Purpose and Scope of Service

Transition
 The Service Transition publication is part of the
broader ITIL Service Management Practices.
 While it can be read on its own, it's best used
with other ITIL books for a complete
understanding.
 ITIL guidance is:
 Generic and flexible
 Works for small or large organizations
 Fits centralized, distributed, in-house, or third-
party systems
Service Transition –
Overview
Focus:
 Shift toward quality services, customer/business orientation,

and cost optimization.

Risk of Poor Planning:
 Ignoring Service Management needs in projects can cause

costly or fatal issues.

Role of Service Transition:
 Ensures smooth, efficient transitions.

Handling Complexity:
 Tackles interdependencies, risks, and change impacts.

 Adapts to real-world shifts (IT, business, external).

Key Practices Used:

 Change Mgmt, QA, Risk Mgmt, Project Mgmt → enable tracking

& success.
After Go-Live:
 Continues via Early Life Support in collaboration with Service

Operations.
Context – Service
Management
IT Perspectives:
 Component of a Larger Product

 IT systems, apps, infrastructure as parts of larger

processes and services.
 IT as an Organization
 IT organizations vary (business functions, shared
services, enterprise units).
 IT as a Service
 IT services packaged and offered by internal or
external providers; costs are business expenses.
 IT as Business Assets
 IT provides revenue, income, and profit, treated
as investments.
Good Practice in the Public
Domain
 Organizational Pressure: Companies
adapt to improve performance while facing
outsourcing competition.
 Benchmarking: Organizations close
capability gaps by adopting widely-used
public frameworks.
 Public vs Proprietary Knowledge:
 Proprietary: Hard to transfer, specific, and
costly.
 Public: Easily transferable, validated across
diverse environments (e.g., ITIL, COBIT, ISO).
Source of Service
Management
ITIL and Good Practice in Service
Management
 ITIL Framework: A globally
recognized source for Service
Management best practices, used for
improving organizational capabilities.
 ISO/IEC 20000: Provides a standard
for auditing Service Management,
with ITIL serving as a guide to
achieve this standard.
 Five key publications:
 Service Strategy
 Service Design
 Service Transition
 Service Operation
 Continual Service Improvement
 Complementary Guidance:
Tailored advice for specific industries
or technologies, offering flexibility in
Usage
 Target Audience:
This publication is relevant to organizations involved in
developing, delivering, or supporting services, including:
 Service Providers (internal and external)
 Organizations aiming to improve service quality through
Service Management
 Organizations requiring consistent management across
service providers in a supply chain
 Organizations going out to tender for services
 Relevant Roles:
 IT service managers
 Service Transition staff (e.g., transition managers, testing
managers, QA, and release staff)
 Support teams: asset, configuration, change, procurement,
and supplier management staff
SERVICE
MANAGEMENT AS A
PRACTICE 2
IT Infrastructure
What is Service
Management ?
What is it?
 Service Management means using special skills and processes

to give value to customers through services.

Main Ideas
 Helps manage services from start to end.

Turns resources into useful services.

 Without it, the organization is just a group of tools with little

value.
Why it's different from making products:
 Services are invisible (can’t touch or store).

Customers are involved during the service.

 Service can’t be saved for later—must be ready when

needed.
Extra Info:
 It's a professional field with training and certifications.
What Are Services ?
Definition of Service:
 A service helps customers achieve

what they want without owning the

costs or risks.
Key Points:
 Services give value by helping

customers get results.

 They make tasks easier and remove

problems.
 This increases the chance of success

for the customer.

What Are Services ?
Functions & Processes
Functions
 Functions are teams or units that do specific tasks.

 They have their own tools, skills, and knowledge.

 Help keep the organization organized and stable.

 But if they don’t work well together, it creates

communication gaps (called silos).

Processes are a set of steps to reach a goal.
 They change things and use feedback to improve.

Good processes are:

 Measurable (we can track performance).

 Have clear results (we know what they produce).

 Serve customers (inside or outside the company).

 Triggered by events (start with a reason).

A Basic Process
What is Service Transition?
 Manages building, testing, and deploying new or changed
services.
 Ensures services meet customer needs and work properly
before going live.
 Reduces risks and errors during release.
Goals of Service Transition
 Help customers understand how new services will work.
 Support smooth integration of new services into business.
 Minimize service issues during and after transition.
Objectives of Service Transition
 Deliver services on time, within budget, and with expected
quality.
 Avoid unexpected problems in live environment.
 Improve communication, training, and knowledge sharing.
Scope of Service Transition
 Includes:
Planning,
building, testing,
and releasing
services.
 Uses: Change
Management,
Configuration
Management,
and Knowledge
Management.
 Excludes: Small
fixes like
installing
software or
replacing
hardware.
Value to Business
 Faster and safer delivery of services.
 Better planning, testing, and reduced service

failures.
 Supports business changes like mergers or upgrades.

 Increases customer satisfaction and staff

productivity.
Measuring Service Transition
 Match with business plans.

 Monitor time, cost, quality, and user satisfaction.

 Reduce errors and urgent changes.

 Improve teamwork and communication.

Key Processes in Service
Transition
 Lifecycle-wide processes:
 Change Management
 Service Asset & Configuration Management
 Knowledge Management
 Transition-specific processes:
 Transition Planning & Support
 Release & Deployment Management
 Service Testing & Validation
 Evaluation
SERVICE TRANSITION
PRINCIPLES 3
IT Infrastructure
Principles Behind Service Transition

 Service Transition is based on

important ideas (called principles)
 These ideas come from Service
Strategy
 They help teams understand services
and how to give value to businesses

These ideas guide how services should be

planned, changed, and delivered
What is a Service ?
 A service gives value to customers or
other business units
 It's defined based on customer
needs and agreements (contracts)
 All of this happens in the business
environment (how companies work
together)
 What Makes a Service
Possible ?
 A service provider
uses:
 Resources – Things
they own or control
 Capabilities – Skills
and experience to use
those things well
Example:
 Resource =
Computers
 Capability = IT team's
skill to fix problems
 Both together are
called assets
 Asset = something
 Why Services Matter
 Services help one
team give value
to another
 The team that

provides the
service = Service
Provider
 The team that

uses the service

= Customer
Example:
IT Department
(provider) helps HR
Department
(customer) by fixing
their computers.
Service Utility and Warranty
Utility = What the service does to help the business
 Supports business goals

 Improves customer performance

 Removes limits or problems

🧩 Example: A credit-check service helps a bank quickly

decide if a person is good for a loan.
Warranty = A promise that the service will work well
 Service is available when needed

 Works even during failures

 Keeps data secure

️Example: Online banking stays active even during

server issues.
Service Transition Policies
Principles of Service Transition
 Policies help ensure effective service transition

 Service transition increases value by improving

performance and reducing risks

Define and Implement a Formal Policy for Service
Transition
Policy: Must be written, approved, and shared with the
whole organization
Principles:
 Get commitment from senior managers to make the policy

work
 Work with teams, blending skills and responsibilities

 Plan deployment early in the release process

Best Practice:
Implement Changes Through Service
Transition

Policy: All changes are handled through Change

Management
Principles:
 Have one point of control for changes to avoid confusion

 Prevent unauthorized people from making changes

 Use standard methods to handle changes quickly and

safely
 Track all changes and updates in a Configuration

Management System
Best Practices:
 Define what a change is and separate internal/external

changes
 Create a Business Case for every change

 Ensure management commitment to enforcing the

change process
Maximize Re-use of Established
Processes

Policy: Align processes with existing

organizational systems to improve efficiency.
Principles:
 Reuse existing processes and systems where

possible
 Develop re-usable models for consistency

and confidence
Best Practices:
 Use quality and project management systems

 Design customizable Service Transition

models
Align Service Transition Plans with
Business Needs

Policy: Align Service Transition plans with

customer and business requirements
for maximum value.
Principles:
 Monitor and measure service use during

deployment
 Compare predicted vs actual

performance for improvement

Best Practices:
 Use program and project management

to plan and deliver services

Establish & Maintain Stakeholder
Relationships

Policy: Build and maintain relationships with

customers, users, and suppliers throughout
Service Transition to set expectations.
Best Practices:
 Share Service Transition plans with stakeholders.
 Work with relationship management teams to build
strong connections.
Establish Effective Controls
Policy: Set controls throughout the lifecycle to
ensure smooth service changes and releases.
Best Practices:
Define roles and responsibilities for handovers to
avoid errors.
Audit to detect issues and ensure correct processes are
Ensure Early Involvement in Service
Lifecycle

 Policy: Involve relevant teams early to

ensure the service meets business
needs.
 Best Practices:
 Include customers and users in service
acceptance testing.
 Evaluate risks early to avoid costly errors
later.
Assure Quality of New/Changed Service

Policy: Verify that changes can meet the

service requirements and business
benefits.
Best Practices:
 Test environments should closely match

live environments.
 Perform independent evaluations to

assess risks.
SERVICE TRANSITION
PROCESSES 4
IT Infrastructure
Key Processes in Service
Transition
 Transition Planning and Support
 Change Management
 Service Asset and Configuration
Management
 Release and Deployment Management
 Service Validation and Testing
Transition Planning and Support –
Purpose

 Plan resources and capacity for service

releases
 Support Service Transition teams
 Report risks and issues
 Coordinate across teams and suppliers
Transition Planning and Support –
Objectives

 Successfully introduce services within

cost, time, and quality limits
 Use common processes and tools for
efficiency
 Align service transition with business
change plans
Scope of Planning and
Support
 Include design and operational needs in
plans
 Run and manage transition plans
 Handle changes, risks, and issues
 Review and improve transition
performance
 Communicate with customers and
stakeholders
Change Management –
Overview
Why Changes Happen:
Proactively: To improve services, reduce
costs, or make support easier.
Reactively: To fix problems or respond to
external/internal changes.
Goals of Managing Changes:
 Control risk and reduce negative impacts.

 Ensure changes work the first time.

 Deliver benefits quickly and save

money/time.
Key Aims of Change
Management
Purpose:
 Use standardized procedures to handle all changes efficiently.

 Record all changes in the Configuration Management System (CMS).

 Optimize business risk.

Goals:
 Meet business demands while minimizing disruption and rework.

 Align IT services with evolving business needs.

Objectives:
 Ensure every change is:

 Recorded
 Assessed
 Approved
 Prioritized
 Planned
 Tested
 Implemented
 Documented

 Scope of Change
Management
Scope Includes:
 All changes to

service assets and

configuration
items across the
entire service
lifecycle.
Scope Excludes:
 Broader business

changes (like
policy or
organizational
changes) – these
only trigger
related service
changes.
 Routine

operational
Service Asset and Configuration
Management (SACM)

Why is SACM Important?

 No organization can run effectively

without managing its assets well.

 SACM supports all other IT Service

Management (ITSM) processes by

keeping track of essential components
Purpose, Goal, and
Objective
Purpose of SACM:
 Identify, control, record, report, and verify:

 Service assets (like hardware, software)

 Configuration items (CIs) (including versions, components,
and relationships)
Ensure that:
 Only authorized components are used.
 Only approved changes are made.
 Maintain the integrity of services through their lifecycle.
Goals:
 Support business control and compliance needs.

 Provide accurate configuration info to:

 Approve changes/releases
 Resolve incidents/problems faster
 Reduce quality/compliance issues caused by
misconfigured services.
Purpose, Goal, and
Objective
Objective:
 Define, control, and maintain information

about all service and infrastructure

components across time (past, present,
and future).
Scope
Asset Management Covers:
 Full lifecycle of assets:

 From acquisition → to use → to disposal.

 Maintenance of a complete inventory of all service assets
and responsibilities.
Configuration Management Covers:
 Ensures that:

 All service components (CIs) are identified and controlled.

 Releases are done only with formal approval.
 Maintains a configuration model:
 Shows how services, assets, and infrastructure are related.
May also cover:
 Non-IT assets
 Development work products
 Other support items not formally classified as assets.
Release and Deployment
Management
What It Does:
 Release and Deployment Management

makes sure that new or updated IT

services are:
 Built properly,

 Tested correctly, and

 Delivered to users smoothly, without

problems.
 It follows a plan to get the service into

real use, as designed.

Purpose

 Create a plan for releasing services.

 Make sure the release has all the right parts
and they work well together.
 Keep everything safe and consistent during
release.
 Allow the release to be installed, tested, or
rolled back if needed.
 Handle any issues or risks during release.
 Teach users and support teams how to use and
maintain the new service.
Objectives
 Have a clear plan that lines up with business
schedules.
 Make sure releases are:
 Built and tested properly,
 Delivered on time,
 And ready to use.
 Make sure the service meets its promises
(performance, reliability, etc.).
 Avoid unexpected problems when going live.
 Make sure customers, users, and IT staff are
happy with the release and know how to
use it.
Scope (What’s Included)
Everything involved in:
 Packaging the release (gathering all the

needed parts),
 Building it,

 Testing it,

 And deploying it into real use.

 It ends when the service is ready and

handed over to the team that will

operate and support it.
Service Validation and
Testing
What It Does:
 This process ensures that new or changed IT

services:
 Work properly (fit for purpose),

 Can be used easily and reliably (fit for use),

 And meet business expectations before going live.

 If services aren't tested properly, it leads to:

 More incidents (problems for users),

 More calls to the support team,

 Harder-to-solve issues,

 Higher costs, and

 Services not delivering value.

Purpose, Goals, &Objectives
 Create a structured testing plan.
 Make sure the service will meet customer needs and

promised service levels.

 Find and fix issues or risks during the transition, before

going live.
Goal:
 To ensure the service adds real value for the customer and

supports their business goals.

Objectives:
 Prove that the service will perform as expected under

real conditions.
 Confirm the service is:

 Fit for purpose – it works and does what it’s supposed to.
 Fit for use – it's reliable, usable, and works in real conditions.
 Catch errors early, before the service is released.
Scope (What’s Included)
 Applied throughout the service lifecycle (not just
at the end).
 Tests all parts of the service, including:
 Software,
 Hardware,
 Processes,
 Interfaces with other teams, systems, or third parties.
 Tests how the service behaves in real-world
environments:
 With real users,
 On real networks,
 With expected conditions.
SERVICE TRANSITION
COMMON OPERATION
ACTIVITIES 5
IT Infrastructure
Service Transition: Communication &
Commitment

Organizational and Stakeholder Change:

 Service Transition doesn’t just change IT services; it impacts the whole
organization.
 New services often require organizational changes to fully utilize them.
Communication is Key:
 Clear communication is vital to explain the reasons, benefits, and effects
of changes.
 It's important to tailor messages for the right audience to ensure
understanding and buy-in.
Managing Stakeholders:
 Focus on stakeholders who are open to change and can help spread
positive messages.
 Avoid spending too much time on those who oppose change.
 Communicate consistently to build trust and excitement.
Communication Planning:
 Plan how and when to deliver information for maximum impact.
 Consider tone, timing, and actions needed to help people accept the
changes.
 Monitor the success of communications through feedback and surveys.
 Communication Planning
 A clear communication plan is essential during Service
Transition. It ensures that the right people get the right messages
at the right time.
Key Questions to Consider:
 Timing:
Should all information be shared at once or in steps?
 Tone & Style:
Should the message be upbeat, cautious, or neutral?
 Preparation:
What actions before the communication can help people
understand and accept it?
 Barriers:
Are there cultural or structural issues (e.g., large or global
teams) that affect communication?
Communication Planning
 Stakeholders:
Have we addressed the needs of:
 Decision makers

 Opinion leaders

 Regulatory bodies

 Other affected parties?

✔ Monitoring Effectiveness:
 Identify people needing extra support or

personal contact from the transition

team.
Communication Strategy
Communication Path
Methods of Communication
 Use multiple methods to ensure everyone understands the message:
 Workshops: Start communication with large team sessions to build
excitement and clarity.
 Newsletters: Remind people of key messages (not for first-time info).
 Training Sessions: Teach new roles or processes before changes
happen.
 Team Meetings: Help team leaders explain and answer questions.
 Face-to-Face (Floor Walks): Leaders visit teams to show support and
answer questions.
 Q&A Boards: Allow anonymous questions and provide answers openly.
 Intranet Posts: Central place for updates.
 Reinforcement Memos: Regular updates from senior leaders.
 Posters/Roadmaps: Visual updates around the office.
 Pay Advice Notes: Attach updates with payslips.
 Z-cards: Small pocket-sized cards with key info.
Managing Change in People and the
Organization
 hen we change IT services, the whole
organization changes too. This can be small (like
moving offices) or big (like switching to online
business).
❗Why Change Is Hard
 Change is important but not easy.

 If not handled well, people may:

 Get confused or upset

 Leave the company
 Resist the change
 Cause delays or extra costs
 Leaders need to plan and guide people through
change.
How People Feel During
Change
 People have strong
feelings during change. If
we ignore this, the change
can fail.
Common Feelings People
Go Through:
 Shock – “What’s

happening?”
 Denial – “This won’t last.”

 Blame – “Why are they

doing this?”
 Sadness/Low Point –

“This is too hard.”

 Slow Acceptance –

“Maybe it’s okay.”

What Should the Team Do ?
 Talk to people
 Listen to their concerns
 Support them step by step
 Explain clearly what’s changing
 The faster we help people move through
their emotions, the faster they accept
and support the change.
Stakeholder Management
 Managing stakeholders is very important for
successful Service Transition. If people are involved and
informed, they will support the change. If they are
ignored, the change may fail.
Stakeholder Management Strategy :
 This strategy (created during Service Design) explains:
 ✅ Who the stakeholders are
🎯 What they care about and how much influence they
have
🤝 How we will talk and work with them
📢 What info they will get
🔁 How they can give feedback
👉 It's helpful to group stakeholders, like:

Stakeholder Management
Stakeholder Map and
Analysis
 Not all
stakeholders
care about
the same
things.
A
stakeholder
map helps
identify:
 Who they are
 What they
care about
 How much
influence
they have
ORGANIZING FOR
SERVICE TRANSITION
6
IT Infrastructure
Organizing for Service
Transition
 Processes Go Across Departments
 Service Transition activities (like SACM) are not
limited to just one team.
 They can involve IT departments (operations,
development) and even non-IT teams (like
procurement).
 These processes must be coordinated by
process managers across all departments.
 Everyone must know their roles and
responsibilities, or the process will fail and
people will go back to old ways.
Generic Roles
Process Owner
 Responsible for managing and improving the

process. Key tasks:

 Create process strategy

 Help design and document the process

 Set rules and standards

 Audit and review the process regularly

 Communicate changes

 Make sure staff are trained and understand the

process
 Improve process efficiency

 Solve process-related problems

 Contribute to service improvement plans

Service Owner
 Responsible for the success of one specific
service. Main duties:
 Main contact for customer questions and issues
 Ensure service meets customer needs
 Suggest improvements and raise change
requests (RFCs)
 Work with process owners
 Collect data and reports to monitor performance
 Report to the IT or Service Management director
Organizational Context for Service
Transition
 Other teams and third parties (like suppliers) must
work closely with Service Transition.
 Everyone must clearly understand who delivers what

and when.
 Service Transition gets changes and components from

projects, Service Design, and suppliers.

 Everyone should be connected – no team should work

in isolation!
Don't Work in Silos
 Projects often ignore transition and operations –

thinking it's “not their job.”

 Transition/Operations sometimes ignore ongoing

projects – waiting until it’s “their turn.”

 This leads to delays and poor service.
Organization Models to Support Service
Transition

 Many People & Processes Involved

 Service Transition involves many
teams, roles, and workflows.
 To follow ITIL best practices,
organizations need the right structure
and clear responsibilities.
Management of Service
Transition
 Active management is crucial to ensure Service
Transition runs smoothly.
 It plays a key role in helping deliver effective IT

services.
Key Role: Service Transition Manager
 The Service Transition Manager is responsible for:

 Overseeing the whole transition process

 Making sure new or changed services are properly

tested and released

 Coordinating between different teams (e.g.

development, operations, business units)

 Ensuring smooth handovers from projects to

operations
Service Transition and Its Connection to
Other Lifecycle Stages
Although Service Transition is a separate stage in the ITIL lifecycle, it
cannot work alone. It connects closely with Service Design (before) and
Service Operation (after). Without them, Service Transition has no purpose.
Relationship with Upstream Stages (Design & Strategy)
Sharing of Staff and Skills
 Service Transition uses input from Service Design and Service
Strategy.
 Staff often work across multiple stages (e.g., someone may help with
design, transition, and later, operations).
Process Communication
 Transition staff may be consulted during design to help plan testing and
acceptance processes.
 Design and Transition need to communicate to ensure services are built
with smooth deployment in mind.
Influence on Downstream Stages (Operations)
 Service Transition often detects incidents and errors during testing.
 These errors inform Service Operations on how to handle similar issues
TECHNOLOGY
CONSIDERATIONS 7
IT Infrastructure
Technology Considerations in Service
Transition

Why It Matters
 Technology is essential for:

 Managing Service Transition

efficiently
 Automating tasks and improving

consistency
 Supporting collaboration and

knowledge sharing
Tools Supporting Service
Transition
Enterprise-Wide Tools
 Support the broader ITSM system:

 IT Service Management platforms (with CMDB integration)

 Monitoring tools (system, network, apps)

 Reporting and dashboard tools

Service Transition-Specific Tools

 Help with transition tasks:

 Knowledge Management Systems (SKMS)

 Workflow & collaboration tools

Test management & release tools

 Data handling (ETL, data mining)

 Deployment & logistics tools

Knowledge Management
Tools
 Knowledge is key to success. Tools help
manage:
 Documents – policies, SLAs, procedures

 Records – proof of actions taken

Examples:
 Document & Records Management

Systems
 Content Management Systems (CMS)

 Tools: Web publishing, wikis, blogs, word

processors, etc.
Collaboration Tools
 These tools support teamwork across
teams and geographies:
 Shared calendars, messaging,
discussions
 Whiteboards, video calls, email
 Communities (online portals for
knowledge sharing)
 With leaders, subject experts, rewards for
contributions
Workflow Management
 Used to manage the lifecycle of
knowledge assets:
 Create, modify, assess, approve, and
deploy them
 Tools help design workflows, route items,
manage states and approvals
Configuration Management System
(CMS)
 CMS tracks all Configuration Items (CIs):
 Stores CI attributes, versions, and relationships

 Supports CI status changes, versioning, and history

 Links to CMDB and DML

CMS Must-Have Features:

 Access control

 CI relationships (hierarchies and networks)

 Auto-updates when changes happen

 Visualization and impact analysis

 Integration with other ITSM tools

 CI discovery and audit automation

IMPLEMENTING
SERVICE TRANSITION
8
IT Infrastructure
Implementing Service
Transition
Greenfield Scenario
 Happens when a new
organization is building IT
services from scratch
 Rare—only applies when no
Service Transition process
exists yet
Realistic Situation: Service
Improvement
 Most organizations already
have some transition
processes in place
 Focus is on improving what
exists, not starting over
Key Activities
 Assess current state of
Service Transition processes
Stages of Introducing Service Transition

 Service Transition follows a similar

process to other services:
 Justification: Why Service Transition is
needed.
 Designing: Planning and creating the ST
components.
 Introduction: Introducing ST to the
organization.
 Operations: Running ST in normal
mode.
Justifying Service Transition
 Key Role: ST helps deliver quality
services by bridging design work with
daily operations.
 Visibility Issue: ST processes aren’t
always visible to customers, making
financial justification difficult.
Designing Service Transition

 Service Transition (ST) design fits within

the organization and involves several
factors.
 Steps to improve ST processes:
 Evaluate current vs. desired state.
 Create improvement plans.
 Consider constraints like time, money, and
resources.
 Develop plans, allocate resources, and
monitor progress.
Applicable Standards &
Policies
 Consider policies, standards, and laws
that affect ST design.
 Example: Laws like Sarbanes-Oxley
(SOX) require clear accountability and
independence in design.
Budget & Resources
 Funding: Identify the source and control
of financial resources.
 Testing environments, SCM, and Service
Knowledge Management need funding.
 Resources: Allocate staff,
infrastructure, and test data for a
successful transition.
 Warning: Underfunding test
environments can cause expensive
errors.
Introducing Service
Transition
 Avoid Retrofitting: Don’t change
processes mid-project unless absolutely
necessary.
 Adjusting In-flight Projects: Modify
ongoing projects to align with new
procedures.
Cultural Change Aspects
 Introducing formal ST processes causes
significant cultural change.
 Focus: Support both staff directly in ST
and other stakeholders affected by the
changes.
 Cultural change is ongoing and should
be embedded long-term.
Risk & Value
Risks:
 Alienating support staff.

 High business costs.

 Delays in business benefits.

Value:
 Customer satisfaction.

 Fewer incidents and failures.

 Lower transition costs.

CHALLENGES, CRITICAL
SUCCESS FACTORS AND
RISKS 9
IT Infrastructure
Challenges in Service
Transition
 Increasing Complexity: As services across the
supply chain grow, managing IT and business
processes becomes more complex.
 Key challenges include:
 Large customer and stakeholder groups.
 Managing numerous relationships with
customers, suppliers, partners, etc.
 Differences in legacy systems and new
technology leading to risks.
 Balancing stability with responsiveness to
business needs.
Critical Success Factors

 Key Factors for Success:

 Stakeholder Engagement: Manage and
understand different stakeholder perspectives.
 Automation: Eliminate errors and reduce cycle
times.
 Cultural Understanding: Know the cultural and
political environment of the organization.
 Knowledge Sharing: Ensure knowledge is
shared freely and efficiently.
 Risk Management: Be proactive about
managing risk and communicating it effectively.
Risks in Service Transition

 Identified Risks:
 Workforce Disengagement: Change in
roles may demotivate staff.
 Resistance to Change: Overcoming
perceived bureaucracy.
 Cost Overruns: Unplanned costs for
services in transition.
 Knowledge Sharing Issues: Improper
access to information.
Service Transition Under Difficult
Conditions
 Challenges:
 Short timelines, restricted finances, or lack of
resources.
 Internal issues like redundancies or confrontational
management.
 External issues like political instability or disasters.
 Strategies:
 Plan for constraints and adapt to unanticipated
difficulties.
 Establish clear priorities when circumstances limit
resources.
When Speed is More Important than
Accuracy

 In critical situations, speed may be

prioritized over smoothness.
 Key Factors for Success:
 Empowerment: Allow staff to take
necessary risks with clear support.
 Clear Deadlines: Understand and stick to
critical cut-off dates.
 Crisis Management: Act quickly, be
transparent about potential impacts, and
avoid panic.
Safety-Critical Services & High-Risk
Environments
 When Lives Depend on IT (e.g. hospitals,
emergency calls, flood control, aviation):
 Accuracy > Speed: Safety is always the top priority.
 Rigorous Testing: Extensive testing and validation
required.
 Proper Documentation: Includes approvals,
countersignatures, and stage checks.
 Trusted Authorities: Sign-off by certified, unbiased
individuals.
 No Single Point of Control: Major actions require
approval by multiple trusted people (e.g. nuclear
protocols).
 Veto Rights: Any team involved can halt the process if
risks are too high.
Working with Difficult
Customers
 Some customers unintentionally slow down Service
Transition by:
 Over-involving themselves in technical details.
 Failing to make decisions or provide necessary resources.
 How to Manage:
 Educate Customers and Users: Clarify roles and
responsibilities.
 Train Transition Staff: Emphasize diplomacy and
patience.
 Use Account Managers: Keep communication clear and
focused.
 Show ROI: Demonstrate value for the time, money, and
effort invested.