ITIL Service Areas meets COBIT and EFQM:
Financial Management (Service Strategy)
Service Portfolio Management (Service Strategy)
Demand Management (Service Strategy)
Service Catalogue Management (Service Design)
Service Level Management (Service Design)
Capacity Management (Service Design)
Availability Management (Service Design)
Information Security Management (Service Design)
Supplier Management (Service Design)
Change Management (Service Transition)
Knowledge Management (Service Transition)
Service Validation and Testing (Service Transition)
Evaluation (Service Transition)
Incidence Management (Service Operation)
Event Management (Service Operation)
Problem Management (Service Operation)
Access Management (Service Operation)
Service Strategy (SS) –
Provide guidance on how to design, develop and implement service
management, whilst providing direction for growth not only as organizational
capability, but as a strategic asset.
Service Design (SD) –
Provide guidance to design appropriate and innovate IT services,
including their architectures, processes, policies and documentation, to meet
current and future agreed business requirements.
Service Transition (ST) –
Provide guidance on delivering services that are required by the business
into operational use by releasing and deploying service changes through
controlled planning, testing, evaluation and minimization of risk.
Service Operation (SO) -
Provide guidance to coordinate and carry out the activities and processes
required to deliver and manage services at agreed levels to business users and
customers by the ongoing management of the technology that it is used to deliver
and support services.
Continual Service Improvement (CSI) –
Provide guidance on maintaining the value for customers through the
continual evaluation and improvement of the quality services and overall
maturity of ITSM service lifecycle and underlying processes.
ITIL Service Management Areas:
Incident management (Service Operation):
The Incident Manager is responsible for the effective implementation of the
Incident Management process and carries out the corresponding reporting.
He represents the first stage of escalation for Incidents, should these
not be resolvable within the agreed Service Levels.
(ITIL_Roles 2013)
Problem management (Service Operation):
The Problem Manager is responsible for managing the lifecycle of all Problems.
His primary objectives are to prevent Incidents from happening, and to
minimize the impact of Incidents that cannot be prevented.
To this purpose he maintains information about Known Errors and
Workarounds. (ITIL_Roles 2013)
Change management (Service Transition):
The Change Manager controls the lifecycle of all Changes.
His primary objective is to enable beneficial Changes to be made, with
minimum disruption to IT services.
For important Changes, the Change Manager will refer the authorization of
Changes to the Change Advisory Board (CAB) if there is one. (ITIL_Roles 2013)
Configuration Management:
Configuration Manager is responsible for maintaining information about
Configuration Items required delivering IT services.
To this end he maintains a logical model, containing the components of
the IT infrastructure (CIs) and their associations. (ITIL_Roles 2013)
Release Management:
The Release Manager is responsible for planning and controlling the movement of
Releases to test and live environments.
His primary objective is to ensure that the integrity of the live
environment is protected and that the correct components are released.
(ITIL_Roles 2013)
Service Level Management (Service Design):
Service level management is a set of specialized organizational
capabilities for providing value to the customers in the form of services.
The Service Level Manager is responsible for negotiating Service Level
Agreements and ensuring that these are met.
He makes sure that all IT Service Management processes, Operational Level
Agreements and Underpinning Contracts are appropriate for the agreed service
level targets. The Service Level
Manager also monitors and reports on service levels.
(ITIL_Roles 2013)
Capacity Management (Service Design):
The Availability Manager is responsible for defining, analyzing,
planning, measuring and improving all aspects of the availability of IT
services. He is responsible
for ensuring that all IT infrastructure, processes, tools, roles etc. are
appropriate for the agreed service level targets for availability.
(ITIL_Roles 2013)
Availability Management (Service Design):
The Availability Manager is responsible for defining, analyzing, planning,
measuring and improving all aspects of the availability of IT services.
He is responsible for ensuring that all IT infrastructure, processes,
tools, roles etc. are appropriate for the agreed service level targets for
availability. (ITIL_Roles 2013)
Infrastructure Management:
The Infrastructure Manager is responsible for the provision and operation of
certain infrastructure components. He is mainly Service Provider for the IT
Service Management processes, i.e. he ensures the frictionless operation of the
Infrastructure and supports project activities pertaining to changes in the
infrastructure. (ITIL_Roles 2013)
Security Management:
The Information Security Manager is responsible for ensuring the
confidentiality, integrity and availability of an organization’s assets,
information, data and IT services.
He is usually involved in an organizational approach to Security
Management which has a wider scope than the IT service provider, and includes
handling of paper, building access, phone calls etc., for the entire
organization. (ITIL_Roles 2013)
Enterprise management:
The Enterprise Architect is responsible for maintaining the Enterprise
Architecture (EA), a description of the essential components of a business,
including their interrelationships.
Bigger organizations may opt to introduce specialist EA roles like Business
Architect, Application Architect, Information Architect, or Infrastructure
Architect. This role is taken by the system Administrator 3.
Asset Management:
Asset management is the process responsible for tracking and reporting
the use and ownership of software and hardware assets throughout the lifecycle.
Software asset management is part of an overall service asset and
configuration management process.
(Glossary 2013)
Desktop Management:
Desktop management is the management of software, and images on a client
computer system. Tier one helpdesk
supports the clients.
SaaS Director
The director creates the Software as a Service (SaaS) strategy and offerings for
the company..
IaaS Director
The director creates the Infrastructure as a Service (IaaS) strategy and
offerings for the company.
PaaS Director
The director creates the Platform as a Service (PaaS) strategy and offerings for
the company.
Project management
A function that is responsible for managing the lifecycle of projects.
(Glossary 2013) Project
management is under the Business process office because it’s less technical and
all groups have projects.
It’s not necessarily the norm but project management under applications does not
have a good success rate either.
Because of all the offering of the company and how they cross divisions and
offices, I feel project management would be more effective if it’s not under
infrastructure because it’s not controlled by one of its offices.
Web Services
Database
Applications
The applications office controls all the applications (Other than
operating or network systems).
Database administrators, developers, and web services are under the applications
office.
Security, audit, Risk
The activities responsible for ensuring that information in the
configuration management system is accurate and that all configuration items
have been identified and recorded. Verification includes outline checks that are
part of other processes (Glossary 2013)
Information Systems Administrator
In this organization, systems administrators have some specialization such as
network or server administration.
But as IT progresses, these administrators must have a breadth of knowledge for
solving problems, and administrating cloud services in virtual environments.
Information Technology Director
The information technology director oversees the information technology strategy
for an organization, developing and implementing the policies and goals for the
IT department. The IT director analyzes the business requirements of different
departments and conducts feasibility studies to determine the best use of
technical resources. Technical investments may include a new information system
or upgrades to hardware or software components. The IT director coordinates
information systems managers and reports to the chief information officer.
(webopedia 2013)
Information Security
The process responsible for ensuring that the confidentiality, integrity
and availability of an organization’s assets, information, data and IT services
match the agreed needs of the business. Information security management supports
business security and has a wider scope than that of the IT service provider,
and includes handling of paper, building access, phone calls etc. for the entire
organization. (Glossary 2013) The
security department of U.S. Technology Corporation is separate department.
Security is “In depth” so it covers the entire organization.
Besides incident management, the security department monitors logs and
makes sure auditing is implemented on systems and working.
Continuity of services is also a part of security.
Client Services
The help desk services the clients in the datacenters.
These are tier one employees.
Hardware generally has a service agreement from the manufacturer so many
support calls are sent to the hardware vender for repair issues.
Quality Assurance
Quality assurance it the process responsible for ensuring the quality of
a service, process or other service asset will provide its intended value.
Quality assurance is also used to refer to a function or team that performs
quality assurance. This process is not described in detail within the core ITIL
publications. (Glossary 2013)
Risk Analysis
To quantify the impact to the business a loss of service or asset would
have, and to determine the likelihood of a threat or vulnerability to actually
occur. (ITIL_Roles 2013)
Vendor management
Venders are managed by the business process office.
CMMI is used to help in the vender selection and management process.
Application Development
ITIL Application Development aims to make available applications and
systems which provide the required functionality for IT services. ITIL
Application Development includes the development and maintenance of custom
applications as well as the customization of products from software vendors.
(ITIL_Roles 2013)
Database Administration
Database administrators build and maintain the Database management systems.
They are responsible for the continuity and disaster recovery of the
database data in the event of a catastrophe.
Web Engineer
Storage Engineer
The storage engineer works in infrastructure and maintains, operates, and backs
up the data stored by the servers’ storage drives.
The storage engineer has a system administrator job title.
They
System Engineer
Datacenter Administrator/ management
Administrator finance/ hr/ training
The Capability Maturity Model Integration CMMI
Level 1: Initial
Processes are
disorganized, even chaotic. Success is likely to depend on individual efforts,
and is not considered to be repeatable, because processes would not be
sufficiently defined and documented to allow them to be replicated.
Level 2: Repeatable
Basic project management
techniques are established, and successes could be repeated, because the
requisite processes would have been made established, defined, and documented.
Level 3 Defined
An organization has developed its own standard software process through
greater attention to documentation, standardization, and integration.
Level 4: Managed
An organization monitors and controls its own processes through data
collection and analysis.
Level 5: Optimizing
Processes are constantly being improved through monitoring feedback from
current processes and introducing innovative processes to better serve the
organization's particular needs.
300
CMMI Points
8
3.1
Acquisition – Cecil & Diana & Brad
8
3.2
Agreement Management (AM) - Cecil
8
3.3
Acquisition Requirements Development (ARD) – Brad & Diana
9
3.4
Acquisition Technical Management (ATM) - Brad
9
3.5
Acquisition Validation (AVAL) - Cecil
& Diana & Brad
10
3.6 Acquisition Verification
(AVER) – Cecil & Diana & Brad
10
3.7 Solicitation and Supplier
Agreement Development (SSAD) - Brad
10
4.0
Process Management - Kelvin & Cecil & Diana & Brad
10
4.1
Organizational Innovation and Deployment (OID) - Diana
10
4.2 Organizational
Process Definition (OPD) - Brad
& Diana
10
4.3 Organizational
Process Focus (OPF) - Cecil
10
4.4 Organizational
Process Performance (OPP) - Cecil
10
4.5 Organizational
Training (OT) – Kelvin & Cecil & Diana
10
5.0
Project Management - Kelvin & Cecil & Diana & Brad
10
5.1
Integrated Project Management (IPM) - Brad
11
5.2 Project
Monitoring and Control (PMC) - Diana
11
3.4
Project Planning (PP) - Kelvin
11
3.5
Quantitative Project Management (QPM) - Brad
11
3.6 Requirements Management
(REQM) - Kelvin & Cecil
11
3.7 Risk Management (RM) –
Cecil & Diana
11
4.0
Support
11
4.1
Causal Analysis and Resolution (CAR) - Kelvin
11
4.2 Configuration
Management (CM) - Kelvin
11
4.3 Decision
Analysis and Resolution (DAR) - Brad
11
4.4 Measurement
and Analysis (MA) - Brad
11
4.5 Process
and Product Quality Assurance (PPQA)
- Kelvin
11
Summary
The business case creates a company offering cloud services as a
commercial product. By using ITIL,
the company can utilize a tested and best practice framework to build services,
organize the structure of the organization for supporting the objectives of the
corporate executives and business departments. By creating measureable metrics,
the value of I.T. investment in technology will be will be visible and will help
propel the organization forward. The CMMI model will help to make sure that I.T.
does not become stagnant and constantly interfaces the organization.
I.T. will be engaged by offering future investments that provide
additional value and enhance the user’s experience.
ITIL can build a dynamic I.T. that can constantly improve and change to
the business environment and service requirements of the business units.
By using ITIL for structure and management, and CMMI for business, I.T.
will be a revenue stream and not a cost center and its value will be an asset.