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Contents
List of figures v 5.2 Managing organization and stakeholder
change 161
List of tables vii 5.3 Stakeholder management 173

OGC’s foreword viii

6 Organizing for Service Transition 177
Chief Architect’s foreword ix 6.1 Generic roles 179
6.2 Organizational context for transitioning
Preface xi
a service 179
Acknowledgements xii 6.3 Organization models to support
Service Transition 181
1 Introduction 1 6.4 Service Transition relationship with
1.1 Overview 3 other lifecycle stages 189
1.2 Context 3
7 Technology considerations 191
1.3 Goal and scope of Service Transition 7
7.1 Knowledge management tools 193
1.4 Usage 7
7.2 Collaboration 194
2 Service Management as a practice 11 7.3 Configuration Management system 194
2.1 What is Service Management? 13
8 Implementing Service Transition 197
2.2 What are services? 13
8.1 Stages of introducing Service Transition 199
2.3 Functions and processes across the
lifecycle 14
9 Challenges, critical success factors
2.4 Service Transition fundamentals 16 and risks 203
9.1 Challenges 205
3 Service Transition principles 21
9.2 Critical success factors 205
3.1 Principles supporting Service Transition 23
9.3 Risks 206
3.2 Policies for Service Transition 24
9.4 Service Transition under difficult conditions 206
4 Service Transition processes 33
Afterword 209
4.1 Transition planning and support 35
4.2 Change Management 42 Appendix A: Description of asset types 213
4.3 Service asset and configuration
management 65
Further information 217
4.4 Release and deployment management 84 References 219

4.5 Service validation and testing 115

Glossary 221
4.6 Evaluation 138
Acronyms list 223
4.7 Knowledge management 145
Definitions list 225
5 Service Transition common operation
activities 155 Index 251
5.1 Managing communications and
commitment 157
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1 Introduction
The Service Transition publication is part of the ITIL Service Criteria, implementing according to that design and
Management Practices, which document industry best measuring against the criteria. This would be the case if
practice for the service lifecycle management of IT enabled stability could be assured but in the real world the design
services. Although this publication can be read in isolation, and Acceptance Criteria may be affected by changes to IT,
it is recommended that it be used in conjunction with the other services, the business or other external factors.
other ITIL publications. Service Management is a generic Observation, interpretation and manipulation of the
concept and the guidance in the new ITIL publications broader services environment are often necessary to
applies generically. The guidance is also scalable – deliver the benefits from the services required by the
applicable to small and large organizations. It applies to customer and envisaged by design.
distributed and centralized systems, whether in-house or
At all stages the likelihood of success is balanced against
supplied by third parties. It is neither bureaucratic nor
the consequences of failure and the costs (financial and
unwieldy if implemented wisely and in full recognition of
other). The assessment and prediction of performance and
the business needs of your organization.
risk is therefore an essential and day-to-day element of the
Adopting Service Transition best practices can enable Service Transition process.
improvements to services and Service Management
Successful Service Transition rests on effective
capability by ensuring that the introduction, deployment,
understanding and application of Change Management,
transfer and decommissioning of new or changed services
quality assurance, and risk management and effective
is consistently well managed.
programme and project management. This makes it
possible, at every stage through the Service Transition
1.1 OVERVIEW process, to plan, track and confirm progress against
current requirements, not just for one service but across all
Service providers are increasingly focusing on service
services in transition.
quality while adopting a more business and customer
oriented approach to delivering services and cost Service Transition does not end abruptly when a new or
optimization. changed service goes live; rather it works with Service
Operations to deliver early life support.
Many organizations deliver significant change through
formal projects, and the failure to ensure that projects
address the full Service Management and operational 1.2 CONTEXT
requirements as well as the functional requirements can
be a costly, or even fatal, mistake to an organization. 1.2.1 Service Management
Service Transition ensures that the transition processes are Information technology (IT) is a commonly used term that
streamlined, effective and efficient so that the risk of delay changes meaning with context. From the first perspective,
is minimized. It establishes assurance of the expected and IT systems, applications and infrastructure are components
actual service deliverables, and integrated elements that or sub-assemblies of a larger product. They enable or are
each service depends on to deliver and operate the service embedded in processes and services. From the second
successfully. These elements include applications, perspective, IT is an organization with its own set of
infrastructure, knowledge, documentation, facilities, capabilities and resources. IT organizations can be of
finance, people, processes, skills and so on. various types such as business functions, shared services
Where there is major change there will be complexity and units and enterprise-level core units.
risk. There are usually many interdependencies to manage From the third perspective, IT is a category of services
and conflicting priorities to resolve, particularly as new and used by business. They are typically IT applications and
changed services transition and go live. Service Transition infrastructure that are packaged and offered as services by
takes into consideration aspects such as organizational internal IT organizations or external service providers. IT
change and adaptation of the wider environment in which costs are treated as business expenses. From the fourth
they operate that would influence an organization’s use of perspective, IT is a category of business assets that provide
the services and the associated risks. More is required than a stream of benefits for their owners, including but not
merely receiving a design containing detailed Acceptance
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4 | Introduction

limited to revenue, income and profit. IT costs are treated Public frameworks and standards are attractive compared
as investments. with proprietary knowledge.
Proprietary knowledge is deeply embedded in
1.2.2 Good practice in the public domain organizations and therefore difficult to adopt, replicate or
Organizations operate in dynamic environments with the transfer even with the cooperation of the owners. Such
need to learn and adapt. There is a need to improve knowledge is often in the form of tacit knowledge, which
performance while managing trade-offs. Under similar is inextricable and poorly documented.
pressure, customers seek advantage from service
■ Proprietary knowledge is customized for the local
providers. They pursue sourcing strategies that best serve
their own business interest. In many countries, context and specific business needs to the point of
government agencies and non-profits have a similar being idiosyncratic. Unless the recipients of such
propensity to outsource for the sake of operational knowledge have matching circumstances, the
effectiveness. This puts additional pressure on service knowledge may not be as effective in use.
providers to maintain a competitive advantage with ■ Owners of proprietary knowledge expect to be
respect to the alternatives that customers may have. The rewarded for their long-term investments. They may
increase in outsourcing has particularly exposed internal make such knowledge available only under
service providers to unusual competition. commercial terms through purchases and licensing
agreements.
To cope with the pressure, organizations benchmark
■ Publicly available frameworks and standards such as
themselves against peers and seek to close gaps in
ITIL, Control Objectives for Information and related
capabilities. One way to close such gaps is to adopt good
Technology (COBIT), Capability Maturity Model
practices in wide industry use. There are several sources
Integration (CMMI), eSourcing Capability Model for
for good practices including public frameworks, standards
Service Providers (eSCM-SP), PRINCE2, ISO 9000, ISO
and the proprietary knowledge of organizations and
20000 and ISO 27001 are validated across a diverse
individuals (Figure 1.1).

Standards Employees

Industry practices Customers

Sources Enablers
Academic research Suppliers
(Generate) (Aggregate)

Training & education Advisors

Internal experience Technologies

Substitutes Competition

Drivers Regulators Compliance Scenarios

(Filter) (Filter)

Customers Commitments

Knowledge fit for business

objectives, context, and purpose

Figure 1.1 Sourcing of Service Management practice

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Introduction | 5

set of environments and situations rather than the The ITIL Library has the following components:
limited experience of a single organization. They are
■ The ITIL Core: best practice guidance applicable to all
subject to broad review across multiple organizations
types of organizations that provide services to a
and disciplines. They are vetted by diverse sets of
business
partners, suppliers and competitors.
■ The ITIL Complementary Guidance: a complementary
■ The knowledge of public frameworks is more likely to
set of publications with guidance specific to industry
be widely distributed among a large community of
sectors, organization types, operating models and
professionals through publicly available training and
technology architectures.
certification. It is easier for organizations to acquire
such knowledge through the labour market. The ITIL Core consists of five publications (Figure 1.2). Each
provides the guidance necessary for an integrated
Ignoring public frameworks and standards can needlessly
approach as required by the ISO/IEC 20000 standard
place an organization at a disadvantage. Organizations
specification:
should cultivate their own proprietary knowledge on top
of a body of knowledge based on public frameworks and ■ Service Strategy
standards. Collaboration and coordination across ■ Service Design
organizations are easier on the basis of shared practices ■ Service Transition
and standards. ■ Service Operation
■ Continual Service Improvement.
1.2.3 ITIL and good practice in Service
Each publication addresses capabilities that have a direct
Management
impact on a service provider’s performance. The structure
The context of this publication is the ITIL Framework as a of the core is in the form of a lifecycle. It is iterative and
source of good practice in Service Management. ITIL is multidimensional. It ensures organizations are set up to
used by organizations world-wide to establish and leverage capabilities in one area for learning and
improve capabilities in Service Management. ISO/IEC improvements in others. The core is expected to provide
20000 provides a formal and universal standard for structure, stability and strength to Service Management
organizations seeking to have their Service Management capabilities with durable principles, methods and tools.
capabilities audited and certified. While ISO/IEC 20000 is a This serves to protect investments and provide the
standard to be achieved and maintained, ITIL offers a body necessary basis for measurement, learning and
of knowledge useful for achieving the standard. improvement.

Continual
Service
Improvement
Service
Transition

Service
Strategy

Service
Design Service
Operation

Figure 1.2 ITIL Core

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6 | Introduction

The guidance in ITIL can be adapted for use in various 1.2.3.2 Service Design
business environments and organizational strategies. The The Service Design publication provides guidance for the
Complementary Guidance provides flexibility to implement design and development of services and Service
the core in a diverse range of environments. Practitioners Management processes. It covers design principles and
can select Complementary Guidance as needed to provide methods for converting strategic objectives into portfolios
traction for the core in a given business context, much like of services and service assets. The scope of Service Design
tyres are selected based on the type of automobile, is not limited to new services. It includes the changes and
purpose and road conditions. This is to increase the improvements necessary to increase or maintain value to
durability and portability of knowledge assets and to customers over the lifecycle of services, the continuity of
protect investments in Service Management capabilities. services, achievement of service levels, and conformance
to standards and regulations. It guides organizations on
1.2.3.1 Service Strategy how to develop design capabilities for Service
The Service Strategy publication provides guidance on Management.
how to design, develop and implement Service
Management not only as an organizational capability but 1.2.3.3 Service Transition
as a strategic asset. Guidance is provided on the principles The Service Transition publication provides guidance for
underpinning the practice of Service Management which the development and improvement of capabilities for
are useful for developing Service Management policies, transitioning new and changed services into operations.
guidelines and processes across the ITIL service lifecycle. This publication provides guidance on how the
Service Strategy guidance is useful in the context of requirements of Service Strategy encoded in Service
Service Design, Service Transition, Service Operation and Design are effectively realized in Service Operations while
Continual Service Improvement. Topics covered in Service controlling the risks of failure and disruption. The
Strategy include the development of markets, internal and publication combines practices in release management,
external, service assets, service catalogue, and programme management and risk management and
implementation of strategy through the service lifecycle. places them in the practical context of Service
Financial management, Service Portfolio management, Management. It provides guidance on managing the
organizational development and strategic risks are among complexity related to changes to services and Service
other major topics. Management processes, preventing undesired
Organizations use the guidance to set objectives and consequences while allowing for innovation. Guidance is
expectations of performance towards serving customers provided on transferring the control of services between
and market spaces, and to identify, select and prioritize customers and service providers.
opportunities. Service Strategy is about ensuring that
organizations are in position to handle the costs and risks 1.2.3.4 Service Operation
associated with their Service Portfolios, and are set up not This publication embodies practices in the management of
just for operational effectiveness but for distinctive Service Operations. It includes guidance on achieving
performance. Decisions made about Service Strategy have effectiveness and efficiency in the delivery and support of
far-reaching consequences including those with delayed services so as to ensure value for the customer and the
effect. service provider. Strategic objectives are ultimately realized
Organizations already practising ITIL use this publication to through Service Operations, therefore making it a critical
guide a strategic review of their ITIL-based Service capability. Guidance is provided on how to maintain
Management capabilities and to improve the alignment stability in Service Operations, allowing for changes in
between those capabilities and their business strategies. design, scale, scope and service levels. Organizations are
This ITIL publication encourages readers to stop and think provided with detailed process guidelines, methods and
about why something is to be done before thinking of tools for use in two major control perspectives: reactive
how. Answers to the first type of questions are closer to and proactive. Managers and practitioners are provided
the customer’s business. Service Strategy expands the with knowledge allowing them to make better decisions in
scope of the ITIL framework beyond the traditional areas such as managing the availability of services,
audience of IT Service Management professionals. controlling demand, optimizing capacity utilization,
scheduling of operations, and fixing problems. Guidance is
provided on supporting operations through new models
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Introduction | 7

and architectures such as shared services, utility ■ Transfer of services.

computing, web services and mobile commerce.
Guidance on transferring the control of services includes
transfer in the following circumstances:
1.2.3.5 Continual Service Improvement
■ Out to a new supplier, e.g. outsourcing, off-shoring
The Continual Service Improvement publication provides
instrumental guidance in creating and maintaining value ■ From one supplier to another
for customers through better design, introduction and ■ Back in from a supplier, e.g. insourcing
operation of services. It combines principles, practices and ■ To or from an external service provider
methods from quality management, Change Management ■ Moving to a shared service provision (e.g. partial
and capability improvement. Organizations learn to realize outsource of some processes)
incremental and large-scale improvements in service ■ Multiple suppliers, e.g. smart-sourcing
quality, operational efficiency and business continuity. ■ Joint venture/secondment
Guidance is provided for linking improvement efforts and ■ Partnering
outcomes with Service Strategy, design and transition. A
■ Down-sizing, up-sizing (right-sizing)
closed-loop feedback system, based on the
■ Merger and acquisition.
Plan–Do–Check–Act (PDCA) model specified in ISO/IEC
20000, is established and capable of receiving inputs for In reality, circumstances generate a combination of several
change from any planning perspective. of the above options at any one time and in any one
situation.
1.3 GOAL AND SCOPE OF SERVICE The scope also includes the transition of fundamental
TRANSITION changes to the service provider’s Service Management
capability that will change the ways of working, the
1.3.1 Goal organization, people, projects and third parties involved in
The goal of this publication is to assist organizations Service Management.
seeking to plan and manage service changes and deploy
service releases into the production environment 1.4 USAGE
successfully.
1.4.1 Target audience
1.3.2 Scope This publication is relevant to organizations involved in
This publication provides guidance for the development the development, delivery or support of services,
and improvement of capabilities for transitioning new and including:
changed services into the production environment,
■ Service providers, both internal and external
including release planning building, testing, evaluation
■ Organizations that aim to improve services through
and deployment. The guidance focuses on how to ensure
the requirements of Service Strategies, set out in Service the effective application of Service Management and
Design, are effectively realized in Service Operations while service lifecycle processes to improve their service
controlling the risks of failure and disruption. quality
■ Organizations that require a consistent managed
Consideration is given to: approach across all service providers in a supply chain
■ Managing the complexity associated with changes to ■ Organizations that are going out to tender for their
services and Service Management processes services.
■ Allowing for innovation while minimizing the The publication is relevant to IT service managers and to
unintended consequences of change all those working in Service Transition or areas supporting
■ The introduction of new services the objectives of Service Transition including:
■ Changes to existing services, e.g. expansion, reduction,
■ Staff working in programmes and projects that are
change of supplier, acquisition or disposal of sections
responsible for delivering new or changed services
of user base or suppliers, change of requirements or
and the services environment
skills availability
■ Transition managers and staff
■ Decommissioning and discontinuation of services,
applications or other service components
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8 | Introduction

■ Testing managers and testing practitioners, including Chapter 2 – Service Management as a practice
test environment and test data managers and This chapter introduces the concept of Service
librarians Management as a practice. Here Service Management is
■ Quality assurance managers positioned as a strategic and professional component of
■ Asset and Configuration Management staff any organization. It illustrates elements of the Service
■ Change Management staff Transition lifecycle stages. The goal and scope of the topic
■ Release and deployment staff are set out together with key success measures. Interfaces
■ Procurement staff to other ITIL Core topics are described and the processes
■ Relationship managers and supplier managers that support transition are listed, placed in context and
outlined in terms of their range of applicability across the
■ Suppliers delivering services, support, training etc.
lifecycle and their interface and relevance to transition.
1.4.2 Benefits of this publication Chapter 3 – Service Transition principles
Selecting and adopting the best practices in this This chapter sets out the key tenets and concepts within
publication will assist organizations in delivering Service Transition, specific terminology and usage.
significant benefits. Adopting and implementing standard
and consistent approaches for Service Transition will: Chapter 4 – Service Transition processes
A separate section is dedicated to each of the processes
■ Enable projects to estimate the cost, timing, resource
that support Service Transition.
requirement and risks associated with the Service
Transition stage more accurately Some of these processes are almost wholly contained
■ Result in higher volumes of successful change within the transition area, e.g. deployment. Others are
■ Be easier for people to adopt and follow effectively whole lifecycle processes that support the full
service lifecycle: Change Management for example (see
■ Enable Service Transition assets to be shared and re-
paragraph 2.4.6).
used across projects and services
■ Reduce delays from unexpected clashes and Chapter 5 – Service Transition common
dependencies, e.g. in test environments operation activities
■ Reduce the effort spent on managing the Service Activities, information and other matters relevant to
Transition test and pilot environments Service Transition, including the management of
■ Improve expectation setting for all stakeholders organizational change during transition.
involved in Service Transition including customers,
users, suppliers, partners and projects Chapter 6 – Organizing for Service Transition
■ Increase confidence that the new or changed service Roles and responsibilities together with other appropriate
can be delivered to specification without unexpectedly organizational options are considered with reference to
affecting other services or stakeholders relevant adaptations for size, industry sector etc.
■ Ensure that new or changed services will be Chapter 7 – Service Transition technology
maintainable and cost-effective.
considerations
The publication will help its readers to set up Service All aspects of IT Service Management rely, to a greater or
Transition and the processes that support it, and to make lesser extent, on appropriate technological support. This
effective use of those processes to facilitate the effective chapter sets out the typical technology requirements for
transitioning of new, changed or decommissioned effective Service Transition and how technology can
services. deliver constructive support.
It sets out guidance on the establishment and operation of
Chapter 8 – Implementing Service Transition
Service Transition and specifically addresses the processes
that are substantially focused on supporting Service This chapter considers the elements required and suitable
Transition. Specifically, in addition to this chapter’s high- approaches of an organization implementing Service
level introduction to the subject, subsequent chapters in Transition.
the publication address the following topics.
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Introduction | 9

Chapter 9 – Challenges, critical success factors

and risks
In order to ensure successful, effective and efficient Service
Transitions it is essential to be able to establish the
performance against targets and costs against budgets of
transitioning services and of the process overall.

Afterword
Appendix A: Description of asset types
Further information
This appendix references external (to ITIL) concepts and
approaches that are relevant to Service Transition. Included
are:
■ Formal standards such as ISO/IEC 20000 and ISO/IEC
27000
■ Best practice guidance such as COBIT
■ Processes and methods such as project and
programme management.