It's All About Relationships

It's All About Relationships: What ITIL® doesn't tell you

S. D. Van Hove
Kathy S. Mills
Copyright Date: 2013
Published by: IT Governance Publishing
Pages: 168
https://www.jstor.org/stable/j.ctt5hh7dg
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  • Book Info
    It's All About Relationships
    Book Description:

    As more companies begin an adopt/adapt initiative based on ITIL guidance, they are looking to mature not only their processes but also their services. They quickly realize they can’t just look at a single process. They have to look at the relationships between the processes, understanding upstream and downstream impacts in order to fully benefit from the framework. This information hasn’t been readily available … until now! It’s All about Relationships: What ITIL® doesn’t tell you, is a co-publication with itSMF USA and is the third book in the Thought Leadership Series. Providing a view into the vital relationships between the ITIL lifecycle stages, this unrivalled publication provides invaluable guidance that no service manager should be without. The authors bring together their extensive practical experience to provide a guide intended for IT professionals, ITSM practitioners, Service Owners and Process Owners, and university students; or in fact anyone working to adopt the ITIL framework or needing a deeper understanding of its interfaces.

    eISBN: 978-1-84928-485-1
    Subjects: Technology

Table of Contents

  1. Front Matter
    (pp. 1-4)
  2. Foreword
    (pp. 5-5)
    Dwight Kayto

    I have been in the ITSM business as a consultant and instructor for more than 20 years, having achieved Service Manager when it was still ITIL®¹ V1. In my consulting and teaching practice, I could have used this book many, many times.

    I have known one of the authors, Dr Suzanne Van Hove for many years and hold her in the highest regard. She is truly an expert in ITSM, not just by certificate but by her knowledge and uncanny sense of how Service Management works. Kathyʹs reputation speaks for itself. She too has considerable experience in this field and...

  3. Preface
    (pp. 6-6)
    Suzanne and Kathy
  4. About the Authors
    (pp. 7-7)
  5. Acknowledgements
    (pp. 8-8)
  6. Table of Contents
    (pp. 9-9)
  7. Introduction
    (pp. 10-11)

    As the ITIL framework matures and expands the definition of the processes and functions in a best practice organization, the process owners and managers, as well as the leadership, have to shift their discussions and perspectives. In early adopt and adapt initiatives, it was common practice to look at a single process and work towards the implementation and operationalization of that specific process. Typically, as the focus turned to the next process, the connection between the first process and the new one often was minimally defined or, even worse, the new process was designed to correct the “mistakes” of the...

  8. Acronyms
    (pp. 12-13)
  9. Service Strategy (SS)
    (pp. 14-43)

    Define the strategic intentions of a Service Provider (what is important, define the plans, how to make decisions, etc.) in order to meet organizational outcomes.

    Define and operationalize “strategy.”

    From the view of the customer, define and operationalize “service.”

    Understand value - its creation and delivery.

    Manage all aspects of service delivery - assets, funding, purpose, etc. - to the benefit of the customer and Service Provider.

    Define the relationships (service, IT, business, etc.) that perpetuate and grow in order to achieve the necessary business outcomes.

    Defines and maintains organizational strategic plans, policies, and perspectives as they relate to service...

  10. Service Design (SD)
    (pp. 44-90)

    Take a holistic view of Service Design (e.g. Service solution, architecture, processes, policies, metrics, etc.) in order to achieve the defined Strategy, value requirements, and business outcomes.

    “Get the design correct the first time,” meaning minimal retroactive improvements (i.e. poor requirements gathering) over the lifecycle of the Service.

    Design to aid continual improvement caused by changing technologies, business direction, etc.

    Ensure Service Design phase goals and objectives are met by acting as a single point of contact for all activities and processes within Service Design.

    Ensure a consistent, repeatable design process ethat incorporates services, management system, architecture, technology, processes, measures,...

  11. Service Transition (ST)
    (pp. 91-126)

    Ensure that new/changed Services meet business needs as defined in Service Strategy and Service Design.

    Efficient/effective, risk-mitigated Service Changes.

    Minimally invasive, risk-mitigated Service Deployment.

    Ensure changes meet expected value, and, when they do not, level-set customer expectations.

    Capture, maintain and deliver required knowledge and information about Services and associated CIs/assets.

    Provide overall planning and resource coordination for Transition activities.

    Ensure appropriate resources are used (available) ensuring agreed requirements are met.

    Coordinate activities across all resources and groups preventing resource/time conflicts.

    Ensure new/changed Service is deployed within established cost, time, and quality.

    Ensure appropriate tools, management systems, processes, measurement systems, and...

  12. Service Operation (SO)
    (pp. 127-149)

    Perform the necessary process-driven activities to deliver, support, and manage Services at the agreed level including continuing management of the supporting technologies.

    Maintain (improve) business satisfaction and confidence in IT Services.

    Minimize impact of outages that cannot be proactively prevented.

    Ensure Services are accessible only to those authorized to utilize them.

    Manage events through their lifecycle (detect, understand, action, closure).

    Detect defined changes of state that are significant to the organization.

    Determine appropriate actions for each event type and communicate to appropriate functional groups.

    Define the trigger which initiates SO processes and operational activities.

    Provide data for “actual vs design”...

  13. Continual Service Improvement (CSI)
    (pp. 150-158)

    Improve service/process/cost effectiveness by aligning Services with business needs through defined and implemented improvements.

    Analyze, review, and suggest improvements throughout the entire lifecycle.

    Review and analyze Service achievements to identify and implement improvements (cost, quality, efficiency, effectiveness).

    Ensure all improvement initiatives do not negatively impact customer satisfaction.

    Ensure “quality” remains at the forefront of all improvement initiatives.

    Ensure all actions are measurable and that those measure are clearly defined and reviewed for accuracy and relevance.

    Define and manage the process activities for improvements (identify, define, gather, process, analyze, present, implement).

    Identify tool, Service product, process, and so on, improvements.

    Ensure...

  14. Process Work Products
    (pp. 159-165)

    The following table represents the products (e.g. documents, completed actions, outputs, and so on) from the Service Management processes. Use these tables in the same manner as the relationship tables - consider the product and ask if it will have an impact on your Service Management activities. If so, then formally incorporate it. If not, we would strongly encourage you to review the product if only because of its “best practice” nature. Ensure the concepts from the product are considered for inclusion in your management system....

  15. References
    (pp. 166-166)
  16. ITG Resources
    (pp. 167-168)