Bsi bip 0129 2011

Itistemptin tothin thatITserv icemanag me tgo dpra tice g n ralyap lestolarg rorganiz tionswith se min lylmitles resourcesan glo alreputationstoprotect,butthisisnotn cesariyth c se.Smale

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6 T he contin al serv ice improv me tcy cle 141

C ntin al mprov eme tin ISO/IEC2 0 0–th Demin Cycle 141

A ppe dixB Ref erences an usef ul sour es ofinf ormation 18

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• IanTinsle , SManag r, A ccord Group

• Mik Rusel Serv iceDelv eryManag r,Serco

• Richard Griffiths, UserSup or T am Lead r,S n w el H mes

• Jula Helmsle ,C mmisionin E itor, BSI

• Brid etKe yon, Head ofC nsultancy, T halese-security

• Stev eIn al Head ofC nsultancy, C reLtd

• Jer yBradle ,Head ofIS,GDFSu zE&P

• Ja kR ber son-Wor f old, TServ iceManag r,BSI

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ple dedov rth ge eralhulabalo , “Dida yon ch ngea ything

lastnight?An thing?An on ?”

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at h ofice9, h whisperedwe riy

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f actisthatman smal ITteamsg tbypretyw el a lotofth time

w ithouthav in an f ormal Tserv icemanag me tinpla e T he d lv er

th re uire project on timean areg n ralywel thou htofbyth

peo leth ysup or.Sow hat’sal th f us ab ut? W hatisw ron with

th w ayw edothin snow ?

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a price; n termsof taffeff or an go dwi ; ntermsofcos an in

termsofconsise cy.T heserv iceisgo d d spiteth la kofproa tiv ity,

notbec useofit tiscommon tof in thatanITteam thatisnotusin

f ormalproces esisharase ,f ed upan makin moreuseof emp rary

saffthan mayben cesary.T hereisof te g n ralagre me tamon s

th team that h samemis ak sarebein mad timean timeagain,

w ith noon takin ow nerhipoff ix in th m oncean f oral T hisleads

toalotoff usration thatmaybereflecte in hig er han av erag saff

turnov erorabse cean w orld-w earyn gativ eat itu es

C mmu ic tion within th team an betwe n teamsisof te p or,giv in

risetomis rus an suspicion ov er h c usesofpro lemsan a cusations

thaton teamorin iv id alhas oconsantly‘cleanup’af teranoth r

Rea tiv ityiskin ,of te driv en byuser w hogiv ev eryltlenoticeof

re u s s uch asoff icemov esorn wsarer ,parly( butof te not

completely)bec useth yhav en v erbe n told w hatnoticeisa tualy

re uire orw hatth irre u s inv olv es

T heserv icesd lv ere are thosethatth ITteamas umeth user w ant,

in th w aythatth yasumeth user w ant h m Meanw hie,th user

mayhav eloc lworkarou dstoco ew ithth perceiv ed inad q a iesof

IT,butnoon hasth timetositdow n an talkab uthowth ymig t

bechan e Majorincid nt such assysemsf ai n or itesbein dow n

c n bean almos daiyoc ur e ce,w ithth samea tionsbein tak n to

resolv eth m ev erytime,of te w ithouta clearid a ofw hy–‘tjus

w orks…’

In a smal team,th ‘techie’ c n w ield a dispro or ionateamou tof

contolan of te lv esbyth mant a that‘k ow le g isp w er’

d clnin tocommu ic teordocume tu les f orce todoso.T sin is

ofe thou htu n ces arybec use,h d clares, Ik owwhatIm doin ’

an th big-ban ap roa histh s an ardimpleme tation method f or

th samereason,with sometimesc tas ro hicresult

Area tiv eITteamisconsantlysurprise , w heth rit’sbya serv erdisk

f il n uporan off iceclosin dow n tmays i d lv ergo d serv ice,but

it’sof e byth skinofit te th ev erytime.B ton ofth bes w aysto

tel w heth rimpleme tin go d pra ticew il h lpyou asanITteam isto

talktooth rteamsthathav ealread don it.A skth mwh th rth y

w ould goba ktodoin thin sth w ayth yuse toan w eare

confid ntthatyou wi notf in a sin leon thatw ould.OK,th ymay

admitthat ometimesth yreminisceab utth dayswh n th ycould jus

goah ad an chan e somethin orf ixan isu w ithoutlog in it,but

w ould th yaban onth cont olan sabi tyth yhav eex perie ce

sinceth ysare doin it?Wethin not

You jus turnth pag s, rig t? Wel y s, butw ew antyoutog tmuch

moreoutofthisb ok than jus a th oretic l ap reciation ofw hatIT

serv icemanag me tisab ut.Wewantyou tobeabletotak th id as

setoutinth sepag san realyap lyth mtoyour mal ITteam.We

k owit’snoteasy;w ek owth rearea lotofdiff ere tareascov ere ,

an w ealsok owyou’rebusy

T hat’sw hyw ehav etie tosummarizeth v ariousap roa h san

sourcesofinf ormationab utITserv icemanag me tinshor, ho ef uly

easy-to-read chapter ,e din w ith a concisesummaryan somep inter

astow hattodon x ttomov ethin sf orward inyourorganiz tion t’sa

big subjectan in v itablyth rearesomethin swehav elef touteith r

bec usew edon’tthin th yw il bethatusefultoyou orbec useth y

aremoreadv ance concept inap ro riateforan intod ctoryb oksuch

asthis.You should alsobeaw arethatth rearediff ere tw aysoflo kin

atsomeofth concept ofITserv icemanag me tan in someareasth

in usryex persdisagre w ithea h oth r; w ehav et ie totead a

mid legrou d base on ourex perie cean putusef uln s toa smal IT

team f irtin d cidin whattocov er

Wehav ealsoord re th chapter in w hatwebelev etobea logic l

se u ncef or omeon at emptin toimpleme tth id asas h ygo

alon Sow es ar with sometypic lreasonsw hyorganiz tionslk your

mak useofgo d pra ticean th n goon tohowtocreate abusin s

c setoconv inceyourse iormanag me tthatitisa go d id a,bef ore

plan in a serv iceimprov eme tprojectind tai

B tletusalsop intoutthatth reisan alternativ eap roa h that h

b okw il alsosup or Man organiz tionsthathav euse th seconcept

n v ercreate a busin s c se,did notsecurean ex tra f un in nordid

th yplan itasa project T he jus to kth id asan s ar e toap ly

th m in smal w aysinth day-to-daymanag me tofth ir erv ices.No

gran plan, us improv eme tltlebyltle fthin sg tbusyth yhav e

a breakf rom intod cin improv eme t an w he it’sa bitq ieterth y

spe d moretimeonth m Sothisdoesnothav etobea bigd al within

your eam w ith presure d adln san hig manag me tex pectations

Jus sar todothin sdiffere tly, grad aly

Althou h wesetoutasful a ls aswec nofth cure tf ramew orks,

s an ardsan methodsprev ai n in ITserv icemanag me tat h

cure ttime,w e would f re lyadmit hatmos ofourex perie ce(an

th ref oreouradv ice)isbase onIT IL (ITInf rasructureLibrary)Verions2

an 3an th ISO/IEC2 0 0s an ard.T hiso v iouslyhasan eff ectonth

sructureofth b okan th terminolog use Ov eral howev er,th

basicprinciplesa ros IT IL, SO/IEC2 0 0,COBIT, SixSigma etc.are

broadlysimiaran w ehav etie toconce t ateonmakin th main

id asclearrath rthan pushin a par icularw ayofdoin thin s

So, asyou turn th pag s,w e ho eea h on w il s ar tose d atleas

on id a ofhowyouc nmak yourlf e,thatofyour eaman th

d lv eryofITserv icesintoyourorganiz tion, bet er

T heeff ectiv ed lv eryofITserv icesplaysan ese tialpar in th surv iv al

an grow th ofa smal organiz tion throu h tomaturity,especialyin this

intern t-ce ticag Man relyup n th intern t osel th irprod ct

an rea h cus omer socomputerdow ntimew il hav ea directeff ect

up n salesan th ref ore profitabi ty n tou h economiccon itions,

sable ITserv icesc n beth diff ere cebetwe n s ayin in busin s an

goin u d r

Itistemptin tothin thatITserv icemanag me tgo dpra tice

g n ralyap lestolarg rorganiz tionswith se min lylmitles

resourcesan glo alreputationstoprotect,butthisisnotn cesariyth

c se.Smalerorganiz tionshav ejus asmuch togain f omth

ap lc tionof h id asembe d din such f ramew orks,preciselybec use

th ydon’thav elmitles resources.Go dpra ticeisal ab utg tin th

mos fom th resourcesyou hav ean , fyourteam issmal thismak sit

ev en morerelev anttoyou asan organiz tion Unf or u atelyman ofth

go d pra ticeg id s hatex is hav etoc ter omultipleau ie cesan it

isof e th larg rorganiz tionsthatc n aff ord toprov id cont ibutor

tosuch w ork.T hesh ercomplex ityofITserv icemanag me twithin

glo al organiz tionsw ith h n re sofap lc tionsan thousan sof

user means hatth manag me tofth irITserv icesbecomesdifficult

bynaturean thisisin v itablyreflecte inth lterature.B t h

principlesthatareesablsh d w ithin suchlarg companiesof te te d to

sc ledow n q itew el an , asa smal ITteam,youarein a go d p sition

tobe efitf rom th hard les onsthathav ecos th bigplay r man

mi ionsan man y ar tolearn

B tw hatdow e meanby‘smal ITteam’?T hisisa q esion w ehav e

w res le w ith totytoprov id a reasonableansw er.T herearev arious

d f initionsof‘smal organiz tion’ nusewithin th UK ,E ro e,USA ,

A usrala an A sia,usin differe tcriteria suchasn mberofemploy es,

turnov eran v alu ofaset,an v aryin alsobyth paricularin us ry

in q esion.Ev enw hereth samecriteria areuse ,ofe th n mber

arediff ere t,makin a sin led finition diff icult fw eth n ex pan this

toth d f inition ofa smal ITteam specif ic lyitbecomesev enmore

awkw ard,paricularlyifw etak intoa cou t h eff ectofout ourcin ,

w heresometimessig ific ntITo erationsarecont ole bya smal core

teamofin-houseITs aff Obv iouslyth useofex ternal sup ler isof te

organiz tion isc rie outbythird pariesw ewouldsu g s thata b ok

of histypeispro ablyles ap ro riatean on on cont a t

manag me tw ould bemoresuitable

How ev er,w e belev eweow e ittoyou asth read rofthisb oktogiv e

th bes in ic tion w ec n ofth sizeof eam itisaime atsothatyou

c nd cid foryour elfw heth ritisrelev anttoyou.So,asa ‘g tf eel

in ic tion,w e w ould se th targ tITteam asconsis in ofarou d 2 or

f ew er taff , w ith a sig if ic ntpar ofth irITsup or a tiv itiesc rie

outin-house Somepeo leatw hom thisb okisaime w ouldpro ably

consid r2 tobea ‘arg ’ Tteaman itisrealyal ab utperception;

w e hav ecer ainlyimpleme te th id assetoutin th sepag sin an IT

teamoff our,an belev eth ywould s i ap lytoa team ofon

Nowthatho ef ulyw ehav ecleare thatup,th rearea n mberof

dis inctadv antag stobein smal w he impleme tin ITserv ice

manag me t.T heseinclu e:

• Communication ln sares hore ed–a smal team,par icularlyon

base ata sin lesite, w il te dtotalktoea hoth rona f re u nt

basis,an wh nn wid asn e tobepas e on thisisusualya

s raig tf orw ardproces

• Decisionsca bemademoreq ickly–bec useth rearef ew er

peo leinv olv ed inmakin th m,d cisionson ap roa h,d tai

timin etc.wi te dtobemad moreq ickly,th salow in moreto

bea hiev edin th timeav aiable

• Trainingisdelv redfster–prov idin t ainin toa smal teamisa

f aserproces than ifman sesionsn e tobeorganize ,althou h

th n e tok epth serv iceru nin mus o v iouslybeconsid re

paramou t

• Sta f reofte morefle ible–assaffin a smal teamte d tobe

multi-ski e th reisofe morew il n n s tolearn n wski san

perf ormsev eralrolesw ithin th ITserv icemanag me tarea

• Integration ofprocess esca bee sierifth rearefwerprocess

own rs–f orex ample,w hereth own rofth incid nt,pro lem an

chan eprocesesareth sameperon, nte ration c n bea hiev ed

moreeff ectiv elyasp te tialconf lictan th n e forgroup

co-ordination isre uce

Al ofth sef actor c n mean thatth impleme tation timesc leforn w

ITserv icemanag me tprocesesin a smal ITteamc nbesig if ic ntly

shorerthanthatfora larg rorganiz tion,an th be ef it off olowin

go d pra ticec n bef eltmoreq ickly.T hismeansthatuser an ITsaff

c nreapth rew ardsofbet erserv icein a timef ramethatmos larg

organiz tionscould onlydreamof

Italsoh lpstoad res a n mberofisu sofe f ace bya typic l smal

ITteam inclu in :

• Depth ofknowledge–tyin toe surethatITsaffhav ea

reasonabled pth aswel asbreadth ofk ow le g ab ut h serv ices

th ysup or Wew il prov id you w ith amethodofasesin ski s

re uireme t an d v elo in s affcompete ciesin ord rtome t

th m

• Rela ceone tern lsup lers–smal ITteamsof te hav etorely

up n th serv iceprov id dbyex ternalsup or organiz tions,such as

sof tw aresup ler an tech ic lconsultant T hesup ler

manag me tproces e suresthat uchrelationshipsarebase on a

clearu d r tan in of h lev elsofserv iceprov id d an re uires

thatd lv eryagains th m ismeasure an rev iew ed re ularly,th s

improv in th ireff ectiv en s

• Workloadpe ksa dto ghs–th v aryin v olumeofincid nt,

chan esan project d man e byth busin s c nsometimes

sw ampa smal ITteam, eadin toa re uction in th serv ice

d lv ere Tserv icemanag me tprov id sw aysof e ucin incid nt

throu h pro lemmanag me t,managin chan esmoreeff ectiv ely

an setin th ex pectationsofth cusomerap ro riatelythrou h

re ularme tin stodiscus serv icean upcomin project

• Impac ofsta fturnov r, holda sa dsickn s s–d etoth

complex ityofth v ariousrolesf ulf ile byea hmemberofth team,

th los ofon memberofs affc n hav eamoreseriouseff ecton

th serv icethan in alarg rorganiz tion wh resev eralpeo le

per orm th samerole Of te , th impleme tation ofgo d pra tice

hasbe n shown toimprov eth moraleofth ITteam,thatmayh lp

tore ucesaffturnov er.T heemphasison proces an k ow le g

c pturealsomeansthata repla eme tc n g tuptospe dmore

q ickly

• Pressureon b dgets–th smalerITteamusualyhasles mon yto

spe dthan it larg compan e uiv ale t T heeff ectiv eap lc tion of

go d pra ticeh lpstog tth mos outofex is in saff , re ucin

th n e tosup leme t esourcesw ith ex ternalconta tor T hrou h

th ITf inancean sup lermanag me tproces esitalsoh lpsto

e surethato p r u itiesf orcos sav in arehig lg te an

prov id sth measureme tdata tobeabletobalanceserv icelev els

an cos

T he Vision

SoITserv icemanag me tgo d pra ticec n h lpa smal ITteamin al of

th areas hathav ejus be nlse B tifw ehad tosummarizeth real

cont ibution thatitc n p te tialymak toyour eam’s tan in in your

Al to man smal ITteamsarev iew ed byth irpare torganiz tion as

an ex pe sethatth yw ould rath rnothav e Se iormanag me trealze

thatITisa n ces arypar ofa mod rnbusin s buthav eltle

u d r tan in oforconta tw ith th ITd par me ton a daiybasis tis

perceiv edasa uti tyofferin lt lebusin s v alu an th ITManag ris

rarelyinv ite tose iormanag me tteamme tin s.Sometimesthisv iew

istak n toit logic l conclusion an ITisoutource toa thirdpar y

Now,situationsv aryan wearenot ayin f ora mome t hatev ery

smal ITd par me tislk this,an w eho e your isn’t.T hep intisthat

th ITserv icemanag me tproces esan tech iq essetoutinthisb ok

w il h lpyou tof urh rdis anceyourelff romthis ad situation, mprov e

your erv icean yourrelationshipw ithth busin s an mak itmuch

les lk lythatth organiz tionwi fe lthatathird par ycould doit

beter.A s yourmanag me tofITserv icesimprov esyouwi fin your elf

f irmlyin th Eff ectiv eSup lerb xan ho ef ulywel on th w ay

tow ardsbecomin a v alu d B sin s Parn r,contibutin directlyto

busin s perf ormancean re ard dasa srate icas etofth compan

T hatisth v ision; n th res ofthisb okw ew il outln howw ethin

you c ns ar toa hiev eit

Fig re1 –T heVision

• Asmal ITteam hasmuch togain f omth impleme tation

ofITserv ice manag me tan isu iq elypla e toa hiev e

sig if ic ntprogres in a relativ elyshor spa eoftime–in

f act, totimesc lesthatwi mak th irlarg compan

e uiv ale t ’gre n w ith e v y’

• Ke tothisgoal sth abi tytointerpretlteraturethatis

of te aime atlarg rorganiz tionsan tomak it e m

relev antan usef ul toa smal team T hisb okhasbe n

w rite toh lpyou tow ardsthisgoal

• T hev isionistomov ef roma NecesaryEx pe se,throu han

Effectiv eSup lertobecome a tu B sin s Par n r

Ov er v iew

B f orelau chin intoanex planation ofth v ariousconcept sur ou din

ITserv icemanag me t, tispro ablyw orh jus q icklyset in s raig t

someofth termsab utth subject P o leof te ask′W hatisth

diff ere cebetw ee ’Tserv icemanag me t’ ’T IL’ ’SO/IEC2 0 0’an al

th oth rtermsban ie arou d in th in usry?′So,h reisa q ick

ex planation

ITser v icema a eme tisa discipln tisa subjectarea sup or e bya

sig if ic ntamou tofk ow le g thatissetoutin b oksan oth r

me ia an in peo le’sh ads T herearean inf initen mberofwaystodo

ITserv icemanag me t: th IT ILan th lk areonlydocume te

ex amplesofhowitc n bedon –ev en ifyou arenotaw areofan of

th methodsbelow, fyouared lv erin ITserv icesth n youaredoin IT

serv icemanag me talread T heaimofIT IL, SO/IEC2 0 0,COBIT, etc s

toh lpyou todoitmoreeff ectiv elyan w ith lowerriskan ,ho ef uly,

lowercos

IT IL( I Inf r ast r uctureL ibr ary ) isa seriesofb okswrit e an maintain d

byth OGC(U Off iceofGov ernme tC mmerce)thatdocume t th

colectiv ev iewan ex perie cesofman organiz tions’ go dpra tice’

w aysofperf ormin IT serv icemanag me ta tiv ities.Soyouw il f in

chapter on incid ntmanag me t,onreleasemanag me t,on c pa ity

manag me t,etc.T hisprov id smuch ofth d tai ab uthowtoc r y

outITserv icemanag me ta tiv ities, nclu in proces diagramsan

rolesan resp nsibi ties,al brou httog th rintoan ov eral lf e cycle

mod l IT ILisof te ref er e toasa ‘f ramew ork’ bec useitgiv esyouth

s ructurebutitisuptoyou totaioritatalow erlev el toyour

organiz tion’sspecif icre uireme t

ISO/IEC2 0 0isan international san ard lk ISO9 01 (q alty

manag me t)orISO14 01 ( env ironme talmanag me t) ttak sthose

aspect ofITserv icemanag me tthatared eme , bysev eral

internationalcommit e s,asman atoryforan organiz tion w ishin to

prov ethat h yd monsratego d pra tice.Al re uireme t ofth

s an ard (Par 1)shouldbecomple w ith f orth organiz tion tobe

cerif ie toISO/IEC2 0 0 T herearesev eral oth rpar sofISO/IEC2 0 0

thatd serv ea me tion:Par 2, th C d ofPra tice, elab rateson th

n cesariyminimals re uireme t ofPar 1 an d scribes osome

ex te thowth proces esshouldbeimpleme te –usef ul fyou w ould

lk mored tai than iscontain d inPar 1 butdon’tw anttoread al f iv e

IT IL V 3b oks.Par s3,4an 5prov id f urh rg idanceon sco e

d f inition,refere cemod lan impleme tationrespectiv ely.T here are

alsoplansf ora Par 8( Proces A ssesme tMod l)an Par 10( Concept

an T rminolog ),soISO/IEC2 0 0isf as d v elo in intoa wel-rou d d

d f inition ofITserv icemanag me tgo d pra tice

Fig re2summarizesth sructurean th g n ralconcept ofth

ISO/IEC2 0 0s an ard

So re: SO/IEC200 0 0 :20 11Par 1

Prev iouslyIT ILan ISO/IEC2 0 0hav enotabsolutelycorelate asth re

w ereproceses pecif ie in IT ILw hich didnotex is in ISO/IEC2 0 0

( ev entmanag me t,f orex ample),butth principlessetoutin

ISO/IEC2 0 0could s i beuse tofi th gapsf or hosemis in

proceses.T heISO/IEC2 0 0s an ardiscons antlybein rev iew ed an is

Fig re2–S mmaryoft heISO/IEC2 0 0sta d rd

ISO/IEC2 0 0san ard waspublsh d in 2 1 ;on ofth o jectiv esof

thisn wv erion istorealg th san ardw ithIT IL V 3moref uly

Tosummarizean drawana ad micparalel itcould broadlybesaid

that‘Tserv icemanag me t’ s h subject, T IListh setofk ow le g

thatf orms h conte tan ISO/IEC2 0 0isth ex amthatyouc n

cho setotak atth e dtoprov eyourorganiz tion’spro cie cyin th

subject

A bit of hist or y

T herearea f ewthin sab utIT ILthatd serv ea q ickme tion tbe an

lf einth 19 0sasth ITInf rasructureLibrary,a colectionof3 b oks

cov erin aspect ofmanagin ITo erations.Titles an e f romth

f ami arCh ngeMa ageme t, tog idanceon Loc lA rea Netw ork( LAN)

w irin an S tingu aMachin R om.T heinte tion w as oimprov eIT

serv iceq altyin ce talan loc lgov ernme t,an nationalze uti ties

T hisw asVerion 1

IT ILV 2wasd v elo e mainlyin th late19 0s thada nar ow erf ocus,

onth moref ami ar etofsev enb oksan th asociate to ics

( althou h mos ofth ate tion wastypic lyputon th f ir t w oof

th se,k own as h Re an Blu Bo ks):

• serv iced lv ery(cov erin av aiabi tymanag me t,c pa ity

manag me t,f inancial manag me tforITserv ices, Tserv ice

contin itymanag me tan serv icelev elmanag me t)–thisw as

th Re Bo k;

• serv icesup or (cov erin conf ig ration manag me t,chan e

manag me t, ncid ntmanag me t, pro lemmanag me t,release

manag me tan th serv iced skf unction)–th Blu Bo k;

• sof twareasetmanag me t;

• securitymanag me t;

• ap lc tion manag me t;

• inf ras ructuremanag me t;

• th busin s perpectiv e

IT ILs ar e tospread w orldwid an leapa ros th div id betwe n

publcan priv atesector,T heNeth rlan shav in anespecialypromin nt

an a tiv erole.B arou d2 0 , thad becometh d f actosan ard f or

ITserv icemanag me t T heprojecttocreateIT ILV 3,originalylabele

asth ‘T ILRefesh’ w asan ou ce in 2 0 an itwaspublsh din May

2 0 T hisconsoldate th V 2g idanceintoa setoff iv eb oks,on f or

ea h sag ofa lf ecycle,consis in o

1 Serv ices rate y

2 Serv iced sig

3 Serv icet ansition

4 Serv iceo eration.

5 C ntin alserv iceimprov eme t

H w ev er, V 3wasnotanimme iaterepla eme tf orV 2an ev ennow

th reareman organiz tionsusin th V 2b oksasth irmain g idance

T herehasbe nsomecriticismarou dth readabi tyofsomeofth V 3

b oksan thishas esulte in a parialrew rite, w hich issch d le tohit

th sh lv esd rin 2 1

T heIT ILV 3Lifecycleisnormalyreprese te with Serv iceState yatth

corean d sig ,Transition an Operation g id d byit.C ntin al Serv ice

Improv eme tisth n shownasbein ap le a ros al ofth proceses

In ad ition toth fiv ecoreb oksth reisa wid v arietyof

compleme tarypublc tionsalsopublsh d byth OGC( Off iceof

Gov ernme tC mmerce,th own r ofIT IL)an a n mberofw eb-base

initiativ esav aiable

A ssociated concepts, models and t ools

Itisalsowor htakin a brieflo katcerain asociate concept w hich

w il h lpyoutobeteru d rtan th e tireITserv icemanag me t

lan sc pe–IT IL an ISO/IEC2 0 0aref arf romth f ul soryon ITserv ice

manag me t Wehav egiv en a flav ourofea h ofth sein th section

belowbutpleaselo katA ppe dixB f ormored tai an refere cesto

somesourcesofinf ormation ab utea h ofth m.Don’tf org t hatth se

aresimplyoth rg idancemod lstow hich youmig tw anttoref erifit

h lpsyou an yourorganiz tionrea h yourgoals.Don’tg t o

concern d w ith t yin touseev erythin ;ch ry-pickthoseid asan

concept thath lpyou an ig orethosethatdon’t

T heCapabi t yMat ur ityMod l nt egrat i n ( CMMI)isa mod lfor

as esin th procesesofan organiz tion agains a s ep e sc leof

‘maturity’ Use corectlyth CMMIc nbev eryusef ul na gap

as esme tofan organiz tion’sITserv icemanag me tproces es( or

in e d an ofit proces es)

ISO/IEC2 0 0isa f amiyofinternationals an ardsthatprov id a go d

pra ticesolution toa ran eofre ulatoryan o erational securityisu s

f ace byorganiz tions tprov id sg idance onareassuch assecurity

p lcy,organiz tion, per on elsecurity,commu ic tionsan o erations

manag me t, a ces contol sysemd v elo me tan mainte ance,

busin s contin itymanag me t,ph sic l an e v ironme tal securityan

complance

COBITs an sf or‘C nt olObjectiv esf orInf ormation an Relate

T ch olog ’ an isa mod ld sig e toad res th cont olofth e tire

sup or san asissmanag me tin th gov ernanceofITbyprov idin a

compre e siv ed scription ofa seriesofcont olo jectiv esf oral IT

proces esan byprov idin a mechanismformonitorin , measurin an

asesin th on oin maturityof h proceses

ISO/IEC3 5 0isan international san ard d scribin a f rameworkf or

th gov ernanceofth useofITbyan organiz tion.T hisissubtly

diff ere tfom ( butcloselyln e to)COBITin thatCOBITisa mod lf or

th gov ernanceofprocesesw ithinITw hereasISO/IEC3 5 0isa mod l

f orhowse iormanag me t( th b ard ofdirector orsimiar)should

gov ern an setsrate icdirection f orITa ros th organiz tion

L ea isa contin al mprov eme tmethod,of te d scribe asa ‘min set’

th coreid a ofwhichistomax imizecus omerv alu w hieminimizin

w ase.Lean simplymeanscreatin morev alu forcusomer w ith f ew er

resources.W ithin ITLean hasbe n a relativ elyrece te tanttoth

discusion, althou h ithasbe n arou d inoth rin usries,paricularly

man f acturin ,f or ometime

SixSigmawasoriginalyd v elo e in th mid-19 0sbyMotorola,asa

w aytomeasurean re uceth amou tofv ariationorinconsise cyin a

proces tprov id sa q antitativ emethodolog f orcontin al

improv eme tan low erin cossbyre ucin th amou tofv ariation in

proces outcomestoa lev elsuitablef or h giv en organiz tion

Ot hers

T herearealsosev eral oth rf ramew orks, mod lsan international

s an ards hatsup or v ariouspar sofITserv icemanag me t, such as:

• Microsof tOperationsFramew ork( MOF)–simiarin sco etoIT ILV 3;

• BS 2 9 9British Stan ard f orbusin s contin itymanag me t–

tip e tobecomean international san ard in th notto disant

f uture;

• ISO/IEC19 7 –aninternationals an ard f orsof twareaset

manag me t;

• ISO9 01 –a w el-k ow n g n ralq altys an ard thatf ormsth

basisf orman oth rsan ardsinclu in ISO/IEC2 0 0an

ISO/IEC2 0 1;

• TickIT–a sof twared v elo me tsan ard,alsocloselyrelate to

ISO9 01

Decisions, decisions …

A lthou h thisb okf ocusesq iteh av ilyon th proces esas ociate w ith

ITserv icemanag me t, tiswor hp intin outatanearlysag that h

a tualaim ofal of hisistod lv ertoth busin s th sup or thatit

re uires T hatdoesn’tjus mean f ix in PCsw he n e e ; tinv olv es

prov idin th busin s w ith th meanstod lv erit go dsorserv icesto

it cusomer in th mos eff ectiv ew ay Tc n bea h g e ablerof his

butonlyifth min setis ig t.T here’san of t-cite adag thatpeo ledo

notw antq ar er -inchdri bit,th yw antq ar er -inchholes.Wew ould

conte d that h ya tualyw anta pla etok epth irb oks–w hichis

relanton hav in a sh lf , w hichisrelanton bra k t ,w hich n e

q ar er -inch holesf or h screwstosup or th bra k t nrealty,th

cusomer’sperception of h v alu d lv ere byITw il bemeasure by

howeasyitistoperf ormit tasks.Pleasek epthisin min ev en wh n

w eare d epintoth d tai ofa paricularproces

Sow hich ofth sev ariouso tionsshoulda manag rofa smal ITteam

usetoh lpfurh rhis/h rITserv icemanag me tambitions?In v itably

thisisa diff icultq esion.A llofth famew orks, san ardsan methods

outln d ab v ehav ebe ncreate ov era period oftimebyv eryclev er

peo lean , use corectly,w il al h lptoimprov eth w ayin w hich you

d lv erITserv icestoyourorganiz tion.On answ erw ouldbethatyou

should tytotak th bes f romea h ofth ab v eo tions,but ora

busyITmanag rw erecog izethatthisw ould bea v erytime-consumin

ap roa h an pro ablylead toa greatd alofconf usion f oryou an

yoursaff

Soourrecomme dationisthatyoucho sea sin les an ard or

f ramew orkasyourmain sourceofk owle g an ru w ith it,usin

oth r ourcesifyou wish asba k pinf ormation tof il in th oc asional

gaporex pan up n specif icareas T hisis h ap roa hw e hav etak nin

w ritin thisb okan sow ehav ehad tocomedownonth sid ofon

ortw oofth ab v emethodsinord rtok epth subjectlogic lan

consise t

Forth record,th n,th adv icegiv enw ithin th sepag sislarg lybase

up n th ISO/IEC2 0 0s an ard, w ith f ur h rex pansion sup le fom

th IT ILV 3f ramew ork.Wecould hav euse COBITorMOF(orev en IT IL

V 2)an soc n youifyoucho seto.B t,asw ehav ealread admit e ,

ourcombin dex perie celeanstow ardsISO/IEC2 0 0an IT ILV 3sowe

f eelw ec ndoa bet erjo ofex plainin th id asw ith th seasa g id

T hatsaid, et’ssar makin someprogres

• ITserv icemanag me tisa discipln f orw hich IT ILisa

b d ofk ow le g d tai n th colectiv ev iewofgo d

pra ticean ISO/IEC2 0 0isa san ardagains w hich

organiz tionsc n becerif ie

• T hereareman asociate concept an mod lsthatc n

beusef ul nth ITManag r’sare al nclu in :CMMIf or

asesin maturity, SO/IEC2 0 0f oras es in ,contol n

an cer ifyin security,COBITan ISO/IEC3 5 0f or

aserin a manag ablef amew orkf orb th th

gov ernanceofITan ofth procesesofIT, Lean an Six

Sigma forimprov eme tan eff icie cy

• T heconte t ofthisb okare larg lybase up nth

ISO/IEC2 0 0san ard an IT ILV 3,butth searebyno

meansth onlyo tionsf orimprov in yourITserv ice

manag me t

• Ourrecomme dation is hatyou cho sea sin lesan ard

orf ramew orkasyourmainsourceofk ow le g an ru

w ith it,usin oth r ourcesifyou wish asba k p

Next step

Fin outmoreab utth f rameworks, san ardsan methods

cov ere tog ta bet erid a ofhowth ymaybeusef ultoyou

–se Ap e dixB f ormoreinf ormation

T he gap analysis

T hegreat hin ab utgo d pra ticeis hatitd f in spretyclearly

w hereyoun e toe d up.B ttog tf romw hereyou arenowtoth IT

serv icemanag me tpromise lan you w il n e tok owth firtbit–

w hereareyou now ?T hisisth purp seof h gapanalysis(itmaygoby

oth rnames uch as‘T SM as es me t’or‘maturityanalysis’butitis

basic lyth samethin ).T hisisimp rantbec useitgiv esyoua clear

id a ofwhatw il n e tobedon ,howlon itmaytak ,th lk lycos

an , mos imp r antofal w hatbe ef it you mayd riv ef oms ar in

todothin sdiff ere tly

A pproach

T herearerealyonlytwomain waysofc ryin outan ITserv ice

manag me tgapanalysis.Firt,you couldg ta consultant odoitf or

you.T hereareconsultancyf irmslarg an smal w hohav ec rie out

simiarex ercisesman timesbef orean would,ofcoure,brin

sig if ic ntex perie cean adv icetoth par y.B tthiscomesata price

an it’suptoyouwh th ryou thin it’swor hitan w heth ryou hav e

a bu g tav aiable.B arinmin thatan ex ternalasesme tislk lyto

c rymorew eig tthan on you hav edon yourelfan w il te dtobe

moreo jectiv e,soitmaywel bew orh th ex tra ex pe ditureatth

sar

Secon , youcoulddoityourelf T herearea n mberofgapanalysis

to lkit av aiablethatc n as is you in thisan itisw or h hav in a lo k

arou d on th intern t ose ifth yme tyourn e s.Oryoucould

mak yourow n –an wew il tel you how

B tw hatex actlyw il you beasesin th gapagains? Again,th reare

o tions.Ge eralya cepte go dpra ticein ITserv icemanag me tis

emb die in IT IL n it lates v er ion, T IL V 3 consissoffiv eb oks

cov erin ea h ofth sepsina lf ecycleap roa h –namelySt ate y,

Desig ,Transition, Operationan C ntin al Serv iceImprov eme t.Soyou

p siblean maywel bea w or hwhieex erciseifonlybec useyou wi

becomef ami arwith th conte tofth b oks.B titmaytak you q ite

a w hietodoan th result wi pro ablybea lt lesubjectiv e Sow e’d

lk topro osean alternativ ew ayofdoin itthatin ourv iew, sq ick r,

ch aperan moremeasurablethan thisap roa h

Ev en ifyou hav eabsolutelynointe tion ofhav in yourorganiz tion

cerif ie agains it, comparin yourelfagains th internationals an ard

f orITserv icemanag me t, SO/IEC2 0 0, sin ouro inioneasierthan

comparin your elfagains IT ILbec useth f ormerismuch moreconcise,

consisin offew erthan 2 pag sof e uireme t v erusman h n re s

in IT IL.T hismeansthatitisperf ectlyfeasibletogothrou h

ISO/IEC2 0 0Par 1 ( th Specif ic tion)ln byln an d cid w heth ror

notea h ofth 2 0or ore uireme t iscur e tlyinpla e tisas

thou h th ISO/IECcommit e hasdon th hardworkf oryou in

dis i in IT ILdownintoa shor ( butadmite lyrath rdry)concise

summaryofth bes aspect ofgo d pra tice

T herearepublsh dmaterials oh lpyoutak thisap roa h ( an w e

recomme d youlo katth m)butyou alsohav eth o tion tosav e

yourelfsomemon yan jus imp r Par 1 ( th Re uireme t )ofth

s an ard intoa spreadsh etan workf rom that(ofcour e,you w il n e

tobu th s an ardf ir tsoit’snota completelycos-f re o tion).Mak

surethatea hre uireme tisls e in a separatecel sothatyou c n

in ic tein iv id aly,usin a 1 (Yes)ora 0(No)wh th ritisf olow ed

w ithin yourorganiz tion.Forthosethatyou arenotsureab utwe

su g s youer on th sid ofc ution an puta 0.T histh n alow syou

too jectiv elymeasurehowmuch ofgo d pra ticeyou arecure tly

doin an tobreakitdow n byproces area

Ad a f ewmeanin fulchar screate f romth spreadsh etdata an

you’re in busin s ! We’v eputan ex amplein Ap e dixA 1 togiv eyou an

id a ofw hat hiscould lo klk tisalsoa go d id a torecord an

sup or in information orev id ncef ora ‘Yes’an an a tion f orea h

‘No’

Doin it hisw ayalsomeansyou c nrepeatth proces on are ular

basisthrou houtth projecttok epta kofhowcomplantw ith

ISO/IEC2 0 0you aretodate.T hisalsoprov id sa greatin ic tortoput

in y ourw ee lyprogres rep r s

Method

T hegapanalysisisv erysimiartoan au itin man w aysan th

methodsuse toc ryitoutareth same, namely:

• a rev iewofdocume tation an records;

• interv iew in k yper on el

• o serv in th team in a tion

T hemain diff ere cebetwe n th gapanalysisan a realau itisthat h

gapanalysisisa complete‘drainsup’ex ercisecov erin al areasofIT

serv icemanag me tin w hich w ew antsafftov olu te rinf ormation

ab uthowthin sarerealydon atth mome t.Wew antal th isu s

tobelaidbaresothatw ec no tain a t u pictureofhowmuchwork

th reis odo.A nau it, n cont as ,te dstobea slg tlymoreg ard d

aff airw heres afflarg lys icktoansw erin jus th q es ionsth yare

ask d, an nomore

A lthou h th thre methodsarelse belowina setord r, n pra tice

th yn e al tohap e atth sametimean buid up nea h oth r–

f orex ample,you interv iewa memberof taff , rev iewth recordsto

conf irm w hath orsh is ayin ,sitin an o serv eithap e in th n

discus yourf in in sin anoth rinterv iew,f olowe bymoreo serv ation,

etc T hiswi th nalowyou torea h a consid re conclusion f orea h

re uireme t,alon w ith sup orin o serv ations fyou are th IT

Manag rth n,sinceyour eamissmal you mayalread beaw areof

mos ofth answ er w ithoutconsultin an on else;butbe c ref ulto

ch ckthatth wayyou thin thin shap e isa tualyth w ayth y

hap e on th grou d

Re iewofdocume tatio andrecords

T hef ir t tepistogath rtog th ral th docume tation youcure tly

hav eintoon pla ean ases itagains whatis e uire byth

san ard.You mayhav esomethat,althou h itdoesn’thav eth same

nameas hatin th s an ard, fulf ils h same purp sesosi cou t.T he

docume tation in ex ise ceof te te dstobeofa tech ic l naturean is

f ocuse on a specif icpieceoftech olog T hismayreprese ta record of

somekin in ISO/IEC2 0 0terms–f orex ample, a proce ureforalow in

sup ler toa ces yourserv er remotelyisnotex plcitlyd f in d inth

san ardbutiss i relev ant oth Inf ormation Securitysectionasa

‘contol thatimpleme t par ofyourinformation securityp lcy( once

you hav eon )

Man ofyourrecordsmayex is inyourcur e t erv iced sksysemin

v ariousg isesan you mayalsohav esome f orm ofk owle g baseona

share n tw orkdriv e.Docume t prod ce aspar ofw id rcompan

proceses,suchasH an bu g tin , w il alsoberelev ant

T hek yp int tolo kf orw ithin yourdocume tation setare:

• H wcompleteisit? Areth rean procesesthatarenot

• Isitbein use ?Doal relev ants affk owab ut h docume tation

an isth reev id ncethatth yaref olow in it?

• Isitbein k ptuptodate?

• Isitsubjecttochan emanag me t?

• Doesitcontain contol nf ormation such asv erion hisory, author,

ow ner, disribution an ap rov al?

Interviewingke p rson el

Forea h par of h san ard youn e toid ntifyw hoiscur e tly

resp nsiblef orthatarea T hismaynotbep s ibleifsomeof h

proces esjus don’tex is atth mome t,butifthatisth c seth n ty

topin dow n th peron w hoiscloses toit

You th n n e tositth m down aw ayf om an disra tionsan hav ea

chat.Emphasizethatthisisnotan au itan thatyoua tualywantth m

totel you w hatisn’trig trath r han a f antasyv iewofhowth ywish

thin sw ere.Star byaskin th m tod scribehowthin scure tlyw ork

in th area u d rdiscusion bef oremov in on todiscus in th

re uireme t ofth san ard ln byln tmayh lptohav eyourgap

analysisspreadsh eto e ona lapto an markea h re uireme tasyou

goalon

Askth m toshowyou th ev id nceofw hatth ysayishap e in –f or

ex ample, h lpd skrecords, rep rs,min tesofme tin s,emais fth y

c n otev id nceit,th chancesareitisn’t ealyhap e in orit’sso

inf ormal thatitdoesn’tcou t Ofcour e, n a smal teamyou,asth IT

Manag rorsimiarp sition,w il pro ablyw earman ofth proces

ow nerhat an sobeth peron whon e s obeinterv iew ed fyou are

usin an ex ternalconsultantth n thisw il notbea pro lem ash orsh

c naskyou th re uire q esions fyou aredoin th ex erciseyour elf,

how ev er,th n youjus n e toe surethatyou areashon s an

a curateasyou c n reasonablybe; rememberthatthisisnotates buta

w ayofw orkin outw hatn e stobedon toimprov eyourlfean th

sup or of h busin s

Don’tf org ttotalktopeo leoth rthan th ITsaff–th reisnobet er

pla etog ta t u impres ion ofuserperception than f rom a real-lf e

userortw o

Observingth teamin a tio

T hismainlyap lestoth Resolution proces es( i cid ntan pro lem

manag me t),butcould alsobec rie outf oroth rproceses uch as

Relationship( bysitin in on somebusin s an sup lerme tin s)an

C ntol(sit in in on a Chan eAdv isoryBoard me tin )

T hemain pla etosar isth h lp/serv iced sk,an th n mov eintoon

ormoreofth secon -ln resolution groups( ifyou hav eth m)such as

d skto sup or You arelo kin tose ifth proce uresarea tualy

k ow n ab utan f olow ed( ork ptina lock d f iln c bin tin th

baseme t), an w heth rsomeofth ln ag sbetw ee proceseshap e

asth s an ard re uiresth m to–e.g.betw ee incid ntan pro lem

manag me t Youc npickupa lotofusef ul nf ormation jus f rom

loiterin Again,th f actthatit’snota tes n e stobeemphasize to

th saffbein o serv edsothatth ycontin etodothin s h w ayth y

normalydorath rthanth w ayth ythin you w antth mto

Remembertotak time an date notesofwhathasbe n o serv edf or

ref ere celater

A naly sing and prese ting theresults

Onceyou hav erev iew edyourdocume tation, nterv iew ed th k ys aff

member,o serv ed th d lv eryofth serv iceina tion an record d

yourresult onyourasesme tspreadsh et, tis imetocreateth gap

analysisrep r T hisisa k ydocume tthat, fprepare pro erly,wi

f ulf ila n mberofpurp ses:

• asnapshotthattelsyouhowcomplantyourorganiz tion cur e tly

istogo dpra tice;

• sup orin ev id ncef oryourpro osaltose iormanag me tto

impleme tgo dpra tice;

• aroadmapf oryou an yourteam f orth projecttogof orw ard

A sa minimum,th gapanalysis ep r n e stoanswerth folow in k y

q es ions:

• W hatbe ef it could w ean th organiz tion o tain bydoin thin s

in a cordancew ith go d pra tice?

• H wclosetoth ISO/IEC2 0 0s an ard arew eat h mome t?

• W hatap roa h shouldwetak toimpleme tITserv ice

• H wmuch eff or dow easan ITteamn e toputin?

• W hatw il w e n e f rom th busin s tomak itw ork?

T het ickin th rep r istok epth answ er as impleasp sible f,as

w esu g s e , youhav euse a spreadsh et oases your elfagains th

re uireme t, th nyou w il beabletogiv ea s raig tperce tag f ig re

inf al blebutitw il giv eev eryon a pretygo d id a ofwh reyou san ,

w hich isal thatis e uire atthissag

W ithinth rep r don’tforg ttoinclu ethosethin sthatyou are

cure tlydoin rig taswel asareasf orimprov eme tsothata balance

v iewisprese te toth read r,whomayw el beyourmanag ror

director Someinputfomth busin s wi alsoh lptoe sureth rep r

isa balance v iewofw hereyou arenow n termsoftimesc lesitmay

beusef ultotalktooth rITmanag r w hohav eimpleme te go d

pra ticew ithin anorganiz tion ofyour ize,an remembertof actorin

th upcomin project thatyouareaw areofw hichmaya tasa drain on

resourcesan div er youf om yourgoal

Fig re3–Gapa aly sisch r t

• Werecomme d comparin yourcure tITserv ice

manag me tprocesesagains Par 1 ofth ISO/IEC2 0 0

s an ard(th Re uireme t)

• T hegapanalysisisc rie outv ia a combination of

interv iew,docume trev iewan o serv ation

2 Car youtth gapanalysis

3 Rep r an prese tth result

So, et’ssaythatyou’reconv ince : Tserv icemanag me tgo d pra tice

isth w ayforw ard fororganizin th a tiv itiesyoursmal ITteam

per ormstoa hiev eeff icie tan effectiv eserv iced lv ery Youare

conv ince , butnowf orth tou hcrow d –th se iormanag me t

You wi n e toprov id a cose f orec s ofhowthisn wset-upw il be

impleme te , howlon it’sgoin totak ( both in termsofelapse time

an man-hour)an w hat h risksare( both ofdoin itan ofnot

doin it).B tth mos imp r ant a torisw hatyou inte d ittoa hiev e:

thin slk cos sav in s, mprov ed q altyan relabi ty,f as erd lv ery(of

n wserv ices,ofchan es)an bet erabi tytoadapttoth chan in

busin s n e s

T hisal sou dsrath rdau tin an , nsomepar s,nig onimp s ible

but,f earnot, t’srealya simpleproces ofas embln f act Tobe in

w ith,you realyn e tou d rtan th pro lem.T hef irtsepisto

per orm a gapasesme tonyouro eration an w e hav eex plain d how

todothisin th prev ioussection

Basel ning cur rent serv ice

Nex t, youn e tobaseln a seriesofk ymetics Basic lythismeans

putin a sak in th grou d tod f in –an ,mos imp rantly,q antif y

–wh reyouares ar in f om.T hisises e tialasitisagains th se

meticsyouw il promiseimprov eme tan ,f urh rdow n th ln ,rep r

yourprogres tomanag me t.Atypic lsetmaybeasf olows

• User atis a tion –ru a surv eyifyou don’talread ;ch ckthatan

ex is in surv eyasksq es ionsthatarerelev ant oth d lv eryof

cur e tITserv ices

• Staffsatis a tion an morale–useth mos rece temploy esurv ey

ifth reison ; fnotyou could createyourow n

• Serv icelev els–isth rea commonlyu d rto d inf ormalServ ice

Lev elA gre me t( SLA)thatd termin sex isin userex pectations?

W hatlev elsofserv icearecur e tlybein d lv ere ( e.g.av erag

incid ntresolution times, av erag phon answertimeson th h lp

d sk)?

• Staff in lev els–mixofperman ntan conta t taff ; saffturnov er

rates;n mberofincid nt resolv ed persaffmemberperday/w ee

• Numberofincid nt bein rep re an close –youw il n e some

his oric l data toalowf orseasonalf luctuations(e.g.q ietholday

period)

• Numberoff aie chan es–thismaybehard toid ntif y,butt yto

lo kba katan majorincid nt you hav ehad ov erth las thre to

sixmonthsan d termin w heth rth yhap e e bec use

somethin w aschan e

• Serv iceav aiabi ty–paricularlyf oryourmos critic l sysems,how

man outag shav eyou hadin th las sixtotw elv emonthsan how

lon did th ylas ?Howmuch didth ycos th compan in los

prod ction?

• An , ofcour e,cos –howmuch doyoucure tlyspe d on

d lv erin lv eserv ices?Howisitbrok ndown?

Onceyou hav eyourgapasesme tan metics,you c nbe in th

proces ofputin tog th rtw othin s:

1 AServ iceManag me tPlan –w hatare you t yin toa hiev ean

howareyou goin todoit?

2 Abusin s c setoconv incese iormanag me t–w hyisita go d

id a Isan re uire inv es me tjus if ie ?

So, et’sta kleea hof h sein turn

T heIT Ser vice Manageme t Plan

T hisis implya docume td tai n whataspect ofITserv ice

manag me tyou areplan in tota kle, n whatord ran how t

doesn’tn e tobepar icularlyfancy; tmaybeas impleas:

1 asection d tai n th ov eral rationalean aims–f orex ample,to

re ucecossan improv ecusomeran usersatisa tionw his

maintainin th ITf unction asan in-houseteam;

2 asection ex plainin whatth d sire o jectiv esare( w ithtimesc les),

f orex ample:

( a) re uceov eral IT spe dby5perce tbye d ofQ4;

( b) increaseq antityofh lpd skincid nt f ix ed atf ir tc l by10

perce tw ithin on y ar;

( c) improv euser atisf action ratin f rom XtoYbye d ofQ2Y 2;

( d) increaseth av aiabi tyofcritic l sys emsby2perce t;

( e) re uceth n mberofincid nt rep re by5perce t

3 abriefsection ex plainin th ap roa h bein use :

( a) six -monthlyself -as es me t agains ISO/IEC2 0 0tog n rate;

( b) a scoreforea h proces thatw il beuse torev iseth s rate y;

( c) you shouldinclu eh red taisofhowth progres w il be

gov ern d an monitore

4 als ofal of h IT serv icemanag me tproces esin ISO/IEC2 0 0

d tai n :

( a) th cur e tan d sire maturitylev els; an

( b) prioritiz tion a cord dtoea h proces ( somemayf actormore

h av ilytow ardsyourov eral aimsoro jectiv es–se ‘Plan in

consid rations’ n th n x tsection)

Forea h proces ,d tai w hatn e stobechan e , mprov ed or

impleme te ab utth proces in ord rtoa hiev eth d sire maturity

ratin you hav ed termin d in yourplan.You should alsoconsid rea h

ofth met ics hatyou hav esetasyouro jectiv esan d tai th a tions

thatn e tobetak n inord rtobrin ab utth improv eme t

A gains ea h ofth ls e a tionsyou n e tobeabletoputa

reasonablees imateofhowlon thisislk lytotak ,whon e s obe

inv olv ed an howmuch ofth irtimen e stobespe tonit.You also

n e toinclu ean to lsorex ternalgo dsor erv icesthatn e tobe

b u htorbrou htin toas is in th impleme tation ( e.g.a

conf ig ration manag me tdatabase, an tainin couresf orIToruser

saff,ex ternalconsultant f oras isanceorconsultancy).T heseshould al

beprice an giv en timesc les

T heov eral plan ispro ablybes shown asa seriesofspreadsh et ,on

perproces ,show in a Gant char of h a tionstobetak n,althou h

byal meansusea projectmanag me tto l fyou areconfid ntin it

Plan ingconsideratio s

B tw hichof h man an v arie procesesofITserv icemanag me t

should youspe dtimeon f ir t?T heansw ero v iouslyd pe ds osome

ex te ton wh reyou’res ar in f rom, butf orth sak ofsimplcityw e

w il asumethatyou cure tlyhav enon of h proces esinpla e.You

mayhav eon ormoreparicularareasthatarec usin you th mos

pain–such asa hig rateoff aie chan esorcons antlyru nin outof

disk spa e–in w hich c seyoushould cer ainlyad res thosefirtasth y

w il bew hereyouw il d riv eth mos be ef it( an you maycho seto

d f in th se,usin thatslg tlyov eruse term,asth q ickw in) You

mayalsohav eex ternal driv er thatdictatew heretosar, such asa

n gativ eau itrep r orinsructionsf omse iormanag me t

Ex ternal nf lu ncesapar,althou h man of h proces esareclosely

relate toea hoth r,youdohav eth o tion tosar w herev eryou n e

to,sincef ewofth maresotig tlycouple thatth yabsolutelymus be

don tog th r–chan ean conf ig ration manag me tisth mos

of te q ote ex ampleofcloselyrelate proces esan itw ould cer ainly

bew isetoap roa hth seasa pair.T hoseasid ,you mayd cid to

ad res th proceseson ata timeortosomeex te tin paralel

d pe din on howmuch timeyou hav eav aiable.Someorganiz tions

impleme tth procesesa cordin toth IT IL V 3 groupin sofSt ate y,

Desig ,Transition,Operation an C ntin alServ iceImprov eme t,

althou hth ord rc n v aryw id lyd pe din on perceiv ed priorities

T hisisalsoa v ald ap roa h but e uiresa bitmorek ow le g ab ut

howIT IL V 3iss ructure tomak itw ork T herecomme dation of

ISO/IEC2 0 0Par 5‘Ex emplarImpleme tation Plan’ sthat h rea tiv e

proces esaread rese fir tbef oremov in ontoth proa tiv eon san

thatw ould se m tomak a lotof e se

Ourusualrecomme dation,base onex perie ce, sthatyou be in w ith

th mos v isiblean easytorelatetoproces,namelyincid nt

manag me t.T hisu d rpinsman ofth oth rproces esan ,bec useit

usualyinv olv esa sig if ic ntpro orion ofth ITteam,th reisa lotto

begain df rom improv in it effectiv en s early talsousualyex iss

alread in somef ormsorealyyou wi beimprov in a proces rath r

than shockin yoursaffw itha completelyn won tisbes toease

go d pra ticeintoyour eamrath rthanhit in th m ov erth h ad

w ith it.A noth radv antag of tar in h re isthatan improv eme twi

benotice s raig taw aybyyouruser ,soprov idin ex tra mome tumto

k epgoin

In go d pra ticeterms, th proces ofincid ntmanag me tisnormaly

ru byth fu ction ofth ITserv iced skan ifyou don’talread hav e

on ofth sethisisa go d timetosar tothin ab utes ablshin on

Ifth incid nt( an serv icere u s)v olumejusif iesityou mayd cid to

hav eon ormoremember ofyourteamaloc te toth serv iced sk

f ul-time,perhapsev en ona rota basis.B tifv olumeislowan your

teamisv erysmal th n youw il n e toju gleth resp nsetoincid nt

arou d oth rwork,p s iblybye couragin user tolog incid nt v ia a

self -serv icemethod ( orsimplyemai)rath rthan bytelephon

B idin onthisf ou dation, th n x tarea toad res isusualypro lem

manag me tasthisc n hav ea sig ific nteff ecton re ucin th n mber

ofincid nt log e byw orkin outwh th yhap e in th fir tpla e t

isalsocloselyrelate toincid ntmanag me tsoitap ear tobea

logic ls eptoth res ofth ITteam, sore ucin resis ance.Onceth se

tw oprocesesareimpleme te youwi be w el on yourw ay, an

ho ef ulyth be ef it ofusin go dpra ticewi bes ar in tobecome

clear

Nex ton yourls wi typic lybechan e, releasean conf ig ration

manag me tasth sealsorelatecloselytoincid ntan pro lem

manag me tan aremos lk lytobeimpleme te usin th same

serv iced sksysem tisw or h p intin outthatth of te -q ote

tian leof‘P o le/Proces/T ch olog ’s i ap lestoITserv ice

manag me tjus asitdoestomos areasofIT(althou h IT ILV 3 ad sa

f our heleme tof‘Par n r ’),an you n e toe surethatea h ofth se

aspect isad res e ina balance way–se th section h ad d ‘T he

peo le aspect’ an Chapter8relatin toto lsforsomeid ason howto

dothat

In IT ILV 3termsthismeansthatyou w il bynowhav ead rese mos

areasofServ iceOperation an Serv iceTransition n th pas man

organiz tionshav eeff ectiv elyso pe w he th seproces esareinpla e,

re ardin th irprojectascomplete.Ex perie cehasshow n, howev er,that

pres in on toth remainin proces esbrin ssig if ic ntbe efit an

you should aimtok epth mome tum you hav ebuitup.W ithinitial

procesesin pla eyou wi hav eesablsh d contol ov eryour

e v ironme tan c n be in tomeasurean rep r on serv icelev elsw ith

a v iewtosetin targ t ina Serv iceLev elA gre me t

B thisp intin yourprojectyou should bemoreex perie ce in go d

pra ticean c n pickan cho sew hich areastocov ern x t;w ew ould

h sitatetosu g s an par icularord rasitrealydoesd pe d up n

w hereyourw eaksp t are,buta typic lse u ncemig tbe:

1 B d etin an a cou tin

2 B sin s relationshipmanag me t

3 Sup lermanag me t

4 Av aiabi ty/serv icecontin ity

5 Inf ormation securitymanag me t

6 Capa ityan perf ormancemanag me t

A sw esaidearler,doin th mal inparalel salsoq itea hiev able,

thatth inf ormation f l w in f rom th proces esyou hav ealread

impleme te smo th sth w ayf orthosecomin af terwards

T he busines case

So, you hav ethou htthrou h w hatIT SM n e stoa hiev e;you now

hav ed taisof h pro lem( naturean sc le),th recomme d d

solution an th cossofimpleme tin th solution.W hatyou nown e

isa waytoconv incese iormanag me ttoletyoudoit–you n e a

busin s c se

IT ILd f in sthisas‘usif ic tion f ora sig if ic ntitem ofex pe diture,

inclu in inf ormationab utcos s,be efit,o tions, su s,risksan

p siblepro lems’ Itisbasic lya v ehiclef oryou toex plain th aimsof

th initiativ e,howyou’repro osin toap roa hit, w hat h v ariouspros

an consareofth pro ose o tionsan w hatcommitme tyou are

askin forf rom th se iormanag me tteam ( i termsofcos an

sup or ) n anid alworld,noprojectshouldbeu d rak nin busin s

w ithouta clearid a ofth cos s,risksan anticipate returnsan

be efit

Se iormanag me tn e tobemad aw areofw hatyouaree terin

into,especialyasITserv icemanag me tismuchmorethan

impleme tin a n wtech olog or eloc tin an office: tisab ut

chan in toa n ww ayofw orkin thatw il contin ew el af terth

initial f lush’of h impleme tationisov er,soyou n e se ior

manag me ttobef ulyb u ht-intoit

Atypic lbusin s c sewi contain:

1 Int od ction–thisprese t th busin s o jectiv esthat h project,

initiativ eorinv es me tisho in toad res

2 Methodsan asumptions–th mainb d ofth busin s c se,

layin outth o tionsconsid re an pro ose an th as umptions

thatu d rpin an lmit h sco e of h busin s c se

3 B sin s impa t –an ex planation of h f inancialan non-financial

effect th busin s c semayhav eon th busin s

4 Risksan contin e cies–th pro abi tythatalternativ eresult w il

emerg an howitisanticipate tod alwith th m

5 Recomme dations–th o tion pref er e ,specif ica tionsre uire

an n x tseps

Th intoductio

T heint od ctionshould beth easybit( relativ ely).W hatareth is u s

f acin yourd par me t?W hatareth resultantis u s oth busin s, to

th serv icesyoud lv er,toyouruser an cus omer an ,ultimately, to

th cus omer ofyourorganiz tion?

W he you’rew ritin th busin s c se,youmig tf in thatth sc leof

th pro lem is(oratleas lo kson paper)dau tin A tthisp intyou

should sepba ka ltlean askyour elf‘w hatareth k yis u s hat

n e tobeta kle firt?’ T hisw il alowyou tolmitth initial sco eof

yourimpleme tation an breakth w holeex erciseintomore

manag ablephases( eatin th elephanton biteata time).T hiswi

alsohav eth be ef icial effect hatyou c n showearlyreturnson se ior

manag me tf aithin yourplans

B brief , butmak surethatal th p int areth re,arew el ex plain d

an arerelev anttoyourau ie ce.Gothrou hth p int w ith a

coleag ef rom th busin s tomak surethath orsh agre sw ith th

p int you aremakin ;th reisnothin w or ethan put in a rep r in

f rontofth b ard an hav in itblown apar forw antofbeter

ba k rou d research

Meth dsandassumptio s

T hisiswh reyou c ns ar tolayoutyourplan B gin byex plainin ,

brief ly,w hatitisyou arepro osin Don’tf il th rep r w ith to much

ex planation –you c n tak alon orsup lyba k pinformation asyou

thin f it,butdon’tinclu eital h re.W hatyou w antistopainta f ul

pictureofhowyourpro osal sgoin toad res al ofth is u syou

id ntif ie in th int od ction

Mak surethatyouhig lg tclearlyth coss,timesc lesan an oth r

inv esme t you re uiretomak itwork.Forex ample, youmayn e th

b ardtoagre toinclu ecomplancew ithITserv icemanag me t

p lciesintoev eryon ’sper onalperf ormance o jectiv es f hisispar of

a lon er, phase ap roa h,ex plain thatan giv ea sk tch id a ofhow

th res ofth planw il lo k

In ad ition toyourplan,you alson e tod tai atleas on oth r

o tion thatcould beconsid re T hismaybeth ‘Donothin ’o tion,

thatin ic testoth manag me tth cossan risksas ociate w ithnot

f olowin yourrecomme d d cour eofa tion T heremaybeoth rw ays

ofa hiev in th sameresult butata hig ercos ( out ourcin org tin

a slewofconsultant in todoth work).You should giv esuff icie td tai

toshowthatyouhav enotov erlo k d th m