +aturity assess+ent is one $ay to identify service +anage+ent i+prove+ent opportunities. Often $hen an organi:ation conducts a +aturity assess+ent they $ant to -no$ ho$ they co+pare to the other organi:ations. #igure 0.. reflects average +aturity scores for over *!! separate organi:ations that $ent through a +aturity assess+ent.
Figure 4.. Cumulative results o# over +?? process assessments )e#ore improvement
!. Gon?E3istent *. Initial . 1epeatable ,. 5efined .. /anaged 0. Opti+i:ed

Table ,.3 C&&I maturity model
Gothing present Concrete evidence of develop+ent So+e process docu+entation but so+e errors li-ely Standardi:ed and docu+ented /onitored for co+pliance )rocesses are considered best practices through i+prove+ent
(s you can see Service Level /anage+ent $hich is a -ey process in support of CSI is at a fairly lo$ +aturity level in the organi:ations used in the above e3a+ple. The lac- of a +ature SL/ process that provides for identification of ne$ business require+ents, +onitoring and reporting of results can +a-e it difficult to identify service i+prove+ent opportunities. ( pri+e target for i+prove+ents in this e3a+ple $ould be first to +ature the SL/ practice to help achieve +easurable targets to i+prove services going for$ard. Total cost o# owners$ip
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The total cost of o$nership DTCOE, developed by &artner, has beco+e a -ey +easure+ent of the effectiveness and the efficiency of services. TCO is defined as all the costs involved in the design, introduction, operation and i+prove+ent of services $ithin an organi:ation fro+ its inception until retire+ent. Often, TCO is +easured relating to hard$are co+ponents. The TCO of an IT service is even +ore +eaningful. CSI needs to ta-e the TCO into perspective $hen loo-ing at service i+prove+ent plans. TCO is often used to bench+ar- specific services in IT against other organi:ations, i.e. +anaged service providers.
4.3.: 5enc$mar' approac$

>ench+ar-ing $ill establish the e3tent of an organi:ation's e3isting +aturity $ith best practice and $ill help in understanding ho$ that organi:ation co+pares $ith industry nor+s. 5eciding $hat the @)Is are going to be and then +easuring against the+ $ill give solid +anage+ent infor+ation for future i+prove+ent and targets. ( bench+ar- e3ercise $ould be used as the first stage in this approach. This could be either one or other of"
%n internal )enc$mar' B co+pleted internally using resources fro+ $ithin the organi:ation to assess the +aturity of the service +anage+ent processes against a reference fra+e$or%n e-ternal )enc$mar' B this $ould be co+pleted by an e3ternal third? party co+pany. /ost of these have their o$n proprietary +odels for the assess+ent of service +anage+ent process +aturity.
The results and reco++endations contained $ithin the bench+ar-ing revie$ can then be used to identify and rectify areas of $ea-ness $ithin the IT service +anage+ent processes. <ie$ed fro+ a business perspective, bench+ar- +easure+ents can help the organi:ation to assess IT services, perfor+ance and spend against peer or co+petitor organi:ations and best practice, both across the $hole of IT and by appropriate business areas, ans$ering questions such as"

Co$ does IT spend co+pare to other si+ilar organi:ations B overall, as a percentage of revenue, or per e+ployee8 Co$ does IT spend co+pare for si+ilar functions, e.g. payroll functions either $ithin an organi:ation or $ith other organi:ations8 Co$ does IT spend co+pare across business units or business processes8 Co$ does IT spend co+pare across locations or technologies8
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Co$ effective is IT service delivery Dand identify opportunities and +easures for i+prove+entE8 7hich is the +ost appropriate sourcing option8 Is the value of a long?ter+ sourcing contract being +aintained year on year8
>ench+ar-ing activities need to be business?aligned. They can be e3pensive e3ercises $hether underta-en internally or e3ternally, and therefore they need to be focused on $here they can deliver +ost value. #or internal service providers, cost bench+ar-ing can assess the efficiency and effectiveness of the IT unit. #or e3ternal service providers, especially outsourced services, they can help to ensure the right IT services for the right price. 1esults of bench+ar-ing not only provide a state+ent of perfor+ance, but can also be used to identify, reco++end and plan i+prove+ents. They can also de+onstrate value to the business and set targets for i+prove+ent levels, $ith subsequent bench+ar-ing to assess achieve+ent. Co+parisons of service perfor+ance and $or-load characteristics bet$een peer organi:ations, the effectiveness of business process and the IT contribution to IT are also of value as part of a TCO assess+ent. Third?party specialists are available to conduct bench+ar-ing and assess+ents, giving the business an e3ternal perspective and helping to lend credibility to the results and reco++endations for i+prove+ents. There is a variety of IT bench+ar-ing types available separately or in co+bination, including"

Cost and perfor+ance for internal service providers )rice and perfor+ance for e3ternal service providers )rocess perfor+ance against industry best practice #inancial perfor+ance of high?level IT costs against industry or peers Effectiveness considering satisfaction ratings and business align+ent at all levels.
The conte3t for bench+ar-ing requires infor+ation about the organi:ation's profile, co+ple3ity and relative co+parators. (n effective and +eaningful profile contains four -ey co+ponents"
Company in#ormation pro#ile B The co+pany profile defines the landscape of an organi:ation, i.e. basic infor+ation on the co+pany si:e, industry type, geographic location and types of user are typical of data gathered to establish this profile. Current assets B The IT assets +i3 $ithin the organi:ation +ay include production IT, des-top and +obile clients, peripherals, net$or- and server assets.
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Current )est practices B These include policies, procedures and/or tools that i+prove returns, and their +aturity and degree of usage. Comple-ity B Co+ple3ity includes infor+ation about the end?user co++unity, the types and quantities of varied technologies in use and ho$ IT is +anaged.
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4.. (easuring an reporting #ramewor's

There are +any techniques used today to +easure the effectiveness and efficiency of IT and the services it provides. Often organi:ations use a co+bination of +ethods rather than ;ust one individual technique. CSI should assu+e responsibility for ensuring that the quality of service required by the business is provided $ithin the i+posed cost constraints. CSI is also instru+ental in deter+ining if IT is still on course $ith the achieve+ent of planned i+ple+entation targets and, if not, plotting course corrections to bring it bac- into align+ent. Co$ever, it +ust be re+e+bered that although the +easure+ent of progress is vital it is not the end productI rather, it is a +eans to an end. Often people gather +easure+ents and produce reports as a full?ti+e occupation. It is essential that the production of statistics is not seen as the sole ob;ective of the strategy i+ple+entation but rather an indicator of its progress and success.
4...+ 5alance Scorecar

This is a technique developed by @aplan and Gorton in the +id?*%%!s and involves the definition and i+ple+entation of a +easure+ent fra+e$or- covering four different perspectives" custo+er, internal business, learning and gro$th, and lastly financial. The four lin-ed perspectives provide a >alanced Scorecard to support strategic activities and ob;ectives, and can be used to +easure overall IT perfor+ance. The >alanced Scorecard is co+ple+entary to ITIL. So+e of the lin-s to IT include the follo$ing"

Client perspective B IT as a service provider, pri+arily docu+ented in Service Level (gree+ents DSL(sE Internal processes B Operational e3cellence utili:ing Incident, )roble+, Change, Configuration and 1elease +anage+ent as $ell as other IT processesI successful delivery of IT pro;ects Learning an growt$ B >usiness productivity, fle3ibility of IT, invest+ents in soft$are, professional learning and develop+ent Financial B (lign IT $ith the business ob;ectives, +anage costs, +anage ris-s, deliver valueI IT #inancial /anage+ent is the process used to allocate costs and calculate 1OI.
@aplan and Gorton first introduced the idea of a >alanced Scorecard in the early *%% )arvard #usiness 1evie7. The need for such a +ethod e+erged out of a gro$ing recognition that financial +easures alone $ere insufficient to +anage the +odern organi:ation. /uch of the e+phasis in today's $or- environ+ent is
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preparation to achieve financial goals, achieve process innovations, training $or-ers and creating and +aintaining ne$ -inds of relationship $ith custo+ers. The >alanced Scorecard is not si+ply a +easure+ent syste+ but a +anage+ent syste+ that enables organi:ations to clarify their vision, +ission, goals, ob;ectives and strategies and to translate the+ into action. 7hen fully deployed, the >alanced Scorecard transfor+s strategic planning fro+ an acade+ic e3ercise into the nerve centre of an enterprise. It provides feedbacaround both the internal business processes and e3ternal outco+es in order to continually i+prove strategic perfor+ance and results. The >alanced Scorecard, as an aid to organi:ational )erfor+ance /anage+ent, is a co++on +ethod of trac-ing +etrics and perfor+ing trend analysis. It helps to focus, not only on the financial targets but also on the internal processes, Custo+ers and learning and gro$th issues. The balance should be found bet$een four perspectives. The four perspectives are focused around the follo$ing questions"

Customers B 7hat do custo+ers e3pect of IT provision8 Internal processes B 7hat +ust IT e3cel at8 Learning an growt$ B Co$ does IT guarantee that the business $ill -eep generating added value in the future8 Financial B 7hat is the cost of IT8
Casca ing t$e 5alance Scorecar /any organi:ations are structured around strategic business units DS>6sE $ith each business unit focusing on a specific group of products or services offered by the business. The structure of IT +ay +atch the S>6 organi:ation or +ay offer services to the S>6 fro+ a co++on, shared services IT organi:ation or both. This last hybrid approach tends to put the central infrastructure group in the shared services $orld and the business solutions or application develop+ent group in the S>6 itself. This often results in non?productive finger?pointing $hen things go $rong. The business itself is not interested in this bla+e?stor+ing e3ercise but rather in the quality of IT service provision. Therefore, the >alanced Scorecard is best deployed at the S>6 level Dsee #igure 0.0E.
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Figure 4.4 IT 5alance Scorecar
Once a >alanced Scorecard has been defined at the S>6 level, it can then be cascaded do$n through the organi:ation. #or each strategic business level +easure and related target, business units can define additional +easures and targets that support the strategic goal and target. In addition, action plans and resource allocation decisions can be +ade $ith reference to ho$ they contribute to the strategic >alanced Scorecard. (s $ith any +easure+ent syste+ it is i+portant to lin- the re$ard syste+s to the >alanced Scorecard ob;ectives. The follo$ing is an e3a+ple of a >alanced Scorecard for a Service 5es-.
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#inancial &oal (bility to control Service 5escosts Econo+y of Service 5es<alue of Service 5esInnovation &oal >usiness productivity Service culture #le3ibility
)erfor+ance Indicator (ccuracy of Service 5escost forecasts Co+petitiveness of service Costs of Service 5es-
Custo+er &oal
)erfor+ance Indicator
Auality of Service (vailability of Service 5es- services 5es- Din IT users' 1eliability of Service perceptionE 5esCo+pliance to SL(s )erfor+ance of 1estoration of service Service 5esOn?ti+e service delivery Support of hands?on Gu+ber of registered users user co+plaints about IT Internal goal Incident resolution Elapsed ti+e for incidents /eetings SL(s )rofessionalis+ )erfor+ance Indicator )ercentage of first?ti+e? right incident resolution Ti+e spent on resolution Incidents resolved $ithin SL(s Treating custo+ers $ith respect
)erfor+ance Indicator /ini+i:e /T1S I+prove+ents in business turnover 1eduction in business costs ascribable to the Service 5esGe$ $ays to i+prove service
Table ,.% Service 2es/ #alanced Scorecard e*ample
The >alanced Scorecard is not an e3clusive IT feature. On the contrary, +any organi:ations use scorecards in other depart+ents B even at the board level. Start very conservatively $hen i+ple+enting the >alanced Scorecard. Start $ith t$o to three, +aybe four, goals and +etrics for each perspective. Organi:ations have to +a-e choicesI for +any, this $ill be e3tre+ely difficult and ti+e consu+ing. I+ple+entation is not the +ost difficult part of using the >alanced Scorecard B consolidation is. 6sually, consultants are e+ployed to assist in the introduction of the >alanced Scorecard. The challenge is to -eep +easuring once they are gone. The danger is in the te+ptation to fall bac- on prior +easuring techniques or not +easuring at all.
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T$e 5alance Scorecar an measurement<)ase management The >alanced Scorecard approach focuses on including custo+er?defined quality, continual i+prove+ent, e+ployee e+po$er+ent, and +easure+ent? based +anage+ent and feedbac-. The >alanced Scorecard incorporates feedbacaround internal business process outputs, as in Total Auality /anage+ent DTA/E, but also adds a feedbac- loop around the outco+es of business strategies. This creates a double?loop feedbac- process in the >alanced Scorecard. (n old saying goes" JOou can't i+prove $hat you can't +easure.' /etrics +ust be developed based on the priorities of the strategic plan, $hich provides the -ey business drivers and criteria for +etrics that +anagers +ost desire to $atch. Services and processes are then designed to collect infor+ation relevant to these +etrics. Strategic +anage+ent can then e3a+ine the outco+es of various +easured services, processes and strategies and trac- the results to guide the co+pany and provide feedbac-. The value of +etrics is in their ability to provide a factual basis for defining"

Strategic feedbac- to sho$ the present status of the organi:ation fro+ +any perspectives for decision +a-ers 5iagnostic feedbac- into various services and processes to guide i+prove+ents on a continual basis Trends in perfor+ance over ti+e as the +etrics are trac-ed #eedbac- around the +easure+ent +ethods the+selves, and $hich +etrics should be trac-ed Auantitative inputs to forecasting +ethods and +odels for decision? support syste+s.
4..., S0OT analysis

S7OT stands for strengths, $ea-nesses, opportunities and threats. This section provides guidance on properly conducting and using the result of a S7OT analysis, ho$ to select the scope and range of this co++on assess+ent tool, as $ell as the co++on +ista-es people +a-e $hen using a S7OT analysis. This technique involves the revie$ and analysis of four specific areas of an organi:ation" the internal strengths and $ea-nesses, and the e3ternal opportunities and threats. Once analysed, actions should be ta-en to"

5evelop, e3ploit and capitali:e on the organi:ation's strengths 1educe, +ini+i:e or re+ove 7ea/nesses
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Ta-e +a3i+u+ advantage of opportunities /anage, +itigate and eli+inate threats.
S7OT analyses can be perfor+ed quic-ly and can be used to target a specific area rather than loo-ing at the entire enterprise. &urpose ( S7OT analysis is a strategic planning tool used to evaluate the strengths, $ea-nesses, opportunities and threats involved in a pro;ect, business venture or in any other situation requiring a decision. Si:ing up a fir+'s internal strengths and $ea-nesses and its e3ternal opportunities and threats provides a quicovervie$ of a fir+'s strategic situation. Fow to use The first step is to define the desired end state or ob;ective. This ob;ective definition +ust be e3plicit and approved by all participants in the process. Once the ob;ective is identified, S7OT are discovered and listed"

Strengt$s are internal attributes of the organi:ation that are helpful to the achieve+ent of the ob;ective. 0ea'nesses are internal attributes of the organi:ation that are har+ful to the achieve+ent of the ob;ective. Opportunities are e3ternal conditions that are helpful to the achieve+ent of the ob;ective. T$reats are e3ternal conditions that are har+ful to the achieve+ent of the ob;ective.
Correct identification of the S7OT is essential because subsequent steps in the process are all derived fro+ the S7OT. To ensure a successful S7OT, it is a good idea to ensure that the ob;ective follo$s the S/(1T principle $hich stands for specific, +easurable, achievable, realistic and ti+ely. S7OTs are used as inputs to the creative generation of possible strategies, by as-ing and ans$ering the follo$ing four questions +any ti+es"

Co$ can $e use each strength8 Co$ can $e stop each 7ea/ness8 Co$ can $e e*ploit each opportunity8 Co$ can $e defend against each threat8
Scope9reac$ an range
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S7OT analyses can be done at various levels, fro+ an individual perspective, to a depart+ental, divisional or even corporate perspective. It is i+portant to consolidate the lo$er hierarchical +anage+ent levels before proceeding to the ne3t level. #or e3a+ple, all the +e+bers of a functional tea+ perfor+ an individual S7OT analysis. Then a S7OT for the functional tea+ is perfor+ed. Each functional tea+ $ithin the depart+ent does the sa+e and a depart+ental S7OT is conducted and so on until a corporate S7OT is co+pleted. It is also possible to conduct a S7OT analysis for a service or a process.
Things to consider for strengths Core co+petencies #inancial resources 1eputable buyers (c-no$ledged as +ar-et?leader 7ell?conceived functional?area strategies (ccess to econo+ies of scale Little co+petitive pressure )roprietary technology Cost advantages Strong ca+paigns )roduct innovation )roven +anage+ent (head on e3perience curve >etter develop+ent/production capability Superior technology Things to consider for opportunities (bility to serve additional custo+er groups or e3pand into ne$ +ar-et or seg+ents 7ays to e3pand product line to +eet broader range of custo+er needs (bility to transfer s-ills or technological -no$?ho$ to ne$ products or businesses Integrating for$ard or bac-$ard #alling trade barriers in attractive foreign +ar-ets Co+placency a+ong rival fir+s (bility to gro$ rapidly because of strong increases in +ar-et de+and E+erging ne$ technologies Things to consider for 7ea/nesses Go clear strategic direction Obsolete facilities Lo$ profitability Lac- of +anagerial depth and talent /issing so+e -ey co+petencies )oor trac- record for perfor+ance #alling behind 1P5 Too narro$ product line 7ea- +ar-et i+age 7ea- distribution net$or>elo$?average +ar-eting s-ills 6nable to finance needed changes Cigher overall unit costs
Things to consider for threats Entry of lo$er?cost foreign co+petitors 1ising sales of substitute products Slo$er +ar-et gro$th (dverse shifts in foreign e3change rates and trade policies of foreign govern+ents Costly regulatory require+ents )otentially sudden deregulation <ulnerability to recession and business cycle &ro$ing bargaining po$er of custo+ers or suppliers (dverse de+ographic changes
Table ,., S:OT analysis

Strengths )eople $ith the right attitude, values and co++it+ent /anage+ent co++it+ent to CSI CSI +anager in place :ea/nesses 1eactive organi:ation I++ature processes Lac- of +onitoring and reporting
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tools Opportunities Increased +ar-et share of current services >eco+e a third?party service provider Efficiencies through +ore integrated operations >e quic-er to +ar-et $ith ne$ products Threats Co+petition Ge$ regulatory require+ents Ge$ technology Lac- of trained staff Lac- of @no$ledge /anage+ent Insufficient data
Table ,.- Sample CSI S:OT analysis
Common pit#alls o# a S0OT analysis The failure to correctly identify the end state $ill result in $asted resources and possibly failure. It is therefore i+portant to align the S7OT analysis $ith the organi:ation's vision, +ission, goals and ob;ectives. The follo$ing errors have been observed in published accounts of S7OT analysis. /a-ing these errors can result in serious losses"

Conducting a S7OT analysis before defining and agreeing upon the desired end state. Opportunities De3ternal to the co+panyE are often confused $ith strengths Dinternal to the co+panyE. @eep the+ separate. 5o not confuse opportunities $ith possible strategies. It +ay also be useful to -eep in +ind that S7OT is a description of conditions, $hile possible strategies define actions.
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4.4 T$e Deming Cycle

The 5e+ing Cycle $as introduced in Chapter ,. >elo$ $e e3pand the +ethods and techniques involved.
Figure 4.6 Deming Cycle > a apte #or CSI
)lanning for CSI D)lanE B the planning process should address the follo$ing ite+s" Scope of CSI Establishing goals for i+prove+ent including gap analysis, definition of action steps to close any gaps and establishing and i+ple+enting +easures to assure that the gaps have been closed and benefits achieved Ob;ectives and require+ents for CSI Interfaces bet$een CSI and the rest of the service lifecycle )rocess activities to be developed #ra+e$or- of +anage+ent roles and responsibilities Tools as appropriate to support the processes /ethods and techniques to +easure, assess, analyse and report on the quality, effectiveness and efficiency of services and service +anage+ent processes. I+ple+ent CSI D5oE B i+ple+enting CSI includes the follo$ing" #unding and budgets required to support CSI 5ocu+enting roles and responsibilities (llocation of roles and responsibilities to $or- on CSI initiatives 5ocu+enting and +aintaining CSI policies, plans and procedures Co++unicating and training on docu+ented policies, plans and procedures Ensuring +onitoring, analysis, trend evaluating and reporting tools are in place
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Integrating $ith Service Strategy, Service 5esign, Service Transition and Service Operation. /onitor, +easure and revie$ CSI activities DChec-E
The ob;ective of this stage is to +onitor, +easure and revie$ that the CSI ob;ectives and plans are being achieved. (s $ith other processes, this includes reporting against plans, docu+entation revie$, conducting process assess+ents and audits. The -ey is to identify and reco++end CSI process i+prove+ent opportunities.
Continual i+prove+ent D(ctE This stage requires i+ple+enting the actual CSI enhance+ents. #or e3a+ple, this could involve updating CSI policies, procedures, roles and responsibilities.
4.4.+ Deming Cycle use #or improving services an service management processes
7hen applying CSI against services and service +anage+ent process the last t$o stages of Chec- and (ct play a significant role, ho$ever, there are still activities that ta-e pace in the )lan and 5o stages of the 5e+ing Cycle.
&lanning #or improvement initiatives @&lanB B (t this stage goals and +easures for success are established, a gap analysis is perfor+ed, action steps to close the gap are defined, and +easures to ensure the gap $as closed are established and i+ple+ented. Implementation o# improvement initiative @DoB B This includes develop+ent and i+ple+entation of a pro;ect to close the identified gaps, i+ple+entation of the i+prove+ent to service +anage+ent processes, and establishing the s+ooth operation of the process. (onitorC measure an review services an service management processes @C$ec'B B 5uring this stage the i+ple+ented i+prove+ents are co+pared to the +easures of success established in the )lan phase. The co+parison deter+ines if a gap still e3ists bet$een the i+prove+ent ob;ectives and the operational process state. &aps don't necessarily require closure. ( gap +ay be considered tolerable if the actual perfor+ance is $ithin allo$able li+its of perfor+ance. (t the Chec- stage, the e3pected output is reco++endations for i+prove+ent. #or e3a+ple, reco++endations to update or +odify the Service Catalogue, +easure+ents to be trac-ed in SL(s, Operating Level (gree+ents DOL(sE and 6nderpinning Contracts D6CsE could also co+e out of this stage. Continual service an service management process improvement @%ctB B This stage requires i+ple+enting the actual service and service +anage+ent process i+prove+ents. ( decision to -eep the status quo,
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close the gap or add necessary resources needs to be +ade to deter+ine if further $or- is required to close re+aining gaps and to allocate resources necessary to support another round of i+prove+ent. )ro;ect decisions at this stage are the input for the ne3t round of the )lanB5oB Chec-B(ct cycle, closing the loop as input to the ne3t )lan stage. Too +any people and too +any organi:ations are loo-ing for the big?bang approach to i+prove+ents. It is i+portant to understand that a succession or series of s+all, planned incre+ents of i+prove+ents $ill not stress the infrastructure as +uch and $ill eventually a+ount to a large a+ount of i+prove+ent over ti+e.
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4.6 CSI an ot$er service management processes

The CSI process +a-es e3tensive use of +ethods and practices found in +any ITIL processes throughout the lifecycle of a service. #ar fro+ being redundant, the use of the outputs in the for+ of flo$s, +atrices, statistics or analysis reports provide valuable insight into the service's design and operation. This infor+ation, co+bined $ith ne$ business require+ents, technology specifications, IT capabilities, budgets, trends and possibly legislation is vital to CSI to deter+ine $hat needs to be i+proved B prioriti:e it and suggest i+prove+ents if required.
4.6.+ %vaila)ility (anagement

(vailability /anage+ent's D(/E +ethods are part of the +easuring process e3plained in Chapter .. They are part of the +easuring process B gathering, processing and analysing activities. 7hen the infor+ation is provided to CSI in the for+ of a report or a presentation, it then beco+es part of CSI's gathering activity. #or +ore details on each +ethod, please consult the Service 5esign publication. 7ith regards to (/, it provides IT $ith the business and user perspective about ho$ deficiencies in the infrastructure and underpinning process and procedures i+pact the business operation. The use of business?driven +etrics can de+onstrate this i+pact in real ter+s and help quantify the benefits of i+prove+ent opportunities. (/ plays an i+portant role in helping the IT support organi:ation recogni:e $here they can add value by e3ploiting technical s-ills and co+petencies in an availability conte3t. The continual i+prove+ent technique can be used by (/ to harness this technical capability. This can be used $ith either s+all groups of technical staff or a $ider group $ithin a $or-shop environ+ent. The infor+ation provided by (/ is +ade available to CSI through the (vailability /anage+ent Infor+ation Syste+ D(/ISE. This section provides practical usage and details on ho$ each (/ +ethod +entioned belo$ can be used in various activities of CSI. Component Failure Impact %nalysis Co+ponent #ailure I+pact (nalysis DC#I(E identifies single points of failure, IT services at ris- fro+ failure of various Configuration Ite+s DCIE and the alternatives that are available should a CI fail. It should also be used to assess the e3istence and validity of recovery procedures for the selected CIs. The sa+e approach can be used for a single IT service by +apping the co+ponent CIs against the vital business functions and users supported by each co+ponent.
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7hen a single point of failure is identified, the infor+ation is provided to CSI. This infor+ation, co+bined $ith business require+ents, enable CSI to +a-e reco++endations on ho$ to address the failure. Fault Tree %nalysis #ault Tree (nalysis D#T(E is a technique that is used to deter+ine the chain of events that cause a disruption of IT services. This technique offers detailed +odels of availability. It +a-es a representation of a chain of events using >oolean algebra and notation. Essentially #T( distinguishes bet$een four events" basic events, resulting events, conditional events and trigger events. 7hen provided to CSI, #T( infor+ation indicates $hich part of the infrastructure, process or service $as responsible in the service disruptions. This infor+ation, co+bined $ith business require+ents, enables CSI to +a-e reco++endations about ho$ to address the fault. Service Failure %nalysis Service #ailure (nalysis DS#(E is a technique designed to provide a structured approach to identify end?to?end availability i+prove+ent opportunities that deliver benefits to the user. /any of the activities involved in S#( are closely aligned $ith those of )roble+ /anage+ent. In a nu+ber of organi:ations these activities are perfor+ed ;ointly by )roble+ and (vailability /anage+ent. S#( should atte+pt to identify i+prove+ent opportunities that benefit the end user. It is therefore i+portant to ta-e an end?to?end vie$ of the service require+ents. CSI and S#( $or- hand in hand. S#( identifies the business i+pact of an outage on a service, syste+ or process. This infor+ation, co+bined $ith business require+ents, enables CSI to +a-e reco++endations about ho$ to address i+prove+ent opportunities. Tec$nical O)servation ( Technical Observation DTOE is a prearranged gathering of specialist technical support staff fro+ $ithin IT support. They are brought together to focus on specific aspects of IT availability. The TO's purpose is to +onitor events, real? ti+e as they occur, $ith the specific ai+ of identifying i+prove+ent opportunities $ithin the current IT infrastructure. The TO is best suited to delivering proactive business and end?user benefits fro+ $ithin the real?ti+e IT environ+ent. >ringing together specialist technical staff to observe specific activities and events $ithin the IT infrastructure and operational processes creates an environ+ent to identify i+prove+ent opportunities. The TO gathers, processes and analyses infor+ation about the situation. Too often the TO is reactive by nature and is asse+bled hastily to deal $ith an
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e+ergency. 7hy $ait8 If the TO is included as part of the launch of a ne$ service, syste+ or process for e3a+ple, a lot of the issues inherent to any ne$ co+ponent $ould be identified and dealt $ith +ore quic-ly. One of the best e3a+ples for a TO is the +ission control roo+ for a space agency. (ll the specialists fro+ all aspects of the +ission are gathered in one roo+. Space agencies don't $ait for the roc-et to be launched and e3perience a proble+ before gathering specialists to +onitor, observe and provide feedbac-. They set it up $ell before the actual launch and they practise the +onitoring, observing and providing feedbac-. Certainly, launching a roc-et is very costly, but so is launching a ne$ service, syste+ or process. Can the business afford a catastrophic failure of a ne$ E1) application, for e3a+ple8 Oh, by the $ay, roc-et launches are often aborted seconds before the launch. Shouldn't organi:ations Dincluding yoursE do the sa+e $hen so+eone discovers a +a;or potential fla$ in a service or syste+8 CSI starts fro+ the beginning and includes preventing things fro+ failing in the first place. Let's fi3 the fla$ before it goes into production instead of fi3ing the fi3es D$hat a conceptKE. This infor+ation, co+bined $ith business require+ents, enables CSI to +a-e reco++endations about ho$ to address the TO's findings. E-pan e inci ent li#ecycle
Figure 4.8 E-pan e inci ent li#ecycle
#irst, let's define a fe$ ite+s"
%vaila)ility (anagement B To opti+i:e the capability of the IT infrastructure, services and supporting organi:ation to deliver a cost?
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effective and sustained level of availability enabling the business to +eet their ob;ectives. The (/ process has both a reactive and proactive nature. E-pan e Inci ent li#ecycle B ( technique to help $ith the technical analysis of Incidents affecting the availability of co+ponents and IT services. The E3panded Incident lifecycle is further +ade up of t$o parts" ti+e to restore service Da-a do$nti+eE and ti+e bet$een failures Da-a upti+eE. There is a diagnosis part to the Incident lifecycle as $ell as repair, restoration and recovery of the service.
Let's assu+e that CSI has decided to i+prove the incident lifecycle by reducing the +ean ti+e to restore service D/T1SE and e3panding the +ean ti+e bet$een failures D/T>#E. Cere is an e3a+ple of ho$ (/ can assist in reducing do$nti+e in the e3panded Incident lifecycle by using +any techniques"
(onitoring @ etection o# Inci entB B >y adequately +onitoring for availability of vital business functions through auto+ated +onitoring tools Dset at the right thresholdE that record and escalate incidents, the ti+e it ta-es to detect and record incidents is reduced. Inci ent recor ing B Since one of (/'s goal is to Jopti+i:e the ... support organi:ation', educating and training first?line staff as $ell as si+plifying and/or auto+ating Incident recording helps reduce the ti+e it ta-es to record Incidents. Investigation B 6sing the #T( +ethod, (/ assists in reducing the ti+e to investigate by creating proper investigation procedures for Incident +anage+ent staff. The sa+e logic applies to the diagnosis of the Incident cause, resolution and recovery.
Cere is an e3a+ple of ho$ (/ can assist in increasing up?ti+e in the e3panded Incident lifecycle by using +any techniques"
6sing S#(, (/ can +a-e reco++endations to increase the reliability of co+ponents thus reducing the li-elihood of an Incident occurring in the first place. Scheduling and perfor+ing adequate and required internal +aintenance of co+ponents D+aintainabilityE, (/ can help to increase the resilience of co+ponents, thus reducing the li-elihood of an Incident causing an outage. Ensuring that e3ternal +aintenance of co+ponents DserviceabilityE is properly scheduling and perfor+ed by e3ternal vendors, (/ can help to increase the resilience of co+ponents, thus reducing the li-elihood of an incident causing an outage. Conducting a C#I( to predict and evaluate the i+pact on IT service availability arising fro+ co+ponent failures assists in identifying single points of failure. (/ $ill either sub+it reco++endations for
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enhance+ents to the resilience and reliability of such co+ponents or provide better troubleshooting procedures to the support groups. I+ple+enting security reco++endations co+ing fro+ Security /anage+ent regarding the confidentiality, integrity and availability of associated data helps reduce +alicious or unauthori:ed access to data, ensuring data integrity, and thus reducing the li-elihood of an Incident occurring or decreasing the ti+e it ta-es to respond or resolving an Incident.
4.6., Capacity (anagement

This section provides practical usage and details about ho$ each Capacity /anage+ent +ethod +entioned belo$ can be used in various activities of CSI. The Capacity /anage+ent process +ust be responsive to changing require+ents for processing capacity. Ge$ services are required to underpin the changing business. E3isting services $ill require +odification to provide e3tra functionality. Old services $ill beco+e obsolete, freeing up capacity. Capacity /anage+ent +ust ensure sufficient hard$are, soft$are and personnel resources are in place to support e3isting and future business capacity and perfor+ance require+ents. Si+ilarly to (/, Capacity /anage+ent can play an i+portant role in helping the IT support organi:ation recogni:e $here they can add value by e3ploiting their technical s-ills and co+petencies in a capacity conte3t. The continual i+prove+ent technique can be used by Capacity /anage+ent to harness this technical capability. This can be used $ith either s+all groups of technical staff or a $ider group $ithin a $or-shop environ+ent. The infor+ation provided by Capacity /anage+ent is +ade available to CSI through the Capacity /anage+ent Infor+ation Syste+ DC/ISE. 5usiness Capacity (anagement ( pri+e ob;ective of the >usiness Capacity /anage+ent sub?process is to ensure that future business require+ents for IT services are considered and understood, and that sufficient capacity to support the services is planned and i+ple+ented in an appropriate ti+escale. (s a result, the ability to satisfy the custo+ers' SL1s $ill be affected. It is the responsibility of Capacity /anage+ent to predict and cater to these changes. These ne$ require+ents +ay co+e to the attention of Capacity /anage+ent fro+ +any different sources and for +any different reasons. They +ay be generated by the business or +ay originate fro+ the Capacity /anage+ent process itself. Such e3a+ples could be a reco++endation to upgrade to ta-e
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advantage of ne$ technology, or the i+ple+entation of a tuning activity to resolve a perfor+ance proble+. Infor+ation gathered here enables CSI to ans$er the J7hat do $e need8' question. Service Capacity (anagement ( pri+e ob;ective of the Service Capacity /anage+ent sub?process is to identify and understand the IT services, their use of resource, $or-ing patterns, pea-s and troughs, as $ell as to ensure that the services can and do +eet their SL( targets. In this sub?process, the focus is on +anaging service perfor+ance, as deter+ined by the targets contained in the SL(s or SL1s. The -ey to successful Service Capacity /anage+ent is to pre?e+pt difficulties, $herever possible. This is another sub?process that has to be proactive and anticipatory rather than reactive. Co$ever there are ti+es $hen it has to react to specific perfor+ance proble+s. >ased on the -no$ledge and understanding of the perfor+ance require+ents for each service, the effects of changes in the use of services can be esti+ated, and actions ta-en to ensure that the required service perfor+ance can be achieved. Infor+ation gathered here enables CSI to ans$er the J7hat do $e need8' question. Component Capacity (anagement ( pri+e ob;ective of Co+ponent Capacity /anage+ent sub?process is to identify and understand the capacity and utili:ation of each of the co+ponents of the IT infrastructure. This ensures the opti+u+ use of the current hard$are and soft$are resources in order to achieve and +aintain the agreed service levels. (ll hard$are co+ponents and +any soft$are co+ponents in the IT infrastructure have a finite capacity, $hich, $hen e3ceeded, have the potential to cause perfor+ance proble+s. (s in Service Capacity /anage+ent, the -ey to successful Co+ponent Capacity /anage+ent is to pre?e+pt difficulties $herever possible. Therefore this sub? process has to be proactive and anticipatory rather than reactive. Co$ever there are ti+es $hen it has to react to specific proble+s that are caused by a lac- or inefficient use of resources. It is i+portant to understand ho$ the three sub?processes tie together. Let's looat the e3a+ple above D#igure 0.9E" There are three services" (, > and C There are three depart+ents" /ar-eting, Sales and #inance
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Service ( is used by all three depart+ents. Service > is used only by /ar-eting and Sales. Service C is used only by #inance.
Figure 4.: Connecting 5usiness an Service Capacity (anagement
The require+ents for each service fro+ each depart+ent are" /ar-eting E+ployees Gu+ber of e?+ails per day Si:e of attach+ent *0 *!! *! /b Sales .! !! 0 /b #inance 0 0! *! /b often Oes Go
#requency of large attach+ent infrequent very DcontractsE 1equires re+ote access 1equires )5(
Table ,.0 2epartmental re+uirements
Go Go
Oes Oes
#ro+ Table 0.4 the overall si:e of the e?+ail service can be co+puted. If e?+ail $as the only service, it $ould be relatively si+ple. There are other services offered and each service +a-es use of four +a;or co+ponents" hard$are, soft$are, docu+entation and people. 6sing the C#I( report fro+ (/ it is possible to identify all the co+ponents of each service and $hich co+ponent is used by $hich service. #ro+ there opti+i:ing the capacity of each co+ponent can be revie$ed. This, in turn, enables the opti+i:ation of the service based on the usage and perfor+ance require+ents fro+ each custo+er. This ho$ever, only focuses on the current utili:ation. #uture business require+ents for this service also need to be revie$ed. >asically gro$th can happen in one of three $ays as sho$n in #igure 0.%.
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Figure 4.; 5usiness capacity growt$ mo el

Curve * indicates a steady gro$th or deploy+ent of the service over ti+e. Curve indicates a big?bang approach $here everyone starts using the ne$ service at the sa+e ti+e and usage stabili:es over ti+e. Curve , indicates a s+all nu+ber of people using the ne$ service before it is eventually deployed to everyone.
)redicting $hich gro$th curve is the correct one is ;ust as accurate as predicting the $eather a year fro+ no$. Loo-ing at curve , it is i+portant to ensure sufficient initial capacity for all co+ponents B hard$are, soft$are, docu+entation and people. Loo-ing at curve * additional capacity is required but can $ait if curve , is considered. Go$ $hat $ould happen if the business scenario predicts curve and curve , is $hat actually happens8 The result is over?capacity and IT is bla+ed for poor planning and for overspending. Consider the opposite scenario $here the business predicts curve , and curve is $hat actually happens. The result is under?capacity and IT gets bla+ed for poor planning. 1e+e+ber that only one service $as revie$ed so far. There are three services in the e3a+ple. Oou need to understand the service and business along $ith the co+ponent capacity require+ents to be able to truly identify the true capacity require+ents. /ore i+portantly business capacity can be co+puted since ho$ +uch a business unit consu+es a service is -no$n. This is $hen the infrastructure required to deliver and support the services can be properly put in place Dsee #igures 0.*! and 0.**E.
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Figure 4.+? Connecting Service an Component Capacity (anagement
Figure 4.++ Connecting 5usinessC Service an Component Capacity (anagement
#ro+ this point, IT is in a better position to i+prove the service provision. In order to do this IT +ust not only start to +easure but also to influence the business. Influencing the business is part of 5e+and /anage+ent. 0or'loa (anagement an Deman (anagement 7or-load /anage+ent can be defined as understanding $hich custo+ers use $hat service, $hen they use the service, ho$ they use the service and finally ho$ using the service i+pacts the perfor+ance of a single or +ultiple syste+s and/or co+ponents that +a-e up a service. 5e+and /anage+ent is often associated $ith influencing the end users' behaviour. >y influencing the end users' behaviour an organi:ation can change the $or-load thus i+proving the perfor+ance of co+ponents that support IT services. 6sing 5e+and /anage+ent can be an effective $ay of i+proving
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services $ithout investing a lot of +oney. ( full discussion of 5e+and /anage+ent can be found in the ITIL Service Strategy and Service 5esign publications. There are different $ays to influence custo+er behaviour. Charging for services is an obvious $ay. Co$ever charging is not al$ays effective. )eople still need to use the service and $ill use it regardless of the price. )utting in place policies regarding proper usage of the service is another $ay to influence custo+er behaviourI co++unicating e3pectations for both IT and the business, educating people on ho$ to use the service and negotiating +aintenance $indo$s are ;ust as effective in influencing custo+ers. (lso putting in place restrictions such as a+ount of space allocated for e?+ail storage is another $ay to influence behaviour. Consider carefully ho$ you try to influence a custo+er's behaviour and it +ay beco+e a negative influence rather than a positive influence. (s an e3a+ple, if an organi:ation chooses to charge for every contact to the Service 5es-, this could create a negative behaviour in that end users no longer call or e?+ail the Service 5es-, but call second?level support directly, or turn to peer?to?peer support $hich ulti+ately +a-es the cost of support go up, not do$n. Co$ever if the goal is to +ove end users to using a ne$ self?service $eb?based -no$ledge syste+, then $ith a proper co++unication and education plan on using the ne$ self?service syste+ this could be a positive influencing e3perience. CSI needs to revie$ 5e+and /anage+ent policies to ensure that they are still effective. ( policy that $as good a couple of years ago, +ay not be $or-able or useful today. ( fe$ years ago, large e?+ail attach+ents $ere unco++on. It +ade sense to li+it attach+ents to /b. Today's reality is different. Iterative activities o# Capacity (anagement Trend analysis Trend analysis can be done on the resource utili:ation and service perfor+ance infor+ation that $as collected by the Service and Co+ponent Capacity /anage+ent sub?processes. The data can be held in a spreadsheet and the graphical, trend analysis and forecasting facilities used to sho$ the utili:ation of a particular resource over a previous period of ti+e, and ho$ it can be e3pected to change in the future. Typically trend analysis only provides esti+ates of future resource utili:ation. Trend analysis is less effective in producing an accurate esti+ate of response ti+es in $hich case either analytical or si+ulation +odelling should be used. This activity provides insight into resource utili:ation and is used by both CSI and )roble+ /anage+ent Dand later bac- to CSIE to identify opportunities for
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i+prove+ents. Trend analysis is rooted in the data analysis activity of the +easuring process. It is i+portant to recogni:e that trend analysis is also an activity of proactive )roble+ /anage+ent. Co$ever, the focus is different. 7hereas )roble+ /anage+ent focuses on trends in errors and faults Di.e. the pastE, Capacity /anage+ent is for$ard loo-ing. It +ight be loo-ing for innovation in storage +anage+ent. It +ight be loo-ing at e3pected gro$th versus real gro$th and reco++end ad;ust+ents. /odelling /odelling types range fro+ +a-ing esti+ates based on e3perience and current resource utili:ation infor+ation, to pilot studies, prototypes and full?scale bench+ar-s. The for+er are cheaper and +ore reasonable for day?to?day s+all decisions, $hile the latter are e3pensive but +ay be advisable $hen i+ple+enting a large ne$ pro;ect. Since it is i+possible to have an e3act duplicate of the infrastructure for testing purposes, CSI +a-es use of the infor+ation provided by the Capacity /anage+ent +odelling activity to predict the behaviour of service i+prove+ents before the i+prove+ent is actually done. This +ay prevent costly i+ple+entations or proble+s do$n the road. /odelling results can be used by Change /anage+ent to assess the i+pact of a change on the infrastructure or +ay be used as part of release testing. 7hether it is used by another process before the infor+ation +a-es its $ay to CSI, +odelling is a valuable tool. /odelling can also be used in con;unction $ith 5e+and /anage+ent to predict the possible effects of 5e+and /anage+ent efforts and initiatives. This allo$s IT to ans$er questions li-e J$hat happens if $e fail8' and J7hat happens if $e are successful8'. (nalytical /odelling (nalytical +odels are representations of co+puter syste+'s behaviour using +athe+atical techniques such as +ulti?class net$or- queuing theory. 7hen the +odel is run, the queuing theory is used to calculate co+puter syste+ response ti+es. If the response ti+es predicted by the +odel are sufficiently close to the response ti+es recorded in real life, the +odel can be regarded as an accurate representation of the co+puter syste+. The technique of analytical +odelling requires less ti+e and effort than si+ulation +odelling, but typically gives less accurate results. (lso the +odel +ust be -ept up?to?date. Si+ulation +odelling
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Si+ulation involves the +odelling of discrete events, such as transaction arrival rates, against a given hard$are configuration. This type of +odelling can be very accurate in si:ing ne$ applications or predicting the effects of changes on e3isting applications. It can also be very ti+e?consu+ing and therefore costly. 7hen si+ulating transaction arrival rates, have a nu+ber of staff enter a series of transactions fro+ prepared scripts, or use soft$are to input the sa+e scripted transactions $ith a rando+ arrival rate. Either of these approaches ta-es ti+e and effort to prepare and run. Co$ever it can be cost?;ustified for organi:ations $ith very large syste+s $here the cost, and associated perfor+ance i+plications, assu+e great i+portance. >aseline +odels I+prove+ents are gradual and incre+ental by nature. Co$ can one clai+ to have i+proved if a baseline is not established before the i+prove+ent ta-es place8 The first stage in +odelling is to create a baseline +odel that accurately reflects the perfor+ance that is being achieved. 7hen this baseline +odel is created, predictive +odelling can be done. If the baseline +odel is accurate, then the accuracy of the result of the predicted changes can be trusted. Effective Service and Co+ponent Capacity /anage+ent together $ith +odelling techniques enable Capacity /anage+ent to ans$er the J7hat if8' questions" J7hat if the throughput of service ( doubles8' J7hat if service > is +oved fro+ the current processor onto a ne$ processor B ho$ $ill the response ti+es in the t$o services be altered8' #igure 0.* illustrates ho$ CSI can +a-e use of the intricate relationships bet$een Capacity /anage+ent and the other service +anage+ent processes.
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Figure 4.+, Capacity (anagement activities
(t first glance the diagra+ see+s very busy. Co$ever it illustrates the inputs and outputs fro+ the other service +anage+ent processes into and out of the various sub?activities of Capacity /anage+ent. CSI $ill then use this infor+ation to assist Capacity /anage+ent in planning for future capacity and perfor+ance as $ell as identifying i+prove+ent opportunities.
4.6.3 IT Service Continuity (anagement

This section provides practical usage and details about ho$ each IT Service Continuity /anage+ent DITSC/E +ethod can be used in various activities of CSI. 5usiness Continuity (anagementC ITSC( an CSI (ny CSI initiative to i+prove services needs to also have integration $ith ITSC/ as any changes to the service require+ents, infrastructure etc. need to be ta-en into account for any changes that +ay be required for the Continuity )lan. That is $hy it is i+portant for all service i+prove+ent plans to go through Change /anage+ent. >usiness Continuity /anage+ent D>C/E is concerned $ith +anaging ris-s to ensure that an organi:ation can continue operating to a predeter+ined +ini+u+ level. The >C/ process involves reducing the ris- to an acceptable level and planning for the recovery of business processes should a ris- +ateriali:e and a disruption to the business occur.
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ITSC/ allo$s an IT organi:ation to identify, assess and ta-e responsibility for +anaging its ris-s, thus enabling it to better understand the environ+ent in $hich it operates, decide $hich ris-s it $ishes to counteract, and act positively to protect the interests of all sta-eholders Dincluding staff, custo+ers, shareholders, third parties and creditorsE. CSI can co+ple+ent this activity and help to deliver business benefit. *is' (anagement Every organi:ation +anages its ris-, but not al$ays in a $ay that is visible, repeatable and consistently applied to support decision +a-ing. The tas- of 1is/anage+ent is to ensure that the organi:ation +a-es cost?effective use of a risprocess that has a series of $ell?defined steps. The ai+ is to support better decision +a-ing through a good understanding of ris-s and their li-ely i+pact. There are t$o distinct phases" ris- analysis and ris- +anage+ent. 1is- analysis is concerned $ith gathering infor+ation about e3posure to ris- so that the organi:ation can +a-e appropriate decisions and +anage ris- appropriately. 1is- analysis involves the identification and assess+ent of the level D+easureE of the ris-s calculated fro+ the assessed values of assets and the assessed levels of threats to, and vulnerabilities of, those assets. 1is- /anage+ent involves having processes in place to +onitor ris-s, access to reliable and up?to?date infor+ation about ris-s, the right balance of control in place to deal $ith those ris-s, and decision?+a-ing processes supported by a fra+e$or- of ris- analysis and evaluation. 1is- /anage+ent also involves the identification, selection and adoption of counter+easures ;ustified by the identified ris-s to assets in ter+s of their potential i+pact upon services if failure occurs, and the reduction of those ris-s to an acceptable level. 1is- /anage+ent covers a $ide range of topics, including business continuity +anage+ent, security, progra++e/pro;ect ris- +anage+ent and operational service +anage+ent. These topics need to be placed in the conte3t of an organi:ational fra+e$or- for the +anage+ent of ris-. So+e ris-?related topics, such as security, are highly speciali:ed and this guidance provides only an overvie$ of such aspects. ( certain a+ount of ris- ta-ing is inevitable if an organi:ation is to achieve its ob;ectives. Effective +anage+ent of ris- helps to i+prove perfor+ance by contributing to"

Increased certainty and fe$er surprises >etter service delivery /ore effective +anage+ent of change /ore efficient use of resources >etter +anage+ent at all levels through i+proved decision +a-ing
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1educed $aste and fraud, and better value for +oney Innovation /anage+ent of contingent and +aintenance activities.
1elating +anage+ent of ris- to safety, security and business continuity /anage+ent of ris- should be carried out in the $ider conte3t of safety concerns, security and business continuity"

Fealt$ an sa#ety policy and practice is concerned $ith ensuring that the $or-place is a safe environ+ent. Security is concerned $ith protecting the organi:ation's assets, including infor+ation, buildings and so on. 5usiness continuity is concerned $ith ensuring that the organi:ation could continue to operate in the event of a disaster, such as loss of a service, flood or fire da+age.
Figure 4.+3 *easons #or a *is' (anagement process
5usiness perspective on *is' (anagement 1is- /anage+ent fro+ the business perspective, in the conte3t of $or-ing $ith suppliers, centres on assessing vulnerabilities in supplier arrange+ents $hich pose threats to any aspect of the business including"

Custo+er satisfaction >rand i+age /ar-et share Share price )rofitability
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1egulatory i+pacts or penalties Din so+e industriesE.
The nature of the relationship affects the degree of ris- to the business. 1is-s associated $ith an outsourced supplier are li-ely to be greater in nu+ber, and +ore co+ple3 to +anage, than $ith an internal supply. It is rarely possible to outsource ris-. >la+ing a supplier does not i+press custo+ers or internal users affected by a security incident or a lengthy syste+ failure. Ge$ ris-s arising fro+ the relationship need to be identified and +anaged, $ith co++unication and escalation as appropriate. ( substantial ris- assess+ent should have been underta-en pre?contract, but this needs to be +aintained in the light of changing business needs, changes to the contract scope or changes in the operational environ+ent. 1is- profiles and responsibilities The organi:ation and the supplier +ust consider the threats posed by the relationship to their o$n assets, and have their o$n ris- profile. Each +ust identify their respective ris- o$ners. In a $ell?functioning relationship it is possible for +uch or all of the assess+ent to be openly shared $ith the other party. >y involving supplier e3perts in ris- assess+ents, the organi:ation +ay gain valuable insights into ho$ best to +itigate ris-s, as $ell as i+proving the coverage of the assess+ent. 1is- assess+ents typically consider threats $hich +ay e3ploit vulnerabilities to i+pact the confidentiality, integrity or availability of one or +ore assets. Scope of ris- assess+ents"

Identification of ris-s Dthreats and vulnerabilitiesE Target, i.e. the assets under threat I+pact of ris-s, qualitative and quantitative )robability of occurrence )ossible +itigating actions or controls Identification of sta-eholders $ho are accountable for the ris-, and responsible for selecting an appropriate action Dincluding possibly accepting the ris- $ith no controlE 1esponsibility for i+ple+enting selected actions or controls Choice of actions or controls, based on evaluation of i+pact vs. cost of action or control.
#or outsourced operations, particular care needs to be ta-en $hen considering the o$nership of the assets at ris-. These $ill be different for each party.
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1is- /anage+ent processes need to be considered as cyclical, revie$ing the suitability of previous actions, and reassessing ris-s in the light of changing circu+stances. 1is-s are li-ely to be +anaged through a 1is- 1egister such as the e3a+ple provided in Table 0.9.
1ef. 5escription )rob. C/L 1* 1 1, 1. C C / L 7eighted priority I+pact C/L C / L L )rob. Y I+pact U E3posure % 2 , * )roposed actions or controls and costs O$ner
Table ,.3 1is/ register
#or further infor+ation on ris- +anage+ent, consult the ITIL Service 5esign and Service Transition publications. 7hile 1is- /anage+ent is pri+arily conducted during design and transition stages of the service lifecycle, a good CSI progra++e $ill assess the results of 1is- /anage+ent activities to identify service i+prove+ents through ris+itigation, eli+ination and +anage+ent.
4.6.. &ro)lem (anagement

CSI and )roble+ /anage+ent are closely related as one of the goals of )roble+ /anage+ent is to identify and re+ove errors per+anently that i+pact services fro+ the infrastructure. This directly supports CSI activities of identifying and i+ple+enting service i+prove+ents. )roble+ /anage+ent also supports CSI activities through trend analysis and the targeting of preventive action. )roble+ /anage+ent activities are generally conducted $ithin the scope of Service Operation and CSI +ust ta-e an active role in the proactive aspects of )roble+ /anage+ent to identify and reco++end changes that $ill result in service i+prove+ents. #urther infor+ation on the )roble+ /anage+ent process can be found in the ITIL Service Operation publication.
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4.6.4 C$angeC *elease an Deployment (anagement

(ll CSI activities $ill fall under the scope of Change, 1elease and 5eploy+ent /anage+ent. CSI's goal is to identify and i+ple+ent i+prove+ent activities on IT services that support the business processes as $ell as identify and i+ple+ent i+prove+ents to ITS/ processes. The i+prove+ent activities support the lifecycle approach through Service Strategy, Service 5esign, Service Transition and Service Operation. CSI is an ongoing process constantly +onitoring and analysing and researching i+prove+ent opportunities $hereas 1elease and 5eploy+ent /anage+ent depends on the Change /anage+ent process for its +arching orders. There are +any activities of the 1elease and 5eploy+ent /anage+ent process that can be utili:ed by CSI. Once CSI has co+e up $ith a reco++endation for i+prove+ent, a change request is sub+itted. The proposed change is then scheduled as part of a release. &ost<Implementation *eview (s a part of Change /anage+ent a )ost?I+ple+entation 1evie$ D)I1E is done on certain changes. CSI $or-ing $ith Change /anage+ent can require a )I1 for all changes that CSI $as a part of for i+proving a service Dsee Service Transition publicationE. CSI needs to participate in any )I1 on changes that are i+ple+ented to i+prove a service. (s part of a )I1 it is i+portant for CSI to identify if the change actually i+proved the service or if there are still so+e issues. If a change, once i+ple+ented, fails to i+prove the service as desired then CSI activities need to continue $or-ing $ith Service 5esign, Service Transition and Service Operation.
4.6.6 =nowle ge (anagement

One of the -ey do+ains in support of CSI is @no$ledge /anage+ent. Capturing, organi:ing, assessing for quality and using -no$ledge is great input in CSI activities. (n organi:ation has to gather -no$ledge and analyse $hat the results are in order to loo- for trends in Service Level (chieve+ents and/or results and output of service +anage+ent processes. This input is used for deter+ining $hat service i+prove+ent plans to be $or-ing on. @no$ledge /anage+ent in today's +ar-et is vastly different fro+ $hat it $as *! years ago. =ust in that short a+ount of ti+e there has been"
(n increase in the rate o# c$ange in industry and +ar-et landscapes, as barriers to entry have decreased and ne$ opportunities opened up
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(n increase in employee turnover, as it has beco+e +ore socially acceptable and often beneficial to change co+panies during a career to develop and share ne$ e3periences and perspectives (n increase in access to in#ormation via the internet and a +ore open global econo+y &reater mar'et competition forcing co+pany e+ployees to share -no$ledge bet$een depart+ents and subsidiaries.
=nowle ge (anagement concepts Effective @no$ledge /anage+ent enables a co+pany to opti+i:e the benefits of these changes, $hile at the sa+e ti+e"
Enhancing the organi2ation"s e##ectiveness through better decision +a-ing enabled by having the right infor+ation at the right ti+e, and facilitating enterprise learning through the e3change and develop+ent of ideas and individuals Enhancing customer>supplier relations$ips through sharing infor+ation and services to e3pand capabilities through collaborative efforts I+proving )usiness processes through sharing lessons learned, results and best practices across the organi:ation.
@no$ledge /anage+ent is -ey to the overall viability of the enterprise, fro+ capturing the co+petitive advantage in an industry to decreasing cycle ti+e and cost of an IT i+ple+entation. The approach to cultivating -no$ledge depends heavily on the +a-e?up of the e3isting -no$ledge base, and @no$ledge /anage+ent nor+s for cultural interaction. There are t$o +ain co+ponents to successful @no$ledge /anage+ent"
(n open culture $here -no$ledge, both best practices and lessons learned is shared across the organi:ation and individuals are re$arded for it. /any cultures foster an environ+ent $here J-no$ledge is po$er' Dthe +ore you -no$ that others do not, the +ore valuable you are to the co+panyE. This type of -no$ledge hoarding is a dangerous behaviour for a co+pany to re$ard since that -no$ledge +ay leave the co+pany at any ti+e. (nother tenet of an open culture is a $illingness to learn. This is an environ+ent $here gro$ing an individual's -no$ledge base is re$arded and facilitated through open support and opportunities. The in#rastructure B a culture +ay be open to -no$ledge sharing, but $ithout the +eans or infrastructure to support it, even the best intentions can be i+paired, and over ti+e this serves as a de+otivator, quelling the behaviour. This infrastructure can be defined in various $ays, it +ay be a technical application or syste+ $hich allo$s individuals to conduct online, self?paced training, or it +ay be a process such as post?+orte+s or
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-no$ledge sharing activities designed to bring people together to discuss best practices or lessons learned. The identification of -no$ledge gaps and resulting sharing and develop+ent of that -no$ledge +ust be built into CSI throughout the IT lifecycle. This also raises the issues of dependencies and priorities. The IT lifecycle itself drives a natural priority of -no$ledge develop+ent and sharing. >ut, regardless of the IT pro;ect's lifecycle stage, it is i+portant to identify and develop the necessary -no$ledge base prior to the +o+ent $here the -no$ledge +ay be applied. This +ay see+ obvious and yet the +a;ority of organi:ations fail to recogni:e the need to train the individuals until the process is halted due to a s-ills shortage. @no$ledge sharing is an activity that should be fostered prior to, during and after the application of -no$ledge to the tas-. @no$ledge /anage+ent could be seen at the opposite end of a spectru+ fro+ fully auto+ated processes that have all the required -no$ledge built into the process itself. Service +anage+ent processes fall so+e$here bet$een these t$o e3tre+es, $ith the operational processes nearer to the auto+ation of processes than the tactical or strategic processes. This should be ta-en into account $hen designing the ITS/ processes. @no$ledge /anage+ent +ay very $ell enable quic- $ins on the +ore @no$ledge /anage+ent intensive processes. This is not to i+ply that there $ould be a difference of levels of -no$ledge required for the people participating to the processes B rather that, in order to further develop SL/ and vendor?+anage+ent processes, the tactical -no$ledge needs to be harvested. It is easier to auto+ate the operational level processes than the tactical or strategic processes, $hich require a greater breadth and depth of -no$ledge. Throughout a CSI initiative, a lot of e3perience and infor+ation is acquired. It is i+portant that this -no$ledge be gathered, organi:ed and accessible. To ensure the ongoing success of the progra++e, @no$ledge /anage+ent techniques +ust be applied. So, $here does all this -no$ledge co+e fro+8 #ro+ the Service @no$ledge /anage+ent Syste+ DS@/SE. The ITIL Service Transition publication e3plains the principles and structure of the S@/S.
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Figure 4.+. Sources o# 'nowle ge
4.8 Summary
There are +any +ethods and techniques used to support CSI activities. Each organi:ation can choose $hat $or-s best for the+. Co$ever, you should never adopt only one as it ta-es a blend of different +ethods to have an effective CSI progra++e. CSI relies on the activities of all other service +anage+ent processes. 5on't overloo- the value Incident, )roble+, (vailability, Capacity /anage+ent can provide to CSI. Of course Service Level /anage+ent plays a -ey role and +ost organi:ations $ill be hard pressed to have an effective CSI progra++e $ithout so+e for+ of SL/ in place.
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6 Organi2ing #or Continual Service Improvement

6.+ *oles an responsi)ilities t$at support CSI
CSI activities $ill be successful if specific roles and responsibilities are properly identified. (s $ith +any roles, these +ay or +ay not be a full?ti+e position, ho$ever, it is i+portant that roles are identified at the outset of any CSI initiative. If things change along the $ay the roles can be redefined and responsibilities reallocated.
6.+.+ CSI activities an s'ills reDuire

#igure 2.* describes the nature of +any of these activities and the s-ills required to perfor+ the+.
Figure 6.+ %ctivities an s'ill levels nee e #or CSI
The follo$ing section e3pands upon #igure 2.* by detailing each of the seven steps in the i+prove+ent process and its related activities. De#ine w$at you s$oul measure 1oles" Individuals involved $ith decision +a-ing fro+ IT and the business $ho understand the internal and e3ternal factors that influence the necessary ele+ents that should be +easured to support the business, governance and, possibly, regulatory legislation.
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E3a+ple titles" Service /anager, Service O$ner, Service Level /anager, CSI /anager, )rocess O$ner, process +anagers, custo+ers, business/IT analysts and senior IT +anagers.
Gature of activities Cigher +anage+ent level Cigh variation (ction?oriented Co++unicative #ocused on future S-ills /anagerial s-ills Co++unication s-ills (bility to create, use Dhigh?levelE concepts (bility to handle co+ple3/uncertain situations Education and e3perience
Table -. 1oles involved in the ;define 7hat you should measure< activity
De#ine w$at you can measure 1oles" Individuals involved $ith providing the service Dinternal and e3ternal providersE $ho understand the capabilities of the +easuring processes, procedures, tools and staff. E3a+ple titles" Service /anager, Service O$ner, )rocess O$ner, process +anagers, internal and e3ternal providers.
Gature of activities Intellectual effort Investigative /ediu+ to high variation &oal?oriented Speciali:ed staff and business +anage+ent S-ills (nalytical s-ills /odelling Inventive attitude Education )rogra++ing e3perience
Table -.' 1oles involved in the ;define 7hat you can measure< activity
!at$ering t$e ata 1oles" Individuals involved in day?to?day process activities $ithin the Service Transition and Service Operation lifecycle phases. E3a+ple titles" Service des- staff, technical +anage+ent staff, application +anage+ent staff, IT security staff.
Gature of activities )rocedural S-ills (ccuracy
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1outine tas-s 1epetitive (uto+ated Clerical level Lo$ variation Standardi:ed
)recision (pplied training Technical e3perience
Table -.3 1oles involved in the ;gathering the data< activity
&rocessing t$e ata 1oles" Individuals involved in day?to?day process activities $ithin the Service Transition and Service Operation lifecycle phases. E3a+ple titles" Service des- staff, technical +anage+ent staff, application +anage+ent staff, IT security staff.
Gature of activities (uto+ated )rocedural Structures /echanistic /ediu+ variation Speciali:ed staff S-ills Gu+erical s-ills /ethodical (ccurate (pplied training )rogra++ing e3perience Tool e3perience
Table -.% 1oles involved in the ;processing the data< activity
%nalysing t$e ata 1oles" Individuals involved $ith providing the service Dinternal and e3ternal providersE $ho understand the capabilities of the +easuring processes, procedures, tools and staff. E3a+ple titles" Service O$ner, )rocess O$ner, process +anagers, business/IT analysts, senior IT analysts, supervisors and tea+ leaders.
Gature of activities Intellectual effort Investigative S-ills (nalytical s-ills /odelling
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/ediu+ to high variation &oal?oriented Speciali:ed staff and business +anage+ent
Inventive attitude Education )rogra++ing e3perience
Table -., 1oles involved in the ;analysing the data< activity
&resenting an using t$e in#ormation 1oles" Individuals involved $ith providing the service Dinternal and e3ternal providersE $ho understand the capabilities of the service and the underpinning processes and possess good co++unication s-ills. @ey personnel involved $ith decision +a-ing fro+ both IT and the business. E3a+ple titles" CSI /anager, Service O$ner, Service /anager, Service Level /anager, )rocess O$ner, process +anagers, custo+ers, business/IT analysts, senior IT +anagers, internal and e3ternal providers.
Gature of activities Cigher +anage+ent level Cigh variation (ction?oriented Co++unicative #ocused on future S-ills /anagerial s-ills Co++unication s-ills (bility to create, use Dhigh?levelE concepts (bility to handle co+ple3/uncertain situations Education and e3perience
Table -.- 1oles involved in the ;presenting and using the information< activity
Implementing corrective action 1oles" Individuals involved $ith providing the service Dinternal and e3ternal providersE. E3a+ple titles" CSI /anager, Service O$ner, Service /anager, Service Level /anager, )rocess O$ner, process +anagers, custo+ers, business/IT analysts, senior IT +anagers, internal and e3ternal providers.
Gature of activities Intellectual effort Investigative /ediu+ to high variation S-ills (nalytical s-ills /odelling Inventive attitude
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&oal?oriented Speciali:ed staff and business +anage+ent
Education )rogra++ing e3perience
Table -.0 1oles involved in the ;implementing corrective action< activity
6.+., Service (anager

Service /anager is an i+portant role that +anages the develop+ent, i+ple+entation, evaluation and on?going +anage+ent of ne$ and e3isting products and services. 1esponsibilities include business strategy develop+ent, co+petitive +ar-et assess+ent/bench+ar-ing, financial and internal custo+er analysis, vendor +anage+ent, inventory +anage+ent, internal supplier +anage+ent, cost +anage+ent, delivery and full lifecycle +anage+ent of products and/or services. Service /anagers are responsible for +anaging very co+ple3 pro;ects in order to achieve ob;ectives and strategies and strive for global leadership in the +ar-etplace. In order to attain this goal, they +ust evaluate ne$ +ar-et opportunities, operating +odels, technologies and the e+erging needs of custo+ers in a co+pany $ith international scope. (t this level, Service /anagers are recogni:ed as global product/service e3perts. They drive the decision?+a-ing processes, +anage product/service ob;ectives and strategies, hold internal and e3ternal suppliers accountable via for+al agree+ents, and provide the integration of individual product plans and ne$ technologies into a sea+less custo+er?focused services. Service /anagers +ay also be required to coach other +anagers DService O$ners, )rocess O$nersE $ith differing levels of e3pertise for +anaging a business function or a particular product/service, $ithin a specified product/service fa+ily. =ey responsi)ilities
)rovide leadership on the develop+ent of the >usiness Case and product line strategy and architecture, ne$ service deploy+ent and lifecycle +anage+ent schedules. )erfor+ service cost +anage+ent activities in close partnership $ith other organi:ations such as operations, engineering and finance. /any of these organi:ations are held to strict internal supplier agree+ents. /anage various and so+eti+es conflicting ob;ectives in order to achieve the organi:ation's goals and financial co++it+ents. Instil a +ar-et focus. Create an i+aginative organi:ation $hich encourages high perfor+ance and innovative contributions fro+ its +e+bers $ithin a rapidly changing environ+ent.
Service /anagers are able to effectively co++unicate product/service line strategies to corporate business leaders, and develop partnerships $ith other organi:ations $ithin the co+pany $ith both si+ilar and dissi+ilar ob;ectives and
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also $ith suppliers in order to satisfy internal and e3ternal custo+er needs. This is +ost often achieved via for+ali:ed agree+ent for both internal and e3ternal suppliers. They +ust be able to for+ulate develop+ent progra++es in response to ne$ +ar-et opportunities, assess the i+pact of ne$ technologies and guide creation of innovative solutions in order to bring best?in?breed solutions to our internal and e3ternal custo+ers. They +ar-et the develop+ent and i+ple+entation of products/services that incorporate ne$ technologies or syste+ develop+ent. This requires e3tensive cross?organi:ation co++unications. They also are able to identify, develop and i+ple+ent financial i+prove+ent opportunities in order to +eet the fir+'s co++it+ents. =ey s'ills an competencies

)revious product/+ar-et +anage+ent e3perience 7or-ing -no$ledge of +ar-et analysis techniques and +ar-eting progra++es (dvanced degree or equivalent e3perience 7or-ing -no$ledge of the do+estic and international +ar-etplace including industry applications, needs/trends, co+petitive vendor offerings, outsourcing, licensing, vendor +anage+ent and custo+er relationships )roduct -no$ledge +ust include co+ple3 engineering, teleco++unications and data protocols, as $ell as data processing applications and the ability to analyse the i+pact of ne$ technologies 5e+onstrated sustained perfor+ance in previous assign+ents Sound business ;udg+ent Gegotiating s-ills Cu+an resource +anage+ent s-ills E3cellent co++unications s-ills (ccept challenges and +anage ris- effectively and innovatively )roduce solutions on ti+e $ithin cost ob;ectives.
6.+.3 CSI (anager

This ne$ role is essential for a successful i+prove+ent progra++e. The CSI o$ner is ulti+ately responsible for the success of all i+prove+ent activities. This single point of accountability coupled $ith co+petence and authority virtually guarantees a successful i+prove+ent progra++e. =ey responsi)ilities

1esponsible for develop+ent of the CSI do+ain 1esponsible for co++unicating the vision of CSI across the IT organi:ation Ensures that CSI roles have been filled
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7or-s $ith the Service O$ner to identify and prioriti:e i+prove+ent opportunities 7or-s $ith the Service Level /anager to ensure that +onitoring require+ents are defined 7or-s $ith the Service Level /anager to identify service i+prove+ent plans Ensures that +onitoring tools are in place to gather data Ensures that baseline data is captured to +easure i+prove+ent against it 5efines and reports on CSI CS#s, @)Is and CSI activity +etrics Identifies other fra+e$or-s, +odels and standards that $ill support CSI activities Ensures that @no$ledge /anage+ent is an integral part of the day?to?day operations Ensures that CSI activities are coordinated throughout the service lifecycle 1evie$s analysed data )resents reco++endations to senior +anage+ent for i+prove+ent Celps prioriti:e i+prove+ent opportunities Lead, +anage and deliver cross?functional and cross?divisional i+prove+ent pro;ects >uild effective relationships $ith the business and IT senior +anagers Identify and deliver process i+prove+ents in critical business areas across +anufacturing and relevant divisions Set direction and provide fra+e$or- through $hich i+prove+ent ob;ectives can be delivered Coach, +entor and support fello$ service i+prove+ent professionals )ossess the ability to positively influence all levels of +anage+ent to ensure that service i+prove+ent activities are receiving the necessary support and are resourced sufficiently to i+ple+ent solutions.
6.+.. Service Owner

The Service O$ner is accountable for a specific service $ithin an organi:ation regardless of $here the underpinning technology co+ponents, processes or professional capabilities reside. Service o$nership is as critical to service +anage+ent as establishing o$nership for processes $hich cross +ultiple vertical silos or depart+ents. =ey responsi)ilities

Service O$ner for a specified service )rovides input in service attributes such as perfor+ance, availability etc. 1epresents the service across the organi:ation 6nderstands the service Dco+ponents etc.E )oint of escalation DnotificationE for +a;or Incidents 1epresents the service in Change (dvisory >oard +eetings )rovides input in CSI
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)articipates in internal service revie$ +eetings D$ithin ITE 7or-s $ith the CSI /anager to identify and prioriti:e service i+prove+ent )articipates in e3ternal service revie$ +eetings D$ith the businessE 1esponsible for ensuring that the service entry in the Service Catalogue is accurate and is +aintained )articipates in negotiating SL(s and OL(s.
To ensure that a service is +anaged $ith a business focus, the definition of a single point of accountability is absolutely essential to provide the level of attention and focus required for its delivery. The Service O$ner is responsible for continual i+prove+ent and the +anage+ent of change affecting the services under their care. The Service O$ner is a pri+ary sta-eholder in all of the underlying IT processes $hich enable or support the service they o$n. #or e3a+ple"

Inci ent (anagement B Involved in or perhaps chairs the crisis +anage+ent tea+ for high?priority incidents i+pacting the service o$ned &ro)lem (anagement > )lays a +a;or role in establishing the root cause and proposed per+anent fi3 for the service being evaluated *elease an Deployment (anagement B Is a -ey sta-eholder in deter+ining $hether a ne$ release affecting a service in production is ready for pro+otion C$ange (anagement B )articipates in Change (dvisory >oard decisions, approving changes to the services they o$n %sset an Con#iguration (anagement B Ensures that all groups $hich +aintain the data and relationships for the service architecture they are responsible for have done so $ith the level of integrity required Service Level (anagement B (cts as the single point of contact for a specific service and ensures that the Service )ortfolio and Service Catalogue are accurate in relationship to their service %vaila)ility an Capacity (anagement B 1evie$s technical +onitoring data fro+ a do+ain perspective to ensure that the needs of the overall service are being +et IT Service Continuity (anagement B 6nderstands and is responsible for ensuring that all ele+ents required to restore their service are -no$n and in place in the event of a crisis IT #inancial /anage+ent B (ssists in defining and trac-ing the cost +odels in relationship to ho$ their service is costed and recovered.
( = (rimary 1esponsibility S = Secondary 1esponsibility Focus IT services S ) ) CSI Service Level (anager (anager Service Owner
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IT syste+s )rocesses Custo+ers Technology *esponsi)ilities 1esponsible for develop+ent and +aintenance of the catalogue of e3isting services 1esponsible for developing and +aintaining OL(s 1esponsible for gathering Service Level 1equire+ents fro+ the custo+er 1esponsible for negotiating and +aintaining SL(s $ith the Custo+er 1esponsible for understanding 6Cs as they relate to OL(s and SL(s 1esponsible for ensuring appropriate service level +onitoring is in place 1esponsible for producing, revie$ing and evaluating reports on service perfor+ance and achieve+ents on a regular basis 1esponsible for conducting +eetings $ith the custo+er on a regular basis to discuss service level perfor+ance and i+prove+ent 1esponsible for conducting yearly SL( revie$ +eetings $ith the custo+er 1esponsible for ensuring custo+er satisfaction $ith the use of a custo+er satisfaction survey 1esponsible for initiating appropriate actions to i+prove service levels DSI)E 1esponsible for the negotiation and agree+ent of OL(s and SL(s 1esponsible for ensuring the +anage+ent of underpinning contracts as they relate to OL(s and SL(s 1esponsible for $or-ing $ith the Service Level /anager to provide services to +eet the custo+er's require+ents 1esponsible for appropriate +onitoring of services or syste+s 1esponsible for producing, revie$ing and evaluating reports on service or syste+ perfor+ance and achieve+ent to the Service Level /anager and the Service Level )rocess /anager (ssisting in appropriate actions to i+prove service levels
S ) S ) S ) S
) S S )
) ) S S S ) ) ) ) ) ) )
S S S S S S )
S S ) ) S ) ) )
) ) ) ) )
S S ) S S )
) )
S )
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DSI)E S'illsC 'nowle ge an competencies 1elationship +anage+ent s-ills ( good understanding of IT services and qualifying factors in order to understand ho$ custo+er require+ents $ill affect delivery (n understanding of the custo+er's business and ho$ IT contributes to the delivery of that product or service &ood co++unication s-ills &ood negotiation s-ills @no$ledge and e3perience of contract and/or supplier +anage+ent roles &ood people +anage+ent and +eeting facilitating s-ills &ood understanding of statistical and analytical principles and processes &ood presentation s-ills &ood technical understanding and an ability to translate technical require+ents and specifications into easily understood business concepts and vice versa Innovative in respect of service quality and $ays in $hich it can be i+proved $ithin the bounds of the organi:ation's li+its Dresource, budgetary, legal etc.E &ood organi:ational and planning s-ills &ood vendor +anage+ent s-ills ) ) ) ) ) )
) ) ) S ) ) ) S
) ) ) ) ) S ) )
) ) ) S ) S S S
) S
) )
) S
Table -.3 Comparison of CSI &anager9 Service >evel &anager and Service O7ner
6.+.4 &rocess Owner

The initial planning phase of any ITIL pro;ect +ust include establishing the role of )rocess O$ner. This -ey role is accountable for the overall quality of the process and oversees the +anage+ent of, and organi:ational co+pliance to, the process flo$s, procedures, data +odels, policies and technologies associated $ith the IT business process. The )rocess O$ner perfor+s the essential role of process cha+pion, design lead, advocate, coach and protector. Typically, a )rocess O$ner should be a senior level +anager $ith credibility, influence and authority across the various areas i+pacted by the activities of the process. The )rocess O$ner is required to have the ability to influence and ensure co+pliance to the policies and procedures put in place across the cultural and depart+ental silos of the IT organi:ation.
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The )rocess O$ner role is detailed in the ITIL Service 5esign publication.
6.+.6 Service =nowle ge (anagement

@no$ledge /anage+ent requires effective and authoritative o$nership $ithin an organi:ation. The role of @no$ledge /anage+ent process o$ner is crucial, in that it $ill design, deliver and +aintain the @no$ledge /anage+ent strategy, process and procedures. The -ey activities of this role include"

6nderta-ing the @no$ledge /anage+ent role, ensuring co+pliance $ith the organi:ation's policies and processes (rchitecting -no$ledge identification, capture and +aintenance Identification, control and storage of any infor+ation dee+ed to be pertinent to the services provided, $hich is not available via any other +eans /aintenance of the controlled -no$ledge ite+s to ensure currency Ensuring all -no$ledge ite+s are +ade accessible to those $ho need it in an efficient and effective +anner )ublicity regarding the -no$ledge infor+ation +aintained to ensure that infor+ation is not duplicated and is recogni:ed as a central source of infor+ation etc. (cting as an advisor to business and IT personnel on @no$ledge /anage+ent +atters including policy decisions on storage, value, $orth etc.
The Service Transition publication includes detailed infor+ation on @no$ledge /anage+ent and the Service @no$ledge /anage+ent Syste+.
6.+.8 *eporting analyst

The reporting analyst is a -ey role for CSI and $ill often $or- in concert $ith the Service Level /anage+ent roles. The reporting analyst revie$s and analyses data fro+ co+ponents, syste+s and sub?syste+s in order to obtain a true end? to?end service achieve+ent. The reporting analyst $ill also identify trends and establish if the trends are positive or negative trends. This infor+ation is then used in the presenting of the data. =ey responsi)ilities
)articipating in CSI +eetings and Service Level /anage+ent +eetings to ensure the validity of the reporting +etrics, notification thresholds and overall solution 1esponsible for consolidating data fro+ +ultiple sources
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1esponsible for producing trends and provides feedbac- on the trends such as $hether the trends are positive or negative, $hat their i+pact is li-ely to be, and if the trends are predictable for the future 1esponsible for producing reports on service or syste+ perfor+ance based on the negotiated OL(s and SL(s and i+prove+ent initiatives.
=ey s'ills an competencies

&ood understanding of statistical and analytical principles and processes Strong technical foundation in the reporting toolDsE &ood co++unication s-ills &ood technical understanding and an ability to translate technical require+ents and specifications into easily understood reporting require+ents.
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6., T$e aut$ority matri( -ey characteristic of a process is that all related activities need not necessarily be li+ited to one specific organi:ational unit. Configuration /anage+ent process activities, for e3a+ple, can be conducted in depart+ents such as co+puter operations, syste+ progra++ing, (pplication /anage+ent, Get$or/anage+ent, Syste+s 5evelop+ent and even non?IT depart+ents li-e procure+ent, $arehouse or accounting. Since services, processes and their co+ponent activities run through an entire organi:ation, the individual activities should be +apped to the roles defined above. The roles and activities are coordinated by process +anagers. Once detailed procedures and $orinstructions have been developed, an organi:ation +ust +ap the defined roles and the activities of the process to its e3isting staff. Clear definitions of accountability and responsibility are CS#s for any i+prove+ent activity. 7ithout this, roles and responsibilities $ithin the ne$ process can be confusing, and individuals $ill revert to Jthe $ay $e've al$ays done it' before the ne$ procedures $ere put in place. To assist $ith this tas- an authority +atri3 is often used $ithin organi:ations indicating roles and responsibilities in relation to processes and activities. 7hile there are +any variations of the authority +atri3, the 1(CI +odel, also supported by CO>IT, is e3plained in Table 2.%. 1 ( C I responsibility B correct e3ecution of process and activities accountability B o$nership of quality, and end result of process consulted B involve+ent through input of -no$ledge and infor+ation infor+ed B receiving infor+ation about process e3ecution and quality
Table -.5 14CI authority matri*
6sing the 1(CI +odel as an e3a+ple there is only one person accountable for an activity, although several people +ay be responsible for e3ecuting parts of the activity. In this +odel, accountable +eans end?to?end accountability for the process. (ccountability should re+ain $ith the sa+e person for all activities of a process. It is i+portant to understand the distinction bet$een a for+al function $ithin an organi:ation and the process roles that the function is e3pected to carry out. ( for+al function +ay fulfil +ore than one specific Service /anage+ent role and carry out activities relating to +ore than one process. #or e3a+ple, a for+al function Jnet$orad+inistrator' is J1esponsible' for carrying out JIncident /anage+ent' as $ell as JCapacity /anage+ent' activities. (lthough the net$orad+inistrator +ay report to a functional line +anager, he or she is also
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responsible for carrying out activities for the Service 5es- and Capacity /anage+ent process o$ners. 5eveloping an authority +atri3 can be a tedious and ti+e?consu+ing e3ercise but it's a crucially i+portant one. The authority +atri3 clarifies to all involved $hich activities they are e3pected to fulfil, as $ell as identifying any gaps in service delivery and responsibilities. It is especially helpful in clarifying the staffing +odel necessary for i+prove+ent. E3perience teaches us that using an authority +atri3 helps $ith t$o +a;or activities that are often overloo-ed or hard to identify. One is that all the J1s' on an 1(CI +atri3 typically represent potential OL( opportunities. The second is that identifying roles that +ust be -ept infor+ed helps to e3pose co++unication and $or-flo$ paths. This can be very helpful $hen defining the co++unication procedures in the CSI process. )otential proble+s $ith the 1(CI +odel"

Caving +ore than one person accountable for a process +eans that in practice no one is accountable 5elegation of responsibility or accountability $ithout necessary authority #ocus on +atching processes and activities $ith depart+ents Incorrect division/co+bination of functionsI conflicting agendas or goals Co+bination of responsibility for closely?related processes, such as Incident /anage+ent, )roble+ /anage+ent, Configuration /anage+ent, Change /anage+ent and 1elease /anage+ent.
6.,.+ &rocess #lows an *%CI

In order to fully understand an authority +atri3 $e +ust first begin $ith an e3a+ple of a high?level process flo$ diagra+. (s an e3a+ple see #igure 2. for a high?level process flo$ for Change /anage+ent.
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Figure 6., C$ange (anagement $ig$<level process #low
Each of the +a;or activities is then e3panded into a detailed flo$ of specific procedures, tas-s and $orinstructions. (s an e3a+ple, the fourth +a;or activity D(uthori:e ChangeE is e3panded in #igure 2.,.
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Figure 6.3 C$ange (anagement etaile process #low e-ampleA c$ange aut$ori2ation
6tili:ing the detailed Change /anage+ent process flo$ sho$n in #igure 2. , an e3a+ple authority +atri3 is created based on the 1(CI +odel to illustrate the lin-age bet$een +any of the roles $e have discussed, the detailed procedures, and the level of responsibility assigned to each role in the successful e3ecution of the procedure and, +oving up, the process.
)rocess 1oles Custo Change Service Change Change C(> C(>/EC Change Change IT >usiness +er Sponsor 5es- /anage Coordinat >uilder Tester /anage+e E3ecutive r or nt >oard >oard
#lo $Z *.!
(ctivity $ithin process Change /anager deter+ines level of risLevel . B Standard change Local authori:atio n Level , B affects only local or service groups 1#C to C C C 1/( C
*.*
1/(
*.
1/(
C/I
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C(> for assess+ent *., Level B affects +ultiple services or organi:ation al divisions 1#C to IT /anage+e nt >oard for assess+ent Level * B high? cost/high? ris- change 1#C to >usiness E3ecutive >oard for assess+ent C 1/( C C/I
*..
1/(
C/I
.! Endorsed8 Oes B go to .* Go B go to ,.* .* C(> +e+bers esti+ate i+pact and resources, confir+ priority, schedule changes I I I
1/I
,.! (uthori:ed8 Got authori:ed B go to ,.* (uthori:ed B go to ,. ,.* 1#C re;ected and closed DInitiator infor+ed $ith a brief e3planation of $hy it $as re;ectedE
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,.
Change builder builds change, devises bac-?out and testing plans
(/1
Legend 1U 1esponsi ble (U (ccounta ble CU Consulte d IU Infor+ed 1esponsible for e3ecuting the tas-
(ccountable for the final result
Consulted about the tas- to provide additional infor+ation
Geeds to be -ept up?to?date on activities/tas-s
Table -. 6 14CI matri* 8 sample Change &anagement authority matri* based on process flo7
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6.3 Summary
( nu+ber of ne$ roles have been discussed in this chapter. These ne$ roles are the e+bodi+ent of the concepts of a service?oriented organi:ation. To run a traditional IT organi:ation focusing on technical e3cellence, these roles $ill see+ e3traneous. To run a for$ard?thin-ing, service?oriented IT partner to the business, these roles are crucial. I+prove+ent $ill not happen by itself. It requires a structured progra++e and +ature processes. The roles sho$n belo$ are responsible for that progra++e.
Figure 6.. Service management roles an customer engagement
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8 Tec$nology consi erations

CSI activities $ill require soft$are tools to support the +onitoring and reporting on IT services as $ell as to underpin the ITS/ processes. These tools $ill be used for data gathering, +onitoring, analysis, reporting for services and $ill also assist in deter+ining the efficiency and effectiveness of IT service +anage+ent processes. The longer?ter+ benefits to be gained are cost savings and increased productivity, $hich in turn can lead to an increase in the quality of the IT service provision. #ro+ a service perspective the use of tools enables an organi:ation to gain the ability to understand the health of its services fro+ an end?to?end perspective. Even if an organi:ation is not able to +onitor end?to?end services it should be able to +onitor, identify trends and perfor+ analyses on the -ey co+ponents that +a-e up an IT service. #ro+ a process perspective the use of tools enables centrali:ation of -ey processes and auto+ation and integration of core service +anage+ent processes. The ra$ data collected in the databases can be analysed resulting in the identification of trends. )reventive +easures can then be i+ple+ented thereby increasing the stability, reliability and availability of the IT infrastructure. The ITS/ soft$are tools of today have e3panded their scope fro+ +ere Jpoint' solutions focusing on the Service 5es- or Change /anage+ent to co+plete, fully integrated solution suites. Current tools represent a paradig+ shift into the ne$ era of E1) Denterprise resource planningE syste+s for IT. #or decades, IT has provided syste+s to run the businessI no$ there are syste+s to run IT.
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8.+ Tools to support CSI activities

(s part of the assess+ent of J7here do $e $ant to be8' the require+ents for enhancing tools need to be addressed and docu+ented. These require+ents vary depending on both the process and technology +aturity. Technology specifically +eans syste+s and service +anage+ent toolsets used for both +onitoring and controlling the syste+s and infrastructure co+ponents and for +anaging process?based $or-flo$s, such as Incident /anage+ent. 7ithout question, service +anage+ent tools are indispensable. Co$ever, good people, good process descriptions, and good procedures and $or-ing instructions are the basis for successful service +anage+ent. The need and the sophistication of the tools required depend on the business need for IT services and, to so+e e3tent, the si:e of the organi:ation. In a very s+all organi:ation a si+ple in?house developed database syste+ +ay be sufficient for logging and controlling incidents. Co$ever, in large organi:ations, very sophisticated distributed and integrated service +anage+ent tools +ay be required, lin-ing all the processes $ith syste+s +anage+ent toolsets. 7hile tools can be i+portant assets, in today's IT?dependent organi:ations, they are a +eans, not an end in the+selves. 7hen i+ple+enting service +anage+ent processes, looat the $ay current processes $or-. Each organi:ation's unique need for +anage+ent infor+ation should al$ays be its starting point. This $ill help define the specifications for the tools best suited to that organi:ation. There are +any tools that support the core ITS/ processes and others that support IT governance as a $hole $hich $ill require integration $ith the ITS/ tools. Infor+ation fro+ both of these toolsets typically needs to be co+bined, collated and analysed collectively to provide the overall business intelligence required to effectively i+prove on the overall IT service provision. These tools can be defined into broad categories that support and annotate different aspects of the syste+s and service +anage+ent do+ains"
8.+.+ IT service management suites

The success of ITIL $ithin the industry has encouraged soft$are vendors to provide tools and suites of tools that are very co+patible $ith the ITIL process fra+e$or- providing significant levels of integration bet$een the processes and their associated record types. This functionality creates a rich source of data and creates +any of the inputs to CSI including"
Inci ents that capture the service or the Configuration Ite+ DCIE affected are a pri+e input to CSI enabling an understanding of the issues that are
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affecting the overall service provision and related support activities. Incident +atching functionality allo$s the Service 5es- to quic-ly relate li-e issues and create +aster records that highlight co++on situations that are affecting the users $ith associated resolution data to enhance proble+ identification and reduce the +ean ti+e to restore service D/T1SE. &ro)lems are defined $ith integrated lin-s to the associated incidents that confir+ed their e3istence. 6sing the configuration data fro+ the C/S to understand the relationships, )roble+ /anage+ent no$ has a source of related data to enable the 1oot Cause (nalysis process including change and 1elease history of the affected CI or service. Changes are often the first area of investigation follo$ing a service failure, again using the integration capabilities of the ITS/ tool suiteI it can be easier to trace the changes that have been +ade to a service or a CI. The Change Schedule and pro;ected service availability can be auto+ated using calendaring capabilities to ensure visibility of changes and calculated i+pacts to the Service Level (gree+ents. 1ecent i+prove+ents in the ITS/ tools no$ allo$ for auto+ated ris- assess+ent and prioriti:ation of changes, highlighting potential conflicts and reducing the ad+inistrative overhead for the Change (dvisory >oard.
Figure 8.+ Con#iguration (anagement System
Tool functionality in support of Configuration /anage+ent and the C/S has never been +ore advanced $ith e3tensive discovery and service dependency +apping capabilities. The C/S is the foundation for the integration of all ITS/ tool functionality and is a critical data source for the CSI +ission. 7hile the service provider +ust still define the overall Configuration /anage+ent process and create the data +odel associated $ith their specific environ+ent, the tools to
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establish and +anage the C/S and the overall service delivery architecture have beco+e very po$erful. @ey functionality includes" discovery and reconciliation capabilities to capture CI's $ithin the environ+ent, visuali:ation of the hierarchy and CI relationships for ease of understanding and support, audit tools to strea+line the verification activities and the ability to federate data sources $here appropriate. The ability to coordinate 1eleases and +anage the contents of these 1eleases are also +ore +ature $ith native support for the definitive libraries and -ey integration points to the C/S and to speciali:ed version control soft$are pac-ages. #unctionality typically includes support for 1elease records that consolidate and contain 1elease contents enabling the attach+ent of related ob;ects and docu+ents pertaining to the 1elease. Integration is nor+ally provided to enable hyperlin-ing to the associated Change records that are part of a 1elease and the related Incident, )roble+ or Service 1equest records that $ere the catalyst for the original 1#C. 1elease versions are also supported $ith predefined na+ing and nu+bering standards that enhance the understanding of the overall process. Overall reporting of 1elease status and associated perfor+ance +etrics are required as inputs to CSI ensuring that the deploy+ent of ne$ services are of the highest possible quality. Service Level /anage+ent functionality is also $ell supported $ithin the ITS/ tool suites of today enabling the lin-age of incidents, proble+s, changes and releases to associated Service Level /anage+ent records such as SL(s, OL(s and 6Cs. /ost tool suites support auto+ated SL(/ charts DService Level (gree+ent /onitoringE highlighting $hich agree+ents are $ithin tolerance, are threatened or have been bro-en. This auto+ation is driven by the ability to define -ey SL( criteria and use related operational support records to trigger thresholds De.g. a priority one incident is about to brea- the one?hour resolution target ti+e or a change has caused a longer do$nti+e than $as agreedE. C/S functionality can also support the concept of prioriti:ed CIs that underpin specific service levels highlighting a greater i+pact if a failed co+ponent supports a critical service or business process. So+e suites also provide the ability to trigger (vailability i+pacts to SL(s by capturing incident data related to service outages. /any of the suites also facilitate the definition of the service portfolio and the Service Catalogue $hile +anaging the $or-flo$ associated $ith the fulfil+ent of Service 1equests. So+e standalone point solutions support speciali:ed functionality in this area Dsee belo$E. 1eporting is one of the -ey benefits of an integrated ITS/ suite $ith the ability to provide +anage+ent infor+ation in a co++on for+at utili:ing the co+bined data fro+ all operational areas of the service lifecycle. This is of significant benefit enabling analysis of the relationships bet$een service +anage+ent events De.g. incidents that result in proble+s, changes that cause incidents, releases that encapsulate certain changesE and all of the associated perfor+ance +etric data that $ill feed the overall CSI initiatives.
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8.+., Systems an networ' management

These tools are typically specific to the technology platfor+s that are under +anage+ent and are used to ad+inister the various do+ains but can provide a $ide variety of data in support of the service +anage+ent +ission. These tools generate error +essages for event +anage+ent and correlation that ulti+ately feed the Incident /anage+ent and (vailability /anage+ent processes. 6tili:ation data fro+ these platfor+s is the pri+e source for Capacity and )erfor+ance /anage+ent and the +ost accurate +ethod for establishing true availability of co+ponents that $ill support i+prove+ents in the area of /T1S and /T>#. (s the dyna+ic, real?ti+e vie$ of the current state of the service delivery chain this infor+ation can be integrated $ith the -no$n service dependencies $ithin the C/S to give enhanced visibility into the service provision to the end?user. /any of these tools also support technology proprietary +ethods for soft$are deploy+ent $ithin their do+ains De.g. 1elease of patches, pushing of fir+$are upgrades to re+ote co+ponents on the net$or-E and, as such, can provide +etric data in support of CSI for Change and 1elease +anage+ent and dyna+ic updates to the C/S.
8.+.3 Event management

Events are status +essages that are generated fro+ syste+s, net$or- and application +anage+ent platfor+s. These events are created $hen one of the above tools senses a threshold has been +et or an error condition is discovered. The +a;or issue $ith this capability is the significant volu+e of +essages that are created fro+ both the actual event and the up? and do$n?strea+ i+pact $hich can +a-e it difficult to deter+ine the real issue. Speciali:ed event +anage+ent soft$are can perfor+ event correlation, i+pact analysis and root cause analysis to separate out these false?positive +essages. Events are captured and assessed by rules?based, +odel?based and policy? based correlation technologies that can interpret a series of events and derive, isolate and report on the true cause and i+pact. These technologies support the CSI +ission by providing infor+ation regarding availability i+pacts and perfor+ance thresholds that have been e3ceeded related to capacity or utili:ation. 7ell?correlated event +anage+ent data provides a cost?effective +ethod to i+prove the reliability, efficiency and effectiveness of the cross?do+ain IT infrastructure that supports the provision of business services.
8.+.. %utomate inci ent9pro)lem resolution

There are +any products in the +ar-etplace that support the auto+ation of the traditional +anual, labour?intensive and error?prone process of incident and proble+ discovery and resolution. 6tili:ing data fro+ proactive detection +onitors, any co+ponent or service outage generates an alert that auto+atically triggers diagnosis and repair procedures. These procedures then identify the root
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cause and resolve the issue using pre?progra++ed and scripted self?healing techniques reducing the /T1S of +any co++on causes of incidents and in so+e cases preventing service outages co+pletely. These tools also docu+ent audit?related infor+ation $ithin the incident or proble+ record for future analysis and identification of other potential proactive CSI opportunities.
8.+.4 =nowle ge (anagement

There are specialist tools available that support and strea+line the discipline of @no$ledge /anage+ent. )roviding efficient and accurate access to previous cases $ith proven resolution data, these tools address the sy+pto+s associated $ith the current incident or proble+. Capturing data throughout the Incident and )roble+ /anage+ent lifecycles enables a @no$ledge /anage+ent engine to assign related -ey$ords and service relationships that $ill enhance the search process providing a high percentage of hits, thus speeding up the overall resolution process. @/ tools also generate significant +etrics ai+ed at +easuring the i+prove+ent process itself. @ey CSI data adds transparency to incident recurrence and frequency, utili:ation rates, the effectiveness of the stored resolutions and the i+pact @/ has on the efficacy of the overall support function.
8.+.6 Service *eDuest an #ul#ilment @Service Catalogue an wor'#lowB

(s +entioned in the ITS/ section, there are speciali:ed tools that deal $ith Service Catalogue definition, request +anage+ent and the $or-flo$ associated $ith the fulfil+ent of these requests. So+e of these tools provide the $or-flo$ engines and so+e rely heavily on the capabilities of the co+panion ITS/ suite. These tools provide the technology required to define the services $ithin a catalogue structure in con;unction $ith the business custo+ers and create a service portal Dnor+ally $eb?basedE that allo$s users to request services. The request is then +anaged through the $or-flo$ engine assigning resources according to a defined process of tas-s and related activities for each request type. These tools typically also capture related cost infor+ation to be fed to the financial syste+s for later charging activities. This functionality does +uch to support IT's integration $ith the business, defining services that underpin their +ission and strea+lining the delivery of co++odity services that so often beco+e a source of custo+er frustration. (s in other tools, the true CSI benefit is the data that is collected and reported relate to the quality of the services delivered, any bottlenec-s encountered, and the ability to trac- the achieve+ent of related service levels
8.+.8 &er#ormance management

)erfor+ance +anage+ent tools allo$ for the collection of availability, capacity and perfor+ance data fro+ a +ultitude of do+ains and platfor+s $ithin the IT
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infrastructure environ+ent. This data is used to populate the (vailability and Capacity /anage+ent Infor+ation Syste+s D(/IS and C/ISE giving IT organi:ations a historical, current and future vie$ of perfor+ance, resource and service usage for offline analysis and +odelling activities. Capabilities of these tools generally include"
(nalysis of responsiveness, transaction and traffic throughput and utili:ation levels supporting the balancing of resources to opti+i:e perfor+ance of the IT services 7or-load assess+ent $ith predictive trend analysis of future gro$th and required capacity for each of the IT services being provided The construction of perfor+ance, resource and data usage profiles enabling the co+parison of actual utili:ation $ith planned +odels )redictive perfor+ance technology enabling the evaluation of tuning alternatives for syste+s, net$or-s, databases and applications that support +odelling of the e3pected outco+es &eneration of the data required to report on SL(s and provide input to service I+prove+ent plans.
There are +any tools in the +ar-etplace that support the overall CSI initiative across +any aspects of perfor+ance +anage+ent including business, service and resource capacity planning, feasibility analysis, +odelling, solution develop+ent, i+ple+entation, +anage+ent and on?going +onitoring of the IT service provision.
8.+.: %pplication an service per#ormance monitoring

There has al$ays been a challenge related to understanding the true user e3perience related to service provision. 1ecogni:ing this need, +any vendors provide tools that +onitor the end?to?end delivery of services, using either active or passive technologies, to fully instru+ent and probe the +any co+ponents of the service delivery chain. The soft$are provides -ey +etrics such as availability, transaction throughput, transaction response ti+e, net$or- latency, server efficiency, database I/O and SAL effectiveness. This data provides syste+, application, (vailability and Capacity /anagers and Service O$ners the ability to analyse the delivery of services at all -ey points in the chain and loo- for potential i+prove+ents to strea+line the overall delivery +echanis+s. 6sage trend data is vital for the (vailability and Capacity /anage+ent processes providing the infor+ation required to assess current perfor+ance and plan for future gro$th. This capability also enhances Service Level /anage+ent's ability to accurately trac- confor+ance to SL(s and identify candidates for the service i+prove+ent process.
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8.+.; Statistical analysis tools

/ost of the tools that are available to support the service +anage+ent and syste+s +anage+ent environ+ents provide reporting capabilities but this is typically not enough to support robust (vailability and Capacity /anage+ent capabilities. 1a$ data fro+ +any of the above tools needs to be captured into a single repository for collective analysis. These is the data that $ill provide input to the (vailability and Capacity processes and support the analysis of /T1S, /T>#s, S#(, 5e+and /anage+ent, $or-load analysis, service +odelling, application si:ing and their related opportunities for i+prove+ent. This type of soft$are provides the functionality to logically group data, +odel current services and enable predictive +odels to support future service gro$th utili:ing a $ide array of analysis techniques.
8.+.+? So#tware version control9so#tware Con#iguration (anagement

These tools support the control of all +ainfra+e, open syste+s, net$or- and applications soft$are providing a 5efinitive /edia Library type repository for the develop+ent environ+ent. <ersion infor+ation +ust sea+lessly integrate $ith the C/S and 1elease /anage+ent.
8.+.++ So#tware test management

These tools support the testing activities of 1elease /anage+ent and deploy+ent activities providing develop+ent, regression testing, user acceptance testing and pre?production A( testing environ+ents. Typically, there is additional functionality to support testing of specific functional require+ents that $ere captured early in the develop+ent lifecycle. These tools should integrate $ith Incident /anage+ent to capture testing?related incidents that +ay affect the production version of the sa+e soft$are.
8.+.+, Security (anagement

These tools support and protect the integrity of the net$or-, syste+s and applications, guarding against intrusion and inappropriate access and usage. (s in the syste+s and net$or- +anage+ent area, all security?related hard$are and soft$are solutions should generate alerts that $ill trigger the auto?generation of incidents for +anage+ent through the nor+al processes.
8.+.+3 &ro3ect an port#olio management

These tools support the registration, decision support, costing, resource +anage+ent, portfolio visibility and pro;ect +anage+ent of ne$ business functionality and the services and syste+s that underpin the+. These tools are
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typically used to +anage the business?related aspects of IT. Integration points generally include" tas- assign+ents for develop+ent activities, change and release build infor+ation based on the agreed portfolio, capture of resource data fro+ ITS/, TCO of portfolio and resource utili:ation data to #inancial /anage+ent, request +anage+ent lin-age to ITS/ etc. This tool is typically utili:ed to underpin the /anage+ent >oard approval process related to strategic or +a;or change pro;ects.
8.+.+. Financial (anagement

#inancial /anage+ent is a critical co+ponent of the IT services +ission to ensure that there are enough financial resources to +aintain and develop the IT infrastructure and professional capabilities in support of the current and future needs of the business. ( balanced budget in IT through the recovery of IT costs, $ith a solid understanding of the fiscal aspects of their operations, $ill enable IT e3ecutives to ;ustify their e3penses in ter+s of the business services being supported. In an increasing nu+ber of IT organi:ations this requires -eeping trac- of resource and service utili:ation for the purpose of billing and chargebac- of the shared IT resources. The costing and resource consu+ption +easure+ent beco+es critical to effectively and accurately charge business custo+ers in an equitable, visible and auditable $ay. #inancial /anage+ent tools collect ra$ +etering data fro+ a variety of sources including operating syste+s, databases, +iddle$are and applications associating this usage to users of services fro+ specific depart+ents. 5ata collectors gather critical usage +etrics for each of the technologies being +easured, lin-s in the costing infor+ation fro+ accounting soft$are and then reports, analyses and allocates costs, enabling custo+ers to evaluate the infor+ation in +any di+ensions. /ost tools $ill interface $ith the C/S to +anage costs for each CI and resource to generate data related to billing, reporting, chargebac- and cost analysis. These tools $ill typically federate $ith the organi:ation's #inancial /anage+ent applications and E1) syste+ to acquire and share aggregate costs. Interfaces are also nor+ally supported $ith pro;ect and portfolio +anage+ent tools to facilitate the overall portfolio of invest+ents. Effective cost +anage+ent is a basic require+ent for the IT organi:ations of today, #inancial /anage+ent tools $ill be required to ensure that custo+ers can not only understand the IT costs of their business operations, but also +ore accurately budget and enable IT to evaluate the overall effectiveness of the services provision. Successful i+ple+entation and usage of these tools $ill support the continual i+prove+ent of cost +anage+ent and drive ever? increasing IT value to the business.
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8.+.+4 5usiness intelligence9reporting

In addition to the statistical analysis environ+ent that requires a toolset to support technical data, there is also a need for a co++on repository of all service infor+ation and business?related data. Often these tools are provided by the sa+e vendors $ho support the statistical analysis soft$are but the focus in this instance is on providing business?related data fro+ all of the above toolsets representing a guide to direct the activities of IT as a $hole in support of the business custo+er. (s the technology used to deliver IT services beco+es increasingly co+ple3, the distribution of services e3pands and the a+ount of centrali:ed control $e can apply is di+inished, there $ill be a gro$ing reliance on tools and soft$are functionality to ad+inister, +anage, i+prove and ensure overall governance of IT service provision. (s stated earlier, best?practice process should deter+ine $hat support functionality is required but $e can be assured that the soft$are industry $ill continue to develop a $ide and varied set of tools that can reduce the ad+inistrative overhead of +anaging our processes and i+prove the overall quality of IT service provision.
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8., Summary
#or effective CSI it is i+portant for organi:ations to vie$ their tool require+ents fro+ an enterprise perspective as sho$n in #igure 4. . Tools for CSI should support the -ey operational activities of the 4?Step I+prove+ent )rocess" data gathering, data processing, data analysis and data presentation. Tools +ust provide for +onitoring of each level of the service hierarchy" services, syste+s and co+ponents, as $ell as support the reporting activities for SL(s, OL(s and 6Cs.
Figure 8., Service<centric view o# t$e IT enterprise
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: Implementing Continual Service Improvement

This publication has discussed i+ple+enting CSI fro+ t$o perspectives. #irst and fore+ost is the i+ple+entation of CSI activities around services. Second is the i+ple+entation of CSI around service +anage+ent processes. Co$ever, if your organi:ation does not have very +ature service +anage+ent processes then it is usually difficult to e3ecute The 4?Step I+prove+ent )rocess for services. I++ature processes usually have poor data quality if any at all. This is often due to no processes or very ad hoc processes. Other organi:ations have +ultiple processes $or-ing $ith +ultiple tools being used to support the processes. If any +onitoring is going on it +ay be at a co+ponent or application level but not fro+ and end?to?end service perspective. There is no central gathering point for data, no resources allocated to process and analyse the data, and reporting consists of too +uch data bro-en into too +any seg+ents for anyone to analyse. So+e organi:ations don't have any evidence of reporting at all.
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:.+ Critical consi erations #or implementing CSI

>efore i+ple+enting CSI it is i+portant to have identified and filled the critical roles that have been identified in Chapter 2. This $ould include a CSI /anager, Service O$ner and reporting analyst. ( Service Level /anager is really needed to be the liaison bet$een the business and IT. /onitoring and reporting on technology +etrics, process +etrics and service +etrics need to be in place. Internal service revie$ +eetings need to be scheduled in order to revie$ fro+ an internal IT perspective the results achieved each +onth. These internal revie$ +eetings should ta-e place before any e3ternal revie$ +eeting $ith the business.
:., 0$ere o I start1

:.,.+ 0$ere o I start > service approac$
(n organi:ation can choose to i+ple+ent CSI activities in +any different $ays. One $ay is to identify a certain service pain point such as a service that is not consistently achieving the desired results. 7or- $ith the Service O$ner to validate the desired results and the trend results over the past fe$ +onths. 1evie$ any +onitoring that has been done. If there hasn't been any end?to?end +onitoring in place but so+e co+ponent +onitoring than revie$ $hat has been +onitored and see if there are any consistent issues that are leading to the lo$er?than?e3pected service results. Even if there hasn't been any co+ponent +onitoring being conducted, revie$ your Incident tic-ets and see if you can find so+e trends and consistent CIs that are failing +ore than others that i+pact the service. (lso revie$ the change records for the different CIs that together underpin the service. >otto+ line is that you have to start so+e$here. If you don't feel you have adequate data fro+ any +onitor or other process than perhaps the first step is to identify $hat to +onitor, define the +onitoring require+ents, put in place or begin using the technology required for +onitoring. >e sure to analyse the data to see if the trends +a-e sense and to see if there are any consistent failures or deviation fro+ e3pected results. 1eport findings and identify i+prove+ent opportunities
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:.,., 0$ere o I start > li#ecycle approac$

(nother approach is to start loo-ing at the handoff of output fro+ the different lifecycle do+ains. Service 5esign needs to +onitor and report on their activities and through trend evaluation and analysis, identify i+prove+ent opportunities to i+ple+ent. This needs to be done by every part of the lifecycle especially Service 5esign, Service Transition and Service Operation. CSI is engaged in this activity. 6ntil the service is i+ple+ented $e +ay not -no$ if the right strategy $as identified, so $e +ay not have input until later for Service Strategy i+prove+ent. (s Service Transition begins $or-ing $ith the product Service 5esign handed off, Service Transition +ay identify i+prove+ent opportunities for Service 5esign. CSI can be effective $ell before a service is i+ple+ented into the production environ+ent.
:.,.3 0$ere o I start > #unctional group approac$

)erhaps your organi:ation is e3periencing a lot of failures or issues $ith servers. If this is the case, one could argue a good case to focus CSI activities $ithin the functional group responsible for the servers, as server failures have a direct i+pact on service availability. This should be a short?ter+ solution only as CSI activities should be revie$ing services fro+ an end?to?end perspectiveI ho$ever it is often easier to have a s+all group focused on CSI activities. )erhaps this could be a pilot of CSI activities before a full rollout across the organi:ation.
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:.3 !overnance
Go +atter if you are i+ple+enting CSI around service +anage+ent or services it is critical that governance is addressed fro+ a strategic vie$. Organi:ations are facing the need to e3pand their IT service +anage+ent strategies fro+ an operational level to tactical and strategic levels to address business process auto+ation, +ar-et globali:ation and the increasing dependency on IT for the efficient and reliable +anage+ent and delivery of core business services. To address this require+ent for+ali:ed service +anage+ent processes and speciali:ed service and $or- +anage+ent tools are being introduced to +anage today's co+ple3 and distributed IT environ+ents. Introducing service +anage+ent processes into internal IT depart+ents requires a transfor+ation to the IT culture. /ost internal IT depart+ents are syste+/technology?+anage+ent?based organi:ations $hich are reactive in nature. Transfor+ing to a service? +anage+ent?based organi:ation is +ore proactive in nature and is a step to aligning IT $ith business. It is also funda+ental to achieving the goal of providing efficient and reliable +anage+ent and delivery of core business services. I+ple+enting an ITS/ process governance organi:ation $ill support the develop+ent of and transfor+ation to a process? and service?based organi:ation and provide the organi:ational infrastructure to +anage process i+prove+ent initiatives. ( co+prehensive and integrated approach to the design, i+ple+entation and ongoing co+pliance to accepted ITS/ standards includes"

Organi:ational structures, roles and responsibilities IT processes, policies and controls.
:.3.+ ITS( programme initiative

Corporate initiative state+ent DThe JIT Service /anage+ent' )rogra++e supports the IT &overnance Institutes definitions of Enterprise &overnance, IT &overnance and CO>ITE
:.3., 5usiness rivers

The i+ple+entation of a standard ITS/ process and governance is dee+ed as i+perative to support current and future business plans"

Support the organi:ation's vision )rovide standard IT processes and a stable and reliable IT environ+ent to enable ti+ely and efficient integration of ne$ services and syste+s.
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)rovide process policies, standards and controls to co+ply $ith internal audit and e3ternal regulatory and legislation require+ents. #oster a cli+ate of co++it+ent to best practices. )rovide a standard ITS/ process across the IT organi:ation to support the organi:ational transfor+ation to an enterprise IT services +odel $hile +aintaining operational stability and reliability to the business.
:.3.3 &rocess c$anges

I+ple+enting CSI $ill have an i+pact on +any parts of the IT organi:ation. )rocesses, people, technology and +anage+ent $ill undergo change. CSI needs to beco+e a $ay of life $ithin the organi:ation. This +ay require ne$ +anage+ent structure, ne$ technology, changes to processes to support CSI and people $ill need to be trained and understand the i+portance of CSI $ithin the organi:ation. If you only focus on changing a process or technology CSI $ill not be effective. #igure 9.* identifies so+e changes that +ay need to be addressed.
Figure :.+ &rocess re<engineering c$anges everyt$ing
:.. CSI an organi2ational c$ange

)ro;ect +anage+ent structures and fra+e$or-s fail to ta-e into account the softer aspects involved in organi:ational change such as resistance to change, gaining co++it+ent, e+po$ering, +otivating, involving and co++unicating. E3perience reveals that it is precisely these aspects that prevent +any CSI progra++es fro+ reali:ing their intended ai+s. The success of a CSI progra++e is dependant on the buy?in of all sta-eholders. &aining their support fro+ the outset, and -eeping it, $ill ensure their participation in the develop+ent process and acceptance of the solution. The first five steps in #igure 9. identify the basic leadership actions required.
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Those responsible for +anaging and steering the CSI progra++e should consciously address these softer issues. 6sing an approach such as =ohn ). @otter's Eight Steps to Transforming your Organization , coupled $ith for+ali:ed pro;ect +anage+ent s-ills and practices, $ill significantly increase the chance of success. @otter, )rofessor of Leadership at Carvard >usiness School, investigated +ore than *!! co+panies involved in, or having atte+pted a co+ple3 change progra++e and identified JEight +ain reasons $hy transfor+ation efforts fail'. The +ain eight reasons, $hich are sho$n in #igure 9. apply equally to ITS/ i+ple+entation progra++es.
Figure :., Eig$t main reasons w$y trans#ormation e##orts #ail
DSource" @otterE
:...+ Creating a sense o# urgency

Calf of all transfor+ations fail to reali:e their goals due to the lac- of adequate attention to this step. Got enough people buy into the fact that change is a +ust. Creating a sense of urgency is concerned $ith ans$ering the question J7hat if $e do nothing8' (ns$ering this question for all organi:ational levels $ill help gain co++it+ent and provide input to a business ;ustification for investing in CSI.
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E3a+ples of the consequences of doing nothing"

The business $ill lose +oney due to outages of crucial IT services, syste+s and applications. The business finds IT costs unacceptable and +ay insist on staffing reductions as an easy option for reducing costs
The question J7hat if $e do nothing8' should be ans$ered fro+ the perspective of different sta-eholders. This step could be ta-en in the for+ of one?on?one dialogues $ith sta-eholders, $or-shops and tea+ +eetings. The ai+ is to create a real a$areness and co++it+ent that the status quo is no longer acceptable.
:..., Forming a gui ing coalition

E3perience sho$s a need for asse+bling a group $ith sufficient po$er to lead the change effort and $or- together as a tea+. )o$er +eans +ore than si+ply for+al authority but also e3perience, respect, trust and credibility. This tea+ is the guiding coalition for the CSI. It is i+portant that the tea+ leading the CSI has a shared understanding of the urgency and $hat it $ants to achieve. ( guiding coalition tea+ does not have to be co+prised solely of senior +anagers. ( guiding coalition should ensure that the organi:ation is +otivated and inspired to participate. ( single cha+pion cannot achieve success alone. Those initiating a CSI should try to gain full support fro+ the sta-eholders, including the business +anagers, IT staff and the user co++unity. The tea+ +ust be prepared to spend ti+e and effort convincing and +otivating others to participate. In the beginning this tea+ $ill be s+all and should include an influential business or IT sponsor. (s the progra++e buy?in gro$s, and throughout the progra++e itself $hen +ore and +ore successes are achieved and benefits reali:ed, this tea+ should be increased to involve a $ider range of people and functions. Conscious attention should be given to +anaging a for+al and infor+al net$orthat for+s the basis of a guiding coalition, as-ing the questions J5o $e have the right people on board8' and, if not, J7ho should $e have on board8'
:...3 Creating a vision

The guiding coalition should be responsible for ensuring that a vision is produced describing the ai+ and purpose of CSI. ( good vision state+ent can serve four i+portant purposes"

Clarify the direction of the progra++e /otivate people to ta-e action in the right direction Coordinate the actions of +any different people Outline the ai+s of senior +anage+ent.
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7ithout a sensible and easily understood vision, a CSI i+ple+entation can easily dissolve into a list of confusing, inco+patible pro;ects that can ta-e the organi:ation in the $rong direction, or even no$here at all. ( vision that is easy to understand is also easy to e3plain. (s a rule of thu+b, if one cannot e3plain the vision in five +inutes, the vision itself is not clear and focused enough. ( sound vision state+ent is i+portant $hen for+ing a business ;ustification for CSI, if one is already under$ay then having clear ai+s $ill help set +ore specific goals. The goals of CSI should be S/(1T DSpecific, /easurable, (chievable, 1ealistic and Ti+e?boundedE as $ell as being addressed in ter+s relating to the business itself.
:.... Communicating t$e vision

(lthough the vision is a po$erful tool in helping guide and coordinate change, the real po$er is unleashed $hen the vision is effectively co++unicated to the sta-eholders. Every sta-eholder should understand the vision. The sense of urgency DJ7hat if $e do nothing8'E and the vision DJ7hat's in it for +e8'E should for+ the basis of all co++unication to the sta-eholders involved in or i+pacted by the CSI initiative. These +essages should be ai+ed at +otivating, inspiring and creating the necessary energy and co++it+ent to buy in to the change progra++e. (n i+portant aspect of the co++unication is $al-ing the tal- B de+onstrating by e3a+ple. It is i+portant to +a-e use of all co++unications channels to get the +essages across. 6se the organi:ation's ne$sletters, intranet site, posters, the+e and tea+ +eetings, and se+inars. (i+ the co++unication at the specific needs and $ants of each target group. #or e3a+ple, a presentation to co+puter operators, stressing the benefits of lo$er +anage+ent costs and increased business availability, +ay be less li-ely to inspire the+ than the idea that they $ill have the chance to gain ne$ s-ills and opportunities, or that they $ill be supported by the latest advanced +anage+ent technology so that they spend less ti+e fire? fighting.
:...4 Empowering ot$ers to act on t$e vision

Establishing the urgency, creating a guiding coalition, creating and co++unicating a vision are all ai+ed at creating energy, enthusias+, buy?in and co++it+ent to enable successful change. In the e+po$ering phase, t$o i+portant aspects need to be stressed" enabling and re+oving barriers. It is crucial to understand $hat is +eant by e+po$er+ent. It is a co+bination of enabling people and re+oving barriers. E+po$er+ent +eans giving people the tools, training and direction, and assurance that they $ill be given clear and
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una+biguous fi3ed goals. Once people are e+po$ered, they are accountable. That is $hy confir+ing their confidence before going ahead is i+portant.
:...6 &lanning #or an creating s$ort<term wins

I+ple+enting service +anage+ent i+prove+ents can be a lengthy progra++e of change. It is i+portant that, during the progra++e, short?ter+ $ins are reali:ed and co++unicated. Short?ter+ $ins help to -eep a change effort on trac- and help -eep the energy and co++it+ent levels high. 1eal transfor+ation ta-es ti+e. 7ithout short?ter+ $ins, too +any people give up or ;oin the ran-s of those opposing the change. Short?ter+ $ins can also be used to help"

Convince change sceptics of the benefits 1etain support of influential sta-eholders E3pand the guiding coalition and get +ore people on board and co++itted to the progra++e >uild confidence to tac-le even +ore co+ple3 i+ple+entation issues and process integration.
Try to identify so+e short?ter+ $ins for each service and/or process and plan these into the CSI. It is also i+portant that short?ter+ $ins are +ade visible and are co++unicated to all sta-eholders. 7hen planning to co++unicate the short? ter+ $ins, obtain ans$ers to the questions J#or $ho+ is it a short?ter+ $in8' and JTo $hat degree does it support the overall ai+s and goals8' and $or- these ans$ers into the co++unication.
:...8 Consoli ating improvements an pro ucing more c$ange

The success of short?ter+ $ins -eeps the +o+entu+ going and creates +ore change. In CSI it is i+portant to recogni:e short?, +ediu+? and long?ter+ $ins. Changes should sin- deeply into the ne$ culture or the ne$ approaches $ill be fragile and sub;ect to regression"

S$ort<term wins have the characteristics of convincing, +otivating and sho$ing i++ediate benefits and gains. (e ium<term wins have the characteristics of confidence and capability, and having a set of $or-ing processes in place. Long<term wins have the characteristics of self?learning and e3pertise, and fully integrated processes that have self?learning and i+prove+ent built into the+I reaching this stage requires a baseline of confident, capable delivery and real understanding. Trying to reach this level before having gone through the other levels is li-e trying to $in an Oly+pic +edal before training has co++enced.
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:...: Institutionali2ing t$e c$ange

Change needs to be institutionali:ed $ithin the organi:ation. /any changes fail because they are not consolidated into everyday practice. This is a-in to buying a +e+bership to a gy+ and not going. To institutionali:e a change +eans sho$ing ho$ ne$ $or-ing practices have produced real gain and benefits, and ensuring that the i+prove+ents are e+bedded in all organi:ational practices. Often the CSI tea+ is disbanded before the $or-ing practices are institutionali:edI there is a danger that people +ay revert to old $or-ing practices. This has to stop. CSI +ust be a $ay of life not a -nee?;er- reaction to a failure of so+e sort. So+e $ays of institutionali:ing changes"

Loo- to hire people $ith ITIL e3perience or proven custo+er? or service? focused e3perience. Induction of ne$ e+ployees Dboth business and ITE includes service +anage+ent fa+iliari:ation" JThis is the $ay $e do things.' E+ployee training plans and offerings include ITIL or service? +anage+ent?focused training. Service goals and +anage+ent reporting are +atched to changing require+ents, sho$ing that they are used and requests are +ade for ne$ sets of steering infor+ation. Clear action ite+ are identified in +eeting +inutes and are acted upon in a ti+ely +anner. Ge$ IT solutions and develop+ent pro;ects are integrated into e3isting processes.
Signs that the changes have been institutionali:ed include"

)eople defend the procedures and declare, JThis is the $ay $e $or-', rather than, JThis is the $ay I've been told to do it'. )eople +a-e suggestions for i+proving procedures and $orinstructions to +a-e the+ +ore effective or efficient. Service and process o$ners are proud of their achieve+ents and offer to give presentations and $rite articles.
:...; Organi2ation culture

Organi:ational culture is the $hole of the ideas, corporate values, beliefs, practices and e3pectations about behaviour and daily custo+s that are shared by the e+ployees in an organi:ation B the nor+al $ay of doing things. Co+ponent parts of the culture include"
The $ay authority is e3ercised and people re$arded

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/ethods of co++unication The degrees of for+ality required in $or-ing hours and dress and the e3tent to $hich procedures and regulations are enforced.
One could say culture is the heart of the +atter or a -ey issue in i+ple+enting CSI. Culture could support an i+ple+entation or it could be the bearer of resistance. Culture is continually na+ed as one of the barriers in reali:ing any type of organi:ational change. 7hen an organi:ation has e+braced CSI, the ne$ organi:ational structure and technology receives over$hel+ing attention and al+ost no attention is paid to the effect on the culture. Culture isn't good or bad B it's ;ust there. (n organi:ation's culture can be i++ediately recogni:ed by an outsider by the staff's attitudes and +oraleI their vocabulary B the phrases and bu::$ords they useI and the stories and legends they tell of the organi:ation's heroes. Continual i+prove+ent is about +oving a$ay fro+ the hero +entality and focusing +ore on proactive planning and i+proving instead of al$ays reacting to fi3 so+ething $hen it brea-s. =ey concept One of the -eys to changing the culture of an organi:ation is to understand that you do not start out to change the culture. Oou start out to change the e+ployee's behaviour. In other $ords, $hen i+ple+enting Continual Service I+prove+ent around services and service +anage+ent processes you are as-ing the staff +e+bers to change ho$ they do things. Oou $ant the+ to follo$ the ne$ CSI activities and procedures, and use the tools appropriately. (s you change e+ployees' behaviour then over ti+e this beco+es the organi:ation's ne$ culture. Senior +anage+ent plays an i+portant part in changing behaviour. Senior +anage+ent has to be the proper role +odel" if they don't follo$ a process then they are giving per+ission to others to follo$ their lead. Senior +anage+ent has to ensure that people are re$arded for follo$ing the ne$ process, and for Continual Service I+prove+ent it +eans ongoing +onitoring, analysing, revie$ing, trend evaluation, reporting, identification of i+prove+ent opportunities and of course i+ple+enting those opportunities. This $ill also require the help of your organi:ation's hu+an resource depart+ent, as changing e+ployees' behaviour is directly tied to ensuring the ;ob descriptions are up to date, e+ployee's goals and ob;ectives ta-e into consideration service +anage+ent responsibilities, and e3pectations include CSI activities. (lso e+ployee perfor+ance plans should be directly related to fulfilling these responsibilities and e3pectations. 7hether an e+ployee is perfor+ing an activity
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for service i+prove+ent or a Change /anage+ent activity, this should be recogni:ed and e+ployees re$arded based on the perfor+ance. The follo$ing t$o state+ents are i+portant $hen thin-ing about changing e+ployee's behaviour.
0$at gets rewar e gets one. This is $hy it is i+portant to set up perfor+ance plans, perfor+ance appraisal syste+s and co+pensation plans to tie into CSI activities as $ell as other service +anage+ent activities. If you are re$arding an e+ployee on $ho is -eeping their bo3 up and running and not on understanding the full end?to?end service +anage+ent processes, than this is $hat you $ill get. It $ill be hard to change an e+ployee's behaviour $hen they get re$arded for doing $hat they do today. Gou get w$at you inspect not w$at you e-pect. Organi:ations al$ays e3pect e+ployees to do certain things, but unless they are actually +onitoring and chec-ing to see if the tas-s and activities are being done, there is little reason for an e+ployee to change. 1e+e+ber the State of Gorth Carolina e3a+ple. They achieved results through training, creating an a$areness ca+paign and letting people -no$ they $ere trac-ing results and $ould be discussing the results $ith the +anagers each +onth.
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:.4 Communication strategy an plan

Ti+ely and effective co++unication for+s an i+portant part of any service i+prove+ent pro;ect. In an effort to transfor+ an organi:ation fro+ perfor+ing CSI activities on an ad hoc basis to a +ore for+al and ongoing CSI activities, it is critical that participants and sta-eholders are -ept apprised of all changes to the processes, activities, roles and responsibilities. The goal of the co++unications plan is to build and +aintain a$areness, understanding, enthusias+ and support a+ong -ey influential sta-eholders for the CSI progra++e. 7hen developing a co++unication plan, it is i+portant to reali:e that effective co++unication is not ;ust based on a one?$ay flo$ of infor+ation, and it is +ore than ;ust +eetings. ( co++unications plan +ust incorporate the ability to deal $ith responses and feedbacfro+ the targeted audiences. The plan should include a role to"
5esign and deliver co++unications to the different CSI roles, sta-eholders such as other ITS/ process roles and identified target audiences Identify foru+s for custo+er and user feedbac1eceive and deliver responses and feedbac- to the pro;ect +anager and/or process tea+ +e+bers.
@ey activities for the co++unications plan include"

Identifying sta-eholders and target audiences 5eveloping co++unications strategies and tactics Identifying co++unication +ethods and techniques 5eveloping the co++unications plan Da +atri3 of $ho, $hat, $hy, $hen $here and ho$E Identifying the pro;ect +ilestones and related co++unications require+ents.
In order to change behaviours and ulti+ately an organi:ation's culture it $ill require a $ell?thought?out co++unication strategy and plan. (n effective co++unication strategy and plan $ill focus on creating a$areness as to $hy the organi:ation is going do$n the path of i+ple+enting service +anage+ent, $hy $e $ant to for+ali:e a CSI process, $hy ITIL $as chosen as the best?practice fra+e$or-. The plan $ill also need to address providing service +anage+ent education through for+al training progra++es or internal +eetings, providing for+al training on the ne$ processes and tool that sets ne$ e3pectations as $ell as providing updates as to progress and achieve+ents.
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7hen developing your co++unication strategy and plan it is i+portant to ta-e into consideration ho$ corporate co++unication $or-s today. In so+e organi:ations if you $ant the CIO to co++unicate so+ething on behalf of CSI or any service +anage+ent pro;ect it +ay ta-e a long ti+e to get this acco+plished. This needs to be planned for. (lso -eep in +ind the culture around co++unicating $ith the business. In so+e organi:ations there are strict guidelines on $ho can co++unicate $ith the business. Often ti+es this is through the Service Level /anage+ent and >usiness 1elationship /anage+ent processes. Go +atter $hat the +ethod is, al$ays have co++unicating $ith the business as one of your -ey co++unication activities.
:.4.+ De#ining a communication plan

5efining your plan needs to ta-e into consideration the follo$ing ite+s"
0$o is t$e messenger1 B This is often overloo-ed $ith regard to the i+portance of aligning the +essenger $ith the +essage. There are ti+es $hen it is appropriate for the CIO to deliver a co++unication. (nother ti+e it +ay be a Service O$ner or )rocess O$ner $ho should be doing the co++unicating. 0$at is t$e message1 B 5efine the purpose and ob;ective of the +essage. This needs to be tailored to the target audience. @eep in +ind the i+portance of co++unicating the benefits of the CSI progra++e. The 7II#/ D$hat's?inBit?for?+eE approach is still valid and needs to be addressed. 1eporting can be a +essage that is provided. 0$o is t$e target au ience1 B The target audience for CSI could be senior +anage+ent, +id?level +anagers or the staff $ho $ill be tas-ed $ith perfor+ing CSI activities. The target audience $ill often dictate $ho $ill deliver the +essage based on $hat the +essage is. Timing an #reDuency o# communication B >e sure to plan and e3ecute your co++unication in a ti+ely +anner. The one constant about +anaging change is that for co++unication to be effective it $ill ta-e +ore than a one?ti+e co++unication. If reporting is $hat is being co++unicated you $ill $ant to define your reporting ti+elines and frequency. (et$o o# communication B The old standby of sending e?+ails and putting so+ething on the $eb can $or- for so+e for+s of co++unication, but in order to effectively +anage change it is i+portant to have a nu+ber of face?to?face +eetings $here there is an opportunity for t$o?$ay co++unications to ta-e place. (ttending staff +eetings, holding infor+ation +eetings open to all of IT and conducting to$n hall +eetings are all effective +ethods that need to be considered. &rovi e a #ee )ac' mec$anism B >e sure to provide so+e +ethod for e+ployees to as- questions and provide feedbac- on the change initiative.
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So+eone should have o$nership of chec-ing and ensuring responses are provided to the questions/co++ents that are provided. >e sure to -eep a record of your of all of your co++unications that go out as this represents ho$ the co++unication plan has been e3ecuted. Oou can develop a si+ple table for your co++unication plan as sho$n in Table 9.*. @eep in +ind that you $ill be co++unicating to various groups $ithin IT. >e sure to include senior +anage+ent, +id?level +anagers, line contributors as $ell as those $or-ing or support CSI activities. /essenger CIO Target audience (ll of IT /essage /ethod of co++unication 5ate and frequency Status )lanned
CSI initiative To$n hall +eeting /onth/day is -ic-ing off
Table 3. Sample table for communication plan
Communication trans#ormation The strategic +anage+ent level usually initiates the co++unication about ne$ initiatives and this should be true for i+ple+enting CSI $ithin your organi:ation. The CSI initiative is handed do$n fro+ the strategic level to the tactical level and then to the operational level. It is +ore the rule than the e3ception that each level goes through its o$n transfor+ation process. It is i+portant that the sa+e +essage is being sent and received as the vision is co++unicated do$n the organi:ation. The outco+e of this process is the cause and often the de+and for the ne3t level in an organi:ation to transfor+. Infor+ation about this process and ho$ people are dealing $ith it are seldo+ handed do$n. 6nfortunately the higher level gives little feedbac- about this process to the ne3t level. 7hat also happens is that the content of the vision and reasons for the organi:ational change beco+es less understood as it +oves do$n through the organi:ation. Only parts of the rationale behind the organi:ational change co+e through to the operational level. The belo$ figure depicts the fact that only part of the original content of the vision is handed do$n DJthe shado$ of the upper level'E to the operational level. (s the +essage is passed through the organi:ational levels, the clarity and content of the vision is blurred even further Dsee #igure 9.,E.
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Figure :.3 Vision )ecomes )lurre
>ecause each +anage+ent level has its o$n separate transfor+ation processes they fail to appreciate the feelings of the other levels. This is +ost evident for operational level staffs, $ho feel particularly vulnerable if they have not been involved in the discussions. (nd yet it is the co++it+ent and energy of the operational level that are essential to the success of any organi:ational change.
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:.6 Summary
5eveloping a governance structure is i+portant for for+ali:ing CSI in your organi:ation. CSI $ill require that -ey roles are filled for trend evaluation, analysis reporting and decision +a-ing. )rocess co+pliance is critical for ensuring the proper output for process +etrics to be used for identifying process i+prove+ent initiatives. Technology $ill need to be in place for +onitoring and reporting. Co++unication is critical to help change e+ployees behaviour. Co++unication $ill require identifying the target audience, $ho the +essenger is, $hat +essage is being co++unicated and $hat is the best $ay to co++unicate the +essage. #igure 9.. sho$s the roles and -ey inputs that are involved in the different phases of Continual I+prove+ent.
Figure :.. CSI mo el
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; C$allengesC critical success #actors an ris's

;.+ C$allenges
Every organi:ation $ill have its unique set of challenges. (s $ith i+ple+enting any type of change $ithin an organi:ation one of the +a;or challenges $ill be +anaging the behavioural changes that are required. The other issue is that CSI often requires adequate tools for +onitoring and gathering the data, analysing the data for trends and reporting on the data. CSI does not happen only through auto+ation but also requires resources to be allocated to CSI activities. The resources need to understand their roles and responsibilities and have the correct s-ill sets to e3ecute the CSI activities. Listed belo$ are so+e of the co++on ones that you +ay encounter $hen i+ple+enting Continual Service I+prove+ent" Lac- of +anage+ent co++it+ent Inadequate resources, budget and ti+e Lac- of +ature service +anage+ent processes Lac- of infor+ation, +onitoring and +easure+ents Lac- of @no$ledge /anage+ent ( resistance to planning and a reluctance to be proved $rong ( lac- of corporate ob;ectives, strategies, policies and business direction ( lac- of IT ob;ectives, strategies and policies Lac- of -no$ledge and appreciation of business i+pacts and priorities 5iverse and disparate technologies and applications 1esistance to change and cultural change )oor relationships, co++unication and a lac- of cooperation bet$een IT and the business Lac- of tools, standards and s-ills Tools too co+ple3 and costly to i+ple+ent and +aintain Over?co++it+ent of resources $ith an associated inability to deliver De.g. pro;ects al$ays late or over budgetE )oor supplier +anage+ent and/or poor supplier perfor+ance.
;., Critical success #actors

(ppoint+ent of a CSI +anager (doption of CSI $ithin the organi:ation
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/anage+ent co++it+ent B this +eans ongoing, visible participation in CSI activities such as creating vision for CSI, co++unicating vision, direction setting and decision +a-ing, $hen appropriate 5efining clear criteria for prioriti:ing i+prove+ent pro;ects (doption of the service lifecycle approach Sufficient and ongoing funding for CSI activities 1esource allocation B people are dedicated to the i+prove+ent effort not as ;ust another add?on to their already long list of tas-s to perfor+ Technology to support the CSI activities (doption of processes B e+bracing service +anage+ent processes instead of adapting it to suit their o$n personal needs and agenda.
;.3 *is's
>eing over?a+bitious B don't try to i+prove everything at once. >e realistic $ith ti+elines and e3pectations Got discussing i+prove+ent opportunities $ith the business B the business has to be involved in i+prove+ent decisions that $ill i+pact the+ Got focusing on i+proving both services and service +anage+ent processes Got prioriti:ing i+prove+ent pro;ects I+ple+enting CSI $ith little or no technology I+ple+enting a CSI initiative $ith no resources B this +eans that people +ust be allocated and dedicated to this I+ple+enting CSI $ithout -no$ledge transfer and training B this +eans educating first Dacquire -no$ledgeE, then training Dpractice using the ne$ly acquired -no$ledgeE. The training should be done as close to the launch of i+prove+ent as possible Got perfor+ing all steps of the 4?Step I+prove+ent )rocess B it is i+portant that all steps of the i+prove+ent process be follo$edI +issing any one step can lead to a poor decision on $hat and ho$ to i+prove Lac- of +a-ing strategic, tactical or operational decisions based on -no$ledge gained B reports are actually usedI people see that the reports are being used Lac- of +anage+ent ta-ing action on reco++ended service i+prove+ent opportunities Lac- of +eeting $ith the business to understand ne$ business require+ents The co++unication/a$areness ca+paign for any i+prove+ent is lac-ing, late or +issing altogether Got involving the right people at all levels to plan, build, test and i+ple+ent the i+prove+ent
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1e+oving testing before i+ple+entation or only partially testing. This +eans that all aspects of the i+prove+ent Dpeople, process and technologyE +ust be tested, including the docu+entation as $ell.
;.. Summary
I+ple+enting CSI is not an easy tas-" it requires a change in +anage+ent and staff attitudes and values that continual i+prove+ent is so+ething that needs to be done proactively and not reactively. Identifying the ris-s and challenges before i+ple+enting CSI is a critical first step. ( S7OT analysis can help identify these ite+s. It is i+portant to define +itigation strategies for the ris-s and identify ho$ to best overco+e challenges that an organi:ation +ay encounter. @no$ing the critical success factors before underta-ing CSI i+ple+entation $ill help +anage the ris-s and challenges. 5on't try to change everything at once.
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%#terwor
#or centuries people have been sailing across the oceans in ships. 7hile a very fe$ have been intrepid e3plorers intent on charting ne$ territory and ne$ routes to far?off lands, +ost have si+ply set off on a ;ourney fro+ their ho+e port to a distant destination. They plotted a course $hich $ould get the+ there safely in a reasonable ti+e and then set sail. The ris-s $ere high, but the re$ards $ere even higher. If the final destination $as too far they plotted a series of s+aller ;ourneys $ith stops at points along the $ay allo$ing the+ to get to their destination in steps. The course $ould often ta-e the+ far fro+ the sight of land, so each day they $ould need to chec- if they $ere still on course. In the beginning they used the stars, then the co+pass, the se3tant, radio beacons and no$ global positioning satellites. The technology has changed radically but the goal is still the sa+e, deter+ine $here you are right no$ and if the $inds or the currents have +oved you off course you +ust +a-e ad;ust+ents in order to reach your destination. Continual Service I+prove+ent is your ;ourney. Oour destination is your vision of a near?perfect future state. The vision +ay be far off, requiring you to set s+aller goals along the $ay. Oou set the course for near perfection and continually chec- to see $hether you are still on course. Continually +a-ing the necessary ad;ust+ents on your ;ourney $ill enable you to reach your destination. &ood sailingK
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%ppen i- %A Complementary gui ance

%+ InnovationC correction an improvement
7ithin the service lifecycle it is i+portant to re+e+ber that there are three distinct areas $here services are touched. The first is service innovation" this is the $hole lifecycle approach fro+ Service Strategy to Service 5esign to Service Transition and into Service Operation. The second is service corrections and this often involves Service Transition and Service Operation. The third is service i+prove+ents and this also $ill i+pact the service fro+ Service 5esign through to Service Operation. Service i+prove+ents i+pact Service Strategy. This publication has shared $ith you +any critical ele+ents of Continual Service I+prove+ent. #igure (.* sho$s a representation of service innovation, corrections and i+prove+ents.
Figure %.+ InnovationC correctionC improvement an CSI
Every publication $ithin the lifecycle is i+portant to fully understand the service lifecycle and to identify service i+prove+ents. This publication has tal-ed about +any different +odels, standards and fra+e$or-s. This chapter is a quicre+inder on $hat other guidance can be used to support CSI activities.
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%, 5est practices t$at support CSI

There are +any best practices, standards, +odels and quality syste+s that are in use throughout the $orld that support CSI in one +anner or another. )revious chapters introduced so+e of these best practices.
ISO9IEC ,????
Standards +a-e an enor+ous contribution, although very often that contribution is invisible. If there $ere no standards, it $ould soon be noticed. It is $hen there is an absence of standards that their i+portance is brought ho+e. 7hen products and services +eet e3pectations, there is a tendency to ta-e the+ for granted. #e$ people are usually a$are of the role played by standards in raising levels of quality, safety, reliability, efficiency and interchangeability B as $ell as in providing such benefits at an econo+ical cost. ISO/IEC !!!!?*" !!0 defines the require+ents for a service provider to deliver +anaged services. It +ay be used"

>y businesses that are going out to tender for their services To provide a consistent approach by all service providers in a supply chain To bench+ar- IT service +anage+ent (s the basis for an independent assess+ent To de+onstrate the ability to +eet custo+er require+ents To i+prove services.
There are +any aspects of ISO/IEC !!!! that support CSI but the +a;or ones are the follo$ing.
Service Level (anagement

The SL/ process should ensure that the service provider re+ains focused on the custo+er throughout the planning, i+ple+enting and ongoing +anage+ent of service delivery. @ey activities of SL/"

Capturing initial business require+ents and ongoing changes to volu+es and e3pectations 5efining and docu+enting services in a Service Catalogue Gegotiating SL(s $ith defined targets /onitoring, +easure+ent and reporting of the service levels achieved Initiation of corrective action )rovide input to a SI).
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Service reporting
Service reports should be produced to +eet identified needs and custo+er require+ents. Service reporting should include"

)erfor+ance against service level targets Gon?co+pliance and issues such as service level or security breaches 7or-load characteristics such as volu+e and resource utili:ation )erfor+ance reporting follo$ing +a;or incidents and changes Trend infor+ation Satisfaction analysis.
5usiness *elations$ip (anagement
The ob;ective of >usiness 1elationship /anage+ent is to establish and +aintain a good relationship bet$een the service provider and the custo+er based on understanding the custo+er and their business drivers. The custo+er business drivers could require changes in SL(s and thus beco+es input into service i+prove+ent opportunities. The ob;ective of supplier +anage+ent is to ensure the provision of sea+less, quality services. This $ill require +onitoring, +easuring and revie$ing the perfor+ance of IT suppliers.
/anage+ent decisions and corrective actions should ta-e into consideration the findings in the service reports and should be for+ally co++unicated. ISO/IEC !!!! defines a require+ent for continual i+prove+ent on the effectiveness and efficiency of service delivery and +anage+ent. This is done through +anage+ent establishing policies, ob;ectives and the need for continual i+prove+ent. ISO follo$s the )lanB5oBChec-B(ct cycle. Chec-ing involves +onitoring, +easuring and analysing, and acting is the continual i+prove+ent.
CO5ITI
Control Ob;ectives for Infor+ation and 1elated Technology DCO>ITE is a globally recogni:ed and adopted controls?based, value and ris- +anage+ent fra+e$orused to support overall IT governance. CO>IT is a fle3ible fra+e$orthat needs to be aligned to an organi:ation's business require+ents. It can be used by +anage+ent, consultants and auditors to"

5efine the IT controls needed to +ini+i:e ris-s and add business value B and hence the develop+ent of a fit?for?purpose IT governance fra+e$orCreate an IT +easure+ent and CSI fra+e$or- $hich is aligned to the business goals for IT
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(ssess and audit against IT governance and ensure that IT governance aligns $ith overall enterprise governance. CO>IT supports CSI in three $ays" CO>IT defines processes to support CSI CO>IT provides +aturity +odels that can be used to bench+ar- and drive CSI CO>IT provides goals and +etrics aligned to the business goals for IT, $hich can be used to create an IT +anage+ent dashboard.
CO5IT e#ines processes to support CSI

CO>IT has defined four processes needed to support CSI. The CO>IT process do+ain J/onitor and Evaluate' D/EE defines the processes needed to assess current IT perfor+ance, IT controls and regulatory co+pliance. The processes are"

/E*" /onitor and evaluate IT perfor+ance /E " /onitor and evaluate internal control /E," Ensure regulatory co+pliance /E." )rovide IT governance.
These processes ta-e into consideration +ultiple factors that can drive the need for i+prove+ent, factors such as a need to i+prove perfor+ance and +anage ris-s +ore effectively through better controls or regulatory co+pliance. These processes also ensure that any i+prove+ent actions are identified and +anaged through to their i+ple+entation. (n enterprise can therefore i+ple+ent the processes needed to support CSI using CO>IT processes. In addition, an enterprise can revie$ the processes that support CSI periodically and i+prove the+ based on their associated +aturity +odels $ithin CO>IT.
Si- Sigma
Si3 Sig+a is an IT?appropriate process?i+prove+ent +ethodology, though the funda+ental ob;ective is to reduce errors to fe$er than ,.. defects per +illion e3ecutions Dregardless of the processE. &iven the $ide variation in IT deliverables De.g. Change /anage+ent, )roble+ /anage+ent, Capacity /anage+entE and roles and tas-s $ithin IT operational environ+ents, IT +anagers +ust deter+ine $hether it is reasonable to e3pect delivery at a Si3 Sig+a level. Si3 Sig+a is a data?driven approach that supports continual i+prove+ent. It is business output driven in relation to custo+er specification and focuses on dra+atically reducing process variation using Statistical )rocess Control DS)CE +easures.
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Si3 Sig+a's ob;ective is the i+ple+entation of a +easure+ent?oriented strategy focused on process i+prove+ent and defects reduction. ( Si3 Sig+a defect is defined as anything outside custo+er specifications. There are t$o pri+ary sub?+ethodologies $ithin Si3 Sig+a" 5/(IC Ddefine, +easure, analyse, i+prove, controlE and 5/(5< Ddefine, +easure, analyse, design, verifyE. The 5/(IC process is an i+prove+ent +ethod for e3isting processes for $hich perfor+ance does not +eet e3pectations, or for $hich incre+ental i+prove+ents are desired. The 5/(5< process focuses on the creation of ne$ processes. 5efining, +easuring and analysing are -ey activities of CSI. Since Si3 Sig+a requires data it is i+portant to start capturing data as soon as possible. (s previously +entioned if the data is questionable, this is not a proble+ as it provides the opportunity to analyse $hy the data doesn't +a-e sense.
C((I
Capability /aturity /odel Integration DC//IE is a process i+prove+ent approach that provides organi:ations $ith the essential ele+ents of effective process +easure+ent. It can be used to guide process i+prove+ent across a pro;ect, a division or an entire organi:ation. C//I helps integrate traditionally separate organi:ational functions, sets process i+prove+ent goals and priorities, provides guidance for quality processes and provides a point of reference for appraising current processes. C//I uses a hierarchy of five levels, each $ith a progressively greater capability of producing quality, $here each level is described as a level of +aturity.
C((I 5ene#its
C//I best practices enable organi:ations to do the follo$ing"

/ore e3plicitly lin- +anage+ent and engineering activities to their business ob;ectives E3pand the scope of and visibility into the product life cycle and engineering activities to ensure that the product or service +eets custo+er e3pectations Incorporate lessons learned fro+ additional areas of best practice De.g. +easure+ent, ris- +anage+ent and supplier +anage+entE I+ple+ent +ore robust, high?+aturity practices (ddress additional organi:ational functions critical to their products and services /ore fully co+ply $ith relevant ISO standards.
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&ro3ect management
It is also i+portant to understand that a structured pro;ect +anage+ent +ethod, such as )/I D)ro;ect /anage+ent InstituteE or )1IGCE D)1o;ects IG Controlled Environ+ents, v E can be used $hen i+proving IT services. Got all i+prove+ents $ill require a structured pro;ect approach, but +any $ill, due to the sheer scope and scale of the i+prove+ent. )ro;ect +anage+ent is discussed in great detail in the ITIL Service Transition volu+e.
!antt c$art
Cenry &antt D*92*B*%*%E created the &antt chart in a setting and ti+e $hich $as deeply involved in e3ploring efficiency in +anufacturing, ti+e and +otion studies, and the for+ulation of Jscientific +anage+ent' Dthe foundation of +odern +anage+ent principalsE. Today +any people see the &antt chart as a pro;ect +anage+ent tool, ho$ever its origins are co+pletely intert$ined $ith process. &antt charts use ti+e?lengthened bars to represent tas-s. Tas-s are connected to each other according to predecessors and dependencies. Si+ple arro$s are used to connect the tas- bars. See #igure (. .
Figure %., !antt c$art
The si+plicity of the &antt chart +a-es it easy to use and read. It is especially legible to pro;ect +anagers and staff often engaged in pro;ect based $or-. It has been successfully used on highly co+ple3 pro;ects such as the building of the Coover 5a+ and the creation of the interstate high$ay net$or- in the 6S. Its
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li+itations are its inability to sho$ organi:ational/depart+ental structures associated $ith tas-s, an inability to include process/$or-flo$ rules, and inabilities to sho$ split and ;oin actions.
*ummler<5rac$e Swim Lane

)rocess S$i+ Lanes $ere first described in &eary 1u++ler and (lan >rache's publication Improving (erformance. Their i+pact in the process $orld is difficult to overstate. Their $or- has focused on helping co+panies i+prove their overall business processes, and thereby beco+e +ore co+petitive and profitable. )rocess S$i+ Lanes have beco+e the +ost ubiquitous ter+ and +ethod associated $ith their na+es. It is a highly effective $ay to display the relationship bet$een processes and organi:ations/depart+ents. S$i+ Lanes are essentially flo$ charts $hich include hori:ontal or vertical bands to include custo+ers, depart+ents and technology. S$i+ Lanes rely on rectangles for activities/tas-s, decision dia+onds, and arro$s to represent flo$. Central to the +ethod is separating organi:ations $ith hori:ontal ro$s. Each activity is placed in the ro$ DS$i+ LaneE $hich represents the organi:ation responsible for co+pleting the tas-. See #igure (.,.
Figure %.3 *ummler<5rac$e Swim Lane e-ample
S$i+ Lanes are strong tools for co++unicating $ith business +anagers. /any +anagers are essentially organi:ational thin-ers. They see the $orld in organi:ational ter+s. In the absence of those structures they $ill so+eti+es struggle. S$i+ Lanes describe a process fro+ a vie$point $hich is fa+iliar and accessible. The $ea-ness of S$i+ Lanes ste+s fro+ the fact that it is +ore of an approach than a standard. /anaging co+ple3ity is generally done by including sy+bols fro+ other standards $ithin a S$i+ Lane diagra+.
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Value Stream (apping

<alue Strea+ /apping is a hands?on +ethod $hich co+es fro+ Lean /anufacturing Dan approach to re+oving non?value?added $or- B originating $ith ToyotaE. It is traditionally a facilitation +ethod done on $hiteboards or on paper. The result is often a hand+ade, so+e$hat cartoonish representation of ho$ a product is produced fro+ inception to delivery to the custo+er. It includes process, infor+ation flo$ and a ti+eline separating value?add and non?value?add activities. <alue Strea+ /aps include hand+ade dra$ings for all types of +echanis+s $ithin the process" factories, truc-s, people, docu+ents, tas-s etc. It is by its nature an eclectic and ad hoc +ethod of diagra++ing a process. <alue Strea+ /apping is a good tool for pro;ects $hose goal is to strea+line a process. It ensures a high?level vie$ $hich is broad and custo+er focused. It is not generally used as a tool for long?ter+ docu+entation, but instead as a +ethod of setting the right direction and staying on trac-. It can be a po$erful tool $hen co+bined $ith other diagra++ing standards such as >)/G or I5E#. It is not a standard and as such does not have rigidity required for long?ter+ docu+entation.
Total Euality (anagement

Total Auality /anage+ent DTA/E is a +anage+ent strategy ai+ed at e+bedding a$areness of quality in all organi:ational processes. TA/ is a set of syste+atic activities carried out by the entire organi:ation to effectively and efficiently achieve co+pany ob;ectives so as to provide products and services $ith a level of quality that satisfies custo+ers, at the appropriate ti+e and price. (t the core of TA/ is a +anage+ent approach to long?ter+ success through custo+er satisfaction. In a TA/ effort, all +e+bers of an organi:ation participate in i+proving processes, products, services and the culture in $hich they $or-. Auality +anage+ent for IT services is a syste+atic $ay of ensuring that all the activities necessary to design, develop and i+ple+ent IT services $hich satisfy the require+ents of the organi:ation and of users ta-e place as planned and that the activities are carried out cost?effectively. The $ay that an organi:ation plans to +anage its operations so that it delivers quality services is specified by its Auality /anage+ent Syste+. The Auality /anage+ent Syste+ defines the organi:ational structure, responsibilities, policies, procedures, processes, standards and resources required to deliver
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quality IT services. Co$ever, a Auality /anage+ent Syste+ $ill only function as intended if +anage+ent and staff are co++itted to achieving its ob;ectives. This section gives brief details on a nu+ber of different quality approaches.
Deming Cycle
The 5e+ing Cycle of )lanB5oBChec-B(ct is an effective quality +anage+ent syste+ to follo$. ( core concept in i+ple+enting TA/ is 5e+ing's *. points, a set of +anage+ent practices to help co+panies increase their quality and productivity" *. . ,. 4# Create constancy of purpose for i+proving products and services. (dopt the ne$ philosophy. Cease dependence on inspection to achieve quality. End the practice of a$arding business on price aloneI instead, +ini+i:e total cost by $or-ing $ith a single supplier. 5# I+prove constantly and forever every process for planning, production and service. 2. Institute training on the ;ob. 4. (dopt and institute leadership. 9. 5rive out fear. %. >rea- do$n barriers bet$een staff areas. *!. Eli+inate slogans, e3hortations and targets for the $or-force. **. Eli+inate nu+erical quotas for the $or-force and nu+erical goals for +anage+ent. * . 1e+ove barriers that rob people of pride of $or-+anship, and eli+inate the annual rating or +erit syste+. *,. Institute a vigorous progra++e of education and self?i+prove+ent for everyone. *.. )ut everybody in the co+pany to $or- acco+plishing the transfor+ation.
7uran
=oseph =uran beca+e a recogni:ed na+e in the quality field in *%0* $ith the publication of the ?uality Control )andboo/. The appeal $as to the =apanese initially, and =uran $as as-ed to give a series of lectures in *%0. on planning, organi:ational issues, +anage+ent responsibility for Auality, and the need to set goals and targets for i+prove+ent. =uran devised a $ell?-no$n chart, JThe =uran Trilogy', sho$n in #igure (.., to represent the relationship bet$een quality planning, quality control and quality i+prove+ent on a pro;ect?by?pro;ect basis. ( further feature of =uran's approach is the recognition of the need to guide +anagersI this is achieved by the establish+ent of a quality council $ithin an organi:ation, $hich is responsible for establishing processes, no+inating
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pro;ects, assigning tea+s, +a-ing i+prove+ents and providing the necessary resources.
Figure %.. T$e Euality Trilogy
Senior +anage+ent plays a -ey role in serving on the quality council, approving strategic goals, allocating resources and revie$ing progress. =uran pro+otes a four?phased approach to quality i+prove+ent, sho$n in Table (.*. Start?up" Test" Scale?up" creating the necessary organi:ational structures and infrastructure in $hich concepts are tried out in pilot progra++es and results evaluated in $hich the basic concepts are e3tended based on positive feedbac-
Institutionali:ation" at $hich point quality i+prove+ents are lin-ed to the strategic business plan.
Table 4. @uran<s four.phased approach
Cros)y
The Crosby TA/ approach is very popular in the 6@. The approach is based on Crosby's #our (bsolutes of Auality /anage+ent"

Auality is confor+ance to require+ent. The syste+ for causing quality is prevention and not appraisal. The perfor+ance standard +ust be :ero defects and not Jthat's close enough'. The +easure of quality is the price of non?confor+ance and not indices.
The Crosby approach is often based on fa+iliar slogansI ho$ever, organi:ations +ay e3perience difficulty in translating the quality +essages into sustainable +ethods of quality i+prove+ent. So+e organi:ations have found it difficult to integrate their quality initiatives, having placed their quality progra++e outside the +ainstrea+ +anage+ent process.
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(necdotal evidence suggests that these pitfalls result in difficulties being e3perienced in sustaining active quality ca+paigns over a nu+ber of years in so+e organi:ations.
(anagement governance #ramewor'

The +anage+ent governance fra+e$or- and its processes are the +eans by $hich" J( business directs, develops and delivers the products and services of the business.' It is the $ay that the strategy is e3ecuted through business develop+ent products to develop product and service capabilities and through $hich day?to? day products and services are delivered and supported. It is the +echanis+ by $hich all the parts of the business and its supply chain partners $or- together on strategy, develop+ent and operation. #igure (.0 illustrates the fra+e$or- and $hat is involved in it. The fra+e$or- is used to direct and run the business fro+ left to right $ith feedbacfro+ right to left. Typically the strategy involves a long?ter+ strategyI the business plan involves a short nu+ber of years $ith financial targets and budgetsI the business architecture is the high?level design of the business, and so on.
Figure %.4 (anagement governance #ramewor'
The business needs to provide unified irection through disciplines and processes that involve strategy, business plans, budgets and business architecture.
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The business needs to provide unified evelopment through a shared business change plan and develop+ent progra++es and pro;ects disciplines under the control of operational change disciplines in the operational $orld. The business needs to provide unified elivery of products and services through shared operational planning, operational delivery and operational support. The $ay the disciplines above are perfor+ed varies fro+ business to business. So+e businesses perfor+ aspects for+ally and other aspects in an infor+al, ad hoc +anner. In ter+s of best?practice business governance, the need for the individual disciplines above is crucial as is the $ay they interrelate. The governance fra+e$or- for+ali:es the touch points bet$een the value chains. #ro+ both business and IT vie$points, the best?practice governance fra+e$orenables the processes and the relationships of the value chains to be for+ali:ed $ith each other across the governance +odel.
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Furt$er in#ormation
*e#erences
<isit $$$.iso.org for +ore infor+ation on" ISO/IEC !!!! Infor+ation Technology Service /anage+ent ISO/IEC 4!!* Infor+ation technology B Security techniques Infor+ation Security /anage+ent Syste+s ISO/IEC *44%% Infor+ation technology B Security techniques Code of practice for Infor+ation Security /anage+ent ISO/IEC *%44! Infor+ation technology B Soft$are asset +anage+ent )art *" )rocesses
ISO/IEC *00!. Infor+ation technology B )rocess assess+ent
<isit $$$.itgi.org for +ore infor+ation on CO>IT. <isit $$$.isaca.org for +ore infor+ation on IS (udit. <isit $$$.sei.c+u.edu/c++i for +ore infor+ation on C//I DCapability /aturity /odel IntegrationE. <isit $$$.;ohn-otter.co+ for +ore infor+ation on @otter's JEight Steps for Organi:ational Change'. =ohn ). @otter, Colger 1athgeber, )eter /ueller and Spenser =ohnson D !!2E Our Iceberg Is &eltingA Changing and Succeeding Bnder 4ny Conditions , St. /artin's )ress IS>G?*!" !,* ,2*%9N IS>G?*," %49?!,* ,2*%9, =ohn ). @otter D*%%%E :hat >eaders 1eally 2o9 Carvard >usiness School )ress IS>G?*!" !9409.9%4. IS>G?*," %49?!9409.9%42 =ohn ). @otter D*%%2E >eading Change9 Carvard >usiness School )ress
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IS>G?*!" !9409.4.4* IS>G?*," %49?!9409.4.4. =ohn ). @otter and 5an S. Cohen D !! E The )eart of ChangeA 1eal.>ife Stories of )o7 (eople Change Their Organizations, Carvard >usiness School )ress IS>G?*!" *0490* 0.% IS>G?*," %49?*0490* 0.2
Si- Sigma > www.ge.com9si-sigma

)eter S. )ande, 1obert ). Geu+an and 1oland 1. Cavanagh D !!!E The Si* Sigma :ayA )o7 $E9 &otorola9 and Other Top Companies are )oning Their (erformance , /c&ra$?Cill IS>G?*!" !!4*,09!2. IS>G?*," %49?!!4*,09!2. )ete )ande and Larry Colpp D !!*E :hat Is Si* SigmaC, /c&ra$?Cill IS>G?*!" !!4*,9*902 IS>G?*," %49?!!4*,9*904
LE%N
/ichael L. &eorge D !!,E >ean Si* Sigma for ServiceA )o7 to Bse >ean Speed and Si* Sigma ?uality to Improve Services and Transactions, /c&ra$?Cill IS>G?*!" !!4*.*9 *! IS>G?*," %49?!!4*.*9 *9 <isit $$$.de+ing.org for +ore infor+ation on the 7. Ed$ards 5e+ing InstituteF and the 5e+ing Cycle for process i+prove+ent. <isit $$$.;uran.co+ for +ore infor+ation on the =uran Institute. =oseph /. =uran and (. >lanton &odfrey D*%%9E @uran<s ?uality )andboo/, 0th edition, /c&ra$?Cill )rofessional IS>G?*!" !!4!,.!!,N IS>G?*," %49?!!4!,.!!,% <isit $$$.-epner?tregoe.co+ for +ore infor+ation on the @epner?Tregoe +ethod.
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Charles Ciggins @epner and >en;a+in >. Tregoe D*%%4E The De7 1ational &anager, @epner?Tregoe IS>G?*!" !%4*02 4*4 IS>G?*," %49?!%4*02 4*.
<isit $$$.ci+aglobal.co+ for +ore infor+ation on CI/(. CI/( B The Chartered Institute of /anage+ent (ccountants B is a leading +e+bership body that offers an internationally recogni:ed professional qualification in +anage+ent accountancy, $hich focuses on accounting for business. CI/(, founded in *%*%, is one of the oldest professional organi:ations devoted to #inancial /anage+ent and cost accounting. <isit $$$.sarbanes?o3ley.co+ for +ore infor+ation on the Sarbanes?O3ley (ct of !! . Sarbanes?O3ley provides a co+plete cross?referenced inde3 of SEC filers, audit fir+s, offices, C)(s, services, fees, co+pliance/enforce+ent actions and other critical disclosure infor+ation. <isit $$$.itil?officialsite.co+ for +ore infor+ation on all things ITIL. Office of &overn+ent Co++erce D IS>G?*," %49?!**,,*!.02 Office of &overn+ent Co++erce D IS>G?*," %49?!**,,*!.4! Office of &overn+ent Co++erce D IS>G?*," %49?!**,,*!.94 Office of &overn+ent Co++erce D IS>G?*," %49?!**,,*!.2, Office of &overn+ent Co++erce D >ifecycle, TSO IS>G?*," %49?!**,,*!2*2 !!4E Service Strategy, TSO !!4E Service 2esign, TSO !!4E Service Transition, TSO !!4E Service Operation, TSO !!4E The Official Introduction to the ITI> Service
(JoJ* (anagement o# *is'

Office of &overn+ent Co++erce D !!4E &anagement of 1is/A $uidance for (ractitioners, TSO IS>G?*," %49?!**,,*!,99
&ro3ect management
<isit $$$.prince?officialsite.co+ for +ore infor+ation on )1IGCE X. Office of &overn+ent Co++erce D !!0E &anaging Successful (roEects 7ith (1IDCE', TSO IS>G?*," %49?!**,,!%.24
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<isit $$$.p+i.org for +ore infor+ation on )/I and )/>O@. &regory T. Caugan D !!2E (roEect management fundamentals, /anage+ent Concepts IS>G" *024 2*4*N IS>G?*," %49?*024 2*4*. 5avid I. Cleland and Le$is 1. Ireland D !!2E (roEect &anagementA Strategic 2esign and Implementation, 0th edition, /c&ra$?Cill )rofessional IS>G" !!4*.4*2!N IS>G?*," %49?!!4*.4*2! The )ro;ect /anage+ent Institute D !!.E 4 $uide to the (roEect &anagement #ody of !no7ledge D)/>O@F &uideE, ,rd edition, )ro;ect /anage+ent Institute IS>G" *%,!2%%.0N IS>G?*," %49?*%,!2%%.09 <isit $$$.+sp?officialsite.co+ for +ore infor+ation on education and certification for /S). Office of &overn+ent Co++erce D !!,E &anaging Successful (rogrammes, TSO IS>G?*," %49?!**,,!%*44 <isit $$$.ogc.gov.u- for +ore infor+ation on the Office of &overn+ent Co++erce, $hich o$ns the ITIL copyright. <isit $$$.tso.co.u- for +ore infor+ation on TSO DThe Stationery OfficeE, $hich publishes the ITIL volu+es, and $$$.best?+anage+ent?practice.co+. <isit $$$.ap+group.co.u- for +ore infor+ation on ()/&, the accreditor of ITIL certifications.
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!lossary
%cronyms list
%CD %( %(IS %S& 5C( 5C( 5C& 5I% 5*( 5SI 5S( C%5 C%59EC C%&EK CC( CFI% CI C(D5 C(IS C(( C((I C(S COTS CSF CSI CSI& CS& (uto+atic Call 5istribution (vailability /anage+ent (vailability /anage+ent Infor+ation Syste+ (pplication Service provider >usiness Capacity /anage+ent >usiness Continuity /anage+ent >usiness Continuity )lan >usiness I+pact (nalysis >usiness 1elationship /anager >ritish Standards Institution >usiness Service /anage+ent Change (dvisory >oard Change (dvisory >oard/E+ergency Co++ittee Capital E3penditure Co+ponent Capacity /anage+ent Co+ponent #ailure I+pact (nalysis Configuration Ite+ Configuration /anage+ent 5atabase Capacity /anage+ent Infor+ation Syste+ Capability /aturity /odel Capability /aturity /odel Integration Configuration /anage+ent Syste+ Co++ercial off the Shelf Critical Success #actor Continual Service I+prove+ent Continual Service I+prove+ent )lan Core Service )ac-age
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CTI DI=0 ELS eSC(>CL eSC(>S& F(E% FT% I** IS! IS( IS(S ISO IS& IT ITSC( ITS( itS(F IV* =ED5 =&I LOS (JoJ* (T5F (T5SI (T*S (TT* N&V O!C OL% O&EK O&SI &5% &I*
Co+puter Telephony Integration 5ataBtoBInfor+ationBtoB@no$ledgeBtoB7isdo+ Early Life Support eSourcing Capability /odel for Client Organi:ations eSourcing Capability /odel for Service providers #ailure /odes and Effects (nalysis #ault Tree (nalysis Internal 1ate of 1eturn IT Steering &roup Infor+ation Security /anage+ent Infor+ation Security /anage+ent Syste+ International Organi:ation for Standardi:ation Internet Service provider Infor+ation Technology IT Service Continuity /anage+ent IT Service /anage+ent IT Service /anage+ent #oru+ Interactive <oice 1esponse @no$n Error 5atabase @ey )erfor+ance Indicator Line of Service /anage+ent of 1is/ean Ti+e >et$een #ailures /ean Ti+e >et$een Service Incidents /ean Ti+e to 1estore Service /ean Ti+e To 1epair Get )resent <alue Office of &overn+ent Co++erce Operational Level (gree+ent Operational E3penditure Office of )ublic Sector Infor+ation )attern of >usiness (ctivity )ost?I+ple+entation 1evie$
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&FS &SO E% E(S *C% *FC *OI *&O *TO SoC S%C S%C( SCD SC( SD& SF% SI& S=(S SL% SL( SL& SL* S(O SO& SO* S&I S&( S&O S&oF TO TO* TCO TC/
)rerequisite for Success )ro;ected Service Outage Auality (ssurance Auality /anage+ent Syste+ 1oot cause (nalysis 1equest for Change 1eturn on Invest+ent 1ecovery )oint Ob;ective 1ecovery Ti+e Ob;ective Separation of concerns Service (cceptance Criteria Service asset and Configuration /anage+ent Supplier and contract database Service Capacity /anage+ent Service 5esign )ac-age Service #ailure (nalysis Service I+prove+ent )lan Service @no$ledge /anage+ent Syste+ Service Level (gree+ent Service Level /anage+ent Service level pac-age Service Level 1equire+ent Service /aintenance Ob;ective Standard Operating )rocedures State+ent of require+ents Service provider Interface Service )ortfolio /anage+ent Service )rovisioning Opti+i:ation Single )oint of #ailure Technical Observation Ter+s of reference Total Cost of O$nership Total Cost of 6tili:ation
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TE( /C /& V5F VOI 0I&
Total Auality /anage+ent 6nderpinning Contract 6ser )rofile <ital >usiness #unction <alue on Invest+ent 7or- in )rogress
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De#initions list
The publication na+es included in parentheses after the na+e of a ter+ identify $here a reader can find +ore infor+ation about that ter+. This is either because the ter+ is pri+arily used by that publication or because additional useful infor+ation about that ter+ can be found there. Ter+s $ithout a publication na+e associated $ith the+ +ay be used generally by several publications, or +ay not be defined in any greater detail than can be found in the glossary, i.e. $e only point readers to so+e$here they can e3pect to e3pand on their -no$ledge or to see a greater conte3t. Ter+s $ith +ultiple publication na+es are e3panded on in +ultiple publications. 7here the definition of a ter+ includes another ter+, those related ter+s are highlighted in a second colour. This is designed to help the reader $ith their understanding by pointing the+ to additional definitions that are all part of the original ter+ they $ere interested in. The for+ JSee also Ter+ N, Ter+ O' is used at the end of a definition $here an i+portant related ter+ is not used $ith the te3t of the definition itself.
%cceptance #or+al agree+ent that an IT Service, )rocess, )lan, or other 5eliverable is co+plete, accurate, 1eliable and +eets its specified 1equire+ents. (cceptance is usually preceded by Evaluation or Testing and is often required before proceeding to the ne3t stage of a )ro;ect or )rocess. See also Service (cceptance Criteria. DService StrategyE The )rocess responsible for identifying actual Costs of delivering IT Services, co+paring these $ith budgeted costs, and +anaging variance fro+ the >udget. ( set of actions designed to achieve a particular result. (ctivities are usually defined as part of )rocesses or )lans, and are docu+ented in )rocedures.
%ccounting
%ctivity
%gree Service Time DService 5esignE ( synony+ for Service hours, co++only used in for+al calculations of (vailability. See also 5o$nti+e. %greement ( 5ocu+ent that describes a for+al understanding bet$een t$o or +ore parties. (n (gree+ent is not legally binding, unless it for+s part of a Contract. See also Service Level (gree+ent, Operational Level (gree+ent. DService OperationE ( $arning that a threshold has been reached, so+ething has changed, or a #ailure has occurred. (lerts are often created and +anaged by Syste+ /anage+ent tools and are +anaged by the Event /anage+ent )rocess.
%lert
%nalytical (o elling DService StrategyE DService 5esignE DContinual Service I+prove+entE ( technique that uses +athe+atical /odels to predict the behaviour of a Configuration Ite+ or IT Service. (nalytical /odels are co++only used in Capacity /anage+ent and (vailability /anage+ent. See also /odelling. %pplication Soft$are that provides #unctions that are required by an IT Service. Each
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(pplication +ay be part of +ore than one IT Service. (n (pplication runs on one or +ore Servers or Clients. See also (pplication /anage+ent, (pplication )ortfolio. %pplication (anagement DService 5esignE DService OperationE The #unction responsible for +anaging (pplications throughout their Lifecycle.
%pplication &ort#olio DService 5esignE ( database or structured 5ocu+ent used to +anage (pplications throughout their Lifecycle. The (pplication )ortfolio contains -ey (ttributes of all (pplications. The (pplication )ortfolio is so+eti+es i+ple+ented as part of the Service )ortfolio, or as part of the Configuration /anage+ent Syste+. %pplication Service provi er %pplication Si2ing DService 5esignE (n E3ternal Service provider that provides IT Services using (pplications running at the Service provider's pre+ises. 6sers access the (pplications by net$or- connections to the Service provider. DService 5esignE The (ctivity responsible for understanding the 1esource 1equire+ents needed to support a ne$ (pplication, or a +a;or Change to an e3isting (pplication. (pplication Si:ing helps to ensure that the IT Service can +eet its agreed Service level targets for Capacity and )erfor+ance. DService 5esignE The structure of a Syste+ or IT Service, including the 1elationships of Co+ponents to each other and to the environ+ent they are in. (rchitecture also includes the Standards and &uidelines that guide the design and evolution of the Syste+. Inspection and analysis to chec- $hether a Standard or set of &uidelines is being follo$ed, that 1ecords are accurate, or that Efficiency and Effectiveness targets are being +et. See also (udit. DService StrategyE (ny 1esource or Capability. (ssets of a Service provider including anything that could contribute to the delivery of a Service. (ssets can be one of the follo$ing types" /anage+ent, Organi:ation, )rocess, @no$ledge, )eople, Infor+ation, (pplications, Infrastructure, and #inancial Capital. DService TransitionE (sset /anage+ent is the )rocess responsible for trac-ing and reporting the value and o$nership of financial (ssets throughout their Lifecycle. (sset /anage+ent is part of an overall Service asset and Configuration /anage+ent )rocess. DService TransitionE ( piece of infor+ation about a Configuration Ite+. E3a+ples are" na+e, location, <ersion nu+ber and Cost. (ttributes of CIs are recorded in the Configuration /anage+ent 5atabase DC/5>E. See also 1elationship. #or+al inspection and verification to chec- $hether a Standard or set of &uidelines is being follo$ed, that 1ecords are accurate, or that Efficiency and Effectiveness targets are being +et. (n (udit +ay be carried out by internal or e3ternal groups. See also Certification, (ssess+ent. DService OperationE 6se of Infor+ation Technology to direct an inco+ing telephone call to the +ost appropriate person in the shortest possible ti+e. (C5 is so+eti+es called (uto+ated Call 5istribution. DService 5esignE (bility of a Configuration Ite+ or IT Service to perfor+ its agreed #unction $hen required. (vailability is deter+ined by 1eliability,
%rc$itecture
%ssessment
%sset
%sset (anagement
%ttri)ute
%u it
%utomatic Call Distri)ution %vaila)ility
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/aintainability, Serviceability, )erfor+ance and Security. (vailability is usually calculated as a percentage. This calculation is often based on (greed Service Ti+e and 5o$nti+e. It is >est )ractice to calculate (vailability using +easure+ents of the >usiness output of the IT Service. %vaila)ility (anagement DService 5esignE The )rocess responsible for defining, analysing, )lanning, +easuring and i+proving all aspects of the (vailability of IT services. (vailability /anage+ent is responsible for ensuring that all IT Infrastructure, )rocesses, Tools, 1oles, etc. are appropriate for the agreed Service level targets for (vailability. DService 5esignE ( virtual repository of all (vailability /anage+ent data, usually stored in +ultiple physical locations. See also Service @no$ledge /anage+ent Syste+. DService 5esignE ( )lan to ensure that e3isting and future (vailability 1equire+ents for IT Services can be provided Cost Effectively. See 1e+ediation. DService 5esignE DService OperationE Copying data to protect against loss of Integrity or (vailability of the original. DContinual Service I+prove+entE ( +anage+ent tool developed by 5rs. 1obert @aplan DCarvard >usiness SchoolE and 5avid Gorton. ( >alanced Scorecard enables a Strategy to be bro-en do$n into @ey )erfor+ance Indicators. )erfor+ance against the @)Is is used to de+onstrate ho$ $ell the Strategy is being achieved. ( >alanced Scorecard has four +a;or areas, each of $hich has a s+all nu+ber of @)Is. The sa+e four areas are considered at different levels of detail throughout the Organi:ation. DContinual Service I+prove+entE ( >ench+ar- used as a reference point. #or e3a+ple" (n ITS/ >aseline can be used as a starting point to +easure the effect of a Service I+prove+ent )lan ( )erfor+ance >aseline can be used to +easure changes in )erfor+ance over the lifeti+e of an IT Service ( Configuration /anage+ent >aseline can be used to enable the IT Infrastructure to be restored to a -no$n Configuration if a Change or 1elease fails.
%vaila)ility (anagement In#ormation System %vaila)ility &lan 5ac'<out 5ac'up 5alance Scorecar
5aseline
5enc$mar'
DContinual Service I+prove+entE The recorded state of so+ething at a specific point in ti+e. ( >ench+ar- can be created for a Configuration, a )rocess, or any other set of data. #or e3a+ple, a bench+ar- can be used in" Continual Service I+prove+ent, to establish the current state for +anaging i+prove+ents Capacity /anage+ent, to docu+ent perfor+ance characteristics during nor+al operations.
See also >ench+ar-ing, >aseline.
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5enc$mar'ing
DContinual Service I+prove+entE Co+paring a >ench+ar- $ith a >aseline or $ith >est )ractice. The ter+ >ench+ar-ing is also used to +ean creating a series of >ench+ar-s over ti+e, and co+paring the results to +easure progress or i+prove+ent. )roven (ctivities or )rocesses that have been successfully used by +ultiple Organi:ations. ITIL is an e3a+ple of >est )ractice. DService 5esignE ( technique that helps a tea+ to generate ideas. Ideas are not revie$ed during the >rainstor+ing session, but at a later stage. >rainstor+ing is often used by )roble+ /anage+ent to identify possible causes. ( list of all the +oney an Organi:ation or >usiness 6nit plans to receive, and plans to pay out, over a specified period of ti+e. See also >udgeting, )lanning. The (ctivity of predicting and controlling the spending of +oney. Consists of a periodic negotiation cycle to set future >udgets Dusually annualE and the day?to?day +onitoring and ad;usting of current >udgets. DService TransitionE The (ctivity of asse+bling a nu+ber of Configuration Ite+s to create part of an IT Service. The ter+ >uild is also used to refer to a 1elease that is authori:ed for distribution. #or e3a+ple Server >uild or laptop >uild. See also Configuration >aseline. DService StrategyE (n overall corporate entity or Organi:ation for+ed of a nu+ber of >usiness 6nits. In the conte3t of ITS/, the ter+ >usiness includes public sector and not?for?profit organi:ations, as $ell as co+panies. (n IT Service provider provides IT Services to a Custo+er $ithin a >usiness. The IT Service provider +ay be part of the sa+e >usiness as its Custo+er DInternal Service providerE, or part of another >usiness DE3ternal Service providerE. DService 5esignE In the conte3t of ITS/, >usiness Capacity /anage+ent is the (ctivity responsible for understanding future >usiness 1equire+ents for use in the Capacity )lan. See also Service Capacity /anage+ent. DService StrategyE =ustification for a significant ite+ of e3penditure. Includes infor+ation about Costs, benefits, options, issues, 1is-s, and possible proble+s. See also Cost >enefit (nalysis.
5est &ractice 5rainstorming
5u get
5u geting
5uil
5usiness
5usiness Capacity (anagement 5usiness Case
5usiness Continuity DService 5esignE The business process responsible for +anaging 1is-s (anagement that could seriously affect the >usiness. >C/ safeguards the interests of -ey sta-eholders, reputation, brand and value?creating activities. The >C/ )rocess involves reducing 1is-s to an acceptable level and planning for the recovery of >usiness )rocesses should a disruption to the >usiness occur. >C/ sets the Ob;ectives, Scope and 1equire+ents for IT Service Continuity /anage+ent. 5usiness Continuity DService 5esignE ( )lan defining the steps required to 1estore >usiness &lan )rocesses follo$ing a disruption. The )lan $ill also identify the triggers for Invocation, people to be involved, co++unications, etc. IT Service Continuity )lans for+ a significant part of >usiness Continuity )lans. 5usiness Customer DService StrategyE ( recipient of a product or a Service fro+ the >usiness. #or e3a+ple, if the >usiness is a car +anufacturer then the >usiness Custo+er is so+eone $ho buys a car.
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5usiness Impact %nalysis
DService StrategyE >I( is the (ctivity in >usiness Continuity /anage+ent that identifies <ital >usiness #unctions and their dependencies. These dependencies +ay include Suppliers, people, other >usiness )rocesses, IT Services, etc. >I( defines the recovery require+ents for IT Services. These require+ents include 1ecovery Ti+e Ob;ectives, 1ecovery )oint Ob;ectives and +ini+u+ Service level targets for each IT Service. DService StrategyE The Ob;ective of a >usiness )rocess, or of the >usiness as a $hole. >usiness Ob;ectives support the >usiness <ision, provide guidance for the IT Strategy, and are often supported by IT Services.
5usiness O)3ective
5usiness Operations DService StrategyE The day?to?day e3ecution, +onitoring and +anage+ent of >usiness )rocesses. 5usiness &erspective DContinual Service I+prove+entE (n understanding of the Service provider and IT Services fro+ the point of vie$ of the >usiness, and an understanding of the >usiness fro+ the point of vie$ of the Service provider. ( )rocess that is o$ned and carried out by the >usiness. ( >usiness )rocess contributes to the delivery of a product or Service to a >usiness Custo+er. #or e3a+ple, a retailer +ay have a purchasing )rocess that helps to deliver Services to its >usiness Custo+ers. /any >usiness )rocesses rely on IT Services. DService StrategyE The )rocess or #unction responsible for +aintaining a 1elationship $ith the >usiness. >usiness 1elationship /anage+ent usually includes" /anaging personal 1elationships $ith >usiness +anagers )roviding input to Service )ortfolio /anage+ent Ensuring that the IT Service provider is satisfying the >usiness needs of the Custo+ers
5usiness &rocess
5usiness *elations$ip (anagement
This )rocess has strong lin-s $ith Service Level /anage+ent. 5usiness Service (n IT Service that directly supports a >usiness )rocess, as opposed to an Infrastructure Service, $hich is used internally by the IT Service provider and is not usually visible to the >usiness. The ter+ >usiness Service is also used to +ean a Service that is delivered to >usiness Custo+ers by >usiness 6nits. #or e3a+ple, delivery of financial services to Custo+ers of a ban-, or goods to the Custo+ers of a retail store. Successful delivery of >usiness Services often depends on one or +ore IT Services. 5usiness Service (anagement DService StrategyE DService 5esignE (n approach to the +anage+ent of IT Services that considers the >usiness )rocesses supported and the >usiness value provided. This ter+ also +eans the +anage+ent of >usiness Services delivered to >usiness Custo+ers. DService StrategyE ( seg+ent of the >usiness that has its o$n )lans, /etrics, inco+e and Costs. Each >usiness 6nit o$ns (ssets and uses these to create value for Custo+ers in the for+ of goods and Services.
5usiness /nit
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Call Call Centre Capa)ility
DService OperationE ( telephone call to the Service 5es- fro+ a 6ser. ( Call could result in an Incident or a Service request being logged. DService OperationE (n Organi:ation or >usiness 6nit that handles large nu+bers of inco+ing and outgoing telephone calls. See also Service 5es-. DService StrategyE The ability of an Organi:ation, person, )rocess, (pplication, Configuration Ite+ or IT Service to carry out an (ctivity. Capabilities are intangible (ssets of an Organi:ation. See also 1esource. DService 5esignE The +a3i+u+ Throughput that a Configuration Ite+ or IT Service can deliver $hilst +eeting agreed Service level targets. #or so+e types of CI, Capacity +ay be the si:e or volu+e, for e3a+ple a dis- drive. DService 5esignE The )rocess responsible for ensuring that the Capacity of IT Services and the IT Infrastructure is able to deliver agreed Service level targets in a Cost Effective and ti+ely +anner. Capacity /anage+ent considers all 1esources required to deliver the IT Service, and plans for short?, +ediu+? and long?ter+ >usiness 1equire+ents. DService 5esignE ( virtual repository of all Capacity /anage+ent data, usually stored in +ultiple physical locations. See also Service @no$ledge /anage+ent Syste+. DService 5esignE ( Capacity )lan is used to +anage the 1esources required to deliver IT Services. The )lan contains scenarios for different predictions of >usiness de+and, and costed options to deliver the agreed Service level targets. DService 5esignE The (ctivity $ithin Capacity /anage+ent responsible for creating a Capacity )lan. ( na+ed group of things that have so+ething in co++on. Categories are used to group si+ilar things together. #or e3a+ple, Cost Types are used to group si+ilar types of Cost. Incident Categories are used to group si+ilar types of Incident, CI Types are used to group si+ilar types of Configuration Ite+. Issuing a certificate to confir+ Co+pliance to a Standard. Certification includes a for+al (udit by an independent and (ccredited body. The ter+ Certification is also used to +ean a$arding a certificate to verify that a person has achieved a qualification. DService TransitionE The addition, +odification or re+oval of anything that could have an effect on IT Services. The Scope should include all IT Services, Configuration Ite+s, )rocesses, 5ocu+entation, etc. DService TransitionE ( group of people that advises the Change /anager in the (ssess+ent, prioriti:ation and scheduling of Changes. This board is usually +ade up of representatives fro+ all areas $ithin the IT Service provider, representatives fro+ the >usiness and Third )arties such as Suppliers. DService TransitionE Infor+ation about all changes +ade to a Configuration Ite+ during its life. Change Cistory consists of all those Change 1ecords that apply to the CI.
Capacity
Capacity (anagement
Capacity (anagement In#ormation System Capacity &lan
Capacity &lanning Category
Certi#ication
C$ange
C$ange % visory 5oar
C$ange Fistory
C$ange (anagement DService TransitionE The )rocess responsible for controlling the Lifecycle of all Changes. The pri+ary ob;ective of Change /anage+ent is to enable
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beneficial Changes to be +ade, $ith +ini+u+ disruption to IT Services. C$ange *eDuest C$ange Sc$e ule See 1equest for Change. DService TransitionE ( 5ocu+ent that lists all approved Changes and their planned i+ple+entation dates. ( Change Schedule is so+eti+es called a #or$ard Schedule of Change, even though it also contains infor+ation about Changes that have already been i+ple+ented. DService TransitionE ( regular, agreed ti+e $hen Changes or 1eleases +ay be i+ple+ented $ith +ini+al i+pact on Services. Change 7indo$s are usually docu+ented in SL(s. DService StrategyE 1equiring pay+ent for IT Services. Charging for IT Services is optional, and +any Organi:ations choose to treat their IT Service provider as a Cost Centre. The act of assigning a Category to so+ething. Classification is used to ensure consistent +anage+ent and reporting. CIs, Incidents, )roble+s, Changes, etc. are usually classified. ( generic ter+ that +eans a Custo+er, the >usiness or a >usiness Custo+er. #or e3a+ple, Client /anager +ay be used as a synony+ for (ccount /anager. The ter+ client is also used to +ean" ( co+puter that is used directly by a 6ser, for e3a+ple a )C, Candheld Co+puter, or 7or-station The part of a Client?Server (pplication that the 6ser directly interfaces $ith. #or e3a+ple an e? +ail Client.
C$ange 0in ow
C$arging
Classi#ication
Client
Close
DService OperationE The final Status in the Lifecycle of an Incident, )roble+, Change, etc. 7hen the Status is Closed, no further action is ta-en. DService OperationE The act of changing the Status of an Incident, )roble+, Change, etc. to Closed. DContinual Service I+prove+entE Control Ob;ectives for Infor+ation and related Technology DCO>ITE provides guidance and >est )ractice for the +anage+ent of IT )rocesses. CO>IT is published by the IT &overnance Institute. See $$$.isaca.org for +ore infor+ation. See &radual 1ecovery.
Closure CO5IT
Col Stan )y
Commercial O##<T$e< DService 5esignE (pplication soft$are or /iddle$are that can be purchased S$el# fro+ a Third party. Compliance Component Ensuring that a Standard or set of &uidelines is follo$ed, or that proper, consistent accounting or other practices are being e+ployed. ( general ter+ that is used to +ean one part of so+ething +ore co+ple3. #or e3a+ple, a co+puter Syste+ +ay be a co+ponent of an IT Service, an (pplication +ay be a Co+ponent of a 1elease 6nit. Co+ponents that need
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to be +anaged should be Configuration Ite+s. Component Capacity DService 5esignE DContinual Service I+prove+entE The process (anagement responsible for understanding the Capacity, 6tili:ation and )erfor+ance of Configuration Ite+s. 5ata is collected, recorded and analysed for use in the Capacity )lan. See also Service Capacity /anage+ent. Component CI Component Failure Impact %nalysis DService TransitionE ( Configuration Ite+ that is part of an (sse+bly. #or e3a+ple, a C)6 or /e+ory CI +ay be part of a Server CI. DService 5esignE ( technique that helps to identify the i+pact of CI failure on IT Services. ( +atri3 is created $ith IT Services on one edge and CIs on the other. This enables the identification of critical CIs Dthat could cause the failure of +ultiple IT ServicesE and of fragile IT Services Dthat have +ultiple Single )oints of #ailureE. ( +easure of the nu+ber of 6sers engaged in the sa+e Operation at the sa+e ti+e. DService 5esignE ( security principle that requires that data should only be accessed by authori:ed people. DService TransitionE ( generic ter+, used to describe a group of Configuration Ite+s that $or- together to deliver an IT Service, or a recogni:able part of an IT Service. Configuration is also used to describe the para+eter settings for one or +ore CIs. DService TransitionE ( >aseline of a Configuration that has been for+ally agreed and is +anaged through the Change /anage+ent process. ( Configuration >aseline is used as a basis for future >uilds, 1eleases and Changes. DService TransitionE The (ctivity responsible for ensuring that adding, +odifying or re+oving a CI is properly +anaged, for e3a+ple by sub+itting a 1equest for Change or Service request. DService TransitionE The (ctivity responsible for collecting infor+ation about Configuration Ite+s and their 1elationships, and loading this infor+ation into the C/5>. Configuration Identification is also responsible for labelling the CIs the+selves, so that the corresponding Configuration 1ecords can be found. DService TransitionE (ny Co+ponent that needs to be +anaged in order to deliver an IT Service. Infor+ation about each CI is recorded in a Configuration 1ecord $ithin the Configuration /anage+ent Syste+ and is +aintained throughout its Lifecycle by Configuration /anage+ent. CIs are under the control of Change /anage+ent. CIs typically include IT Services, hard$are, soft$are, buildings, people, and for+al docu+entation such as )rocess docu+entation and SL(s. DService TransitionE The )rocess responsible for +aintaining infor+ation about Configuration Ite+s required to deliver an IT Service, including their 1elationships. This infor+ation is +anaged throughout the Lifecycle of the CI. Configuration /anage+ent is part of an overall Service asset and Configuration /anage+ent )rocess.
Concurrency Con#i entiality Con#iguration
Con#iguration 5aseline
Con#iguration Control Con#iguration I enti#ication
Con#iguration Item
Con#iguration (anagement
Con#iguration DService TransitionE ( set of tools and databases that are used to +anage (anagement System an IT Service provider's Configuration data. The C/S also includes infor+ation about Incidents, )roble+s, @no$n Errors, Changes and
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1eleasesI and +ay contain data about e+ployees, Suppliers, locations, >usiness 6nits, Custo+ers and 6sers. The C/S includes tools for collecting, storing, +anaging, updating, and presenting data about all Configuration Ite+s and their 1elationships. The C/S is +aintained by Configuration /anage+ent and is used by all IT Service /anage+ent )rocesses. See also Service @no$ledge /anage+ent Syste+. Continual Service Improvement DContinual Service I+prove+entE ( stage in the Lifecycle of an IT Service and the title of one of the Core ITIL publications. Continual Service I+prove+ent is responsible for +anaging i+prove+ents to IT Service /anage+ent )rocesses and IT Services. The )erfor+ance of the IT Service provider is continually +easured and i+prove+ents are +ade to )rocesses, IT Services and IT Infrastructure in order to increase Efficiency, Effectiveness, and Cost Effectiveness. See also )lanB5oBChec-B(ct. DService 5esignE (n approach or design to achieve *!!R (vailability. ( Continuously (vailable IT Service has no planned or unplanned 5o$nti+e. DService 5esignE (n approach or design to eli+inate planned 5o$nti+e of an IT Service. Gote that individual Configuration Ite+s +ay be do$n even though the IT Service is (vailable. ( legally binding (gree+ent bet$een t$o or +ore parties. ( +eans of +anaging a 1is-, ensuring that a >usiness Ob;ective is achieved, or ensuring that a )rocess is follo$ed. E3a+ple Controls include )olicies, )rocedures, 1oles, 1(I5, door loc-s, etc. ( control is so+eti+es called a Counter+easure or safeguard. Control also +eans to +anage the utili:ation or behaviour of a Configuration Ite+, Syste+ or IT Service. DService StrategyE (n approach to the +anage+ent of IT Services, )rocesses, #unctions, (ssets, etc. There can be several different Control )erspectives on the sa+e IT Service, )rocess, etc., allo$ing different individuals or tea+s to focus on $hat is i+portant and relevant to their specific 1ole. E3a+ple Control )erspectives include 1eactive and )roactive +anage+ent $ithin IT Operations, or a Lifecycle vie$ for an (pplication )ro;ect tea+. The a+ount of +oney spent on a specific (ctivity, IT Service, or >usiness 6nit. Costs consist of real cost D+oneyE, notional cost such as people's ti+e, and 5epreciation. (n (ctivity that analyses and co+pares the costs and the benefits involved in one or +ore alternative courses of action. See also >usiness Case, 1eturn on Invest+ent. ( +easure of the balance bet$een the Effectiveness and Cost of a Service, )rocess or activity. ( Cost Effective )rocess is one that achieves its Ob;ectives at +ini+u+ Cost. See also @)I, 1eturn on Invest+ent, <alue for /oney. Can be used to refer to any type of Control. The ter+ Counter+easure is +ost often used $hen referring to +easures that increase 1esilience, #ault Tolerance or 1eliability of an IT Service. DIT Service Continuity /anage+entE Crisis /anage+ent is the )rocess responsible for +anaging the $ider i+plications of >usiness Continuity. ( Crisis /anage+ent tea+ is responsible for Strategic issues such as
Continuous %vaila)ility Continuous Operation Contract Control
Control perspective
Cost
Cost 5ene#it %nalysis Cost E##ectiveness
Countermeasure
Crisis (anagement
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+anaging +edia relations and shareholder confidence, and decides $hen to invo-e >usiness Continuity )lans. Critical Success Factor So+ething that +ust happen if a )rocess, )ro;ect, )lan, or IT Service is to succeed. @)Is are used to +easure the achieve+ent of each CS#. #or e3a+ple a CS# of Jprotect IT Services $hen +a-ing Changes' could be +easured by @)Is such as Jpercentage reduction of unsuccessful Changes', Jpercentage reduction in Changes causing Incidents', etc. ( set of values that is shared by a group of people, including e3pectations about ho$ people should behave, their ideas, beliefs, and practices. See also <ision. So+eone $ho buys goods or Services. The Custo+er of an IT Service provider is the person or group that defines and agrees the Service level targets. The ter+ Custo+ers is also so+eti+es infor+ally used to +ean 6sers, for e3a+ple Jthis is a Custo+er?focused Organi:ation'. DService OperationE ( graphical representation of overall IT Service )erfor+ance and (vailability. 5ashboard i+ages +ay be updated in real ti+e, and can also be included in +anage+ent reports and $eb pages. 5ashboards can be used to support Service Level /anage+ent, Event /anage+ent or Incident 5iagnosis. So+ething that +ust be provided to +eet a co++it+ent in a Service Level (gree+ent or a Contract. 5eliverable is also used in a +ore infor+al $ay to +ean a planned output of any )rocess. (ctivities that understand and influence Custo+er de+and for Services and the provision of Capacity to +eet these de+ands. (t a Strategic level 5e+and /anage+ent can involve analysis of )atterns of >usiness (ctivity and 6ser )rofiles. (t a tactical level it can involve use of 5ifferential Charging to encourage Custo+ers to use IT Services at less busy ti+es. See also Capacity /anage+ent. The direct or indirect reliance of one )rocess or (ctivity on another. DService TransitionE The (ctivity responsible for +ove+ent of ne$ or changed hard$are, soft$are, docu+entation, )rocess, etc. to the Live Environ+ent. 5eploy+ent is part of the 1elease and 5eploy+ent /anage+ent )rocess. DService 5esignE (n (ctivity or )rocess that identifies 1equire+ents and then defines a solution that is able to +eet these 1equire+ents. See also Service 5esign. DService OperationE ( stage in the Incident Lifecycle. 5etection results in the Incident beco+ing -no$n to the Service provider. 5etection can be auto+atic, or can be the result of a user logging an Incident. DService 5esignE The )rocess responsible for creating or +odifying an IT Service or (pplication. (lso used to +ean the 1ole or group that carries out 5evelop+ent $or-. DService 5esignE (n Environ+ent used to create or +odify IT Services or (pplications. 5evelop+ent Environ+ents are not typically sub;ected to the sa+e degree of control as Test Environ+ents or Live Environ+ents. See also 5evelop+ent.
Culture
Customer
Das$)oar
Delivera)le
Deman (anagement
Depen ency Deployment
Design
Detection
Development
Development Environment
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Diagnosis
DService OperationE ( stage in the Incident and )roble+ Lifecycles. The purpose of 5iagnosis is to identify a 7or-around for an Incident or the 1oot cause of a )roble+.
Di##erential C$arging ( technique used to support 5e+and /anage+ent by charging different a+ounts for the sa+e IT Service #unction at different ti+es. Document Infor+ation in readable for+. ( 5ocu+ent +ay be paper or electronic. #or e3a+ple, a )olicy state+ent, Service Level (gree+ent, Incident 1ecord, diagra+ of co+puter roo+ layout. See also 1ecord. DService 5esignE DService OperationE The ti+e $hen a Configuration Ite+ or IT Service is not (vailable during its (greed Service Ti+e. The (vailability of an IT Service is often calculated fro+ (greed Service Ti+e and 5o$nti+e. So+ething that influences Strategy, Ob;ectives or 1equire+ents. #or e3a+ple, ne$ legislation or the actions of co+petitors. DService StrategyE The reduction in average Cost that is possible fro+ increasing the usage of an IT Service or (sset. DContinual Service I+prove+entE ( +easure of $hether the Ob;ectives of a )rocess, Service or (ctivity have been achieved. (n Effective )rocess or activity is one that achieves its agreed Ob;ectives. See also @)I. DContinual Service I+prove+entE ( +easure of $hether the right a+ount of resources has been used to deliver a )rocess, Service or (ctivity. (n Efficient )rocess achieves its Ob;ectives $ith the +ini+u+ a+ount of ti+e, +oney, people or other resources. See also @)I. DService TransitionE ( subset of the IT Infrastructure that is used for a particular purpose. #or e3a+ple" Live Environ+ent, Test Environ+ent, >uild Environ+ent. It is possible for +ultiple Environ+ents to share a Configuration Ite+, for e3a+ple Test and Live Environ+ents +ay use different partitions on a single +ainfra+e co+puter. (lso used in the ter+ )hysical Environ+ent to +ean the acco++odation, air conditioning, po$er syste+, etc. Environ+ent is also used as a generic ter+ to +ean the e3ternal conditions that influence or affect so+ething. Error DService OperationE ( design fla$ or +alfunction that causes a #ailure of one or +ore Configuration Ite+s or IT Services. ( +ista-e +ade by a person or a faulty )rocess that affects a CI or IT Service is also an Error. DService OperationE (n (ctivity that obtains additional 1esources $hen these are needed to +eet Service level targets or Custo+er e3pectations. Escalation +ay be needed $ithin any IT Service /anage+ent )rocess, but is +ost co++only associated $ith Incident /anage+ent, )roble+ /anage+ent and the +anage+ent of Custo+er co+plaints. There are t$o types of Escalation, #unctional Escalation and Cierarchic Escalation.
Downtime
Driver Economies o# scale E##ectiveness
E##iciency
Environment
Escalation
eSourcing Capa)ility DService StrategyE ( fra+e$or- to help IT Service providers develop their (o el #or Service IT Service /anage+ent Capabilities fro+ a Service Sourcing perspective. provi ers eSC/BS) $as developed by Carnegie /ellon 6niversity, 6S. Estimation The use of e3perience to provide an appro3i+ate value for a /etric or Cost. Esti+ation is also used in Capacity and (vailability /anage+ent as
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the cheapest and least accurate /odelling +ethod. Evaluation DService TransitionE The )rocess responsible for assessing a ne$ or Changed IT Service to ensure that 1is-s have been +anaged and to help deter+ine $hether to proceed $ith the Change. Evaluation is also used to +ean co+paring an actual Outco+e $ith the intended Outco+e, or co+paring one alternative $ith another. DService OperationE ( change of state that has significance for the +anage+ent of a Configuration Ite+ or IT Service. The ter+ Event is also used to +ean an (lert or notification created by any IT Service, Configuration Ite+ or /onitoring tool. Events typically require IT Operations personnel to ta-e actions, and often lead to Incidents being logged. DService OperationE The )rocess responsible for +anaging Events throughout their Lifecycle. Event /anage+ent is one of the +ain (ctivities of IT Operations. ( 5ocu+ent containing details of one or +ore @)Is or other i+portant targets that have e3ceeded defined Thresholds. E3a+ples include SL( targets being +issed or about to be +issed, and a )erfor+ance /etric indicating a potential Capacity proble+. D(vailability /anage+entE 5etailed stages in the Lifecycle of an Incident. The stages are 5etection, 5iagnosis, 1epair, 1ecovery, 1estoration. The E3panded Incident Lifecycle is used to help understand all contributions to the I+pact of Incidents and to )lan ho$ these could be controlled or reduced. DService StrategyE (n IT Service provider that is part of a different Organi:ation to its Custo+er. (n IT Service provider +ay have both Internal Custo+ers and E3ternal Custo+ers. See Outsourcing. DService OperationE The #unction responsible for +anaging the physical Environ+ent $here the IT Infrastructure is located. #acilities /anage+ent includes all aspects of +anaging the physical Environ+ent, for e3a+ple po$er and cooling, building (ccess /anage+ent, and environ+ental /onitoring. DService OperationE Loss of ability to Operate to Specification, or to deliver the required output. The ter+ #ailure +ay be used $hen referring to IT Services, )rocesses, (ctivities, Configuration Ite+s, etc. ( #ailure often causes an Incident. DService 5esignE ( 1ecovery Option that is also -no$n as Cot Standby. )rovision is +ade to 1ecover the IT Service in a short period of ti+e" typically less than . hours. #ast 1ecovery typically uses a dedicated #i3ed #acility $ith co+puter Syste+s, and soft$are configured ready to run the IT Services. #ast 1ecovery +ay ta-e up to . hours if there is a need to 1estore data fro+ >ac-ups. See Error. DService 5esignE The ability of an IT Service or Configuration Ite+ to continue to Operate correctly after #ailure of a Co+ponent part. See also 1esilience, Counter+easure.
Event
Event (anagement
E-ception *eport
E-pan e Inci ent Li#ecycle
E-ternal Service provi er E-ternal Sourcing Facilities (anagement
Failure
Fast *ecovery
Fault Fault Tolerance
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Fault Tree %nalysis
DService 5esignE DContinual Service I+prove+entE ( technique that can be used to deter+ine the chain of events that leads to a )roble+. #ault Tree (nalysis represents a chain of events using >oolean notation in a diagra+. DService StrategyE The #unction and )rocesses responsible for +anaging an IT Service provider's >udgeting, (ccounting and Charging 1equire+ents. (n infor+al ter+ used to describe a )rocess, Configuration Ite+, IT Service, etc. that is capable of +eeting its ob;ectives or Service levels. >eing #it for )urpose requires suitable design, i+ple+entation, control and +aintenance. )erfor+ing (ctivities to +eet a need or 1equire+ent. #or e3a+ple, by providing a ne$ IT Service, or +eeting a Service request. ( tea+ or group of people and the tools they use to carry out one or +ore )rocesses or (ctivities. #or e3a+ple the Service 5es-. The ter+ #unction also has t$o other +eanings" (n intended purpose of a Configuration Ite+, )erson, Tea+, )rocess, or IT Service. #or e3a+ple one #unction of an e?+ail Service +ay be to store and for$ard outgoing +ails, one #unction of a >usiness )rocess +ay be to dispatch goods to Custo+ers. To perfor+ the intended purpose correctly, JThe co+puter is #unctioning'.
Financial (anagement Fit #or &urpose
Ful#ilment Function
!overnance
Ensuring that )olicies and Strategy are actually i+ple+ented, and that required )rocesses are correctly follo$ed. &overnance includes defining 1oles and responsibilities, +easuring and reporting, and ta-ing actions to resolve any issues identified. DService 5esignE ( 1ecovery Option that is also -no$n as Cold Standby. )rovision is +ade to 1ecover the IT Service in a period of ti+e greater than 4 hours. &radual 1ecovery typically uses a )ortable or #i3ed #acility that has environ+ental support and net$or- cabling, but no co+puter Syste+s. The hard$are and soft$are are installed as part of the IT Service Continuity )lan. ( 5ocu+ent describing >est )ractice, $hich reco++ends $hat should be done. Co+pliance $ith a guideline is not nor+ally enforced. See also Standard. DService 5esignE (n approach or design that +ini+i:es or hides the effects of Configuration Ite+ #ailure on the users of an IT Service. Cigh (vailability solutions are designed to achieve an agreed level of (vailability and +a-e use of techniques such as #ault Tolerance, 1esilience and fast 1ecovery to reduce the nu+ber of Incidents, and the I+pact of Incidents. See #ast 1ecovery or I++ediate 1ecovery.
!ra ual *ecovery
!ui eline
Fig$ %vaila)ility
Fot Stan )y
Imme iate *ecovery DService 5esignE ( 1ecovery Option that is also -no$n as Cot Standby. )rovision is +ade to 1ecover the IT Service $ith no loss of Service.
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I++ediate 1ecovery typically uses /irroring, Load >alancing and Split Site technologies. Impact DService OperationE DService TransitionE ( +easure of the effect of an Incident, )roble+ or Change on >usiness )rocesses. I+pact is often based on ho$ Service levels $ill be affected. I+pact and 6rgency are used to assign )riority. DService OperationE (n unplanned interruption to an IT Service or reduction in the Auality of an IT Service. #ailure of a Configuration Ite+ that has not yet affected Service is also an Incident. #or e3a+ple, #ailure of one disfro+ a +irror set. DService OperationE The )rocess responsible for +anaging the Lifecycle of all Incidents. The pri+ary Ob;ective of Incident /anage+ent is to return the IT Service to Custo+ers as quic-ly as possible. DService OperationE ( 1ecord containing the details of an Incident. Each Incident record docu+ents the Lifecycle of a single Incident. DService StrategyE ( Cost of providing an IT Service, $hich cannot be allocated in full to a specific custo+er. #or e3a+ple, the Cost of providing shared Servers or soft$are licences. (lso -no$n as Overhead.
Inci ent
Inci ent (anagement Inci ent *ecor In irect Cost
In#ormation Security DService 5esignE The )rocess that ensures the Confidentiality, Integrity and (anagement (vailability of an Organi:ation's (ssets, infor+ation, data and IT Services. Infor+ation Security /anage+ent usually for+s part of an Organi:ational approach to Security /anage+ent that has a $ider scope than the IT Service provider, and includes handling of paper, building access, phone calls, etc., for the entire Organi:ation. In#ormation Security DService 5esignE The fra+e$or- of )olicy, )rocesses, Standards, (anagement System &uidelines and tools that ensures an Organi:ation can achieve its Infor+ation Security /anage+ent Ob;ectives. In#ormation Security DService 5esignE The )olicy that governs the Organi:ation's approach to &olicy Infor+ation Security /anage+ent. In#ormation Tec$nology The use of technology for the storage, co++unication or processing of infor+ation. The technology typically includes co+puters, teleco++unications, (pplications and other soft$are. The infor+ation +ay include >usiness data, voice, i+ages, video, etc. Infor+ation Technology is often used to support >usiness )rocesses through IT Services. (n IT Service that is not directly used by the >usiness, but is required by the IT Service provider so they can provide other IT Services. #or e3a+ple directory services, na+ing services, or co++unication services. See Internal Sourcing. DService 5esignE ( security principle that ensures data and Configuration Ite+s are +odified only by authori:ed personnel and (ctivities. Integrity considers all possible causes of +odification, including soft$are and hard$are #ailure, environ+ental Events, and hu+an intervention. DService 5esignE ( 1ecovery Option that is also -no$n as 7ar+ Standby. )rovision is +ade to 1ecover the IT Service in a period of ti+e bet$een . and 4 hours. Inter+ediate 1ecovery typically uses a shared )ortable or #i3ed #acility that has Co+puter Syste+s and Get$or- Co+ponents. The
In#rastructure Service Insourcing Integrity
Interme iate *ecovery
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hard$are and soft$are $ill need to be configured, and data $ill need to be restored, as part of the IT Service Continuity )lan. Internal Service provi er Internal Sourcing International Organi2ation #or Stan ar i2ation ISO ;??? DService StrategyE (n IT Service provider that is part of the sa+e Organi:ation as its Custo+er. (n IT Service provider +ay have both Internal Custo+ers and E3ternal Custo+ers. DService StrategyE 6sing an Internal Service provider to +anage IT Services. The International Organi:ation for Standardi:ation DISOE is the $orld's largest developer of Standards. ISO is a non?govern+ental organi:ation that is a net$or- of the national standards institutes of *02 countries. See $$$.iso.org for further infor+ation about ISO. ( generic ter+ that refers to a nu+ber of international Standards and &uidelines for Auality /anage+ent Syste+s. See $$$.iso.org for +ore infor+ation. See also ISO. (n international Standard for Auality /anage+ent Syste+s. See also ISO %!!!, Standard. ISO Specification and Code of )ractice for IT Service /anage+ent. ISO/IEC !!!! is aligned $ith ITIL >est )ractice. DService 5esignE DContinual Service I+prove+entE ISO Specification for Infor+ation Security /anage+ent. The corresponding Code of )ractice is ISO/IEC *44%%. See also Standard. (ll of the hard$are, soft$are, net$or-s, facilities, etc. that are required to develop, Test, deliver, /onitor, Control or support IT Services. The ter+ IT Infrastructure includes all of the Infor+ation Technology but not the associated people, )rocesses and docu+entation. DService OperationE (ctivities carried out by IT Operations Control, including Console /anage+ent, =ob Scheduling, >ac-up and 1estore, and )rint and Output /anage+ent. IT Operations is also used as a synony+ for Service Operation. ( Service provided to one or +ore Custo+ers by an IT Service provider. (n IT Service is based on the use of Infor+ation Technology and supports the Custo+er's >usiness )rocesses. (n IT Service is +ade up fro+ a co+bination of people, )rocesses and technology and should be defined in a Service Level (gree+ent.
ISO ;??+ ISO9IEC ,???? ISO9IEC ,8??+
IT In#rastructure
IT Operations
IT Service
IT Service Continuity DService 5esignE The )rocess responsible for +anaging 1is-s that could (anagement seriously affect IT Services. ITSC/ ensures that the IT Service provider can al$ays provide +ini+u+ agreed Service levels, by reducing the 1isto an acceptable level and )lanning for the 1ecovery of IT Services. ITSC/ should be designed to support >usiness Continuity /anage+ent. IT Service Continuity DService 5esignE ( )lan defining the steps required to 1ecover one or &lan +ore IT services. The )lan $ill also identify the triggers for Invocation, people to be involved, co++unications, etc. The IT Service Continuity )lan should be part of a >usiness Continuity )lan. IT Service (anagement The i+ple+entation and +anage+ent of Auality IT Services that +eet the needs of the >usiness. IT Service /anage+ent is perfor+ed by IT Service providers through an appropriate +i3 of people, )rocess and Infor+ation
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Technology. See also Service /anage+ent. IT Service provi er IT Steering !roup DService StrategyE ( Service provider that provides IT Services to Internal Custo+ers or E3ternal Custo+ers. ( for+al group that is responsible for ensuring that >usiness and IT Service provider Strategies and )lans are closely aligned. (n IT Steering &roup includes senior representatives fro+ the >usiness and the IT Service provider. ( set of >est )ractice guidance for IT Service /anage+ent. ITIL is o$ned by the O&C and consists of a series of publications giving guidance on the provision of Auality IT Services, and on the )rocesses and facilities needed to support the+. See $$$.itil.co.u- for +ore infor+ation. ( 5ocu+ent that defines the 1oles, responsibilities, s-ills and -no$ledge required by a particular person. One =ob 5escription can include +ultiple 1oles, for e3a+ple the 1oles of Configuration /anager and Change /anager +ay be carried out by one person. DService OperationE )lanning and +anaging the e3ecution of soft$are tas-s that are required as part of an IT Service. =ob Scheduling is carried out by IT Operations /anage+ent, and is often auto+ated using soft$are tools that run batch or online tas-s at specific ti+es of the day, $ee-, +onth or year. DService 5esignE DContinual Service I+prove+entE ( /etric that is used to help +anage a )rocess, IT Service or (ctivity. /any /etrics +ay be +easured, but only the +ost i+portant of these are defined as @)Is and used to actively +anage and report on the )rocess, IT Service or (ctivity. @)Is should be selected to ensure that Efficiency, Effectiveness, and Cost Effectiveness are all +anaged. See also Critical Success #actor. DService TransitionE ( logical database containing the data used by the Service @no$ledge /anage+ent Syste+. DService TransitionE The )rocess responsible for gathering, analysing, storing and sharing -no$ledge and infor+ation $ithin an Organi:ation. The pri+ary purpose of @no$ledge /anage+ent is to i+prove Efficiency by reducing the need to rediscover -no$ledge. See also Service @no$ledge /anage+ent Syste+. DService OperationE ( )roble+ that has a docu+ented 1oot cause and a 7or-around. @no$n Errors are created and +anaged throughout their Lifecycle by )roble+ /anage+ent. @no$n Errors +ay also be identified by 5evelop+ent or Suppliers. The various stages in the life of an IT Service, Configuration Ite+, Incident, )roble+, Change, etc. The Lifecycle defines the Categories for Status and the Status transitions that are per+itted. #or e3a+ple" The Lifecycle of an (pplication includes 1equire+ents, 5esign, >uild, 5eploy, Operate, Opti+i:e The E3panded Incident Lifecycle includes 5etect, 1espond, 5iagnose, 1epair, 1ecover, 1estore
ITIL
7o) Description
7o) Sc$e uling
=ey &er#ormance In icator
=nowle ge 5ase =nowle ge (anagement
=nown Error
Li#ecycle
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Line o# Service
The Lifecycle of a Server +ay include" Ordered, 1eceived, In Test, Live, 5isposed, etc.
DService StrategyE ( Core Service or Supporting service that has +ultiple Service level pac-ages. ( line of Service is +anaged by a )roduct /anager and each Service level pac-age is designed to support a particular +ar-et seg+ent. DService TransitionE 1efers to an IT Service or Configuration Ite+ that is being used to deliver Service to a Custo+er. DService TransitionE ( controlled Environ+ent containing Live Configuration Ite+s used to deliver IT Services to Custo+ers. DService 5esignE ( +easure of ho$ quic-ly and Effectively a Configuration Ite+ or IT Service can be restored to nor+al $or-ing after a #ailure. /aintainability is often +easured and reported as /T1S. /aintainability is also used in the conte3t of Soft$are or IT Service 5evelop+ent to +ean ability to be Changed or 1epaired easily.
Live Live Environment (aintaina)ility
(a3or Inci ent (anage Services
DService OperationE The highest Category of I+pact for an Incident. ( /a;or Incident results in significant disruption to the >usiness. DService StrategyE ( perspective on IT Services that e+phasi:es the fact that they are +anaged. The ter+ /anaged Services is also used as a synony+ for Outsourced IT Services. Infor+ation that is used to support decision +a-ing by +anagers. /anage+ent Infor+ation is often generated auto+atically by tools supporting the various IT Service /anage+ent )rocesses. /anage+ent Infor+ation often includes the values of @)Is such as J)ercentage of Changes leading to Incidents', or Jfirst?ti+e fi3 rate'.
(anagement In#ormation
(anagement o# *is' The O&C +ethodology for +anaging 1is-s. /HoH1 includes all the (ctivities required to identify and Control the e3posure to 1is-, $hich +ay have an i+pact on the achieve+ent of an Organi:ation's >usiness Ob;ectives. See $$$.+?o?r.org for +ore details. (anagement System The fra+e$or- of )olicy, )rocesses and #unctions that ensures an Organi:ation can achieve its Ob;ectives. (anual 0or'aroun ( 7or-around that requires +anual intervention. /anual 7or-around is also used as the na+e of a 1ecovery Option in $hich the >usiness )rocess Operates $ithout the use of IT Services. This is a te+porary +easure and is usually co+bined $ith another 1ecovery Option. DContinual Service I+prove+entE ( +easure of the 1eliability, Efficiency and Effectiveness of a )rocess, #unction, Organi:ation, etc. The +ost +ature )rocesses and #unctions are for+ally aligned to >usiness Ob;ectives and Strategy, and are supported by a fra+e$or- for continual i+prove+ent. DService 5esignE ( /etric for +easuring and reporting 1eliability. /T># is the average ti+e that a Configuration Ite+ or IT Service can perfor+ its agreed #unction $ithout interruption. This is +easured fro+ $hen the CI or IT Service starts $or-ing, until it ne3t fails. DService 5esignE ( /etric used for +easuring and reporting 1eliability.
(aturity
(ean Time 5etween Failures
(ean Time 5etween
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Service Inci ents
/T>SI is the +ean ti+e fro+ $hen a Syste+ or IT Service fails, until it ne3t fails. /T>SI is equal to /T># L /T1S.
(ean Time To *epair The average ti+e ta-en to repair a Configuration Ite+ or IT Service after a #ailure. /TT1 is +easured fro+ $hen the CI or IT Service fails until it is repaired. /TT1 does not include the ti+e required to 1ecover or 1estore. /TT1 is so+eti+es incorrectly used to +ean /ean Ti+e to 1estore Service. (ean Time to *estore Service The average ti+e ta-en to restore a Configuration Ite+ or IT Service after a #ailure. /T1S is +easured fro+ $hen the CI or IT Service fails until it is fully restored and delivering its nor+al functionality. See also /aintainability, /ean Ti+e to 1epair. DContinual Service I+prove+entE So+ething that is +easured and reported to help +anage a )rocess, IT Service or (ctivity. See also @)I. DService 5esignE Soft$are that connects t$o or +ore soft$are Co+ponents or (pplications. /iddle$are is usually purchased fro+ a Supplier, rather than developed $ithin the IT Service provider. See also Off the Shelf. ( representation of a Syste+, )rocess, IT Service, Configuration Ite+, etc. that is used to help understand or predict future behaviour. ( technique that is used to predict the future behaviour of a Syste+, )rocess, IT Service, Configuration Ite+, etc. /odelling is co++only used in #inancial /anage+ent, Capacity /anage+ent and (vailability /anage+ent. DService OperationE 1epeated observation of a Configuration Ite+, IT Service or )rocess to detect Events and to ensure that the current status is -no$n. The defined purpose or ai+ of a )rocess, an (ctivity or an Organi:ation as a $hole. Ob;ectives are usually e3pressed as +easurable targets. The ter+ Ob;ective is also infor+ally used to +ean a 1equire+ent. See also Outco+e. See Co++ercial Off?The?Shelf. O&C o$ns the ITIL brand Dcopyright and trade+ar-E. O&C is a 6@ &overn+ent depart+ent that supports the delivery of the govern+ent's procure+ent agenda through its $or- in collaborative procure+ent and in raising levels of procure+ent s-ills and capability $ithin depart+ents. It also provides support for co+ple3 public sector pro;ects. DService StrategyE )rovision of Services fro+ a location outside the country $here the Custo+er is based, often in a different continent. This can be the provision of an IT Service, or of supporting #unctions such as a Service 5es-. See also On?shore. DService StrategyE )rovision of Services fro+ a location $ithin the country $here the Custo+er is based. See also Off?shore. To perfor+ as e3pected. ( )rocess or Configuration Ite+ is said to Operate if it is delivering the 1equired outputs. Operate also +eans to perfor+ one or +ore Operations. #or e3a+ple, to Operate a co+puter is to do the day?to?day Operations needed for it to perfor+ as e3pected.
(etric (i leware
(o el (o elling
(onitoring
O)3ective
O##<T$e<S$el# O##ice o# !overnment Commerce
O##<s$ore
On<s$ore Operate
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Operation
DService OperationE 5ay?to?day +anage+ent of an IT Service, Syste+, or other Configuration Ite+. Operation is also used to +ean any pre?defined (ctivity or Transaction. #or e3a+ple loading a +agnetic tape, accepting +oney at a point of sale, or reading data fro+ a dis- drive. The lo$est of three levels of )lanning and delivery DStrategic, Tactical, OperationalE. Operational (ctivities include the day?to?day or short?ter+ )lanning or delivery of a >usiness )rocess or IT Service /anage+ent )rocess. The ter+ Operational is also a synony+ for Live. Cost resulting fro+ running the IT Services. Often repeating pay+ents. #or e3a+ple staff costs, hard$are +aintenance and electricity Dalso -no$n as Jcurrent e3penditure' or Jrevenue e3penditure'E. DService 5esignE DContinual Service I+prove+entE (n (gree+ent bet$een an IT Service provider and another part of the sa+e Organi:ation. (n OL( supports the IT Service provider's delivery of IT Services to Custo+ers. The OL( defines the goods or Services to be provided and the responsibilities of both parties. #or e3a+ple there could be an OL(" >et$een the IT Service provider and a procure+ent depart+ent to obtain hard$are in agreed ti+es >et$een the Service 5es- and a Support group to provide Incident 1esolution in agreed ti+es. See also Service Level (gree+ent.
Operational
Operational Cost
Operational Level %greement
Optimi2e
1evie$, )lan and request Changes, in order to obtain the +a3i+u+ Efficiency and Effectiveness fro+ a )rocess, Configuration Ite+, (pplication, etc. ( co+pany, legal entity or other institution. E3a+ples of Organi:ations that are not co+panies include International Standards Organi:ation or itS/#. The ter+ Organi:ation is so+eti+es used to refer to any entity that has )eople, 1esources and >udgets. #or e3a+ple a )ro;ect or >usiness 6nit. The result of carrying out an (ctivityI follo$ing a )rocessI delivering an IT Service, etc. The ter+ Outco+e is used to refer to intended results, as $ell as to actual results. See also Ob;ective. DService StrategyE 6sing an E3ternal Service provider to +anage IT Services. See Indirect cost. ( relationship bet$een t$o Organi:ations that involves $or-ing closely together for co++on goals or +utual benefit. The IT Service provider should have a )artnership $ith the >usiness, and $ith Third )arties $ho are critical to the delivery of IT Services. See also <alue Get$or-. DService OperationE /onitoring of a Configuration Ite+, an IT Service or a )rocess that relies on an (lert or notification to discover the current status. DService StrategyE ( 7or-load profile of one or +ore >usiness (ctivities. )atterns of >usiness (ctivity are used to help the IT Service provider understand and plan for different levels of >usiness (ctivity. ( +easure of $hat is achieved or delivered by a Syste+, person, tea+,
Organi2ation
Outcome
Outsourcing Over$ea &artners$ip
&assive (onitoring &attern o# 5usiness %ctivity &er#ormance
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)rocess, or IT Service. &er#ormance (anagement DContinual Service I+prove+entE The )rocess responsible for day?to?day Capacity /anage+ent (ctivities. These include +onitoring, threshold detection, )erfor+ance analysis and Tuning, and i+ple+enting changes related to )erfor+ance and Capacity. DService TransitionE ( li+ited 5eploy+ent of an IT Service, a 1elease or a )rocess to the Live Environ+ent. ( pilot is used to reduce 1is- and to gain 6ser feedbac- and (cceptance. See also Test, Evaluation. ( detailed proposal that describes the (ctivities and 1esources needed to achieve an Ob;ective. #or e3a+ple a )lan to i+ple+ent a ne$ IT Service or )rocess. ISO/IEC !!!! requires a )lan for the +anage+ent of each IT Service /anage+ent )rocess.
&ilot
&lan
&lan>Do>C$ec'>%ct DContinual Service I+prove+entE ( four?stage cycle for )rocess +anage+ent, attributed to Ed$ard 5e+ing. )lanB5oBChec-B(ct is also called the 5e+ing Cycle. )L(G" 5esign or revise )rocesses that support the IT Services. 5O" I+ple+ent the )lan and +anage the )rocesses. CCEC@" /easure the )rocesses and IT Services, co+pare $ith Ob;ectives and produce reports. (CT" )lan and i+ple+ent Changes to i+prove the )rocesses. &lanne Downtime DService 5esignE (greed ti+e $hen an IT Service $ill not be available. )lanned 5o$nti+e is often used for +aintenance, upgrades and testing. See also Change 7indo$, 5o$nti+e. (n (ctivity responsible for creating one or +ore )lans. #or e3a+ple, Capacity )lanning. ( )ro;ect +anage+ent Standard +aintained and published by the )ro;ect /anage+ent Institute. )/>O@ stands for )ro;ect /anage+ent >ody of @no$ledge. See $$$.p+i.org for +ore infor+ation. See also )1IGCE . #or+ally docu+ented +anage+ent e3pectations and intentions. )olicies are used to direct decisions, and to ensure consistent and appropriate develop+ent and i+ple+entation of )rocesses, Standards, 1oles, (ctivities, IT Infrastructure, etc. DService 5esignE ( prefabricated building, or a large vehicle, provided by a Third party and +oved to a site $hen needed by an IT Service Continuity )lan. See also 1ecovery Option.
&lanning &(5O=
&olicy
&orta)le Facility
&ost<Implementation ( 1evie$ that ta-es place after a Change or a )ro;ect has been *eview i+ple+ented. ( )I1 deter+ines if the Change or )ro;ect $as successful, and identifies opportunities for i+prove+ent. &ractice ( $ay of $or-ing, or a $ay in $hich $or- +ust be done. )ractices can include (ctivities, )rocesses, #unctions, Standards and &uidelines. See also >est )ractice. (n (ctivity that needs to be co+pleted, or a condition that needs to be +et,
&rereDuisite #or
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Success &ricing &*INCE, &riority
to enable successful i+ple+entation of a )lan or )rocess. ( )#S is often an output fro+ one )rocess that is a required input to another )rocess. DService StrategyE The (ctivity for establishing ho$ +uch Custo+ers $ill be Charged. The standard 6@ govern+ent +ethodology for )ro;ect +anage+ent. See $$$.ogc.gov.u-/prince for +ore infor+ation. See also )/>O@. DService TransitionE DService OperationE ( Category used to identify the relative i+portance of an Incident, )roble+ or Change. )riority is based on I+pact and 6rgency, and is used to identify required ti+es for actions to be ta-en. #or e3a+ple, the SL( +ay state that )riority Incidents +ust be resolved $ithin * hours. DService OperationE ( cause of one or +ore Incidents. The cause is not usually -no$n at the ti+e a )roble+ 1ecord is created, and the )roble+ /anage+ent )rocess is responsible for further investigation. DService OperationE The )rocess responsible for +anaging the Lifecycle of all )roble+s. The pri+ary ob;ectives of )roble+ /anage+ent are to prevent Incidents fro+ happening, and to +ini+i:e the I+pact of Incidents that cannot be prevented. ( 5ocu+ent containing steps that specify ho$ to achieve an (ctivity. )rocedures are defined as part of )rocesses. See also 7or- Instruction. ( structured set of (ctivities designed to acco+plish a specific Ob;ective. ( )rocess ta-es one or +ore defined inputs and turns the+ into defined outputs. ( )rocess +ay include any of the 1oles, responsibilities, tools and +anage+ent Controls required to reliably deliver the outputs. ( )rocess +ay define )olicies, Standards, &uidelines, (ctivities, and 7orInstructions if they are needed. The (ctivity of planning and regulating a )rocess, $ith the Ob;ective of perfor+ing the )rocess in an Effective, Efficient, and consistent +anner. ( 1ole responsible for ensuring that a )rocess is #it for )urpose. The )rocess O$ner's responsibilities include sponsorship, 5esign, Change /anage+ent and continual i+prove+ent of the )rocess and its /etrics. This 1ole is often assigned to the sa+e person $ho carries out the )rocess /anager 1ole, but the t$o 1oles +ay be separate in larger Organi:ations. ( te+plate, or e3a+ple 5ocu+ent containing e3a+ple data that $ill be replaced $ith the real values $hen these are available. ( nu+ber of )ro;ects and (ctivities that are planned and +anaged together to achieve an overall set of related Ob;ectives and other Outco+es. ( te+porary Organi:ation, $ith people and other (ssets required to achieve an Ob;ective or other Outco+e. Each )ro;ect has a Lifecycle that typically includes initiation, )lanning, e3ecution, Closure, etc. )ro;ects are usually +anaged using a for+al +ethodology such as )1IGCE . The ability of a product, Service, or )rocess to provide the intended value. #or e3a+ple, a hard$are Co+ponent can be considered to be of high Auality if it perfor+s as e3pected and delivers the required 1eliability. )rocess Auality also requires an ability to +onitor Effectiveness and
&ro)lem
&ro)lem (anagement
&roce ure &rocess
&rocess Control &rocess Owner
&ro#orma &rogramme &ro3ect
Euality
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Efficiency, and to i+prove the+ if necessary. See also Auality /anage+ent Syste+. Euality (anagement DContinual Service I+prove+entE The set of )rocesses responsible for System ensuring that all $or- carried out by an Organi:ation is of a suitable Auality to reliably +eet >usiness Ob;ectives or Service levels. See also ISO %!!!. *%CI DService 5esignE DContinual Service I+prove+entE ( /odel used to help define 1oles and 1esponsibilities. 1(CI stands for 1esponsible, (ccountable, Consulted and Infor+ed. DService 5esignE ( 1ecovery Option. (n agree+ent bet$een t$o Organi:ations to share resources in an e+ergency. #or e3a+ple, Co+puter 1oo+ space or use of a +ainfra+e. ( 5ocu+ent containing the results or other output fro+ a )rocess or (ctivity. 1ecords are evidence of the fact that an activity too- place and +ay be paper or electronic. #or e3a+ple, an (udit report, an Incident 1ecord, or the +inutes of a +eeting. DService 5esignE DService OperationE 1eturning a Configuration Ite+ or an IT Service to a $or-ing state. 1ecovery of an IT Service often includes recovering data to a -no$n consistent state. (fter 1ecovery, further steps +ay be needed before the IT Service can be +ade available to the 6sers D1estorationE. DService 5esignE ( Strategy for responding to an interruption to Service. Co++only used Strategies are 5o Gothing, /anual 7or-around, 1eciprocal (rrange+ent, &radual 1ecovery, Inter+ediate 1ecovery, #ast 1ecovery, I++ediate 1ecovery. 1ecovery Options +ay +a-e use of dedicated facilities, or Third party facilities shared by +ultiple >usinesses. See #ault Tolerance. The ter+ 1edundant also has a generic +eaning of obsolete, or no longer needed. ( connection or interaction bet$een t$o people or things. In >usiness 1elationship /anage+ent it is the interaction bet$een the IT Service provider and the >usiness. In Configuration /anage+ent it is a linbet$een t$o Configuration Ite+s that identifies a dependency or connection bet$een the+. #or e3a+ple (pplications +ay be lin-ed to the Servers they run on. IT Services have +any lin-s to all the CIs that contribute to the+. The ISO/IEC !!!! )rocess group that includes >usiness 1elationship /anage+ent and Supplier /anage+ent. DService TransitionE ( collection of hard$are, soft$are, docu+entation, )rocesses or other Co+ponents required to i+ple+ent one or +ore approved Changes to IT Services. The contents of each 1elease are +anaged, tested, and deployed as a single entity. DService TransitionE The )rocess responsible for both 1elease /anage+ent and 5eploy+ent. DService TransitionE The )rocess responsible for )lanning, scheduling and controlling the +ove+ent of 1eleases to Test and Live Environ+ents. The pri+ary Ob;ective of 1elease /anage+ent is to ensure that the integrity of
*eciprocal %rrangement *ecor
*ecovery
*ecovery Option
*e un ancy
*elations$ip
*elations$ip &rocesses *elease
*elease an Deployment (anagement *elease (anagement
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the Live Environ+ent is protected and that the correct Co+ponents are released. 1elease /anage+ent is part of the 1elease and 5eploy+ent /anage+ent )rocess. *elease *ecor DService TransitionE ( 1ecord in the C/5> that defines the content of a 1elease. ( 1elease 1ecord has 1elationships $ith all Configuration Ite+s that are affected by the 1elease. DService 5esignE DContinual Service I+prove+entE ( +easure of ho$ long a Configuration Ite+ or IT Service can perfor+ its agreed #unction $ithout interruption. 6sually +easured as /T># or /T>SI. The ter+ 1eliability can also be used to state ho$ li-ely it is that a )rocess, #unction, etc. $ill deliver its required outputs. See also (vailability. DService OperationE The replace+ent or correction of a failed Configuration Ite+. DService TransitionE ( for+al proposal for a Change to be +ade. (n 1#C includes details of the proposed Change, and +ay be recorded on paper or electronically. The ter+ 1#C is often +isused to +ean a Change 1ecord, or the Change itself. DService OperationE The )rocess responsible for +anaging the Lifecycle of all Service requests. DService 5esignE ( for+al state+ent of $hat is needed. #or e3a+ple, a Service Level 1equire+ent, a )ro;ect 1equire+ent or the required 5eliverables for a )rocess. See also State+ent of require+ents. DService 5esignE The ability of a Configuration Ite+ or IT Service to resist #ailure or to 1ecover quic-ly follo$ing a #ailure. #or e3a+ple an ar+oured cable $ill resist failure $hen put under stress. See also #ault Tolerance. DService OperationE (ction ta-en to repair the 1oot cause of an Incident or )roble+, or to i+ple+ent a 7or-around. In ISO/IEC !!!!, 1esolution )rocesses is the )rocess group that includes Incident and )roble+ /anage+ent. DService StrategyE ( generic ter+ that includes IT Infrastructure, people, +oney or anything else that +ight help to deliver an IT Service. 1esources are considered to be (ssets of an Organi:ation. See also Capability, Service asset. ( +easure of the ti+e ta-en to co+plete an Operation or Transaction. 6sed in Capacity /anage+ent as a +easure of IT Infrastructure )erfor+ance, and in Incident /anage+ent as a +easure of the ti+e ta-en to ans$er the phone, or to start 5iagnosis. ( +easure+ent of the ti+e ta-en to respond to so+ething. This could be 1esponse Ti+e of a Transaction, or the speed $ith $hich an IT Service provider responds to an Incident or 1equest for Change, etc. See 1estore. DService OperationE Ta-ing action to return an IT Service to the 6sers after 1epair and 1ecovery fro+ an Incident. This is the pri+ary Ob;ective of Incident /anage+ent.
*elia)ility
*epair *eDuest #or C$ange
*eDuest Ful#ilment *eDuirement
*esilience
*esolution
*esource
*esponse Time
*esponsiveness
*estoration o# Service *estore
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*etire
DService TransitionE )er+anent re+oval of an IT Service, or other Configuration Ite+, fro+ the Live Environ+ent. 1etired is a stage in the Lifecycle of +any Configuration Ite+s. DService StrategyE DContinual Service I+prove+entE ( +easure+ent of the e3pected benefit of an invest+ent. In the si+plest sense it is the net profit of an invest+ent divided by the net $orth of the assets invested. DService 5esignE The phase of an IT Service Continuity )lan during $hich full nor+al operations are resu+ed. #or e3a+ple, if an alternate data centre has been in use, then this phase $ill bring the pri+ary data centre bac- into operation, and restore the ability to invo-e IT Service Continuity )lans again. (n evaluation of a Change, )roble+, )rocess, )ro;ect, etc. 1evie$s are typically carried out at predefined points in the Lifecycle, and especially after Closure. The purpose of a 1evie$ is to ensure that all 5eliverables have been provided, and to identify opportunities for i+prove+ent. See also )ost?I+ple+entation 1evie$. DService OperationE Entitle+ents, or per+issions, granted to a 6ser or 1ole. #or e3a+ple the 1ight to +odify particular data, or to authori:e a Change. ( possible event that could cause har+ or loss, or affect the ability to achieve Ob;ectives. ( 1is- is +easured by the probability of a Threat, the <ulnerability of the (sset to that Threat, and the I+pact it $ould have if it occurred. The initial steps of 1is- +anage+ent. (nalysing the value of (ssets to the business, identifying Threats to those (ssets, and evaluating ho$ <ulnerable each (sset is to those Threats. 1is- (ssess+ent can be quantitative Dbased on nu+erical dataE or qualitative. The )rocess responsible for identifying, assessing and controlling 1is-s. See also 1is- (ssess+ent. ( set of responsibilities, (ctivities and authorities granted to a person or tea+. ( 1ole is defined in a )rocess. One person or tea+ +ay have +ultiple 1oles, for e3a+ple the 1oles of Configuration /anager and Change /anager +ay be carried out by a single person. DService OperationE The underlying or original cause of an Incident or )roble+. See Operational Cost. The ability of an IT Service, )rocess, Configuration Ite+, etc. to perfor+ its agreed #unction $hen the 7or-load or Scope changes. The boundary, or e3tent, to $hich a )rocess, )rocedure, Certification, Contract, etc. applies. #or e3a+ple the Scope of Change /anage+ent +ay include all Live IT Services and related Configuration Ite+s, the Scope of an ISO/IEC !!!! Certificate +ay include all IT Services delivered out of a na+ed data centre. See Infor+ation Security /anage+ent. See Infor+ation Security /anage+ent.
*eturn on Investment *eturn to Normal
*eview
*ig$ts
*is'
*is' %ssessment
*is' management *ole
*oot cause *unning costs Scala)ility Scope
Security Security
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(anagement Security policy Separation o# concerns Server Service See Infor+ation Security )olicy. DService StrategyE (n approach to 5esigning a solution or IT Service that divides the proble+ into pieces that can be solved independently. This approach separates J$hat' is to be done fro+ Jho$' it is to be done. DService OperationE ( co+puter that is connected to a net$or- and provides soft$are #unctions that are used by other Co+puters. ( +eans of delivering value to Custo+ers by facilitating Outco+es Custo+ers $ant to achieve $ithout the o$nership of specific Costs and 1is-s. DService TransitionE ( set of criteria used to ensure that an IT Service +eets its functionality and Auality 1equire+ents and that the IT Service provider is ready to Operate the ne$ IT Service $hen it has been 5eployed. See also (cceptance. (ny Capability or 1esource of a Service provider. See also (sset. DService 5esignE DContinual Service I+prove+entE The (ctivity responsible for understanding the )erfor+ance and Capacity of IT Services. The 1esources used by each IT Service and the pattern of usage over ti+e are collected, recorded, and analysed for use in the Capacity )lan. See also >usiness Capacity /anage+ent, Co+ponent Capacity /anage+ent. DService 5esignE ( database or structured 5ocu+ent $ith infor+ation about all Live IT Services, including those available for 5eploy+ent. The Service Catalogue is the only part of the Service )ortfolio published to Custo+ers, and is used to support the sale and delivery of IT Services. The Service Catalogue includes infor+ation about deliverables, prices, contact points, ordering and request )rocesses. See IT Service Continuity /anage+ent. ( Custo+er?oriented Culture. The +a;or Ob;ectives of a Service culture are Custo+er satisfaction and helping Custo+ers to achieve their >usiness Ob;ectives. DService 5esignE ( stage in the Lifecycle of an IT Service. Service 5esign includes a nu+ber of )rocesses and #unctions and is the title of one of the Core ITIL publications. See also 5esign. DService 5esignE 5ocu+entDsE defining all aspects of an IT Service and its 1equire+ents through each stage of its Lifecycle. ( Service 5esign )ac-age is produced for each ne$ IT Service, +a;or Change, or IT Service 1etire+ent. DService OperationE The Single )oint of Contact bet$een the Service provider and the 6sers. ( typical Service 5es- +anages Incidents and Service requests, and also handles co++unication $ith the 6sers. DService 5esignE (n (ctivity that identifies underlying causes of one or +ore IT Service interruptions. S#( identifies opportunities to i+prove the IT Service provider's )rocesses and tools, and not ;ust the IT Infrastructure. S#( is a ti+e?constrained, pro;ect?li-e activity, rather than an ongoing
Service %cceptance Criteria
Service asset Service Capacity (anagement
Service Catalogue
Service Continuity (anagement Service culture
Service Design
Service Design &ac'age
Service Des'
Service Failure %nalysis
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process of analysis. Service $ours DService 5esignE DContinual Service I+prove+entE (n agreed ti+e period $hen a particular IT Service should be (vailable. #or e3a+ple, J/ondayB #riday !9"!! to *4"!! e3cept public holidays'. Service hours should be defined in a Service Level (gree+ent.
Service Improvement DContinual Service I+prove+entE ( for+al )lan to i+ple+ent &lan i+prove+ents to a )rocess or IT Service. Service =nowle ge DService TransitionE ( set of tools and databases that are used to +anage (anagement System -no$ledge and infor+ation. The S@/S includes the Configuration /anage+ent Syste+, as $ell as other tools and databases. The S@/S stores, +anages, updates, and presents all infor+ation that an IT Service provider needs to +anage the full Lifecycle of IT Services. Service level /easured and reported achieve+ent against one or +ore Service level targets. The ter+ Service level is so+eti+es used infor+ally to +ean Service level target. DService 5esignE DContinual Service I+prove+entE (n (gree+ent bet$een an IT Service provider and a Custo+er. The SL( describes the IT Service, docu+ents Service level targets, and specifies the responsibilities of the IT Service provider and the Custo+er. ( single SL( +ay cover +ultiple IT Services or +ultiple custo+ers. See also Operational Level (gree+ent. DService 5esignE DContinual Service I+prove+entE The )rocess responsible for negotiating Service Level (gree+ents, and ensuring that these are +et. SL/ is responsible for ensuring that all IT Service /anage+ent )rocesses, Operational Level (gree+ents, and 6nderpinning Contracts, are appropriate for the agreed Service level targets. SL/ +onitors and reports on Service levels, and holds regular Custo+er revie$s. DService StrategyE ( defined level of 6tility and 7arranty for a particular Service )ac-age. Each SL) is designed to +eet the needs of a particular )attern of >usiness (ctivity. See also Line of Service. DService 5esignE DContinual Service I+prove+entE ( Custo+er 1equire+ent for an aspect of an IT Service. SL1s are based on >usiness Ob;ectives and are used to negotiate agreed Service level targets. DService 5esignE DContinual Service I+prove+entE ( co++it+ent that is docu+ented in a Service Level (gree+ent. Service level targets are based on Service Level 1equire+ents, and are needed to ensure that the IT Service 5esign is #it for )urpose. Service level targets should be S/(1T, and are usually based on @)Is.
Service Level %greement
Service Level (anagement
Service Level &ac'age Service Level *eDuirement Service level target
Service (anagement Service /anage+ent is a set of speciali:ed organi:ational capabilities for providing value to Custo+ers in the for+ of Services. Service (anagement (n approach to IT Service /anage+ent that e+phasi:es the i+portance of li#ecycle coordination and Control across the various #unctions, )rocesses, and Syste+s necessary to +anage the full Lifecycle of IT Services. The Service /anage+ent lifecycle approach considers the Strategy, 5esign, Transition, Operation and Continuous I+prove+ent of IT Services. Service (anager ( +anager $ho is responsible for +anaging the end?to?end Lifecycle of one or +ore IT Services. The ter+ Service /anager is also used to +ean
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any +anager $ithin the IT Service provider. /ost co++only used to refer to a >usiness 1elationship /anager, a )rocess /anager, an (ccount /anager or a senior +anager $ith responsibility for IT Services overall. Service Operation DService OperationE ( stage in the Lifecycle of an IT Service. Service Operation includes a nu+ber of )rocesses and #unctions and is the title of one of the Core ITIL publications. See also Operation. DContinual Service I+prove+entE ( 1ole that is accountable for the delivery of a specific IT Service. DService StrategyE The co+plete set of Services that are +anaged by a Service provider. The Service )ortfolio is used to +anage the entire Lifecycle of all Services, and includes three Categories" Service )ipeline Dproposed or in 5evelop+entEI Service Catalogue DLive or available for 5eploy+entEI and 1etired Services. See also Service )ortfolio /anage+ent. DService StrategyE The )rocess responsible for +anaging the Service )ortfolio. Service )ortfolio /anage+ent considers Services in ter+s of the >usiness value that they provide. DService StrategyE (n Organi:ation supplying Services to one or +ore Internal Custo+ers or E3ternal Custo+ers. Service provider is often used as an abbreviation for IT Service provider. DContinual Service I+prove+entE The )rocess responsible for producing and delivering reports of achieve+ent and trends against Service levels. Service reporting should agree the for+at, content and frequency of reports $ith Custo+ers. DService OperationE ( request fro+ a 6ser for infor+ation or advice, or for a Standard Change or for (ccess to an IT Service. #or e3a+ple to reset a pass$ord, or to provide standard IT Services for a ne$ 6ser. Service requests are usually handled by a Service 5es-, and do not require an 1#C to be sub+itted. See also 1equest #ulfil+ent. DService StrategyE The title of one of the Core ITIL publications. Service Strategy establishes an overall Strategy for IT Services and for IT Service /anage+ent. DService TransitionE ( stage in the Lifecycle of an IT Service. Service Transition includes a nu+ber of )rocesses and #unctions and is the title of one of the Core ITIL publications. See also Transition. DService StrategyE (ssurance that an IT Service $ill +eet agreed 1equire+ents. This +ay be a for+al (gree+ent such as a Service Level (gree+ent or Contract, or +ay be a +ar-eting +essage or brand i+age. The >usiness value of an IT Service is created by the co+bination of Service 6tility D$hat the Service doesE and Service $arranty Dho$ $ell it does itE. See also 7arranty. DService 5esignE DContinual Service I+prove+entE The ability of a Third? )arty Supplier to +eet the ter+s of its Contract. This Contract $ill include agreed levels of 1eliability, /aintainability or (vailability for a Configuration Ite+. DService OperationE ( group or tea+ of people $ho carry out a specific 1ole for a fi3ed period of ti+e. #or e3a+ple there could be four shifts of IT
Service owner Service &ort#olio
Service &ort#olio (anagement Service provi er
Service reporting
Service reDuest
Service Strategy
Service Transition
Service warranty
Servicea)ility
S$i#t
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Operations Control personnel to support an IT Service that is used . hours a day. Simulation mo elling DService 5esignE DContinual Service I+prove+entE ( technique that creates a detailed +odel to predict the behaviour of a Configuration Ite+ or IT Service. Si+ulation /odels can be very accurate but are e3pensive and ti+e consu+ing to create. ( Si+ulation /odel is often created by using the actual Configuration Ite+s that are being +odelled, $ith artificial 7or-loads or Transactions. They are used in Capacity /anage+ent $hen accurate results are i+portant. ( si+ulation +odel is so+eti+es called a )erfor+ance >ench+ar-. Single &oint o# Failure DService 5esignE (ny Configuration Ite+ that can cause an Incident $hen it fails, and for $hich a Counter+easure has not been i+ple+ented. ( S)o# +ay be a person, or a step in a )rocess or (ctivity, as $ell as a Co+ponent of the IT Infrastructure. See also #ailure. DService 5esignE DContinual Service I+prove+entE (n acrony+ for helping to re+e+ber that targets in Service Level (gree+ents and )ro;ect )lans should be Specific, /easurable, (chievable, 1elevant and Ti+ely. ( for+al definition of 1equire+ents. ( Specification +ay be used to define technical or Operational 1equire+ents, and +ay be internal or e3ternal. /any public Standards consist of a Code of )ractice and a Specification. The Specification defines the Standard against $hich an Organi:ation can be (udited. (ll people $ho have an interest in an Organi:ation, )ro;ect, IT Service, etc. Sta-eholders +ay be interested in the (ctivities, targets, 1esources, or 5eliverables. Sta-eholders +ay include Custo+ers, )artners, e+ployees, shareholders, o$ners, etc. See also 1(CI. ( +andatory 1equire+ent. E3a+ples include ISO/IEC !!!! Dan international StandardE, an internal security standard for 6ni3 configuration, or a govern+ent standard for ho$ financial 1ecords should be +aintained. The ter+ Standard is also used to refer to a Code of )ractice or Specification published by a Standards Organi:ation such as ISO or >SI. See also &uideline. DService 5esignE 6sed to refer to 1esources that are not required to deliver the Live IT Services, but are available to support IT Service Continuity )lans. #or e3a+ple a Standby data centre +ay be +aintained to support Cot Standby, 7ar+ Standby or Cold Standby arrange+ents. DService 5esignE ( 5ocu+ent containing all 1equire+ents for a product purchase, or a ne$ or changed IT Service. See also Ter+s of reference. The na+e of a required field in +any types of 1ecord. It sho$s the current stage in the Lifecycle of the associated Configuration Ite+, Incident, )roble+, etc. DService StrategyE The highest of three levels of )lanning and delivery DStrategic, Tactical, OperationalE. Strategic (ctivities include Ob;ective setting and long?ter+ )lanning to achieve the overall <ision. DService StrategyE ( Strategic )lan designed to achieve defined Ob;ectives. DService StrategyE DService 5esignE ( Third party responsible for supplying
S(%*T
Speci#ication
Sta'e$ol er
Stan ar
Stan )y
Statement o# reDuirements Status
Strategic
Strategy Supplier
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goods or Services that are required to deliver IT services. E3a+ples of suppliers include co++odity hard$are and soft$are vendors, net$or- and teleco+ providers, and outsourcing Organi:ations. See also 6nderpinning Contract, Supply chain. Supplier an Contract Data)ase DService 5esignE ( database or structured 5ocu+ent used to +anage Supplier Contracts throughout their Lifecycle. The SC5 contains -ey (ttributes of all Contracts $ith Suppliers, and should be part of the Service @no$ledge /anage+ent Syste+. DService 5esignE The )rocess responsible for ensuring that all Contracts $ith Suppliers support the needs of the >usiness, and that all Suppliers +eet their contractual co++it+ents. DService StrategyE The (ctivities in a <alue Chain carried out by Suppliers. ( Supply chain typically involves +ultiple Suppliers, each adding value to the product or Service. See also <alue Get$or-. DService OperationE ( group of people $ith technical s-ills. Support groups provide the Technical support needed by all of the IT Service /anage+ent )rocesses. See also Technical +anage+ent. DService 5esignE DService OperationE The ti+es or hours $hen support is available to the 6sers. Typically these are the hours $hen the Service 5es- is available. Support hours should be defined in a Service Level (gree+ent, and +ay be different fro+ Service hours. #or e3a+ple, Service hours +ay be . hours a day, but the Support hours +ay be !4"!! to *%"!!. DService StrategyE ( Service that enables or enhances a Core Service. #or e3a+ple, a 5irectory Service or a >ac-up Service. DContinual Service I+prove+entE ( technique that revie$s and analyses the internal strengths and $ea-nesses of an Organi:ation and the e3ternal opportunities and threats that it faces S7OT stands for Strengths, 7ea-nesses, Opportunities and Threats. ( nu+ber of related things that $or- together to achieve an overall Ob;ective. #or e3a+ple" ( co+puter Syste+ including hard$are, soft$are and (pplications ( +anage+ent Syste+, including +ultiple )rocesses that are planned and +anaged together. #or e3a+ple, a Auality /anage+ent Syste+ ( 5atabase /anage+ent Syste+ or Operating Syste+ that includes +any soft$are +odules that are designed to perfor+ a set of related #unctions.
Supplier (anagement Supply c$ain
Support group
Support $ours
Supporting service S0OT analysis
System
System (anagement The part of IT Service /anage+ent that focuses on the +anage+ent of IT Infrastructure rather than )rocess. Tactical The +iddle of three levels of )lanning and delivery DStrategic, Tactical, OperationalE. Tactical (ctivities include the +ediu+?ter+ )lans required to achieve specific Ob;ectives, typically over a period of $ee-s to +onths. DService OperationE The #unction responsible for providing technical s-ills
Tec$nical
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management
in support of IT Services and +anage+ent of the IT Infrastructure. Technical +anage+ent defines the 1oles of Support groups, as $ell as the tools, )rocesses and )rocedures required. See Infrastructure Service. See Technical +anage+ent. DService 5esignE ( 5ocu+ent specifying the 1equire+ents, Scope, 5eliverables, 1esources and schedule for a )ro;ect or (ctivity. DService TransitionE (n (ctivity that verifies that a Configuration Ite+, IT Service, )rocess, etc. +eets its Specification or agreed 1equire+ents. See also (cceptance. ( person, group, or >usiness that is not part of the Service Level (gree+ent for an IT Service, but is required to ensure successful delivery of that IT Service. #or e3a+ple, a soft$are Supplier, a hard$are +aintenance co+pany, or a facilities depart+ent. 1equire+ents for Third )arties are typically specified in 6nderpinning Contracts or Operational Level (gree+ents. DService OperationE The third level in a hierarchy of Support groups involved in the resolution of Incidents and investigation of )roble+s. Each level contains +ore specialist s-ills, or has +ore ti+e or other resources. (nything that +ight e3ploit a <ulnerability. (ny potential cause of an Incident can be considered to be a Threat. #or e3a+ple a fire is a Threat that could e3ploit the <ulnerability of fla++able floor coverings. This ter+ is co++only used in Infor+ation Security /anage+ent and IT Service Continuity /anage+ent, but also applies to other areas such as )roble+ and (vailability /anage+ent. The value of a /etric that should cause an (lert to be generated, or +anage+ent action to be ta-en. #or e3a+ple J)riority * Incident not solved $ithin four hours', J+ore than five soft dis- errors in an hour', or J+ore than *! failed changes in a +onth'. DService 5esignE ( +easure of the nu+ber of Transactions, or other Operations, perfor+ed in a fi3ed ti+e. #or e3a+ple, 0,!!! e?+ails sent per hour, or !! dis- I/Os per second. DService StrategyE ( +ethodology used to help +a-e invest+ent decisions. TCO assesses the full Lifecycle Cost of o$ning a Configuration Ite+, not ;ust the initial Cost or purchase price. ( discrete #unction perfor+ed by an IT Service. #or e3a+ple transferring +oney fro+ one ban- account to another. ( single Transaction +ay involve nu+erous additions, deletions and +odifications of data. Either all of these co+plete successfully or none of the+ is carried out. DService TransitionE ( change in state, corresponding to a +ove+ent of an IT Service or other Configuration Ite+ fro+ one Lifecycle status to the ne3t. DContinual Service I+prove+entE (nalysis of data to identify ti+e?related patterns. Trend analysis is used in )roble+ /anage+ent to identify co++on #ailures or fragile Configuration Ite+s, and in Capacity /anage+ent as a /odelling tool to predict future behaviour. It is also used as a +anage+ent tool for identifying deficiencies in IT Service
Tec$nical service Tec$nical support Terms o# re#erence Test
T$ir party
T$ir <line support
T$reat
T$res$ol
T$roug$put
Total Cost o# Owners$ip Transaction
Transition Tren analysis
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/anage+ent )rocesses. Tuning The (ctivity responsible for )lanning changes to +a-e the +ost efficient use of 1esources. Tuning is part of )erfor+ance /anage+ent, $hich also includes )erfor+ance +onitoring and i+ple+entation of the required Changes. DService 5esignE ( Contract bet$een an IT Service provider and a Third party. The Third party provides goods or Services that support delivery of an IT Service to a Custo+er. The 6nderpinning Contract defines targets and responsibilities that are required to +eet agreed Service level targets in an SL(. DService TransitionE DService 5esignE ( +easure of ho$ long it $ill be until an Incident, )roble+ or Change has a significant I+pact on the >usiness. #or e3a+ple a high I+pact Incident +ay have lo$ 6rgency, if the I+pact $ill not affect the >usiness until the end of the financial year. I+pact and 6rgency are used to assign )riority. DService 5esignE The ease $ith $hich an (pplication, product, or IT Service can be used. 6sability 1equire+ents are often included in a State+ent of require+ents. DService 5esignE ( technique used to define required functionality and Ob;ectives, and to design Tests. 6se Cases define realistic scenarios that describe interactions bet$een 6sers and an IT Service or other Syste+. ( person $ho uses the IT Service on a day?to?day basis. 6sers are distinct fro+ Custo+ers, as so+e Custo+ers do not use the IT Service directly. DService StrategyE #unctionality offered by a )roduct or Service to +eet a particular need. 6tility is often su++ari:ed as J$hat it does'. DService TransitionE (n (ctivity that ensures a ne$ or changed IT Service, )rocess, )lan, or other 5eliverable +eets the needs of the >usiness. <alidation ensures that >usiness 1equire+ents are +et even though these +ay have changed since the original design. See also <erification, (cceptance. DService StrategyE ( sequence of )rocesses that creates a product or Service that is of value to a Custo+er. Each step of the sequence builds on the previous steps and contributes to the overall product or Service. See also <alue Get$or-. (n infor+al +easure of Cost Effectiveness. <alue for /oney is often based on a co+parison $ith the Cost of alternatives. See also Cost >enefit (nalysis. DService StrategyE ( co+ple3 set of relationships bet$een t$o or +ore groups or organi:ations. <alue is generated through e3change of -no$ledge, infor+ation, goods or Services. See also <alue Chain, )artnership. The difference bet$een a planned value and the actual +easured value. Co++only used in #inancial /anage+ent, Capacity /anage+ent and Service Level /anage+ent, but could apply in any area $here )lans are in place. DService TransitionE (n (ctivity that ensures a ne$ or changed IT Service,
/n erpinning Contract
/rgency
/sa)ility
/se Case
/ser /tility Vali ation
Value C$ain
Value #or (oney
Value Networ'
Variance
Veri#ication
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)rocess, )lan, or other 5eliverable is co+plete, accurate, 1eliable and +atches its design specification. See also <alidation, (cceptance. Version DService TransitionE ( <ersion is used to identify a specific >aseline of a Configuration Ite+. <ersions typically use a na+ing convention that enables the sequence or date of each >aseline to be identified. #or e3a+ple )ayroll (pplication <ersion , contains updated functionality fro+ <ersion . ( description of $hat the Organi:ation intends to beco+e in the future. ( <ision is created by senior +anage+ent and is used to help influence Culture and Strategic )lanning. DService 5esignE ( #unction of a >usiness )rocess that is critical to the success of the >usiness. <ital >usiness #unctions are an i+portant consideration of >usiness Continuity /anage+ent, IT Service Continuity /anage+ent and (vailability /anage+ent. ( $ea-ness that could be e3ploited by a Threat. #or e3a+ple an open fire$all port, a pass$ord that is never changed, or a fla++able carpet. ( +issing Control is also considered to be a <ulnerability. See Inter+ediate 1ecovery. DService StrategyE ( pro+ise or guarantee that a product or Service $ill +eet its agreed 1equire+ents. See also Service $arranty. ( 5ocu+ent containing detailed instructions that specify e3actly $hat steps to follo$ to carry out an (ctivity. ( 7or- Instruction contains +uch +ore detail than a )rocedure and is only created if very detailed instructions are needed. DService OperationE 1educing or eli+inating the I+pact of an Incident or )roble+ for $hich a full 1esolution is not yet available. #or e3a+ple, by restarting a failed Configuration Ite+. 7or-arounds for )roble+s are docu+ented in @no$n Error 1ecords. 7or-arounds for Incidents that do not have associated )roble+ 1ecords are docu+ented in the Incident 1ecord. The 1esources required to deliver an identifiable part of an IT Service. 7or-loads +ay be Categori:ed by 6sers, groups of 6sers, or #unctions $ithin the IT Service. This is used to assist in analysing and +anaging the Capacity, )erfor+ance and 6tili:ation of Configuration Ite+s and IT Services. The ter+ 7or-load is so+eti+es used as a synony+ for Throughput.
Vision
Vital 5usiness Function
Vulnera)ility
0arm Stan )y 0arranty 0or' Instruction
0or'aroun
0or'loa
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005 ITIL V3 Service Improvement

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005 ITIL V3 Service Improvement

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ITIL Version 3 Service Improvement

ITIL V3 Service Improvement

ITIL V3 Service Improvement

Service +anage+ent as a practice................................................................... 2

., #unctions and processes across the lifecycle....................................................... %

.. Continual Service I+prove+ent funda+entals.....................................................,*

...0 <alue to business.................................................................................................... ,.

ITIL V3 Service Improvement

>usiness drivers...........................................................................................................................,4 Technology drivers.......................................................................................................................,4

...% Interfaces to other service lifecycle practices...........................................................*

, Continual Service I+prove+ent principles.........................................................4

,.9 @no$ledge /anage+ent......................................................................................0% ,.% >ench+ar-s......................................................................................................... 2!

,.** #ra+e$or-s, +odels, standards and quality syste+s.........................................2.

. Continual Service I+prove+ent processes.......................................................2%

ITIL V3 Service Improvement

..*. /etrics and +easure+ent.......................................................................................%%

.., Service +easure+ent.........................................................................................*!%

..,., 5ifferent levels of +easure+ent and reporting......................................................**

..,.. 5efining $hat to +easure......................................................................................**0

..,.* CSI policies......................................................................................................... *,*

... 1eturn on Invest+ent for CSI.............................................................................*,.

...., /easuring benefits achieved.................................................................................*.*

..0 >usiness questions for CSI.................................................................................*.,

..2 Service Level /anage+ent................................................................................*.9

0 Continual Service I+prove+ent +ethods and techniques..............................*0*

ITIL V3 Service Improvement

<alue of processes vs. +aturity of processes............................................................................*0%

0. .* &ap analysis ........................................................................................................ *2!

0.,.9 >ench+ar- approach............................................................................................*4!

0.. /easuring and reporting fra+e$or-s.................................................................*4,

0... S7OT analysis..................................................................................................... *44

0.0 The 5e+ing Cycle..............................................................................................*9*

0.2 CSI and other service +anage+ent processes..................................................*9.

0.2. Capacity /anage+ent..........................................................................................*99

0.2., IT Service Continuity /anage+ent.......................................................................*%2

0.2.. )roble+ /anage+ent........................................................................................... !! 0.2.0 Change, 1elease and 5eploy+ent /anage+ent.................................................. !*

0.2.2 @no$ledge /anage+ent....................................................................................... !*

2 Organi:ing for Continual Service I+prove+ent............................................... !0

2.*. Service /anager................................................................................................... !%

ITIL V3 Service Improvement

@ey responsibilities.................................................................................................................... !% @ey s-ills and co+petencies...................................................................................................... *!

2.*., CSI /anager......................................................................................................... *!

2.*.. Service O$ner....................................................................................................... **

2. The authority +atri3............................................................................................ *4

9.. CSI and organi:ational change........................................................................... ,%

9.0 Co++unication strategy and plan...................................................................... .4

ITIL V3 Service Improvement

% Challenges, critical success factors and ris-s................................................. 0

(fter$ord............................................................................................................. 00 (ppendi3 (" Co+ple+entary guidance.............................................................. 02

ITIL V3 Service Improvement

)eter #anning (cting Chief E3ecutive Office of &overn+ent Co++erce

C$ie# %rc$itect"s #orewor

ITIL V3 Service Improvement

Sharon Taylor Chief (rchitect, ITIL Service /anage+ent )ractices

ITIL V3 Service Improvement

ITIL V3 Service Improvement

Continual versus continuous

ITIL V3 Service Improvement

ITIL V3 Service Improvement

C$ie# %rc$itect an aut$ors

ITIL aut$oring team

ITIL V3 Service Improvement

T$e ITIL % visory !roup

..,.* CSI policies......................................................................................................... ,

...., /easuring benefits achieved..................................................................................

0 Continual Service I+prove+ent +ethods and techniques..............................0

0.0 The 5e+ing Cycle..............................................................................................9

2.., CSI /anager......................................................................................................... !