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IT Management Development Center (IT-MDC)

Sesi 7 & 8: Service Transition
Building, Testing and Deployment
of New and Changed Services

Irfan Akbar, CISA, CISM

Hotel Novotel Bandung,

10-12 November 2010
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Course Agenda
A. Introduction
B. Basic concepts
C. Processes and other activities
D. Organization
E. Methods, techniques and tools
F. Implementation and operation
G. Transition Planning and Support
H. Change Management
I. Service Asset and Configuration Management
J. Release and Deployment Management
K. Service Validation and Testing
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Course Agenda
L. Evaluation
M. Knowledge Management
N. Exam Prep Questions
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Goal and Objectives

Service Transition consists of the management and coordination of the
processes, systems and functions required for the building, testing and
deployment of new and changed services. Service Transition establishes the
services as specified in the Service Design phase, based on the customer and
stakeholder requirements.

A Service Transition is effective and efficient if the transition delivers what

the business requested within the limitations in terms of money and other
necessary resources, as determined in the Service Design phase.

Goals

The goals of Service Transition include:

• supporting the change process of the business (client)
• reducing variations in the performance and known errors of the
new/changed service
• ensuring the service meets the requirements of the service specifications

Objectives
The objectives of Service Transition include:
• the necessary means to realize, plan and manage the new service
• ensuring the minimum impact for the services which are already in
production
• improving customer satisfaction and stimulate the proper use of the service
and mutual technology.
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Scope
ITIL defines the scope of Service Transition as follows: Service Transition
includes the management and coordination of the processes, systems and
functions required for the packaging, building, testing and deployment of a
release into production, and establish the service specified in the customer
and stakeholder requirements. Although change management, service asset
and configuration management and knowledge management support all
phases of the service lifecycle, the ITIL Service Transition book covers
these. Release and deployment management, service validation and testing,
and evaluation are included in the scope of Service Transition.

Value to the business

An effective Service Transition ensures that the new or changed services

are better aligned with the customer’s business operation. Specifically:
• the capacity of the business to respond quickly and adequately to changes
in the market
• changes in the business as a result of takeovers, contracting, etc. are well
managed
• more successful changes and releases for the business
• better compliance of business and governing rules
• less deviation between planned budgets and the actual costs
• better insight into the possible risks during and after the input of a service
• higher productivity of customer staff
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Policies
The following policies are important for an effective Service Transition and apply to every
organization. The approach does need to be adjusted to the conditions that are appropriate for
each different organization:

• Define and implement guidelines and procedures for Service Transition.

• Implement all changes through Service Transition.
• Use common frameworks and standards.
• Re-use existing processes and systems.
• Coordinate Service Transition plans with the needs of the business.
• Create relations with stakeholders and maintain these.
• Set up effective controls on assets, responsibilities and activities.
• Deliver systems for knowledge transfer and decision support.
• Plan packages for releases and deployment.
• Anticipate and manage changes in plans.
• Manage the resources proactively.
• Continue to ensure the involvement of stakeholders at an early stage in the service
lifecycle.
• Assure the quality of a new or changed services.
• Proactively improve service quality during a Service Transition.
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Processes and other activities

A Service Transition generally comprises the following steps:
• planning and preparation
• building
• service testing and pilots
• planning and preparation of the deployment
• deployment, transition and retire
• review and closing of Service Transition

This section briefly explains the processes and activities of a Service Transition.

Service Transition Processes

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Processes and other activities

• Evaluation - Generic process that is intended to verify whether the performance is acceptable;
for example, whether it has the right price/quality ratio, whether it is continued, whether it is in
use, whether it is paid for, and so on.
• Knowledge management - Improves the quality of decision-making (for management) by
ensuring that reliable and safe information is available during the service lifecycle.

Service Transition activities:

• Communication is central during every Service Transition.
• Significant change of a service also means a change of the organization. Organizational change
management should address the emotional change cycle (shock, avoidance, external blame, self-
blame and acceptance), culture and attitudes.
• Stakeholder management is a Crucial Success Factor in Service Transition. A stakeholder
analysis can be made to find out what the requirements and interests of the stakeholders are, and
what their final influence and power will be during the transition.

Change management, SACM and knowledge management are whole service lifecycle
processes but influence and support all lifecycle stages. Release and deployment
management, service validation and testing, and evaluation are strongly focused within
the Service Transition phase.
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Organization
Service Transition is actively managed by a service transition manager. The service transition manager is
responsible for the daily management and control of the Service Transition teams and their activities.

Generic roles are:

• Process owner - The process owner ensures that all process activities are carried out.
• Service owner - The service owner has the responsibility, toward the client, for the initiation, transition and
maintenance of a service.

The most important service transition roles and responsibilities are discussed in the following section.

The responsibilities of the service asset manager include:

• formulating process objectives and implementing the policy, the process standards, plans and procedures
• evaluating the existing asset management systems and implementing the new systems
• indicating the scope and function of the process, which items must be managed and the information that must
be established
• taking care of communication about the process and making it known
• taking care of resources and training
• setting up the identification and the naming conventions of assets
• taking care of the evaluation of the use of tooling
• setting up interfaces with other processes
• planning the completion of the asset database
• making reports
• assisting with audits and taking care of corrective actions
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Organization
The responsibilities of the configuration manager include:
• formulating process objectives and implementing the policy, the process standards, plans and procedures
• evaluating the existing configuration management systems and implementing the new systems
• indicating the scope and function of the process, which items must be managed and the information that must
be established
• taking care of communication about the process and making it known
• taking care of resources and training
• setting up the identification and the naming conventions of CIs
• taking care of the evaluation of the use of tooling
• setting up interfaces with other processes
• evaluating existing CMS systems and implementation of new systems
• planning the filling in of CMS in the CMDBs
• making reports
• assisting with audits and taking corrective actions

The responsibilities of the configuration analyst include:

• proposes scope of asset and configuration management
• train staff
• propose naming conventions
• create asset and configuration management processes and procedures
• perform configuration audits and checks
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Organization

The responsibilities of the configuration administrator/librarian include:

• administer and guard all master copies of software, assets and documented CIs

The responsibilities of the CMS/tools administrator include:

• evaluation of proprietary asset and configuration management tools
• monitoring of performance and capacity of asset and configuration management
systems
• ensuring the integrity and performance of asset and configuration management systems

The change manager has responsibilities (some of which can be delegated) including:
• receiving, logging and prioritizing (in collaboration with the initiator) RFCs, rejecting
RFS based on the criteria
• preparing and chairing CAB and ECAB meetings
• deciding who attends which meeting, who receives RFCs, what must be changed there
• publishing Changes Schedules (SCs)
• maintaining change logs
• closing RFCs
• reviewing implemented changes
• making reports
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CAB
The Change Advisory Board (CAB) is an advisory consultation body. The specific roles and
responsibilities of the CAB will be explained in Section 5.2.

The responsibilities of the release packaging and build manager include:

• final release configuration
• building the final release and testing it (prior to independent testing)
• reporting known faults and workarounds
• input to the final implementation sign-off

The deployment manager is responsible for the following including:

• the final service implementation
• coordination of all release documentation, release notes and communication
• planning of the deployment, in combination with change management, knowledge management
and SACM
• providing guidance during the release process
• giving feedback concerning the effectiveness of a release
• recording metrics for deployment to ensure within agreed SLAs
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Organization
ITIL recognizes the following roles in the Service Transition phase of the
service lifecycle, but this falls outside the scope of this book and the ITIL
Foundations exams:
• configuration analyst
• configuration manager
• CMS manager
• configuration management team
• change authority
• risk-evaluation manager
• service knowledge manager
• test support
• Early Life Support (ELS)
• building and test environment management
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Methods, techniques and tools

Technology plays an important part in the support of Service Transition. It
can be divided into two types:

• IT service management systems - Such as enterprise frameworks which

offer integration opportunities linking with the CMS or other tools;
system, network and application management tools; service dashboard and
reporting tools.
• Specific ITSM technology and tools - Such as service knowledge
management systems; collaboration tools; tools for measuring and
reporting; test (management) tools; publishing tools; release and
deployment technology.
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Implementation and operation

The implementation of Service Transition in a “Greenfield” situation (from zero) is only likely
when establishing a new service provider. Most service providers therefore focus on the
improvement of the existing Service Transition (processes and services).

For the improvement of Service Transition the following five aspects are important:
1. Justification - Show the benefits in business terms of effective service transition to all
stakeholders.
2. Design - Factors to take into account when designing are standards and guidelines, relationships
with other supporting services, project and program management, resources, all stakeholders,
budget and means.
3. Introduction - Do not apply the improved or newly implemented Service Transition to current
projects.
4. Cultural aspects - Even formalizing existing procedures will lead to cultural changes in an
organization. Take this into consideration.
5. Risks and advantages - Do not make any decisions about the introduction or improvement of
Service Transition without an insight into the expected risks and advantages.

There is input/output of knowledge and experience from and to Service Transition.

For example: Service Operation shares practical experiences with Service Transition as to how
similar services behave in production. Also, experiences from Service Transition supply inputs for
the assessment of the designs from Service Design. Like processes in a process model, all phases in
a lifecycle will have outputs that are inputs in another phase of that lifecycle.
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Challenges and Risks

For a successful Service Transition, several challenges need to be conquered, such as:

• Taking into account the needs of all stakeholders.

• Finding a balance between a stable operating environment and being able to respond to changing business
requirements.
• Creating a culture which is responsive to cooperation and cultural changes.
• Ensuring that the quality of services corresponds to the quality of the business.
• A clear definition of the roles and responsibilities.

Potential risks of Service Transition are:

• de-motivation of staff
• unforeseen expenses
• excessive cost
• resistance to changes
• lack of knowledge sharing
• poor integration between processes
• lack of maturity and integration of systems and tools
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Functions and Processes

5.2.1 Transition Planning and Support

Introduction

Transition planning and support ensures the planning and coordination of resources in order to realize the
specification of the Service Design. Transition planning and support plans changes and ensures that issues and
risks are managed.

Basic concepts

The Service Design Package (SDP) that was created in the Service Design phase contains all aspects of an IT
service and its requirements through each stage of its lifecycle. It includes the information about the execution
of activities of the Service Transition team.

A release should be defined, in which the following subjects are addressed:

• naming conventions, distinguishing release types
• roles and responsibilities
• release frequency
• acceptance criteria for the various transition phases
• the criteria for leaving Early Life Support (ELS)
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Types of Release

CISM Review Course 2010 – IT MDC 18

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Activities
The activities for planning are:
1. Set up transition strategy - The transition strategy defines the global approach to
Service Transition and the assignment of resources.
2. Prepare Service Transition - The preparation consists of analysis and acceptance of
input from other service lifecycle phases and other inputs; identifying, filing and
planning RFCs; monitoring the baseline and transition readiness.
3. Plan and coordinate Service Transition - An individual Service Transition plan
describes the tasks and activities required to roll out a release in a test and production
environment.
4. Support - Service Transition advises and supports all stakeholders. The planning and
support team will provide insight for the stakeholders regarding Service Transition
processes and supporting systems and tools.

Finally, Service Transition activities are monitored: the implementation of activities is

compared with the way they were intended.
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Chapter V Service Transition

5.2.1 Transition Planning and Support… (cont’d)

Inputs and outputs

Inputs:
• authorized RFCs
• Service Design Package (SDP)
• definition of the release package and design specifications
• acceptance criteria for the service

Outputs:
• transition strategy
• integral collection of Service Transition plans
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‘By managing changes,

you manage much of the potential risk that
changes can introduce’
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Change Management
Introduction

The primary objective of change management is to enable beneficial changes to be made, with minimal
disruption to IT services. Change management ensures that changes are deployed in a controlled way, i.e. they
are evaluated, prioritized, planned, tested, implemented and documented.

Changes are made for proactive or reactive reasons. Examples of proactive reasons are cost reduction and
service improvement. Examples of reactive reasons for change are solving service disruptions and adapting the
service to a changing environment.

The change management process must:

• use standardized methods and procedures
• record all changes in the CMS
• take account of risks for the business

Basic concepts

A Request for Change (RFC) is a formal request to change one or more CIs.

A service change is the addition, modification or elimination of an authorized, planned or supporting service
(component) and its related documentation.

A normal change is a change that must follow the complete change process flow (see the next section
‘Activities’).
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Chapter V Service Transition

5.2.2 Change Management… (cont’d)

A standard change is a pre-approved, low risk and relatively common change. Standard changes must be
registered by change management.

An emergency change is a change that must be introduced as soon as possible. For example, to repair a failure
as soon as possible in an IT service that has a large negative impact on the business.

The priority of the change is based on impact and urgency. Change management schedules the changes on the
change calendar: the Change Schedule (CS).

The seven R’s of change management represent a good starting point for impact analysis:
1. Who raised the change? (Raised)
2. What is the reason for the change? (Reason)
3. What is the return required from the change? (Return)
4. What are the change’s risks? (Risk)
5. What resources does it require? (Resources)
6. Who are responsible for build, testing and implementation? (Responsible)
7. Which relationships exist between this and other changes? (Relationship)

The Change Advisory Board (CAB) is a consultative body that regularly meets to help the change manager
assess, prioritize and schedule the changes. In case of emergency changes, it can be necessary to identify a
smaller organization to make emergency decisions: the Emergency CAB (ECAB).

No change should be approved without having a remediation plan for back out.
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Chapter V Service Transition

5.2.2 Change Management… (cont’d)

A Post-Implementation Review (PIR) should be carried out to determine whether the change was successful and
to identify opportunities for improvement.

Activities
The specific activities (see Figure 5.1) to manage individual changes in a normal change procedure are:
1. Create and record - An individual or department may submit an RFC. All RFCs are registered and must be
identifiable.
2. Review the RFC - After registration, the stakeholders verify whether the RFC is illogical, unfeasible,
unnecessary or incomplete, or whether it has already been submitted earlier.
3. Assess and evaluate changes - Based on the impact, risk assessment, potential benefits and costs of the
change, the change authority determines whether a change is implemented or not.
4. Authorize the change - For every change there is a formal authorization required. This may be a role, person
or group of people.
5. Coordinate implementation - Forward approved changes to the relevant product experts, so that they can
build and test the changes, and create and deploy releases.
6. Evaluate and close - Implemented changes are evaluated after some time (Post- Implementation Review
(PIR)). If the change is successful, it can be closed.
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Chapter V Service Transition

5.2.2 Change Management… (cont’d)

Inputs:
• RFCs
• change, transition, release and deployment plans
• Change Schedule and Projected Service Outage (PSO, document that explains effects of planned
changes/maintenance on service levels)
• assets and CIs
• evaluation report

Outputs:
• rejected or approved RFCs
• new or changed services, CIs, assets
• adjusted PSO
• updated Change Schedule
• change decisions, actions, documents, records and reports
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Configuration Management
(SACM)

Asset Types
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Service Asset and Configuration

Management
Introduction

Service Asset and Configuration Management (SACM) manages the service assets and Configuration Items
(CIs) in order to support the other service management processes. SACM defines the service and infrastructure
components and maintains accurate configuration records.

Basic concepts

A Configuration Item (CI) is an asset, service component or other item that is (or will be) controlled by
configuration management.

An attribute is a piece of information about a CI. For example version number, name, location et cetera.

A relationship is a link between two CIs that identifies a dependency or connection between them.
Relationships show how CIs work together to provide a service.

By maintaining relations between CIs a logical model of the services, assets and infrastructure is created. This
provides valuable information for other processes.

A configuration structure shows the relations and hierarchy between CIs that comprise a configuration.

Configuration management ensures that all CIs are provided with a baseline and that they are maintained. A
baseline can be used to restore the IT infrastructure to a known configuration if a change or release fails.
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Chapter V Service Transition

5.2.3 Service Asset and Configuration Management… (cont’d)

CIs are classified (the act of assigning a category to a CI) to help manage and trace them throughout their
lifecycles, for instance: service, hardware, software, documentation, staff.

A Configuration Management Database (CMDB) is a database used to store configuration records of CIs. One
or more CMDBs can be part of a Configuration Management System.

In order to manage large and complex IT services and infrastructures SACM needs to use a supporting system:
the Configuration Management System (CMS).

Various libraries are defined:

• A secure library is a collection of software and electronic CIs (documents) of a known type and status.
• A secure store is a secure location where IT assets are stored.

The Definitive Media Library (DML) is a secure store where the definitive, authorized (approved) versions of
all media CIs are stored and monitored.

Definitive spares are spare components and assemblies that are maintained at the same level as the comparative
systems within the live environment.

A snapshot (“moment in time”) is the state of a configuration at a certain point in time (for instance when it was
inventoried by a discovery tool). It can be recorded in the CMS to remain as a fixed historical record of the
configuration, not necessarily authorized.
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SACM Activities
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Release and Deployment

Management
Introduction

Release and deployment management is aimed at building, testing and delivering the capability to provide the
services specified by Service Design.

Basic concepts
A release is a set of new or changed CIs that are tested and will be implemented into production together.

A release unit is a part of the service or infrastructure that is included in the release, in accordance with the
organization’s release guidelines.

In the release design different considerations apply in respect of the way in which the release is deployed. The most
frequently occurring options for the rollout of releases are: “big bang” versus phased, “push and pull”, automated or
manual.

A release package is a single release unit or (structured) collection of release units.

All the elements of which the service consists - the infrastructure, hardware, software, applications, documentation,
knowledge, et cetera - must be taken into account.
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Chapter V Service Transition

5.2.4 Release and Deployment Management… (cont’d)

The V model (Figure 5.4) is a convenient tool for mapping out the different configuration levels at which
building and testing must take place. The left side of the V in this example starts with service
specifications and ends with the detailed Service Design. The right side of the V reflects the test
activities, by means of which the specifications on the lefthand side must be validated. In the middle we
find the test and validation criteria (See the section “Service validation and testing”).

Activities

The process activities of release and deployment management are:

1. Planning - Prior to a deployment into production different plans are formulated. The type and number
depends on the size and complexity of the environment and the changed or new service.
2. Preparation for building (compilation), testing and deployment - Before approval can be given for the
building and test phase, the service and release design is compared against the specifications of the
new or changed service (validation).
3. Building and testing - The building and test phase of the release consists of the management of general
(common) infrastructure and services; use of release and building documentation; acquisition,
purchasing and testing of CIs and components for the release; compilation of the release (release
packaging); structuring and
controlling the test environments.
4. Service testing and pilots - Test management is responsible for the coordination of the test activities
and the planning and control of the implementation.
5. Planning and preparing the deployment - This activity evaluates the extent to which each deployment
team is prepared (readiness assessment) for the deployment.
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Chapter V Service Transition

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Chapter V Service Transition

5.2.4 Release and Deployment Management… (cont’d)

Activities

6. Transfer, deployment, and retirement - The following activities are important during deployment: the
transfer of financial assets; transfer and transition of business and organization; transfer of service
management resources; transfer of the service; deployment of the service; retirement of services;
removal of superfluous assets.
7. Verify deployment - When all the deployment activities have been completed it is important to verify
that all stakeholders are able to use the service as intended.
8. Early life support - Early Life Support (ELS) is intended to offer extra support after the deployment of a
new or changed service.
9. Review and close - In the review of a deployment, check whether the knowledge transfer and training
were adequate; all user experiences have been documented; all fixes and changes are complete and
all problems, known errors and workarounds have been documented; the quality criteria have been
complied with; the service is ready for transition from ELS into production.
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Chapter V Service Transition

5.2.4 Release and Deployment Management… (cont’d)

Inputs and outputs

Inputs:
• approved RFC, service package, SLP, SDP, continuity plans
• release policies, design and model, construction model and plan
• technology, purchasing, service management and operation standards and plans
• exit and entry criteria for each phase of the release and deployment

Outputs:
• release and deployment plans, completed RFC, service notifications, an updated service catalogue and
service model
• new or changed service management documentation and service reports
• new tested service environment
• SLA, OLAs and contracts
• Service Transition report and service capacity plan
• Complete CI list of release package
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Chapter V Service Transition

5.2.5 Service Validation and Testing

Introduction
Testing of services during the service transition phase ensures that the new or changed services are fit for
purpose (utility) and fit for use (warranty).

The goal of service validation and testing is to ensure the delivery of that added value that is agreed and
expected. When not properly tested, additional incidents, problems and costs will occur.

Basic concepts

The service model describes the structure and dynamics of a service provided by Service Operation. The
structure consists of main and supporting services and service assets.
When a new or changed service is designed, developed and built, these service assets are tested in relation to
design specifications and requirements. Activities, flow of resources, coordination, and interactions describe the
dynamics.

The test strategy defines the entire testing approach and the allocation of required resources.

A test model consists of a test plan, the object to be tested and test scripts which indicate the method by which
each element must be tested.

The Service Design Package (SDP) defines entry and exit criteria for all test perspectives.
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Chapter V Service Transition

5.2.5 Service Validation and Testing… (cont’d)

By using test models, such as a V model (see Figure 5.4), testing becomes a part of the service lifecycle early in
the process.

Fit for purpose means that the service does what the client expects of it, so that the service supports the business.
Fit for use addresses such aspects as availability, continuity, capacity and security of the service.

In addition to all kinds of functional and non-functional test types, role playing is also possible based on
perspective (target group).

Activities

The following test activities can be distinguished:

• Validation and test management - Test management consists of planning and managing (control), and reporting
on the activities taking place during all test phases of the Service Transition.
• Planning and design - Test planning and design activities take place early in the service lifecycle and relate to
resources, supporting services, planning milestones and delivery and acceptance.
• Verification of test plan and design - Test plans and designs are verified to make sure that everything (including
scripts) is complete, and that test models sufficiently take into account the risk profile of the service in question,
and all possible interfaces.
• Preparation of the test environment - Prepare the test environment and make a baseline of the test environment.
• Testing - The tests are executed using manual or automated testing techniques and procedures. Testers register
all results.
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Chapter V Service Transition

5.2.5 Service Validation and Testing… (cont’d)

• Evaluate exit criteria and report - The actual results are compared with projected results (exit criteria).
• Clean up and closure - Make sure that the test environment is cleaned. Evaluate the test approach and determine
issues that need improvement.

Inputs and outputs

Inputs:
• the service and Service Level Package (SLP)
• interface definitions by the supplier
• Service Design Package (SDP)
• release and deployment plans
• acceptance criteria and RFCs

Outputs:
• test report, test incidents, test problems, test errors
• improvement (for CSI)
• updated data
• information and knowledge for the knowledge management system
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Chapter V Service Transition

5.2.6 Evaluation

Introduction

Evaluation is a generic process that is intended to verify whether the performance of “something” is
acceptable; for example, whether it has the right price/quality ratio, whether it is continued, whether it
is in use, whether it is paid for, and so on.

Evaluation delivers important input for Continual Service Improvement (CSI) and future improvement of
service development and change management.

Basic concepts

An evaluation report contains a risk profile, a deviations report, a qualification and validation statement
(if necessary), and a recommendation (to accept or refuse the change).

The predicted performance of a service is the expected performance. The actual performance is the
performance following a service change.
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Chapter V Service Transition

5.2.6 Evaluation… (cont’d)

Activities

The evaluation process consists of the following activities:

1. Planning the evaluation - When planning an evaluation, the intended and unintended effects of a
change are analyzed.
2. Evaluating the predicted performance - Perform a risk assessment based on the customer’s
specifications, the predicted performance and the performance model. Send an interim assessment
report to change management if the evaluation shows that the predicted performance represents an
unacceptable risk to the change or deviates from the acceptance criteria. Cease the evaluation
activities while awaiting
a decision from change management.
3. Evaluating the actual performance - After implementation of the service change, Service Operation
reports on the actual performance of the service. Perform a second risk assessment, again based on
the customer’s specifications, the predicted performance and the performance model. Send a new
interim assessment report to change management if the evaluation shows that the actual
performance represents
an unacceptable risk and cease the evaluation activities while awaiting a decision from change
management.

Send an evaluation report to change management if the evaluation is approved.

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Chapter V Service Transition

5.2.6 Evaluation… (cont’d)

Inputs and outputs

Inputs:
• RFCs
• the Service Design Package (SDP)
• Service Acceptance Criteria (SACs)
• test plans and results

Output:
• The evaluation report
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Knowledge Management
Introduction

Knowledge management improves the quality of decision-making by ensuring that reliable and safe
information is available during the service lifecycle.

Effective sharing of knowledge requires the development and maintenance of a Service Knowledge
Management System (SKMS). This system should be available to all information stakeholders and suit
all information requirements.

Basic concepts

Knowledge management is often visualized using the DIKW structure: Data- Information-Knowledge-
Wisdom. Quantitative data from metrics are transformed into qualitative information. By combining
information with experience, context, interpretation and reflection it becomes knowledge. Ultimately,
knowledge can be used to make the right decisions which comes down to wisdom.

The basis of the Service Knowledge Management System (SKMS) is formed by a considerable amount
of data in a central database or Configuration Management System (CMS) and the CMDB: the CMDB
feeds the CMS and the CMS provides input for the SKMS and so supports the decision-making
process. However, the scope of the SKMS is broader. Information is also stored that relates to matters
such as:
• the experience and skills of staff
• information about peripheral issues such as the behavior of users and the performance
of the organization
• requirements and expectations of suppliers and partners
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SKMS
• Contains
knowledge of:
– Staff experience
levels
– User numbers
and behavior
– Organization
performance
– User Skill Levels
– Suppliers’ and
partners’
requirements
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Activities

There are a number of knowledge transfer techniques, such as learning styles; knowledge visualization;
driving behavior; seminars; advertisements; newsletter, newspaper.

Activities

Knowledge management consists of the following activities, methods and techniques:

1. Knowledge management strategy - An organization needs an overall knowledge management strategy.

If such a strategy is already in place, the service management knowledge strategy can link into it. The
knowledge management strategy also focuses specifically on identifying and documenting relevant
knowledge, and on the data and information that support this knowledge.
2. Knowledge transfer - The transfer of knowledge is a challenging task that requires, in the first place, an
analysis to determine what the knowledge gap is between the department or person in possession of the
knowledge and those in need of the knowledge. Based on the outcome of this analysis, a communication
(improvement) plan is formulated to facilitate the knowledge transfer.
3. Information management - Data and information management consists of the following activities:
establishing data and information requirements; defining the information architecture; establishing data
and information management procedures; evaluation and improvement.
4. Use of the SKMS - Supplying services to customers in different time zones and regions and with
different operating hours imposes strenuous requirements on the sharing of knowledge. For this reason
the supplier must develop and maintain an SKMS system that is available to all stakeholders and suits all
information requirements.
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Chapter V Service Transition

5.2.7 Knowledge Management… (cont’d)

Inputs and outputs

Each organization has it own specific knowledge requirements. However, these organizations share the
requirement to manage the transfer of that knowledge and information between phases and amongst
staff.

Service delivery errors discovered during transition are recorded and analyzed. Service Transition makes
the information about the consequences of these errors and any workarounds available to Service
Operation.
Service Transition staff also collect information and data that is returned to Service Design via CSI, and
feedback information to Service Design if a change in approach is needed.

Operations staff, such as incident management staff and first and second line staff, are the central
“collection point” for information about the day-to-day routine of the managed services. It is essential
that this information and knowledge is documented and transferred. Staff who are working in problem
management are important users of this knowledge.
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Case Scenario
This simplistic overview of a service gives examples of how the processes are utilized to create the service.

The business has requested that they would like to be able to use the internet for instant messaging
with international offices. They are also interested in VOIP and video conferencing. We shall call this
new service HYPE!

Determine the Service Transition consideration for this requested services.

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Exam Prep Questions

1. Service Transition adds value to the business by improving:
a. the management of the technology that is used to deliver and support services
b. the success rate of changes and releases for the business
c. the design of the IT processes
d. the organizational competency for Continual Service Improvement

2. Which of the following is NOT a Change type?

a. Normal Change
b. Emergency Change
c. Known Change
d. Standard Change

3. Which of the following statements about the Service V model are CORRECT?
1. Using a model such as the V model builds in service validation and testing early in the Service Lifecycle.
2. The left-hand side of the V model represents the specification of the service requirements down to the detailed
Service Design.
3. The right-hand side of the V model focuses on the validation activities that are performed against the
specifications defined on the left-hand side.
4. Customers who sign off the agreed service requirements will also sign off the Service Acceptance Criteria and
test plan.

a. 1 only
b. 2 and 3 only
c. 1, 2 and 3 only
d. All of the above
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Exam Prep Questions

4. Consider the following activities from the Change Management process:
1. Review the Change
2. Assess and evaluate the Change
3. Authorize the Change
4. Coordinate Change implementation
5. Review Request for Change

Which of the following options describes the CORRECT order of the activities?
a. 1, 2, 3, 4, 5
b. 1, 3, 4, 2, 5
c. 5, 3, 2, 4, 1
d. 5, 2, 3, 4, 1

5. Which of the following statements about the Configuration Management System are CORRECT?

1. It will hold details of all of the components of the IT infrastructure as well as the relationships between these
components.
2. At the data level it consists of one and only one physical Configuration Management Database.
3. The Service Knowledge Management System includes the Configuration Management System.
4. It is maintained by Service Asset and Configuration Management.

a. 1 only
b. 2 and 3 only
c. 1, 3 and 4 only
d. All of the above
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Answer Exam Prep Questions

1. b - Option (a) is a benefit of Service Operation option, option (c) is a benefit of Service Design and option (d)
is a benefit of Continual Service Improvement.

2. c - Known Change is not a specific term in ITIL.

3. d - All statements are correct.

4. d - The full list of the activities in the Change Management process can be found in Section 5.2.2.

5. c - At the data level, the Configuration Management System may take data from several physical Configuration
Management Databases, which together constitute a federated Configuration Management Database
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IT-MDC
IT Management Consulting and Training Partner
[email protected]

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