A Business Value Of Service Transition Information Technology Essay

A strain Value Of renovation inflection Information Technology Essay excogitate and get around off the competency and resources call for to package, build, raise and deploy a anaesthetise into production and establish the advantage specified in the guest and stakeholder requirements forget a consistent and rigorous frame turn over for evaluating the assist competency and jeopardy profile before a impudently or transportd aid is bring outd or deployedEstablish and maintain the integrity of completely(a) identified serving summations and somas as they evolve through the return modulation grade pass on good-calibre noesis and instruction so that castrate, Release and Deployment maintainment empennage expedite rough-and-ready decisions well-nigh promoting a release through the test environments and into productionProvide efficient repeatable build and inst eachation mechanisms that washbasin be routine to deploy releases to the test and production environ ments and be rebuilt if required to restore function check over that the service digest be loved, ope localized and supported in concord with the requirements and constraints specified in spite of appearance the avail Design.( assistance passageway 2.4.1)Objectives Of operate TransitionManage resources to enable the regeneration of a service into production within the predicted cost, quality and time estimatesEnsure that there is minimal unpredicted usurpation on the production run, operations, and support organizationIncrease the customer, phthisis upr and service caution staff satisfaction with the service transition practices, including deployment of the in the raw or shiftd service, communications, release softw be documentation, training and intimacy transferIncrease proper use of the serve and under(a)lying natural coverings and technology solutionsProvide clear and comprehensive plans that enable the customer and subscriber line veer projects to alig n their activities with the service transition plans( renovation Transition 2.4.1) note Value Of Service TransitionService Transition alike adds regulate to the assembly line by improvingThe ability to adapt quickly to new requirements and market developments (competitive edge)Transition circumspection of mergers, de-mergers, acquisitions and transfer of servicesThe success rate of reassigns and Releases for the businessThe predictions of service aims and warranties for new and neuterd servicesConfidence in the ground level of compliance with business and governance requirements during neuterThe variation of actual against estimated and approve resource plans / budgetsThe productivity of business and Customer staff because of better cooking and use of new and convinced servicesTimely cancellation or changes to maintenance contracts for both(prenominal) hardwargon and softw ar when components atomic number 18 disposed of or de-commissionedUnderstanding the level of risk during and after change for example, service outage, disruption or re-work(Service Transition 2.4.3)Basic SACM Concepts cast Item (CI)A cast Item (CI) is an plus, service component or some other item that is, or giveing be, under the dominance of Configuration direction.CI Types admitService Lifecycle CIs (e.g. Business cases service management plans service lifecycle plans Service Design Packages (SDPs) release and change plans test plans)Service CIs (e.g. Service capability as heaps management, organization, assistes, knowledge, populate service resource assets pecuniary capital, systems, applications, information, data, infrastructure and facilities, people service warnings service packages release packages service borrowing criteria)Organization CIs (e.g. Business strategy policies regulatory or statutory requirements products divided up by more than one group internal CIs tangible and nonphysical assets that be required to deliver and maintain the service and infrastructure) a room CIs (e.g. External customer requirements and agreements releases from suppliers or sub-contractors and external services)Configuration ModelConfiguration direction delivers a required logical simulate of the services, assets and the infrastructure by arranging the relationships among CIs.RelationshipsA relationship is a link between ii CIs that identifies a dependency or connection between them. For example, applications whitethorn be linked to the servers they run on IT services amaze m any tie in to all the CIs that contribute to them.Configuration concern Database (CMDB)A database used to manage build records throughout their lifecycle. The CMDB records the attributes of to each one CI, and relationships with other CIs. A CMDB may besides quit other information linked to CIs, for example sequent, problem or change records. The CMDB is maintained by Configuration management and is used by all IT Service focussing exhibites.Configuration Mana gement organization (CMS)The CMS holds all of the information for CIs within the designated scope. The CMS maintains the relationships between all service components and any think service management records / documentation. Typically, the CMS exit also hold data about employees, suppliers, military positions and business units, customers and substance absubstance abusers.(Service Transition 4.3.4.2)Definitive Media Library (DML)The exact word form of the DML is delineate during the planning activities. The definition includesMedium, physical location, ironw atomic number 18 and packet to be used, if unbroken online. close to Configuration Management support tools incorporate software libraries, which can be regarded as a logical part of a DMLap floorment conventions for file store areas and physical mediaEnvironments supported (e.g. Test and live environments) bail ar set upments for submitting diverges and issuing software, plus backup and recovery proceduresThe scope of the DML (e.g. Source code, mark code from controlled builds and associated documentation)Retention periodCapacity plans for the DML and procedures for monitoring growth in sizeAudit proceduresProcedures to ensure that the DML is protected from erroneous or wildcat counterchange (e.g. Entry and exit criteria for items)(Service Transition 4.3.4.3)The Configuration Management personify (CMS) holds all the information for CIs within the designated scope. round of these items go away have cogitate specifications or files that contain the contents of the item (e.g. software, document). For example, a service CI will include the details such as supplier, cost, purchase time and renewal date for licenses and maintenance contracts and the related documentation such as SLAs and underpinning contracts.The CMS is also used for a wide range of purposes, for example asset data held in a CMS (CMDB data) may be made uncommitted to external financial asset management systems to perform spe cific asset management process reporting outside of Configuration Management. The CMS maintains the relationships between all service components and any related incidents, problems, Kn throw Errors, change and release documentation and may also contain corporate data about employees, suppliers, locations and business units, customers and users.(Service Transition 4.3.4.3)SACM ActivitiesManagement projectning in that respect is no standard template for determining the optimum approach for SACM. The management team and configuration management should decide what level of Configuration Management is required for the selected service or project that is delivering changes and how this level will be achieved. This is put down in a configuration management plan.Configuration IdentificationDefine and document criteria for selecting Configuration Items (CIs)and the components that compose themSelect the CIs and the components that compose them establish on documented criteria delimitate unique identifiers to CIsSpecify the pertinent attributes of each CISpecify when each CI is placed under Configuration ManagementIdentify the owner responsible for each CIConfiguration ControlConfiguration control ensures that there are adequate control mechanisms over CIs while maintaining a record of changes to status, flatterys, location and custodianship/ ownership. Without control of the physical or electronic assets and components, the configuration data and information there will be a twin with the physical world.Status Accounting ReportingEach asset or CI will have one or more separate states through which it can progress. The significance of each state should be define in terms of what use can be made of the asset or CI. There will typically be a range of states relevant to the individual asset or CIs.Verification AuditThe activities include a series of reviews or audits to ensureThere is conformity between the documented baselines (e.g. agreements, interface contro l documents) and the actual business environment to which they summonsTo verify the physical existence of CIs in the organization or in the DML and spares stores, the functional and operational characteristics of CIs and to check that the records in the Configuration Management System (CMS) match the physical infrastructureChecking that release and configuration documentation is march before making a release(Service Transition 4.3.5)Updates to asset and configuration information are triggered by change requests, purchase orders, acquisitions and service requests. Some of the more noteworthy interfaces are budge Management identifying the tinge of proposed changes monetary management capturing let out financial information such as cost, dispraise methods, owner and user (for budgeting and cost allocation), maintenance and repair costsITSCM awareness of assets the business services depend on, control of key spares and software chance/problem/error providing and maintaining k ey diagnostic information maintenance and supply of data to the Service DeskAvailability management detection of points of failureService Asset Configuration Management applicatory ApplicationAudit your PCs to trance if what you actually have is what has been recorded. Is there more than one PC per psyche? Can this be justified? Are there any extras which could be disposed of?Define those service components which are truly critical these are most likely your CIs and start tracking them and their relationships.Discover where configuration information is already existence maintained, and leverage any information of value in creating a single virtual repository. Are there relationships between components in one repository and those in another? These should be tracked.place schoolbookBasic dislodge Management ConceptsService ChangeA Service Change is a change to an alive service or the innovation of a new service. It is the addition, modification or removal of authorized, planned or supported service or service component and its associated documentation.Normal ChangeAny change that totals the familiar change process is considered a normal change. Normal changes can include changes to services, the service portfolio, service improvement projects, etc.Standard ChangeA pre- pass change that is low risk is comparatively common and follows a procedure or work instruction for example, proviso of standard equipment to a new employee. They are logged and tracked using a different mechanism, such as a Service Request.Emergency ChangeAn emergency change is a change that moldiness be introduced as soon as possible for example, to resolve a major incident or implement a security patch. The Change Management process will normally have a specific procedure for treatment Emergency Changes.Remediation planningNo change should be approved without having explicitly addressed the question of what to do if it is not successful. Ideally, there will be a back-out pl an, which will restore the organization to its initial situation, lots through the reloading of a baselined set of CIs, especially software and data. However, not all changes are reversible, in which case an alternative approach to remediation is required.Change Advisory BoardThe Change Advisory Board (CAB) is a body that exists to support the federal agency of changes and to assist Change Management in the estimate and prioritization of changes.Emergency Change Advisory BoardEmergency changes are sometimes required and should be designed carefully and tested before use or the affect of the emergency change may be greater than the original incident. Emergency changes may document some details retrospectively. The chip of emergency changes proposed should be kept to an absolute minimum, because they are generally more disruptive and prone to failure.Emergency change authorizationDefined authorization levels will exist for an emergency change, and the levels of delegated authorit y essential be clear documented and understood. In an emergency it may not be possible to convene a full CAB meeting. Where CAB approval is required, this will be deliverd by the Emergency CAB (ECAB).Change Management Practical ApplicationCreate a CAB and begin holding meetings to rate changes.Develop a change model that provides an authority model for assessing and authorizing changes based upon the change type.Determine if there are any changes made without being assessed by the CAB. Did any of these result in degradation or release of service? Consider changing the categorization of these in the future to be included with those the CAB assesses.Ensure timelines for change assessment are documented and agreed in SLAs, OLAs, and UCs.Change modelA repeatable way of dealing with a special(prenominal) category of change. A change model defines specific pre-defined steps that will be followed for a change of this category. Change models may be very simple, with no requirement f or approval, or may be very complex with many steps that require approval (e.g. major software release).Change process models and workflowsOrganizations will find it subservient to predefine change process models and apply them to catch changes when they occur. A process model is a way of predefining the steps that should be taken to handle a process (in this case a process for dealing with a particular type of change) in an agreed way. Support tools can thusly be used to manage the required process. This will ensure that such changes are handled in a predefined path and to predefined timescales.Changes that require specialized handling could be treated in this way, such as emergency changes that may have different authorization and may be documented retrospectively.The change process model includesThe steps that should be taken to handle the change including handling issues and un evaluate eventsThe chronological order these steps should be taken in, with any dependences or co- processing definedResponsibilities who should do whatTimescales and thresholds for completion of the actionsEscalation procedures who should be contacted and whenThese models are normally input to the Change Management support tools in use and the tools whence automate the handling, management, reporting and escalation of the process.Example of types of request by service lifecycle stageType of change with examplesDocumented work proceduresSSSDSTSOCSIRequest for change to service portfolios raw portfolio line itemTo predicted scope, Business Case, baselineService pipelineService change managementRequest for Change to Service or service DefinitionTo existing or planned service attributes ejection change that impacts Service Design, e.g. forecasted warrantiesService improvementService change managementProject change proposalBusiness changeNo impact on service or design baselineProject change management procedure user access requestUser access procedureOperational activityTuning (with in specification/constraints)Re-boot hardware on failure if no impact on other servicesPlanned maintenanceLocal procedure ( oftentimes pre-authorized)Seven Rs Of Change ManagementWho RAISED the change?It is all-important(prenominal) to have the information on who is representing the Change in case further clarification about the Change is needed. There are also instances where the priority of a Change can be affected by the position or department where the Change originated.What is the savvy for the change?It is important to know why the change is being requested. Some examples could includeQualityPerformanceComplianceMaintenanceDefectsWhat is the RETURN required from the change?What benefit can the organization, department, support personnel or customer expect from the change?What are the RISKS conglomerate in the change? altogether changes have a risk which could range anywhere from processing being delayed to the entire organization not being able to provide service to its cus tomers. It is important to understand what the risk is so that appropriate precautions can be taken in the timing and execution of the change.What RESOURCES are required to deliver the change?In every change there are a number of resources that need to be considered such as human raceFinancialExternalInternalWho is RESPONSIBLE for the build, test and implementation of the change?It is important to identify all the parties involved in bringing a change to realization and that the managers are informed as to the eccentric their people will play in implementing the change.What is the RELATIONSHIP between this change and other changes?The complication of the interaction, dependencies and relationships of changes cannot be overemphasized. It is not uncommon to have parallel nine-fold changes that can affect each other at any point in their critical paths. It is essential to understand this and to accommodate for it in order to avoid an increase in unplanned outages and failure in your change process.(Service Transition 4.2.6.4)Change Management ActivitiesRecord RFCThe change is raised by a request from the initiator an individual or a group. go off RFCChange Management should briefly consider each request and try based onReasons To AcceptReasons To RejectPracticalImpracticalNew RFCRepeats of earlier RFCsInformation completeAlready acceptedInformation finishedRejectedHas the necessary budgetary approvalStill under reflectionIncomplete submissionsInadequate descriptionWithout necessary budgetary approval valuate Evaluate ChangeThe issue of risk to the business of any change must be considered prior to the authorization of any change. Many organizations use a simple matrix to categorize risk.Authorize Change chunk authorization is obtained for each change from a change authority that may be a role, person or a group of people.Plan UpdatesCareful planning of changes will ensure that there is no equivocalness about what tasks are included in the Change Management process, what tasks are included in other processes and how processes interface to any suppliers or projects that are providing a change or release.Coordinate Change Implementation reliable RFCs should be passed to the relevant technical groups for building of the changes.It is best practice to do this in a formal way that can be tracked. go over Close RecordOn completion of the changeResults are informEvaluation takes placeIf successful, the record is closedIf failed, the record is closed(Service Transition 4.2.6)Change Management RelationshipsBusiness Change ManagementChanges to any business or project deliverables that do not impact IT services or components may be subject to business or project change management procedures rather than the IT service Change Management procedures. However, care must be taken to ensure that changes to service configuration baselines and releases do follow the Change Management process. The Change Management team will, however, be expected to lia ise closely with projects to ensure smooth implementation and consistency within the changing management environments.Project ManagementProject management must work in partnership to align all the processes and people involved in service change initiatives. The closer they are aligned, the higher the luck that the change effort will be moved forward for as long as it takes to complete. Change Management representatives may attend relevant Project Board meetings.Supplier ManagementEffective Change Management practices and principles must be put into place, in conjunction with Supplier Management, to manage supplier relationships effectively to ensure smooth delivery of service. Effort also should be put into finding out how well the partners themselves manage change and choose partner and sourcing relationships accordingly.Service Asset Configuration ManagementThe Configuration Management System provides reliable, quick and easy access to accurate configuration information to enable stakeholders and staff to assess the impact of proposed changes and to track changes work flow. This information enables the correct asset and service component versions to be released to the appropriate party or into the correct environment. As changes are implemented, the Configuration Management information is updated.Problem ManagementProblem Management is another key process as changes are often required to implement workarounds and to flummox known errors. Problem Management is one of the major sources of RFCs and also often a major contributor to CAB discussion.IT Service ContinuityIT Service Continuity has many procedures and plans that should be updated via Change Management to ensure that they are accurate, up to date and that stakeholders are aware of changes. security department ManagementSecurity Management interfaces with Change Management since changes required by security will go via the Change Management process and security will be a key contributor to CAB discus sion on many services. Every significant change will be assessed for its potential impact on the security plan.Capacity take on ManagementCapacity and Demand Management are critical aspects of Change Management. Poorly managed demand is a source of costs and risk for service providers because there is always a level of uncertainty associated with the demand for services. Capacity Management has an important role in assessing proposed changes not only the individual changes but the total impact of changes on service capacity. Changes arising from Capacity Management, including those set out in the capacity plan, will be initiated as RFCs through the change process.(Service Transition 4.2.7.3 and 4.2.7.4)NOTESThe object of Release and Deployment Management is to deploy releases into production and establish effective use of the service in order to deliver value to the customer and be able to handover to service operations.Release and Deployment Management aims to build, test and d eliver the capability to provide the services specified by Service Design and that will accomplish the stakeholders requirements and deliver the intended objectives.The following objectives are also important for the Release and Deployment Management processEnsure knowledge transfer to enable the customers and users to optimize their use of the service to support their business activitiesEnsure that skills and knowledge are transferred to operations and support staffEnsure minimal unpredicted impact on the production services, operations and support organizationEnsure that customers, users and service management staff are satisfied with the service transition practices and outputs(Service Transition 4.4.1)Basic RDM ConceptsRelease PolicyIncludes the unique identification, numbering and grant conventions, roles, responsibilities, time tables, frequency and other requirements pertaining to how releases will be handled.Release wholeIdentifies the portion of the service or infrastructu re that is normally released together in accordance with an organizations release policy. The unit may vary, depending on the type or item of software and hardware.Release PackageThe package may contain multiple release units such as hardware, software, applications and documentation.Release Design OptionsService Design will define the approach to transitioning from the current service to the new or changed service or service offering. Common options are oversize bang vs. phasedBig bang option the new or changed service is deployed to all user areas in one operation.Phased approach the service is deployed to a part of the user base initially, and then this operation is repeated for sequent parts of the user base via a scheduled rollout plan.Push and pullA push approach is used where the service component is deployed from the midriff and pushed out to the target locations.A pull approach is used for software releases where the software is made available in a central location but users are free to pull the software down to their own location at a time of their choosing or when a user workstation restarts.Automation vs. manualAutomation will help to ensure repeatability and consistency. If a manual mechanism is used it is important to monitor and measure the impact of many repeated manual activities as they are likely to be inefficient and error-prone.Release and Deployment ModelsModels enable consistency and repeatability when preparing releases for deployment and will incorporate a variety of criteria and guidelines.DIKW represents the hierarchical progression from data to wisdom.Data is a set of discrete facts about eventsInformation comes from providing context to dataKnowledge is represent of the tacit experiences, ideas, insights, values and judgments of individualsWisdom gives the ultimate discernment of the material and having the application and contextual awareness to provide a strong common mavin judgmentService Analytics InstrumentationService Analytics is useful to model existing infrastructure components and support services to the higher-level business services. This model is built on dependencies rather than topology causality rather than correlation. Infrastructure events are then tied to corresponding business processes. This is as far along the DIKW hierarchy as modern technologies allow. It is well understood that no computer-based technology can provide wisdom. It requires people to provide evaluated understanding, to answer and appreciate the Why? questions.(Service Transition 4.7.4)Specifically within ITSM, Knowledge Management will be cerebrate within the Service Knowledge Management System (SKMS) concerned, as its arrive at implies, with knowledge. Underpinning this knowledge will be a considerable quantity of data, held in a central logical repository or Configuration Management System (CMS) and Configuration Management Database (CMDB). However, clearly the SKMS is a broader concept that covers a much wi der base of knowledge, for exampleThe experience of staffRecords of peripheral matters (e.g. Weather, user numbers and behavior, organizations performance figuresSuppliers and partners requirements, abilities and expectationsTypical and anticipated user skill levels