Introduction

1.1 A HISTORKU P e R S P E M OF IT the tSMF has m m h w d d w i i as ITlL's ppulariry

SHIVICE M A N A G H U M AND ITL cm-kmB to cpw.

IT wrvlm maMgematt {Wmlwd naturally a services A formal standard for ITSM, lh?B&ish Standard 1K100,
k a m e underpinned in t h e by the developing Iargdy ls;rs~drm i l l ! p a r t h t , wat pthhlithpC1 and
twhndogy. In Itr early p a , IT was mainly facused on foll~)wedby various national a n d a d s in numerous
appllcathn dmhpm@nr- e l t h nmu ~ pw~lhilitl~ munthes. 5 I n then ~ the 150 200130:2005Ztandard w&
seeming to be ends in them*lves. Harnessing the i n t r o d u d and gaincd mpid rmognition globally.
apparent h mof thew new teclinobgl& lneallt IIIL's next revision b a n in the mid 1990%until 2004.
c o n m m t l n g on dellwring the creawd applimtlons as rr V e f i i ~ n2 of ITIL, as i t is commonly &red to, was a more
part of a larger service offering, suppomng the businea t a w t e d pmduct - with nine k o k s - explicitly bridging
kelt. the pap M w w n techndogy and business, and with
During the 19805, as the p r a c k of service management guldancefocused strongly on the p m ~ s e srequlred to
grew, so too did the dependency of the businer Meeting delkr effecthe services to the business customer.
the busin-s n d called for a more radical r h u s far an
IT serdce approach and me 'IT help desk' emerged to deal 1.2 ITlL TODAY
with the frequency o f issues sukred by thwe w i n g to
use TT s d m In deliwry of thelr businw. la 20W, lhe OGC beydrl Lhr se~uridrlidjur rdresh inilialive
d ITlL in recognition of the r n a s s i ~advanceme& in
At the vme h m , the UK government. fuelled by a need tixhnaloqy and emerging c h a l l e n g ~for IT rervlce
for finding & h u e s , set out to document liow the best p r w i d ~New
. technology a r c h l t ~ t u rvirtualizatition
~, and
and most successful organhations apprnechecl service ouEourclng became a rndnstay af IT and the process-
mansgement B y h h t e 198CkMbearly lWOs,theyhsd tsapedrpproachctmL~tok~toamess
produeed a rerles d bob documendm an a mm servloe mamgmm challengrz-
the TT s e w b management needed to suppm business
users. Thls I l b r w of ~ C l d d the IT
C as m
Rfbw wnty years mL -ins tl-e mwt w n i z e d
hhdrudwe Lihry-lNtoahfriendr framework Dor rrSM In the world. Whlle It has d v e d and
changed S breadthand depth, it the
The afginal Library p w to w r 40 books, and swted a ftmdamental cnnqsts of leading @ice-
chain raaction of ht& in the UK IT s e k commmity
The tern 'IT mvle manqemnt' had not k e n mind at
thii p&$ but becam a m m m maraund the mid
id.1 'why IS mL =SUCCWEM?
mLk intenrionalycamposeddacommpn-
T m a the m a r @ d I l l L cpw. In 1991. a lrser fuum,
approach to service management - do what wakr. And
the ITInfunnath Mmacpnmt Faum (lllMF1, was w b t wmks Is adapting a c m m m famework of practices
mated b Mng lTL users together to exdwnge ideas and
thnt unke afl anxu of IT # W e p v k h mwrd a shgle
l a m from enh other. a d w d d eventually change b
aim - delkrhg valw ao the brrslnesr. The folowim list
name to the TT Servk Management Forum W R . TMay,
 cummor rrpeds, twt fiOrn V n g Uwm Ltvough
preparatfan, andysb and emmhing customer wage
pemrns.
a ~mp- - rnL -S ma- -p
are applicable h any IT aganiz;ltkn because they rn lkrextsiydieantchaacaeriseicb~~aticused
not based ar any paamlactechnow pkhm, a smke mmgwnent pacckes that are responshre.
h ~ t y p e . ~ L k & bytheUKppvemmeWwrb comlsent md measuible. a d define the prov#efs
na tled m any cmm-mA pqxletary pcUce a quallty in the eps d Wr customers. T h w p r a m
sdulon pwkk stablllty and pdicmbflkyI and permeaae the
-
ekn-prr#rp#m mL & ~ 5 r~h$ ~ I ~d P MS
S ~ M C ~
C U h .

thwted pmcths that hue appli&ih& b dl t y p The find dmxtmistic is the prwtdefs ability to
d nrriee m p n i M i o n r It anlinuks a lw uwhd amtirumsly a m b e a d fire tune service prcwion to
r e W t in publlc and @We Internal and maintaln stable, relhbk pt adaptbm and m s p m h
exhml sewice pwlders, small M i u r n and lwge n r v i m that a l b the cushmr to faclts an their businex
enaerprk, and withln any tdmkal envlronrnent wRho& m r n fa IT mlae relhMky,
-
Red p d m mL s i m k mnagement practkes
In these M a n s p u see a Qustedp a m i p beween
represerrt t k teaming mperkms and thought
IeadetWp d t h e world's bra in c k wvla providen the c u s w w a d the~~~ provider. Thqr s h e riskand
~andevolw~rEa~krwrwstheypbryade
Gmdpdw-Notewypr&lceh!llLcabe
m the success ofthe other.
m i d e n d 'bertpractke',andforgoodreawn.For
mmy,abknddconrmwl@andbest~ A5ia&(~pPYidB,thiskrvhatywwantbhk.A~
are vvha glw rneanlng and whkvabllhy oo M.In a astornw, this is what ywr wart in a service provider.
somerespea b Q z t p 3 k a r p t h e f h w u r dfhe
Take a moment ltmk wound at the *ndumyhigh-
day. Ail bert p m c h s bemme mmnan p a d k c m r
W m i q w w h pmkkrs Y&ll see that most ux
the, k i n g =placed by new best padces
~ l c Marqemm
e ptactks, Thb kn't dncldenae at dl.

1.3 THE I l l 1 VALUE PROPOSITION 1A THE ITlL SERVICE MANAGEMEM

All hlgh-performing setvie prwEders share similar PRACTICES
thardrleridiw. This is riuL wirrcideriw. There am aps,ir~;
M e n we turn on a rmter tap. we expect to see water flow
capabilitk inherent in thdr 5uxe55 that they demonstrate
frm it. When we press d m a light switch, we expect b
mslswntly. A c m capatillty is their strategy. If you were
see light flll the room. Not so many years ago these way
t o ask a highachieving service provider what makes them
~ I W fmm R ~ mpir cnmpmitrm, t h y w n u ~PII~ p uthat basic things were not as reliable as they are today. We
h o w Instincthely that the advances In technology have
Et Is thdr Inirinslc undestandlng dhow hey w J&
rriade them nlfable enough a be ctmldemd a utility. Bur
value to their cummen. They mdersbnd the curwWs
it isn't jlrst the khmlogy that makes the senrim &lie.
bwir~ei$ &$xtMsand the m k they play in enabirq
It Is how l h y are mnw.7hk is w & e management!
thoseg~eahesmbem~Ad&erlodcwrrldrewalthar
thelr~ttytodothLdmsnotmmehm~~bo
The-useodlTWayhas~e~u8lilydtnrsl~ ' m r n u n w d incRulduals and orqanWims in the prrblie
Simply having the bese ted-~hlog y it
will ~IU and.@me sectors fasaers b gcwtt and murky. F a d
~ V W Sm ~ k rena~lty.
e Pmrsknal,respardw, rchemes d st for the &waU#l, tcalrdnq and ceiMcabn
uakrec$fwn s d c e management k m b r h g s this of w i s i n g o q .andhdiir#uds
~ i-ce ~ k ~
&ltyd mem the business, qualtty; h&myk t prakesf aQdemlc m?arch ard
Formd stmda& carmbutlem IBInaeHectual mphl and
The ob1mhe d the Ill1krvke Managem praetlce
h ~ lsto pmvlde
k &rps to bushesr mi tame^
draw fmn k
that arc fit for p u r p s ~~tablc
, and that arc 50 rcliablc, thc rhc origins of s c ~ m rnanaymcnt arc in traditional
business views them as a trusted utility. iervice b u s i n e s ~si~chm airlines. banks. hotels and
3 h m companies. Its practice has grown with the
lTlL urers hly r a c l i ~yuiddriu appliuble lu all l y p d
adupliuri Lay IT ugdriirdliwis d d senrire-urirr~ltul
wganizatim who provide servicm t o a business, Each
publication addresser capabili~eshaving dlrea impact nn
~ p p r o x to
h managing IT applications, infrastructure and
smwses. Salutions tn buslnegs problems and support for
a service pprurvldet's performance. The structured the w r e
pnaice takes form in a Service Lffecycle. It Is Iterative and ~uslnessmodels. strategis and operatbns are Increasingly
n the form of senricer. The popularity of shared ~rvkes
multldim~nslonal.It ensum nrqanimbns are set up t
m
3nd outsourcing has contributed to the incrwse in the
k a g e apabilmin me a m for learn@ and
imkr ab uganhatlons who we senrlce providers,
lmpwmmkr&en.Tlu?mrrkapeebedtrp~
neludhg Internal mganlmhd UWB. Thk In mrn has
mmre,StabHIty ad smlgth m sennce lwmgmM
capbllMs wRh duabk prhrdpks, methods a d tools,
-a the pscdcle d senrke mMgementand at
Thls SMM to pmm Investments and p k l e the
k m e U r n Imposedg w a r chaikngis yxn It
rrecessary basis for nreawement, I w n h g . d -fin d md m
A'mW isameri#rrofdeliveringvalwtowtmm
b y ~ i t i i w t ~ ~ ~ r t o m r r s w a n t b ~
Th~~~'mrnc~nbeadaptedfwusein~riars
Hrithwttlwdipof~msbwdrisks.
budnpds e n v i m m and arqan!aiond rtrabxja~ lhe
aa~implement
camptmmtary guidance pukks f k i b i i i ~ ~areawidm~inwhiehtkdefln~md
the are Ina d m nnge of dronFnenK Rmhtmen a s m i c e c a kexpmddupon,tmrasaltrask
cm select ~ r guidance as reeded
n ~
to prov)ek c o m~p t , ~ I s t k m e # r s o f d e l M n g M k r e , m d
traaion b r the min a given buines much like nrrma~bwyov~izatknchoosestrodefinea
tyresates&uedbedcmthetyp?dauwmoblle. wnrke,thlsmrmbeaxt)reheartdvlrfrarMnesa
p u p w and road aandltkrrr TMs Is m I mthe
duabllky a d pomblIHy d kawledge asrets and to
pmmf m m t m m In s ewm a ~ ~ a p a b l ~ 1.6 w m n w THE mL SERWE
MAHAGEMEM UACYTLE
W hd i i i n g prPrwiiblNsdce
mnlcgement pnuices, ft Is helpful to undersand ?he
o w a l l m m t m u R u r e a n d hwKiP/CSmaiare
 M q d e p m s s e t s and uchchwih
llw Service l & q d e &ages wly on ~ C K E S Y Eto
~ -&e

The mL oerviae management pmices we ~ s w of l each element d the p& in a d s b e n t , meawrable,

three main d p d ~ ad& mi-: repatable way. w - c a m pddiitiar Wii the
proressesitma!aswed,h#theyfmegmwiththtz
m Ill1mice manwment p m d h - cue guidance othershgesoftheliandthedvitiesneededto
I mL m - c e m m w n t mc -
ia m p l m n t a r y edny them aft.
guidance
rrOL w b suppal2 services. SuppmfIng agmm!zath s h u d u ~ & s &s
Each publkatkn W m e s the ~ nm k and l ~
mqmnsibitiier tha shwld be mns*kked b manage the
bn.* Senrice l h c y c k These m k are provided as a guideline
The core set ~~ d six prt,Ikatlons: a r d can be a m b i n d 83 fk into a wariq d orgaoirati
fiructmsSuggestiim For optimal organkation stnr&u-es
u b r m & m m m L - m r m
are also pmided.
[thb p u b l ~ ~
~5~
M W r n A h s
5wkDesign
mL d c e management prartkes gah mmwhen
I ~~ the right type d technical atomation is applid Etch
r m- -I publkatlon malpes recmmendatsom on the areas
I c&mtd--t to focus Pchnology.automatknon. and the bsie
A common M u r e a- all the cae guidaoe requlmwm a mle p l d e r d l warn to conslder
publications bet# to easity find rdemces between when hooslng sewke mamgmem -1s
volumes snd Hm#e m lmk f i r slmllar grldmce mpks
dthln each stage of the IZFecyck
For orgmirations rrew to m l or those wishing to i m p w
t h e l pr& maturity a r t Mcp cap&iiity, each
Thls mTm d a h rnplblltbn out the b l n e s s publidan outtinas the best ways to implement the mL
caw argunt&~td t h e need for viewing mmke Wlce L i m e stqa.

--
maqerrrentina ~ l e m n t e e t t a n d a n ~ o f t h e
f t b I-le
pr;~ticash that stage o that mnatbuaesm wm&
r i i k E d ~ k a t m r c e s siktun
it ltbieflyoutlmesthEmmfwtheprzkiu3 that These ae always p m t In any organization. Each
~IIW arx~ ttey cmntibute m bushemc va~ue. publlcatkn hTghlm the common c h a l l m risks and
success k b r s that most organMorrs experience and
hwrpowyumthm.
Practice principlesare the policies and govrernance aspas
of that Ilkcycle stage that an& the k t h l processes
md actlvrtlm a sehidw thelr obJmfw.
-mY 3uH-
There m nwny -1 mthadr, pmctires and

-
f r a n d that align weH to mL p r a k k h
p l b l i d n povitk a list of the^ and hthey
inmyateinto the INWee L-e, w h . t h q aw
useful a d hrm.

tf?mMt=
E a d l p u b l ~ ~ ~ v r a r k h r g t ~ a n d
~d~Uwpradkeseanteappli.Theyatw
pmMed a he@you capitdhe UI tbe In&my expxienm
and e x p d s already
~ h use. Ead~ca be adapted wlthln
your pakular orgmiratimal w m ;

-mp~~guldance.
This is a living library af p u b l i i s with guidance
qxdk to inckby -5, orgarkation type%qxmthg
d l s and technalogy arrtitectura Each publiGation
miupparts and enhnras the guidanm in the mc u e .
P W i s in this catepy will be d n u a t l y added to
the mplementasy Itmy of pr;wriee and will mntain
m n t m h m the expet and u4er 113M mmmlmity.
h this way, mL pm& are ilbtrabed in Wk
situatbns and in a uarw d umWB that add vdue and
M g e w your m mL pradce.

1,6.3 ITnv#brupp#t wrubs

T h e p c M s rnc m l i i M k s e h includinga
Glaq dTerms and M n R i c m , Inaer;rcgw W k e
Management W,m l h e subeerh smke,case
stud& template ml rnL w (HmrwM-IhrPpomlmml,
a n ~ k ~ r t ~ g e a # m e ~ u s e r s c a r
aae~sstsmemllw~pertsaod#rrs~questiansMd
i 5 ~ a d ~ ~ ~
 Core guidance topics
swing cusmrws and mtket spa- and t~ khtlfy,
select and prParitize oppwbmler Sewia Strategy is
&out ensuringthat orgmlzatlcns we in posttiin to
handle t W ma d d& asociated with their service
putfdlw, a d are w up najua for operatbnal
effect- but far dlstlrxthe u ; e P e m .
Organirwbns alrevldy paerkhg I l lwe Sewlce S m q y
to gukk n mawc mkw of their !ill-bad servlce
management capabilitiesand to i m the alignment
bawem ttlwe Capablutles md thdr brtshw mqles.
l l i s mL valune e n m m p s d e r s to rtop dthink
h u t why sorrrething is to hdone thinking of
w.

'If yw build it, they all &me is' a s a y 4 fmn a famars

2.1 StiRYH3 STRATEGY 1989 Hdlpmd mwie, Fiekl ob&wumBut if you build it
and t doesn't piwide value, thy will soon I-!
At the cm of the Sewice Meq& is %vice 9'aWgy.
For m i t e s a provklc me value ta the bushss, they
SeviaeStratqy~idesguidaweon~mview~ce
must be ckslgmd with the bushes In mlnd.
management nat only as an arganhtbnd capablllty but
Sewlco Design is m e adgo in the I l f q c l e that turns
a Praqic asset. Guidene is pmvided an the principles
Setvice S t t a t q into the blueprint for delivering the
underpinning the practice of senrice management which
business obectives.
are useful for &loping service rrranagement pdicies,
quiddines and p r m s e s acms the rrlL Service Lifecycle. Service Design pmvides guidance for the dmign and
tkv~lopmentof services and sewice management
Topics covered in Service Strakgy include the
practices. It cwers design principles and methods for
dmbpment of seruict markets. characterkt~sof internal
converting stmteqii objectives into portfolios of =ices
and external prwlder types. service asset& the senrke
arid service aueb. The x u y e d Stvviw Dmiyr~is r ~ u l
yurlTdiu arid irrrylerrieriLilior~d shaleyy Lhwyti lhu
limited to new services. It includes the changes and
k r k L i f q r k . Finmarl Management, Demand
improvemrnts r m ~ toqhraeare or malntain value to
Manaptwant, OrganizaicmI W q w n e n t and Strategic
c u m m n o w the IiFmyck d swim,the mr&a~ityof
Rislcs a e amdng ctdw mjw kpicr
s m k q achkmem of servlce h k . a d c d m m m
OrganWims shoukl soe Service 5abegy yidmx b set to standards and recylatkm It gul& w g a n W i r s on
&jdves and atpechtlons d perfcmrsnce w a r d s
- 1 Core guldme topia

Senrlae Operatlm m k wk Tn the nranagement

Among the key topio in Service Design are Service afthe day-- operatkn of a m It hdudes
Catalogue, AuaiWiky, Capacity, Cominuily dnd %r&e gu1dwx.e on aeMtvlng e l#- and cffkkney In the
Wk n q n t . denwry and urpport dmTces to mm ~ l u for e the
astamer and t h ~ mzen,ke povider. 9rategic are
ultimatdy dit m sewice Operation,thewbe
making it a critical capability. Guidance is prwided on
Transitinn Itran-zish-vhnl - Mavwnent, pasqe, or how to maintain stability in service opmtions, allowing
change frm one position, state, stage, sub]- concept, fnr r h a n y In &sign, u e l q s r n p ~and < P W ~Iwd<.
P
etc., to another; change: the transition from a d d e ~ e n c e Organizations are p m l d e d wlth detailed p m c ~ s
t o adulthood. guldellnes, methods and tools for u w in two mapr canh-ol
5ervice Transition provides guidance for the development p r s p c t i w s : rea& and prwctiw. Managers and
and improvement of capabilities for transitiwning new and practitioners are prwided with kmtledge allwring them
changed sewices into live senice opemtion.This t o make better decisions in areas such as managing the
pl~hliwtlnnp m v i t f ~guWanm
~ nn hmrir t h mquircvndnts
~ d wallability of services. m n r d l l n g demand, optimlzlng
Senrke Strategy encoded in Sewke Design are effectlwly capacity utilization, scheduling of operations and fixing
realked i r i k r v i r r Operdliuri wtiik wrilrdliriy Lhe risk UT problems. Guidance is prwided on supporting operations
failure end disruption. through new models and archiieciures such as shared
serwce5, utility computin~,vwb services and mobile
The publidion combines prahtic~sin Change,
commerce.
Configuratlan, Asset, Relwse and Deplaymenq Programme
and Risk Management and p l a c them ~ in the pmctial Amnng thp rnpks in thir h k arc! Fvwlt, Inridm,
cmteKt of service management It provides guidance on P r o b h . Request Application and Technical Management
managing the complexity dated t o changes to senices prdrlkm. This bwk disrussm surlie uT l h r newer iriduslry
and service managment proms-; pwentinq u n h i r e d practices to manage virtuel and s ~ t v k eoriented
consequwce~whik allwging for innovation. Guidance is architectures.
provided on transferring the control of sewices between
roGtnmwx end < P W ~pCr !l l ~ l d ~ r s .

k r v i w Trdrlsiliuri irilruduws Uit. Seruke Kriuwlerkqe Cnntinral SprVi~pI m p m m d n t p w i t k h ~ t r ~ l r n ~ n t a l

Management Syswrn, which bull& upon the current date guidance in creating and maintaining value for customers
and information within Configuration, Capacity, Knwrn through b t t e r design, transWtion and operation of services.
Error, Definitive Media and Assets Vswrns and b r d e n s It combincs principles, pmcticcs m d methods from quality
the u s d w i c e Information Into knowledge capahllty management drsnge mmagement and capbltty
fw declslon snd management d servlcu. irn-ert Organizaticm learn to mi-wincremental
and la- mprowmena In wke quahty,
o p e m t i d efficiency an# businesr d r r u i t y . hidance .is
prrwided for linking kpmmmmt effoh dcwkcrmes
 mamg, &sic$
HlClh MQP and aanritian. A cbwd-bp
. . Tlse mL famuwdc i -
m the W i n g maw.Cyde
M W syazm, based an t h P ~ b n - m k k r {PIXA) by applying it m the MW This Mpr
model (see d m 2 1 , l s estaUhedand capable.of algn the pmal~e~.,of Ill1b the swum d externat
nxdving Rput$for improvements from any planning pracbiees ski& i s COar and 2WfM.
P'=F=tk
Guldace an Mearurementdemansmhq value
with Moping b a r s l k and rrraarriq
assc55mmts arc among thc kcy topics.
An irnpwtant aspert of ITlL i s the 'open-swrw' nature of
its practioes. It is intpnckd and strongly remmrrrended
2.6 LIFECYCLE QUALITY CONTROL that ~ganlzatimsAapt lTlL practices wlrhln thclr orin
Consistent with the structure5 adopted by high-performing context and e n w n h their own best p r a d l within
~ an
b u s i n ~ w stoday and standards b d i amund
~ the world overall Sewic~~Wnagewrrtframmk.
the m L Service L i k q d e approach ernbra- and enhances For #ample, withm m i c e Transition, mL prwides a
the interpretation of the Deming Quality Cycle [Fiiure 2.11 selection of Change Management models for standard,
uf Plan-MhedrAct. Y w will 5ee this q a l i t y cyk used normal and emergency Changes. lo many cx~ses,t h s e
In shwture &.the pta&e$ in eaeh dth mrp ykk, modelsardewsedIn!EewkeTranrltlwrmaybeall yw
needardtheyeovwtherangedpws&kchmgelypsR
an WfiHn each madel, a q x d k flnw d pradices d Cn and fit d l hto any qanhatibnrsservice
p m and pnmhre is W d ed H h p u r orgmiratlm, m=
mstepforan~ncyc)rargemke~to~
your mi- am4 6bjeerlws, than p u should adapt
these hto the p#llerk ITIL mange proaess flow. Wng so
GElTlNG ST- -
SERVKE UFIXYQE
doesnameanyarnoloflger~rmtomLAs~as PMMPLES
the mln mL prrrces steps, inpuLS mi outputs am In the fdlowlfig.ch~n yar will learn about the key
induded and the objectks m e mat Is your best W k e concepts witiiin tlie m L *Ice Lifecycle. You b q i n by
and is t far putpme In y w r q n l w t l o n d c m w t working your way h r n the cote of the lifecycle, Setvice
lTlL is a fmrnwork an organization cMlfarrns t q not Strategy, then amund the revohring l i f y l e p m a i c ~d
cornplii with. There is a rnajur difkrence between thew Smice k i g n , Transition and Opration. fin%hing with
Continual Service Irnpmwrnent. Afterward, you should
two things and m e that is often rnisunderstcmd.
haw a i k r undamanding d the k < l c C M I C A ~nf~the <
C&miQ allubw kxibilily in lhe dddpbliurl uf ~~raliwmL Service Lifecycle and how the tore p m l c e
within an organizational context w h l l ~maintaining the publications a n b e useful t o you. This will help waders to
owmil smcture of the framewotk. Cmnpllanre k highly further emmine particular arms within any af the core
specific, often audited to a f o r d standard and the guidance books that offer detailed pmtike information in
organization's practices must m i m i e m m a l y defined area that support your day-to-day m i c e management
pmctiw. There is a need for both within ertain contexts, rde.
but a key t o agile service rnanagment practices is
knowing which, m what blend and in what context
The following table gives a general view of some d the
mnrc! rnmmnn m k in nyanbatitinn< and the rril s ~ r d r ~
conformance or tomplbnce should apply.
management practice core guMes that b t the day-bday
Many orc~mlzatim5uw ITIL as a means to achieve ptaaices, protlmies and activities mart related to those
compllanc~with a fwrr*l, audlted standard su& a5 rdw
150AK 2IXl00:2005. The design of mL is particularly
useful for this putpmp s i n e the framework b archhxed
to ensure that an organization's service capabilities are
designed and operated using the pmcticei that align to
these mndards.
This mndard set wts the key areas of compliance and
requires t h a arganimtions can demonstraw that they use
the management s p k m and practices in t h e areas in
order t o be m p l i a n t t o the standard. Experts agree that
adopting 1111 p d u e s a hmewwk k t suited to
d i n g ISOnK 20000 &Khtion. h k r m this bwk a
list ob c m m m mrbmal h - m s t M and
swda& am p H d that haw a sdld aligrment to thp
 Coce yIdam topks

1
- 2.1 R a k and clam puldrr

Solution tk&~pment SelviEe

W i e LedM m p r All m m p M i c a k m
P p p l i c a t i ~ ~ c hArchitect
~re All core phlicaticm
4Jppller R c l m n h p Mmqmm k n e e Desip,
IT S t e e t i ~ ~ e blvice Strategy, !5mice ksgm
cum ~mli>r AII WII-
ll5wlcek n g w All cow plbllatkw
Port.fnlin bktagg All mre dhcatkm
b k k ~ ~ ~ ~ . ~ n o a n o e f f o ~ ~ ~ : l n . i ~ l s t l q , ~ a s . r a o & ~ a r t d p:p r doer.
o RnU b f c o
hambthmkamdfsl'h~ ~ . ~ L ~ ~ l r u Y u r H s . t M t ~ . . .m .k
. ~ .M ~ ~ l . ~
d f h p d m a ~ b o c k ~ i r i a ~ ~ h a o d u ~ ~ k . n a . l ~ ' * . ~ . ~ ~
a d w s n d ~ t l m ~ t a m d l ~ ~ ' ~ .
 The ITlL Service
Management Lifecycle -
core of practice
3 The ITIL Senrice Management Lifecycle -
I tre of practice
. --- i ?. a

F'ra 9 1 , d dwhkh rely on s e e pindpk, ned, the swims can adapt a d respond ~~ to
pmesses, roles and petformane r n m s u ~The
. Service hrn.
Lifecycle uses a hub md spoke design, with Service
At the heart of the Selvke L-k ts the key prSnclplc -
Strategy a t me hub. Senrlce Design. Transllbn and
all x r u i m must provide rneasumble value to busmess
Opemtian as tk lifPcycle and anchored objecmr and oummH- lTlL serviceManagement kum
by Continual Sewice I m p r ~ m e n tE. x h part of the
an hu~lnessualrlp m Im prlme nhjmlw. Farh practim
l i f q c l a Pwrn influ~nreMI the nther and r p l l fin
~ ~~IIP
rewhes around ensuring that wrything a service
other for inputs and feedback. In t h ~ way, a mnstant set
provider does to m l q e TT sewices for the buslness
af check and b l a n a s throughout the Service L [ r q c l e
-- I ~kITL sewice Mamgement ~ikyck- core of practice
cusbonmcabe~redandqua~in~d Functbns typkaUy deRne des and the amdated-a
bushes m k This has b e e m e x b w ~ l y
Impprtat and w l t y for a specWe m r m a n c e and ommes.
today as IT oppnkaknns must waoe t h b as CmwhUm k w m functions thmw~hshered ~IWEHH
bushews h ocder to d e m w a m a dear return on L a a m paUm In otgmlmia, design. Fun- tend
inwstmmtand~wviceperlarrwnwwithbu~ tooptimitherwm-kmpthodshd~bfc~~~cmmdigred
vdw to t k mrtomer. ~rrrer.Powdmationbetweenfumkkmmmbired
~Ihan~hcm~bMaralailasthathindw
3.7 FUKllONS AND PROCESSES
aUgmwnrand-crslkdtotheur-dthe

-
~asawt&.P~~esmadelshep;Pvoidthis
THC wEcm.€ pmMemwithfvrdcmlHerarchkby~dng~
ivrabnd -on and control. Hklkldhd process#
3.q.1 F u n r t i o ~ ran impow pod- within a d mws functions.
F W i m an units d organizations spectalked to perlbrm
&n d walc arid responsible for specric 3433
wtoom. They m selfsominedwith capabiltk and ~ a r e ~ p l e s o f ~ p s y s t # r r s ~ u ~
reulurces necessary to their p e r f o m and cutcomer they pmvlde hang? a d trsndbimltm aouvad.5 a goal,
CapabQYkimhde work r l d d 5 Internal to the a d use f d h c k L r self-mhfmlngand s&(ocrectTve
h d i n n s . Furrcttans h w tfdr own body of W g e ,
actbn [Rpure 3.aIt Is Important to conskier the entlte
wh-h x c m u b t e s h e x ~prwkle , ~ p ~ ~ h o w o n e p m e s f i t s ~ ~ ~
swam and.mbllbytoorganktIm
 The mL ~~ lvbmgmmt Li-le - c u e of -Ice 1
Pmeass Minitiarts &sdbP a d h s , &qmdenek and The ambinatfm d multiple fwqmhmlws gmatw
sequaMe. Pir~esses.haw the falbwing cbaxtd- f l d b i l k y and cbm la m d m n m ard 5itUatland
r The w k realky of mom
e qpproaeh mlmks t
~IEmsaurebie #ld are p r b n n a m driw.
organk&t~~Where Mktiw m q e m e n t re* the
M~rswwlttortwure~g~tQmdakr
we dmuhlple mmd p m p a k s T h o s e respanslbkfor
wrlabler w h h prsetttionerr ne m wkh
thededgn. dewkqment a d d pmzzes
d m t b n ad pmktlvhy.
fm wvlce maagemerr cm adopt a procesb-baseb
r Theyhavemk~+Thereasonapae%mists m m I perspcth+For those egmndble fw mn-
is t o d d i r a ~ r e s ulhii t result must b
agreements, mram and setvkes may be k m r semd
intiividdy idwrtifiable a d mumble.
bya&-1 perrpwztiwwath didkt
l k y ~ h # r t a w ~ ~ . E w y ~ d ~e ~~ ~t Bh e s e c o ~ ~ h & f r a n
primary MUIB m a crraaner or mEaloehok.T)cq, may qrstems thin- Each & perspedive cran r d
b e I ~ a l a ~ m d t o ~ o r krtthe g a n ~ patterns thet may not be apparent from the other.
pmcw must met thelr qecwkm
Thsy raspond to a specific ewrk White a PPIIKEIS may 3.1.4 ~ b a c k ~ ~ d u ~ c r
k mgoirrg or h a t @ it &mld b~banmble to a
tfiwr.
The dmr@ of the INServioe Lifecyde rests upon
mMnual M k k thmughut & stage ofthe lifer)&

the lhcyda
This~~ r m w thet~ 4e& optirnimkm is
managed fnxn a bushes t#rspeb)lEeand is measured in
~~m and d i m t i o n are = F r y h the terms offhe WIN businesd derlws from servkxs at any
Ilfecyckapplroeeh. M h d t and c m l between the polnt h Ume tlwou* the Servlcre Ufecycle, The !TL
functions and 7 5 within and a m the ekmentr'of Servke Llfecyde Is n a n - l l w r In design. AX every palm In
the lifecycle make this possible The dominant pattern In tte 5ervloe L k q d e , monimrlr~m e ~ m e nand t feedback
the Hfecycle lr the q e n t h l m ~ mrtTnsg from flm W n each m e ofthe I k q d e whkh d r k
Service Strtegy 1551 through Zervice Deliwry [SD] - decisions about the need far minor coume correctians or
%mice Transition - %rvice Operation (501 and back . following figure
major service improvement m i t i a t i ~The
to& ! thrwgh Continual Service i m p m m e n t [Csi). That illu* some examples of the continual M h c k
however, is not the only pattern of adan. Evwy ekment spitern built into the IllL Servte L i i l e .
of the lifecycle prwid- paints for feedbxk and mntrd.
1 TIE lllL Service Wmpment LifPcycle - core of prxtice

I MMjes are embedded h hh e e Meqck

Service Strategy -
governance and
decision-making
4 Service Strategy governance and -
decision- ing.
-
The bushesdcwhaners

.- )I --

A s t h e a 1 e d t h e ~ L ~ ~ ~ (kfhing .. 9 t ~Ilseservice market

.,
Msthestagef#~ngawkeprovCdg's~ II kwbplw sarvbzofferhgs
capabllltler. Thk dwpw will d h w a selecckn ofthe b ~m ~ m v n t
con- from the S e w h Strategy book W help aki the hrtfoH~
undnrrrndhg d he rde of Wla Suategy In dre IllL
lkmnd Mnrprnent
%nAceLtfq&.
hiceastiessmenf
you haw been given mpmibiliLy fw an IT Return on invemnent
wgmkatkm, Thk ~ n l z a t auld
b be lnwmd or
m m m c i a ~ t Rotik-@t
3 How would yw go
abartdeci#ingonast~tommsbom?Whxtii H S l R A m ASSeSSMWT
you h a w a ~ o f ~ m e r s , dthspcir~iweds
aB h ~ q a ~ c e ~ , a ~ h u f d A r r t t a k p a
a d dmands? W ddine Wr ~~ careful look a what It d m already. It Is Ikty &re
m e t AI ofthem? d r e a d y e x l s a a m d ~ ~ . A n ~ m b l ~
ServTce Strategy m d e r ~ l d a c b
e help mwer* SwYIQeproylderfnquartly4&m undmtanmdk
key quertkn. It Is m m m oflhe fdbwlng key m m rnw dWemYm. The fdlwng westlam tan
help a p s e a senrlce pwi&r'5 d l s t rapdAltks:
~ ~
Value creation Which of our sewices or wa2rks am the masr
I W e - di!i?hctiw?
Are them that the burl= or m no t
easiIywbstRrDe1The M i ran aome in the form
of ba&s to emyt wch as the ugwtRntkn's k n m
_
. I %e -
.5trakg. c. p e m e .and deds1mrdIng

d m p ~ ~ S W m e f s k l ~ ~ r t h e k D a dW ~hm~of~our a r ~ r and
d s 5ttMd&ts the
d f m h g . bitmaybe in t h c f a p m d r a i & M n g
m,due m W r c a t muerures throqh
Whkh c u m , &onn& or p n r h w mcaskm am
q#ciak&on or W c e ~ourlng.It may be a patticubr
mltwte rmt resdlly Pound d m h , such as pr&a the mostpm&&?
h- regutaory axnpl- rndonln!J Again, th farm d Halw can be mnetary, scdA u ather.
teehnkd capablttk or g M s u ms t m s .
Which d o u r t x m r In our whe chin ar whe
Mi& of o w service5 or sewice vurieties are the mmt nenwrk ore rhe most btFe~ntand e@cr&e?
grufitubie? The amwm to these questions will likely m l pamns
The form d value may be monebry, a5 in higher profits M that lend lnslght to future stratqlc d~lslons.These
I m r expensa, or sodal, as in swing l i i or collecting d ~ h o n sand, d a t e d obj-s, form the basis of a
txa. For non-prof3 organizations, arc thar s c ~ a that
s s t w t q k assement-
allow the urganization to perform its mission better?
Service Providers can be present in mwe than one market
Substitute ' p M with 'bendts realized'.
space. A5 part of strategic planning Seruice Providers
should andysc thcir prrscncc across various markct
spaces. 5ttategii reviews indude the aimbk d strengths,
~Frportunitk#Id t h e in each m#kec
P m i h dm analyse thek busirnl
spaw. S e ~ m

Facm Daslrlptran
S t r q t h s and vredrntssa The atblbutec of che orgrniratron For mample, aescurca a d w r t i ~service
,
r ice, g w l
Wity,-operatfig leverage, eqek'ce, skills. cost strwtum, c ~ t p n ? m
~ 1 vcd.xt
, k W $ e , customer elationship6 Md x, on.
Distinctk carpetencies As dircussed thmgM the c b . 'What makes the H e prarider -cia1 to i~
klwss or customers?'
Business slrategy Thc pr;pcctk, p i t i m , p h s and pattctns m i w d f m 3 h n c s s sbatcq. For
example. a Type I ard II may be direaed, w part of a new business model, to v s e
~ w l tow external patmrs or mr the internet.

lnto &imves mim.

hwill hfe
i ! k k c h d e r kirwv v k n it is s l ~ c e d u l Wen
? IT& d m e f m o be
~
x h l M

Or. 'Is h r e a mew to wtpdcm canpeting alterrmtks?'

 bawl cm un-sered t x undmeved m a w A mutti4xiplinary appw& Ts 'iqulmd to a m uwh
spxa%This is an i n p r t a m as- d leadetshtp and questZ- Teehnlcd k w r u l d g e d IT is but'not
d m b n provided bytk smkr rnan-nt d krvlces u l i W m T h e guidance k pollinated with lmwkdge-fcan
PrcPulders. llle k n g a Why of the Service Pwkb the dlsdpllnes such as qxmthns management
rmon supprtbg m m e r needs as they dtmge a rn- finance, Info-n syrpwnr, ugmizatbnal
g e c r w a ! 3 w d l ~ ~ n e W 0 ~ m n ~ t h a r # ndevdopment
e~~ 5ym#ns d y ~ m k s and hchuhl
Thls andyJls Idenths apparrunltkr M h a r r e n ad qlne#lr@Therdttsabodyafkrdeelgerobscsr
prospect& customers. It atso prlorltlzes investmms in enough to be e i R c i b across a wlde range d business
servlc~assets based an their potential to serve market enuironments. 5 o m ~ organizations ate puttlng in place the
spacm of l n t c m t For mamplc, if a Scwicc Rwidcr has foundational clcmmts of scrvicc managmcnt. 0 t h arc ~ ~
a m n g capabilitks and resources in m i c e remwry, it furher up the adoption curve, ready to tackle challenges
expkres all those market spaces where such as& can and oppmrh~nitieswith higher levels of complexity and
deliver value for custome~. uncertainty.

4.2 DEVELOPING STRATEGIC CAPABIUTIES 4.3 SERWCE PROVIDER TYPES - MATCHING

To opetate and grow surcedully in the long term, wrvice NEED TO CAPABIUTY
pmvidm moqr h m the ability ta think and xt In a Thc aim of scrvicc- managcmcnt i s to rnakc available
strategic manner. The purpose of Setvice Strateg] Is to capabilities and rmurc- u d u l to the custnrner in the
help orgallizatiolls dweiap such abilities. The achiwwrlellt highly usable form d services at acceptable lei45 d
o f str;lt@gic g a l s or objectlw r e q u i r ~the use of slrmgic quality, cost and risk.Sceeni Pmviders help r e l a the
assets. The guidance shows how t o transform service constminb an customers of ownership and w n b d at
management into a strategic asset. R e a d e ~benefit tram specific marrces. In addition to the value from utilizing
seeing the relationships between various wvices, systems s ~ rwources
h now offered a w l c s , mstomers are
or proce55e5 t h y manage and the business models, f r A to focus on what they conslder to be thdr core
strategies or o b j d w s they srpport. The guidance cmpeterm?.The rdatbmhe k t w m c u s t o m and
answers questions of the fdlowmg kd: Sewice Providers varies by W i z a t i o n in o w h i p a d
What m i c e should we offer and to whm7 ccmml of escrurce5 and the d l n s f i o n d d g r e n h c l e s
How do we differentiate o u r ~ e k shwn competing b m w n d1-t pools d r m r c e r
alternative%? 5ervke Strategy deflnes t h h ~ d ws of 5mk.e
I How do we truly c r a e v s h for our cunmers? P m i h wilh whom a ~~IS likely to mgage in
How can ure make a mse for strategic investmentr? accaing mice.
w How should we define m i c e qslii? TM>~I - Internal SeNire Prwich
ripe I providers are typicalb business functions
prntfdio d -ces7 M d e d within Uw business units t h y sew?.The
I - k d d~ w r e w l w d i b i r h g dtEmabs fC# S h W d budness rrnb t h e m e k s may be part of a taw
resarrces? enterprise a parent wganimbn Business funubw
swh as finance, admhrstration, bglala, human
28 I ~ ' c Strateg
e - pemance and ckisimmaking
~~ard CT m d e Wm.r e q u i d by w?bus oRenmqul#~~mRah#M~andlean
pam of the brrsinerr Tlsey arre funded by.mtdwa& struduer.lnsuchcasesitk~mbuyservie~s
and rn tequlred m q p m u s a M y wsthln the rather than own and operate the as6e& necessary to
mandates of the businear. IpW&s haw the. mmte cemln busheas W i and processes F u
benent d tlght er~upthgw#h thelr owner- s u e h ~ m ~ ~ , T y p eL I IsI t k b e r t ~ f w a ~
~ n g c w t a h ~ a n d r l ~ ~ l a m l w i t h set b sewlcer.
c a h u h g bushes vvlth emmat parHer
T*, tt Is m m o n m see dl t h ~ q
e p awnblnlng
~
capablIRT~mmnagpsewkeshra~r+lhlhepawrd
W15mess lunrbiats such as finarm, rr, h u m m s o u m ttrisapprnadrtiesinseldhqtheri$tblerdwdba$rre
andbagiBare~a~atrtrecarebfim The S e k p u b l i i provides dehiled
m p i m 6 n r 5 camprmh advantage. Hem* they guidwmonp-dertypsdhowbdeddeonthe
need not k maintamed at the caporsDe kvel where
theydgMrdtheattmthbthe~d~~s
w-
@am. Instead, h e services of sueh h d funerbns ate
~~ Into an armaromollr specbl unit cdk# a
h a d w v k x unt @W). Thk model dbws a m m
devolved governing structure under which an SSU o n Ac pd business model describes the means OF fuHilling an
focus on senring business units as direct custmers.
organization's objectives. H
,- without a Zfrategy that
SSUs can create, grow and sustain an internal market
in m e way makes a Service Provider uniquely valuablem
for their seMces and model themsek along the lines the customer, there i s little to pwent alternatiws from
of servite pmviderj in the open market. L i k corpomk displacing the organization, &grading its mission or
busmess funrtions. they can lmmge opportunilim entering B markt spm. A senrice s t t a w themre
x r s s t h enterprlw
~ and sptwd thPir MSW and risks
defines a unlque approah for ckliwlng better due. The
xross a wlder base. n e d for M n g a s~wlcestrategy i s not llmlted to Service
m l&e MI - Wnal kMce Rwider hwiders who are comnercial e r m p r h Intemd 5ewice
Type Illpmickn can &r ecrrnphive prTm and & Rwldersneedjuaasnnuhbhnvead~rperrpeetk
darrn mit c d s by mnsolkhtii h d .Cerimh pcrslClmlrrgand errsuretheymhrekmttothe
business me not adequately m d by tusimsstrategiesd~~
internal SenriEe.Pddw s u h as Type Ia d Type 11 -be basas h m two mah charaetrerktla:
C m W may pvsuc aourchg ~qlrimg
~ ~ f r w n ~ l ~ T h e ~I UtllRy t i IsoperreTwd n ~by the astomfrwn the
bac&!!EtaLrrwrled~~m,$€a~sedpe, a t t r i ~ o f t hesewtEethmtharrea~w~on
capabH!tk and r e s m r a that are e l m btymd the t h e ~ r K * u f ~ ~ i s t e d w i t h ~ i r e d
reachofthewnizatbn o r m i e f e i h e s q x d a r n ~ w t r o merThirkfBfar~.
mwhllly cansldad ImR5mmt pordolta m e s s ~ $ ~ f m m t h e ~ ~ b d n g
mategk aften require r d w x b n s A the bs* ~ v a l h M e w h e nmded,InudRckm~or
Wed coskqxratbnal rkb a the of m a g n l t u d c , 8 n d d t p a ~ I n ~ d ~ ~ a d
flnandd e m Ccqmsctw WMSenvlrormm seeurlty+ Thls Is fit for w.
 n e u v ~ a n d ~ ~ w h
Remm mdcapabllitks ar;e t$pes of amxs lhfi when ~ l d l ~
mbined in wrbus mrprod-
repremt a larger d u e d bus-
reW utility dnd
k handle this i m
h-due,smke -mmgemmtmust lnuesr further In meu
wsnanty.Organ~omwthemmc~escevalwInthe
Wmd~adpenrlcerRewurcresaredlml~kr s u m a s p ~ l m o w b & & ~ , ~ m s a n d
pmductlm. hbqement, m-ganhtbn, pimple a d hlhmaure S I kmlng and govvlh enables
cornmilmen& of higher h e levels as sewice
kn~wlcdgcarc uscd to t m n h r i rcsourccs. Capabilities
managcmcnt @5 condiioncd to handlc biigcr challcngm.
represent an organktion'5 ability to coordinate. control
and deploy r e m u m to produce value. I hey are typicaly
e ~ r i e r i c . e d r i w w k~r ~ u r r l d y ~ i r i l e r i s i w
irirurrrraliuribasd
, 4.5 DEFINING THE M A R M SPACE
and firmly embedded within an organization's people,
A market space is defined by a set of business outcmes,
systems, pocrxws and techmiogbs.
which can be fadliited by a service. The opportunity ta
cum me^ perceive beneilts in a mnlinued relationship, f a c i l i t a ~thme outmmm defines a market space. The
and entrust the provldpr with the business of infleasing following are emrnples of business outcomes that can be
-be arid also acldlng rew customers and market spaces thtmsdoneocmowma~sparm~
w the m l m of p o s r l b l l l t l e s . T h b ~tvttrw I Mteams are pmdudRrre with s a k i r n a i w p m t
hvestmm In zwle ma- In t e r n d
system on wlreksr mputers
c&dlMtles and resourn, vhkh ha tedency to
U ~ ~ ~b IlW toi the warehime
t e
rdntwlee each other+
-sysaem
Key businezd a p p l i i m s are -tored and =re
10 I
Loan Micars haw i%tw
on b n appRmna
-
Service Strategy - gmmrtce and decisimmking

w irdannatsmrequired cmaw ualue far cuamer%Satvim am

deRW in terms d remrcss made wailable far
customers. 5eWe ddlnitbns la& chdty In the cmm In
useby

s k ~ ~ e Payn M i such resources ate useful, and the business

Busintm mntirruity K d . 5 jusHfy h l r rnfrom a cusromefs
~ r k o m e that
pery#cttve. SMs pmblenl I& w poor deslgrs
E # h o f t l w a o n d i ~ i s ~ a a e d m o n e o r r m r e hdfedw
~ apratlm and I # k l m pdormanc;e In -Ice
d cwitmner m,such as people. infmmuaure. contracts. Sewice improvements are difficult when it is not
inbrmatbn, accounts receivables and purchase orders,
clwr whcrc irnpromcnts arc truly rcquircd. Custmcrs
and can then be linked to the setvices that make them can unde~tand and appreciate irnpmwrnenb only within
pouible.
the context d their own business aswts. performanc~
Customers w i l pder the one that means lower cats and ar~duulcunim. I1 i s lhedure irrrp~rklrillhe Smvire
risks. 9rvice Prwidm mate these mnditians thrwgh Prctvide~identify their market spaces by ensuring they
thc scrvics thcy ddivcr and thcmby prwi& support far detlne rervlce by buslnws outcomes such as t h ~ e
customers to achiew specific busin-s artcmes. described a h e and in Figure 4.2.
A r ~ r iyla w Lhmiu~ rqar~enlsd be1 or upplunilies
fcu5eM'txPmviderstoddivervakrebarusaods 46 m # n m m s
rhrwgh more s m Thb w ' W has
O
t Lw p d m F~ A3) the
ddhltre nkre'ftx Smke Pwaers in buildinp stnrrg canmitnumts a d in-tmmts made by a Sewice Provider
relatihips with cwtmrsis €Rm@ is not dear hmu acms all c u s b o aric-market
~ spaaec. It repesems
pesm amactual aomnltmencs, new s e w g m m a r c e aspecr of Send= Rtlfolk Mmagfmet?t0.
mop me^ and w i n g swim i m p w m m t bruy,p~~&a~~aw~dywiIhapprowd
prograrrmes Infthtd by CorYlnual ServIe Irnpwmm. Wing and a flnaclal pbn fw m r l n g ara or
The pgWlfO a h Ir~ludesthtbparly servkes, whkh ae mcRvlng p d t as rwesay.The PmWb shduld have Ihe

-
an inoegral part of xrvke offemg to c w t m e r ~5me dght mla of h dmbprrem for dte market $taws
thlrd-party senrlces are vlssle to the e u s t o r ~
vJHle and the M c e Catalogue (Figure 4,41 m seam the
ahem are m, flrcanckd vlabUHy of the krvke F l w k k . T k k W c e
The Wke Pmkdfo re- 4:'h
~~m p-ly ~Cathgueis the only psi? d the bltfob that
~ . a r k l n g ~ ~ w r l o u s p h a ~ b t h e 5 e r --Q-,p"tS:
v k e
~e.Eachphasereepulresrewmxfixm~of
weds, mitiatimand cmhack This b a wry i m p t a t
. ..
32 I *ice - gwmmce and decisiomnaking
~tmtq

&w4A-brr--anbSC-

M'im i n m y Mcg mve Wne~sGI= and

mlidatc pcdolid data

-
m Arum rninlmlpe parefidkvalue, aUgn and prhrltire
and balarre slpply and derrrand
Apprau~:hdke~ p o r f f o l i a ~ ~ s
md
brwDlr;communkate decisbnr, a l k a e ~ w x r m
md c h a M p h
 4,6P % r v l # c a t a l ~
S e r v i i Catabgue k the subset ofthe h v k e P a t f o l i
to a s b o r n . It mnsists d s e h m yd u e
in the Senrim Opmalm phase and thdse ap- to be
readilydfmd~arrprtwplm~~rrltmm
can enter Uw a b g m only aRer due diligence
k b c m pafatmedon r & t e d ~ m d r i r k . ~ r o e s
amengxpttofuRys~ppprtahmnrSePr.
The kivke Catakgue k useful In devebphg mbbk
s d u t k m k r ~ f m m w o r m m ~ e c r , ~ s
In the 5mTce C a m b e can be cmfigumd and suhbly
priced to M I a partimhr n d . The ~~ G b k q u r E
animpomntDwlfw~maWgybecarseitis~
virtual pqkdion d the k v i a z M c k f s &I and
present cqmbliier Mmy cu-mers are only hkeikd in
what prwider can commit n w , rather than in future.

7 SERV#E WT5WKING - -W
DECISION-MAWING
ce strategy should enhance sn orgmkatbn'5
~~hl-5 Nbd W E -EL EiKh CWTlpor)ent
should re[nforce the cdw. Change any one and p u haw
a d i n t model. As aganizations wek tn imprave their
p e r f m a e , they should mmider which mmpdmck
are ewnlial and know when w mttend their mpabilith
P p e l k uxdm dswfes under by patnering in areas h t h insick and outside their
development fm a given mar);et qmce u customer.
Thew services we to be p h n d into operation by 5ervitx
-=
Tramillon after c o r n p d~k T g n , dewlopment a d O u f s w ~ WIs the ofa valumg auwm
w i p%hrmed
~ I W the organhatlon to m # e the

-
testing. The W p l i n e rqmsmb tlre W KP ~ rddds
gmwth md m k f a the fmre.
The -1 O l ~ t a n m o n' h e m ismm by a n h e r a m w .
health d the provider is mfkxted in t h ~iwina it also an mnlMbn to oursourcean aaMV Is
rdecis the m n t ta which new smiw ca-mplr ard the same Ioglc that determines whether an organlzbtlon
idea for hprowment ax being W by SeMce 5tra&gy, mak Or b~ Namdyd wtw
m~ and m n w ] mi- I ~ W genmaM perlPmlng an -1'3 InrMe
finadal maagememTs necmsy m ensue adqum orpization &igh the m5t5 of managing it? This
fundlng fa the Plpelhe dedssn m c h q e ovw time.
- -
kurchg muaure '-mb
htwnal [Type II The pmi*n md d e l w of wiices by lnteml staff. Dws not tyAcally i d ~ d e
stardardization d m d c e delkry across business units.
PNLiides L-E m s l ~ w l r u lh. L alx, h e m d lirild in ~ r n
uf &.
w;w.*;Iil<
P-

Pn intemd,buwness wlt. Tjplcally qxrates Iw pant ard loss, ad a c ~ g ~

~ ~ & a n Ifhcost reccrg, Is mt &. ther it is lntmd not s h a d ~ruices.
L m casts d m Internal with a similar degree of mntml. lrrpoved standardiz&icn
b limited in t m of d e .
A single contrrlct with a single Service F m i h . Typically i m k s sg-ifkant asset
masfer.
M&i m d scde txrt limited m terms of best-i~lm @li. [ k l k r y rkks
are hlgker than prim, m s o r t i m m d e c t h wtsouclng
~ n nvkhing to an
almatk ts dtftlcult.
Rime A single contract vlrith a single Service M ~ ~ ~ deliwry b t
r who m a n z &C
engages rrxlwle pmd&rs. to do so. The c m a stipulaw h a t [he Vime vendor wlll
k w m y thc c&iltics d 0th bm-in-clasScrvicc ~ E E
Qxbilitiis and risk ae I m p m d f m single-vemb wtsouclng but-6 Is
ilcread.
A cdlecticm of 5mke W e r s explicitly selected by the s m k e recipient All
p m l d m ae mqhred to care tqethm a-td pwent a unlfld r n m q m n t I n W ~ .
Futflls a wed thM cmnot be W l e d by my ! . h g l m o r W h .Pw&& best-
h z k c@~Ilitles with gmer contrd olprlme. Rlsk Ls -I In the form d
plrrridm forccd to c d l h a t c cvith corrpccitors.
5 k t i w a~tx~lrc@ A cdlmlon of5e&e M e r s @kltly selected xd n m q e d by the uwe
~ipim.
ta manage. ll-~
Ths is the rrmt difficult m c t u t ~ &e recipient is the senice
integrator, r e m s i b l t fw or r&r disputes.
T k terrn ' c ~ m r c i m $&rs to a specid caw d selectk wtsrxlrcirq. In this ~rimt,
the wwlce wlpimt malntdns an htmal CY shared sewles arurtm m d corfblnes t
with external m d e r 5 . The service ~ i p i e r nis the service intarstor.
 Sewice Strategy - p m m c e ad k i d o n - d n g I 35
Sourcing requir# bushes& m ~~ ami& a management and p v m a n e , thqc heubbly focus on
wru~ingraaaegy, thp m u m and rob of tlw Mined mcuklm at M e q m s n of mapsic c k b h - m k i q .
drgaizatlon. and h w dedsknsare made W r r rcrurclng IWh vltdly hpxmt Further m r @ m m a t m Is
servkes, tk e m q r b mhs the r&ponslbiit&fw t k ~ r e q ~ m e n t p f s h a m g ~ ~ w e r h t h e ~ ~
adequ2wy of M c e s d e l l w d Therefwe, the enmprlse P m k hWhenaoorpnypt~lWInapalmto
m nr key =ran Fesporrslbltty k r mrnsneR The r n k operstlonal clwWons on behslf d a n outmu-,
merprlse houHadopt a formal g c w m m apprrrach In theo~~I~btypootsenrlaelewlsand
a&rtomatealwrWng m f a c m d ~ g i n g b mterhm Mationhip maragemem
aur#nroed selvkes as well as the a a s u m d vdw
G w m m e Is ImrIdAy the w e a k Ihk In a servke
deUwy+Thls h e l w phnnlng for the organlzabnal
#nrrdrtg stmew. A few M p h c m m hsve k e n
ehange pmlpltaaed by the wuldng maaegy snd a fwmd howntnbedktkatimpovinghtweahr:
d- h b h h u i i b n ar to how M ion services
are d . T a M e 4 . 2 d e s r i k t h e ~~c hdsenrice Ag~mcr~-Eyhrmingammag&Qsi2ed
swKhg Sblmum g w e m body with a kunderstanding d ttre
senrCee sourcing straw#, dedrlons an be nsade
Pgtnering with providers who are ISOnK 20000
w i t b u t mlating to the h i lads d senlu
mp4hm cbn be rn impottwK ekment in rduchg the
mmgmmt 8y indudlng ~lep-ar from en&
rtdc ds#vlce#rutring. t3gmtzaUcm whn ha c h l d
Wuke P M e r , mmgx deddons enn be mde.
thb eemfkatlm am ME llloely to meet servke lewls on a
s u t a k d baris, Thk -la1 Is partkubrty Impotiant h
-
Covrmne M n a h i m can cmer deciiiarr
fur a spedfic am aF the mi* swmng
mub-soud d mwtrere a comnxm h&
lrtmhqy. h a i n s can armtinr emmple, &
prwnoaes beta# Imgrarbn, Mub-~~lrceb environments
d e l i i ~ mmmunication,
, saumng megy or conbad
~i~mmnmhpqe,inbpbdprcwesswarrds
nwqmwm Remember, a gmrnawe d m i n
rrranapement !AmcRlre ktwm htmd 4 exhmI
n d [nctuds the tqmnslbiEity for b arty its
pravklerr ISOnEC 2Il000 c h s not pmArdeall d this but it
sbategk decisbrmmking.
prwides afaundakn on w h i i it on be built.
Cmat&mdr&ddaWghtsmsbk-Thbtksall
17.1 %&ing garr*mm# thee reeanmdatfom together. RCKT or WEK chm
a e urrrnon fnttm ofa d d ~ h t u i g h bh x .
There Is a -em rrdsumhtnndhg d the M n m o n af
'gowmanee*, pardcularly In a mudng c m m t CwnpanIes
h a w u d t h e w w d ~ M y w t r h ~
management', 'ntdnsd M and 'sourcing rnanagwnm h r n m inwdment [MIis a c-pt fnr q u m t e r q
aqpnImrlon: G o w n m a Is none oftkse. thevslueofanirrmtme~~mandmniwaenot
M a n a m e m and g m m m e are differart d M p l m d w precise. When t k a l i i with f l ~ n d adices,
l F##
Management deals with m k h g deriicms a d d n g mast 11- meats F##C {return an i&ed a
pa- Gwmname only deals with rnakirrg sound measuw d business p e m . In d c e managemnt
Wslolls. It is the banwimk d deckidn ri$ti that F#llisusd~omeasuredtheabilitymuse~ta
enmuraga &ired behaharrr 1 the swrdng and thie generak adcfitiinal In the s h p k t sense, it is the
Sm~ed orgabth, Whm mpk net profit ofan iwsbwnt d W bythe networth of
36 I setvie 5tmtqj - p e n a n c e and decisiamnaking

Hlkilr a M t e can be directly linkpd d jurHRed th-

qxdk bu- irnpemthw, few mpani# ,mreadily
Identtfythe flnancbl retum for.thes p e c k as- of
mice rmqfimem. k is &en an i m m e n t that
t is na u n w that mmpanles seek to apply kbJ in
decldlng w adopt m h maagemew IUJ Ts apl#aUng
mrnpanks m u l make h a M c e of any return.
. .. . . .
because L is Afsvldent. The meacure e b r meets.or
daes not m e t a nrmerkd ulmlcm The challme Is
vvhen Wl cakulabnsfoeus on t)re-shorrterm The Operatbnal vkibllily, insight md sup& Miion-making
a p p l i d siywice rnanxpment has cliihmt d e g m
of FKX, deperrding on busirress impact [see Fig* 4,151.
zw the eae ca@llks hum m e n t e p r k lhrough
the flgmws appllcatbn d Flruanctal hagememh 4 as
Marewer, there are d#fiulties in quartifyjngthe
bushes aoart tnneffa-thmughthe #rdysls of
c m p t s t k h h din inplementabiortr
W u c t mk and margin data, or arsermer ~ l e and r by f k u i n g on &nand and supply wiancor muttlrg
praduct behaviav, a'simlr utility o f f i i a r d data fram business mqy,a@ly inpw and fawatkrg,
cmtffws to ln& tlse Impoream of ~lnancbl rather than wdl-l or
Individual I h e IQm w p e r d h ~
Ymacpnmt~FT~thebwi~aswell. bushems c a t waunrJ. As WMI planning lor any
blrslne~s w n l z a t b n , Input harkl be m i d fmn all
Flnanclal Msnbgement as s fimte$c wol k tqumlly
areas d the IT ag~mon a& the WML
applicable to all t h e Servke P W r InDerrral
sewice~are~glyad&toqwatewith Rmnhg can be c a q p r l d Inw t h m maln a m eech
the same Ws dflnanclal WbflHy ad mntaMIt& as e-r fhnM ~ u thatb are t t q u l d for
their Mmmit and external r n m t q w k Mmmwr, i servim valuation:
rartiwed v ~ i b i l iard
~~bgyarrdinrrwabionhzrvlebecmWthem Operating and mphd pbming procerses are mrnmcm
r p v m ~ ~ ~ ~ o
cfmi ny
l mnpan5es.
p a ~
aid lair& !ihndardired, and in& the lsms$tiond
Flnamial Management pwkles the krslmzss and IT ~ 4 t h C T ~ i n t o r n ~ ~ ~ ~ ~ r r z s a s p a r L
Uw quardifidbn, in firrar&l ctf the value d IT aftha mrpmte pfannhg cycle. l3iym-dthis the
~ervke~tkvalwdthem umngm
a hpxtmced~~r~~e~~khcommnletlng
pnwisianihg d thope sewbs, and the qual#k6tkn of e p c k d changes in the kndlng d IT M c e s fat
opemimat f o d n g . Talking a b w t m in terms d con5kleatEon by other business &mains l h [mp#t
services Is the UUKd changlng the p e m o n of IT and dITservkarcapilalplanrW~Isla~ly
R ~ t o t h e ~ I n e u ~ , a ~ ~ ' h bvt
~ underesthmed, d k of I n w m to tax a d f b d w
Finarrial Marqement is waking in.kn&rn with IT a d departrrrents if the -us of m IT asset changer.
the business to help identify, thaunm and on the D e m a n d ~ t l w n e d a r d u a e d l T ~ ~
wlue of the s e w being m&d,and the enablmm I kgdauy a d dm- planning &odd
d s m k demard modelhg and mrragernent p?tR5 t r l m f m wlthTn the busTnesb. Hmww,
Mu& lke M r bwineis cwnlrparts, TT #ganhtkm are F i n a d Marqement dmuld a & t k ppw
l n u w 5 Incuprating
~ Flnacial MsMgemem In the finarcial in- b tk services valw vvhether
pusuit af: c e h W or m e d
r Enharwddec~iarrmdring 49.1 Sarulm wllcptioa
r Speed of change
%)ae valuadon quantlfles, h finandat tom,dre funding
r ~enriaeP~IWIO ~anagemt sougM by the h r d m and IT fa serwicns deli- bad
S ~ m m p l l ~ a n d m m l on the q d mkre of those s e k Finaxial
1 OpratIond mntrd Manapement dcuhBes and as* a mmetay d u e t23
1 Val- capture and adan swkorsemkemqmentso~attheynrayk
One gdal of Flnandd Managment k m msuw proper dkmlm&d~Ihemmpdseoncrethe~r
funding fa the delimy and consumption d m b . curmmer ml IT H f y what senlce!s aie m a l t y &&&.
Phnning prakks Prnaneial wanslation and qualification d U H a ~ a m d ~ k e n a m r r
expecaed rulure demand k r IT mker Fhacial Annual m.intenancek s Tw hadware and sdbmre
Management planing &pimfmm hktorlcal IT plamhg
38 1 5edce 5tmkgj - p w n m c c and decisiamnaking

rn P e m n e l mwums wmd in the w p m or FbapeVrraHable-thir~ind~ir~

maintenance nf a smVm dn c m ~ a w r m t r ~ d t ~ w ~ . T h c
w Wfitk, 'data wntFe'ar d r facllkks dww strategk issue a& this ctarrlAcatlon b that Ihe
IT a r o e s , ~ w i ~ ~ business shwtd seek w optimize fkd sewice costs
lz4nrqlbnremsEs. and mlnlmlze the vada#e in oorder to mlnlmize
predktabllfty and d l h y
finarcid Maregmm plays a transkW mk benNeen 8 Ilaamb-amtudtLstheldenHfiedunhof
cmpate flnandd syswms and servlere mnnagmmt She msumptlon thw Is r a m tw a partkular
result d a servT- acmntlng Qnetbn Isthat far sewtoe w 5erY(@ asm+
g m h R and mdemandhg k ahlewd m g d h g
sewice p m b h h g and m w q x b n , snd the pmmh M.2 b b b b c w dyllmliQ
of dab that f e d chdb hiu the phnning The
h n d b n s a d scanting chararkktiks that m m intn
md&mding the m u R d~HarSabler that
play are d i m 4 Mow;
smie cast how ~semitiueth- dements are to wriatbn,
I -em -
d n g The a s * y m e dd a c& enby ta and the related M m e n t d value than- that result.
*.e appraprlate setvke. lhpmling tin W smkas
~kawrybrlefAad~kvarl~smlcerost
we ~Mned,and ik~gramrbtffyafthe deRnthq
componenfs that could be Included tn such an amlpAx
thwe may tK Witid subsenrke mponents
I C&*-Thesearehlgher-lewl- I Number and d ur#5
-such as hardware, sobtware, l a b u , I hmber o f d h a r e
&in- &..These mibuber a56ist with 1 f&$U~peatjngfoadbab~~
reporting a d anEdysing demand and usage ob s e m I Wirymehanisms
dthek canpmmts in ammrmly used financial a Numberandtypedwicmm
tsrrns I €&a d adding one nwe strorage devlce
Ces&dpodRcakns- There are.ako.cbssHkations Cost d adding ane more e n h l i i .
&In pervlaes thr ckigm& the end pu- of*
-..These hdude cbMcatiom such ar:
8 Q p i t a V ~ m ~ r r s-this

quired by the bmi-

-
l cla&hatkm adctre#es
M w e n t accwnting mettrodobgii that are
d segulatory agencies
w D i W ~ n d i m this designabn dwpmines
Thecapahl-i a d

c
-h v k e 1- of a Serviae
Rwlder repmt)re.sshxp @ n t i d or the producthe
w mailable to cmtmers through a set of d&%
a
Hlhether a cast will te assigned d m u indhpdly ptajecb that dewlop or i m p m capabilities and resou-
maeonmmerarmk m,uezsethe senrice ptmtial. Far erarrple,
- WreU costsax charged directly to a mice Wemda-lanMarrag~ment*
it 1s Uw only mnsumer.d.theexpense leads b im@ visibility and c m b d utter the
- lndlreet or s h a d mscs arr dlocsted across produ~~dmice~orrehasneniuork,
r n u t t p k ~ ~ e m ~ s d e m a y s t w ' a n d servers, It a h help quickty m m i e sueh
cansume a..pordonof the mpme cspacb In t k everY dfdlures at o w There Is
Service management Increasing s e w k prrkntial Irw-ing m i a l
lnitbtlve Cram q ~ ~ b l l l t l e r franr~rres
eata cerme r a k n a l ~ ~ t i ~ n Better control m r w l c e cpztatlms Incream the cq>ac~tyof assets
Lower c m p l m i In
~ irfmstnrtue

gmlm & d e w in the utiliratim dthase assets and h is no one best way ta organize. Elenrents of an
senrice m n dh r r s e d a p b i r i
t
i orpi;rational dms@, such as mle, smpe d sbudure,
'hpmmmetm In Cud3quratkm Manag.wfent.Similar are hbhly depmbmt an wategie &i#rlves. Over h e ,
examples are ghen In Table 4.3. One of the key objectha m organlzlltlon wlll Ilkiy outgmd Its deslgn. Certain
of servite management i s to i m p m the service potential wganizational designs fit while others do not, The design
of Its. capahillties and resources. h a l b n g is to identify and s e M ammg &en d k l n a
rhnirar Thus the pmhlm k n m a much ~ mnw sdvahle
when there is an understanding of the factors t h t
4.1 1 ORGANIZATIONAL DEVELOPMENT
generate fit and the trade-offs I~rvolved,such as rnlrtrd
When senior managew adopt a service management and coordination.
orlentation. they are dopting a vision for the
It i s common ta think of wganizatiinal hierarchies in
wgankaim 5uch a vWon prmides a model mml
which Mean work -lobtimi hovi#ver, is
m dfundm 4s the fumional gmp b e a m
lager, thmk of t)rwn in terms d departmnbliratScm.
not Instantaneow, -lor managers d m make the
rnlstake of thlnldng that annarnclng the a g r m k W
A deparhent can lor+ be d d m d as an ~~
acMty invahdq uwr 20 pe6We. When a fmcthml
dwngre is the m e as makirrg it hap~len,
grow a &patmemd $ke, tlw argankaticm car ~ & n t
4- 1 5enrice 5 t r a t q - gcmmance and Mslmmaking

the grow a one d t h e Rsllowing area or a hyt>rid Cirtah M c mmuw are for cmain mh
dlw& - straaegk, as shbwn in Table 4.4
a Fumtkn - pdkrred k r s-llzatkn the W i n g of knke strategies ztre exemd by delkdng and
temms reduchy dupncath suppotting the contaer pdb110in a gkrw markt space
-
M u d preferredfor wrvicimg b i n - with ~~~thewmrsandmdl~md#vvhTch
shtegies d diilse a d new pndurb, wily VALEIs Mkmkdm curwmr rewlux F m a
manmwbusinesm qmabml poM ofvlew thls t~mlmsInto spec& I d s
llkarkpt-~rcummw-pdkrredkraganYng dutlRtyand~ntyfarewry~,Slnceev#ymlce
wound m a k t 5 ~ ~ ~Provides2 5 .diffrerenflatim in is mappedb a r e o r m a e M s p a a ~ itfdlowsthat
,
t k f m d i n c m z d k n w M g e d a n d reqm'wm t h e ~ d a m i c e i s ~ t o ~ r i ~ o f ~ u n e r
w5mm pfEfeme5 a& and the m i c e d e k k are the bask inputs
fw arviw M g n
--h=d~ogwh~-mh
indumy. By &ing services in dow geogiaphicai llwek~mKhmatedepthinServiaeStraaegythan
pmrjmity, t d and distribution a& are rnmimiwd ~ the precedm pages. AS the a r e at the mL
d e p l c In
while I d lolonrbedg L5 herapd M iWecyde M c e Strawgy k a prime mpanent in
agoodrervicemamgmmtpd5ceThekymmpts
havebeen~Inthkbookmopwkkabask
u n d e w n g and Ilhntr&~th?m m u s b e d i s a

' h # e 4 . 4 u a s k ~ ~ I b r t y p e s d ~ c e ~ k
Basic mu^^ 5tmtegic considerations
Fumimal Speclallzation

51rung p u c j ~ ch
l -iwlae
W w e cr customer *wee u n l w to s
ew

OnsiteserviEes
Prmimw to customer for ddi.lwy wl K I ~
Organization p e m M local
N M t~ m i n i r ~WW
l~ wlct l ~
swnd rervke marPgy Mmm every Cr arganiza- arid
theh ci~saamers.You ae enmuaged m r d tlw W i e
So- mguidance In Its mtlrety as Uie Wit piaee to
stat in m d h g your kno- d servke management
pmctlces.
Service Design - building -
structural service integrity
5 Service Design - building structural service

F c ~ U d bn
q frm W v h Strategy, Servke Desigr b the llw 5 e h M g n p u b l H i n provldes a paw 11- of
m U sbp in t h mL Senit@ L#qcbWle the- I chi1 m the^ a d a h m application a d irhrmwtua
II entirely Anew, we will porhy e&
i 5& stage h m a derlgn principks.
Wjcal-. The key mcepts d kwh k l g n
ThernaInpupmedthekrblePerign stagpofrhe
~ ~ ~ d t h e ~ d e d l g n a q # e t s a d ~ d e s l ~ d
I ~ k ~ e ~ T g n d n e w a ~ s e n k e f a r
servker service pmcews and m h capabllltk to m e t
In~uakm Into the IIw mRonmm. It k Important that
busin- demand The primary topb that will k
a hdlstk approach to dl aspem d M g n Is ndoptrd and
~usdhaemnnathemlnslpbeaund~ M,when drarrging or anendiy'anyd the individuai
Desgn, but themain dementr that illwlrate the
dements of d d p all other aspects m m n s * & r d Thus
a~~ ofthisstage in the ! k w h Laerycle:
w h l d 1 ' 1 ~ 1 hard
g bwdopig a . w applkartm, this
shmldn4 be claw in i s a w n , but shwld also a m f i r
t)re i m p d on the -1 mi- the management
s y a m and W s [eg. the Smiw Pama#o and
Caialague},t k archbuum t h nzctmotbgy, lhe 9-
M q m e n t processes ard the WCESWY measurements
and rnewics lBis will errsue that n a only the f i n a h l
denrents a~ a d # m d by h e design. but dso that atl 04
.- 1 - bulldlng stwtural ~ d c inkglty
Service M~J e

the management and -rational requirements am II m p w d IT gw#runa~ass& with the

addmsfd as a iimclamarwal pat.d t h e c h l t y i d ire not j m p w i n n a d m m m u of~a sM af
aas an aRerthw@ht, controlsfcreffecWe p~lrwnanaedK
Thernalnaimd~Iksigrkthedesigndnewor a MomdkcAlv,~mksrm~eMandIT
changed SWTQ~L. The tqrrlnmmts h thew nmv sewices proocarsa d l be designed Mth optlmat
a r e ~ f m m t h ~ r v k e ~ b w d e # h q d i i a dd & d i n e e s
wylremem k a d p d , dwmmmd and q d ard a Wmmthm md dedplon-rn&im# M
mlution dcsign is p d u c c d that i s thm comparcd with comprehenslw and eliixtlve rnesurernenrs and
the strategies and constraints from Service Strategy to rnetrla wlll enable better dec-Wn-rnaklngand
ensure that it mnforrns to cwporate and I1 p d i k . corrtlnual impmwwnt of service m n a g P m m
practices in the d ~ i g n
stage of the S ~ M E Lifecycle.

5.1 BUSINESS VALUE

5.2 FIVE ASPECTS OF SERVICE DESIGN
bV~hg w d Service k i g n it will be possible to deliwr
quality, cmtefktive services and to ensure that the There are R u e a s p % d design mat need to be
business requirements are being met. considered:

The f d b i n g benefits as a result of god %vie 1 The deslgn of the w k e q IneMlng all d the
DPsign practioe: functional requl-, ~ ~ ~ u r and
e e epabllttles
$
needed a n d a&
W total mst d onmrrhip (TCOI: mst d
ownership can only be minimized if all aspects of 2 The design of service rnamgement and tods,
services prows= and LCInthgy aK designed e m i a l l y the Service Portfolio, for the rrra~gement
properly md I m p l e m a d agaha the deslgn and m t f o l d mice5 t h m M r l i m
bnpuwd qwlity d &both m i c e and 3 The design of the t ~ M o g architectures
y and
ogerationd qualii will be enhanced mwragemt spterns m u i d ta p i d e the rervices
~ a n r i ~ d s w h : a s w u i w s a r e
4 The design of the p m s w needed to deslgn
ddgned wlthln the rotpame smkgy, architecturn
tramitlon. w e and Irrpme tk m l c s . the
and consrrainB
d the processesthansebs
asdritecmns a
8 Wbr Lnpleme* d new a changed mm:
as there is integrated and full Sewice Design, and the 5 The design of the m s m m e n t methods and d c 3
p r o d w t h ofcomprehensives W c e Desigr Packaps of the mi- the archiim and their c m s f i
d the
$anice a l i g n m e i ~ l v e m from mrrpcxlm~ and the processes.
comepth of the W e murlng that r w or A rewlbdrium approah shwld be adopted fm each of
dxmged wvlcer match k r d ~ needs s with m l w s the a b Rue a q ~ % ,h each,the&id busins
designed to meet Servlet Level Requtements outuxnes and plamed rmults should be defined su &I&
Mom d k t h rwvlca prformanu: with what is deliwed m e t s the wpecbtirn ofthr c u m r s
incorporation ad recognition of Capacity, Financial, and u r n . T
hu this muctud a p p n x h h u l d be
&ailability and K kW Contilwity plans adapted m l n each of t k fim aspects to dellw qualhy,
tqwa&h m i s a e n c y d mtinual hprowment r Thp ernally suppinted wrvic# and m p o m and
thta,ughm-th~ a g a n W ~Themare
. rtb Gmatlm thelraswhmdUnderphninp~~),Mb
wtthln ITwke prwArbn wtTh dmer Immaf a exteml wllt ofben haw thelr Mrdawd ageements &War
s e ~ ~ u u h e r e t h e r e a r e in& n o ~ ~ sehecluk
Smke [)erma m . All IT 5ewke P m k h m n l H b n s The p c l m mcaunmem and rnmlcs mquW
al- haw some d i m e m d thek apprqaeh to t h e R The legislated ar m q ~ i p swuity
d W.
Ave aspeck In place, m m a w how bask. Wore stattkrg
on the implementation of the improvement d activities rdathr&ips and depmdentues between these
dements are illustrated In Figure 5.1.
and p r o m c s a rcvicw should bc conduct4 of what
elements are in place and working n~ccesdully.Many The ddgn needs be hnlistic, and me rnaln problem
*mice b i d e r organizations already have mature today is that organizations &en only f m s MI the
pmesses iri plare Cur desiyriiriy IT s e r v i m arid sululiuris. functional requirements. A design or architecture by very
definition n d i to mnsider all aspem. It i 5 not a smaler
organization that mmbinrrs thcsc aspxs, it i 5 a scnsiblc
5.3 I D E N I l M N G SERVICE REQUIREMENTS
one.
Serrice Design must consider all elernenb d t h e service by
taking a..hofistiEqqmad~to t k design & a new m d c ~ .
Thk appraadr shauld cxmX~ the d m and iK R e q u i m l s r n l k k m , a r d p l r a d engine4mg.b
c w d m n t ccmpnents and their hter-kpr emure that ~ . v ' m m e m rare; dealy
ensuring Umt the Pervices deliwed meet the hnetiaranty cbcumensedald ag#!ed
a n c i g w l i t y o f bythe ~ ~ bushesshdlaress: 1 [krlgn d apploprlate smkes. bchnolw, proaesser,
1 The sdaWlity ofthe sewice m meet Mure Inbmttbn and proaess m m m e m to meet
hs m dthe long-b?m bud- brrshe95 r # l u l m m

obb=b hiewand Rvlrion datl p m a s ad dtxumenls

The bus'wre56-p and business mb w e d i n r a i d in Savkx him irduding &signs, plans,
by the sewice dliteclures and polib
lb rr m i c a and thp a p d k i m s s fundanalky U a b n wtth all ather d&qn and plaming a c t M k
and req u m m and rdcs, cq. sohbn design
T h e ~ F o e ~ K a r r d A ~ L e d R ~ o~ d u ~ a n d ~ ~ d T T p d ~ e n d ~ Z g n
l s l ~ ~ w - ~ l ~ m docummb, i-ing hip,plans,s r d i i and
pal*
The~technokqycomponents used to d e w and
deliver thesenrbe, Inclu&lng the inhamuerure, the M l o n of dl d d g r doammu wb ptannhg tor the
envirc~rmwttso data and tha applkalsms deploylnem a d Irrplmmatbn d lT stmkqks uslng
The intemalb qqmkd h ,r n m p n e * a d
end roabmsp programmesand projea ptanr
thYr -timid L d Agrtiementr IOW Risk awsmmt and rnmgemwrt d all desigr
~~d~
--
.- Senrice k1g.r - h1ldh-q m m l - x r v l c e Integrity

5.A SEMCEPeSHjNhWDELS m Scope and capability d eKtemat s

w e
ir
o
R M a t u r i l y d t h e a g a n k t h s n r r e n t l y i ~and
~adoptingaderignmodelfaa~new~a
&d the anent mpabiky and @ions with mF=@=
~ a d l ~ ~ r d m g d w ~ w r y d ! T Cu w
l ~
w d t h e aydzatbr~~ imM
shwld be 4 - This review a h k l -c all IT IdimmmeapptTeatbm dzm, 5#VIa# and
cmponents itwM
-

.
wets ofthe new m i c e including
m Degw d erparate and TT pvemance and me
Business & l w s and wirements
d -hip

.
md contml requid
or the de wlda and rrimk
ml
kmands, tap&and r e q u h e n l s d the new service
r sraffkhdsk~lr,
8 Continual Service Improvement
The b u s l ~ c ~ e p s
-

Cartinual Service k m p w m k ( a pmvides p a c t i d The maturity of the enabling K picmmes q u i d to

in d u a t i n g and imprwirgthe q w l i d wppat b i n s pmesses in r cnntirud Sewice
seWs,m l l matuffy d t h c ITW S m h Wecycle and Lfecyk modd
its mdertying~~[~~5682, a h dl r@hm
l !@
organMan:
w The m l l health d ITSM as a discipline
The p-mrypurpcw of G I is to continually align and re-
The m l n u a l allgrment of& wrtfdb d IT serulca align IT to the changing business naeds ty
wlth the nnent MlCl future hrinws neeck ' M i n g and inpledng inprummnts to FT s e h
tltar s u m bwhm prcwese. llwx impmwmm
activitk the Il-te dppm&t h m q h LW
S m e g , Serdca k k p , 5ervka lbdtlan and 5eW lbew abstks tk n a h a p p autcmaticdly. lhy must
O w . In eff#t,CSI Is abut k d h g far ways m bmedwithinthe l T ~ ~ W c h h & a d
hqxm prooessMeeiWws and Mklency~arwell as handllngthe responslli~and p a s s e s the LpprPprlaW
C O c r R ~ k ~ aWw&y w m&e things happen. lhey m& a h be
planned a d #heddd &an ongoing k l s . By clefark
Irnpmwmnt' beaome-sa praclers nrftMn tT wtth M n e d
mMtks Inputs.. oulpds . &.and re- [SSI mrrst
r Review, analype md make m m m e n on~ mutethat r r S M ~ ~ a m d e w ~ a n d d e p l o y l e d ~ n
improvemem opparrunk h ead-~W q d e @LWC v l p p o r t d a n d w n d s e w k e & g e n r ~ approach-
Sewice Stmegf, Wce Design. SmWTrasidu~and tabusin~astomerxltir~ntidtaderrelopan
-Ope- ongoiw umtiiral irnpovement strategy fw eech of the
= ~ a n d m d y s e ~ c e l # J a c h ~ t r e sprwensesi'asdartheserviEer
~
kknti@and implement irdsvial aeefvWes to h - @ m ~k Fire B.1 -S ~IWIXMQ many opgartrnYer b r a.
IT senk quay and i m p m the ~~ and The figure a h Pkrrmtes a mrrstant cycle of irnpmwnwk
~~ d m d i n g mM The Imprmment prwess mn ItK summarlred In I stepb:
m I ~ ~ m t ~ Q f & l ~ t i r r g I l ~
rvithart 5xYifkimg cummasatisf#tiar Ern- th visbn by unchtanding the high-kvd
buslnesr dqpctks The vlskn shwld alfpn the
Ensure a p p l i e q d k y rnanagmmt methods aw
business IT stmtegles
used to mpport 6arthu;d I m p m e r i t WitSer.
~ t ) r e ~ m ~ u a t l o n t o ~ n a # a r a # ,
The fdlwvhg xtMies r w a continual process
* P h
mb$9eds n a p h d dlrhem the qnizafiwr 35 rigM
ww+This baseline assesment is m adysis of the
mmmt p*h in brms oftha M n e q organhation,
fkukwhg rnamgment infnrmatbn a d trends to
e n m that services a s meeting agreed M e Levlelr peaple, plmffs and technology
n fkvhwhg management Inhrmatbn and trends w Undrstanband agree cm the priarklesk t
mmthathoutptdtheensblingMpxesses iqmmm based CHI a dee- & & p e n t dthe
meahievingthedmimdredts pirdples Wined h the v B i The MI vWcm may be
Plerbdkally cnnduuing rrraturiiy ~6~~ against yeers away but thls step p v l d e s s p e d k goak a d a
thepomsaettvttksardrabam&dvRththe maMgeabk t h d r a m e
p ~ a e r f v l t k s s o d e m ~ P a I w 6 o f II~ M i l t h e m plan to & i higher qtlality s m b
or, cmremdy, a m of amern prwrtsim by imp-4 l-lwm
M i h l l y d u d q inkmal a u d h ~ X y i n g II W ~ d r a t r n e a b u ~ a r d m e u k s a r e I r r p h r ~ a o
ern* and p m c e mrnphoe e n 5 u n e t l w R ~ ~ a d l ~ p r o a e s r
lbvkwhg MI~ngdelkW~ fofrehanm aonpliance is high, and haness objdives ard
~eswuemtbytheldd4e~~ice
II WkhgadhorrecornrnenctatRnsfwapproval
~ u d i n g p e r i a l i i ~ r ~ ~ s r r v e y s
Firrally, tb h u l d enwe that the mmenhrm
Fa quality tmpwment is mainrakd by -ring hat
C m d u d i q ~ ~ i n t e m a l ~ ~ t ckrges o become mhe&led h the organizatkn.
a1apporrurdw
 h4ud1 of the angst and aordudan sumundlng FT process
There are.fwr mm w us& Wrm when diserrssing hqmmmnt InRHlatlves can k traced to hr n b of
d c e Improvement mcctiys thest m s ,Below k the proper usc;

m improvements .-I -
Outrnmes that when aorrpared to

I Ben*
the k h e ' state show a trmsurable inmaw in a
-able nwhic or dmewe in an undesirdh metric
r ~ ~ ul mwmnena
u n
~mple:RBCCorpachiia15%~bnh
WI (value on Invesmnotl.
failed danges through imphenwion d a b m a l
Change Mansgemem procers
6mdb - gains etch- t h w h diatlond
Improseemem u l l y k t nat always expressed in
W b -
K Ccwp's 15% mWti6n in f a H d
dwicp has swed the aornpany f3P5,OW in
prakrrtlvPty and w w d costs
~ in the first year
 nu-mdiRem-thtm(wmg) the^ is dltknal foeus on the quality of CT in m 5
aehievdandthca~~toaetdeuethat HhMity, wauabllsry. e a ~ S e. a m
bend% expressed as a perwntsge. Lcgim#y,one' espeddb, risk
w l d Ikap'speda lltdemmalot
EKampkABL:Chpspentrawpwb~drthe
fcmnd Change kutapmmt ipmgs that,s a i d IT perfamdnce t>ecl3mes e m more vlsW - technkal
bend d t h e Rm yoar of
L395,MUL The ROI at t umge5 and cusmmer d k W d w t h JCIME~&
olwa#on was therewe Sl95,mO w 9 7 m beeomebo#ctoom~~
VY)I-meexaa~tma~Wbyestabl~d Inmasinglyfind themselves In a
I IT w g a n h W ~
bendits that include non-manetary or lmg-term ~ ~ v m e e ~ h w e b ~ o n ~ d i z e b u t
ourcrm#.~tsasukmpon#ltofVM maMge busimmenabling khnofogy and mi-
Emmple: ABC: Cmp*~ establkhmem d a famat that ddwr the capability and q u a l i d e w by
Management m e
s sWhich d w ~ thed the busim
number Pf fall& cham& Tmpruued t
k aMHiy of 1 IT must dermrmatp W ' f o r money
ARC Cmp to m p d qllicw to c h q i n g n r a M I IT wtthIn ebuslners k nat only srrpportk~the primary
c c i r u b and
~ m e x p x l d qqmtmiities wlting busbtess pmexe but R the con of.thmpmcws,
h an e n h a r d r n a M pith.In additim, it
p m w t d d ~ n b b u s i n e s s l r n i f s a n d 8A l'ECHN0U)bYOlCMRS
theiTorganhtbn andfreeef~proxnrrcesaowak
an ather p r o w that d w w l s e might nnt haw The tapld p i ~ of.teclmology
e dewlopma, wRhbr vvhld~
b m epmpleaed. I T ~ ~ m q b m n w s a ecr~mmponmtd
drnmtemya~of~operakAsaresult,IT
5ewice5 mu*
8.3 BUStNESS DRIVERS
Unk-nd h r s k operatiorrs a d duke a b u t the
Wlrlnesees are becanirsg hueashgly aware of the sbrt- ard l a r g - h tppartuniteg (and h k h )
importamof~asaxivkepuuvicktonam~su~ af CT
butakoenableblrsinerropmbnrAsaresultthe
BedeslgredkrqlltyadnLnbkneasmall&ufw
buslnesskadtmdmhyadcmch morepolnuxiand u n p d l b a b l w h burlnesr weds
dlreeequesths reqardfngthe Why d CT s d c e s and
km&amo~-ml change, wlth a
the compeanq and effldeney dthclr pmdder. Thb
lleduoed cycle time, fix mliiing charge tamtch a
h ~ ~ d s c r u t l n y ~ t h e ~ n d k r g r # e d ~
mduoed w i n c h hr the business cycle
C51,
r Malntain oi improw misting quaRgr d mviw vllhile
IT dws ntcn-@than A l e misting h i n e s s m i o n $ addlng or remQlAng e c h o l o g y - p o r n
IT enables M e s s champ and is, thwefora, an I h r e that quaM.dd e h y a d match=
intagraT c a m p e n t dth b u s i m . c h a p the bwlne~suse of new e c b b
P W ~ d ~ u u 5 t s u & ~ L
 s a W i n e is nM initially d
k M thp flrst
mmlremenr All bemmelhe beseline.That bi why
tIs~ldwdkctdataarthewtrR~n~the
r kitegated Into t u s k s phnnlng h w dthe data is in questh. It is k t e r b ha- d&
I Fccmed on M n e s s and ITgwIs and o Q e d i toguemonthantoh nodata &all,
cost-
I Balanoed In Its a p p a c h on what Is m u d asr2,~abmrneepunZ
Able to withstilnd change. I -
mIMaQ marbring ard rn-ing ta didate
pevpevws deckiwrs
-
rn Tn d m mMrqand measuring m wx diredon
Are acaraW bld diabk fwactivksinorderbmetsettargetF. t Isthe mobt
Are well defined, spedfk and clear prevalent reason fw mmitdng and measurhg
Am relevant to d n g the 04- I Ts - mtmltorlng a d mwlng a justify, wlth
IkrtotceanepatiwbehwCaur fartual evidence a p d , th& a m r s e of &an is
I Lead to Inqxwment cqpmunlaks. q u i d
T ~ ~ - m o n t t m i n g a r d ~ h g b 3 ~ a
p e r f p m targets that:
point of i n t m d o n inckKting %bqumfchmgw
dnb ccrmuh ac8ans.
l l w k u r ~ c r e a m t o m n # a a r d m e a r u r eleadto
~ r d f m m d ~ ~ three key qwtbns; Why an? w m b r h - q and
1 Who defines the ~ w r e anb
s targets? w r l n g ? ' , 'Wh#r do we saop7' and I s anyom ushg the
I Who mmhrs and m u m ? data?'To answer these qu&iom, it is W n t to identify
n who gattrerstk*~ which d t h e abme mwms is driving the msum
r Who prmxses and a m the data7 effmt. Too offen, we d r r u e lm measve long afber the
I w h preparesthe rqmra? need has p a d . Every time ycu p d u c e a you
should adc T h we still need this?'
I~ ~ n t s t h e ~ r t s ?

8.5.1 B a r P I h
An h n m w n n h g point for high!lghtEng
improwrent is m.embllshb a s e m as markers or

-
sming pdm fw lam wmparlsm B a s d b a~dw
used b ea&hh a hkhl data pdm w desennlne If a
~aea~needsbbeIm~Asa~resuSttIs
#A1 W p 1 - h f h 0 w l w t y ~ s b w l d
I m m that:b a s e l k #e ctoammpcd,recognlad and
accepted th&cut the orgprbIz#b~~ W h must be
establ~hedt each level: rbategic goals ard owed& (;anplle a list of what you should m v a Thls wtll &en
lacrial p m m mcWuily, ard c~peraoimlmmics and KP15, be driven by bwlncss mqulnments. Don't try b c o w
m q slngle weRhralky nr @bte mettic in the wald
Mdre it simple. The n u h r of things you should m w r e -, d ~ h md
d &pa* goals and
can gtw quite rapidly. 50 too can the nunber of metrks ow-
and r i w a w m Leplslnzkmqtlmm
k foliowing kern
Identsfya d link t I Gwemancemquiemmts

Cotporn uiskn. mhrbn. goals a d obj& Budgetvk

B Halimed Sumcard.
1 IT vhion, misskm, wls m d c@sd-lyes
1 biticd~fadors
M.2 S t a p 2 - ~ n s w h s t y o ~ r p n ~ u r o
r M~eve~targets
Every o m a n ~ c mmay find that t k y haw IlmkatNms on
r J& &mQsion tpr IT sraff, what a n xtudly be measured. If yw cannot measure
Inputs: wrnething then it should mt appeac in an SlA
SBVsee k v d F b e g u i m m awl tarcps w l e a llst dwhat w h tml can cumntly ~ u r e
m ~ ~ k g u e wfthout any amfigvation a c u m h a t i . 5tay away
Vlsion and rnirisi staermm fmm cusKimizhg the aods as m M a mi&
cordigulng mn Is accepnrble,
~ r m a g a p a ~ l y s l s b e t H r p e n I h ~ w # S L T ~ t h p~tfommca.
k CS!may also need amrr w
irhmtimtsaektbthe~thecusmnerr,ardIT w r w - m
managemem It ts passbk that new t d s ale required or
~ r s h c e C Sisl unlikdydDnesd,orbeabkto6ol#
UwtcanRgulatknorcWmizathn isrequiredtotsezbk
w i U & t h t Y d I i e ~ o f d a t a ~ a ~ p ~ b y a l l
to rneaulre what Is r q u l d . montmrhg advky, hey will most Ilbdyfacru ar a
Inputs: specMc subw dmontming at any phrwr U r n Thls carld
m U s ofwhat you should meawe be dewmrlnd by lnput h r n the hslness or
I~maoaechnrrkgy.
Prawss~
1 Produkes When a new !atvice is being designed or an Asking one
r lr~brkkrmuetkns changal, thk is a p e r k t opportunity im e n w e that what
CS1 &to ~uisdesignedintothe~ice
1 T&nW wd w manuals from ercistlng Pools
n W h g repom. ~~ kwhWlgn pubAWion1.

r Manbriq k w CY HIS# &mg w e r the. l h q may k

G ~ , ' * ~ ~ m f o n n € k f - g Intermed In rnonlwng the email wdce one quarter.
h p4c.a Manlmrhg muld be m c w d ushg mtmoloau adthenmweontoboktMsys&mInttRmwt
such as epplimh~,
system and mrnparerR rmnitarhg w m
tools:a could.& be a m a 1 pm&s fa &in Wks. I ThiismewsthathrviEeDpemtiarandGIn~to
€Malily ts the ky dajtaiw of mnitorlng Ibr Miwl h i da which will k i p them to a p e on what
hqxwment M b d r g will -re focus on aeas n W aD k mitored and tiw what putpose
the~dasm&proeesr,toot,orpar&atl~ncw t IS Irnpmmm.lemrbmthat thm are miee of
CdIguratlm Item ItIL Tho emphasls Is nac an aswing W c s that an organlzatcon MI1 need to m l k to
real-tlrm senfie perfmwm, mkr k h a n IdentWylng urpparr CU saMITes as well as a h k m s~ M t i e s .
whm hprowments cm be made to the aisk'ng b e 1 d The,l$pFsadmealcsarec
sewice, a IT pertarmame. M o n M n g C51 will t h e w
wlsd ao focus on ckxeuing em#&mwrd mdutions. For Tihnokgy m d c s - t k e metria often
m p k , €9ISnot is l m d In h a h e r an hddm wsciaaed with componem a M dppicztimked
w d u d , but v h a k r it was r d v d wlthln the muk$sueh as performaxe*avallabltty ex,
agreed time, and w h h e r futum Inrklmts csn be P m mebh - t h e Win are qhmd in the
fam d CSFs, Ws and adidly m & b f a the servire
m-
~ ~ , T h c s e m e a k s c a n k l p
W t m i W the c w a l MJh d a process. Fou key
w n s thx UPIScan M p a m are arwnd &ky,
perfmmanae, m k and m p b n c e In Mbwhg the
~ E d w o u l d ~ e t h e rnarbashprtln
se
[dentWyJng Impcwmm opporrunlcks fw ea&
7
 -
w QualQ Hou, Wl am the p t w w e s whthg7 MonW
thfndivilldarkeya~iasdwymhtemW
-hes d the end-wend -ear
AsmvehaspxSlbk,ywneedtostandmikthedata -
d Perfwmance H o v v h s or slwv'l Mmtwr the p m
strumre th- p l d w and p d A k M m&&. For effld~ley such as t w p u r or eyde Urns
ampk tw#doyouer&r~merhyourWs-lahn -
M e 15 this mldng a d i k e n e ? Mom'ta the
Smlttr;knlth,khn;aJ.5mkh?Tke~be~sameu d k t h w s and pr- value afmp p m a e m me
dtlfemt hdvlduak Havim I)rree dlffer#rr ways of st&bhaklmsand them staffexemhghepacess
4 n g the same n a m umuid slow donrn lrend analysir a ctv w
and will severelyimpede any €3WiaWe. Monhrtng is &en awxhtd with aubamawd mnRdng
o f ~ krperfwmanerewhar
~ ~ n
avalbbll& or h t manhrlng dm4d a h be
usd for mrdtorlng behwlou Ma adhence to
m M h L c ~ ~ m o n h r b q a n d ~ t h e d aprrreessadvltbwofauthorlred~asdlaspmjert
W
I rn~hd&3vva~ kgathdl d t e h l e s and hdgets.
When and how &n is the data g r M
€ m i a mand a@ need tn be c o d e r m i durhgthe
CrReria to d w t e the h m d t h e data
monitoring aEtivity m they on serve as early &ng
The amwrs wll k d f i k m k r every mgimizarlm. indieaaorrthat~~broakhgdoum.San#Im#ltle
~ r n o n b r l n q a l l ~ ~ a r be a bd e m so
w qxiwts and atem will < m efram 6wh,but they will
thatranedlalsetkngnbemkcnflfthmIsa~k
&en m f r # n t h w e whom urlnpthesewkear
~ ~ m d l . l a g e m e n t ~ W e d # 1 2 w a n t ~ ~
beasel, thus hnpwlng fuarre m k e quaky,
Senh monitnring'dmmn stnw h & m e r adicm
U'Ee-
~ ~ u ~ n g t h e f s u l r w r d t l w l e a d t p i d e n t ~ g w h e mInwmihegatt#-th?dataacthrlcy:
w o r k i n g : M i andla h i r i n g can himproved.
t Mew bushex requltemenrs
Smke m n h r i n g h u l d a h addrpss bath i m a l and ExkthqSLAs
external supplies dnm M r pehmmm must be rn Existing tnmltdng wwf d;Oa capture capabw
edu&ed and managed as &L hllabllHy nnd 0pzcb.y Hans
Serdce manqmml mmlwdng Mpr datwirrp the r plans
ki&hadweKmddcemaagemmtpxesesIn r ~ o r r s u e n d am ~b pm
the iblhwlng manm r Listdwhatyw h k i m u r e
r ~r- C ~ -WMthe being m ~dwhatyducannreasu~
hlollawed? Rncess-unnpliam to mo&w the Gap analyslsreporr
cgrnplm of the IT cwgmidonm.thenew a B Liztdwhatbmearuce
m o d M servim management proaesses and also the izMtumrsatiMlmSllrVeyL
k ofthe a u h t b d mi& nwragment bd that
was imptmenced
 . -
Continual W i c e lmpwernent . -

8.6A - 4 - W h g t h e d a b I H a t b r m l is quirob fw the cutput7 This is atso

oIW!d&kgathered,thenepdSkp6t0pKMESthad& dhm by hoyqralysis is dbne md ultimawly how the
b t h e ~ d ~ F l l e p khndogiesare a R ~ Inf#matlmk uped
t y p i c d l y u s e d a t t h k ~ a s ~ r ~ c ~ f ~ rna Hmat
e tools a d can be.& fw prmesmgthe
~ i r h ~ ~ f o r m i n d w ~ & & data? y .
Thechtaisako~lyputbtoafmng~~a I hdoweevahatetheaaumcydthe~
~ W n d p e ~ i m t k a w a l l ~ d a -7
&a ThB abhfily beglns the tranhtrrtatian d r a w data There a E rum aspects ta data gathering. On@Is aubomted
into p d g g e d infwmafion. Use t k intormation tn develop and the other Is manual. While both arp Important and
insight into the perfiamance of the ardim pmer,ss. contribute greatly to the mwsurlng p r m s accuracy L a
lJmes5 the dam jlb3 informaim ii.e. c m t e I q b l major diffmntiabr h i w e n the tuva t y p . The accumq
gmupirgs) which prauides a b&r means to arm@ the d the automated data gathering and pmcewng is not the
data -the next activity step in GI. issue here. The vast majorty of CSI-related data will be
The artput of logical groupmgs could be in spreadsheets, gathcrcd by autarnatcd rnwns. Human d l a gathering
repork generated directly frwn the service management and processing is the issue. It i s irnporhnt for staff to
nDol wW, spm mnEtorlng and repmhg mk, or w l y ducumt their compliance activities, to update
tdephmy Ws as an autlmatk dl dishihutim mal. I- and remrdr. I b m m m s e s ax that people are
bw~,MthisisnotimportantathatitisnotM
m i n g the&&iran i m p o r t d n t C 5 1 w m a t kdten Job Wdng m n i c a M n abwr thP b P n a d
M i l e manMng awl eoHeetlq data-ma 'dngk
p r f m i n g aFkninlsmiw tasks is of a fimpreawe.
~ w ~ k m ~ t t ~ , a + t n p p r t m r n
Tying these a d m l n l m t h tasks to job performance Is one
understandthw e o m hnpaa.anthe hrger
w to a l k k this hue.
ksliaaaunuyand lTscrvla.Knwhg thata savermup
M m the prctceshpthwkh xtivrty:
Q 9 , 9 9 % d ~ t T m e I s ~ t h l r r g , ~ t h a t r i o a w ~lnprrs
~ t h e ~ ~ k ~ & h ~ d ~ t t r e
data k , a n g . t kd#Bfrwn moclioorinpd hindivickrd
m3mpmmb&ahm~**~-r,wLAN,
m t se t c , d - ~ t h i r k a ~ r e o F a n ~ t m
~ ~ h t h e ~ € f s ~

I What Is the frequency d p m d n g the dm7 Thlr

could k hwrty; dally, weekly or monthly. W n
hmdudnga ww mvhxor selvke mamgemm 8&5 ~ ~ S - ~ ~ n g t l m d a t a
p m I t IsagoodlderttomantmMd~in
'lov aqankdonl Smloe Desk has a wnd d r e d d
h r inbmals thsn h g e r M s . hd e n
dl volumes cmskkdy mx t k last Bur mnttrr h
an&& and mnd hwdgaian activities tbke pbae
h u g h tMs k a t m d , you need.toa& m#tk
4drive h w &en the &a is p u w d
quartiorrlsthiragoodmdora Wawrd?'Yw&dl
lPKIUrifttemllri3duetianLkawyauhaw~
the nunbet Of m r r l n q mIn the krfrwaudure by
g o d Pmbkm Mmagemnt activltks cw #the a m m e r s
feel t)urr the knrke kd c doesn't p w d e any vahe and h r h i n i r r g multipk data patntr an a graph rray l& nice
they h e sarraed byparslngthe M c e aeJI and going but the real questim b, what doss it actualiy m n .
'Apiearnkwttha~d~'goertherayhgIn
dimly to seear- srrppon gmrpd
an-g the data an acmmte qwexlui wwld be, Which
Data anabis tranhtms thc informatiin into knolhrlcdgc thouand vmrds?'Totransform this data Into knowledge,
of the m n b that are a W n g the organization. More skill compare the lnfotmatlon from 5tep 3 agalnst bath the
and experience i 5 required t a perform data a n a k than ~ requirements frm Sbep 1 and what could realktMly be
dala ydltierir~yarid p r u r ~ d r ~Veriliraliuri
y. ayairlsl wals measured fmm 5- 2.
and objectives i s mpectecl during this activity.This
witlcation validam that objectives are k i n g suppnmd Be sure to alw campare the clearly defined objectives
and value Is bclng added. It is not sufficient to simply against thc mcasunblc targ~tsthat W C ~ Csct in thc Scwicc
produce graphs af u a W s lypes but to dacument the k i g n . Transition and Operations lifecycle stages.
abmatlons and conclusions looking to answer the Lonfirrnatlon needs to be sought that thew o b j r x t ~ wand
Mlamg qu#tlanr: the milestones mre m e h d If mot, haw i q n w m w r t
i n i t k t b Inam h e e n t e d ? Ifso, then the a M i
Arethereanycktrends? Sat +in f r m Uw gamerSq data, procarring data am3
I Amthey~~eanegativewnds7 analphq &#a steps to Went@ If the d W IrnpwmwnI
Are charqwrequltiedf In Wce has been achkved; At the m p l e t k n d
r mw wm m d h gmp h ? eeehslgnikants~ornsl~are&w~lbk
Are we meeting tq&? c w d u c t d w m n the obJeul*s have h e n met It Is
Are cmedk actinns repuired? ~hiehmmusethePort-I~me#fion~~~
IA r E ~ u ~ g ~ t p o
from t
~ ?
hChage Wwgmmt pmcesr l h PIR vvlll
Indude a d e w of suppathg documema#on and the
r WhatisthewstofthesBviregap?
gmml awareness -st SM of h rPdind p m e s
It k i ~ n g m m t h e n u m b r d j d b t i t l # h x I T orhAmmpakmisreqMofnrhathasbeen
prderslonak that mntaln lfe w u d ' a d y s f and ewn a c h i i against the odgiml gods.
more s u r w n g w ettwwer mt few of them actually
W n g the an+is but after the m u b ae
and- anything. This step takes lime H requires
mp(ied and andysi axl aend evaluation have occwd,
cumrwstbm, krovvledge, dtlllq, experknee ew One of
hlsm~sr;rcTnaemalmhqsbheld~n
the W r assumptions L this the auWmaaed poce55hg.
~aorrevOewth~ultsandcdleet~Identify
nprtlmmonhcdng ml k d l y &no the analysis. impmment qpomtler lt.k impoctart to W these
Tooofknpeopkshr&phtaratnnd&~'Loolc
Internal mlrp -.you beginpreentsng and using
nunbers have gone up o w the qraraer: H c m w ,
key 4qwstiuwneed tn be d, such as:
th?Inhrmatbn whlh 1s the next mfvhy dCmld
Servkelmprowment~~k~~ W~. p
LMs. ah
 . -
Continual W i c e Impwernent

daamrinlng h m t b I Q S U and
~ any a u h s imm a-e CmsideWn must ba g h n a tha sltilk lppuired w
td the InlsRpss. an~frambatha~kalvlewpaintardfrwnar
lmrpretatknvkwpolnt
Thb puts m-inr bemr pobsrlon ao f o r m u h a pian
p r e m . t h e resub andany wion k r m to tt# b*
and ao Wt Rmnagment Th&m thlr pdl[Qltkn
the term 'xnrke'a d 'serrlae mwragemnt' h m been
u ~ ~ l y + l T t s w o o f b e n ~ o n m ~ n g t h e
k s project plw,flnanclal plan k f l a ~ h y eapgclty
,
wrlous m sused ty the business* &en [but ar Rlen TT Servioe M n u i t y k n q m e n t plar
iwumdb)y)eqUa WMDP and syskm. A senrice is
I Are tag* defined h 9.k ar the.5enride Gtalqw
d b made up d sysftrms. lhdm 8.Kwants to be kingmet?
perreivedasakqp+,then1Tnurt-hrna
y s t m b a w d organization W a m v k b a e d U &re u m n g stwd problems ttm cw
argarhkn. This trasitlon will face th i y of Idetxtkd?
c a m r n thedl#mmmsii65that&h
~ ~ m ~rr-miiartiartrww
many TT organlrabns; Are there my tm&? Kmthen what are the Wnds
&towing?& they positiveWwds or negath# trench?
Rrbmhgproper. m s on the data a h pbFw the
Wha Is leadhg m or causlng the n#rdr?
b u r l In~ a~p ~itha mQmtegk taetlarl and
opmtbnal dedshns a b w t W r there b a n& fm FkvWhgtrenQmaperiodoftirneka~k
service lrwmemm, lhfixtuw,the analy%.aaMly k hprhta.ttisnotgcdenou& t o s e e a w h o t d
~ n a t d m e . W t u ? t h e r ~ k b t o a h d c d r e w u r c e s .a data pol&.& a specific manent in tim but.toI d at
with the.rightdills an* i'rnptya lack of time k u n h r . thedmpb~mapriddmeHa~dfdwdattds
What is d='k that w#rart p o p arralpii e m s will mmth c p m m to last mmth, thk qrxtw compared ao
cnnthle to o m r and m i will d n u e to be bst q u m I this year cornpad to IaR par?
~ . T h e r e w i H b e ~ ~
Data walysls tWm the h h m a t i i krta M d g e
-
.-TI.,= whg
W i 5hp i Pmmtfng,urd .:.idF.- h
dthe &en& ttmt are &cling the organization. k rn infemmth
example, a sub-auhftrjf of Capcity Managemem is The sixth rw is ao take our kmwhdge and p m iq
~ ~ T h i c a n b e ~ d ~ ~ n g t h t i s , t ~ i t i n t D w i d a m b y u t S l i z ing~M~
the.&ato detenntne m i c h arsWrnen use what rewce, ZKUM plans, redew& mlwtkns imd o p p c m M e r
b a w t h y u s e t k ~ h r e , W n t h e y u s e ~ ~ ~'Considrrthe targt W e n @ m a k O U that ~ you IdmtQ
and hOW this Impiim t kouerall prfummx of the ~aomesenrlceberi~thathbeen
m. You will also be able to see if therk is a trend.on rgueakd; or can be eqxckd.Data *hering oca+s ff t k
themgeoftheremrcemrnperkddtkne, Froman ~pemtimalkd.danuganlmbn. Format thls d&aIntD
iwemmtd hnprovement procesr thk a d d lead to tome M e d g e UW dl W s can a p x h t e and gain insight
k u s on dmmd maMgemem, or~ln8krendngthe lm theb needs and eupecmt~s.
bchwnDud- This stage Imrrrlm pemtTng the IrrPormatlonIn a fmm
ttrat f undenbdablq at the right pwvides wlw,
n o a o d ~ ~ w ~ ~ i d p m ~ ~kl
#ms
l t m d a MU-run IT gmlp The
&MI duhg the time p h d , md a l w those M n g paint is a new pmmtive an goals, measures,
teeduing the Informbn to malee maaegk Weal qmtlng, and h w (T M t k n d a l k t burlnesb Wts.
qxratbnal decisions. h other words, pesentlrtgU x You will then be prepared to a m r the c)uertkrr 'How
M o m b n In the mmer that makes It the maa useful duesTThdptogmmedueforpucmnpanyT
for the nrrger audknce.
Mlmugh m m repom t d rn ca~ewmte an a m s w h m
CmUng repom and premlng Mormatlm k an xtMty thlngsarencagohgaswllashopediPr,dDwtfwgaxo
t h a t I s d c m h ~ ~ ~ t o # m r e ~ ~ repmf f on the good mws as wH+A report s M n g
anbchoureveritofter K notdonedl.Fwnsany impmmmmt t d b s e w i d bee rnaltetitq vehidr.
w g m k 4 i i hia v i l y is s h p l y taking the g a t h d it is vitally lmpahnt h t repork how whether CIS1 h%s
w data ( d h stmight fmm the tod) ard reporting this acidly inprwerithe owcall servicp provisim ad if it has
am d h to m. h has been rrrr p m i n g and not, the adians taken to Wify the situatim.
malyrlsdmedata
There ae usually thee dRlM aildlencgs:
1 ~ k a r 5 w s - ~ t m l : r e d i s a o u n ~
Use the h d d g e gdned to optimize, inpRnre and
whether r r d e l k r d t k m k e t k y p ~ w n l s e d the
a
~ . ~ M a ~ ~ n e e d , b ~ i ~
lev& they promkd and if nof what cmxth4 a r s
~ m l ~ . ~ I a i n h c w ~ m m ~ ~ m b
are behg i m p k m m d to lrnprwe the staratlon taken win hqmw~thesewb
Senlar [It) ; n m q u n m-This goup is uf&n
t b m d m the =Its s u m d i g C5Fs wd KP1s such CSI Tdent#les nrany opportunitk for Irnpmwnm
as. c l m a m r s a t i amal w. plan, mmg a d howmr uganlzatbw cam Mto m t all d
mm layeis lrvfarmathn pravkld at this kwl ~nkedmgds,&leQ)YeSandtYPQdOf~
Mpsdetmdne sWabgic and taetCcal Improvements M e s , M opganlmion needs m prkdlhe
-I
mahrgerx;de.Seni(TT)man~c#mwana axMk Irnpwemerrt Inklathes cim ako be -ally
thlstyped~~n~dedhthefcwmofs &n by wubtuy rquiments, Ehangps in
Bdaced~recardorCT~fumatbseethe cwnptltlcn or m n p o W decbkam
blg p M u w ~ one glance A h a ckkion .bhqxme a w u b a m f h senrice
MIT-Thfigmupis~interpstedm1Btsand m g e m # l t proclea ismade, then ths Wp 1-e
c
aEtivity MM that hetp them plan, m d r r a t e , .mhues..A mw W m Wawgy may be Mned, Senrice
xhdule and Wenti@ i n m e n t a t irnpwement Design bullcisthe dmgts, krrCae Mslian impternern
6pparru- the changes into W w l o n and then kwhO m c m
Nowmaethan~r,lTmusthwstthetimeto irsaMpes thedaywhy OprrrtbRS dthe s#vhadcx
uderstaml specMc brrshm goab and W a t e IT metric5 &cemaMgementprurcesses.kephmindthaC~
wrdlmanlmpaetsgdnstt)resegDdr.&rsh~hwst iKtMtks ccdnue through a h p h w vfthe Smie
In owls and rervkes that- pmducthdty, a d W k
s h o u l d b e o n e d h ~ ~ . S h e ~ a Each
~ l !imh
~ d Lifeqclr phase tequim m w c m to build or
mt)rateanbeme&~to&ixttuelycommunleaaet~ mPdffy the Was &or service m a m a pmexes,
v ' a l nkkrtechnokgyor nw#Mcackn w gmuphgs a well as
measwed and pnxrprsod into icgl~~l
t&~nabgy, pa~ntbl d r a p m I W s and &er muVs ckdqthe~al~rgdtheciataLrvCLe~
andposWyewnr#w#modM?d-OLAblKsmsupporr m f d elso b ~ p c w b l for
e taklllg the component data
W. W n r n u r k a ~frairiing and &umem&m an and~itinafwmatthtwiHprovideabepwr
retylrd to wamilbn a newllmprwed. s e W t d w e n d - t e d p e r s p x k d the me 6ehfewmem.
k
sew mnrragemem p- Into pdueHon.

wrn Monfawing d . d a t p c d M m n
~ ~ r ) r e - ~ U k c ) . d t
%mice Sm&gy k rerpmlbk-fwmonlwrhg the pmgm
swlkerPvrl--t
of moepresjsm&& palkles and arcbiteaural dedqons SLMplaysakeym6ehtheda~rgactiuiyarUl
*havebeen&andImplemenwd. is mpamihle Fa not mly Mning h i m = requiememis
but also Ws ~ b i l i w
to =him them
Servioe Mi monitorsand g a t h a data m - a t e d with
and [ d m dkm oP1 mlaer and ~ofthefbstitemsind@liningIPs~likbto
servioe rrranagment pmcess~~
This pattd the S r v b identiry w h t -toring and dab oofiectim acthi*
l.&+le ah--- agzti'&t the M-- a d are~~ W g place
abiw to measure--.and KPk that w r e M n e d m SlMthenneedsaofookatvvhatkhsppnlngwtththe
through m e r i n g bush wirementr. Smim Wgn monlsorhg data. tr the mrnhnkg t a h g p k mty at
also Mneswttat should be nwwed. This would Mude amporrentMand,lfso,lsanymloo#ngal
mniaorhg prcrjeer xhedules, ~W$'ESS to p row nntbpte c#nparens b pmIde an e n d m wwke
rnlknorres and f l e d rwulrs q'ahstgoals and m w - 7
nu- W should also t d w who g& t b data, Wether
anyanalysis* placecanthedata Idmeit is
5 d c e T m M m M q x the rnar~Tng pmcdma d
pemted, mi if any Wend eualuatian is undertaken to
c H W a to be used dulng and sA# Jmphmatbn.
rrndersrandth~overap#ioddtlmaThk
krv%xT d n monitors gathen data on thearfual
hbrmatlanwill be helpful In f d l d n g IJIactMes
~ I n m p r o d u c t l o n o f ~ ~ a n d ~
mmqerrreclt p n x e a s . It is the respansibility 05 Serviw I Thrargh the ~~ with tk businm,
Tm&m tu mwre t k t the d c e s and SLM would defk vuhat to rneasue and whkh a s p e ~ ~
riwmpm#rt praceisss am e m M in a way that can to repat. This wcruld in turn drive the monitoring and
be managed and rrramned accmdlng to the smqh dala mlWm rwirwnenls. Y thew is no cq&ilivln
and d e J i e W b Service Transitiorr m p b the miw and/c# dlw data an an item then it shauld
rmtappearinthe9A~shouklbeapwdrhe
~ ~ n g ~ a n d c r i t e r i a t o h u s e d ~ r g a n d
&?r lmpkmmatbn. rwkw proorssbo mcmbr resub
W tr m p o n d e ibdmdoplng and gettlhg
Service Qmt1on Is responsble for the mlral mmb17ng agreemew an C4.h a d L#s that require Intend or
d ~ ~ h t h e p ~ c t k n # w l ~ ~ c e
Ol#ratkn My5 large p-n$I a m ,
~~
~ ~ *input wintowhat canber
A-wdC- -
Rwideignifiwt kputinto &sting monitming and
~ d ~ n a p a b ~ ~ t w l r e q ~ t o m
rrew dxh m#ection requimnb a d ensue the
M 4 a b i k y and Gp&i Plans are lpdatedto Mect
W r i t y M a n a g d contributes to maritwing and data
d ee de htin the hllowlng mamer:
m a security mmitdng and data mlldon
ieq4hmentr
new a m o d M mnitcirirg and data d h m n
~ v e ~ a n d ~ t t l e ~ o f s ~
mquinmerm
accadhg to the organkatlcnal security pdWes and
a~murnkhthe- actual MU-E
mmlmrTng iddam crrlktion actlvfcles rhat t a k
W k
K iin determiring dF&s d searrity h l e a s u ~on
place, lkdm mles.andm b i l i r i w dto be
~ n w m M r q ~ m l l ~ l h r n ~
rnedandtheJ-&5fl~wIthproperty~led~.
trained M '
oF mnfidentialiLy (accessiMe only to hrrho
shoutd), integrlv (ctata k aclcuaae and m corrupted
Are#aurHahtefarmsuringtoobarek~#
ar not and awilahilitf {dataIs wailabtre
w- w h neetkdl.
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rnmiming4 data mlMwr m i v i i s are
consfstenrly prfame#.
Flnanchl Management k respanstble for m m l r h g and
J d d t M r H a n n g M m r r ~ S ~ ~
dkhg dam a ~ ~ ~ l with d zmd ex-
a w the n.
~ardisabletnpllDvidempltmqu&hmsuch~
r hddw Manqmmt can defsne m i m i n g hcosOingamueta~rmtmk?Fii
t ' € ! q u i ~ ~ s ~ ~ a n d i n b d Management # r t ~ shwld also rnmitor itw ongoing wt per
thrwgh a m l o n and also has the abRlty W se w eiG
butomtiealfyopen I n e W tkke& a n d b a r b
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I Event and Incident rronitan'ng can identfy abnwmd n e c e ~ s a y t e i n p l a w r w ~ C 5 l W c ~ tlnulgetarrd
tte
n'btkm dmndiars which h e b with p & d n g qm'dture Gpm f a the wdwr irnpwmnt initfcRiws
ard m m t i n p situations and carrtStionsEhe- *.well as provldlng the meaW.wcamp@ the dthc
miding p m s k s m h and mmpwnt fail- hP-.
reponre times, repair t h s , mlution times
and lKident escalarims
B As a single pint of amt& it is important fa the Ingemd,a rneaScisas~leofmmmmtddnedin
S e w h aedr to m owtdephary items sub as call tmm of a slimdad, is. in terms of a welCdefined udt,
durnes, am-ap speed d a m , d l abandonment The qlrantifidan d an event through ttre p m d
rates etc, so that immebi* adon ran be l&n when m e a r u r m n t ~ dnWaxlstancnafan~liit~
there is an inowase h calls to the S e ~ m k k llds Impliclt mric @e T a b alh which k the standard to
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support uia email and t h wh
 . -
Wnud Service Irqxtament . .

MkaikrvrcrPw-pkr
k u r e Metric QaKl-Y @ h r limit Uppsr limit
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Efh~ % w~iatlm.
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Metries are a s p m of paramem or ways d q u a W R 8 Simw k k l q at mresults and W d n g a tnRd k

assxsment d a prams that Ism be mm- dang dangmw Figure 8 3 !haws a apnd that theSewb [kst
with the b cimy out sueh measurement Metrks Iropenfngfewwlncrclenttlekerr~tklaafewmonthr.
ddint what b to be meaured. Mewla a n uwdly 'h e ms IS muse there a& f e t m
could ~ k v that
spectdlPedbytkwbjebares.In~chessetheym lncldenrs wpehaps RIs beeau~ettie- mm
mid only wlthln a wtain domain arbd cannat be d l d y happy wtththe penrlaithat Is bdng pmlded. 'sothey go
h c h m r k e d a hsrpaed oWde it,l i e n e k menla, dsmhere fix thek s umneeds. P e h p the
hmmw,canbeagg@mwshJectareasa qankatbn has i m p h e n e d a self-help M g - b a s e
M m , u n v $ sd an e r h p r k . and some cub- am rain. this &ice instead d
~a.:_ .cPntacDirrgthpServiap Desk S m e imrertigaWn is
r , ~i ~ r pu~
n m A nqulred rn undem#ld what lsdrlvhg t k e rnerflcs,
When beghnhg to i m q m the MUBIt is imparrarrt m
knwvthedataelemwtsthat r n a k r ? u p d w ~ u b t h e
putpose d producing the rewits and the normal
ranges dth w i u k
8.7 StiRYKEREPORllNG e is not &isixbly shqAy to p s m t reportr w h ~ hd q k t
a d h n c e (or otheMliw) to !Us, w h i i in themselves am
A signifiar* m o u n t of data is c d W ard mmlmnd by ptnr *wd aMw44 hild
h the daily deliway of qrralily sewioe m the busha;
actijmaMe approachto iR thisis what
h m , only a small is of real hterest and hawened, this I s what vw cMr thls is how we ldll ensure
impottanc~to the busineis. {Figure 8.4 shwvs the
It down't Impact you q a h , and thls is hrvrru we ore
process,) The majority of data and its meaning are more wrking impc dclivcry TT 5crvicc5gmmlly.
suited to the internal management needs of IT.
The business likes to5 e a historical representation of the
past perlod's pformance that portrays thehr ~xperience;
hmpver, k 15 more concerned with thme hktnrical e w W
that continue b be a threat p i n g hrward, and how IT
intend m militate against such threaB.
Complementary
guidance
 Complementary guidance
9.1 iTlL AND IJTHER FRAMEWORKS, 150 2 0 ~ 1 0is b a d asr the TL senrice m g e m e n t
PRAcllc€s AND STANDARD5 prwesses*
The IT industry has derebped a number d h e w o r k ,
9,m,3,ISOiE.pi
j-G
~ m d ~ r d s t o m a n a g nunberof e a ~ ~
AQo known as S P D - Software RrrcRss I-nmt and
needs. Drganizations can fisce mcertainty in
Cqetility dEtermination - it provides a hrnewalk for the
u n d e e i which h m w d , m d d or s t a d d of
pradite they need in order to excel at mnaging IT
assesmm of prwess &IN. Thk frammrk csn be
rrsed by aganlzaths h h e d in plamlng m w r a g h ~
setvkes. %me f r a m were d f d q x l to add=
regulatory and legd - a m , others to sttedmline or
rnonbrn& cmmllhg and Imprwlngthe acqulsltlaL
supply, development, olmMSarl, evdutbn and s u m of
rengiwer dnd m m have wigills in financial
p d u e a and sewices, It Is a h 1nmdd br use by
and m u f s c M n g Indumler.
assernwsintheperfamarrmdpmcessasswnmt,and
i l l L and many d t k e framworlcs haw a sola harmony
and a n ~ ~ ~HR 1thhsan torgmM1m to m e t a mg~
of remice mnsgenrent Iseeds.
FoHovvlng we m e afthe mcm c m m b lawm
fmmeworks and standads that haw synergy with ITlL 9.1 A W A € C 1977QQOO8
~opedme~blewrorga~mp~thaaLs
9-1.1 COWT perfamlng~as~maMgement~toa
stands for Cmml OQecTiws kr IrdtmnaM arid standard MkIent w satJTsTy o o r p o gcwmam
~
&led Tedrndq. Originally c m d in 1995 as an 1s requlments and ensyte dkUw s u m tw IT mle
a m framewark C O Mhas maturect W bmm an mrall management overall It [s Intrended m albgn closely to. and
I T m ~ f r a m e w o r k . ~ ~ s m d to support LWlK ##XlO. a d practice in 5AM should
pmdpks are used by IT and YIX wdltors, -IT b result In -1 benents, and d & l e good practice
gtmzmed by the IT Governance hstltm. should a l h rnanqement artd &aganizabions to
place reliance on the adquacy of thew p c e w lhe ~ ~
R13 I S O E 1 L C M q x m d ben- shwld k achieved with a hi# d q w
d ~ ~ .
rmK=m prmh&ptPondw
intqmted pmess a p p c h to M m l y &liver
9,15 hWa~-dfRbk
managed w'hsto meet business and c u s m a
q u i m e n t s . Far an arganizat'm a function & k t M y Mmmpnnm d FUsk {KoOR3 pFov#es an aitematlvt
k hw tn Identifyand maage nmerws lhked actMtl~. generic hmevvork fw the rnaagmmt af rlsk acms all
Codirmted inlegatlon and inplemenlationof the xlvice -
pa-hof an ogarhat'wn s t m t q k pqmrnme, p ~ o j d
m a n a g e m pmcesses prurvldsongoing ecrnadgreater and ~ r a t h n aItl boomall the mimes requid
&Aenq and oppMarnltks f u ctmliwal imprwement. r eany ?yped rM,
to Iden#fy and a o m l the s q ~ ~ uto
 9.1 *7-1
mMI Icapbllhy MaMty Model Inpegatedl Hes cmaed
KO-#
pmvi& a fr&ncwo&that is tried, aeswd m d by 5EI -re Enqlmedng Irkshut4 at O r n a e Yellon
~ w ~ ~ p u d i m i n a t e o r ~ ~nfvcrslly ~ ~ kIn 1991. In tke bsglnnlng CMM w r modd fa
hvdd In m h h g yarr goak. N o 5 adom a &mmsmtlng the mmri?yds&we M q x n e n t
syzxematlc wlcatton ofprhdptes, a p w h ad M. m t)re -beiiefthat more mature,devebpmmt
pmmsesto the of ldenntyhg, asseshg ard d m ~ l e d t o ~ r ~ T h e ~ ~ C M
plannhg and lmpherrtlng risk r e s p n s . moddhasgowndhmkedUulM~nawthede
hdo standad ftx measuingtha rruaturky &any pme56.
9.1.6 mnrgomsrrt O y m W m n s can b a s e a x l *inst the M M M e l
P w [Pramm g e m e n t Bddy d M d g p ] is using W P I (Standad CMMl Apprakai MAwd for
m e d ard . w t h m d by the Project MaMgerrwnt Instime Prm€ssI-.
mu.
ThePmjpeeMaMgan#lt~dKnourlPd~kthewmaf
9.1 .a ax sfgw
knwklge wtthln the pmferskn d pmjeu mwragement,, ThefunQunermdabl~dtheS(K5lgnamRhodology
As vtlth other p r d e i o n s such as law, rnedlche and is the lmplemwltatlon d a measurement-based miltegy
accounting, the d knowledge reits with the that f a a s e s an pme55 improvement and variation
practitioners and academics who apply and advance it. reduction t h r w g h the application of 5ix S i m a
The mrnplete Project Management Bmty of Knawledge improvement projecb. This is acownplished through the
includes prwen d i t i o n a l p r a c t i that
~ are widely use of twn Six Sigma sutwnethdologi~s:DMAIC and
applied. as well as innavatiw practices that are emerging DMAaV. Thc Sk Slgma DMAIC p m ~ (Mne, s measu~,
in the pTOfP55ion, including pub1i s h d and unpublished analyse. Improve. mnmll Is an lmprwwnem system for
materkl. A5 a MII~, the P m J ~ rMt a n a g m ~ n R
t d y nf &sting prrmsws falllng below spclficatbn and looklng
for incremental i m p m m e n t . The S i i Slgma DMAW
Knowledge is constantly evdving. [InW~tiofl t-o PMOK.
pmrtxc (defin~,m w u r s , analyw, ihiarign, uprifyj E; a n
20041
Improvement system a d to dwelop new pmcesses or
PMNCE2' [PFbject IN Cmmlled Environments, a
Is a pradum at Six Slgma q W i lewls. It can olw, b~
structured project management mmod m n e d by the ernpbyed if a current procers rquirei more than just
IX;C. Structured pmJect m a q e m p n t means managing Incwrnenlal i m p m m e m .
the poject in a logid, organized lmay, fdlwving defined
s t e p A structured projea management method is tlie
writtm description o f this lqical, organized approach.