ITIL3 Service Transition

01-ITIL Service Transition 21/5/07 12: 45 Page iii Contents List of figures 5.2 Managing organi/alion ar d s akeno lder hange 11 List of tables 5.3 Stakeholder management 17 OGCs forewor 6 Organizing for Service Transition 177 Chief architect's foreword 6.1 Generic roles Preface 6. 2 Organizat cnal context for tra a servIce Acknowledgements 6.3 Organizat cn models to support Service transition 181 1 Introduction 6.4 Service Transition relationship with 1.1 Overview other lifecycle stages ontext 7 Technology considerations 191 1.3 Goal anc scope of Service Transition 7.1 Knowledge management tccls 19 1.∠ Usace Ccllaoorat or 2 Service Management as a practice 11 7.3 Configuration Management sys:em 2. 1 What is service Management? 13 2,2 What are service 13 8 Implementing Service Transition 197 r 2.3 Functions ard processes across the 9 Challenges, critical success factors 2.4 Service ransition fundamentals ana risks 203 3 Service Transition principles 9.1 Challenges C5 3.1 Principles S. orting Service Transition 23 9 2 Crit cal success factors 3.2 Policies for service transilien 933sk 94 Ser ce trans tion under diffic lt conditiors 205 4 Service Transition processes 33 Afterword 209 4.1 Transition planning anc supoort 4.2 Change Management 42 Appendix A: Description of asset types 213 43 Service asset anc contic ratial Further information 217 rranagerent 4- Release anc dep oyment management References 4.5 Sonice validat on and testing Glossary 221 4.6 Fvaluation Acronyms list Definitions list 5 Service Transition common operation activities 155 Index 251 5.1 Maraging communications and om tmen 0l-ITIL Service Transition 21/5/07 12: 45 Page iv List of figures All diagrams in this publication are intended to provide an Figure 4.11(b) Example configuration breakdown for a illustration of ITIL Service Management Practice concepts Managed Virtual System and guidance. They have been artistically rendered to visually reinforce key concepts and are not intended to Figure 4.12 Example of service lifecycle configuration meet a formal method or standard of technical drawing levels and baseline points, represented by the numbered triangles The ITIL Service Management Practices Intergrated Service Model conforms to technical drawing standards and Figure 4.13 Simplified example of an IT infrastructure should be referred to for complete details. please see Figure 4.14 Example of asset and configuration item www.best-management-practice.com/itilfordetails lifecycle Figure 1.1 Sourcing of Service Management practice Figure 4.15 Simplified example of release units for an IT Figure 1.2 ITIL Core service 2.1 A conversation about the definition ar Figure 4.16 Options for big bangand phased rollout meaning of services Figure 4.17 Phased deployment across geographical 2.2 a b Figure 2.3 The scope of Service Transition Figure 4.18 Architecture elements to be built and tested Figure 3.1 Service assets required to deliver services to Figure 4.19 Example of a release package the business Figure 4.20 Coordinating the deployment of service Figure 3. 2 Services provide value by increasing the components performance of customer assets and Figure 4.21 Service V-model to represent configuration removing risks levels and testing Figure 4. 1 Scope of change and release management for Figure 4.22 Example of service testing through servic services Transition Figure 4.2 Example process flow for a normal change Figure 4.23 Example of a set of deployment activities Figure 4.3 Example process flow for standard Figure 4.24 Example of early life support activities deployment request Figure 4.25 Ilustration of the benefits of targeted early life Figure 4.4 Example process flow for standard operational Figure 4.26 Service models describe the structure and Figure 4.5 Example of a change authorization model dynamics of a service Figure 4.6 Request for Change workflow and key Figure 4.27 Dynamics of a service model interfaces to Configuration management Figure 4.28 Design constraints of a service Figure 4.7 Example of a logical configuration model Figure 4.29 Value creation from service utilities and Figure 4.8 Example of a Configuration Management warranties stem Figure 4.30 Example of service V-model Figure 4.9 The relationship between the Definitive Media Library and the Configuration Management Figure 4.31 Designing tests to cover range of service Database assets, utilities and warranties Figure 4.10 Typical Configuration Management activity Figure 4.32 Example of a validation and testing process Figure 4.33 Example of perform test activities Figure 4.11 (a) Example configuration breakdown for an Figure 4.34 Evaluation process end-user computing servIce 0l-ITIL Service Transition 21/5/07 12: 45 Page v Figure 4.35 Example risk profile Figure 4.36 Context for qualification alidati activities 4.37 The flow from data to wisd Figure 4.38 Relationship of the CMDB, the CMS and the Figure 4.39 Service knowledge management system Figure 4. 40 Contribution of knowledge to effectiveness of Figure 5. 1 Example of communications strategy and plan contents Figure 5.2 Example communication path Figure 5.3 Example of Service Transition steps for outsourcing Figure 5.4 The emotional cycle of change Figure 5.5 Pc Figure 5.6 Example stakeholder map Figure 5.7 Power impact matrix Figure 5. 8 Example commitment planning chart Figure 6.1 Example of Service Transition organization nd its interfaces Figure 6.2 Organizational interfaces for a Service Transition Figure 6.3 Example of an organization for Service Transition Figure 6.4 Flow of experience Figure 8.1 Steps to improving Service Transition processes 01-ITIL Service Transition 2175/07 12: 45 Page vi List of tables Table 4.1 Example responsibility ix for release points during Service Transition Table 4.2 Extract from a service release policy for a Table 4.3 Example of types of request by service lifecycle sta Table 4.4 Example of contents of change Table 4.5 Example of a ch lact and risk categorization matrIx Table 4.6 Change priority exam Table 4.7 Configuration documentation for assets and esponsibilities through the Table 4.8 Levels of configuration for build and testing Table 4.9 Questions to be answered when planning Table 4.10 Examples of service test models Table 4.11 Service requirements, 1: improve user accessibility and usability Table 4.12 Examples of Service Management manageability tests Table 4.13 Key terms that apply to the service evaluation process Table 4.14 Factors for considering the effects of a service Table 5.1 Jab characteristics that motivate people Table 5.2 Understanding the culture of the parties involved Table 5.3 Example of RACI matrix for managing chang Table 5.4 Example of organization work-products from Table 5.5 Organizational role and skills assessment Table 5.6 Example of a feedback survey Table 5.7 Tips for managing change Table 5.8 P. Kotter's 'Eight steps to transforming your 0l-ITIL Service Transition 21/5/07 12: 45 Page vii OGC's foreword Since its creation, ITIL has grown to become the most widely accepted approach to m Service Management in the world. However, along with this success comes the ponsibility to ensure that the g global business environment. Service Management requirements are inevitably shaped by the development of technology, revised business models and increasing customer expectations. Our latest version of ITI has been created in response to these developments This publication is one of five core publications describing the It service Management practices that make up ITIL. are the of a two-year project to rev update the guidance. The number of Service Management professionals around the world who have helped to develop the content of these publications is impressive Their experience and knowledge have contributed to the ntent to bring you a consistent set of high-quality guidance. This is supported by the ongoing development of a comprehensive qualifications scheme, along with accredited training and consultancy Whether you are part of a global company, a government department or a small business, ITIL gives you access to world-class Service Management expertise. Essentially puts IT services where they belong- at the heart of successful business operations Peter Fanning Acting Chief Executive Office of govemment Commerce 0l-ITIL Service Transition 21/5/07 12: 45 Page viii viii Chief Architect's foreword Chief architect's foreword This publication, ITIL Service Management Practices and fitness of the runners are, it is equally important not Service Transition, sits at the centre of the ItIl lifecycle to drop the baton. Conversely total concentration on structure. Transition, is not an everyday word - words like careful and risk-free passing of the baton will also not design'and'operate, describing the lifecycle stages on make a winning team To win the race requires the right either side of transition, are more familiar. But these more combination of speed and handover of the baton familiar terms that bracket transition can also serve to In a similar way, Service Transition must deliver relevant help define and explain its goals and purpose services with the appropriate balance of speed, cost and The need to design a service, totally new or cha safety accepted-without a vision of the service's purpose that The priorities concerns, constraints and conditions that purpose will always remain undelivered. And over the last dictate the decisions and focus of Service Transition will 17 years(since the inception of Itil) the need has been between service providers. For those in safety-critical firmly established for ongoing management of the services. This has been recognized as the ' core of T ndustries, such as medical technological support and nuclear power station control, the focus will be on Service Management- providing and supporting the business as usual delivery of the organizations thoroughness and risk reduction- the main priority here is not to drop the baton: take it carefully' is the correct requirements from IT approach. This is typical where competition is low, such as And so, it is readily ent that successfu in the public sector, or where governmental controls insist from the concept of how'-developed by design -into on caution, or the customer perception of their reliability what'-as supported by operations- is going to be the requirement is high key element of delivering the business support we are Alternatively, in highly competitive industries, such as charged with. and so there is always a need for a service Transiti online product sales or mobile telephone facilities, speed may be more important In a relay race with 100 teams, The importance of actually delivering a design, adapting it concentration on safe handover will bring you in s needed, assuring and ensuring its continued relevance, consistently in the first 20%, but you will probably never has been less obvious to many Service Transition win. The customer's business needs may dictate that it concentrates on delivering the service vision in a relevant makes more sense to drop the baton 80% of the time but and cost-effective fashion as such. service transition is come first for the rest effectively defined by the service delivery concepts that supply its inputs and the Service Operations expectations This may seem tangential, but it is important to set the scene here, and recognize that this publication of best that serve as recipients of its outputs-which are usable practice, based on successful practices followed in many services organizations, will not deliver absolute guidance in al The best way of achieving Service Transition will vary areas. Rather, guidance rests on judging a service between organizations and has to reflect the risks providers correct transitional parameters and then helping resources and other parameters pertaining to that to build and implement the best approach for their organization in general and the service to be transitioned circumstances in particular By following this logic, the publication addresses itself to A useful analogy is a relay race, where the team of runners the full range of different circumstances and allows for must carry a baton round the track- passing it from flexible interpretation. It should be read, understood and hand-to-hand between team members the initial in a flexible and pragmatic way, aware that expectation might be that victory in such a race relies on Service Transition is, in effect, offering an internal service having the fastest athletes. However, important as speed taking design outputs and delivering them to an 0l-ITIL Service Transition 21/5/07 12: 45 Page ix Chief architect's foreword X operational state, in order to best support business requirements. This requires sufficient understanding of gn outputs and operational inputs, and of the true and final business requirement. This knowledge is required in assessment and assurance(or rejection) of requirements and design specification, constraints and parameters The success of Service Transition is in the ability of Service Operations to support the business processes via the installed service base. The mechanism for achieving the al is secondary and adaptive -and this applies whether an organization is transitioning service designs into business support or components and materials into motorcycles (see the Service Strategy publication). The aim of this publication is to support Service Transition managers and practitioners in their application of Service Transition practices Sharon Taylor Chief Architect, ITIL Service Management Practices 0l-ITIL Service Transition 21/5707 12: 45 Page X Preface They always say that time changes things, bu. you Contact information actually have to change them yourself Ardy warhol The Philcsophy of Andy Warhol. U5 artist(1928-198 Full details of the range of material published under the itiL banner can be found at Effective Service transition does not ntil www.best-management-practice.com/itil organization recognizes the need for it and the benefits it ill bring them For further information on qualifications and trainin itil-official And effective service transition is needed because Alternatively, please contact business environments are in a constant state of transition. The quest for competitive advantage, best of breed innovation and self-preservation are eternal Sword House catalysts for change that must then be delivered Totteridge road Service Transition is the Information Technology Service Buckinghamshire Management(ITSM)professionals guide to delivering HP13 6DG those changes through transition lifecycle steps, which help them manage change in a broader context. Large- Ie:+44(0)1494452450 lle IT change is often driven through pi E-mail programme initiatives. These are mistakenly seen to be outside ' Change Management', and too often not considered a service Management concern until it is time to implement. However, experience teaches that this approach rarely yields the best possible benefit to the business This publication supplies answers to managing Service Transition from designed specifications, change configuration, test, release and deployment and every step in between Effective Service Transition ensures that meeting business need, cost and efficiency are achieved with minimal risk maximum optimization and the highest degree of Service Transition also requires effective management of nal culture and transition in difficult or unusual circumstances. Every ITSM professional knows the major part of any change -that can make or break its success - is related to the human factor especially cultural aversion to change This publication explores industry practices for all and types of organizations and will benefit anyone nvolved in Service Management. The practices contained in these culminate from decades of evolving knowledge and emerging research in the field of