1 White Paper: AlfaPeople ITSM 2013 This whitepaper discusses how ITIL 3.0 can benefit your business.
2 Executive Summary Imagine trying to run a manufacturing business without a comprehensive and detailed view of the products provided by your company; it would be difficult to know about all the products currently planned, in development, or are available to customers. You would not know the recurring or nonrecurring product costs, the prices, or the sources of products and component assemblies. How could you determine the support resources required for each product or the product s warranty options? Manufacturing firms learned long ago about the importance of maintaining comprehensive and accurate documentation on their product lines. Such information provides the foundation for informed decision making. IT executives and their teams face a similar need to have a comprehensive and accurate view of IT services. Without this view it s difficult if not impossible, to run IT as a business. To be successful take a lesson from manufacturing firms and create comprehensive and accurate documentation of your products, including planned and existing services. The result is a service catalogue that includes all relevant details about each service, including which service level agreements (SLAs) are associated with it, who is able to request it, how much it costs, and how to fulfil it. You can leverage this information to gain full control of your service portfolio through effective service portfolio management. This approach helps you focus on your priorities to improve the services that support the business. It allows for the most efficient use of IT resources, that can reduce costs and helps increase business agility and user satisfaction. Ultimately, service portfolio management sets up a process for the business to generate greater value. AlfaPeople ITSM 2013 is built to help organisations focus their IT strategy around their customers requirements, giving IT the strategic role for superior customer support within the organisation. The Information Technology Service Management (ITSM) journey demands a shift in business focus and culture; from managing IT within separate technology silos to managing the end-to-end delivery of services customers receive, by using the framework of the IT Infrastructure Library (ITIL ) published by the Office of Government Commerce (OGC). AlfaPeople s ITSM Suite 2013 is built from ground up on ITIL 3.0 and provides a familiar and tested framework to the management of IT services out of the box, delivering the following benefits: IT Resource ROI capability showing true costs for IT services provided Improved customer satisfaction through a professional and efficient approach to service delivery Reduced call centre and support costs by driving consistency, efficiency and excellence Improved quality of IT services through the use of proven best practice Improved productivity through standards and guidance that are measurable Improved use of skills and experience through predictable, consistent processes Increases the speed of resolution for known errors by integrating the service desk with knowledge management 100% accurate reporting of KPIs through its reporting engine with real time drill down functionality This whitepaper describes the IT Infrastructure Library (ITIL ) Version 3 (V3) approach to service portfolio management. It examines the various components of the service portfolio, such as the service catalogue. In addition it discusses technologies available to develop and manage the service portfolio and to leverage the information contained in the catalogue. AlfaPeople ITSM Suite 2013 integrates the following processes to allow full service lifecycle management, including: Incident Management Request Fulfilment Inc. Self-Serve Portal Change Management Service Portfolio Management Service Catalogue Management Service Asset & Configuration Management Service Level Management AlfaPeople ITSM Suite 2013 is: The only ITIL 3.0 certified ITSM solution built on Microsoft Dynamics CRM A Microsoft Certified for Dynamics recognised solution Developed on the latest suite of Microsoft technologies including Microsoft Dynamics CRM 2013, Microsoft SQL Server, Microsoft AZURE and Windows Phone 8
3 AlfaPeople ITSM 2013 Features AlfaPeople s Integrated Platform offers a customer care framework which seamlessly integrates with systems such as mobile devices, telephone systems, legacy applications, ERP solutions, third party APIs and self- service portals. Ticket Management: Allows you to manage incidents, problems and change more efficiently. The ITSM Suite captures each ticket with its required information, and then identifies the category and the applicable Service Level Agreements, assigning the ticket to the relevant agent and automatically creating a task. Configuration Management: Provides more control over the lifecycle of a companys computer systems and networks, including all hardware and software components. SLA Management: Provides more control over Service Level Agreements internally and externally with clients enabling the structuring and monitoring of complex SLAs. Use end-user customisable dashboard and reports, and scorecards to gauge and increase visibility into service KPIs. Analytical reports allow the identification of key situations such as the cause of errors/failures and expiring tickets. AlfaPeople ITSM 2013 also integrates Intelligent SMS; automated workflow management into the framework enabling SMS based exchanges to be conducted between the IT organisation and the customer. AlfaPeople Intelligent SMS features the only Microsoft recommended SMS solution in the market today with benefits: It delivers; ROI savings by replacing physical calls It s simple; SMS works on all handsets, in approximately 140 languages It s effective; OFCOM say 97.5% of messages are read within 5 seconds of being delivered Why organisations need ITIL ITIL assists in aligning the IT department with business requirements goals ITIL focuses on the customer s perspective ITIL transforms IT from a technology culture to a service culture ITIL provides the world s most recognised best practices in IT management ITIL provides the foundations to great customer service Fig 1: The ITIL v3 Lifecycle Service Portfolio Management According to ITIL ITIL stresses the importance of effectively managing the entire lifecycle of every service from concept in the pipeline to retirement. This requires a disciplined approach to the following: Performing a strategic assessment of the benefits and potential value generation of the IT services Evaluating requests for new services or for enhancements to current services Planning and developing new and enhanced services for requests that have been approved Deploying new and enhanced services into operation with minimal risk Effectively managing and supporting operational services Continually evaluating services and searching for areas of improvement Retiring services that no longer have business value Many IT organisations are already addressing the management of deployed services by using available service management tools and solutions. These tools enable IT to maintain service delivery at agreed-upon levels and provide effective support. Solutions are also available that enable IT to understand the relationships of the services to the underlying technology components that support them, as well as the business priorities of the services. Service Lifecycle Management IT organisations are looking at ways to gain better control of services by addressing the management of the full service lifecycle. ITIL V3 provides an approach for implementing effective service lifecycle management Service Portfolio Management.
4 As defined in Section 5.4 of the ITIL V3 Service Strategy 2013 edition and illustrated in the graphic, service portfolio management consists of four major steps: Fig 2: Service lifestyle management 1) Define Collect information and inventories of existing services. Establish the requirements for the requested service, and establish the business case for implementing the service. 2) Analyse Review the long-term business goals, and determine what services are required to meet those goals. Then analyse the requested service for financial viability, operational capability, and technical feasibility to determine how the organization is going to get there. (You may decide to obtain the service from an outsourcer rather than develop it internally). 3) Approve Make a decision to retain, replace, renew, or retire the services. 4) Charter Communicate action items to the organisation to implement approved service, allocate budget and resources. Business Service Management The service portfolio management process requires continual re-evaluation and refreshing of services to adapt to changing business conditions. This can be accomplished through more rigorous planning and analysis based on comprehensive business information, such as leveraging top-down Business Service Management (BSM) analysis. BSM is an approach for managing IT from the perspective of the business. By following this approach, you can make better decisions about which services to develop, deploy and retain. The process helps you make more effective decisions based on business factors such as cost and expected value to the business as well as on technical feasibility. With a view of your service portfolio, you can readily identify other services that provide the same or similar functions as a requested service to avoid duplicating services. Effective service portfolio management helps you make better-informed, make-or-buy decisions, ie whether to outsource. You can determine the actions to take related to pricing services because you ll have accurate cost information. This approach also helps you determine which services to run as usual and which to transform into new services, as determined by business needs and your ability to expand your offerings. Finally, it lets you retire a service that does not meet minimum technical and functional objectives. As a result, you ll improve your service offering by focusing on services that deliver the most value to the business. In a mature IT organisation, the most complex task of an IT executive is to integrate IT goals and objectives with overall business goals and value drivers. To organise the activities of IT around the business, IT needs to find a mechanism to link IT processes to business processes. This is a difficult task since IT and the business typically speak a different language and have goals and objectives that are not always directly connected. The best way to focus communication is for IT to answer the question, What is the desired outcome for the business? The IT organisation needs to manage IT as a service, rather than as individual technology components. Managing services is a lot more complex, and it requires that many individual technology components work together to deliver the desired business outcome. A BSM approach focuses on linking service assets to higherlevel business services. This approach enables IT to make business sense of individual technology components. These metrics and the ultimate business goals need to be documented and carried forward as part of service portfolio management. The Service Portfolio as a Strategic Asset The service portfolio defined by ITIL V3 provides the data foundation for service portfolio management. The most important step in portfolio management involves strategic analysis. Look at the market space and your customers to analyse which areas will provide the most value to your business. The analysis involves considering your own capabilities and resources, as well as those of suppliers, to help you determine whether to run the business as usual or to grow it. In some cases, a unique opportunity presents itself in the market, and you must transform the service to create a new opportunity for the business. All IT organisations depend on vendors for applications, services, and operational capabilities. Those vendors that provide a strategic service should be included in the strategic analysis. Service portfolio management has a critical dependency on the supplier management process to ensure control over cost and resources. The ultimate goal is to maximise value and keep control of your vendor portfolio.
5 Service Portfolio Details For each service, ITIL defines the attributes that should be maintained in the service portfolio, such as service description, business case, value proposition, priority, risks, offerings, packaging, costs, and pricing. These are evaluated throughout the lifecycle of the service project, from strategic analysis of a new service until the service is retired. Each one of these attributes should also be part of the governance requirements. Therefore, keeping track of them as part of service portfolio management allows strict control over the projects and enables corporate audit processes required for risk assessment and audit compliance checks. The service portfolio maintains three categories of services, defined by lifecycle phase: Service Pipeline. Services that are planned or in development but not yet available to service consumers Service Catalogue. Services that are currently released and deployed or ready for deployment Retired Services. Services that are no longer active The graphic shows how services move through the categories of the service portfolio during their lifecycle. Fig 3: The service lifecycle Service Pipeline The service pipeline represents the strategic outlook that you, the service provider should take. Services begin their lifecycle in the service pipeline, starting with the strategic assessment of the marketplace and/or customers to be served. The pipeline includes the services that have been requested and are currently being evaluated. Here, you identify the requirements of the requested services. You then define and analyse the services based on a number of factors, including cost, risk, and expected business value. Based on the analysis, you either approve or reject requested services. Approved services proceed from the service pipeline to the service catalogue. Service pipeline processes are defined in the ITIL V3 Service Strategy book. Service Catalogue The service catalogue is the subset of the service portfolio that is visible to customers. The service catalogue includes all services that have been approved and are either in development or currently deployed. Services include outsourced, co-sourced, and managed services. ITIL V3 defines several attributes to be maintained by the service catalogue for each service, such as the following: Service description Policies SLAs Ordering and request procedures Support terms and conditions Pricing and chargeback Here, you assess the feasibility of the services that come into the service catalogue from the service pipeline, and either charter or reject them. Chartered services move to the design and development phases. Developed services are then built, tested, released and deployed. At this point services become operational, and you engage resources to support them. The service catalogue is used to develop requested services that customers can purchase and consume. A mature service catalogue is a very powerful tool for decision making. By analysing the demand and fulfilment capabilities a service provides, a service portfolio management approach can assist you in making decisions to expand a service or the marketplace to serve to meet future demands. Retired Services It is necessary to review the service portfolio periodically to determine whether any services should be retired. Services targeted for retirement may include those that are no longer needed by the business, those that have been superseded by other services, and those that are no longer cost-effective. Retire these services and identify them as retired in the service portfolio. A Closer Look at the Service Catalogue Maintaining a documented portfolio of services is only part of the story. You also need to communicate this information to the organisation, and that s where a service catalogue fits in. Structure As described in section 4.1 of the ITIL 2013 edition Service Design book2 and illustrated in the below graphic, the service catalogue has two aspects:
6 Business Service Catalogue provides the service consumer view. It contains details of the services available to consumers and shows the relationships of the services to business units and business processes. Technical Service Catalogue underpins the business service catalogue and provides the IT view. It shows the makeup of the services, including the relationships of the services to the enterprise infrastructure elements that support them. Fig 4: The service catalogue (Source: ITIL v3, service design The two aspects of the service catalogue have parallels in manufacturing firms. The business service catalogue is analogous to the product catalogue. The technical service catalogue is analogous to the manufacturing product assembly documents that show the assemblies and subassemblies that make up each product. Likewise, the technical service catalogue gives IT an understanding of the makeup of services and enables IT to reuse services in different applications. The Role of the Configuration Management System and Configuration Management Database The configuration management system (CMS), introduced in ITIL V3, provides a strong foundation for the service catalogue. The CMS is an ecosystem that feeds, manages, analyses, and presents the information contained in the configuration management database (CMDB), another fundamental component of ITIL. Although the CMDB is depicted in the ITIL books as merely a core component of the CMS, a well architected, federated CMDB implements much of the functionality of the CMS. The CMDB maintains data on all IT resources, including infrastructure elements and services, as configuration items (CIs). It provides access to detailed data on each CI and maintains information about the relationships of the CIs to each other. As such, the CMDB provides the informational foundation for both the business service catalogue and the technical service catalogue. By accessing the CMDB through the CMS, you can extract a view of the services currently available to customers. You can view the enterprise infrastructure, including all services and their relationships to the underlying enterprise infrastructure components. Enabling Service-Oriented Architecture Applications Service-Oriented Architecture (SOA) applications are built by combining services in a hierarchical fashion to provide the required functionality. Included services can consume other services and be sourced both internally and externally. SOA permits the reuse of services in multiple applications. Reuse reduces the cost of service development and enhances business agility because it enables organisations to develop needed applications faster. Application developers who build SOA applications need to know all the services that are available for inclusion in SOA applications, as well as information about those services, such as the following: Strategic assessment of overall business goals Service description, including the marketplace and customers served Service makeup (supporting infrastructure components and services) Source (insourced or outsourced) Access method and security requirements Price for the service Warranties and service levels The service catalogue provides the source for this information, which can be used to create a service directory through which SOA applications can link automatically to the services they require. Implementing and Leveraging the Service Portfolio Solutions can facilitate the implementation and management of the service portfolio. For example, some include an automatic discovery capability that initially populates the CMDB and keeps it updated with changes. This ensures that your service catalogue is always providing up-to-date information about available services. Solutions can be used to implement a business service catalogue as well a technical service catalogue and can provide tools to manage them. Gaining Control of Development Projects Project portfolio management solutions leverage information in the service portfolio to permit more effective planning and management of service development projects. They can help you in a number of important areas, including the following:
7 Project portfolio business value and risk analysis Project portfolio prioritisation Project management with customisable processes and workflow Project financial management Program management Fig 5: A sample configuration management database These solutions give you increased visibility into development projects across the enterprise. With this visibility, you can determine the most valuable projects to pursue, and you can execute those projects as efficiently as possible. In addition, you can make more accurate budget forecasts and build collaborative relationships with IT clients. As a result, you will achieve the optimum balance between market needs and your agility and ability to respond, and ultimately can determine the ROI or Return on Value (ROV) of your projects. Automating Service Request Management A major problem faced by many IT departments is that users do not know what services are available to them, let alone the details of those services, such as how to order them and what they cost. Typically, users contact the service desk to obtain this information, adding to an already high service desk workload. Once users determine the services they want, they also have a difficult time procuring them, often because they need to deal with several different sources to complete a single business service. For example, a manager on boarding a new employee may have to deal with several departments to provision the employee with a furnished office, including computer equipment. After requesting services, the manager has to track delivery status across the multiple departments involved. Automated service request management systems can leverage the service catalogue to provide automated service request management and fulfilment. The user consults an online service catalogue to determine what services are available. The catalogue contains all the information the user needs to know to order a service, such as service description, terms and conditions of use, performance and availability, warranties, price, and request procedure. A well-designed system displays only those services that the user is authorised to request, based on his or her role. The user selects the service and enters the required information into the online service request form. The service request management system automatically triggers the required actions to process and fulfil the request. The system tracks the progress of each task and notifies the user when fulfilment has been successfully completed. In addition, the user can determine the status of a request at any time by consulting the system. It s common knowledge that 20 percent of all the services provide 80 percent of all the value and work effort. By automating these high-intensity services, you can create a very strong ROI. Automated service request management makes it easy for users to request a service. In addition, it incorporates best practices to help IT process requests in a timely manner, reducing service desk workload and enforcing company policies and standards. Extending Beyond IT Services Once you have put in place a strong IT service portfolio management capability, you can extend it beyond the management of IT services. This gives you the ability to apply service portfolio management principles and processes to other services that the enterprise provides and consumes, both internally and externally. Conclusion You contribute business value to your organisation through the services you provide. That s why you need to ensure that you are optimising service delivery for maximum business impact. To do so, you need to implement effective service management, not only for deployed services, but across the entire service lifecycle, including service planning, development, deployment and retirement. Effective service lifecycle management requires that you have complete and accurate visibility into all services, across their entire lifecycles. ITIL V3 specifies the creation of a product portfolio and the implementation of service portfolio management as the foundation for effective service lifecycle management. Through the service portfolio, both you and your users can gain greater visibility of services. Your users will be able to quickly find and acquire the services they need, and you will be able to make better-informed, business-based decisions regarding services. As a result, you ll provide greater business value to the organisation.
8 About AlfaPeople With the recent release of Microsoft Dynamics CRM 2013 we have optimised and enhanced our existing ITSM Solution to take advantage of the great new features and functions to create the new ITSM 2013 Solution. As the only ITIL Accredited Service Management solution for Dynamics CRM, the AlfaPeople ITSM Solution can accelerate the deployment of the ITIL framework within any business. The AlfaPeople ITSM solution brings a comprehensive set of Help Desk and Service Management functions to the industry for projects of any size and complexity. About AlfaPeople CRM AlfaPeople has more CRM applications than any other partner and is one of the largest global Microsoft Dynamics and leading Microsoft CRM supplier. Our consultants are Microsoft certified and have deep knowledge about Microsoft Dynamics CRM. We are focused on delivering standard, yet industry and customer specific integrated Microsoft business solutions. We work on all aspects of the deployment including architecture design, development, business analysis consultancy, user training and support for our customers worldwide. We have experts in our field with the ability to manage small to very large ITSM implementations on a local and global basis. AlfaPeople has been a Gold Certified Partner of Microsoft since 2005, and have received several awards since 2009 for Microsoft CRM Partner of the Year. Contact AlfaPeople UK to find out more information: 100 Oxford Street Century House London W1D 1LL Visit to find out more on our international solutions and experience UK - DENMARK - GERMANY - SWITZERLAND - BRAZIL - CHILE - CHINA - COLOMBIA - COSTA RICA - GUATEMALA - MEXICO - SAUDI ARABIA - UAE - USA
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WHITE PAPER: Control Costs with a 4-Speed SACM Transmission Brent J. Knipfer Director ITSM Product Management CompuCom May 2012 Executive Summary IT executives are clamoring for more control over the physical
Challenges / Benefits of Business Service OMNINET Facts and Figures: German based Software Company >15 years OMNITRACKER >400 man-years development included >50.000 concurrent clients installed Business
Processes 415 Bringing wisdom to ITSM with the Service Knowledge Management System 7.3 Bringing wisdom to ITSM with the Service Knowledge Management System nowledge is a process of piling up facts; wisdom
This is a DRAFT document, being published for review & comment The content is therefore subject to change & revision This document is part of the XGOV Strategic SIAM reference set Service Integration &
ITIL Event Management in the Cloud An AWS Cloud Adoption Framework Addendum July 2015 2015, Amazon Web Services, Inc. or its affiliates. All rights reserved. Notices This document is provided for informational
The ITIL Foundation Examination Sample Paper A, version 51 Multiple Choice Instructions 1 All 40 questions should be attempted 2 All answers are to be marked on the answer grid provided 3 You have 60 minutes
The Value of ITAM To IT Service Management Presented by Daryl Frost What The!! We buy all this IT equipment Where is it!! How much are we buying it seems to cost a fortune! Are we getting any value from
ITIL 2011 Lifecycle Roles and Responsibilities UXC Consulting Date November 2011 Company UXC Consulting Version Version 1.5 Contact firstname.lastname@example.org http://www.uxcconsulting.com.au This summary