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SERVICE DESIGN INPUTS AND OUTPUTS

Business Requirements Stage should consist of:


Appointment of a Project Manager
Identification of Stakeholders
Requirements analysis, prioritization, agreement
and documentation
Determination and agreement of outline budgets
and business benefits
Resolution of potential conflict between business
units and agreement on corporate requirements
Sign-off process for the agreed requirements
Development of a customer engagement plan
Information on Requirements of NewServices
Facilities/ Features and Functionality required (Utility)
Management Information and Management needs required
Business Processes supported, Dependencies, Priorities,
Criticality and Impact
Business Cycles and Seasonal Variations
SLRs and Service Level Targets (Warranty)
Business Transaction Levels, numbers and types of users +
future growth
Business justification, including Financial and Strategic
aspects
Level of business capability or support to be provided
MANAGEMENT OF DATA AND
INFORMATION
Defining tool
requirements:
Tools Selection
Implementation
considerations:
Evaluation
process &
criteria:
Heading
DELIVERY MODEL OPTIONS
Delivery
Strategies
Insourcing
Outsourcing
Application
Service provision
Partnership
Co-sourcing or
multisourcing
Business process
outsourcing(BPO)
Knowledge
process
outsourcing
(KPO) Cloud
Description
Utilize internal organization resources
Utilize external organization resources
Provide shared computer-based
services
2 or more organizations working
together to design, develop, transition,
maintain, operate and support IT
services
Combination of insourcing and
outsourcing
Relocating entire business functions
using formal agreements
Provide domain-based process and
business expertise
Offer specific pre-defined services but
can be customized for a specific
organization
Advantages
Direct Control
Freedom of choice
Purchased expertise
Support for transient
needs
Low-cost location
Support and upgrades
included
Market expansion/
entrance
Competitive response
Time to market
Control
Single point of
responsibility
Access to specialist skills
Significant cost savings
Low-cost location
Services are easily defined
Sourcing is straightforward
Disadvantages
Scale limitations
Cost and time to market
Less direct control
Exit barriers
Usage-based charging models
Access to facilities only
Intellectual property and
copyright protection
Project complexity
Culture clash between
companies
Loss of business knowledge
Loss of relationship with the
business
Loss of internal expertise
Culture clash between
companies
Internal clouds are complex
Coordinating insourced
offerings with external cloud
services
Multi-vendor
sourcing
Sourcing different sources from
different vendors
Organization is not tied to
a single vendor
Coordinating different vendors
activities and services
SERVICE DESIGN
MODELS
Design and
Development
approaches
Main input required for newor changed services
Main outputs is the service design package
SERVICE LEVEL MANAGEMENT
Provide a point of regular
contact and communication
to the customers and
business managers
IT services are delivered.
To monitor and measure
services given to
customers and maintained
by the organization
Provide a reliable
communication channel
and a trusted relationship
with customers and
business representatives
Provide key information
on operational services,
targets, achievements and
breaches
Service provider should
establish clear policies for
the conduct of the SLM
process. The required and
cost-justifiable service
quality is maintained and
gradually improved
CSF Based on the objective of a
process
KPI Developed to organizations
appropriate level of maturity, CSF and
particular circumstances
Identifying suitable customer
representatives to negotiate with
Bypassing the use of
the SLMprocesses
Lack of appropriate
tools and resources
IDENTIFYING & DOCUMENTING
BUSINESS REQUIREMENTS &
DRIVERS
Information on Requirements of Retiring Services
Exact Scope of Retirement
Business justification, Financial and Strategic Aspects
What would replace the retiring service
Interfaces and Dependencies with other services
Disposal and/or re-use requirements for service assets
and configuration items associated with Retiring
Services
Archiving Strategy for any business data
Information on Requirements of Existing Services
New Facilities/ Features and Functionality Requirements
Changes in Business Processes, Dependencies, Priorities,
Criticality and Impact
Changes in volumes of Service Transition
Increased Service Levels and Service Level Targets
Business Justification, including Financial and Strategic
aspects
ITIL SERVICE DESIGN
Benedito, Christian, Kara, Abrahams, Peters, Smith, Nombewu
Inputs to various Design Activities are:
All constraints, financial budgets
and plans
Service Management visions,
strategies, policies, objectives and
plans
The Service Portfolio
Design activities are triggered by
changes in business needs or
service improvements. A
structured approach to the design
activities should be adopted to
ensure consistency and integration
is achieved.
Deliverables fromthe Design Activities:
Suggested revisions to IT strategies and
policies
Designs for new or changed services
Process review and analysis report
Designs for revised measurement
methods and processes
DESIGN ACTIVITIES
Key Factors for successful Data Management:
All users have ready access to the
information they need to do their jobs
Data assets are fully exploited through data
sharing
Data assets are protected and secured with
IT security policies
Quality of organizations data is maintained
at an acceptable level
MANAGING DATA ASSETS
Improving quality of Data:
Add value to the services delivered to customers
Reduce risks in the business
Reduce costs of business processes
Stimulate innovation in internal business processes
SCOPE OF DATA MANAGEMENT
Four areas of Management included within Data/
Information Management:
Management of Data Resources
Management of Data/Information Technology
Management of Information Processes
Management of Data Standards and Policies
Data/Information Management is how an
organization plans, collects, creates,
organizes, uses, controls, disseminates and
disposes of its Data/Information.
DESIGN COORDINATION
Purpose Scope Challenges & Risks Policies, Principles & basic concepts Valuing the business Process activities, methods & techniques
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IMPLEMENTING SERVICE
DESIGN
Business Impact Analysis
Ascertain the business needs,
impacts and risks.
Enable organization to define
Critical services
Acceptable levels and times of service outage
Critical business and service periods
Cost of loss of service
Security implications to the loss of a service
2 Areas
Business management
Service Management
Six Sigma (DMADV)
used to develop new
processes.
Six Sigma (DMADV)
used to develop new
processes.
Prerequisites for success
Clearly define goals and objectives
Understanding of processes, procedures, functions,
roles and responsibilities
Understanding of interfaces and dependencies
Understanding of business needs
Develop measurement and analysis technologies
Required metrics to evaluate health of service design
Review of measurement programme
CAPACITY
MANAGEMENT
Purpose and Objectives
Produce and maintain an
appropriate up to date capacity
plan
Scope
Undertaking tuning activities to make
the most efficient use of existing IT
resources
Value to Business
Ensuring required capacity and
performance are provided
Policies, Principles and
Concepts
Balancing cost against
demands
Processes, Activities, Methods
and Techniques
Improving service performance
wherever it is cost justifiable
Trigger, Inputs, Outputs and
Interfaces
Periodic trending and modelling
Information Management
Business Data
Financial Data
Critical Success Factors and Key
Performance Indicators
CSF- accurate business forecast
KPI accurate forecast of planned
expenditure
Challenges and Risks
Persuading the business to provi de I
formation on its strategic business plan IDENTIFYING SERVICE
REQUIREMENTS
SD must consider all elements. Approach
should consider service + its constitution
components.
Requirements:
Scalability
Business processes + business units
IT service + agreed business requirements
Service itself + its SLR or SLA
Techinlogy components used to deploy + deliver Service
Internally delivered supporting services
Externally supplied supporting services
Performance measurements + metrics required
Legislated or required security levels.
AVAILABILITY
MANAGEMENT
Information Management:
Process should maintain an
AIMS that contains all of the
measurements + information
required to complete the
availability management
process + provide
appropriate information.
Triggers, inputs, outputs +
interfaces:
Events trigger availability
managements activities
Sources of information are
relevant to availability
managements.
Value to business:
Availability of systems +
services matches evolving
agreed needs of business.
Policies, principles + basic
concepts:
Continually trying to ensure
all operational services meet
their agreed availability
targets.
Critical success factors + key
performance indicators:
Each org should identify
appropriate CSFs based on its
objectives for the process.
Challenges + Risks:
Main challenge to meet and
manage expectations of the
customers.
Risks:
Lack of commitment
Lack of senior management
commitment
Labour-intensive reporting
process.
BALANCED
DESIGN:
SERVICE DESIGN
TOOLS
Enable: Useful in:
SERVICE
MANAGEMENT
TOOLS
Data structure
Conformity to international open
standards
Flexibility in implementation, usage
and data sharing.
Support for monitoring service
levels.
Consideration must be given to
platform on which tool wil be
expected to operate.
During early stages think about
vendor and tool credibility.
Asses trading needs of
organisation.
Tool has to be implemented.
Hardware platform has been
prepared and software loaded:
data population has to be
considered.
Out of the box
Configuration
Custimization
Service
Design
5 Main
Aspects
Service solutions for new
or changed services
Management
information and tools
Technology
architectures and
management
architectures
The process required
Measurement
methods and metrics
Purpose + Objective:
Level of availability delivered
in all IT services meets
agreed availability.
Scope:
Covers the design,
implementation,
measurement, management
and improvement of IT
service
DESIGN
CONSTRAINTS
All design activities
operate within many
constraints
This means that designers are
not always free to design
most desirable solutions
The primary constraints that determine the
boundaries of a service solution design are the
utility and warranty desired by the customer
The most obvious
additional constraints is
the financial one
MANAGEMENT OF
APPLICATIONS
To fully implement management of applications companies use SDLC
The application
portfolio This is simply a full record of
all applications
Application
frameworks This covers all management and
operational aspects and provides
solutions
Design of specific
applications
The most important phase,
ensures that an application is
conceived with operability and
management
Managing trade-offs
Balancing the relationship
among resources
Design patterns
General, repeatable solution to a commonly
occurring problem
Templates and code
generation
A number of development tools provide variety of templates for
creating common application components
Rapid
Application
Design (RAD)
Off-the-shelf
solutions
Purpose and objective
Scope
Value to the business Information
management
Policies principles and
basic concepts
Critical success factors and Key
performance indicators
Challenges Risks
Valuing Data
Classifying
Data
Data
Ownership
Data Migration
Data retrieval
& usage
Data Capture
Data Storage
Data Integrity
Data related
issues
Purpose to provide and maintain a single source of
consistent info on all operational services.
Scope To provide and maintain accurate info on all
services being transitioned to the live environment.
Value to the business Provides a central source of info on the
IT services delivered by the service provider catalogue.
Policies/Principles/Basic Concepts - To be fully active demand
needs to be active throughout the whole lifecycle.
Information Management - The service Portfolio and Customer
Portfolio Minutes of meetings between business relationship managers
and customers
Risks - Lack of, or inaccurate configuration management information, which results
on the impact of changing demand on the service providers infrastructure and
applications.
Challenges - The customer might find it difficult to break down
individual activities that make sense to the service provider.
Activities/Methods/
Techniques
Business Plans
Marketing Plans
Sales Forecast
Objective - Ensures high level of customer satisfaction making sure
that the customers needs are met to the requirement
Service Level Requirements
Service level requirement s for all
services are ascertained
Ability to deliver against these
requirements is assessed
Risk to the Services
and processes
Considered during
production and
preferred solution is
selected.
Where do we start?
Assessment should be
taken to ascertain strengths
and weaknesses may
include customer
satisfaction surveys, talking
to staff, analysing processes
in action
Starting point is wherever
the organisation is in terms
of IT service management
maturity
Methods of
Measurement of
service Design
Define
Measure
Analyse
Design
Verify
Define
Measure
Analyse
Improve
Control
Delicate Balancing
act ensuring
functionality +
targets are met
Concept extremely
important to service design
activities + to balance
between effort spent in
design, development and
delivery of service
Hardware
Design
Software
Design
Environmental
Design
Process
Design
Data Design
Ensuring standards and
conventions are followed
Offering
prototyping
Management
of service cost
Offering modelling and
simulation facilities.
Speeding up
design
process
Functionality:
Service or product and everything
that is part of the service and its
provision
Resources:
People, technology +
money available for
effort
Service design main purpose is the design
of new or changes services for
implementation in live enviroment
Key output for service design is to design
solutions to meet the changing requirements
of the business
Triggers
Triggers are changes in the business requirements
and services
Outputs
*A comprehensive and
consistent set of services
*A revised enterprise
architecture
*Service portfolio updates
Interfaces
The principle interfaces to the adjacent stages of
the life-cycle
*Service strategy : using information contained
within it strategy
*Service transition : with the handover of the
design of the service solutions within the SDP
* Also interfaces with all processes that include
service design activity
Inputs
A number of sources of information relevant to
design process
*service charter for new or changed services
*Change requests from any stage of service life-
cycle
*Governance required
*Corporate, legal and regulatory polices
requirements
SERVICE-
ORIENTED
ARCHITECTURE
It is strongly recommended
that a business process and
solutions should be designed
and developed by a SOA
SOA is defined by OASIS and is
considered best practise used by many
organizations
SOA brings value and agility to the
development of self-contained services
that are reuasble
When SOA principles are used by
the IT service provider organization,
it is critical that a accurate service
catalogue Is maintained as part of
an overall service portfolio and
CMS
SERVICE DESIGN GOALS
*Design service to satisfy business objectives based on
quality, compliance, risk and security requirements
*Design a service that can be easily and efficiently
developed and reduce, minimize or constrain long term
costs of service provision
*Contribute to the improvement of the IT service
Value creation
through services
Determine