Apollo 13 an ITSM case Experience and ITILv3

This document describes at a high level the content of ITIL V3 and describes how Apollo 13 An ITSM Case experience simulation can be used to experience ITIL V3 concepts in action. The new ITIL V3 Core publications comprise of 5 publications. Each provides the guidance necessary for an integrated approach as required by the ISO/IEC 20000 standard specification: The ITIL V3 Core publications are: Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Apollo 13 An ITSM case experience already addresses the key learning issues encompassed in ITIL V3. Apollo 13 was developed to address the Life Cycle of the Mission control services of Apollo 13. The current mapping (high level) of ITIL V3 and Apollo 13 is described in the table below. A more expanded linking is provided in the following sections and describes specific ITIL V3 terminology and ITIL V3 process links. The text marked in bold identifies the ITIL V3 concepts and terminology. This document is useful for: Certified Apollo 13 trainers to facilitate the game at an ITILv3 level Sales and Account management to inform customers about the effectiveness of the Apollo 13 game in an ITILv3 environment. Customers who are in the middle of a selection process to choose a Business Simulation in order to improve their processes based on ITILv3 ITIL V3 Service Strategy Apollo 13 The Mission Director and Crew roles represent the business and give their Business Value requirements to the team. A Balanced scorecard represent the 'Business outcomes' and value to be realized, and can be related to Utility (increase in gains) and Warranty (decrease in possible losses). These are specified as: -Crew safety (User satisfaction) -Process throughput (efficiency) -Resolution times (effectiveness ) -Innovation goals achieved (Business process value). The team must engage with the business throughout the mission and discuss risk and cost management and the value to be realized. Service Design In Round 1 and the start of Round 2 the team must design the Rocket and supporting infrastructure as well as the processes, people, Products (technology) and Partnerships (supplier services and agreements) required to manage costs, risks and realize business objectives, as defined in the Service Level requirements. Service Transition At the Start of Round 2 the designed 'Service delivery pack' representing the Service, Service Level agreements, service management capabilities (Management, Organization, knowledge, People as embedded in People, Process, Products and Partners) as well as the Service solution (Apollo 13 Rocket) must be transitioned to the Mission Operations Control team (Service Operation) for live operation. In Round 3 the team must evaluate, authorize, prioritize, plan, implement and review a major change. Service Operation In Round 2, team must manage and control the Apollo 13 mission using

Continual Service Improvement

their Service Operation capabilities. Using the processes designed (Service desk, Incident management, Problem management, Event management) the People design (Tasks, roles, responsibilities and accountabilities), the Products (supporting systems (real time events) and workflow management tools (CMDB and Service Knowledge Management System ) as well as the Partner (Agreements, Skills, services, Knowledge) to manage incidents, requests and events coming from the mission. In Round 3 the team must also manage Capacity, Availability and Continuity demands of the business, as well as implement a major Change to the spacecraft course. In Round 4 the team must manage increase demand from the business and ensure their Service level requirements are achieved, risks mitigated, costs controlled. Demonstrating distinctive performance. There is an increased demand for critical service: Another Course change Manage capacity growth as C02 levels become life threatening Manage capacity demand and availability of critical sytems for a spacecraft power up. Service Operations must schedule and prioritize the workload demand and agree priorities with the business. Between each round the team must apply Continual improvement practices. They must measure and provide reports on performance levels achieved, identify business risks owing to poor service management capabilities in terms of People, Process, Produces, Partners, as well as identify wasted costs. The team can use ISO20000 quality checklists to identify non compliant processes and identify improvement needs. The team must make a business case for improvements and justify these to the Mission director to identify, select and prioritize initiatives aimed at removing risks, controlling costs and realizing business value. The four rounds follow the cycle of Plan, Do, Check and Act

Service Strategy The Service Strategy volume provides guidance on how to design, develop and implement Service management not only as an organizational capability but as a strategic asset . The guidance describes what strategic assets are and how strategy can be implemented through the service lifecycle of Design, Transition, Service Operation and Continual improvement. The guidance is intended to help organizations set objectives and expectations of performance towards their Customers and markets, and to identify, select and prioritize opportunities. Service strategy is about ensuring that organizations are in a position to handle the costs and risks associated with their Service portfolios and are set up not just for operational effectiveness, but also for distinctive performance. Apollo 13 I In Apollo 13 participants will experience and learn: How to engage and collaborate with the business and user organisation, represented by the Mission Director (Business owner and Customer) and the Crew (End-users). These roles are played by the game leader so that the roles can put pressure on, and c confront the team with their behaviour. How to translate the desired business outcomes or value required by the business in terms of UTILITY (Fit for purpose) and WARRANTY(fit for use) required by the business into measurable targets. The team receives a balanced scorecard set of key targets that underpin (Continuity, Availability, Cost and Customer satisfaction). The team must demonstrate their 'distinctive performance' capabilities and apply Continual i improvement to handle costs and risks. How to ensure Service management becomes a strategic asset producing capabilities to coordinate, control and deploy resources to create value, embedding capabilities in: - People (tasks, roles and responsibilities) -Systems (organization, a value net of provider and suppliers) -Processes(ITIL processes) -Technology (Event and Workflow management tools). Systems and Service manage t tools. The team must demonstrate distinctive performance by translating RESOURCES (Mission budget, Rocket components and supporting computer facilities and infrastructure, Real time flight information, and a team of Mission Operations Control specialists. (The team of players in Apollo) into CAPABILITIES (embedded in people, systems, processes and technology). At the end of each round the capabilities are assessed, using ISO 20000 quality instruments and team reflection, as part of a C Continual improvement approach. The team must translate business requirements into a portfolio of offerings Which must be designed and transitioned into Service Operation. - Build & Launch Services (Round 1) - Maintain & Support Services (Round 2, 3 & 4) The team must identify and manage costs and make Business case justifications for the Continual Service Improvement initiatives they identify between game rounds. The initiatives must support risk mitigation and value creation for the business. Between each round the team must engage with the business to identify, select and prioritize initiatives aligned to Business demands. The Business demands change throughout the game to reflect the reality of changing business environments. The initial focus is very much on Costs, as the mission changes the strategic focus changes to C Crew safety. Plus many other key success factors included in Service Strategy

Service Design The Service Design Volume provides guidance for the design and development of both Services and Service Management processes. It covers design principals and methods for converting strategic objectives, from Service Strategy into portfolios of services and service assets. Service Design covers both new and changed Services. Apollo 13 In Apollo 13 participants will experience and learn: How to Identify Service requirements relating to strategic objectives and translate these into designs for Service management capabilities. How to design using the 4 P's (People, Process, Products (Services, Technology, Tools) and Partners (Suppliers), ensuring that the Supplier role and processes, played by the Game leader are aligned. The team must ensure that the business outcomes (Key performance targets) required by the NASA Mission Director, are translated into Service Level Requirements and designs ensuring Service management capabilities to meet the Quality, Compliance, Risk and Security requirements of the business. The team must design services for: -Building and Launching Apollo 13, including the functionality demanded by the Mission Director and the Crew and - Maintaining and Supporting the Apollo mission, ensuring Service Level Requirements are met. The teams designs must ensure business outcomes (Key performance targets) are met. In Round 1 these business outcomes relate to 'Building and launch services', the outcomes must be 'on-time build', 'fit-for-purpose functionality', 'within budget'. In Round 2 these business outcomes relate to Maintain and support services, the outcomes must be deployment of innovative experimental equipment, photos of new landing sites as well as Crew safety and Mission continuity. The team must design enabling and supporting technology for the Service solution (The Apollo Rocket , and any spares or consumables needed) and for supporting the solution (Management Computers and facilities) using configuration information and architecture diagrams. The team must ensure that the functionality and usability is agreed with the Mission Director (Customer) and the Crew (User) and they must ensure User and Support training. In Round 1 the team must design processes for building and releasing the Rocket and related infrastructure into Service Operations. The design of processes and technology must cover: - Service Catalogue Management (ensuring business priority, impact and SLAs are known for each service and that service contacts are agreed between the Mission Control team and the Business (Mission Director) and Crew(Users), including escalation and reporting requirements. - Capacity management (to ensure engine size, fuel ,O2 and C02 levels are designed in, monitored and managed, as well as threshold monitoring capabilities, tuning requirements, and demand management), - Availability management (Performing a CFIA to ensure Resilient design and redundancy of O2 tanks, Fuel cells and electrical systems that support critical business services, as well as monitoring and reporting on availability and Planning for

availability), - Service Continuity Management (Launch abort systems, Contingency plans and procedures in the event of a disaster occurring) - Information Security Management (ensuring the information for managing and running the mission is complete, accurate and up to date) - Supplier Management (Ensuring Supplier input and involvement during solution design and building and supplier availability of skills and known error information for solving problems and carrying out a major mission change in Round 3 of the game) These processes will ALL be tested by events and incidents arising in the game rounds. In Round 2 the team must design processes for Maintaining and Supporting the Apollo rocket during Service Operation, including Incident Management, Event management, Service Desk, Problem management, Change management. The team must design system (event) and Service management (workflow and knowledge management) tools needed to manage and control Service Operations and support the Availability and Capacity processes. The team must design a measurement system and metrics to ensure they can report on their performance following design and transition and identify how design faults and poor practices have resulted in wasted costs and increased business risks which threaten Continuity, availability and Crew safety. The team must design a measurement system and metrics to ensure they can report on their performance during Service operation and that they have management _ control capabilities to ensure they realize the Service Level Requirements. The team must use the CMDB to identify, and select components for Solution Design and ensure an up to date and accurate CMDB is available to transition to Service Operation. The team must ensure the Service Design Pack (Business requirements, functional requirements, service level requirements, solution design and components) as well as Acceptance criteria for Operations are discussed and information handed over to transition into Live operations.

Service Transition The Service Transition volume provides guidance for the development and improvement of Service management capabilities for transitioning new and changed services into Service Operations. It provides guidance on how the requirements of Service Strategy, for business 'Outcomes' as encodede in Service Design products are effectively realized in Operations while controlling the risk of failure and business disruption. Guidance is provided on Release management, programme management, Risk management, and guidance on managing the complexity related to changes to services and service management processes. Apollo 13 In Apollo 13 participants will experience and learn: How to package, test, and deploy a release into Service Operation. How to minimise risks associated with transitioning a service into live operation. The team must agree a transition plan to transition the Service Design Pack encompassing People (roles and task descriptions and responsibilities), Process (designs and process flows), Products(System and Service management tools, including the CMDB, the SKMS) and Partner (agreements and contracts) into the Service Operation organization(Mission Operations control specialists), ensuring hand-over and acceptance, including the interface to the Business (Mission Director and Crew) . The team must ensure that a Change Management process is designed and implemented to ensure a Major business change (Spacecraft course change) occurs in Round 3, ensuring there is no disruption to the Mission continuity. The process must encompass:

-review, assess & evaluate, authorize, plan, co-ordinate and close, making use of the complete 'value net' of providers by involving Partners(Suppliers) The team must ensure that Service Asset and Configuration management information resulting from the design is transitioned as a Configuration management database available to Service Operation. The team must ensure they have a Configuration Management System or approach that enables them to link incidents and related problems or known-errors. A task The team must also ensure a Definitive Hardware Store is available containing the Spares and consumables available on-board the Apollo spacecraft. The team must ensure, if requested by the business that they can identify Configuration assets that have caused the most business disruption and are a source of risk. The team must ensure that there Release process for transitioning the Apollo 13 Rocket into live mission operation includes planning testing and they must ensure training and knowledge transfer is included for both Service Operations(Mission Control specialists) and the Business (Apollo crew) is included. The team must ensure that they deploy all items agreed in the transition planning. The team must ensure Service offerings for 'Building and Launching' and 'maintaining and supporting' are 'fit-for-use' and 'fit-for-purpose' are validated against requirements and adequately tested. The team must ensure the Rocket design (business solution) is tested and accepted in round 1, in Round 3 the team must ensure adequate testing of the Major Change. The team must evaluate the results of the change in round 3. Evaluation is performed as part of the team reflection for round 3. The team must ensure that Knowledge transfer occurs through the service organization. Ensuring that training and knowledge transfer is carried out (People) and embedded in Service Knowledge Management Systems (Tools) , Configuration Management System (CMS) available to Service Operations staff such as CapCom (The Service Desk) to enable faster and more effective and faster resolution of incidents and request fulfilment.

Service Operation This volume provides guidance on the management of service Operations, describing how to achieve efficiency and effectiveness in the delivery and support of services so as to ensure value for the customer and the service provider. Service Operations is a critical capability. Guidance is provided on how to maintain stability in service operations. Guidance covers reactive and proactive control of Service operations and enables managers to make better decisions in areas such as managing availability of services, controlling demand, optimizing capacity utilization, scheduling of operations and fixing problems. Apollo 13 In Apollo 13 participants will experience and learn: How to ensure that Service Operations is both reactive and proactive. How to ensure that Service Operations is involved early in the Service lifecycle. How effective Service Operations enables better decision making. During Service Design and Service Transition, (Round 1 and the start of Round 2) the Service Operation processes must be designed and implemented.

During Rounds 2,3 and 4 the team must ensure that CapCom (Service Desk) is an effective single point of contact for the Crew (Users) and deals with Incidents and Requests coming from the Crew as well as forwarding information to the crew from Mission Control specialists (Technical specialist, Change manager, IT management) The team must ensure that their Incident management process deals with incidents as agreed as part of the Service Level Agreements made with NASA, ensuring that they can also effectively handle any Major incidents which occur, minimizing disruption and risk to the business. During the Apollo 13 mission events will be raised to Mission Control (Service Operation). These events come from the Crew (Users), from Spacecraft Configuration Items and from Monitoring Tools (such as Velocity & CO2 levels). The team must ensure that they are actively monitoring the live systems and that the Event Management process effectively deals with events. During Service Design the Mission Control team must design and implement monitoring processes and classification rules for the events (informational, warning or exception, as well as thresholds for event monitoring and escalation). Event Models and Incident Models can increase the customer satisfaction. These models make it possible to standardize the solution process. In the Apollo 13 the team must link Incident, Matching and Known Error cards as one document that contains the solution. The team must ensure that Service Requests , raised by the Crew are handled in a Fulfilment Management process. Mission Control can increase Customer satisfaction and efficiency Service Level Requirements by enabling CapCom (Service Desk) to handle Service requests as Standard Changes. The team must implement Reactive Problem Management to ensure that Incidents can be solved by Workarounds and Known Errors. This process must be implemented using Service Design and Service Transition. During the operations, Problem Management is responsible for creating the Knowledge Base to document solutions and Known Errors, and for ensuring Knowledge transfer to CapCom (Service Desk). The team must ensure Problem Management makes use of Technical Management Team to setup Problem Teams to create solutions. During the reflection between game rounds Proactive Problem Management is carried out. Problem Management must analyze the Incidents and Events and perform a trend analysis in order to create standardized Workarounds, and to take preventative actions to stop them from occurring again. Problem Management can also hire the Supplier (Partner). This activity is part of Continual Improvement. Problem management must also ensure that Known Errors detected during the build and release of the Rocket are also captured and made available to Service Operations. Mission Control employees are all part of Technical Management. EEcom, Guido, Fido, Retro, SSR and Capacity Manager are part of this team. This team is responsible for participating in Service Design, Service Transition and Service Operation activities. The Manager Specialists is also responsible for managing the workload of this team and for ensuring that the right skills and competences are used in the most effective and efficient way. Technical Management also has direct contact with Partners (Suppliers) who will support them. The team must ensure that supplier contracts and agreements support Service Level Requirements and Agreements. The team must have an IT Operations function ensure that CapCom (Service Desk) Schedules operational activities. For example, if the CO2 reaches 7, Capacity Management must Schedule an activity to change the canisters. This activity is communicated to CapCom so they can inform the Customer.

Continual Service Improvement

This volume contains guidance in creating and maintaining value for customers through better design, transition and operation of services. It includes guidance on quality management, organizational change management and capability improvement, helping organizations to realize incremental and large-scale improvements in service quality, operational efficiency, and business continuity. Guidance is also provided on linking improvement efforts and outcomes with service strategy, design and transition. An improvement approach is based upon Plan, Do, Check, Act (PDCA) model specified in ISO/IEC 20000. In Apollo 13 participants will experience and learn: How to apply the Continual Service Improvement 7 Step improvement process to realize improvements How to justify improvements in terms of Support business demands for reducing costs and risks and at the same time improve operational excellence (Efficiency and Effectivity). How applying Continual Improvement can demonstrate distinctive performance capabilities, showing how CSI investments lead to trends in improvement and predictable performance improvement over time. How Continual Service Improvement should be embedded in the whole lifecycle of Services. The team must Identify the Vision and strategy of the Mission director and identify the goals to be realized as defined as part of Service strategy. The team must Define what they will need to measure during The Design, Transition and Operation stages of the Mission lifecycle to demonstrate achievement of outcomes and to take decisions and steer performance. During and between game rounds the team must Gather measurement data that is required to underpin the Service Level Requirements. (Data on costs incurred, crew safety level achieved (Customer satisfaction), volume of process throughput, throughput times). The teams must ensure that this is designed into their People (who will gather), Process (which processes will gather), Tools (which tools will gather) and Partners (What will the Partner gather). The team will also gather information relating to Process compliance ensuring that processes meet the demands of a quality system (we can use an ISO20000 checklist as an example). Between game Rounds the team must Process the data into meaningful information, and Analyze the data and identify relationships and trends. By using the balanced scorecard the team will learn the relationship between non-compliant processes and the impact on Costs and Customer satisfaction, by reviewing the KPI scores against each other for each round the team will identify Trends in performance good or bad and be able to determine the success of Continual Improvement and how this helps the team realize 'Distinctive Performance. Between game rounds the team will Present and Use the information to identify, prioritize and select improvement initiatives together with the Mission Director (The Business). The team must engage and collaborate with the business in selecting initiatives that will have the most impact. The team will recognize the importance of involving the process managers, the Flight Director (IT manager) and the Business in ensuring a shared awareness and commitment to decision making. Following Round 1 the team will identify performance issues with Strategy, Design and Transition and will reflect on possible improvements to Design and build. The team will recognize how this is part of Continual Service Improvement and should be captured and fed into new Strategy, Design and Transition practices. At the start of Round 3 and Round 4 the team will implement their CSI initiatives. The team will make use of CSI methods and techniques. They will use an assessment (ISO20000 checklist), Benchmark (against previous teams scores. All team scores are captured and can be used as a Benchmark of performance capabilities), the team will use the Balanced Scorecard as a Measurement & Reporting Framework. If an organization playing Apollo uses other assessments or Benchmarking methods these can be used in Apollo. For example if an organization uses CMMI then an extract of

CMMI questions can be used.